HomeMy WebLinkAboutFS 2007-04-16 COMPLETE AGENDA PACKET
City of Tukwila
Finance & Safety Committee
.:. Jim Haggerton, Chair
.:. Joan Hernandez
.:. Dennis Robertson
AGENDA
MONDAY, APRIL 16, 2007; 5:00 PM
Conference Room #3
Distribution: T. Kinlow
V. Griffin S. Lancaster
J. Haggerton K. Matej
J. Hernandez M. Miotke
D. Robertson J. Morrow
Mayor Mullet C. O'Flaherty
R. Berry N. Olivas
J. Cantu D. Speck
B. Fletcher R. Still
K. Fuhrer D. Tomaso
D. Haynes Judge Walden
V. Jessop CC File (cover)
S. Kerslake
Item Action to be Taken Page
1. PRESENTATIONS
2. BUSINESS AGENDA
a. Expanding Seattle Southside brand to a. Information only. Pg. 1
include regional economic development;
Derek Speck, Economic Development
Administrator (10 minutes).
b. Surplus of fire equipment; b. Forward to 4/23 C.O.W. Pg. 3
Nick Oliva~ Fire Chief (10 minutes). and 5/7 Regular.
c. Emergency Management Deficiencies; c. Forward to 4/23 C.O.W. Pg.13
Jim Morro~ Public Works Director and 5/7 Regular.
(allow 90 minutes).
3. ANNOUNCEMENTS
4. MISCELLANEOUS
Next Scheduled Meeting: Monday, May ~ 2007
b. The City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206-433-1800 for assistance.
o 2 City of Tukwila Steven M. Mullet, Mayor
U3 Office of the Mayor
6200 Southcenter Boulevard
1909 Tukwila, WA 98188
www. ci. tukwila. wa. us
TO: Mayor
Community Affairs and Parks Committee
Finance and Safety Committee
FROM: Economic Development Administrator
DATE: April 5, 2007
SUBJECT: Expansion of Seattle Southside Brand to Include Regional Economic Development
ISSUE
Whether to allow the Southwest King County Economic Development Initiative (SKCEDI) to use
the Seattle Southside brand identity for regional economic development marketing.
BACKGROUND
The cities of Burien, Des Moines, SeaTac, and Tukwila have teamed up with the Port of Seattle,
King County, and Highline Community College as the Southwest King County Economic
Development Initiative (SKCEDI) to build the economy of Southwest King County.
As one of its projects, SKCEDI is going to do some coordinated marketing to attract business and
development to Southwest King County. This marketing will probably involve some printed
marketing materials, a website, and some presentations and tours of our area. It will significantly
improve the marketing effort to have a consistent identity and SKCEDI has asked to use Seattle
Southside's brand.
For the past five years, the Seattle Southside brand has been used successfully to attract tourists
from outside our state for the purpose of increasing overnight visitors to increase tourism dollars
spent in Southwest King County communities.
DISCUSSION
Under Katherine Kertzman's direction, Seattle Southside has built a strong and very positive brand
identity. With the right approach and management, expanding this brand to include regional
economic development will be very positive for attracting tourists, businesses, and development. If
this expansion moves forward, Seattle Southside will retain the rights to approve how the brand is
used to ensure the quality of the brand is protected.
Ms. Kertzman has expressed strong support for this expansion and on April 4, 2007 the Tukwila
Lodging Tax Advisory Committee unanimously approved extending the brand to economic
development. There is no additional budget request for this item.
RECOMMENDATION
This item is for discussion only. Council action is not required.
City of Tukwila
Steven M. Mullet, Mayor
Fire Department
Nicholas]. Olivas, Fire Chief
To:
From:
Subject:
Date:
Finance and S~r~ Committee
Chief Oliva~ )'410
Donation of Equibment
April 11, 2007
With a portion of our Sound Transit funds, we recently replaced all of our hose and all of
our nozzles. One of our former firefighters is the chief of Salmon River Rural Fire
Department in Idaho. His department covers 320 square miles and has a very limited
budget (please see his letter to me dated September 5, 2005). He has requested of any
surplus equipment we have available.
The surplus pumper we were authorized to donate to OSC (Occupational Skills Center)
was damaged at a recent practice bum we held; as a result of the extent of damage, OSC
has declined to accept the pumper.
I request permission to donate the following items to the Salmon River Rural Fire
Department:
42 fifty- foot lengths of 1 %" hose
82 fifty-foot lengths of2 W' hose
44 one hundred- foot lengths of 5" hose
11 twenty five-foot lengths of 5" hose
13 1 ~ " nozzles
13 2 ~ " nozzles
5 Booster Line nozzles
1 Monitor/deck gun
1 1986 surplus (damaged) International Pumper
According to one of our sales representatives, the surplus hose and nozzles have an
approximate value of $3,115.00 This figure is based on $10.00 for each length of 1 %
hose; $15.00 for each length of2 W' hose; $20.00 for each 100' length 5" hose; $10.00
for each 50' length of 5" hose; $10.00 for each 1 W' nozzle; $15.00 for each 2 W' nozzle;
$150.00 for the monitor/deck gun.
The original estimated value ofthe surplus pumper, prior to being damaged was:
$6500.00; the new estimated value of the pumper is: $2,500.00.
The total estimated value of this donation is: $5615.00
I will be at the Finance and Safety Committee meeting to answer any questions you have
regarding this request.
3
flparln11arters Station: 444 Andover Park East. Tukwila, Washington 98188 · Phone: 206-575-4404 · Fax: 206-575-4439
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Bil! CaITer, Chairman
D'snn;~ ~~l~CCCnumJ Cr~~8f
208-628-3247
206-628-2772
SALMON RuVIE[R RURAL [FuRIE DfEPARlrWu[Eu~T
September 5, 2005
Dear Chief Olivas:
I enjoyed my visit with you and the crew that was on duty. Per our conversation I am
writing to you in regards to the equipment that the Tukwila Fire Department may be
replacing. Our annual budget is about Thirty thousand dollars. As you knO\V that does
not go very far. Salmon River Rural Fire Department is a subscription fIre department
and our only source of income to purchase equiImlent is by the dues from our subscribers.
Our (6) stations provide fIre coverage for 320 square miles. I am enclosing a brief
description of our equipment. By looking at this you can see that we are in need of better
equipment. Any and all equipment that you could donate to the Salmon River Rural Fire
Department would be appreciated. Our nozzles are the plastic hose station type that fit
our inch and half single jacket hose. Our two and half inch hose is cotton double jacket
with old navy typ~ brass nozzles. The ladders that are on the trucks are old wood ladders
from Los Angles Fire Departments or hardware store type ladders. Since taking the helm
our department has been taJqng classes and training in Extrication, Haz-mat, Terrorism,
EMS fIrst re~ponder, Wildland Fire fighting, and basic Fire Fighting for Struc'fural,
NIMS, ItS. A lot of our Firefighters are retired from other job areas. SiD;ce we hiiye been
assistingthe USFS in two wildlatid fIres over here we have found that our equipihent is
not adequate enough to do the job that is required of our department. If you have <thy
questions or need further information please don't hesitate to call or contact me.
Sin~erely yours,
Salmon River Rural Fire Department
~~Lt'
----;------.
Dennis McCollum, Fire Chief
Enclosures
1
POST OFFICE BOX 444N RIGGiNS, IDAHO 83549
Salmon River Rural Fire Department
station location and equipment
Station 1 Pinehurst
E-1-1978 Ford F750 Structural
Vin# f75sfvr32752 Inv# tk102
500 gal. Cap.
1000 gal. Pump
E-11-1994 Chev 3500 Wildland
Vin# Igbjk34f6re186470 InV# tk115
300 gal. Cap.
35 gpmpump
'Nt-1- 1962 White 6x6 Watertender
Vin# 159742 Inv#116
1200 gal. Cap.
Station 3 Rapid River
E-3-l955 International Watertender
Vin# fr28625 Inv# 111
2000 gaL Cap.
250 gpmpump
E-33-1975 Chev 3500 Wildland
Vin# cgz335s13254 InV#100
300 gal. Cap.
35 gpm pump
vVt-3-1967 Kaiser 6x6 vVatertender
04k72389033410139
1000 gal. Cap.
35 gpm pump
Station 2 vVhitewater vVilderness Ranch
E-2-1971 Am Genera16x6 Structural
Vin# nko38w053410517 Inv# tk105
500 gal. Cap.
500 gal. Pump
E-22-1976 Chev 3500 wildland
Vin# ccs336j160300 InV# tk101
300 gal. Cap.
35 gpm pump
Wt-2- 1966 Kaiser 6x6 Watertender
. Vin# 9513561 Inv#106
1200 gal. Cap
35 gpm pump
Station 4 Lucile
E-4-1965 Chev C60 Structural
Vin# cce614v147305 Inv#113
500 gal. Cap.
500 gpm pump
5
tv
Station 5 Slate Creek
E-5-1981 FMC Sparten Structural
Vin# s29ctSaOlbc423224 Inv#tkl14
750 gal. Cap.
1250 gpm pump
Wt-5-1966 GMC watertender
Vin# jm7640vd1336k InV#tkl08
1500 gal. Cap.
35 gpm pump
Station 6 Hoots
E-6-1961 GMC Structural
Vin# v4008pn23297e Inv#tkl09
500 gal.cap.
500 gpm pump
E-66-1979 Dodge 4x4 Wildland
Vin# w31 kt9s2040 19 InV# 11 0
300 gal. Cap.
35 gpm pump
Wt-6-1968 Am Gen 6x6 Watertender
Vin# nk053x05441 0066 Inv#tkl03
1200 gal. Cap.
35 gpm pump
Support Vehicles
S-1-1993 fordF150 ~ ton
Vin# f75fvr32752 Inv#tkl07
S-2-1978 Chevy 1 ton amb\
Vin# ccs338v133915 Inv#112
Donation of Equipment Photo
Fire Department
Donation of Equipment Photo
Fire Department
Donation of Equipment Photo
Fire Department
Donation of Equipment Photo
Fire Department
ENGINE 11
1978 ford
DRAFT
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, DECLARING A FIRE TRUCK, FIRE HOSE AND
NOZZLES TO BE SURPLUS, AND AUTHORIZING THEIR DONATION.
WHEREAS, the City of Tukwila recently purchased a new Pumper fire truck, hose
and nozzles to replace its 1986 International Pumper fire truck and accessory
equipment; and
WHEREAS, the 1986 International Pumper fire truck, fire hose and nozzles have
outlived their usefulness and are no longer needed by the City of Tukwila's Fire
Department; and
WHEREAS, the City of Tukwila's Fire Department has a relationship with the
Salmon River Rural Fire Department of Riggins, Idaho, through a former Tukwila Fire
Department employee; and
WHEREAS, the Salmon River Rural Fire Department has a critical need for a
Pumper fire truck, hose and nozzles; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. Declaration of Surplus. The following Tukwila Fire Department
equipment is hereby declared to be surplus:
· One 1986 International Pumper fire truck
. Forty-two 50-foot lengths of 1-3/4" hose
. Eighty-two 50-foot lengths of 2-1/2" hose
· Forty-four 100-foot lengths of 5" hose
· Eleven 25-foot lengths of 5" hose
. Thirteen 1-1/211 nozzles
. Thirteen 2-1/2" nozzles
. Five Booster line nozzles
· One monitor/deck gun
Section 2. Mayor Authorized to Donate Equipment. The Mayor is hereby
authorized to donate to the Salmon River Rural Fire Department of Riggins, Idaho, the
fire truck, hose and nozzles, as itemized in Section 1.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON,
at a Regular Meeting thereof this day of , 2007.
ATTEST / AUTHENTICATED:
Verna Griffin, Council President
Jane E. Cantu, CMC, City Clerk
APPROVED AS TO FORM BY:
Office of the City Attorney
Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
C:\Documents and SettingsWl Users\Deshop\Kelly\i\1SDATA\Resolutions\Surplus Fire Truck.doc
NO:ksn 4/1312007
Page 1 of 1
I I
INFORMATIONAL MEMORANDUM
Date:
Mayor Mullet
Director of Emergency Managemen~
April 9, 2007
To:
From:
Subject:
Emergency Preparedness - Are We Ready?
ISSUE:
Prepare a prioritized list of emergency preparedness needs.
BACKGROUND:
In today's world, emergencies and disasters take many forms, including natural
disasters, technological and infrastructure failures, terrorist attacks, and health
emergencies such as pandemic disease outbreaks. A well-planned and implemented
response is vital to the safety and well being ofTukwila's citizens; an ineffective
response, on the other hand, threatens our First Responder Team, our citizens and their
property, and can exacerbate damages to the City and its economy.
Over the past three years, the City has had to respond to a variety of events: four
flooding events, typical winter storms, and a severe windstorm. Overall the City has
done an excellent job in planning, responding, and recovering from these events. The
City has been lucky because the events have been relatively short-termed and the First
Responder Team has been able to handle the incidents. However, the City is unprepared
for a sustained, major disaster that would require full mobilization of its emergency
management organization.
DISCUSSION:
Since the official establishment of Tukwila's Emergency Management Program in
May 2003, after action reports and end-of-year program status reports have consistently
identified a number of deficiencies that should be corrected ifthe City is to be better
prepared. What follows is a status update that addresses identified deficiencies to include
a brief description of the deficiency, the proposed corrective action, and the cost
(personnel and dollars) to implement.
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Corrective Actions Completed
1. Designated an Emergency Management Director
2. All Hazards Emergency Management Plan has been written (Before NIMS).
3. Created an Emergency Operations Center - Golf Maintenance Facility.
4. EOC Operations Manual written (Before NIMS)
5. U.S. Army Corps of Engineers has recertified Tukwila's 205 Levee System.
6. Authorized a CERT Training Position.
7. Increased the Emergency Management Budget from $ 50,000 to $ 100,000.
8. Draft Emergency Communication Plan prepared.
Existing Deficiencies
Traffic Shrnal QDeration:
The City has been installing battery backup capability at key intersections. The
batteries will last approximately 2-hours when the signals are in a full-operational mode
and up to 10-hours when placed in a flashing mode. During sustained power outages,
these batteries must be replaced and recharged on a regular basis.
Deficiency: Having sufficient battery backup capability for
operating traffic signals at major intersections.
Corrective Action: Additional batteries and a separate charging system.
Cost: $10,000
Public Shelter CaDabilitv:
It is the responsibility of local government to provide emergency shelter and
temporary housing for disaster victims within its own capabilities, and to request and
facilitate the implementation of shelter assistance provided by private relief agencies and
other state and federal programs. Emergency shelters should have the capability to
address the needs of the general population and the high-risk population. Six sites within
the City have been identified as potential shelter areas - 5 schools and Tukwila
Community Center.
Deficiency: Having sufficient resources to open a 100-person,
City-sponsored shelter. Sixteen (16) trained
personnel needed for each 8-hour operational shift.
(Does not include security personnel).
Corrective Action: Purchase a self-contained Disaster Emergency
Response Trailer (DERT). Have a pool of trained
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personnel - need approximately 200 trained people
(City employees and volunteers) in order to get the
48 people needed for each 24-hour period.
Cost:
DERT costs $100,000. Supplies must be rotated on
an annual basis - Annual maintenance costs are
approximately $10,000 - $15,000.
First Responder Support:
It is the responsibility of the City to provide medical assistance, shelter, food,
water, and commodities for emergency response personnel throughout the duration of the
incident. Also, if the First Responders are to be able to concentrate on their jobs, they
need to know that their families are safe - Safe @ Home is a program that relieves that
worry.
Deficiency: Having sufficient resources to care for, shelter and
feed 100 response and recovery personnel over a
sustained period. Shelter operations will need ten
trained people for each 8-hour operational shift. In
addition the Safe @ Home Program needs to be
implemented.
Corrective Action: Purchase a self-contained Disaster Emergency
Response Trailer (DERT). Implement Safe @
Home.
Cost: DERT costs $100,000. Supplies must be rotated on
an annual basis - Annual maintenance costs are
approximately $10,000-$15,000.
Improvements to Better Inform the Public:
Successfully preparing for and responding to a disaster relies heavily upon
keeping the public informed. The fust responsibility is in times of an emergency in order
to minimize injury to people and damage to property. The second is the general day-to-
day public information as to what is being done to protect their welfare, training offered,
and their responsibility in times of an emergency.
Deficiency: Communicating with the public and keeping the
public informed.
Corrective Action: Electronic reader boards permanently installed at
every City facility. Establish an information center.
Consistent messages/updates provided to the radio
stations used by the School District. Establish an
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employee call-in line (Done). Establish a citizen
call-in line to inform the public if City facilities are
open. Establish a phone bank for residents/citizens
to call seeking information and to report problems.
Capability to go door-to-door to deliver emergency
public health messages - messages must be
translated into many languages.
$150,000 for reader boards. Costs and staffmg
requirements are unknown for the other
improvement suggestions. Requires a pool of
personnel (employees and volunteers) to man the
telephones and deliver the messages.
Cost:
Adequacy of City Facilities:
Restoring City services will depend upon City facilities being able to function
during an emergency event.
1. Standby Power:
Deficiency: City's capability to provide essential services is
strained. Nine key facilities have limited or no
power backup systems.
Corrective Action: Install backup generators at all key City facilities.
Cost:
City Hall:
6300 Bldg:
TCC:
Minkler Shop:
George Long:
Fire Sta 51:
Fire Sta 52:
Fire Sta 53:
Fire Sta 54:
2. Earthquake Resistance:
a. City Facilities
$ 380,000
$ 280,000
$ 250,000
$ 110,000
$ 150,000
$ 180,000
$ 145,000
$ 123,000
$ 116,000
Deficiency:
A number of key City facilities are unable to
withstand an earthquake.
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Corrective Action: Study underway to ascertain capability and
what is needed to bring key facilities up to
code.
Cost: TBD
b. Bridges
Deficiency: Of the 21 city-owned bridges, 11 are
seismically deficient. 7 should be either
retrofitted or replaced.
Corrective Action: Note: a prioritized list has been established.
Number 1 priority is Boeing Access Rd
Bridge (over UPRR & BNSF). Concentrate
resources on retrofitting/replacing the
deficient bridges.
Cost: Fixing the No.1 priority - City cost
estimated at $ 3,000,000; Federal share is
$ 12,000,000.
Full-time Staffm2 for Emer2enCY Mana2ement Pro2ram:
Since 9/11 and the creation of the Department of Homeland Security, preparing
for an emergency has been a top priority within the United States. The federal
government has mandated that local governments create and implement long-lasting
emergency management programs that have the capability to meet and respond to any
situation. This directive has created a tremendous workload upon City staff.
1. StaffIng
Deficiency: City does not have any full-time, dedicated
emergency management staff.
Corrective Action: Hire a full-time Emergency Management
Coordinator
Cost: Annual expense is $ 80,000.
2. Plan Preparation
Deficiency:
Existing plans need to be updated for NIMS
compliance - Comprehensive Emergency
Management Plan; EOC Operations Manual.
Need to perform the federally-mandated
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Hazard Identification, Vulnerability, and
Risk Assessment; Hazard Mitigation Plan.
Corrective Action: Staff time is the limiting factor. Hire a full-
time Emergency Management Coordinator
that will report to the Director of Emergency
Management.
Cost: None. Previously identified staff position
needed.
Emerl!encv Operations Center:
Coordination of emergency response and recovery operations, and development
of plans and strategies should occur in a location that is large enough for the organization
to come together during the incident. The City has identified over 40 individual
functions/positions that will be needed. An effective, safe workspace that includes
interoperable communications and telecommunications capability is just as important as
clear operating procedures, staff roles, and responsibilities.
1. Permanent EOC
Deficiency: Inadequate sized EOC located at the Golf
Maintenance Shop. Cannot accommodate
all of the anticipated personnel needed to
manage a disaster event.
Corrective Action: Build a permanent EOC behind the 6300
Building.
Cost: Design and Construction - $ 750,000.
2. EOC Communications
Deficiency: VRM capability for the Police and Fire
Departments.
Corrective Action: Install two (2) VRiY1' s in the EOC
Cost: $20,000
RECOMMENDATION:
The First Responder Team recommends correcting the identified deficiencies in
the following prioritized/phased approach:
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Year 1
. Standby Generator for Fire Station 53
. Standby Generator for Fire Station 52
. Standby Generator for City Hall
. 1 st Responder Support
. Standby Generator for Fire Station 54
Total:
Year 2
. Standby Generator for George Long Bldg.
. Standby Generator for Community Center
. Permanent Staff Position
. Standby Generator for 6300 Building
Total:
Year 3
. Standby Generator for Minkler Shop
. Standby Generator for Fire Station 51
. Improved Public Information
. Shelter Capability (public)
. Permanent EOC
. Traffic Signal Operations Improvements
Total:
Year 4
. Replace Boeing Access Rd Bridge
Cost: $ 123,000
Cost: $ 145,000
Cost: $ 380,000
Cost: $ 100,000
Cost: $ 116,000
Cost: $ 864,000
Cost: $ 150,000
Cost: $ 250,000
Cost: $ 80,000
Cost: $ 280,000
Cost: $ 760,000
Cost: $ 110,000
Cost: $ 180,000
Cost: $ 150,000
Cost: $ 100,000
Cost: $ 750,000
Cost: $ 10,000
Cost: $1,300,000
Cost: $3,000,000
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To: Mayor Steven lVI. Mullet
Kevin A. Fuhrer, Finance Director ~
From:
Date: April 11, 2007
Subject: Emergency Preparedness
ISSUE:
Consider the financial implications associated with
emergency preparedness.
BACKGROUND:
In an informational memorandum dated April 9, 2007,
prepared by the Director of Emergency Management with the
input of the First Responder Team, several deficiencies were
identified in the City's Emergency Management Program. The
aggregate proposed solutions carry a significant price tag - years
1 through 4 total nearly $6 Million.
DISCUSSION:
On an annual basis, the operating budget has included
dedicated resources for emergency management. By way of
reference, the 2005 and 2006 budgets each included $100,000 of
programmed expenditures allocated on a 50-50 basis between
services and charges and capital outlay for emergency operations
center (EOC) equipment. With adoption of the 2007 budget, the
total allocation was increased to $238,000. The specific line item
distribution provided $50,000 for services and charges, $65,000 for
replacement of the EOC radios, $35,000 for development of a
Community Emergency Response Team (CERT) Program, and
$88,000 for emergency management/transportation operations
center.
J/
Upon review of the adopted 2007-2012 Financial Planning
Model and Capital Improvement Program, and more specifically
Attachment A, the projected accumulated total balance at the end
of the six.year planning period is anticipated to be nearly equal to
the $ 3 Million minimum set by City policy.
Should the City elect to expand the existing emergency
management program in a mirror image as set forth in the April
9th informational memo or some derivative thereof, a number of
potential funding options may be considered as follows:
o Bond for the capital purchase elements
o Reprioritize existing program expenditures
o Reallocate future funding distributions
o Adopt an alternative funding source (e.g. B&O tax, fire
impact fee)
o Set aside one-time, unanticipated resources earmarked
specifically for carrying out a plan implementation.
Bonding for the capital purchases presents the opportunity
to remedy this component of the deficiencies in one fell swoop.
Furthermore the repayment period of the bond more closely aligns
with the expected life of the capital asset. On the other hand, the
City would need to set aside amounts annually to cover the bond
principal and interest. To put it in perspective, a $3 Million bond
issue equates to approximately $250,000 in annual debt service
costs for a period of 20 years. Moreover a bond issue reduces the
amount of our non-voted debt bonding capacity. Today that
amount is approximately $16 Million. Finally, consideration
should be afforded to other projects in the City in which we may
need to draw upon our bonding capacity. A couple of examples
that come to mind are the Klickitat and the Strander Boulevard
Extension Projects.
Each year in developing the subsequent years financial plan
we are faced with a myriad of competing needs and interests that
regularly outweigh our limited financial resources. Obviously
seeking a balance between the 2 necessitates tough choices. This
))
issue alone gives rise to the downside associated with a
reprioritization or reallocation approach. Either to some degree
may require tolling a future work plan or possibly impacting the
current level of service delivery.
While adoption of an alternative funding source creates a
new revenue stream, the type and timing of collections may pose a
challenge. And as one might imagine in the current and recent
climate, the road to implementing a new tax may be met with
some resistance. A fire impact fee would by definition be
restricted as to how the monies are used. For additional
illustration, assume that we adopt a fire impact fee, issue bonds
and plan on using the alternative source as a means to cover the
annual principal and interest payments. Given that the fire
impact fee revenues are variable year-to-year (the level of
development drives the amount), collections may be at a level
below the debt service requirement. However, a fire impact fee
does present the opportunity to free up General Fund dollars
currently directed for capital purposes.
Finally, setting aside one-time unanticipated resources and
earmarking the same for implementing a plan reduces the risk
associated anytime forecasting is employed - the amount is
absolute. Conversely, each year may not bear the same fruit in
the form of unanticipated resources.
RECOMMENDATION:
Given the aforementioned discussion, it is recommended
that the City consider as part of the planning process, either
separately or in combination, the bond issue or one-time
unanticipated resources approach to funding a potential plan to
address identified emergency preparedness deficiencies.
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