HomeMy WebLinkAbout09/24/2014 AGENDA CITY COUNCIL 345 6thStreet, Suite 600, Bremerton, WA 98337 ❑ Phone (360) 473-5280
*** 2^d AMENDED***
SEPTEMBER 24, 2014
CITY COUNCIL STUDY SESSION
Beginning at 5:00 PM in COUNCIL CONFERENCE ROOM 603
The Study Session is open to the public, but there will be no opportunities for input or participation;no
action is anticipated during the Study Session;and the content of these items is subject to change. If
approved by the City Council, the items will be placed on the October 1, 2014 Council Meeting Agenda.
A. NO PRESENTATION PLANNED — The following items are budgeted items or have already been
reviewed by the appropriate Council Committee; but staff will be present for brief questions:
1. Addition of 1 (FTE) Utilities Laborer(Grade 4)for the duration of the "Sensus Water Meters
and MXU Transmitters Installation Capital Project" (eliminating need for 2 temporary part-time
employee positions)
2. Professional Services Agreement with Summit Law Group, PLLC
B. BRIEFINGS & FULL PRESENTATIONS — There are no Items tonight...
C. GENERAL COUNCIL BUSINESS
o Finance & Investment Committee Briefing (9/23/14 Meeting) — Roy Runyon, Chair
o Council Member Briefings
o Other General Council Business (As necessary...)
D. EXECUTIVE SESSION — 20-minutes to discuss Potential Litigation per RCW 42.30.110(1)(i)
E. ADJOURNMENT OF STUDY SESSION
® Americans with Disabilities Act accommodations provided upon request. Those requiring special accommodations
should contact the City Clerk's Office at(360) 473-5323 at least 24 hours prior to the Council meeting.
WASHINGTON STATE FERRIES LONG RANGE PLAN
2014 PLAN UPDATE: KEY ELEMENTS AND PRELIMINARY FINDINGS
Washington State Ferries is updating its Long Range Plan.The two major sources that must be
addressed are demand and funding. This update will extend the planning horizon to 2040 and align with
the PSRC Regional Transportation Plan, incorporating operational and pricing strategies implemented
since 2009. The major focus areas of the Plan Update are:
• Market understandine. Revise ridership forecasts with updated demographic information about
riders.
• Adaptive management practices. Update the adaptive management strategies, integrate
lessons learned, and identify new strategies for 2014.
• Operational paradigms. Explore effective and efficient ways to meet current and future
demands for new vessels.
• Technology assessment. Consider innovative vessel,terminal and other operational
investments to do more with limited state resources.
• Key cost drivers and best practices. Review cost drivers for capital and operating programs and
identify strategies (affected by policy, regulatory, and management decisions)to reduce costs.
• Financial sustainability. Update the long-term financial outlook for the system.
Washington State Ferries conducts origin-destination surveys every six-seven years to measure ferry
passengers'travel patterns. The 2013 Origin-Destination Travel Survey will provide key data for the
2015 Long Range Plan Update.The preliminary findings of this survey found system-wide:
• Ridership has decreased 10,000 persons per day since 1999 (72,200 in 1999, 61,700 in 2013).
• Riders made less frequent trips, with fewer weekday travelers making 9 or more trips per week,
and a higher percentage traveling only 1-2 trips per week.
• Ferry travelers are aging overall throughout the WSF system. The average age increased from
42 in 1993 to 49 in 2013.The ridership of those 65 years or older increased from 11% in 2006 to
29%in 2013.
• There are slightly more pedestrian and bike riders(1-2% increase) since 2006.
The Central Sound routes are still the highest traveled corridor in the WSF system., Even so,
• The number of riders decreased from 13.2 million in 2006 to 12.4 million in 2013.
• More than 60%of weekday trips are associated with school or work while 68%or Saturday trips
are for shopping/recreation.
• The Seattle-Bainbridge riders over 64 years of age increased from 8% in 2006 to 17% in 2013.
• The Seattle-Bremerton route experienced the largest decrease in vehicle boarding, nine
percentage points.
Findings for South Sound Routes(not yet available)
kT 5�
1
N'A SNINGTON
FERRY-SERVED COMMUNITIES: ISSUES OF INTEREST
VALUES:
Riders/Voice. Community voices and experience are fundamental to the longterm plan—from
initiation through implementation.
Our legislators and Ferry Advisory Committees offer valuable perspectives to WSF
Quality: Provide reliable and measurable services at reasonable cost for the viability of ferry
communities.
Provide and maintain a fleet of sufficient size to enable current and projected service levels.
ISSUES:
Communications and Public Involvement:
Our legislators and Ferry Advisory Committees offer valuable perspectives to WSF. Yet ferry-served
communities want and need two-way communications regarding WSF impacts on riders and the local
communities. Our experience is a vital resource, typically untapped at public meetings and hearings.
Vessels:
➢ Washington State Ferries must build anew vessel every two years to retire existing ones before
they reach 60 years of service.
➢ Riders already pay 25 cents per ticket for capital projects, bringing in $8 million annually.
➢ Passenger-only ferries?
Fares/Tariffs: Guarantee tariff increase not to exceed 2.5% per year.
➢ Fare box recovery for ferry operations is 70%. (Metro is 15%, Sound Transit, 9%)
➢ There is no fare box recovery for most asphalt roadways.
Schedules:
How well do current schedules serve the communities? (commuters, tourists or seasonal users, mid-day
appointments)
Level of Service Standards--what data is used, how is it calculated and what thresholds trigger
alternative strategies? What are those strategies?
➢ Non-motorized and high-occupancy vehicles: accommodate all pedestrians, bicyclists and
registered HOVs on each sailing
➢ Freight and goods movement: weekday traffic westbound, eastbound ,San Juan Island
➢ General traffic: see list
These are vessel service standards. Are there any for staff-rider interactions?
Service:
➢ A system of 23 million passengers and 11 million vehicles annually needs 22 active vessels plus 2
in reserve.
Parking: Availability and accessibility
Terminals:
Vessel replacement should be a priority over further terminal upgrades
2 (PSAP
co' 57
Washington State Ferries
FY2012 Route Statements
Historic WSF Revenue Recovery Rate
Ratio of Operating Revenue to Operating Costs
140%
I
Years with fare increases M.VETI 1Yeaxr�s-
(198-1,-200�i'Ji ;
120% First dedicated state
operating subsidy
100%
1
80%
:
*r
60% First full fiscal year of
emergency expansion of f
services after sinking of
Hood Canal Bridge.Bridge j
40% reopened in October 1982. j
20% f
I
0%
L r E
Loss of Motor Vehicle Excise Tax (MVET) funding in 2000 resulted in a loss of dedicated revenue
representing 20 percent of the operating budget. Since the loss of that funding source, the Legislature
has been subsidizing the funding gap with transfers from general transportation resources, primarily the
Motor Vehicle Account and the Multimodal Account. The funds in these accounts are subject to
appropriation every two years and are allocated based on funding priorities among all of WSDOT and
other transportation agencies. WSF shares these limited resources with the landside highway system.
The source of these transfers is becoming severely constrained. In addition to the transfers shown
below, revenue from other funds is also used to pay debt service and fund a portion of Ferries' capital
program. Total resources used from other funds for operations and capital are projected to be $1.15
billion over the 14-year period FY99 to the end of FY13.
4
Washington State Ferries
FY2012 Route Statements
Fare Changes
When voters approved 1-695 in November 1999 and the Legislature codified the MVET tax reductions
during the 2000 legislative session,WSF lost approximately 20%of its operating support and
approximately 75%of its dedicated capital funds. Since the loss of MVET,fares have increased between
47%and 132%,depending on the route.
Historic WSF One-way Central Sound Fares
(Adjusted for Inflation)
$16.00
MVET Years
(1982-2000)
$14.00 '
$12.00 7n� 1 �;%
Car&Driver(1-Way)
$10.00
I
$8.00
$6.00
$4.00
$2.00
Passenger Full Fare(1-Way)
$0.00
LO
m m m m in T m m 001 co m CD O O O
0 4) 0 O) m O) O O O O O
r r r r r r r r .- r N N N N
These large fare increases raised the recovery rate close to 80% in fiscal year 2004, but since then, cost
increases (primarily rapid increases in fuel prices) and relatively modest fare increases have pushed the
recovery rate back below 70%. Volatile fuel prices have had a large impact on the fare recovery ratio,
and fuel made up about 29%of WSF's operating budget in FY2012. The chart above shows historical
fares adjusted for inflation between 1951 and 2012.Another perspective on ridership changes is
illustrated in the figure below,which shows fare increases as well as external events that affect
ridership.
2
Adik
Washington State
Department of Transportation
V P onm•
Washington State Ferries builds a fleet
1954—The Evergreen State (87 cars, 983 passengers) is built. This is the first of three Evergreen State Class
ferries built during the 1950s.
• Evergreen State (1954) Klahowya (1958)
• Tillikum (1959)
1967—Four Super Class ferries (144 cars, 2,000 passengers), built in San Diego, CA, for Washington state.
• Elwha(1967)* • Hyak(1967)
• Yakima(1967) • Kaleetan (1967)
* Elwha carries 1,076 passengers
1972—Two Jumbo Class (188 cars, 2,000 passengers) vessels built in Seattle, WA, are added.
• Spokane (1972) • Walla Walla(1972)
1979-1982— Six Issaquah Class (124 cars, 1,200 passengers) ferries constructed in Seattle, WA,join the
growing fleet.
• Issaquah (1979) • Kitsap (1980)
• Kittitas (1980) • Chelan (1981)
• Cathlamet(1981) • Sealth (1982)*
* Sealth carries 90 cars
1997-1999—Three Jumbo Mark II Class (202 cars, 2,500 passengers) enter service. All three built in Seattle,
WA.
• Tacoma(1997) • Wenatchee (1998)
• Puyallup (1999)
2010-2012—Three Kwa-di Tabil Class (64 cars, 750 passengers) ferries built in Seattle, WA,join the fleet.
• Chetzemoka (2010) • Salish (2011)
• Kennewick (2012)
2014—The Tokitae (144 cars, 1,500 passengers) is put into service on the Mukilteo/Clinton route. This ferry is
the first in a series of three funded Olympic Class vessels. All three built in Seattle, WA.
• Tokitae (2014) • Samish (2015)
• Third ferry(Estimated: 2016)
_r-
OPPORTUNITYES
THE CITY OF PRIDE AND
REMERTON-FIRWDEPARTMENT
A//Ison Duke///,F/ie Ch/et
Al.duke@d.bremerlonma.us Te1380 473-5381
Pax 380 473-5397
911 Park Avenue
Bremerton,WA 98337
To: Finance Committee
From: Al Duke, Fire Chief
Subject: Initial Report on Overtime
When starting to evaluate overtime versus hiring I found two audits done by professional
auditors; the first is from the City of San Diego and the second from Multnomah County.
The San Diego study was done on a fire department and the Multnomah County was
done on the sheriff's department.
The conclusion from the San Diego study was "there is currently little difference between
the cost of hiring new staff or using overtime. But the study did go on to say that "there
are potential benefits to hiring other than monetary considerations; reduced fatigue and
improving firefighter safety; improving employee and workplace morale; having a larger
workforce available for deployment in case of an emergency; as well as having a relief
factor to reduce mandatory overtime".
In the Multnomah County study there were a couple of quotes that I would like to quote.
The first was "We found that the cost of having more deputies than needed (extras) is
more expensive than having a shortage of deputies (overtime). Furthermore, "that the
Board should concentrate on total personnel costs and workload instead of overtime".
I have attached how the Fire Department is staffed. Currently there are 17 members
assigned to each of three shifts. That allows 13 for members to be on duty 365 days a
year; 4 members per station; two on an engine and two on a paramedic unit with a
Battalion Chief supervising the shift. With 17 members by union contract 2 members are
allowed to be on vacation and 2 members to cover K-days. That means there is no
coverage for sick leave, comp time or training time and overtime dollars are to be used.
In 2014 that amount was $426,000.
On the attached sheet I have calculated out the cost of having one overtime per day
versus hiring personnel. The cost of having one overtime per day for 365 days is
$514,024 including benefits. In calculating hiring personnel the department would need
4.37 firefighters to accomplish the same staffing and that cost would be $415,150. From
my calculations that would be a saving of$98,874 at this point in time. I do want to frame
• Page 2 September 23, 2014
I
the discussion that these terms are the ideals; there are days where there is no overtime
and days when there might be 2-3 overtimes.
History had shown that the Fire Department has been over budget 9 out of the last 10
years. In 2012 there were 8746 hours of overtime, 2013 had 7194 hours of overtime and
as of the end of August there has been 8245 hours of overtime. The Finance
Department is continuing to scrub those numbers. The Fire Department & Finance
Department is currently evaluating what would the difference be of if we hired 1-2-3
employees on overtime.
i
As far as seniority, the Fire Department evaluates annually the seniority and age of each
shift and staff. Currently "A" shift has seniority average of 15.8 years and average age of
43.06, "B" shift 16.56 and 43.56 years and "C" shift 15.13 and 45.44 years of age.
30.91% (17) of the department is age 30-40, 36.36% (20) is age 40-50 and 32.78% (18)
is age 50-60.
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FIRE DEPARTMENT
FIRE CHIEF
BATTTALION CHIEF
OFROE ASS1ITANTSENIOR TRAINING
FIRE MARSHALS
'A'SHIFT 'B'SHIFT 'C'SHIFT OFFICE
CAPTAIN
STATION 1-A STATION 1-8 STATION 1-C FIRE
MARSIJ61.
LIEUTENANT CAPTAIN UEUTENANi INSPECTOR
FF/MECHANIC FF/MECHANIC fF/MECHANIC
i
FIREFIGHTER FIREFIGHTER FIREFIGHTER
FF/PM FF/PM MEDICAIOFFICER
I
r' STATION 2-A STATION 2-5 - STATION 2-C
UEUTENANT UEUTENANT CAPTAIN
FIREIFGHTER FIREFIGHTER FIREFIGHTER
FIREFIGHTER FIREFIGHTER FIREFIGHTER
FF/PM FF/PM FF/PM
STATION 3-C
STATION 3-A
STATION 3-B yy a
CAPTAIN. .UEIR'ENANi UEUTENANT
FIREFIGHTER/SCBA FIREFIGHTER/SCBA FIREflGHTER/SCBA
FIflEFIGHTER FIREFIGHTER FIflEFIGHTEP
FF/PM FF/PM
-- RELIEF REUEF REUEF
LIEUTENANT UEUTENANT LIEUTENANT
FIREFIGHTER FIREFIGHTER FIREFIGHTER
FF/PM FF/PM FIREFIGHTER
FF/PM FF/PM FF/PM
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USE OF OVERTIME-ONE OVERTIME PER DAY i
DAYS HOURS ANNUAL OT RATE COST BENEFITS TOTAL COST
365 24 8760 $ 54 $ 471,814 $ 42,210 $ 514,024
BENEFITS INCLUDE: 5.21%RETIREMENT,2%ACCULATIVE LEAVE AND.821/HOUR FOR L`Yoi
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COST OF 3 FIREFIGHTERS
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$95,000 3 $ 285,000 8760
HOURS 2124.75 3.00 6374.25 1.374%
$95,000 4.37 $ 415,150 DIFFERENCE $ 98,874
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HOURS WORKED-HOURS NEEDED
HOURS VACATION SICK COMP TIME ACTUAL HOURS
HOURS HOURS HOURS
2568 306.7 101.42 35.13 2124.75
NUMBER OF PERSONNEL NEEDED PER SHIFT
13 1.37 17.81
8760 13 113880 37960 2124.75 17.87
8760 13 113880 2124.75 53.60
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Bremerton—De Fireen-
-artment—
SENIORITY ROSTER
DATE ENTERED NAME YEARS
Years of Emp 4
Years
0
S Emp
9/17/201414:54 1st 2nd 3rd 4th 5th 10th 15th 20th 25th 30th 35th Service
16-Jon-75 Moen5: 39 0275
:X
11-Jun-78 Hawkins X, X X".It,X: ;-: 36 0244"--
2-Jan-81 Sechrest V-,'X" '.'X,." X Xi X X X, ,,X X�- 1: -X, 33 0250
5-Feb-81 Hinkle X.. X I X. ... ...'X, x X, X, • 33 0245
246
Hopper =X. �,X 1 X. 0
3-Apr-81X-1 33
30-Apr-81 Thorsen x-- XL: 33 0251
X`
0243
-x X: X, 33
2-JUI-81 Grahn X- ;-Xc X, -X, r-"x -'X
18-Jan-84 Williams X .--X I X"" V X` .'X'..,- -X, X--,. 30 0499
21-Jul-84 Duke X. X X� -X; 0593
X-- X -x- ,-X-; 30
X.. x- i,-x,-.,X,.- �^--X,- I
11-May-89 Jose 25 1020
8-Mar-90 Baler V, x- Xy.,. X-1-1: x X, -x- X, 24 1110
X X
31-mar-90 Bowman X. X- 24 1111
X A. 4
8-May-90 Normandy X-, X. X X- X- 24 112
X 23 1285
15-jul-91 I Severns -X "X --X--1 X° X _X,
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1-Aug-91 McGanney XX. --X-: Lw.& X,�
2-Nov-92 Schmidt X X --:X X. X- x. 23 1291
t X11- 21 1379
23-Apr-93 Wallace -X- X_-: X,, ,x;- x 21 1408
1-Jul-93 Souza L.*X. .. K.X. xj",X x". 21 1438
li X-T, 21 1439
1-Jul-93 Vierautz X- ---X-..
ex. V 19 1544
1-Oct-94 P2yne X.L2U� :
16-Feb-96 Wulf X T X':' X L 18 1671
X "A I
1-Apr-96 Ashmore `X- X. -X- x .77 18 1696
--Ta—ldez —'. X 7F T 18 1709
1-May-96 X- X
X. X x. X, 17 1796
24-Feb-97 Hendrxy X`
1-Oct-97 Reynolds X i-1--X. Xi'--.-.X. XL&.azX'� 16 1725
16-Apr-98 Mustard X 7�X X, X X X I X L 16 1940
16-Apr-98 Maaallon X,"��-.X X X X 16 1941
, . �-7--- -- I ;
15-Jan-99 Marceau X! X,-i T x--x A X-,L'X X.- z 15 2040
19-Apr-99 Hlavaty x;-i,-Xi J x 1 15 2056
1-A r-00 six X. 14 2174
X_: T 14 2187
16-Jun-00 Prichard X, X : ..
. !.. .-. 2271
X
09-Apr-01 Raliaback 13
12 2354
X X T-x-
26-Dec-01 cross X X . —Y
12 2365
19-Feb-02 Richard X .-,.X --X-,
.,X,. 12 2386
1-May 02 Wrlaht X X: x.-. X, L
1-May-02 Jackson 7y.7- 12 2385
X. L-
11 2452
16-A r-03 Hernandez L X. X-, X X,
16-Apr-03 Griffith 2454
X X.-
X
�X, 2455
16-Apr-03 Crabtree X7- X:: x
X, X) X 2507
16-Sep-03 Bittlingmaler
7-Apr-04 Lane •..X•.:-......X, :;,X.=-._.:X;-.:-x-- 2541
10
7
unkin X, X, X: X I -- - 2542
7-Apr-04 10
7-Apr-04 Stanley X,,; '7-)c7-. T. --.x,,. 10
2543
X_
X.
-x
; XXX
7-Apr-04 Rotter 10 2544
X.- X—. .X .,--X
9 2624
11-A r-05 Stanio X-1-.1-11 T X-1 x
.x 9 2625
11-Apr-05 McKinney L�x --! X. X,
16-Dec-05 Patti X 8 2704
-X ------ ...
X" =77 777 777
6 2829
X XA�T:X,
16-Jan-08 Allen 7717
1-Jun-09 Bonsell
-I ,--1 1 5 2892
=777,
L
- ., T
- 5 2898
8-Sep-09 Cammarata -X!: t�X x X.IX
8-Sep-09 Calhoun Xv i 6 2899
1-Apr-10-
Smith
X.
1 . 2913
4 4 2914
1-Apr-10 Dixonix X- ...x . . x- -..X
27-Aug-i2
I Bishop
-
17-Dec-12 1 MurphX--..
1 2979
P E:1 Plan 2
Plan I
indicates break in service
R:kFire Department Users\lnfokSeniority chart with years.xis. 9/17/2014
FIRE-SUPPRESSION 08/27/52 62.00
FIRE-RESCUE/EMERGE 11/24/54 59.00
;FIRE-SUPPRESSION 02/14/55 59.00
.FIRE-ADMINISTRATION 12/21/55 58.00
FIRE-SUPPRESSION 05/04/57 57.00
FIRE-SUPPRESSION 03/28/57 57.00
FIRE-SUPPRESSION 09/15/57 57.00
FIRE-SUPPRESSION 12/03/57 56.00
FIRE-SUPPRESSION 04/05/58 56.00
FIRE-SUPPRESSION 02/01/59 55.00
FIRE-SUPPRESSION 08/07/60 54.00
FIRE-RESCUE/EMERGE 07/19/60 54.00
FIRE-SUPPRESSION 11/25/59 54.00
FIRE-SUPPRESSION 09/25/59 54.00
FIRE-RESCUE/EMERGE 11/07159 54.00
FIRE-RESCUE/EMERGE 04/18/62 52.00
FIRE-SUPPRESSION 07/27/62 52.00
FIRE-RESCUE/EMERGE 06/04/64 50.00 18 32.73%
FIRE-RESCUE/EMERGE 06/11/66 48.00
FIRE-SUPPRESSION 02/28/66 48.00
FIRE-SUPPRESSION 09/13/67 47.00
FIRE-SUPPRESSION 08/30/67 47.00
FIRE-SUPPRESSION 04/16/67 47.00
FIRE-RESCUE/EMERGE 03/22/68 46.00
FIRE-RESCUE/EMERGE 03/26/69 45.00
FIRE-SUPPRESSION 12/08/68 45.00
FIRE-SUPPRESSION 04/12/69 45.00
FIRE-RESCUE/EMERGE 06/09/70 44.00
FIRE-SUPPRESSION 02/08/70 44.00
FIRE-PREVENTION/INVES 08/20/71 43.00
FIRE-RESCUE/EMERGE 12128/71 42.00
I FIRE-RESCUE/EMERGE 08/13/72 42.00
FIRE-PREVENTION/INVES 01/24/72 42.00
FIRE-SUPPRESSION 02/22/72 42.00
FIRE-SUPPRESSION 06/16/72 42.00
FIRE-SUPPRESSION 12/26/72 41.00
i FIRE-RESCUE/EMERGE 02/04/73 41.00
FIRE-SUPPRESSION 02/27/74 40.00 20 36.36%
/I FIRE-SUPPRESSION 07/10/751 39.00
FIRE-RESCUE/EMERGE 05/03/75 39.00
FIRE-SUPPRESSION 01/10/75 39.00
FIRE-SUPPRESSION 04/02/77 37.00
FIRE-SUPPRESSION 06/02/77 37.00
FIRE-RESCUE/EMERGE 08/18/77 37.00
R FIRE-SUPPRESSION 01/12/77 37.00
FIRE-SUPPRESSION 12/05/78 35.00
FIRE-SUPPRESSION 08/30/79 35.00
FIRE-SUPPRESSION 05/01/79 35.00
FIRE-RESCUE/EMERGE 2/20/80 34.00
- - - -- --- FIRE-SUPPRESSION 09/28/79 34.00
t FIRE-RESCUE/EMERGE 04/27/81 33.00
i
FIRE-SUPPRESSION 03/11/83 31.00
FIRE-SUPPRESSION 10/17/82 31.00
FIRE-RESCUE/EMERGE 12/20/82 31.00
FIRE-SUPPRESSION 05/12/83 31.00 17 30.91%
45.02
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