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COW 2024-09-23 Item 5B - Budget - 2025-2026 Biennial Budget: Community Outreach and Presentation of Other Funds
COUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayor's review Council review 9/16/24 Tony 9/23/24 Tony ITEM INFORMATION ITEM NO. 5.B. STAFF SPONSOR: TONY ORIGINAL AGENDA DATE: 9/16/24 AGENDA ITEM TITLE 2025 - 2026 Budget Development Process CATEGORY ® Discussion Mt Date 9/23/24 ❑ Motion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date SPONSOR ❑ Council ❑ Mayor ❑ Admin Svcs ❑ DCD Finance ❑ Fire ❑ P&R ❑ Police ❑ PW SPONSOR'S SUMMARY Leadership will be leading the 2025-26 Budget Development discussion. REVIEWED BY ❑ Trans&Infrastructure Svcs ❑ Community Svcs/Safety ❑ Finance & Governance ❑ Planning & Community Dev. ❑ LTAC DATE: ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: N/A RECOMMENDATIONS: SPONSOR/ADMIN. Finance Report COMMITTEE Discussion only COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 9/16/23 Leadership presented an Introduction to Budget Discussion MTG. DATE ATTACHMENTS 9/23/24 Informational Memorandum PowerPoint ETC Liaisons Outreach Report ETC Survey Budget Sheets Fund 101, 103, 104, 105, 109, 301, 303, 611 City of Tukwila Financial Sustainability Plan 21 22 City of Tukwila Thomas McLeod, Mayor INFORMATIONAL MEMORANDUM TO: Tukwila City Council FROM: Marty Wine, City Administrator BY: Mayor Thomas McLeod DATE: September 19, 2024 SUBJECT: 2025-26 Budget: Community Engagement & Outreach and Overview of Special and Restricted Funds ISSUE Staff is beginning the presentation of the Mayor's 2025-26 budget proposal with an overview of the various community engagement and outreach efforts that are helping inform fiscal decision making. Additionally, staff will be advancing, in phases, several special and restricted funds that have minimal or no impact on the general fund. Some of these funds are restricted either by city policy or state law in how the funds can be used. The 302 and 305 funds were set up to track specific projects that have or are near completion. These funds are not restricted and staff is proposing they be closed. BACKGROUND Community Outreach Commencing in Q1 2024, staff developed and implemented a multi -faceted community outreach and engagement strategy leading to the development of the Mayor's proposed 2025-26 budget that included: • Convening a 14-member Financial Sustainability Committee (residents and business representatives), to advise and give guidance for long-term financial sustainability strategies. • Development and implementation of a statistically valid community survey. • Collaboration with community liaisons to gather feedback from non-English speaking and traditionally underrepresented sectors of the community. • Informal intercept and engagement efforts at community events, Farmer's Markets, and citizen advisory committee meetings. Staff, together with Community Liaisons, will share results of this important work at the September 23rd City Council meeting. Special and Restricted Funds While the General Fund is the City's largest fund and is used as the repository for most taxes and unrestricted revenues and has the most flexibility, there are several other governmental funds that support city programs, services, facilities and debt service. Most of these special funds are restricted in some way. Staff is presenting an accounting of the following special and restricted funds for inclusion in the 2025-26 proposed budget (additional, other funds will be presented in future meetings): 23 INFORMATIONAL MEMO Page 2 24 Fund 101 - Lodging Tax Fund 101 are restricted funds generated by hotel/motel tax at eligible stays in lodging businesses. State law restricts the use of these funds to tourism promotion activities. The City uses these funds for a variety of uses including the Experience Tukwila marketing initiative, Seawolves partnership, and other third -party sponsorships. The fund also supports a .25 FTE (Director, Government Relations and Strategic Initiatives). For 2025/26 major initiatives includes preparing the City for the World Cup, continuing to expand the Experience Tukwila initiative, and wayfinding signage. Use of lodging tax funds requires the approval of a lodging tax application by the Lodging Tax Advisory Committee and City Council. Fund 103 - Residential Street Fund Fund 103 provides for maintenance, lane widening, curbs and gutters, sidewalks, illumination and undergrounding of utilities of the residential street system. Dedicated and restricted revenues include the solid waste utility tax and parking taxes. In 2025/26, major initiatives include continued work on the neighborhood traffic calming program and construction of pedestrian and bike improvements on S 152' Street. Fund 104 - Arterial Street Fund Fund 104 provides for the preliminary engineering, right-of-way, construction engineering, and construction of arterial streets and bridges. The program includes transportation comprehensive plans, streets, bridges, sidewalks, traffic control devices, widening, and lane additions. One -quarter percent real estate excise tax (REET), as well as other dedicated revenue sources, are used to fund projects. In 2025/26, major initiatives include continued work on the 42nd Ave Bridge Replacement and construction of three grant -funded overlays. Fund 105 — Contingency Fund The City maintains a contingency fund or "raining day" fund for economic downturns or major disruptions to the City's revenue. The minimum required in the fund is determined by City policy. Fund 109 - Drug Seizure The Drug Seizure fund was established to account for revenues (and subsequent expenditures) resulting from the proceeds of property and moneys forfeited as a result of their involvement with the illegal sale, possession, or distribution of narcotics and/or other controlled substances. Expenditures from this fund must adhere to strict State and Federal stipulations. Because of this, most purchases cannot be planned with enough lead to make the budget publication, and projected expenditures are estimates only. Revenues to this fund, by their nature, are unpredictable and are also estimates. During the present biennium, purchases from this fund included safety equipment and training for our SWAT team, technological tools for our Major Crimes Unit, and contractual fees related to our Mental Health Co -Responder Program. Fund 301 - Land Acquisition -Recreation and Park Development The Land Acquisition, Recreation, and Park Development (301) fund supports the Parks and Recreation Department's six -year capital improvement plan (CIP) that addresses construction, repair, maintenance and acquisition of parks, trails, recreation, and open space properties. https://tukwilawa.sharepoint.com/sites/mayorsoffice/cc/CC Docs/Final agendas/09-23-24 Council/September 23 DRAFT MEMO.docx INFORMATIONAL MEMO Page 3 Projects include planning, permitting, engineering, renovation, replacement and construction of park and recreation facilities and acquisition of park and open space lands. In Fiscal Years 2025/2026, Parks and Recreation aims to build off of planning performed in 2023 and 2024, aggressively seeking grants for major capital projects such as new park master plans for Tukwila Community Center and Joseph Foster Memorial Park. Fund 302 - Urban Renewal (not sheets provided since fund is proposed to be closed) This fund was created for Tukwila Village and the purchase of the high -crime properties on Tukwila International Boulevard. The City purchased, cleared, and sold the properties. The fund will be closed in 2024, and fund balance will be transferred to the General Fund. Fund 303, General Government Improvements The General Government Improvement fund is used for improvements, additions, or other miscellaneous minor capital projects not provided for elsewhere in the City's budget. In 2025/26, the City plans to do roof replacements on aging buildings. Fund 305, Public Safety Plan (no sheets provided since the funds are proposed to be closed) The fund was set up to manage and track expenditures for the public safety plan. Now that all, but the Public Works buildings have been constructed, staff is proposing that the fund be closed. Debt service for debt issuances is supported by the general fund and other revenue, such as fire impact fees, Real Estate Excise Tax (REET) 1, and other funds. Any remaining funds in the 305 will be transferred to the general fund. Fund 611, Firemen's Pension Tukwila manages this fund to budget for pension payments for seven employees who qualify for a pre-1971 pension plan. DISCUSSION The purpose of this discussion is to begin to present the proposed 2025-26 Budget to the City Council. The Council is invited to ask questions or seek additional information to begin consideration of the biennial budget. FINANCIAL IMPACT N/A RECOMMENDATION Information Only. ATTACHMENTS Powerpoint Presentation Community Liaisons Budget Process Report Community Survey Findings Report (ETC Institute) Budget Worksheets by Fund • Special Revenue Funds (101, 103, 104, 105, 109) • Capital Project Funds (301, 303) • Fiduciary Fund (611) Financial Sustainability Committee Recommendations https://tukwilawa.sharepoint.com/sites/mayorsoffice/cc/CC Docs/Final agendas/09-23-24 Council/September 23 DRAFT MEMO.docx 25 26 The City of opportunity, the community of choice. V2:o 27 28 Today's Topics is Engagement & Outreach n cL a) L L O > Ow . O kr)W a) N L_ 0 N L U LL O C C o Om" > a .00-LL N -I—) 1 CO MI N . ca (i) S— = . . . . 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N O rcl = O U OU > O Oroc El f L 0 O O H az al }, >- E V O t]A 2 0_'4J Q -I-,W cts QJ +� 413 0-.N CU U 0- +�+ rl aL+ AiO M• • 14 v N vv) M it o u wi a 2025-26 :u • • et Develo • men 29 4- 0 cu E m v) N i co c/� c V U c v 'Lc; s � cu ea 2 c -0 4-i o .? Si•� c S 0 .ca 0 O J -0 o?S ,„co 0 +.• e.M }' c a o cu E cu .(75 cu V 4-1 ca O E U J _c U ca a--+ O U • community engagement. LE 1 o co (/) + ) .= a) 4— co tan cv) c a) co E To 0= c U .coco co -0 o cnc —co . U b co C O 0_ - O co N a •� *-E ro E6 a,a) m a' coax o`oo m > ca ion U cri C -0 C6 i co cc y- • • it o u wi a 2025-26 :u • • et Develo • men 30 E s'n to J ca tu) W aA C . � 0 s v; v a) E L oc ▪ D ID 0 = ▪ E N C6 0- co -0 V) O a--' O C CO N C to CO 2 v 0 0 '— E aO c co La 2 w U a) C z I C >- ▪ tan La c - w i �J O -0 - -0 Q co • an c . N z co U 0 a) D N cn 0 0 L CO v) CU aU C 4—I CO N E E aA c . N N N L Q I 4J CU CO 06 v) a) au z concerns. C CO C 0 +_+ MI D E E 0 0 to .; 0 Q E 1 an m 4J 0 n H 06 c 0 C6 .g E U • vi a) co a) 0 V) OA w (1) .E C6 N L aJ E 0 cu o a-- -+ c6 U L ca C a) E au bp c6 an Ln it o u wi a 2025-26 :u • • et Develo • men 31 0 a) "..E O CO.. = 1- u CL +, Z ma O2 co 1 - >, c w a) > COE 15 a) v) CO > C E W z E E 0 V Sent May - June 2023 a) L CO N L_ -0 N O a) - a) OD p - LE Q) 47, cu N a)c6 o-0a-- -+ o > 01 'a) o0 0cu v •0 v ro CU n 0_ 0.) U _C o4-1 �> cn L N U Ili •i + U 0 c0n vi a� 0 C _ rl U -0 _00 .) a)co .N > c N -c v ate) m c a) a10 L.0 co D NI— N >- r`. az E CU 4-1 E a) }+ C + N a.., Ov � L ' a-- - C CO o o CD -0 U C v -0 — U C0 - O O w u < n < E CL 0_ it o u wi a 2025-26 :u • • et Develo • men 32 s V R3 N aj +.. .i p oa .i LL a-+ > i a) tv i E = tv v) to V caI— b.O W c W 3 city services with highest % of unmet needs: N C6 cu -o (n • Homeless services & encampments • Code enforcement: properties safe/maintained • 4 city services residents ranked most important: Police & Public Safety (48%) • • Homeless services & encampments (37%) Access to Affordable Housing & Basic Human Needs Assistance (34%) • Maintaining Streets (32%) • N it o u wi a 2025-26 :u • • et Develo • men 33 c 0 a▪ ) c5 m u • L a) tto 03 L w S▪ C C G w L AN' W AC W E :tiN L a 0 i 'i 0 A� W • .47+ Om 0. 0 1- • • w i ca .o 0 W O CO if 1 1 O 0 ri Police and Public Safety Services Homeless Services and Encampments Maintaining Streets Service Priorities N 0 c c(0 G a) n i a) t 0 CL Q) C▪ 0 1 Q) w v E u 0 w 0 U City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Neighborhood Traffic Calming (13 w Safe Walking Trails Maintenance of City parks and trails investment Support for Small Businesses and Local Economy Safe Bicycle routes and trails • • Planning and Land Use Community participation: events and social gatherings Safe, Efficient, Inviting City Facilities Garbage and Recycling Services Parks and Recreation Older Adult Programs Stormwater and Drainage The number of City park and trail facilities 0 0 N 0 0 0 0 00 it o Tukwi a • - . :Li, . et Deve o' men 34 t u co s_ 4.. 4-i a, a) ;1i OS 2 L cu co OA a) w IXO CO Presented survey categories (10 services) on poster boards v) C •v) U 92 c N CAA v) Q Q cu V) ate-+ V) v) .ein 0 C U W Ca c _c O v) U ate-+ Ca v1 a) 0) L O O +-' -0 C a) C6 -0 L- C 0 aU 0- 4-1 c E • • . en it o u wi a 2025-26 :u • • et Develo • men 35 $ § K \ i \ / $ i $ & $ & § LI N % K § ( $ § $ q§¢ m o m ci m n H H H& N N N w w R w 2 § q § § § § § S ) ) ¢ ° m w = z 0 > Assistance for Basic Human News: Fa ad- Rent - UtiLitir.: Pnflce & Public Safety Services Parks& Recreation: Teen &Youth Programs Supportfor SmaLI. Businesses.3nd LncaL Einncmy Parks& Recreation: SenlarAduLt Programs Number of City Parkand Trail. Facilities Community ParticipatiGn: Events and Social. Gatherings Code Enforcement Maintenance of City Parkland Trails Safe WaLkingTraiLs o ag MaintainingStreets Safe, Efficient an-d InvitingCity FaciLiti.: • 14 7 7 2 = a 4- E Eri / & j { / § k a r a � S 3 f \ ) G u 0 3 ) e _ u # ± � f . \ 7 Q ® ° ELI \ 7 } EL3 m ! § ] 7 9 = ; £ g § \ c ` / \ , « I- j / / 9-1 7 V3 § n Q k 2 CI r k D 2 2 1 E I cb) 0 it o Tu wi a 2025-26 Bu • • et Dove o • men 36 >+ o •? GI •— GJ CD i CD 14 4..i V) 73 >1 E n O () U > E .= O EL U as U RI a) V > a j .,_, ._ •— CC 0 a) • •— co El i th 03 C o 0 CO ,a (173 8471 a) cn cn 41 n3 D 2 0 ma O 0 N CU a) 1- ra E 4to E •- V c E E _ O o � eaV U c w _c Cl) residents and businesses and to achieve long-term financial sustainability. it o u wi a 2025-26 :u • • et Develo • men a) L 0 4- ' 0 0 CU -0 CLO C •0 CO CO Cl- L. O Oy �= N L.fi T2 :_cl 0 i O N L CU s cn 0 .E .0 0 0 E V m 1_ i o as C O c ii 38 • of continuous improvement and implement approaches and tools to improve the City's efficiency and effectiveness2. Invest in the Tukwila Community's Highest Priorities. OH F Align services with community priorities and prudently manage the tax burden on residents and V) N N C 'N D April 2024 I Finai Report Invest in Tukwila's Future. Make targeted o investments to achieve long-term cost savings and improved outcomes for the Tukwila community. it o u wi a 2025-26 :u • • et Develo • men Engagement & Outreach Summary Honor community voices & priorities �J hw ARM Z :2 ^0 W O 0 O L 0_ W N .O Q Q a) aJ N E cu tao 4A c a) . , c/, .n Q E X O W U O N N -' n al 0-> — .- • • • Public safety: Police, Park Ranger, Co -Responders Basic human needs, housing assistance The People's Project Build on listening efforts with each budget management, resource C CO ^E W 4-1 0 4-1 E E co a) O 'V i U c 4..r a) fB s c 4-1(n t� ate--+ a+ . > U a-1 a) 4 J N 4-1a) C a) P O 0 � s - •_ -0 � a) 4-1 -0 C CO ca O >- a--1 C CO aU-+ a-+ - O a) Q }' U 0 i O c�i) Li-i U_ CU N .� .0 a--+ O L m c c E CU > v E V -o 0 Q a) E a) • • 1 a) U c (6 E O S▪ - a) Q 4-, U s 4-, c co v) U '5 L a) cn 4-, U i 0 M a- I it o u wi a 2025-26 :u • • et Develo • men • • 39 40 • Special Revenue Funds (101, 103, 104, 105, 109) • Capital Project Funds (301, 303) — more on October 21 • Funds Proposed for Closure (302, 305) Fiduciary Fund (611) • Fund Purpose • 2025-26 Biennial Budget Activity & Recommendation • Q&A/Discussion 4-0 aU ago "0m aU kip N N O 0- IA O N s. O a N Presentation by fund managers v it o Tu wia2025-26Bu••etDeveo•men 13 C Z u X co C •— tO 13 0 C Z LL c O O E O L Q E 0 O N +-1 N l ▪ bp E -o O O — u o - co • .O +-, > N Q U .X X c6 CD ff co • U C N O E J>, O L -0 4- • v -0 > O U• N Q 0_ o CL CO a • What's Happening in 2025-26 C CO Calming/Residential for the Traffic Street and 46th Ave ca O + O c c 2u E c o v _c +, O c +, a) 0- O O vc cc U cu N •ate-+ • - . CU ca N -0 (/') c s_ 0_ in- c c aA oL_ o_ G)o U _ u o m ( ) . • . Recommendation • Continue to manage the fund in accordance with state law. it o u wi a 2025-26 :u • • et Develo • men 41 13 C U. a) 0) L (,) ca '47; 4.a a) :2 0 a) ce I m 0 C U. N N 4_ i O M N bn CD a+ C CB ' ' N D 1- O D tan U c tv3 La a)o 72 aA 5 a) a)-0 co m '-0 U (B E c N co c o N - a) ' >. +-, (B N E = N L — N v (10 Q) 73 c • 5 v o N N 0_ N s_ a s_ a What's Happening in 2025-26 Calming/Residential for the Traffic N 4-CD) v) c U C n 4.1 E cc > CU E. Q t1A U •_ IP w 'o c L .-bn ate+ Q La c < cu E- Vco )) U LO co m a) + J Q) Q E O vi U }, U cn CD • -0o cL3 Ci- o— CC o 0 V) 0 • Continue Recommendation Continue to manage the fund in accordance with state law. . ID it o u wi a 2025-26 :u • • et Develo • men 42 ma C M Lim r6 CD -0 L O c v) E co Cat) O L Q C6 C bt) cn Co n c c Q C CO L Fs Q a) C co LD ro CI) N O LA N _ O To N = .0 E Dm < C a) c D. 0_ Q E C5 O 1 U Vf ++ • f0 s 4 N 0 N C CO M N 0 N c co co N 0 N L O E n3 Cat) O L CL L rcs a) cc -o fa N c 0 17, a) Q N c a) -o to CO To c c Q a) a--+ CD Q E N U NN • Complete 100% design of the 42nd Ave S Bridge Replacement Project. • • Recommendation • Continue to manage the fund in accordance with state law. N it o u wi a 2025-26 :u • • et Develo • men 43 C LL V c a) CIA C 0 V I LA 0 C LL CUD =th CU f) • O " Q N C > a) L) Q a) a) 71 Q v o cj)) 0 a) c 0 0 CO -c O E Q 0 '} O tap N U E o > To }' 4-, m ate-+ r-I 1 C o C CO o cn a) v) cu C= E u o c c a) a) _c 4 ��� a� +� > C c� o o a,.+ •— U i .O on E 'i = o O — 7 O N > Q O 4- a) O a1 ••- ou Q s_ N cu N i Q N i cu i O co CO U E —_ CI) N C t/) U OA a) cB X ( O (C) - - ate-+ U a", 4- - a) O O N - -0 a) 4- CU atr)� a) N 4- CD > L Ocr) N 0 t/f U -0 D VV)) v N co a) co LID a) LE CO ULL �O -0 ( U �� �C� a E_0 U 70 ui ( O O +-, Q i 0 _c O U v) 0) 0_ 4- aJ N L • - CC a--+ O a) v) to -0 — CU -0- ._+ 4- N c C 4 L) V) S- a) O a) V) CO `~ CO CO > c Q) V) N H >, cu - Q a) 1- u N O • • • • Q L a Recommendation • Continue to manage the fund in accordance with TMC. co it o u wi a 2025-26 :u • • et Develo • men 44 Rec rn it o u wi a 2025-26 :u • • et Develo • men 45 LL O • elmo •— •- 3 cr co %-•1 1:3 LL 0 M -o C ro a) U (a C aJ O 4-' (3 CO L(1) E .L cL tv -0Q C co O_ � U a) L S N O io Q a) Q v C -0 D 4— 4..' as C t a) a' 0- Q — O v.) a) .474 a) Q 0 Q a) U (a Q V) L c -o aL E ro -a a) c > o (0 oE°) What's Happening in 2025-26 02S C 02 = a) v)(0 as> CO W O v) Q U Q • a) 4- tTO tIO v c1 • - a) dA >- C U L) C O O O (u co . c-I a) 0 ca u cB (NIf0 c -D C U a) CD 0_O E Cl;' QN cB .- CO V) n L O NO N C 0L v) Qv)QO > Q -� v)- +J O C -0 73 C - v) a) C a) CO E m a) .E a) to z c N o Ccar•- C _a co Q C CL u a) LEc0 O N '6 Q v) ttO CC CI) a) v) C (B +O, U Y v) L (/1 d 117'N co E O L DU(a If c CN1 CC rNl c +a ON C COCO 0 a a) to aJ a) Q C OU Q v N a) 0 E) v) �' i (� aso . L C +- 0-(v 0_E c 0 a) ��O�a, C— a)E wE (OE V N 0 a) L t1.0 aJ CO >t.0 CLO --a h0 0_ 0_Hcow _ — = _J. Recommendation Continue to manage the fund in accordance with state law. • O it o u wi a 2025-26 :u . • et Develo. men 46 fa a c au cc c ca I. la 0 M W 4-J +-) CU c 4- -C N W • fB L 0 _C rE5 U N CU D CD Q o -0 N CO O s _44- +� C 0 0 co • The fund will be closed in 2024. Recommendation • The fund balance will be transferred to the General Fund. N it o u wi a 2025-26 :u • • et Develo • men 47 Governmenta Fund 303 — Genera mprovement a • What's Happening in 2025-26 • Complete roof replacement of City Hall and the Tukwila Community Center. Initiate updates of furnishing, fixtures, and equipment across City facilities. • Recommendation • Continue to manage the fund in accordance with state law. N N it o u wi a 2025-26 :u • • et Develo • men 48 c ea a O O > 1p 4— U O D N I_ _ c . CO O }, U O 0 L V - ( Umimp Q) • � L CD N ‘- O L. co .+7,CD (i) La C W L.0 V O ci,cv • - >. 0 L( 12 N o .v N 4 a •� ▪ U ci_ tie I > •c Ln o 4- aU O en_ co a) Ln _0_ cn p = v) O m - • Lim CL • Use facilities study findings to develop long term facility plan. Recommendation N it o u wi a 2025-26 :u • • et Develo • men 49 C u C O • 2 in c 0J a -Y) a) E a) L 11 I -1 t -1 :0 i LL W cu ^O ^E W C CU ^�, W s_ 0 4— (1) C CU c6 Q c O C 0_ 4J s_ 0 Q O cn Q • C c O .C/i C CD 0_ w 0_ co s_ 0 c6 n CT 0 (-Ni 1 Ni O (NI c C a) Q Q co 2 +-+ s • Budget for supplemental pension costs Recommendation • Adopt 2025-26 Budget as presented a N it o u wi a 2025-26 :u • • et Develo • men 50 Discussion & Questions c a) O au . 0 o � /A L V 1 +-, LI) co p co 025 c pc CU i L N CU u au c/) X 0 —0 N X w v LU C cn C cn — 4 7-1Uj 0 D N - NI75 = - c: LL —0 v) C u C CC = ate-+ • L_ 0 v a) .v C CD > cn +-J C'> O c N aJ i — 'Q o c LLI _ a, 0 U w E 2 w L7 L_ • +-1 CL) co. . . . . . 0_ Q 0 CV IA N it o Tu wia2025-26Bu••etDeveo•men 51 52 BUDGET PROCESS LIAISONS ENGAGEMENT RESULTS CITY OF TUKWILA 53 TABLE OF CONTENTS ABOUT THE PROJECT 3 MEET THE LIAISONS 4 BUDGET PRIORITIES 5 PROCESS RECOMMENDATIONS 6-7 54 2 ABOUT THE PROJECT The City of Tukwila worked with community leaders to better understand the budget priorities among Tukwila's culturally and linguistically diverse communities. The leaders were selected based on their professional and lived experiences, extensive network, language skills, and knowledge of Afghan, African (Somali and Tanzanian), Burmese, Latino (Mexican), and Vietnamese culture. The `Budget Process Liaisons" project included contracting with 7 community leaders for 3o paid service hours completed in May 2o24. The Liaisons received training about the City's 2025-26 budget process. This included information about how to complete a translated survey and an online budget prioritizing tool called"Balancing Act." Project activities included general education and outreach, personalized assistance to complete the survey and Balancing Act, and providing insight into the budget process as well as best practices for communication among their respective cultural and linguistic group. 3 55 MEET THE LIAISONS Lina Rauf Bayat is an Afghan Community Liaison with King County Public Health and provided engagement with Dari speakers. Lina created a Messenger group for Afghans living in Tukwila and met with Afghan families at the Tukwila Library, the Avana and Samara Apartments. Hassan Bashir is affiliated with the Abubakr Islamic Center and provided engagement with Somali speakers. Hassan tabled at Abubakr, created an educational video in Somali and posted to WhatsApp, and provided survey and balancing act assistance in -person and over the phone. Tuan Duong is a Tukwila School District Community & Family Liaison and provided engagement with Vietnamese speakers. Tuan conducted home visits and phone calls to understand budget priorities and assist with survey and Balancing Act completion. Safia Mohamed is a Tukwila School District Community & Family Liaison and provided engagement with Somali speakers. Safia conducted home visits and phone calls to understand budget priorities and assist with survey and Balancing Act completion. Ohnmar Ohn is a Tukwila School District Community & Family Liaison and provided engagement with Burmese and Karen speakers. Ohnmar met with individuals and families to understand budget priorities and assist with survey and Balancing Act completion. Lina Stinson -Ali works with HealthPoint and provided engagement with Swahili speakers. Lina met with residents at the Mariblu Southcenter Active Adult Living apartments and engaged community members at a Health Workers Meet and Greet, Spirit of Africa Festival, HealthPoint Clinic, Riverton Park United Methodist Church, and more. Flora Ybarra is a community organizer and provided engagement with Spanish speakers. Flora made an announcement on El Rey 136oAM Spanish radio, created videos in Spanish for her YouTube followers and met with individuals and families where they live, at local schools, shopping areas, and other community gathering places. * 86 home visits and phone calls were completed. Additional engagement conducted at i6 meetings, festivals, resource fairs and residential, shopping, and cultural centers. 56 4 BUDGET PRIORITIES AFFORDABILITY Create more low-income housing, improve the quality of low-income housing, address rent increases for residents and small business owners, and provide more rental assistance. • 'Rent is skyrocketing for residents and small businesses, but we want to live and work here.' • `Section 8 is not available in Tukwila.' • 'Apartment buildings are getting old resulting in extreme utility bills to heat our homes.' • 'Transportation is a hardship. We need dual income and 2 cars to work, but get one parking spot. We're ticketed for street parking.' BASIC NEEDS & SAFETY Address root issues causing safety concerns. Seek solutions for affected residents, particularly newcomers arriving to the U.S. • 'People are scared to go to certain areas or take their children out.' • 'We need more police presence, engagement between officers and limited English speakers including ways to provide feedback and include alternative solutions to policing.' • 'We need funds to support newcomers, low-income and homeless people — access to housing, food, healthcare, transportation, etc.' E COMMUNICATION & TRUST -BUILDING Improve the City's communication and engagement, particularly with newcomers and limited English speakers. • 'Only English speakers know what's going on with new developments.' • `Address displacement, past and future.' • 'We need detailed explanation of services and alternatives to online communication.' 5 57 v PROCESS RECOMMENDATIONS The following observations are drawn from the liaisons' experiences and challenges while working on this project. Address language access and relevancy for English speaking and Limited English Proficiency persons. Focus on practical examples and how city budgeting impacts their daily lives. Create a supportive and empathetic learning environment, including providing basic financial literacy and alternative formats to online surveys and tools. Ensure anonymity. Provide incentives. Many newcomers are not proficient in English, making it difficult to understand complex financial terminology and concepts. Simplifying these details without losing essential information is challenging. Basic financial literacy needs to be established before delving into more complex topics like city budgets. Most common comment is that the immediate need for stability and security might take precedence over learning about city budgets. Facilitating integration and social inclusion can help newcomers feel more connected and motivated to learn about their new community, including its budgeting processes. Some community members voiced that they are coming from diverse backgrounds with different government and financial systems. They might find it challenging to relate to the budgeting processes used here. Concepts such as taxation, public funding, and budget allocation are unfamiliar or different from their home countries. Some of the older adults did not see the immediate relevance of understanding the city budget, especially if they do not feel directly impacted by it. Highlighting how the city budget affects services and programs they use, like healthcare, transportation, and senior services, can increase engagement. Working with seniors presenting information in a respectful and relatable manner, acknowledging their experiences, did help in overcoming resistance. Requesting teaching materials that are relevant to their current situation and gradually introduce more complex topics. Comments included providing materials in multiple formats digital, audio, and print. They prefer the budget relate with information to areas of direct interest and impact, such as local services they use. 58 6 Some parents don't know how to use the computer or phone to complete the survey, so I had to show them step by step. Also, the Vietnamese translation didn't really make sense, so I had to rephrase it to make it simple for them to understand the context of the survey. Be sure to have translations reviewed. The hours were too limited to reach more community members and convince them to answer the surveys. It was also difficult to persuade some people to participate due to their perceptions of the city and government -related projects. However, the 'balancing act' (pictures) made it easier for them to respond. I hope we have more time and gift cards next time to encourage more people to participate. Overall, families didn't want to put their information in the survey. "1 enjoyed working with lot of people with different background. I was able to understand how newcomers think about the politics and care about their benefits." "The families appreciated the opportunity that the city gave to the residents of Tukwila. However, they were concern about the high rent and low-income challenges." "I enjoyed interaction with community. You can tell they want to know more about the city... especially elders, they never seen someone explaining to them what the city is doing. I've lived here since 2008 and I've seen a lot of change. Those things are happening while they're here and no one has explained it to them. 1 wish it was more hours." 7 59 60 Fiscal Year 2025 Budget Priorities Survey Contents Section 1: Executive Summary 4 Section 2: Charts and Graphs 9 Section 3: Priority Investment Rating 19 Section 4: Tabular Data 24 Section 5: Open -Ended Comments 34 Section 6: Survey Instrument 50 • 63 Tukwila, WA 2024 Report 2024 City of Tukwila Fiscal Year 2025 Budget Priorities Survey Executive Summary Overview ETC Institute administered a budget priorities survey concerning the 2025 fiscal year for the City of Tukwila during the months of spring 2024. This survey will be used to gather input to help determine whether needs are being met by the City's major services and what investments should be prioritized for the next year. Methodology ETC Institute mailed a survey packet to a random sample of households in Tukwila. Each survey packet contained a cover letter, a copy of the survey, and a postage -paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at TukwilaBudgetPrioritiesSurvey.org. After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Tukwila from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report. The overall results for the sample of 263 surveys has a precision of at least +/-5.9 at the 95% level of confidence. This report contains the following: • Charts showing the overall results of the survey (Section 2) • Priority Investment Rating (PIR) that identifies needs for residents (Section 3) • Tabular data showing the overall results for all questions on the survey (Section 4) • Answers to open-ended questions (Section 5) • A copy of the cover letter and survey instrument (Section 6) The major findings of the survey are summarized in the following pages. ETC Institute (2024) 4 64 Tukwila, WA 2024 Report Major City Services Needs and Priorities Service Needs: Respondents were asked to identify if their household had a need for 10 City services and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest "unmet" need for various services. The three services with the highest percentage of households that have an unmet need: 1. Sidewalks — 4,865 households 2. Homeless Services and Encampments— 4,431 households 3. Code Enforcement: Ensure Private Properties are Safe and Maintained — 4,316 households The estimated number of households that have unmet needs for each of the 20 categories of City services assessed is shown in the chart below. Q1d. Estimated Number of Households Whose Major City Services Needs Are Only "Partly met" Or "Not met" by number of households with need based on an estimated 8,098 households Sidewalks Homeless Services and Encampments Code Enforcement: Ensure Private Properties are Safe and Maintained Maintaining Streets Neighborhood Traffic Calming Police and Public Safety Services Safe Walking Trails City efforts to improve access to Affordable Housing Safe Bicycle routes and trails Planning and Land Use Support for Small Businesses and Local Economy Community participation: events and social gatherings Maintenance of City parks and trails Assistance for Basic Human Needs Safe, Efficient, Inviting City Facilities The number of City park and trail facilities Stormwater and Drainage Garbage and Recycling Services Parks and Recreation Older Adult Programs Parks and Recreation Teen and Youth Programs rej7/7,719A 4,865 '%y/f/if/if/if/i1/if/iM 4,431 ������������������������������������� 4,316 //1//1//1//1//1//1//1//1//1//1//1//1//1//1//1//1//1//1/�/ 4,310 3,970 3,910 3,659 3,355 3,296 3,233 3,175 3,170 3,014 2,740 2,678 2,374 2,280 2,222 2,034 1,788 0 1,000 2,000 3,000 4,000 5,000 •Not Met Partly Met ETC Institute (2024) 5 65 Tukwila, WA 2024 Report Services Importance: In addition to assessing the needs for each service, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents' top four choices, these were the four major City services ranked most important to residents: 1. Police and Public Safety Services (48%) 2. Homeless Services and Encampments (37%) 3. City efforts to improve access to Affordable Housing (34%) and Assistance for Basic Human Needs (34%) 4. Maintaining Streets (32%) The percentage of residents who selected each service as one of their top four choices is shown in the chart below. Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? by percentage of respondents who selected the items as one of their top four choices Police and Public Safety Services Homeless Services and Encampments City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Maintaining Streets Code Enforcement: Ensure Private Properties are Safe and Maintained Neighborhood Traffic Calming Sidewalks Maintenance of City parks and trails Safe Walking Trails Support for Small Businesses and Local Economy Planning and Land Use Safe Bicycle routes and trails Community participation: events and social gatherings Parks and Recreation Older Adult Programs Garbage and Recycling Services Safe, Efficient, Inviting City Facilities Parks and Recreation Teen and Youth Programs Stormwater and Drainage The number of City park and trail facilities 0% 10% 20% 30% 40% 50% •Top choice 2nd choice 3rd choice 4th choice ETC Institute (2024) 6 66 Tukwila, WA 2024 Report Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on services and (2) how many residents have unmet needs for the service. [ Details regarding the methodology for this analysis are provided in Section 3 of this report.] Based the Priority Investment Rating (PIR), the following services were rated as high priorities for investment: • Police and Public Safety Services (PIR=180) • Homeless Services and Encampments (PIR=168) • Maintaining Streets (PIR=155) • Code Enforcement: Ensure Private Properties are Safe and Maintained (PIR=152) • Sidewalks (PIR=141) • City efforts to improve access to Affordable Housing (PIR=140) • Assistance for Basic Human Needs (PIR=127) • Neighborhood Traffic Calming (PIR=124) • Safe Walking Trails (PIR=100) The chart below shows the Priority Investment Rating for each of the services assessed on the survey. Top Priorities for Investment for Major City Services Based on Priority Investment Rating Police and Public Safety Services Homeless Services and Encampments Maintaining Streets Code Enforcement: Ensure Private Properties are Safe and Maintained Sidewalks City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Neighborhood Traffic Calming Safe Walking Trails Maintenance of City parks and trails Support for Small Businesses and Local Economy Safe Bicycle routes and trails Planning and Land Use Community participation: events and social gatherings Safe, Efficient, Inviting City Facilities Garbage and Recycling Services Parks and Recreation Older Adult Programs Stormwater and Drainage The number of City park and trail facilities Parks and Recreation Teen and Youth Programs 180 168 155 152 141 140 127 High Priority 124 (100+) 100 91 89 87 86 83 Medium Priority 59 57 56 55 49 68 50-99 Low Priority (0-50) 0 50 100 150 200 ETC Institute (2024) 7 67 Charts & Graphs Tukwila, WA 2024 Report Q1. Need for Major City Services by percentage of respondents who indicated need Maintaining Streets Garbage and Recycling Services Police and Public Safety Services Maintenance of City parks and trails Stormwater and Drainage Neighborhood Traffic Calming Safe Walking Trails The number of City park and trail facilities Safe, Efficient, Inviting City Facilities Community participation: events and social gatherings Planning and Land Use Homeless Services and Encampments Support for Small Businesses and Local Economy Parks and Recreation Older Adult Programs bA E C 0 tup • w O >- -0 < • 0 CCS a--+ v) • U ~ U C CO O v > C6 0 CU L v Q CU E DC •- - C CO O S 4- L v a U Assistance for Basic Human Needs \° O) 0 O O 0 N a O a N 0 O ETC Institute (2024) 69 Tukwila, WA 2024 Report V .; V 0 co 2 0 1- 0 0 Z ea w 2 0 N s N L A� W co by number of households based on an estimated 8,098 households rn 00 Maintaining Streets oo LA O O N N m m N O m n O tD LA # al tD 1.* r r. en^ CO N 0 O O tG Garbage and Recycling Services Police and Public Safety Services Maintenance of City parks and trails Stormwater and Drainag Safe Walking Trails The number of City park and trail facilities V) (1) N cv v c LL > 2 U c c to co c a) >— co c Ln N L ro N wv +, 4- L w a) Q a) 0 4—, co *L 0) L N c W c a) 0) U O 9— c LU 0) 0 U 00 M to Safe Bicycle routes and trails M to Community participation: events and social gatherings Planning and Land Use Homeless Services and Encampments tD O LA... LEI r-I Lt CO N w N ■ LA Support for Small Businesses and Local Economy Parks and Recreation Older Adult Programs Parks and Recreation Teen and Youth Programs Assistance for Basic Human Needs O O O O O O 00 O O O O O O O O O N 0 ETC Institute (2024) 70 0 Tukwila, WA 2024 Report Your Needs Are Being Met for Major City Services ndicate How We CU N fa GJ a CI by percentage of respondents (excluding "no need") Garbage and Recycling Services Stormwater and Drainage The number of City park and trail facilities Parks and Recreation Teen and Youth Programs Maintenance of City parks and trails Community participation: events and social gatherings Safe Walking Trails Police and Public Safety Services V) bA C E -o rB C • L) � 4- QJ 4- i• r o • 1- 0 v o u 0 > • - m O N - tDo t z Maintaining Streets Planning and Land Use Assistance for Basic Human Needs Code Enforcement: Ensure Private Properties are Safe and Maintained City efforts to improve access to Affordable Housing a) E 0_ E ra 0 O w Homeless Services and O O r-1 O 00 0 O 0 O ETC Institute (2024) 71 Tukwila, WA 2024 Report c 0 a) i Q a) a) Z U L 4-1 V O * FeE O ( Z s O O E c(/f i o a O /.Fl E z 4-8 . 471 CA w E W a by number of households with need based on an estimated 8,098 households co N Homeless Services and Encampments QJ 4-4 c a) ( a) +J +_r C V) E hA C c 7 v cu cu aJ Q O d aJ d w a, w a) O 1 Neighborhood Traffic Calming 0 1-1 o: Lc it M e1 M Lf1N. eic. w m O M Let O N 1-1 NM mi. M O er1 ▪ 00 r N (4 cu U_ fLB w aA N C ate+ — a) Ca 4-03 • a) UCCI 4- V) CL QJ U_ O d City efforts to improve access to Affordable Housing Safe Bicycle routes and trails Planning and Land Use IP Support for Small Businesses and Local Economy C QJ 4-- 4 CO f6 L) 0 CO CU • 0 . Q 7 . co Q +J E E O U Maintenance of City parks and trails 1 Assistance for Basic Human Needs Safe, Efficient, Inviting City Facilities N 0 m 00 N N The number of City park and trail facilities Stormwater and Drainage Garbage and Recycling Services Parks and Recreation Older Adult Programs Parks and Recreation Teen and Youth Programs a) 2 o > o Ln O O O ETC Institute (2024) 72 Tukwila, WA 2024 Report 0 N c }/ O O 11 i 0 CU tif C1 N Q2. Which FOUR of the services n• CU }1 CO W CU 0 0- 0 Cr. 0 N L CU t t dA O s_ 4-0 CU • a-' i 0 • by percentage of respondents who selected the items as one of their top four choices Police and Public Safety Services 0 M 0 0 Tr m M N M 0 M 0 0 0 0 Homeless Services and Encampments City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Maintaining Streets Code Enforcement: Ensure Private Properties are Safe and Maintained Neighborhood Traffic Calming To au Maintenance of City parks and trails Safe Walking Trails Support for Small Businesses and Local Economy Planning and Land Use Safe Bicycle routes and trails Community participation: events and social gatherings Parks and Recreation Older Adult Programs Garbage and Recycling Services Safe, Efficient, Inviting City Facilities Parks and Recreation Teen and Youth Programs Stormwater and Drainage The number of City park and trail facilities v o L) Ln c 0 c.� O M 0 O 2nd choice co ETC Institute (2024) 73 Tukwila, WA 2024 Report Q5. Your Age by percentage of respondents (excluding "not provided") ETC Institute (2024) 74 Tukwila, WA 2024 Report Q6. Your gender: by percentage of respondents (excluding "prefer not to answer") L, ETC Institute (2024) 75 Tukwila, WA 2024 Report 0J E 0 V i 0 w 0 2 a by percentage of respondents (excluding "prefer not to answer") Q1 Q1 o c-I Ol N o c-I ETC Institute (2024) 76 Tukwila, WA 2024 Report owing best describes your race/ethnicity? Q8. Which of the fo by percentage of respondents (excluding "prefer not to answer") 0 M M White or Caucasian (non -Hispanic) 0 Lif Asian or Asian American Hispanic, Spanish or Latino/a/x Black or African American 0 N M Native Hawaiian or other Pacific Islander 0 yr N American Indian or Alaska Native 0 O N JIM_ Prefer to self -describe 0 O O cr 0 O O M 0 O C N 0 O O ETC Institute (2024) 77 78 Tukwila, WA 2024 Report Priority Investment Rating Tukwila, WA The Priority Investment Rating (PIR) was developed by ETC Institute to provide governments with an objective tool for evaluating the priority that should be placed on investments. The Priority Investment Rating was developed by ETC Institute to identify the facilities and programs residents think should receive the highest priority for investment. The priority investment rating reflects the importance residents place on items (sum of top 4 choices) and the unmet needs (needs that are not met or only partly met) for each facility/program relative to the facility/program that rated the highest overall. Since decisions related to future investments should consider both the level of unmet need and the importance of facilities and programs, the PIR weights each of these components equally. The PIR reflects the sum of the Unmet Needs Rating and the Importance Rating as shown in the equation below: PIR = UNR + IR For example, if the Unmet Needs Rating for Community Gardens were 98.9 (out of 100) and the Importance Rating for Community Gardens were 21.6 (out of 100), the Priority Investment Rating for Community Gardens would be 120.5 (out of 200). How to Analyze the Charts: • High Priority Areas are those with a PIR of at least 100. A rating of 100 or above generally indicates there is a relatively high level of unmet need and residents generally think it is important to fund improvements in these areas. Improvements in this area are likely to have a positive impact on the greatest number of households. • Medium Priority Areas are those with a PIR of 50-99. A rating in this range generally indicates there is a medium to high level of unmet need or a significant percentage of residents generally think it is important to fund improvements in these areas. • Low Priority Areas are those with a PIR below 50. A rating in this range generally indicates there is a relatively low level of unmet need and residents do not think it is important to fund improvements in these areas. Improvements may be warranted if the needs of very specialized populations are being targeted. The following pages show the Unmet Needs Rating, Importance Rating, and Priority Investment Rating for major City services. ETC Institute (2024) 19 79 Tukwila, WA 2024 Report a, a, C 0) E o ^N E W al t Vc 5 3 AL E W al t r-, O a-+ V n3 • Q ▪ cuE •, co E H O L O a1 'a t 110 3 • ECU O O O O E C a, co W s a1 a.) }1 L cu Z s 6▪ 7 N G1 O 0 0 r-1 N �G O) cc; 00 00 00 0 rl 00 O 00 M N O 0) O 00 N 1.0 LC; 1.0 M N • O 0 M '0 00 00 01 N M Homeless Services and Encampments 0 a1 V) aJ a--, C N 00 C C aJ •E (7 2 N aJ aJ aJ 0 0 d 4- d aJ uJ i Ca) E a) 0 0 4- uJ aJ 0 U Neighborhood Traffic Calming Police and Public Safety Services Safe Walking Trails City efforts to improve access to Affordable Housing VI aJ (0 � -0 c • co (a 0) C • f4 O 00 L C v •E 0 c T ( v m 4- Support for Small Businesses and Local Economy Community participation: events and social gatherings Maintenance of City parks and trails Assistance for Basic Human Needs Safe, Efficient, Inviting City Facilities The number of City park and trail facilities Stormwater and Drainage Garbage and Recycling Services Parks and Recreation Older Adult Programs Parks and Recreation Teen and Youth Programs 0 0 00 � N O 00 0 0 lD O O 0 0 N O O ETC Institute (2024) 80 v Tukwila, WA 2024 Report mportance Rating for Major City Services O O r-I w et O O N N N N Tr t0 cci N 00 4 M N N N ap Q1 ap r-1 r-1 M N r-I n Ln N N r-I r-I Police and Public Safety Services Homeless Services and Encampments City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Maintaining Streets Code Enforcement: Ensure Private Properties are Safe and Maintained Neighborhood Traffic Calming Maintenance of City parks and trails Safe Walking Trails Support for Small Businesses and Local Economy Planning and Land Use Safe Bicycle routes and trails Community participation: events and social gatherings Parks and Recreation Older Adult Programs Garbage and Recycling Services Safe, Efficient, Inviting City Facilities N a) E to (o (o L c b (o O i ti t 0 +, c O L >- a) r▪ a Ccc ?� E c i v o a, .., 1— v) c 0 +_, co 0) L U a) CC C co V) i (o IZ The number of City park and trail facilities 0 O O W O 0 O O d• O 0 N O O ETC Institute (2024) 81 Tukwila, WA 2024 Report 0 CU co CU ✓ CU O co O c w E4-1 W O L O W O nvestment Police and Public Safety Services V) V) 0_ E f0 U C • cB LJJ E • c0 no 2 4J U N LP) LP) 4J I) C 0 Code Enforcement: Ensure Private Properties are Safe and Maintained Cll City efforts to improve access to Affordable Housing Assistance for Basic Human Needs Neighborhood Traffic Calming Safe Walking Trails Maintenance of City parks and trails Support for Small Businesses and Local Economy Safe Bicycle routes and trails Planning and Land Use Community participation: events and social gatherings Safe, Efficient, Inviting City Facilities Garbage and Recycling Services Parks and Recreation Older Adult Programs Stormwater and Drainage The number of City park and trail facilities Parks and Recreation Teen and Youth Programs 0 0 N N N 0 0 0 Lli 0 ETC Institute (2024) 82 83 Tukwila, WA 2024 Report Q1. Please indicate how well your needs are being met by each of the major City services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all." (N=263) Q1-1. Assistance for Basic Human Needs: Food, Rent, Utilities Q1-2. City efforts to improve access to Affordable Housing Q1-3. Code Enforcement: Ensure Private Properties are Safe & Maintained Fully met Mostly met Partly met Not met No need 12.2% 7.2% 14.8% 19.0% 46.8% 8.7% 5.7% 16.7% 24.7% 44.1% 8.0% 19.8% 31.6% 21.7% 19.0% Q1-4. Community participation: Events & Social Gatherings 14.1% 25.1% 26.2% 12.9% 21.7% Q1-5. Garbage & Recycling Services 35.4% 31.6% 18.3% 9.1% 5.7% Q1-6. Homeless Services & Encampments 7.2% 8.7% 19.0% 35.7% 29.3% Q1-7. Maintaining Streets 12.2% 31.9% 36.5% 16.7% 2.7% Q1-8. Maintenance of City parks & trails 19.8% 36.5% 25.9% 11.4% 6.5% Q1-9. Neighborhood Traffic Calming (speed control & signage) 17.1% 25.1% 25.9% 23.2% 8.7% Q 1-10. Parks & Recreation Older Adult Programs 19.8% 19.0% 17.1% 8.0% 36.1% Q1-11. Parks & Recreation Teen & Youth Programs 16.0% 19.8% 15.6% 6.5% 42.2% Q1-12. Planning & Land Use 10.6% 22.4% 27.8% 12.2% 27.0% Q1-13. Police & Public Safety Services 18.3% 27.8% 27.4% 20.9% 5.7% Q1-14. Safe bicycle routes & trails 11.0% 27.8% 24.0% 16.7% 20.5% Q1-15. Safe Walking Trails 11.8% 31.6% 27.8% 17.5% 11.4% Q1-16. Safe, Efficient, Inviting City Facilities 15.6% 34.6% 21.7% 11.4% 16.7% Q1-17. Sidewalks 9.1% 26.6% 34.2% 25.9% 4.2% ETC Institute (2024) 24 84 Tukwila, WA 2024 Report Q1. Please indicate how well your needs are being met by each of the major City services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all." Fully met Mostly met Partly met Not met No need Q1-18. Stormwater & Drainage 21.7% Q1-19. Support for Small Businesses & Local Economy Q1-20. Number of City park & trail facilities Q1-21. Self -describe 42.2% 20.9% 7.2% 8.0% 12.5% 18.3% 26.2% 12.9% 30.0% 26.6% 31.6% 22.4% 6.8% 12.5% 0.4% 0.0% 1.9% 5.3% 92.4% ETC Institute (2024) 25 85 Tukwila, WA 2024 Report (WITHOUT "NO NEED") Q1. Please indicate how well your needs are being met by each of the major City services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all." (without "no need") (N=263) Q1-1. Assistance for Basic Human Needs: Food, Rent, Utilities Q1-2. City efforts to improve access to Affordable Housing Q1-3. Code Enforcement: Ensure Private Properties are Safe & Maintained Fully met Mostly met Partly met Not met 22.9% 13.6% 27.9% 35.7% 15.6% 10.2% 29.9% 44.2% 9.9% 24.4% 39.0% 26.8% Q1-4. Community participation: Events & Social Gatherings 18.0% 32.0% 33.5% 16.5% Q1-5. Garbage & Recycling Services 37.5% 33.5% 19.4% 9.7% Q1-6. Homeless Services & Encampments 10.2% 12.4% 26.9% 50.5% Q1-7. Maintaining Streets 12.5% 32.8% 37.5% 17.2% Q1-8. Maintenance of City parks & trails 21.1% 39.0% 27.6% 12.2% Q1-9. Neighborhood Traffic Calming (speed control & signage) 18.8% 27.5% 28.3% 25.4% Q 1-10. Parks & Recreation Older Adult Programs 31.0% 29.8% 26.8% 12.5% Q1-11. Parks & Recreation Teen & Youth Programs 27.6% 34.2% 27.0% 11.2% Q1-12. Planning & Land Use 14.6% 30.7% 38.0% 16.7% Q1-13. Police & Public Safety Services 19.4% 29.4% 29.0% 22.2% Q 1-14. Safe bicycle routes & trails 13.9% 34.9% 30.1% 21.1% Q1-15. Safe Walking Trails 13.3% 35.6% 31.3% 19.7% Q1-16. Safe, Efficient, Inviting City Facilities 18.7% 41.6% 26.0% 13.7% Q1-17. Sidewalks 9.5% 27.8% 35.7% 27.0% ETC Institute (2024) 26 86 Tukwila, WA 2024 Report (WITHOUT "NO NEED") Q1. Please indicate how well your needs are being met by each of the major City services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all." (without "no need") Fully met Mostly met Partly met Not met Q1-18. Stormwater & Drainage 23.6% Q1-19. Support for Small Businesses & Local Economy Q1-20. Number of City park & trail facilities Q1-21. Self -describe 45.9% 22.7% 7.9% 17.9% 26.1% 37.5% 18.5% 30.4% 36.1% 25.7% 7.8% 5.0% 0.0% 25.0% 70.0% Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? Q2. Top choice Number Percent Assistance for Basic Human Needs: Food, Rent, Utilities 44 16.7 % City efforts to improve access to Affordable Housing 29 11.0 % Code Enforcement: Ensure Private Properties are Safe & Maintained 21 8.0 % Community participation: Events & Social Gatherings 4 1.5 % Garbage & Recycling Services 1 0.4 % Homeless Services & Encampments 25 9.5 % Maintaining Streets 22 8.4 % Maintenance of City parks & trails 7 2.7 % Neighborhood Traffic Calming (speed control & signage) 12 4.6 % Parks & Recreation Older Adult Programs 2 0.8 % Parks & Recreation Teen & Youth Programs 3 1.1 % Planning & Land Use 2 0.8 % Police & Public Safety Services 51 19.4 % Safe bicycle routes & trails 3 1.1 % Safe Walking Trails 2 0.8 % Safe, Efficient, Inviting City Facilities 2 0.8 % Sidewalks 8 3.0 % Stormwater & Drainage 1 0.4 % Support for Small Businesses & Local Economy 5 1.9 % None chosen 19 7.2 % Total 263 100.0 % ETC Institute (2024) 27 87 Tukwila, WA 2024 Report Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? Q2. 2nd choice Number Percent Assistance for Basic Human Needs: Food, Rent, Utilities 23 8.7 % City efforts to improve access to Affordable Housing 37 14.1 % Code Enforcement: Ensure Private Properties are Safe & Maintained 12 4.6 % Community participation: Events & Social Gatherings 4 1.5 % Garbage & Recycling Services 5 1.9 % Homeless Services & Encampments 29 11.0 % Maintaining Streets 23 8.7 % Maintenance of City parks & trails 8 3.0 % Neighborhood Traffic Calming (speed control & signage) 14 5.3 % Parks & Recreation Older Adult Programs 5 1.9 % Parks & Recreation Teen & Youth Programs 3 1.1 % Planning & Land Use 7 2.7 % Police & Public Safety Services 27 10.3 % Safe bicycle routes & trails 8 3.0 % Safe Walking Trails 8 3.0 % Safe, Efficient, Inviting City Facilities 4 1.5 % Sidewalks 13 4.9 % Stormwater & Drainage 1 0.4 % Support for Small Businesses & Local Economy 7 2.7 % Number of City park & trail facilities 1 0.4 % None chosen 24 9.1 % Total 263 100.0 % Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? Q2. 3rd choice Number Percent Assistance for Basic Human Needs: Food, Rent, Utilities 13 4.9 % City efforts to improve access to Affordable Housing 10 3.8 % Code Enforcement: Ensure Private Properties are Safe & Maintained 21 8.0 % Community participation: Events & Social Gatherings 6 2.3 % Garbage & Recycling Services 2 0.8 % Homeless Services & Encampments 25 9.5 % Maintaining Streets 24 9.1 % Maintenance of City parks & trails 11 4.2 % Neighborhood Traffic Calming (speed control & signage) 15 5.7 % Parks & Recreation Older Adult Programs 9 3.4 % Parks & Recreation Teen & Youth Programs 3 1.1 % Planning & Land Use 8 3.0 % Police & Public Safety Services 24 9.1 % Safe bicycle routes & trails 10 3.8 % Safe Walking Trails 13 4.9 % Safe, Efficient, Inviting City Facilities 2 0.8 % Sidewalks 15 5.7 % Stormwater & Drainage 6 2.3 % Support for Small Businesses & Local Economy 10 3.8 % Number of City park & trail facilities 4 1.5 % None chosen 32 12.2 % Total 263 100.0 % ETC Institute (2024) 28 88 Tukwila, WA 2024 Report Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? Q2. 4th choice Number Percent Assistance for Basic Human Needs: Food, Rent, Utilities 9 3.4 % City efforts to improve access to Affordable Housing 13 4.9 % Code Enforcement: Ensure Private Properties are Safe & Maintained 26 9.9 % Community participation: Events & Social Gatherings 8 3.0 % Garbage & Recycling Services 9 3.4 % Homeless Services & Encampments 18 6.8 % Maintaining Streets 15 5.7 % Maintenance of City parks & trails 10 3.8 % Neighborhood Traffic Calming (speed control & signage) 12 4.6 % Parks & Recreation Older Adult Programs 3 1.1 % Parks & Recreation Teen & Youth Programs 7 2.7 % Planning & Land Use 7 2.7 % Police & Public Safety Services 24 9.1 % Safe bicycle routes & trails 3 1.1 % Safe Walking Trails 8 3.0 % Safe, Efficient, Inviting City Facilities 8 3.0 % Sidewalks 16 6.1 % Stormwater & Drainage 3 1.1 % Support for Small Businesses & Local Economy 8 3.0 % Number of City park & trail facilities 3 1.1 % None chosen 53 20.2 % Total 263 100.0 % (SUM OF TOP 4) Q2. Which FOUR of the services listed in Question 1 do you think should be prioritized through the FY 2025 Proposed Budget? (top 4) Q2. Top choice Number Percent Assistance for Basic Human Needs: Food, Rent, Utilities 89 33.8 % City efforts to improve access to Affordable Housing 89 33.8 % Code Enforcement: Ensure Private Properties are Safe & Maintained 80 30.4 % Community participation: Events & Social Gatherings 22 8.4 % Garbage & Recycling Services 17 6.5 % Homeless Services & Encampments 97 36.9 % Maintaining Streets 84 31.9 % Maintenance of City parks & trails 36 13.7 % Neighborhood Traffic Calming (speed control & signage) 53 20.2 % Parks & Recreation Older Adult Programs 19 7.2 % Parks & Recreation Teen & Youth Programs 16 6.1 % Planning & Land Use 24 9.1 % Police & Public Safety Services 126 47.9 % Safe bicycle routes & trails 24 9.1 % Safe Walking Trails 31 11.8 % Safe, Efficient, Inviting City Facilities 16 6.1 % Sidewalks 52 19.8 % Stormwater & Drainage 11 4.2 % Support for Small Businesses & Local Economy 30 11.4 % Number of City park & trail facilities 8 3.0 % None chosen 19 7.2 % Total 943 ETC Institute (2024) 29 89 Q5. Your age: Tukwila, WA 2024 Report Q5. Your age 18-34 35-44 45-54 55-64 65+ Not provided Total WITHOUT "NOT PROVIDED Q5. Your age: (without "not provided") Q5. Your age 18-34 35-44 45-54 55-64 65+ Total Q6. Your gender: Number Percent 49 18.6 % 50 19.0 % 48 18.3 % 51 19.4 % 48 18.3 % 17 6.5 % 263 100.0 % Number Percent 49 19.9 % 50 20.3 % 48 19.5 % 51 20.7 % 48 19.5 % 246 100.0 % Q6. Your gender Number Percent Male 123 46.8 % Female 128 48.7 % Other 3 1.1 % Prefer not to answer 9 3.4 % Total 263 100.0 % WITHOUT "PREFER NOT TO ANSWER" 06. Your gender: (without "prefer not to answer") Q6. Your gender Male Female Other Total Q6-3. Self -describe your gender: Number Percent 123 48.4 % 128 50.4 % 3 1.2 % 254 100.0 % Q6-3. Self -describe your gender Number Percent Non -binary 2 66.7 % Gender Fluid 1 33.3 % Total 3 100.0 % 90 ETC Institute (2024) 30 Q7. Household income: Tukwila, WA 2024 Report Q7. Household income Less than $25K $25K to $34,999 $35K to $49,999 $50K to $74,999 $75K to $99,999 $100K to $149,999 $150K to $199,999 $200K+ I prefer not to answer Total ay,/YY0U1111YW,ti111111meal YYINMO. VA1IRig Q7. Household income: (without "prefer not to answer") Number Percent 10 3.8 % 35 13.3 % 31 11.8 % 36 13.7 % 37 14.1 % 31 11.8 % 21 8.0 % 24 9.1 % 38 14.4 % 263 100.0 % Q7. Household income Number Percent Less than $25K 10 4.4 % $25K to $34,999 35 15.6 % $35K to $49,999 31 13.8 % $50K to $74,999 36 16.0 % $75K to $99,999 37 16.4 % $100K to $149,999 31 13.8 % $150K to $199,999 21 9.3 % $200K+ 24 10.7 % Total 225 100.0 % Q8. Which of the following best describes your race/ethnicity? Q8. Your race/ethnicity Number Percent Asian or Asian American 63 24.0 % Black or African American 38 14.4 % American Indian or Alaska Native 6 2.3 % White or Caucasian (non -Hispanic) 82 31.2 % Native Hawaiian or other Pacific Islander 8 3.0 % Hispanic, Spanish or Latino/a/x 55 20.9 % Prefer to self -describe 5 1.9 % I prefer not to answer 15 5.7 % Total 272 (WITHOUT "PREFER NOT TO ANSWER") Q8. Which of the following best describes your race/ethnicity? (without "prefer not to answer") Q8. Your race/ethnicity Number Percent White or Caucasian (non -Hispanic) 82 33.1 % Asian or Asian American 63 25.4 % Hispanic, Spanish or Latino/a/x 55 22.2 % Black or African American 38 15.3 % Native Hawaiian or other Pacific Islander 8 3.2 % American Indian or Alaska Native 6 2.4 % Prefer to self -describe 5 2.0 % Total 257 ETC Institute (2024) 31 91 Tukwila, WA 2024 Report Q8-7. Self -describe your race/ethnicity: Q8-8. Self -describe your race/ethnicity Number Percent Burmese 2 40.0 % Multi -racial 1 20.0 % Irish 1 20.0 % Mexican/Caucasian 1 20.0 % Total 5 100.0 % ETC Institute (2024) 32 92 4) Open -Ended Comments Tukwila, WA 2024 Report Open -Ended Question Responses Q1—"Self-Describe": Need for City Services • Cascade view neighborhood has substantially down graded • Funding police — crime • Grocery access • Infrastructure throughout the entire City. Maintenance of bridges, repairs and replacement. Simply have not met these needs. • Keeping streets and city property litter -free and maintained • Land use for health services, clinics, mini hospital • Nervous with so many criminal issues out there. Police aren't able to enforce all. • Noise in the park • Picking up litter and garbage on streets • Preschool options for ALL children not just low income, even if it requires payment. • Public transportation. I work early morning 0430 start time. The public transportation during that time is not useful. If light rail or bus run earlier. It may help relief traffics and parking issues between Tukwila and Seatac Airport. • The City is too concerned with all the illegal's in the area and not concerned with those of us that have been here 50 years. • The city needs to stop being woke and stop the waist full spending. • The tracking company are too noisy every day. The people/neighbor, drive too fast. Not safe for kids. • There are hardworking adults who grew up in these neighborhoods and would love to find quality, affordable condominiums in the Tukwila area. Sadly, the zoning, red tape, and city's inability (or unwillingness) to take on these projects are prohibitive for interested developers and small business. The city seems more willing to provide free services for people who are NOT hardworking citizens (or citizens at all!). You cannot have a thriving community without hardworking taxpayers and businesses. Continuing to pander to 'handouts' will eventually drain all resources and the city will find itself bankrupt. 'Affordable Housing' is a deceptive term. Housing should be considered a priority for employed people as well as for those being subsidized by the government. • They're doing okjob but not enough • Trail and public land/park maintenance. Trails are very overgrown, weeds and tall bushes encroaching on resident property. Not enough trash/recycle support in trails and lots of homeless trash/toileting messes. • Tree maintenance to not interfere with power lines ETC Institute (2024) 34 94 Tukwila, WA 2024 Report • Tukwila is a food dessert and it should not be. One small major grocery store to serve all of Tukwila in 2024 is blatant neglect of public officials. There is too much emphasis on low public housing and small business that do not serve all people nor build the economy. I as a tax paying resident should not be relegated to shopping at Saars for healthy foods where you have to watch the dates on almost everything. This city too wore down economically in comparison to Burien and SeaTac and I don't understand why. Why cant both basic need resources exist for low income and middle income families? Why are all of Tukwila's middle to high income dollars going to low income stores, shops, ran down buildings. No decent grocery stores, drug stores closing, and a lot of other oversights. • Water and Sewer. Minimum charge is way too high. Q3—"If you scored any of the items in Q1 as a 1 or a 2, what could be done to ensure the services meet your needs?" • A doctors office clinic close to senior housing. • A REVIEW OF SIDEWALKS MIGHT BE IN ORDER. NOTA PRESSING PROBLEM BUT SOMETIMES A SAFETY ISSUE DEPENDING ON LOCATION AND TRAFFIC • Add more traffic calming where requested. Expedite sidewalk projects planned • Affordable broadband/ fiber optic to modernize internet access .. companies like sonic or google fiber , not just century and Xfinity .. A decent grocery store that is affordable, Safeway doesn't cut it. I have to drive to (burien) to go to Trader Joe's just to get groceries and or all the way down to Kent to Winco or Waimea in Renton Tukwila has nothing. The cooler also has a lot of land that seems to be unused. There's no development no access to affordable housing. Everything is so expensive. • Basic services (street maintenance, police and fire). Fixed income residence are suffering from higher costs. • Build sidewalks • CALL FOR A SPECIAL TAX HIKE TO SIGNIFICANTLY INCREASE POLICE FORCE AND RAISE THEIR PAY • Cameras bring in revenue that could help pay for speed limits and signals. Assist with Code Enforcement problems • Change laws on open drug use and camping. We have experienced vandalism and camping on our private property mainly from addicts roaming freely. • CITY HALL OPEN 5 DAYS A WEEK; PHOTO LIGHT TO CATCH SPEEDERS/STOP SIGN; DEVELOP MORE SENIOR PROGRAMS; RUNNERS CUT 62ND THRU TO LESSEN TRAFFIC ON 65 ETC Institute (2024) 35 95 Tukwila, WA 2024 Report • Car speeding is very common on the residential/semi-residential streets of Tukwila at all hours of the day. The city needs to install a combination of speed barriers, speed signs and traffic lights. Moreover, there should be more police patrol on these streets not only to reinforce speed limits but also to decrease illegal activities on the streets. The city also need to have regular residential zone safety checks as a lot of the properties all over Tukwila are violating safety laws (i.e. abandoned vehicles, structurally dangerous/ dilapidated homes, vehicles parked illegally, piled up trash which frequently spill into city properties, homeless encampment, dangerous tree/plant overgrowths, loud music through the night especially during summer). There is a lot of safety investments made and police presence on the streets in and around the Westfield and strip malls but not on the residential areas. The city council and the mayor need to start prioritizing its operational budget on the residential neighborhoods to make it more safe and livable city. The councils in the past have been prioritizing public projects for the mall areas and not paying too much attention to the residential neighborhoods. It's about time the council and mayor to prioritize the residential areas. • Car theft, mail theft, shootings, trashed neighborhoods, no attention to private residents breaking codes such as people per house, trash, road parking, fireplace regulations • Clear the parks and GRT of homeless and trash. Have code enforcement put the hammer down on these homes that are covered with trash and junk vehicles. Encourage the refuge community that are not working to volunteer their free time to keeping the area clean and tidy. Staff the TPD with the manpower to tag and clear derelict vehicles sitting on the streets and parks i.e.: Bicentennial Park • Code enforcement on some houses seems to be arbitrary. My neighbor has 4 dead cars, construction materials all over, etc. I am not asking for nitpicking, but some reasonable follow-up would be good. For bike trails, try riding a bike from McMicken Heights to Southcenter or Burien. There are some pieces of trails that are occasionally overgrown with blackberries, and then they just end and you are back to a death ride. I work downtown and there is no connected route to get there safely - just pieces. • Code enforcement on the 'no parking' on either side of the road on 150th and Thorndyke Elementary. Residence are forced to drive on a barely one lane as cars take up the road on both sides. • Code Enforcement should be enforced with more vigor. It's a extremely hard job and I believe it has not been a high priority in the mayors office or the city counsel. • Community participation; events and social gatherings ETC Institute (2024) 36 96 Tukwila, WA 2024 Report • Complete sidewalks on 40/42nd from Riverton Park to Southcenter Blvd. A shoulder does not count. Grade separation from real sidewalks helps with traffic calming and safer streets for everyone. • Crackdown on known drug & prostitution houses. Make it uncomfortable for dealers to deal out of their garbage -infested homes (especially next to schools). Hold people to better standards and the neighborhoods become pints of pride where people help disallow crime. • Create if don't have traffic and parking enforcement. • Culturally responsive including language access • Decrease cost of sanitation services, complete filling of drainage ditches, and maintain sidewalks • Enforce speed limits • Enforce the laws and policies on the books! • Ensure the residents and the businesses of the city are as safe as possible by investing in police and safe infrastructure. Prioritize bringing the community together with events and activities. • Every family with a child enrolled in Tukwila schools should have access to safe shelter with convenient access to school. Family homeless shelter needs to be here, not in Renton or Seattle. • Find a way to support low income family • Frequent police control; neighborhood traffic calming • Garbage is terrible here. Off the exit to and from Inter Urban Avenue. Garbage and drug addicts on trails and bike trails and the bus stop at Southcenter. Looks terrible. • Get more funding to support low income family • Get people to stop double parking and using streets as long term auto storage. It affects safety and response vehicular traffic. Don't give me the crap of saying just call 911. How about you enforce the rules. • Give us a schedule for street cleaners for we have cars parked and put our trash cans on the street. • Help the disabled seniors with home improvements, food and yardwork. • Hire more police officers (as local to the city as possible), use more resources to fix and maintain the city roads, make sure there is enough yard space and parking on new residential property developments (and limit house size so homes are affordable), enforce traffic laws. • Hire more qualified police. Hire the best scoring candidates period. Allow them to enforce laws. • Housing ETC Institute (2024) 37 97 Tukwila, WA 2024 Report • Housing • Housings are expensive, which perhaps lead to more homelessness issues. Rent control may be needed in some area. Also, providing short term housing solutions for people who move, transitioning, or escaping crisis. Allowing 3-6 months lease with rate similar to 12 months would help a lot of people out as moving and breaking the lease can be expensive. For ownership, most places with HOAs have HOAs fees that are way too high on top of the monthly payment. Perhaps find a way to help reduce HOAs fees to help make condominium and townhome more affordable? • I have two young children (3 and 5). I desperately want them to be a part of the vibrant community we live in but have limited where I take them recently due to safety concerns. I feel that the parks and library are clean and safe but I don't frequent local businesses or other places because of potential nudity, drug use, etc. Please set high standards for people spending time in Tukwila. I am happy to support measures that provide assistance to mental health/housing needs. • I think the city need to build more housing to help low income family and new comers. Also, helping the homeless with food and a place to live is important. • I would love to see more traffic calming measures and more emphasis placed on cycling and walking infrastructure. The sidewalks are great but cycling on many of the streets is stressful. Specifically: there should be a 4 way stop (flashing red light, stop signs, or a traffic signal ideally) in addition to a street light pole at the intersection of McAdam Rd S and S 152nd st. In my 4 years living up S 152nd I have seen way too many close calls of car v car or car v pedestrian at that intersection. I myself have almost been hit on my bike there a couple times. • I'd like to get rid of the temporary housing at the Riverton Methodist Church ... I thought it would be gone once they got the tiny homes then they opened up to the asylum seeker's and now they are allowing the overnight parking car campers it looks like ... all over their lawn. The food bank is a great service but they don't have the infrastructure to support the need traffic is AWFUL on those days and incredibly dangerous the way they line up. They need a better access to the food bank. • Improved services • Increase police funding, arrest, homeless for trespassing and theft, arrest, homeless for public intoxication and public illegal drug use • Increase police presence, ensure there are no homeless/criminals and city streets. • Invest in hiring so the work can get done. • Less policing, more funds going toward immediate needs for homeless and refugee residents and affordable housing • Less trail obstruction from 'under bridge dwellers'. ETC Institute (2024) 38 98 Tukwila, WA 2024 Report • Investors are turning our neighborhood into businesses that create extra traffic. It's hard to watch activity in the neighborhood when an identified cars are coming and going constantly day and night. Cars that are parked along neighborhood street that never move create an unsafe blind spot. Boarding houses create extra cars and cramped parking. Our city does a good job responding to graffiti around the area. See Click Fix is a valuable tool to report. It usually responds to reported problems, but not so when reported about garbage/debris sites on private property. • Low income housing and affordable housing • Lower budget, cut taxes, and promote development • Maintain parks and side walks like Tukwila use to do. Have police respond to all calls and enforcement of traffic laws. Lots of speeders and running stop signs now. • Make maintaining our streets and bridges a priority. Make traffic calming a priority for the safety of the community and its visitors. Restructure the permitting and code enforcement department. Update what can be accomplished online. The City has failed miserably throughout on infrastructure. The 42nd Ave Bridge is an example. Now the community has to wait for five more years for replacement. Such a dereliction on the City's part that it is almost embarrassing. • Maybe if we could have close food bank for people who don't have access to the car. • Monitor and follow through on traffic calming. Speeds and a general feeling of unsafeness has been amplified as it seems speeds keep growing without any mitigation or control. Sidewalks are almost non existent in my neighborhood which makes navigating walks unsafe. Public safety and feeling safe on walking and bike trails with lighting and better home (although there has been an improvement) • More parks landscape maintenance, trim overgrown hedges. More trash recycle services on trails. These are overgrown and scary, less used by community and creating crime access to residents now. • more police in school • More police officer in the school • More police to combat crime • More police, road repair, sidewalk improvement. • Most business here are overly regulated. Large businesses use this regulation to harm small businesses competitively. There are also clearly unsafe areas with homeless people who are also intoxicated. Public transit areas also feel unsafe. • Need more housing for homeless people. • Need more place for homeless people. Also, food assistant is important. • Need to do something with Southgate Park before it's too late... it already might be. ETC Institute (2024) 39 99 Tukwila, WA 2024 Report • MOSTLY MORE ACTIVITIES, EVENTS TO ENCOURAGE OUR DIVERSE CULTURAL ETHNICITY IN OUR BEAUTIFULTUKWILA. PROVIDE A SAFE AND CLEAN HYGENIC HOMELESS ENCAMPMENTS AND MORE EFFICIENT PROCESSING OF OUR REFUGEES. MORE SAFETY SIDEWALKS TO ACCOMMODATE WHEELCHAIR, SAFETY FOR OUR CHILDREN -RESIDENTIAL STREET REPAIRS • Need to support housing for low income family • New comer are suffering because of the housing rent is too high. The city need to find a way to support low income family. • Our city has completely gone downhill and the outdoor drug use in public is disgusting. • Our street has no sidewalk and our house is downhill from the street. We received massive street runoff every time it rains. If there were a sidewalk with storm drains, it would help a lot. Also, the hill is unsafe without a sidewalk. There are blind corners. • Parks are too loud in the summer, cars playing loud music and boom boxes. • Parks dept has gone way down in maintenance in my 20 years here. Plants like laurel the city planted on the trail as screens are now way overgrown and weed filled creeping onto adjacent properties and blocking light for residents . Also have created hidden for homeless to toilet or sleep behind on private property. • Place visible speed limit signage and speed bumps on 42nd Ave S. from top of hill all the way to Southcenter Blvd as this street has turned into a speeding street for decades. • Please get more fund to support housing for low income and the homeless people. • Police are very focused on the mall and TIB that neighborhoods don't get access to quality service. When we call we don't see a response or we are told we won't get one. It's unacceptable. How can neighborhoods receive better service? Speeding in residential areas needs to be a priority. Growth for Tukwila needs to be planned carefully. I don't want to see houses crammed in like in Seattle. Parks are critical to our residents and need to be a priority. • Propose to get more funds to support low income family with housing. • Redo the decaying streets sidewalks. More services for homeless and encampment to reduce tents. • Rental increases every years and Can you make affordable rental housing in Tukwila? • Replace 2nd Avenue Bridge • Replace bridge on 42nd Ave., South. Better traffic control on 42nd Ave. between 115th and 599. Keep semi trucks off residential streets. • Sidewalks are missing on several streets that people use for walking — 52nd Ave. ETC Institute (2024) 100 40 Tukwila, WA 2024 Report • Stop encouraging economic refugees with free stuff and increasing taxes where seniors fixed incomes give up their houses. Question 15 — been confronted by vagrants and economic refugees in a threatening manner on the trail. • Stop throwing money at illegal homeless encampments. Worry about the citizens that have been here legally for 50 plus years. • Street cleaning and trash removal, enforcement of cleanup of sites. Traffic and parking enforcement, installation of speed bumps in problem areas. • Streets need work, too much police activity, streets with lots of litter, racing on surface streets, yards and streets loaded with cars — makes entering intersection difficult. • The housing rent is too high, some family have to move out of Tukwila. • The police need the city to empower them to do their jobs. New code enforcement for people who blow leaves, yard waste into the streets - blocking storm drains; warnings and fines. • The responses aren't listed as 1 or 2, so I'm just going to assume that 1 and 2 mean not met or partly met. Obviously homelessness and encampments are a huge issue, but I'm not sure what to suggest as a solution, unfortunately. Code enforcement is so greatly needed, and there needs to be a way to speed up the process, if possible. People get notices about problems, but the length of time to actual resolution, if that even happens, is way too long. So many of our streets seem to be crumbling and patched. Often they are patched and left lumpy and uneven, which looks bad and is hard on vehicles. I know Public Works is stretched thin, though, so I hesitate to complain. Our police need a new reporting system so they can log their reports more efficiently, thus spending more time on the streets dealing with issues. Far too much time spent on reports currently. Need to find a way to add sidewalks to more streets. Not sure what to do when they are old streets that are narrow, but somehow more sidewalks need to be added for pedestrian safeway, especially on highly used routes to schools. • The speeding of traffic is getting unsafe, especially when driving at the speed limit - others who don't seem to care just tailgate to bully others to drive faster. • There are no sidewalks on our street. People constantly speed in our neighborhood (Allentown). I walk our dog everyday and almost daily see people going 40 mph+ in 25mph zones. See traffic cops maybe once or twice a year. Several properties that look like junkyards in the neighborhood. • Traffic speeds on South 164th is out of control between 3 and 6 PM. Needs speed bumps like on 160th. ETC Institute (2024) 41 101 Tukwila, WA 2024 Report • There is a lot of speeding in the Allentown area, particularly around 42nd Ave. Would love to see that continue to be monitored. Parks in the area are great, but would love to see them get a face lift. Good amount of homeless encampments (unfortunately). Streets are hit or miss. • There needs to be further efforts to reduce crime in Tukwila. Crime is rampant in this city and there isn't anywhere in public that feels safe anymore. I hear about and see shootings, stabbings, carjacking, car break-ins, suspicious activity, car theft and dumping, illegal drug use. The list could go on and on, but it is just getting worse with little to no effort in curbing it from the civilian perspective. Trying to file reports is now tedious, and time-consuming, and you never even hear back from the police department unless it's a serious crime involving injury. It's terrible! My place of business sits right across from one of the major trails through Tukwila and it is constantly a mess from vagrants coming through. Our business is targeted frequently at night for attempted break-ins, car break-ins, and vandalism. I see vagrants shooting up on the trail and even defecating on the trail or off to the side of it. We constantly have stolen vehicles dumped in front of our building and have had numerous people camping out in vehicles on the street by our business that clearly do not belong there. • There was no question about repairing the bridge, and opening it both ways. It should be priority number one because it will safe time and money for Allen Town neighborhood • Use City resources well and distribute funding to prioritize improvements. • Utility support • We have had some trouble with Recology, but hopefully it is sorted out. Missed pick ups not emptying the can if it's not full, etc., but it may be getting better now that we have stayed on them. • We need a medical facility near Tukwila Village • Would love more bike lanes in north tukwila and continued work on the bike route from tukwila to lake washington. Would like additional support for the asylees at Riverton Park UMC. ETC Institute (2024) 102 42 Tukwila, WA 2024 Report Q4—"Do you have any additional suggestions for the Fiscal Year 2025 budget?" • Affordable housing for existing residents means lower property taxes. Creating "new" "affordable" housing only assist people that do NOT live here. Serve residents first! • Allow cannabis stores to open in Tukwila because users will go to every neighboring town to buy and we could use the revenue. I'm a non user, but it makes sense when it's legal and widely available everywhere but in our own town • Attention to social problems (enforcement) while providing assistant to shelters and food assistance for unhoused and drug users. • Be transparent about how this information will be used to inform the budget (or not). Don't ask for feedback and then not use it. I would LOVE to see the City commit a small pot of money that can be democratic directed by the residents (ala The People's Budget). I would also like the City to move into a space of abundance. So many of the conversations are about the lack of resources AND the city also has a tremendous number of resources that can be leveraged to support residents and businesses. • BETTER PLANNING FOR RESIDENTIAL STREETS TO LESSEN CONGESTION IN RESIDENTIAL AREAS -BUILD MORE STREETS • Bicycle safety should be a higher priority in Tukwila, even if people who drive everywhere disagree. • Cheaper and flexible housing would help address homelessness issues, which overall help with other issues. • Clean up the streets, make it safe and kid friendly, get rid of homeless encampment, enforce laws and put criminals behind bars, crime shouldn't pay. • Continue prioritizing full staffing of the police department. Continue supporting infrastructure that supports neighborhood areas and gathering places, not just the retail area. Staff the permitting department fully so that permits can happen in a timely manner. Set customer service as a priority for all city employees who work in departments that serve the public (such as permitting!). • Do not add additional infrastructure or assets that cannot or will not be maintained properly for the entire life cycle. • Do not use the tax levy generated from the fire annex to meet the future budget • ENFORCE NO PARKING SIGNS OR REMOVE THEM • Figure out the encampment situation; also the light rail drug situation. • Fix the Allentown bridge • Fix the bridge by the Tukwila Community Center! • Fix the potholes, enforce laws, kick the homeless out. ETC Institute (2024) 43 103 Tukwila, WA 2024 Report • For safety, I want to have more police officer in Tukwila. • Funding to get rid of graffiti • Generally human services over other things. More small businesses. If we have a way as a city to encourage more mainstream grocery stores to move in, we would love it. • Get rid of the homeless camps like the one up the street at Riverton Methodist Church. Sick of them walking up and down street and the awful tent site. Afraid it invites, crime and possible drug use. • Give law -enforcement whatever they need • Have a downtown center. Clear encampment to keep public safety. • Help the homeless and clean up the city. • Hire more people to pick up trash and garbage on the roads. • Hire more police • Hire more police. More police presence neighborhoods and shopping areas. !! • I acknowledge that my view on a lot of the above topics is colored by how fortunate/lucky I am; I have no need of particular assistance programs or similar. But I want to devote as much of our funding as possible towards helping people with their needs -- I believe it's a failure of society as a whole that we have unhoused people, and people who are hungry, without insurance, etc. I have my daily concerns and worries about traffic safety and whatnot, but all of that doesn't matter if a member of my community is cold, is hungry, is wet, is hurt, is suffering. • I am a proponent of affordable food, housing and education for all. I will happily pay more taxes for my neighbors to have what they need. But the city needs to take care of my investment in the community. I am sick of the poorly kept public properties in my Allentown neighborhood, and the houses filled with code violations in the yard. I love Tukwila but the city is not taking care of all neighborhoods equally. • I feel that a lot of our budget and attention is going to the immigrant population, placing the long existing residents and tax payers last. We need to feel safe, heard and supported. • I would like to see our city, take on events and communication, like Renton or Burien. They seem to have more personality and pride and recognizable, central locations. We could do more. • If Tukwila doesn't apply for federal monies, start and or make sure their will be staff available with the skill/ability to secure funding. Thanks in advance! • Increase police budget & hiring. Make it possible for police to do their jobs while still holding them to high standards. • Increase the police patrolling parks. ETC Institute (2024) 104 44 Tukwila, WA 2024 Report • I would love to see better quality, modern playground equipment at more of our parks and more places for families & kids to gather for exercise & play. So many cities around us are installing new incredible play spaces and I would love if we could follow their lead! I'm especially wishful to have the first (that I know of) covered playground in the area for rainy days. The Thorndyke Elementary neighborhood does not really have a walkable playground apart from the school itself. I heard talk of converting the playgrounds to public spaces outside of school hours which I think would be an incredible way to start. The mall area would also be a good area for a huge, family friendly park. • Install Stop Sign cameras. Charge $50.00 for not stopping. Plenty of $$$ There, to help with any future budget. • It is very disappointing that after so many years bridge in Allen Town is still one way. • Just balance it. I appreciate that the city does a good job. • Just have to say that we pay a lot more of different city taxes now that we didn't before but are receiving less services. Not a very happy 32 year plus Tukwila resident. • Lights in the Crestview dog park. Gate open by 7am every morning • Limit the tax burden being placed on homeowners that is paying for unnecessary services for people that are not willing to take responsibility for themselves and their situations. • Lived here for 44 years. Don't see street cleaner or maintenance crews anymore. Looks like a garbage dump. • Lower minimum water bill. • Maintenance of city parks and trails • Make the fiscal year 2025 budget focus more on improving the safety of residential streets (active/passive speed limit enforcement, sidewalk improvements) and residential properties. • Manage the money as if your source may runout any time (have a rainy day fund) don't spend it just because you have it. Have better oversight of the departments that you are funding to insure the efficiency of their processes • MORE FUNDING FOR INCREASED POLICE PRESENCE • More grants towards mental health and social services for all ages. • More outreach information for volunteering —to help our neighbors in need. • More P.D and pay them better • My main priority is to ensure private properties are safe and maintained in our neighborhood area ETC Institute (2024) 45 105 Tukwila, WA 2024 Report • My property taxes keep going up but the city looks like shit, maybe focus on cleaning it up • Need access to more affordable groceries would benefit all residents. Safeway has gotten too expensive same for SAARS. Addition of a WINCO would be ideal. • Need more and better inspectors to make it easier for private citizens to get permits. • Neighbors are using their property for airport parking lots — short stay Airbnb, Uber boarding houses, and that greatly impacts our neighborhood and security, especially on dead end streets. • No more light up signs they rarely have enough solar power and cost to buy plus cost to maintain is not efficient in a small budget • No, thank you for asking! • Please control rising rents ( Home and Apartment). • Please provide more affordable housing in Tukwila. • Please stop the goofy woke approach for mere appearances. City officials are not elected for their opinions on social issues. These are non partisan positions expected to represent ALL folks living, working, and choosing to run a business here. The city government's job is to do the business at hand to ensure an efficient, well functioning, and safe municipality that's funded by the tax paying citizens and businesses of Tukwila. When that job is done correctly, there should be resources available to reasonably assist those less fortunate. • Quality of life, safe trails for exercise, nature, commuting, community. • Reduce unnecessary expense. Think outside the box to increase income. I see some employees working their butts off while others do little. Management. • Rental are getting expensive. We need affordable housing in Tukwila. • Require off-street parking for ADU • Schools need additional services for teachers and students. • Sidewalk walking paths through macadam road south • Sidewalks around elementary schools should be more fully considered. Tree branches in many areas have overgrown and are intertwined in power lines and must be trimmed. • Speed bumps/stop signs on 58th • Stay within our means and prioritize safety and traffic control in our community • Stop throwing money away at the illegal community. • Stop wasting money on Woke-ness • Subsidize the conversion of septic tanks to sewer • Summer school project for the kids who are not qualified for the summer school. Can you provide summer activities for elementary kids. ETC Institute (2024) 106 46 Tukwila, WA 2024 Report • Support immigrants and refugees! Support public schools! Support community beautification so that residents feel pride in their community! • Tear down 5900 147th old fire station. Replace 42nd Ave. bridge • The city needs to build youth center • The city needs to craft ordinances to protect citizens who report crimes and cod enforcement violations to the city • The city should develop the property between 140th and 141 up to 37th Ave with lots of services for the community, • The neighborhoods need to be valued equal to the mall. We receive limited services due to bad behaviors at the mall. • Tukwila is a food dessert and it should not be. One small major grocery store to serve all of Tukwila in 2024 is blatant neglect of public officials. There is too much emphasis on low public housing and small business that do not serve all people nor build the economy. I as a tax paying resident should not be relegated to shopping at Saars for healthy foods where you have to watch the dates on almost everything. This city too wore down economically in comparison to Burien and SeaTac and I don't understand why. Why cant both basic need resources exist for low income and middle income families? Why are all of Tukwila's middle to high income dollars going to low income stores, shops, ran down buildings. No decent grocery stores, drug stores closing, and a lot of other oversights. • Use staff efficiently, see where there is overlap instead of adding , especially since fire is gone. Less staff needed to manage, maintain fire staff and facilities. More partneringw schools • We need more Parking lot in all rental Apartment. Can add additional budget for Parking space? • We need more sidewalks. When I walk my dogs I don't have a side walk to walk on. Just street sides. We need more mirrors placed in places where you can't see around the corner. More affordable housing and more things to do for young adults. • Where does our tax money go? I want to see someone balancing the budget so that we don't see tax increases. • Yes. Use some sort of audit and/or lean processes to make sure departments are as efficient as possible. Not cutting services, but doing it right. The economic/community development department needs to be audited (or something similar) so that they can be customer service oriented and responsive to the community. Many residents and businesses are frustrated with working with our permitting department. It's unacceptable. ETC Institute (2024) 47 107 Tukwila, WA 2024 Report • You guys definitely have to have more traffic lights and or stop signs to improve safety specially around City Hall area. It is a constant death trap trying to turn left and turn right waiting for oncoming traffic to pass. As well as pedestrians. Consider a locals farmer market in south Center mall, there's so much wasted space and potential in the parking lot area. There's not much sense of a community here so farmers markets are always a great way to meet people and neighbors. It's tragic that I have to go over to different area like West Seattle, or another area for farmers markets, and fresh fruit. Especially when there's so many farms and carpinito brothers close by in Kent ETC Institute (2024) 108 48 109 110 Tukwila, WA 2024 Report Dear Neighbor, Every two years the City of Tukwila develops a city budget that reflects the city and community priorities. It is time to develop the city's 2025-26 Proposed Budget and the city would like your feedback. Sharing your priorities in a brief survey will help us understand whether your needs are being met by the City's major services and what investments the city can make for the next two years. This survey will take about five minutes to complete. To make it convenient to participate there are three ways to respond: by mail: please return the enclosed survey within one week in the provided postage- paid envelope by phone: please call toll -free at 1-888-801-5368 online: please visit TukwilaBudgetPrioritiesSurvey. org Your individual responses are anonymous and will be an important input to develop the budget. The results of the survey will be shared with the Mayor and City Council and will be published in the last week of May, 2024. If you have questions about this survey, please call ETC Institute at 913-254-4598. Thank you for taking the time to share your thoughts with us. Sincerely, Marty Wine (she/hers) Interim Tukwila City Administrator Si desea completar esta encuesta en espanol, (lame al 1-844-811-0411 o visite en linea TukwilaBudgetPrioritiesSurvey.orq. Haddii aad rabto inaad ku dhammaystirto sahankan af-Soomaali ah fadlan wac 1-844-468-2571 ama gal online ka TukwilaBudgetPrioritiesSurvey.org. Neu ban mu6n hoan thanh ban khan sat nay bang tieng Viet, vui long goi 1- 844-468-2571 hoac truy cap tru'c tuyen vao TukwilaBudgetPrioritiesSurvey.org. lkiwa ungependa kukamilisha utafiti huu kwa Kiswahili tafadhali piga simu kwa 1-888-971-6612 au nenda mtandaoni kwa TukwilaBudgetPrioritiesSurvey.org. c c o c c c c o 0 c o o c mi000 :m ien�»a» c �omcvc�lm 1-866-991-5302 a� c��sea`Y'ao�1 a�racnm L = ° O L L. L L L. L TukwilaBudgetPrioritiesSurvey.org 0.3 o�scvcoao oolu a+ -17.1 c.)44L a 5171-991-866-1 oJL.,11 i La1ai1 c4,1 VL,J 4, IJ .L,l0,gi‘.ro ,;s1 ETC Institute (2024) TukwilaBudgetPrioritiesSurvey.orq y9,r.+ c:r+%. Tukwila, WA 2024 Report City of Tukwila Fiscal Year 2025 Budget Priorities Survey The City of Tukwila is developing the Fiscal Year 2025 Proposed Budget and we need your feedback. Your feedback will help us understand whether your needs are being met by the City's major services and what investments should be prioritized for the next year. Your feedback will help City leadership determine where to focus its spending for Fiscal Year 2025. This survey will take 5 minutes to complete. If you want to complete this survey online, please go to TukwilaBudpetPrioritiesSurvey.orq. We appreciate your time and value your feedback. 1. Please indicate how well your needs are being met by each of the major City services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for a major City service listed, please circle "9" for "No Need." City Services Fully Met Mostly Met Partly Met Not Met No Need 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. Assistance for Basic Human Needs: Food, Rent, Utilities City efforts to improve access to Affordable Housing Code Enforcement: Ensure Private Properties are Safe and Maintained Community participation: events and social gatherings Garbage and Recycling Services Homeless Services and Encampments Maintaining Streets Maintenance of City parks and trails Neighborhood Traffic Calming (speed control and signage) Parks and Recreation Older Adult Programs Parks and Recreation Teen and Youth Programs Planning and Land Use Police and Public Safety Services Safe Bicycle routes and trails Safe Walking Trails Safe, Efficient, Inviting City Facilities Sidewalks Stormwater and Drainage Support for Small Businesses and Local Economy The number of City park and trail facilities Self -describe: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 2 2 2 9 9 9 2. Which FOUR of the services listed above do you think should be prioritized through the FY 2025 Proposed Budget? [Write in your answers below using the numbers from the list in Question 1.] 1st: 2nd: 3rd: 4th: 3. If you scored any of the items in Question 1 as a 1 or 2, what could be done to ensure the services meet your needs? ©2024 ETETIMEWte (2024) 51 Pagr111 Tukwila, WA 2024 Report 4. Do you have any additional suggestions for the Fiscal Year 2025 budget? DEMOGRAPHICS We ask demographic questions so that the city knows that this important survey reaches all residents of Tukwila regardless of income, race/ethnicity, and background, and to serve all of our residents equitably. Your individual responses will remain anonymous. 5. Your age: 6. Your gender: (1) Male (2) Female years (3) Other: (4) Prefer not to answer 7. Household Income: (1) Less than $25,000 (4) $50,000 to $74,999 (7) $150,000 to $199,999 (2) $25,000 to $34,999 (5) $75,000 to $99,999 (8) $200,000 or more (3) $35,000 to $49,999 (6) $100,000 to $149,999 (9) I prefer not to answer 8. Which of the following best describes your race/ethnicity? [Select ALL that apply.] (01) Asian or Asian American (05) Native Hawaiian or other Pacific Islander (02) Black or African American (06) Hispanic, Spanish or Latino/a/x (03) American Indian or Alaska Native (88) I prefer not to answer (04) White or Caucasian (non -Hispanic) (99) Prefer to self -describe: 9. Would you be willing to participate in future surveys sponsored by the City of Tukwila? (1) Yes [Please answer Q9a.] (2) no 9a. Please provide your contact information. Mobile Phone Number: Email Address: This concludes the survey. Thank you for your time! Please return your completed survey in the enclosed return -reply envelope addressed to: ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely confidential. The information to the right will ONLY be used to help identify the level of need in your area. Thank you! ,� Q2Q24 ETENs'te (2024) 52 Page 2 Department: Mayor's Office FUND: Lodging Tax Fund RESPONSIBLE MANAGER: Brandon Miles Description FUND NUMBER: 101 POSITION: Director, Government Relations and Strategic Initiatives This fund consists of proceeds from a special excise tax on lodging charges and is used to promote tourism within the City (Chapter 67.28 RCW). 2023-2024 Accomplishments ♦ Worked with community partners to build the annual Juneteenth event into a signature, regional City event. The event is now an annual event. Strategic Goal 5 ♦ Increased social media engagement, including adding new followers on all social media platforms. Worked with influencers and creators on promotions promoting the Tukwila community. Strategic Goal 5 ♦ Continued to update and increase the reach of Experience Tukwila website (ExperienceTukwila.com). Strategic Goal 5 ♦ Began initial conversations for the 2026 World Cup planning and preparation. Strategic Goal 5. ♦ Expanded partnership with Seattle Seawolves, including obtaining strategic placement "Tukwila" name on player jersey. Strategic Goal 5 2025-2026 Outcome Goals ♦ Implement tourism related initiatives outlined in the 2023 Economic Development Strategy. Strategic Goal 3 ♦ Continue planning and execute strategic plan for 2026 World Cup. Strategic Goal 5 ♦ Complete wayfinding plan for City. Strategic Goal 5 ♦ Expand number of smaller events and festivals in the City. Strategic Goal 5 ♦ Integrate communications between Experience Tukwila and City's page page, as appropriate. Strategic Goal 5 ♦ Follow up on survey of 2017 that resulted in Tukwila's first net promotor score. Strategic Goal 5 ♦ Identify ways to assist small, minority owned businesses in tourism promotion. Strategic Goal 5 ♦ Update and complete Net Promoter Score survey from 2017. Strategic Goal 5 ♦ Lead and transform special event process to make is simpler for events to come to Tukwila. ♦ Expand the City's relationship with the Seattle Seawolves and other rugby organizations. Strategic Goal 5. 2025-2026 Indicators of Success ♦ Identification and recruitment of new activities, festivals, and events to bring to the City. Strategic Goal 5 ♦ Increased sales at hotels, restaurants, and entertainment establishments. Strategic Goal 5 ♦ More "feet on the streets" and "heads in beds." Strategic Goal 5 ♦ Increased total number of followers on all social media platforms by 15%. Strategic Goal 5 ♦ Obtain 50,000 unique visitors on the Experience Tukwila website using organic search techniques (non -ads). Strategic Goal 5 ♦ See improvements in the City's Net Promotor score compared to 2017 score. Strategic Goal 5 Budget by Revenue and Expenditure Summary 113 Hotel/Motel Tax Special Rev Fd Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Hotel/Motel Tax 897,202 971,162 785,000 750,000 850,000 1,000,000 13.3% 17.6% Grant Revenues - 44,000 - - - - 0.0% 0.0% Other Income 1,906 - - - - - 0.0% 0.0% Investment Earnings 27,652 122,651 125,000 6,000 47,750 47,750 695.8% 0.0% Total Operating Revenue 926,759 1,137,813 910,000 756,000 897,750 1,047,750 18.8% 16.7% Operating Expenses Salaries & Wages Benefits Supplies Professional Services Communications Professional Development Advertising Rentals Technology Services Other Expenses 63,991 16,548 427 154,274 - 6,754 58,545 - 885 52 74,666 18,335 154 204,633 - 9,421 75,547 - 1,628 - 93,998 21,919 500 200,000 300 7,050 212,200 1,500 1,700 1,500 72,432 23,398 2,000 375,000 - 21,520 350,000 - 2,500 70,000 51,393 20,561 3,000 750,000 - 10,000 200,000 250 2,000 5,000 56,190 22,300 12,000 850,000 - 10,000 200,000 250 20,000 5,000 -29.0% -12.1% 50.0% 100.0% 0.0% -53.5% -42.9% 0.0% -20.0% -92.9% 9.3% 8.5% 300.0% 13.3% 0.0% 0.0% 0.0% 0.0% 900.0% 0.0% Total Operating Expenses 301,476 384,384 540,667 916,850 1,042,204 1,175,740 13.7% 12.8% Indirect Cost Allocation 25,231 26,493 27,818 27,818 29,209 30,669 5.0% 5.0% Total Expenses 326,707 410,877 568,485 944,668 1,071,413 1,206,409 13.4% 12.6% Beginning Fund Balance 1,742,366 2,342,419 3,069,355 3,069,355 3,410,870 3,237,208 11.1% -5.1% Change in Fund Balance 600,053 726,937 341,515 (188,668) (173,663) (158,659) -8.0% -8.6% Ending Fund Balance $ 2,342,419 $ 3,069,355 $ 3,410,870 $ 2,880,687 $ 3,237,208 $ 3,078,549 12.4% -4.9% Salary and Benefit Details Hotel/Motel Tax Special Rev Fd Position Description 2024 FTE 2025 FTE 2025 Budget Salaries Benefits 2026 FTE 2026 Budget Salaries Benefits Business Relations Manager Director of Strategic Initiatives & Go emment Relations 0.5 0.25 51,393 20,561 0.25 56,190 22,300 Department Total 0.5 0.25 $ 51,393 $ 20,561 0.25 $ 56,190 $ 22,300 114 General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues MR101300-313310 Hotel/Motel Tax $ 897,202 $ 971,162 $ 785,000 $ 750,000 $ 850,000 $ 1,000,000 MR101300-337090 Port Of Seattle - 44,000 - - - - MR101300-361110 Investment Interest 27,652 122,651 125,000 6,000 47,750 47,750 MR101300-369900 Other Revenues 1,906 - - - - - Total Operating Revenues 926,759 1,137,813 910,000 756,000 897,750 1,047,750 Total Revenues $ 926,759 $ 1,137,813 $ 910,000 $ 756,000 $ 897,750 $ 1,047,750 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 MR101300-511000 Salaries 63,991 74,666 93,998 72,432 51,393 56,190 Total Salaries & Wages 63,991 74,666 93,998 72,432 51,393 56,190 MR101300-521000 FICA 4,732 5,527 7,024 5,541 3,932 4,299 MR101300-523000 PERS 6,515 7,414 8,891 7,677 4,682 5,119 MR101300-524000 Industrial Insurance 132 130 148 181 83 87 MR101302-524000 Industrial Insurance (3) - - - - - MR101300-524050 Paid Family & Med Leave Prem 104 166 199 116 108 118 MR101300-525000 Medical, Dental, Life, Optical 4,543 4,583 5,133 251 654 687 MR101300-525095 Kaiser Medical & Dental - - - 9,632 11,102 11,990 MR101300-525097 Self -Insured Medical & Dental 524 515 524 - - - Total Personnel Benefits 16,548 18,335 21,919 23,398 20,561 22,300 MR101300-531001 Office Supplies 5 154 - - 2,000 2,000 MR101300-531002 Printing Supplies - - - - 1,000 10,000 MR101300-531003 Operating Supplies 422 - 500 2,000 - - Total Supplies 427 154 500 2,000 3,000 12,000 MR101300-541007 Contracted Services 146,630 204,633 100,000 - 750,000 850,000 MR101300-542004 Printing & Binding Services - - 300 - - - MR101300-543001 Memberships 3,646 5,595 3,100 1,000 - - MR101300-543002 Registrations 1,200 1,995 2,000 2,500 4,000 4,000 MR101300-543003 Meals -Prof Dev related - 248 350 - 500 500 MR101300-543004 Airfare 72 318 - 1,500 2,000 2,000 MR101300-543007 Hotel/Lodging 1,292 1,008 1,300 2,500 2,000 2,000 MR101300-543008 Prof Dev Ground Transp/Parking 191 256 300 1,000 500 500 MR101300-543999 Other Prof Dev/Travel Expenses - - - 13,020 1,000 1,000 MR101300-544000 Advertising 1,933 2,617 1,200 - 150,000 150,000 MR101300-544002 Marketing 19,455 597 - - 50,000 50,000 MR101300-544003 Sponsorships marketing 10,000 72,333 100,000 - - - MR101300-545999 Other Misc Rental & Leases - - 1,500 - 250 250 MR101300-546003 Web Hosting - 630 700 1,500 1,000 10,000 MR101300-546004 Online Services -Subscriptions 885 998 1,000 1,000 1,000 10,000 MR101300-549006 Entrance Fees/Admissions - - 1,500 - - - MR101300-549010 Business Meals (non Prof Dev) (14) - - - - - MR101300-549999 Other Miscellaneous Expenses - - - 15,000 5,000 5,000 MR101301-541000 Professional Services 6,750 - - - - - MR101301-543008 Prof Dev Ground Transp/Parking 12 - - - - - MR101301-544000 Advertising 5,157 - 1,000 50,000 - - MR101301-544002 Marketing 20,000 - - 50,000 - - MR101301-544003 Sponsorships marketing 2,000 - 110,000 250,000 - - MR101301-549009 Media Subscriptions 66 - - - - - MR101302-541007 Contracted Services 894 - 100,000 375,000 - - MR101302-543002 Registrations 325 - - - - - MR101302-543008 Prof Dev Ground Transp/Parking 15 - - - - - MR101302-549999 Other Miscellaneous Expenses - - - 55,000 - - Total Services & Passthrough Pmts 220,509 291,229 424,250 819,020 967,250 1,085,250 MR101300-750190 Transfer Out ICA 25,231 26,493 27,818 27,818 29,209 30,669 Total Expenditures $ 326,707 $ 410,877 $ 568,485 $ 944,668 $ 1,071,413 $ 1,206,409 115 DEPARTMENT: Public Works (103) FUND: Residential Street RESPONSIBLE MANAGER: Pete Mayer Description DIVISION: Residential Streets FUND NUMBER: 103 POSITION: Public Works Director The program provides for maintenance, lane widening, curbs and gutters, sidewalks, illumination and undergrounding of utilities of the residential street system. 2023-2024 Accomplishments ♦ Completed numerous improvements for the Traffic Calming/Residential Safety Program that included an Allentown Speed & Safety Study, two new RRFB crosswalks at Tukwila Community Center, a raised RRFB raised crosswalk on 42nd Ave S at the S119th St pedestrian bridge, an ADA ramp and revised RRFB crossing at 144th and 46th Ave S, two speed cushion sets on S 140th Street between TIB and 33rd PI S, two sets of speed cushions on 37th Avenue S between S144th St and S 142nd St, curb bulbs at S 140th Street at 37th Avenue S, and three new streetlights. Strategic Goals 1, 3, & 5 ♦ Received $369,000 in grant funding and began design on S 152nd pedestrian and bike project. Strategic Goals 1, 3, & 5 ♦ Received $320,000 from Transportation Improvement Board in support of Macadam Complete Streets project. Strategic Goals 1, 3, & 5 ♦ Added sidewalks to east side of roadway on Macadam Road S between Southcenter Blvd and S 144th St. Strategic Goals 1, 3, & 5 2025-2026 Outcome Goals ♦ Improve pedestrian safety in neighborhoods. 2025-2026 Indicators of Success ♦ Continue improvements for the Traffic Calming/Residential Safety Program. ♦ Complete design and construction of South S 152nd pedestrian and bike Project. ♦ Begin design of the Macadam Road S Complete Street and 46th Ave South Safe Route to School Projects. 116 Revenue and Expenditure Summary Residential Street Fund Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Utility Taxes - 650,000 100,000 100,000 100,000 100,000 0.0% 0.0% Grant Revenues 536,010 158,574 179,586 6,356,000 724,000 4,463,000 -88.6% 516.4% State Entitlements 289,092 301,042 301,000 268,800 280,000 280,000 4.2% 0.0% Investment Earnings 11,064 36,871 45,500 1,000 26,000 26,000 2500.0% 0.0% Transfers In 317,564 257,977 542,023 400,000 - - -100.0% 0.0% Total Operating Revenue 1,153,730 1,404,465 1,168,109 7,125,800 1,130,000 4,869,000 -84.1% 330.9% Operating Expenses Salaries & Wages Benefits Supplies Repair & Maintenance Supplies Small Tools Professional Services Repairs & Maintenance Services Other Expenses Construction Projects 45,667 18,414 89 4,046 28,484 357,500 164,306 105 508,519 11,171 6,107 - 48,346 50,812 239,190 214,907 - 145,409 4,643 1,774 61 - 119,177 578,510 - - 28,300 - - - - - 1,530,000 - - 6,390,000 - - - - - 850,000 - - - - - - - - 4,953,000 - - - 0.0% 0.0% 0.0% 0.0% 0.0% -44.4% 0.0% 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 482.7% 0.0% 0.0% 0.0% Total Operating Expenses 1,127,129 715,942 732,465 7,920,000 850,000 4,953,000 -89.3% 482.7% Total Expenses 1,127,129 715,942 732,465 7,920,000 850,000 4,953,000 -89.3% 482.7% Beginning Fund Balance Change in Fund Balance 707,806 26,600 734,407 688,522 1,422,929 435,644 1,422,929 (794,200) 1,858,573 280,000 2,138,573 (84,000) 30.6% -135.3% 15.1% -130.0% Ending Fund Balance $ 734,407 $ 1,422,929 $ 1,858,573 $ 628,729 $ 2,138,573 $ 2,054,573 240.1% -3.9% 117 General Ledger Code Details Revenues Actual Projected Budget GL Account Code Account Description 2022 2023 2024 2024 2025 2026 Operating Revenues PW103100-316451 Utility Tx -Solid Waste Streets - 650,000 100,000 100,000 100,000 100,000 PW103100-334039 State Grant-Transp Projects 320,000 111,155 9,647 4,000,000 624,000 3,780,000 PW103100-336071 Multimodal Transportation -City 28,976 29,371 20,000 28,800 30,000 30,000 PW103100-336087 MVFT Cities 260,115 271,671 281,000 240,000 250,000 250,000 PW103100-337721 Sound Transit System Access Fd 216,010 47,419 169,939 - 100,000 448,000 PW103100-361110 Investment Interest 11,064 36,871 45,500 1,000 26,000 26,000 Total Operating Revenues 836,165 1,146,488 626,086 4,369,800 1,130,000 4,634,000 PW103100-333202 DOT Indirect Fed Grant - - - - - 235,000 PW103640-334039 State Grant-Transp Projects - - - 2,356,000 - - Total Capital Project Revenues - - - 2,356,000 - 235,000 PW103100-730000 Transfer In from General Fund 317,564 257,977 542,023 400,000 - - Non -Operating Revenues 317,564 257,977 542,023 400,000 - - Total Revenues $ 1,153, 730 $ 1,404,465 $ 1,168,109 $ 7,125, 800 $ 1,130, 000 $ 4,869,000 118 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 PW103100-511000 Salaries 24,645 5,520 4,643 - - - PW103800C-511000 Salaries 21,022 5,651 - - - - Total Salaries & Wages 45,667 11,171 4,643 - - - PW103100-521000 FICA 1,874 411 312 - - - PW103100-523000 PERS 2,527 559 389 - - - PW103100-524000 Industrial Insurance 511 95 45 - - - PW103100-525000 Medical, Dental, Life, Optical 173 140 28 - - - PW103100-525097 Self -Insured Medical & Dental 4,609 2,339 1,000 - - - PW103200-524000 Industrial Insurance (10) - - - - - PW103800C-521000 FICA 1,598 428 - - - - PW103800C-523000 PERS 2,176 569 - - - - PW103800C-524000 Industrial Insurance 326 81 - - - - PW103800C-525000 Medical, Dental, Life, Optical 84 26 - - - - PW103800C-525097 Self -Insured Medical & Dental 4,546 1,458 - - - - Total Personnel Benefits 18,414 6,107 1,774 - - - PW103100-531000 Supplies -General 68 - - - - - PW103100-531001 Office Supplies 21 - 61 - - - PW103100-532001 Repair Supplies - 48,346 - - - - PW103100-535000 Small Tool & Minor Equipment (180) - - - - - PW 103100-535004 Traffic Control Devices/Tools - - 119,177 - - - PW103630-535004 Traffic Control Devices/Tools 114 - - - - - PW103640-532002 Maintenance Supplies 4,046 - - - - - PW103640-535004 Traffic Control Devices/Tools 2,061 50,812 - - - - PW103700-535004 Traffic Control Devices/Tools 26,490 - - - - - Total Supplies 32,619 99,158 119,238 - - - PW103100-541000 Professional Services 11,271 - - - - - PW103100-541007 Contracted Services 114,027 95,934 578,510 - - - PW103100C-541007 Contracted Services 216,010 116,705 - - - - PW103100C-541010 Inspection Services & Permits 3,022 - - - - - PW103100-549004 Employee Appreciation Svcs 105 - - - - - PW103200-541000 Professional Services 155 - - - - - PW103200-541007 Contracted Services 3,490 - - - - - PW103200C-541007 Contracted Services - - - - 850,000 4,953,000 PW103300-541007 Contracted Services 9,526 26,551 - - - - PW103300-548008 Non -Capital Improvements 87,749 (7,881) - - - - PW103630-548008 Non -Capital Improvements 45,000 222,000 - - - - PW103640-541007 Contracted Services - - - 1,020,000 - - PW103640C-541007 Contracted Services - - - 510,000 - - PW103640-548008 Non -Capital Improvements 25,590 - - - - - PW103700-548008 Non -Capital Improvements 5,967 788 - - - - Total Services & Passthrough Pmts 521,911 454,098 578,510 1,530,000 850,000 4,953,000 PW103300C-565000 Construction Projects - - 300 - - - PW103300C-565002 Roadway - 145,409 - - - - PW103610C-565003 Sidewalks 508,519 - - - - - PW103630C-565003 Sidewalks - - 28,000 - - - PW103640C-565005 Traffic Control Devices - - - 6,390,000 - - Total Capital Expenditures 508,519 145,409 28,300 6,390,000 - - Total Expenditures $ 1,127,129 $ 715,942 $ 732,465 $ 7,920,000 $ 850,000 $ 4,953,000 119 Arterial Street Fund 1 Public Works 1 $ Director/City I 0 Engineer {1) 1 r General 1 Maintenance 1 Manager (.33) I r t Admin Support L ICoordinator 1;,33111 r l t' Roadway M&O foreman (1.5) 1 � 1 Superintendent I Street3 (1) t M&oSpeds Special's- 1 (4) a I M&DSperiaiist I , r 1 Maintenance I Worker MI 1 r 3 1___. 1 I t Maintenance I Worker (1j EIS Project Director (1) r Traffic M&O t Foreman (1) Maintenance I Worker 011 I ■ ■ Solid Waste Contract ` Coordinator (1) ■ Posrtiong. funded by the Arterial Streets Fund Posdians in the Do ision not funded by the Artsrra1 Streets Fund — . — . _ . _ . FroXer1 Position .�..... New Position in 2024 Funded by Solid 'Ara ste Administrative Fee Deputy ir Director/Traffic' Engineer (1) Senior Pracram Manager L1 I I Trinsportetron �I Rrjer[ Manager (I) I , ajec# Nranager(Inspector Traffic Project Manager {ij 120 DEPARTMENT: Public Works (104) FUND: Bridges and Arterial Streets RESPONSIBLE MANAGER: Pete Mayer Description DIVISION: Bridges and Arterial Streets FUND NUMBER: 104 POSITION: Interim Public Works Director This program provides for the preliminary engineering, right-of-way, construction engineering, and construction of arterial streets and bridges. The program includes transportation comprehensive plans, streets, bridges, sidewalks, traffic control devices, widening, and lane additions. One -quarter percent real estate excise tax (REET), as well as other dedicated revenue sources, are used to fund projects. 2023-2024 Accomplishments ♦ Completed Annual Overlay and Repair and Annual Signal programs in 2023 and 2024. Strategic Plan Goals 1, 3 & 5 ♦ Completed Annual Bridge Inspections and Repair Program in 2023 and 2024. Strategic Plan Goals 1, 3 & 5 ♦ Substantially completed construction of the West Valley Highway improvements. Strategic Plan Goals 1, 3 & 5 ♦ Achieved full funding for$40 million 42nd Ave Bridge Replacement and completed 90% design. Strategic Plan Goals 1, 3 & 5 ♦ Received $989,000 in grant funding to support Green River Trail Improvements. Strategic Plan Goals 1, 3 & 5 ♦ Began Transportation Element of Comprehensive Plan. Strategic Plan Goals 1, 3 & 5 ♦ Hired Project Director to oversee Environmental Impact Statement for Allentown Truck Reroute; contracted with consultant to lead study. Strategic Plan Goals 1, 3 & 5 2025-2026 Outcome Goals ♦ Improve capacity, safety, and condition of arterial streets. 2025-2026 Indicators of Success ♦ Complete Annual Overlay and Repair and Annual Signal programs in 2023 and 2024. ♦ Complete Annual Bridge Inspections and Repair Program for 2023 and 2024. ♦ Complete 100% design of the 42nd Ave S Bridge Replacement Project. ♦ Complete construction of Green River Trail Improvements. ♦ Complete the Transportation Element of the Comprehensive Plan. ♦ Complete Environmental Impact Statement for Allentown Truck Reroute. ♦ Complete construction of Southcenter Blvd/65th Ave Traffic Signal. 121 Revenue and Expenditure Summary Arterial Street Fund Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Utility Taxes 1,188,801 657,388 1,200,000 1,100,000 1,320,000 1,400,000 20.0% 6.1% Parking Tax 674,858 782,686 700,000 600,000 800,000 800,000 33.3% 0.0% Real Estate Excise Tax (REET) 822,268 500,390 500,000 500,000 500,000 500,000 0.0% 0.0% Building Permits - 831 10 - - - 0.0% 0.0% Franchise Fees - 45,342 450,000 450,000 450,000 450,000 0.0% 0.0% Grant Revenues 2,777,989 1,563,410 965,000 16,425,000 2,026,000 7,402,000 -87.7% 265.4% State Entitlements 147,762 147,120 145,000 144,800 135,000 135,000 -6.8% 0.0% General Government Revenue - - 150 - - - 0.0% 0.0% Traffic Impact Fees 486,594 810,328 300,000 200,000 200,000 200,000 0.0% 0.0% Fines and Penalties 9,687 11,081 2,000 - 2,000 2,000 0.0% 0.0% Other Income 140,040 453,234 140,000 80,000 80,000 80,000 0.0% 0.0% Investment Earnings 67,663 266,657 226,000 5,000 73,000 73,000 1360.0% 0.0% Transfers In 1,300,000 - - - - - 0.0% 0.0% Total Operating Revenue 7,615,663 5,238,466 4,628,160 19,504,800 5,586,000 11,042,000 -71.4% 97.7% Operating Expenses Salaries & Wages 392,118 412,458 549,365 411,522 793,142 803,903 92.7% 1.4% Benefits 138,595 144,402 189,335 147,929 312,185 324,798 111.0% 4.0% Supplies 90 366 765 - 18,200 13,250 0.0% -27.2% Repair & Maintenance Supplies 11,420 716 - - 1,000 500 0.0% -50.0% Small Tools 29,725 87,021 - - 4,000 5,500 0.0% 37.5% Professional Services 663,612 690,867 1,929,172 1,825,000 3,015,500 4,709,500 65.2% 56.2% Communications - 3,823 - - 8,000 7,000 0.0% -12.5% Professional Development - - 975 - 6,200 6,200 0.0% 0.0% Advertising 1,503 7,442 2,800 - 3,500 1,000 0.0% -71.4% Rentals - - 720 - 1,000 1,000 0.0% 0.0% Technology Services - 26 - - - - 0.0% 0.0% Utilities 11,029 10,293 2,000 - - - 0.0% 0.0% Repairs & Maintenance Services 1,255,251 1,398,861 1,065,260 1,400,000 3,474,000 4,568,000 148.1% 31.5% Other Capital Improvements 18,360 - 500,000 - - - 0.0% 0.0% Machinery & Equipment - - - - - - 0.0% 0.0% Construction Projects 3,241,655 1,854,466 1,271,151 17,975,000 - - -100.0% 0.0% Total Operating Expenses 5,763,357 4,610,742 5,511,543 21,759,451 7,636,726 10,440,651 -64.9% 36.7% Total Expenses 5,763,357 4,610,742 5,511,543 21,759,451 7,636,726 10,440,651 -64.9% 36.7% Beginning Fund Balance 3,682,187 5,534,493 6,162,217 6,162,217 5,278,834 3,228,108 -14.3% -38.8% Change in Fund Balance 1,852,305 627,725 (883,383) (2,254,651) (2,050,726) 601,349 -9.0% -129.3% Ending Fund Balance $ 5,534,493 $ 6,162,217 $ 5,278,834 $ 3,907,566 $ 3,228,108 $ 3,829,457 -17.4% 18.6% 122 Salary and Benefit Details Arterial Street Fund Position Description 2024 FTE 2025 FTE 2025 Budget Salaries Benefits 2026 FTE 2026 Budget Salaries Benefits Senior Program Manager 1 1 $ 159,540 $ 40,825 1 $ 166,452 $ 43,071 Transportation Project Manager 1 1 147,360 66,225 1 153,492 70,492 EIS Project Director (Contract) 1 0.6 23,998 6,963 Project Manager 1.5 221,310 86,344 1.5 230,508 91,703 Transportation Engineer (Previously in General Fund) 1 108,000 59,523 1 108,000 62,749 Public Works Analyst (Solid Waste) 1 1 132,934 52,304 1 145,451 56,784 Department Total 4 6.1 $ 793,142 $ 312,185 5.5 $ 803,903 $ 324,798 General Ledger Code Details Revenues GL Account Code Account Description Actual 1 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues PW104100-316451 Utility Tx -Solid Waste Streets 1,188,801 657,388 1,200,000 1,100,000 1,320,000 1,400,000 PW104100-318120 Parking Tax 674,858 782,686 700,000 600,000 800,000 800,000 PW104100-318350 REET 2 - Second Quarter Percnt 822,268 500,390 500,000 500,000 500,000 500,000 PW104100-321910 Franchise Fees - 45,342 450,000 450,000 450,000 450,000 PW104100-322901 Oth Non-BL-Tech Fee - 831 10 - - - PW104100-336071 Multimodal Transportation -City 25,355 19,275 20,000 24,800 25,000 25,000 PW104100-336087 MVFTCities 122,407 127,845 125,000 120,000 110,000 110,000 PW104100-359700 Penalty -Parking Tax 9,687 11,081 2,000 - 2,000 2,000 PW104100-361110 Investment Interest 67,663 266,657 226,000 5,000 73,000 73,000 Total Operating Revenues 2,911,039 2,411,495 3,223,010 2,799,800 3,280,000 3,360,000 PW104100-333202 DOT Indirect Fed Grant 263,080 755,231 700,000 225,000 869,000 6,427,000 PW104100-333203 Federal Grant -DOT - - - 200,000 - - PW104100-333976 FEMA Disaster Assistance 17,910 - - - 150,000 50,000 PW104100-334018 WA State Military Dept 995 - - - - - PW104100-334035 State Agencies - 19,022 - - 75,000 15,000 PW104100-334039 State Grant-Transp Projects 1,361,962 260,325 100,000 16,000,000 782,000 260,000 PW104100-334041 Complete Streets-Transplmp Brd 369,313 30,687 - - - - PW104100-337702 King County Grt-Solid Waste - - 65,000 - 30,000 30,000 PW104100-337721 Sound Transit System Access Fd 764,729 498,145 100,000 - 120,000 620,000 PW104100-341702 Sales Of Merchandise - - 150 - - - PW104100-345840 Traffic Impact Fees 486,594 810,328 300,000 200,000 200,000 200,000 PW104100-367120 Plan/Development Contributions - - - 50,000 - - PW104100-367121 Concurrency Fees 140,040 178,234 140,000 30,000 80,000 80,000 PW104100-398000 Insurance Recoveries - 275,000 - - - - Total Capital Project Revenues 3,404,623 2,826,971 1,405,150 16,705,000 2,306,000 7,682,000 PW 104100-730000 Transfer In from General Fund 1,300,000 - - - - - Total Transfers In 1,300,000 - - - - - Total Revenues $ 7,615,663 $ 5,238,466 $ 4,628,160 $ 19,504,800 $ 5,586,000 $ 11,042,000 123 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 PW104100-511000 Salaries 145,871 158,067 549365 117,546 486,242 483,959 PW104100C-511000 Salaries 61,199 43,784 - - - - PW104100-513000 Overtime 1,143 - - - - - PW104200-511000 Salaries 4,533 7,404 - - - - PW104200C-511000 Salaries 2,217 - - - - - PW104800-511000 Salaries 166,858 192,004 - - 306,900 319,944 PW104800C-511000 Salaries 10,298 11,199 - 293,976 - - Total Salaries & Wages 392,118 412,458 549,365 411,522 793,142 803,903 PW104100-521000 FICA 11,214 11,888 40,734 8,992 37,197 37,023 PW104100C-521000 FICA 4,658 3,340 - - - - PW104100-523000 PERS 15,137 15,531 52,762 12,459 44,297 44,089 PW104100C-523000 PERS 6,291 4,359 - - - - PW104100-524000 Industrial Insurance 1,211 646 2,573 723 5,445 5,507 PW104100C-524000 Industrial Insurance 1,009 729 - - - - PW104100-524050 Paid Family & Med Leave Prem 134 305 1,176 188 1,021 1,016 PW104100-525000 Medical, Dental, Life, Optical 295 9,346 28,252 395 1,422 1,493 PW104100C-525000 Medical, Dental, Life, Optical 240 190 - - - - PW104100-525095 Kaiser Medical & Dental - - - - 28,933 31,248 PW104100-525097 Self -Insured Medical & Dental 24,315 17,429 63,838 29,912 86,819 90,859 PW104100C-525097 Self -Insured Medical & Dental 13,754 9,814 - - - - PW104200-521000 FICA 339 554 - - - - PW104200C-521000 FICA 165 - - - - - PW104200-523000 PERS 469 745 - - - - PW104200C-523000 PERS 228 - - - - - PW104200-524000 Industrial Insurance 13 17 - - - - PW104200C-524000 Industrial Insurance 7 - - - - - PW104200-525000 Medical, Dental, Life, Optical 22 42 - - - - PW104200C-525000 Medical, Dental, Life, Optical 6 - - - - - PW104200-525097 Self -Insured Medical & Dental 887 794 - - - - PW104200C-525097 Self -Insured Medical & Dental 345 - - - - - PW104800-521000 FICA 12,617 14,502 - - 23,478 24,476 PW104800C-521000 FICA 775 839 - 22,489 - - PW104800-523000 PERS 17,183 19,081 - - 27,959 29,147 PW104800C-523000 PERS 1,059 1,115 - 31,158 - - PW104800-524000 Industrial Insurance 923 1,249 - - 2,298 2,412 PW104800C-524000 Industrial Insurance 25 25 - 2,967 - - PW104800-524050 Paid Family & Med Leave Prem 418 558 - - 644 672 PW104800C-524050 Paid Family & Med Leave Prem - - - 470 - - PW104800-525000 Medical, Dental, Life, Optical 1,009 1,041 - - 975 1,024 PW104800C-525000 Medical, Dental, Life, Optical 60 52 - 1,348 - - PW104800-525097 Self -Insured Medical & Dental 22,805 29,374 - - 51,696 55,832 PW104800C-525097 Self -Insured Medical & Dental 980 837 - 36,828 - - Total Personnel Benefits 138,595 144,402 189,335 147,929 312,185 324,798 PW104100-531001 Office Supplies - 38 - - - 50 PW104100-531003 Operating Supplies - 57 750 - 16,500 11,500 PW104100-531004 Event Food 90 43 - - - - PW104100-531005 Meeting Food - 228 15 - 250 250 PW104100-531006 Program Food - - - - 450 450 PW104100-531007 Marketing Supplies - - - - 1,000 1,000 PW104100-532002 Maintenance Supplies - - - - 1,000 500 PW104100-532004 Irrigation Supplies 402 - - - - - PW104100-535003 Office Equipment - - - - 4,000 5,500 PW104300-535004 Traffic Control Devices/Tools 388 - - - - - PW104500-532001 Repair Supplies 4,294 - - - - - PW104500-532002 Maintenance Supplies 3,150 716 - - - - PW104640-532002 Maintenance Supplies 3,575 - - - - - PW104640-535004 Traffic Control Devices/Tools 29,337 87,021 - - - - Total Supplies 41,235 88,103 765 - 23,200 19,250 124 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 PW104100-541000 Professional Services 650 - - - - - PW104100-541007 Contracted Services 596,559 590,228 1,918,672 1,825,000 66,000 46,000 PW104100C-541007 Contracted Services 25,678 87,322 - - - - PW104100-541010 Inspection Services & Permits - - 10,000 - - - PW104100C-541010 Inspection Services & Permits - 13,055 - - - - PW104100-541012 Translation & Interpretation - 262 500 - 7,500 2,500 PW104100-542002 Postage/Shipping Costs - - - - 4,000 4,000 PW104100-542004 Printing & Binding Services - 3,823 - - 4,000 3,000 PW104100-543001 Memberships - - 300 - 400 400 PW104100-543002 Registrations - - 675 - 3,000 3,000 PW104100-543003 Meals -Prof Dev related - - - - 200 200 PW104100-543004 Airfare - - - - 500 500 PW104100-543005 Mileage - - - - 500 500 PW104100-543006 Certifications & Licenses - - - - 100 100 PW104100-543007 Hotel/Lodging - - - - 1,500 1,500 PW104100-544001 Legal & Public Notices 32 2,699 2,800 - - - PW104100C-544001 Legal & Public Notices 4 797 - - - - PW104100-544002 Marketing - 3,945 - - 3,500 1,000 PW104100-545003 Building Rent/Lease - - 720 - 1,000 1,000 PW104100-546004 Online Services -Subscriptions - 26 - - - - PW104100-547025 Water/Sewer Utility 10,698 10,293 2,000 - - - PW104100-548001 Repair services - 1,252,511 25,248 - - - PW104200C-541007 Contracted Services - - - - 2,942,000 4,661,000 PW104200-541007 Contracted Services 39,259 - - - - - PW104200-544001 Legal & Public Notices 796 - - - - - PW104200-547025 Water/Sewer Utility 332 - - - - - PW104200C-548001 Repair services - - - - 3,474,000 4,568,000 PW104300-541010 Inspection Services & Permits 877 - - - - - PW104300C-541010 Inspection Services & Permits 589 - - - - - PW104300-544001 Legal & Public Notices 672 - - - - - PW104300-548001 Repair services 773,768 103,432 - - - - PW104300-548008 Non -Capital Improvements 93,640 (4,508) 1,040,012 1,400,000 - - PW104500-548001 Repair services 1,392 - - - - - PW104500-548008 Non-Capitallmprovements 52,978 - - - - - PW104610-548001 Repair services - 20,761 - - - - PW104610-548008 Non-Capitallmprovements 108,023 - - - - - PW104630-548001 Repair services 23,500 - - - - - PW104630-548008 Non-Capitallmprovements 18,000 26,666 - - - - PW104640-548008 Non-Capitallmprovements 128,525 - - - - - PW104700-548001 Repair services 55,425 - - - - - Total Services & Passthrough Pmts 1,931,395 2,111,312 3,000,927 3,225,000 6,508,200 9,292,700 PW104100C-565000 Construction Projects 628,411 1,191,350 - 1,150,000 - - PW104200C-565000 Construction Projects - - - 1,100,000 - - PW104300C-565000 Construction Projects 703,323 82,565 - - - - PW104500C-565000 Construction Projects 475,878 - 1,271,151 15,725,000 - - PW104610C-563000 Other Improvements - - 500,000 - - - PW104610C-565000 Construction Projects 351,273 8,228 - - - - PW104630C-565000 Construction Projects 212,090 186,228 - - - - PW104640C-565000 Construction Projects 621,084 300,287 - - - - PW104700C-563000 Other Improvements 18,360 - - - - - PW104700C-565000 Construction Projects 249,595 85,808 - - - - Total Capital Expenditures 3,260,014 1,854,466 1,771,151 17,975,000 - - Total Expenditures $ 5,763,357 $ 4,610,742 $ 5,511,543 $ 21,759,451 $ 7,636,726 $ 10,440,651 125 DEPARTMENT: N/A FUND: Contingency Fund RESPONSIBLE MANAGER: Aaron BeMiller Description DIVISION: N/A FUND NUMBER: 105 POSITION: Finance Director Sufficient fund balances and reserve levels are important for the long-term financial stability of the City. This fund provides for a reserve fund balance equal to or greater than 10% of the previous General Fund on -going revenue, exclusive of significant non -operating, non -recurring revenues such as real estate sales or transfers in from other funds. Amounts held in this fund can be used for more restrictive, emergency type purposes. All expenditures from this fund require Council approval. This fund is reported as a sub -fund of the general fund in the City's Annual Comprehensive Financial Report (ACFR). Expenditure & Revenue Summary Contingency Fund Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Investment Earnings Transfers In (174,053) 166,463 238,016 170,470 150,000 - 120,000 - 120,000 148,814 120,000 - 0.0% 0.0% 0.0% -100.0% Total Operating Revenue (7,590) 408,486 150,000 120,000 268,814 120,000 124.0% -55.4% Operating Expenses Transfers Out - - - - - 874,881 0.0% 0.0% Total Operating Expenses - - - - - 874,881 0.0% 0.0% Total Expenses - - - - - 874,881 0.0% 0.0% Beginning Fund Balance Change in Fund Balance 6,754,065 (7,590) 6,746,475 408,486 7,154,961 150,000 7,154,961 120,000 7,304,961 268,814 7,573,775 (754,881) 2.1% 124.0% 3.7% -380.8% Ending Fund Balance $ 6,746,475 $ 7,154,961 $ 7,304,961 $ 7,274,961 $ 7,573,775 $ 6,818,894 4.1% -10.0% 126 General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues FN105100-361110 Investment Interest $ 80,073 $ 197,931 $ 150,000 $ 120,000 $ 120,000 $ 120,000 FN105100-361112 Investment Interest Accrued 9,688 (1,875) - - - - FN105100-361320 Unrizd Gain(Loss)-Investments (263,814) 41,959 - - - - FN105100-730010 Transfer In GF One-time Rsv 166,463 170,470 - - 148,814 - Total Operating Revenues (7,590) 408,486 150,000 120,000 268,814 120,000 Total Revenues $ (7,590) $ 408,486 $ 150,000 $ 120,000 $ 268,814 $ 120,000 Expenses GL Account Code Account Description 2022 Actual 2023 Projected 2024 2024 Budget 2025 2026 FN105100-750000 Transfer Out to General Fund - - - - - 874,881 Total Expenditures $ - $ - $ - $ - $ - $ 874,881 127 DEPARTMENT: Police FUND: Drug Seizure Fund RESPONSIBLE MANAGER: Eric Dreyer Description FUND NUMBER: 109 POSITION: Chief of Police The Drug Seizure fund was established to account for revenues resulting from the proceeds of property and moneys forfeited as a result of their involvement with the illegal sale, possession, or distribution of narcotics and/or other controlled substances. Expenditures from this fund must adhere to strict State and Federal stipulations. Because of this, most purchases cannot be planned with enough lead to make this publication, and projected expenditures are estimates only. Revenues to this fund, by their nature, are unpredictable and are also estimates. Revenue and Expenditure Summary Drua Seizure Fund Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Grant Revenues - 155,233 5,000 - - - 0.0% 0.0% Intergovernmental Revenue 44,409 79,010 - 35,000 35,000 35,000 0.0% 0.0% Other Income 638 - 100,000 80,000 60,000 60,000 -25.0% 0.0 Investment Earnings - - 10 500 3,100 3,100 520.0% 0.0% Total Operating Revenue 45,047 234,243 105,010 115,500 98,100 98,100 -15.1% 0.0% Operating Expenses Supplies Small Tools Technology Supplies Fleet Supplies Professional Services Communications Professional Development Rentals Technology Services Other Expenses Machinery & Equipment 7,837 132,153 3,100 30 133,658 - 13,002 1,009 26,311 - - - 11,423 - - 150,322 - 6,336 - 19,740 671 - 780 3,939 - - 119,000 149 9,550 800 7,200 - - 10,000 19,000 - - 177,297 - 16,000 - 22,000 - 35,000 20,000 16,000 - - 20,000 - 17,000 - - - - 20,000 16,000 - - 20,000 - 17,000 - - - - 100.0% -15.8% 0.0% 0.0% -88.7% 0.0% 6.3% 0.0% -100.0% 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total Operating Expenses 317,100 188,493 141,418 279,297 73,000 73,000 -73.9% 0.0% Total Expenses 317,100 188,493 141,418 279,297 73,000 73,000 -73.9% 0.0% Beginning Fund Balance Change in Fund Balance 567,273 (272,053) 295,220 45,750 340,970 (36,408) 340,970 (163,797) 304,562 25,100 329,662 25,100 -10.7% -115.3% 8.2% 0.0% Ending Fund Balance $ 295,220 $ 340,970 $ 304,562 $ 177,173 $ 329,662 $ 354,762 86.1% 7.6% 128 General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues PD109001-334035 State Agencies - 155,233 5,000 - - - PD109002-331169 Equitable Sharing Program-DOJ 44,409 79,010 - 35,000 35,000 35,000 PD109001-361110 Investment Interest - - 10 500 2,800 2,800 PD109001-369300 Confiscated And Forfeited Prop 638 - 100,000 50,000 60,000 60,000 PD109002-361110 Investment Interest - - - - 300 300 PD109002-369300 Confiscated And Forfeited Prop - - - 30,000 - - Total Operating Revenues 45,047 234,243 105,010 115,500 98,100 98,100 Total Revenues $ 45,047 $ 234,243 $ 105,010 $ 115,500 $ 98,100 $ 98,100 Expenses Actual Projected Budget GL Account Code Account Description 2022 2023 2024 2024 2025 2026 PD109001-531003 Operating Supplies 5,979 - - 10,000 10,000 10,000 PD109001-535001 Equipment 106,540 - - - 8,000 8,000 PD109001-535003 Office Equipment - - - 2,000 - - PD109001-536001 Computer peripherals 1,927 - - - - - PD109002-531003 Operating Supplies 1,858 - - - 10,000 10,000 PD109002-531008 Employee Appreciation Supplies - - 780 - - - PD109002-535001 Equipment 22,104 11,423 3,939 5,000 8,000 8,000 PD109002-535003 Office Equipment 3,509 - - 12,000 - - PD109002-536001 Computer peripherals 1,174 - - - - - PD109002-537001 Fuel 30 - - - - - Total Supplies 143,120 11,423 4,719 29,000 36,000 36,000 PD109001-541007 Contracted Services 107,667 150,322 119,000 177,297 10,000 10,000 PD109001-541017 Security/Safety Svcs 21,250 - - - - - PD109001-543001 Memberships 100 - - - - - PD109001-543002 Registrations 1,790 3,040 4,200 3,000 8,000 8,000 PD109001-543003 Meals -Prof Dev related 1,299 381 950 - - - PD109001-543004 Airfare 1,042 448 1,200 3,000 6,000 6,000 PD109001-543006 Certifications & Licenses 5,373 - - - - - PD109001-543007 Hotel/Lodging 3,399 1,765 2,400 - 2,000 2,000 PD109001-543008 Prof Dev Ground Transp/Parking - 702 800 - 1,000 1,000 PD109001-545002 Vehicle Rental/Lease 1,009 - 800 - - - PD109001-546001 Software Maintenance Contract 1,028 6,716 7,200 5,000 - - PD109001-546004 Online Services -Subscriptions - 418 - - - - PD109002-541000 Professional Services 4,741 - - - - - PD109002-541007 Contracted Services - - - - 10,000 10,000 PD109002-542004 Printing & Binding Services - - 149 - - - PD109002-543002 Registrations - - - 5,000 - - PD109002-543004 Airfare - - - 5,000 - - PD109002-546001 Software Maintenance Contract 25,283 12,606 - 17,000 - - PD109002-549004 Employee Appreciation Svcs - 671 - - - - Total Serices & Passthrough Pmts 173,980 177,070 136,699 215,297 37,000 37,000 PD109001C-564000 Machinery & Equipment - - - 35,000 - - Total Capital Expenditures - - - 35,000 - - Total Expenditures $ 317,100 $ 188,493 $ 141,418 $ 279,297 $ 73,000 $ 73,000 129 130 DEPARTMENT: N/A FUND: Land Acquisition, Rec., and Park Dev. RESPONSIBLE MANAGER: Pete Mayer Description FUND NUMBER: 301 POSITION: Parks & Recreation Director The Land Acquisition, Recreation, and Park Development fund supports the Parks and Recreation Department's six -year capital improvement plan (CIP) that addresses construction, repair, maintenance and acquisition of parks, trails, recreation, and open space properties. Projects include planning, permitting, engineering, renovation, replacement and construction of park and recreation facilities and acquisition of park and open space lands. General government projects are in Fund 303. Funding sources include a variety of sources including a one -quarter real estate excise tax (REET1), park impact fees (PIF), 1 % Municipal Arts Fund, King County Parks levy allocations, local, state, and federal grants, and other miscellaneous sources. The CIP includes both secured funding, as well as funding that has not yet been secured, assuming successful obtainment of grants. 2023-2024 Accomplishments • Developed Master Plans for multiple park locations/facilities such as the Tukwila Community Center, Crestview Park, Riverton Park, Joseph Foster Memorial Park, and the 116th Street Parcel. Strategic Plan Goal 1. PROS Plan Goals 1, 2 & 5. • Installed new security gates at multiple park facilities. Strategic Plan Goal 1. PROS Plan Goals 1,5, & 6. • Resurfacing of TCC facilities to install four outdoor new pickleball courts and re -finish of the outdoor basketball court. Strategic Plan Goal 1, 3, & 5. PROS Plan 2, 4, 5, & 6. • Supported the Tukwila Community Center HVAC Replacement Project, assisting in initial project kickoff and contract execution, securing a $500,000 grant from King County for the project, and continuing to support project funding, logistics, and communication efforts. Strategic Plan Goals 1, 2, 3, 4 & 5. PROS Plan Goals 1, 2, 3, 4, 5, & 6. • Applied and received grants to support programs and capital projects including Recreation & Conservation Office (RCO) Local Parks Maintenance Grant ($100K), Washington Department of Natural Resources Non -Competitive Funding ($125K), Washington Department of Natural Resources Urban Forestry Grant ($312K), Washington State Commerce Energy Efficiency & Conservation Block Grant ($21.7K), King County Best Starts For Kids Capital Grant ($500K),. Millions more in grants have been applied for at this time. Strategic Plan Goals 1 & 2. PROS Plan Goals 3, 4 & 5. • Completed parking lot re -striping and trip hazard mitigation work at several parks locations and throughout the City's trails system. Strategic Plan Goals 1 & 5. PROS Plan Goals 1, 5, & 6. • Completed installation of more Utility Box Art throughout the City as well as installed art at the Tukwila Community Center storage. Strategic Plan Goals 1, 3, & 5. PROS Plan Goals 3, 5, & 6. 2025-2026 Outcome Goals • Implement recommendations from the 2012 City Strategic Plan- amended 2018, Recreation Program and Business Plan, Tukwila's Comprehensive Plan, 2020 Parks, Recreation and Open Space Plan, the 2012 Urban Tree Canopy Assessment, 2019 Older Adults Recreational Service 131 Needs Assessment, 2018 Public Arts & Culture Master Plan and 2017 Green Tukwila 20-Year Stewardship Plan and other applicable local, regional, and state plans. • Engage in more routine park, open space, and trail master planning initiatives to inform a more aggressive master plan implementation program. • Leverage current revenues with external funding sources to bolster scope, scale, and quantity of park improvements. • Conduct an ADA Transition Plan self -assessment to guide ongoing accessibility improvements. • Expand access and neighborhood connectivity through improved local and regional trails and water access opportunities. • Rehabilitate and expand play spaces, playgrounds, spray parks, skate parks, sport courts and ballfields. • Enhance user experience through park safety and security improvements. • Restore riparian habitat, improve urban forest canopy, better control invasive species, improve flood control and enhance water quality. • Facilitate renovation and rehabilitation of critical park infrastructure and assets to extend life cycle and lower operating and maintenance costs. • Secure, improve and increase access to undeveloped properties, including 116th open space and 140th Street and 42nd Avenue. 2025-2026 Indicators of Success • Increased monetary investment in renovating, rehabilitating, repairing, and improving public park and recreation assets • Increased volume of grant applications and grants awarded • Increased philanthropic partnerships for capital projects • Reduced incident reports and/or liability claims against the city through proper maintenance of parks, facilities, and other assets • Completed master plans for additional properties within the City's asset portfolio Program Change Discussion Significant increases in investments supporting the rehabilitation and improvement of parks, recreation facilities, trails and open space are forecasted over the six -year CIP period as the Department continues to aggressively pursue local, regional, state, and federal grants as well as develop philanthropic funding acquisition methods. The Department is updating its approach to capital improvement planning, focusing on projects that 1) Renovate and replace park furnishings and assets, including preserving green infrastructure; 2) Address safety, accessibility, and security improvements, and emergency repair needs; 3) Increase neighborhood and regional connectivity through improved trail and water access opportunities; 4) Dedicate resources for future park, recreation and open space planning and acquisition, including planning, design and engineering. 132 Department Detail Budget by Revenue & Expenditure Summary Land Acq., Rec. & Park Devlpmn Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Property Tax $ 171,247 $ 183,848 $ 197,905 $ 165,000 $ 207,800 $ 218,190 25.9% 5.0% Real Estate Excise Tax (REET) 322,268 - - 150,000 500,000 500,000 233.3% 0.0% Grant Revenues - - - - 1,976,000 5,290,000 0.0% 167.7% Park Impact Fees 523,284 983,847 25,000 100,000 100,000 100,000 0.0% 0.0% Investment Earnings 46,330 177,512 185,000 150,000 57,500 57,500 -61.7% 0.0% Transfers In 72,290 115,931 31,000 31,000 - - -100.0% 0.0% Total Operating Revenue 1,135,418 1,461,137 438,905 596,000 2,841,300 6,165,690 376.7% 117.0% Operating Expenses Benefits Supplies Repair & Maintenance Supplies Small Tools Professional Services Communications Advertising Rentals Technology Services Utilities Repairs & Maintenance Services Capital -Land Other Capital Improvements Machinery & Equipment Construction Projects Transfers Out (5) - - 19,693 109,800 - - - - 18,990 174,529 - - 138,453 - 500,000 - 66,127 1,885 34,856 148,877 39,453 1,500 2,225 - - 50,613 - - - - - - - 11,000 - 425,000 32,773 - - 100 - 25,000 - - - - - - - - - 1,321,000 - - - - - - - - - - - - - - 30,000 1,635,000 35,000 - - - 46,000 160,000 200,000 325,000 - - 652,605 - 135,000 - 200,000 4,230,000 35,000 - - - - 160,000 200,000 1,703,000 - - 574,236 0.0% 0.0% 0.0% 0.0% 23.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 566.7% 158.7% 0.0% 0.0% 0.0% 0.0% -100.0% 0.0% 0.0% 424.0% 0.0% 0.0% -12.0% Total Operating Expenses 961,460 345,535 493,873 1,321,000 3,083,605 7,237,236 133.4% 134.7% Total Expenses 961,460 345,535 493,873 1,321,000 3,083,605 7,237,236 133.4% 134.7% Beginning Fund Balance Change in Fund Balance 2,895,845 173,958 3,069,803 1,115,602 4,185,405 (54,968) 4,185,405 (725,000) 4,130,437 (242,305) 3,888,132 (1,071,546) -1.3% -66.6% -5.9% 342.2% Ending Fund Balance $ 3,069,803 $ 4,185,405 $ 4,130,437 $ 3,460,405 $ 3,888,132 $ 2,816,586 12.4% -27.6% 133 General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues PR301800-311137 King County Property Tax Levy 171,247 183,848 197,905 165,000 207,800 218,190 PR301800-318340 REET 1 - First Quarter Percent 322,268 - - 150,000 500,000 500,000 PR301800-334035 State Agencies - - - - 1,876,000 3,290,000 PR301800-337704 KC Natural Res & Parks Grant - - - - 100,000 2,000,000 PR301800-361110 Investment Interest 46,330 177,512 185,000 150,000 57,500 57,500 Total Operating Revenues 539,844 361,359 382,905 465,000 2,741,300 6,065,690 PR301800-345851 Park Impact Fees 523,284 983,847 25,000 100,000 100,000 100,000 Total Capital Project Revenues 523,284 983,847 25,000 100,000 100,000 100,000 PR301800-730000 Transfer In from General Fund - 51,681 - - - - PR301801-730195 GOV Transfer In for 1% Arts 6,350 16,250 19,000 19,000 - - PR301801-734195 Util/Golf Trnsfr In 1% Arts 65,940 48,000 12,000 12,000 - - Total Transfers In 72,290 115,931 31,000 31,000 - - Total Revenues $ 1,135,418 $ 1,461,137 $ 438,905 $ 596,000 $ 2,841,300 $ 6,165,690 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 PR301800-524000 Industrial Insurance (5) - - - - - Total Personnel Benefits (5) - - - - - PR301800-531003 Operating Supplies - 63,408 - - - 135,000 PR301800-532006 Trees/Landscape Supplies - 1,885 11,000 - - - PR301800-535001 Equipment 19,693 34,856 - - 30,000 200,000 PR301801-531003 Operating Supplies - 2,719 - - - - Total Supplies 19,693 102,868 11,000 - 30,000 335,000 PR301800-541006 Consulting Services - 54,021 170:000 - 425,000 275,000 PR301800C-541006 Consulting Services - - - - 15,000 15,000 PR301800-541007 Contracted Services 56,116 58,565 180000 1,290,000 1,180,000 3,925,000 PR301800-541010 Inspection Services & Permits 719 - - - - - PR301800-541012 Translation & Interpretation - 272 - - - - PR301800-545004 Maint/Power Equipment Rental - 2,225 - - - - PR301800-546004 Online Services -Subscriptions - - 100 - - - PR301800-547000 General Utilities 18,990 - - - - - PR301800-547028 Solid Waste Disposal - - - - 46,000 - PR301800-548002 Maintenance Services - - - - 135,000 135,000 PR301800-548005 Tree/Landscape Maintenance - 39,636 25,000 - 25,000 25,000 PR301800-548008 Non -Capital Improvements 174,529 10,977 - - - - PR301801-541000 Professional Services 3,177 - - - - - PR301801-541006 Consulting Services 13,550 11,610 55,000 - - - PR301801-541007 Contracted Services 36,237 24,410 20,000 31,000 5,000 5,000 PR301801-541011 Instructors - - - - 10,000 10,000 PR301801-542004 Printing & Binding Services - 39,453 32,773 - 35,000 35,000 PR301801-544002 Marketing - 1,500 - - - - Total Services & Passthrough Pmts 303,319 242,667 482,873 1,321,000 1,876,000 4,425,000 PR3018000561000 Land - - - - 200,000 200,000 PR3018000563000 Other Improvements - - - - 325,000 1,703,000 PR3018000564000 Machinery & Equipment 138,453 - - - - - Total Capital Expenditures 138,453 - - - 525,000 1,903,000 PR301800-750000 Transfer Out to General Fund - - - - 652,605 574,236 PR301800-750306 Transfer Out to 306 500,000 - - - - - Total Transfers Out 500,000 - - - 652,605 574,236 Total Expenditures $ 961,460 $ 345,535 $ 493,873 $ 1,321,000 $ 3,083,605 $ 7,237,236 134 DEPARTMENT: N/A FUND: General Government Improvement RESPONSIBLE MANAGER: Pete Mayer FUND NUMBER: 303 POSITION: Interim Public Works Director Description: The General Government Improvement fund is used for improvements, additions, or other miscellaneous minor capital projects not provided for elsewhere in the City's budget. Projects that benefit multiple departments or functions will be given priority. 2023-24 Accomplishments • Completed Phase 1 of TCC HVAC Replacement. Strategic Goal 4 & 5 • Began Future of Work Facility Study. Strategic Goal 4 2025-26 Outcome Goals • Improve conditions of existing facilities. • Complete a City-wide facilities study to understand need for ongoing long-term facilities and maintenance needs. 2025-26 Indicators of Success • Complete roof replacement of City Hall and the Tukwila Community Center. • Initiate updates of furnishing, fixtures, and electrical across City facilities. Revenue and Expenditure Summary General Govermmnt Improvements Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue Grant Revenues - - - 1,800,000 - - -100.0% 0.0% Investment Earnings 8,603 23,042 20,000 - 1,000 1,000 0.0% 0.0% Transfers In - - - 100,000 438,000 400,000 338.0% -8.7% Total Operating Revenue 8,603 23,042 20,000 1,900,000 439,000 401,000 -76.9% -8.7% Operating Expenses Benefits Professional Services Advertising Repairs & Maintenance Services Machinery & Equipment Construction Projects Transfers Out (11) 28,300 - 104,960 - - - - - 1,530 149,185 - - - - 120,000 1,200 - - - - - 340,000 - - 1,825,000 - - - 100,000 - 438,000 - - - - - - 400,000 - - - 0.0% -70.6% 0.0% 0.0% -100.0% 0.0% 0.0% 0.0% -100.0% 0.0% -8.7% 0.0% 0.0% 0.0% Total Operating Expenses 133,249 150,716 121,200 2,165,000 538,000 400,000 -75.2% -25.7% Total Expenses 133,249 150,716 121,200 2,165,000 538,000 400,000 -75.2% -25.7% Beginning Fund Balance Change in Fund Balance 678,033 (124,647) 553,386 (127,674) 425,712 (101,200) 425,712 (265,000) 324,512 (99,000) 225,512 1,000 -23.8% -62.6% -30.5% -101.0% Ending Fund Balance $ 553,386 $ 425,712 $ 324,512 $ 160,712 $ 225,512 $ 226,512 40.3% 0.4% 135 General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues PW303300-361110 Investment Interest 8,603 23,042 20,000 - 1,000 1,000 Total Operating Revenues 8,603 23,042 20,000 - 1,000 1,000 PW303300-334035 State Agencies - - - 1,800,000 - - Total Capital Project Revenues - - - 1,800,000 - - PW303300-730000 Transfer In from General Fund - - - 100,000 438,000 400,000 Total Transfers In - - - 100,000 438,000 400,000 Total Revenues $ 8,603 $ 23,042 $ 20,000 $ 1,900,000 $ 439,000 $ 401,000 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 PW303300-524000 Industrial Insurance (11) - - - - - Total Personnel Benefits (11) - - - - - PW303300-541007 PW303300-544001 PW303300-548001 PW303300-548008 Contracted Services Legal & Public Notices Repair services Non -Capital Improvements 28,300 - 55,582 49,378 - 1,530 149,185 - 120,000 1,200 - - 340,000 - - - 100,000 - 438,000 - - - 400,000 - Total Services & Passthrough Pmts 133,260 150,716 121,200 340,000 538,000 400,000 PW303180C-564000 Machinery & Equipment - - - 1,825,000 - - Total Capital Expenditures - - - 1,825,000 - - Total Expenditures $ 133,249 $ 150,716 $ 121,200 $ 2,165,000 $ 538,000 $ 400,000 136 DEPARTMENT: N/A FUND: Firemen's Pension RESPONSIBLE MANAGER: Aaron BeMiller Description DIVISION: N/A FUND NUMBER: 611 POSITION: Finance Director This fund exists to support seven (7) firefighters who qualify for a city pension system prior to 1971. Firemen's Pension Fund Actual Budget Percent Change 2022 2023 Projected 2024 2024 2025 2026 2024-25 2025-26 Operating Revenue State Entitlements Investment Earnings 74,397 23,681 86,708 76,006 80,000 75,000 74,000 1,500 80,000 75,000 80,000 75,000 8.1% 4900.0% 0.0% 0.0% Total Operating Revenue 98,079 162,714 155,000 75,500 155,000 155,000 105.3% 0.0% Operating Expenses Benefits Professional Services 61,444 1,750 79,356 - 80,000 2,000 60,000 2,000 80,000 2,000 80,000 2,000 33.3% 0.0% 0.0% 0.0% Total Operating Expenses 63,194 79,356 82,000 62,000 82,000 82,000 32.3% 0.0% Total Expenses 63,194 79,356 82,000 62,000 82,000 82,000 32.3% 0.0% Beginning Fund Balance Change in Fund Balance 1,531,223 34,884 1,566,108 83,358 1,649,466 73,000 1,649,466 13,500 1,722,466 73,000 1,795,466 73,000 4.4% 440.7% 4.2% 0.0% Ending Fund Balance $ 1,566,108 $ 1,649,466 $ 1,722,466 $ 1,662,966 $ 1,795,466 $ 1,868,466 8.0% 4.1% General Ledger Code Details Revenues GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 Operating Revenues FN611200-336691 Fire Insurance Premium Tax 74,397 86,708 80,000 74,000 80,000 80,000 FN611200-361110 Investment Interest 23,681 76,006 75,000 1,500 75,000 75,000 Total Operating Revenues 98,079 r 162,714 P 155,000 75,500 r 155,000 155,000 Total Revenues $ 98,079 $ 162,714 $ 155,000 $ 75,500 $ 155,000 $ 155,000 Expenses GL Account Code Account Description Actual 2022 2023 Projected 2024 2024 Budget 2025 2026 FN611200-529000 Excess Retirement Benefits 61,444 79,356 80,000 60,000 80,000 80,000 Total Personnel Benefits 61,444 79,356 80,000 60,000 80,000 80,000 FN611200-541000 Professional Services FN611200-541007 Contracted Services 1,750 - - - - 2,000 - 2,000 - 2,000 - 2,000 Total Services & Passthrough Pmts 1,750 - 2,000 2,000 2,000 2,000 Total Expenditures $ 63,194 $ 79,356 $ 82,000 $ 62,000 $ 82,000 $ 82,000 137 138 {. Southrenter ♦ Transst Center + Tukwila Pond Park 4 it'H City of Tukwila Financial Sustainability Plan April 2024 Final Report ��y Financial Sustainability Committee Arta Baharmast Phillip Combs Jacob Halverson Kathy Hougardy Krysteena Mann Karin Masters Peggy McCarthy Annie McGrath Amber Meza Abdiwali Mohamed Diane Myers David Puki Verna Seal Greg Sherlock Project Team Leadership Vicky Carlsen, City of Tukwila Finance Director Laurel Humphrey, City of Tukwila Council Legislative Analyst Pete Mayer, City of Tukwila Parks and Recreation Director Marty Wine, City of Tukwila Acting City Administrator :ill BERK STRATEGY " ANALYSIS " COMMUNICATIONS 2200 Sixth Avenue, Suite 1000 Seattle, Washington 98121 P (206) 324-8760 www.berkconsulting.com "Helping Communities and Organizations Create Their Best Futures" Founded in 1988, we are an interdisciplinary strategy and analysis firm providing integrated, creative and analytically rigorous approaches to complex policy and planning decisions. Our team of strategic planners, policy and financial analysts, economists, cartographers, information designers and facilitators work together to bring new ideas, clarity, and robust frameworks to the development of analytically -based and action -oriented plans. Project Team Brian Murphy • Project Manager Katherine Goetz • Plan Lead Ariel Hsieh - Analyst FINAL REPORT APRIL 2024 140 Executive Summary Like many communities in Washington, the City of Tukwila (the City) faces an ongoing structural budget deficit and was significantly impacted by the pandemic and resulting economic slowdown. At the same time, the City strives to maintain services to the community, respond as the community's needs change, and meet external mandates. Because of recent financial challenges, the City is making a concerted effort to work toward a more financially sustainable future. Being financially sustainable means balancing the cost of programs, services, and infrastructure investments with affordable and equitable impacts to taxpayers and ratepayers. It means being able to provide community -valued programs, services, and investments over the long-term. The development of the Financial Sustainability Plan was guided by a Financial Sustainability Committee (FSC) made up of Tukwila residents, business owners, and nonprofit leaders. The Financial Sustainability Committee served in an advisory role to City staff, the Mayor, and City Council and developed recommendations after reviewing the City's financial forecast, programs and services, and community makeup. The Committee emphasized ways the City could effectively use existing resources to deliver quality City services to residents and businesses and to achieve long-term financial sustainability. The Committee's recommendations fall under the following three categories: 0 Be Good Stewards of Public Resources. Build a culture of continuous improvement and � implement approaches and tools to improve the City's efficiency and effectiveness. 0 o Invest in the Tukwila Community's Highest Priorities. Align services with community priorities o and prudently manage the tax burden on residents and businesses. 0 Invest in Tukwila's Future. Make targeted investments to achieve long-term cost savings and improved outcomes for the Tukwila community. Many municipal financial sustainability efforts focus on how to increase revenues to pay for everything a city wants to do. Another sustainability strategy is to "bend the cost curve" to ensure expenditures can align more closely with ongoing revenues. The FSC focused on opportunities to "bend the cost curve" or employ efforts to use existing resources efficiently and slow growth in costs over time. The FSC's recommendations are grounded in its sense of the Tukwila's community ability to pay. The FSC suggests that the City of Tukwila takes the following phased approach to implementing the guidance contained in this Plan. 1. Implement recommendations that advance the City's financial management, resource effectiveness, and cost containment abilities. 2. Make deeper investments in efficiency and effectiveness. 3. Over the long-term, communicate openly and honestly with the Tukwila community about demands for City services and the City's performance, including efficiency gains. Some of the recommendations would require up -front investment. The City's adopted 6-year financial plan has sufficient revenues to fund these investments. FINAL REPORT APRIL 2024 141 Working Toward a Financially Sustainable Future Developing a Financial Sustainability Plan Contents City of Tukwila Financial Sustainability Plan 1 Introduction 2 2 2 Context 4 Community Vision, Values, and Planning 5 Makeup of the Tukwila Community 6 Tukwila's Financial Condition 9 Budget History and Choices Going Forward 15 Committee Recommendations 16 Phased Implementation 21 Financial Strategy 23 Financial Forecast with Committee Recommendations 25 Conclusion and Next Steps 27 FINAL REPORT APRIL 2024 142 Introduction Working Toward a Financially Sustainable Future The City of Tukwila faces an ongoing structural budget deficit and was significantly impacted by the pandemic and resultant economic slowdown. At the same time, the City strives to maintain quality services for the Tukwila community, respond as the community's needs change, and meet external mandates. The City is making a concerted effort to work toward a more financially sustainable future. Being financially sustainable means balancing the cost of programs, services, and infrastructure investments with affordable and equitable demands on taxpayers and ratepayers. It means being able to provide community -valued programs, services, and investments over the long-term. Being financially sustainable does not necessarily mean that the process of setting a budget will be easy; there may still be choices to make about the levels of service to provide and how best to fund them. The current City budget incorporates two significant changes that present opportunities: the adoption of a new revenue stream and a significant change in service delivery. The City adopted a Business & Occupation Tax, which begins in 2024, and began paying the Puget Sound Regional Fire Authority (RFA) for service instead of having a City fire department. In 2025, Tukwila will become part of the Puget Sound Regional Fire Authority (RFA) so the City will no longer pay for fire and emergency services and no longer collect the corresponding property tax revenue. These actions — diversifying revenue sources and reducing ongoing expenditures — are important elements that can enhance the City's long-term financial sustainability. It is also important to consider that while the City no longer collects revenues for the provision of fire service, taxpayers continue to bear this cost, with payments directed towards the RFA. Developing a Financial Sustainability Plan Cities and counties across Washington are challenged to establish a financially sustainable future in the face of structural fiscal challenges. The work that went into developing this report incorporates information and perspectives unique to Tukwila in order to have a Tukwila -specific plan. The development of the Financial Sustainability Plan was guided by a Financial Sustainability Committee (FSC) made up of fourteen Tukwila residents, business owners, and nonprofit leaders. The FSC served in an advisory role to City staff, the Mayor, and City Council. The plan was developed in collaboration with City staff and supported by a consulting team. The consulting team presented contextual information to the FSC and facilitated discussions about options to enhance financial sustainability. The FSC met six times in person between November 2023 and April 2024 and discussed the following: ■ Community context. Information about Tukwila's demographics and employment profile in comparison to select peer cities. : ill FINAL REPORT APRIL 2024 2 17= City of Tukwila Financial Sustainability Plan Introduction ■ Community vision and priorities. The City's priorities as identified in adopted plans and prior public engagement conducted in 2021 in preparation for development of the next biennial budget. ■ City revenues and expenditures. Information about the City's primary revenue sources and expenditure categories with a focus on the General Fund, the City's largest and most flexible fund. ■ City programs and services. The City's programs, services, and departmental priorities. The FSC indicated which should be a high priority and which should be a lower priority. ■ Financial impact of recommendations. The estimated financial impact of preliminary FSC recommendations based on the City's adopted financial forecast. ■ Recommendations for long-term financial sustainability. Draft guidance based on discussions among the FSC and recommendations from individual members. The FSC then finalized recommendations for the City, which are described in Committee Recommendations. A separate Technical Appendix provides the full suite of information that was shared with the Committee for discussion. :ill 144 FINAL REPORT APRIL 2024 3 Context This section presents context that is essential to understanding Tukwila's financial position and the opportunities and challenges it faces in seeking to achieve fiscal sustainability, including: • Community Vision, Values, and Planning • Makeup of the Tukwila Community • Tukwila's Financial Condition • Budget History and Choices Going Forward :ill FINAL REPORT APRIL 2024 4 1n.= City of Tukwila Financial Sustainability Plan Context Community Vision, Values, and Planning The following planning documents were informed by significant community engagement and have been adopted by Council. They serve as foundational guidance for City efforts and informed the development of this Financial Sustainability Plan. • Strategic Plan • Comprehensive Plan ■ Parks, Recreation, and Open Space Plan ■ Economic Development Strategy ■ Resolution 1921: Tukwila's Equity Policy Common themes across these guiding documents describe the Tukwila community's desire for: • Great neighborhoods and quality public spaces. ■ A vibrant and diverse economy. ■ A positive community identity. • Opportunity for all Tukwila residents. From the City of Tukwila Strategic Plan 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. :ill 146 FINAL REPORT APRIL 2024 5 City of Tukwila Financial Sustainability Plan Context Makeup of the Tukwila Community The demographics of the Tukwila community had a significant impact on the recommendations of the Financial Sustainability Committee. Several of these recommendations remind policy makers and staff to be mindful of the Tukwila community's particular service needs and to ensure that City services and facilities are designed with the Tukwila community in mind. Compared to King County, a higher proportion of the Tukwila population are Black or African American, American Indian and Alaska Native, Asian, Native Hawaiian and Other Pacific Islander, and some other race (Exhibit 1). Almost 20% of the Tukwila population identifies as Hispanic or Latino, which is nearly double the King County average (Exhibit 2). Tukwila has a larger share of renter -occupied households than peer cities and King County as a whole (Exhibit 3). Tukwila has a higher share of low-income households than King County, particularly among renters (Exhibit 4). Tukwila residents identify as less healthy than residents in King County and Washington State (Exhibit 5). Exhibit 1: Racial Composition of Tukwila and King County, 2021 13% 19% 33% Tukwila 9% 4% 6% 61% King County ■ Two or more races ■ Some other race alone ■ Native Hawaiian and Other Pacific Islander alone Asian alone ■ American Indian and Alaska Native alone ■ Black or African American alone White alone Note: Labels are suppressed for shares under 1 %. Source: US Census Bureau, 2017-2021 American Community Survey 5-Year Estimates; BERK, 2023. AI FINAL REPORT APRIL 2024 6 14! City of Tukwila Financial Sustainability Plan Context Exhibit 2: Hispanic or Latino Composition of Tukwila and King County, 2021 82% Tukwila 90% King County Hispanic or Latino • Not Hispanic or Latino Source: US Census Bureau, 2017-2021 American Community Survey 5-Year Estimates; BERK, 2023. Exhibit 3: Renter and Owner -Occupied Households, Tukwila, Peer Cities, and King County, 2020 Renter -occupied • Owner -occupied (no mortgage) • Owner -occupied (with mortgage) 61% 25% 45% 38% 45% 39% 47% 37% 51% 32% 44 Tukwila Burien Kent Renton SeaTac King County Source: US HUD Comprehensive Housing Affordability Strategy (CHAS) data, 2016-2020; BERK, 2023. 148 FINAL REPORT APRIL 2024 7 City of Tukwila Financial Sustainability Plan Context Exhibit 4: Renter Households by Median Family Income, Tukwila, Peer Cities, and King County, 2020 21% 15% 13% 27% Tukwila w 10% 25% 20% 12% 14% 24 28 16% 18% 17% 9% 20% 20% 22% 11% 18% 27% 39° 11% 14% 15% Burien Kent Renton Lynnwood SeaTac King County ■ Above Median Income (>100%) Moderate Income (80-100%) Low -Income (50-80%) Very Low -Income (30-50%) ■ Extremely Low -Income (<30% MFI) Note: Median family income refers to the HUD Area Median Family Income for the Seattle -Tacoma -Bellevue Metropolitan Statistical Area, which is adjusted based on household size. Source: US HUD Comprehensive Housing Affordability Strategy (CHAS) data, 2016-2020; BERK, 2023. Exhibit 5: Select Community Health Indicators, Tukwila, King County, and Washington State, 2021 40 35 30 25 20 15 10 5 0 Fair or poor Frequent Unhealthy days Unhealthy days Disability (%) No primary Uninsured age health (°I°) mental distress (18+) (days) (65+) (days) care provider 18-64 (%) (%) (° ) ■ SeaTac/Tukwila ■ King County ■ Washington State Source: Public Health — Seattle & King County, City Profile Data, 2021; BERK, 2023. :11 FINAL REPORT APRIL 2024 8 17= City of Tukwila Financial Sustainability Plan Context Tukwila's Financial Condition Tukwila has significant assets and real challenges to fiscal sustainability, some of which are common to local governments in Washington, and some of which are unique to Tukwila. The following forces are explained on the following pages: • Inflation is Outpacing Growth of Core Revenues • Demand for City Services is Increasing • Tukwila's Role in the Regional Economy Comes with Benefits and Challenges Inflation is Outpacing Growth of Core Revenues One factor that impacts every city and county in Washington is the limit on annual property tax growth. In Washington, a jurisdiction's property tax revenues can only increase by 1 % annually, unless the public votes for a greater increase (a levy lid lift)1. A city's baseline expenditures typically grow more than 1% annually due to inflation, creating a structural funding gap as shown at right. If the community requests additional services, this can increase costs even more. When property tax comprises a large share of a city's ongoing revenues, which it does in Tukwila, it contributes to a growing gap between revenues and expenses. New construction is not subject to the 1 % limit on the total property tax a city can collect, so taxes levied on new construction provide a one-year bump to property tax revenue. This creates a financial incentive for cities to grow. While this growth provides additional revenue, in property tax revenue and other revenues associated with construction and future uses of the property, it creates an additional service need for a city as well. More residents and/or employees mean greater use of infrastructure like the road network and services like permitting or law enforcement. Illustration of Structural Funding Gap Created by Property Tax Cap Funding gaps Year 1 Year 2 Year 3 Year 4 Year 5 • Property Tax (1% annual growth) • Expenditures (3%annual growth) The regional labor market is putting pressure on employee costs, which comprise a large share of city budgets. Most services that the City provides to Tukwila residents, businesses, and visitors are labor- intensive and the City spends the largest percentage of General Fund expenditures on salaries and benefits. As cities in the region compete for new employees and seek to retain current employees, many are increasing wages. Tukwila's employee compensation is guided by a City Council -adopted compensation policy and philosophy. The policy states that the City will seek to set salaries at the market average for non -represented positions and at a "competitive" level for represented employees. Other costs of providing existing services are increasing. This will impact the City's ability to provide the same level of services over time. Some costs are outside of a department's control, such as the impact of inflation on supplies or services or participation in mandated training. The City has also made significant investments in infrastructure and systems. These investments need ongoing operational support. This is the result of Legislative action following the passage of Initiative 747 in 2001. 150 111 FINAL REPORT APRIL 2024 9 City of Tukwila Financial Sustainability Plan Context Exhibit 6 and Exhibit 7 show Tukwila's ongoing revenues and expenditures compared to the annual Consumer Price Index for Urban consumers (CPI-U) for Seattle -Tacoma -Bellevue. In these exhibits, the revenue and expenditures associated with fire and emergency medical services have been taken out to provide consistent information over time. Prior to 2023, the City had a Fire Department. In 2023 and 2024, the City is paying the Puget Sound Regional Fire Authority (RFA) for service as it transitions to Tukwila receiving service directly from the RFA in 2025. Exhibit 6 shows that ongoing revenue growth has on average been lower with inflation. Over half of Tukwila's ongoing revenue comes from property tax and sales tax. Property tax grows more slowly than inflation, as mentioned above, and sales tax is subject to economic conditions, which have been unusually volatile due to the pandemic. Exhibit 7 shows that ongoing expenditure growth has on average been in line with inflation. Exhibit 6: Tukwila's Ongoing Revenues and Annual CPI-U, 2016-2028 t 580,000,000 450 o Revenue impact 570,000,000 ] 400 560,000,000 550,000,000 $40,000,000 530,000,000 520,000,000 510,000,000 350 300 250 200 150 100 50 50 0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Revenues w/o Fire Annual CPI-U --- Linear (Revenues w/o Fire) ' - Linear (Annual CPI-U) Annual CPI-U Note: Ongoing revenues to support Fire and EMS services have been removed to allow for easier comparison between the periods before and after annexation into the Regional Fire Authority. Sources: City of Tukwila budgets; Bureau of Labor Statistics, 2024; BERK, 2024. :ill FINAL REPORT APRIL 2024 10 Th.I City of Tukwila Financial Sustainability Plan Context Exhibit 7: Tukwila's Ongoing Expenditures and Annual CPI-U, 2016-2028 t S80,000,000 0 a $70,000,000 560,000,000 $50,000,000 540,000,000 530,000,000 $20,000,000 510,000,000 S0 2016 2017 2018 2014 2020 2021 2022 2023 2024 2025 2026 2027 2028 Expenditures w/o Fire Annual CPI-U — Linear {Expenditures w/o Fire) — — — Linear (Annual CPI-U) 450 400 350 300 250 20❑ 15❑ 100 50 0 Annual CPI-U Note: Ongoing expenditures to support Fire and EMS services have been removed to allow for easier comparison between the periods before and after annexation into the Regional Fire Authority. Sources: City of Tukwila budgets; Bureau of Labor Statistics, 2024; BERK, 2024. Demand for City Services is Increasing While the impacts of the property tax cap and inflation as described above make it difficult for Tukwila to retain current service levels, several factors are contributing to an increase in demand for City services. The Tukwila community benefits from a high level of service. The City has various social service needs. There are many new residents, including refugees and people seeking asylum. The consumers of City services may need individualized support. City staffing levels are higher than the size of the residential population would require; departments must have staff to support the high number of daytime visitors. Tukwila must plan for additional residents and jobs over the next 20 years. Based on state law and the region's plan for growth, the City must plan for 13,000 (58%) more residents and 17,000 (38%) additional jobs by 2044 (Exhibit 8 and Exhibit 9). This growth will impact staff workload and will increase demands on the City's infrastructure. 152 FINAL REPORT APRIL 2024 11 City of Tukwila Financial Sustainability Plan Context Exhibit 8: Tukwila Historical and Projected Residential Population, 1990-2044 a 40,000 o `a a 35,000 a o 30,000 25,000 20,000 15,000 10,000 5,000 2023 population: 22,780 2044 target: 36,005 (+2.2% per year) ,A 0 1990 1995 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 Year Sources: Washington Office of Financial Management, 2023; Puget Sound Regional Council, 2023. Exhibit 9: Covered Employment in Tukwila, 2000-2045 Covered Employment 70,000 60,000 50,000 40,000 30,000 20,000 10,000 2022 employment: 45,825 2044 target: 63,074 (+1.5% per year) ---0 0 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 Year Note: Covered employment refers to jobs "covered" under the state's Unemployment Insurance Program and constitutes 85- 90% of total employment. Source: PSRC Covered Employment, 2023; King County, 2023. Population and employment growth are drivers of staff workload and will increase demands on the City's infrastructure and services. As the City grows in residential population and employment, it will likely implement new projects and add new employees, which adds to the workload of internal service departments. With more residents, jobs, and daytime visitors, some departments will need to add staff to provide the same level of service. :ill FINAL REPORT APRIL 2024 12 City of Tukwila Financial Sustainability Plan Context Total City staffing per 1,000 residents has decreased slightly since 2016, during which time the City's population has continued to grow. While City staffing does not have to track with population, population tends to be a driver of demand for services. Tukwila Population and Full-time Equivalent Positions per 1,000 Residents, 2016-2023 Tukwila Population 25,000 16.0 15,000 10,000 5,000 0 2016 2017 2018 2019 2020 2021 2022 2023 Tukwila Population — — — FTEs per 1,000 residents (without Fire) 14.0 12.0 10.0 8.0 6.0 4.0 2.0 0.0 FTEs per 1,000 residents, without Fire Sources: City of Tukwila budgets; Washington Office of Financial Management, 2024; BERK, 2024. Tukwila's Role in the Regional Economy Comes with Benefits and Challenges Tukwila has an outsized commercial sector that includes a regional retail center and a large regional employment base. While most Tukwila businesses have 100 or fewer employees, Tukwila is also a regional shopping destination with Southcenter Mall and significant adjacent retail that draws shoppers into the community. Tukwila is also a regional employment center with approximately 45,800 jobs, or 2.03 jobs for every resident. Most jobs are in the service, retail, and manufacturing sectors and most workers commute from outside the City. Jobs in Tukwila are projected to grow over the next two decades. Tukwila sees approximately 150,000 daytime non-residents who commute in for shopping and employment. This increases the demand for public services and increases City revenues, as described in the following section. :ill 154 FINAL REPORT APRIL 2024 13 City of Tukwila Financial Sustainability Plan Context Tukwila's strong commercial sector provides a financial benefit for the City, but also brings significant costs. Over 25% of Tukwila's General Fund revenues are from sales taxes. With the Southcenter Mall, a majority of Tukwila's taxable retail sales are attributed to consumer shopping. Having a strong commercial sector and associated sales tax revenue means Tukwila is not as reliant on property tax revenue as many other cities, but the commercial sector has an impact on costs as well. The Police Department is one department that tracks data based on location. The Department found that of police case reports that we know are for either business or residential properties, approximately 82% are associated with business. The cost to provide services to residents and businesses is difficult to measure for all City services as departments may not track their workload data by location or customer type. Going forward, the FSC recommends the City better track and communicate key performance indicators, including measures of demand for City services. By estimating the share of City revenues generated by residential and commercial properties, we found that Tukwila's residential population contributes approximately 18% of total revenues and the commercial sector contributes approximately 82%, as shown in Exhibit 10. This split aligns with the Police Department case report data. In this analysis, property tax and utility taxes are split based on the current share of property tax revenue generated by each sector, which is 67% from commercial properties and 33% from residential properties. Sales tax is split based on the share of residents and share of estimated daytime visitors, assuming 22,780 residents and 150,000 daytime visitors. B&O tax, business license fee revenue, and gambling/admission taxes are attributed all to commercial sources. Exhibit 10: Tukwila Major General Fund Revenues and Residential/Commercial Split, 2023 Property Tax Sales B&O Business Utility Gambling/ Share of Tax Tax License Taxes Admissions Total Fees Taxes 2023 Budget $17,682,000 $20,378,000 $3,000,000 $3,230,000 Residential $5,835,000 $2,687,000 $4,300,000 $5,516,000 $1,419,000 Commercial $11,847,000 $17,691,000 $3,000,000 $3,230,000 $2,881,000 $5,516,000 18% 82% Notes: Amounts have been rounded to the nearest $1,000. Source: City of Tukwila, 2023; BERK 2024. AI FINAL REPORT APRIL 2024 14 1 City of Tukwila Financial Sustainability Plan Context Budget History and Chokes Going Forward Before 2020, the City balanced its budget and aligned expenditures with available revenues. Ongoing revenues have grown more slowly than expenditures, putting the City's budget in a structural deficit. With a structural deficit, cities must make choices about the level of service it provides to its community that align with available revenues. In 2020, Tukwila was hit hard by the pandemic. Total General Fund revenues declined by 7% in 2020, as retail establishments closed, and many people moved their shopping online. This structural deficit required reduced service levels that aligned with what the lower revenues could support. Luckily, Tukwila and other cities received federal American Rescue Plan Act (ARPA) funds to offset the loss of local revenue and support greater service needs for the community. From 2021 to 2024, the City used one-time federal revenues to reinstate key positions and restore some services, however, this funding will lapse at the end of 2024, which means Tukwila must identify alternative revenue sources going forward. The City adopted a new Business & Occupation tax, to begin in 2024, to fully fund the Police Department. This new revenue source also further diversifies the City's revenue streams. The City will annex into the Puget Sound Regional Fire Authority in 2025, which will reduce a large expenditure for the City and create flexibility in the City's general property tax levy capacity. The City's adopted 6-year General Fund Financial Plan assumes use of about half of the property tax capacity created with annexation into the RFA, starting in 2025. This revenue will continue funding services that were restored in the 2023-2024 budget and fund all remaining services that were reduced during the pandemic. Exhibit 11 shows the City's revenues and expenditures over time and highlights the use of one-time revenues and potential property tax capacity in 2025-2028. Exhibit 11: Tukwila Revenues and Expenditures and Annual CPI-U, 2016-2028 $80,000,000 S70,000,000 S60,000,000 $50,000,000 $40,000.000 $30,000,000 $20,000,000 $10,000,000 50 2016 2017 2018 2019 2020 2021 2022 1 2023 Revenues wfo Fire One•time federal revenues =Proposed property tax capacity -Expenditures w!o Fire 2027 2028 Annual CPI•ll (Seattle -Tacoma -Bellevue) Note: Ongoing revenues and expenditures to support Fire and EMS services have been removed to allow for easier comparison between the periods before and after annexation into the Regional Fire Authority. Sources: City of Tukwila budgets; Bureau of Labor Statistics, 2024; BERK, 2024. 450 400u 350 300 250 200 150 - 100 50 0 156 FINAL REPORT APRIL 2024 15 Committee Recommendations The Financial Sustainability Committee developed the following recommendations after reviewing the City's financial forecast, programs and services, and community makeup. The Committee emphasized ways the City could effectively use existing resources to deliver quality City services to residents and businesses and to achieve long-term financial sustainability. The Committee's recommendations are organized in three categories: ® 1. Be Good Stewards of Public Resources. Build a culture of continuous improvement and implement approaches and tools to improve the City's efficiency and effectiveness2. 0 0 2. Invest in the Tukwila Community's Highest Priorities. Align services with community 0 0 priorities and prudently manage the tax burden on residents and businesses. 3. Invest in Tukwila's Future. Make targeted investments to achieve long-term cost savings and improved outcomes for the Tukwila community. Each of these areas of focus are described in more detail on the following pages. A dollar sign ($) is used to designate strategies that will require investment of City resources to implement and the Committee's recommendations for phased implementation are presented on page 21. 2 "Investment" icon by Mahmure Alp from https://thenounproject.com/icon/investment-1033156/ :111 FINAL REPORT APRIL 2024 City of Tukwila Financial Sustainability Plan Committee Recommendations a1. Be Good Stewards of Public Resources a. Build a culture and City processes that focus on quality and continuous improvement. • Instill a dedication to public service that centers resource stewardship and the provision of high -quality services to Tukwila residents and businesses. This could include recognition or performance awards for staff who identify ways to enhance effectiveness, reduce costs, enhance revenue, or otherwise advance the City's goals. • Implement comprehensive continuous improvement and quality control efforts. Use consultants and internal expertise to systematically refine service delivery by streamlining processes, reducing waste, and maximizing customer benefits. This could include increasing procurement limits and reducing the number of approval steps. $ • Conduct rolling performance audits of large or impactful programs. Review programs to identify opportunities for achieving greater efficiency and effectiveness. Use independent consultants to conduct performance audits in key programmatic areas. $ • Track program -specific key performance indicators (KPIs) to capture demands for service and program performance. Use this information to report on the City's ability to meet community needs and its resource efficiency (costs for service delivery) over time. b. Implement efficient and effective service delivery models. • Identify opportunities to increase staff productivity. Enhance systems for performance management and accountability. Consider opportunities to shift positions to meet needs and dedicate time to cross -training to help staff meet workload demands with existing resources. Conduct a review of the City's remote -work policies and practices. • Ensure leaders have the skills and capacity they need to manage staff effectively. Also identify opportunities to establish "working manager" roles where managers provide service delivery capacity as well as supervising others' work. • Be smart about the use of consultants. Seek the most efficient and effective balance of staff capacity and costs, consultant costs, and aggressiveness of the City's work plan. Leverage consultant contracts to build durable tools and enhance staff capacity. Review consultant engagements to identify lessons learned. c. Carefully manage City staff: Tukwila's greatest asset and most significant expenditure. • Conduct a third -party review of the City's employment positions, salaries, and benefits to ensure the City has an optimal staffing structure given the service needs of the Tukwila community. Thereafter, continue to conduct total cost of compensation studies on a regular basis. Use robust vetting process and place new hires at appropriate paygrade and position level. $ • Streamline management staffing capacity with the transition of fire services to the Puget Sound Regional Fire Authority. Take advantage of this reduction in City staff numbers and management complexity by looking for opportunities to more fully use or consolidate existing executive level staff. :ill 158 FINAL REPORT APRIL 2024 17 City of Tukwila Financial Sustainability Plan Committee Recommendations • Explore creative opportunities for efficient staffing within the bounds of labor agreements. This could include deploying non -uniform personnel to deliver some appropriate public safety services, redeploying seasonal employees during periods of low demand to other work areas, contracting, and considering tiered employment positions and apprenticeships that allow new employees to gain knowledge and experience. This may attract younger Tukwila residents to apply. The City could raise awareness of job openings among high school students and others via Tukwila media, social media, and community networks. • Include consideration of non -salary benefits (insurance, pensions, paid time off, etc.) when benchmarking staff compensation. Recognize that compensation will vary by jurisdiction and choose benchmark cities appropriately. d. Closely manage the City's capital investments and assets. • Make capital investments that provide the best return on investment for the community. Consider the City's ability to pay for ongoing maintenance and capital replacement needs when considering potential new capital investments. • Calibrate the design of new facilities to a Tukwila -appropriate standard. Invest appropriately by considering design, amenities, and likely future use by the community. Focus on the fit, form, and function and be practical and efficient with the programming of a facility. Involve those who will use a facility in the design process. • Avoid cost overruns in future capital investments by implementing strong project management tools and practices. Seek to use experienced capital project managers to ensure projects remain within budget. $ e. Review the City's reserve policy. List specific events for which the City's reserve funds will be used and give guidance on how much should be used. In future economic downturns, consider using reserves to supplement essential public services rather than reducing services. f. Proactively and transparently share information about the City's financial health and intended financial strategies to build trust with the Tukwila community. • Transparently communicate the City's performance and financial needs and strategies in the face of inflation and changes in demands for service. The KPIs generated in 1 a. should be incorporated in this reporting. • Continue to publish full quarterly financial reports of all funds. This will provide the community with valuable information without their need to submit a Public Records Request. • Provide regular reporting on implementation of this study's recommendations as described in the Implementation section below. .111 FINAL REPORT APRIL 2024 18 City of Tukwila Financial Sustainability Plan Committee Recommendations 71 0 2. Invest in the Tukwila Community's Highest Priorities a. Use a lens of the expected return on investment for the Tukwila community to evaluate City service and capital expenditures. Tukwila's population is younger, more mobile, more diverse, lower income, and less healthy than King County overall. Consider Tukwila's unique community makeup when prioritizing and tailoring City services and capital investments, recognizing that return on investment may not always be quantifiable. ■ Regularly conduct a statistically valid survey of Tukwila residents and businesses to determine needs and priorities. Ensure this survey accurately reflects Tukwila's cultural and linguistic diversity. Use this information in budget setting and service design. $ ■ Prioritize investments in 1) public safety and 2) maintaining existing assets. See 3) Invest in Tukwila's Future, below. • Use the City's established Priority -Based Budgeting process to direct resources to programs and services that best meet community needs. b. Balance service needs and the use of property tax capacity in the next budget cycle. Use surveys of residents and businesses to evaluate the community's priorities and service level expectations. Be transparent with the community about what level of service can be provided. Consider the net burden when setting policy for property tax levels and other tax or rate adjustments, seeking to balance revenue generation needed to provide quality City services with maintaining affordability for lower income households and smaller businesses. c. Provide excellent customer service to Tukwila residents and businesses. $ • Reduce silos across City departments to enhance customer service and efficiency of service delivery. ■ Evaluate cost-effective ways community members can access in -person and online services, such as kiosks at other City facilities or expanded operating hours at City Hall. • Use tools such as See -Click -Fix to effectively monitor and respond to community requests or needs. Analyze the data received to identify and proactively address trends and patterns. Assess community satisfaction of service delivered. :ill FINAL REPORT APRIL 2024 160 City of Tukwila Financial Sustainability Plan Committee Recommendations OY 3. Invest in Tukwila's Future a. Plan for future land uses that will strengthen the City's fiscal position and the sustainability of high -quality City services. Increase growth and development in a targeted way to create new revenue and create future revenue streams. b. Encourage business growth and investment in the Tukwila economy. Foster opportunities for business and take care of established businesses to create a healthy economy, which will ultimately generate revenues for the City. $ ■ Fund the City's economic development function and implement the City's Economic Development Strategy. Share progress on the implementation of the Economic Development Strategy. ■ Leverage economic development strategies such as the Multifamily Tax Exemption, Tax Increment Financing, and other tools. ■ Maintain competitiveness in taxes and fees with neighboring jurisdictions. Consider having either the B&O tax or the business license fee, not both. $ c. Involve the community in defining Tukwila's approach to public safety. Safety is an essential human need and "public safety" will typically rate very highly in community priority surveys, but a more nuanced understanding is needed to clarify what we mean by the term and what kinds of investments we'll make to enhance public safety, including consideration of preventative and reactive policing, as well as investments in recreation programming for youth, considering public safety in land use planning and development, and investments in maintaining and enhancing physical infrastructure. $ d. Invest in the City's existing assets: Tukwila's staff and infrastructure. Embrace an understanding that we make the most efficient use of existing resources and avoid long-term costs by investing in our people and maintaining physical assets in a state of good repair. $ • Invest in retaining quality staff, which is less expensive than the cost of turnover and provides more consistent, high -quality services for residents. Retention efforts should be balanced with clear performance requirements and recognition that a healthy level of turnover should be seen as an opportunity to enhance the City's skilled staff and bring its compensation structure into line. • Develop a plan and asset management model for the City's assets. Develop a lifecycle replacement plan for City facilities and systems. Assess the City's properties and identify their best use. Sell properties with no future City use identified. Maintain street and sidewalk infrastructure in a state of good repair to avoid more expensive long-term costs. e. Invest in the City's expertise and capacity in functions that are critical for financial sustainability. $ ■ Strengthen the City's financial management, human resources management, and capital project management. • Strengthen grant administration to enhance service delivery via grant awards. Opportunity areas include infrastructure, parks and recreation, and public safety. :ill FINAL REPORT APRIL 2024 20 1'6"1 Phased Implementation The Committee suggests that the City of Tukwila takes the following phased approach to implementing the guidance contained in this Plan. First, implement recommendations that advance the City's financial management, resource effectiveness, and cost containment abilities. Specific recommendations that fall in this immediate call to action include: 1 a. Build a culture and City processes that focus on quality and continuous improvement. 1 f. Proactively and transparently share information about the City's financial status. 2a. Use a lens of the expected return on investment for the Tukwila community to evaluate City service and capital expenditures. 2b. Balance service needs and the use of property tax capacity in the next budget cycle. 3e. Invest in the City's expertise and capacity in functions that are critical for financial sustainability. Second, make deeper investments in efficiency and effectiveness. Related recommendations include: 1 b. Implement efficient and effective service delivery models. 1 c. Carefully manage City staff: Tukwila's greatest asset and most significant expenditure. 1 d. Closely manage the City's capital investments and assets. 1 e. Review the City's reserve policy. 2c. Provide excellent customer service to Tukwila residents and businesses. 3a. Plan for future land uses that will strengthen the City's fiscal position and the sustainability of high - quality City services. 3b. Encourage business growth and investment in the Tukwila economy. 3c. Involve the community in defining Tukwila's approach to public safety. 3d. Invest in the City's existing assets: Tukwila's staff and infrastructure. Over the long-term, communicate openly and honestly with the Tukwila community about demands for City services and the City's performance, including efficiency gains. Several strategies described in the preceding section are designed to position the City in a trusted relationship with the community it serves and is dependent on for revenues. By tracking program -specific key performance indicators, capturing demands for service and program performance (Strategy 1 a) and proactively and transparently sharing information about the City's financial health and financial strategies (Strategy 1 c), the City will be seen as a trusted steward of public resources and as a provider of services that are essential to the well-being and prosperity of the whole Tukwila community. Both residential and commercial tax payors will be more informed and more open to conversations about City services and revenue requirements. 162 FINAL REPORT APRIL 2024 21 City of Tukwila Financial Sustainability Plan Phased Implementation Over time, inflation, increasing demand for services, and other factors will erode the City's ability to provide the desired services to the Tukwila community. At this point, the City may reconstitute a Financial Sustainability Committee or otherwise strategize for how to engage tax payors in discussion about their willingness to pay for desired service levels. The City's efforts to achieve cost efficiencies and transparently communicate with its community will have placed it in a trusted position to engage in this conversation and potentially ask for additional resources. :ill FINAL REPORT APRIL 2024 22 1'bi Financial Strategy The Financial Sustainability Committee emphasized ways the City could effectively use existing resources to deliver quality City services to residents and businesses and to achieve long-term financial sustainability. The Committee did not explore options for additional revenue beyond what is in the City's adopted 6-year Financial Plan and does not recommend adopting new revenue tools at this time. Many financial sustainability efforts focus on how to increase revenues to pay for everything a city wants to do. But revenue is one side of the equation. Cost is the other side of the equation, and another sustainability strategy is to "bend the cost curve" to ensure expenditures can align more closely with ongoing revenues. The FSC focused on opportunities to "bend the cost curve" or employ efforts to use existing resources efficiently and slow growth in costs over time. The FSC's recommendations are grounded by the Tukwila community's ability to pay. The FSC reviewed the City's adopted 6-year Financial Plan and its assumptions, which include the continuation of the B&O tax and use of about half of the property tax capacity created with annexation into the RFA. This property tax revenue will continue funding services that were restored in the 2023- 2024 budget and fund all remaining services that were reduced during the pandemic. The FSC considered the net impact of: ■ City property taxes. These were assumed at the levy rate of $1.1 2 per $1,000 of assessed value in 2025 as assumed in the adopted Financial Plan. ■ City's utility fees. The City is conducting a utility rate study which has identified revenue needs for City -owned utilities based on required capital and operating investments. Estimated future rates for example residential and commercial customers were provided to see the total estimated impact. This analysis assumes that the existing rate structure for residential and commercial customers would be maintained. This policy choice will be evaluated by the City Council in the near future. ■ The RFA's property taxes and fire benefit charge. The results of exploratory analysis are shown in Exhibit 12 for residents and Exhibit 13 for a variety of example business types. Both exhibits show that while taxes related to the City's property tax will go down, overall payments, inclusive of City property taxes and utility fees, as well as the RFA's property taxes and fire benefits charge, will go up. This generated concern among some Committee members recognizing the financial challenges this may create for some. This balance of service delivery/revenue requirements and tax burden will continue to be a challenge for Tukwila and other communities. The FSC's suggestions related to future revenues are to: ■ Maintain competitiveness in taxes and fees with neighboring jurisdictions as additional investment in Tukwila's economy will generate Tong -term financial returns and supplement revenues generated from the residential community. :ill 164 FINAL REPORT APRIL 2024 23 City of Tukwila Financial Sustainability Plan Financial Strategy ■ Consider the net burden when setting policy for property tax levels and other tax or rate adjustments, seeking to balance revenue generation needed to provide quality City services with maintaining affordability for lower -income households and smaller businesses. Exhibit 12: Estimated Annual Tax and Utility Fee Impact on Average Residential Property Year RFA - annual City - annual City - annual RFA - annual Fire Benefit Annual property tax utility fees property tax Charge Total 2024 $1,225 $1,236 Not applicable Not applicable 2025 Increase (Decrease) $715 ($510) $1,320 $84 $459 $459 $290 $290 $2,461 $2,784 $323 Notes: The 2023 median residential assessed value is $510,000. The square footage of this example property is 2,060. Utility fees reflect winter rates for water, sewer, and surface water. Sources: City of Tukwila 2023; King County Assessor, 2024; BERK 2024; FCS Group, 2024. Exhibit 13: Estimated Annual Tax and Utility Fee Impact on Example Businesses City - RFA - City - City - annual RFA - annual Fire Type of annual annual business annual Benefit Annual Business Year property tax utility fees charges property tax Charge Total Small retail 2024 2025 $649 $379 $ 2,364 $2,508 Increase (Decrease) ($270) $144 Not $448 applicable $448 so $243 Not applicable $295 $3,461 $3,873 $243 $295 $412 Large retail 2024 $51,457 ............................................................................................ 2025 $30,034 Increase (Decrease) ($21,423) $1,836 Not applicable $19,281 Not applicable $125,923 $22,338 $147,955 $0 $19,281 $22,338 $22,032 Restaurant 2024 $5,349 ........................................................................................... 2025 $3,122 Increase (Decrease) ($2,227) $1,404 Not $7,936 applicable $7,936 $ 2,004 Not applicable $1,298 $0 $2,004 $1,298 $2,479 Note: Utility fees reflect winter rates for water, sewer, and surface water. The example small retail property is approximately 1,500 square feet; the example large retail property is approximately 150,000 square feet; the example restaurant property is approximately 8,800 square feet. Sources: City of Tukwila 2023; King County Assessor, 2024; BERK 2024; FCS Group, 2024. :ill FINAL REPORT APRIL 2024 24 1b'O City of Tukwila Financial Sustainability Plan Financial Strategy Financial Forecast with Committee Recommendations The financial forecast that incorporates the FSC's recommendations is shown in Exhibit 14 and Exhibit 15. Revenues in the financial forecast are sufficient to fund the FSC's recommendations. The forecast includes the following expenditure assumptions tied to Committee recommendations: ® 1. Be Good Stewards of Public Resources 1 a. Use of performance audits and continuous improvement to achieve efficiency and effectiveness in the City's operations. There may be an initial cost to conduct audits or train staff on process improvement. 1 b. Workforce development initiatives (performance management, leadership development, recruitment, and retention). There may be an initial cost to implement a performance management system or other tools to support staff development. 1 c. A third -party review of the City's employment positions, salaries, and benefits. The City currently conducts a third -party compensation study; expanding the scope of this study may increase the cost. 1 d. Implementation of strong project management tools and practices. There may be an initial cost to adopt software tools or training. i 0 2. Invest in the Tukwila Community's Highest Priorities to 2a. Prioritization of investments in 1) public safety; and 2) maintaining existing assets. This recommendation may increase costs or redirect existing resources to these priorities. 2a. Funding for a statistically valid survey (planned in 2024 using budgeted funds). 2c. Funding for the City's SeeClickFix program (currently funded with federal funds, $17,500) 2c. Funding for document scanning in the City Clerk's Office ($10,000). 2c. Restoration of City Hall operating hours (no additional cost). 3. Invest in Tukwila's Future 3d. Funding to support capital asset management and maintenance of existing assets (1-2 FTEs, $120,000-$240,000). 3e. Funding for citywide grant application and administration. (1-1.5 FTEs, $90,000- $1 35,000). Additional grant revenue to support capital projects is not shown in the General Fund financial forecast but will increase capacity in the Capital Projects Fund. :ill 166 FINAL REPORT APRIL 2024 25 City of Tukwila Financial Sustainability Plan Financial Strategy Exhibit 14. Projected Revenues and Expenditures with Recommendations, 2023-2028 $ 80,000,000 $75,000,000 $70,000,000 $65,000,000 $60,000,000 $ 55,000,000 $50,000,000 $45,000,000 $40,000,000 2023 2024 2025 2026 202- 2028 Revenues Expenditures -Adopted — — ^ Expenditures-CommitteE Source: City of Tukwila, 2023; BERK 2024. Exhibit 15. Projected Revenues and Expenditures with Recommendations, 2025-2028 Category Projected Projected Projected Projected 2025 • 2027 $66,814,000 $68,258,000 $69,792,000 $71,551,000 .............................................................................................................................................................................................................................................................................. $66,733,000 $68,107,000 $69,428,000 $70,784,000 .............................................................................................................................................................................................................................................................................. $81,000 $151,000 $364,000 $767,000 Note: Amounts have been rounded to the nearest $1,000. The expenditures represent the higher end of the range of costs. Source: City of Tukwila, 2023; BERK 2024. 111 FINAL REPORT APRIL 2024 Conclusion and Next Steps This plan can be a tool the City Council can use to inform policy setting and budget development for the upcoming budget cycle and in future cycles. The plan's guidance can be used as a framework for upcoming City Council discussions about budget priorities and the use of revenue tools. The City Council has choices ahead of it that are discussed in this plan, such as setting tax rates and utility rates. The plan can also inform ongoing operations and decision -making at the City staff level. The Committee's recommendations include some specific tactics for the City to consider implementing in the next budget or future budgets. This plan represents the input from an engaged community and a committed staff team. The Financial Sustainability Committee members and others in the community can continue to be partners in addressing Tukwila's fiscal challenges. One of the plan's recommendations is to provide regular reporting on implementation. As mentioned in the Implementation section, the City's efforts to achieve cost efficiencies and transparently communicate with its community will place it in a trusted position to have conversations about balancing the desire for services and the funding needed to provide them. 168 II FINAL DRAFT APRIL 2024 27