HomeMy WebLinkAboutFSC 2024-04-02 Agenda PacketCITY OF TUKWILA
FINANCIAL SUSTAINABILITY PLAN
FINANCIAL SUSTAINABILITY COMMITTEE MEETING #6 1 APRIL 2, 2024
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MEETING AGENDA
■ Welcome and Recap of Meeting 5 (10 mins)
■ Overview of Revised Recommendations (80 mins)
• With discussion of financial strategies to support the plan
■ Meeting and Process Close (30 mins)
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2
PROJECT ARC
Meeting 1
Meeting 2
Meeting 3
Meeting 4
Meeting 5
Meeting 6
Community
Context
Who lives here?
What kind of
businesses?
What is the composition
of the Tukwila
economy?
Community
Values and
Priorities
Revenue
Mix
General
Spending
What does the community desire?
What are the City's biggest costs?
How do City revenue tools compare to
others?
City Programs and Services
Gather Potential Principles and Recommendations in meetings 1-4
Identify
themes and
preferred
strategies
What are the City's greatest needs? How
might efficiencies be gained?
What programs and services best align
with community priorities?
Financial forecast
Full Set of Recommendations
How can we best balance the City's financial
sustainability, the provision of City services that meet
community expectations, and equity in costs and
services?
MEETING 5 RECAP
MEETING 5 RECAP
■ We shared information about City service level adjustments, staffing and
services over time, and compensation. We described how the City restored
some services using new revenue and one-time funding.
■ We shared the City's adopted 6-year financial plan and a 6-year financial
plan incorporating the Committee's draft guidance.
■ We reviewed the Committee's draft recommendations and members
suggested changes which we've incorporated in the revised version we're
working with tonight.
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5
OVERVIEW OF REVISED RECOMMENDATIONS
WITH DISCUSSION OF FINANCIAL STRATEGIES TO SUPPORT THE PLAN
REVISED RECOMMENDATIONS
1) Be Good Stewards of Public Resources. Build a culture of continuous improvement and
implement approaches and tools to improve the City's efficiency and effectiveness.
2) Invest in the Tukwila Community's I Iighest Priorities. Align services with community
priorities and prudently manage the tax burden on residents and businesses.
3) Invest in Tukwila's Future. Make targeted investments to achieve long-term cost savings
and improved outcomes for the Tukwila community.
Today
Take feedback on revised recommendations overall.
Determine guidance for next budget cycle and consideration for future revenue options
(See slide 10 and slides 13-22.)
Next
Blend recommendations with analytic storytelling.
Add an Executive Summary of 2-3 pages.
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1) BE GOOD STEWARDS OF PUBLIC RESOURCES (see full text onpage :)
a. Build a culture and City processes that focus on quality and continuous improvement.
• Instill a dedication to public service that centers resource stewardship and the provision of high -quality services
to Tukwila residents and businesses.
• Implement comprehensive continuous improvement and quality control efforts.
b. Implement efficient and effective service delivery models.
• Identify opportunities to increase staff productivity.
• Ensure leaders have the skills and capacity they need to manage staff effectively.
• Be smart about the use of consultants.
c. Carefully manage City staff: Tukwila's greatest asset and most significant
expenditure.
• Conduct a third -party review of the City's employment positions, salaries, and benefits to ensure the City has an
optimal staffing structure given the service needs of the Tukwila community.
• Calibrate management staffing capacity with the transition of fire services to the Puget Sound Regional Fire
Authority.
• Explore creative opportunities for efficient staffing within the bounds of labor agreements.
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8
M -
1) BE GOOD STEWARDS OF PUBLIC RESOURCES (continued)
d. Closely manage the City's capital investments and assets.
• Make capital investments that provide the best return on investment for the community.
• Calibrate the design of new facilities to a Tukwila -appropriate standard. Avoid cost overruns
in future capital investments by implementing strong project management tools and
practices.
• Sell surplus properties with no future City use identified as expeditiously as possible.
e. Review the City's reserve policy.
f. Proactively and transparently share information about the City's financial status.
• Continue to publish full quarterly financial reports of all funds.
• Prepare an annual administrative report assessing the City's cost containment strategies and
making recommendations and present it to the City Council.
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9
2) INVEST IN THE TUKWILA COMMUNITY'S HIGHEST PRIORITIES
(page 4)
a. Use a lens of the expected return on investment for the Tukwila community to
evaluate City service and capital expenditures.
• Regularly conduct a statistically valid survey of Tukwila residents to determine community needs and priorities.
• Prioritize investments in public safety and maintaining existing assets, including Tukwila's staff and infrastructure.
• Use the City's established Priority -Based Budgeting process to direct resources to programs and services that best
meet community needs.
b. Recommendations to be developed in meeting 6.
• Balancing service needs and use of property tax capacity in the next budget cycle.
• Balancing future tax and fee burden on residential and commercial payors.
c. Provide excellent customer service to Tukwila residents and businesses.
• Reduce silos across City departments to enhance customer service and efficiency of service delivery.
• Evaluate cost-effective ways community members can access in -person and online services.
• Use tools such as See -Click -Fix to effectively monitor and respond to community requests or needs.
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10
3) INVEST IN TUKWILA'S FUTURE (pages)
a. Plan for future land uses that will strengthen the City's fiscal position and the
sustainability of high -quality City services.
b. Encourage business growth and investment in the Tukwila economy.
c. Involve the community in defining Tukwila's approach to public safety.
d. Invest in the City's existing assets: Tukwila's staff and infrastructure.
• Invest in retaining quality staff, which is less expensive than the cost of turnover and provides
more consistent, high -quality services for staff.
• Develop a robust asset management model, including for City facilities.
Maintain street and sidewalk infrastructure in a state of good repair to avoid more expensive
long-term costs.
e. Invest in the City's expertise and capacity in functions that are critical for
financial sustainability.
• Strengthen the City's financial management, human resources management, and capital project
management.
• Strengthen grant administration to enhance service delivery via grant awards.
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PHASED IMPLEMENTATION (page 6)
invest in Tukwila's future and implement
recommendations that advance the City's
financial management, resource effectiveness,
and cost containment abilities.
Mo
restore service levels and make deeper
investments in efficiency and effectiveness.
Over the
Tong -term
communicate with the Tukwila community about demands for City services
and the City's performance, including efficiency gains: program -specific key
performance indicators, including demands for service and achieved service
efficiencies. Over time, inflation, increasing demand for services, or other factors
will erode the City's ability to provide the desired services to the Tukwila
community
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12
FINANCIAL STRATEGIES TO SUPPORT THE PLAN
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REVENUE GROWTH COMPARED TO INFLATION
Ongoing revenue
growth - not
including revenues
necessary to pay for
fire services or one-
time revenues - has
on average been
slower than inflation.
"E $80,000,000
0
E
a $70,000,000
S60,000,000
S50,000,000
$40,000,000
$30,000,000
S20,000,000
S1 0,000,000
450
400
350
300
250
200
150
100
50
$0 0
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Sources: City of Tukwila budgets, Bureau of Labor Statistics, BERK
Revenues w/o Fire
Annual CPI-U (Seattle -Tacoma -Bellevue)
Linear (Revenues w/o Fire)
Linear (Annual CPI-U (Seattle -Tacoma -Bellevue))
Annual CPI-lJ
EXPENDITURE GROWTH COMPARED TO INFLATION
Ongoing
expenditure growth -
not including the cost
of fire services - has
on average been in
line with inflation.
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1E $80,000,000
0
a $70,000,0CIO
$60,000,000
S50,000,000
$40,000,000
S30,000,000
S20,000,000
S 10,000,000
450
400
350
300
250
200
150
100
50
$0 0
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Expenditures w/o Fire
Annual CPI-U (Seattle -Tacoma -Bellevue)
Linear (Expenditures w/o Fire)
Sources: City of Tukwila budgets, Bureau of Labor Statistics, BERK
Linear (Annual CPI-U (Seattle -Tacoma -Bellevue))
Annual CPI-lJ
POPULATION AND STAFFING GROWTH
25,000
co
n_
co
20,000
15,000
10,000
5,000
0
2016 2017 2018 2019 2020 2021 2022 2023
Tukwila Population FTEs per 1,000 residents (without Fire)
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
FTEs per 1,000 residents, without Fire
While City staffing
does not have to
track with population,
population tends to
be a driver of
demand for services.
There has been a
slight reduction in
City staffing per
population.
Sources: City of Tukwila budgets, Office of Financial Management, BERK 16
BUDGET HISTORY AND CHOICES GOING FORWARD
Budgets are set to
align with ongoing
revenues.
Service levels are
reduced to align with
lower revenues.
2016-2019
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0 -
2016
Revenues w/o Fire
O EM
2017
One-time revenues
are used to restore
services.
2020
2018 2019
2021-2022
1
City adopts B&O Tax,
approves RFA
annexation, continues to
use one-time revenues.
Annexation to RFA creates
property tax capacity. City can
adjust business tax/fee structure
and will determine utility rate
structures.
Efficiency efforts to achieve
Tong -term lost savings.
2023-2024 BUDGET 12025-2026 BUDGET AND BEYOND
2020 2021 2022
One-time federal revenues O Proposed property tax capacity
2023 2024
Expenditures w/o Fire
2025 2026 2027 2028
Annual CPI-U (Seattle -Tacoma -Bellevue)
- 450 P
0
- 400 v
- 350 F
- 300 a
- 250
- 200
- 150
- 100
- 50
- 0
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Sources: City of Tukwila budgets, Bureau of Labor Statistics, BERK
SERVICES THAT COULD BE IMPACTED BY PROPERTY
TAX DECISION
• Preventive maintenance of City facilities, street infrastructure, and park facilities.
• Staffing to manage public records requests in a timely fashion.
• Recreation program offerings.
• Staffing to manage permit applications and housing and regional planning issues.
• The Tukwila Community Leadership Initiative and the SeeClickFix contract.
• Facility management and improvement.
• Ground maintenance at City facilities.
• Graffiti and vandalism abatement and garbage removal.
• Information Technology service desk support.
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COUNCIL POLICY DECISION REGARDING PROPERTY TAX
Use no available property tax capacity.
Services would have to be cut, or other revenues would have to increase.
Taxpayers would pay less than they currently do in City + RFA taxes.
B. Use about half ($6.5 million) of available property tax capacity
per the adopted Financial Plan.
■ Service levels could increase, more in line with pre-COVID levels.
■ While the City's share would go down, the average residential property owner would
pay approximately $323 more a year to the City and RFA combined per the next slide.
C. Use more available property tax capacity.
■ City could expand services.
■ Taxpayers would pay more in City + RFA property taxes than option B.
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19
COUNCIL POLICY DECISION REGARDING UTILITY RATES
■ The Utility Rate Study is ongoing, and FCS Group will present information to Council.
■ Initial findings in the study point to necessary rate increases to cover capital and operating
expenses.
■ In our analysis, we assume those initial estimated increases to show the potential impact
while keeping the existing rate structure for residential and commercial customers.
■ Adjusting these rate structures and the balance of the residential / commercial burden is a
Council -level policy decision.
II
ESTIMATED ANNUAL TAX AND UTILITY FEE IMPACT
ON AVERAGE RESIDENTIAL PROPERTY
Year
City -annual
property tax
City -
annual RFA - annual
utility fees property tax
RFA - annual
Fire Benefit
Charge
Annual
Total
2024
2025
Total Increase
(Decrease)
$1,225 I $1,236
$715 1 $1,320
($510) ) $84
Not applicable
$459
$459
Not applicable
$290
$290
$ 2,461
$2,784
L$323
, Ail
21
POTENTIAL RECOMMENDATIONS
REGARDING FUTURE REVENUES
• Center equity when setting taxes and fees.
• Align who pays with who benefits.
• Seek to ameliorate the cost to lower income residents and small businesses.
• Consider fees based on income.
• Maintain the current balance of revenue generated from residents and revenue generated from businesses.
• Balance the net impact of utility rate adjustments and General Fund revenue decisions.
• Consider cost recovery principles for fees and charges and how much the revenue should offset the cost of
providing the service.
• Foster a business -friendly climate.
• Consider options that streamline business taxes and fees.
■ Research non-traditional revenue options that are legally feasible.
22
MEETING AND PROCESS CLOSE
1
THANKYOU!
Next steps
• Presentation to Council on April 22.
• Budget development process.
Ways you can encourage implementation of
your recommendations
• Speak at Council meetings.
• Connect with Council members and staff.
II
ROUNDTABLE CLOSING COMMENTS
DRAFT Recommendations 2.0
Tukwila Financial Sustainability Plan I DRAFT March 28, 2024
The Financial Sustainability Committee has put together these recommendations after reviewing the City's
financial forecast, programs and services, and community makeup. The Committee focused on ways the
City could effectively use existing resources to deliver quality City services to residents and businesses
and to achieve long-term financial sustainability.
The Committee's recommendations fall under the following three categories:
1) Be Good Stewards of Public Resources. Build a culture of continuous improvement and implement
approaches and tools to improve the City's efficiency and effectiveness.
2) Invest in the Tukwila Community's Highest Priorities. Align services with community priorities and
prudently manage the tax burden on residents and businesses.
3) Invest in Tukwila's Future. Make targeted investments to achieve long-term cost savings and
improved outcomes for the Tukwila community.
Each of these areas of focus are described in more detail on the following pages. The Committee's
suggestions for phased implementation of these recommendations are presented on page 6.
A dollar sign ($) is used to designate strategies that will require investment of City resources to
implement.
11
1
1) Be Good Stewards of Public Resources
a. Build a culture and City processes that focus on quality and continuous improvement.
■ Instill a dedication to public service that centers resource stewardship and the
provision of high -quality services to Tukwila residents and businesses. This could
include recognition or performance awards for staff who identify ways to enhance
effectiveness, reduce costs, enhance revenue, or otherwise advance the City's goals.
■ Implement comprehensive continuous improvement and quality control efforts. Use
consultants and internal expertise to systematically refine service delivery by
streamlining processes, reducing waste, and maximizing customer benefits. This could
include increasing procurement limits and reducing the number of approval steps. $
■ Conduct rolling performance audits of large or impactful programs. Review programs
to identify opportunities for achieving greater efficiency and effectiveness. Use
independent consultants to conduct performance audits in key programmatic areas. $
■ Track program -specific key performance indicators (KPIs) to capture demands for
service and program performance. Use this information to report on the City's ability to
meet community needs and its resource efficiency (costs for service delivery) over time.
b. Implement efficient and effective service delivery models.
■ Identify opportunities to increase staff productivity. Enhance systems for performance
management and accountability. Consider opportunities to shift positions to meet needs
and dedicate time to cross -training to help staff meet workload demands with existing
resources. Conduct a review of the City's remote -work policies and practices.
■ Ensure leaders have the skills and capacity they need to manage staff effectively.
Also identify opportunities to establish "working manager" roles where managers
provide service delivery capacity as well as supervising others' work.
■ Be smart about the use of consultants. Seek the most efficient and effective balance of
staff capacity and costs, consultant costs, and aggressiveness of the City's work plan.
Leverage consultant contracts to build durable tools and enhance staff capacity. Review
consultant engagements to identify lessons learned.
c. Carefully manage City staff: Tukwila's greatest asset and most significant expenditure.
■ Conduct a third -party review of the City's employment positions, salaries, and
benefits to ensure the City has an optimal staffing structure given the service needs
of the Tukwila community. Thereafter, continue to conduct total cost of compensation
studies on a regular basis. Use robust vetting process and place new hires at
appropriate paygrade and position level. $
■ Calibrate management staffing capacity with the transition of fire services to the Puget
Sound Regional Fire Authority. Take advantage of this reduction in City staff numbers and
management complexity by looking for opportunities to more fully use or consolidate existing
executive level staff.
'I DRAFT March 28, 2024 Tukwila Financial Sustainability Plan I DRAFT Recommendations 2.0
2
■ Explore creative opportunities for efficient staffing within the bounds of labor
agreements. This could include deploying non -uniform personnel to deliver some
appropriate public safety services, redeploying seasonal employees during periods of
low demand to other work areas, contracting, and considering tiered employment
positions and apprenticeships that allow new employees to gain knowledge and
experience. This may attract younger Tukwila residents to apply. The City could raise
awareness of job openings among high school students and others via Tukwila media,
social media, and community networks.
■ Include consideration of non -salary benefits (insurance, pensions, paid time off, etc.)
when benchmarking staff compensation. Recognize that compensation will vary by
jurisdiction and choose benchmark cities appropriately.
d. Closely manage the City's capital investments and assets.
• Make capital investments that provide the best return on investment for the
community. Consider the City's ability to pay for ongoing maintenance and capital
replacement needs when considering potential new capital investments.
• Calibrate the design of new facilities to a Tukwila -appropriate standard. Avoid over
investment by thoughtfully considering design, amenities, and likely future use by the
community. Use "generic, off the shelf plans" where appropriate to save money.
• Avoid cost overruns in future capital investments by implementing strong project
management tools and practices. $
• Sell surplus properties with no future City use identified as expeditiously as possible.
e. Review the City's reserve policy. List specific events for which the City's reserve funds will
be used and give guidance on how much should be used. In future economic downturns,
consider using reserves to supplement essential public services rather than reducing services.
f. Proactively and transparently share information about the City's financial status.
• Continue to publish full quarterly financial reports of all funds. This will provide the
community with valuable information without their need to submit a Public Records
Request.
• Prepare an annual administrative report assessing the City's cost containment
strategies and making recommendations and present it to the City Council.
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I'I DRAFT March 28, 2024 Tukwila Financial Sustainability Plan I DRAFT Recommendations 2.0
3
2) Invest in the Tukwila Community's Highest Priorities
a. Use a lens of the expected return on investment for the Tukwila community to evaluate
City service and capital expenditures. Tukwila's population is younger, more mobile, more
diverse, lower income, and less healthy than King County overall. Consider Tukwila's unique
community makeup when prioritizing and tailoring City services and capital investments,
recognizing that return on investment may not always be quantifiable.
■ Regularly conduct a statistically valid survey of Tukwila residents to determine
community needs and priorities. Ensure this survey accurately reflects Tukwila's cultural and
linguistic diversity. Use this information in budget setting and service design. $
■ Prioritize investments in public safety and maintaining existing assets, including
Tukwila's staff and infrastructure. See 3) Invest in Tukwila's Future, below.
■ Use the City's established Priority -Based Budgeting process to direct resources to
programs and services that best meet community needs.
b. Recommendations to be developed in meeting b:
■ Balancing service needs and use of property tax capacity in the next budget cycle.
■ Balancing future tax and fee burden on residential and commercial payors.
c. Provide excellent customer service to Tukwila residents and businesses. $
■ Reduce silos across City departments to enhance customer service and efficiency of
service delivery.
■ Evaluate cost-effective ways community members can access in -person and online
services, such as kiosks at other City facilities or expanded operating hours at City Hall.
■ Use tools such as See -Click -Fix to effectively monitor and respond to community requests
or needs. Analyze the data received to identify and proactively address trends and
patterns. Assess community satisfaction of service delivered.
'I DRAFT March 28, 2024 Tukwila Financial Sustainability Plan I DRAFT Recommendations 2.0
4
3) Invest in Tukwila's Future
a. Plan for future land uses that will strengthen the City's fiscal position and the
sustainability of high -quality City services. Increase growth and development in a targeted
way to create new revenue and create future revenue streams.
b. Encourage business growth and investment in the Tukwila economy. Foster opportunities
for business and take care of established businesses to create a healthy economy, which will
ultimately generate revenues for the City. $
• Fund the City's economic development function and implement the City's Economic
Development Strategy.
• Leverage economic development strategies such as the Multifamily Tax Exemption, Tax
Increment Financing, and other tools.
• Maintain competitiveness in taxes and fees with neighboring jurisdictions. Consider having
either the B&O tax or the business license fee, not both. $
c. Involve the community in defining Tukwila's approach to public safety. Safety is an
essential human need and "public safety" will typically rate very highly in community priority
surveys, but a more nuanced understanding is needed to clarify what we mean by the term
and what kinds of investments we'll make to enhance public safety, including consideration of
preventative and reactive policing, as well as investments in recreation programming for
youth, considering public safety in land use planning and development, and investments in
maintaining and enhancing physical infrastructure. $
d. Invest in the City's existing assets: Tukwila's staff and infrastructure. Embrace an
understanding that we make the most efficient use of existing resources and avoid long-term
costs by investing in our people and maintaining physical assets in a state of good repair. $
• Invest in retaining quality staff, which is less expensive than the cost of turnover and
provides more consistent, high -quality services for staff. Retention efforts should be
balanced with clear performance requirements and recognition that a healthy level of
turnover should be seen as an opportunity to enhance the City's skilled staff and bring its
compensation structure into line.
• Develop a robust asset management model, including for City facilities. Invest in ongoing
maintenance to minimize lifecycle costs. Evaluate funding mechanisms that are cost-efficient
and equitable, with a nexus between those who pay for and benefit from the investment.
• Maintain street and sidewalk infrastructure in a state of good repair to avoid more
expensive long-term costs.
e. Invest in the City's expertise and capacity in functions that are critical for financial
sustainability. $
• Strengthen the City's financial management, human resources management, and capital
project management.
• Strengthen grant administration to enhance service delivery via grant awards.
Opportunity areas include infrastructure, parks and recreation, and public safety.
s1I DRAFT March 28, 2024 Tukwila Financial Sustainability Plan I DRAFT Recommendations 2.0
5
Phased Implementation
The Committee suggests that the City of Tukwila takes the following phased approach to implementing
the general guidance included in our recommendations.
First, invest in Tukwila's future and implement recommendations that advance the City's financial
management, resource effectiveness, and cost containment abilities. Specific recommendations that fall in
this immediate call to action include the following:
1 a. Build a culture and City processes that focus on quality and continuous improvement.
1 f. Proactively and transparently share information about the City's financial status.
2a. Use a lens of the expected return on investment for the Tukwila community to evaluate City service
and capital expenditures.
2b. Recommendations to be developed in meeting 6 related to the next budget cycle and ongoing
distribution of tax burden between residential and commercial payors.
3e. Invest in the City's expertise and capacity in functions that are critical for financial sustainability.
Funding for these short-term investments should come one-time reserve funds or from the revenue sources
identified in the City's existing Financial Plan: implementation of the B&O tax and the dedication of a
portion of the property tax capacity created by the transition to the RFA.
Second, restore service levels and make deeper investments in efficiency and effectiveness.
1 b. Implement efficient and effective service delivery models.
lc. Carefully manage City staff: Tukwila's greatest asset and most significant expenditure.
1 d. Closely manage the City's capital investments and assets.
1 e. Review the City's reserve policy.
1 f. Proactively and transparently share information about the City's financial status.
2c. Provide excellent customer service to Tukwila residents and businesses.
3a. Plan for future land uses that will strengthen the City's fiscal position and the sustainability of high -
quality City services.
3b. Encourage business growth and investment in the Tukwila economy.
3c. Involve the community in defining Tukwila's approach to public safety.
3d. Invest in the City's existing assets: Tukwila's staff and infrastructure.
Over the Tong -term, communicate with the Tukwila community about demands for City services and the
City's performance, including efficiency gains. This communication should include program -specific key
performance indicators, including demands for service and achieved service efficiencies.
Over time, inflation, increasing demand for services, or other factors will erode the City's ability to
provide the desired services to the Tukwila community. At this point, the City may reconstitute a Financial
Sustainability Committee or otherwise strategize for how to communicate its needs to City taxpayers and
consumers of City services. Its efforts to achieve cost efficiencies and transparently communicate its KPIs
and budgetary information will have placed the City in a trusted position to make this ask. If additional
revenue is needed to provide services desired by the community, potential revenue tools could include
currently available options and other, innovative options that might require state policy changes.
�
I'I DRAFT March 28, 2024 Tukwila Financial Sustainability Plan I DRAFT Recommendations 2.0
6
Financial Forecast and Impacts
Tukwila Financial Sustainability Plan I Draft March 28, 2024
Overview
This document describes the estimated tax and fee impacts on residents and businesses based on
potential policy choices related to taxes and utility rates, which are to be made by the City Council:
■ Using a portion of the property tax capacity available due to fire annexation.
■ Continuing the Business & Occupation tax and business license fees. A review is currently underway
to ensure a fair balance between the B&O tax and business license fees.
■ Adopting utility rates to align with operating and capital needs. For this analysis, we are using
estimated rate increases that maintain the existing rate structure for residential and commercial
customers.
In response to questions raised in Committee meeting #5, this document also provides the 6-year financial
forecast without the use of property tax capacity available due to the fire annexation. The potential
impact to City services is described and some options to consider are provided.
Key Findings
■ If the City does not use any of the property tax capacity created by the annexation to the fire
authority, it will have to reduce services or increase other revenues.
■ Draft findings from the Utility Rate Study indicate a need for rate increases to fund capital
investments and operating costs for City -owned utilities (water, wastewater, and stormwater).
■ Based on the City's adopted 6-year financial plan, property owners would pay more in total
property tax in 2025 to restore service levels to pre -pandemic levels.
■ Businesses that are subject to the recently adopted B&O tax would pay more in taxes to restore
police services to pre -pandemic levels.
■ Reducing the share of revenue collected from property tax could shift more of the overall tax burden
to the commercial sector.
PI
1
Estimated Impact of the City's Adopted Financial Plan on
Tukwila Residents and Businesses
The City's adopted Financial Plan assumes a property tax rate of $1.12 per $1,000 of assessed value in
2025, which uses about half of the property tax capacity available after annexation into the fire
authority. Property owners pay taxes to other jurisdictions, such as King County and school districts. The
share of taxes paid to the City and the RFA would make up approximately 25% of the total tax bill.
The Adopted Financial Plan also assumes revenue from the newly implemented Business & Occupation
Tax.
The Utility Rate Study, which is currently in progress, has identified revenue needs for City -owned utilities
based on required capital and operating investments. Estimated future rates for example residential and
commercial customers are provided to see the total estimated impact. This analysis assumes that the
existing rate structure for residential and commercial customers is maintained. This policy choice will be
evaluated by City Council in the near future.
Residential Impact
Residents in Tukwila pay property tax to the City and will begin paying the Regional Fire Authority's
property tax and Fire Benefit Charge in 2025. Utility rates may increase based on initial findings from
the Utility Rate Study. The total estimated impact of the City's adopted Financial Plan on an average
Tukwila residential property, based on the median assessed residential value, is provided in Exhibit 1.
Exhibit 1: Estimated Annual Tax and Utility Fee Impact on Average Residential Property
Year
RFA — annual
City — annual City — annual RFA — annual Fire Benefit Annual
property tax utility fees property tax Charge Total
2024 $1,225 $1,236 Not applicable Not applicable
$2,461
2025
$715
$1,320
$459
$290
$2,784
Total Increase
(Decrease)
($510)
$84
$459
$290
$323
Notes: The 2023 median residential assessed value is $510,000. The square footage of this example property is 2,060. Utility
fees reflect winter rates for water, sewer, and surface water.
Sources: City of Tukwila 2023; King County Assessor, 2024; BERK 2024; FCS Group, 2024.
Commercial Impact
A commercial property pays the same property tax rate as a residential property. If a commercial
property owner leases space to a business, the property owner likely includes property tax in the lease
amount, so the property tax estimate is included here as an impact on a business. Businesses in Tukwila
pay a Business License Fee, which is assessed per full-time employee and a Business & Occupation Tax (if
applicable), which is based on gross receipts. Utility rates may increase based on the findings from the
Utility Rate Study. The estimated total impact of the City's adopted Financial Plan on example businesses
is provided in Error! Reference source not found..
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Exhibit 2: Estimated Annual Tax and Utility Fee Impact on Example Businesses
Type of
Business
Year
City -
annual
property
tax
City - RFA - RFA -
City - annual annual annual Fire
annual business property Benefit Annual
utility fees charges tax Charge Total
Small
retail
2024 $649 $2,364
2025 $379 $2,508
Difference -$270 $144
Not
$448 applicable
$448
so
$243
$243
Not
applicable
$295
$295
Large retail
2024 $51,457
$31,392
$43,074
Not
applicable
Not
applicable
$125,923
2025 $30,034
$33,228
$43,074
$19,281
$22,338 $147,955
Difference -$21,423
$1,836
so
$19,281 $22,338 $22,032
Restaurant
2024
................................................
2025
................................................
Difference -$2,227
$5,349
$3,122
Not
$7,936 applicable
$7,936
$2,004
$0 $2,004
Not
applicable
$1,298
$30,529
.........................................
$33,008
.........................................
$1,298 $2,479
Note: Utility fees reflect winter rates for water, sewer, and surface water. The example small retail property is approximately
1,500 square feet; the example large retail property is approximately 150,000 square feet; the example restaurant property is
approximately 8,800 square feet.
Sources: City of Tukwila 2023; King County Assessor, 2024; BERK 2024; FCS Group, 2024.
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Impacts of Not Using Additional Property Tax Capacity
The Committee has asked to understand the financial and service impacts of not using a portion of the tax
capacity generated by annexation to the RFA as is currently assumed in the City's adopted Financial
Plan. The General Fund forecast shown in Exhibit 3 assumes the City does not use the property tax
capacity created due to annexation to the RFA. In this scenario, overall taxes paid by property owners
would be lower than before annexation to the RFA. The Plan includes the same expenditure assumptions
as the Adopted Financial Plan.
Exhibit 3: Projected General Fund Revenues and Expenditures with no use of Property Tax Capacity, 2023-
2028
$ 80,000,000
$75,000,000
$70,000,000
$65,000,000
$60,000,000
$55,000,000
$50,000,000
$45,000,000
$40,000,000
Budget
Projected
2023 2024 2025 2026 2027 2028
Total Revenues -Total Expenditures
Source: City of Tukwila, 2023; BERK 2024.
Exhibit 4. Projected General Fund Revenues and Expenditures with no use of Property Tax Capacity,
2025-2028
Projected Projected
2025 2026
Projected Projected
2027 2028
Revenues $59,814,000 $61,048,000 $62,365,000 $63,902,000
Expenditures $66,331,000 $67,696,000 $69,009,000 $70,357,000
Variance-$6,517,000 -$6,648,000 -$6,644,000 -$6,455,000
Note: Amounts have been rounded to the nearest $7,000.
Source: City of Tukwila, 2023; BERK 2024.
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Considerations
If the City were to not use any property tax capacity, there would be an estimated $6.5 million gap
between revenues and planned expenditures. In the 2023-2024 budget, some programs were
restored using one-time funding (Federal ARPA funds or fund balance), so this creates an imbalance
between ongoing revenues and ongoing expenditures. In addition to the loss of federal funds, inflation is
higher than revenue growth and is driving up the cost of service. For these reasons, it is difficult to
maintain the same service levels without increasing revenues or decreasing costs. Many of the
Committee's recommendations aim to find efficiencies and reduce costs in the long term but will not
create immediate cost savings.
If the City were to not use a share of its property tax capacity as planned, it would have to choose from
the following options:
■ Reduce expenditures to align with revenues.
o The City could reduce services that had been restored during the pandemic with one-time
funding. These include:
Preventive maintenance of City facilities, street infrastructure, and park facilities.
Staffing to manage public records requests in a timely fashion.
Recreation program offerings.
Staffing to manage permit applications and housing and regional planning issues.
The Tukwila Community Leadership Initiative.
The SeeClickFix contract.
The City could review "Tier 4" programs (those that receive a lower relative rank using the City's
Priority -Based Budgeting scoring framework) that are not legally required and determine which
could be reduced or eliminated. These programs include:
Facility management and improvement.
Ground maintenance at City facilities.
Graffiti and vandalism abatement and garbage removal.
Information Technology service desk support and mobility services (e.g. cell phones, virtual
private networks).
° Reducing the planned debt service contributions is not recommended because of the overall
financial strategy for the Public Works Shops phases. If the Public Works Shops Phase 2 does
not continue, there will still be a financial impact to the General Fund.
■ Increase other revenues.
Ei The City could explore options to increase other revenues, including:
Adjusting the B&O tax to collect more revenue. City staff is currently reviewing options for
adjustments to the B&O tax and business license fee schedule, such as a lower business
license fee for businesses that pay a B&O tax.
Revenue tools that would provide dedicated funding for a particular program, such as a
Transportation Benefit District.
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Balancing the Tax Burden
One of the questions to be addressed in this process is how to equitably balance the impacts to residents
and businesses in terms of how much these groups are paying in taxes, fees, and rates. Ideally, what
these groups pay aligns with the level of service they receive from the City. For example, if the City
spends more resources to provide services to the commercial sector, businesses should bear a higher share
of the revenue burden. If it costs more to provide utilities to a commercial property, that property should
pay a higher rate.
The City has some choices in how it sets certain tax rates, utility rates, or fees. It can impose a tax on only
businesses, as it has done with the B&O tax. It can set utility rates for each customer class. It can set fees
that vary depending on income, such as recreation program fees. There are some revenue sources where
the rate is applied equally to all customers, such as property tax.
Some revenues, such as property tax, are paid by both the residential and commercial sectors. A revenue
such as sales tax is primarily generated by the commercial sector.
The cost to provide services to residents and businesses is difficult to measure for all City services as
departments may not track their workload data in this way. The Police Department, which makes up
approximately 42% of the General Fund budget, does track data based on location and found that
most calls for service, approximately 82%, are associated with businesses or their properties. Other
services, such as recreation programs, are primarily used by residents.
If we look at the City's major local General Fund revenue sources - property tax, sales tax, B&O tax,
utility tax, business license fees, and gambling and admissions tax - we can estimate the shares
generated by residential property and commercial property. In this analysis, property tax and utility
taxes are split based on the current share of property tax revenue from each sector, which is 67% from
commercial property and 33% from residential property. Sales tax is split based on the share of
residents and share of estimated daytime visitors, if we assume 22,780 residents and 150,000 daytime
visitors. B&O tax, business license fee revenue, and gambling/admission taxes are attributed all to
commercial.
The residential sector contributes approximately 19% of these total revenues and the commercial
sector contributes approximately 81 %, which aligns with the Police Department calls for service data. If
the City elects not to use property tax capacity, both residential and commercial taxpayers would
benefit from lower property taxes. The share of total revenues from the residential sector would go
clown to approximately 15% and the share from the commercial sector would increase to 85%,
putting a larger burden on the commercial sector than the current need for services may suggest.
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Exhibit 5: Tukwila Major General Fund Revenues and Residential/Commercial Split, 2023
Property Sales B&O Business Utility Gambling/ Share of
Tax Tax Tax License Taxes Admissions Total
Fees Taxes
2023
Budget
$17,682,000 $20,378,000 $3,000,000 $3,230,000 $4,300,000 $5,516,000
Residential $5,835,000 $2,687,000
$1,419,000
18%
.........................
Commercial $11,847,000 $17,691,000 $3,000,000 $3,230,000 $2,881,000 $5,516,000
82%
Notes: Amounts have been rounded to the nearest $1,000.
Source: City of Tukwila, 2023; BERK 2024.
Exhibit 6: Tukwila Major General Fund Revenues and Residential/Commercial Split with Lower Property Tax,
2023
Property Sales
Tax Tax
B&O Business Utility Gambling Share of
Tax License Fees Taxes Admissions Total
Taxes
2023
Budget
$4,458,000 $20,378,000 $3,000,000 $3,230,000 $4,300,000 $5,516,000
Residential $1,471,000 $2,687,000
$1,419,000
14%
Commercial $2,987,000 $17,691,000 $3,000,000 $3,230,000 $2,881,000 $5,516,000 86%
Notes: Amounts have been rounded to the nearest $1,000.
Source: City of Tukwila, 2023; BERK 2024.
Considerations
■ The B&O tax began in January 2024 and the first returns are due in April 2024. Once the City has
more data on this tax, it can better evaluate the impact to businesses, how to potentially adjust the
tax structure, and how to balance the B&O tax with the business license fee.
■ As the City Council determines how much property tax capacity to use, if any, it should consider the
balance between commercial revenues and residential revenues and how that aligns to the demand
for City services.
■ The City Council may choose to adjust the utility rate structures for residential and commercial
customers based on the findings in the Utility Rate Study.
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