HomeMy WebLinkAboutFS 2012-09-18 COMPLETE AGENDA PACKETCity of Tukwila
Distribution:
D. Quinn
Finance and Safety
D. Robertson
K. Kruller
Committee
V. Seal
Mayor Haggerton
D. Cline
O De'Sean Quinn, Chair
P. McCarthy
O Dennis Robertson
C. o'Raherty
S. Kerslake
O Kate Kruller
K. Matej
M. Villa
B. Giberson
AGENDA
TUESDAY, SEPTEMBER 18, 2012
CONFERENCE ROOM #3, 5:15 PM
Item Recommended Action Page
1. PRESENTATION(S)
2. BUSINESS AGENDA
a. Crime reduction initiatives. a. Information only. Pg.1
Mike Vi/ /a, Po /ice Chief
b. 2012 2nd Quarter miscellaneous revenue report. b. Information only. Pg.19
Peggy McCarthy, Finance Director
c. Televising Council meetings. c. Forward to 9/24 C.O.W. Pg.29
Bob Giberson, Public Works Director and 10/1 Regular Mtg.
3. ANNOUNCEMENTS
4. MISCELLANEOUS
Next Scheduled Meeting: Tuesday, October 2, 2012
S The City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206 433 -1800 or TukwilaCityClerk @TukwilaWA.gov) for assistance.
p
City of Tukwila
Jim Haggerton, Mayor
INFORMATIONAL MEMORANDUM
TO: Mayor Haggerton
Finance and Safety Committee
FROM: Mike Villa, Chief of Police
DATE: September 12, 2012
SUBJECT: Crime Reduction Initiative
ISSUE
The issue is to reduce the crime rate in the city of Tukwila.
BACKGROUND
The Police Department and the city want our community to be safer and want to see a
reduction in crime. On July 12, police department staff met for a day -long workshop to
identify and recommend strategies to reduce crime in Tukwila. Command staff,
supervisors, and line personnel participated on the team. BERK consulting facilitated
the workshop.
The team identified three strategies and determined the required resources for full
implementation. The cost, including all the desired resources, was about five million
annually. Recognizing that we have limited resources, we then worked to reduce the
costs. The group brought each strategy to its minimum resource requirements and then
prioritized the strategies based upon what they believed would have the greatest
positive impact on crime.
During the following weeks after the workshop, command staff considered the input and
further developed the strategies and alternatives. BERK consulting then transferred the
meeting notes and command staff input into a written report and crime reduction
proposal.
The Council was informed of the workshop in the August 1 City Administrator's Report.
During the August 6 Regular Council Meeting, Councilmembers Robertson and Quinn
(the Finance and Safety Committee Chair) asked that the Finance and Safety
committee discuss the crime reduction initiative.
DISCUSSION
The report and proposal was completed on August 29. It was provided to the Mayor and
City Administrator for their consideration. It is now being provided to the Finance and
Safety Committee for discussion purposes and at the committee's request.
A different format and color version of the proposal will be provided at the Finance and
Safety meeting. There will be no change in content.
INFORMATIONAL MEMO
Page 2
FINANCIAL IMPACT
There are three alternatives suggested in the proposal with expected outcomes of a
significant reduction in crime, a significant to moderate reduction, and a moderate
reduction in crime.
Alternative #1 requires 18 new positions and has an estimated annual cost of
$2,021,000. Alternative #2 requires eleven positions and has an estimated annual cost
of $1,305,000. Alternative #3 requires seven new positions and has an estimated
annual cost of $860,000.
RECOMMENDATION
The report is for information and discussion only. The Finance and Safety Committee is
not being asked to make any decisions.
ATTACHMENTS
City of Tukwila Police Department Crime Reduction Initiative Proposal
2 C:ltemp\ Content. Outlookl TD8KICPZ1 InfoMemoComeReductionlnitiative (4).doc
police department
crime reduction initiative proposal
F-3
Here in Tukwila, we are lucky to have many distinct, attractive features: the
largest shopping center in the State, a very strong employment base, a diverse
population, an exceptional array of ethnic restaurants, an in -city light rail
station that provides easy access to Downtown Seattle, and perhaps most
importantly a location at the geographic center of a large, bustling, and
prosperous metropolitan region. Unfortunately, for many Tukwila residents
and others across the region, these qualities are overshadowed by the negative
impacts of the City's high crime rates. The quality of our neighborhoods suffers,
businesses are hesitant to invest in many of our commercial districts, and our
residents often move to safer communities once they have the means. While
the presence of Westfield Southcenter Mall and a high daytime population do
inflate the City's crime statistics somewhat, these factors alone do not account
for our disproportionately high crime rates. In fact, as the numbers below
demonstrate, crime is a major problem in Tukwila no matter how the data is
sliced.
What we are proposing is a Crime Reduction Initiative that would represent the
beginning of a long -term effort by the Tukwila Police Department, City
leadership, and the community as a whole to tackle Tukwila's crime problem
head -on. What we seek is not a quick -fix or a "Band -Aid" to temporarily
improve statistics or garner headlines. Instead, the Initiative aims to implement
proven, effective strategies that will reduce crime over the long -term and have
a measurable, significant, and lasting impact in the form of:
Safer neighborhoods;
A more stable population base;
More business investments throughout Tukwila;
A more visually appealing city; and
Various other social, economic, and cultural benefits.
Ultimately, we believe this Initiative will play a key role in allowing the City to
reach its full potential as a safe, dynamic, and attractive regional hub.
Unfortunately, limited resources and a strained budget represent significant
challenges to obtaining the staffing and equipment necessary to implement
even a portion of the Initiative as envisioned. While we recognize that funding
is not available to fully implement the Initiative all at once, the current
proposal presents three alternatives to City Council for additional support to
partially fund the Initiative (at varying levels). While more funding will likely
improve the Initiative's effectiveness and chances for success, we believe each
of these alternatives represents a critical step towards creating long- standing
change and making the City a safer place to be.
This proposal is organized as follows:
1) The current introduction;
11) A look at trends and patterns in criminal activity in Tukwila;
111) The Department's vision for a safer Tukwila: desired outcomes of the
Initiative and quantitative measures indicating success;
IV) A detailed description of the three strategies that make up the core of the
Initiative:
A) Target Hotspots and Key Offenders,
B) Strengthen Investigations and Timely Arrests, and
C) Increase Accessibility, Visibility, and Responsiveness;
A look at several no- and low -cost measures that can be taken to improve
effectiveness regardless of additional funding; and
VI) A description of each of the three alternatives for additional funding to
support the implementation of the Initiative.
Tukwila has an exceptionally high amount of criminal activity (even in
comparison to the rest of South King County), with crime rates remaining at
relatively similar levels since the early 2000s. While data indicates that criminal
activity is dispersed throughout much the City, the areas with the highest
concentration of crime overall, and violent crime in particular, are Tukwila
International Boulevard between 152 and 140 and the areas immediately
surrounding Westfield Southcenter Mall (i.e. the CBD).
At 163 crimes committed per 1,000 residents, Tukwila has a much higher
crime rate than the State (38 per 1,000), the County (43 per 1,000), and its
neighboring cities. The city with the second highest crime rate in South King
County is SeaTac, at 59 crimes per 1,000 residents. Tukwila's violent crime rate,
at 10 crimes per 1,000 residents, is nearly three times higher than the County
average, and more than twice as high as SeaTac's. The property crime rate, at
153 crimes per 1,000 residents, is almost four times higher than the County
average and three times higher than SeaTac's.
While the presence of Westfield Southcenter Mall and a very high jobs -to-
housing ratio likely inflate these numbers, it is clear that Tukwila stands out as
having exceptionally high crime rates, including both violent crimes and
property crimes. Within South King County, which has higher crime rates than
the County overall, Tukwila stands out as being particularly unsafe.
The table below shows 2011 Tukwila crime rates compared to regional and
State benchmarks. Included in the table is a hypothetical calculation, showing
crime rates in Tukwila if we remove all crimes committed in the CBD (which
includes Southcenter Mall). While the exercise does cause the numbers to
decrease significantly, it highlights that even without crime in the CBD, Tukwila
would still have the highest crime rate in King County.
Exhibit 1
Crime Rates in Tukwila and Regional and State Benchmarks, 2011
Total Crimes
Total Crime
Violent
Violent
Property
Property
City
Population
Committed
Rate
Crime Total
Crime Rate
Crime Total
Crime Rate
Tukwila
19,050
3,110
1633
193
10.1
2,917
153.1
*Tukwila (without CBD)
19,050
1,351
703
168
8.8
1,183
61.9
SeaTac
27,110
1,601
59.1
125
4.6
1,476
54.4
Auburn
70,705
4,105
58.1
279
3.9
3,826
54.1
Burien
47,660
2,586
54.3
223
4.7
2,363
49.6
Federal Way
89,370
4,509
50.5
245
2.7
4,264
47.7
Renton
92,590
4,563
49.3
295
3.2
4,268
46.1
Kent
118,200
5,584
47.2
577
4.9
5,007
42.4
Des Moines
29,680
1,146
38.6
90
3.0
1,056
35.6
King County
1,966,075
84,892
43.2
6,776
3.4
78,116
39.7
Washington State
6,761,195
258,996
38.3
19,568
2.9
239,428
35.4
Source: Tukwila Police Department, 2011; Washington
Association of Sheriffs and
Police Chiefs, 2011; BERK, 2012
Note: Rates per 1,000 population
*Tukwila (without CBD)
shows crime rates
in Tukwila
excluding all crimes
committed
in the CBD.
LL_ c n.
Historical trends show that there was a significant reduction in violent and
property crime rates between the mid -1990s and early 2000s. However, since
the early 2000s, overall crime rates have remained at relatively similar levels,
with a number of spikes during that time. Crime rates in 2010 (172 per 1,000
people) and 2011 (161) are nearly identical to rates in 2001 (172) and 2002
(163), with significant spikes occurring between 2004 and 2006 and again in
2009.
It is notable that violent crime rates have generally increased since the early
2000s, while property crime rates have decreased slightly. A couple of
significant trends regarding crimes not specified in the table below include:
The number of robberies has steadily increased between 2000 and 2011,
from 51 incidents in 2000 to 97 incidents in 2011.
Aggravated Assault saw a significant spike in 2011, with 79 incidents
reported, compared to 51 the year before.
The table below details Tukwila crime statistics between 1994 and 2011.
Exhibit 2
Crime Rates in Tukwila between 1994 and 2011
Total Crime
Violent
Violent
Property
Property
Year
Population
Total Crime
Rate
Crime Total
Crime Rate
Crime Total
Crime Rate
1994
14,690
3,486
237.3
241
16.4
3,245
220.9
1995
14,750
3,952
267.9
242
16.4
3,710
251.5
1996
14,880
3,732
250.8
238
16.0
3,494
234.8
1997
14,930
3,706
248.2
172
11.5
3,534
236.7
1998
14,990
3,212
214.3
153
10.2
3,059
204.1
1999
14,840
3,275
220.7
140
9.4
3,135
211.3
2000
17,181
3,091
179.9
129
7.5
2,962
172.4
2001
17,230
2,961
171.9
147
8.5
2,814
163.3
2002
17,270
2,773
160.6
151
8.7
2,622
151.8
2003
17,230
3,149
182.8
200
11.6
2,949
171.2
2004
17,240
3,469
201.2
175
10.2
3,294
191.1
2005
17,240
3,873
224.7
197
11.4
3,676
213.2
2006
17,240
3,403
197.4
178
10.3
3,225
187.1
2007
17,240
3,069
178.0
159
9.2
2,910
168.8
2008
17,930
3,015
168.2
181
10.1
2,834
158.1
2009
18,080
3,443
190.4
165
9.1
3,278
181.3
2010
18,190
3,130
172.1
154
8.5
2,976
163.6
2011
19,050
3,110
163.3
193
10.1
2,917
153.1
Source: Tukwila Police Department,
2012; BERK, 2012
Note: Rates per
1,000 population
7�
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A.:,. e ht, L L t, L "t, r Cnirn._ ,1A,
F"J �L" IL 1,
Criminal activity is dispersed throughout Tukwila (aside from the
extreme northern and southern sections of the City), with
especially high concentrations along Tukwila International
Boulevard between 152 nd Street and 140 Street and areas in or
adjacent to the CBD
W
SeaTac'
N
_Or
id
2 r
.0 Kei
Mfes
Source: Tukwila Police Department, 2012; BERK, 2012
Exhibit 3
All Criminal Case Reports in Tukwila, January-June 2012
Seattle me
Number of Cri
0, 61 1-5
L%
'N �9 6- 20
21 40
41-80
*k V
-1.37
VG S1
V
A
ary, -D e
Q
WO
U
9
0
ESYO]9
Burien
P
412
SU
Renton
The majority of violent crimes in Tukwila occur on Tukwila
International Boulevard between 152 ind and 140 and to a lesser
degree in or around the [BD. Outside of these areas, the
frequency of violent crimes appears tobe much lower.
Exhibit
Frequency of Violent Crime Offenses, January-June 2O12
y
Seattle
Violent Crimes
Number
Renton
SeaTac
2 Ac
Milles
Source: Tukwila Police Department, 2012; BERK, 2012
The CBD and adjacent areas have, by far, the highest
concentration of auto theft and theft from vehicles. In addition,
there is a broader buffer around the mall areas extending from
144 Street to 180 Street, where there is a higher
concentration of these types of criminal activities. Higher
concentrations also occur around Tukwila International
Boulevard between 152 Street and 140th Street.
Exhibit 5
Concentration of Auto Theft and Theft from Vehicles, January -June 2012
Seattle 1 i Auto Theft and
Theft from Vehicles
a
I
warm
Le r,..��'* Hot
1 t` I Hottest
,fig, r���
Burien
Tu I< w i Fa
X 518
J r
fat imioii�l
r "'�F Benton
i
SeaTac
w
1 2 Kent
Miles�
Source: Tukwila Police Department, 2012 BERK 2012
P
DC r end QU atA V V�' L of `gin %ir n c �R c ;n., i ,,,v
Simply put, the purpose of the Crime Reduction Initiative is to make Tukwila a
safer place to live, work, shop, and play. Tukwila residents and visitors should
feel safe in every neighborhood in the City at any time of day or night, without
exception. Likewise, there should be a perception among criminals that Tukwila
is not a good place for them to be and that they will likely be caught if they
commit a crime. We want the City to be more visually appealing, with fewer
eyesore properties and less graffiti and vandalism. Ultimately, we believe these
changes will lead to a more stable population base, where residents take great
pride in where they live and want to stay in the community.
We also believe a safe community means having a police force that is
accessible, responsive, and trusted. It is critical that resources and time are put
into crime reduction and prevention, but also into building positive
relationships with the community. This is the Tukwila we envision.
VE'; r 0 a ek n dk
The Initiative's success will be indicated through several key measures,
including benchmarking against ourselves, South King County, and the State.
We expect to see a significant decrease in overall crime rates, including a
decrease in calls for service overall and among specific categories. We'd like to
achieve a favorable crime rate compared to other South King County cities,
with the long -term goal of having the lowest crime rate in South King County.
Finally, we'd like to achieve comparable changes relative to the State overall; in
other words, if State figures go down, so too should Tukwila's.
More specific performance targets /anticipated results depend on the level of
resources available to put towards an effective Initiative. Estimated outcomes
are provided in Section VI below.
A
The Initiative is made up of three different but related strategies. Ideally, we'd
like to implement all strategies in full, but we recognize that limited resources
mean we have to confront tradeoffs and target more limited investments to be
as effective as possible. This section outlines the three strategies, while the
next presents three alternatives at various levels of cost. Each strategy
represents a key component of an effective long -term crime reduction effort
that moves Tukwila towards becoming a safer city. The strategies include:
Strategy A: Target Hot Spots and Key Offenders Helps ensure that
officers are patrolling the right areas and tracking repeat offenders.
Strategy B: Strengthen Investigations and Timely Arrests Improves the
Department's ability to identify and arrest criminals in a timely manner.
Strategy C: Increase Accessibility, Visibility, and Responsiveness Helps
to ensure that officers are always within reach and able to respond as
quickly as possible whenever they are needed.
'ALratte rVI't I 5.'j�s°ots K In k ;ffene' a«nre
Rationale: Data analysis has demonstrated that a disproportionate amount of
crime in Tukwila occurs in specific hot spots and is committed by a relatively
small number of key offenders. Focusing efforts on problem areas and
targeting known repeat offenders has proven to be an effective crime
reduction strategy in other cities and appears to be a good fit for Tukwila. It
would increase crime solvability rates, improve visual appeal, change criminals'
perceptions about what they can get away with in certain areas, and ultimately
reduce criminal activity overall.
Primary Means of Implementing this Strategy:
The central component of Strategy A is the establishment of a specialized
team that focuses on hot spots and key offenders, and would include six
new "Community Police Officer" positions. The team would have the
capacity to patrol throughout the City if needed, but would focus primarily
on identified hot spots. They would be under the Investigations Division
(reporting to Commander Eric Drever) and would not be directly tied to
911 calls. These Community Police Officers would also secondarily support
Strategies B and C.
The Community- Oriented Policing Coordinators would serve as the primary
managers of the City's Nuisance Ordinance.
This strategy also includes an increase in support staff to process additional
records and evidence.
Additional license plate readers would also be purchased.
Partners and Timing: Strategy A includes potential partnerships with the
Department of Community Development (DCD) code enforcement, as well as
the City courts. As it takes time to build capacity, it would likely take 12 -18
months before the new Community Police Officers were on the streets. There
could potentially be an incremental phase -in at the 9 -month mark.
'*.'n 0` 3.'4 5F4 n':. 8„ 0`3.'4: 3 4 8. 8. T-, 8.
Rationale: Tukwila Police Department requires additional capacity to carry out
quality investigations in a timely manner and ensure that arrests occur as
quickly as possible. The longer an investigation takes, the less likely the
Department is to identify and apprehend criminals.
Primary Means of Implementing this Strategy:
The central component of Strategy B is to add six new Detectives: two new
Property Crimes Detectives, two new People's Crime Detectives, one new
Narcotics Detective, and one Gang Detective. In addition, one new
Investigations Sergeants would be added.
The Gang Detective would be a new position that would focus solely on
gang activity. This new detective could be part of a regional task force.
Strategy B also includes hiring a new Intelligence Officer
Timing: Strategy B would likely take at least 12 -18 months to implement, as
new detectives would need to be trained and facilities and schedules would
need to be reconfigured.
ire.. rate,,, r I r
.kr p n I' ve m
Rationale: Improving officers' accessibility, visibility, and responsiveness is
critical to improving crime prevention in Tukwila. A police presence needs to be
seen, heard, and felt across the City so that potential criminal activity is
discouraged and residents feel safe and comfortable throughout the
community. Effective crime prevention means officers are always within reach
and able to respond as quickly as possible whenever they are needed. Along
with adding capacity, a key emphasis of this strategy is freeing up personnel so
that more officers are on the street, rather than making traffic stops or doing
administrative work.
Primary Means of Implementing this Strategy:
A key piece of Strategy C would be additional patrol staff to increase our
on- the street presence, including Bike Officers and K -9 units.
It would also include a rotating deployment of the mobile command post
reporting to patrol.
This strategy would entail acquiring additional technical tools (cameras,
plate readers, etc.), as well as the capacity to monitor cameras 24 hours a
day, or at least during peak times.
Finally, Strategy C also includes additional resources designed to free up
patrol personnel to focus on the core mission of crime reduction and
response. These include:
Additional Traffic Officers
IT Support, Grant Writer and Patrol Admin; and
Records Specialist.
r cc
Full implementation of Strategy C would likely require an additional office
(potentially a Neighborhood Resource Center (NRC)), with an optimal location
for the office being the Tukwila Community Center (TCC). TCC is in the middle
of a highly populated, residential area, and the addition of an NRC there, in
combination with the NRC on Tukwila International Boulevard and the police
office in the CBD, would serve as a good base for providing City -wide coverage.
Either the Bike Team or the new Community Police Officers (from Strategy A)
could work out of the office, with additional volunteer staff as well. If the TCC is
not available, an alternative would be setting up workstations at fire stations.
The new office space would include a range of new technological tools.
Regardless of additional staff positions and other resources, the following no-
and low -cost measures will be taken to improve the Department's functioning
and effectiveness in reducing crime:
Implementation of online reporting,
Better use of data and mapping capabilities to identify need and trends,
and
Evaluation of current policing zones and personnel deployment.
Partners and Timing: Potential partners would include the TCC and local fire
departments (for additional office space or workstations). It would likely take
12 -18 months for the new staff and resources described in Strategy C to be
deployed.
we; r
Currently, the Tukwila Police Department supports 87 commissioned and non-
commissioned staff positions, with an annual operating budget (excluding
capital costs) of approximately $11.7 million. Full implementation of the
strategies outlined above would require approximately $5 million /year in
additional annual operating costs. As we recognize this amount is too high to
be feasible, we present three alternatives to City Council as proposals for
additional funding, to support portions of the three strategies.
Alternative #1: $2.0 million in additional funding (18 new positions)
o Provides relatively strong support for Strategies A, B, and C.
Alternative #2: $1.3 million in additional funding (11 new positions)
o Provides relatively strong support for Strategies A and B, but cuts a
good portion of the positions and funding that address Strategy C (as
well a few positions from Strategies A and B).
Alternative #3: $860,000 in additional funding (7 new positions)
o Provides relatively strong support for Strategy A, but cuts most of the
positions and funding that address strategies B and C (as well as a few
positions from Strategy A).
While all three strategies represent key components of a successful Initiative,
we believe Strategy A is the most fundamental, which is why each of the three
alternatives provides relatively robust support for Strategy A. As noted below,
however, there are significant differences in the expected outcomes of the
three alternatives, with Alternative #1 likely to have a greater measurable
impact on crime reduction than the other two, and Alternatives #2, and
especially #3, likely to have more moderate impacts. In addition, all strategies
benefit from the addition of four Pipeline Officers to help keep positions filled.
The details for each alternative are presented on the following pages,
including:
New positions or changes to the existing staffing model;
An indication of which strategy is addressed by each position;
Cost breakdown of new positions;
For Alternatives #2 and #3, an indication of which positions are eliminated
or reduced from the previous alternative; and
Anticipated outcomes, in relation to our measures of success.
Please note that the cost estimates used for the alternatives include salary and
benefits, equipment, and various other operational costs associated with each
respective position. These numbers are approximations that are sufficient for
planning purposes, but are not precise.
11 HYtg 1L
Alternative #1 requires approximately $2.0 Million in additional funding and
establishes a net total of 18 new positions. It addresses Strategy A by creating a
team of six Community Police Officers to patrol hot spots and monitor key
offenders, as well as adding several key support positions, including a Transport
Services Officer, a Professional Standards Administrative Assistant, and a
Community- Oriented Policing Coordinator. Strategy B is addressed through a
new Evidence Tech and the addition of four new Detectives, including two
People's Crimes Detectives, one Property Crimes Detective, and an
Investigations Sergeant. And Strategy C is addressed by adding two new Patrol
Officers, a new Patrol Administrative Assistant, and several positions intended
to free up personnel, including: two Traffic Enforcement Officers, an IT tech, a
Grant Writer, and an additional Records Specialist
Alternative #1 would likely take 12 -18 months to implement in full. Expected
outcomes would be a significant decrease in overall crime within one year of
implementation, most notably in targeted hotspots including TIB and the CBD.
The table below details the positions and costs associated with Alternative #1.:
Exhibit 6
Alternative #1: Positions and Costs
Source: Tukwila Police Department, 2012; BERK, 2012
*Total cost of new positions for traffic enforcement officers is reduced by $160,000 because each new traffic officer brings in
approximately $80,000 in revenue.
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
Strategy
Positions Added or Total of Positions
Approx. Cost Per
Total Cost of
Position Title
Addressed
Subtracted
(Changes Included)
Additional Staff
New Positions
PATROL
Patrol Admin. Assistant
C
1
1
$100,000
$100,000
Patrol Officer
All
2
32
$142,000
$284,000
Traffic Enforcement Officer
A,C
2
3
$146,000
*$132,000
Pipeline Officer
All
4
4
$132,000
$528,000
Transport Services Officer
A
1
2
$112,000
$112,000
SPECIAL SERVICES
Evidence Tech
B
1
2
$88,000
$88,000
ITTech
C
1
1
$88,000
$88,000
Grant Writer
C
1
1
$100,000
$100,000
Record Specialist
C, A
1
8
$79,000
$79,000
INVESTIGATIONS
Investigations Sergeant
B,A
1
3
$150,000
$150,000
People's Crimes Detective
B
2
7
$139,000
$278,000
Property Crimes Detective
B
1
4
$139,000
$139,000
Community Police Officer
*A
6
6
$139,000
$834,000
Professional Standards Officer
-1
0
$139,000
$139,000
Professional Standards Admin Assistant
A
1
1
$100,000
$100,000
Community Oriented Policing Coordinator
A,C
1
1
$100,000
$100,000
Trainee
-3
0
$132,000
$396,000
Police Team CBD Officer
-2
0
$139,000
$278,000
Police Team TIB Officer
-2
0
$139,000
$278,000
Total
18
$2,021,440
Source: Tukwila Police Department, 2012; BERK, 2012
*Total cost of new positions for traffic enforcement officers is reduced by $160,000 because each new traffic officer brings in
approximately $80,000 in revenue.
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
AI a in at ivee ft
Alternative #2 requires approximately $1.3 Million in additional funding and
establishes a net total of 11 new positions. It is similar to Alternative 1, but
eliminates much of the support provided for Strategy C, including the new
Patrol Officers, the Traffic Enforcement Officers, the IT Tech, and the Grant
Writer. It also eliminates the Transport Services Officer, which addresses
Strategy A.
Alternative #2 would likely take 12 -18 months to implement in full. Expected
outcomes would be a significant to moderate decrease in overall crime within
one year of implementation, most notably in targeted hotspots including TIB
and the CBD.
The table below details the positions and costs associated with Alternative #2.
Exhibit 7
Alternative #2: Positions and Costs
Position Title
PATROL
Patrol Admin. Assistant
Pipeline Officer
art h C, iii:_
SPECIAL SERVICES
Evidence Tech
Record Specialist
INVESTIGATIONS
Investigations Sergeant
People's Crimes Detective
Property Crimes Detective
Community Police Officer
Professional Standards Officer
Professional Standards Admin Assistant
Community- Oriented Policing Coordinator
Trainee
Police Team CBD Officer
Police Team TIB Officer
Total
Strategy Positions Added Total of Positions Approx. Cost Per Total Cost of
Addressed or Subtracted (Changes Included) Additional Staff New Positions
C
1
1
$100,000
$100,000
All
4
4
$132,000
$528,000
B
1
2
$88,000
$88,000
C, A
1
8
$79,000
$79,000
B, A
1
3
$150,000
$150,000
B
2
7
$139,000
$278,000
B
1
4
$139,000
$139,000
*A
6
6
$139,000
$834,000
-1
0
$139,000
$139,000
A
1
1
$100,000
$100,000
A,C
1
1
$100,000
$100,000
-3
0
$132,000
$396,000
-2
0
$139,000
$278,000
-2
0
$139,000
$278,000
11
$1,305,000
NOTE: THE GREY ITALICIZED LINES INDICATE POSITIONS THAT WERE PART OF ALTERNATIVE #1, BUT ARE NOT INCLUDED IN
ALTERNATIVE #2.
Source: Tukwila Police Department, 2012; BERK, 2012
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
A i t�,'4 n t t4 4
Alternative #3 requires approximately $860,000 in additional funding and
establishes a net total of 7 new positions. It is similar to Alternative #2, but
reduces support for Strategy B by eliminating a People's Crimes Detective and a
Property Crimes Detective. It also eliminates an Evidence Tech and a Records
Specialist, which support Strategies A and C.
Alternative #3 would likely take 8 -12 months to implement in full. Expected
outcomes would be a moderate decrease in overall crime within one year of
implementation, most notably in targeted hotspots including TIB and the CBD.
The table below details the positions and costs associated with Alternative #3.
Exhibit 8
Alternative #3: Positions and Costs
Position Title Strategy Positions Added Total of Positions Approx. Cost Per Total Cost of
Addressed or Subtracted (Changes Included) Additional Staff New Positions
PATROL
Patrol Admin. Assistant
rl7j i n 77i i.11
Pipeline Officer
rr r i SPECIAL SERVICES
N
INVESTIGATIONS
Investigations Sergeant
Community Police Officer
Professional Standards Officer
Professional Standards Admin Assistant
Community- Oriented Policing Coordinator
Trainee
Police Team CBD Officer
Police Team TIB Officer
Total
C
1
1
$100,000
$100,000
All
4
4
R
$132,000
$528,000
B, A 1
3
$150,000
n
$150,000
n
*A 6
6
$139,000
$834,000
-1
0
$139,000
$139,000
A 1
1
$100,000
$100,000
A,C 1
1
$100,000
$100,000
-3
0
$132,000
$396,000
-2
0
$139,000
$278,000
-2
0
$139,000
$278,000
7
$860,000
NOTE; THE GREY ITALICIZED LINES INDICATE POSITIONS THAT WERE PART OF ALTERNATIVE #1, BUT ARE NOT INCLUDED IN
ALTERNATIVE #3. THE BROWN ITALICIZED LINES INDICATE POSITIONS THAT HAVE BEEN REDUCED IN ALTERNATIVE #3.
Source: Tukwila Police Department, 2012; BERK, 2012
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
City of Tukwiia
I
FROM:
BY:
DATE:
SUBJECT:
Jim Haggerton, Mayor
Mayor Haggerton
Finance and Safety Committee
Peggy McCarthy, Finance Director
Jennifer Ferrer -Santa Ines, Senior Fiscal Coordinator
September 12, 2012
Sales Tax and Miscellaneous Revenue Report 2nd Quarter 2012
Schedule I Sales Tax
in 1,000's
I New
Construction
I
Other Industries
TOTAL
Month 2011 j
2012 j
Variance
2011 j
2012 j
Variance
2011 j
2012 j
Variance
Actual
Actual I I
Actual
Actual I I
Actual I
Actual I
Collected Rec'd
Estimate
Amt
Estimate
Amt
j
Estimate;
Amt
Jan Mar
54
85
31 57%
985
944
(41) -4%
1,039
1,029
(10)
-1%
Feb Apr
76
63
(13) -17%
967
1,036
69 7%
1,043
1,099
56
5%
Mar May
118
48
(70) -59%
1,334
1,174
(160) -12%
1,452
1,223
(229)
-16%
Q -1 Totals
248 j
196
(52) -21%
3,286
3,154
$(132) -4%
3,534 j
3,351
(183)
-5%
Apr Jun
134
58
(76) -57%
1,118
1,070
(48) -4%
1,252
1,128
(124)
-10%
May Jul
148
58
(90) -61%
1,059
1,128
69 7/
1,207
1,186
(21)
-2%
Jun Aug
1251
731
(52) -42%
1,2621
1,2041
(58) -5%
1,3871
1,2771
(110)
-8%
1 0-2 Totals
407 j
189 I
(218) -54%
3,439 j
3,402 j
(37) -1%
3,846 j
3,591 I
(255)
-7%
Subtotal Jan -Jun I
655 i
385
(270) -41%
6,725 i
6,556
$(169) -3%
7,380 i
6,942 j
(438)
-6%
Jul Sep
135
60
(75) -56%
1,146
1,130
(16) -1%
1,281
1,190
(91)
-7%
Aug Oct
108
60
(48) -44°i
1,108
1,040
(68) -6%
1,216:
1,100
(116)
-10%
Sep Nov
125
60
(65) -52%
1,202
1,140
(62) -5%
1,327
1,200
(127)
-10%
Q -3 Totals
368
180
(188) -51%
3,456
3,310
$(146) -4%
3,824
3,490
(334)
-9%
Oct Dec
145
60
(85) -59%
1,076
1,040
(36) -3%
1,221
1,100
(121)
-10%
Nov Jan
1081
601
(48) -44%
1,0931
1,1401
47 4%
1,201 I
1,2001
(1)
0%
Dec Feb
114 j
60 j
(54) -47%
1,604 j
1,540 j
(64) -4%
1,718 j
1,600 j
(118)
-7%
Q -4 Totals I
367 i
180 i
(187) -51%
3,773
3,720 i
(53) -1%
4,140
3,900
(240)
-6%
Totalsi 1,390
745
(645) -46%
13,954
13,586
$(368) -3%
15,344
14,332
$(1,012)
-7
PROJECTED 2012 SALES TAX REVENUE
14,332
ANNUAL
SALES TAX REVENUE BUDGET
14,413
PROJECTED DEFICIT IN SALES TAX REVENUE
(81)
Total sales tax collections for the second quarter were $255K below the same quarter in the
previous year and were $81 K less than prorated budget to date representing a 1.15% negative
variance.
As of June 30th, the City has collected $562,115 in sales tax mitigation which is 47% of the
annual mitigation budget. The State reduced the 2 nd quarter mitigation amount by 3.4% or
$41,000. Mitigation in 2013 will also be reduced by this amount reflecting the State's biennial
budget reduction covering the period July 1, 2011 through June 20, 2013.
c
INFORMATIONAL MEMO
Page 2
Below is a graph of businesses by type of industry showing overall change from previous year
revenue receipts collected to date.
Change YTD by Category
60.0 °6
$63,555
Manufacturing
40.0%
20.0%
0.0%
20.0°%0
40.0°%a
-60.096
-80.0%
100.096
$(7,520) $(73,621)
(54,535) Automotive Retail Trade
(2,817) W hisiTrade
ransp /Wrhsng
$91,269
Services
$(183,654)
Misc
New construction sales tax collections for second quarter were $218K below the same quarter
in the previous year. This represents a 41% decrease compared to the first six months of
receipts from new construction last year due to a 75% drop in sales tax activity related to new
single family housing, a decrease of 66% in residential remodels, as well as reduction in
activities from industrial building and new housing. The manufacturing category increased 46%
from 2011 primarily due to metal product and aircraft manufacturing activities. The reflected
89% change in the miscellaneous category was largely due to revenue receipts from the
amnesty program in the second quarter of the previous year.
WARN Projects \Sales Tax Information\2012 \Info Memo Sales Tax- 02- 08312012.docx 21
$(272,653)
Construction:
22
INFORMATIONAL MEMO
Page 3
Schedule II shows the year -to -date sales tax from the top ten industry classifications. Food
Services had the highest year over year increase at $71,438 or 10.97 and Miscellaneous
Store Retailers had an increase of or $45,275 or 19.85
Schedule II
Group
Name
448
Clothing and Accessories
452
General Merchandise Stores
722
Food Services, Drinking Places
443
Electronics and Appliances
423
Wholesale Trade, Durable Goods
441
Motor Vehicle and Parts Dealer
453
Miscellaneous Store Retailers
451
Sporting Goods, Hobby, Books
444
Building Material and Garden
721
Accommodation
Mitigated
NAICS Code
YTD
YTD
236
Dollar
Prior
Current
Electronics and Appliances
Diff.
Diff.
$901,465.43
$930,019.56
28,554
3.17%
$878,601.10
$865,534.31
(13,067)
-1.49%
$651,080.65
$722,519.11
71,438
10.97%
$688,849.73
$581,370.56
(107,479)
15.60%
$543,337.73
$472,779.78
(70,558)
12.99%
$308,807.22
$301,942.55
(6,865)
-2.22%
$228,103.33
$273,378.01
45,275
19.85%
$289,016.71
$264,647.76
(24,369)
-8.43%
$241,050.73
$243,984.14
2,933
1.22%
$217,986.78
$229,983.87
11,997
5.50%
Schedule III shows the ten largest declines in sales tax revenue for industries with over $10,000
collected year -to -date. There is less activity related to construction this year, which explains this
category experiencing the greatest decline over other industries. The closing of businesses,
particularly under Electronics and Appliances have also contributed to lower revenues from
sales tax this year.
Schedule III
Group
Name
236
Construction of Buildings
999
Nonclassifiable Establishments
443
Electronics and Appliances
423
Wholesale Trade, Durable Goods
518
Internet Service Providers
238
Specialty Trade Contractors
451
Sporting Goods, Hobby, Books
446
Health and Personal Care Store
452
General Merchandise Stores
532
Rental and Leasing Services
Mitigated
NAICS Code
YTD
YTD
Dollar
Prior
Current
Diff.
Diff.
438,802.38
196,884.22
(241,918)
55.13%
203,250.24
20,828.75
(182,421)
89.75%
688,849.73
581,370.56
(107,479)
15.60%
543,337.73
472,779.78
(70,558)
12.99%
61,489.65
24,920.78
(36,569)
59.47%
198,765.34
166,168.66
(32,597)
16.40%
289,016.71
264,647.76
(24,369)
-8.43%
110,310.30
90,223.11
(20,087)
18.21%
878,601.10
865,534.31
(13,067)
-1.49%
182,279.76
171,394.28
(10,885)
-5.97%
WARN Projects \Sales Tax Information\2012 \Info Memo Sales Tax- 02- 08312012.docx 23
24
INFORMATIONAL MEMO
Page 4
Below is Schedule IV which shows quarterly gambling tax receipts for last year, and the current
year to date.
Schedule IV Gambling Tax
Gambling receipts for the 2nd quarter are 29% higher compared to gambling revenue for the
same quarter in the previous year and 21 below budget. One casino is paying back taxes
through a payment plan. Through August, we have received $135K in back taxes from this
casino in addition to the taxes reported in the schedule.
Schedule V shows monthly admission tax receipts for the prior year and current year to date.
Schedule V Admissions Tax
Sales
2011
2012
Quarter
INCREASE (DECREASE)
Actual
Sales
2011
2012
Prorated
Actual
Budget
Q1 Totals
Quarter
Actual
Actual
Budget
Amount
Amount
Q1
475,118
465,494
625,536
(9,624)
2.03% (160,042)
25.58%
Q2
382,817
495,196
625,536
112,379
29.36% (130,340)
20.84%
Totals
857,936
960,690
1,251,072 1
102,754
11.98% (290,382)
23.21%
gambling
tax currently includes card games, punch boards,
pull tabs,
and amusement games
Gambling receipts for the 2nd quarter are 29% higher compared to gambling revenue for the
same quarter in the previous year and 21 below budget. One casino is paying back taxes
through a payment plan. Through August, we have received $135K in back taxes from this
casino in addition to the taxes reported in the schedule.
Schedule V shows monthly admission tax receipts for the prior year and current year to date.
Schedule V Admissions Tax
Sales
2011
2012
Quarter
Actual
Actual
01
101,316
122,478
Q2
124,974
135,241
Q1 Totals
226,290
257,719
excludes golf course admissions tax
2012
Prorated
Actual
Budget
Amount
146,751
21,162
146,750
10,267
293,501 1
31,429
INCREASE (DECREASE)
Budget
Amount
20.89% (24,273) 16.54%
8.22% (11, 509) -7.84%
13.89% (35,782) 12.19%
Admission tax receipts are currently 12% below budget for the year, and nearly 14% above prior
year actual receipts.
Please let me know if you have any comments or questions. Thank you.
Attachments
Sales Tax Summary
W: \FIN Projects \Sales Tax Information\2012 \Info Memo Sales Tax- 02- 08312012.docx 25
26
09/12/2012
T0K Sates Tax Rp1201206.x1sx
SALES TAX SUMMARY
2nd
,Quarter 2012 (Received in March August 2012)
YTD
YTD
NAICS
CONSTRUCTION
11 TOTAL
11 YTD
12 YTD
Diff
NAICS
AUTOMOTIVE
11 TOTAL
11 YTD
12 YTD
Diff
236
Construction of Buildings
849,322
438,802
196,884
-55.1%
1 441'
Motor Vehicle Parts Dealer
603,009
308,807
301,943
-2.2
237
Heavy Civil Construction
92,837
18,926
20,748
9.6%
1 447'
Gasoline Stations
68,068
33,344
32,689
-2.0%
238
Specialty Trade Contractors
449,303
198,765
166,169
-16.4%
TOTAL AUTOMOTIVE
671,077
342,152
334,631
TOTAL CONSTRUCTION
1,391,462
656,494
383,800
Overall Automotive Change from Previous Year
($7,520)
-2.2%
Overall Construction Change from Previous Year
($272,693)
41.5%
NAICS
RETAIL TRADE
11 TOTAL
11 YTD
12 YTD
Diff
YTD
1 442'
Furniture Home Furnishings
371,512
183,161
180,885
-1.2% 1
MANUFACTURING
11 TOTAL
11 YTD
12 YTD
Diff
443'
Electronics Appliances
1,399,871
688,850
581,371
-15.6%
311
Food Manufacturing
3,913
2,064
1,902
-7.8%
444'
Building Material Garden
487,836
241,051
243,984
1.2
312
Beverage Tobacco Products
3,638
1,780
-1,511
184.9%
1 445'
Food Beverage Stores
122,949
59,742
59,692
-0.1% 1
313
Textile Mills
661
193
77
-59.8%
446'
Health Personal Care
214,626
110,310
90,223
-18.2
314
Textile Product Mills
11,723
4,706
5,936
26.1%
448'
Clothing Accessories
2,037,643
901,465
930,020
3.2
315
Apparel Manufacturing
544
334
320
-4.0%
451'
Sporting Goods, Hobby, Books
642.610
289.017
264,648
-8.4
316
Leather Allied Products
12
4
0
-100.0%
452'
General Merchandise Stores
2,003,947
878,601
865,534
-1.5
321'
Wood Product Manufacturing
1,777
791
922
16.5%
1 453'
Miscellaneous Store Retailers
507,191
228,103
273,378
19.8%
322'
Paper Manufacturing
21,239
9,921
12,225
23.2%
454`
Nonstore Retailers
141,173
56,932
73,877
29.8%
323'
Printing Related Support
39,915
22,897
16,070
-29.8%
TOTAL RETAIL TRADE
7,929,358
3,637,232
3,563,612
324
Petroleum Coal Products
1,066
1,066
3
-99.7%
Overall General Retail Change from Previous Year
($73,621)
-2.0%
325
Chemical Manufacturing
8,549
4,668
3,134
-32.9%
326
Plastic Rubber Products
3,288
2,116
483
77.2%
YTD
1 327'
Nonmetallic Mineral Products
5,843
1,717
2,879
67.7%
J
SERVICES
11 TOTAL
11 YTD
12 YTD
Diff
331
Primary Metal Manufacturing
197
158
102
-35.6%
51X
Information
503,025
278,145
256,339
-7.8%
332
Fabricated Metal Mfg Products
14,421
2,163
16,096
644.1%
52X
Finance Insurance
74,831
37,277
38,475
3.2%
333
Machinery Manufacturing
3,318
649
1,158
78.6%
53X
Real Estate, Rental, Leasing
434,933
201,316
192,612
-4.3%
334'
Computer Electronic Products
18,739
4,906
10,106
106.0%
541
Professional, Scientific, Tech
216,619
89,319
94,966
6.3%
335
Electric Equipment, Appliances
198
57
256
346.0%
551
Company Management
109
97
936
868.6%
336
Transportation Equipment Mfg
112,148
68,373
120,336
76.0%
56X
Admin, Supp, Remed Svcs
140,347
71,356
71,416
0.1%
1 337'
Furniture Related Products
10,936
4,518
5,092
12.7%
1 611
Educational Services
66,745
33,059
30,678
-7.2%
1 339'
Miscellaneous Manufacturing
11,577
5,346
6,393
19.6%
1 62X
Health Care Social Assistance
102,103
38,098
40,949
7.5%
TOTAL MANUFACTURING
273,702
138,425
201,980
71X
Arts Entertainment
120,156
58,040
65,080
12.1%
Overall Manufacturing Change from Previous Year
$63,555
45.9%
1 72X'
Accommodation Food Svcs
1,796,673
869,067
952,503
9.6%
81X
Other Services
177,493
87,856
99,781
13.6%
YTD
92X
Public Administration
41,251
18,785
29,949
59.4%
TRANSPORTATION WAREHOUSING
11 TOTAL
11 YTD
12 YTD
Diff
TOTAL SERVICES
3,674,285
1,782,415
1,873,684
481
Air Transportation
73
32
5
0.0%
Overall Services Change from Previous Year
$91,269
5.1%
482
Rail Transportation
1,892
494
2,332
371.9%
484
Truck Transportation
6,937
1,742
994
42.9%
485
Transit and Ground Passengers
17,288
8,460
924
-89.1%
YTD
487
Scenic and Sightseeing Tran
844
467
799
0.0%
MISCELLANEOUS
11 TOTAL
11 YTD
12 YTD
Diff
488
Transportation Support
31,327
14,295
17,486
22.3%
000
Unknown
41
0
0
1IDIV /0!
491
Postal Services
223
0
0
0.0%
111.115
Agriculture, Forestry, Fishing
411
131
91
-30.4%
492
Couriers Messengers
38
5
156
2781.0%
211 -221
Mining Utilities
2,934
2,261
1,068
-52.8%
493'
Warehousing Storage
926
484
467
-3.6%
999
Unclassifiable Establishments
224,338
203,250
20,829
-89.8%
TOTAL TRANSP WHSING
59,547
25,981
23,165
MISCELLANEOUS TOTAL
227,724
205,642
21,986
Overall Transportation Change from Previous Year
($2,817)
-10.8%
Overall Miscellaneous Change from Previous Year
($183,654)
-89.3%
YTD
WHOLESALE TRADE
11 TOTAL
11 YTD
12 YTD
Diff
YTD
423'
Whls Trade Durable Goods
1,008,366
543,338
472,780
-13.0%
1
11 TOTAL
11 YTD
12 YTD
Diff
424'
Whls Trade-Nondurable Goods
108,078
48,004
63,324
31.9%
GRAND TOTALS
$15,345,798
$7,380,542
$6,940,526
425'
Wholesale Electronic Markets
2,199
859
1,562
81.9%
Grand Total Change from Previous Year
($440,016)
-5.96%
WHOLESALE TRADE TOTAL
1,118,644
592,200
537,666
Grand Total Change from Previous Year Without New Construction
($167,323)
-2.49%
Overall Wholesale Change from Previous Year
($54,535)
-9.2%
Sales Tax Mitigation NAICS Codes 1
09/12/2012
T0K Sates Tax Rp1201206.x1sx
w
City of Tukwila
TO:
FROM
DATE:
Jim Haggerton, Mayor
INFORMATIONAL MEMORANDUM
Mayor Haggerton
Finance and Safety Committee
Bob Giberson, Public Works Director
September 14, 2012
SUBJECT: Televising Council Meetings
ISSUE
Authorize staff to contract for televised Council meeting services.
BACKGROUND
Staff was asked to review and recommend options for televised Council meetings. The
initial goal of televised Council meetings is to link agendas, minutes and archived
streaming video on our website and on Tukwila TV Channel 21.
Six qualified vendors were selected for interviews. All six vendors were rated to be
capable; however, not all vendors met all of the evaluation criteria. The matrix below
shows the criteria and sample municipal customers.
VENDORS
AVCAPTUREALL.COM
PugetSou ndAccess.org
SWAGIT. COM
GRANICUS.COM
PBTECH. org
I QM2. COM
ANALYSIS
EVALUATION CRITERIA
Works with Clerk, Expandable,
Court, IT Scaleable Non- Proprietary
Yes Yes Yes
Yes
No
No
No
No
Yes
Yes
Yes
No
Yes
No
Yes
No
Yes
No
SAMPLE CUSTOMERS
Island County, WA
Renton, WA
Plano, TX
Bellevue, WA
Auburn, WA
Kent, WA
Four of the six vendors utilize proprietary equipment that cannot be serviced by our IT
Department. Currently, the City Clerk uses FTR Gold to record the audio portion of
council meetings and the Municipal Court utilizes AV Capture All for recording the audio
portion of court proceedings. In addition, the Digital Record Center is powered by
Laserfiche and will be linked to this video streaming system.
C:\ temp\ Content .Outlook \TD8KICPZ \televised council options 9 -12 -12 bg rev 1.doc
29
INFORMATIONAL MEMO
Page 2
30
The available options range from low (low resolution archived streaming audio /video on
our website) to high (high resolution live and archived audio /video on our website and
Tukwila21 with upgrades to Council chambers lighting and sound system for a quality
end result). The table below outlines these ranges with necessary equipment, upgrades,
and appropriate costs.
Council Lighting Upgrades x
Council Audio Upgrades x
TOTAL ONE -TIME COSTS
Annual Operation Cost $12,000
$8,000
LOW
MEDIUM
HIGH
$59,270
Basic archived
High resolution
High resolution audio /video
streaming on website
audio /video with
with archived and live
and on TV21
archived and live
streaming on website and TV21
streaming on website
Cameras (pan tilt -zoom)
3
5
5
Operations
Automatic
1 operator
2 operators and control room
Archive Web
Yes
Yes
Yes
Archive Cable
I Yes
Yes
Yes
Live streaming Web
No
Yes
Yes
Live streaming Cable
No
No
Yes
Video Resolution
Low
High
High
Production Quality
Low
High
High
Installation Cost
$20,000
$39,270
$50,000
Council Lighting Upgrades x
Council Audio Upgrades x
TOTAL ONE -TIME COSTS
Annual Operation Cost $12,000
$8,000
$8,000
$12,000
$12,000
$59,270
$70,000
$24,727
$60,000
RECOMMENDATION
Based on the goal to balance the needs of the City Clerk for document and agenda
management and the ease of interface with the Digital Record Center, the recording needs of
the Municipal Court, including the existing audio AV Capture All system and the SCORE video
system and the required interface with our IT Department and website management, we are
recommending a medium system as proposed by Puget Sound Access.
Council is being asked to approve the contract with Puget Sound Access for televising Council
meetings for an initial one -time setup cost of $59,270, including $39,270 for the video capture
system hardware (5 pan /tilt /zoom video cameras and accessories, video switcher, audio
recorder, channel interface, switch and channel monitor) plus installation labor at $5,285.00.
Additional upgrade costs include lighting at $8,000 and council chambers audio upgrades at
$12,000. The initial one -time costs are proposed to be charged to the 303 fund. The annual
cost of operations is $24,727.00, which is proposed in the 2013 -2014 IT budget. Council is
being asked to consider this item at the October 8, 2012 Committee of the Whole meeting and
subsequent October 15, 2012 Regular Meeting.
Attachments: Contract for Services
c:ltempl content .oullookltd8kicpzltelevised council options 9 -12 -12 bg rev t.doc
City of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
CONTRACT FOR SERVICES
This Agreement is entered into by and between the City of Tukwila, Washington, a non charter
optional municipal code city hereinafter referred to as "the City," and Puget Sound Access, hereinafter
referred to as "the Contractor," whose principal office is located at 22412 72 Avenue South. Kent,
Washington 98032.
WHEREAS, the City has determined the need to have certain services performed for its citizens
but does not have the manpower or expertise to perform such services; and
WHEREAS, the City desires to have the Contractor perform such services pursuant to certain
terms and conditions; now, therefore,
IN CONSIDERATION OF the mutual benefits and conditions hereinafter contained, the parties
hereto agree as follows:
1. Scone and Schedule of Services to be Performed by Contractor. The Contractor shall perform
those services described on Exhibit A attached hereto and incorporated herein by this reference as if
fully set forth. In performing such services, the Contractor shall at all times comply with all Federal,
State, and local statutes, rules and ordinances applicable to the performance of such services and the
handling of any funds used in connection therewith. The Contractor shall request and obtain prior
written approval from the City if the scope or schedule is to be modified in any way.
2. Compensation and Method of Pavment. The City shall pay the Contractor for services rendered
according to the rate and method set forth on Exhibit B attached hereto and incorporated herein by this
reference. The total amount to be paid shall not exceed $39,270 for the initial hardware and
installation plus annual operational costs of $24,727.
3. Contractor Budget. The Contractor shall apply the funds received under this Agreement within the
maximum limits set forth in this Agreement. The Contractor shall request prior approval from the
City whenever the Contractor desires to amend its budget in any way.
4. Duration of Agreement. This Agreement shall be in full force and effect for a period commencing
upon written Notice to Proceed, and ending December 31. 2014. unless sooner terminated under the
provisions hereinafter specified.
5. Independent Contractor. Contractor and City agree that Contractor is an independent contractor
with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be
considered to create the relationship of employer and employee between the parties hereto. Neither
Contractor nor any employee of Contractor shall be entitled to any benefits accorded City employees
by virtue of the services provided under this Agreement. The City shall not be responsible for
withholding or otherwise deducting federal income tax or social security or contributing to the State
Industrial Insurance Program, or otherwise assuming the duties of an employer with respect to the
Contractor, or any employee of the Contractor.
CA Revised 2012
Page I of I I
31
6. Indemnification. The Contractor shall defend, indemnify and hold the City, its officers, agents,
officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits
including attorney fees, arising out of or in connection with the performance of this Agreement, except for
injuries and damages caused by the sole negligence of the City. Should a court of competent jurisdiction
determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages
arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent
negligence of the Contractor and the City, its officers, officials, employees, and volunteers, the
Contractor's liability hereunder shall be only to the extent of the Contractor's negligence. It is further
specifically and expressly understood that the indemnification provided herein constitutes the Contractor's
waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this
indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section
shall survive the expiration or termination of this Agreement.
7. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance
against claims for injuries to persons or damage to property which may arise from or in connection
with the performance of the work hereunder by the Contractor, their agents, representatives,
employees or subcontractors. Contractor's maintenance of insurance, its scope of coverage and limits
as required herein shall not be construed to limit the liability of the Contractor to the coverage
provided by such insurance, or otherwise limit the City's recourse to any remedy available at law or in
equity.
A. Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the limits
described below:
1. Automobile Liability insurance with a minimum combined single limit for bodily injury and
property damage of $1,000,000 per accident. Automobile liability insurance shall cover all
owned, non owned, hired and leased vehicles. Coverage shall be written on Insurance Services
Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If
necessary, the policy shall be endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance with limits no less than $1,000,000 each occurrence,
$2,000,000 general aggregate and $2,000,000 products completed operations aggregate limit.
Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01
and shall cover liability arising from premises, operations, independent contractors, products
completed operations, stop gap liability, personal injury and advertising injury, and liability
assumed under an insured contract. The Commercial General Liability insurance shall be
endorsed to provide the Aggregate Per Project Endorsement ISO form CG 25 03 11 85 or an
equivalent endorsement. There shall be no endorsement or modification of the Commercial
General Liability Insurance for liability arising from explosion, collapse or underground
property damage. The City shall be named as an insured under the Contractor's Commercial
General Liability insurance policy with respect to the work performed for the City using ISO
Additional Insured endorsement CG 20 10 10 01 and Additional Insured- Completed
Operations endorsement CG 20 37 10 01 or substitute endorsements providing equivalent
coverage.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of
Washington.
CA Revised 2012 Page 2 of 11
32
B. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General
Liability insurance policies are to contain, or be endorsed to contain that they shall be primary
insurance with respect to the City. Any insurance, self insurance, or insurance pool coverage
maintained by the City shall be excess of the Contractor's insurance and shall not contribute with
it.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating
of not less than A: VII.
D. Verification of Coverage. Contractor shall furnish the City with original certificates and a copy
of the amendatory endorsements, including but not necessarily limited to the additional insured
endorsement, evidencing the insurance requirements of the Contractor before commencement of
the work.
E. Subcontractors. The Contractor shall have sole responsibility for determining the insurance
coverage and limits required, if any, to be obtained by subcontractors, which determination shall
be made in accordance with reasonable and prudent business practices.
F. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for this
work with written notice of any policy cancellation, within two business days of their receipt of
such notice.
G. Failure to Maintain Insurance. Failure on the part of the Contractor to maintain the insurance as
required shall constitute a material breach of contract, upon which the City may, after giving five
business days notice to the Contractor to correct the breach, immediately terminate the contract or,
at its discretion, procure or renew such insurance and pay any and all premiums in connection
therewith, with any sums so expended to be repaid to the City on demand, or at the sole discretion
of the City, offset against funds due the Contractor from the City.
8. Record Keeping and Reporting.
A. The Contractor shall maintain accounts and records, including personnel, property, financial and
programmatic records which sufficiently and properly reflect all direct and indirect costs of any
nature expended and services performed in the performance of this Agreement and other such
records as may be deemed necessary by the City to ensure the performance of this Agreement.
B. These records shall be maintained for a period of seven (7) years after termination hereof unless
permission to destroy them is granted by the office of the archivist in accordance with RCW
Chapter 40.14 and by the City.
9. Audits and Inspections. The records and documents with respect to all matters covered by this
Agreement shall be subject at all times to inspection, review or audit by law during the performance of
this Agreement.
10. Termination. This Agreement may at any time be terminated by the City giving to the Contractor
thirty (30) days written notice of the City's intention to terminate the same. Failure to provide
products on schedule may result in contract termination. If the Contractor's insurance coverage is
canceled for any reason, the City shall have the right to terminate this Agreement immediately.
11. Discrimination Prohibited. The Contractor shall not discriminate against any employee, applicant
for employment, or any person seeking the services of the Contractor to be provided under this
Agreement on the basis of race, color, religion, creed, sex, age, national origin, marital status or
presence of any sensory, mental or physical handicap.
CA Revised 2012
Page 3 of 1 I
33
12. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion of the
services contemplated by this Agreement without the written consent of the City.
13. Entire Agreement: Modification. This Agreement, together with attachments or addenda,
represents the entire and integrated Agreement between the City and the Contractor and supersedes
all prior negotiations, representations, or agreements written or oral. No amendment or modification
of this Agreement shall be of any force or effect unless it is in writing and signed by the parties.
14. Severabilitv and Survival. If any term, condition or provision of this Agreement is declared void or
unenforceable or limited in its application or effect, such event shall not affect any other provisions
hereof and all other provisions shall remain fully enforceable. The provisions of this Agreement,
which by their sense and context are reasonably intended to survive the completion, expiration or
cancellation of this Agreement, shall survive termination of this Agreement.
15. Notices. Notices to the City of Tukwila shall be sent to the following address:
City Clerk, City of Tukwila
6200 Southcenter Blvd.
Tukwila, Washington 98188
Notices to the Contractor shall be sent to the address provided by the Contractor upon the
signature line below.
16. Applicable Law: Venue: Attornev's Fees. This Agreement shall be governed by and construed in
accordance with the laws of the State of Washington. In the event any suit, arbitration, or other
proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and
agree that venue shall be properly laid in King County, Washington. The prevailing parry in any such
action shall be entitled to its attorney's fees and costs of suit.
34
DATED this day of
CITY OF TUKWILA
Mayor
Attest /Authenticated:
Christy O'Flaherty,City Clerk
CA Revised 2012
2012
CONTRACTOR
By:
Printed Name and Title:
Address:
Approved as to Form:
Office of the City Attorney
Page 4 of 1 l
Exhibit A: Scope of Work
This agreement covers operation of the City's Channel 21 and related support, maintenance, and administrative
work. The objectives of this agreement are:
To inform and engage citizens in the governmental, civic, and cultural affairs of the City of Tukwila through the
compelling use of television, Internet, and other media.
To improve the effectiveness of the City's media by making them more attractive, engaging, and informative.
To facilitate linkages among a variety of public and governmental information resources and to create
opportunities for citizens to interact with their government and each other across a wide range of media platforms
and outlets.
This agreement covers the following tasks:
1. Channel 21 Operation and Production. The Contractor shall:
Produce City Council meetings by:
(1) Providing live video coverage of their sessions; and
(2) Recording the proceedings for subsequent replay and archiving.
(3) Providing staff as needed to support production and broadcast of Council meetings
Create original informational graphics, video recordings, and creative productions on various topics for the
Channel in coordination with a designated City contact. These include but are not limited to graphical or video
slates such as those that promote upcoming City- related events, announce the availability of City services, and that
inform citizens of news about the community (about four [4] per week up to a total of two hundred [200] slates
per year)
Provide the City with additional -cost video production services such as the creation of such programming as
(1) Coverage of significant events such as ribbon cuttings, community meetings, grand- openings, parades,
volunteer efforts, and press conferences;
(2) Production of business development videos products and other media needed to promote the City;
(3) Creation of B -roll of Tukwila activities and environment;
(4) Production of video products or other productions that are unique to any one city department and for
which that department has an independent funding source; and
(5) Other productions that complement the City's communications plan.
In collaboration with the City, the Contractor shall plan, direct, and coordinate all aspects of video production
including writing, directing, operating studio and field equipment, editing, and performing other related on -site
and off -site tasks. The Consultant will supply the required equipment and supplies in addition to manpower.
As necessary, the Contractor shall also schedule, transport, and provide needed equipment, facilities, and
production staffing.
Such productions shall require advance City e- mailed notice of desired productions from the City and the
Contractor's positive e- mailed confirmation.
Expand the Channel's content by facilitating the use of relevant content and materials from other agencies,
entities, and organizations. This may include locating, securing, converting, editing, loading, and scheduling such
external content as is necessary.
Require completion of the City of Tukwila video release form as directed by the City.
CA Revised 2012
Page 5 of 11
35
Websites. The Contractor shall:
Maintain a streaming media server for City Council, Committee of the Whole, and other City media
Capture and store Council videos on streaming media server
Provide FTP or other access (e.g., LogMeIn) to City staff so that they may annotate media with time indices, back-
up files, and perform other functions that the City deems necessary
Occasionally post to the streaming media site Contractor- produced content and content from other producers
Update the Channel 21 schedule on a weekly basis on the streaming media website.
Branding and Marketing. The Contractor will help the City in its efforts to establish and promote its identity and
reputation. The Contractor shall:
Incorporate the City's logo, visual styles, and other City branding design features into new Channel graphical, text,
video, and other templates as necessary to better incorporate the channel into the City's overall marketing
effectors and to improve the Channel's production efficiencies.
Design, create, and use slates, lower- thirds, crawls, and other textual and graphical elements and professional
media techniques to increase public awareness, understanding, and appreciation of civic events, processes, and
deliberations.
Strategic Support and Customer Service. The Contractor will help support activities related to the
City's use of media. At the City's option, the Contractor shall:
Advise City, staff, and officials on media design, appearances, staging, etc.
Respond to City and public questions, complaints, and comments about the City's channel, programming, or
streaming media site.
Provide the Clerk's office with two original copies of the video recording of the Committee of the Whole meeting,
of the Council meeting each week, and any video production created for the City for records purposes.
Consult with City on media equipment purchases and service contracts.
Participate in planning and other meetings regarding City communication.
Help negotiate cable and other media related franchises as needed.
Technology. The Contractor will help the City embrace new technologies as they emerge and as they
become desired and practical alternatives for the City. The Contractor shall:
CA Revised 2012 Page 6 of 11
36
Integrate technology for example, e -mail, Internet chat, indexed video on demand, instant polling, wireless
services, television, etc. to promote civic engagement and participation.
Incorporate new City- purchased or City- leased technologies into the media production, distribution, and analytical
environment.
Maintain Systems. The Contractor will help troubleshoot problems with the channel as needed.
Partnerships. The Contractor shall help the City engage citizens, organizations, and businesses. The
Contractor shall:
Pursue partnerships with local television and radio stations, high -tech companies and community and non profit
organizations to leverage operational, content and technical resources.
Operate its own community access channel to the benefit of the Greater Tukwila community.
CA Revised 2012
Page 7 of 11
37
m
Figure 1: Full System Draft
Cable SD
Interface
Council System Media Server Flash Encoder
(Figure 2) (Near City Cable (Near City Cable
Head -end) Head End)
H264 Encoder
(Near City Cable
Head End)
Gray backgrounds indicate existing City-owned equipment
White backgrounds show PSA- provided, operated, and maintained facilities.
Cable SD To
Interface Channel
To Intemet
Stream for
Windows
To Internet
Stream for
Windows
Assumptions. City will provide:
1. Sufficient rack space, power, and connectivity for servers and encoders in an area immediately adjacent to cable feed
2. An audio and video feed from the Council Room to the video server
3. Public IPs for all PSA provided gear (e.g., routable IPs in DMZ and needed firewall rules for outgoing and incoming network traffic)
4. Bandwidth sufficient for required traffic (note the peak traffic requirements of encoders)
5. Physical access to PSA to server as needed
Not Shown. PSA media servers (City to receive FTP or other remote access to its media files and related indexing files or data structures).
Figure 2: Council System Draft
Gray indicates assumed existing equipment. Signal
Conditioning may not
be necessary but is shown in the case that, in the view of the Contractor, it
is needed. The production computer now records meeting
AV so that produced DVDs are of highest quality.
A stand -alone Backup
Recorder is slotted in case the Production Computer fails for some reason.
Note that PTZ Wide Camera and audio can be directly
connected to the Production Computer and Backup
Recorder for Council Meeting Failsafe or for Court no- video operator situations. An Audio Recorder,
Polycom support, and external access for the Court
(and others) are also now included. It may be necessary to augment the Council Room's lighting and audio system to achieve high- quality results. Such modifications would
be an added expense.
PTZ Camera
Signal
Wide
Conditioning 1
r Tot From
PON-
PTZ Camera
Signal
Tracking 1
r
Conditioning
Council Room
Council Room
'Video Amps
Monitors
Camera Control
PTZ Camera
Signal
Tracking 2
Conditioning
Signal Video Router,
Backup Recorder
PTZ Camera Staff
Conditioning Switcher and
Su rface
PTZ Camera
Signal 1
Switcher
Podium
Conditioning
Monitors
Interns[
Access for
Computer
Production
3 me e ti
R
Court or
Cin Remote Access
Video Converter
Computer
From Web
Council
S[rsam
Computer
Video Converter
Comeast Monitor
From
r
Computer
Podium
3 Video Converter
Channel
T Council
Room
Council Room
Audio Amps
Speakers
Control Room
To
Audio Mixer for Audio Mixer
3 'Channel
Council Room
3
Control Room
Microphones Dais
Speakers
Podium
staff
Court Audio
Recorder
City Of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
•v=
Figure 3: Streaming Media Demonstration Prototype
This streaming media design allows uses to jump to specific points in the meeting video by using a dynamic
tree. Tree branches open and close as is intuitive. Clicking on the time jumps the video. Clicking on the
hyperlinked text (in blue) opens the documents associated with the clicked agenda item.
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Page 10 of 11
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Exhibit B: Estimated Budget Summary
Estimates v, ill need to be confirmed alter a detailed site survey.
Component Element Estimated Cost
Hardware Video Capture System (Pan, tilt, zoom cameras and accessories) 11,285
(See Figures I and 2) Control Room (Video switcher, audio, recording) 13,400
Channel Interface (Remotely switch and monitor channel) 2,200
Video Server (Store and automatically play back content) 7,100
Total 33,985
Installation Recommended Hardware (Estimated work time: Io clays)
$5,285 S5,285
Permits (as needed)
At Cost
Annual Live Broadcasting of 24 Council Meetings (Assume 2
S6,500
Operations meetings /month; 3 hours setup per meeting 4 hour meetings; S38.75/hour
p era
$271 25 /meeting)
Live Broadcasting of 24 Committee of the Whole (Assume 2
S6,500
meetings/month; 3 hours setup per meeting 4 hour meetings; 538.75 /1101ir
S271.25 /meeting)
Live and On- demand Streaming of Council Meetings and
7,800
Committee of the Whole Meetings (includes Granious -like yveb-
accessible indexed video system for agendas; indexing of each meeting;
permanent archive of meetings; vvebsite and media hosting; and no -cost
vvebsite development see draft protota pe in Appendix C)
System Maintenance (10% of hardware and installation costs)
3.927
Total
24,727
CA Revised 2012 Face 1 1 of 1 1
42