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HomeMy WebLinkAboutFS 2013-05-21 COMPLETE AGENDA PACKETW" City of Tukwila Finance and Safety Committee O Dennis Robertson, Chair O Verna Seal O De'Sean Quinn AGENDA TUESDAY, MAY 21, 2013 — 5:30 PM CONFERENCE ROOM #3 (at east entrance of City Hall) Distribution: D. Robertson V. Seal D. Quinn K. Hougardy Mayor Haggerton D. Cline P. McCarthy C. O'Flaherty S. Kerslake K. Matej B. Giberson S. Brown J. Harrison M. Villa Item Recommended Action Page 1. PRESENTATION(S) 2. BUSINESS AGENDA a. City Facilities Needs Assessment & Feasibility Study a. Forward to 5/28 C.O.W. Pg.1 agreement. and 6/3 Regular Mtg. Bob Giberson, Public Works Director b. A resolution regarding compensation policies. b. Forward to 5/28 C.O.W. Pg.37 Stephanie Brown, Human Resources Director and 6/3 Regular Mtg. c. An ordinance regarding Tukwila's leash law. c. Forward to 5/28 C.O.W. Pg.45 Jon Harrison, Police Commander and 6/3 Regular Mtg. d. Police Department 2013 1st Quarter Report. d. Information only. Pg.51 Mike Villa, Police Chief 3. ANNOUNCEMENTS 4. MISCELLANEOUS Next Scheduled Meeting: Tuesday, June 4, 2013 16. 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 TO: City of Tukwila Jim Haggerton, Mayor INFORMATIONAL MEMORANDUM Mayor Haggerton Finance and Safety Committee FROM: Bob Giberson, Public Works Director DATE: May 17, 2013 SUBJECT: City Facilities Needs Assessment and Feasibility Study Project No. 91230201 Consultant Selection and Agreement ISSUE Approve consultant agreement with Rice Fergus Miller for architectural services for the City Facilities Needs Assessment and Feasibility Study. BACKGROUND As part of the 2013 -2014 biennial budget and CIP, City Council approved $500,000 for the City Facilities Project. Staff advertised a Request for Proposals on February 8 and 15, 2013 with a proposal deadline of February 22, 2013. The selection committee met to evaluate the two (2) proposals received from the Beckwith Consulting Group and Rice Fergus Miller. Interviews were held on March 12 and 18 and references were then checked. Both consultants scored very well in the overall process, however, Rice Fergus Miller ranked higher. Staff has negotiated a scope of work and fee with Rice Fergus Miller for the City Facilities Needs Assessment and Feasibility Study. DISCUSSION The Rice Fergus Miller team includes BERK, Inc., Reid Middleton, Matson /Carlson, and Long Bay Enterprises as sub - consultants for the project. The proposed scope of work includes four phases of work to produce the Needs Assessment and Feasibility Study. Exhibit A to the consultant agreement provides details of all the work tasks proposed for these four phases: • Phase 1 Visioning and Information Gathering • Phase 2 Development of Need and Prioritization of Findings • Phase 3 Feasibility Study • Phase 4 Risk Assessment BUDGET SUMMARY The proposed contract amount of $349,135.00 is well within the $500,000.00 budget. RECOMMENDATION The Council is being asked to approve the consultant agreement with Rice Fergus Miller in the amount of $349,135.00 for the City Facilities project and consider this item at the May 28, 2013 Committee of the Whole meeting and subsequent June 3, 2013 Regular Meeting. Attachments: Proposed Project Work Plan Team Organization Chart Consultant Agreement City Facilities page 73, 2013 CIP w: \pw eng \projects \a - bg projects \city facilities (91230201)\ information memo rfm selection_scope_fee.doc 1 2 FACILITY NEED ANALYSISFEASIBILITY STUDY 2 months2 months2 months2 months NTP · Identify steering committee · Update and present work · Update and present work · Apply costing matrix to and stakeholders plan/scheduleplan/schedulesolutions · Present and gain approval of · Match projected needs · Determine needs justi! cation · Draft review of anticipated project work plan/scheduleto space currently utilized for new space (renovated /and study option costs and risk ± document overage/or new)assessment prioritization · De! ne/tabulate and reach shortcoming consensus on community · Engage commercial real · Strategize funding scenarios values and organizational · Develop criteria for estate ! rm to develop property for proposed options philosophiesestablishing prioritization of listing for examination City services· Assemble draft report · Review/document existing · Generate test to ! t block facilities and tabulate space · Establish prioritization based diagrams for candidate parcels/· Steering committee and City utilizationon public safety criteriabuildingsCouncil presentation · Develop space need · Steering committee & · Evaluate and summarize · Adjust as required projections (10, 25, 50 yrs.)City Council presentation/! ndings con! rmation· Submit ! nal document · Steering committee and · Steering committee and City Council meeting for · Adjust as requiredCity Council presentation/ con! rmationcon! rmation · Gain phase approval - · Adjust as requiredmove to next phase· Adjust as required · Gain phase approval - move · Gain phase approval - to next phasemove to next phase Rice Fergus MillerRice Fergus MillerRice Fergus MillerRice Fergus Miller BERKBERKBERKBERK Reid MiddletonReid MiddletonReid MiddletonCarlson / Matson Long Bay EnterprisesLong Bay Enterprises - Work plan schedule- Prioritization of need- Evaluation of property- Financial analysis - Space needs- Final needs assessment response to need- Con® rmation of prioritization - Con® rm existing building- New vs. existing- Analysis and feasibility study conditions into ® nal document - Statement of community- Recommendations values and organizational- Issual ® nal report philosphy- Merge facility needs 4 Team Organization Chart CITY OF TUKWILA TEAM LEADER David Fergus Comprehensive Review Principal-in-Charge Rice Fergus Miller MANAGEMENT Ron Easterday Need Assessment/ Feasiblity Input Project Manager Rice Fergus Miller PLANNING Bob Hutchinson Planning and Concept Development Project Architect Rice Fergus Miller PROJECT COORDINATION Hope Zorrozua Project Coordinator Rice Fergus Miller FEASIBILITY FACILITATION Michael Hodgins Finance Policy BERK, Inc. Dawn Couch Public Engagement BERK, Inc. Erik Rundell Policy and GIS Analyst BERK, Inc. STRUCTURAL ANALYSIS Dave Swanson Principal Engineer Reid Middleton Corbin Hammer Senior Engineer Reid Middleton Suzie Brendle Senior Engineer Reid Middleton COST ESTIMATING Sandra Matson Cost Estimating Matson / Carlson LAND USE EXPERTISE Cynthia Berne Real Estate Advisory Input Long Bay Enterprises 5 6 City of Tukwila 6200 Southcenter Boulevard, Tukwila WA 98188 Contract Number: CONSULTANT AGREEMENT FOR ARCHITECTURAL SERVICES THIS AGREEMENT is entered into between the City of Tukwila, Washington, hereinafter referred to as "the City ", and Rice Fergus Miller, Inc., hereinafter referred to as "the Consultant ", in consideration of the mutual benefits, terms, and conditions hereinafter specified. 1 Project Designation. The Consultant is retained by the City to perform Architectural services in connection with the project titled Facility Needs Assessment and Feasibility Study. 2. Scope of Services. The Consultant agrees to perform the services, identified on Exhibit "A" attached hereto, including the provision of all labor, materials, equipment and supplies. 3. Duration of Agreement; Time for Performance. This Agreement shall be in full force and effect for a period commencing upon execution and ending January 27, 2014, unless sooner terminated under the provisions hereinafter specified. Work under this Agreement shall commence upon written notice by the City to the Consultant to proceed. The Consultant shall perform all services and provide all work product required pursuant to this Agreement no later than January 27, 2014 unless an extension of such time is granted in writing by the City. 4. Payment. The Consultant shall be paid by the City for completed work and for services rendered under this Agreement as follows: A. Payment for the work provided by the Consultant shall be made as provided on Exhibit "B" attached hereto, provided that the total amount of payment to the Consultant shall not exceed $349,135.00 without express written modification of the Agreement signed by the City. B. The Consultant may submit vouchers to the City once per month during the progress of the work for partial payment for that portion of the project completed to date. Such vouchers will be checked by the City and, upon approval thereof, payment shall be made to the Consultant in the amount approved. C. Final payment of any balance due the Consultant of the total contract price earned will be made promptly upon its ascertainment and verification by the City after the completion of the work under this Agreement and its acceptance by the City. D. Payment as provided in this section shall be full compensation for work performed, services rendered, and for all materials, supplies, equipment and incidentals necessary to complete the work. E. The Consultant's records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City and the state of Washington for a period of three (3) years after final payments. Copies shall be made available upon request. 7 5. Ownership and Use of Documents. All documents, drawings, specifications and other materials produced by the Consultant in connection with the services rendered under this Agreement shall be the property of the City whether the project for which they are made is executed or not. The Consultant shall be permitted to retain copies, including reproducible copies, of drawings and specifications for information, reference and use in connection with the Consultant's endeavors. The Consultant shall not be responsible for any use of the said documents, drawings, specifications or other materials by the City on any project other than the project specified in this Agreement. 6. Compliance with Laws. The Consultant shall, in performing the services contemplated by this Agreement, faithfully observe and comply with all federal, state, and local laws, ordinances and regulations, applicable to the services rendered under this Agreement. 7. Indemnification. The Consultant shall defend, indemnify and hold the City, its officers, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney fees, arising out of or resulting from the acts, errors or omissions of the Consultant in 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 Consultant and the City, its officers, officials, employees, and volunteers, the Consultant's liability hereunder shall be only to the extent of the Consultant's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Consultant'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. 8. Insurance. The Consultant 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 Consultant, its agents, representatives, or employees. Consultant's maintenance of insurance as required by the agreement shall not be construed to limit the liability of the Consultant 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 Amounts and Scope of Insurance. Consultant 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. CA revised : 1 -2013 8 Page 2 2. Commercial General Liability insurance with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate. Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors and personal injury and advertising injury. The City shall be named as an insured under the Consultant's Commercial General Liability insurance policy with respect to the work performed for the City. 3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. 4. Professional Liability with limits no less than $1,000,000 per claim and $1,000,000 policy aggregate limit. Professional Liability insurance shall be appropriate to the Consultant's profession. B. Other Insurance Provision. The Consultant'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 Consultant's insurance and shall not be contributed or combined 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. Consultant 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 Consultant before commencement of the work. Certificates of coverage and endorsements as required by this section shall be delivered to the City within fifteen (15) days of execution of this Agreement. E. Notice of Cancellation. The Consultant shall provide the City with written notice of any policy cancellation, within two business days of their receipt of such notice. F. Failure to Maintain Insurance. Failure on the part of the Consultant 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 Consultant 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 Consultant from the City. 9. Independent Contractor. The Consultant and the City agree that the Consultant 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 the Consultant nor any employee of the Consultant 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 for contributing to the state industrial insurance program, otherwise assuming the duties of an employer with respect to the Consultant, or any employee of the Consultant. CA revised : 1 -2013 Page 3 9 10. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or retained any company or person, other than a bonafide employee working solely for the Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any company or person, other than a bonafide employee working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award or making of this contract. For breach or violation of this warrant, the City shall have the right to annul this contract without liability, or in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under this Agreement, will not discriminate on the grounds of race, religion, creed, color, national origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political affiliation or the presence of any disability in the selection and retention of employees or procurement of materials or supplies. 12. Assignment. The Consultant shall not sublet or assign any of the services covered by this Agreement without the express written consent of the City. 13. Non - Waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 14. Termination. A. The City reserves the right to terminate this Agreement at any time by giving ten (10) days written notice to the Consultant. B. In the event of the death of a member, partner or officer of the Consultant, or any of its supervisory personnel assigned to the project, the surviving members of the Consultant hereby agree to complete the work under the terms of this Agreement, if requested to do so by the City. This section shall not be a bar to renegotiations of this Agreement between surviving members of the Consultant and the City, if the City so chooses. 15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be subject to, and the Consultant shall at all times comply with, all applicable federal, state and local laws, regulations, and rules, including the provisions of the City of Tukwila Municipal Code and ordinances of the City of Tukwila. 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 party in any such action shall be entitled to its attorney's fees and costs of suit. Venue for any action arising from or related to this Agreement shall be exclusively in King County Superior Court. 16. Severability 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. CA revised : 1 -2013 10 Page 4 17. Notices. Notices to the City of Tukwila shall be sent to the following address: City Clerk City of Tukwila 6200 Southcenter Boulevard Tukwila, WA 98188 Notices to Consultant shall be sent to the following address: Rice Fergus Miller, Inc 275 Stn Street, Suite 100 Bremerton, WA 98337 18. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the entire and integrated Agreement between the City and the Consultant 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. DATED this CITY OF TUKWILA Mayor, Jim Haggerton Attest /Authenticated: day of , 20 CO ' LTANT By: Printed Name: Dina Motif Title: moat ,)iz,wci','4t- Approved as to Form: City Clerk, Christy O'Flaherty Office of the City Attorney CA revised : 1 -2013 Page 5 11 12 RICe1"guAVIILIER ExhibitA ARCHITECTURE & PLANNING City of Tukwila Facility Needs Analysis and Feasibility Study Scope of Work 4/23/13 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation /Refinement • Discuss overall project engagement, process design and identify the members of the steering committee and the stakeholders that will be part of the decision making process. Define appropriate level of engagement for the following groups: o Internal stakeholders (both departmental leads as well as broader staff) o Decision makers (primarily senior management, the Mayor and Council) o External stakeholders and community interests o The broader public • Review and revise the project work plan, clarifying the responsibilities of Rice Fergus Miller (RFM) and City staff. Determine how to best communicate and work together and codify means and methods of communication. • Discuss components of a Community Outreach Plan strategy and how it will be implemented. Identify key roles of City Staff and RFM team in conducting plan and expected deliverables. • Based on these discussions, prepare a final task - loaded schedule for the entire project scope. Task 2: Steering Committee Meeting • Introductions, presentation and agreement of operating principals, and discussion of work plan, schedule, and end product. • Discuss what project success would look like. • Define methodology for soliciting staff and community input, means of conflict resolution, and presenting reviewed information back. Define iterations of process allowed to maintain schedule milestones. o, Strategies for Information Gathering • Stakeholder interviews • Online surveys • Website presentation of project status • Gather comments /revisions for edits to plan and submission to Steering Committee for record. 1 13 RicergusmiuER ExhibitA ARCHITECTURE E. PLANNING. Task 3: Executive Staff Work Session • First presentation of schedule, work plan and expectations for the planning process. Gather comments /revisions for edits to plan and submission to Steering Committee. Task 4: Compiling Information on Existing City Facilities • Review City records and ask Department Heads to tabulate square footage of use by department. • Research City records and obtain all available drawings of buildings currently in use. • Obtain staffing organizational chart for each department that is part of study. • Physically survey each department to confirm how space is utilized. Task 5: Develop Space Needs Projections (10, 25 and 50 year Benchmarks) • Kickoff Meeting with Department Heads to discuss process and methodology of approach. • Discuss and document future projected needs with each Department Head. • Distribute and discuss survey form to be distributed to staff by Department Heads, and schedule follow -up discussion with each Department Head to discuss results and reconcile conflicts. Task 6: Strategize Funding Opportunities for Future City Development • Extract demographic information and financial projections from the Tukwila Strategic Plan to serve as a springboard for supporting funding discussion. • Conduct workshop with Steering Committee to discuss current fiscal situation and the long -term capital funding needs city wide. This will provide important context for developing facility plans that reflect the future as envisioned by the City and to set realistic budgetary goals to drive development. • Document consensus reached in workshop for fiscal projections. Task 7: Outreach and Stakeholder Engagement • Prepare public information materials summarizing: o Project purpose o Schedule and phases o Next Steps Task 8: City Council Work Session • Solicit input from Steering Committee in preparation for a Council Study Session presentation. • Adjust presentation of data to reflect comments. • Present to Council in study session. Revise as needed for task 8 presentation to full City Council. 2 14 RICOYgZI,AVIILLER ExhibitA ARCHITECTURE A PLANNING Task 9: Present and Obtain City Council Acceptance of Phase 1 Facility Needs Analysis Deliverables: • Work plan and task loaded schedule. • Space needs tabulation by Department (current and projected to 10, 25 and 50 year benchmark). • • Department organizational charts that illustrate current occupancy, current need, and projected need to a 10, 25 and 50 year benchmark. • Summary of the current fiscal situation and long -term capital funding needs to establish financial boundaries of City property development. RFM Site Visits Included in Phase 1: • 14 RFM Meetings included in Phase 1: • 7 Assumptions: • All client /meeting coordination will occur from RFM's office through the internet and WebEx conferencing. 3 15 16 Exhibit A RICeYgUSMILLER ARCHITECTURE & PLANNING City of Tukwila Facility Needs Analysis and Feasibility Study Scope of Work 4/23/13 Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan and Schedule • Present and discuss deliverable from Phase 1 with Steering Committee. • Reach consensus /confirm dates required for City input and participation relative to tasks in this phase. Task 2: Projected Needs vs. Existing Facilities Occupancy • Overlay future needs projections with existing facilities occupied and document projected shortfall /overage. Present results in conceptual level floor plans. • Review 2008 Reid Middleton survey of City- occupied buildings and confirm applicability for continued use. • Present findings to Steering Committee for comment /agreement. • Refine space needs analysis based on Steering Committee input. Task 3: Outreach and Stakeholder Engagement • Prepare summary public information materials summarizing: o Project purpose o Schedule and phases o The results of the Needs vs Existing Facilities analysis o Next Steps • As needed, provide support at public meetings, where the Facilities Study can be added to a broader agenda (i.e. Comp Plan meeting) Task 4: Executive Staff Work Session • Present space need projections and prioritization findings. Incorporate comments and submit revisions to Steering Committee as needed. 1 17 Exhibit A RICergZIbMILLER ARCHITECTURE & PLANNING Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projections • Present space need projections in regular session of City Council. • Incorporate City Council comments and submit to Steering Committee /City Council for review /acceptance. Deliverables: • Documented City space needs for 10, 25, and 50 year benchmarks with conceptual level floor plans. • Confirmation of existing City facilities defined by 2008 Reid Middleton survey. RFM Site Visits Included in Phase 2: • 7 RFM Meetings Included in Phase 2: • 4 Assumptions: • All client /meeting coordination will occur from RFM's office through the internet and WebEx conferencing. 2 18 Exhibit A RICFeYgZIsVIILLER ARCHITECTURE & PLANNING City of Tukwila Facility Needs Analysis and Feasibility Study Scope of Work 4/23/13 Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule • Present and discuss deliverable from Phase 2 with Steering Committee. • Reach consensus /confirm dates required for City input and participation relative to tasks in this phase. Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Construction • Conduct test -to -fit plan /site examinations for the capacity of existing facilities to accommodate projected future needs. Document deficiencies due to site, building size /condition, seismic and locational constraints. • Evaluate current and future space needs against buildings currently in the City inventory and determine if Department shifts make sense logistically and provide relief. • Assemble test -to -fit graphics and discuss results in a workshop with the Steering committee to narrow initial range of options. • If need demands new property acquisition(s) and /or construction of new facilities, proceed as follows; o Find and conceptually analyze suitable properties in locations that are mutually determined to be suitable. Block diagram needs onto candidate parcel(s) and evaluate. o Present results of accommodating projected City needs to Steering Committee in a vetting process prior to cost analyzing options. Task 3: Produce a Costing Matrix for Proposed Development Options • Provide cost of development summaries for the options as discussed in task 2. • Present development summaries to the Steering Committee for input. Revise the options as agreed upon. 1 19 Exhibit A Task 4: Threshold Funding Assessment RlCeI"'�ZISIVIILLER ARCHITECTURE & PLANNING • Based on the initial fiscal situation assessment, conduct a threshold funding assessment that will identify financial implications of the options with respect to ongoing operations and capital investment needs. • Identify if there are any unique characteristics of any of the options which might present funding opportunities or otherwise reduce the financial impact to the City. Task 5: Outreach and Stakeholder Engagement • Prepare a Phase 3 folio -type public information packet summarizing: o Project purpose o Schedule and phases o The results of the options development process, preliminary cost matrix and threshold funding assessment o Next Steps • As needed, provide support at public meetings, where the Facilities Study can be added to a broader agenda (i.e. Comp Plan meeting) • Consider the option of an online survey to solicit feedback on the preliminary options: o Staff survey o Community and external stakeholder survey Task 6: City Council Work Session • Present the development options with cost summaries for input. Incorporate comments and submit revisions to Steering Committee as needed. Task 7: Present and Obtain City council acceptance of Phase 3 Feasibility Study • Present development options with cost summaries in regular session of City Council. • Incorporate City Council comments and submit to Steering Committee /City Council for review /acceptance. Deliverables: • Documented development options and associated project costs. RFM Site Visits Included in Phase 3: • 10 20 2 Exhibit A RFM Meetings Included in Phase 3: • 5 RICf2YgZf.SVIILLER A R C H I T E C T U R E & P L A N N I N G Assumptions: • All client /meeting coordination will occur from RFM's office through the internet and WebEx conferencing. 3 21 22 Exhibit A RICe1"'�ZISMILLER ARCHITECTURE & PLANNING City of Tukwila Facility Needs Analysis and Feasibility Study Scope of Work 4/23/13 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule • Present and discuss deliverable from Phase 3 with Steering Committee. • Reach consensus /confirm dates required for City input and participation relative to tasks in this phase. Task 2: Conduct a Risk Assessment Analysis of City Services • Research City records for information and past planning efforts relative to emergency response to natural /man -made disasters. o Obtain current flood plain data. o Obtain current Tukwila Emergency Management Plan. • Workshop Session with Steering Committee to assess risk /define potential solutions, topics to include; o Definition /identification of vulnerable conditions and prioritization within City boundaries. • Fire and Emergency services Law Enforcement (services) • Utilities (gas, electricity, water, sewer) ■ Hospitals ■ Public Works • School ■ Nursing Homes • Detention Facilities • Food Distribution ■ Other • Determine how prioritization of City services reduces risk. • Illustrate pros /cons of new municipal facilities development and if it will assist in reducing risk exposure. • Financial Impacts and potential funding mechanisms. o Existing resources o Property tax increase 1 23 Exhibit A RICf21^gUAUIILLER ARCHITECTURE & PLANNING o Grant opportunities o Special financing options o Increased mutual aid opportunities • Strategies for soliciting public buy -in for supporting proposed solutions. o Email surveys o Public open house presentations Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Options, and Phase 3 Risk Assessment Criteria • Workshop Session with Steering Committee to weigh and evaluate all the potential combination of options available. Reach consensus on prioritizing approaches and reach conclusion on final recommendations. • Document and prioritize options examined. Task 4: Outreach and Stakeholder Engagement • Prepare a Phase 4 folio -type public information packet summarizing: o Project purpose o Schedule and phases o The results of the risk assessment analysis o Next Steps • Conduct a community workshop to review the risk assessment and gather feedback on the analysis and choices available. Task 5: Conceptual -level Phasing and Funding Plan • Based on the risk assessment, develop a preferred phasing and prioritization plan to guide future investments in the City's facilities • Develop a conceptual level funding plan that would identify options for supporting the investments called for in the phasing and prioritization plan and the operational and maintenance needs. Task 6: City Council Work Session • Present the prioritization of options and final recommendations for input. The analysis will include the input gathered from the community workshop 2 24 Exhibit A RICe7gZlSMILLER ARCHITECTURE & PLANNING Task 7: Present and Obtain City Council Acceptance of Phase 4 Risk Assessment • Present study options and final recommendations for comment in regular session of City Council. • Incorporate City Council comments and submit to Steering Committee /City Council for review /acceptance. Task 8: Assemble Draft Document in Final Format for Review by Steering Committee • Conduct final workshop to review comments. Task 9: Submit Final Document for City Council Acceptance Deliverables: • Final Study with recommendations. RFM Site Visits Included in Phase 4: • RFM Meetings Included in Phase 4: • 6 Assumptions: • All client /meeting coordination will occur from RFM's office through the internet and WebEx conferencing. 3 25 26 CITY OF TUKWILA FEASIBILITY NEEDS ANALYSIS AND FEASIBILITY STUDY FEE APRIL 23, 2013 RICE FERGUS MILLER Exhibit B wc9rergZrsnniu.En Total Estimated Hours (RFM) Cost Subtotal RFM Cost Subtotal Berk Associates Cost Subtotal Matson Carlson Cost Subtotal Reid Middleton Cost Subtotal Long Bay Cost 10% Consultant Markup Total (Fixed Fee) $216,600 $65,070 $14,160 $8,590 $6,555 $9,438 $320,413 Reimbursement Budget (Rate Schedule Per 2/22/13 - Statement of Qualifications) $15,000 Travel Budget (Assume 61 visits, 108 mi. R.T. @ .565 cents /mi.) $3,722 Owner Contingency Total Budget $10,000 $349,135 1,496 $216,600 27 Principal -in- Charge Project Manager Project Architect Project Coordinator Graphic Designer Total Hours and Estimated Cost by Task 12013 Billing Rates 220 170 160 80 140 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation / Refinement 8 3 24 8 8 Task 2: Steering Committee Meeting 5 1 14 8 4 Task 3: Executive Staff Work Session 5 14 6 Task 4: Compiling Information on Existing City Facilities 1 34 6 Task 5: Develop Space Needs Projection (10, 25 and 50 year benchmarks) 1 1 45 24 10 Task 6: Strategize Funding Opportunities for Future City Development 6 2 12 8 Task 7: Outreach and Stakeholder Engagement 1 24 4 8 Task 8: City Council Work Session 6 1 16 6 8 Task 9: Present and Obtain City Council Acceptance of Phase 1 Facility Needs Analysis 4 1 12 6 8 Subtotal Hours 36 10 195 76 46 363 Subtotal Cost $7,920 $1,700 $31,200 $6,080 $6,440 $53,340 Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan Schedule 5 6 24 6 6 Task 2: Projected Needs vs. Existing Facilities Occupancy 5 1 50 12 12 Task 3: Outreach and Stakeholder Engagement 1 1 14 8 Task 4: Executive Staff Work Session 5 16 8 6 Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projections 6 1 20 16 6 Subtotal Hours 22 9 124 50 30 235 Subtotal Cost $4,840 $1,530 $19,840 $4,000 $4,200 $34,410 Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule 6 6 24 8 4 Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Const 4 2 40 8 8 Task 3: Produce a Costing Matrix for Proposed Development Options 4 2 24 8 4 Task 4: Threshold Funding Assessment 1 1 6 8 4 Task 5: Outreach and Stakeholder Engagement 1 1 8 12 6 Task 6: City Council Work Session 6 1 16 12 10 Task 7: Present and Obtain City Council Acceptance of Phase 3 Feasibility Study 9 1 16 8 6 Subtotal Hours 31 14 134 64 42 285 Subtotal Cost $6,820 $2,380 $21,440 $5,120 $5,880 $41,640 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule 6 8 24 12 6 Task 2: Conduct a Risk Assessment Analysis of City Services 8 6 50 36 12 Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Op 6 1 24 8 12 and Phase 3 Risk Assessment Criteria 6 2 36 10 8 Task 4 Outreach and Stakeholder Engagement 2 1 12 8 6 Task 5 Conceptual -level Phasing and Funding Plan 2 1 12 8 2 Task 6: City Council Work Session 6 1 16 6 8 Task 7: Present and Obtain City Council Acceptance of Phase 4 Risk Assessment 6 1 24 12 6 Task 8: Assemble Draft Document in Final Format for Review by Steering Committee 2 2 40 10 54 Task 9: Submit Final Document for City Council Acceptance 2 2 30 30 20 Subtotal Hours 46 25 268 140 134 613 Subtotal Cost $10,120 $4,250 $42,880 $11,200 $18,760 $87,210 Total Estimated Hours (RFM) Cost Subtotal RFM Cost Subtotal Berk Associates Cost Subtotal Matson Carlson Cost Subtotal Reid Middleton Cost Subtotal Long Bay Cost 10% Consultant Markup Total (Fixed Fee) $216,600 $65,070 $14,160 $8,590 $6,555 $9,438 $320,413 Reimbursement Budget (Rate Schedule Per 2/22/13 - Statement of Qualifications) $15,000 Travel Budget (Assume 61 visits, 108 mi. R.T. @ .565 cents /mi.) $3,722 Owner Contingency Total Budget $10,000 $349,135 1,496 $216,600 27 CITY OF TUKWILA FACILITY NEEDS ANALYSIS AND FEASIBILITY STUDY FEE APRIL 23, 2013 BERK ASSOCIATES Exhibit B mcffergusmiu.ER Total Estimated Hours Cost Totals Subtotal Consultant Cost S/7/2Vi3 $65,070 471 $65,070 2 Strategic Advisor Lead Analyst& Facilitator Survey & Public Engagement Support Financial & Market Analyst Supporting Analyst Total Hours and Estimated Cost by Task 2013 Billing Rates $250 $140 $110 $110 $70 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation / Refinement 4 4 Task 2: Steering Committee Meeting #1 4 4 Task 3: Executive Staff Work Session 4 Task 4: Compiling Information on Existing City Facilities Task 5: Develop Space Needs Projection (10, 25 and 50 year benchmarks) Task 6: Strategize Funding Opportunities for Future City Development 8 24 16 Task 7: Outreach and Stakeholder Engagement 4 16 8 Task 8: City County Work Session 4 4 Task 9: Present and Obtain City Council Acceptance of Phase 1 Facility Needs Analysis Subtotal Hours 28 28 8 24 16 104 Subtotal Cost $7,000 $3,920 $880 $2,640 $1,120 $15,560 Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan Schedule Task 2: Projected Needs vs. Existing Facilities Occupancy Task 3: Outreach and Stakeholder Engagement 4 16 24 Task 4: Executive Staff Work Session 4 4 Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projections Subtotal Hours 8 20 24 0 0 52 Subtotal Cost 52,000 $2,800 $2,640 $0 $0 $7,440 Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Construction Task 3: Produce a Costing Matrix for Proposed Development Options Task 4: Threshold Funding Assessment 12 40 16 Task 5: Outreach and Stakeholder Engagement 16 24 Task 6: City Council Work Session 4 4 8 Task 7: Present and Obtain City Council Acceptance of Phase 3 Feasibility Study Subtotal Hours 16 20 32 40 16 124 Subtotal Cost $4,000 $2,800 $3,520 $4,400 $1,120 $15,840 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule Task 2: Conduct a Risk Assessment Analysis of City Services Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Options, 8 4 and Phase 3 Risk Assessment Criteria Task 4: Outreach and Stakeholder Engagement - 24 32 Task 5: Concept Level Phasing and Funding Plan 12 40 Task 6: City Council Work Session 4 4 8 Task 7: Present and Obtain City Council Acceptance of Phase 4 Risk Assessment Task 8: Assemble Draft Document in Final Format for Review by Steering Committee 3 16 12 24 Task 9: Submit Final Document for City Council Acceptance Subtotal Hours 27 48 52 64 0 191 Subtotal Cost $6,750 $6,720 $5,720 $7,040 $0 $26,230 Total Estimated Hours Cost Totals Subtotal Consultant Cost S/7/2Vi3 $65,070 471 $65,070 2 CITY OF TUKWILA FACILITY NEEDS ANALYSIS AND FEASIBILITY STUDY FEE APRIL 23, 2013 MATSON CARLSON 5/7/2013 Exhibit B RICprei"gZfSINILLER Total Estimated Hours Cost Totals Subtotal Consulant Cost $14,160 118 $14,160 29 Principal Total Hours and Estimated Cost by Task 12013 Billing Rates $120 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation / Refinement Task 2: Steering Committee Meeting Task 3: Executive Staff Work Session Task 4: Compiling Information on Existing City Facilities Task 5: Develop Space Needs Projection (10, 25 and 50 year benchmarks) Task 6: Strategize Funding Opportunities for Future City Development Task 7: Outreach and Stakeholder Engagement Task 8: City County Work Session Task 9: Present and Obtain C ity Council Acceptance of Phase 1 Facility Needs Analysis Subtotal Hours Subtotal Cost Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan Schedule Task 2: Projected Needs vs. Existing Facilities Occupancy Task 3: Outreach and Stakeholder Engagment Task 4: Executive Staff Work Session Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projections Subtotal Hours Subtotal Cost Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Construction Task 3: Produce a Costing Matrix for Proposed Development Options 114 Task 4: Threshold Funding Assessment Task 5: Outreach and Stakeholder Engagement Task 6: City Council Work Session Task 7: Present and Obtain City Council Acceptance of Phase 3 Feasibility Study Subtotal Hours 114 Subtotal Cost $13,680 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule Task 2: Conduct a Risk Assessment Analysis of City Services Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Options, and Phase 3 Risk Assessment Criteria Task 4: Outreach and Stakeholder Engagement Task 5: Concept Level Phasing and Funding Plan 4 Task 6: City Council Work Session Task 7: Present and Obtain City Council Acceptance of Phase 4 Risk Assessment Task 8: Assemble Draft Document in Final Format for Review by Steering Committee Task 9: Submit Final Document for City Council Acceptance Subtotal Hours 4 Subtotal Cost $480 Total Estimated Hours Cost Totals Subtotal Consulant Cost $14,160 118 $14,160 29 CITY OF TUKWILA FACILITY NEEDS ANALYSIS AND FEASIBILTY STUDY FEE APRIL 23, 2013 REID MIDDLETON Exhibit B RICfe)"gZI,ANILLER Total Estimated Hours Cost Totals Subtotal Consulant Cost $8,590 59 $8,590 Principal Senior Engineer Total Hours and Estimated Cost by Task 2013 Billing Rates $250 $140 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation / Refinement 1 4 Task 2: Steering Committee Meeting #1 Task 3: Executive Staff Work Session Task 4: Compiling Information on Existing City Facilities 8 Task 5: Develop Space Needs Projection (10, 25 and 50 year benchmarks) Task 6: Strategize Funding Opportunities for Future City Development Task 7: Outreach and Stakeholder Engagement Task 8: City County Work Session Task 9: Present and Obtain City Council Acceptance of Phase 1 Facility Needs Analysis Subtotal Hours 1 12 13 Subtotal Cost $250 $1,680 $1,930 Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan Schedule Task 2: Projected Needs vs. Existing Facilities Occupancy 1 8 Task 3: Outreach and Stakeholder Engagement Task 4: Executive Staff Work Session Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projection Subtotal Hours 1 8 9 Subtotal Cost $250 $1,120 $1,370 Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Construction 12 Task 3: Produce a Costing Matrix for Proposed Development Options Task 4: Threshold Funding Assessment Task 5: Outreach and Stakeholder Engagement Task 6: City Council Work Session Task 7: Present and Obtain City Council Acceptance of Phase 3 Feasibility Study Subtotal Hours 0 12 12 Subtotal Cost $0 $1,680 $1,680 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule Task 2: Conduct a Risk Assessment Analysis of City Services 1 16 Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Options, 8 and Phase 3 Risk Assessment Criteria Task 4: Outreach and Stakeholder Engagement Task 5: Conceptual Level Phasing and Funding Planning Task 6: City Council Work Session Task 7 : Present and Obtain City Council Acceptance of Phase 4 Risk Assessment Task 8: Assemble Draft Document in Final Format for Review by Steering Committee Task 9: Submit Final Document for City Council Acceptance Subtotal Hours 1 24 25 Subtotal Cost $250 $3,360 $3,610 Total Estimated Hours Cost Totals Subtotal Consulant Cost $8,590 59 $8,590 CITY OF TUKWILA FACILITY NEEDS ANALYSIS AND FEASIBILITY STUDY FEE APRIL 23, 2013 LONG BAY ENTERPRISES 5/7/2013 Exhibit B RIC2YgZd.AWILLER Totals Subtotal Consulant Cost 6 $6,555 31 Principal Researcher Admin Assist. Total Hours and Estimated Cost by Task 2013 Billing Rates $175 $100 $55 Phase 1: Visioning and Information Gathering Task 1: Kickoff Meeting and Project Plan Presentation / Refinement Task 2: Steering Committee Meeting Task 3: Executive Staff Work Session Task 4: Compiling Information on Existing City Facilities Task 5: Develop Space Needs Projection (10, 25 and 50 year benchmarks) Task 6: Strategize Funding Opportunities for Future City Development Task 7: Outreach and Stakeholder Engagement . Task 8: City County Work Session Task 9: Present and Obtain City Council Acceptance of Phase 1 Facility Needs Analysis Subtotal Hours Subtotal Cost Phase 2: Development of Need and Prioritization of Findings Task 1: Update and Present Work Plan Schedule Task 2: Projected Needs vs. Existing Facilities Occupancy Task 3: Outreach and Stakeholder Engagement Task 4: Executive Staff Work Session Task 5: Present and Obtain City Council Acceptance of Phase 2 Facility Needs Projections Subtotal Hours Subtotal Cost Phase 3: Feasibility Study Task 1: Update and Present Work Plan and Schedule Task 2: Determine Needs Justification for New Construction /Existing Facility Purchase /New Constructioi 25 6 4 Task 3: Produce a Costing Matrix for Proposed Development Options 6 2 2 Task 4: Threshold Funding Assessment Task 5: Outreach and Stakeholder Engagement Task 6: City Council Work Session Task 7: Present and Obtain City Council Acceptance of Phase 3 Feasibility Study Subtotal Hours 31 8 6 45 Subtotal Cost $5,425 $800 $330 $6,555 Phase 4: Risk Assessment Task 1: Update and Present Work Plan and Schedule Task 2: Conduct a Risk Assessment Analysis of City Services Task 3: Examine Optimum Solution Given Phase 1 Financial Parameters, Phase 2 Development Options, and Phase 3 Risk Assessment Criteria Task 4: Outreach and Stakeholder Engagement Task 5: Concept Level Funding and Phasing Plan Task 6: City Council Work Session Task 7: Present and Obtain City Council Acceptance of Phase 4 Risk Assessment Task 8: Assemble Draft Document in Final Format for Review by Steering Committee Task 9: Submit Final Document for City Council Acceptance Subtotal Hours Subtotal Cost Total Estimated Hours Cost 45 $6,555 Totals Subtotal Consulant Cost 6 $6,555 31 32 Task Mode Task Name Duration 1Start ;Finish 1Predecessors Tukwila Schedule Phase One Council Work Session City Council Presentation Phase Two Council Work Session City Council Presentation Phase Three Council Work Session City Council Presentation Phase Four Council Work Session City Council Presentation 169 days Tue 6/4/13 Mon 1/27/12 70 days 0 days 0 days 35 days 0 days 0 days 25 days 0 days 0 days 36 days 0 days 0 days Project Completion 0 days Tue 6/4/13 Mon 9/9/13 Mon 8/26/13 Mon 8/26/13 Mon 9/2/13 Mon 9/2/13 Mon 9/9/13 Fri 10/25/13 Mon 10/14/12 Mon 10/14/12 Mon Mon 10/21/13 10/21/13 Fri 10/25/13 Thu 11/28/13 Mon 11/11/12 Mon 11/11/12 Mon Mon 11/18/13 11/18/13 Mon 11/18/12Sun 1/5/14 Mon 1/13/14 Mon 1/13/14 Mon 1/20/14 Mon 1/20/14 Mon 1/27/14 Mon 1/27/14 uarter May Jun 3rd Quarter 4th Quarter i 1st Quarte Jul I Audi Sep j Oct I Nov Dec 1 Jan 1 Feb -4 8/26 9/2 10/14 10/21 v1 11/11 11/18 1/2: Project: Tukwila Schedule Date: Wed 5/8/13 Task Split Milestone Summary Project Summary External Tasks External Milestone ,,,,,,,,,,,,,,„,1„ „ Inactive Task Inactive Milestone Inactive Summary Manual Task Duration -only Manual Summary Rollup Manual Summary Start -only Finish -only Deadline Progress C 7 Page 1 34 CITY OF TUKWILA CAPITAL PROJECT SUMMARY 2013 to 2018 PROJECT: City Facilities Project No. 91230201 First step is to examine all City facilities to determine priorities with a needs analysis and the possibility DESCRIPTION: of combining existing structures. Second step is to prioritize those needs based on public safety. Third step will be to determine prudent financing options. Results may include constructing new combined City Facilities. JUSTIFICATION: Almost all city buildings have structural and seismic concerns for public safety. Existing facilities are located throughout the City and could be consolidated for better function, use of space, and service to our citizens. STATUS: Part of the Facilities Plan. MAINT. IMPACT: Improves public safety and efficiency for City operations. COMMENT: Scoping and analysis of all City facilities is scheduled for 2013 and will include Police, Fire, and Public Works. FINANCIAL Through Estimated in $000's 2011 2012 2013 2014 2015 2016 2017 2018 BEYOND TOTAL EXPENSES Analysis 500 500 Design 2,500 2,500 Land(R/W) 0 Const. Mgmt. 3,500 3,500 Construction 28,500 28,500 TOTAL EXPENSES 0 0 500 0 0 0 0 0 34,500 35,000 FUND SOURCES Grant 0 Bond 33,500 33,500 Mitigation Expected 0 City Oper. Revenue 0 0 500 0 0 0 0 0 1,000 1,500 TOTAL SOURCES 0 0 500 0 0 0 0 0 34,500 35,000 2013 - 2018 Capital Improvement Program 73 35 36 City of Tukwila Jim Haggerton, Mayor INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance & Safety Committee FROM: Stephanie Brown, Human Resources Director DATE: May 21, 2013 SUBJECT: City Compensation Policy ISSUE To repeal Resolution No. 1387, the City's existing policy on compensation for represented and non - represented employees. BACKGROUND It is the City Council and City Administrations' desire to repeal Resolution No. 1387, and to establish a new compensation policy to guide the development and application of the City's overall compensation programs for employees of the City of Tukwila. DISCUSSION Discussion of the attached Compensation Policy resolution. RECOMMENDATION The Council is being asked to consider this item at the May 28, 2013 Committee of the Whole meeting and approve at the subsequent June 3, 2013 Regular Meeting. ATTACHMENTS Draft Policy Resolution Resolution No. 1387 37 38 RAFT A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ESTABLISHING A COMPENSATION POLICY FOR CITY OF TUKWILA EMPLOYEES AND REPEALING RESOLUTION NO. 1387. WHEREAS, the City believes that the purpose of a compensation program is to facilitate recruiting, retention, development and productivity of employees; and WHEREAS, the City desires to utilize standardized policies, procedures and processes, wherever possible, for compensating all employee groups, both represented and non - represented; and WHEREAS, the City recognizes that current economic conditions and forecasts, long -range City budget forecasts, position rates for comparable jurisdictions, as well as internal equity considerations should assist in guiding in the compensation of employees; and WHEREAS, the City has made a determination to, when economic conditions allow, review and adjust non - represented employee salaries via a market analysis to that of the average of comparable jurisdictions in even - numbered years, and to provide a cost -of- living (COLA) allowance in odd - numbered years; and WHEREAS, the City has made a determination to, when economic conditions and negotiations allow, provide represented employees with salaries that reflect the average of comparable jurisdictions; and WHEREAS, the City has made a determination to, when economic conditions allow, provide benefits to represented and non - represented employees that are slightly above the average of comparable jurisdictions; and WHEREAS, the City Council will participate in setting negotiation expectations and reviewing and approving represented employee group contracts; W: \Word Processing \Resolutions \Compensation policy for City employees 5 -9 -13 SB:bjs Page 1 of 3 39 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. The following statements and processes are adopted for the purpose of guiding compensation programs for employees of the City of Tukwila. A. Information to be provided to the City Council. 1. For Represented Employees. A written presentation of current internal and local external public agency salary and benefit trends, including a salary and benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council. This presentation must be made to the Council prior to the commencement of negotiations with the bargaining units regarding salary and benefits. The City Council and Administration will discuss represented employee group negotiation expectations, negotiating points, salary and benefit change floors and /or ceilings prior to the beginning and at appropriate points during negotiation sessions. 2. For Non - Represented Employees. A written presentation of current internal and local external public agency salary and benefit trends, including a salary and benefits market survey of comparable jurisdictions, as defined herein, will be provided to the City Council every year that a non - represented salary increase is due. Relevant Association of Washington Cities (AWC) data from the previous year's Washington City and County Employee Salary and Benefit Survey, for the comparable jurisdictions, will be used in the salary market survey. B. Compensation Policy. 1. All Puget Sound jurisdictions with +/ -50% of Tukwila's annual assessed valuation, based upon the Department of Revenue data, will be used to create the list of comparable jurisdictions for evaluation of salary information. It is desirable to use the same comparable jurisdictions for both represented and non - represented employee groups. 2. For non - represented employees, the City desires to pay the average salary for the particular pay scale, as derived from the comparable jurisdiction data described in Section B.1. If the City's pay scale for any classification does not represent the average of comparable salary ranges ( +1 -5 %), written justification must be provided to the City Council. For represented employees, the City desires to pay salaries that are competitive to the City's comparable jurisdictions. 3. The cost -of- living adjustment (COLA) in odd - numbered years for non - represented employees shall be based upon 90% of the Seattle- Tacoma - Bremerton Consumer Price Index (CPI -W) Average (June to June). It is desirable to calculate represented cost -of- living adjustments the same way, unless a different method is authorized by the Council. W: \Word Processing \Resolutions \Compensation policy for City employees 5 -9 -13 SB:bjs 40 Page 2 of 3 4. The goal of the City is to establish parity between represented and non - represented employees' salaries and benefits. The City desires to provide employee benefits that are competitive to the comparable cities described herein. The City will endeavor to keep increases to annual health care costs under market averages. If costs exceed market averages, adjustments will be made to reduce benefit costs. 5. If the Administration determines that a deviation from the above process (in its entirety or for individual positions) is necessary, it will provide justification to the City Council for review and approval prior to the adoption of any process change. Section 2. Resolution No. 1387 is hereby repealed. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2013. ATTEST /AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk Kathy Hougardy, Council President APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Resolution Number: Shelley M. Kerslake, City Attorney W: \Word Processing \Resolutions \Compensation policy for City employees 5 -9 -13 SB:bjs Page 3 of 3 41 42 City of Tukwila Washington Resolution No. 1387 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ESTABLISHING A COMPENSATION POLICY FOR CITY OF TUKWILA EMPLOYEES, AND REPEALING RESOLUTION NO. 1271. WHEREAS, the Tukwila City Council finds it necessary and desirable to establish a compensation policy to guide the development and application of the City's overall compensation and benefit philosophy; and WHEREAS, the City Council has reviewed its compensation philosophy and reached a determination with regards to its application; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. The following policy statements are adopted for the purpose of establishing and administering compensation programs for employees of the City of Tukwila: A. Intent of the System. The classification and compensation system of the City should encourage the selection and reasonable retention of qualified and productive employees in order to best serve the City. B. Competitive Position. The City should maintain a competitive position and ability to select and retain a competent, qualified and productive work force. The City's compensation system should reflect average compensation among the various employment markets in which the City competes for qualified labor. C. Employment. Salary ranges shall be periodically compared and established based on the geographic area from which each position is recruited. Positions shall be recruited from the local to the national base, depending on the level of position being recruited and on the availability and caliber of potential recruits in the local, regional or national area. D. Classifications. Classifications shall be based on the Decision Band method for the non - represented employees. Comparative analysis for all other positions shall be as determined by the Administrative Services Director based on internal and external factors inherent to the specific classifications. E. Salary. Market wages will be determined in relationship to similarly valued jobs in competitive employment markets. F. Salary and Benefit Mix. A mix of wages and benefits shall be provided based on a value equal to that of the average of the defined market. 43 G. Optional Benefits. Where feasible, optional cafeteria -style benefit options, above and beyond a base core of standard benefits, shall be developed which address the unique needs of the various types of employee classifications. Total benefits shall not exceed the average of the defined market. Section 2. Resolution No. 1271 is hereby repealed. PASSED BY THE CITY COUNCII92F THE CI�Y OF TUKWILA, WASHINGTON, at a regular meeting thereof this /6- day of 1997. ATTEST /AUTHENTICATED: g. det,a4x- ine E. Cantu, City Clerk APPROVED AS TO FORM: •SCE •F T • ITY ATTORNEY Filed with the City Clerk: Passed by the City Council: Resolution Number: X337 44 ouncil President TO: City of Tukwila Jim Maggerton, Mayor INFORMATIONAL MEMORANDUM Mayor Haggerton Finance and Safety Committee FROM: Jon Harrison, Police Patrol Commander DATE: April 30, 2013 SUBJECT: AMENDMENT TO TMC SECTION 7.20.020 "DOGS AT LARGE - REQUIREMENT OF A LEASH OR CHAIN" OF ORDINANCE NO. 2306. ISSUE The Council is being asked to consider and approve amendment of TMC 7.20.020 that provides law enforcement officers the authority to enforce the leash law. BACKGROUND Section 7.20.020 of the TMC provides that dogs must be on a leash or chain if away from the premises where the dog is owned, harbored, controlled or kept. DISCUSSION When Section 7.20.020 "Dogs at Large - Requirement of a Leash or Chain" was created, it did not expressly provide anyone the authority to enforce this section. While the police department does not plan on taking over animal control duties, we would like to be the designee for the purposes of enforcing the leash law. Amendment to TMC Section 7.20.020 would provide our officers the authority to issue civil infractions if they observe violations. RECOMMENDATION The amendment has been reviewed and approved by legal and city administration. The Council is being asked to consider this item and approve at the May 28, 2012 Committee of the Whole meeting and subsequent June 3, 2013 Regular Meeting. ATTACHMENTS -Draft ordinance amending "Dogs at Large- Requirement of a Leash or Chain" -TMC Chapter 7.20 "Dogs at Large and Leashes" 45 46 DRAFT AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, AMENDING ORDINANCE NO. 2306 §4, AS CODIFIED AT TUKWILA MUNICIPAL CODE SECTION 7.20.020, "DOGS AT LARGE — REQUIREMENT OF A LEASH OR CHAIN," TO PROVIDE FOR ENFORCEMENT AUTHORITY; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City of Tukwila regulates animals within the City and Tukwila Municipal Code Section 7.20.020 specifically provides that dogs must be on a leash or chain if away from the premises where the dog is owned, harbored, controlled or kept; and WHEREAS, Title 7 of the Tukwila Municipal Code (TMC) does not authorize a specific person to enforce this provision; and WHEREAS, in the interest of public health, safety, and welfare, the City Council desires to provide law enforcement officers with the authority to issue civil infractions for such violations; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: Section 1. TMC Section 7.20.020, "Dogs at Large— Requirement of a Leash or Chain," Amended. Ordinance No. 2306 §4, as codified at TMC Section 7.20.020, "Dogs at Large— Requirement of a Leash or Chain," is hereby amended to read as follows: It shall be a violation of this chapter for any owner or custodian to cause, permit or allow any dog owned, harbored, controlled or kept by him /her in the City to roam, run or stray away from the premises where the dog is owned, harbored, controlled or kept; except that, while away from the premises, the dog shall at all times be controlled by the owner or some duly authorized and competent person by means of a leash or chain not exceeding eight feet in length, provided that such leash or chain is not required for any dog when otherwise safely and securely confined or completely controlled while in or upon any vehicle. Any law enforcement officer shall have the authority to issue civil infractions under this provision. W: Word Processing \Ordinances \Leash law amended 4 -2 -13 strike -thru SK:bjs Page 1 of 2 47 Section 2. Corrections by City Clerk or Code Reviser. Upon approval of the City Attorney, the City Clerk and the code reviser are authorized to make necessary corrections to this ordinance, including the correction of clerical errors; references to other local, state or federal laws, codes, rules, or regulations; or ordinance numbering and section /subsection numbering. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2013. ATTEST /AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk APPROVED AS TO FORM BY: Shelley M. Kerslake, City Attorney Jim Haggerton, Mayor Filed with the City Clerk: Passed by the City Council: Published: Effective Date: Ordinance Number: W: Word Processing \Ordinances \Leash law amended 4 -2 -13 strike -thru SK:bjs 48 Page 2 of 2 TUKWILA MUNICIPAL CODE CHAPTER 7.20 DOGS AT LARGE AND LEASHES Sections: 7.20.010 Definitions 7.20.020 Dogs at Large -- Requirement of a Leash or Chain 7.20.030 Penalties 7.20.010 Definitions A. 'Animal" means any living creature except Homo Sa- piens, insects and worms. B. "City "shall mean the City of Tukwila C. "Owner " means any person, firm, corporation, organi- zation or department having an interest in or right of posses- sion to an animal, or having control, custody or possession of an animal, including possession by reason of the animal being seen residing consistently at a location. D. "Person "means any individual, partnership, firm, joint stock company, corporation, association, trust, estate, or other legal entity (Ord. 2306 §4, 2010) 7.20.020 Dogs at Large -- Requirement of a Leash or Chain It shall be a violation of this chapter for any owner or cus- todian to cause, permit or allow any dog owned, harbored, controlled or kept by him/her in the City to roam, run or stray away from the premises where the dog is owned, harbored, controlled or kept; except that, while away from the premises, the dog shall at all times be controlled by the owner or some duly authorized and competent person by means of a leash or chain not exceeding eight feet in length, provided that such leash or chain is not required for any dog when otherwise safe- ly and securely confined or completely controlled while in or upon any vehicle. (Ord. 2306 §4, 2010) 7.20.030 Penalties A. Violation, civil penalty. In addition to any other pe- nalty provided in this title or by law, any person whose dog is maintained in violation of this title shall incur a civil penalty plus billable costs of the Animal Control Authority. The penalty shall be $50 for the first notice of violation, $75 for the second violation in any one -year period, and $200 for each successive violation. B. Civil penalty, collection. The civil penalty described in TMC Section 7.20.030(A) is the personal obligation of the dog owner. The Animal Control Authority, on behalf of King County, and the City Attorney, on behalf of the City, may col- lect the civil penalty by use of all appropriate legal remedies. C. Cost of enforcement, collection. In addition to the costs and disbursements provided for by statute, the prevailing party in a collective action under this chapter may, in the court's discretion, be allowed interest and a reasonable attor- ney's fee. The City Attorney shall seek such costs, interest, and reasonable attorney's fees on behalf of the City or County when the City is the prevailing party. (Ord. 2306 §4, 2010) Page 7 -26 Produced by the City of Tukwila, City Clerk's Office 49 50 City of Tukwila TO: Jim Haggerton, Mayor INFORMATIONAL MEMORANDUM Mayor Haggerton Finance and Safety Committee FROM: Mike Villa, Chief of Police DATE: May 13, 2013 SUBJECT: Police Department 1st Quarter 2013 Report BACKGROUND The Police Department would like to keep the Finance and Safety Committee better informed as to public safety and policing issues within the city. At a previous Finance and Safety meeting, I offered to provide the committee quarterly reports beginning in 2012. The committee was in unanimously favor of receiving quarterly reports. This is the fifth such report and is for the first quarter of 2013. DISCUSSION During the presentation, I will discuss crime in Tukwila and strategies to reduce crime. RECOMMENDATION The report is for information and discussion only. The Finance and Safety Committee is not being asked to make any decisions. ATTACHMENTS Power Point Presentation — 1st quarter report 51 52 Tukwila Police Department Finance and Safety Committee Quarterly Information Brief 1st Quarter 2013 Finance & safety Quarterly Information brief Agenda 1St Quarter Highlights Crime Statistics Crime Reduction Strategies A world -class police department delivering professional law enforcement service 2 Finance & Safe ty Quarterly Information brief Highlights Staffing Professional Standards Unit Administrative Assistant New K9 Handler and K9 "Ace" Five newest police officers graduated from the Washington State Criminal Justice Training Commission (Police Academy) as Washington State Certified Peace Officers A world -class police department delivering professional law enforcement service 3 Finance & Safe ty Quarterly Information brief Highlights Cont. Significant Operations Continued CPT emphasis on TIB have resulted in multiple arrests. Significant Operations Shooting at apartment complex Drug Search Warrant Outlaw motorcycle club Marijuana grow Firearms Federal charges --__- lass police department delivering professional law enforcement service 4 Finance & Safe ty Quarterly Information brief Highlights Cont. Chronic Nuisance Order Agreements The city has been able to come to an agreement with the owners of the Great Bear and Spruce Motels in regards to actions that they must take to address their Chronic Nuisance Property. The agreement is valid for one year and inspections of the properties are the next step. The only mandated item from our original order that did not make it into the agreement is the clause that stated, "No cash transactions. A world -class police department delivering professional law enforcement service 5 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics 3000 2500 2000 Q First Quarter c 1500 2005 -2013 First Quarter to 1000 Average Case Reports 500 0 2005 2006 2007 2005 2009 2010 2011 2012 2013 A world -class police department delivering professional law enforcement service 6 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics Calls for Service Calls for Service 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 2005 2006 2007 2005 2009 2010 2011 2012 2013 First Quarter 2005 -2013 First Quarter Ave rage A world -class police department delivering professional law enforcement service 7 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics 40 35 30 25 First Quarter 2005 -2013 First Quarter Average 2005 2006 2007 2008 2009 2010 2011 2012 2013 A world -class police department delivering professional law enforcement service 8 Finance & safety Quarterly Information brief 2013 Crime Statistics 25 20 15 10 Robber Offenses 2012 -2013 Compared to Prev ous Years N 0 N i _Q L L >` CL 4—' > c CO 0- ck3 ) LL < 2 Q c © 0 in 0 LL I3 Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 9 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics Aggravated Assault First Quarter 2005 -2013 First Quarter Ave rage 2005 2006 2007 2008 2009 2010 2011 2012 2013 A world -class police department delivering professional law enforcement service 10 Finance & safety Quarterly Information brief 2013 Crime Statistics 16 14 12 10 8 6 4 2 0 Aggravated Assault Offenses 2012 -2013 Compared to Previous Years cu 0 > a En L) Z a 0 LL Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 11 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics 70 60 50 40 30 20 10 0 Bu g a ry t and 2nd Deg 2005 2006 2007 2008 2009 2010 2011 2012 2013 ree First Quarter 2005 -2013 First Quarter Average A world -class police department delivering professional law enforcement service 12 Finance & safety Quarterly Information brief 2013 Crime Statistics Burglary 1st and 2nd Degree Offenses 2012 -2013 Compared to Previous Years 30 25 20 15 10 Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 13 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics Res -dent First Quarter 2005 -2013 First Quarter Average 2005 2006 2007 2008 2009 2010 2011 2012 2013 A world -class police department delivering professional law enforcement service 14 Finance & safety Quarterly Information brief 2013 Crime Statistics 40 35 30 25 20 15 10 5 0 Residential Burglary Offenses 2012 -2013 Compared to Previous Years N c-I 0 N FE3 s c 0.0 > U m N fF5 Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 15 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics 250 200 150 8100 50 0 Auto Theft 2005 2006 2007 2008 2009 2010 2011 2012 2013 First Quarter 2005 -2013 First Quarter Average A world -class police department delivering professional law enforcement service 16 Finance & safety Quarterly Information brief 2013 Crime Statistics 80 70 60 50 40 30 20 10 0 Auto Theft Offenses 2012 -2013 Compared to Previous Years cu 0 > a En L) Z a 0 LL Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 17 Finance & safety Quarterly Information brief 1St Quarter Crime Statistics Theft from Vehicle 250 First Quarter 200 2005 -2013 150 First Quarter Average 2005 2006 2007 2008 2009 2010 2011 2012 2013 A world -class police department delivering professional law enforcement service 18 Finance & safety Quarterly Information brief 2013 Crime Statistics 140 120 100 80 60 40 20 0 Theft from Vehicle Offenses 2012 -2013 Compared to Previous Years 0- C Range Since 2005 2012 -2013 A world -class police department delivering professional law enforcement service 19 Finance & safety Quarterly Information brief Crime Reduction Strategies Our crime reduction strategies support the city's strategic planning priorities City priority one — Crime reduction along TIB City priority two — Improved environment for community livability A world -class police department delivering professional law enforcement service 20 Finance & safety Quarterly Information brief Crime Reduction Strategies Our crime reduction strategies are based in part on the Crime Reduction Initiative This quarter we focused on implementing the CRI strategy A — Target Hot Spots & Key Offenders Strategy C — Increase Accessibility, Visibility & Responsiveness A world -class police department delivering professional law enforcement service 21 Finance & safety Quarterly Information brief Questions? A world -class police department delivering professional law enforcement service 22