HomeMy WebLinkAboutCSS 2024-04-08 COMPLETE AGENDA PACKETCity of Tukwila
Community Services
and Safety Committee
O Jovita McConnell, Chair
O De'Sean Quinn
O Hannah Hedrick
AGENDA
MONDAY, APRIL 8, 2024 — 5:30 PM
Distribution:
J. McConnell
D. Quinn
H. Hedrick
Mayor McLeod
M. Wine
A. Youn
L. Humphrey
ON -SITE PRESENCE:
TUKWILA CITY HALL
HAZELNUT CONFERENCE Room
6200 SOUTHCENTER BOULEVARD
REMOTE PARTICIPATION FOR THE PUBLIC:
1-253-292-9750, ACCESS CODE: 936039108#
Click here to: Join Microsoft Teams Meeting
For Technical Support: 1-206-433-7155
Item
Recommended Action
Page
1.
BUSINESS AGENDA
a. Grant agreement with King County for the 2024
a.
Forward to 3/18 Regular
Pg.1
Veterans, Seniors, and Human Services Levy.
Meeting Consent Agenda.
David Rosen, Fiscal Analyst
b. 2023 Parks and Recreation Annual Report.
b.
Discussion only.
Pg.35
Pete Mayer, Parks and Recreation Director
c. 2023 Police Department Annual Report &
overview of strategic plan.
c.
Discussion only.
Pg.41
Eric Dreyer, Police Chief
2.
MISCELLANEOUS
Next Scheduled Meeting:
May 13, 2024
S. The 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
Thomas McLeod, Mayor
Parks & Recreation Department - Pete Mayer, Director
INFORMATIONAL MEMORANDUM
TO: Community Services & Safety Committee
FROM: David Rosen, Parks & Recreation Analyst
DATE: April 2, 2024
SUBJECT: Approval of FY24 Veterans, Seniors, and Human Services Levy Contract
ISSUE
The City of Tukwila Parks & Recreation Department has been awarded a $60,000 contract from the
King County Department of Community and Human Services (DCHS) for Fiscal Year 2024 as a part of
the Veterans, Seniors, & Human Services Levy (VSHSL). Staff are required to secure council approval
before the mayor may sign the contract for execution.
BACKGROUND
The VSHSL is a voter approved six -year property tax levy that envisions senior centers in King County
as inclusive central hubs where diverse groups of older adults can form community bonds and access a
variety of senior programming and services. Tukwila has received VSHSL funding for several years.
The last levy expired in December 2023 with the newest version (2024-2029 Levy) having been
approved by voters in August 2023.
DISCUSSION
Staff were informed late last year that due to the transition between versions of the VSHSL that a new
contract for FY24 services would be offered, this contract was received last week. While it is a
continuation of previously received funding, it is under a new contract number, which per city policy,
requires council approval to be signed.
Some program highlights of the VSHSL include:
• Providing services such as fitness passes, art classes, and community engagement
opportunities to 843 unique participants in FY23
• Hosting 19,546 senior fitness membership scans in FY23
• Providing "Hub" partner events with the City of Burien for veterans such as a picnic, Mariners
game, Veteran's Day event, waterways cruise, and the 12 Days of Goodness with the Seattle
Seahawks. A "Hub" refers to services or events being coordinated by multiple community
centers such as Tukwila and Burien
FY25/26 BUDGET CONSIDERATIONS
King County VSHSL funding supports the vast majority of senior programming provided by Tukwila
Parks and Recreation, either through expanded programming, or lowering and/or removal of participant
fees to lessen barriers to access. Tukwila Parks and Recreation staff applied for the next round of
VSHSL funding (Contracting through 12/31/26) last month and expect to be informed of the result by
June/July of this year if the Request for Proposal schedule is maintained. If funding is not awarded,
adjustments to service levels will have to be made if further general fund investment is not secured.
Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov
1
Community Services & Safety Committee
April 2, 2024
Page 2
FINANCIAL IMPACT
The grant award is in the amount of $60,000 and is in the form of a reimbursement grant, with
payments coming quarterly for preceding quarters in equal installments of $15,000. The grant does not
require a match and therefore does not create any net financial impact on the General Fund (000).
RECOMMENDATION
Staff recommends the attached contract be forwarded for approval on the City Council Regular Meeting
Agenda on Monday, April 15t"
ATTACHMENTS
A --- Proposed King County Department of Community and Human Services Contract (#6416799)
Phone: 206-433-1800 • Email: Mayor@TukwilaWA.gov • Website: TukwilaWA.gov
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
King County
Department of Community and Human Services
401 Fifth Avenue, Suite 500
Seattle, WA 98104
KING COUNTY DEPARTMENT OF COMMUNITY AND HUMAN SERVICES CONTRACT
Contractor City of Tukwila
Contract Title City of Tukwila- Support Senior Centers - SE 1- VSHSL (2024 Ext.)
Contract Amount
Contract Period From: 01/01/2024 To 12/31/2024
UEI No. (if applicable) UEQNMC26C8T3
THIS CONTRACT No. 6416799 City of Tukwila- Support Senior Centers - SE 1- VSHSL (2024
Ext.) is entered into by KING COUNTY (the "County"), and City of Tukwila (the "Contractor")
whose address is 6200 Southcenter Blvd, Tukwila, WA 98188, United States.
WHEREAS, the County has been advised that the foregoing are the current funding sources,
funding levels and effective dates, and
WHEREAS, the County desires to have certain services performed by the Contractor as
described in this Contract,
NOW THEREFORE, in consideration of payments, covenants, and agreements hereinafter
mentioned, to be made and performed by the parties hereto, the parties mutually agree as
follows.
City of Tukwila Page 1 of 20 Contract - 6416799
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TABLE OF CONTENTS
1. Contract Services and Requirements, and Incorporated Exhibits. 3
2. Contract Term 3
3. Compensation and Method of Payment 3
4. Internal Control and Accounting System 3
5. Debarment and Suspension Certification 3
6. Maintenance of Records 4
7. Evaluations and Inspections 4
8. Compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA) 5
9. Financial Report Submission 5
10. Corrective Action 6
11. Dispute Resolution 7
12. Termination 7
13. Hold Harmless and Indemnification 9
14. Insurance Requirements 10
15. Assignment 14
16. Subcontracting 14
17. Nondiscrimination and Payment of a Living Wage 15
18. Code of Conduct 16
19. Conflict of Interest 16
20. Equipment Purchase, Maintenance, and Ownership 16
21. Proprietary Rights 17
22. Political Activity Prohibited 17
23. King County Recycled Product Procurement Policy 18
24. Future Support 18
25. Entire Contract 18
26. Contract Amendments 18
27. Notices 18
28. Services Provided in Accordance with Law and Rule and Regulation 18
29. Applicable Law 18
30. No Third -Party Beneficiaries 19
31. Non -Waiver of Breach 19
32. Force Majeure 19
33. Emergency Response Requirements 20
34. Contractor Certification 20
City of Tukwila Page 2 of 20 Contract - 6416799
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
STANDARD TERMS AND CONDITIONS
1. Contract Services and Requirements, and Incorporated Exhibits.
The Contractor shall provide services and meet the requirements included in these Standard
Terms and Conditions and in the attached Statement of Work, Exhibit(s), or attachments each
of which is incorporated herein by this reference:
2. Contract Term
This Contract shall begin on 01/01/2024, and shall terminate on 12/31/2024, unless extended or
terminated earlier, pursuant to the terms and conditions of the Contract.
3. Compensation and Method of Payment
A. Compensation:
The County shall compensate the Contractor for satisfactory completion of the services
and requirements as specified in this Contract and its attached Exhibit(s).
B. Invoicing:
The Contractor shall submit invoices and all accompanying reports as specified in the
attached Exhibit(s), including its final invoice and all outstanding reports. The County shall
endeavor to make payment not more than 30 days after a complete and accurate invoice
is received.
C. Final Invoice:
The Contractor shall submit its final invoice and all outstanding reports as specified in this
Contract and its attached Exhibit(s). If the Contractor's final invoice and reports are not
submitted as required, the County will be relieved of all liability for payment to the
Contractor of the amounts set forth in the final invoice or any later invoice.
D. Reimbursement for Travel:
The Contractor shall not be reimbursed for travel unless otherwise specified within an
Exhibit.
4. Internal Control and Accounting System
The Contractor shall establish and maintain a system of accounting and internal controls that
complies with the generally accepted accounting principles issued by the Financial Accounting
Standards Board (FASB), the Governmental Accounting Standards Board (GASB), or both as is
applicable to the Contractor's form of doing business.
5. Debarment and Suspension Certification
Entities that are debarred, suspended, or proposed for debarment, by the U.S. Government are
excluded from receiving federal funds and contracting with the County. The Contractor, by
signature to this Contract, certifies that the Contractor is not currently debarred, suspended, or
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
proposed for debarment, by any Federal department or agency. The Contractor shall not enter
into a subcontract with a person or entity that is debarred, suspended, or proposed for
debarment. The Contractor shall notify King County if it, or a Subcontractor, is debarred,
suspended, or proposed for debarment, by any Federal department or agency. Debarment
status may be verified at https://www.sam.gov/.
6. Maintenance of Records
A. Accounts and Records:
The Contractor shall maintain the following for a period of six years after termination of
this Contract: accounts and records, including personnel, property, financial,
programmatic records, and other such records the County may deem necessary to
ensure proper accounting and compliance with this Contract.
B. Nondiscrimination and Equal Employment Records:
In accordance with the nondiscrimination and equal employment opportunity
requirements set forth in Section 17. below, the Contractor shall maintain the following for
a period of six years after termination of this Contract:
i. Records of employment, employment advertisements, application forms, other data,
records, and information related to employment, applications for employment or the
administration or delivery of services or any other benefits under this Contract; and
ii. Records, including written quotes, bids, estimates or proposals, submitted to the
Contractor by all entities seeking to participate in this Contract, and any other
information necessary to document the actual use of and payments to
Subcontractors and suppliers in this Contract, including employment records.
The County may visit the site of the work and the Contractor's office to review these
records. The Contractor shall provide all help requested by the County during such
visits and make the foregoing records available to the County for inspection and
copying. At all reasonable times, the Contractor shall provide to the County, the
state, and/or federal agencies or officials access to its facilities —including those of
any Subcontractor assigned any portion of this Contract in order to monitor and
evaluate the services provided under this Contract. The County will give reasonable
advance notice to the Contractor in the case of audits to be conducted by the
County. The Contractor shall comply with all record keeping requirements of any
applicable federal rules, regulations, or statutes included or referenced in the
Contract documents. If different from the Contractor's address listed above, the
Contractor shall inform the County in writing of the location of its books, records,
documents, and other evidence for which review is sought, and shall notify the
County in writing of any changes in location within 10 working days of any such
relocation.
7. Evaluations and Inspections
A. Subject to Inspection, Review, or Audit:
The records and documents with respect to all matters covered by this Contract shall be
subject at all times to inspection, review, or audit by the County and/or federal/state
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officials authorized by law during the performance of this Contract and for six years after
termination hereof, unless a longer retention period is required by law.
B. Medical Records:
If applicable, medical records shall be maintained and preserved by the Contractor in
accordance with state and federal medical records statutes, including but not limited to
Revised Code of Washington (RCW) 70.41.190, 70.02.160, and standard medical records
practice. The Contractor shall also be responsible for the maintenance and disposal of
such medical records.
C. Contract Monitoring:
The Contractor and the County shall engage in monitoring visits to assess the
Contractor's compliance with Contract requirements, quality, and practices. The County
will execute monitoring visits in accordance with the applicable frequency, as prescribed
by the controlling Exhibit(s) under this Contract. The Contractor shall cooperate with the
County and its agents to assess the Contractor's performance under this Contract. At the
request of the County, the Contractor shall implement a plan to remedy any items of
noncompliance identified during the monitoring process.
The results and records of these processes shall be maintained and disclosed in
accordance with RCW Chapter 42.56.
D. Performance, Measurement and Evaluation
The Contractor shall submit performance metrics and program data as set forth in
Exhibit(s) to this Contract. The Contractor shall participate in evaluation activities as
required by the County and shall make available all information required by any such
performance measurement and evaluation processes.
E. Unauthorized Disclosure:
The Contractor shall protect from unauthorized disclosure all information, records, and
data collected in connection with this Contract in accordance with applicable state and
federal law.
8. Compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA)
The Contractor shall not use protected health information created or shared under this Contract
in any manner that would constitute a violation of HIPAA and any regulations enacted pursuant
to its provisions. Contractor shall read and maintain compliance with all HIPAA requirements,
which can be found at https://www.kingcounty.gov/depts/community-human-
services/contracts/requ irements.aspx.
9. Financial Report Submission
The Contractor is required to submit a financial reporting package as described in Subsections
A through C below. All required documentation shall be submitted by email to
DCHSContracts@kingcounty.gov by the stated due date.
A. If the Contractor is a Non -Federal entity as defined in 2 Code of Federal Regulations
(CFR) Part 200.69 and expends $750,000 or more in Federal awards during its fiscal
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year, then the Contractor shall meet the audit requirements in 2 CFR Part 200 Subpart F.
Audit packages are due to the County within nine months after the close of the
Contractor's fiscal year.
B. If the Contractor is a local government in the State of Washington and is not subject to the
requirements in Subsection A, the Contractor shall submit audited financial statements
that are in accordance with the Washington State Auditor's Office requirements. Financial
statement audits are due to the County within 150 days after the close of the Contractor's
fiscal year end as required by RCW 43.09.230.
C. If the Contractor is not subject to the requirements in Subsection A or B, the following
apply:
Entity Type
Non -Profit
For Profit
Gross
Revenue
Gross Revenue
Under $3M on
Gross Revenue
Over $3M on
Gross Revenue
Under $3M on
Gross Revenue
Over $3M on
average in the
previous three
fiscal years.
average in the
previous three
fiscal years.
average in the
previous three
fiscal years.
average in the
previous three
fiscal years.
Required
Documentation
• Form 990
within 30 days
of its being
filed; and
• A full set of
annual internal
financial
statements
Audited financial
statements
prepared by an
independent
Certified Public
Accountant or
Accounting Firm
• Income tax
return; and
• A full set of
annual internal
financial
statements
Audited financial
statements
prepared by an
independent
Certified Public
Accountant or
Accounting Firm
Due Date
Within 30
calendar days
from the forms
being filed.
Within nine
months following
the close of the
Contractor's fiscal
year.
Within 30
calendar days
from the forms
being filed.
Within nine
months following
the close of the
Contractor's
fiscal year.
D. Waiver:
A Contractor that is not subject to the requirements in Subsection A may, in extraordinary
circumstances, request, and in the County's sole discretion, be granted, a one-year
waiver of the audit requirements. Such requests are made to the County at:
DCHSContracts@kingcounty.gov for review. If approved by the County, the Contractor
may substitute for the above requirements other forms of financial reporting or fiscal
representation certified by the Contractor's Board of Directors, provided the Contractor
meets the following criteria:
i. Financial reporting and any associated management letter show no reportable
conditions or internal control issues; and
ii. There has been no turnover in key staff since the beginning of the period for which
the financial reporting was completed.
10. Corrective Action
If the County determines that the Contractor has failed to comply with any terms or conditions of
this Contract, or the Contractor has failed to provide in any manner the work or services (each a
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"breach"), and if the County determines that the breach warrants corrective action, the following
procedure will apply:
A. Written Notification:
The County will notify the Contractor in writing of the nature of the breach.
B. Contractor's Corrective Action Plan:
The Contractor shall respond with a written corrective action plan within ten working days
of its receipt of such notification unless the County, at its sole discretion, extends in
writing the response time. The plan shall indicate the steps being taken to correct the
specified breach and shall specify the proposed completion date for curing the breach.
This date shall not be more 30 days from the date of the Contractor's response, unless
the County, at its sole discretion, specifies in writing an extension to complete the
corrective actions.
C. County's Determination of Corrective Action Plan Sufficiency:
The County will determine the sufficiency of the Contractor's proposed corrective action
plan, then notify the Contractor in writing of that determination. The determination of
sufficiency of the Contractor's corrective action plan shall be at the sole discretion of the
County.
D. Termination or Suspension:
If the Contractor does not respond within the appropriate time with a corrective action
plan, or the Contractor's corrective action plan is determined by the County to be
insufficient, the County may terminate or suspend this Contract in whole or in part
pursuant to Section 12.
E. Withholding Payment:
In addition, the County may withhold any payment to the Contractor or prohibit the
Contractor from incurring additional obligations of funds until the County is satisfied that
corrective action has been taken or completed.
F. Non -Waiver of Rights:
Nothing herein shall be deemed to affect or waive any rights the parties may have
pursuant to Section 12, Subsections B, C, or D.
11. Dispute Resolution
The parties shall use their best, good -faith efforts to cooperatively resolve disputes and problems
that arise in connection with this Contract. Both parties will make a good faith effort to continue
without delay to carry out their respective responsibilities under this Contract while attempting to
resolve the dispute under this Section.
12. Termination
A. Termination for Convenience:
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This Contract may be terminated by the County without cause, in whole or in part, at any
time during the term specified in Section 2. above, by providing the Contractor 30
calendar days advance written notice of the termination. The Contract may be suspended
by the County without cause, in whole or in part, at any time during the term specified in
Section 2. above, by providing the Contractor 30 calendar days advance written notice of
the suspension.
B. Termination for Default:
The County may terminate or suspend this Contract, in whole or in part, upon seven
business days advance written notice if: (1) the Contractor breaches any duty, obligation,
or service required pursuant to this Contract and either (a) the corrective action process
described in Section 10. fails to cure the breach or (b) the County determines that
requiring a corrective action plan is impractical or that the duties, obligations, or services
required herein become impossible, illegal, or not feasible. If the Contract is terminated by
the County pursuant to this Subsection 12.B., the Contractor shall be liable for damages,
including any additional costs of procuring similar services from another source.
If the termination results from acts or omissions of the Contractor, including but not limited
to misappropriation, nonperformance of required services, or fiscal mismanagement, the
Contractor shall return to the County immediately any funds, misappropriated or
unexpended, that have been paid to the Contractor by the County.
C. Termination for Non -Appropriation:
If expected or actual funding is withdrawn, reduced, or limited in any way prior to the
termination date set forth above in Section 2., the County may, upon seven business days
advance written notice to the Contractor, terminate or suspend this Contract in whole or in
part.
If the Contract is terminated or suspended as provided in this Subsection 12.C.: (1) the
County will be liable only for payment in accordance with the terms of this Contract for
services rendered prior to the effective date of termination or suspension; and (2) the
Contractor shall be released from any obligation to provide such further services pursuant
to the Contract as are affected by the termination or suspension.
Funding or obligation under this Contract beyond the current appropriation year is
conditional upon appropriation by the County Council and/or other identified funding
source(s) of sufficient funds to support the activities described in the Contract. If such
appropriation is not approved, this Contract will terminate at the close of the current
appropriation year. The current funding sources associated with this Contract are
specified on page one.
If the Contract is suspended as provided in this Section, the County may provide written
authorization to resume activities.
D. Non -Waiver of Rights:
Nothing herein shall limit, waive, or extinguish any right or remedy provided by this
Contract or by law or equity that either party may have if any of the obligations, terms, and
conditions set forth in this Contract are breached by the other party.
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13. Hold Harmless and Indemnification
A. Duties as Independent Contractor:
In providing services under this Contract, the Contractor is an independent contractor,
and neither it nor its officers, agents, or employees are employees of the County for any
purpose. The Contractor shall be responsible for all federal and/or state tax, industrial
insurance, and Social Security liability that may result from the performance of and
compensation for these services and shall make no claim of career service or civil service
rights which may accrue to a County employee under state or local law.
The County assumes no responsibility for the payment of any compensation, wages,
benefits, or taxes, by, or on behalf of the Contractor, its employees, and/or others by
reason of this Contract.
The Contractor shall protect, indemnify, defend, and save harmless the County, its
officers, agents, and employees from and against any and all claims, costs, and/or losses
whatsoever occurring or resulting from (1) the Contractor's failure to pay any such
compensation, wages, benefits, or taxes, and/or (2) the supplying to the Contractor of
work, services, materials, or supplies by Contractor employees or other suppliers in
connection with or support of the performance of this Contract.
B. Contractor's Duty to Repay County:
The Contractor is financially responsible for and shall repay the County all indicated
amounts following an audit exception which occurs due to the negligence, intentional act,
and/or failure, for any reason, to comply with the terms of this Contract, by the Contractor,
its officers, employees, agents, and/or representatives. This duty to repay the County
shall not be diminished or extinguished by the termination of the Contract.
C. Contractor Indemnifies County:
To the maximum extent permitted by law, the Contractor shall protect, defend, indemnify,
and save harmless the County, its officers, employees, and agents from any and all costs,
claims, judgments, and/or awards of damages, arising out of, or in any way resulting from,
the negligent acts or omissions of the Contractor, its officers, employees, Subcontractors
and/or agents, in its performance or non-performance of its obligations under this
Contract. The Contractor's obligations under this Subsection 13.C. shall extend to any
claim, demand, and/or cause of action brought by, or on behalf of, any of its employees or
agents. For this purpose, the Contractor, by mutual negotiation, hereby waives, as
respects the County only, any immunity that would otherwise be available against such
claims under any industrial insurance act, including Title 51 RCW, other Workers'
Compensation act, disability benefit act, or other employee benefit act of any jurisdiction
which would otherwise be applicable in the case of such claim. In addition, the Contractor
shall protect and assume the defense of the County and its officers, agents, and
employees in all legal or claim proceedings arising out of, in connection with, or incidental
to its indemnity obligation; and shall pay all defense expenses, including reasonable
attorney's fees, expert fees, and costs incurred by the County on account of such litigation
or claims. If the County incurs any judgment, award, and/or cost arising therefrom
including reasonable attorneys' fees to enforce the provisions of this article, all such fees,
expenses, and costs shall be recoverable from the Contractor.
D. County Indemnifies Contractor:
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To the maximum extent permitted by law, the County shall protect, defend, indemnify, and
save harmless the Contractor, its officers, employees, and agents from any and all costs,
claims, judgments, and/or awards of damages, arising out of, or in any way resulting from,
the negligent acts or omissions of the County, its officers, employees, and/or agents, in its
performance and/or non-performance of its obligations under this Contract. The County's
obligations under this Subsection 13.D. extend to any claim, demand, and/or cause of
action brought by, or on behalf of, any of its employees or agents. For this purpose, the
County, by mutual negotiation, hereby waives, as respects the Contractor only, any
immunity that would otherwise be available against such claims under the Industrial
Insurance provisions of Title 51 RCW. In the event the Contractor incurs any judgment,
award, and/or cost arising therefrom including reasonable attorneys' fees to enforce the
provisions of this article, all such fees, expenses, and costs shall be recoverable from the
County.
E. Intellectual Property Infringement:
For purposes of this Subsection 13.E., claims shall include, but not be limited to,
assertions that use or transfer of software, book, document, report, film, tape, or sound
reproduction or material of any kind, delivered hereunder, constitutes an infringement of
any copyright, patent, trademark, trade name, and/or otherwise results in unfair trade
practice.
The indemnification, protection, defense, and save harmless obligations contained herein
shall survive the expiration, abandonment, or termination of this Contract.
14. Insurance Requirements
Contractor shall provide evidence of the insurance required under this Contract, including a
Certificate of Insurance and endorsements covering King County as additional insured for full
coverage and policy limits within 30 calendar days of Contract execution. Evidence of insurance
and endorsements shall be submitted by email to DCHSContracts@kingcounty.gov. The
Contractor may request additional time to provide the required documents by emailing
DCHSContracts(cr�kingcounty.gov. Extensions will be granted at the sole discretion of the
County. All evidence of insurance shall be signed by a properly authorized officer, agent,
general agent, or qualified representative of the insurer(s), shall certify the name of the
insured(s), the type and amount of insurance, the inception and expiration dates, contract
number, and shall state that the County shall receive notice at least thirty (30) days prior to the
effective date of any cancellation, lapse, or material change in the policy. Similar documentation
confirming renewal of required insurance shall be provided on each insurance renewal date.
In the event of a loss, the County reserves the right to require complete, certified copies of all
required insurance policies, including endorsements and riders, which may be redacted of any
confidential or proprietary information. Contractor shall deliver such policies to the County within
five (5) business days of County's request.
County's receipt or acceptance of Contractor's evidence of insurance at any time without
comment or objection, or County's failure to request certified copies of such insurance, does not
waive, alter, modify, or invalidate any of the insurance requirements set forth in this Section or,
consequently, constitute County's acceptance of the adequacy of Contractor's insurance.
Unless otherwise provided in an Exhibit to this Contract, the Contractor shall purchase and
maintain, at its sole cost and expense, the minimum insurance set forth below. By requiring
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such minimum insurance, County does not and shall not be deemed or construed to have
assessed the risks that may be applicable to Contractor, or any Subcontractor, under this
Contract, or in any way limit County's potential recovery to insurance limits required hereunder.
To the contrary, this Contract's insurance requirements may not in any way be construed as
limiting any potential liability to County or County's potential recovery for Contractor. Contractor
shall assess its own risks and if it deems appropriate and/or prudent, maintain greater limits
and/or broader coverage.
Nothing contained within these insurance requirements shall be deemed to limit the scope,
application, and/or limits of the coverage afforded, which coverage shall apply to each insured
to the full extent provided by the terms and conditions of the policy(s).
Each insurance policy shall be written on an "occurrence" basis/form; excepting insurance for
Professional Liability (Errors and Omissions), and/or Cyber Liability (Technology Errors and
Omissions) required by this Contract is acceptable on a "claims made" basis/form. If coverage is
approved and purchased on a "claims made" basis/form, the coverage provided under that
insurance shall be maintained through: (i) consecutive policy renewals for not less than three (3)
years from the date of the work which is subject to this Contractor or, if such renewals are
unavailable, (ii) the purchase of a tail/extended reporting period for not less than three (3) years
from the date of completion of the work which is subject of this Contract. All insurance written on
a "claims made" basis/form must have its policy inception or retroactive date be no later than the
effective date of the Contract, unless otherwise approved in writing by the County's Risk
Management Office.
A. Minimum Scope and Limits of Insurance
The Contractor shall maintain the following types of insurance and minimum insurance
limits:
i. Commercial General Liability: $1,000,000 per occurrence and $2,000,000 in the
aggregate for bodily injury, personal and advertising injury and property damage.
Coverage shall be at least as broad as that afforded under ISO form number CG 00
01 current edition, or its substantive equivalent. Such insurance shall include
coverage for, but not limited to premises liability, products and completed
operations, ongoing operations, and contractual liability. Limits may be satisfied by
a single primary limit or by a combination of separate primary and umbrella or
excess liability policies, provided that coverage under the latter shall be at least as
broad as that afforded under the primary policy and satisfy all other requirements
applicable to liability insurance including but not limited to additional insured status
for the County with the use of an umbrella or excess liability policy, which is at least
as broad as the underlying policy. If the scope of services involves activities with
minors, such policy shall include sexual assault and misconduct coverage.
ii. Professional Liability (Errors and Omissions): $1,000,000 per claim and in the
aggregate. In the event that services delivered pursuant to this Contract either
directly or indirectly involve or require professional services, Professional Liability
(Errors and Omissions) coverage shall be provided. "Professional Services," for the
purpose of this Contract Section, shall mean any services provided by a licensed
professional or those services that require professional standards of care.
iii. Automobile Liability: $1,000,000 combined single limit per accident for bodily injury
and property damage. In the event that services delivered pursuant to this Contract
involve the transportation of clients by Contractor personnel in Contractor -owned
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vehicles or non -owned vehicles, the limit shall be no less than $3,000,000
combined single limit per accident for bodily injury and property damage. Insurance
Services Office form number (CA 00 01) covering BUSINESS AUTO COVERAGE,
symbol 1 "any auto"; or the appropriate coverage provided by symbols 2, 7, 8, or 9.
Limits may be satisfied by a single primary limit or by a combination of separate
primary and umbrella or excess liability policies, provided that coverage under the
latter shall be at least as broad as that afforded under the primary policy.
iv. Workers Compensation: Statutory requirements of the State of residency.
v. Employers Liability or "Stop Gap" coverage: $1,000,000 each occurrence and shall
be at least as broad as the protection provided by the Workers Compensation
policy Part 2 (Employers Liability), or, in monopolistic states, the protection provided
by the "Stop Gap" endorsement to the Commercial General Liability policy.
vi. Cyber Liability (Technology Errors and Omissions): For contracts involving software
or technology where data breach or exposure to personal and/or confidential
information could impact the Contractor or County, Contractor shall provide Cyber
Liability (Technology Errors and Omissions) coverage with a limit no less than
$1,000,000 per claim or occurrence and in the aggregate. Coverage shall include
loss resulting from data security/privacy breach, or other unauthorized access or
related violations including identity fraud and privacy law violations, denial of
service attacks, introduction of virus and malicious code, extortion, dissemination or
destruction of electronic data, business interruption, privacy law violations,
disclosure of non-public, personal or confidential information, identity fraud, loss of
income due to system crashes, breach of contract, and acts by rogue employees.
Coverage shall include notification and other expenses incurred in remedying a
privacy breach as well as costs to investigate and restore data.
vii. Crime Insurance: Contractors handling County funds or assets, (i.e. Contractors
providing rental assistance or distributing gift cards on behalf of the County), shall
maintain Crime Insurance with limits to cover the maximum amount of risk at any
one time; or a total of one year's receipts or similar measure of exposure. Coverage
for Fidelity, Theft, Disappearance, Destruction Liability, and Employee Dishonesty
shall be included. Coverage shall include `Joint Loss Payable' ISO form CR 20 15
10/10 or equivalent; and `Provide Required Notice of Cancellation to Another Entity'
ISO form CR 20 17 10/10.
viii. Depending on the Contractor's scope of work, other insurance types or limits may
apply to this Contract. Specific coverage and limit requirements can be found by
visiting Insurance Requirements - King County.
ix. Municipal or State Agencies: If the Contractor is a Municipal Corporation, an
agency of the State of Washington, or any other Public Agency and is self -insured
for any of the above insurance requirements, a letter of self-insurance shall be
attached and be incorporated by reference and shall constitute compliance with all
or a portion of this Section.
B. Other Insurance Provisions and Requirements
All insurance policies purchased and maintained by the Contractor required in this
Contract shall contain, or be endorsed to contain the following provisions:
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With respect to all liability policies except Professional Liability (Errors and Omissions),
and Workers' Compensation:
i. The County, its officials, employees, and agents shall be covered as additional
insured for full coverage and policy limits as respects liability arising out of activities
performed by or on behalf of the Contractor, its agents, representatives, employees,
or Subcontractor(s) in connection with this Contract. Additional Insured status shall
include products -completed operations CG 20 10 11/85 or its substantive
equivalent. The County requires a copy of the additional insured endorsement(s).
With respect to all liability policies (except Workers' Compensation):
i. Coverage shall be primary insurance as respects the County, its officials,
employees, and agents. Any insurance and/or self-insurance maintained by the
County, its officials, employees, or agents shall not contribute with any
Contractor's or Subcontractor's insurance or benefit the Contractor or any
Subcontractor, or their respective insurers in any way.
ii. Insurance shall expressly state that it applies separately to each insured and
additional insured against whom a claim is made and/or lawsuit is brought, except
with respect to the limits of insurer's liability.
C. Deductibles and Self -Insured Retentions: Any deductible and/or self -insured retention of
the policies shall not apply to the Contractor's liability to the County and shall be the sole
responsibility of the Contractor or its Subcontractor.
D. Acceptability of Insurers: Insurance coverage is to be placed with insurers with an A.M.
Best rating of no less than A:VIII, or, if not rated with an A.M. Best, with minimum surplus
equivalent of an A.M. Bests' surplus size VIII.
Professional Liability (Errors and Omissions) insurance coverage may be placed with
insurers with an A.M. Bests' rating of B+:VII. Any exception must be approved by the
County.
If at any time any of the foregoing policies fail to meet minimum requirements, the
Contractor shall, upon notice to that effect from the County, promptly obtain a new policy,
and shall submit the same to the County, with the appropriate certificates and
endorsements, for approval.
E. Subcontractors: Contractor shall include all Subcontractors as insureds under its policies
or, alternatively, the Contractor must require each of its Subcontractors to procure and
maintain appropriate and reasonable insurance coverage and insurance limits to cover
each of the Subcontractor's liabilities given the Subcontractor's scope of work and the
services being provided herein. To the extent reasonably commercially available,
insurance maintained by any Subcontractor must comply with the specified requirements
of Sections 16 (inclusive) above, including the requirement that all liability insurance
policies (except Professional Liability and Workers Compensation) provided by the
Subcontractor(s) must include County, its officials, agents and employees as additional
insured for full coverage and policy limits. Contractor is obligated to require and verify that
each Subcontractor maintains the required insurance and ensure County is included as
additional insured. Upon request by the County, and within five (5) business days,
Contractor must provide evidence of each Subcontractor(s) insurance coverage, including
endorsements.
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F. Waiver: A Contractor may request a waiver or reduction of one or more of the insurance
requirements if the insurance requirement is not applicable to the Contractor's scope of
work. Such requests shall be made to the County at: DCHSContracts@kingcounty.gov
for review. All waiver request approvals or denials are in the County's sole discretion to be
granted. If approved by the County, the Contractor shall still provide proof of and hold all
other required provisions as stated above.
15. Assignment
Contractor shall not assign any interest, obligation, or benefit under or in this Contract or
transfer any interest in the same, whether by assignment or novation, without prior written
consent of the County. If assignment is approved, this Contract shall be binding upon and inure
to the benefit of the successors of the assigning party upon the written agreement by assignee
to assume and be responsible for the obligations and liabilities of the Contract, known and
unknown, and applicable law.
16. Subcontracting
A. Written Consent of the County:
The Contractor shall not subcontract any portion of this Contract or transfer or assign any
claim arising pursuant to this Contract without the written consent of the County. The
County's consent must be sought in writing by the Contractor not less than 15 days prior
to the date of any proposed subcontract.
The rejection or approval by the County of any Subcontractor or the termination of a
Subcontractor will not relieve Contractor of any of its responsibilities under the Contract,
nor be the basis for additional charges to the County.
In no event will the existence of the subcontract operate to release or reduce the liability
of Contractor to the County for any breach in the performance of Contractor's duties.
The County has no contractual obligations to any Subcontractor or vendor under contract
to the Contractor. Contractor is fully responsible for all contractual obligations, financial or
otherwise, to its Subcontractors.
B. "Subcontract" Defined:
"Subcontract" shall mean any agreement between the Contractor and a Subcontractor or
between Subcontractors that is based on this Contract, provided that the term
"subcontract" does not include the purchase of (1) support services not related to the
subject matter of this Contract, or (2) supplies.
C. Required Clauses for Subcontracts:
The Contractor shall include Section 4, 5, 6, 7, 8, 10, 15, 16, 17, 18, 19, 20, 21, 22, 28,
29, and 30 in every subcontract or purchase agreement for services that relate to the
subject matter of this Contract.
D. Required Lanquacge for Subcontracts:
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The Contractor shall include the following language verbatim in every subcontract for
services which relate to the subject matter of this Contract:
"Subcontractor shall protect, defend, indemnify, and hold harmless King County, its
elected and appointed officials, officers, employees, and agents from any and all costs,
claims, judgments, and/or awards of damages arising out of, or in any way resulting from
the negligent act or omissions of Subcontractor, its officers, employees, and/or agents in
connection with or in support of this Contract. Subcontractor expressly agrees and
understands that King County is a third -party beneficiary to its Contract with Contractor
and shall have the right to bring an action against Subcontractor to enforce the provisions
of this paragraph."
17. Nondiscrimination and Payment of a Living Wage
A. The Contractor shall comply with all applicable federal, state, and local laws regarding
discrimination, including those set forth in this Section.
B. Nondiscrimination:
During performance of the Contract, the Contractor shall not discriminate against any
employee or applicant for employment because of the employee's or applicant's sex,
race, color, marital status, national origin, religious affiliation, disability, sexual orientation,
gender identity or expression, or age except by minimum age and retirement provisions,
unless based upon a bona fide occupational qualification. The Contractor will make equal
employment opportunity efforts to ensure that applicants and employees are treated
equitably, without regard to their sex, race, color, marital status, national origin, religious
affiliation, disability, sexual orientation, gender identity or expression, age except by
minimum age and retirement provisions, status as a family caregiver, military status or
status as a veteran who was honorably discharged or who was discharged solely as a
result of the person's sexual orientation or gender identity or expression. Contractor shall
additionally read and comply with all additional requirements set forth at:
https://www. kingcounty.gov/depts/community-human-
services/contracts/requ irements.aspx.
C. Payment of a Living Wage:
In accordance with King County Living Wage Ordinance 17909, for contracts for services
with an initial or amended value of $100,000 or more, the Contractor shall pay, and
require all Subcontractors to pay, a living wage to employees for each hour the employee
performs a Measurable Amount of Work on this Contract. The requirements of the
ordinance, including payment schedules, are detailed at
https://www. kingcou nty. qov/depts/finance-business-operations/procu rement/about-
us/Living-Wage.aspx.
Violations of this requirement may result in disqualification of the Contractor from bidding
on or being awarded a County contract for up to two years; contractual remedies
including, but not limited to, liquidated damages and/or termination of the Contract;
remedial action as set forth in public rule; and other civil remedies and sanctions allowed
by law.
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18. Code of Conduct
DCHS is committed to providing an inclusive, welcoming, supportive, and safe environment for
all to feel respected, valued, and empowered. The Contractor shall, while performing the work
as described in the attached Exhibit(s), interact with the community being served and the
County's employees in a respectful manner.
The County and Contractor shall refrain from engaging in any conduct that communicates a
hostile, demeaning, or unwelcome message. Such prohibited conduct can be either verbal or
nonverbal and includes, but is not limited to microaggressions, deliberate misgendering, slights,
and other conduct that could cause harm. The Contract may be subject to termination under
Subsection 12.B. as a result of any violation of this Section by providing the other party 30
calendar days advance written notice of the termination.
19. Conflict of Interest
Entering into this Contract with the County requires that the Contractor agree to abide by
certain provisions of the King County Employee Code of Ethics, including those relating to
conflicts of interest and the employment of current or former County employees.
A. Compliance with King County Code of Ethics:
The Contractor shall comply with applicable provisions of King County Code (KCC) 3.04.
Failure to comply with such requirements shall be a material breach of this Contract and
may result in termination of this Contract and subject the Contractor to the remedies
stated in this Contract, or otherwise available to the County at law or in equity.
B. Penalties:
The Contractor acknowledges and agrees, pursuant to KCC 3.04.060, that it will not
willfully attempt to secure preferential treatment in its dealings with the County by offering
any valuable consideration, thing of value or gift, whether in the form of services, loan,
thing, or promise, in any form to any County official or employee. The Contractor
acknowledges that if it is found to have violated the prohibition found in this paragraph, its
current contracts with the County will be cancelled and it shall not be able to bid on any
County contract for a period of two years.
C. Former King County Employees:
The Contractor acknowledges that, for one year after leaving County employment, a
former County employee may not have a financial or beneficial interest in a contract or
grant that was planned, authorized, or funded by a County action in which the former
County employee participated during County employment. Contractor shall identify, at the
time of offer, current or former County employees involved in the preparation of proposals
or the anticipated performance of Work if awarded the Contract. Failure to identify current
or former County employees involved in this transaction may result in the County's
denying or terminating this Contract. After Contract award, the Contractor is responsible
for notifying the County's Project Manager of current or former County employees who
may become involved in the Contract at any time during the term of the Contract.
20. Equipment Purchase, Maintenance, and Ownership
A. Equipment Maintenance:
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The Contractor agrees that when Contract funds are used to pay for all or part of the
purchase costs of any equipment that costs $5,000 or more per item, and the purchase of
such equipment is identified in an Exhibit to this Contract, such equipment is, upon the
purchase or receipt, the property of the County and/or federal/state government. The
Contractor shall be responsible for all proper care and maintenance of the equipment,
including securing and insuring such equipment.
B. Equipment Ownership:
The Contractor shall ensure that all such equipment is returned to the County or
federal/state government upon termination of this Contract unless otherwise agreed upon
by the parties.
C. Continue Ownership Rights
The Contractor and County shall mutually agree to sign all documents and perform other
acts necessary to secure, maintain, renew, or restore the rights granted to the County as
set forth in this section.
21. Proprietary Rights
A. Ownership Rights of Materials Resulting from Contract:
Except as indicated below or as described in an Exhibit, the parties to this Contract
hereby agree that if any patentable or copyrightable material or article should result from
the work described herein, all rights accruing from such material or article shall be the
sole property of the County. To the extent that any rights in such materials vest initially
with the Contractor by operation of law or for any other reason, the Contractor hereby
perpetually and irrevocably assigns, transfers, and quitclaims such rights to the County.
The County agrees to and does hereby grant to the Contractor a perpetual, irrevocable,
nonexclusive, and royalty -free license to use and create derivative works, according to
law, any material or article and use any method that may be developed as part of the
work under this Contract.
B. Ownership Rights of Previously Existing Materials:
The Contractor shall retain all ownership rights in any pre-existing patentable or
copyrightable materials or articles that are delivered under this Contract, but do not
originate from the work described herein. The Contractor agrees to and does hereby grant
to the County a perpetual, irrevocable, nonexclusive, and royalty -free license to use and
create derivative works, according to law, any pre-existing material or article and use any
method that may be delivered as part of the work under this Contract.
C. Continued Ownership Rights:
The Contractor shall sign all documents and perform other acts as the County deems
necessary to secure, maintain, renew, or restore the rights granted to the County as set
forth in this Section.
22. Political Activity Prohibited
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None of the funds, materials, property, or services provided directly or indirectly under this
Contract shall be used for any partisan political activity or to further the election or defeat of any
candidate for public office.
23. King County Recycled Product Procurement Policy
If paper copies are required, in accordance with KCC 18.20, the Contractor shall use recycled
paper, and both sides of sheets of paper whenever practicable, when submitting proposals,
reports, and invoices.
24. Future Support
The County makes no commitment to support contracted services and assumes no obligation
for future support of the contracted activity(-ies), except as expressly set forth in this Contract.
25. Entire Contract
The parties agree that this Contract is the complete expression of the described subject matter,
and any oral or written representations or understandings not incorporated herein are excluded.
Both parties recognize that time is of the essence in the performance of this Contract.
26. Contract Amendments
Either party may request changes to this Contract. Proposed changes that are mutually agreed
upon shall be incorporated only by written amendments to this Contract.
27. Notices
Whenever this Contract provides for notice by one party to another, such notice shall be in
writing and directed to each party's contact representative indicated within the Contract
Exhibit(s). Any time within which a party must take some action shall be computed from the date
that any associated required notice is received by that party.
28. Services Provided in Accordance with Law and Rule and Regulation
The Contractor and any Subcontractor agree to abide by the laws of the State of Washington,
rules and regulations promulgated thereunder, and regulations of the state and federal
governments, as applicable, which control disposition of funds granted under this Contract, all of
which are incorporated herein by reference.
If there is an irreconcilable conflict between any of the language contained in any Exhibit or
attachment to this Contract, the language in the Contract shall control over the language
contained in the Exhibit(s) or the attachment, unless the Exhibit(s) provision expressly indicates
that it controls over inconsistent contract language. If there is conflict among requirements set
forth in Exhibit(s), language contained in the lower numbered Exhibit shall control unless the
higher numbered Exhibit provision expressly indicates that it controls over inconsistent lower
numbered Exhibit language.
29. Applicable Law
This Contract shall be construed and interpreted in accordance with the laws of the State of
Washington. The venue for any action hereunder shall be in the Superior Court for King County,
Washington.
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30. No Third -Party Beneficiaries
Except for the parties to whom this Contract is assigned in compliance with the terms of this
Contract, there are no third -party beneficiaries to this Contract, and this Contract shall not
impart any rights enforceable by any person or entity that is not a party hereto.
31. Non -Waiver of Breach
Waiver of any default shall not be deemed to be a waiver of any subsequent default. No action
or failure to act by the County shall constitute a waiver of any right or duty afforded to the
County under the Contract; nor shall any such action or failure to act by the County modify the
terms of the Contract or constitute an approval of, or acquiescence in, any breach hereunder,
except as may be specifically stated by the County in writing.
32. Force Majeure
"Force Majeure" means an event or events beyond the parties' reasonable control, incurred not
as a product or result of the negligence of the afflicted party, and which have a materially
adverse effect on the ability of such party to perform its obligations as detailed in this Contract.
Force Majeure events may include but are not limited to: Acts of God or Nature; war; civil,
military, public, or industrial disturbances; acts or threats of terrorism; epidemics, fire, flood, or
other casualty; labor difficulties, shortages of labor or materials or equipment; government
regulations; delay by government or regulatory agencies; shutdowns for purpose of emergency
repairs, and/or unusually severe weather.
A. No Breach if Force Majeure Applies:
Neither party shall be considered in breach of this Contract to the extent that performance
of their respective obligations is prevented by a Force Majeure event upon giving notice
and reasonably full particulars to the other party.
B. Duty to Minimize Disruption and Give Notice:
Parties maintain an express duty to minimize the disruption caused by Force Majeure,
and shall, as soon as reasonably practicable, give notice to the other party of the nature
and impact of the Force Majeure. Irrespective of any extension of time, if the effect of an
event or series of events continues for a period of 180 days, either the County or the
Contractor may give to the other a notice of suspension or termination.
C. Extension of Time:
Should Force Majeure events delay the Contractor's completion of the deliverables and
performance commitments, the Contractor may be entitled to an extension for the time for
completion. Any extension must be approved in writing by the County.
D. Suspending Performance:
Should a Force Majeure event prevent the Contractor from completing deliverables or
performing commitments in this Contract, the completion or performance shall be
suspended only for the time and to the extent commercially practicable to restore normal
operations. Further, the Contractor and the County shall endeavor to continue to perform
their contractual obligations to the extent reasonably practicable and will work to adjust
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deliverables or performance commitments as needed to continue the provision of services
during the Force Majeure event. Contractor may be reimbursed for any costs incurred
mitigating adverse impacts of the Force Majeure and may be compensated for any partial
work that has been completed.
33. Emergency Response Requirements
Within three months of the execution of this Contract, the Contractor shall prepare and make
available to the County upon request, the necessary plans, procedures, and protocols to:
A. Respond to and recover from a natural disaster or major disruption to Contractor operations
such as a work stoppage.
B. Continue operations during a prolonged event such as a pandemic.
If the Contractor does not have any such plan as of the start of this Contract, the Contractor
may request (1) an extension of the time needed to create a plan, and (2) for assistance
from the County in preparing such a plan.
At a minimum, any plans, procedures, or protocols described in this Section must include
how the Contractor plans to continue to provide the services described in or funded by this
Contract.
34. Contractor Certification
By signing this Contract, the Contractor certifies that, in addition to agreeing to the terms and
conditions provided herein, it has read and understands the contracting requirements on the
DCHS website at https://www.kingcounty.gov/depts/community-human-
services/contracts/requirements.aspx and shall comply with all of the contract terms and
conditions detailed on that site, including, but not limited to, Equity and Social Justice,
applicable Emergency Response, Equal Opportunity Employment (EEO)/Nondiscrimination,
HIPAA, Insurance, and Credentialing requirements.
IN WITNESS WHEREOF, the parties hereby agree to the terms and conditions of this Contract:
KING COUNTY City of Tukwila
Signature Signature
Thomas McLeod
FOR King County Executive Name (Please type or print)
Date Date
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Statement of Work (SOW)
City of Tukwila
City of Tukwila- Stabilize and Transform Senior Centers — SE 1- VSHSL
Services Period: 01/01/2024 - 12/31/2024
I. WORK STATEMENT
The Contractor shall provide oversight, coordination and implementation of the Bringing Elder
Services Together (BEST) HUB.The total amount of reimbursement pursuant to this Contract
shall not exceed $60,000 for the Services Period noted above as shown in the funding table
below. Funding for investment in this program is provided by the King County Veterans,
Seniors and Human Services Levy (VSHSL) and is managed by the Adult Services Division
(ASD) of the King County Department of Community and Human Services (DCHS), which has
the responsibility for achieving and monitoring the overall outcomes. The end date for this
contract shall be to the earlier of: December 31, 2024, or 60 calendar days following King
County providing written notice.
ASD Result Area
Alignment
Funding Period
Fund Source
Funding
Allocation
$60,000
Social Engagement
01/01/2024 —
12/31/2024
2024 VSHSL Fund -
Seniors
II. PROGRAM DESCRIPTION
King County's overarching goal is to ensure that all people, regardless of who they are and
where they live, have the opportunity to thrive, with full and equal access to opportunities,
power and resources. ASD, in its partnership with CITY OF TUKWILA shares a commitment to
contributing to community -level change and individual -level impact in the division's five result
areas:
•
•
Financial Stability
Healthy Living
Housing Stability
Service System Access and Improvement
Social Engagement.
Accordingly, the parties will work together to perform and report the services funded under this
Contract in a manner that contributes to the equity goals of the County described herein.
Based on the growing scientific understanding of the risks of isolation and racial disparities in
access to critical services, King County seeks to support senior centers in becoming vibrant
and inclusive Senior Hubs that expand outreach to isolated seniors and support opportunities
for engagement among King County's diverse community of seniors. This strategy promotes
belonging where systems, biases, miscommunications and/or cultural differences too often
isolate. Partner agencies funded through this strategy will expand King County's racial equity
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goals by conducting inclusive outreach to diverse older adults. Partner agencies will pay
particular attention in outreaching to Black, Indigenous, and People of Color (BIPOC)
communities, communities whose primary language is not English, and communities
experiencing poverty with reduced access to needed resources.
A. Program Activities
The Contractor shall serve as a partner in the Bringing Elder Services Together (BEST) HUB
("Senior Hub"), providing opportunities for diverse seniors and/or their caregivers who live in
southeast King County to experience social engagement and connection, engage in activities
that promote healthy aging, and access resources that support seniors to live in their
communities of choice. The Contractor shall pay particular attention to outreach and inclusion
for senior veterans and military service members and their families, and seniors from diverse
cultural groups.
1. The Contractor shall operate as a Senior Center as follows:
a. Senior Centers shall provide at least three of the following services:
i. Food and nutrition programs, and/or congregate (shared) meals;
ii. Social activities;
iii. Information and assistance that connects individuals to aging networks
and services;
iv. Educational opportunities for enrichment and life -planning;
v. Celebratory events for holidays, birthdays, cultural experiences, etc.;
and/or
vi. Health promotion, wellness and fitness.
b. Senior Center services shall be ongoing and offered on a regular basis, but do
not need to be at the same location every day. The Contractor's senior center
may meet or provide services at different locations on different days, as long as
there is a consistent schedule easily accessed by intended, eligible participants
and community organizations who can depend upon the Contractor to host a
senior center at a specified location on any specific day.
c. The Contractor shall staff programs as needed to support delivery of services.
d. The Contractor shall exercise all due care and diligence and take all reasonable
steps to ensure the values, conduct, and associations of any subcontractors or
third parties delivering services to participants do not conflict with the VSHSL
Levy's Guiding Principles, the work described in this Contract, or King County's
prioritization of racial equity and social justice.
2. The Contractor shall operate as a Senior Hub by providing the following services:
a. Offering cultural competency: In order to effectively operate and provide services
with cultural competency, a contractor maintains a defined set of values and
principles, and demonstrates behaviors, attitudes, policies, and structures that
24
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
enable said contractor to work in cross-cultural situations. As such, the three
following components must exist:
i. Accessibility: The Contractor evaluates and modifies the way in
which its services are accessible (language, location, delivery
style) to populations whose modes of engagement are different
than the majority population.
ii. Relevance: The Contractor identifies specific culturally -based
needs of populations and modifies the services delivered in order
to meet those needs, including acquiring and institutionalizing
cultural knowledge.
iii. Commitment: The Contractor periodically conducts a self -
assessment and reviews its cultural competency, including
obtaining input from participants and non -participant culturally
diverse populations and key stakeholders and uses this feedback
in policy making, contractor administration, and service delivery.
b. Operating with cultural responsiveness and reflection: An approach and/or
programming that honors and engages the history, beliefs, traditions, and values
of those whom are served; implements the approach and programming with
staffing that share same cultural, racial, and/or ethnic background of those whom
are served.
c. Conducting culturally competent focus population -specific outreach to increase
participation and provide opportunities for inclusive social engagement for
seniors who might otherwise remain isolated or disengaged.
d. Conducting culturally competent outreach to increase participation and provide
opportunities for inclusive social engagement for senior veterans, military
servicemembers and their respective families.
e. Providing guided coordination, connections, and active navigation of referrals
between the Senior Hub and King County Veterans Program with offices located
in Seattle and Tukwila for senior veterans, military servicemembers and their
respective families.
f. Providing guided connections and active navigation of referrals between the
Senior Hub and other specified VSHSL-funded service providers, as appropriate
and as agreed upon on a case -by -case basis in partnership with King County.
g. Actively collaborating and coordinating with members of the Senior Hub
Collaborative to share resources, including but not limited to web -access
resources and outreach tools.
h. Coordinating with other community organizations to expand the services
available through the Senior Hub.
25
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
i. Increasing knowledge of and/or participation in Community Living Connections.
j•
Representing the voice of the seniors served by the Senior Hub in other human
service collaboratives, on issues such as transportation, food access and
housing, as appropriate and as agreed upon on a case -by -case basis in
partnership with King County.
k. Prioritizing participation in racial equity trainings and other trainings in partnership
with and as directed by King County.
3. The Contractor shall collaborate with the other partners of the Bringing Elder
Services Together (BEST) HUB to expand activities for inclusive outreach to focus
populations, including but not limited to the following (same for all):
a. Partnering with Veterans of Foreign Wars (VFW), the American Legion, and the
Paralyzed Veterans of America to expand veteran's outreach and social
engagement opportunities in Burien and Tukwila.
b. Connecting King County's Veteran's Program (KCVP's) Tukwila office to senior
programs and resources.
4. As a Senior Hub partner, the Contractor shall take the lead on the following outreach
activities to the focus populations:
a. Programming and outreach specific to the needs of senior veterans and military
servicemembers and their respective families to ensure low barrier access to
Senior Hub services, resources, and activities.
b. Enhancing connections and partnerships with various cultural communities by
entering into Memorandum of Understanding(s) (MOU) that outlines shared
resources, establishes programs that meet community needs and promotes
social engagement.
5. The Contractor shall participate in the Senior Hubs Learning Collaborative, with
representation by at least one staff member at each of the scheduled meetings.
6. The Contractor shall plan and adjust for long-term program structures and delivery
with DCHS review and approval that adhere to current public health guidance and
government orders meant to stop the spread of the COVID-19 virus, understanding
many program participants are in the high -risk category of susceptibility to the virus.
Best efforts shall be made to engage isolated seniors and respond to their diverse
needs.
7. The Contractor shall work with King County staff to create a referral protocol (the
"Referral Protocol") with an appropriate entity when identified for the purpose of
providing referrals for affordable housing for seniors. The Referral Protocol may be
changed upon mutual written agreement of the parties.
8. Unless this SOW provides otherwise, all work performed and services delivered by
the Contractor during the Services Period shall be in conformance with the
26
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
requirements and descriptions of this Contract and be in compliance with all other
terms and conditions of this Contract.
B. Participant Eligibility
Eligible participants for services are seniors and/or their caregivers and senior veterans,
military servicemembers, and their respective families throughout King County meeting the
VSHSL's definitions.
C. Focus Population
Among eligible participants, the focus population shall include diverse older adults, and
emphasis shall be placed on serving seniors from BIPOC communities, communities
whose primary language is not English, and communities experiencing poverty with
reduced access to needed resources.
D. Definitions
1. DCHS web -referenced definitions for the following terms used within this SOW
can be found at https://kingcounty.gov/VSHSL-definitions.
a. Caregiver
b. Implementation Plan
c. Military Servicemember
d. Senior
e. Veteran
2. Definitions for the following terms used within this SOW can be found in the
VSHSL Implementation Plan at https://kingcounty.gov/VSHSL-Implementation-
Plan.
a. Financial Stability
b. Healthy Living
c. Housing Stability
d. Service System Access and Improvement
e. Social Engagement
3. Definitions for other terms used within this SOW:
a. Senior Center
For the purposes of this SOW, a "senior center" is an entity that hosts a
dedicated space (physical or web -based) for seniors (persons 55 and
older) to gather in order to access services that promote healthy aging
and to experience life enrichment, empowerment, belonging, and
enjoyment. The space defined as the senior center may be a stand-alone,
dedicated building or be part of a larger or shared center that has multiple
purposes. That space may also include a series of spaces or locations.
27
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
b. Senior Hub
For the purposes of this SOW, a "Senior Hub" is a senior center, or set
of partnering senior centers, with the staffing, programmatic, and systems
capacity to serve as the recognized resource center on aging services
and supports for a focused geographic area and/or specific cultural
group(s), including but not limited to the Focus Population. If the Senior
Hub consists of partnering senior centers, the times and locations of
services may be spread between the partnering centers in order to
achieve the level of access required to be considered a Senior Hub.
Services need not be equal between each partner and may be structured
so as to capitalize on the strengths that each partner brings to the
partnership as well as on the needs of the portion of the Focus Population
each partner seeks to serve.
c. Senior Hubs Learning Collaborative
For the purposes of this SOW, the "Senior Hubs Learning
Collaborative" means a structured forum for supporting best practices
and shared learning among the awarded Senior Hubs. All Senior Hub
partners will participate. Frequency and format of meetings will be
determined in collaboration with all Senior Hubs and King County staff.
d. Services Period
The period of time during which Contractor will be paid, funded, or
reimbursed according to the terms and conditions of this Contract. If no
other date is listed in this SOW, the Services Period shall begin when
this Contract becomes effective, which is the last date of signature of the
Contract.
E. Contract Milestones
The Contractor shall meet the following milestones during program years 2024:
1. 2024 Milestones
a. By March 31, 2024, develop a 2024 workplan with King County.
III. PERFORMANCE MEASUREMENT AND EVALUATION
A. Performance Measurement and Evaluation Planning Process
The Contractor shall name a person who will lead performance measurement,
evaluation, and continuous quality improvement activities for this Contract. A
Performance Measurement and Evaluation (PME) Plan is intended to provide the
Contractor and King County with useful information for decision -making, planning and
program management.
Any Senior Center receiving King County funding through ASD will align to the current
senior center PME Plan for performance measurement and data reporting. In
collaboration, all senior centers will engage in data review and work toward continuous
improvement of ensuring the Senior Center PME Plan is relevant to the services
offered through and populations served by senior centers in King County.
B. Performance Measures
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
Performance measures shall be measured using individual -level and/or aggregate -
level data submitted pursuant to this Contract. Specific data elements and reporting
mechanisms shall be defined in the PME Plan. If deemed necessary, additional
evaluation activities, such as focus groups, surveys or more rigorous evaluation
projects, may also be included in the PME Plan.
At least one of each type of performance measure (below) shall be included in the final
PME Plan. Where there are multiple contractors working on a related program or
strategy, the PME Plan may also include at least one strategy -level performance
measure.
1. Quantity of service provided: How much did we do?
For example, number of seniors and/or their caregivers served by the Senior
Hub each quarter.
2. Quality of service provided: How well did we do it?
For example, percent of Senior Hub participants who identify with the target
population for the senior center.
3. How seniors have been impacted: Is anyone better off?
For example, percent of Senior Hub participants who indicate that they feel
more connected to their community (from survey or focus group).
Once developed and reviewed by each party, the Contractor shall be required to
adhere to and perform the reporting and other services described in the PME Plan;
provided, however, that the Contractor's failure to meet any specific performance
targets or other metrics outlined in the PME Plan shall not constitute a breach of this
Contract or this SOW.
C. Modification of the PME Plan
Either party may suggest revisions to the PME Plan. The party requesting revisions to
the PME Plan (the "Requesting Party") shall submit the suggested changes in writing to
the other party (the "Receiving Party").
Within five business days of receipt, the Receiving Party shall review the revised PME
Plan. Prior to the expiration of such period, the Receiving Party shall provide a written
response to the Requesting Party that the Receiving Party either (i) accepts the revised
PME Plan as provided by the Requesting Party, or (ii) makes additional changes to the
PME Plan.
If modifications have been requested by the Receiving Party, then the parties shall
discuss in good faith the original and subsequent modifications until an acceptable
PME Plan has been developed and each party has provided the other with written
acceptance of such plan.
IV. PARTNERSHIP AND REPORTING REQUIREMENTS
A. Partnership Activities
1. The Contractor shall work with King County staff to coordinate and align
services with other VSHSL-funded organizations and system partners in order
29
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
to effectively and efficiently administer a set of services that clients may be
seeking to access.
2. The Contractor shall participate in regular meetings of levy -funded
organizations, if and when these are convened, to improve system connection
and coordination of existing services and support best practices and shared
learning.
3. The Contractor shall engage in any levy competency trainings offered by King
County. These training opportunities shall be offered at no cost to VSHSL-
funded providers to help providers attain and maintain key skills and concepts
that will support the VSHSL's goals of effectiveness, efficiency and equity.
4. The Contractor shall include an attribution to the VSHSL with the use of the
VSHSL logo and/or a statement such as "This program receives funding from
the King County Veterans, Seniors and Human Services Levy" in all program
marketing materials, digital or hardcopy, developed during this contract period.
B. Reporting Activities
1. The Contractor shall participate in monthly check -ins with King County staff
either in person or by phone. Check -ins may be reduced or increased in
frequency based on program needs and King County needs to ensure program
accountability and the provision of adequate support for the program.
2. The Contractor shall submit a monthly summary of services and progress
towards milestones as applicable. This summary shall be submitted with the
submission of each invoice provided to King County.
3. Starting on January 1, 2024, the Contractor shall collect individual -level and/or
aggregate -level data about services and client outcomes and submit to King
County on a quarterly basis. Reports are due within ten business days following
the end of each quarter of the calendar year. The format and reporting
mechanisms for this report shall be provided by King County and be outlined in
the PME Plan.
4. The Contractor shall submit an annual narrative progress report to King County
on January 15 following each program year. The report shall cover the activities
of the previous year (January — December). For 2024, the Contractor shall
provide its final annual progress report (a) if the Contract ends on December
31, 2024, by January 15, 2025, or (b) if the Contract ends on any date prior to
December 31, 2024, within thirty (30) calendar days of such end date. The
format and questions for the annual narrative progress report shall be provided
by King County.
5. By the date outlined in the PME Plan, the Contractor shall submit client
satisfaction data gathered through the Client Satisfaction Collection Method to
King County.
6. King County reserves the right to request additional supporting documentation
or information, as needed, and between reporting periods. A minimum of three
business days' notice shall be provided to the Contractor. If the Contractor
believes such notice is inadequate to prepare the report, it shall work with King
County to adjust the due date for additional requested information.
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
7 The meeting and reporting requirements of this Section IV. shall begin on the
date this Contract becomes effective.
V. COMPENSATION AND METHOD OF PAYMENT
Regular payment for activities covered by this Contract shall be based on (1) meeting the
deliverables outlined in the table below, and (2) the Contractor incurring periodic costs and
expenses during the Services Period in performing such services as described in Section II.A.,
PROGRAM DESCRIPTION: Program Activities of this SOW greater than or equal to the
periodic payment listed in the table below. Also, by entering into the contract, the Contractor is
agreeing to make concerted efforts to meet the program activities and contract milestones as
outlined in Section II., PROGRAM DESCRIPTION and program and reporting requirements as
outlined in Section IV., PARTNERSHIP AND REPORTING REQUIREMENTS. The Contractor
is further required to engage in continuous quality improvement as outlined in the PME Plan in
partnership with King County staff. If, through analysis of the required reports and data or
through conversations with the Contractor, it is determined that the program model, as
described in this SOW, is not successfully or sufficiently serving the King County older adults
community, the Contractor agrees to work with King County to re -envision the program model,
make changes to the PME Plan and pivot, using learnings to improve service delivery. Such
adjustments will be documented in an amendment to this Contract signed by both parties.
If (a) the Contractor does not meet the agreed upon program activities, deliverables, and/or
contract milestones during two quarters of the Contract; and/or if (b) the Contractor fails to
engage with the King County staff to re -envision the program model or make necessary
adjustments in order to better serve King County seniors, then (c) King County reserves the
right to (i) request specified corrective action in writing, or (ii) either before such a request is
issued or if such a request is unheeded or does not produce improved engagement toward
quality improvement, to reduce the contract amount, withhold payment, or terminate the
contract in line with notice requirements in this contract's boilerplate.
A. 2024 Billing Invoice Package
Every month: The Contractor shall submit a Billing Invoice Package (BIP) monthly that
consists of a signed invoice statement and other reporting requirements as stated in Section
IV., PARTNERSHIP AND REPORTING REQUIREMENTS of this SOW in a format approved
by King County.
Every quarter and upon the termination or expiration of this Contract: As outlined in the 2024
Payment Table below, the Contractor shall submit actual expenditures for allowable expenses
from the previous quarter pursuant to services described in this SOW (Actual Expenditures) as
part of the BIP. These actual expenditures shall be transmitted in the form of a detailed
general ledger report from Contractor's financial system, including a budget to actuals
reconciliation related to activities outlined in this SOW (General Ledger).
The BIP is due within ten (10) business days following the end of each payment period. The
total amount of payments to the Contractor for each year of this Contract shall not exceed the
yearly funding allocation as noted in the funding table in Section I., WORK STATEMENT,
unless otherwise approved by King County in writing.
The Contractor shall advise King County quarterly of any material changes in revenues from
sources other than the County that are used to provide the services funded under this
Contract. The Contractor agrees to re -negotiate, as needed, if the County determines that
such changes are substantial.
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
Contractor's obligation to submit a BIP shall not begin until after the effective date of this
Contract.
B. Quarterly Budget to Actuals Reconciliation and Payment Process
1. The County shall review, on a quarterly basis, Actual Expenditures compared to the
actual payments made to the Contractor and scheduled payments (see 2024 Payment
Table below) for such quarter (Quarterly Aggregate Payment).
2. If the County determines that Actual Expenditures equal or exceed the Quarterly
Aggregate Payment, then the County shall pay the full amount listed in the 2024
Payment Table that are then currently due and owing (Current Payment).
3. If the County determines that Actual Expenditures are (a) less than the Quarterly
Aggregate Payment and (b) that difference is less than or equal to the next scheduled
payment to be made by the County (the Next Payment), then the Next Payment shall
be reduced by such difference.
4. If Actual Expenditures are (a) less than the Quarterly Aggregate Payment and (b) that
difference is more than the Next Payment, then the County shall be relieved from its
obligation to make the Next Payment, and may: (c) lower the amount of future
payments by the remaining difference (such as reducing, pausing or skipping payment)
and/or (d) require that the Contractor submit a plan stating how excess payments will
be applied to future program purposes as described in this Agreement (the plan must
be approved in writing by the County). The County, in its sole discretion, will determine
whether the Contractor's actual reported expenditures are allowable. The County's
decisions regarding how excess payments by the County will be treated under this
Section are final. The County reserves the right to recapture unspent funds.
5. If there is no Next Payment as a result of the expiration or termination of this Contract,
then the Contractor shall return any difference between Actual Expenditures and the
final Quarterly Aggregate Payment within ten (10) calendar days of King County's
review and analysis of the final BIP. Payment instructions will be provided in writing by
the County within three (3) business days of such final BIP analysis.
6. As mutually agreed to in writing by the parties, the aggregate amount of any and all
reduced or withheld Next Payments described in Subsections 3 and 4 above may be
carried forward into future Payment Periods to reimburse Contractor for Actual
Expenditures in excess of the Quarterly Aggregate Payment. Unless otherwise agreed
to by the parties, such reimbursement will be made with the Next Payment.
2024 Payment Table
Date
Due
Payment
Period
Payment / Fund Source
Deliverable
February
14, 2024
Preceding
month
$5,000
$5,000
VSHSL Fund
- Seniors
Total
On -time completion / submission of:
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
March 14,
2024
Preceding
month
$5,000 VSHSL Fund
- Seniors
On -time completion / submission of:
32
DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
2024 Payment Table
Date
Due
Payment
Period
Payment / Fund Source
Deliverable
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
$5,000
Total
milestones as applicable
April 12,
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
2024
month
- Seniors
1. Accurate invoice
2. Individual -level and/or
aggregate level data
3. General Ledger & Updated
$5,000
Total
Budget reflecting Quarterly
Expenditures, due April 19,
2024
4. Summary of progress towards
2024 workplan and/or
milestones as applicable
May 14,
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
2024
month
- Seniors
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
$5,000
Total
June 14,
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
2024
month
- Seniors
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
$5,000
Total
July 15,
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
2024
month
- Seniors
1. Accurate invoice
2. Individual -level and/or
aggregate level data
3. General Ledger & Updated
$5,000
Total
Budget reflecting Quarterly
Expenditures, due July 22,
2024
4. Summary of progress towards
2024 workplan and/or
milestones as applicable
August 14,
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
2024
month
- Seniors
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
$5,000
Total
September
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
16, 2024
month
- Seniors
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DocuSign Envelope ID: 06EA600D-4F70-481D-8988-A5DEFE6D5ED6
2024 Payment Table
Date
Due
Payment
Period
Payment / Fund Source
Deliverable
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
$5,000
Total
milestones as applicable
October
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
15, 2024
month
- Seniors
1. Accurate invoice
2. Individual -level and/or
aggregate level data
3. General Ledger & Updated
$5,000
Total
Budget reflecting Quarterly
Expenditures, due October 22,
2024
4. Summary of progress towards
2024 workplan and/or
milestones as applicable
November
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
15, 2024
month
- Seniors
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
$5,000
Total
December
Preceding
$5,000
VSHSL Fund
On -time completion / submission of:
13, 2024
month
- Seniors
1. Accurate invoice
2. Summary of progress towards
2024 workplan and/or
milestones as applicable
$5,000
Total
January
Preceding
$5,000
VSHSL Fund
On -time completion or submission
15, 2025
month
- Seniors
of:
1. Accurate invoice
2. Individual -level and/or
aggregate level data
$5,000
Total
3. General Ledger & Updated
Budget reflecting Quarterly
Expenditures, due January 23,
2025
4. Annual narrative progress
report
5. Summary of progress towards
2024 workplan and/or
milestones as applicable
34
TO:
CC:
City of Tukwila
Thomas McLeod, Mayor
Parks & Recreation Department - Pete Mayer, Director
INFORMATIONAL MEMORANDUM
Community Services & Safety Committee
Tom McLeod, City of Tukwila Mayor
FROM: Pete Mayer, Parks & Recreation Director
BY: David Rosen, Parks & Recreation Analyst
DATE: April 2, 2024
SUBJECT: Parks & Recreation Department FY23 Annual Report
BACKGROUND
The Tukwila Parks & Recreation Department intends to update the Community Services and Safety
Committee on its current operations, work planning, upcoming events and programming, as well as
highlights of work done in Fiscal Year 2023.
DISCUSSION
2023 highlights will be shared from across Parks & Recreation's operations. We continue to be
extremely proud of our staffs continuous and dedicated efforts in serving our community. Work
continues throughout the organization to optimize work processes, expand efficient use of technology
for internal and external stakeholder benefit, and explore new partnerships with organizations
throughout the area to provide the Tukwila community with Good, Healthy, Fun throughout our parks
and trails system.
Staff welcomes questions and discussion.
FINANCIAL ANALYSIS
N/A
RECOMMENDATION
Briefing only.
ATTACHMENTS
A --- 2023 P&R Annual Report PDF
Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov
35
36
Tukwila Parks & Recreation
Annual Report 2o23Year inReview
Message from the Director
On behalf of Tukwila Parks & Recreation, I would Like to share with
you our 2023 Annual Report. Our work would not be possible
without your participation and trust in the programs and services
we provide.
Healthy People: Physical health is supported through fitness and
sports programs for all ages. One that we are very proud of is the
intramural sports program we offer at no cost and in partnership with
the Tukwila School District. Children develop a Lifelong love for physical activity while being
exposed to soccer, basketball, volleyball, flag football, and track and field.
Nutritional health is also important to our mission. We ensure that our most vulnerable do not go
without necessary meals. Every week senior adults find community and sustenance at our
Duwamish Curve Cafe.
Strong Communities: School -age children find a safe, nurturing environment in our after -school
program, school break camps, and the popular Camp Tukwilly. Adult Group Fitness Classes and
Pickleball are popular places to meet, find community, and support personal health. Senior adults
find a thriving community with weekly trips to points of interest and enrichment classes that
support growth and stimulation in retirement.
Healthy Green Spaces: Our city's urban forests and native habitat are restored and protected by
volunteers in our Green Tukwila stewardship program. These environmental restoration projects
can be found in our parks. With 150 acres of open space including parks and multi -use trails,
residents have places to find peace and rejuvenation.
We are honored to play such a crucial role in supporting the health of Tukwila and building
connections and community among our residents.
Gear Up - Step Out - Let's Play!
Pete Mayer.
Director, Tukwila Parks & Recreation
Follow us @TukwilaParks 0 11
TUKWILA
l'-\RICS RECIt1AlION
37
Tukwila Parks & Recreation
Annual Report 2o23Year inReview
0
6,554
Youth served by
sports leagues
and programs
0
28,956
Adults served by
fitness
programming
20,934
Meals served to
seniors and youth
through nutrition
programs
60,011
Rounds of golf
played
4,299
Number of senior
adults served by
fitness programming
that sustains quality
of life
STRONG COMMUNITIES
$702,000
Grant dollars
successfully gained in
support of early
learning enrichment,
summer camps, older
adult programming
stewardship, arts and
events, fitness and
nutrition
5,767
Number of individuals
engaged by older adult
programming, including
arts, community cafe,
social hours and
events, field trips,
nature walks, and foot
care
7,223
Total youth and teen
numbers enaged in the
summer through free
and low cost
experiences, including
sports camps, Camp
Tukwilly, TeenVenture
Camp, Tukwila
Outdoor Experience
Follow us @TukwilaParks 0 111
32,169
Number of people
served through
rentals, including
athletic fields, picnic
shelters, banquet
space, meeting and
classroom space,
gymnasium, and
p-patch
$38,000
Donations
gathered for the
annual Spirit of
Giving, supporting
community
members and their
children facing
housing insecurity
TUKWILA
PARKS & RECREATION
GOOD HSALTHY FUN
38
Tukwila Parks & Recreation
Annual Report z023Year inReview
HEALTHY GREEN SPACES
OUR PARKS
Tukwila is home to over
150 acres of open space
including parks, multi-
use trails, Foster Golf
Links, and the Tukwila
Community Center.
EN
TUKWILA
PARTNERSHIP P
The partnership - including
the City of Tukwila,
nonprofits, community
groups, businesses, Forest
Stewards, and volunteers -
cares for and protects our
green spaces.
338
Survival rings cut
around trees to save
them from invasive ivy
25
Mites of trait mowing
12
Active
restoration sites
2,716
Native plants
planted
Follow us @TukwilaParks 0 11.1
50,000
Square feet of
graffiti cleaned up
and painted out
(nl
00
97,205
Pounds of loose
litter collected in
our parks
too
317,298 381
Total square
footage of green
space restoration
94
Stewardship
volunteer and
work crew parties
Native trees
planted
5,980
Stewardship
volunteer and
work crew hours
TUKWILA
PARKS & RECREATION
GOOD HSALTHY FUN
40
14,
I
f
1
TUKWILA POLICE DEPARTMENT
1
Mission Statement
We, the members of the Tukwila Police Department, are committed to being
responsive to our community in the delivery of quality services. We
recognize our responsibility to maintain order, while affording dignity and
respect to every individual. Our mission is to improve the quality of life for
all through community partnerships and problem solving to promote safe,
secure neighborhoods.
Thursday, May 4th 6PM
IN -PERSON @ THE TUKWILA JUSTICE CENTER 6
VIRTUAL VIA MS TEAMS
MEETING TOPICS
- Recent Crimes in Neighborhoods
- Community Public Safety Strategies
- Q&A with the Chief of Police
Tukwila PD Chaplain and Co -Responders
will also be in attendance
SHARE YOUR CONCERNS
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The Honorable Mayor Thomas McLeod, Tukwila City Council, and Tukwila Community,
On behalf of the members of the Tukwila Police Department, thank you for your continued
support as we worked together to celebrate successes and addressed the challenges related
to public safety in our community during 2023. For 2022 we reported being down 20% of our
staff, which had a huge impact on the services that we could provide to the community.
With 2023 concluded, I am glad to share that, thanks to the support of the community and
Council providing us with the resources to recruit and be competitive with other agencies,
your police department ended the year with job offers out to all budget positions within the
department. In other words, we are fully staffed. An incredible undertaking for just one
year, and our thanks go out to the incredible Police Department recruitment team and our
partners in Human Resources. It will take through the end of 2024 to have all those new
members of our Tukwila family complete training and become fully deployable; however, we
will see the restoration of services grow as we move forward into 2024. A quick recognition
to our Field Training Officers (FTOs), as with new staff comes the requirement to train them.
Our FTOs have been working non-stop to make sure that we set up all our new staff for
success and provide the best possible service to the community. With all the great hiring
that has been done, the FTOs will still be working throughout 2024 to see that same level of
training go into the remaining recruits. Thank you to all our FTOs for the great
accomplishments and hard work in 2023 and for the accomplishments and hard work yet to
be done in 2024. With our first full year after recovering from the pandemic and the addition
of our Community Engagement Coordinator position, we saw our community engagement
opportunities grow in 2023. Beginning with bringing back the Police Community Academy,
where community members and
business members of Tukwila get to
go through several weeks of
training and information sharing on
how the different divisions/units
within the Police Department conduct their operations. We created the City's first SAFE
PLACE program (modeled after Seattle Police Department's SAFE PLACE program), where
businesses volunteer and receive training as a safe place for victims of hate crimes and
harassment. Night Out Against Crime had the largest attendance and participation from
neighborhood groups in City history. All our community's favorite events were in full swing
and full attendance as we continued with Coffee with a Cop, Touch a Truck, Chief's
Community Town Hall, Community Safety Briefs and Gatherings, Shop with a Cop, Battle of
the Badges, and other engagement as we served the community each day. The Department
continued its conversations with stakeholders about restoring the School Resource Officer
program at Foster High School and Showalter Middle School. In partnership with the Tukwila
School District, discussions in 2023 laid the foundation for an agreement in early 2024 where
we will have this valuable resource for the scholars/students and community back in the
Tukwila schools for the 2024-2025 school year. Our Mental Health Professional Co -
Responder program, in partnership with Sound Health, established proof of concept in 2023,
allowing the department to add a second co -responder position with funding from the AWC
Alternative Response Team Grant, broadening our coverage of this service for the
community. Our Co -Responders provide assistance to those in crisis and also offer aid with
providing resources to our homeless population. Your Police Department remained
dedicated to transparency and accountability throughout 2023. We continued our programs
of including community members in our processes. Community members participated with
our Use of Force Review Board, Hiring Process, Independent Investigation Team, and our
Strategic Planning Committee. As we move into 2024, we will continue to find processes
where we can include the community. The members of the Tukwila Police Department
continue to work hard to provide the Tukwila community with the level of service that it
deserves. It is an honor to be a part of the community, and we look forward to continuing to
evolve as a department as we strive to meet our community's public safety needs.
43
In 2023, the Tukwila Police Department Patrol Division
grappled with persistent challenges from 2022, but a
positive trajectory emerged as the year unfolded. The
most significant impediment to the division's efficiency
remained staffing issues from the preceding years. To
address this, a major and unprecedented staffing
adjustment was implemented, marking a pivotal move
to ensure adequate coverage.
The "Power -Shift" initiative was introduced, reassigning
detectives from the Traffic Unit and Community Police
Team to bolster the Patrol Division's staffing. The
dedicated individuals, part of the Power Shift, took the
lead in covering patrol shortages while diligently
maintaining their commitment to tasks such as
enforcing traffic laws and addressing homeless
encampments. Concurrently, patrol officers willingly
undertook substantial overtime hours, sacrificing
personal time off to ensure public safety.
By September 1, 2023, the police department
successfully reinstated detectives to their respective
specialty units, allowing the patrol division to operate
independently. As 2023 drew to a close, staffing
conditions showed consistent and positive future
forecasting. The positive forecast is being facilitated by
the unfreezing of positions and the resumption of hiring
for roles previously frozen during the peak of the COVID
•andemic.
hroughout the year, patrol officers remained the
cornerstone of the Tukwila Police Department,
responding adeptly to over 34,000 911-generated calls
for service. Moreover, the patrol division welcomed
new Mental Health Professionals, who respond to
relevant calls seven days a week, compared to only
several days a week during the previous year. Their
presence has significantly contributed to connecting
those in need with essential resources.
As the Patrol Division gears up for a substantial
transition, with upcoming retirements and movement
to specialty positions, a considerable number of recruits
will transition from the academy to active duty in the
field. To offset the loss of experience, multiple lateral
hires are also underway, ensuring a commitment to
delivering the highest quality of service. Undoubtedly,
the dedicated individuals in the Patrol Division will
persist in offering caring, professional, and responsive
service, maintaining the standard they have
consistently upheld.
1
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SUPPORT SERVICES DIVISION
'
`
The Support Operations Division of the Tukwila Police Department in 2023 continued to excel in providing essential services to residents,
visitors, court staff, and officers. Here's a summary of their achievements:
Service Excellence: The team's dedication and compassion ensured that family members were connected, lost property returned, stolen
items properly documented, and various issues resolved promptly.
Records Unit Achievements:
Processed 8,133 in -person and 1,389 online police reports.
Handled records retention and provided statistical data for the National Incident -Based Reporting System (NIBRS).
Administered 242 concealed pistol licenses, 389 firearm transfers, and three dealer licenses.
Processed 4,460 records requests.
Evidence Unit Contributions:
Ensured proper security and chain of custody for 12,509 items of evidence and property.
Facilitated destruction, donation, conversion, or auctioning of 3,337 items.
Participated in the National Integrated Ballistic Information Network (NIBIN), leading to the matching of 127 leads to other agencies from
Tukwila with casings from other crime scenes in various locations, aiding in case resolution.
Training Initiatives:
Records Unit staff participated in quarterly public records training and attended orders to vacate and disposition training.
Evidence Unit staff completed various courses provided through Tri Tech Forensics to include Introduction to Genetic Genealogy, Forensic
Biology and DNA, Bone or Stone, Collecting and Preserving Entomological Evidence. The Unit also completed the required test to continue to
be certified to enter casings into the NIBIN database through the ATF.
These accomplishments demonstrate the division's commitment to professionalism, efficiency, and continuous improvement in serving the
community and supporting law enforcement efforts.
The Major Crimes Unit was staffed with five detectives and one sergeant. Due to personnel shortages, personnel from the Traffic Unit and the
Tukwila Anti Crime Team were temporarily reassigned to augment the Major Crimes Unit, who's staffing was authorized for 10 detectives, two
sergeants, and one support specialist. Personnel from the Major Crimes Unit are responsible for the investigation of felony crimes that occur
within the city, including homicide, sexual assault, robbery, assault, theft, fraud, forgery, domestic violence, and crimes against children and
the elderly. Additionally, they are also responsible for investigating missing persons, and monitoring registered sex offenders.
In addition to their duties as Major Crimes Unit detectives, personnel from the unit also serve as members of various multi -agency specialty
teams in the region including the Valley Civil Disturbance Unit (VCDU), Valley Special Weapons and Tactics (VSWAT), Valley Hostage
Negotiations Team (VHNT), and the Valley Independent Investigative Team (VIIT). Personnel from the unit are on call 24 hours a day and
respond to callouts for in -progress incidents and crime scene investigations. Between their normal daily duties and the regional teams,
personnel from the Major Crimes Unit responded to more than 100 callouts during 2023, including two homicides that occurred within the
City.
PROFESSIONAL STANDARDS
2023
JOINTUKWILAPD.COM
TUKWI
pouo'
TEST DATES
JAN 4
JAN 5
JAN 9
JAN 10
JAN 21
JAN 22
JAN 25
JAN 28
JAN 29
JAN 30
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
WRITTEN/PAT
MOUNT VER
LYNNWOOD
OLYMPIA
TUKWILA
LYNNWOOD
AUBURN
TUKWILA
OLYMPIA
ANACORTES
LYNNWOOD
$90,561 STARTING SALA'
TAKE HOME CAR PROGRAM
490 HOURS PAID TIME OFF PER YEAR
WORKOUT ON DUTY
0000 @TUKWILAPD
VISIT PUBLICSAFETYTESTING.CGM TO APP
Division
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The Professional Standards Unit (PSU) consists of a commander, sergeant,
training officer and a recruiter/public information officer. The PSU is tasked
with purchasing equipment, internal investigations, and conducting initial
training to prepare new officers of the department for field training. The
training officer and training sergeant work together to coordinate training,
make travel arrangements, purchase equipment, and make sure the
department maintains the required number of hours of training. In 2023, all
members of the Tukwila Police Department achieved 24 hours of in-service
training required by Washington State law. The Department's instructors/
trainers attend training to maintain their certifications in order to bring the
most up to date information and tactics for the Tukwila Police
Department staff. This has led to an extremely well -trained staff
that continued to identify and respond to the needs of our
community. The PSU also maintains and updates the department
policy manual called Lexipol. Lexipol provides updates based on
legal decisions, state and federal law, and best practices.
The Tukwila Police Department experienced a staffing shortage
during and post COVID. The PSU was tasked with increasing the
department's recruiting efforts. The goal was to be fully staffed by
the end of 2023. Due to the team's effort, the department was
able to meet this goal. The increase in personnel meant
numerous officers coming through the PSU for training prior to
attending the Basic Law Enforcement Academy and/or entering
the Field Training Program. Seven entry level officers were
trained in PSU pre and post academy prior to entering the Field
Training Program. One certified entry officer and four lateral
officers were hired and trained in PSU prior to beginning field
training.
The PSU division worked throughout the year on maintaining
accreditation through the Washington Association of Sheriff's &
Police Chiefs (WASPC). In 2024 PSU will be working toward all
accreditation standards being proofed for reaccreditation in the
spring of 2025. Reaccreditation will ensure that the Tukwila
Police Department continues to meet the highest standards and
remain in line with state and national policies and laws. It will not
only guarantee quality service but helps with funding
opportunities through grants.
PSU worked with the Puget Sound Emergency Radio Network
(PSERN) in testing the regional preventative maintenance
program allowing departments to stay in compliance with our
digital radio warranties. In 2023 all officers were issued new
portable digital radios through PSERN.
Developing a comprehensive Reality -Based Training program
continues to be a significant goal for the training cadre. The cadre
continues to evaluate and develop ways to implement this type of
training in our yearly training schedule. Reality -based training
prepares officers for real -life situations more effectively than
theoretical or classroom -based training. This promotes increased
situational awareness and confidence for our officers when
managing the different types of calls they may encounter.
'Special Operations
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The Community Police Team (CPT) continued to
play an integral part throughout the City and
region. They worked closely with local and
regional partners to target hot spots within the
city. The Team continued their partnerships
with Tukwila businesses and community
members as they navigate through the
different challenges throughout 2023. One of
the challenges they faced was the continuation
of the rising homeless population and criminal
activity occurring in the vicinity of the
homeless camps. Despite the challenges, the
CPT diligently worked with the regional
partners such as the Salvation Army, Catholic
Community Services and the mental health co -
responders to obtain resources to help this
population towards becoming self-sufficient.
The Community Engagement Coordinator (CEC)
hosted our Community Police Academy again
from 4/18/23-6/20/23 after being absent for a
few years due to the pandemic. She continued
to have regular meetings with the different
watch groups such as SHAG, Confluence
Apartments, Mariblu At Southcenter, etc. to
address safety concerns and provide solutions.
—N.. She coordinated community events such as
lob Resource Fair at Thorndyke Elementary, Touch
A Truck, Gun Lockbox Giveaway, "Back to
school" haircuts, etc. The CEC also coordinated
National Night Out Against Crime that took
place on August 1, 2023. This year, there were
19 parties throughout the City, which is the
highest number of National Night Out parties
that has taken place in Tukwila.
The Traffic Unit remained operational,
however, due to staffing shortages within the
Patrol and Investigation divisions, Traffic
Officers were tasked to assist those divisions in
order to maintain the appropriate level of
service to the community. Additionally, they
continued to manage the school zone speed
cameras deployed near Foster High School and
-F�,g."'� ',.; .4;,e� , — f Showalter Middle School. In 2023, the total
speed zone tickets issued was 2,646.
14
4 $tOPI1 addition to the day-to-day duties, personnel
l assigned to the Special Operations Division are
also active members of the Valley Civil
Disturbance Unit (VCDU), and instructional
cadre for department training teams including
Firearms, Defensive Tactics, and the Emergency
Vehicle Operators Course (EVOC).
DIVISION
Emergency Management prepares for, responds to, and assists in the recovery of
disasters. This is accomplished by:
1. Preparing the city to respond to a disaster through the development of plans,
training, and exercises.
2 Preparing the community to respond to a disaster through preparedness education
and outreach.
3. Building relationships with community organizations, other governments, and private
entities through engagement, training, and expanding knowledge.
Preparing the City to Respond to an Emergency or Disaster
Building from best practices and work accomplished last year, in 2023 Emergency
Management facilitated the development of the City's Continuity of Operations Plan
(COOP). The plan ensures that departments can continue to provide critical services
following a major disruption to government. In collaboration with Parks and Recreation,
they prepared the City for emergency sheltering by providing shelter
supplies, training, and exercise to City staff. They also purchased a
second shelter cargo trailer so supplies are portable, as well as
emergency hygiene kit components that were assembled at an
event they hosted
for the seniors of
Tukwila.
Emergency
Management also
facilitated two
table -top exercises with the City's Leadership Team.
EMERGEN
Preparing the Community to Respond to an Emergency or Disaster
1 In 2023, the Team attended over 20 community events to hand out
j preparedness information and kit supplies. They launched an
Emergency Management Book Club, continued their Preschool
Preparedness Program at Tukwila Community Center, and launched
two preparedness campaigns — a spring campaign related to
emergency communications and a fall campaign about general
preparedness. The Emergency Management Team applied for and
was awarded a grant that allowed them to build 185 emergency
preparedness kits for low income and limited English proficiency
families in the Tukwila School District. From the high school interns
that assisted in building the kits, the partnership with the school district, and Lowe's (a
generous community donor), this project would not have been a success without the help
of the entire community. Emergency Management partnered with King County
Emergency Management to build a booklet entitled, "Get Ready King County." This guide
was created to provide step-by-step instructions for individuals and families to prepare
for any disaster.
Building Relationships & Expanding Knowledge
Every year, relationships are the cornerstone of everything the Team does in Emergency
Management. To further their relationships with the community, they grew their social
media presence by creating a profile, Tukwila EM, and developed relationships with the
Administrators of Tukwila's Facebook Groups (Tukwila Talk, Tukwila Real Talk, Tukwila
Neighborhood, and Allentown Advocates). Developing these relationships has allowed
Emergency Management to be accepted as a trusted source of information where our
residents are having conversations on social media. Outside of Tukwila, Emergency
Management lent their subject matter expertise to the region by partnering to develop a
curriculum "Integrating Access and Functional Needs into Emergency Management".
They hosted student interns interested in getting hands-on experience. They're looking
forward to a busy and productive 2024 as they continue to build community partnerships
and serve this amazing community.
Y MANAGEMENT
EMPLOYEE OF THE YEAR
Detective Ryota Akimoto
Deni Delic Jermaine Castillo
Detective Officer
Danielle Burnett -Roberts
Evidence Technician
MPLOYEES
Ryota Akimoto
Detective
ISTINGUISHED SERVICE MEDAL
30 Years Of Service
Sergeant Phil Glover
F THE QUARTER
Dakota Hodgson Justin Wilson Elias Hiatt
Officer Officer Officer
Teresa Hinscr
Disp. Research Specialist
Expenditures
Police Operations
Jail
Dispatch
King County Animal Control Services
Total Expenditures
Revenue Category
Contracted Services
Grants
Response Generated
Total Revenues
Budget Category
Police Operations
Jail
Dispatch
King County Animal Control Services
Total Budget (Post Amendment)
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POLICE DEPARTMENT EXPENDITURES
2023 Expenses 1
$ 18,597,042 $ 16,453,228 $ 15,485,743
$ 996,081 $ 1,104,288 $ — 1,276,212
$ 1,430,699 $ 1,202,737 $ 1,160,308
156,198 $ 108,26A 99,017
$ 21,180,021 $ 18,868,518 $ 18,021,280
Mrri
ONLY INCLUDES GENERAL FUND
r 2023 even' 2022 Revenuenue —
$ 406,658 $ 429,300'" 373,188
178,2M 134,755 M.. 27,605
$7,463 $ 64,866 AM 194,895
$ 622,336 $
628,921
r
$ 595,688
POLICE DEPARTMENT BUDGET
2023 Budget
$ 20,214,598
$ 1,005,192
$ M 11r28,971
$ 119,182
$ 22,767,943
2022 Budget
$ 17,412,014 $
$ 1,087,076 $
$ 1,169,251".m$
$ 144,700 $
$ 19,813,041
2021 Budget
15,927,92A
1,087,076
130
$ 18,286,665
CRIME IN TUKWILA
Population
Calls For Service
Crimes Against Persons
Murder
Rape
Robbery
Aggravated Assault
TOTAL CRIMES AGAINST PERSONS
Crimes Against Property
Arson
Burglary
Larceny
Auto Thefts
TOTAL CRIMES AGAINST PROPERTY
2023
33,352
2
97
2022
33,078
2021
29,985
4 2
90
77
187 169 176
2
4 16
319
2736
3184 2,573
1
3964
932 609
4439 3,418
�-
The Tukwila Police Department submits its crime data through the Washington Association of Sheriffs and Police Chiefs (WASPC). WASPC then sends
egg,
the state's crime data to the FBI. The FBI has mandated that all reporting starting in 2021 is done via the National Incident -Based Reporting System
(NIBRS) rather than the Uniform Crime Reporting (UCR) standards. In previous annual reports, UCR data was reported, but in compliance with the FBI,
we are now reporting NIBRS data. The numbers reported here are pulled from the WASPC website; additional data points are researched for analysis.
COMPARATIVE TOTALS WITH 3-YEAR COMPARISON
Population
Budget
2023
21,200
2022
22,402
2021
21,299
$21,180,021 $18,868,518 $18,021,280
Police Staff:
Commissioned
Non -Commissioned
Calls For Service
Traffic Citations/Infractions Issued
Reported Vehicle Accidents:
Injury
Fatal
Non -Injury (not including hit-and-run)
Injury hit-and-run
TOTALS
77 77 78
ir24
33,352 - 33,078
374 - 737
29,985
Mr-
2 0 2
383
12 17 17
Millw 556
59
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As I go about my duty, God,
Every step along the way,
Help me make a difference
In this world each passing day.
Give me a heart to be concerned,
A mind that knows what is right,
Give me the eyes and ears to see and hear
The truth as in Your sight.
Give me protection from things unseen,
Strength to face each test,
Help me to stand for law and order,
To daily do my best.
Give me the courage to defend the weak,
Compassion for those oppressed.
Help me lift up the ones who've stumbled,
Give a hand to those who are distressed.
Give me grace to face my final hour,
To give my life in service.
Let your strong hand and loving heart
Protect the ones that I hold dearest.
2023 City Council
Council President Cynthia Delostrinos Johnson
Council Member Kathy Hougardy
Council Member De'Sean Quinn
Council Member Kate Kruller
Council Member Thomas McLeod
Council Member Mohamed Abdi
Council Member Tosh Sharp
Police Administration
Eric Dreyer, Chief of Police
Eric Lund, Deputy Chief
Todd Rossi, Commander
Kraig Boyd, Commander
Dale Rock, Commander
Andi Delic, Commander
Rebecca Hixson, Senior Manager
64
March 2024
Tukwila Police
Department
2024-2029 STRATEGIC PLAN
The Tukwila Police Department
strives to be a department that is
CONNECTED to the life of our
diverse community,
EFFECTIVE in preventative and
responsive law enforcement, and
COLLABORATIVE with other
agencies to improve the safety and
quality of life for all.
TUKWILA
POLICE
65
City and Police Department Tukwila Police Department
Mission, Vision and Values
COMMUNITY VISION
The City of opportunity, the community of choice.
CITY MISSION
To provide superior services that support a safe,
inviting and healthy environment for our residents,
businesses and guests.
CITY STRATEGIC GOALS & OBJECTIVES
A Community of Inviting Neighborhoods & Vibrant
Business Districts
A Solid Foundation for All Tukwila Residents
A Diverse & Regionally Competitive Economy
A High -Performing & Effective Organization
A Positive Community Identity & Image
Mission, Vision and Values
OUR MISSION
As an involved part of the Tukwila community, our
mission is to provide public safety services that are
professional, compassionate and transparent.
As individuals and teams, we are committed to
earning the public's trust with skills, professionalism
and collaboration.
OUR VISION
Our vision is that all Tukwila neighborhoods and
communities feel protected and respected in their
times of need.
WE VALUE
Serving the community so that all members of the
public are safe, secure and thriving. As community
needs evolve, so will police services.
Building positive, strong teams within the
department and with the community. When we invite
a variety of perspectives and experiences, we improve
mutual respect and support.
Being accountable to the community and each
other by working with determination, thoroughness,
openness, honesty and skill. When we can be
transparent about challenges, we can develop lasting
solutions.
Growing in competency and empathy by constantly
developing skills and relationships.
"I love it when we can make
someone feel safe and let them
know we care."
— POLICE DEPARTMENT EMPLOYEE
66
TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN I 1
Introduction/ Purpose of the Plan
Tukwila is a thriving community and a special place to live and work.
Like other Puget Sound cities, Tukwila is growing. Since 2010, the (nighttime) residential
population has increased about 12 percent to more than 21,0001, and more growth is
expected. We also have an unusual daytime population that includes more than 47,000
who work in Tukwila plus over 150,000 who visit the city on a daily basis.2
Also similar to other cities, Tukwila is currently working
to address issues related to homelessness, addiction
and mental illness. These are regional problems
that need regional solutions and cooperation. This
is especially true in Tukwila, where both victims and
offenders tend to be from elsewhere. Residents
understand the challenge, and expect that we will
work with other agencies on solutions. We are
committed to compassionate responses, while
still addressing the quality of life issues that affect
residents, such as theft, property damage and
malicious mischief.
Within the larger context of community safety in the
U.S., law enforcement agencies are being challenged
to do better. It's important that the community know
and see TPD's commitment to constant improvement;
it's also important that new practices become so
embedded in our practices that they are second
nature.
As we look forward to the next five years, we do so
from a stronger position than just a few years ago.
The City Council has funded needed positions, which
allowed us to hire quickly and avoid a true staffing
crisis. We're preparing to continue our strong hiring
and onboarding process through the next few years
of planned retirements, always with the goal of
ensuring Tukwila has well -trained, responsive officers
who are focused on the quality -of -life issues that
residents care most about.
Throughout this plan, you will see quotes from both
community members and TPD officers and staff. When
thinking about the kind of police department we
wanted to become, we talked to people inside and
outside the department about their vision for us.
It was an inspiring process: The community members
expressed confidence and hope, and both sworn and
civilian staff expressed a strong commitment to the
community and to excellence in their professions.
With this plan, we hope to continue to build a
department that contributes to the high quality of life
valued by Tukwila neighbors.
rthink what makes Tukwila
unique is it's very diverse.
Culturally, linguistically; [even] the
businesses are diverse. We have
one of the biggest malls in the
state, we're close to the airport.
I see more businesses opening
up in Tukwila. People always have
a connection to Tukwila.
' https://www.census.gov/quickfacts/fact/table/tukwilacitywashington,US/PST045216
https://www.linkedin.com/company/city-of-tukwila/about/
— COMMUNITY MEMBER
2023 INTERVIEW
TUKWILA POLICE DEPARTMENT 2024-2029 STRATEGIC PLAN 267
Contents
City and Police Department Mission, Vision and Values 2
5-Year Strategic Plan 6
Improve Public Safety Through Partnerships and Data -Based Prioritization 7
A. Build Strong Community Relationships and Partnerships 7
B. Target Hot Spots and Habitual Offenders 8
C. Strengthen investigations to support successful prosecutions 8
D. Increase Public Safety Awareness Among Community Members 9
E. Continued disaster preparedness and emergency management efforts
for community and City staff 9
Build a High -Performing Organization 10
A. Leadership and staffing 10
B. Community -based accountability 10
C. Healthy, supportive, accountable work culture 11
D. Training and tools 11
Effectively Manage Our Resources 12
A. Plan for Facilities that Meet the Department's Needs 12
B. Improve Technological Capacity and Upgrade Key Systems 12
C. Pursue Grant Funding 12
STRATEGIC PLANNING APPROACH
Locally and nationally, we all need to work together to ensure that people feel respected, heard and
protected —especially by their local police departments. We do that with good learning, good training
and good community partnerships.
To develop this plan, which will guide our annual work plan and budget requests, we started first with
a reconsideration of what our mission, vision and values are, and what we hoped to accomplish. These
conversations were across the department and with a diverse selection of community leaders. All of the
community member quotes are from interviews conducted in late fall 2023.
With our mission and value -based pillars in place, we reflected on what it would look like to live those
values. This strategic plan sets the direction for the next 5 years, and prioritizes those services most
needed and valued by the community. j
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TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN I 3
5-Year Strategic Plan
At its most basic, a strategic plan seeks to answer the question:
"Who do we want to be in 5 years?"
To meet the safety needs of Tukwila residents and visitors, TPD must be a skilled, value -driven organization with
the people and tools to do the job. This is true for both the sworn and the civilian workforce, who work in teams
to take care of the community.
We achieve our goals of being good community members, law enforcement and partners by:
1) Improving public safety through
partnerships and data -based
prioritization
a. Build strong community relationships
b. Target hot spots and habitual offenders
c. Strengthen prosecutions
d. Improve public safety awareness of residents,
businesses
e. Improve disaster preparedness for community
and City staff
2) Building a high -performing organization
that is
a. Well -staffed
b. Well -trained (community -based policing,
spending time with community, learning about
new populations)
c. Well -prepared (mentally and physically)
d. Visible and present in the community
3) Effectively managing our resources
a. Facilities
b. Technology
TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN 1 t9
Improve Public Safety
Through Partnerships and
Data -Based Prioritization
One of the strongest learnings coming out of the
pandemic was that no city is isolated and we're better
able to solve big problems when we work together.
This is true for public safety issues as well; people,
their resources and their problems all flow across
borders. It's a hopeful sign that the counties and the
states are looking at problems such as homelessness
through a regional lens; we are looking at safety in
the same way. As Tukwila has a high proportion of
daytime visitors, in addition to having a significant
amount of retail and access to multiple freeways, we
must work in partnership with other regional agencies
and closely monitor trends and changes in crime.
A. BUILD STRONG COMMUNITY RELATIONSHIPS
AND PARTNERSHIPS
Police departments do the most service when they
are visibly part of the life of both retail and residential
neighborhoods. Community members stated that
they appreciated approachability of officers and felt
good about partnerships with other institutions and
organizations. As Tukwila continues to grow, especially
with an anticipated increase of multi -family housing,
TPD will continue to adjust programs and strategies to
enable neighbors to feel comfortable and protected.
Visibility is good because it
gives a certain fear factor and
deterrent to criminals and
gives the community a sense of
security or safety.
— COMMUNITY MEMBER
Community -based partnerships that support a safe
environment include:
» School District Partnerships: Community -police
relationships begin in elementary school and
often continue for decades. TPD provides the
DARE program and school resources officers, who
provide a protective presence while also allowing
children to be comfortable with people in uniform.
The program was paused during the pandemic,
recently updated, and is set to return.
Neighborhood and business districts: TPD
is engaged in multiple projects that build
relationships at the neighborhood level, for
example, the Apartment Managers Network,
central business district stakeholders, Co -
Responder Program, Homeless Engagement,
Block Watches, and National Night Out.'
Individual volunteers: We have many ways for
individuals to engage directly with the department
as well, including the Community Police Academy,
which educates the community on the role of the
police department; the Bulldog Academy, which is
similar and geared towards teenagers; and many
individual roles, such as on COPCAB.
TPD also participates in key regional organizations
that provide avenues for both professional
development and regional coordination. While our
involvement has been curbed during times of low
staffing, we will continue to utilize these groups as
needed.
»
Police 2021 Goals edit (002).docx
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TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN I 5
A few examples:
Valley Communications Operations Board
Valley Narcotics/DEA Enforcement Team
SCORE Operations Board
Valley Special Weapons and Tactics Team
PATROL Auto -Theft Task Force
» Valley Civil Disturbance Unit
Valley Crisis Communications Unit
» Valley Independent Investigations Team
» King County Police Chiefs' Association
• Washington Association of Sheriffs and Police
Chiefs
» International Association of Chiefs of Police
Washington Chapter of the FBI National Academy
Associates
» King County Prosecutor's Office and other local
partners on the Buyer Beware sex trafficking
initiative
Federal agencies, including ATF and DEA
» WA-ORCA
Residents and visitors alike value officers who are
visible and accessible in the community
4 https://www.tukwilawa.gov/wp-content/uploads/Mayor-Hazelnut-
Newsletter-02-23. pdf
I'd like to see more CERT
training, more citizen
involvement in helping the city
in any way we can. I think citizen
police academy just happened,
and that's good. The more
people can take that, the better.
Night Out against crime, block
watch is good. Encouraging
citizen involvement.
— COMMUNITY MEMBER
B. TARGET HOT SPOTS AND HABITUAL
OFFENDERS
TPD uses crime data and responds to the community
to provide emphasis patrols in areas where there's a
need for more police presence4. We want our public
spaces to be safe for everyone to use, and that means
being attentive to hot spots such as transit hubs
and retail areas. Individuals are often responsible for
multiple crimes across the city, so we also use data to
identify repeat offenders for prosecution.
To improve our ability to respond to changing
circumstances, we reorganized internally and
established a "special emphasis unit." This unit gives
us the skills and ability to target hotspots and address
multi -faceted quality of life issues.
County -wide efforts are also recognizing the need for
identifying individuals who are regularly involved in
crime, and working together for successful arrests and
prosecutions.
C. STRENGTHEN INVESTIGATIONS TO SUPPORT
SUCCESSFUL PROSECUTIONS
Good policing is an important first step in the justice
system, but not the only one TPD is responsible for.
Our evidence -gathering, analysis and record -keeping
teams help ensure that offenders can be prosecuted.
TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN I 671
D. INCREASE PUBLIC SAFETY AWARENESS
AMONG COMMUNITY MEMBERS
TPD partners with other organizations, but also
with residents themselves, to deter crime. We are
increasingly using social media to inform the public
of dangers, trends and tips, but the best work comes
from meaningful interactions at block watch and other
crime prevention meetings. Supporting neighborhood
groups is a highly valued body of work for TPD, with
benefits in the areas of crime prevention, response
and emergency preparedness.
A key goal for the next several years will be to
increase the use of technology in investigations to
secure successful prosecution.
E. CONTINUED DISASTER PREPAREDNESS AND
EMERGENCY MANAGEMENT EFFORTS FOR
COMMUNITY AND CITY STAFF
As the newest division to the Police Department —
added mid -pandemic, in 2021— Emergency
Management is responsible for leading the City's
disaster preparedness, response and recovery efforts.
Over the next five years, TPD will continue to
integrate the Emergency Operations Center (EOC)
and its functions into the rest of the department. Even
more importantly, however, we will work to train all
City staff on emergency response. Large disasters
require significant coordination between departments
and often, individual staff are in different roles in
the EOC than they have outside of a response. It's
important that all staff not only learn their EOC jobs,
but get practice in interacting in new ways.
These dynamics are also more challenging when a
disaster is regional, and requires that we be part of
a multi -agency response. Learning and drilling on
new skills does take time out of a "regular" week or
month, and is often de -prioritized. However, TPD will
be working to make preparation a normal part of City
life so that in a disaster, staff can get right to work.
https://www.tukwi lawa.gov/wp-content/uploads/Mayor-H azel nut-
Newsletter-02-23. pdf
rgrew up being taught that I
am who I am in part because of
the communities around me.
I've been given opportunities
and assistance from areas that I
never would have touched had
I not met certain people. I enjoy
helping people and connecting
people. My coworkers.
Community members. My
favorite days at work are the
ones where I am making good
connections.
— POLICE DEPARTMENT EMPLOYEE
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TUKWILA POLICE DEPARTMENT 2024-2029 STRATEGIC PLAN 7
Build a High -Performing
Organization
In Tukwila, our vision for a high -performing police
department is an organization of compassionate,
community -centered individuals who are committed
to serving and protecting residents and visitors.
Having a fully staffed department of qualified and
prepared employees is not normally included in
a strategic plan, but locally and nationally, police
departments are losing officers faster than they can
hire new ones'. We enter 2024 in a strong position.
The City's 2023/2024 budget brought staffing back
to pre -pandemic levels, and we continue to hire and
train new officers and staff at an accelerated pace.
As we get new and mid -career recruits trained and
ready, we're also planning for the future as we work
to stay ahead of normal attrition and retirements
anticipated over the next five years.
TPD has a strong foundation of community -based
work, and as the department adds new officers and
civilian staff, we will work to make the most of those
projects and work with the community to make them
continuously more effective.
Police 2021 Goals edit (002).docx
I'd like to see more officers
hired, I would like to see
more diversity.
— COMMUNITY MEMBER
A. LEADERSHIP AND STAFFING
Hiring front-line officers and staff is important, but
the work doesn't stop there: we must also have a
strong approach to developing the next generation of
leaders.
With a significant percentage of employees
over the age of 50, and retirement eligibility for
commissioned officers at 53, it is important that our
upcoming leaders be ready to take over. This involves
developing new leadership standards and clear
development paths that include training, mentorship
and project management opportunities.
B. COMMUNITY -BASED ACCOUNTABILITY
In the last several years, TPD has found innovative
ways to bring community members into the
department. There are designated seats for
residents in key positions, including the Use of Force
Committee, COPCAB, Civil Service, and the Hiring
Panel, the regular presence of community members
within departmental functions helps build a spirit of
connection, accountability, and transparency between
officers, staff and residents.
Community relations isn't just patrol officers. Every
police department division is developing a community
outreach plan. These plans allow divisions to find their
own unique ways of building relationships, refining
their processes to meet community needs, and
helping the community access TPD support.
TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN I t3
C. HEALTHY, SUPPORTIVE, ACCOUNTABLE
WORK CULTURE
Public safety jobs are stressful and physically
demanding. Officers encounter dangerous and tragic
situations on a regular basis, which can cause long-
term trauma. Investigators, records and support staff
also encounter difficult situations.
Health and resiliency allow our highly trained officers
and staff to do their best work, year after year.
Building emotional and physical resiliency involves
multiple strategies, including6:
Wellness Application Acquisition and
Programming
Health and Fitness Programming
» Resilient Leadership
D. TRAINING AND TOOLS
Officers and staff are clear in their desire to continue
to train and improve their skills. In addition to the
existing cycle of training opportunities, we will also
seek to increase the amount of "reality -based"
training available. These trainings involve more live
practice of different scenarios, and their interactive
elements make them highly effective.
We are proud that officers and staff are actively
seeking to improve, and we'll be working at all levels
of the organization to identify mentoring opportunities
and to give more people the opportunity to exercise
leadership.
Other important training components include:
Shift Briefing Training Topics
Legal Training
» The Law Enforcement Training and Safety Act
(LETCSA) Training Curriculum
» CIT Continuation Training
» Core Training Requirements
Records and Evidence Training
17 good police department
is accountable, transparent,
courteous, professional. Bad
things happen, and when it
does, you want a department
that is reliable and attempts
to stay within the law to
conduct its business. When the
department makes mistakes,
the expectation is that it does
not shy away from responsibility
and is honest and direct with
the public.
— COMMUNITY MEMBER
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TUKWILA POLICE DEPARTMENT 2024-2029 STRATEGIC PLAN 9
Effectively Manage
Our Resources
As a public agency, TPD takes seriously our
responsibility to be a good steward of City resources.
A. PLAN FOR FACILITIES THAT MEET THE
DEPARTMENT'S NEEDS
In the last several years, we have made good
investments in our building and other physical
infrastructure. In the next five years, however, we
will need to solve one significant storage issue: a
permanent location for evidentiary vehicles. Cars,
trucks, motorcycles and other vehicles are often held
by TPD during investigations, which could be years.
Space is temporarily being used in a city facility
nearby, but it does not meet the current needs and a
permanent location would be preferable.
B. IMPROVE TECHNOLOGICAL CAPACITY AND
UPGRADE KEY SYSTEMS
Council -supported investments in technology are
allowing us to improve the allocation of resources in
multiple ways. For example, the purchase of body
cameras improves accountability and public trust;
renjoy being the safety net
for the community, for the
victimized, for those who don't
have the ability to do this for
themselves.
— POLICE DEPARTMENT EMPLOYEE
While resources aren't infinite and technology is
changing rapidly, it's crucial that we continue to make
progress in key areas. Our considerations are based on
resources, risk management and impact on the public.
»
Records digitization and continued improvements
and replacement to the records management
system will allow for greater analysis of trends and
improved prosecutions.
Enforcement -related technology, such as school
speed zone cameras, interview -room recording
and unmanned aircraft system (drones), are all
parts of modern policing. Speed -zone cameras
can both discourage reckless driving and improve
enforcement; recorded interviews improve
prosecutions and drones provide critical information
in dangerous situations such as major collisions,
high -profile cases, or natural disasters.
C. PURSUE GRANT FUNDING
Although we cannot anticipate grant availability for the
next five years, TPD is committed to pursuing grant
funding from federal, state and other outside funding to
expand departmental capabilities and meet our strategic
goals. Grant funding comes available to meet emergent
needs; for example, to support training, provide
equipment or expand technology.
TUKWILA POLICE DEPARTMENT 2024-2029 STRATEGIC PLAN 1Q5
TUKWILA
POLICE
Conclusion
The City Council made critical investments in TPD
staffing at just the right time, which stabilized the
department and our services. As we think about
what the department and what the community need
in the next five years, the need for continuous skills
and leadership training is top of mind. A wave of our
most experienced officers will be retiring, and it's
incumbent upon us to ensure that the next generation
is well prepared to serve the community.
We are proud to serve Tukwila's residents, workers and
visitors. We have a diverse and welcoming community,
and while we are taking on some complex, regional
quality -of -life issues, our core purpose is always
to ensure people feel safe and welcome. This is a
deeply rewarding mission, and we are grateful for the
opportunity to work together.
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TUKWILA POLICE DEPARTMENT I 2024-2029 STRATEGIC PLAN 111
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TUKWILA POLICE DEPARTMENT
15005 Tukwila International Blvd.
Tukwila, WA 98188
Emergencies: 9-1-1.
Non -emergencies requiring a police response: (206) 241-2121.
Business Calls: (206) 433-1808
Anonymous Tip Line: (206) 431-3689
FAX: (206) 244-6181
Email:
PDcommendations@TukwilaWA.gov
PDcomplaints@TukwilaWA.gov
Tips@TukwilaWA.gov
For the most up to date information related to the Tukwila Police
Department, please visit our Facebook, Twitter and Instagram
pages @TukwilaPD and our Tukwila PD news site http://www.
tukwilapolice.com
TUKWILA
POLICE
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