2017-04-18 City Council - Full Agenda-18791.
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o Agenda
Edmonds City Council
snl. ynyo COUNCIL CHAMBERS
250 5TH AVE NORTH, EDMONDS, WA 98020
APRIL 18, 2017, 7:00 PM
CALL TO ORDER/FLAG SALUTE
ROLL CALL
APPROVAL OF THE AGENDA
APPROVAL OF THE CONSENT AGENDA
1. Approval of Council Meeting Minutes of April 11, 2017
2. Approval of claim checks.
3. Resolution Adopting CEMP and Debris Management Plan
4. Report on Final Construction Costs and acceptance of the 238th St. SW Walkway and Drainage
Improvements Project
5. Amendments to On -Street Employee Parking Permit Program
PRESENTATIONS/REPORTS
1. Annual Report of Economic Development Commission (20 min.)
AUDIENCE COMMENTS (3-MINUTE LIMIT PER PERSON) - REGARDING MATTERS NOT LISTED ON
THE AGENDA AS CLOSED RECORD REVIEW OR AS PUBLIC HEARINGS
7. ACTION ITEM
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10.
1. Salary Commission (confirmation of Mayor's appointments) (15 min.)
STUDY ITEMS
1. Chapter 10.95 Amendments to Clarify Tree Board Appointment Process (20 min.)
2. Reappointment of PFD Boardmembers (5 min.)
3. Contracting & Purchasing Policies Update (10 minutes)
4. Report on construction bids received for the 2017 Sewer Line Replacement Project (10 minutes)
5. Wastewater Treatment, Disposal and Transport Contract Extension (10 min.)
6. Motion to allocate Council Funds to Initiate an RFP Process to Obtain a Baseline Planning Site -
Specific Scientific Study of the Edmonds Marsh Watershed (10 min.)
7. Interlocal Agreement with Snohomish Health District regarding Sale of Rucker Building (15 min.)
8. Authorization to contract with James G. Murphy to sell surplus city vehicles and surplus city
equipment (10 min.)
MAYOR'S COMMENTS
COUNCIL COMMENTS
Edmonds City Council Agenda
April 18, 2017
Page 1
11. CONVENE IN EXECUTIVE SESSION REGARDING PENDING OR POTENTIAL LITIGATION PER RCW
42.30.110(1)(1)
12. RECONVENE IN OPEN SESSION. POTENTIAL ACTION AS A RESULT OF MEETING IN EXECUTIVE
SESSION.
ADJOURN
Edmonds City Council Agenda
April 18, 2017
Page 2
4.1
City Council Agenda Item
Meeting Date: 04/18/2017
Approval of Council Meeting Minutes of April 11, 2017
Staff Lead: Scott Passey
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Staff Recommendation
Review and approve the draft meeting minutes on the Consent Agenda.
Narrative
N/A
Attachments:
04-11-2017 Draft Council Meeting Minutes
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4.1.a
EDMONDS CITY COUNCIL DRAFT MINUTES
April 11, 2017
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Thomas Mesaros, Council President
Kristiana Johnson, Councilmember
Michael Nelson, Councilmember
Adrienne Fraley-Monillas, Councilmember
Diane Buckshnis, Councilmember
Dave Teitzel, Councilmember
ELECTED OFFICIALS ABSENT
Neil Tibbott, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
E. Yamane, Police Officer
Al Compaan, Police Chief
Phil Williams, Public Works Director
Patrick Doherty, Econ. Dev & Comm. Serv. Dir
Shane Hope, Development Services Director
Mary Ann Hardie, HR Director
Rob English, City Engineer
Rosa Fruehling-Watson, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
The Edmonds City Council meeting was called to order at 7:00 p.m. by Mayor Earling in the Council
Chambers, 250 5t" Avenue North, Edmonds. The meeting was opened with the flag salute.
2. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present with the exception of
Councilmember Tibbott.
3. APPROVAL OF AGENDA
COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCIL PRESIDENT
MESAROS, TO EXCUSE COUNCILMEMBER TIBBOTT. MOTION CARRIED
UNANIMOUSLY.
4. APPROVAL OF CONSENT AGENDA ITEMS
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER NELSON, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
APPROVAL OF COUNCIL MEETING MINUTES OF APRIL 4, 2017
2. APPROVAL OF CLAIM, PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND
WIRE PAYMENTS.
Edmonds City Council Draft Minutes
April 11, 2017
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4.1.a
3. ACKNOWLEDGE RECEIPT OF A CLAIM FOR DAMAGES FROM DONALD C.
HOLMES (AMOUNT UNDETERMINED)
4. CRUMB RUBBER EXTENSION OF MORATORIUM
5. SNOPUD REDUNDANCY POWER AGREEMENT - WWTP
5. PRESENTATIONS/REPORTS
1. CREATIVE AGE FESTIVAL PRESENTATION
Dick Van Hollebeke one of three co-founders, along with Jerry Fireman and Trish Feaster, of the
Creative Age Festival of Edmonds (CAFE). The second annual CAFE festival is Saturday, April 29 at the
Edmonds Senior Center. At the inaugural festival in 2015, there were nearly 300 attendees, and of those
who responded to a follow-up survey, 97% said they had a meaningful or very meaningful experience that
would help make their lives better. CAFE is aimed at people who have a little more time to enjoy life,
empty nesters, retirees or soon -to -be retirees. CAFE believes and has proof when people reengage their
creative side and reach out to others, good things happen. A controlled landmark study on arts and aging
done in the early 2000s by Dr. Gene Cohen studied three groups of older people from Washington D.C.,
Brooklyn and San Francisco. Half of the participants continued with their normal lives and the other half
were actively engaged in some creative outlet, singing, dancing, etc. The groups were followed for seven
years; the people who maintained a more creative, active and engaged life lived longer, healthier and
happier lives.
CAFE is a wellness and arts community engagement event, designed to empower retired -aged and other
individuals to experience new techniques, skills and activities that enhance their lives and expand their
worlds. CAFE offers more than 25 workshops that promote health and wellness and wellbeing through
physical and mental vitality, creative expression and social connection. Individuals are invited to stay
CAFE - creative, active, fulfilled and engaged. In the past few days, 10,000 brochures describing CAFE's
origins, volunteer staff members and the classes being offered were mailed to the greater Edmonds area.
Classes range from health and wellness and fitness to memoir writing, poetry workshop, making sense of
our polarized nation, three travel classes presented by Rick Steves' Europe staff, using manual setting on
a digital camera, birding, rain gardens, painting, and plant art for personal enjoyment.
The event also includes a theatrical production from 11:30 a.m. to 12:30 p.m. by the Silver Kite
Intergenerational Theater followed by a one hour lunch break. A free shuttle is offered from the Senior
Center to and from downtown Edmonds restaurants. After the final two sessions, the keynote speaker Dr.
Gloria Burgess, an Edmonds resident with an international resume will make a presentation. At the
conclusion of the event there is a CAFE Soiree, a hosted happy hour, live music, wine and cheese tasting,
beer sampling and hard cider making. The total cost of the event is $40/person. He encouraged the public
to register and to tell their friends about this very special event. He recognized CAFE's community
sponsors. Further details available on their website, www.creativeagefestival.org or in -person registration
is available at the Edmonds for the Arts ticket counter.
Councilmember Buckshnis commended CAFE for compressing the event into one day. She found it to be
a wonderful program and many people had a great time last year. She has heard Dr. Burgess speak and
agreed her presentation was well worth the cost of the event. She was unable to attend but anticipated this
year's CAFE would be a huge success.
Mayor Earling said he also is unable to attend as he will be in Hawaii.
Mr. Hollebeke encouraged the public to attend, this is one of only four such events in the world.
Edmonds City Council Draft Minutes
April 11, 2017
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4.1.a
6. AUDIENCE COMMENTS
Tracy Felix, President, Downtown Edmonds Merchants Association, thanked Economic
Development/Community Services Director Patrick Doherty for regularly attending DEMA meetings.
Parking concerns grow every year and are a great indicator of a growing, vibrant downtown shopping
core. Concerns with parking will continue to arise as well as ideas proposed to Council to include
increased parking in the budget. Mr. Doherty has developed a brilliant idea to move employee parking
back 120 feet off Main and 5ffi and she urged the Council to support Mr. Doherty's proposal.
Darrol Haug, Edmonds, a member of the Economic Development Commission and the Mayor's Ad -
Hoc Parking Committee, but speaking as private citizen highlighted information in a detailed report
provided to each Councilmember. Parking stalls in Edmonds are a finite resource and they need to be
better utilized to provide more parking downtown for those who patronize the restaurants, shops, etc. The
competition for stalls is great; there are 500 employee parking permits that cost $50/year or 25 cents/day
and the Council is considering a proposal to move employee parking further from the downtown core. He
urged the Council to consider moving them further away to open more spaces in the downtown core.
There are also 600 residential parking permits downtown that cost $25/year or 7 cents/day. He suggested
the Council consider putting market value pricing on permits; market price near the ferry terminal is $5-
$10/day in a parking lot and $5/day in the lot behind Chanterelle. A pilot program has been proposed to
paint tick marks to improve the efficiency of parking and he encouraged the City to consider that program
in other locations. Enforcement is a big issue and the City has limited resources for parking enforcement.
Existing time limits are three hours, yet the City has a part-time employee split between animal control
and parking to do what should be a full-time activity.
Mayor Earling recalled two weeks ago two citizens during Audience Comments raised serious
allegations, suggesting sexual harassment in the Police Department. The Police Chief Al Compaan and
Human Resources Director Mary Ann Hardie will provide written statements under Audience Comments
in response to the allegations.
Police Chief Al Compaan provided the following statement:
Good evening Mayor, good evening Council. I come before you this evening to provide some insight
in regard to concerns expressed by two residents during audience comments at the City Council
meeting of March 28th. Their concerns specifically dealt with the Police Department, questioning
whether there are on -going issues of sexual harassment within the Department, citing three lawsuits
that are a matter of public record that have been filed over the past several years.
First of all, to make one issue abundantly clear: the Police Department takes any allegation of
employee misconduct seriously, regardless of the nature of the misconduct. The Department has
robust policies governing its operations, including policies on employee conduct in the workplace,
including a policy specific to discriminatory harassment. In fact, one of the policies requires our
Department members to report misconduct through their chain of command when they learn of any
misconduct on the part of any Department member. Any member may enter a complaint at any time to
any superior officer in the Department, or to Human Resources, or to the Mayor's Office. No member
is discouraged from reporting misconduct of any kind.
When allegations are brought to the Department's attention, those allegations are thoroughly
investigated. Investigations may very well include use of an outside investigator depending on the
nature of the allegations. If the allegations are factual and a policy violation is supported by a
preponderance of the evidence, the threshold for a sustained finding will be met. Disposition typically
includes appropriate disciplinary action or remedial training.
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As to the concern that sexual harassment is allegedly endemic in the Department, such a concern is
not supported by the facts. Yes, the City recently settled a lawsuit brought by one of our employees
who cited allegations of sexual harassment. The City and its self -Insurance pool, Washington Cities
Insurance Authority, agreed to a settlement of the case. The City did not admit liability as part of the
settlement, and considers it to be a compromise of a disputed claim.
The two other lawsuits apparently referenced during audience comments of two weeks ago are not
sexual harassment lawsuits. One resulted from criminal conduct by an Edmonds Officer who was
prosecuted and sentenced to prison for his crime, and who no longer works for us and hasn't for
some time. The other lawsuit results from a claim by a current employee regarding a workplace
accommodation for an alleged medical condition and does not involve any claims of gender or sexual
discrimination. The conduct and facts giving rise to claims in both cases were thoroughly
investigated at the time and appropriate action was and is being taken by the City.
It is important to point out that of the 64 current employees in the Police Department, 18 are women.
Of the 18, 8 have served our city for over a decade. Of the 18, 8 are commissioned police officers. I
am very proud of all of our employees. The Edmonds Police Department works hard to earn the
public's trust each and every day. We are appreciative, and humbled, by the fact the number of
compliments we receive far outnumber concerns expressed or complaints lodged —from outside or
inside the Department.
Litigation is a reality of our society. One of the best deflectors of litigation is risk management —
having strong workplace policies, having regular training on workplace conduct, having strong
accountability and, when needed, a robust investigative and disciplinary process. We have these
things in place and we work closely with our Human Resources Director and City Attorney to follow
both the spirit and letter of the law. To imply or somehow conclude that sexual harassment is "the
norm " in our Department is absolutely not supported by the facts, nor is it supported by our history,
nor would I as Chief find it in any manner acceptable.
I have always encouraged anyone who believes they are the subject of inappropriate or
discriminatory conduct by anyone at the Police Department to bring forward the facts surrounding
their concerns to either me, the RR Director or the Mayor. This is in accordance with our
departmental and City policies, so that we may conduct an appropriate investigation, and can take
any necessary corrective action, if warranted by the facts. I will continue to encourage the same for
so long as I am privileged to serve as your Police Chief.
Human Resources Director Mary Ann Hardie provided the following statement:
Good Evening Mayor and Council. As you just heard Chief Compaan's insight and heartfelt
concerns, I also thought it might be helpful as the HR Director to also provide a little insight as well
with regard to the City's discrimination/harassment policies and training practices.
The City takes not only harassment but any claims of discrimination very seriously which is why the
City provides training on the policies and looks promptly into each complaint and takes appropriate
action, regardless of the department. When a complaint is received from the police department, they
will coordinate with BR and the City Attorneys' Office on this. This may, at times, include using
outside investigators as well depending on the nature of the complaint.
• As a matter of standard practice, the City provides regular anti -harassment, anti -retaliation
and cultural diversity training for employees, including refresher trainings.
• Newly hired employees also have anti -harassment, anti -retaliation and cultural diversity
training at the time of hire in between City-wide refresher trainings.
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April 11, 2017
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• In addition to these trainings, the City also has very clear policy language in the City
Personnel Policies about non-discrimination, anti -harassment and anti -retaliation (2.4
ANTI -HARASSMENT POLICY, INCLUDING SEXUAL HARASSMENT) that are provided to
employees during orientation.
• The policy provides a definition of harassment and sexual harassment and describes the types
of actions that could be perceived as harassing as well as inappropriate actions. Employees
submit to Human Resources a confirmation acknowledgement of receipt and
acknowledgement of these policies.
• These policies are also available on the City's website (Human Resources) and the policy is
also distributed Citywide via e-mail. As you know, the City Personnel Policies were just
updated this year in February and they were disseminated to employees.
• Additionally, the police department also has anti -harassment policy language in their
department policy manual.
As the Chief mentioned, there is a clear complaint process for reporting discrimination, harassment,
and/or retaliation for all employees. This is clearly outlined in the City's Personnel Policies 2.5
COMPLAINT PROCESS: DISCRIMINATION, HARASSMENT, and OR RETALIATION. Employees
may file a complaint with their supervisor, their department head, the Mayor and/or HR. As noted in
the policies, employees are strongly encouraged to report all incidents of harassment, discrimination
or other inappropriate behavior to their supervisor, department head, HR and/or the Mayor as soon
as possible.
I am not aware that there is any "culture" of harassment or discrimination in any department at the
City. This simply would not be acceptable or tolerated. The City values employees and strives to
maintain a pleasant and productive work environment and this includes being appropriately and
promptly responsive to complaints of discrimination or harassment. The City does not tolerate illegal
behavior such as discrimination or harassment and this behavior, by policy is clearly subject to
appropriate disciplinary, corrective action up to and including termination.
Councilmember Buckshnis asked Rosa Fruehling-Watson, City Attorney's Office, asked if these
statements made under Audience Comments were in accordance with Roberts Rules as she would have
expected it to be an agenda item with materials for Council to review. Ms. Fruehling-Watson answered it
was proper under Roberts Rules as it was in response to public comments.
7. STUDY ITEMS
1. 2016 COMPREHENSIVE PLAN PERFORMANCE
Development Services Director Shane Hope reviewed:
• Background
o Adopted in 2015 with the Comprehensive Plan update
o Reported on annually
• Implementation Actions
o Steps that must be taken within a specified timeframe to address high priority goals
o Five implementation Actions
■ Develop update to street tree plan (2016);
■ Develop urban forest management plan (2017);
■ Develop level of service standards for key public facilities (2017);
■ Update hazard mitigation plan (2017);
■ Develop a housing strategy (2019).
Performance Measures
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April 11, 2017
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4.1.a
o Provide targeted information about Comp Plan's implementation & effectiveness
o Six Performance Measures
■ Annual city-wide and city government energy use;
■ Number of residential units permitted annually;
■ Yearly average number of jobs within the city;
■ Lineal feet of water, sewer, and stormwater mains replaced or rehabilitated;
■ Capital facilities plan project delivery results;
■ Lineal feet of sidewalk renovated or rehabilitated
Community Sustainability Element
o Implementation Action - By 2017, update the City's Hazard Mitigation Plan to reference
emerging risks and hazards related to climate change, such as rising sea levels and ocean
acidification.
✓ This implementation step has been met.
o Performance Measure - Annually report on energy usage within the City, both by City
government and by the larger Edmonds community
■ Aggregate Electricity Consumption, City -owned property - Street Lighting, Electric
Utility
- Since 2011, electricity use for city -owned property is down 16%, for an annual
reduction equivalent to the electricity used to power 130 households for a year
■ Aggregate Natural Gas Consumption City -owned property
- Only three years of data was available from Puget Sound Energy
■ Aggregate Electricity Consumption, Citywide - Commercial versus residential
- Since 2011, electricity use city-wide is down 11.6%, for an annual savings equivalent
to the electricity used to power 2,453 households for a year.
■ Aggregate Natural Gas Consumption, Citywide
- Only three years of data was available from Puget Sound Energy
✓ With this information, this performance measure has been met
Housing Element
o Implementation Action: Develop a strategy by 2019 for increasing the supply for affordable
housing and meeting diverse housing needs
✓ This implementation step is not yet due by may end up being completed early
■ Performance Measure: Report the number of residential units permitted each year with a
goal of reaching 21,168 units by 2035, or approximately 112 additional dwelling units
annually from 2011 to 2035
Housing Type
Year
SF
MF
I Duplex
ADU
Demo
Net
2016
41
97
--
4
-16
126
2015
53
4
--
5
-11
51
2014
1 46
43
14
6
-19
90
2013
1 36
--
--
5
-19
22
2012
27
--
--
--
-8
19
2011
15
89
--
5
-6
103
Total
218
1 233
14
25
1 -79
411
✓ The table above shows that the target of having approximately 112 units added to the housing
supply was met in 2016
Economic Development Element
o Performance Measure: Report the number of jobs within the City each year with a goal of
reaching 13,948 jobs, excluding jobs within the resource and construction sectors, by 2035.
This would require adding approximately 95 jobs annually from 2011 to 2035.
Year
Avg Employment
Total Wages
Avg Wage
2011
10,002
$412,064,166
$41,199
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April 11, 2017
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4.1.a
2012
11,597
$519,350,513
$44,782
2013
11,816
$534,766,515
$45,259
2014
12,102
$554,804,528
$45,843
2015
12,628
$598,321,081
$74,380
✓ With this information, this performance measure has been met
Community Culture & Urban Design Element
o Implementation Action 1: Develop an update to the Street Tree Plan by end of 2016
✓ This implementation step has not been met
o Implementation Action 2: Develop an Urban Forest Management Plan by the end of 2017
✓ This implementation step is in progress
Utilities Element
o Performance Measure: Lineal feet of old water, sewer and stormwater mains replaced or
rehabilitated
Re laced
Rehabilitated
Total
Utility
2015
2016
2015
2016
Water
8,200'
4,850'
0'
0'
13,050'
Sewer
2,700'
2,000'
0'
6,400'
11,100'
Storm
1 0'
0'
0'
0'1
0'
■ Percent rehabilitated or replaced of the overall system
Water — 1.8%
Sewer — 1.6%
Storm — 0"
✓ With this information, this performance measure has been met
Capital Facilities Element
o Implementation Action: Develop level of service standards for key public facilities by the
end of 2017 and consider including the standards in the Comprehensive Plan
✓ This implementation step is in progress
o Performance Measure: Project delivery results — based on comparing projects in the Capital
Facilities Plan to what is actually done on the projects
Project
Phase
(as of 2015 CFP)
Current Progress
Civic Playfield Acquisition and/or Development
Conceptual
Complete
Community Park/Athletic Complex - Old Woodway
High School
Conceptual
Complete
Main St. & 9th Ave S (interim solution)
Conceptual
Conceptual
76th Ave. W & 212th St. SW intersection improvements
Design/ROW
Construction
228th St SW Corridor Safety Improvements
Design/ROW
Complete
Residential Traffic Calming
Conceptual
Complete/On going
Trackside Warning System or Quiet Zone @Dayton and
Main St.
Conceptual
Design
Dayton St. and Hwy 104 Drainage Improvements
Design
In Progress
Edmonds Marsh/Shellabarger Cr/Willow Cr/Day-
lighting/Restoration
Design
Conceptual
Perrinville Creek High Flow Reduction/ Management
Proj ect
Study
In Progress
✓ With this information, this performance measure has been met
Transportation
o Performance Measure: Number of linear feet of sidewalk renovated or added to the City's
sidewalk network
■ Since 2015, the City has renovated 150-lineal feet and added 3,250-lineal feet of
sidewalk.
✓ With this information, this performance measure has been met
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4.1.a
Five Implementation Actions
0 Develop update to street tree plan (2016);
❑ Develop urban forest management plan (2017);
❑ Develop level of service standards for key public facilities (2017);
0 Update hazard mitigation plan (2017);
❑ Develop a housing strategy (2019).
0 = complete ❑ = in progress
Six Performance Measures
0 Annual city-wide and city government energy use;
0 Number of residential units permitted annually;
0 Yearly average number of jobs within the city;
0 Lineal feet of water, sewer, and stormwater mains replaced or rehabilitated;
0 Capital facilities plan project delivery results;
0 Lineal feet of sidewalk renovated or rehabilitated
0 = complete
Conclusion
o Comprehensive Plan implementation and performance for 2016 was fully on track
o Monitoring for 2017 will continue and be reported next year
Councilmember Nelson commented some implementation actions have a goal and some do not; for
example the Housing implementation action is X amount of houses by X year and it is tracked by the
performance measure. He did not see that in the Sustainability Element and questioned whether there
could be a specific goal for energy usage. Ms. Hope answered she had also noticed that. Typically the
implementation actions are a specific step; it may or may not relate to ongoing tracking. The performance
measures typically have a benchmark. As this was the first year, there is more work to be done.
Councilmember Nelson asked why only three years of data was available for natural gas usage. Ms. Hope
said the City was unable to obtain information from the utility beyond three years.
Council President Mesaros referred to economic development and asked what is driving the growth of
jobs coming to Edmonds and what sector are they in primarily. Ms. Hope said there is more retail, a major
grocery store closed and reopened, the numbers reflect a desire to locate in Edmonds. With a strong
economy, commercial wants to be in Edmonds. Council President Mesaros asked about the growth in the
healthcare sector. Ms. Hope agreed healthcare was a big factor, healthcare and retail were the primary
drivers. Council President Mesaros commented the healthcare sector is a highly -educated workforce that
command significant salaries and benefits. Ms. Hope referred to information in the presentation regarding
average wages.
Councilmember Buckshnis relayed a concern from the Tree Board about completing the Urban Forestry
Management Plan in 2017, the amount of work still to be done as well as open houses and the busy
Council agendas in the last quarter of the year. She asked whether that needed to be moved to the first
quarter of 2018. Ms. Hope looked forward to input from the Tree Board and the public on the Plan. She
agreed realistically completion will need to be moved into the first quarter 2018 and expected to purpose
that as a Comprehensive Plan amendment.
Councilmember Teitzel referred to the table of Aggregate Electricity Consumption on City -Owned
Property which illustrates a downward trend. He asked whether there was a way to quantify the effects of
solar power on that trend. Ms. Hope said that could be estimated based on the number of solar
installations. She did not anticipated it would be a huge number. The decline in energy use is due in part
to solar but also increased energy efficiency in new building and remodels.
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4.1.a
Councilmember Teitzel referred to the implementation action in the Housing Element, commenting the
need for affordable housing in Edmonds and elsewhere is growing steadily. He asked whether waiting
until 2019 to develop a strategy for increasing the supply of affordable housing and meeting diverse
housing needs meant the City would be static on things like the ADU policy, rezoning, etc. or could the
City move ahead while the strategy was being developed. Ms. Hope answered she expected development
of the strategy to be done early. When the implementation actions were developed, there was an effort not
to require they all be completed in 2017. This issue has become more important and critical and the
Council is interested in moving it forward. She expected some of the work to be done in 2017 and the
strategy completed in 2018, covering a number of different topics. The intent of the strategy is not to be
conclusive on what must be done but recommending priorities and analyzing issues and options,
Councilmember Teitzel asked if the Council wanted to change the ADU policy to accommodate more
residents and density, would that have to wait until the strategy was complete. Ms. Hope answered the
Council could chose to move ahead whatever they wished; the idea was to focus on issues and options in
a comprehensive and strategic way rather than a piecemeal approach.
Councilmember Johnson commented there may be 1-2 additional performance measures in the future. As
the City already monitors solar installations, she suggested including how many there are in the City and
how many are installed each year in the report. She pointed out a consequence of growth is demolition of
older, historic homes and she suggested tracking demolitions which is a community cultural and design
issue. Ms. Hope said demolitions are tracked but not specifically whether the building was historic. She
commented some things that are important to the community can be tracked even if they are not part of
the Comprehensive Plan. Councilmember Johnson commented one of the unintentional consequences of
some downzoning was a lot of 50-year old housing stock has been lost.
2. REVIEW AND ADOPTION OF COMPREHENSIVE EMERGENCY MANAGEMENT
PLAN AND DEBRIS MANAGEMENT PLAN
Police Chief Al Compaan commented the City's Comprehensive Emergency Management Plan (CEMP)
is important to the City operationally and it is a legally required document. The current version was
adopted by Council resolution December 15, 2015 as the City was transitioning from the Emergency
Services Coordinating Agency (ESCA) to Snohomish County Department of Emergency Management
(DEM). The City is required by state and federal law to maintain a current CEMP as well as a Debris
Management Plan. The updated version in the packet replaces all references to ESCA with DEM as well
as other minor edits made in coordination with DEM. Regulations require the City review and update the
plan every two years as well as do a complete update every five years. Staff worked closely with DEM on
the update who complimented the City on an excellent plan that they considered a model. He offered to
answer any Council questions and recommended adopting the plans by resolution on next week's Consent
Agenda.
Councilmember Nelson referred to the Emergency Support Function (ESF) responsibility matrix which
lists the City Council but does not identify any tasks. Chief Compaan responded that was an oversight
that will be corrected.
Councilmember Buckshnis commented she found the plan fascinating. She asked if there would be an
training for the public. Chief Compaan answered this document is primarily for City operations. DEM,
Fire District 1 and he have discussed providing emergency response/management training for the public
such as personal household responsibilities, having a communication plan in place, having basic supplies,
etc.
Councilmember Buckshnis, asked if the plan will be on the City's website once it is adopted. Chief
Compaan answered yes. Councilmember Buckshnis referred to the Animal Disaster Protection Plan
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4.1.a
which refers to livestock, poultry, horses and captive wildlife, commenting Edmonds did not have
livestock, horses or captive wildlife. Chief Compaan advised there could be livestock. Council President
Mesaros pointed out there are horses near the old Woodway High School. Councilmember Buckshnis
observed the format was consistent with other cities. Chief Compaan agreed. He recognize Executive
Assistant Caroline Thompson for her assistance with the plan.
It was the consensus of the Council to forward the resolution to the Consent Agenda for approval next
week.
3. REPORT ON FINAL CONSTRUCTION COSTS FOR THE 238TH ST. SW WALKWAY
AND DRAINAGE IMPROVEMENTS PROJECT
City Engineer Rob English displayed photographs of the construction work done on 238d`. The project
included sidewalks on the north side of 238d' Street and rain gardens, two projects that were combined for
economies of scale. In 2015, the City awarded a construction contract to Taylor's Excavators for the
project. Construction begin in September 2015 and the storm drainage improvements were completed in
2015 but the project was suspended over the winter for paving and the sidewalk. The project reached
substantial completion in spring 2016 and a plant establishment period extended it through January 2017.
He described the scope of improvements:
• 1300 feet of sidewalk
5 rain gardens
• 2400 feet of new storm pipe connecting the storm drainage system to the Hickman infiltration
system
• 2000 feet of new pavement
• New lighted crosswalk at 102" d Avenue
• Pavement striping and signage
• Final cost paid to Taylor's Excavators: $1,063,427
o 10% under the contract amount
• Project funding
o $365,000 federal grant
o $665,000 stormwater funds
o $32,000 PSE
He displayed photographs of the sharrow and rain gardens. He recommended Council accept the project
and forward it to the April 18 Consent Agenda for approval.
Councilmember Nelson asked if this was the most rain gardens in one location. Mr. English answered
yes. Councilmember Nelson asked whether the practice in the future will be to include rain gardens in
storm improvement projects where possible. Mr. English answered yes, where there is the opportunity,
adequate right-of-way space and if it makes sense with soil and groundwater conditions. Councilmember
Nelson commented rain gardens have a very impressive role. He commended the excellent work on this
project
Councilmember Fraley-Monillas commented although there was some concern with the project, it looks
beautiful and her friends who live on that street love it. Public Works Director Phil Williams agreed it
was a great project. To Councilmember Nelson's comment, he explained rain gardens work well but they
require maintenance which includes pulling weeds and redoing the beds. As this is not something the
Public Works Street Division does on a daily basis, they have relied on the Parks Department for
assistance as the rain gardens are similar to corner parks. If the City does a lot more rain gardens in the
future, it will be necessary to fund their maintenance.
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4.1.a
Councilmember Johnson asked whether the sign describing the rain garden was a permanent sign and
how much it cost. Mr. William answered yes and offered to provide the cost.
Council President Mesaros commented he lived behind Hickman Park about ten years ago; his children
would have enjoyed using that sidewalk walking to and from school. He commented the sidewalk is nice
for the neighborhood and is a good addition to the transportation system.
Councilmember Nelson commented rain gardens play an important role in cleaning stormwater before it
reaches the Puget Sound. He asked whether there was potential for an Adopt -a -Rain Garden Program
where volunteers provide annual maintenance. Mr. Williams said that was not a bad idea. In a recent
project coordinated with the conservation district that installed rain gardens on private property close to
the right-of-way, homeowners were asked to commit to long term maintenance which they have been
providing. How long that lasts remains to be seen as properties are sold. The rain gardens in this project
are in the right-of-way; it may be possible to find a group of volunteers to assist. In the meantime they
will be maintained by the Parks Department.
Mayor Earling appreciated Councilmember Fraley-Monillas' comment that the neighborhood likes the
finished project. When this project began, it reminded him of the roundabout, a lot of fuss, and he was
glad to hear that people love it.
It was the consensus of the Council to forward this item to the Consent Agenda for approval next week.
4. AMENDMENTS TO ON -STREET EMPLOYEE PARKING PERMIT PROGRAM
Economic Development/Community Services Director Patrick Doherty reviewed:
• Background
o Over the Winter, in response to a memo from the EDC and requests from Ed!, the Mayor
convened an ad hoc committee, comprised of several City Department Directors and a
representative each from the EDC and Ed!, who proposed, among other recommendations, to
eliminate the employee parking exemption from segments of Dayton, Walnut, Maple, and
Alder Streets in closest proximity to the retail corridor along Fifth Avenue in order to provide
more on -street parking to accommodate growing demand from retail and service patrons and
visitors.
o ECC 8.51 establishes the Edmonds Employee Permit Parking Program
■ Exemptions for permit -holders from the three-hour posted parking limits on certain
streets in Downtown Edmonds.
o Parts of several streets where this parking exemption is provided are adjacent to main retail
corridors, resulting in all -day employee parking in where otherwise retail shoppers and
visitors could park.
o With increased retail and service activity and visitors, these nearby on -street parking spaces
are in greater demand by shoppers and visitors, yet they are often occupied by employee
permit -holders during business hours.
o Increased complaints made by shoppers, visitors, et al
o Photograph of the Employee Permit Parking Zone sign
Proposal
o EDC 8.51 includes the following street segments in the employee parking program that
would be removed:
■ Both sides of Dayton St between 4th and 5th
■ Both sides of Walnut St — 120 ft east and west of 5th
■ Both sides of Maple St — 120 ft east of 5th
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■ Both sides of Alder St — 120 ft east of 5th
■ Map identifying employee parking areas
Photographs of parking on:
o Dayton Street — between 4th & 5th
o Walnut Street — east of 5th
o Walnut Street — west of 5th
o Maple Street — east of 5th
o Alder Street — east of 5th
0
Impact
o An estimated 35 parking spaces will be freed up for retail shoppers and visitors during
business hours
Ordinance
o Amends ECC Chapter 8.51 to remove employee parking exemption from:
■ Both sides of Dayton St between 4th and 5th
■ Both sides of Walnut St — 120 ft east and west of 5th
■ Both sides of Maple St — 120 ft east of 5th
■ Both sides of Alder St — 120 ft east of 5th
o Recommend approval on 4/18 Council Consent Agenda
Mr. Doherty reviewed additional recommendations from the ad hoc:
• Pilot program to physically designate 20-foot parking spaces to increase parking efficiency on:
0 5th between Main and Bell
o Main between 5th and 6th
o A block on 4th or 2nd south of Main (TBD)
o Approximately 5 to 10 additional spaces could result
o Monitor rest of the year to decide whether to implement more widely
o Photographic examples of:
■ Inefficient use of on -street parking
■ Parking space designation
Increased parking enforcement (Council added funds in 2017 budget for this)
Collaborate with Ed! to work with owners of off-street parking lots to make them available
evenings/weekends for shoppers and visitors
o Photographic example of off-street parking
Revisit condition of Downtown parking within a year after changes are made
Council President Mesaros asked how people parking in these areas would be informed of the change.
Mr. Doherty responded the City does not know who parks where; some offices and business that have a
number of parking permits could be sent a letter. Another option would be to put flyers on the
windshields of cars parked in those areas a few weeks in advance of the change. There will also be a press
release regarding the change to the employee parking permit areas and the pilot project to designate
parking spaces.
Councilmember Buckshnis commented there were no recommendations regarding residential permits. Mr.
Doherty answered that was not part of the ad hoc committee's recommendations. The committee met for
about 3-4 months and discussed residential permits, pricing, establishing pay parking downtown,
structured parking, etc. These were the first low -hanging -fruit recommendations that would create 40-50
more parking spaces. The committee suggested seeing how this works and then considering what else
could be done. Councilmember Buckshnis asked whether more than 35 spaces could be freed up by
moving employee permit parking if there are 500 permits issued. Mr. Doherty answered the number of
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4.1.a
additional physical spaces in the areas where employee parking would now be restricted was estimated at
35.
Councilmember Buckshnis asked how employee parking permits are administered, whether anyone with a
business buy a permit. Mr. Doherty answered yes, and there may be more permits issued than there are
spaces downtown but not all permits are used every day. For example, a business may purchase more than
it needs to accommodate people attending a large meeting.
Councilmember Teitzel appreciated the work Mr. Doherty and others had done. He recalled discussing
the parking lot behind Chanterelle's with Mr. Haug where some spaces are 3-hour parking and some are
monthly leases of $5/day, not a large profit center for the City. He recalled 8-10 spaces were leased. Mr.
Doherty said 12-14 have monthly leases. Councilmember Teitzel asked whether those could be converted
to 3-hour parking. Mr. Doherty said that issue was discussed by the committee. That is private property
the City has leased for 20 years. As of last month, there are new owners of the property and he and Mayor
Earling met with them recently. He was doubtful that low price lease with the City would continue
forever and then the City would need to decide whether to continue to lease the land for parking. If so, it
likely would be preferable to have hourly parking for retail/visitors. There are no immediate development
plans although ultimately it is hoped there might be such as a boutique hotel, if development does not
occur, the property owners may convert it to a pay -parking lot.
Councilmember Fraley-Monillas commented she served on the Parking Committee for about five years.
The proposed changes are huge strides that the committee was interested in but did not have the ability to
do such as striping parking spaces. She parked on a main street in Everett today where there are parking
lines. She commented without parking enforcement, all this is for naught. She has heard from businesses
who do not buy parking permits and know their employees park in 3-hour areas because there is no
enforcement. The City currently has one FTE that does parking enforcement and animal control and
spends 25% of her time doing parking enforcement. The Council also approved hiring a part-time parking
enforcement which will increase parking enforcement to 75% of an FTE. If there is no enough
enforcement, she feared it would slide back to the way it was.
Mr. Doherty referred to an email from Chief Compaan describing the state of the parking enforcement
hiring process and indicating 347 parking citations had been issued this year. He anticipated there will be
much more diligent parking enforcement in the future when the part-time parking enforcement employee
is hired. Councilmember Fraley-Monillas commented on the need for parking enforcement citywide such
as commuters parking in residential neighborhoods along the Highway 99 corridor.
It was the consensus of the Council to forward this item to the Consent Agenda for approval next week.
5. CITY COUNCIL MEETING FORMAT AND COMMITTEE STRUCTURE
Council President Mesaros recalled when the Council discussed this last week, there were several
comments regarding the wishes of the directors. Last Wednesday he had an impromptu meeting with
several directors at a meeting scheduled with the city clerk and the city attorney. He included their
comments in the agenda memo for this item, that two committee meetings per month would be the
optimum number. One of the directors commented they would rather not have committee meetings if
there was only one per month. He recognized the structure of the Council meetings was for the Council's
benefit but there needed to be good dialogue with the directors. One of the reason for the committee
format is to maximize dialogue with the directors. The proposed format allows for two committee
meetings per month but if a committee does not need to meet, the meeting can be canceled.
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Council President Mesaros relayed during a post -meeting discussion last week with two Councilmembers,
there was a suggestion to conduct any Council business prior to committee meetings instead of after. That
is a key change in the draft ordinance.
Councilmember Fraley-Monillas clarified the proposal was two business meetings and two committee
meetings per month. Council President Mesaros commented there may be more than two business
meetings. He proposed four meetings per month and if any Council business needed to occur on the
second and fourth Tuesday, it would occur before the committee meetings. Councilmember Fraley-
Monillas asked if that would be in a rare circumstance. Council President Mesaros answered he thought
so but the proposed format allowed for that. Councilmember Fraley-Monillas commented her instinct was
two committee meeting nights and two business meeting nights which is done by some other councils in
the area. Alternating committee and business meetings will allow more time to be spend on Council
business. One of the problems for Council discussion is time constraints which was why she was opposed
to the initial proposal for 1 hour and 15 minutes. She envisioned having committee meetings twice a
month and business meetings twice a month would streamline the process.
Council President Mesaros pointed out there may be times when Council business needs to be conducted
prior to committee meetings. Councilmember Fraley-Monillas agreed that was occasionally necessary in
the past to address an urgent matter. In the proposed scenario, two committee meetings and two business
meetings per month allows business to be addressed every other week and in between the business of the
Council to be taken care of which should also smooth out and make business meetings quicker. She was
agreeable to that format.
Council President Mesaros relayed the city clerk's comment that the Council spends more time on study
items than it does on action items. Committee meetings afford the Council more time for in-depth study.
Councilmember Fraley-Monillas recalled former Councilmember Peterson and she drafted guidelines for
committee meetings. City Clerk Scott Passey said he was not able to find that. Councilmember Fraley-
Monillas pointed out the importance of establishing guidelines for committee meetings to avoid the
problems that arose in the past that resulted in abandoning committee meetings. She offered to meet with
Mr. Passey to search for the guidelines.
Councilmember Buckshnis also agreed with the proposed format if the committee meetings had no time
limit and if business meetings prior to committee meetings were a rarity. She was not prepared to pass an
ordinance tonight and preferred the Council try this format and become familiar with it before passing an
ordinance. For example, she was not certain about not having public comment. Some of the issues need to
be hashed out before adopting an ordinance to avoid revising the ordinance. She expressed concern with
two committee meetings, directors have to prepare twice the number of agenda memos but she felt it
would eventually be more efficient and allow more opportunity for in-depth conversations on finances,
the CIP, etc. Council President Mesaros relayed direction from City Attorney Jeff Taraday that the
guidelines for the operations of the committee such as whether or not there is public comment would not
be included in the ordinance.
Councilmember Teitzel said two committee meetings a month was not a new concept. He referred to the
Committee Meeting & Study Sessions: Comparison of Formats and Options for Improvements to Either
Format that was contained in the Council packet. One of the suggestions in that document to help the
committee format work well was, "Hold all standing committee meetings twice per month (in place of
two study sessions), so that one week after each committee meeting, the full Council could take action on
items presented to committee, especially on routine items." The current proposal is potentially having a
short Council meeting prior to the committee meeting. Using tonight's agenda as an example, he
anticipated Study Items 2, 3 and 4 could be discussed at a committee which would have shortened the
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meeting to about an hour, leaving two hours for committee meetings. He anticipated that format would
help the City move business forward more quickly and efficiently. The goals should always be efficiency,
transparency, not delaying City business, and respecting staff and Council's time. Having a short Council
meeting prior to committee meetings was acceptable to him.
Councilmember Nelson thanked Council President Mesaros for taking on this challenge. As a
Councilmember who has not served on committees, he was open to exploring a format that would provide
more time for deliberation and to consider things once rather than multiple times.
Councilmember Johnson requested committee meetings be held on the first and third Tuesdays of the
month. Councilmember Fraley-Monillas asked why. Councilmember Johnson said she had a reason but
preferred not to share it.
Councilmember Buckshnis commented it would be difficult for Finance to have everything ready for the
first week so a committee meeting the second week would be better although she acknowledged they
could present information at a meeting on the third Tuesday. There may be policy issues that need to be
sign by the end of month. She recalled committee meetings were held on the second Tuesday in the past
and asked if that was why Council President Mesaros chose the second and fourth Tuesdays. Council
President Mesaros answered for tradition's sake, he chose the second and fourth Tuesday.
Councilmember Buckshnis was okay with committee meetings on the second and fourth Tuesdays. She
referred to the Committee Meeting & Study Sessions: Comparison of Formats and Options for
Improvements to Either Format cited by Councilmember Teitzel, explaining that was never a practice but
was something she wrote for an agenda memo regarding study sessions.
Council President Mesaros relayed the city attorney and city clerk said having committee meetings
codified was very important but the procedures did not need to be codified.
Councilmember Johnson said the concern about Finance providing information was not an issue if
committee meetings were held twice month. She reiterated her request to have committee meetings on the
first and third Tuesday.
Councilmember Fraley-Monillas asked why Councilmember Johnson preferred the first and third
Tuesdays. Councilmember Johnson replied why not? Councilmember Fraley-Monillas volunteered her
services to write a list of guidelines if she and Mr. Passey are unable to find the ones that were written
previously.
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCIL PRESIDENT
MESAROS, TO PROCEED WITH ORDINANCE NO. 4065, AN ORDINANCE OF THE CITY OF
EDMONDS, WASHINGTON, RELATING TO CITY COUNCIL MEETINGS AND CITY
COUNCIL COMMITTEE MEETINGS AND AMENDING ECC 1.04.010, AS WRITTEN.
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER FRALEY-
MONILLAS, TO AMEND THE MOTION SO THE SECOND SENTENCE IN SECTION 1.0.010.B,
READS, "REGULAR MEETINGS OF THE CITY COUNCIL COMMITTEES SHALL BE HELD
ON THE SECOND AND FOURTH TUESDAYS OF EVERY MONTH AT 7:00 P.M. OR IF
NECESSARY IMMEDIATELY AFTER THE ADJOURNMENT OF THE CITY COUNCIL'S
REGULAR MEETING."
Council President Mesaros explained the intent was to open the Council meeting, have roll call and
audience comments. Councilmember Fraley-Monillas said in the past Councilmembers went straight to
committee meetings. If there was not public comment during committee meetings, it may be desirable to
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4.1.a
open the meeting, take public comment and adjourn to committee meetings. She noted location of the
committee meetings also needs to be identified.
Councilmember Buckshnis said the reason for adding "if necessary" was if a regular Council meeting was
held prior to committee meetings, Mayor Earling, the video person, city attorney, minute taker, city clerk,
etc. will be in attendance which was not a very cost effective use of their time.
Councilmember Johnson said she was not interested in having a business meeting every week,
recognizing there could be a special meeting in an emergency. Another issue that has not been discussed
is the makeup of each committee. The proposed format is the way it was done in the past. The Council
also needs to determine whether public comment will be allowed during committee meetings and who
will take the minutes. Currently Council meetings are videotaped, there are minutes prepared and My
Edmonds News reports; that will not be possible if committee meetings are held in three separate
locations. She summarized unresolved issues include the location of committee meetings, whether they
are televised and who takes the notes.
Council President Mesaros said the committee descriptions were included in the packet. Each committee
will review the description and offer any amendments for consideration and approval by Council. He
anticipated committees would function the same way they had in past, Finance, Public Safety and
Personnel, and Parks, Planning and Public Works Committee. He recognized Parks, Planning and Public
Works Committee typically had an inordinate number of items. He anticipated committees would consist
of two Councilmembers appointed by the Council President. Councilmembers can offer what committees
they would like to serve on and the Council President would make appointments as well as appoint the
committee chair. He anticipated committees would meeting in Council Chambers, the Jury Room and
Public Safety Training Room. He agreed with Councilmember Fraley-Monillas' suggestion to establish
guidelines for committees. There was agreement at the Council retreat as well as subsequent Council
discussions that there would not be public comment during committee meetings.
Councilmember Fraley-Monillas said one of the decisions was minutes or notes and who would do them.
She recalled in the past, a staff member was assigned to the committee and they would jot notes, not
minutes, because decisions are not made during committee meetings. Also in the past, committee
members decided who would be the chair. She preferred the Finance Committee not meet in the Jury
Room, recalling in the past several members of the public attended and there was nowhere for them to sit
except at the table which encouraged their participation. She suggested the Public Safety and Personnel
Committee, which rarely had visitors, meet in the Jury Room or another room be identified in the
building.
Council President Mesaros said the location of the committee meetings has not yet been decided. He
suggested if the ordinance is approved, he would resolve who will take minutes and other procedures over
the next 30 days
Councilmember Teitzel commented since the majority of Councilmembers have not been involved in
Council committees, it would make sense to retain the historic structure of the three committees and
revisit it at the end of the year. He preferred all Councilmembers have experience with the structure
before it is changed.
Councilmember Johnson said she has had some experience with the former structure. The Parks, Planning
and Public Works Committee was overloaded and the Personnel and Public Safety was underloaded. That
could be rectified by having Parks be part of the Personnel and Public Safety Committee. One of the ways
to accommodate the public would be rather than having three committee meetings simultaneously, to hold
them sequentially, starting at 7:00, 8:00 and 9:00. She recalled there were only 1-2 times during the year
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4.1.a
when committee meetings exceeded an hour. Having sequential meetings would allow the minute taker to
take summary notes and the video operator to video tape and for the public to observe. She preferred that
format from an open public meetings standpoint. She reiterated her request to hold committee meetings
on the first and third Tuesdays.
Councilmember Buckshnis said she did not support having one hour meetings, recalling committee
meetings often exceeded an hour. She preferred to retain the historic structure of the committees, pointing
out there are a variety of new topics that the Personnel and Public Safety Committee could consider. She
recalled committee meetings were tape recorded and the minute taker created notes. She agreed the Parks,
Planning and Public Works Committee had the most agenda items but she did not recall meetings lasting
later than 9 p.m.
Councilmember Fraley-Monillas was opposed to sequential meetings because they would create a false
time frame, limiting committee meetings to one hour. Although it was a good thought, she did not feel it
was realistic. She agreed committee meetings could be tape recorded but the summaries should be notes,
not minutes.
MOTION CARRIED UNANIMOUSLY. (Councilmember Johnson originally voted no but asked to
change her vote to yes.)
Mayor Earling commented he was happy to try this format. The one drawback is in the past when the
committee's work was then forwarded to the full Council, it was necessary to relive the issues the
committee discussed. He cautioned committees require a measure of trust in the discussion that occurred
at the committee meeting and the committee's recommendation.
Council President Mesaros pointed out if a topic of interest was being discussed at committee meeting
that a Councilmember was not assigned to, it was the Councilmember's responsibility to approach the
Councilmember assigned to the committee and/or talk to the director. He reminded Councilmembers can
request items be removed from the Consent Agenda if they feel further discussion is warranted.
Councilmember Fraley-Monillas clarified as there was an issue that the committee she was assigned to
discussed and she wanted presented to the full Council, she would do that. She recalled topics on which
she and the other committee member disagreed so the issue had to come to the full Council for a decision.
Mayor Earling recalled on a previous Council, there were a lot of duplicate meetings because some
Councilmembers wanted to hear everything that had been discussed by the committee.
COUNCILMEMBER JOHNSON MOVED TO AMEND THE MOTION TO CHANGE THE
ORDINANCE TO READ COMMITTEE MEETINGS ARE HELD ON THE FIRST AND THIRD
TUESDAYS. MOTION DIED FOR LACK OF A SECOND.
MAIN MOTION AS AMENDED CARRIED (5-1), COUNCILMEMBER JOHNSON VOTING NO.
8. MAYOR'S COMMENTS
Mayor Earling announced Teresa Wippel is a new grandmother.
Mayor Earling referred to a progress report in My Edmonds News about project funding in the State
budget. He clarified there is $700,000 in the House and Senate budgets for the Waterfront Access Project;
the Senate has approved the transportation budge but the House has not yet acted. There is $391,000 in
both the House and Senate capital budgets for the Frances Anderson Center roof, but there has not yet
been action on either. There is $2.5 million in the House and Senate for the senior and community center.
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4.1.a
One of two park projects is fully funded at $500,000; the other project may be in some jeopardy as there
may not be enough money to fund it.
9. COUNCIL COMMENTS
Councilmember Fraley-Monillas referred to Chief Compaan's comments, recalling when the two women
spoke a couple weeks ago, they talked about the treatment of women, not just sexual harassment.
Equitable treatment of women is measured in many ways including pay and benefits, promotional
opportunities, are women doing traditional jobs such as clerking, are men also doing jobs such as clerking
or are they holding jobs traditionally held by women, are women at high levels of management or
leadership positions, are women promoted on a regular basis the same as men, do women receive the
same benefits as men, etc. She said these are some of the ways to measure inappropriate sexual behavior,
not just physical. She has the authority to state this as a Snohomish County Chair of the Women's
Political Caucus, serving on their state board, a recent appointment to a national board for elected women
and she previously held a seat at the AFL-CIO in Washington D.C. on the working women's group. She
summarized the women speaking two weeks ago were not talking just about sexual harassment.
Councilmember Nelson recognized the people who serve that many never be seen but are the first person
a person speaks to in an emergency — 911 dispatchers. This week is National Public Safety
Telecommunicators Week. He recognized the tireless work of these dedicated public servants who serve
as a lifeline both for residents and police officers and firefighters.
Council President Mesaros pointed out July 4th this year falls on a Tuesday and according to City
ordinances, the Council meeting would be held on Wednesday, July 5th. In talking with the city clerk and
Mayor Earling, they contemplated canceling the July 5th Council meeting. He suggested Councilmembers
ponder it and a decision will be made in the weeks ahead.
Councilmember Teitzel reminded of the downtown Easter Egg Hunt at the Frances Anderson Center
playfield at 10 a.m. on Saturday.
Councilmember Buckshnis wished everyone a happy and safe Easter. She reminded of the ivy pull at Hutt
Park on 88th Street on Earth Day, April 22 where the Council, Tree Board and Chamber of Commerce and
several citizens will be assisting.
10. CONVENE IN EXECUTIVE SESSION REGARDING PENDING OR POTENTIAL LITIGATION
PER RCW 42.30.110(1)(i)
This item was not needed.
11. RECONVENE IN OPEN SESSION. POTENTIAL ACTION AS A RESULT OF MEETING IN
EXECUTIVE SESSION
This item was not needed.
12. ADJOURN
With no further business, the Council meeting was adjourned at 9:07 p.m.
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Packet Pg. 21
4.2
City Council Agenda Item
Meeting Date: 04/18/2017
Approval of claim checks.
Staff Lead: Scott James
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim checks #225016 through #225122 dated April 13, 2017 for $474,521.62.
Staff Recommendation
Approval of claim checks.
Fiscal Impact
Claims $474,521.62
Narrative
In accordance with the State statutes, City payments must be approved by the City Council. Ordinance
#2896 delegates this approval to the Council President who reviews and recommends either approval or
non -approval of expenditures.
Attachments:
claim cks 04-13-17
FrequentlyUsedProjNumbers 04-13-17
Packet Pg. 22
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225016 4/13/2017 070322 A&A LANGUAGE SERVICES INC
225017 4/13/2017 069798 A.M. LEONARD INC
Voucher List
City of Edmonds
Invoice
15-47642
15-48630
15-49018
15-49080
15-49373
15-49374
C117049281
225018 4/13/2017 072189 ACCESS INFORMATION MANAGEMENT 1930132
225019 4/13/2017 076010 AEROSPACE FUTURES ALLIANCE 716
PO # Description/Account
BULGARIAN INTERPRETER COURT
BULGARIAN INTERPRETER COURT
001.000.23.523.30.41.01
ARABIC INTERPRETER COURT 4ZC
ARABIC INTERPRETER COURT 4ZC
001.000.23.523.30.41.01
SPANISH INTERPRETER POLICE D
SPANISH INTERPRETER POLICE D
001.000.23.512.50.41.01
SPANISH INTERPRETER POLICE D
SPANISH INTERPRETER POLICE D
001.000.23.512.50.41.01
SPANISH INTERPRETER PUB DEF
SPANISH INTERPRETER PUB DEF
001.000.23.523.30.41.01
SPANISH INTERPRETER PUB DEF i
SPANISH INTERPRETER PUB DEF 1
001.000.23.523.30.41.01
Total
PM: SUPPLIES
PM: SUPPLIES
001.000.64.576.80.31.00
Total
STORAGE OF DOCUMENTS 04/01/�
STORAGE OF DOCUMENTS 04/01/2
001.000.25.514.30.41.00
Total
2017 AEROSPACE FUTURES ALLIA
2017 Aerospace Futures Alliance
001.000.39.513.10.49.00
Total
4.2.a
Page: 1
Page: 1
Packet Pg. 23
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 2
Bank code :
usbank
Voucher
Date
Vendor
Invoice
PO # Description/Account
Amoun
225020
4/13/2017
064615 AIR COMPRESSOR SERVICE
44754
WWTP: 4/5/17 SERV CALL-HV15RS
4/5/17 SERV CALL-HV15RS AIR COI
423.000.76.535.80.48.00
1,200.0( Y
Sery Kit, Coolant, Cabinet filter, misc
423.000.76.535.80.48.00
1,310.0(
Freight
E
423.000.76.535.80.48.00
39.5(
10.3% Sales Tax
423.000.76.535.80.48.00
262.6( o
Total:
2,812.1(
0
225021
4/13/2017
000850 ALDERWOOD WATER DISTRICT
10084
MONTHLY WHOLESALE WATER Cl-
a
MONTHLY WHOLESALE WATER Cl-
Q'
Q
421.000.74.534.80.33.00
103,344.7(
Total:
103,344.7( rn
225022
4/13/2017
074546 ALL POINTS HEATING & FIREPLACE
BLD20170359
REFUND- DUPLICATE PERMIT- PLL
..
REFUND- DUPLICATE PERMIT- PLL
001.000.257.620
176.0( r
Total:
176.0( 4
0
225023
4/13/2017
001528 AM TEST INC
97767
WWTP: 503 METALS
Y
503 METALS
E
423.000.76.535.80.41.00
300.0(
97768
WWTP: MERCURY BY CVAA
MERCURY BY CVAA
423.000.76.535.80.41.00
50.0(
Total:
350.0( t
U
a
225024
4/13/2017
069667 AMERICAN MARKETING
22623
PLAQUES FOR EVP BENCHES
Q
PLAQUES FOR EVP BENCHES
132.000.64.594.76.65.00
3,821.9(
Total:
3,821.9(
225025
4/13/2017
074718 AQUATIC SPECIALTY SERVICES INC
12824
YOST POOL SPA SENSORS
YOST POOL SPA SENSORS
Page: 2
Packet Pg. 24
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
225025 4/13/2017 074718 AQUATIC SPECIALTY SERVICES INC (Continued)
225026 4/13/2017 069751 ARAMARK UNIFORM SERVICES
PO # Description/Account
125.000.64.594.75.65.00
Total:
1990107869
WWTP: 4/5/17 UNIFORMS, TOWEL;
wwtp uniforms
423.000.76.535.80.24.00
wwtp mats & towels
423.000.76.535.80.41.00
10.3% Sales Tax
423.000.76.535.80.24.00
10.3% Sales Tax
423.000.76.535.80.41.00
1990107870
PARKS MAINT UNIFORM SERVICE
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00
1990107871
FACILITIES DIVISION UNIFORMS
FACILITIES DIVISION UNIFORMS
001.000.66.518.30.24.00
10.3% Sales Tax
001.000.66.518.30.24.00
1990111803
PUBLIC WORKS OMC LOBBY MAT:
PUBLIC WORKS OMC LOBBY MATE
001.000.65.518.20.41.00
PUBLIC WORKS OMC LOBBY MAT:
111.000.68.542.90.41.00
PUBLIC WORKS OMC LOBBY MATE
421.000.74.534.80.41.00
PUBLIC WORKS OMC LOBBY MATE
422.000.72.531.90.41.00
PUBLIC WORKS OMC LOBBY MATE
423.000.75.535.80.41.00
PUBLIC WORKS OMC LOBBY MAT:
511.000.77.548.68.41.00
10.3% Sales Tax
001.000.65.518.20.41.00
4.2.a
Page: 3
Page: 3
Packet Pg. 25
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225026 4/13/2017 069751 ARAMARK UNIFORM SERVICES
225027 4/13/2017 070305 AUTOMATIC FUNDS TRANSFER
Voucher List
City of Edmonds
4.2.a
Page: 4
Invoice PO # Description/Account Amoun
(Continued)
10.3% Sales Tax
111.000.68.542.90.41.00
0.6< w
10.3% Sales Tax
421.000.74.534.80.41.00
a�
0.6:
10.3% Sales Tax
E
422.000.72.531.90.41.00
0.6: 'M
10.3% Sales Tax
6
423.000.75.535.80.41.00
0.6: o
10.3% Sales Tax
511.000.77.548.68.41.00
0.6, o
1990111804 FLEET DIVISION UNIFORMS & MAT
FLEET DIVISION UNIFORMS
Q.
Q
511.000.77.548.68.24.00
5.6E
10.3% Sales Tax
rn
511.000.77.548.68.24.00
0.5�
10.3% Sales Tax
ti
511.000.77.548.68.41.00
1.8� M
FLEET DIVISION MATS
r
511.000.77.548.68.41.00
18.4( o
Total :
284.9: 10
93498 OUT SOURCING OF UTILITY BILLS
E
UB Outsourcing area #300 Printing
422.000.72.531.90.49.00
150.5E ;
UB Outsourcing area #300 Printing
y
421.000.74.534.80.49.00
150.5E E
UB Outsourcing area #300 Printing
U
423.000.75.535.80.49.00
155.1 r
Q
UB Outsourcing area # 300 Postage
421.000.74.534.80.42.00
536.4E
UB Outsourcing area # 300 Postage
423.000.75.535.80.42.00
536.4 1
9.6% Sales Tax
422.000.72.531.90.49.00
14.4(
Page: 4
Packet Pg. 26
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 5
Bank code : usbank
Voucher Date Vendor Invoice PO # Description/Account Amoun
225027 4/13/2017 070305 AUTOMATIC FUNDS TRANSFER (Continued)
9.6% Sales Tax
421.000.74.534.80.49.00 14.4(
9.6% Sales Tax
423.000.75.535.80.49.00 14.8E
Total :
225028
4/13/2017 064706 AWC
50626
2017 LABOR RELATIONS INSTITUTI
2017 Labor Relations Institute
001.000.22.518.10.49.00
Total
225029
4/13/2017 001701 AWC PLANNING DIRECTORS
2017AWCPD
2017 AWCPD MEMBERSHIP- SHAN
2017 AWCPD MEMBERSHIP- SHAN
001.000.62.524.10.49.00
Total
225030
4/13/2017 072577 BAURECHT, MAGRIT
1
CONCERTS PROMO INVOICE 1
CONCERTS PROMO INVOICE 1
117.100.64.573.20.41.00
1058
ADDITIONAL DESIGN WORK ON RE
Additional design work on restroom
132.000.64.594.76.65.00
1059
TOURISM BROCHURE PRINTING
Printing 40,000 tourism brochures.
120.000.31.575.42.41.00
1060
TOURISM BROCHURE DESIGN
Tourism brochure design
120.000.31.575.42.41.00
Total
225031
4/13/2017 073760 BLUELINE GROUP LLC
13237
ESNA.SERVICES THRU MARCH 201
ESNA.Services thru March 2017
421.000.74.534.80.41.00
ESNA.Services thru March 2017
422.000.72.531.90.41.00
Page: 5
Packet Pg. 27
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 6
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
225031
4/13/2017
073760 BLUELINE GROUP LLC
(Continued)
ESNA.Services thru March 2017
423.000.75.535.80.41.00
157.7:
Total:
473.2E
225032
4/13/2017
067391 BRAT WEAR
21467
INV#21467 - EDMONDS PD - BURR[
511 STRYKE PANTS ALERT
001.000.41.521.22.24.00
102.0(
511 TDU SHIRT ALERT
001.000.41.521.22.24.00
65.9�
REFLECTIVE LETTERING ON SHIR
001.000.41.521.22.24.00
18.0(
NAME ON SHIRT
001.000.41.521.22.24.00
8.0(
10.3% Sales Tax
001.000.41.521.22.24.00
19.9E
21470
INV#21470 - EDMONDS PD - SAUN[
L/S UNIFORM SHIRT
001.000.41.521.22.24.00
64.0(
S/S TRADITIONAL SHIRT
001.000.41.521.22.24.00
59.0(
NAME TAG ON SHIRT
001.000.41.521.22.24.00
8.0(
CARGO PANT
001.000.41.521.22.24.00
89.0(
DUTY JACKET (NO LINER)
001.000.41.521.22.24.00
375.0(
10.3% Sales Tax
001.000.41.521.22.24.00
61.Z
Total:
870.2E
225033
4/13/2017
076011 BURNETT, SARAH
4/10 REFUND
4/10 REFUND
4/10 REFUND
001.000.239.200
500.0(
Total:
500.0(
Page: 6
Packet Pg. 28
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225034 4/13/2017 075849 CARTER, JEANNE
225035 4/13/2017 067446 CEM CORPORATION
225036 4/13/2017 068484 CEMEX LLC
225037 4/13/2017 003510 CENTRAL WELDING SUPPLY
Voucher List
City of Edmonds
4.2.a
Page: 7
Invoice
PO # Description/Account
Amoun
DIV-0001
DIVERSITY COMMISSION SUPPOR'
Diversity commission support for
001.000.61.557.20.41.00
1,000.0(
Total:
Y
1,000.0( U
t
558194
WWTP: SERVICE & RETROFIT KIT I
RETROFIT KIT PLUNGER ASSY
E
423.000.76.535.80.48.00
2
423.0( U
Basic service charges
c
423.000.76.535.80.48.00
1,159.0( -cu-
10.3% Sales Tax
o
423.000.76.535.80.48.00
43.5, m
Total:
1,625.5, Q
9434995659
BLN JETTY ASPHALT
ti
BLN JETTY ASPHALT
..
125.000.64.576.80.31.00
779.1(
9.5% Sales Tax
125.000.64.576.80.31.00
74.0, M
9435056389 BLN JETTY ASPHALT
4
BLN JETTY ASPHALT
N
125.000.64.576.80.31.00
738.5(
9.5% Sales Tax
E
125.000.64.576.80.31.00
70.1( .�
Total:
1,661.71
c
RN03171012 PARKS CARBON DIOXIDE, GYMNA!
t
GYMNASTICS HELIUM
001.000.64.571.28.45.00
13.11 M
r
PARKS CARBON DIOXIDE Q
001.000.64.576.80.45.00 13.1 £
RN03171013 WWTP: MARCH 2O17 CYLINDER R
March 2017 nitrogen, oxygen, carbon
423.000.76.535.80.31.00 67.0(
9.8% Sales Tax
423.000.76.535.80.31.00 6.5 1
Page: 7
Packet Pg. 29
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 8
Bank code :
usbank
Voucher
Date
Vendor
Invoice PO #
Description/Account
Amoun
225037
4/13/2017
003510 003510 CENTRAL WELDING SUPPLY
(Continued)
Total:
99.91
225038
4/13/2017
067314 CERTIFIED FOLDER DISPLAY SVC
530477
TOURISM BROCHURE DISTRIBUTI(
Tourism brochure distribution for 201 i
120.000.31.575.42.41.00
4,653.7'
Total:
4,653.7'
225039
4/13/2017
073430 CHUPRINA, LARISSA
5301 UKRAINIAN EGG
5301 UKRAINIAN EGG DECORATIN,
5301 UKRAINIAN EGG DECORATIN,
001.000.64.571.22.41.00
250.2E
Total:
250.2E
225040
4/13/2017
069457 CITY OF EDMONDS
E3DD.ENG20160442
E3DD.ENG20160442 ROW PERMIT
E3DD.ENG20160442 ROW Permit
112.000.68.595.33.41.00
115.0(
Total:
115.0(
225041
4/13/2017
019215 CITY OF LYNNWOOD
12964
WWTP: MARCH 2O17 M/O & SEWE
March 2017 M/O & SEWER
423.000.75.535.80.47.20
27,602.0(
12976
WWTP: APRIL 2017 M/O & SEWEF
April 2017 M/O & SEWER
423.000.75.535.80.47.20
27,602.0(
Total:
55,204.0(
225042
4/13/2017
075331 COCKRUM, MARK
April 2017
MILEAGE AND PARKING REIMBUR;
Mileage and parking reimbursement f
512.000.31.518.88.43.00
27.6E
Total:
27.61
225043
4/13/2017
064369 CODE PUBLISHING CO
55997
EDMONDS CITY CODE WEB HOSTI
EDMONDS CITY CODE —
001.000.25.514.30.48.00
350.0(
Total:
350.0(
225044
4/13/2017
068161 COSCO FIRE PROTECTION INC
1000355500
PS - FIRE ALARM SERVICE CALL
PS - Fire Alarm Service Call
Page: 8
Packet Pg. 30
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225044 4/13/2017 068161 COSCO FIRE PROTECTION INC
225045 4/13/2017 006200 DAILY JOURNAL OF COMMERCE
225046 4/13/2017 006626 DEPT OF ECOLOGY
Voucher List
City of Edmonds
Invoice
(Continued)
3323791
3323869
FPangOp2TestFee
225047 4/13/2017 069030 DETECTION INSTRUMENTS CORP 8531-36159
225048 4/13/2017 064531 DINES, JEANNIE
17-3754
PO # Description/Account
001.000.66.518.30.48.00
9.8% Sales Tax
001.000.66.518.30.48.00
Total :
BUSINESS RECRUITMENT ADS FOI
Business recruitment ads in DJC for
001.000.61.558.70.41.40
E6GA.INVITATION TO BID
E6GA.Invitation to Bid Ad
423.200.75.594.35.41.00
Total
WWTP: FRED PANGELINAN - FEE l
FRED PANGELINAN - FEE TO TAKE
423.000.76.535.80.49.71
Total
WWTP: ODALOG LOW RANGE CAL
ODALOG LOW RANGE CALIBRATIC
423.000.76.535.80.41.00
Freight
423.000.76.535.80.41.00
Total
INV#17-3754 - EDMONDS PD
TRANSCRIPTION CASE #SM17-02
001.000.41.521.21.41.00
TRANSCRIPTION CASE #SM17-03
001.000.41.521.21.41.00
TRANSCRIPTION CASE #AI17-001
001.000.41.521.10.41.00
TRANSCRIPTION CASE #17-4750
001.000.41.521.21.41.00
TRANSCRIPTION CASE #17-5244
4.2.a
Page: 9
Page: 9
Packet Pg. 31
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225048 4/13/2017 064531 DINES, JEANNIE
225049 4/13/2017 074644 DURNIN PLUMBLING INC
Voucher List
City of Edmonds
Invoice
(Continued)
17-3756
BLD20170374
225050 4/13/2017 007775 EDMONDS CHAMBER OF COMMERCE 2356
225051 4/13/2017 074302 EDMONDS HARDWARE & PAINT LLC 002108
002109
002114
002117
PO # Description/Account
001.000.41.521.21.41.00
CITY COUNCIL MINUTES 04/04/201"
04/04/2017 CITY COUNCIL MEETIN(
001.000.25.514.30.41.00
Total
REFUND- DUPLICATE PERMIT- PLI.
REFUND- DUPLICATE PERMIT- PLI.
001.000.257.620
Total
TOURISM PROMOTION AWARD FO
Tourism promotion award from LTAC
120.000.31.575.42.41.40
Total
PM: BULK FASTENERS
PM: BULK FASTENERS
001.000.64.576.80.31.00
10.3% Sales Tax
001.000.64.576.80.31.00
PM: PLAS KNIFE, BULK FASTENER
PM: PLAS KNIFE, BULK FASTENER
001.000.64.576.80.31.00
10.3% Sales Tax
001.000.64.576.80.31.00
PM: BULK FASTENERS
PM: BULK FASTENERS
001.000.64.576.80.31.00
10.3% Sales Tax
001.000.64.576.80.31.00
PM: BULBS
PM: BULBS
001.000.64.576.80.31.00
10.3% Sales Tax
4.2.a
Page: 10
Page: 10
Packet Pg. 32
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
225051 4/13/2017 074302 EDMONDS HARDWARE & PAINT LLC (Continued)
225052 4/13/2017 008688 EDMONDS VETERINARY HOSPITAL 237542
225053 4/13/2017 009350 EVERETT DAILY HERALD
225054 4/13/2017 063953 EVERGREEN STATE HEAT & A/C
237542
EDH750560
EDH750850
E D H 750857
33602
PO # Description/Account
001.000.64.576.80.31.00
Total :
INV#237542 - CLIENT #308 - EDMOI
BORDETELLA VACCINE 7/11/16
001.000.41.521.26.31.00
LEPTOSPIROSIS BOOSTER 7/11/16
001.000.41.521.26.31.00
TRIFEXIS 60.1-120 LB BROWN #6 3
001.000.41.521.26.31.00
9.8% Sales Tax
001.000.41.521.26.31.00
FECAL PARACITE SCREEN 7/11/16
001.000.41.521.26.41.00
ADJUSTMENTS ON INV#237542 - H
REFUND FINANCE CHARGE (IN ER
001.000.41.521.26.41.00
DISCOUNT APPLIED TO BILL
001.000.41.521.26.41.00
Total
E6GA.INVITATION TO BID AD
E6GA.Invitation to Bid Ad
423.200.75.594.35.41.00
LEGAL NOTICE PLN20170015
LEGAL NOTICE PLN20170015
001.000.62.558.60.41.40
LEGAL NOTICE PLN20170009
LEGAL NOTICE PLN20170009
001.000.62.558.60.41.40
Total
FS 16 - TROUBLE SHOOT AND SVC
FS 16 - Trouble Shoot and Svc
001.000.66.518.30.48.00
4.2.a
Page: 11
Page: 11
Packet Pg. 33
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 12
Bank code : usbank
Voucher Date Vendor Invoice PO # Description/Account Amoun
225054 4/13/2017 063953 EVERGREEN STATE HEAT & A/C (Continued)
9.8% Sales Tax
001.000.66.518.30.48.00 148.7E
Total
225055 4/13/2017 009815 FERGUSON ENTERPRISES INC 0541589
WATER - HYDRANT PARTS #258
Water - Hydrant Parts #258
421.000.74.534.80.31.00
Hydrant Parts # 566
421.000.74.534.80.31.00
Water Parts
421.000.74.534.80.31.00
9.8% Sales Tax
421.000.74.534.80.31.00
0541589-1
FIRE HYDRANT PARTS
Fire Hydrant Parts
421.000.74.534.80.31.00
9.8% Sales Tax
421.000.74.534.80.31.00
0543791
METER INVENTORY #2034
Meter Inventory #2034
421.000.74.534.80.34.30
#2024 M-METER-0.625-010
421.000.74.534.80.34.30
9.8% Sales Tax
421.000.74.534.80.34.30
0543791-1
METER INVENTORY#2024 M-METE
Meter Inventory #2024 M-METER-0.6
421.000.74.534.80.34.30
9.8% Sales Tax
421.000.74.534.80.34.30
0543798
METER INVENTORY -#2024 M-METI
9.8% Sales Tax
421.000.74.534.80.34.20
Meter Inventory -#2024 M-METER-O.f
421.000.74.534.80.34.20
Page: 12
Packet Pg. 34
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 13
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
225055
4/13/2017
009815
FERGUSON ENTERPRISES INC
(Continued)
0544945
METER INVENTORY - #2027 M-MET
Meter Inventory - #2027 M-METER-0:
421.000.74.534.80.34.30
4,584.0�
#2034 M-METEROMNI-01.5-030
421.000.74.534.80.34.30
2,648.6(
9.8% Sales Tax
421.000.74.534.80.34.30
708.8(
Total:
18,380.3 ,
225056
4/13/2017
009815
FERGUSON ENTERPRISES INC
5096572
YOST POOL SEWER LIFT
YOST POOL SEWER LIFT
125.000.64.594.75.65.00
211.4z
5096572-1
GALV MI YOST POOL
GALV MI YOST POOL
125.000.64.594.75.65.00
61.3'
Total:
272.7!
225057
4/13/2017
071562
FORMA
DSP-02-4.07-17
FORMA DAYTON SIGNAGE
FORMA DAYTON SIGNAGE
132.000.64.594.76.41.00
2,500.0(
Total:
2,500.0(
225058
4/13/2017
075536
FREGON ESE ASSOCIATES
446-015
HWY 99 SUBAREA PLAN
HWY 99 SUBAREA PLAN
001.000.62.524.10.41.00
4,100.0(
Total:
4,100.0(
225059
4/13/2017
011900
FRONTIER
206-188-0247
TELEMETRY MASTER SUMMARY Ai
TELEMETRY MASTER SUMMARY A,
421.000.74.534.80.42.00
262.1 E
TELEMETRY MASTER SUMMARY Ai
423.000.75.535.80.42.00
262.1 z
253-011-1177
PUBLIC WORKS OMC RADIO LINE
PUBLIC WORKS OMC RADIO LINE'
001.000.65.518.20.42.00
6.4,
Page: 13
Packet Pg. 35
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225059 4/13/2017 011900 FRONTIER
Voucher List
City of Edmonds
4.2.a
Page: 14
Invoice PO # Description/Account Amoun
(Continued)
PUBLIC WORKS OMC RADIO LINE
111.000.68.542.90.42.00
24.4( Y
PUBLIC WORKS OMC RADIO LINE'
421.000.74.534.80.42.00
a�
24.4(
PUBLIC WORKS OMC RADIO LINE'
E
423.000.75.535.80.42.00
24.4(
PUBLIC WORKS OMC RADIO LINE'
511.000.77.548.68.42.00
24.4( o
PUBLIC WORKS OMC RADIO LINE'
422.000.72.531.90.42.00
24.4' o
425-712-0423 WWTP: 4/7-5/6/17 AFTER HOUR BU
a
WWTP: 4/7-5/6/17 AFTER HOUR BU
Q.
Q
423.000.76.535.80.42.00
71.4E
425-745-4313 CLUBHOUSE ALARM LINES 6801 M
ti
rn
CLUBHOUSE FIRE AND INTRUSIOf
001.000.66.518.30.42.00
131.9z ti
425-771-4741
425-771-4741 CEMETERY PHONE/II
M
425-771-4741 CEMETERY PHONE/II
r
130.000.64.536.20.42.00
114.0: o
425-774-1031
LIFT STATION #8 VG SPECIAL ACCI
N
LIFT STATION #8 TWO VOICE GRAI
423.000.75.535.80.42.00
47.4: .
425-775-1344
425-775-1344 RANGER STATION
f°
425-775-1344 RANGER STATION
;
001.000.64.571.23.42.00
65.4' y
425-775-7865
UTILITY BILLING RADIO LINE
E
UTILITY BILLING RADIO LINE TO FI'
U
421.000.74.534.80.42.00
66.7( r
425-776-1281
SNO-ISLE LIBRARY ELEVATOR PH(
Q
SNO-ISLE LIBRARY ELEVATOR PH(
001.000.66.518.30.42.00
54.1 <
425-776-2742
LIFT STATION #7 VG SPECIAL ACCI
LIFT STATION #7 V/G SPECIAL ACC
423.000.75.535.80.42.00
26.4(
425-776-5316
425-776-5316 PARKS MAINT FAX LII
Page: 14
Packet Pg. 36
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 15
Bank code :
usbank
Voucher
Date
Vendor
Invoice PO #
Description/Account
Amoun
225059
4/13/2017
011900 FRONTIER
(Continued)
425-776-5316 PARKS MAINT FAX LII
001.000.64.576.80.42.00
99.2,
Total:
1,329.51
225060
4/13/2017
002500 GALLS LLC DBA BLUMENTHAL
007271809
1NV#007271809 ACCT#1 00 1074529
LEATHER DUTY BELT - SAUNDERS
001.000.41.521.22.24.00
65.0(
9.8% Sales Tax
001.000.41.521.22.24.00
6.3 1
Total:
71.3,
225061
4/13/2017
075163 GARCIA-GARCIA, CESAR
17078
SPANISH INTERPRETER COURT 72
SPANISH INTERPRETER COURT 72
001.000.23.512.50.41.01
105.2 1
Total:
105.2 ,
225062
4/13/2017
068617 GLEISNER, BARBARA
5407 MOVING FOR BETT
5407 MOVING FOR BETTER BALAN
5407 MOVING FOR BETTER BALAN
001.000.64.571.27.41.00
540.7E
Total:
540.7E
225063
4/13/2017
012199 GRAINGER
9403950505
FAC MAINT - SUPPLIES
Fac Maint - Supplies
001.000.66.518.30.31.00
133.4(
9.8% Sales Tax
001.000.66.518.30.31.00
13.0 ,
Total:
146.4 ,
225064
4/13/2017
071446 GREAT FLOORS COMMERCIAL SALES
789535
CITY HALL FIRE AREA CARPET REI
City Hall Fire Area Carpet Replaceme
016.000.66.518.30.48.00
14,299.2<
9.8% Sales Tax
016.000.66.518.30.48.00
1,401.3,
789537
CITY HALL MAYORS OFFICE AND
City Hall Mayors office and Conf Rm
Page: 15
Packet Pg. 37
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
225064 4/13/2017 071446 GREAT FLOORS COMMERCIAL SALES (Continued)
225065 4/13/2017 012560 HACH COMPANY
789540
789613
793625
10390666
10390669
4.2.a
Page: 16
PO # Description/Account Amoun
016.000.66.594.19.65.00 12,771.9(
9.8% Sales Tax
vi
016.000.66.594.19.65.00
1,251.6E
CITY HALL CARPET REPLACEMEN
City Hall Carpet Replacement
016.000.66.594.19.65.00
9,358.1,
9.8% Sales Tax
016.000.66.594.19.65.00
917.1( o
CITY HALL FOURTNER CONF/ LOBI
City Hall Fourtner Conf/ Lobby &
L
016.000.66.518.30.48.00
5,612.0, a
9.8% Sales Tax
Q
016.000.66.518.30.48.00
549.9E
CITY HALL MAYORS AREA
City Hall Mayors Area
CD
016.000.66.518.30.48.00
2,340.0( ti
9.8% Sales Tax
M
016.000.66.518.30.48.00
229.3, r
Total :
48,730.61 c
WWTP: NITRATE/PETRI DISH/PHO:
N
NITRATE/PETRI
E
423.000.76.535.80.31.00
370.8E c°
Freight
423.000.76.535.80.31.00
41.6 1
9.8% Sales Tax
E
423.000.76.535.80.31.00 40.4z U
WWTP: S-TKN TNT FOR LAB
r
S-TKN TNT FOR LAB (package of 25 Q
423.000.76.535.80.31.00 134.0(
Freight
423.000.76.535.80.31.00 17.7�
9.8% Sales Tax
423.000.76.535.80.31.00 14.8E
Page: 16
Packet Pg. 38
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 17
Bank code :
Voucher
usbank
Date Vendor
Invoice PO #
Description/Account
Amoun
225065
4/13/2017 012560 012560 HACH COMPANY
(Continued)
Total:
619.6,
225066
4/13/2017 067862 HOME DEPOT CREDIT SERVICES
1011180
FAC MAINT UNIT 95? - SUPPLIES
vi
Fac Maint Unit 95? - Supplies
001.000.66.518.30.31.00
46.9:
9.5% Sales Tax
001.000.66.518.30.31.00
4.4( .
1020561
FAC MAINT SHOP SUPPLIES
Fac Maint Shop Supplies
c
001.000.66.518.30.31.00
67.9z -(6-
9.5% Sales Tax
o
001.000.66.518.30.31.00
6.4z a
1974114
PLAZA ROOM KITCHEN NEW RAN(
Q-
Q
Plaza Room Kitchen New Range and
001.000.66.518.30.35.00
417.4, ti
2022305
LIBRARY - SUPPLIES
Library - Supplies
001.000.66.518.30.31.00
ti
r-
6.9(
9.5% Sales Tax
r
001.000.66.518.30.31.00
0.6( c
2024917
CITY HALL FINANCE - SUPPLIES
N
City Hall Finance - Supplies
001.000.66.518.30.31.00
75.9. E
9.5% Sales Tax
001.000.66.518.30.31.00
7.2'
3024752
SEWER - SUPPLIES
Sewer - Supplies
m
E
423.000.75.535.80.31.00
15.8z t
9.5% Sales Tax
423.000.75.535.80.31.00
r
1.5( Q
3083799
CITY HALL SUPPLIES
City Hall Supplies
001.000.66.518.30.31.00
541.2z
9.5% Sales Tax
001.000.66.518.30.31.00
51.4.
4020139
UNIT 42 - SUPPLIES
Page: 17
Packet Pg. 39
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225066 4/13/2017 067862 HOME DEPOT CREDIT SERVICES
Voucher List
City of Edmonds
4.2.a
Page: 18
Invoice PO # Description/Account Amoun
(Continued)
Unit 42 - Supplies
001.000.66.518.30.31.00
29.8: w
9.5% Sales Tax
001.000.66.518.30.31.00
a�
2.8z
4021708 FAC MAINT UNIT 42 - SUPPLIES
E
Fac Maint Unit 42 - Supplies
M
001.000.66.518.30.31.00
41.3( 6
9.5% Sales Tax
o
001.000.66.518.30.31.00
3.9, 5
4063551 WATER SUPPLIES
o
Water Supplies
L
a
421.000.74.534.80.31.00
9.4E Q
9.5% Sales Tax
rn
421.000.74.534.80.31.00
0.9( rn
6025635 15TH WALKWAY PROJECT SUPPLII
15th Walkway Project Supplies
ti
112.000.68.542.61.41.00
60.0E M
9.5% Sales Tax
r
112.000.68.542.61.41.00
5.7' o
7025478 LIBRARY - SUPPLIES
N
Library - Supplies
001.000.66.518.30.31.00
41.4E .
9.5% Sales Tax
c°
001.000.66.518.30.31.00
3.9z ;
7574802 15TH WALKWAY PROJECT SUPPLII
m
15th Walkway Project Supplies
E
112.000.68.542.61.41.00
12.6: U
9.5% Sales Tax
r
Q
112.000.68.542.61.41.00
1.2(
9020841 CITY HALL/ FAC MAINT - SUPPLIES
City Hall/ Fac Maint - Supplies
001.000.66.518.30.31.00 87.8'
9.5% Sales Tax
001.000.66.518.30.31.00 8.3z
Page: 18
Packet Pg. 40
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225066 4/13/2017 067862 HOME DEPOT CREDIT SERVICES
225067 4/13/2017 073548 INDOFF INCORPORATED
Voucher List
City of Edmonds
4.2.a
Page: 19
Invoice PO # Description/Account Amoun
(Continued)
9032153
LOG CABIN SUPPLIES
_
Log Cabin Supplies
vi
001.000.66.518.30.31.00
13.9z U
9.5% Sales Tax
t
001.000.66.518.30.31.00
1.3'
Total :
1,568.61
2937234A
JOANNE, RYAN & ED DESKS & INS'
o
JoAnne, Ryan & Ed Desks-
422.000.72.531.90.35.00
1,730.0( p
JoAnne, Ryan & Ed Desks—
a
423.000.75.535.80.35.00
1,730.0( Q
JoAnne, Ryan & Ed Desks-
001.000.67.518.21.35.00
1,544.3(
JoAnne, Ryan & Ed Desks-
421.000.74.534.80.35.00
1,730.0( ti
2937281
OFFICE SUITE FOR NEW PLANNEF
Office suite for new planner
r
001.000.62.558.60.35.00
1,171.6z c
2938580
DRAWING TABLE FOR NEW PLANK
Y
DRAWING TABLE FOR NEW PLANK
001.000.62.558.60.35.00
285.7( E
2940796
ELECTRIC STAPLER
Bostitch Impluse Electric Stapler
001.000.31.514.23.35.00
72.8t
9.8% Sales Tax
E
001.000.31.514.23.35.00
7.1 z U
2941432
CERAMIC TOWER HEATER FOR L F
r
10.3% Sales Tax
Q
001.000.31.514.23.35.00
5.5(
Lorell 17" Ceramic Tower Heater for L
001.000.31.514.23.35.00
53.3£
2941744
ELECTRIC PENCIL SHARPENER
X-Acto Electric Pencil Sharpener
001.000.31.514.23.31.00
26.0�
Page: 19
Packet Pg. 41
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225067 4/13/2017 073548 INDOFF INCORPORATED
225068 4/13/2017 066265 INDUSTRIAL SCIENTIFIC CORP
Voucher List
City of Edmonds
Invoice
(Continued)
2942502
2942505
1979903
225069 4/13/2017 072650 KCDA PURCHASING COOPERATIVE 300142982
225070 4/13/2017 017050 KWICK'N KLEEN CAR WASH 04052017-01
PO # Description/Account
10.3% Sales Tax
001.000.31.514.23.31.00
ANTI FATIGUE MAT FOR L PALMER
Anti -fatigue mat for L Palmer
001.000.31.514.23.31.00
10.3% Sales Tax
001.000.31.514.23.31.00
PLEDGE FURNITURE POLISH
Pledge furniture polish
001.000.31.514.23.31.00
10.3% Sales Tax
001.000.31.514.23.31.00
Total
WWTP: CALIBRATION GAS CYLIND
Calibration Gas Cylinder
423.000.76.535.80.41.00
Freight
423.000.76.535.80.41.00
9.8% Sales Tax
423.000.76.535.80.41.00
Total
INV#300142982 ACCT#100828 - EDI
10 CASES MILTI USE COPY PAPER
001.000.41.521.10.31.00
HANDLING FEE
001.000.41.521.10.31.00
9.8% Sales Tax
001.000.41.521.10.31.00
Total
INV#04052017-01 - EDMONDS PD -
20 CAR WASHES @ $5.04 (INC TX)
001.000.41.521.22.48.00
4.2.a
Page: 20
Page: 20
Packet Pg. 42
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 21
Bank code :
usbank
Voucher
Date
Vendor
Invoice PO #
Description/Account
Amoun
225070
4/13/2017
017050 017050 KWICK'N KLEEN CAR WASH
(Continued)
Total:
100.8(
225071
4/13/2017
075016 LEMAY MOBILE SHREDDING
4516037
INV#4516037 ACCT#2185-952778-8
SHRED 3 TOTES - 3/22/17 @ $4.65
001.000.41.521.10.41.00
13.9E
SHRED 17-95 GAL TOTES 3/31/17 Cc
001.000.41.521.11.41.00
566.1(
Total:
580.0E
225072
4/13/2017
073603 LIGHTHOUSE LAW GROUP PLLC
Apr-17
04-17 LEGALS FEES
04-17 Legal fees
001.000.36.515.31.41.00
44,345.6(
Total:
44,345.6(
225073
4/13/2017
066231 LINCOLN AQUATICS
S1311673
SOLAR COVER REPLACEMENT YO
SOLAR COVER REPLACEMENT YO
125.000.64.594.75.65.00
1,322.8E
9.8% Sales Tax
125.000.64.594.75.65.00
129.61
Tota I :
1.452.41
225074 4/13/2017 074263 LYNNWOOD WINSUPPLY CO
225075 4/13/2017 065316 MCLELLAN, DARLENE
225076 4/13/2017 020039 MCMASTER-CARR SUPPLY CO
017031 01
DSP INLAY PMT 2
218076628
PARKS MAINT SUPPLIES
PARKS MAINT SUPPLIES:
001.000.64.576.80.31.00
9.8% Sales Tax
001.000.64.576.80.31.00
Total
DSP INLAY PMT 2
DSP INLAY PMT 2
132.000.64.594.76.41.00
Total
WWTP: STRAIGHT ADAPTER FOR I
STRAIGHTADAPTER FOR PIPE
423.000.76.535.80.48.00
Freight
Page: 21
Packet Pg. 43
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 22
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
225076
4/13/2017
020039 MCMASTER-CARR SUPPLY CO
(Continued)
423.000.76.535.80.48.00
28.1'
Total:
36.8E
225077
4/13/2017
076009 MEYERS, GRIFFIN
3/14-3/30 FIELD ATTE
3/14-3/30/17 SOFTBALL FIELD ATTE
3/14-3/30/17 SOFTBALL FIELD ATTE
001.000.64.571.25.41.00
209.0(
Total:
209.0(
225078
4/13/2017
072151 MLA ENGINEERING PLLC
3086
MUSEUM ROOF FRAMING IMPROV
Museum Roof Framing Improvement;
016.000.66.594.19.65.00
4,806.7E
Total:
4,806.7E
225079
4/13/2017
075568 MORISAWA, KEN
OTF MORISAWA
OTF MORISAWA
OTF MORISAWA
117.100.64.573.20.41.00
500.0(
Total:
500.0(
225080
4/13/2017
074866 NORTHWEST PLAYGROUND EQUIPMEN 40773
E6MA.BENCHES
E6MA.Benches
132.000.64.594.76.65.00
20,414.0,
Total:
20,414.0;
225081
4/13/2017
063511 OFFICE MAX INC
164323
ENDORSEMENT STAMP
ENDORSEMENT STAMP
001.000.23.512.50.49.00
37.2,
203754
INV#203754 ACCT#520437 250POL-
MARKS A LOT MARKERS
001.000.41.521.10.31.00
14.1,
KLEENEX TISSUES
001.000.41.521.10.31.00
40.6'
9.8% Sales Tax
001.000.41.521.10.31.00
5.3E
225288
P&RADMIN: ENVELOPES
P&RADMIN: ENVELOPES
001.000.64.571.21.31.00
8.1
Page: 22
Packet Pg. 44
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225081 4/13/2017 063511 OFFICE MAX INC
Voucher List
City of Edmonds
Invoice PO # Description/Account
(Continued)
10.3% Sales Tax
001.000.64.571.21.31.00
228379 PW ADMIN OFFICE SUPPLIES
PW Admin Office Supplies
001.000.65.518.20.31.00
10.3% Sales Tax
001.000.65.518.20.31.00
225082 4/13/2017 070166 OFFICE OF THE STATE TREASURER March, 2017 a
Total:
COURT, BLDG CODE & JIS TRANSI•
Emergency Medical Services & Traun
001.000.237.120
PSEA 1, 2 & 3 Account
001.000.237.130
Building Code Fee Account
001.000.237.150
State Patrol Death Investigation
001.000.237.330
Judicial Information Systems Accounl
001.000.237.180
School Zone Safety Account
001.000.237.200
Washington Auto Theft Prevention
001.000.237.250
Traumatic Brain Injury
001.000.237.260
Accessible Communities Acct
001.000.237.290
Multi -Model Transportation
001.000.237.300
Hwy Safety Acct
001.000.237.320
Crime Lab Blood Breath Analysis
001.000.237.170
4.2.a
Page: 23
Amoun
0.8< to
a�
t
83.6z E
8.6.
198.5: o
c�
0
L
a
1,192.4E Q
26,615.3E
162.0( ti
43.7 j r
0
5,554.4E Y
147.8< E
2,376.2: ;
c
m
466.6: E
t
U
139.9E
Q
140.0(
69.4 1
24.2z
Page: 23
Packet Pg. 45
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
225082 4/13/2017 070166 OFFICE OF THE STATE TREASURER (Continued)
225083 4/13/2017 002203 OWEN EQUIPMENT COMPANY
PO # Description/Account
WSP Hwy Acct
001.000.237.340
March, 2017 b COURT, BLDG CODE & JIS TRANS
Emergency Medical Services & Traun
001.000.237.120
PSEA 1, 2 & 3 Account
001.000.237.130
State Patrol Death Investigation
001.000.237.330
Judicial Information Systems Accounl
001.000.237.180
School Zone Safety Account
001.000.237.200
Washington Auto Theft Prevention
001.000.237.250
Traumatic Brain Injury
001.000.237.260
Hwy Safety Acct
001.000.237.320
WSP Hwy Acct
001.000.237.340
Total
00082550 UNIT 47 - PENDANT CONTROL / SE
Unit 47 - Pendant Control / See Credi
511.000.77.548.68.31.10
Freight
511.000.77.548.68.31.10
9.8% Sales Tax
511.000.77.548.68.31.10
00082550 UNIT 47 - RETURN
Unit 47 - Return
511.000.77.548.68.31.10
9.8% Sales Tax
4.2.a
Page: 24
Amoun
248.4, vi
a�
t
76.8
1,804.8, u
0
16.1<
0
350.5( a
Q
11.81
ti
rn
153.9(
ti
30.81 M
25.6( o
91.41
39,742.8t •�
c
m
1,022.1� E
U
15.3z r
Q
101.6E
-1,022.1 f
Page: 24
Packet Pg. 46
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 25
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
225083
4/13/2017
002203 OWEN EQUIPMENT COMPANY
(Continued)
511.000.77.548.68.31.10
-100.1 1 _
82649
UNIT 49 - INSURANCE REPAIR DEC
vi
Unit 49 - Insurance Repair Deductible
511.000.77.548.68.48.00
1,000.0( t
Total:
1,016.8E
225084
4/13/2017
073871 PERSONNEL EVALUATION INC
22834
INV 22834 EDMONDS PD - MARCH
f°
WEB BASED TEST - ZUNIGA
o
001.000.41.521.10.41.00
20.0( @
WEB BASED TEST - EAGAN
>
0
001.000.41.521.10.41.00
20.0( a
WEB BASED TEST - GILGINAS
Q-
Q
001.000.41.521.10.41.00
20.0(
Total:
60.0( ti
rn
225085
4/13/2017
074793 PETDATA INC
5709
INV#5709 - EDMONDS PD - MARCH
94 - 1 YEAR LICENSES @ $3.90
001.000.41.521.70.41.00
366.6( r
2 LATE FEES COLLECTED @ $2.50
4
001.000.41.521.70.41.00
5.0( N
Total:
371.6(
E
225086
4/13/2017
008475 PETTY CASH
040717
WELLNESS COMMITTEE - SUPPLIE
M
WELLNESS COMMITTEE - SUPPLIE
001.000.22.518.10.49.00
64.1 E
STREET - DOT - B SANDERS
m
111.000.68.542.90.41.00
99.0( t
STREET - CDL FEES - C HIATT
111.000.68.542.90.49.00
r
102.0( Q
WATER SEWER - DESK MATS
421.000.74.534.80.31.00
53.2.
WATER SEWER - DESK MATS
423.000.75.535.80.31.00
53.2,
WATER QUALITY MEETING SUPPLI
421.000.74.534.80.31.00
27.9E
Page: 25
Packet Pg. 47
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 26
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
225086
4/13/2017
008475 PETTY CASH
(Continued)
SEWER - CELL PHONE CASE AND
423.000.75.535.80.31.00
69.7E
Total:
469.31
225087
4/13/2017
028860 PLATT ELECTRIC SUPPLY INC
L753803
CITY HALL - SUPPLIES
City Hall - Supplies
001.000.66.518.30.31.00
75.4(
9.8% Sales Tax
001.000.66.518.30.31.00
7.3�
L755822
CITY HALL - SUPPLIES
City Hall - Supplies
001.000.66.518.30.31.00
75.4(
10.3% Sales Tax
001.000.66.518.30.31.00
7.71
Total:
165.9E
225088
4/13/2017
029117 PORT OF EDMONDS
03870
PORT RIGHT-OF-WAY LEASE FOR i
PORT RIGHT-OF-WAY LEASE FOR,
422.000.72.531.90.51.00
3,047.7(
Total:
3,047.7E
225089
4/13/2017
064088 PROTECTION ONE
2445047
ALARM MONITORING SENIOR CEN
ALARM MONITORING SENIOR CEN
001.000.66.518.30.42.00
132.3(
31146525
ALARM MONITORING CITY HALL
ALARM MONITORING CITY HALL 12
001.000.66.518.30.42.00
51.1'
Total:
183.4'
225090
4/13/2017
068697 PUBLIC SAFETY TESTING INC
2017-7373
SUBSCRIPTION FEES - Q1
Subscription Fees - Q1
001.000.22.521.10.41.00
742.0(
Total:
742.0(
225091
4/13/2017
030400 PUGET SOUND CLEAN AIR AGENCY
17-036S
Q2-2017 CLEAN AIR ASSESSMENT
Page: 26
Packet Pg. 48
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
225091 4/13/2017 030400 PUGET SOUND CLEAN AIR AGENCY (Continued)
225092 4/13/2017 070955 R&R STAR TOWING
122180
122569
225093 4/13/2017 066786 RELIABLE SECURITY SOUND & DATA 22243
225094 4/13/2017 061540 REPUBLIC SERVICES #197 3-0197-0800478
3-0197-0800897
PO # Description/Account
Q2-17 Clean Air Assessment per RC\
001.000.39.553.70.51.00
Total
INV#122180 - EDMONDS PD
TOW 2006 AUDI #377-YNW
001.000.41.521.22.41.00
9.8% Sales Tax
001.000.41.521.22.41.00
INV#122569 - EDMONDS PD
TOW 1994 HONDAACCORD #877-x
001.000.41.521.22.41.00
9.8% Sales Tax
001.000.41.521.22.41.00
Total
INV#22243 - EDMONDS PD
PROGRAM/SET UP EVIDENCE LAB
001.000.41.521.80.41.00
PROGRAM/SET UP IMPOUND LOT
001.000.41.521.80.41.00
PROGRAM/SET UP PROPERTY ROi
001.000.41.521.80.41.00
9.8% Sales Tax
001.000.41.521.80.41.00
Total
FIRE STATION #20 23009 88TH AVE
FIRE STATION #20 23009 88TH AVE
001.000.66.518.30.47.00
PUBLIC WORKS OMC 7110 210TH
PUBLIC WORKS OMC 7110 210TH
001.000.65.518.20.47.00
PUBLIC WORKS OMC 7110 210TH
111.000.68.542.90.47.00
4.2.a
Page: 27
Page: 27
Packet Pg. 49
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 28
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
225094
4/13/2017
061540 REPUBLIC SERVICES #197
(Continued)
PUBLIC WORKS OMC 7110 210TH
421.000.74.534.80.47.00
115.1
PUBLIC WORKS OMC 7110 210TH ;
423.000.75.535.80.47.10
115.1 1
PUBLIC WORKS OMC 7110 210TH ;
511.000.77.548.68.47.00
115.1 ,
PUBLIC WORKS OMC 7110 210TH ;
422.000.72.531.90.47.00
115.1 E
3-0197-0801132
FIRE STATION #16 8429 196TH ST
FIRE STATION #16 8429 196TH ST
001.000.66.518.30.47.00
161.9�
3-0197-0829729
CLUBHOUSE 6801 N MEADOWDAL
CLUBHOUSE 6801 N MEADOWDAL
001.000.66.518.30.47.00
69.5.
Total:
990.3E
225095
4/13/2017
069477 ROTARY OFFSET PRESS INC
38430
SUMMER CRAZE PRINTING
SUMMER CRAZE PRINTING
001.000.64.571.22.49.00
4,042.9E
SUMMER CRAZE PRINTING
117.100.64.573.20.41.40
2,000.0(
Total:
6,042.9E
225096
4/13/2017
076008 SCHWARZ, JONATHAN
4/4 REFUND
4/4/17 REFUND
4/4/17 REFUND
001.000.239.200
440.0(
Total:
440.0(
225097
4/13/2017
074997 SEITEL SYSTEMS, LLC
40106
ONSITE COMPUTER SUPPORT
Onsite computer support 3/1/17, 3/28
512.000.31.518.88.41.00
1,240.0(
Total:
1,240.0(
225098
4/13/2017
072214 SIGMA-ALDRICH INC
541395609
WWTP: E COLI IN WATER SAMPLE;
E coli in water samples
Page: 28
Packet Pg. 50
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 29
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
225098
4/13/2017
072214 SIGMA-ALDRICH INC
(Continued)
423.000.76.535.80.31.00
156.6(
_
Freight
vi
423.000.76.535.80.31.00
86.6E
U
9.8% Sales Tax
t
423.000.76.535.80.31.00
23.8z
E
541401227
WWTP: RESIDUE,PH,DEMAND-WP,
RESIDUE,PH,DEMAND-WP/RESID.
423.000.76.535.80.31.00
385.4(
o
Freight
423.000.76.535.80.31.00
18.9z
o
9.8% Sales Tax
L
a
423.000.76.535.80.31.00
39.6<
Q
Total:
711.0$
225099
4/13/2017
036955 SKY NURSERY
T-0872395
PM: FERTIL-MULCH
ti
PM: FERTIL-MULCH
125.000.64.576.80.31.00
760.0(
9.8% Sales Tax
r
125.000.64.576.80.31.00
74.4E
c
Total:
834.4E
rn
225100
4/13/2017
075590 SMARSH
INV00221007
03-17 NETGUARD MONTHLY SERVI
E
NetGuard Monthly Service Building
ca
001.000.62.524.20.42.00
30.0(
NetGuard Monthly Service City Clerk
c
001.000.25.514.30.42.00
6.0(
E
NetGuard Monthly Service Communit
U
001.000.61.557.20.42.00
6.0(
NetGuard Monthly Service Court
r
Q
001.000.23.512.50.42.00
6.0(
NetGuard Monthly Service Developm,
001.000.62.524.10.42.00
6.0(
NetGuard Monthly Service Engineerir
001.000.67.518.21.42.00
90.0(
NetGuard Monthly Service Facilities
Page: 29
Packet Pg. 51
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher List
City of Edmonds
4.2.a
Page: 30
Voucher Date Vendor Invoice PO # Description/Account Amoun
225100 4/13/2017 075590 SMARSH (Continued)
001.000.66.518.30.42.00
54.0( _
NetGuard Monthly Service Finance
vi
001.000.31.514.23.42.00
6.0(
NetGuard Monthly Service Human RE
t
001.000.22.518.10.42.00
6.0( U
NetGuard Monthly Service Informatioi
M
512.000.31.518.88.42.00
24.0( 6
NetGuard Monthly Service Mayor's O-
o
001.000.21.513.10.42.00
6.0( 5
NetGuard Monthly Service Parks
L
001.000.64.576.80.42.00
12.0( a
NetGuard Monthly Service Police
Q
001.000.41.521.22.42.00
240.0(
NetGuard Monthly Service PW Water
ti
rn
421.000.74.534.80.42.00
36.0(
NetGuard Monthly Service PW Water
r�
421.000.74.534.80.42.00
3.0( M
NetGuard Monthly Service PW Water
r
423.000.75.535.80.42.00
3.0( o
NetGuard Monthly Service PW Sewei
Y
423.000.75.535.80.42.00
30.0(
NetGuard Monthly Service PW Storm
E
422.000.72.531.90.42.00
6.0( U
NetGuard Monthly Service PW Street
111.000.68.542.90.42.00
c
18.0(
NetGuard Monthly Service PW Fleet
E
511.000.77.548.68.42.00
6.0( um
NetGuard Monthly Service PW Admin
r
Q
001.000.65.518.20.42.00
2.1(
NetGuard Monthly Service PW Admin
421.000.74.534.80.42.00
0.6(
NetGuard Monthly Service PW Admin
422.000.72.531.90.42.00
2.1(
NetGuard Monthly Service PW Admin
Page: 30
Packet Pg. 52
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 31
Bank code :
Voucher
usbank
Date Vendor
Invoice PO #
Description/Account
Amoun
225100
4/13/2017 075590 SMARSH
(Continued)
423.000.75.535.80.42.00
0.6( _
NetGuard Monthly Service PW Admin
vi
423.000.76.535.80.42.00
0.6( U
NetGuard Monthly Service PW Street
t
111.000.68.542.90.42.00
6.0( U
NetGuard Monthly Service PW Street
M
422.000.72.531.90.42.00
6.0( 6
NetGuard Monthly Service WWTP
o
423.000.76.535.80.42.00
30.0( 5
Total:
642.0( o
L
Q
225101
4/13/2017 037303 SNO CO FIRE DIST # 1
17-106
INV#17-106 - EDMONDS PD
Q•
Q
NITRILE GLOVES - LARGE
001.000.41.521.22.31.00
296.1( ti
NITRILE GLOVES - MEDIUM
001.000.41.521.22.31.00
296.1( ti
NITRILE GLOVES - EXTRA LARGE
001.000.41.521.22.31.00
296.1( r
9.8% Sales Tax
c
001.000.41.521.22.31.00
87.0( u)
5465 FIRSTAID/CPR
5465 FIRSTAID/CPR INSTRUCTION
5465 FIRSTAID/CPR INSTRUCTION
E
001.000.64.571.22.41.00
160.0(
Total:
1,135.3E
c
225102
4/13/2017 037330 SNO CO PLANNING & DEVLP SERV
1000432365
2017 SNO CO TOMORROW DUES
m
E
2017 Snohomish County Tomorrow D
U
001.000.39.513.10.49.00
7,345.0( r
Total:
r
7,345.0( Q
225103
4/13/2017 037375 SNO CO PUD NO 1
2002-0255-4
WWTP: 3/8-4/5/17 FLOW METER 24
3/8-4/5/17 FLOW METER 2400 HIGH
423.000.76.535.80.47.62
16.3,1
2002-0291-9
LIFT STATION #8 113 RAILROAD AV
LIFT STATION #8 113 RAILROAD AV
Page: 31
Packet Pg. 53
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 32
Bank code : usbank
Voucher Date Vendor Invoice
PO # Description/Account
Amoun
225103 4/13/2017 037375 SNO CO PUD NO 1 (Continued)
423.000.75.535.80.47.10
122.0' _
2003-2646-0
HUMMINGBIRD PARK 1000 EDMON
vi
HUMMINGBIRD PARK 1000 EDMON
001.000.64.576.80.47.00
14.0E t
2004-9315-3
TRAFFIC LIGHT 22000 76TH AVE W
E
TRAFFIC LIGHT 22000 76TH AVE W
111.000.68.542.64.47.00
27.1: 6
2006-5085-1
CITY PARK RESTROOMS
p
CITY PARK RESTROOMS
001.000.64.576.80.47.00
17.2 1 p
2006-5164-4
PARK MAINTENANCE SHOP
a
PARK MAINTENANCE SHOP
Q'
Q
001.000.64.576.80.47.00
634.3
2006-6395-3
ANWAY PARK 131 SUNSET AVE / M
ti
ANWAY PARK 131 SUNSET AVE / M
001.000.64.576.80.47.00
155.4, ti
2009-1385-3
DECORATIVE LIGHTING 115 2ND X
DECORATIVE LIGHTING 115 2ND X
r
111.000.68.542.63.47.00
23.2( c
2010-5432-7
BRACKETT'S LANDING NORTH 50 f
N
BRACKETT'S LANDING NORTH 50 f
cYi
001.000.64.576.80.47.00
48.8( E
2011-0356-1
TRAFFIC LIGHT 23800 FIRDALE AVI
f°
TRAFFIC LIGHT 23800 FIRDALE AVI
111.000.68.542.64.47.00
28.3( y
2011-8789-5
TRAFFIC LIGHT 21132 76TH AVE W
E
TRAFFIC LIGHT 21132 76TH AVE W
U
111.000.68.542.64.47.00
24.8z r
2013-2711-1
PINE ST PARK
Q
PINE ST PARK
001.000.64.576.80.47.00
16.8E
2015-0127-7
LIFT STATION #14 7905 1/2 211TH F
LIFT STATION #14 7905 1/2 211TH F
423.000.75.535.80.47.10
19.0 1
2015-3292-6
LIFT STATION #7 121 W DAYTON S-
Page: 32
Packet Pg. 54
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher List
City of Edmonds
4.2.a
Page: 33
Voucher Date Vendor Invoice PO # Description/Account Amoun
225103 4/13/2017 037375 SNO CO PUD NO 1 (Continued)
LIFT STATION #7 121 W DAYTON S-
423.000.75.535.80.47.10
359.Z
w
2017-1178-5
STREET LIGHTING (183 LIGHTS @
STREET LIGHTING (183 LIGHTS @
t
111.000.68.542.63.47.00
701.8E
2017-9000-3
ALDERWOOD INTERIE 6130 168TH
ALDERWOOD INTERIE 6130 168TH
421.000.74.534.80.47.00
19.9
0
2021-1448-4
CITY PARK S RESTROOMS & SHEL
CITY PARK S RESTROOMS & SHEL
p
L
001.000.64.576.80.47.00
67M
0-
2021-3965-5
BRACKETT'S LANDING SOUTH 100
Q
BRACKETT'S LANDING SOUTH 100
001.000.64.576.80.47.00
22.0E
rn
2021-9128-4
PEDEST CAUTION LIGHT 7801 212'
PEDEST CAUTION LIGHT 7801 212-
ti
111.000.68.542.63.47.00
16.2E
2022-5063-5
9TH/CASPER LANDSCAPE BED / M
r
9TH/CASPER LANDSCAPE BED / M
4
0
001.000.64.576.80.47.00
14.0E
Y
2023-5673-9
TRAFFIC LIGHT 21530 76TH AVE W
TRAFFIC LIGHT 21530 76TH AVE W
E
111.000.68.542.64.47.00
22.0E
2024-9953-9
LIFT STATION #1 105 CASPERS ST
LIFT STATION #1 105 CASPERS ST
m
423.000.75.535.80.47.10
780.9,
E
2025-2918-6
STREET LIGHTING (303 LIGHTS @
U
STREET LIGHTING (303 LIGHTS @
r
111.000.68.542.63.47.00
3,073.5:
Q
2025-2920-2
STREET LIGHTING (13 LIGHTS @ 4
STREET LIGHTING (13 LIGHTS @ 4
111.000.68.542.63.47.00
120.4,
2025-7615-3
STREET LIGHTING (2029 LIGHTS C
STREET LIGHTING (2029 LIGHTS C
111.000.68.542.63.47.00
15,029.5'
Page: 33
Packet Pg. 55
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 34
Bank code : usbank
Voucher Date Vendor
Invoice PO #
Description/Account
Amoun
225103 4/13/2017 037375 SNO CO PUD NO 1
(Continued)
2025-7952-0
WWTP: 3/1-3/31/17 ENERGY MGMT
_
3/1-3/31/17 WWTP ENERGY MANA(
vi
423.000.76.535.80.47.61
9.4,
2047-1489-3
STREET LIGHTING (1 LIGHT @ 150'
t
STREET LIGHTING (1 LIGHT @ 150'
111.000.68.542.63.47.00
4.8z
2047-1492-7
STREET LIGHTING (18 LIGHTS @ 2
STREET LIGHTING (18 LIGHTS @ 2
p
111.000.68.542.63.47.00
107.6'
2047-1493-5
STREET LIGHTING (5 LIGHTS @ 40
L
STREET LIGHTING (5 LIGHTS @ 40
0-
111.000.68.542.63.47.00
56.7' Q
2047-1494-3
STREET LIGHTING (2 LIGHTS @ 10
STREET LIGHTING (2 LIGHTS @ 10
111.000.68.542.63.47.00
14.4,
2047-1495-0
STREET LIGHTING (26 LIGHTS @ 2
ti
STREET LIGHTING (26 LIGHTS @ 2
111.000.68.542.63.47.00
M
195.6E r
2051-8438-5
LIFT STATION #5 432 3RD AVE S / IV
4
0
LIFT STATION #5 432 3RD AVE S / IV
Y
423.000.75.535.80.47.10
20.7, u
2053-0758-0
DECORATIVE & STREET LIGHTING
E
DECORATIVE & STREET LIGHTING
f°
111.000.68.542.64.47.00
165.0( ..
2207-9275-8
TRAFFIC LIGHT 22730 HWY 99 - ME
TRAFFIC LIGHT 22730 HWY 99 - ME
m
E
111.000.68.542.64.47.00
167.2: U
Total:
22,116.4E r
Q
225104 4/13/2017 037521 SNO CO TREASURER
00434206701200
00434206701200 CORRECTED TAX
Corrected tax statement due to
001.000.39.576.90.51.00
9.5E
00434206701400
00434206701400 CORRECTED TAX
Corrected tax statement due to
001.000.39.576.90.51.00
14.3z
Page: 34
Packet Pg. 56
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 35
Bank code :
usbank
Voucher
Date
Vendor
Invoice PO #
Description/Account
Amoun
225104
4/13/2017
037521 037521 SNO CO TREASURER
(Continued)
Total:
23.9(
225105
4/13/2017
070167 SNOHOMISH COUNTY TREASURER
March 2017a
Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140
611.5�
March 2017b
Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140
41.5(
Total:
653.0$
225106
4/13/2017
038410 SOUND SAFETY PRODUCTS
34959/4
FAC MAINT - WORK PANTS (5) ANC
Fac Maint - Work Pants (5) and Jack(
001.000.66.518.30.24.00
290.3(
9.8% Sales Tax
001.000.66.518.30.24.00
28.4E
Total:
318.7E
225107
4/13/2017
074568 SPROUT DESIGN
1262
WOTSAD
W OTS AD
123.000.64.573.20.41.40
300.0(
Total:
300.0(
225108
4/13/2017
076007 STROUTSOS, GARY
STROUTSOS DSP
STROUTSOS DSP
STROUTSOS DSP
117.100.64.573.20.41.00
275.0(
Total:
275.0(
225109
4/13/2017
073621 TANIMURA, NAOAKI
5405 KENDO
5405 KENDO INSTRUCTION
5405 KENDO INSTRUCTION
001.000.64.571.27.41.00
500.0(
5406 KENDO
5406 KENDO INSTRUCTION
5406 KENDO INSTRUCTION
001.000.64.571.27.41.00
1,450.0(
Total:
1,950.0(
225110
4/13/2017
071666 TETRATECH INC
51164857
ESFD.SERVICES THRU 3/31/17
ESFD.Services thru 3/31/17
Page: 35
Packet Pg. 57
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher List
City of Edmonds
Voucher
Date Vendor
Invoice
PO # Description/Account
225110
4/13/2017 071666 TETRA TECH INC
(Continued)
422.200.72.594.31.41.00
Total:
225111
4/13/2017 072649 THE WIDE FORMAT COMPANY
97400
MAINTENANCE FOR HP PAGEWIDE
Feb-17 Maintenance on HP Pagewid(
512.000.31.518.88.48.00
9.8% Sales Tax
512.000.31.518.88.48.00
98222
MAINTENANCE FOR HP PAGEWIDE
Mar-17 Maintenance on HP Pagewide
512.000.31.518.88.48.00
9.8% Sales Tax
512.000.31.518.88.48.00
98247
INK FOR LARGE PRINTER
INK FOR LARGE PRINTER
001.000.62.524.10.31.00
98440
PAPER FOR LARGE PRINTER
Paper for Water dept- large printer
423.000.75.535.80.31.00
PAPER FOR LARGE PRINTER- DSD
001.000.62.524.10.31.00
Tota I :
225112
4/13/2017 038315 THYSSENKRUPP ELEVATOR
US53022
ELEVATOR MAINTENANCE MUSEUI
ELEVATOR MAINTENANCE MUSEU
001.000.66.518.30.48.00
10.3% Sales Tax
001.000.66.518.30.48.00
US53323
ELEVATOR MAINTENANCE CITY HP
ELEVATOR MAINTENANCE CITY HP
001.000.66.518.30.48.00
001.000.66.518.30.48.00
US54073
ELEVATOR MAINTENANCE SENIOR
ELEVATOR MAINTENANCE SENIOR
4.2.a
Page: 36
Page: 36
Packet Pg. 58
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225112 4/13/2017 038315 THYSSENKRUPP ELEVATOR
Voucher List
City of Edmonds
Invoice
(Continued)
225113 4/13/2017 065488 TRENDSET CONCRETE PRODUCTS 164242
225114 4/13/2017 074494 UK SOCCER ELITE
164277
164871
165214
5494 UK ELITE SPRING
225115 4/13/2017 044960 UTILITIES UNDERGROUND LOC CTR 7030129
PO # Description/Account
001.000.66.518.30.48.00
10.3% Sales Tax
001.000.66.518.30.48.00
Total :
15TH WALKWAY PROJECT - SUPP
15th Walkway Project - Supplies
112.000.68.542.61.41.00
7.7% sales tax
112.000.68.542.61.41.00
15TH WALKWAY PROJECT - CONCI
15th Walkway Project - Concrete
112.000.68.542.61.41.00
9.8% Sales Tax
112.000.68.542.61.41.00
15TH WALKWAY PROJECT - SUPPL
15th Walkway Project - Supplies
112.000.68.542.61.41.00
7.7% sales tax
112.000.68.542.61.41.00
15TH WALKWAY PROJECT - SUPPL
15th Walkway Project - Supplies
112.000.68.542.61.41.00
7.7% sales tax
112.000.68.542.61.41.00
Total
5494 UK ELITE SPRING BREAK CAI
5494 UK ELITE SPRING BREAK CAI
001.000.64.571.25.41.00
Total
UTILITIES UNDERGROUND LOCATI
UTILITIES UNDERGROUND LOCATI
421.000.74.534.80.41.00
4.2.a
Page: 37
Page: 37
Packet Pg. 59
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 38
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
225115
4/13/2017
044960 UTILITIES UNDERGROUND LOC CTR
(Continued)
UTILITIES UNDERGROUND LOCATI
422.000.72.531.90.41.00
125.1(
UTILITIES UNDERGROUND LOCATI
423.000.75.535.80.41.00
128.9z
Total:
379.2E
225116
4/13/2017
075762 VECA ELECTRIC COMPANY
76882
PHONE WIRING FOR JURY ROOM)
Installlation of phone wiring for
001.000.23.512.50.41.00
895.0(
9.8% Sales Tax
001.000.23.512.50.41.00
87.7'
Total:
982.7'
225117
4/13/2017
069816 VWR INTERNATIONAL INC
8048092758
WWTP: KIMWIPES
KIMWIPES
423.000.76.535.80.31.00
45.Z
9.8% Sales Tax
423.000.76.535.80.31.00
4.4<
8048104145
WWTP: INDIA INK
India Ink
423.000.76.535.80.31.00
60.1'
9.8% Sales Tax
423.000.76.535.80.31.00
5.8�
Total:
115.6E
225118
4/13/2017
067917 WALLY'S TOWING INC
57729
INV#57729 - EDMONDS PD
TOW 1996 LEXUS #BAJ9067
001.000.41.521.22.41.00
159.0(
9.8% Sales Tax
001.000.41.521.22.41.00
15.5E
Total:
174.5E
225119
4/13/2017
067195 WASHINGTON TREE EXPERTS
117-294
YOST PARK TREE SERVICE
YOST PARK TREE SERVICE
001.000.64.576.80.48.00
850.0(
Page: 38
Packet Pg. 60
vchlist
04/13/2017 9:22:18AM
Voucher List
City of Edmonds
4.2.a
Page: 39
Bank code :
usbank
Voucher
Date
Vendor
Invoice
PO # Description/Account
Amoun
225119
4/13/2017
067195 WASHINGTON TREE EXPERTS
(Continued)
9.8% Sales Tax
001.000.64.576.80.48.00
83.3(
Total:
933.3(
225120
4/13/2017
075635 WCP SOLUTIONS
10049872
FAC MAINT - CLEANERS, TOWELS
Fac Maint - Cleaners, Towels
001.000.66.518.30.31.00
263.8(
9.8% Sales Tax
001.000.66.518.30.31.00
25.8:
10053839
FAC MAINT - SUPPLIES
Fac Maint - Supplies
001.000.66.518.30.31.00
27.6(
10.3% Sales Tax
001.000.66.518.30.31.00
2.8z
Total:
320.05
225121
4/13/2017
074609 WEST COASTARMORY NORTH
FEB-17
INV#FEB-17 CUST ID - EDMONDS I
BAY RENTAL 2/22/17
001.000.41.521.40.41.00
40.0(
RANGE USAGE - ROBINSON 2/3/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - MORRISON 2/7/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - GAGNER 2/9/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - GAGNER 2/16/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - BORST 2/16/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - BRUGGMAN 2/19/
001.000.41.521.40.41.00
13.6(
RANGE USAGE - JOHNSEN 2/21/17
001.000.41.521.40.41.00
13.6(
RANGE USAGE - BRUGGMAN 2/21/
001.000.41.521.40.41.00
13.6(
Page: 39
Packet Pg. 61
vchlist
04/13/2017 9:22:18AM
Bank code : usbank
Voucher Date Vendor
225121 4/13/2017 074609 WEST COASTARMORY NORTH
225122 4/13/2017 075122 YAKIMA CO DEPT OF CORR
107 Vouchers for bank code : usbank
107 Vouchers in this report
Voucher List
City of Edmonds
4.2.a
Page: 40
Invoice PO # Description/Account Amoun
(Continued)
RANGE USAGE - POLAND 2/26/17
001.000.41.521.40.41.00
13.6( Y
9.8% Sales Tax
001.000.41.521.40.41.00
a�
12.0(
MAR-17 INV#MAR-17 CUST ID-EDMONDS PI
E
BAY RENTAL 3/14/17
001.000.41.521.40.41.00
80.0( 6
RANGE USAGE - ROBINSON 3/17/1
0
001.000.41.521.40.41.00
13.6( 5
9.8% Sales Tax
o
L
001.000.41.521.40.41.00
1.3z 0-
Total :
270.0( Q
MARCH 2O17 INMATE HOUSING & MEDICAL - EDI
ti
35 DAYS HOUSING @ $57.20/DAY
001.000.39.523.60.51.00
2,002.0( ti
INMATE MEDICATION
001.000.39.523.60.31.00
6.9< r
Total :
2,008.9: c
Bank total :
474,521.6,
E
Total vouchers :
414,521.6:
Page: 40
Packet Pg. 62
c
m
E
t
U
a
r
r
Q
4.2.b
PROJECT NUMBERS (By Project Title)
Project
Engineerin
Accounting
Project
Funding
Protect Title
Number
Number
STM
12th Ave & Sierra Stormwater System Improvements
c484
E51FE
STR
15th St. SW Walkway (Edmonds Way to 8th Ave)
c424
E3DC
STM
183rd PI SW Storm Repairs
c491
E61FE
SWR
2013 Sanitary Sewer Pipe Rehabilitation
c390
E2GB
SWR
2013 Sewerline Replacement Project
c398
E3GA
STR
2014 Chip Seals
c451
E4CB
STM
2014 Drainage Improvements
c433
E41FA
STM
2014 Lake Ballinger Associated Projects
c436
E4FD
STR
2014 Overlay Program
c438
E4CA
WTR
2014 Waterline Overlays
c452
E4CC
STM
2015 Citywide Drainage Improvements/Rehab Projects
c466
E51FA
STR
2015 Overlay Program
c463
E5CA
SWR
2015 Sewerline Overlays
i007
E5CC
SWR
2015 Sewerline Replacement Project
c441
E4GA
STR
2015 Traffic Calming
c471
E5AB
WTR
2015 Waterline Overlays
c475
E5CB
WTR
2015 Waterline Replacement Program
c440
E4JB
STR
2016 Curb Ramp Upgrades
i016
E6DC
STR
2016 Overlay Program
i008
E6CA
SWR
2016 Sanitary Sewer Replacement Projects
c469
E5GA
SWR
2016 Sewerline Overlays
i010
E6CC
WTR
2016 Water Comp Plan Update
c460
E4JC
WTR
2016 Waterline Overlays
i009
E6CB
WTR
2016 Waterline Replacement Projects
c468
E5JA
STR
2017 Curb Ramp Upgrades
i022
E7DA
STR
2017 Minor Sidewalk Program
i023
E7DB
STR
2017 Overlay Program
i018
E7CA
SWR
2017 Sanitary Sewer Replacement Project
i013
E6GA
SWR
2017 Sewerline Overlays
i020
E7CC
STR
2017 Traffic Calming
i021
E7AA
WTR
2017 Waterline Overlays
i019
E7CB
WTR
2017 Waterline Replacement Projects
i014
E6J13
SWR
2018/19 Sewerline Replacement Project
c492
E6GC
WTR
2018/19 Waterline Replacement Project
c493
E6JC
Revised 4/13/2017 Packet Pg. 63
4.2.b
PROJECT NUMBERS (By Project Title)
Project
Engineerin
Accounting
Project
Funding
Protect Title
Number
Number
STR
220th Street Overlay Project
c462
E4CD
STM
224th & 98th Drainage Improvements
c486
E6FB
WTR
224th Waterline Relocation (2013)
c418
E3J13
STR
228th St. SW Corridor Improvements
i005
E7AC
STR
236th St. SW Walkway (Edmonds Way to Madrona School)
c425
E3DD
STR
238th St. SW Walkway (100th Ave to 104th Ave)
c423
E3DB
STR
238th St. SW Walkway (Edmonds Way to Hwy 99)
c485
E6DA
STM
3rd Ave Rain Gardens
i012
E6FC
STR
76th Ave W at 212th St SW Intersection Improvements
c368
E1 CA
STR
9th Avenue Improvement Project
c392
E2AB
FAC
AN Upgrades - Council Chambers
c476
E5LA
STR
ADA Curb Ramp Upgrades along 3rd Ave S
c426
E3DE
STR
ADA Transition Plan
s016
E6DB
STR
Bikelink Project
c474
E5DA
PRK
City Spray Park
c417
E4MA
SWR
Citywide CIPP Sewer Rehab Phase I
c456
E4GB
SWR
Citywide CIPP Sewer Rehab Phase II
c488
E6GB
STR
Citywide Protected/Permissive Traffic Signal Conversion
i015
E6AB
WTR
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
c482
E5J13
STM
Dayton Street & SR104 Storm Drainage Alternatives
c374
E1 FM
PM
Dayton Street Plaza
c276
E7MA
STM
Dayton Street Storm Improvements (6th Ave - 8th Ave)
c472
E5FC
STM
Dayton Street Stormwater Pump Station
c455
E4FE
FAC
Edmonds Fishing Pier Rehab
c443
E4MB
STM
Edmonds Marsh Feasibility Study
c380
E2FC
General
Edmonds Waterfront Access Analysis
c478
E5DB
FAC
ESCO III Project
c419
E3LB
PRK
FAC Band Shell Replacement
c477
E6MB
WTR
Five Corners Reservoir Re -coating
c473
E5KA
STR
Five Corners Roundabout (212th Street SW @ 84th Avenue W)
c342
E1AA
PM
Fourth Avenue Cultural Corridor
c282
E8MA
STR
Hwy 99 Access Management Improvements
s014
E6AA
STR
Hwy 99 Enhancements (Phase III)
c405
E2AD
SWR
Lake Ballinger Trunk Sewer Study
s011
E5GB
Revised 4/13/2017 Packet Pg. 64
4.2.b
PROJECT NUMBERS (By Project Title)
Project
Engineerin
Accounting
Project
Funding
Protect Title
Number
Number
STM
LID Retrofits Perrinville Creek Basin
c434
E4FB
SW R
Lift Station #1 Basin & Flow Study
c461
E4GC
STR
Minor Sidewalk Program
i017
E6DD
STM
North Talbot Road Drainage Improvements
c378
E21FA
STM
Northstream Culvert Repair Under Puget Drive
i011
E61FA
STM
Northstream Pipe Abandonment on Puget Drive
c410
E3FE
STM
NPDES (Students Saving Salmon)
m013
E7FG
STM
OVD Slope Repair & Stabilization
m105
E7FA
STM
Perrinville Creek Culvert Replacement
c376
E1 FN
STM
Perrinville Creek Stormwater Flow Reduction Retrofit Study
c408
E3FC
FAC
Public Safety Controls System Upgrades
c444
E4LA
STM
Seaview Park Infiltration Facility
c479
E5FD
WWTP
Sewer Outfall Groundwater Monitoring
c446
E4HA
STR
SR104 Corridor Transportation Study
c427
E3AB
STR
SR104/City Park Mid -Block Crossing
c454
E4DB
UTILITIES
Standard Details Updates
solo
E5NA
STM
Storm Drain Improvements @ 9510 232nd St. SW
c495
E7FB
STM
Storm Drainage Improvements - 88th & 194th
c429
E3FG
STM
Stormwater Comp Plan Update
s017
E6FD
STR
Sunset Walkway Improvements
c354
E1 DA
STM
SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
c379
E2FB
STM
SW Edmonds-1 05th/l 06th Ave W Storm Improvements
c430
E3FH
STR
Trackside Warning System
c470
E5AA
STR
Train Trench - Concept
c453
E4DA
STR
Transportation Plan Update
c391
E2AA
STM
Update Stormwater Management Code & Associated Projects
c467
E5FB
UTILITIES
Utility Rate Update
s013
E6JA
PRK
Veteran's Plaza
c480
E6MA
STM
Video Assessment of Stormwater Lines
c459
E4FF
STM
Willow Creek Daylighting/Edmonds Marsh Restoration
c435
E4FC
WWTP
WWTP Outfall Pipe Modifications
c481
E5HA
PRK
Yost Park Spa
c494
E6MC
ui
U
m
U
E
U
0
0
L
Q.
a
a
rn
ti
rn
r
Revised 4/13/2017 Packet Pg. 65
4.2.b
PROJECT NUMBERS (By Engineering Number)
Engineering
Protect
Protect
Accounting
Funding
Number
Number
Protect Title
STR
_ E1AA
c342
Fi1&.QQrneL§.JRoundabgut (212th Street SW @ 84th AvPniu, W�
STR
E1CA
c368
76th Ave W at 212th St SW Intersection Improvements
unset Walkway Improvements
STM
ElFM
c374
Dayton Street & SR104 Storm Drainage Alternatives
c376
Perrinville Creek Culvert Replacement
STR
E2AA
c391
Transportation Plan Update
venue provement Project
STR
E2AD
c405
Hwy 99 Enhancements (Phase III)
MELE2FA
c318
North Talbot Road Drainage Improvements
STM
E2FB
c379
SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
E2FC
d P
Edmonds J J116kility Study
SWR
E2GB
c390
2013 Sanitary Sewer Pipe Rehabilitation
04 Corrido sportation Stu
STR
E3DB
c423
238th St. SW Walkway (100th Ave to 104th Ave)
15th St. SW Walkway (Edmonds Way to 8th Avg
STR
E3DD
c425
236th St. SW Walkway (Edmonds Way to Madrona School)
DA Curb Ramp Upgrades along 3rd Ave
STM
E3FC
c408
Perrinville Creek Stormwater Flow Reduction Retrofit Study
c410
Northstream Pipe Abandonment on Puget Drive
STM
E3FG
_ c429
Storm Drainage Improvements - 88th & 194th
E3FH
� �dmq &-l05th/106th Av
SWR
E3GA
c398
2013 Sewerline Replacement Project
WTR
E3,
224th Waterline Relocation (201
FAC
E3LB
c419
ESCO III Project
STR
E4CA
c438
2014 Overlay Program
STR
E4CB
c451
2014 Chip Seals
2014 Waterline Overlays
STR
E4CD
c462
220th Street Overlay Project
c453
Train Trench - Concept
STR
E4DB
c454
SR104/City Park Mid -Block Crossing
E4FA
STM
E4FB
c434
LID Retrofits Perrinville Creek Basin
TMSr
c435
Willow Creek Daylighting/Edmonds Marsh Restoration
STM
E4FD
c436
2014 Lake Ballinger Associated Projects
vi
d
z
E
0
0
a
Q.
Q
CD
ti
rn
Revised 4/13/2017 Packet Pg. 66
4.2.b
PROJECT NUMBERS (By Engineering Number)
Engineering
Protect
Protect
Accounting
Funding
Number
Number
Protect Title
STM
E4FE
c455
Dayton Street StormwatggWp
STM
E4FF
c459
Video Assessment of Stormwater Lines
' SWW
E4GA
IWO15
Sewerline Replacement Proje
SWR
E4GB
c456
Citywide CIPP Sewer Rehab Phase I
SWR
Lift Station #1 Basin & Flow Study
WWTP
E4HA
c446
Sewer Outfall Groundwater Monitoring
WTR
2015 Waterline Replacement Program
WTR
E4JC
c460
2016 Water Comp Plan Update
c444
Public Safety Controls System Upgrades
PRK
E4MA
c417
City Spray Park
Edmonds Fichin-
STR
E5AA
c470
Trackside Warning System
STR
01 affic Calmi
STR
E5CA
c463
2015 Overlay Program
WTR
L
2015 Waterline Overlays
SWR
E5CC
i007
2015 Sewerline Overlays
5DA
Bikelink Projec
General
E5DB
c478
Edmonds Waterfront Access Analysis
E5FA
c466
015 Citywide Drainage Improvements/Rehab Projects
STM
E5FB
c467
Update Stormwater Management Code & Associated Projects
E5FC
rovements (6th Ave - 8th Ave)
STM
E51FD
c479
Seaview Park Infiltration Facility
STM
r
12th Ave & Sierra Stormwater System Improvements
SWR
E5GA
c469
2016 Sanitary Sewer Replacement Projects
SWR
E5GB
Lake Ballinger Trunk Sewer Study
WWTP
E5HA
c481
WWTP Outfall Pipe Modifications
16 Waterline Replaceme
WTR
E5JB
c482
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
WTR
E5KA
c473
Five Corners Reservoir Re-coatin
FAC
E5LA
c476
AN Upgrades - Council Chambers
UTILITIE
ails Update
STR
E6AA
s014
Hwy 99 Access Management Improvements
STR
i015
Citywide Protected/Permissive Traffic Signal Conversion
STR
E6CA
i008
2016 Overlay Program
vi
d
z
E
0
0
L
a
Q.
Q
CD
1-
CD
Revised 4/13/2017 Packet Pg. 67
4.2.b
PROJECT NUMBERS (By Engineering Number)
Engineering Protect
Protect
Accounting
Funding Number
Number
Protect Title
WTR E6CB
i009
2116 Waterline O
SWR E6CC
i010
2016 Sewerline Overlays
c485
'2238th St. SW Walkway (Edmonds Way to Hwy 99)
STR
E6DB
s016
ADA Transition Plan
I
E6DC
i016
2016 Curb Ramp Upgrades
...
STR
E6DD
i017
Minor Sidewalk Program
vi
Norths� Culvert Repair Under Puget Drive
�
E
STM
E6FB
c486
224th & 98th Drainage Improvements
Ave Rain Gardens
c
STM
E6FD
s017
Stormwater Comp Plan Update
>
1
i
0
0.
SWR
E6GA
i013
2017 Sanitary Sewer Replacement Project
Q
SWW
E6GB
Citywide CIPP Sewer Rehab Phase
CD
1-
SWR
E6GC
c492
2018/19 Sewerline Replacement Project
UTILITIES
013
Utility Rate Update
WTR
E6J13
i014
2017 Waterline Replacement Projects
o
WTR
q
E6JC
2018/19 Waterline Replacement Project
N
PRK
E6MA
c480
Veteran's Plaza
E
z
PRK
E6MB
FAC Band Shell Replacement
o
a`
PRK
E6MC
c494
Yost Park Spa
STR
i021
21
STR
E7AC
i005
228th St. SW Corridor Improvements
.r
STR
i018
2017 Overlay Progra
WTR
E7CB
i019
2017 Waterline Overlays
LL
SWR
E7CC
2017 Sewerline Overlays
c
E
STR
E7DA
i022
2017 Curb Ramp Upgrades
2017 Minor Sidewalk Program Q
STM E7FA m105 OVD Slope Repair & Stabilization
c495 Storm Drain Improvements @ 9510 232nd St. SW
STM E7FG m013 NPDES (Students Saving Salmon)
276 Dayton Street Plaza
PM E8MA c282 Fourth Avenue Cultural Corridor
Revised 4/13/2017 Packet Pg. 68
4.2.b
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Protect Title
PM
E7MA
c276
Dayton Street Plaza
PM
E8MA
c282
Fourth Avenue Cultural Corridor
STR
E1AA
c342
Five Corners Roundabout (212th Street SW @ 84th Avenue W)
STR
E1 DA
c354
Sunset Walkway Improvements
STR
E1CA
c368
76th Ave W at 212th St SW Intersection Improvements
STM
E1 FM
c374
Dayton Street & SR104 Storm Drainage Alternatives
STM
E1FN
c376
Perrinville Creek Culvert Replacement
STM
E2FA
c378
North Talbot Road Drainage Improvements
STM
E2FB
c379
SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
STM
E2FC
c380
Edmonds Marsh Feasibility Study
SWR
E2GB
c390
2013 Sanitary Sewer Pipe Rehabilitation
STR
E2AA
c391
Transportation Plan Update
STR
E2AB
c392
9th Avenue Improvement Project
SWR
E3GA
c398
2013 Sewerline Replacement Project
STR
E2AD
c405
Hwy 99 Enhancements (Phase III)
STM
E3FC
c408
Perrinville Creek Stormwater Flow Reduction Retrofit Study
STM
EYE
c410
Northstream Pipe Abandonment on Puget Drive
PRK
E4MA
c417
City Spray Park
WTR
E3J13
c418
224th Waterline Relocation (2013)
FAC
E3LB
c419
ESCO III Project
STR
E3DB
c423
238th St. SW Walkway (100th Ave to 104th Ave)
STR
E3DC
c424
15th St. SW Walkway (Edmonds Way to 8th Ave)
STR
E3DD
c425
236th St. SW Walkway (Edmonds Way to Madrona School)
STR
E3DE
c426
ADA Curb Ramp Upgrades along 3rd Ave S
STR
E3AB
c427
SR104 Corridor Transportation Study
STM
E3FG
c429
Storm Drainage Improvements - 88th & 194th
STM
E3FH
c430
SW Edmonds-105th/106th Ave W Storm Improvements
STM
E4FA
c433
2014 Drainage Improvements
STM
E4FB
c434
LID Retrofits Perrinville Creek Basin
STM
E4FC
c435
Willow Creek Daylighting/Edmonds Marsh Restoration
STM
E4FD
c436
2014 Lake Ballinger Associated Projects
STR
E4CA
c438
2014 Overlay Program
WTR
E4JB
c440
2015 Waterline Replacement Program
SWR
E4GA
c441
2015 Sewerline Replacement Project
ui
U
m
t
U
E
2
U
0
0
L
Q.
a
a
rn
ti
rn
r
Revised 4/13/2017 Packet Pg. 69
4.2.b
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Protect Title
FAC
E4MB
c443
Edmonds Fishing Pier Rehab
FAC
E4LA
c444
Public Safety Controls System Upgrades
WWTP
E4HA
c446
Sewer Outfall Groundwater Monitoring
STR
E4CB
c451
2014 Chip Seals
WTR
E4CC
c452
2014 Waterline Overlays
STR
E4DA
c453
Train Trench - Concept
STR
E4DB
c454
SR104/City Park Mid -Block Crossing
STM
E4FE
c455
Dayton Street Stormwater Pump Station
SWR
E4GB
c456
Citywide CIPP Sewer Rehab Phase I
STM
E4FF
c459
Video Assessment of Stormwater Lines
WTR
E4JC
c460
2016 Water Comp Plan Update
SWR
E4GC
c461
Lift Station #1 Basin & Flow Study
STR
E4CD
c462
220th Street Overlay Project
STR
E5CA
c463
2015 Overlay Program
STM
E5FA
c466
2015 Citywide Drainage Improvements/Rehab Projects
STM
E5FB
c467
Update Stormwater Management Code & Associated Projects
WTR
E5JA
c468
2016 Waterline Replacement Projects
SWR
E5GA
c469
2016 Sanitary Sewer Replacement Projects
STR
E5AA
c470
Trackside Warning System
STR
E5AB
c471
2015 Traffic Calming
STM
E5FC
c472
Dayton Street Storm Improvements (6th Ave - 8th Ave)
WTR
E5KA
c473
Five Corners Reservoir Re -coating
STR
E5DA
c474
Bikelink Project
WTR
E5CB
c475
2015 Waterline Overlays
FAC
E5LA
c476
AN Upgrades - Council Chambers
PRK
E6MB
c477
FAC Band Shell Replacement
General
E5DB
c478
Edmonds Waterfront Access Analysis
STM
E5FD
c479
Seaview Park Infiltration Facility
PRK
E6MA
c480
Veteran's Plaza
WWTP
E5HA
c481
WWTP Outfall Pipe Modifications
WTR
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STM
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12th Ave & Sierra Stormwater System Improvements
STR
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STM
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4.2.b
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Protect Title
SWR
E6GB
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Citywide CIPP Sewer Rehab Phase II
STM
E6FE
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183rd PI SW Storm Repairs
SWR
E6GC
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2018/19 Sewerline Replacement Project
WTR
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2018/19 Waterline Replacement Project
PRK
E61VIC
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Yost Park Spa
STM
E7FB
c495
Storm Drain Improvements @ 9510 232nd St. SW
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228th St. SW Corridor Improvements
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2016 Overlay Program
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E6CC
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Northstream Culvert Repair Under Puget Drive
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3rd Ave Rain Gardens
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WTR
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2017 Waterline Replacement Projects
STR
E6AB
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2016 Curb Ramp Upgrades
STR
E6DD
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UTILITIES
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Lake Ballinger Trunk Sewer Study
UTILITIES
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Utility Rate Update
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Hwy 99 Access Management Improvements
STR
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ADA Transition Plan
STM
E6FD
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Stormwater Comp Plan Update
Revised 4/13/2017 Packet Pg. 71
PROJECT NUMBERS (By Funding)
4.2.b
Funding Proiect Title
FAC AN Upgrades - Council Chambers
qq
FAC Edmonds Fishing Pier Reh
FAC
ESCO III Project
Public Safety Controls System Upgrades
General
Edmonds Waterfront Access Analysis
Dayton greet Plaza
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Fourth Avenue Cultural Corridor
City Spray Park
PRK
FAC Band Shell Replacement
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PRK
Yost Park Spa
STW12thVWVe
&Sierra Stormwater System Improvements
STM 183rd PI SW Storm Repairs
STM 2214 Drainage Improvements
Protect Engineerin
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Number Number
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2014 Lake Ballinger Associated Projects
c436
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2015 Citywide Drainage Improvements/Rehab Projects
c46
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224th & 98th Drainage Improvements
c486
E6FB
STM
3rd Ave Rain Gardens EL.J
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E6FC
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Dayton Street & SR104 Storm Drainage Alternatives
c374
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Dayton Street Storm Improvements (6th Ave - 8th Ave)
STM
Dayton Street Stormwater Pump Station
c455
E4FE
TM
Edmonds Marsh Feasibility Study=
c380
E2FC
STM
LID Retrofits Perrinville Creek Basin
c434
E4FB
albot Road provement
c378
STM
Northstream Culvert Repair Under Puget Drive
i011
E6FA
STM
Northstream Pipe Abandonment on Puget Drive
c410
_
STM
NPDES (Students Saving Salmon)
m013
E7FG
MOVD
Slope Repair & Stabilization
m105
STM
Perrinville Creek Culvert Replacement
c376
E1 FN
STM
Perrinville Creek Stormwater Flow Reduction Retrofit Study
c408
STM
Seaview Park Infiltration Facility
c479
E5FD
Dr�rement t. SW
c495
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Storm Drainage Improvements - 88th & 194th
c429
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s017
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Revised 4/13/2017
Packet Pg. 72
PROJECT NUMBERS (By Funding)
4.2.b
Funding Protect Title
STM SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
SW Edmonds-i5th/106th Ave W Storm Improvement
STM Update Stormwater Management Code & Associated Projects
Video Assessment of Stormwater Li
STM Willow Creek Daylighting/Edmonds Marsh Restor
S11W 15th St. SV Valkway (Edmonds Way to 8th Ave)
STR 2014 Chip Seals
2014 Overlay Program
STR 2015 Overlay Program
SJ& 2015
STR 2016 Curb Ramp Upgrades
2016 Overlay Program 1�
STR 2017 Curb Ramp Upgrades
dewalk Program
STR 2017 Overlay Program
STR 201Wraffic Calming
Protect Engineerin
Accounting Project
Number Number
c379 E2FB
c430
c467 E5FB
c45
auvn C435
E4FC
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E4CB
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c463
E5CA
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STR 220th Street Overlay Project c462 E4CD
STR 228th St. S\OLCorridor Improvements
STR 236th St. SW Walkway (Edmonds Way to Madrona School) c425 E3DD
STR 238th St. SW Walkway (100th Ave to 104th Ave
STR 238th St. SW Walkway (Edmonds Way to Hwy 99)
W76th Ave W at 212th St SW Intersection Improvements
STR 9th Avenue Improvement Project
urb Ramp Upgrades along 3rd Ave S
STR ADA Transition Plan
Bikelink Project I
STR Citywide Protected/Permissive Traffic Signal Conversion
2th
STR Hwy 99 Access Management Improvements
wy 99 Enhancements (Phase III)
STR Minor Sidewalk Program
STR SR104 Corridor Transportation Study
STR SR104/City Park Mid -Block Crossing
STR Sunset Walkway Improvements
c485 E6DA
Xc36
c392 E2AB
s016 E6DB
i015 E6AB
s014 E6AA
i017 E6DD
c454 E4DB
c354
Revised 4/13/2017 Packet Pg. 73
PROJECT NUMBERS (By Funding)
4.2.b
Funding
Proiect Title
STR
Trackside Warning System
rench - ConceQM
STIR
Transportation Plan Update
2013 Sanitary Sewer Pipe Rehabilitation
SWR
2013 Sewerline Replacement Project
ML
15 Sewerline Overlays
SWR
2015 Sewerline Replacement Project
Moor2016
Sanitary Sewer Replacement Projects
SWR
2016 Sewerline Overlays
SWR
2017 Sanitary Sewer Replacement Project
Protect
Engineerin
Accounting
Proiect
Number
Number
c470
E5AA
c453
c391 E2AA
c390 E2GB
c398 E3GA
i0(l7
c441 E4GA
i010 E6CC
i01
SWR 2017 Sewerline Overlays i020 E7CC
_ 2018/19 Sewerline ReplacenlAroje-`
SWR Citywide CIPP Sewer Rehab Phase I
Citywide CIPP Sewer Rehab Phase II
SWR Lake Ballinger Trunk Sewer Study
Lif�1 B
UTILITIES Standard Details U
Utility Rate U
c456
E4GB
c488
E6GB
s011
E5GB
AM61
E4GC
solo
E5NA
E6JA
WTR
2014 Waterline Overlays
c452
E4CC
TR
MENEE5CB
WTR
2015 Waterline Replacement Program
c440
E4J13
TR
2016 Water Comp Plan Update11111110
WTR
2016 Waterline Overlays
i009
E6CB
(VTR
2016 Waterline Replacement Projects
Y46
WTR
2017 Waterline Overlays
i019
E7CB
T
aterline Replacement&roje=
WTR
2018/19 Waterline Replacement Project
c493
E6JC
WTR
224th Waterline Relocation (2013) IW
WTR
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
c482
E5J13
Five Corners Reservoir Re -coating
WWTP
Sewer Outfall Groundwater Monitoring
c446
E4HA
e Modifications
c481
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4.3
City Council Agenda Item
Meeting Date: 04/18/2017
Resolution Adopting CEMP and Debris Management Plan
Staff Lead: Al Compaan
Department: Police Services
Preparer: Al Compaan
Background/History
CEMP and Debris Management Plan reviewed by City Council at its meeting of April 11, 2017.
Per Council direction, resolution approving the plans placed on Consent Agenda.
Narrative
City Council reviewed the CEMP and Debris Management Plan at its April 11, 2017 meeting, and agreed
by consensus to place the resolution approving the plans on consent agenda.
Attachments:
City of Edmonds CEMP Adoption Resolution 4.18.17
04-18-17 Accepted Changes FINAL CEMP
Packet Pg. 75
4.3.a
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDMONDS, WASHINGTON, TO ADOPT THE APRIL 2017
AMENDMENTS TO THE 2015 CITY OF EDMONDS
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN AND
DISASTER DEBRIS MANAGEMENT PLAN.
WHEREAS, the City of Edmonds has prepared a Comprehensive Emergency Management Plan in
accordance with RCW 38.52 and WAC 118-30; and
WHEREAS, the City of Edmonds has also had prepared a Disaster Debris Management Plan; and
WHEREAS, the City has previously submitted these plans during calendar year 2015 to the Washington
State Military Department, Emergency Management Division for review and acceptance; and
WHEREAS, Washington State law requires the CEMP to be reviewed and updated at least once every
two calendar years; and
WHEREAS, the City has now made certain amendments to the 2015 City of Edmonds Comprehensive
Emergency Management Plan and Disaster Debris Management Plan;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
1. The Edmonds City Council hereby adopts the April 2017 amendments to the
Comprehensive Emergency Management Plan and Disaster Debris Management Plan
pursuant to the requirements of RCW 38.52 and WAC 118-30, to be effective
immediately upon adoption, and to continue in full force and effect until further
amended. Copies of such plans are attached hereto as Exhibit A, and incorporated by this
reference as fully as if herein set forth.
RESOLVED this day of 2017.
APPROVED:
MAYOR, DAVID O. EARLING
Resolution #
Page 1
Packet Pg. 76
4.3.a
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
Resolution #
Page 2
Packet Pg. 77
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4.3.b
INTRODUCTION
The City of Edmonds (hereinafter referred to as "City") Comprehensive Emergency
Management Plan (CEMP) describes the basic strategies, assumptions, objectives and
operational protocols which will guide the City's emergency management efforts
through preparedness, response, recovery, and mitigation. To facilitate effective
operations, the City's CEMP utilizes an Emergency Support Function (ESF) approach.
Each ESF identifies the City Department primarily responsible for organizing response
actions related to that ESF, as well as support departments and agencies.
The City's CEMP is designed to be flexible, adaptable, and scalable. It articulates the
roles and responsibilities among City Departments, contract service providers, and
community partners. The CEMP includes a Basic Plan and supplemental documents
that provide more detailed information to assist City officials and others implementing
the CEMP. The City's CEMP is organized as follows:
• Basic Plan — The Basic Plan describes the process for preparedness, response,
recovery, and mitigation activities within the City.
• Emergency Support Functions (ESFs) — The ESFs describe, in more detail,
responsibilities and processes necessary for specific response actions.
• Incident Specific Annexes — Each Annex outlines the response to a specific
incident or situation. The City's CEMP includes annexes for Evacuation;
Damage Assessment; and Animal Protection.
Once an incident occurs within Edmonds, the CEMP is engaged at the discretion of the
City's senior leadership. The nature of the incident will dictate which plans and
procedures are initiated, as well as which ESFs may be required.
The intent of the CEMP is to reduce the possible consequences of an emergency or
disaster, by preventing loss of life, limiting damage to infrastructure, and supporting the
City's return to normalcy.
Edmonds CEMP
January 2017
Packet Pg. 80
4.3.b
AUTHORITIES AND REFERENCES
This is a compilation of authorities and references used in the completion of this version
of the City's CEMP. References include City, State and Federal codes and regulations
as well as plans and widely used standards.
CODES AND REGULATIONS:
City of Edmonds
Ordinance 2224
Municipal Code 6.60
Washington State
RCW 35.33.081, Emergency Expenditures — Non -debatable Emergencies
RCW 35.33.101, Emergency Warrants
RCW 35A.38, Emergency Services
RCW 38.52, Emergency Management
RCW 38.52.070, Local Organization and Joint Local Organizations Authorized
RCW 39.34, Interlocal Cooperation Act
RCW 42.12, Vacancies
RCW 42.14, Continuity of Government
RCW 43.43, Washington State Patrol — State Fire Service Mobilization Plan
RCW 47.68.380, Search and Rescue
RCW 49.60, Laws Against Discrimination
WAC 118-04, Emergency Worker Program
WAC 118-30, Local Emergency Management/Services Organizations, Plans and
Programs
WAC 296-62, General Occupational Health Standards
Federal
Public Law 93-288, The Robert T. Stafford Disaster Relief and Emergency Assistance
Act, as amended
Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986,
Title III, Emergency Planning and Community Right to Know
Homeland Security Presidential Directive 1 - 8
Homeland Security Act of 2002
Americans With Disabilities Act
National Pets Evacuation and Transportation Standards Act of 2006 (H.R. 3858-PETS)
Edmonds CEMP
January 2017
Packet Pg. 81
4.3.b
PLANS
City of Edmonds Emergency Operations Center Procedures
City of Edmonds Damage Assessment Manual
City of Edmonds Disaster Recovery Plan
Edmonds City Departments Standard Operating Procedures
Snohomish County Hazard Mitigation Plan
Snohomish County Law Enforcement Mobilization Plan
Snohomish County Comprehensive Emergency Management Plan (on-
line)
Snohomish Health District Strategic National Stockpile Activation Plan
Snohomish Health District Pandemic Flu Response Plan
Snohomish County Multiple Casualty Incident Plan
Washington State Comprehensive Emergency Response Plan (on-line)
National Response Framework (on-line)
Edmonds CEMP
January 2017
Packet Pg. 82
4.3.b
CITY OF EDMONDS DAVEFARLING
MAYOR
urn ,i
'250 5TH AVENUE NORTH • EDMONDS, WA 96020 • (425) 771-0200 • FAX (425) 771-0208
www.Odmondswa.gov
POLICE DEPARTMENT • AN ACCREDITED LAW ENFORCEMENT AGENCY
CITY OF EDMONDS
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PROMULGATION DOCUMENT
This Comprehensive Emergency Management Plan is intended to meet the planning requirements
of the Washington Administrative Code, Chapter 118-30; the Revised Code of Washington, Title 38 and
Chapters 38.52 and 34.05 as revised; Title III Superfund Amendment and Re -authorization Act of 1986;
and local City Ordinances. Pursuant to these laws, the City's Comprehensive Emergency Management
Plan (the "Plan") is hereby promulgated by the City to provide guidance concerning emergency response
policies, responsibilities, training and actions. This Plan provides guidelines only and does not guarantee
a perfect response. Rather, the City can only endeavor to make every reasonable effort to respond based
on the situation and resources available at the time.
As part of the Plan, the City entered into an Interlocal Agreement for Emergency Management
Services with Snohomish County (the "Agreement") on February 4, 2016, wherein the City authorized
Snohomish County, by and through its Department of Emergency Management, to assist the City with
coordination of emergency management services.
The Plan supports and is compatible with plans of the Snohomish County Department of
Emergency Management and of the State of Washington Emergency Management Division. This Plan
provides support to the Snohomish County Hazardous Materials and WMD Response Plans and other
plans required by State and Federal law.
The provisions of this Plan shall compliment applicable provisions the Agreement. All previous
editions of the City's Plan are considered obsolete and should be destroyed.
DATED THIS DAY OF .2017
Presented By: Received By:
City o dmonds Snohomish County
Dave Earling, Mayor Jason iermann, Director
City of Edmonds Snohomish County Dept. of Emergency Management
Edmonds CEMP
• Incorporated August 11, 1890
Sister City - Hekinan, Japan
iv
January 2017
Packet Pg. 83
4.3.b
DISTRIBUTION LIST
NAME I DEPARTMENT OR AGENCY I PLAN #
Edmonds CEMP v January 2017
Packet Pg. 84
4.3.b
DATE
ctober 2016
Edmonds CEMP
RECORD OF CHANGES
CHANGE MADE
an update of December 2015 version and
I of references to ESCA.
vi
BY WHOM
I Compaan
January 2017
Packet Pg. 85
4.3.b
CITY OF EDMONDS
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
TABLE OF CONTENTS
BASIC PLAN
Section I. Mission and Situation Basic Plan - Page 1
Authority Basic Plan - Page 2
Situation Basic Plan - Page 3
Assumptions Basic Plan - Page 3
Limitations Basic Plan - Page 4
Section II. Organization and Responsibilities
Organization Basic Plan - Page 5
Continuity of Government
Basic Plan
- Page 5
Emergency Management Organization
Basic Plan
- Page 5
Emergency Operations Board
Basic Plan
- Page 5
Emergency Services Coordinating Agency
Basic Plan
- Page 6
Snohomish County Department of Emergency Management
Basic Plan
- Page 6
Emergency Management Committee
Basic Plan
- Page 6
Sub -committees
Basic Plan
- Page 7
Responsibilities
Basic Plan
- Page 7
Law Enforcement Assistance Basic Plan - Page 18
Emergency Response and Support Teams Basic Plan - Page 18
Defense Support of Civil Authorities Basic Plan - Page 18
Section III. Concept of Operations
Concept Basic Plan - Page 19
Edmonds CEMP vii January 2017
Packet Pg. 86
4.3.b
Operations By Time Phase
Section IV. Administrative and Fiscal Procedures
Section V. Logistics
Section VI. Direction, Control and Coordination
NIMS Integration
Direction and Control
On -Scene Management
Coordination
Proclamation of Emergency
Sample Emergency Proclamation
Request for Emergency Assistance
Demobilization
Section VII. Public Information
Section VIII. Training, Exercises and Education
Section IX. On -Going CEMP Management and Maintenance
EMERGENCY SUPPORT FUNCTIONS
Basic Plan - Page 22
Basic Plan - Page 25
Basic Plan - Page 28
Basic Plan - Page 29
Basic Plan - Page 29
Basic Plan - Page 31
Basic Plan - Page 32
Basic Plan - Page 33
Basic Plan - Page 34
Basic Plan - Page 35
Basic Plan - Page 35
Basic Plan - Page 36
Basic Plan - Page 37
Basic Plan - Page 39
Emergency Support Function Responsibility Matrix Page 40
Transportation Emergency Support Function 1 - Page 41
Communications Emergency Support Function 2 - Page 45
Public Works and Engineering Emergency Support Function 3 - Page 52
Firefighting Emergency Support Function 4 - Page 56
Emergency Management Emergency Support Function 5 - Page 60
Edmonds CEMP
viii
January 2017
Packet Pg. 87
4.3.b
Mass Care, Emergency Assistance, Housing Emergency Support Function 6 - Page 64
and Human Services
Logistics and Resource Support
Public Health and Medical
Search and Rescue
Hazardous Materials
Agriculture and Natural Resources
Energy
Public Safety and Security
Long -Term Community Recovery
Emergency Support Function 7 - Page 71
Emergency Support Function 8 - Page 76
Emergency Support Function 9 - Page 83
Emergency Support Function 10 - Page 87
Emergency Support Function 11 - Page 93
Emergency Support Function 12 - Page 97
Emergency Support Function 13 - Page 101
Emergency Support Function 14 - Page 106
External Affairs and Emergency Public Emergency Support Function 15 - Page 113
Information
ESF 16 through 19 Reserved for Future Use
Defense Support to Civil Authorities
SUPPORTANNEXES
Emergency Support Function 20 - Page 119
Support Annex A: Evacuation and Movement
Command and Control Checklist
Planning Checklist
Operations Checklist
Logistics Checklist
Sample Evacuation Order
Support Annex B: Damage Assessment
Support Annex C: Animal Disaster Protection
Support Annex D: Debris Management Plan
Edmonds CEMP ix
Page - 122
Page - 137
Page - 138
Page - 140
Page - 142
Page - 143
Page - 144
Page - 149
Page - 158
January 2017
Packet Pg. 88
4.3.b
CITY OF EDMONDS
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
BASIC PLAN
I. MISSION AND SITUATION
MISSION
It is the policy of the City, in order to protect lives, property, and the environment in
cooperation with other elements of the community, to carry out preparedness and mitigation
activities, respond to natural and human caused emergencies and disasters, and coordinate
the recovery efforts for such incidents.
The City's Emergency Preparedness Goals are:
To coordinate the development and maintenance of the City's CEMP which
provides the framework for organizational activities during disaster operations.
2. Provide a community education and preparedness program for the residential and
business community to assist them in developing self-sufficiency.
3. Provide assistance to City Departments in training activities for the development of first
responder capabilities.
4. Foster an interdepartmental cooperation within the City and with adjacent jurisdictions
as well as with county, state, and federal agencies.
The City's CEMP provides guidance to the Emergency Management Organization for
mitigation, preparedness, response, and recovery operations. This includes: disaster and
emergency responsibilities and procedures, and training and community education activities
The CEMP, including its Emergency Support Functions, checklists and supporting documents,
provides for the coordination of operations during emergencies and disasters, and the best
utilization of all resources within the City.
The CEMP establishes a mutual understanding of authority, responsibilities and functions of
local government and provides a basis for incorporating essential non -governmental agencies
and organizations into the Emergency Management Organization.
All directions contained in this CEMP apply to preparedness and emergency activities
undertaken by the City and supporting organizations required to minimize the effects of
disaster, and facilitate recovery activities. The City provides on -going training and
implementation of the Incident Command System (ICS) per the National Incident
Management System (NIMS) for all natural and human caused disasters. Under the guidance
of the National Response Framework, this CEMP addresses all activities related to local
Edmonds CEMP Basic Plan - 1 January 2017
Packet Pg. 89
4.3.b
incident management, including mitigation, preparedness, response, and recovery actions.
The City's CEMP supports and is compatible with the Snohomish County, Washington State,
and Federal Emergency Response Plans. This document provides support to the Snohomish
County Department of Emergency Management Hazardous Materials and Weapons of Mass
Destruction Response Plan, Title III of the Superfund and Re -authorization Act of 1986 and
other plans required by the State and Federal Governments. Any conflicts will be handled on
a case by case basis.
AUTHORITY
The City's CEMP is developed under the authority of the following local, state, and federal
statutes and regulations:
1. Revised Code of Washington 38.52.070, 35.33.081 and 35.33.101
2. Washington Administrative Codes 118-30, and 296-62-41011
3. U.S. Codes 5121-5202 Disaster Relief Act of 1974, as amended
4. Title III Superfund Amendment and Re -authorization Act of 1986
5. The National Response Framework
6. Presidential Policy Directive-8 on National Preparedness
7. City Ordinance 2224
8. City Municipal Code Chapter 1.02.035
9. City Municipal Code Chapter 6.60
10. The National Pets Evacuation and Transportation Standards Act of 2006 (H.R. 3858-
PETS)
11. The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288,
as amended, 42 U.S.C. 5121 et seq
12. The Americans with Disabilities Act of 1990, as amended, including Executive Order
13166 and Executive Order 13347
Edmonds CEMP Basic Plan - 2 January 2017
Packet Pg. 90
4.3.b
SITUATION
Disasters and emergencies have occurred in Edmonds and will likely occur again in the future.
Through a process of hazard vulnerability analysis it has been determined that the City of
Edmonds is vulnerable to numerous technological, natural, and human caused hazards.
These hazards include: wind, rain and snow storms, earthquake, flood, landslide, tidal surge,
common and private carrier accident, search and rescue emergencies, civil disturbance,
terrorist activity, conventional and nuclear war, explosion, structural collapse, hazardous
material incident, major fire, and energy and utility system failure. Additional information on
these hazards and their associated risks may be found in the Snohomish County Hazard
Identification and Vulnerability Assessment, a separately published document.
ASSUMPTIONS
It is assumed that any of the noted situations could create significant property damage, injury,
loss of life, panic and disruption of essential services in Edmonds. These situations may also
create significant financial, psychological and sociological impact on residents of the
community and the City governmental organization itself.
It is reasonable to assume that with impending incidents such as storms, floods and acts of
war, warnings will be issued to enable some preparation prior to the incident. Other disasters
will come with no advance warning.
In the event of a widespread disaster there will not likely be any significant assistance from
nearby communities, county, state or federal agencies for 72 hours or longer. In this situation
the City will need to rely on available City resources and those of private organizations,
businesses and residents within the city for initial response operations.
The role of the individual resident is of key importance in the response and recovery from
disasters. The immediate availability of resources to respond to the emergencies associated
with a disaster will be limited and responses will have to be prioritized. It is assumed that there
will not be enough resources to respond to every emergency need. Therefore each resident
must be personally responsible for preparing to meet their own emergency needs for at least
seven days. These preparedness items include having a plan, stocking supplies, learning
emergency skills like first aid and CPR, and reducing hazards in the home and workplace.
Edmonds may be requested to provide support to other jurisdictions with both resources and
sheltering during emergencies and disasters not affecting this City.
Edmonds CEMP Basic Plan - 3 January 2017
Packet Pg. 91
4.3.b
LIMITATIONS
The information and procedures included in this CEMP have been prepared utilizing the best
information and planning assumptions available at the time of preparation. There is no
guarantee implied by this CEMP that in major emergencies and disaster situations that a
perfect response to all incidents will be practical or possible. As Edmonds response
resources may be overwhelmed and essential systems may be dysfunctional, the City can
only endeavor to make every reasonable effort to respond based on the situation,
information, and resources available at the time the situation occurs.
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4.3.b
II. ORGANIZATION AND RESPONSIBILITIES
ORGANIZATION
The City of Edmonds operates under a Mayor/Council form of government. The Mayor leads
the executive branch and the members of the City Council make up the legislative branch of
Edmonds City government. The executive and legislative branches of the City of Edmonds are
responsible for overall policy direction within the City.
As the chief elected official, the Mayor, in cooperation with the City Council, has designated
the Police Chief to serve as the City's Disaster Coordinator.
The City contracts with Snohomish County Department of Emergency Management (SnoCo
DEM) for Emergency Management Services.
The day-to-day organizational structure of Edmonds City Departments will be maintained as
much as practical for major emergency and disaster situations. Other public and private
organizations, school districts, and volunteer organizations may, under mutual agreement,
operate in coordination with this CEMP.
CONTINUITY OF GOVERNMENT
The Continuity of Government Act RCW 42.14 establishes provisions for the continuity of
government in the event its leadership is incapacitated. RCW 35A.13.020, 35A.42.030 and
42.12.070; and Edmonds Municipal Code 1.02.035 provide for filling vacancies of elected
officials in the City.
EMERGENCY MANAGEMENT ORGANIZATION
The Emergency Management Organization shall be compatible with the existing City
organization and shall provide clear lines of authority and channels of communication. It will
provide for the incorporation of existing staff having emergency response capabilities and
those having support roles.
EMERGENCY OPERATIONS BOARD
The Emergency Operations Board oversees and provides policy recommendation to the
Legislative Branch during emergency and recovery periods and provides direction for the
development and maintenance of the CEMP. The Emergency Operations Board shall
oversee the activities of, and provide direction to the Emergency Management Committee
during major emergencies and disasters. The Emergency Operation Board provides policy
direction for emergency preparedness and mitigation.
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4.3.b
The City of Edmonds Emergency Operations Board consists of the Mayor and all City
Department Directors. The Mayor will serve as Chair of the Board.
SNOHOMISH COUNTY DEPARTMENT OF EMERGENCY MANAGEMENT
The staff of the Snohomish County Department of Emergency Management (SnoCo DEM)
provides technical assistance to the City of Edmonds for the development and ongoing
maintenance of the CEMP and related activities within the City in coordination with the
Edmonds Disaster Coordinator. The SnoCo DEM staff coordinates with outside agencies
and organizations involved in emergency planning. The SnoCo DEM staff manages the
County Emergency Coordination Center during activation and interacts with outside agencies
to coordinate emergency support activities.
EMERGENCY MANAGEMENT COMMITTEE
The Emergency Management Committee provides staff support, direction and expertise in
development of the CEMP and all supporting documents. The Disaster Coordinator or
designee shall serve as chair of the Committee. The Committee is comprised of key
personnel designated by each City Department Director and members of outside professional
and volunteer organizations having key roles in emergency preparedness, planning and
response activities. Members of the Emergency Management Committee will normally staff
the City's Emergency Operations Center as necessary during activation and coordinate the
activities in their respective divisions or area of responsibility during major emergencies and
disasters. The City's Emergency Operations Center is located in the Edmonds Public Safety
Building and activates in support of the City's response to emergencies and disasters.
The Emergency Management Committee consists of representatives from the following:
Mayor
Office of the Mayor Staff
Community Services / Economic Development Department
Courts
Development Services Department
Finance Department
Fire Marshal
Human Resources Department
Parks and Recreation Department
Police Department
Public Works Department
Snohomish County DEM Representative
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4.3.b
SUB -COMMITTEES
Sub -committees as determined necessary by the Emergency Management Committee and the
Committee Co-chairs may include individuals from outside organizations. Sub -committees will
be chaired by a member of the Emergency Management Committee. Oversight of sub-
committee work will be the responsibility of the Disaster Coordinator, or designee.
RESPONSIBILITIES - CITY OF EDMONDS
ALL DIVISIONS LISTED BELOW, MAYOR, CITY CLERK, HUMAN RESOURCES AND
INFORMATION SERVICES
Develop plans for employee notification and support during disaster activities.
2. Coordinate the registration of temporary emergency workers and volunteers.
3. Provide liaison for coordination with telephone service providers for the reestablishment
of telephone services to the City government and guidance to City Departments for the
protection of telephone systems.
MAYOR
Proclaim local emergency.
2. Provide visible leadership to the community and makes announcements to the media.
3. The Mayor or his/her successor may proclaim special emergency orders under
Edmonds Municipal Code 6.60.
4. Provide policy direction through the Emergency Operations Board.
5. Provide overall direction and support of emergency operations as the Chair of the
Emergency Operations Board.
6. Request assistance, when necessary, from the Snohomish County Department of
Emergency Management (SnoCo DEM) and Washington State Emergency
Management Division (EMD), and the Federal Emergency Management Agency (FEMA)
through the SnoCo DEM.
7. Provide for emergency preparedness, mitigation, response and recovery activities to be
carried out within the city.
8. Appoint Public Information Officer or Public Information Officer Group to coordinate
preparation and dissemination of information to the public and the media.
9. Issue notice of evacuation when necessary.
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4.3.b
10. Maintain continuity of government.
11. Provide for coordination of visiting officials from other jurisdictions and levels of
government.
12. Direct Office of the Mayor Staff activities.
OFFICE OF THE MAYOR
Develop Standard Operating Procedures as outlined in Section III — Concept of
Operations as they relate to the Office. For disaster response purposes, the Office of
the Mayor consists of the Mayor and Senior Executive Assistant, City Clerk's Office,
Human Resources Staff, and the Information Services.
2. Provide for the identification and preservation of essential department records.
3. Document emergency -related costs and activities.
4. Serve in a variety of staff and liaison roles during disaster operations.
INFORMATION SERVICES
Chief Information Officer will provide coordination between the Information Services
Department and telephone/internet service providers for the re-establishment of
telephone/internet services to the City government; and guidance to City Departments
for the protection of its information technology systems.
2. Develop plans for and coordinate the recovery operations of the City's telephone and
computer systems following disaster situations.
3. Assist in preparing Proclamation of Local Emergency.
4. Provide computer and telecommunications support to the Emergency Operations
Center.
5. Provide City Departments with guidance and direction for the protection of computer
hardware, software and data.
CITY COUNCIL
Appropriate funds to meet emergency needs.
2. Maintain continuity of government.
3. Appropriate funds to provide emergency preparedness programs and mitigation
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4.3.b
activities within the city.
CITY COUNCIL PRESIDENT
Perform the duties of the Mayor in his/her absence.
SNOCO DEM
In cooperation with the City Disaster Coordinator, provide technical assistance and
support in the development and maintenance of the City's CEMP.
2. Assist with the development of associated documents and standard operating
procedures which support the CEMP.
3. Manage the SnoCo DEM Emergency Coordination Center during activation.
4. Assist City with Proclamation of Local Emergency and coordinate requests for outside
assistance through county, state and federal agencies.
5. Assist responsible City staff in the preparation of disaster assistance paperwork and
submit to the appropriate agencies.
6. Provide for public information and education on emergency preparedness.
7. Coordinate dissemination of emergency warning information through the Emergency
Alert System (EAS), AlertSense, and other available County resources.
8. Assist with coordination of mitigation and preparedness activities as requested by the
Mayor.
9. Coordinate amateur radio operators during disaster operations.
10. Act as liaison between City personnel and military personnel responding to an
emergency.
11. Coordinate the establishment of disaster resource centers to support community
recovery efforts.
12. Provide technical assistance for recovery planning.
DISASTER COORDINATOR
Coordinate the development and maintenance of the city's CEMP.
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4.3.b
2. Chair the Emergency Management Committee and coordinate the development of
associated documents and standard operating procedures which support the
CEMP.
3. Coordinate Proclamation of Local Emergency with the Office of the Mayor and SnoCo
DEM.
4. Request outside assistance (other than mutual aid) through SnoCo DEM Emergency
Coordination Center or duty officer.
5. Coordinate dissemination of emergency warning information through available city
resources and SnoCo DEM.
6. Coordinate mitigation and preparedness activities as appropriate.
7. Submit completed disaster assistance paperwork to SnoCo DEM for submittal
to appropriate county, state and federal agencies.
SNOCOM COMMUNICATIONS CENTER
As the City's primary Public Safety Answering Point, SnoCom will endeavor to:
Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the center.
2. Provide recommendations for Emergency Operations Center communications
equipment.
3. Provide emergency communications service to the Communications Center service
area, including dissemination of emergency messaging through the AlertSense system
4. Provide information on emergency situations and locations to the Emergency
Operations Center during activation.
5. Coordinate re-establishment of communications system if disrupted.
6. Disseminate initial warning information to public safety agencies.
7. Provide for the identification and preservation of essential Communications Center
records.
8. Document emergency related costs and activities.
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4.3.b
DEPARTMENT OF COMMUNITY SERVICES / ECONOMIC DEVELOPMENT
Serve as the lead agency for the coordination of disaster recovery issues.
2. Manage special disaster planning and recovery projects as assigned by the Mayor
3. Serve on Office of Mayor Staff.
DEPARTMENT OF DEVELOPMENT SERVICES
All Divisions
Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the department.
2. Develop emergency and evacuation plans for facilities used by the department.
3. Provide support to city-wide evacuation planning and assist in evacuation efforts as
appropriate.
4. Provide clerical staff to support administrative activities.
5. Provide for the identification and preservation of essential department records.
6. Document emergency -related costs and activities.
Building Division
Coordinate and compile initial damage assessment and safety evaluation of essential
city-wide buildings.
2. Provide support in the safety evaluation of structures during search and rescue
operations.
3. Determine building safety and recommend evacuation as appropriate.
4. Provide expertise and recommendation for reconstruction, demolition and structural
mitigation during recovery period.
5. Provide streamlined permit process for disaster recovery efforts.
Planning Division
1. Develop plans to deal with land use, environmental impact, and related mitigation
issues following disasters.
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4.3.b
2. Coordinate and compile initial damage assessment and safety evaluation of essential
city-wide buildings.
3. Provide streamlined permit process for disaster recovery efforts.
PUBLIC WORKS DEPARTMENT
All Divisions
Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the department.
2. Develop emergency and evacuation plans for facilities used by the department.
3. Provide support to city-wide evacuation planning and assist in evacuation efforts as
appropriate.
4. Provide clerical staff to support administrative activities.
5. Provide for the identification and preservation of essential department records.
6. Document emergency -related costs and activities.
Operational Divisions
Provide support in the development of plans to deal with public works related mitigation
issues following disasters.
2. Provide for the initial damage assessment of City infrastructure.
3. Coordinate debris removal, traffic control, road closures and protection of public
property.
4. Provide assessment of transportation routes, identify alternate routes and provide
temporary traffic control measures/devices and operational control of traffic signals
5. Provide damage assessment, debris removal, emergency protective measures,
emergency and temporary repairs and/or construction for public works infrastructure
6. Provide damage assessment, emergency repairs for City -owned vehicles, field
communications equipment, department -managed facilities, and coordinate
transportation facilities restoration (signals and street lights).
7. Provide support in initial damage assessment and safety evaluation of essential city-
wide facilities.
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4.3.b
8. Provide light and heavy equipment, generators and supplies.
9. Coordinate with area utility providers for restoration of services.
10. Provide support to the Fire District in hazardous material incident response to City
sewers and streets.
11. Provide field communications support through existing communications equipment
when requested.
12. Provide support to determine building safety and recommend evacuation as
appropriate.
13. Provide support for reconstruction, demolition and structural mitigation activities during
recovery period.
14. Provide support to other departments in the damage assessment of City infrastructure
15. Provide support to other departments in field activities as appropriate.
16. Provide initial interim repair and reconstruction, and coordinate permanent repair and
reconstruction of City facilities.
17. Provide support to perform or contract for major recovery work as appropriate.
Engineering Division
Provide support in the development of plans to deal with land use, environmental
impact, and related mitigation issues following disasters.
2. Provide support in assessment of transportation routes, identify alternate routes and
provide temporary traffic control measures/devices and operational control of traffic
signals.
3. Provide support regarding information and recommendations on traffic routes during
flooding.
4. Provide support in the initial damage assessment of City infrastructure.
5. Assist with utility restoration as appropriate.
6. Provide engineering and architectural services for transportation and municipal
infrastructure, including expertise and recommendations for reconstruction, demolition
and mitigation during the recovery period.
7. Provide support for reconstruction, demolition and structural mitigation activities during
recovery period.
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4.3.b
8. Contract for major recovery work as appropriate.
9. Provide streamlined permit process for disaster recovery efforts.
Waste Water Treatment Plant Division
Provide for the continued operation of the Waste Water Treatment Facility following a
disaster.
2. Prioritize and initiate emergency repairs to the facility.
3. Provide support to other divisions as appropriate.
PARKS & RECREATION DEPARTMENT
Development plans for the coordination of emergency feeding and shelter for the public
during disaster activities.
2. Develop emergency and evacuation plans for municipal facilities under department
management.
3. Develop plans for, and coordinate the utilization of City facilities for temporary
emergency shelters.
4. Provide support to other departments in field activities as appropriate.
5. Develop plans for emergency feeding and shelter for City staff during disaster activities
6. Develop plans for providing limited temporary shelter which accommodates individuals
with access and functional needs.
7. Develop plans and coordinate volunteer groups to assist individuals with access and
functional needs in their homes.
8. Coordinate provision of food and water until Red Cross mass care response assets are
activated.
9. Coordinate the use of City parks for staging areas for disaster operations, mass care
and temporary housing.
10. Provide support to Public Works in debris removal, traffic control, road closures and
protection of public property.
11. Provide field communications support through existing communications equipment.
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4.3.b
12. Provide light and heavy equipment, generators and supplies.
13. Provide information and recommendations on traffic routes during flooding situations.
14. Provide barricades for road closures and re-routing of traffic.
FINANCE DEPARTMENT
1. Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the department.
2. Review contracts for emergency work and procurement.
3. Assist in identifying sources of disaster funds if departmental budgets are exceeded.
4. Assist other departments with the compilation of disaster related financial information
5. Coordinate disaster related purchases and expenditures.
6. Provide for the identification and preservation of essential department records.
7. Document emergency related activities and costs.
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4.3.b
SNOHOMISH COUNTY FIRE DISTRICT 1
The City of Edmonds contracts with Snohomish County Fire District 1 for the provision of fire
suppression and emergency medical services. The District will provide a representative to
assist in planning activities and EOC activations as deemed necessary at the time of the
incident and will endeavor to:
Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the District.
2. Develop emergency and evacuation plans for facilities under District management.
3. Provide command and control for field operations through established command posts
as appropriate.
4. Provide fire suppression services.
5. Provide hazardous materials incident command and radiological monitoring; and
coordinate with outside agencies as appropriate.
6. Provide direction and control for search and rescue activities.
7. Provide technical rescue services.
8. Provide emergency medical services with limited transportation to hospitals.
9. Support evacuation efforts as appropriate.
10. Provide support to City Departments in utility restoration efforts.
11. Provide support to the Public Information Officer in the dissemination of emergency
warning information to the public.
12. Provide support to City Departments in city-wide structural damage assessment, traffic
control, emergency warnings, road closure and protection of property.
13. Participate in initial city-wide damage assessment as appropriate, including assessment
of District facilities and waterfront reconnaissance.
14. Provide for the identification and preservation of essential District records.
15. Document emergency -related activities and costs.
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4.3.b
POLICE DEPARTMENT
Develop Standard Operating Procedures as outlined in Section III - Concept of
Operations as they relate to the department.
2. Develop emergency and evacuation plans for facilities under department management.
3. Provide law enforcement activities within the city.
4. Provide command and control for field operations through established command posts
as appropriate.
5. Provide emergency traffic control.
6. Provide direction and control for evacuation efforts as appropriate.
7. Provide security at the Emergency Operations Center during activation.
8. Provide support to the Snohomish County Medical Examiner in the identification of the
deceased.
9. Provide support in the dissemination of emergency warning information to the public.
10. Participate in initial city-wide damage assessment as appropriate.
11. Provide coordination of explosive device identification, handling, and disposal through
outside agencies.
12. Provide for the identification and preservation of essential department records.
13. Document emergency related costs and activities.
RESPONSIBILITIES — STATE
Washington State Emergency Management Division
Through the Washington State Comprehensive Emergency Management Plan and the
State EOC, coordinate all emergency management activities of the State.
2. Take appropriate actions to mitigate the effects of, prepare for, respond to and recover
from the impacts of emergencies or disasters.
3. Coordinate requests for various services such as specialized skills, equipment and
resources in support of State and local government emergency operations.
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4.3.b
RESPONSIBILITIES — FEDERAL
Federal Emergency Management Agency (FEMA)
Provide assistance to State and local agencies to save lives and protect property, the
economy and the environment.
2. Facilitate the delivery of all types of Federal response assistance to State and local
governments.
3. Assist states in recovering from an emergency or disaster.
Absent a full Presidential Declaration, federal support will likely be limited.
LAW ENFORCEMENT ASSISTANCE
The Edmonds Police Department is the agency of primary jurisdiction within the City under
normal circumstances and during emergency operations. The Washington Mutual Aid Peace
Officers Powers Act, RCW 10.93, provides law enforcement with mutual assistance
capabilities between jurisdictions. Mutual aid agreements exist with local law enforcement
agencies and various law enforcement agencies throughout the state. Requests for
supplemental law enforcement assistance should be made through SnoCom.
Additional information on Law Enforcement Mutual Aid can be found in Emergency Support
Function (ESF) 13 — Public Safety and Security.
EMERGENCY RESPONSE AND SUPPORT TEAMS (FIELD LEVEL)
Incident Management Assistance Teams (IMATs) may be available to assist in incident
management, set up of response facilities and provide expertise and capability. They may
include representatives from the Federal Emergency Support Functions (ESF). They will make
preliminary arrangements for Federal field facilities and initiate establishment of the Joint Field
Office (JFO). Absent a full Presidential Declaration, federal support will likely be limited.
DEFENSE SUPPORT OF CIVIL AUTHORITIES
The Department of Defense (DOD) is authorized to deploy support to local jurisdictions during
disasters and emergencies after approval by the Secretary of Defense, or at the direction of
the President. DOD responds to requests for assistance when local, state and federal
resources are overwhelmed. When deployed to assist civil authorities, command of Federal
military assets remains with the Secretary of Defense.
Additional information can be found in Emergency Support Function (ESF) 20 — Defense
Support to Civil Authorities.
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4.3.b
III. CONCEPT OF OPERATIONS
CONCEPT
It is the policy of the City of Edmonds to conduct emergency and disaster
preparedness and mitigation activities in an effort to reduce and minimize the
effects of a major emergency or disaster.
2. It is the policy of the City of Edmonds to provide vital services to the community
during emergency conditions while maintaining a concern for the safety of City
employees and their families. Should the emergency or disaster occur:
a. During non -work hours: All employees are encouraged to ensure the
safety and welfare of their families and homes. After making any
necessary arrangements, all designated employees are required to report
to work pursuant to department Standard Operating Procedures (SOPs).
b. During work hours: Departments shall make every effort to allow
employees to check promptly on the status of the families and homes,
provided that doing so does not compromise emergency response
functions as defined in this CEMP.
3. It is the policy of the City of Edmonds to conduct all emergency and disaster
preparedness, mitigation, response and recovery activities in accordance with
the National Incident Management System (NIMS).
4. It is the policy of the City of Edmonds that each City Department takes an active
role in emergency planning and develops Standard Operating Procedures. It is
the responsibility of the Director of each City Department and office to:
a. Serve as members of and designate alternates to the Emergency Operations
Board to actively participate in the preparation and maintenance of the City's
CEMP.
b. Establish a departmental line of succession to activate and carry out
emergency and disaster responsibilities.
c. Develop the capability to continue operations during an emergency or disaster
and to carry out the responsibilities outlined in this CEMP.
d. Develop departmental Standard Operating Procedures (SOP) which include
the following:
1) Department chain of command
2) Location for managing departmental emergency operations
3) Departmental responsibilities, capabilities and resources to include:
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4.3.b
personnel, facilities, and equipment
4) Information needed to manage the department during emergency
operations and means of communication for obtaining that
information
5) Information on how the department will coordinate with the
Emergency Operations Center
6) Methods to ensure that all department staff are aware of Standard
Operating Procedures and of the concepts of the CEMP
5. It is the policy of the City of Edmonds that City Departments make staff and
resources available at the request of the Disaster Coordinator for training
activities and emergency operations assignments.
6. When a major emergency or disaster occurs, City Department management shall
use the following general checklist as a basis for managing disaster operations:
a. Report to the pre -determined site to manage department operations
b. Account for personnel
C. Assess damages to facilities and resources
d. Assess personnel and resources available
e. Assess problems and needs
Report situation, damages and capabilities to the Emergency Operations
Center
g. Send designated representatives to the Emergency Operations Center to
participate as members of the Emergency Preparedness Board
h. Carry out departmental responsibilities and assigned tasks
Continue assessment of department resources, needs and actions
Continue reports to the Emergency Operations Center regarding actions,
problems, needs, damages, etc.
k. Keep detailed and accurate records, document actions, costs, situations,
etc.
7. The Edmonds Emergency Operations Center (EOC) is activated by the Disaster
Coordinator at his/her discretion, or at the request of the Mayor or any City
Department Director or designee, when the level of operations requires it. The
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4.3.b
EOC Manager will be designated by the Mayor. Designated staff report to the
EOC to coordinate response efforts and support field operations. All or part of
the Emergency Management Organization and/or the Emergency Operations
Center may be activated during a disaster. The level of activation will be
determined by the nature and extent of the disaster.
8. In the event of a regional emergency affecting a widespread area, the SnoCo
DEM ECC will be activated by the SnoCo DEM Director or staff. Upon request,
the City will send appropriate staff to the SnoCO DEM ECC to facilitate
coordination of activities and resources on behalf of the City, and will serve as
staff to the SnoCo DEM ECC.
9. The Emergency Operations Board shall be responsible for evaluating a situation
to determine if a Proclamation of Emergency by the Mayor is necessary.
10. Edmonds City Departments are expected to carry out their responsibilities
outlined in this CEMP, utilizing their best judgment and in a coordinated
manner. The Emergency Operations Board will act as advisors to the Mayor
in dealing with problems caused by the disaster and in the coordination of the
situation. This coordination will normally be done through the Emergency
Operations Center.
11. When a major emergency or disaster occurs, it is anticipated that City
Departments and other responding organizations will organize their areas of
responsibilities into manageable units, assess damages, and determine needs.
If agency resources cannot meet the needs created by the disaster, additional
assistance may be requested through existing mutual aid or through the SnoCo
DEM Emergency Coordination Center. Resources to be utilized to support City
operations may be placed at staging areas until specific assignment can be
made. (See ESF 7- Logistics and Resource Support)
12. In the event a situation is, or will become, beyond the capabilities of the
resources of the City of Edmonds and those provided through mutual aid, the
Mayor may request assistance from SnoCo DEM or Washington State
Emergency Management Division.
13. In the event of communications failure in a disaster, any City facility or
temporarily established site may act as a remote Emergency Operations Center
for its local area until coordination can be established from the Edmonds
Emergency Operations Center. Each may serve as a command post, staging
area, triage station, communications center or in any other functional capacity
appropriate for the situation.
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4.3.b
OPERATIONS BY TIME PHASE
In order to minimize the effects of a disaster, provide emergency response capabilities
and to facilitate recovery efforts, the various elements of the Edmonds Emergency
Management Organization and City Departments shall endeavor to provide services in
the areas of mitigation, preparedness, response and recovery from disasters to the best
of their ability during all operational time phases.
MITIGATION AND PREPAREDNESS PHASE
1. Develop and maintain the City's CEMP.
2. Review hazard and risk analysis and develop capabilities and resources to
enhance ability to respond to disaster situations.
3. Develop appropriate contingency plans and standard operating procedures in
support of the CEMP.
4. Initiate efforts toward detection and prevention of impacts to public health and
safety.
5. Identify and implement actions to reduce hazards and risks faced by first
responders in order to protect responder health and safety.
6. Report any threats, incidents and/or potential incidents using established
communications and reporting channels.
7. Immediately report any suspicious activity, terrorist threats and/or actual
incidents with a potential or actual terrorist nexus to the regional Joint Terrorism
Task Force (JTTF) in Seattle.
8. Coordinate with other local, county, state and federal agencies to assure
cohesive working relationships and compatible emergency plans.
9. Coordinate with volunteer organizations to assure cohesive working relationships
and coordinated response.
10. Conduct mitigation activities to protect City personnel, equipment, supplies,
services and properties as appropriate.
11. Conduct training activities to enhance response capabilities.
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4.3.b
12. Conduct public education to enhance citizen self-sufficiency.
INCREASED READINESSM/ARNING PHASE
1. Make appropriate notifications and initiate actions to place emergency plans into
effect.
2. Activate and staff the Emergency Operations Center as required for the situation
3. Disseminate emergency warning as appropriate.
4. Take incident specific mitigation actions to protect public and private property.
RESPONSE PHASE
1. Initiate actions necessary to preserve life, property and the environment utilizing
available resources.
2. Carry out initial damage assessment and evaluate overall situation.
3. Coordinate response and support functions with outside agencies and volunteer
organizations.
4. Coordinate operations, logistics, and planning functions.
5. Compile incident status information and report to appropriate agencies.
6. Prepare and maintain detailed documentation of events and activities.
7. Provide public information and warning as appropriate.
8. Prepare Proclamation of Local Emergency as appropriate.
RECOVERY PHASE
1. Carry out damage assessment functions and assess community needs.
2. Prioritize recovery projects and assign functions accordingly.
3. Coordinate recovery efforts and logistical needs with supporting agencies and
organizations.
4. Prepare documentation of incident, including incident log, cost analysis and
estimated recovery costs.
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4.3.b
5. Facilitate the establishment of disaster assistance centers to assist private
business and residents with individual recovery.
6. Assess special community needs and provide information and assistance where
appropriate.
7. Incorporate long range plans into recovery and restoration activities.
8. Additional information on recovery activities can be found in Emergency Support
Function (ESF) 14 — Long-term Community Recovery and in the City of Edmonds
Disaster Recovery Plan, a separately published document.
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4.3.b
IV. ADMINISTRATIVE AND FISCAL PROCEDURES
It is the policy of the City of Edmonds that each City Department will assign
personnel to be responsible for documentation of disaster activities and costs
and to utilize effective administrative methods to keep accurate detailed records
distinguishing disaster operational activities and expenditures from day-to-day
activities and expenditures.
2. Financial documentation and associated reports shall be the responsibility of the
Finance Director or designee.
3. The Finance Director or designee shall develop effective methods and
procedures for documenting disaster expenditures and shall provide each City
Department with documentation forms and completion instructions.
4. The City Clerk, in coordination with other City Departments, shall identify records
which are vital for the operation of the City, in order to effectively resume normal
business after a disaster or emergency.
5. During emergency operations, non -essential administrative activities may be
suspended. Personnel not assigned to essential duties may be assigned to other
departments in order to provide support services.
6. The City of Edmonds will incur disaster expenses from currently appropriated
local funds in accordance with Chapter 38.52.070 RCW and 35A.33.080-100
The Mayor and City Council, in coordination with the Finance Director, will be
responsible for identifying other sources of funds to meet disaster related
expenses if departmental budgets are exceeded.
7. Normal procedures for expenditures and payment processing may be modified to
accommodate the circumstances associated with the disaster.
8. The City of Edmonds will submit reports required by both state and federal
agencies in a disaster situation with information concerning nature, magnitude
and impact for use in evaluating and providing appropriate response resources
and services. These reports include but are not limited to:
-Situation Reports
-Proclamation of Emergency
-Requests for Assistance
-Damage Assessment Reports
It will be the responsibility of the Office of the Mayor to coordinate the preparation
of all required reports and ensure that they are delivered to the appropriate
agencies.
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4.3.b
9. A streamlined plan review and permit process may be instituted within the City in
order to facilitate recovery and repair activities.
10. In instances where emergency work is performed to protect life and property,
requirements for environmental review and permits may be waived or orally
approved as provided in the State Environmental Policy Act, Hydraulics Act,
Forest Practices Act, Shoreline Management Act, and Flood Control Act.
11. Repair and restoration of damaged facilities may require environmental
assessments and appropriate permits prior to final project approval, requiring
compliance with the State Environmental Policy Act, Forest Practices Act,
Shoreline Management Act, and Flood Control Act.
12. Properties of historic significance and archeological sites are protected by law
Non -time critical missions and recovery actions affecting these sites will be
coordinated with the state Historic Preservation Commission.
13. No services or assistance will be denied on the basis of race, color, national
origin, religion, sex, economic status, age, sexual identity, gender identity, marital
status, or disability.
14. Local activities pursuant to the Federal/State Agreement for major disaster
recovery will be carried out in accordance with RCW 49.60 -Laws Against
Discrimination and 44 CFR Section 205.16 - Nondiscrimination. Federal disaster
assistance is conditional upon compliance with this code.
15. Volunteer emergency workers used during emergencies and disaster operations
shall be registered using procedures established by Chapter 118.04 WAC
Emergency Worker Standards.
16. It is the policy of the City of Edmonds that departments utilize their personnel to
the maximum extent possible, including use of personnel not assigned
emergency responsibilities. The Office of the Mayor is the lead agency for
essential human resource activities in the City and as such, may assist other
departments in identifying and assigning employees to assist in disaster
recovery. It maybe necessary to hire temporary employees to meet staffing
requirements in all departments.
17. City Departments, although retaining responsibility for the day-to-day supervision
of their work force, should coordinate their personnel needs with the Office of the
Mayor. Since non -essential activities may be canceled during an emergency,
City employees may be required to work either overtime or "out of class", and
shall be compensated in accordance with existing rules and bargaining unit
agreements. Requirements of the Fair Labor Standards Act (FLSA), existing
labor contracts and City policies and procedures shall apply.
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4.3.b
18. The Mayor or designee shall designate an Office of the Mayor representative to
coordinate personnel needs, maintain liaison with volunteer organizations, and
assist City employees in obtaining recovery assistance.
19. Additional personnel resources may be obtained through existing mutual aid
agreements with schools, colleges, private businesses and labor organizations
Requests for additional assistance should be coordinated through the EOC.
20. Volunteers will become an important human resource in the event of a disaster
Staging areas should be designated and persons wishing to volunteer may be
directed there for registration and assignments. The Office of the Mayor will be
responsible for the recruitment, registration and assignment of volunteer
emergency workers. Volunteers will be registered as emergency workers and
provided identification, assignments appropriate to their qualifications, and
administrative details.
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4.3.b
V. LOGISTICS
The Disaster Coordinator or designee, following a Proclamation of Emergency,
has the authority to impress the services and equipment of residents as
necessary in response to the disaster. Those residents are entitled to all
privileges, benefits and immunities provided for emergency workers under state
and federal emergency management regulations, Chapter 38.52.110 RCW.
2. The Disaster Coordinator or designee is authorized to contract with any person,
firm, corporation or entity to provide construction work on an agreed upon cost
basis during emergency or disaster response operations, Chapter 38.52.390
RCW.
3. It is the policy of the City of Edmonds that all City Departments prepare and
maintain an updated list of its personnel, facilities and equipment resources as
part of their Standard Operating Procedures. Any or all of these resources may
be called upon during disaster and emergency situations.
4. The Public Works and Parks and Recreation Departments has pre -identified the
following locations within the city for use as Logistics Staging Areas and Points of
Distribution for response and relief supplies:
Edmonds Public Works Facility - 7110 210" St SW, Edmonds
Frances Anderson Community Center - 700 Main Street, Edmonds
Additional information on Staging Areas and Points of Distribution can be found
in Emergency Support Function (ESF) 7 — Logistics and Resource Support.
5. Additional governmental resources may be called upon for assistance through
the use of existing mutual aid agreements, SnoCo DEM and the Washington
State Emergency Operations Center through SnoCo DEM.
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4.3.b
VI. DIRECTION, CONTROL AND COORDINATION
NIMS INTEGRATION
The National Incident Management System (NIMS) is mandated by Homeland
Security Presidential Directive — 5, and provides a consistent, nation-wide
approach for Federal, State, local and tribal governments, the private sector and
non -governmental organizations to effectively and efficiently prepare for, respond
to and recover from domestic incidents, regardless of cause, size or complexity.
2. To provide for interoperability and compatibility among Federal, State, local and
tribal capabilities, the NIMS includes a core set of concepts, principles and
terminology.
3. It is the policy of the City of Edmonds that all emergency management activities
will be conducted in accordance with NIMS.
DIRECTION AND CONTROL
All emergency and disaster preparedness, mitigation, response, and recovery
activities shall be conducted in accordance with the National Incident
Management System (NIMS).
2. Direction and control of emergency management activities rests with the Disaster
Coordinator. The authority for direction and control of the organization and
administration of the emergency management program is found in RCW 38.52
and Edmonds Municipal Code 6.60. Overall control during disaster response
operations will be divided into three levels.
a. Emergency Operations Board: deals primarily with policy issues brought
about by the disaster.
b. Emergency Management Committee: coordinates disaster resources,
monitors the disaster situation, and reports to the Board.
C. Field Operations: operate in field locations or command posts and will
direct and coordinate disaster field operations.
3. Overall direction, control and coordination will normally be conducted through the
Emergency Operations Center in order to support the overall community
response to the disaster and to best coordinate efforts with county, state and
federal agencies.
4. The Emergency Operations Center is currently located at the Police Department
Headquarters (250 5th Avenue North) which is operational 24 hours a day and is
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4.3.b
equipped with alternate power supplies for use during general system failures.
5. The Emergency Operations Center may be activated to any level deemed
appropriate for the level of disaster operations. The Mayor's designee serves as
the EOC Manager. It will be staffed by members of the Emergency Management
Board and Committee. Initial establishment of the Emergency Operations Center
following activation is the responsibility of the Mayor's designee.
6. Individual City Departments may designate alternate locations or field command
posts for coordinating individual department operations. The individual in charge
of a command post shall be responsible for keeping the Emergency Operations
Center informed of their situation and activities and shall act in coordination with
the Emergency Operations Center.
7. The Disaster Coordinator, in coordination with the Emergency Operations Board,
is responsible for ensuring that emergency preparedness activities, response to
emergencies and disasters, and the coordination of the recovery from
emergencies and disasters are effectively carried out within the City of Edmonds.
8. The Mayor is responsible for city-wide policy decisions. The Disaster
Coordinator and Emergency Operations Board provide policy recommendations
to the Mayor during times of emergency or disaster, or in anticipation of large
scale emergencies or disasters.
9. The day-to-day organizational structure of City Departments shall be maintained
as much as practical during emergency and disaster operations. Each City
Department shall have a line of succession to the Department Director and then
to the Disaster Coordinator.
10. Overall direction, control and coordination will normally be conducted through the
Emergency Operations Center in order to support the overall community
response to the disaster and to best coordinate efforts with county, state and
Federal agencies.
11. The following list of management priorities, in order of importance, is provided to
guide policy decisions during a disaster of major magnitude.
a. Protect life, health and the environment
b. Protect public and private property
C. Develop and disseminate public information
d. Restore essential services and facilities
e. Minimize economic disruption to the community
f. Preserve existing institutions and organizations
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4.3.b
ON -SCENE MANAGEMENT
In compliance with the National Incident Management System (NIMS), on -scene
management of emergencies will follow the Incident Command System (ICS) as
published by the Department of Homeland Security, National Fire Academy and
the National Emergency Management Institute. The functions of the Incident
Command System include but are not limited to:
a. Incident Commander - Directs on -scene operations and reports to
EOC via established chain of command.
b. Safety Officer - Oversees safety of operations at the scene.
C. Liaison Officer - Coordinates information with support function
groups.
d. Public Information Officer - Coordinates media relations and
emergency public information. This shall be done in cooperation
with the EOC when activated.
e. Operations Section - Implements strategic and tactical actions at
the incident scene, such as: perimeter control, evacuation, fire
suppression, rescue, clean-up, emergency medical, and
decontamination.
Logistics Section - Responsible for communications, transportation,
supplies and special equipment.
g. Planning Section - Responsible for situation and resource status
reports, documentation, incident planning, technical advisors, and
demobilization.
h. Intelligence — Responsible for the collection and coordination of
intelligence information.
Finance/Administration Section - Responsible for contracts, time
keeping, cost analysis, compensation, claims.
2. The Incident Commander is the on -scene manager responsible for direction and
control at the scene of the incident. The Incident Commander shall utilize the
positions within the Incident Command System as deemed necessary at the time
of the incident. The Incident Command System should only be activated to the
level necessary for efficient operations. It is the responsibility of the Incident
Commander to:
a. Assess the situation
Edmonds CEMP Basic Plan - 31 January 2017
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4.3.b
b. Develop incident organization objectives, action plans and priorities
C. Ensure safety issues are addressed
d. Contact appropriate agencies, dispatch, or the Emergency
Operations Center to request necessary resources
e. Keep the Emergency Operations Center informed of field activities
3. When more than one agency is involved in response at the scene, the Incident
Commander and other responding agencies should coordinate to ensure each
agency's objectives are identified. Personnel working in support of the Incident
Commander will maintain the normal chain of command through their respective
agency and will carry out tasks through on -site command personnel or the
Emergency Operations Center when instructed.
4. In situations where more than one agency has significant on -scene
considerations involving response efforts, a Unified Command shall be
established to ensure coordination of on -scene activities.
5. WAC 296-62- 41015 requires that the Incident Command System be used in
responses to hazardous materials incidents and outlines specific requirements of
the Incident Commander.
6. The Incident Commander, in concert with the EOC and Office of the Mayor, may
appoint a Public Information Officer or Public Information Officer Group to work
with the news media at the Incident scene. This may include coordinating media
releases and arranging contacts between the media and response agencies.
When possible, information released to the media should be coordinated through
the Emergency Operations Center. The Public Information Officer shall be
responsible for communicating released information to the Emergency
Operations Center.
COORDINATION
Coordination of emergency activities and information among local, state, federal
and private sector agencies serving the City of Edmonds shall be done through
the Emergency Operations Center and SnoCo DEM.
2. Communications during an emergency or disaster will be through
communications systems currently established within the City organizations.
Back-up and supporting communication activities will be provided by organized
volunteer radio operators assigned through SnoCo DEM.
Edmonds CEMP Basic Plan - 32 January 2017
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4.3.b
3. Emergency warning and public information will be communicated to citizens via
local media through the designated Public Information Officer and existing City
communications systems. The Emergency Alert System (EAS) and the
AlertSense system, which are activated by SNOCOM or SnoCo DEM, may also
be used.
PROCLAMATION OF EMERGENCY
The Proclamation of Local Emergency is made by the Office of the Mayor and is
the legal method which authorizes the use of extraordinary measures to
accomplish tasks associated with disaster response. The proclamation is
normally a prerequisite to state and federal disaster assistance. The
Proclamation of Local Emergency must be ratified by the City Council as soon as
practical following the emergency.
2. In the absence of the Mayor, such proclamations may be made by the City
Council President and in the absence of the City Council President, the Council
President Pro-Tem. The Mayor shall cause any proclamation made, to be
delivered to all news media within the city and shall use other methods as
necessary, to give notice of such declaration to the public.
3. The proclamation authorizes the City to take necessary measures to combat a
disaster, protect persons and property, provide emergency assistance to victims
of the disaster, and exercise the powers vested in RCW 38.52.070 without regard
to formalities prescribed by law (except mandatory constitutional requirements).
These include but are not limited to rationing of resources and supplies, curfew,
budget law limitations, competitive bidding process, publication of notices,
provisions pertaining to the performance of public work, entering into contracts,
incurring obligations, employment of temporary workers, rental of equipment,
purchase of supplies and materials, levying of taxes and the appropriation and
expenditure of public funds.
4. The Mayor, assisted by the Office of the Mayor Staff, shall be responsible for the
preparation of Emergency Proclamations.
5. The Disaster Coordinator will notify SnoCo DEM when a proclamation of local
emergency is made.
Edmonds CEMP Basic Plan - 33 January 2017
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4.3.b
*******************
SAMPLE EMERGENCY PROCLAMATION
The Mayor of the City of Edmonds has determined that the (type of incident) has/will cause
(type of damage) in the City of Edmonds, and,
(Incident Description), and,
These problems have created a threat to life and property, and
All available resources are/will be committed to disaster work, and
The City requires supplemental assistance, and
The severity of this disaster is beyond the capability of local resources:
Therefore, this incident constitutes an emergency as defined by the City's CEMP and
necessitates the utilization of emergency powers granted under Chapter 38.52.070 RCW;
Therefore,
IT IS PROCLAIMED BY THE MAYOR OF THE CITY OF EDMONDS:
Edmonds CEMP Basic Plan - 34 January 2017
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4.3.b
REQUEST FOR EMERGENCY ASSISTANCE
In the event a situation is beyond the capability of local and pre -designated
mutual aid resources, the Disaster Coordinator will request additional resources
through SnoCo DEM for county, state and federal assistance as necessary.
2. Requests to the Governor to proclaim a State of Emergency are made by
the County Executive through SnoCo DEM. This proclamation by the
Governor, and subsequent Presidential Declaration, are necessary to obtain
federal disaster relief funds.
DEMOBILIZATION
When the Disaster Coordinator (or designee) determines that the activation of the EOC is no
longer required, he/she will issue instructions for demobilization from emergency management
activities at the conclusion of the emergency event.
Edmonds CEMP Basic Plan - 35 January 2017
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4.3.b
VII. PUBLIC INFORMATION
Providing current and accurate information to the public is of great importance following an
emergency or disaster. The City shall strive to provide both emergency and general
information in a timely and coordinated manner. For the purposes of this CEMP, the City of
Edmonds defines "emergency information" as information which has direct relevance to the
safety and/or health of the residents of Edmonds, i.e. evacuation orders and routes; boil water
orders; shelter -in -place notices; curfews, etc. "General information" may consist of information
such as debris pick-up schedules; permit fee schedules; facility hours of operation, etc.
1. The Mayor or Disaster Coordinator shall appoint a Public Information Officer or
Public Information Officer Group who shall coordinate the dissemination of
emergency public information through the Emergency Operations Center (EOC)
(See ESF 2 - Communications).
2. All available methods may be used to relay emergency information to the public.
3. Activation of amateur radio services shall be requested through SnoCo DEM
when necessary.
4. Printed education and information materials addressing preparedness, response
and recovery are available through SnoCo DEM and Snohomish County Fire
District 1.
5. It is anticipated that in some circumstances emergency public information may
need to be released from field command posts. In this event, the individual in
charge of the location shall notify the Emergency Operations Center in a timely
manner and provide detailed information regarding information released.
6. Additional information on public information activities can be found in Emergency
Support Function (ESF) 15 — External Affairs and Emergency Public Information.
7. The City plans to leverage the Snohomish County Limited English Proficiency
Guide (July 2016) as a resource for materials and connection with limited
English communities as identified within the City, when appropriate.
Edmonds CEMP Basic Plan - 36 January 2017
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4.3.b
VIII. TRAINING, EXERCISES AND EDUCATION
PURPOSE
To identify and establish methods of meeting the training, exercise and educational
needs of City of Edmonds employees responsible for responding to emergencies and
for community -wide educational programs geared at self -preparedness.
The Disaster Coordinator will be responsible for ensuring that the appropriate
staff will receive training in specific emergency management skills and
professional development through available resources.
2. Public Education programs are available from SnoCo DEM, upon request, as
resources permit, to all segments of the community. These programs are
designed to increase awareness of hazards, explain how best to safely respond,
and to promote self -preparedness.
3. The City will utilize all types of exercise formats, including both tabletop and full-
scale exercises.
4. SnoCo DEM will conduct an annual training and exercise planning workshop
(TEPW) in order to develop a coordinated training and exercise calendar; and
coordinate one county -level functional exercise annually. SnoCo DEM will
provide, at a minimum, the delivery of two trainings and two exercise
opportunities annually for the City of Edmonds. In order to receive training and
exercise opportunities, the City of Edmonds must participate in the Snohomish
County TEPW.
5. Each City Department Director is responsible for ensuring that their employees
are trained in the concepts of the CEMP and in the Department specific standard
operating procedures (SOPs).
6. The City and SnoCo DEM will use outside resources to provide specialized
training, if appropriate.
7. The Disaster Coordinator is responsible for ensuring that drills and exercises are
conducted to evaluate the effectiveness of the CEMP and to determine future
training needs.
8. The Disaster Coordinator, with assistance from SnoCo DEM, the Police
Department, and Fire District, is responsible for coordinating and implementing
drills and exercises for City employees and for the development and
maintenance of the CEMP.
Edmonds CEMP Basic Plan - 37 January 2017
Packet Pg. 125
4.3.b
RESPONSIBILITIES
City of Edmonds
a. City Departments
1) Develop SOPs that define employees' operational responsibilities
during an emergency or disaster.
2) Provide necessary training to enable employees to carry out those
responsibilities in coordination with the City EOC and/or SnoCo
DEM ECC.
3) Provide assistance to the Disaster Coordinator in the design,
conduction and evaluation of drills and exercises to determine the
effectiveness of the City's emergency management programs and
the employees' level of training.
b. City Disaster Coordinator
With assistance from SnoCo DEM, design, conduct and evaluate drills and
exercises to determine the effectiveness of the City's emergency
management programs and employees' level of training.
2. Snohomish County Department of Emergency Management
a. Convene annual training and exercise planning workshop to determine
training and exercise needs,
b. Coordinate one (1) County -level exercise per year; and two training and
two exercise opportunities for the City of Edmonds each year.
C. Assist the Disaster Coordinator in the design, conduction and evaluation
of drills and exercises to determine the effectiveness of the City's
emergency management programs and the employees' level of training.
3. All Other Support Agencies
Participate in training and exercises, if requested and as resources allow.
Edmonds CEMP Basic Plan - 38 January 2017
Packet Pg. 126
4.3.b
IX. ON -GOING CEMP MANAGEMENT AND MAINTAINANCE
COORDINATION
Assisted by the SnoCo DEM Director or designee, the City's Disaster Coordinator will
coordinate with and reach accord with all agencies that have a role in incident management
for the development and execution of policy, planning, training, equipping and other
preparedness activities. SnoCo DEM staff are available to assist as needed.
CEMP MAINTAINANCE
The Disaster Coordinator will ensure that exercises of this CEMP are conducted
on an on -going, annual basis.
2. This CEMP will be updated every four years. The revised CEMP will be
submitted to the Washington State Emergency Management Division for review
Edmonds CEMP Basic Plan - 39 January 2017
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4.3.b
ESF Responsibility Matrix
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S
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P
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S
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S
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P
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Police
P
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P
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P
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P
P
S
P
P
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Parks and
Recreation
S
S
P
P
P
S
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Services
S
S
S
P
P
s
Finance
S
S
P
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Human
Resources
S
S
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SNOCOM
S
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Red Cross
S
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Snohomish
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S
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WA Emergency
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S
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WA Dept. of
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S
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Edmonds CEMP Emergency Support Functions - 40 January 2017
Packet Pg. 128
4.3.b
EMERGENCY SUPPORT FUNCTION 1
TRANSPORTATION
PRIMARYAGENCY: City of Edmonds Public Works Department
SUPPORT AGENCIES: City of Edmonds Development Services
Washington State Department of Transportation
Washington State Ferries
Community Transit
King County Metro Transit
Sound Transit
I. INTRODUCTION
A. Purpose
To coordinate the activities and agencies involved in transportation related
operations.
B. Scope
This Emergency Support Function is designed to provide guidance in the
allocation of transportation resources, determining priority of highway
repair and in the coordination of activities carried out by transportation
agencies operating within the city.
POLICIES
A. Local transportation planning and emergency response shall be done in
coordination with supporting agencies in order to ensure the integrity of
the transportation system.
B. Response to restore transportation routes and services shall be prioritized
in order to provide access for emergency services, delivery of essential
resources and for the re -opening of major transportation routes.
III. SITUATION
A significant disaster may cause severe damage to the transportation
infrastructure. Secondary damage may include utility networks constructed a
adjacent to or as part of roads and bridges. Damage to transportation systems,
Edmonds CEMP Emergency Support Function 1 - 41 January 2017
Packet Pg. 129
4.3.b
IV
V
including damage to the WA State Ferries terminal located at the Port of
Edmonds, will cause major disruption of both routine and emergency services.
CONCEPT OF OPERATIONS
A. The Public Works Director or designee shall be responsible for
coordinating surface transportation related activities within the city.
Priorities established for the clearing and emergency repair of City roads
shall be coordinated with the Police Department, Fire District, and
adjacent jurisdictions to ensure the timely restoration of emergency
services and the transportation network.
B. Repair and restoration of state and interstate highways will be coordinated
with the appropriate state and federal agencies. Washington State
Department of Transportation shall be the primary contact for the
coordination of these activities. The Public Works Director or designee
may authorize emergency road clearing work to be done on state and
interstate highways in order to re-establish highway systems.
C. The Public Works Department will provide an assessment of roadway
conditions and provide information to the Emergency Operations Center,
SnoCo DEM and all appropriate agencies. All appropriate agencies shall
be notified of ongoing repair and roadway status.
D. Additional resources or assistance may be obtained through existing
mutual aid agreements and/or contracts through private contractors.
Requests for additional assistance should be coordinated through the
Emergency Operations Center and SnoCo DEM.
E. The Public Works Director, or designee, in coordination with the
Emergency Operations Center and SnoCo DEM, shall coordinate the
priority use of public transportation assets. Private transportation sources
are available within the city and should be integrated into overall
emergency transportation needs.
PROCEDURES
A. Individual agencies responsible for managing transportation routes are
responsible for the development of transportation recovery plans and for
establishing transportation route priorities within their area. Agencies
which provide support resources for the restoration of damaged
transportation routes should be included in the overall process to ensure a
coordinated and efficient response.
Edmonds CEMP Emergency Support Function 1 - 42 January 2017
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4.3.b
VI
B. Emergency operations plans for Snohomish County, Washington State
Department of Transportation, Washington State Ferries, Community
Transit, King County Metro Transit, Sound Transit and Snohomish and
King Counties are separately published documents which provide
guidance for the overall restoration of damaged transportation routes in
the area.
C. The City of Edmonds Public Works Department will establish re -opening
and restoration priorities for the City and allocate local resources
accordingly. When appropriate, work will be coordinated with other
affected agencies and jurisdictions.
RESPONSIBILITIES
0
L
City of Edmonds Public Works Department
Coordinate damage assessment, emergency road clearing and
repair activities for roadways within the city.
2. Coordinate repair and restoration activities on state and interstate
highways with appropriate agencies.
3. Provide or contract for repair and recovery work.
4. Coordinate with other City agencies and adjacent jurisdictions to
establish immediate priorities for road re -opening.
5. Coordinate with other public and private transportation service
providers to establish emergency transportation networks and
resources.
City of Edmonds Public Works - Engineering Division
Provide maps for transportation route planning.
2. Assist the Public Works Department on activities as required.
Snohomish and King County Transportation Divisions
Coordinate area -wide transportation route recovery projects with
affected agencies and jurisdictions. Provide support to the City in
re -opening emergency transportation routes.
Edmonds CEMP Emergency Support Function 1 - 43 January 2017
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4.3.b
C
E
Community, Metro, and Sound Transit Agencies
Coordinate mass transportation activities within their service areas
2. Incorporate emergency City needs into the overall emergency
transportation and system restoration program.
Washington State Department of Transportation and Washington State
Ferries
2
3
M
Coordinate emergency and permanent repairs of state and
interstate highways.
Coordinate emergency and permanent repairs of state ferry
terminal located in the Edmonds waterfront.
Incorporate emergency City needs into the overall emergency
transportation and system restoration program.
Provide assistance to the City's repair and restoration work as
appropriate.
Edmonds CEMP Emergency Support Function 1 - 44 January 2017
Packet Pg. 132
4.3.b
EMERGENCY SUPPORT FUNCTION 2
COMMUNICATIONS
PRIMARY AGENCIES: City of Edmonds Police Department
Snohomish County Fire District 1
City of Edmonds Finance Dept — Information Services
SUPPORT AGENCIES: City of Edmonds Public Works Department
City of Edmonds Public Information Officers
City of Edmonds City Council
SNOCOM Communications Center
Snohomish County DEM
Washington State Emergency Operations Center
INTRODUCTION
A. Purpose
To establish, organize and maintain communications capabilities
necessary to meet operational requirements during emergencies and
disasters.
B. Scope
This Emergency Support Function is designed to provide guidance in the
coordination of local communication capabilities and for the establishment
of back-up systems to support emergency and disaster operations.
POLICIES
A. The procedures established in local and state communications plans shall
be utilized during emergency and disaster operations.
B. Local communication procedures shall support county and state
communication plans and shall be developed in coordination with local,
county and state agencies responsible for providing communications
during emergency and disaster operations.
III. SITUATION
Emergency and disaster situations require reliable communication capabilities in
order to gather essential information, request and deploy resources and
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communicate information to the Emergency Operations Center, field operations
personnel and supporting agencies.
In nearly all major incidents, communication systems become overloaded making
it difficult to communicate essential information in a timely manner. It is
anticipated that in addition to communications needs exceeding local equipment
capacity, there will be equipment and system failures associated with incidents
such as windstorms, earthquakes and terrorist incidents.
In many emergency and disaster situations it is necessary to provide important
information and/or warnings to public officials and the general public. This must
be accomplished in a timely manner utilizing the most efficient means possible in
order to protect life and property at the time of the incident.
There are no fixed or automatic emergency warning systems currently in place
within the city to warn the general public of emergency conditions.
IV. CONCEPT OF OPERATIONS
Communications
A. The SNOCOM Communications Center shall be the focal point for
coordinating emergency communications for emergency services
providers within the city. The facility is the central answering point for 911
calls requesting emergency assistance. The center has back-up call
receiving at SNOPAC for use in the event of facility failure or general
system disruption.
B. Calls for police, fire and emergency medical services are dispatched by
SNOCOM. During major events with resource limitations, the Fire District
and Police Department may determine that resources will be dispatched
through the Emergency Operations Center according to incident priority.
C. Various individual radio systems are utilized by other departments and
supporting agencies within the city. These departments and agencies
maintain their own dispatching and communication services.
D. Communications will be through cellular and landline telephone and
existing radio systems using established frequencies and existing
procedures.
E. During major emergency and disaster situations communications
equipment may be re -distributed in order to provide common equipment Q
and frequency access. This will facilitate effective communications
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between departments/agencies, the Emergency Operations Center and
field command posts.
F. Amateur Radio Operators may be available through Snohomish County
DEM. The amateur radio operators can provide essential, reliable
communications support between departments/agencies, the Emergency
Operations Center and field operation locations. Use of amateur radio
relieves congestion on other radio frequencies and cellular and landline
phone systems.
G. Finance — Information Services is responsible for coordinating with
telephone service providers for the re-establishment of telephone,
computer networks and internet access service to City government
locations.
H. E-mail may be utilized internal to the City for providing information to staff
regarding disaster information.
Warning
A. SnoCom has access to a notification system that provides emergency
information to responders and the general public via phone, text,
and/or email messaging that is available to the City. The system may
be activated by contacting SNOCOM.
B. The Emergency Alert System (EAS) provides emergency information to
the public via local radio and television stations. This system may be
activated by contacting SNOCOM.
C. The National Warning System (NAWAS) is the primary system utilized by
the federal government to disseminate warning information. Warnings
received via NAWAS are received at the Washington Warning Point which
in turn disseminates the warning to local warning points. Warning
information for Edmonds is received at SNOCOM which notifies local
emergency authorities.
D. The National Oceanographic and Atmospheric Administration (NOAA)
weather radio system may be utilized to obtain weather related warnings.
Weather warnings from NOAA are normally broadcast over EAS and local
radio and television stations.
E. Weather advisories and warnings are provided via teletype by the National
Weather Service and received at SNOCOM. Communications center
personnel monitor this information on a 24-hour basis and determine when Q
to notify appropriate public safety services.
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F. Emergency service agencies will be notified by SNOCOM when the nature
of the warning would indicate a need to increase staffing levels or warn the
public of impending danger.
G. Having no fixed or automatic emergency warning systems in place,
notifications of residents regarding emergency information and
instructions may be through the Emergency Alert System (EAS), use of
the emergency messaging system through SnoCom, door-to-door by
uniformed personnel, mobile loud speakers, or any other means
available to the command agency at the time.
Emergency Public Information
A. The Mayor or Disaster Coordinator may appoint a Public Information
Officer or Public Information Officer Group who will coordinate the
dissemination of emergency public information through the Emergency
Operations Center. When the situation warrants, the Public Information
Officer may appoint assistants in order to provide media briefings from
multiple locations. The City Council may also assist with collection of
information from constituents, and convey that information to the
Emergency Operations Center. In turn, the Council may assist with
dissemination of important communications from the Emergency
Operations Center.
B. Any or all of the following methods may be utilized to relay emergency
information to the public:
Print, radio, cable and television media
Printed education/information materials
City radio systems
City of Edmonds website: www.edmondswa.gov
Amateur radio systems
Public address systems or mobile speakers
Emergency Alert System
AlertSense
Door-to-door contact
Community members/leaders for "limited English"
communities
C. The City, via SNOCOM, will develop Emergency Alert System
releases when necessary. Except in immediate life threatening situations,
activation of the Emergency Alert System should be coordinated with
surrounding jurisdictions. SNOCOM is responsible for activation of the
Emergency Alert System. SnoCo DEM can offer technical assistance
regarding the Emergency Alert System.
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D. SNOCOM and/or SnoCO DEM will develop Alert Sense messaging when
requested. AlertSense may be activated by either SNOCOM or SnoCo
DEM.
E. It is anticipated that in some circumstances emergency public information
may need to be released from field command posts. In this event, the
individual in charge at the location shall notify the Emergency Operations
Center in a timely manner and provide detailed information about the
release.
F. Printed education and information materials for distribution to the public
are available through the Fire District and Police Department.
G. Additional information on Public Emergency Information can be found in
Emergency Support Function (ESF) 15 — External Affairs and Emergency
Public Information.
PROCEDURES
A. Emergency Communications, Warning and Public Information Procedures
are the joint responsibility of the Edmonds Police Department and Fire
District.
B. The City of Edmonds shall follow SNOCOM's Emergency Alert System
and AlertSense Activation Procedures.
C. Response procedures are separately published documents and should be
developed in coordination with other agencies involved in this Emergency
Support Function.
RESPONSIBILITIES
A. City of Edmonds Police Department and Fire District 1
2
Develop and maintain communications, warning and public
information procedures for the City.
Recommend relocation or redistribution of radio and cellular
telephone resources as necessary to most effectively maintain
adequate communications in emergency situations.
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3. Arrange for additional communication resources when necessary.
4. Provide for coordination of warning efforts and for the dissemination
of warning and emergency public information.
B. City of Edmonds Public Works Department
Provide communications equipment and staff to support
communication efforts.
2. Provide support in the dissemination of warning information to the
public.
C. City of Edmonds Disaster Coordinator or Public Information Officer
Contact SnoCO DEM when information is to be released over the
Emergency Alert System.
2. Gather and coordinate emergency public information for timely
release and provide informational briefings to City officials, news
media and the public.
3. Notify appropriate agencies to assist in the dissemination of
information.
4. Provide pre-printed educational/informational brochures available to
the public.
5. Determine appropriate location(s) for public official and news media
briefings.
6. Assist in the development of Public Information Officer procedures
and checklists for use during emergencies.
D. City of Edmonds Finance— Information Services
Coordinate with communication services providers for additional
emergency service or the re-establishment of disrupted services
when appropriate.
2. In coordination with the Police Department and Fire District,
develop and maintain communications, warning and public
information procedures for the City.
3
In coordination with the Police Department and Fire District,
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arrange for additional communication resources when necessary.
E. SNOCOM Communications Center
Develop procedures and provide for the release of information over
the AlertSense and Emergency Alert Systems.
2. Provide dissemination of National Warning System and National
Weather Service information to public safety agencies.
3. Coordinate back-up communication systems and the re-
establishment of disrupted 911 and communications center service
4. Establish policy and procedures for distribution of anticipated
disaster information (e.g. adverse weather) and other impending
disaster -related notifications.
F. Snohomish County DEM
Assist as requested or necessary with the release of information
over the AlertSense system.
2. Activate amateur radio personnel to support City communications
as requested.
3. Provide for the release of public information through SnoCo DEM
ECC or Joint Information System and/or Center, when activated.
G. Washington State Emergency Operations Center
Provide supplemental communication equipment and assistance in
the dissemination of public information when appropriate.
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EMERGENCY SUPPORT FUNCTION 3
PUBLIC WORKS AND ENGINEERING
PRIMARY AGENCIES: City of Edmonds Public Works Department
City of Edmonds Engineering Division
SUPPORT AGENCIES: City of Edmonds Parks and Recreation Department
Olympic View Water District
Sound Disposal
Republic Services
Waste Management NW
WA State Department of Enterprise Services
INTRODUCTION
A. Purpose
To provide for the coordination of public works and engineering operations
and resources during emergencies and disasters.
B. Scope
This Emergency Support Function is designed to provide for the
coordination of departments and agencies involved in public works and
engineering activities. These activities include debris removal, repair and
restoration of facilities and systems, technical advice, structural
evaluation, engineering services and emergency contracting.
POLICIES
Public works and engineering activities shall be done in coordination with
departments and agencies having roles and authority within the City to provide
public works related services.
III. SITUATION
Emergencies and disasters may cause significant damage to facilities,
infrastructure and buildings. It may be necessary in some cases to carry out
reinforcement or demolition activities. Debris may make roads and highways a
impassable. Utilities which have suffered damage may be partially or totally
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inoperable. Equipment necessary for repair and restoration activities may be
damaged or insufficient in quantity to meet emergency needs. Outside
assistance may be necessary to ensure timely and efficient response and
recovery operations.
IV. CONCEPT OF OPERATIONS
A. Public Works and Engineering are the lead agencies for day-to-day and
emergency public works and engineering services within the city. These
services include construction and maintenance of transportation routes,
coordination of solid waste collection, water and sewer services, vehicle
and equipment maintenance, right of way and construction permit
services.
B. Water and sewer services within the city are provided by separate water
and sewer districts. The Public Works Director shall ensure that
coordination of response and recovery activities takes place between
these agencies and the Public Works Department. This coordination may
include mutual support with staff and equipment and the prioritization of
restoration and recovery activities.
C. The Public Works and Engineering shall provide direction and control over
their respective resources and coordination with the Emergency
Operations Center. Personnel shall operate according to specific
directives, department procedures and by exercising reasonable personal
judgment when unusual or unanticipated situations arise and command
guidance is not available.
D. The Public Works Department shall coordinate with private utility
companies responsible for electricity, natural gas, telephone, cable and
solid waste collection to ensure recovery operations are conducted in as
orderly manner as possible.
E. In situations where roadways are damaged or blocked it will be the
responsibility of the Public Works Department to establish road clearing
and restoration priorities in coordination with the Police Department and
Fire District to ensure critical emergency operations and resource
movement can be accomplished.
F. Public Works and Engineering Division Managers or designees will report
to the Emergency Operations Center to coordinate public works field
operations and resources when it is activated.
G. Additional resources and public works and engineering assistance may be
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obtained through existing mutual aid agreements and/or through contracts
with private contractors.
H. Public Works and Engineering staff will be mobilized according to the
needs presented by the emergency or disaster. This will normally be done
by telephone or pager.
The Public Works Department will coordinate with Sound disposal,
Republic Services, and Waste Management NW for both solid waste
collection services, and disaster debris management within the City.
The City's Debris Management Plan (Annex D) contains additional
detail.
The Engineering Division will provide engineering services and contract
for major recovery work as appropriate for City -owned buildings,
operational facilities, roads and other public works infrastructure. These
services include structural inspections to determine building and
transportation route safety as appropriate.
K. See also ESF 14 — Long -Term Community Recovery, and the City of
Edmonds Disaster Recovery Plan, a separately published document.
PROCEDURES
A. Responding agencies are responsible for the development of response
procedures for their agency, and for training employees involved in
emergency response.
B. Response plans, agency procedures and mutual aid agreements are
separately published documents which should be developed in
coordination with other response agencies for the jurisdiction.
C. The City maintains a Debris Management Plan (Annex D) as a
resource guide in support of this ESF.
RESPONSIBILITIES
A. City of Edmonds Public Works Department and Engineering Division
1. Clear and provide emergency repair of transportation routes.
2. Coordinate with water and sewer service providers to ensure
priority restoration of services and for emergency potable water
supplies.
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3. Provide or contract for solid waste and debris removal services on
public property and right-of-ways.
4. Provide or contract for engineering services.
5. Coordinate with private utility providers in the repair and re-
establishment of services to the City.
Olympic View Water District
1. Coordinate the prioritization of repair and restoration activities with
the Public Works department.
City of Edmonds Parks and Recreation Department
1. Provide staff and equipment to assist with public works operations
as requested.
Allied Waste, Republic Services, and Waste Management NW
1. Provide for the continuation of regularly scheduled household
waste pick-up services.
2. Coordinate with Edmonds Public Works for the collection and
management of disaster -generated debris.
WA State Department of Enterprise Services
1. Provide support services after the City has exhausted their supplies
and response capacity. This support may include: technical advice
and evaluations; engineering services; construction management.
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EMERGENCY SUPPORT FUNCTION 4
FIREFIGHTING
PRIMARYAGENCY: Snohomish County Fire District 1
SUPPORT AGENCIES: Mutual Aid Fire Agencies
City of Edmonds Police Department
City of Edmonds Public Works Department
Snohomish County DEM
Washington State Patrol - Fire Protection Bureau
Washington State Emergency Operations Center
INTRODUCTION
A. Purpose
To define agency responsibilities in fire response and establish policies for
the coordination of multi -agency firefighting activities.
B. Scope
This Emergency Support Function augments existing mutual aid
agreements and fire response plans existing at the local, county and state
levels. It provides guidance for the management and coordination of
firefighting activities and resources.
POLICIES
A. The procedures established in local and county -wide plans and mutual aid
agreements shall be utilized when responding to an emergency or
disaster.
B. The Washington State Fire Services Resources Mobilization Plan shall be
activated through Washington State Emergency Management Division
when mutual aid resources have been exhausted.
III. SITUATION
Fires may occur at any time and under many circumstances within the city. Fires
are most likely to occur in residential or commercial structures. However, it is a
also common for fires to occur in transportation accidents and in open fields or
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IV
wooded areas posing a threat to the surrounding community.
A significant natural disaster, technological, or human caused incident may result
in many urban and rural fires. Ignition sources of little concern during normal
circumstances could cause many fires following an earthquake or other natural
disaster. Fire may also result from a technological or human caused incident
such as an airline crash or hazardous material incident.
CONCEPT OF OPERATIONS
A. Snohomish County Fire District 1 is the lead agency for fire suppression
activities within the city. Supporting agencies shall report to and operate
under the direction of the Incident Commander. The Fire District may
establish a unified command system with supporting agencies during large
scale incidents.
B. The Fire District has existing mutual aid agreements with numerous
agencies throughout King, Pierce and Snohomish Counties. Requests for
assistance may be through existing mutual aid agreements. In situations
when mutual aid is not available, requests for resources through the
Washington State Fire Services Resources Mobilization Plan will be
coordinated through Washington State Emergency Management Division,
with notification made to SnoCo DEM.
C. The Police Chief or designee will allocate resources to support Fire
operations as necessary and will report to the Emergency Operations
Center to coordinate law enforcement field operations and resources
when it is activated.
D. On -scene management of emergencies shall follow the Incident
Command System in accordance with the National Incident Management
System (NIMS).
E. Communications and emergency notifications will be through established
channels (See ESF 2 — Communications).
F. The notification method used to mobilize off -duty personnel will normally
be by telephone or pager.
G. The Fire Chief, or designee, shall provide direction and control over
District resources and shall coordinate activities with the Emergency
Operations Center. District personnel shall operate according to specific
directives, District policies and procedures and by exercising reasonable
personal judgment when unusual or unanticipated situations arise and
command guidance is not available.
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H. Command posts may be established for the coordination of field
operations. The Incident Commander shall provide regular status reports
to the Emergency Operations Center. The coordination of resources will
normally be through the Emergency Operations Center. Co -location of
command posts will be the preferred method of field operations when
multiple departments/agencies have command posts established.
PROCEDURES
A. Responding agencies are responsible for the development of response
procedures for their agency, and for training employees involved in
emergency response operations.
B. Response plans, agency procedures and mutual aid agreements are
separately published documents which should be developed in
coordination with other response agencies for the jurisdiction.
RESPONSIBILITIES
A. Snohomish County Fire District 1
Provide 24-hour response to fire emergencies.
2. Provide coordination of fire resources and direction and control at
emergency scenes.
3. Develop and maintain resource lists for equipment, personnel and
supply sources.
4. Develop policies and procedures for District operations during
emergencies and provide training for appropriate City staff.
5. Provide a representative to the City Emergency Operations Center
when activated to assist in the coordination of resources and
operational activities.
B. Mutual Aid Fire Agencies
Provide resources including equipment, staffing and supplies to
support emergency operations.
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F
G
City of Edmonds Police Department
Provide incident scene security, traffic control and evacuation
operation support.
City of Edmonds Public Works Department
Provide operational support with equipment, staffing, traffic control
and coordination of utility providers during emergencies.
Snohomish County DEM
Provide support and coordination of resource requests during major
incidents.
2. Provide coordination with Washington State Emergency Operations
Center when activated.
3. Work in coordination with the Regional Fire Mobilization
Coordinator.
Washington State Patrol - Fire Protection Bureau
Coordinate resources through the Washington State Fire Services
Resources Mobilization Plan when activated.
Washington State Emergency Operations Center
Coordinate requests for state and federal resources as appropriate.
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EMERGENCY SUPPORT FUNCTION 5
EMERGENCYMANAGEMENT
PRIMARYAGENCY: City of Edmonds Planning Division
SUPPORT AGENCIES: All City of Edmonds Departments
All Contract and Government Service Agencies and Districts
All Agencies Providing Human Services
INTRODUCTION
A. Purpose
To provide a method to collect, analyze and share information
about a potential or actual emergency or disaster in order to
enhance the response and recovery activities of the City.
2. To provide guidance in reporting response and recovery
information to local and state emergency management agencies.
B. Scope
This Emergency Support Function addresses the informational needs of
the City Emergency Operations Center (EOC) and involves all City
Departments, agencies which support City operations, special districts and
organizations providing support to residents during and after emergencies
and disasters.
POLICIES
All City Departments, special districts, and support agencies are responsible for
providing incident information to the Emergency Operations Center. This
information will be used by assigned staff to analyze the situation and develop
appropriate action plans and obtain resources for response and recovery
activities.
III. SITUATION
Any emergency or disaster creates a need for information flow between first
response or field operations personnel and command or supervisory staff. In any a
emergency or disaster incident requiring the activation of the Emergency
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Operations Center, it is essential that information be obtained from field
personnel to assist the Emergency Operations Center in establishing response
and recovery priorities and determining potential future needs.
IV. CONCEPT OF OPERATIONS
A. Whenever any part of the city is threatened by a hazard that could lead to
an emergency or disaster, or when an emergency or disaster situation
exists, the Emergency Operations Center (EOC) will be activated at the
appropriate level to assess the situation.
All City Departments, special districts, service providers and human
service organizations involved in disaster operations and represented in
the Emergency Operations Center will work to meet the information
requirements of the Emergency Operations Center Staff and City leaders
This will include receiving periodic reports from their field representatives.
Additionally, the Emergency Operations Center Staff may be required to
request information from liaison coordinators to the local jurisdiction,
surrounding jurisdictions or from SnoCo DEM to meet a specific
requirement.
B. The Planning Division is responsible for the management of information
received in the Emergency Operations Center. The assigned personnel
will collect, analyze, report, and display the current information. From this
information, action plans will be developed by Emergency Operations
Center Staff to meet the needs of the situation.
C. The Planning Division will develop periodic situation reports and provide
information to SnoCo DEM through the Disaster Coordinator or designee
as required by the incident.
D. Each City Department is responsible for developing their own reporting
procedures. Each Department is responsible for ensuring that their field
operations personnel are aware of the reporting procedures and that they
provide reliable, timely information to the Emergency Operations Center.
E. Information will be shared by posting on boards or charts, making
announcements, holding periodic briefings, routing to other members of
the staff or through the development of situation reports.
F. The City Clerk will be responsible for maintaining a log of information
received at the Emergency Operations Center for permanent record
keeping. Q
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G. The Disaster Coordinator shall provide a copy of the Local Proclamation of
Emergency to SnoCo DEM for distribution to appropriate county, state and
federal agencies by the most expeditious means available at the time of
the event.
H. Additional information on Concept of Operations can be found in the City
of Edmonds Emergency Operations Center (EOC) Guide, a separately
published document.
PROCEDURES
A. Each City Department and agency involved in emergency and disaster
operations is responsible for developing reporting formats and procedures
for their department or agency. Reporting forms shall follow the approved
format of the Emergency Management Committee.
RESPONSIBILITIES
A. City of Edmonds Building and Planning Divisions
Assist City Departments and supporting agencies in the
development of reporting formats.
2. Procure information display materials, maps and supplies.
3. Collect, display and analyze information at the Emergency
Operations Center. Share information with appropriate staff and
develop action plans to support disaster operations.
4. Request information from other local jurisdictions and outside
agencies as necessary.
B. All City of Edmonds Departments
1. Prepare reporting formats.
2. Establish departmental reporting procedures between field
personnel and the Emergency Operations Center.
3. Analyze information specific to the department and prepare, or
recommend action plans as appropriate.
4. Coordinate activities and share information with City Departments
and outside agencies as appropriate.
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C. All Contract and Government Service Agencies, Special Districts and
Human Service Agencies
1. Prepare reporting formats.
2. Establish reporting procedures between field personnel and the
Emergency Operations Center.
3. Analyze information specific to the organization and prepare, or
recommend action plans as appropriate.
4. Coordinate activities and share information with City Departments
and outside agencies as appropriate.
D. City Clerk
Maintain a log of information received at the Emergency Operations
Center for permanent record keeping.
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EMERGENCY SUPPORT FUNCTION 6
MASS CARE, EMERGENCY ASSISTANCE, HOUSING AND HUMAN SERVICES
PRIMARY AGENCIES: City of Edmonds Parks and Recreation Department
City of Edmonds Community Services Department
City of Edmonds Police Department/Animal Control
SUPPORT AGENCIES: American Red Cross
City of Edmonds Human Resources Department
City of Edmonds Development Services
City of Edmonds Office of the Mayor
Snohomish County DEM
Snohomish Health District
Snohomish County Human Services
Local Human Service Agencies, Churches and Volunteer
Agencies
Local Animal Care Facilities, including PAWS
WA State Department of Social and Health Services
INTRODUCTION
A. Purpose
To provide a coordinated method of mass care activities including: shelter
of people and animals; feeding and first aid following an emergency or
disaster; to operate a disaster welfare information system to collect,
receive and report information about the status of survivors and assist with
the reunification of family members; and to coordinate the distribution of
emergency relief supplies.
Human services may include related recovery efforts such as counseling,
benefit claims assistance, identification and postal services, financial
services and associated human services that can be delivered through
Federal Disaster Recovery Service Centers, as needed. Long-term
community recovery needs are addressed in ESF 14 — Long-term
Community Recovery and the City of Edmonds Disaster Recovery Plan, a
separately published document.
B. Scope
This ESF addresses responsibilities and priorities for mass care services a
that are needed during emergencies. Mass care services are a shared
responsibility between the City of Edmonds, the Snohomish County
Chapter of the American Red Cross, Snohomish County DEM, and other
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community and volunteer agencies.
The National Pets Evacuation and Transportation Standards Act of 2006
(H.R. 3858-PETS) requires local and state emergency preparedness
authorities to include plans for pets and service animals in disaster plans;
grants FEMA the authority to assist states and local communities in
developing disaster plans to accommodate people with pets and service
animals; authorizes federal funds to help create pet -friendly emergency
shelter facilities; and allows FEMA to provide assistance for individuals
with pets and service animals, and the animals themselves following a
major disaster. Animal care and pet sheltering issues are addressed in
Support Annex C: Animal Disaster Protection, of this document; and more
detail can be found in the Washington State and Snohomish County
Comprehensive Emergency Management Plan(s), ESF— 11: Agriculture
& Natural Resources.
Initial response activities will focus on meeting urgent needs of survivors.
Recovery assistance available through local agencies and temporary
housing, loans and grants for survivors under federal disaster assistance
programs may need to be coordinated with mass care activities in order to
provide the best service to the community. A collaborative response by
the City, private and non-profit organizations will greatly benefit and
facilitate mass care services in the Edmonds area.
POLICIES
A. In circumstances where there is an immediate need for mass care
services, the City of Edmonds may provide limited mass care services
using available facilities and resources.
B. The American Red Cross will provide staff, supplies and shelters as
disaster conditions dictate and resources allow, in accordance with the
Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-
288) as amended and the National Response Framework.
C. All mass care services will be provided without regard to economic status
or racial, religious, political, ethnic or other affiliation, age, sexual identity
or disability; and will attempt, by leveraging the support and coordination
of the Snohomish County Human Services Multi -Agency Task Force,
and resources from the Snohomish Health District and American Red
Cross, to meet the Americans with Disabilities Act requirements. These
agencies have plans, resources, and vendors to assist the City in
meeting the needs of diverse and vulnerable communities.
D. Appropriate federal, state and city, volunteer agency and private sector
resources will be used as available.
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E. Disaster Welfare Information will be gathered and disseminated only by
the American Red Cross using established procedures.
F. Shelters for pets may be activated by the City of Edmonds Police
Department/Animal Control with help from local veterinary and volunteer
animal care organizations. Pet shelters may be separated from shelters
for citizens. See also Support Annex C: Animal Disaster Protection Plan
of this document.
G. The Washington State Departments of Agriculture (WSDA) and Fish and
Wildlife (WDFW) represent animal health concerns of the state. This
involves, but is not limited to: the diagnosis, prevention and control of
foreign animal diseases and diseases of public health significance, and
assistance in the disposal of dead animals in accordance with Appendix 8
(State Animal Response Plan) of Emergency Support Function 11 of the
Washington State Comprehensive Emergency Management Plan.
III. SITUATION
Serious damage to the community will quickly overwhelm local resources which
have a primary function of gathering damage information and responding to
immediate life threatening situations. Damage to roads, airports,
communications and structures will hamper response efforts. Emergency
workers may be injured, involved with personal problems resulting from the
situation or be unable to reach their designated posts.
Hundreds of survivors may be forced from their homes due to damage,
environmental conditions or severe weather. There may be large numbers of
dead or injured. Family members may be separated immediately following a
sudden impact incident. Large numbers of transients, such as tourists and
business travelers may be stranded long distances from home and require
assistance.
There may be a requirement for shelter sites for hundreds to thousands of people
and pets impacted by the disaster. Many will be separated from their families
due to impassible transportation routes and gridlock.
IV. CONCEPT OF OPERATIONS
A. The City of Edmonds Parks and Recreation Department will be the
primary City agency for establishing temporary mass care services and a
facilities until Red Cross and other disaster relief agencies establish
operations. This may be as long as seven days. The Community
Services and Human Resources Departments will provide staff and
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resources to support Parks and Recreation Department mass care efforts
as needed.
B. Mass care activities undertaken by the City will support emergency
operations by providing food, water and rest areas for City staff working
during the emergency.
C. The Parks and Recreation Department will coordinate the use of City
facilities and parks for use as mass care locations.
D. Requests for establishment of Red Cross Mass Care Centers will be
coordinated through SnoCo DEM.
E. Once the Red Cross has established mass care operations, the City will
assist Red Cross as needed in the coordination of other local human
service agencies and volunteer groups in support of mass care operations
through SnoCo DEM.
F. Initial information to be released to the public regarding mass care facility
services and locations will be coordinated through the City's Public
Information Officer and/or the County's PIO if a Joint Information
System is activated, and the American Red Cross Public Information
Officer, if appointed. The Red Cross will normally take over the public
information role for Red Cross activities once mass care operations are
established.
G. The Parks and Recreation Department will be responsible for pre -
identifying parks or other locations appropriate for recreational vehicles or
camping and for identifying appropriate shelter locations within the city
and for developing plans for shelter operation.
H. The Parks and Recreation Department, in cooperation with the
Community Services Department, is responsible for identifying and
developing resource lists of local volunteer groups and organizations that
will assist with mass care operations and assist those individuals with
special needs who require special assistance.
The Parks and Recreation Department, in cooperation with the Police
Department/Animal Control, and with assistance from local animal welfare
groups, is responsible for pre -identifying appropriate locations for pet
shelters within the city and developing plans for shelter operation.
J. The Human Resources Department will be the primary agency for
providing food and shelter support to City employees working during a
emergency operations. Provisions will be made for employee family
members who, for safety reasons, require support at City shelters or
facilities.
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V
IV
K. The Police Department is responsible for providing security at shelter and
mass care locations when necessary.
L. On -going mass care and recovery assistance to survivors after the
disaster will be provided directly to the public through federal, state and
county programs and through private agencies and local volunteer
organizations.
PROCEDURES
A. The Parks and Recreation Department, in coordination with the
Community Services and Human Resources Departments, is responsible
for developing policies for the use of City property and facilities for mass
care operations. These departments are also responsible for developing
resource lists and procedures for use by City staff for operating shelters
prior to the arrival of Red Cross personnel.
B. The American Red Cross and other agencies providing mass care
services have established procedures in place for providing mass care
services to diverse communities. These are separately published
documents which are developed and maintained by the individual
agencies and organizations. Volunteers and City staff working in
support of these organizations are required to operate according to
these procedures.
C. Procedures for assisting individuals with "special needs" during disasters
will be the responsibility of the Community Services Department. These
procedures will be coordinated with Snohomish Health District, SnoCo
DEM, and local human service agencies, including the American Red
Cross.
RESPONSIBILITIES
A. City of Edmonds Parks and Recreation Department
2
3
Identify City property and facilities suitable for use as mass care
locations.
Develop policies and procedures for the operation of City facilities
as mass care centers.
Develop resource lists for mass care supplies and identify human
service and volunteer agencies that will provide support during
mass care operations.
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4. Assign staff to the Emergency Operations Center to coordinate
mass care activities and information to the public.
5. Provide staff and resources for the operation of mass care centers
American Red Cross
Provide mass care operations according to established procedures
and policies.
2. Provide coordination of mass care information and activities with
the Emergency Operations Center.
City of Edmonds Human Resources Department
Provide assistance to the Parks and Recreation and Community
Services Departments in the development of policies and
procedures for mass care operations as appropriate.
2. Provide staff and resources for the operation of mass care centers
as appropriate.
3. Provide food and shelter for City staff working during emergency
operations.
City of Edmonds Community Services Department
Provide staff and resources for the operation of mass care centers.
2. Coordinate assistance to "special needs" individuals through local
human service agencies.
City of Edmonds Police/Animal Control
Provide volunteers, staff and resources, if available, for the
operation of pet shelters.
2. With Edmonds Parks and Recreation Department, coordinate for
pet sheltering and assistance with local animal welfare agencies.
Snohomish County DEM
2
Coordinate requests for shelter and mass care assistance through
the local Red Cross Chapter.
Coordinate with Snohomish County Human Services and outside
agencies which provide mass care services.
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Local Human Service Agencies and Volunteer Organizations
1. Provide mass care and human services according to established
policies and procedures.
2. Coordinate activities with the Red Cross and SnoCo DEM.
Local Animal Service Agencies and Volunteer Organizations
1. Provide animal care and sheltering assistance according to
established policies and procedures.
2. Coordinate activities with SnoCo DEM.
City of Edmonds Police Department
1. Provide security and maintain order at mass care locations as
appropriate.
City of Edmonds Office of the Mayor
1. Register volunteer workers according to established procedures
WA State Department of Social and Health Services
1. Assist with the coordination of mass care, emergency assistance,
housing and human services responses by state and non-
governmental organizations.
2
Provide guidance to local jurisdictions on mass care and related
issues.
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4.3.b
EMERGENCY SUPPORT FUNCTION 7
LOGISTICS MANAGEMENT AND RESOURCE SUPPORT
PRIMARY AGENCIES: City of Edmonds Public Works Department
Snohomish County Fire District 1
City of Edmonds Parks and Recreation Department
Office of the Mayor
SUPPORT AGENCIES: City of Edmonds Police Department
City of Edmonds Finance Department
City of Edmonds City Council
Snohomish County DEM
Snohomish County Human Services
WA State Department of Enterprise Services
INTRODUCTION
A. Purpose
To provide for the effective management of resources during emergencies
and disasters.
B. Scope
Resource support involves the provision of services, personnel, supplies
and facilities during disaster response and recovery.
POLICIES
A. Each City Department is responsible for developing and maintaining lists
of Department resources, including equipment, personnel and supplies for
use during emergency and disaster operations.
B. Each City Department assigned responsibilities in this CEMP is
responsible for developing and maintaining lists of equipment and
service providers necessary to support the Departments' responsibilities
and functions during disaster operations.
C. Requests for resources other than contract or mutual aid from outside the
local area will be coordinated through SnoCo DEM.
Q
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III. SITUATION
Disaster operations will quickly overwhelm local resources. Resources
requested from outside the local area may be unavailable for several hours or
days. It may be necessary to prioritize of the use of local resources according to
the severity of individual incidents.
The management of resources will vary greatly from incident to incident. It will
be necessary to maintain flexibility in the management of resources and adapt to
the changing situations that may be associated with the disaster.
IV. CONCEPT OF OPERATIONS
A. Locally available public resources and those available through mutual aid
shall be utilized prior to requesting resources through SnoCo DEM.
B. To the greatest extent possible, a free market economy and distribution
system shall be utilized during disaster operations. Controls over limited
and critical resources may be put into place on a county or state-wide
basis when the situation warrants.
C. The City may obtain services, equipment and supplies necessary to
respond to a disaster through private sources. It will be the responsibility
of the Finance Department to issue purchase orders, vouchers, warrants
or temporary contract agreements as required at the time of the disaster.
When appropriate, pre -disaster agreements may be initiated in order to
facilitate an efficient operation. The City Council may assist with
approval of financial resources for emergency expenditures,
disbursement of funds, and emergency adjustments to contracting rules
and regulations for procurement.
D. When necessary, staging areas for incoming resources will be utilized.
Each staging area shall have a supervisor or manager responsible for
assigning resources as designated through the Emergency Operations
Center. Staging areas will normally be divided into two categories:
Response Operations - The Fire District and Public Works
Department will be responsible for pre -identifying appropriate
locations for staging equipment and supplies for disaster response
operations.
2. Human Services - The Parks and Recreation Department and
Office of the Mayor will be responsible for pre -identifying staging a
areas and distribution locations for human service supplies and
donated goods. This may be done in coordination with local
volunteer and human services support agencies when appropriate.
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E. The City has identified locations for use as the City's Community Points of
Distribution (CPOD) for distribution of commodities to the rblic. These
locations are: Edmonds Public Works Facility - 7110 210t St SW; and the
Frances Anderson Community Center - 700 Main Street.
F. SnoCo DEM shall be notified regarding the location and function of all
staging areas within the city in order to facilitate the locating of resources
arriving from outside the local area.
G. Allocation and distribution of resources from staging areas will be
coordinated through the Emergency Operations Center. Once allocated,
resources will be managed by the responsible department(s) and/or
support agencies to which they are assigned.
H. Monetary donations received by the City will be processed and managed
by the Finance Department. All monetary donations shall be allocated to
support the recovery of the community from the disaster. Allocation of
donated funds will be the responsibility of the City Council and shall take
place in an expedient manner.
The City may leverage the partners of the Snohomish County Human
Services Multi -Agency Taskforce to identify local or regional partners
able to support financial and physical donation management. This may
include, but is not limited to, non-profit organizations such as United
Way.
The City may utilize the Volunteer Reception Center concept and
registration process as provided by SnoCo DEM to manage
spontaneous volunteers. If the City does not have resources to support
implementation of a process or center, request for support will be made
to SnoCo DEM and or Human Services.
K. The Police Department shall be responsible for providing security and
traffic control at staging area and resource distribution locations as
necessary.
V. PROCEDURES
A. All requests for outside resources shall be coordinated through the
Emergency Operations Center and/or SnoCo DEM.
B. Allocation of resources located at staging areas shall be done through the
Emergency Operations Center. a
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VI. RESPONSIBILITIES
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City of Edmonds Public Works Department
1. Pre -identify appropriate response operations staging areas within
the city.
2. Request outside resources through the Emergency Operations
Center.
3. Provide/designate staging area supervisors or managers as
appropriate.
Snohomish County Fire District 1
1. Pre -identify appropriate response operations staging areas within
the city.
2. Request outside resources through the Emergency Operations
Center.
3. Provide/designate staging area supervisors or managers as
appropriate.
City of Edmonds Office of the Mayor and Parks and Recreation
Department
1. Pre -identify appropriate human services staging and distribution
areas within the city. Parks and/or other City facilities will be
utilized. The City may also coordinate with local businesses.
2. Request outside resources through the Emergency Operations
Center.
3. Coordinate distribution activities with appropriate human service
agencies.
City of Edmonds Police Department
1
Provide security and traffic control at staging and distribution areas
as necessary.
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E.
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Snohomish County DEM
Coordinate requests for resources from outside the area, other than
mutual aid and contract service providers.
2. Provide for the delivery and distribution of resources to designated
staging areas.
City of Edmonds Finance Department
Develop procedures for emergency procurement of supplies and
services and coordinate these activities during emergency
operations.
2. Collect and manage monetary donations. Distribute donated funds
as directed by the City Council.
WA State Department of Enterprise Services
Provide resource support services when City resources and response
capacity are exhausted. This may include: emergency relief
supplies; office equipment, supplies and facilities; transportation
services; and personnel.
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EMERGENCY SUPPORT FUNCTION 8
PUBLIC HEALTH AND MEDICAL
PRIMARYAGENCY: Snohomish County Fire District 1
Snohomish Health District
SUPPORT AGENCIES: Snohomish County Medical Examiner
Local Hospitals and Medical Clinics
Snohomish County DEM
American Red Cross
Snohomish County Medical Reserve Corps
Local Ambulance Service Providers
City of Edmonds Police Department
Mutual Aid Agencies
WA State Department of Health
INTRODUCTION
A. Purpose
To provide for the coordination of emergency health and medical services
during major emergencies and disasters.
B. Scope
This Emergency Support Function is designed to provide guidance in the
allocation of available medical resources and services in order to meet the
emergency health and medical needs of the community in a major
emergency or disaster.
POLICIES
A. The Multiple Casualty Incident Procedures, a separately published
document, shall be utilized in order to provide timely services to those
having the most urgent medical needs and to assist in the distribution of
patients to medical facilities.
B. The mass medical care procedures established by hospitals and health
care support agencies shall be utilized during response to major
incidents.
C. Additional resources necessary for emergency medical activities beyond a
existing automatic and mutual aid agreements shall be requested through
SnoCo DEM and/or Snohomish Health District.
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D. The City recognizes that healthcare facilities may have emergency
evacuation plans requiring operational support from outside entities.
Assistance from the City and from support agencies may be requested
consistent with other provisions of this ESF.
III. SITUATION
A significant disaster with large numbers of injuries will overwhelm existing
medical service capabilities. Much of the immediate medical attention to the
injured will be administered by well-meaning volunteers at the scene who have
little or no first aid training. Such a disaster may also pose public health
threats, including problems related to food, water, wastewater, solid waste,
disease vectors and mental health.
Medical facilities may sustain damages which affect their ability to provide
services. Facilities remaining in service may be overwhelmed by the walking
wounded and the more seriously injured who are being transported to those
locations. Medical supplies and pharmaceuticals may be in short supply.
Disruptions to local transportation, utility and communication systems may cause
delays in restocking.
Uninjured persons who require daily medication may have difficulty in obtaining
medications due to reduced mobility, damage or destruction of normal supply
locations and general shortages within the disaster area.
Major medical emergencies caused by a release of toxic or radioactive
substances or by explosion may overwhelm medical resources and facilities as
these types of incidents require specialized treatment that is only available at a
limited number of medical facilities.
IV. CONCEPT OF OPERATIONS
A. Snohomish County Fire District 1 and mutual aid agencies are the lead
agencies for providing pre -hospital medical services during emergencies
within the city.
B. The Fire Chief, or designee, shall provide direction and control over
District resources and coordination with the Emergency Operations
Center.
C. On -scene management of emergencies shall follow the Incident
Command System (ICS), in accordance with the National Incident
Management System (NIMS).
D. Notification and activation of emergency response personnel will be
through established channels and procedures.
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E. In the event of structural failure or inaccessibility of medical facilities in a
disaster, any City facility or temporarily established site may serve as a
remote emergency clinic, temporary hospital or morgue for its local area
until coordination of more permanent facilities can be established. The
establishment of these temporary facilities shall be coordinated with the
Snohomish Health District, the Emergency Operations Center and SnoCo
DEM.
F. Any site designated by the Incident Commander may serve as a
command post, staging area, triage or treatment area or transportation
station.
G. Mutual Aid Agreements exist with numerous agencies throughout the
Puget Sound area. Requests for assistance will be coordinated through
the Emergency Operations Center and SnoCo DEM.
H. It is anticipated that in major medical emergencies, assistance beyond
what may be available through the existing mutual aid agreements will be
necessary. In these cases, assistance and resources from state and
federal agencies may be requested through SnoCo DEM.
The Snohomish County Health District shall provide direction to private
and governmental service agencies and the general public in the
prevention of disease, handling of food, water, wastewater and solid
waste. The Health District will also oversee the activities in public facilities
to ensure health standards are maintained to the greatest degree
possible.
The Snohomish County Health District shall assist in the coordination
between city, county, state and federal agencies providing medical and
health support services within the county, including assistance in the
coordination of evacuation from healthcare facilities.
K. The Snohomish County Medical Examiner is responsible for the
identification of the deceased, body recovery, storage and transportation,
and disposition of personal effects and unclaimed bodies, and notification
of next of kin. The Medical Examiner shall coordinate with supporting
service agencies and maintain records on all deaths resulting from a
disaster.
L. Mental health services may be provided through a variety of private, public E
and volunteer mental health counseling services. Coordination of these
services shall be through Snohomish County Human Services and/or a
SnoCo DEM.
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VI.
M. The City will support efforts of the Snohomish Health District and/or local
medical centers to establish medical shelters and, as practicable, the City
will support the endeavor with appropriate City facilities and/or other
available resources (IT, generator, emergency supplies, etc.).
PROCEDURES
A. Field response agencies, medical facilities and supporting organizations
are responsible for the development of operating procedures for their
specific agencies and facilities, and for training employees involved in
medical operations.
B. The Snohomish County Multiple Casualty Incident Procedures is a
separately published document which was developed by the fire
departments and emergency medical service providers in Snohomish
County to provide for coordinated operations in a mass casualty incident
The Multiple Casualty Incident Procedures plan is utilized by all
Snohomish County Fire Districts, Municipal Fire Departments, and
emergency medical service providers and transporters. It is updated
periodically.
RESPONSIBILITIES
A. Snohomish County Fire District 1
Establish incident command at emergency scenes and provide
initial incident evaluation to ensure appropriate allocation and
coordination of resources.
2. Provide on scene emergency medical treatment and implement the
Multiple Casualty Incident Procedures for on -scene management.
3. Provide ongoing incident status and pertinent information to the
Emergency Operations Center or the Command Officer on duty as
appropriate.
4. Coordinate the establishment of first aid stations, temporary
medical treatment facilities and morgues as appropriate.
5. Maintain medical resource lists.
B. Snohomish County Health District
Provide information to appropriate agencies and the general public
regarding disease prevention and sanitation precautions.
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C
2. Coordinate with local public works departments to determine the
potential for water contamination and sewage and solid waste
disposal system failures which may pose a health risk to the
community. Notify the appropriate agencies and the general public
3. Coordinate and provide care and sheltering services for the
medically fragile.
4. Monitor overall community support activities as they relate to the
health department and respond to situations that may pose a risk to
the public, including; food storage, handling and distribution;
contamination by toxic releases; and public shelter operations.
5. Provide necessary assistance, equipment and health related
services as appropriate, including mass immunization, infectious
disease control, medical care at health department clinics,
counseling and coordination of personnel and resource support to
area hospitals and medical facilities as required.
6. Assist the Snohomish County Medical Examiner in coordinating
mortuary services as needed.
7. Additional information can be found in the Snohomish Health
District Strategic National Stockpile Activation Plan, and the
Snohomish Health District Pandemic Flu Response Plan,
separately published documents.
Mutual Aid Agencies
Provide advanced life support services to the critically injured.
2. Provide medical support and technical assistance to the Incident
Commander at incident scenes.
3. Provide coordination and transport of injured persons to medical
treatment facilities.
Snohomish County Medical Examiner
1. Provide for the recovery and disposition of bodies, determination of
cause of death, notification of next of kin and maintain records of
disaster related deaths.
2
3
Provide coordination for temporary morgue and mortuary services
Provide information to the news media and the public regarding
Medical Examiner operations and status of activities.
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Local Hospitals and Medical Facilities
Receive any injured person without regard to the ability to pay for
services. Maintain cost records and treatment documentation.
2. Triage and provide treatment for patients according to established
mass casualty procedures. Direct ambulatory patients to alternate
care facilities when appropriate.
3. Establish and maintain communications with hospital control.
Provide information and facility status as required.
4. Provide personnel and equipment for dispatch to disaster scenes or
temporary medical facilities as required.
5. Maintain records and field assessment reports for patients treated
and transported.
Snohomish County DEM
Provide for coordination of area -wide health care related activities
through the County Emergency Coordination Center.
2. Coordinate requests for, and the distribution of, resources obtained
locally and from state and federal support agencies as requested
by health care facilities and local jurisdictions, in conjunction with
the Snohomish Health District.
American Red Cross
Provide nursing services and medical treatment at temporary
shelters and medical treatment centers as appropriate.
2. Coordinate requests for blood and blood by-products from Red
Cross Regional Centers.
3. Mobilize volunteers to assist in the relief efforts and provide
emergency feeding for disaster workers.
City of Edmonds Police Department
Provide security at temporary morgue facilities as required.
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10
Snohomish County Medical Reserve Corps
Provide volunteer assistance in the set-up and operation of shelters
for the medically fragile.
Local Ambulance Service Providers
Provide basic life support services to the injured.
2. Provide transport of the injured to medical treatment facilities.
WA Department of Health
Provide assistance to local governments in identifying and meeting
the public health and medical needs of the injured due to a major
disaster or public health emergency.
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EMERGENCY SUPPORT FUNCTION 9
SEARCH AND RESCUE
PRIMARY AGENCIES: City of Edmonds Police Department
Snohomish County Fire District 1
SUPPORT AGENCIES: Snohomish County Search and Rescue
Snohomish County Technical Rescue Task Force
Edmonds Public Works Division
Snohomish County DEM
WA State Department of Transportation
INTRODUCTION
A. Purpose
To provide for the coordinated use of available search and rescue
resources.
B. Scope
The scope of the search and rescue emergency support function is
divided into three operational areas:
Land search and rescue - primarily utilized for locating the lost or
missing in urban, rural or wilderness areas
Air search and rescue - locating missing or downed civil aircraft.
This is the responsibility of the Washington State Department of
Transportation, Aviation Division.
Disaster, or urban search and rescue - encompasses searches for
individuals missing due to disasters affecting primarily urban areas
such as explosions, storms or earthquakes where severe structural
damage is incurred.
The City of Edmonds has limited capability for providing search and
rescue functions during disaster operations and will rely, when necessary,
on outside resources for providing this service.
POLICIES
A. Plans and procedures for search and rescue operations are separately ``
published documents for each operational area. The City of Edmonds
shall follow the procedures established in these plans in support of the
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IV
agencies and jurisdictions providing search and rescue activities within the
city.
B. During initial operations, and until primary agencies which provide search
and rescue services arrive on scene, the Edmonds City Police Department
and Snohomish County Fire District 1 will establish a Unified Command
and will be responsible for direction and control during land and disaster,
or urban search and rescue operations. City resource support for outside
agencies providing air search and rescue will be provided to the command
agency upon request.
SITUATION
The City of Edmonds is primarily urban area with some areas of wild -land and
recreational area interface. Most individuals who become lost will be within a few
minutes travel from their homes. In addition to individuals becoming lost in wild -
land or recreational areas, there is a potential for children and the elderly or
confused to become lost or disoriented in the urban environment.
Earthquake poses a particularly severe threat to the City. Given the high
population density and the number of multi -story buildings, the likelihood of
structural damage with large numbers of trapped and injured individuals is very
high.
CONCEPT OF OPERATIONS
A. The Edmonds Police Department is responsible for the command and
control of land search and rescue activities within the city. The primary
resource for land search and rescue is the Snohomish County Search and
Rescue Group, composed primarily of volunteers. The group is organized
under the Snohomish County Sheriff's Department. Resource requests
will be coordinated by the Police Department.
B. Search and rescue operations for missing civil aircraft is the responsibility
of the Washington State Department of Transportation, Aviation Division.
The United States Air Force is responsible for missing military aircraft and
aircraft of international origin. The United State Coast Guard directs all
maritime search and rescue operations on or above navigable waters.
Requests for these resources will be through Snohomish County DEM.
The City of Edmonds Police Department will be responsible for
coordinating ground support of these operations upon request.
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u
C. Snohomish County Fire District 1 will be responsible for resource requests
for and the coordination of disaster and urban search and rescue
operations within the city. The City has minimal resources for carrying out
heavy rescue operations and will use the resources of the Snohomish
County Technical Rescue Task Force. Operational activities associated
with disaster search and rescue at the local level may require support from
the Police and Public Works Departments.
D. Regional and Federal Urban Search and Rescue Teams for large scale
operations are available to respond within 12 to 72 hours. The closest
urban search and rescue team is Washington Task Force 1, located within
the Puget Sound area. The Task Force should be requested through
Snohomish County DEM. However, it should be noted that in the event of
a large-scale, regional disaster, the Task Force may not be available as
members will be responding with their home agencies.
E. Search and Rescue Teams responding from outside jurisdictions will
follow established plans, guidelines and procedures while operating within
the city. City Staff and Departments will provide coordination and support
for these activities whenever necessary.
F. The search for and recovery of human remains will normally be conducted
only after the rescue of survivors has been completed and the
environment will allow for safe operation by search and recovery
personnel.
PROCEDURES
A. Individual agencies responsible for managing the various types of search
and rescue operations are responsible for the development of operating
procedures for their specific agencies and for training employees and
volunteers involved in these activities. The plans and procedures are
separately published documents.
B. Snohomish County Fire District 1 and City of Edmonds Departments
involved in the operations and/or support of search and rescue activities
shall establish command posts and operate according to the Incident
Command System, as defined in the National Incident Management
System (NIMS).
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VI. RESPONSIBILITIES
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City of Edmonds Police Department
Provide direction and control for air and land search and rescue
activities within the City of Edmonds.
2. Provide support to search and rescue activities and operations
being conducted by teams responding from outside the City.
Snohomish County Fire District 1
Provide for the coordination and support of disaster and urban
search and rescue activities.
2. Provide staff and resources for disaster and urban search and
rescue activities within the capabilities of the District and City.
City of Edmonds Public Works Division
Provide staff and resources in support of search and rescue
activities as appropriate.
Snohomish County DEM
Request search and rescue resources as necessary and provide
support to the City and outside agencies as appropriate.
Snohomish County Technical Rescue Task Force
Provide expertise and equipment in disaster and urban search and
rescue situations.
Snohomish County Search and Rescue
Provide staff and resources to carry out land search and rescue
activities.
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EMERGENCY SUPPORT FUNCTION 10
HAZARDOUS MATERIALS
PRIMARY AGENCY
SUPPORT AGENCIES
INTRODUCTION
A. Purpose
Snohomish County Fire District 1
Snohomish County Haz-Mat Team
City of Edmonds Public Works Department
City of Edmonds Police
Department SNOCOM
Communications Center
Snohomish County DEM
WA State Patrol
Snohomish County Health District
Snohomish County Sheriff's
Department WA State Department of
Ecology
WA State Department of Health
WA State Military Department/National Guard
CST WA State Emergency Operations Center
To define the overall responsibilities of local agencies in Hazardous
Materials Emergencies.
B. Scope
This Emergency Support Function augments the response procedures of
the local Hazardous Materials Response Team and first responder
agencies. This Emergency Support Function also provides for
coordination with the Snohomish County Local Emergency Planning
Committee (LEPC) and all state, federal and private agencies and
organizations that may have a role in hazardous materials response and
recovery activities within the city.
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POLICIES
A. Federal regulations require each state to establish a State Emergency
Response Commission (SERC), to identify local jurisdiction emergency
planning districts and form Local Emergency Planning Committees
(LEPC). The local LEPC is required to develop hazardous materials
response plans. The City shall be part of the Snohomish County Local
Emergency Planning Committee for the purpose of hazardous materials
planning.
SITUATION
Hazardous material incidents may occur anywhere and at any time within the
city. The city is impacted by major transportation routes which are used to
transport hazardous materials. These include Interstate Highways 5 and 405
Other primary routes include State Routes 527 and 96, as well as Burlington
Northern Railway lines.
Several locations within the city are at low risk of terrorist activities which may
include the intentional release of chemical, radiological, biological or explosive
devices which would impact the city. These locations include the Snohomish
County Sheriff's Office, US Fish and Wildlife, various power sub -stations and
City government buildings and facilities. Terrorist activities may include the
intentional release of chemical, radiological or biological materials; or the
detonation of explosive devices.
The threat presented by hazardous materials incidents may be to both public
health and safety and to the environment. Hazardous materials incidents require
response and clean-up procedures to vary with the type and quantity of material
released. Hazardous material incidents may require multi -agency and multi-
disciplinary responses to adequately handle the situation.
CONCEPT OF OPERATIONS
A. Snohomish County Fire District 1 is the designated Incident Command
agency for hazardous materials incidents within the city. The Fire District
will establish unified command with the Haz-Mat Team, Fire District,
emergency medical services, public works, Police and other local and
state agencies as appropriate for the specific incident.
B. The WA State Patrol will function as the designated Incident Commander
for any hazardous materials incidents taking place on State highways.
C. The Incident Command System (ICS) will be used when
responding to all hazardous material incidents.
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D. Initial requests for qualified hazardous material team assistance shall be
made to SNOCOM.
E. The Incident Commander and/or SNOCOM shall be responsible for
notifying SnoCo DEM when hazardous material releases occur within the
city. This notification may be done through the dispatch center, haz-mat
pager or by telephone. SnoCo DEM will notify the Washington State
Emergency Operations Center and the Department of Ecology, as
needed. These agencies are responsible for providing support during
hazardous materials emergencies. Additional notifications may be made
when appropriate.
F. The Washington State Department of Health, and the Snohomish and
Seattle/King County Health Districts shall be notified in the event of a
release of radioactive materials. Radiation detection and monitoring
equipment is maintained by the Snohomish County Hazardous Materials
Team.
G. The individual, business or agency responsible for the spill is responsible
for assuring effective abatement of the release or threatened release of
any hazardous substance. The Washington State Department of Ecology
is responsible for monitoring clean-up activities to assure compliance
standards are met.
H. The Fire District, in cooperation with the Police Department, is
responsible for overseeing the protection of public health and safety
during hazardous material incidents this shall include evacuation and
perimeter control. Long-term site isolation and security shall be the
responsibility of the Washington State Department of Ecology or their
designee.
The Washington State Patrol and Snohomish County Sheriff may
provide specialty response teams for clandestine drug lab and
explosive device responses.
The Edmonds Public Works Department shall be the primary agency for
coordinating with water and sewer utilities for the protection of water and
sewer systems within the city which may be affected by a hazardous
material release.
V. PROCEDURES
A. Responding agencies are responsible for the development of response
procedures for their agency, and for training employees involved in a
emergency response operations for releases of hazardous substances
in accordance with current state and federal guidelines.
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B. The Snohomish County Local Emergency Planning Committee is
responsible for the development, maintenance and distribution of the
Snohomish County Hazardous Materials Response Plan.
RESPONSIBILITIES
0
Snohomish County Fire District 1 and Snohomish County Haz-Mat Team
Provide 24-hour response to hazardous material emergencies.
2. Serve as Incident Command agency or serve as part of a
unified command as appropriate during hazardous materials
emergencies.
3. Assist with law enforcement, emergency notifications and
warning and evacuations as necessary.
4. Coordinate and maintain liaison with other agencies involved in the
incident.
5. Provide communications and technical support, including
radiological monitoring to the incident
6. Coordinate fire resources when emergency mobilization is
authorized for a hazardous materials incident.
7. Take initial steps to size -up the situation, isolate the scene and
protect life and property.
8. Request assistance and make initial notifications to SnoCo
DEM, local agencies and provide warning to the public as
appropriate.
9. Provide on -scene City liaison and public information officer
during the emergency.
City of Edmonds Public Works Department
P
Assist water and sewer providers in protecting city water and
sewer supplies and systems as appropriate, and provide
notification to other utility providers which may be affected by
the emergency.
Establish coordination with other utilities providers during
response activities.
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City of Edmonds Police Department
1. Provide for perimeter control, re-routing of traffic and initial security.
2. Assist with emergency notification of the public and
evacuation as appropriate.
3. Provide public information officer if requested.
SNOCOM Communications Center
1. Provide emergency dispatch services in support of haz-mat
operations.
Snohomish County DEM
1. Activate Emergency Coordination Center as necessary to
coordinate support activities for the incident such as emergency
notifications, public shelters, resource support, public information
and liaison with adjoining county and state emergency operation
centers, as needed.
2. Coordinate activities of outside agencies and departments in
support of the incident as requested.
3. Make notifications to appropriate county, state and federal agencies.
4. Support activities on -scene when requested by the Incident
Commander.
5. Coordinate the Joint Information System, if needed. Will also activate
a Joint Information Center, as needed.
Washington State Patrol and Snohomish County Sheriff's Department
1. Provide response teams for clandestine drug lab and explosive
device responses.
Snohomish County Health District
1. Provide notifications to the general public regarding precautionary
measures and health effects related to released materials, as
necessary.
Washington State Department of Health
1
Provide response, monitoring and clean-up to radiological incidents.
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2. Provide notifications to the general public regarding precautionary
measures and health effects related to released materials as
necessary.
Washington State Department of Ecology
Provide 24-hour response to serious hazardous material incidents
2. Provide expertise in containment and clean-up of hazardous
materials and ensure that source control, containment, clean-up
and disposal are accomplished.
3. Assume responsibility of incident management and clean-up
if the responsible party is unavailable, unresponsive or
unidentified.
4. Provide coordination with other environmental and state
agencies involved in clean-up and/or recovery.
5. Initiate enforcement actions as appropriate.
Washington State Emergency Operations Center
Maintain 24-hour communication and notification capability.
2. Coordinate state agency response activities through the state
EOC, including procurement of state resources as needed for
response activities.
3. Provide a public information officer to support a joint information
center if needed.
Washington State Military Department/National Guard CST
Provide technical support, response, decontamination and
monitoring at hazardous materials incidents of significant size
and/or duration.
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EMERGENCY SUPPORT FUNCTION 11
AGRICULTURE AND NATURAL RESOURCES
PRIMARYAGENCY: City of Edmonds Parks and Recreation Department
SUPPORT AGENCIES: City of Edmonds Development Services Department
City of Edmonds Police Department
Snohomish County DEM
Snohomish Health District
Snohomish County Red Cross
Local Volunteer and Human Service Agencies
Washington State Emergency Operations Center
Washington State Department of Agriculture
Washington State Department of Social and Health Services
Federal Agencies
INTRODUCTION
A. Purpose
The purpose of this Emergency Support Function is to coordinate efforts
to provide safe handling of food, water and donated goods for mass
feeding and distribution; and for providing transportation to distribution
sites during a catastrophic disaster.
B. Scope
This Emergency Support Function is applicable to catastrophic incidents
which exceed the capabilities of the local resources available through city,
county, private and volunteer agencies and organizations. This
Emergency Support Function is designed to closely support Emergency
Support Function 6 - Mass Care, Emergency Assistance, Housing and
Human Services.
POLICIES
A. The City will coordinate with county, state and federal officials and follow
the policies of these agencies in the execution of this Emergency Support
Function.
B. The City will work with all community, humanitarian and social service Q
organizations to coordinate this activity.
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C. The Snohomish Health District will provide guidance to City Departments
and other agencies to ensure the safety of food and water distributed to
the public.
D. The priority for providing food will be to areas of acute need then to areas
of moderate need.
E. The City will incorporate preservation and conservation measures for
critical areas into response activities.
III. SITUATION
An incident of catastrophic proportion will deprive large numbers of people
access to and/or the means to prepare food. In addition to disruption of the local
food supply and distribution network, an incident may destroy food supplies in
the general area. Commercial cold storage and freezer facilities may be
inoperable.
Water supplies may be insufficient due to damage to the local distribution system
and/or contamination. This will require potable water or beverage supplies to be
distributed in mass quantities.
The City has limited experience in coordinating the distribution of food, water and
donated goods in a catastrophic incident; and if not handled properly, food, water
and donated goods can become vehicles for illness and disease transmission,
which must be avoided. Guidance for these activities will be provided by local
and State Health authorities when appropriate.
IV. CONCEPT OF OPERATIONS
A. The Parks and Recreation Department, assisted by the Development
Services Department, will be responsible for coordinating the functions of
this Emergency Support Function with county, state and federal agencies
on behalf of the City as required by the nature and extent of the disaster.
B. All requests for food and water of this magnitude will be processed
through the County Emergency Coordination Center. The City will
determine needs based on the information available and make request to
SnoCo DEM.
C. Coordination of distribution locations may be done on a county -wide
level. The City will provide information to SnoCo DEM regarding suitable
locations for storage, distribution and mass feeding within the city. a
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D. Locations suitable for providing storage, distribution and mass feeding
capability from a single location will be preferred sites.
E. The operational concepts and resources established for Emergency
Support Function 6 - Mass Care, Emergency Assistance, Housing and
Human Services will be utilized in support of this function.
F. Mass distribution of food and water will be provided for as short a period of
time as possible. It is essential to the economic recovery of the community
that regular methods of distribution through local businesses be re-
established as quickly as possible.
PROCEDURES
A. Procedures established to carry out the responsibilities of Emergency
Support Function 6 - Mass Care, Housing and Human Services will be
utilized to guide the activities of City staff and support agencies.
B. Procedures established by state and federal agencies which are charged
with food and water distribution under the state and federal response
plans will be followed when these agencies are working within the city.
City officials will support state and federal efforts as necessary.
C. Rehabilitation, recovery and/or restoration of critical areas such as stream
beds and wetlands within the City will be accomplished in a manner
consistent with WA State Department of Ecology recommendations and
requirements.
RESPONSIBILITIES
A. City of Edmonds Parks and Recreation Department
Coordinate with SnoCo DEM and county, state and federal
agencies regarding the need for food and water distribution within
the city.
2. Make requests for food and water resources through the County
Emergency Coordination Center when local resources are/or will
be inadequate to meet area needs.
3
Provide support to county, state and federal agencies with City staff
and resources available to support food and water distribution.
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4. Identify suitable locations within the city for food and water
distribution and mass feeding operations.
City of Edmonds Development Services Department
1. Provide support to the Parks and Recreation Department with staff
and resources as requested to support food and water distribution
activities.
Snohomish County DEM
Serve as the primary contact point to coordinate area -wide activities
with county, state and federal officials.
City of Edmonds Police Department
Provide law enforcement activities in support of food and water
distribution.
Local Volunteer and Human Service Agencies
Coordinate distribution activities and provide volunteer resources for
distribution site management.
WA Department of Agriculture and Department of Social and Health
Services
Provide nutrition assistance through the Food and Nutrition Service
This assistance may include: determination of need; obtaining
appropriate food supplies; arrangement of delivery; and
authorization of food stamps.
Other County, State, and Federal Agencies
Provide food and water supplies; and coordination and distribution of
food and water supplies utilizing all available resources and
procedures established in the Agencies' response plans.
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EMERGENCY SUPPORT FUNCTION 12
ENERGY
PRIMARY AGENCIES: Snohomish County PUD
Puget Sound Energy
City of Edmonds Emergency Operations Board
SUPPORT AGENCIES: Washington State Emergency Operations Center
Washington State Department of Commerce
Washington Utilities and Transportation Commission
Snohomish County DEM
INTRODUCTION
A. Purpose
To provide for coordination between the City of Edmonds, county, state
and federal agencies, and local utility providers for the effective use of
electric power, natural gas and petroleum supplies.
B. Scope
The level to which energy supplies are restricted due to damages suffered
during an emergency or disaster will be determined by the nature and
scope of the incident.
POLICIES
A. The State of Washington and the Federal Government have the authority
to restrict use of energy resources during times of emergency or disaster.
The City of Edmonds shall comply with all orders issued regarding the
curtailment of energy resources.
B. The City of Edmonds shall provide a liaison to coordinate energy related
issues with county, state and federal officials and utility providers as
necessary. This may be done through SnoCo DEM.
III. SITUATION
Electric utilities which provide service to the City of Edmonds are an organized a
collection of public and private generating and distribution facilities. They are
interconnected to the Northwest Power Pool. Relying on the power pool
concept, the electric power industry has developed the capability to provide
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IV
power under extreme conditions.
Natural gas distribution is provided by Puget Sound Energy and is supplied
primarily by Northwest Pipeline. Distribution of natural gas is subject to control of
the federal government in response to supply and demand factors and
emergency situations.
Petroleum fuel supplies are provided through a wide variety of sources and
companies. Like natural gas and electricity it is subject to control by the federal
government during times of emergency.
There is no centralized system at the local level to provide for the coordination of
emergency services provided by public utility providers.
CONCEPT OF OPERATIONS
A. In the event of state or federally imposed energy restrictions, or in times of
emergency when supplies of resources are strictly limited due to damage
or shortage of energy supplies, the City will assign a liaison to
communicate local needs with utility providers and county, state and
federal authorities. This will normally be the Disaster Coordinator
designee.
B. Public and private utility providers are expected to manage and operate
the utility within their own jurisdiction, providing energy resources based
on requirements and capabilities.
C. Public utility resources will be used to meet immediate and essential
emergency needs, to include restoration of utilities to critical and essential
facilities within the city. Outside resources may be requested through
other utility providers, mutual aid agreements or through the Washington
State Emergency Management Division.
D. To the maximum extent practical, and within the limitations imposed by
state or federal government, public utilities will continue to provide services
through their normal means. In the event curtailment orders are
issued by the state or federal government, all utilities will comply with such
orders.
E. In the event that energy restrictions affect the delivery of supplies to
the general public, the City may be required to enforce such restrictions
locally. The need to provide enforcement will be evaluated and handled
on a case by case basis.
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PROCEDURES
A. Each utility provider has plans established for the restoration of utility
services and for the emergency allocation of resources during times of
restriction or shortage. These plans comply with state and federal plans
for the curtailment of energy and petroleum products. These plans which
are developed and maintained by the state and federal government, and
utility providers are separately published documents.
B. The City will follow guidelines and procedures as provided by state and
federal officials at the time of emergency.
RESPONSIBILITIES
A. City of Edmonds Emergency Operations Board
Serve as liaison to utility providers and higher levels of government
during emergencies affecting energy utilities and provide
information regarding priority needs within the City.
2. Provide information to local agencies and officials, and the general
public.
B. Snohomish County Department of Emergency Management
1. Provide information on county -wide and regional status of energy
systems.
2. Request resource support from WA State EMD as local assets are
exhausted.
3. Provide planning support as requested and able.
4. Support public information dissemination as requested by the City
C. Snohomish County PUD and Puget Sound Energy
2
3
Operate utilities according to established procedures during times
of energy emergency.
Provide for the restoration of utility services when disrupted.
Provide information on status of utilities to county and state officials
for dissemination to local jurisdictions.
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Washington State Emergency Management Division
Coordinate State assets to support local jurisdictions.
2. Provide information and guidance to local jurisdictions during
energy emergencies.
3. Develop and maintain plans for the priority allocation of energy
resources.
4. Establish a means of gathering information from local jurisdictions
regarding local energy needs and priorities.
Washington State Department of Commerce
Prepare and update energy supply contingency plans.
2. Administer energy allocation and curtailment programs in
accordance with the Governor's emergency powers energy
legislation.
3. Provide information regarding the location and quantity of
petroleum supplies, status of electricity supply and status of natural
gas supply.
Washington Utilities and Transportation Commission
Provide informational assistance and expedite processing of
requests from utilities under the Commission's jurisdiction for
authority to provide specific services or take specific action related
to the emergency or disaster.
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EMERGENCY SUPPORT FUNCTION 13
PUBLIC SAFETY AND SECURITY
PRIMARYAGENCY: City of Edmonds Police Department
SUPPORT AGENCIES: Snohomish County Sheriff's Office
Mutual Aid Police Agencies
Washington State Patrol
Washington State Emergency Operations Center
Snohomish County DEM
INTRODUCTION
A. Purpose
To provide for the effective coordination of local law enforcement
operations and resources during major emergencies and disasters.
B. Scope
This Emergency Support Function augments existing mutual aid
agreements, emergency response plans and procedures existing at the
local, county and state levels. It provides guidance for managing and
coordinating law enforcement functions and addresses all public safety
activities within the city.
POLICIES
A. The procedures established in local plans and consent and/or mutual aid
agreements shall be utilized when responding to an emergency or
disaster.
B. Additional resources necessary for law enforcement activities shall
normally be obtained through agencies with which letters of mutual aid
consent are in place.
III. SITUATION
Law enforcement emergencies may occur at any time and under many
circumstances. Major emergencies affecting law enforcement agencies include a
civil disturbances, crowd control at large public gatherings, evacuation activities,
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major transportation route disruptions, and threats and/or acts of terrorism.
General law enforcement problems may be compounded by disaster -related
community disruption. Law enforcement agencies may also be required to
provide support activities to other City Departments during emergencies.
In January of 2011, the Department of Homeland Security introduced the new
National Terrorism Advisory System (NTAS), which takes the place of the color -
coded alerts formerly found in the Homeland Security Advisory System (HSAS).
The new system has been developed to better coordinate information sharing
among all levels of Law Enforcement and other stakeholders; and provide more
specific guidance for the public, as well. With NTAS, the Department of
Homeland Security will coordinate the development and issuance of formal,
detailed alerts regarding specific or credible terrorist threats. The alerts will
clearly identify threats as either "imminent" or "elevated;" and provide a concise
summary of the potential threat, actions being taken at the Federal level, and
recommended steps for local government, business and private individuals.
The Edmonds Police Department response to terrorism is dependent upon the
situation presented. Within the response will be an analytical element, as
information collection and disbursement would be a key component of any
response. The goal of the response is two -fold: 1) to enhance the safety of the
public at large, and 2) to neutralize any threat to the best of the Department's
ability.
The Edmonds Police Department participates in the Regional Intelligence Group
(RIG). The RIG has access to a variety of databases that are specific to WA
State Homeland Security Region 1, which includes Snohomish, Skagit,
Whatcom, Island and San Juan Counties. In the event of an act of terrorism
within the City of Edmonds, the Department would be in contact with the RIG 1
analyst, in an effort to gain intelligence and useful information. The RIG may
also disseminate related information to those that may find the information useful
The Edmonds Police Department has the ability to reach out directly to the WA
State Fusion Center, which has broader access to information. This
communication can be conducted one-on-one through the Fusion center, via
direct email, or through the Northwest Warn (NWWARN) system. The Fusion
Center provides interdisciplinary expertise and situational awareness, as well as
information analysis and sharing, to support public and private sector security
and critical infrastructure protection.
Additionally, the Edmonds Police Department also has access to the Joint E
Terrorism Task Force (JTTF) working group. Any credible terrorist threat would M
be immediately reported to the JTTF, and leads followed up on appropriately
utilizing federal resources if authorized. a
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IV. CONCEPT OF OPERATIONS
A. The Edmonds Police Department is the Incident Command Agency for law
enforcement activities within the city. Supporting agencies shall report to,
and operate under the Incident Commander. The Police Department may
establish a unified command with supporting agencies during large-scale
incidents.
B. Letters of mutual aid consent exist with various law enforcement agencies
throughout the state. Supplemental law enforcement assistance should
be requested through these agencies.
C. The Police Chief or designee will report to the Emergency Operations
Center to coordinate law enforcement field operations and resources
when activated.
D. On -scene management of emergencies shall follow the Incident
Command System, as mandated by the National Incident Management
System (NIMS).
E. The Police Chief or designee shall provide direction and control over
Department resources and coordination with the Emergency Operations
Center. Department personnel shall operate according to specific
directives, Department policies and procedures, and by exercising
reasonable personal judgment when unusual or unanticipated situations
arise and command guidance is not available.
F. Command posts may be established for the coordination of field
operations. The On -scene Commander shall provide regular status
reports and coordinate requests through the Emergency Operations
Center when activated. Co -location of command posts will be the
preferred method of field operations when multiple departments/agencies
have command posts established.
G. Communications and emergency notifications shall be through established
channels.
H Notification of off -duty personnel shall be done according to Department
procedures, by telephone, Department radio, pager or by Emergency
Public Information Procedures.
I. When the emergency warrants the involvement of state and/or federal E
military or law enforcement agencies, the Police Chief shall be responsible
for the coordination of activities between these agencies and the City, and a
for providing appropriate information to the Emergency Operations Center
when activated.
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PROCEDURES
A. Responding agencies are responsible for the development of response
procedures for their agency, and for training employees involved in
emergency response.
B. Response plans, agency procedures and mutual aid agreements are
separately published documents which should be developed in
coordination with other response agencies for the jurisdiction.
C. Additional information can be found in the Snohomish County Law
Enforcement Mobilization Plan, a separately published document.
RESPONSIBILITIES
A. City of Edmonds Police Department
Provide law enforcement activities within the city.
2. Provide emergency traffic control, coordination of evacuation
operations, perimeter control and assistance with city-wide
damage assessment.
3. Provide security at the Emergency Operations Center and other
critical locations when necessary.
4. Provide communications equipment and emergency notification
and warning activities within the city.
5. Provide for the coordination of explosive device identification,
handling and disposal.
6. Provide support to the Snohomish County Medical Examiner in the
identification of the deceased.
7. Serve as liaison between City personnel and military and state and
federal law enforcement agencies responding to emergencies.
8. Provide direction and control for air and land search and rescue
activities.
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Mutual Aid Police Agencies
Provide law enforcement operational support with staff, equipment
and supplies in accordance with existing consent and/or mutual aid
agreements.
Snohomish County DEM
Provide resource assistance and/or support to command officers as
requested.
State
Washington State Patrol
Provide law enforcement on state and interstate highways within
the city.
2. Provide law enforcement operational support with staff equipment
and supplies in accordance with existing agreements and/or as
requested through the State Emergency Operations Center when
activated.
Washington State Emergency Operations Center
Coordinate requests for state and federal resources as appropriate.
2. Provide National Guard support to law enforcement as requested
and as approved by the Governor.
Federal
See Emergency Support Function (ESF) 20 - Defense Support to Civil
Authorities
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EMERGENCY SUPPORT FUNCTION 14
LONG-TERM COMMUNITY RECOVERY
PRIMARY AGENCIES: City of Edmonds Community Services Department
City of Edmonds Public Works Department
City of Edmonds Development Services Department
City of Edmonds Finance Department
SUPPORT AGENCIES: All City of Edmonds Departments
City of Edmonds City Council
Snohomish County Fire District 1
Sound Disposal
Republic Services
Waste Management NW
Snohomish County DEM
Snohomish Chapter American Red Cross
Washington State Emergency Operations Center
Washington State Department of Commerce
Washington State Department of Employment Security
Washington State Department of Social and Health Services
INTRODUCTION
A. Purpose
To provide guidance for the overall recovery and restoration activities
taking place in the city following a major emergency or disaster. The
recovery phase includes both short-term and long-term activities. Short-
term activities begin during the response phase of the disaster and can
last up to six (6) months; long-term activities may continue for ten (10)
years or more. Mitigation activities are on -going and will continue to be
addressed throughout the response and recovery phases of a disaster.
B. Scope
Recovery and restoration activities taking place following any emergency
or disaster will be determined by the specific incident. The goal of long-
term recovery is to restore the city to pre -disaster (or improved) condition
Some of the long-term recovery activities are extensions of short-term
activities; other long-term tasks begin after short-term tasks are
completed. City, county, state and federal agencies may be involved in
activities depending upon the incident and scope of the situation.
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POLICIES
A. A preliminary damage assessment shall be carried out any time there is a
potential for a Presidential Declaration of a disaster; or if an assessment is
requested by state or county officials. This information shall be provided to
SnoCo DEM in order to support the Governor's disaster declaration
request to the President.
B. The City shall provide support to local, state and federal officials in the
completion of Damage Survey Reports in order to expedite the availability
of Public and Individual Assistance Programs that provide support in the
overall recovery of the community. Additional information on damage
assessment activities may be found in Support Annex B: Damage
Assessment.
C. Recovery activities of state, federal and organized volunteer agencies will
be coordinated through a Joint Field Office. The location and level of
operation will be determined by the extent of the disaster and upon the
needs of local jurisdictions.
D. SnoCo DEM will provide a liaison to coordinate activities with the Joint
Field Office when requested by Washington State Emergency
Management Division or the Federal Emergency Management Agency.
E. Recovery activities shall be in accordance with the City of Edmonds
Disaster Recovery Plan, a separately published document.
SITUATION
Recovery and restoration activities include, but are not limited to: repair of
damaged facilities, utilities and infrastructure; site decontamination; and broad -
based assistance to citizens and businesses. Depending upon the nature of the
incident, one or more City Departments will have a role in restoration and
recovery activities.
CONCEPT OF OPERATIONS
A. The Community Services and Public Works Departments shall be the lead
agencies for damage assessment activities within the city. The damage
assessment process will include staff from all City Departments capable of
contributing to this effort and shall be carried out in a cooperative manner.
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B. The American Red Cross utilizes a damage survey process in order to
determine the effect of the disaster on individual residents and to
evaluate immediate human needs. This assessment can contribute to
the overall picture of damage status and should be coordinated when
possible.
C. In major incidents requiring the involvement of multiple City
Departments, support agencies or community support groups the
Mayor will appoint a Recovery Task Force to coordinate recovery
activities within the city. The City Council may provide insight into
strategies and vision for planning efforts, allocation of funds to projects,
adoption of new or emergency ordinances to facilitate expedited
recovery and mitigation processes.
D. In major disaster recovery situations, or in incidents where there has been
a Presidential Declaration, a team composed of state and federal disaster
assistance employees may be assigned to the City to assist with damage
survey and provide restoration guidance.
E. Following an evaluation of damage, appropriate City Staff and other
involved agencies will determine priorities for repair of essential facilities,
utilities and infrastructure.
F. The Community Services Department is the lead agency in the
coordination of recovery efforts and the maintenance of the City's Disaster
Recovery Plan. In situations where disaster recovery is primarily
composed of repair to facilities, utilities and infrastructure, the Public
Works Department will play a key role in recovery efforts. In situations
where there is contamination from hazardous materials releases requiring
long-term mitigation and clean-up activities Snohomish County Fire
District 1 will play a key role.
G. The Finance Department will assist Public Works and Engineering in
preparing work contracts; and in the collection and documentation of all
costs associated with disaster response and recovery activities.
H. In situations where the county or state has received a Presidential
Disaster Declaration, state and federal funds may be made available to
assist local jurisdiction with disaster costs. The Finance Department, with
assistance from other City Departments, will prepare all financial
documentation required by the state and federal government to ensure
recovery of allowable disaster costs.
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V
VI
In disaster recovery situations involving major damage to portions of the
city, it may be necessary to evaluate reconstruction and zoning in certain
areas. This may include sensitive land use areas, areas targeted for re-
development or re -zoning and areas which need other improvements.
The Development Services Department will be responsible for reviewing
such areas and making recommendations regarding re -building, re -zoning
and other desirable community improvements. The Development
Services Department will also research potential funding sources for such
improvements.
The City Clerk shall provide training and information to City Departments
regarding the protection of vital City records prior to emergency situations
In post emergency or disaster situations where vital records have been
damaged or destroyed, the City Clerk shall have the lead role for
recovering and restoring vital records. City Departments shall provide
assistance to the City Clerk when requested.
PROCEDURES
A
B
C
D
Specific information on Recovery policies and procedures can be found in
the City of Edmonds Disaster Recovery Plan.
Specific information on Damage Assessment can be found in Support
Annex 8: Damage Assessment.
The City of Edmonds will follow established state and federal procedures
required for the recovery of disaster costs.
The City of Edmonds may develop special policies and ordinances for
zoning, development and construction following a disaster.
RESPONSIBILITIES
A. City of Edmonds Community Services / Economic Development
Department
2
3
Serve as the lead agency in recovery planning and post disaster
activities.
Coordinate Recovery Task Force Activities when necessary and
serve as chairperson when directed by the Mayor.
Assist local businesses in determining essential recovery needs.
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III
4. Support local businesses throughout the recovery process.
5. Serve as a member of the Recovery Task Force as Appropriate.
City of Edmonds Public Works Department
Evaluate facilities, utilities and infrastructure damaged during a
disaster and establish priorities for repair.
2. Work with other local, state and federal agencies involved in repair
and recovery activities within the city to ensure coordinated and
efficient operations.
3. When appropriate, serve as the City's liaison with disaster
assistance teams from the state and federal government.
4. Document all costs and activities associated with disaster response
and recovery activities and provide information to the Administrative
Services Department.
5. Serve as a member of the Recovery Task Force as appropriate.
Snohomish County Fire District 1
Work with local, state and federal agencies to mitigate hazardous
material contaminated areas to ensure community safety.
2. Evaluate Fire District facilities damaged during a disaster and
establish priorities for repair.
3. When appropriate, serve as the City's liaison with disaster
assistance teams from the state and federal government.
4. Document all costs and activities associated with disaster response
and recovery activities and provide information to Administrative
Services.
5. Provide personnel to serve as a member of the Recovery Task
Force, as appropriate.
City of Edmonds Finance Department
Collect information regarding disaster related costs, prepare
documentation and submit to appropriate state and federal
agencies.
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2. Serve as a member of the Recovery Task Force as appropriate.
3. Provide training and information to City Departments regarding the
protection of vital city records.
4. Coordinate recovery and restoration activities associated with vital
City records.
City of Edmonds Development Services Department
1. Evaluate land use, zoning and target improvement areas following
a disaster. Make appropriate recommendations.
2. Serve as a member of the Recovery Task Force as appropriate
All City of Edmonds Departments
1. Evaluate City facilities as appropriate and establish priorities for
repair.
2. Document all costs and activities associated with disaster response
and recovery activities and provide information to Administrative
Services.
3. Serve as a member of the Recovery Task Force as appropriate.
Sound Disposal, Republic Services, and Waste Management NW
1. Provide for the continuation of regularly scheduled household
waste pick-up services.
2. Coordinate with the Edmonds Public Works Department for the
collection and management of disaster -related debris.
Snohomish County DEM
1
2
3
Serve as liaison between state/federal disaster recovery teams and
the City, as appropriate.
Provide a location for state/federal disaster recovery teams to work
as necessary.
Assist the City with maintenance of the City's
Disaster Recovery Plan.
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4.3.b
WA State Emergency Operations Center
Coordinate activities of Disaster Reservists in support of
Preliminary Damage Assessment mission.
County, State and Federal Agencies
Provide direction and support to the City during disaster recovery
operations.
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EMERGENCY SUPPORT FUNCTION 15
EXTERNAL AFFAIRS AND EMERGENCY PUBLIC INFORMATION
PRIMARYAGENCY: City of Edmonds Disaster Coordinator
Snohomish County DEM
SUPPORT AGENCIES: All City Departments
City of Edmonds City Council
Snohomish County Fire District 1
SNOCOM Communications Center
Washington State Emergency Operations Center
Federal Emergency Management Agency
INTRODUCTION
A. Purpose
To ensure that sufficient assets are mobilized during emergencies
or disasters to provide accurate, coordinated and timely information
to impacted communities and populace, first responders,
governments, media and the private sector.
2. To provide resource support and mechanisms to implement a local
Joint Information Center (JIC) when necessary, supplementing first
responder public information officers (PIOs) operations with JIC
resources.
B. Scope
This Emergency Support Function details the establishment of support
positions to coordinate communications to various audiences. It applies to
all City Departments that may require public affairs or public information
support; or whose public information support or assets may be employed
during an emergency or disaster.
POLICIES
A. It is the policy of the City of Edmonds to provide consistent, accurate,
complete and timely information using all available communications
methods.
B. It is the policy of the City to coordinate the development and dissemination
of all disaster -related public information through the designated Public
Information Officer.
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LTA
C. It is the policy of the City to recognize that some of its residents and
visitors speak and understand limited English. As such, the City will
endeavor to utilize available resources to facilitate information
dissemination to these people.
SITUATION
Emergency or disaster situations are typically complex and extend beyond one
operational period, possibly exhausting the public information capability of the
City.
CONCEPT OF OPERATIONS
A. The Mayor or Disaster Coordinator appoints a Public Information Officer
(PIO) to act as the official for coordinating the dissemination of emergency
public information as approved and authorized by the City Disaster
Coordinator. The City Council may be involved to assist with consistent
messaging to constituents from the Emergency Operations Center, the
PIO, and, if operational, the Joint Information Center.
B. Emergency public information shall be coordinated by the PIO with prior
approval from the Disaster Coordinator.
C. The Disaster Coordinator may appoint an Assistant PIO when media
briefings are required from multiple locations or as the situation requires
D. Media briefings may take place at the City Council Chambers or at City
Hall, or at an alternate site identified and announced by the PIO.
E. Any or all of the following methods may be utilized to relay emergency
information to the public:
• Print, radio, cable and television media
• City website: http://www.edmondswa.gov
• Printed education/information materials
• City radio systems
• Amateur Radio Services
• Public address systems
• AlertSense system
• Emergency Alert System (EAS)
• Social media accounts
• Community Relations Department of Edmonds School District
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V
F. In some circumstances, it may become necessary to release emergency
public information from field command posts. In this event, the individual
in charge at the location shall notify the EOC in a timely manner and
provide detailed information regarding information released.
G. The City can post emergency public information on the City's website.
The PIO will coordinate all posted information.
H. In an emergency, people will turn first to traditional sources of information.
The PIO will strive to ensure the same message is given to all "traditional"
sources.
The City may request support from SnoCo DEM to establish a Joint
Information Center and/or integration into a Joint Information System.
This may include, as appropriate/available, the SnoCo DEM Mobile JIC.
PROCEDURES
A. The PIO will determine the methods for dissemination of local emergency
information and instructions, with authorization from the Disaster
Coordinator.
B. Information will also be disseminated to the Mayor, City Council,
emergency personnel in the field and other City employees so they will
know what information and guidance is being released to the public.
C. Media briefings, if held in the City, may take place at the City Council
Chambers or at City Hall, or at an alternate site identified and
announced by the Public Information Officer.
D. During incidents where the SnoCo DEM Emergency Coordination
Center is activated, area -wide information will normally be
coordinated through that location on behalf of the City. SnoCo DEM
may activate a Joint Information Center (JIC) to manage external
affairs for the incident.
E. A Joint Information Center (JIC) may be established by SnoCo DEM, in
coordination with other agencies, to coordinate emergency public
information where multiple jurisdictions are impacted and/or involved in
the response. This facility would be in direct contact with the City EOC,
may include PIOs from other jurisdictions, and may be in conjunction with
State and Federal information efforts. The location of the JIC will be at
the SnoCo ECC or at an alternate designated location.
F. The designated PIO will maintain up-to-date distribution lists.
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VI
G. Translation of emergency public information for non-English speaking
persons will be coordinated through the EOC, with assistance requested
from SnoCo DEM.
H. Special instructions and provisions may be made for hospitals, nursing
homes, schools and other groups.
RESPONSIBILITIES
0
FV
C.
C
City of Edmonds Mayor
Represent the City at press conferences, public hearings and other
public events, as appropriate.
2. Appoint a Public Information Officer (PIO) to coordinate the
dissemination of emergency public information.
City of Edmonds Disaster Coordinator
Appoint a Public Information Officer (PIO) if necessary.
2. Establish policies and procedures pertaining to the release of
emergency information and instructions.
3. Approve all press releases and briefings.
4. Support the PIO in coordinating all press releases and briefings.
All City Departments
Provide pertinent and timely information (e.g. road closures,
emergency instructions, available assistance, restricted areas, etc
to the EOC regarding field activities and emergency public
information.
2. Coordinate requests for assistance through the EOC.
3. Notify the designated PIO of rumors and misinformation so that
corrections can be prepared and issued immediately.
Public Information Officer(s)
Represent the City at press conferences, public hearings and other
public events as directed by the Disaster Coordinator.
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E
2. Receive approval from the Disaster Coordinator for all press
releases and briefings.
3. Coordinate with SnoCo DEM when information is to be released on
the EAS, AlertSense, or other shared information system(s).
4. Gather and coordinate emergency public information for timely
release to the public.
5. Provide copies of all press releases to SnoCo DEM.
6. Notify appropriate agencies to assist in the dissemination of
emergency public information.
7. Give regular information briefings to City officials, news media and
the public, as authorized by the Disaster Coordinator.
8. Provide information to City Departments that may dispense
information to ensure consistency of messaging.
9. Provide pre-printed emergency public information brochures and/or
flyers for distribution to the public.
10. Recommend appropriate location(s) for public official and media
briefings.
11. Monitor media coverage and public reaction and perceptions to
identify rumors and misinformation as soon as possible. Prepare
correction(s), if applicable.
12. Participate in SnoCo DEM Joint Information System conference
calls when scheduled.
Snohomish County DEM
Throughout the emergency or disaster, SnoCo DEM will coordinate with
city, county and state PIOs to develop and disseminate emergency public
information.
2
Will activate the county JIS and, if appropriate, open the county
JIC facility.
Will facilitate county JIS conference calls.
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4.3.b
F
G.
3. Will provide PIO/JIC support to the City as resources allow.
4. Will assist with dissemination of City messaging.
WA State Emergency Operations Center
Throughout the emergency, public information staff from the State
EOC will work with the Governor's press secretary to develop and
disseminate information regarding the emergency and State
response efforts. State EOC staff will also be available to assist
local officials in disseminating emergency instructions to affected
communities.
2. Coordinates with local and Federal agencies on the release of
emergency information and instructions.
Federal
The Federal Emergency Management Agency provides for the
assignment and establishment of Public Information operations at the
Joint State/Federal Disaster Field Office after a Presidential Disaster
Declaration.
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EMERGENCY SUPPORT FUNCTION 20
DEFENSE SUPPORT TO CIVIL AUTHORITIES
PRIMARY AGENCIES: Washington State Military Department, National Guard
Snohomish County DEM
City of Edmonds Police Department
SUPPORT AGENCIES: Washington State Emergency Operations Center
Federal Emergency Management Agency
US Northern Command (USNORTHCOM)
INTRODUCTION
A. Purpose
To establish guidelines for requesting military assistance and for
coordinating military support with City response activities.
B. Scope
The scope of military involvement will be determined by the nature of the
incident and the amount of support needed for the incident.
POLICIES
A. The City of Edmonds Police Department shall serve as liaison between
military forces located within the city and the Emergency Operations
Center.
B. All military forces remain under, and will follow, the military chain of
command.
III. SITUATION
It is anticipated that military support will be requested or authorized only under
the most extreme circumstances when city, county and state resources are
unable to cope with the nature or extent of the emergency or disaster.
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IV. CONCEPT OF OPERATIONS
A. The Governor of the State of Washington has the authority to order the
organized militia of Washington or any part thereof into active service in
order for the state to execute the laws and perform such services as the
Governor shall deem proper. This power resides with the Governor or
acting Governor alone and may not be delegated.
B. The Washington Emergency Management Division, in consultation with the
Adjutant General, may recommend activation of the National Guard
when there is an anticipated justifiable need for the services of the military,
or upon a validated request from a local jurisdiction when the need cannot
be met by local or state resources.
C. Requests for military assistance will be coordinated through SnoCo DEM.
Requests must include the following: proclamation of local emergency;
date, time and location of incident; damage done; casualties; extent of the
incident; and the severity and magnitude.
D. The role of the military in a disaster operation in limited to the preparation
for an impending disaster and emergency response. This role may
include the following: transportation; security forces; urban search and
rescue; hazardous materials; communications; air support; wild -land
firefighting; limited feeding; medical; and supplemental power.
E. The base commander of a military installation has the authority to respond
to immediate life threatening emergencies. Requests under these
circumstances may be made directly to the local installation.
F. Coordination of military activities will normally occur between a military
liaison assigned to the County Emergency Coordination Center and
the State Emergency Operations Center.
G. Federal military forces may be activated under the authority of the
President of the United States.
V. PROCEDURES
A. Individual military organizations will follow the military chain of command
and established procedures for their organization.
B. Requests for military assistance shall be made by the Mayor or Disaster
Coordinator to SnoCo DEM. a
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VI. RESPONSIBILITIES
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City of Edmonds Police Department
1. Serve as liaison between military personnel and the City
Emergency Operation Center.
Snohomish County DEM
1. Request military support as necessary.
2. Serve as liaison between military personnel located at the County
Emergency Coordination Center and City.
3. Assign military personnel as required through the military liaison at
the County Emergency Coordination Center.
WA State Emergency Operations Center
1. Serve as the coordination point between military forces and the
County Emergency Coordination Center.
Military Organizations
1. Provide assistance as directed by the Adjutant General and
approved by the Governor.
Federal Emergency Management Agency
1
Coordinate requests for federal military support through the US
Northern Command.
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SUPPORT ANNEX A
EVACUATION AND MOVEMENT
PRIMARY AGENCIES: City of Edmonds Police Department
Snohomish County Fire District 1
SUPPORT AGENCIES: City of Edmonds Public Works Department
City of Edmonds Development Services Department
City of Edmonds Community Services Department
City of Edmonds Finance Department
City of Edmonds Parks and Recreation Department
Snohomish County DEM
WA Department of Transportation
WA State Patrol
WA State Emergency Operations Center
INTRODUCTION
A. Purpose
The purpose of this emergency support annex is to provide guidance for
carrying out evacuation operations within the City of Edmonds.
B. Scope
Evacuation operations will be determined by the nature and magnitude of
the specific incident. Evacuations may, in some events, cross
jurisdictional boundaries.
C. Assumptions
The City of Edmonds has few major highways or arterials which
could adequately handle traffic volumes if it were necessary to
evacuate all or part of the City.
2. Daily experience demonstrates that routes into and out of Edmonds
are routinely overloaded with traffic during peak travel times. It can
be safely assumed that any evacuation would overwhelm main
available routes in all directions.
3
Edmonds CEMP
Any evacuation planning must be considered within the larger
context of regional planning. The City of Edmonds is bordered on
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4.3.b
three sides by heavily populated neighboring jurisdictions. Should
the need arise to evacuate those jurisdictions as well as the City,
traffic volumes will increase exponentially.
4. The City is bordered on the west by Puget Sound, and a WA State
Ferries terminal is located within the City.
5. The majority of threats facing the City of Edmonds occur with little
or no warning, providing no opportunity to evacuate people.
6. While mass evacuation planning is necessary for a scenario in
which the City of Edmonds would be rendered uninhabitable due to
catastrophic destruction caused by natural phenomena or terrorist
attack; it is far more likely that only specific areas of the City would
need to be evacuated in response to a localized threat such as a
limited haz-mat incident.
7. Sheltering -in -place could be the best response to most threats
faced by the City of Edmonds.
8. People evacuating from other locations may pass through the City
of Edmonds while enroute elsewhere.
9. Any evacuation operation will require the meeting of human needs
during and after the movement of people.
POLICIES
A. Evacuation orders shall be issued by the highest ranking official available
at the time of the emergency. This will normally be the Mayor, Police
Chief, Fire Chief, or Public Works Director.
B. The Disaster Coordinator and SnoCo DEM shall be notified any time
there is an evacuation affecting the City.
C. All City -owned vehicles (not otherwise involved in emergency response)
will be made available for use.
III. SITUATION
Nearly any emergency or disaster could create a need for an evacuation.
Evacuation operations are utilized to remove people from areas that pose a
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potential or immediate danger which is extreme in nature. These situations could
arise as the result of a natural, human caused, or technological incident and
range from the evacuation of a few individuals from a small area to large
populations from a widespread area. The evacuation of people from areas of
risk in the City of Edmonds may involve the emergency responses of more than
one governmental jurisdiction. The movement of people may be across
jurisdictional boundaries.
There are three (3) types of evacuation order: voluntary evacuation,
recommended evacuation order, and mandatory evacuation order.
A. Voluntary Evacuation Order
A voluntary evacuation order is issued when it is believed that a hazard
has a moderate probability of posing a significant threat to people living or
working in an area of risk. People are encouraged to leave the area;
however the decision if and when to evacuate will be made by the
individual.
B. Recommended Evacuation Order
A recommended evacuation order is issued when it is believed that the
possibility of hazard occurrence is high, but the potential impact is low to
moderate. As with the voluntary evacuation order, the decision to
evacuate is the responsibility of the individual.
C. Mandatory Evacuation Order
A mandatory evacuation order is issued when it is believed that both the
probability and impact of a hazard are high, and the lives of citizens and
responders assisting them are at risk. The decision to evacuate still rests
with the individual; however, those who choose to remain within the
danger area will be informed that emergency assistance may not be
available to them.
NOTE: The terminology utilized herein referencing the three types of orders is non-
technical and is intended to be understandable to residents and visitors of the City.
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IV. CONCEPT OF OPERATIONS
A. Evacuation Operations include the following six (6) phases:
Incident Analysis
Decisions to evacuate will be made on a case -by -case basis. The
decision to evacuate will depend entirely upon the nature, scope
and severity of the emergency. Other factors to be considered
include the number of people affected; necessary protective
actions; available transportation routes and resources; and the
time available in which to effect the evacuation.
2. Warning
The evacuation information will be promulgated to the public from
the Incident Command Post or Emergency Operations Center
(EOC). Information will be disseminated following procedures
outlined in Emergency Support Function (ESF) 2 —
Communications; and Emergency Support Function (ESF) 15 —
External Affairs and Emergency Public Information.
3. Preparation to Move
Before the evacuation order is disseminated to the public, it is
essential that all details be checked and the necessary response
personnel are organized and prepared to implement the
evacuation. An effective evacuation is dependent upon the close
coordination of evacuation information and instructions.
4. Movement of Population
An orderly evacuation of even a small area of the City will be an
immense undertaking which largely depends upon the willing
cooperation of the public. For this reason, it is critical that the
public information provided be timely, accurate, and reassuring. In
an evacuation of limited scope, with information promulgated over
the electronic media, it may be physically impossible to discourage
others from leaving, regardless of their actual risk. Even with
accurate and consistent messaging, it is possible for a panic to
develop and create city-wide gridlock. If this situation should arise,
the City will attempt to execute a traffic plan with the resources
available, and continue to reinforce accurate messaging.
Evacuations will be accomplished through the use of appropriate
modes of transportation to include, but not be limited to: private
vehicle, public transportation, and pedestrian (foot) traffic.
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5. Reception / Support of Evacuees
In the event of an evacuation of a small number of people, for a
limited amount of time, it may be possible to set-up a
reception/support facility in an area or structure with limited
services. Provisions for large numbers of people or for longer
periods of time will quickly overwhelm City resources.
Considerations include: sanitary services, food preparation,
sleeping facilities, logistical support and security. The reception
and support of large numbers of people will require a regional,
state-wide and/or probable Federal coordination effort.
6. Return
The return and re-entry of people to their homes and businesses
can be as difficult to manage as the initial evacuation. To assist in
the management of the returning population, an orderly, phased
return will be implemented to the best of the City's ability.
B. Evacuation Operational Concepts
All evacuation operations will utilize the Incident Command System
in accordance with NIMS and the National Response Framework.
2. In the event of an incident requiring the evacuation of all or part of
the City of Edmonds, the evacuation order will be issued by the
highest ranking City official available at the time of the incident.
This will normally be the Mayor, Police Chief, Fire Chief, or Public
Works Director. The SnoCo DEM Director may issue evacuation
orders in the absence of a ranking City official. On -scene Incident
Commanders may issue evacuation orders when dangerous or life -
threatening situations exist.
3. Except in situations where there exists an immediate life -
threatening situation, evacuation orders shall be coordinated
through the Emergency Operations Center.
4. The individual ordering the evacuation shall request notification of
the Disaster Coordinator and SnoCo DEM. Additionally, a request
will be made for the activation of the County Emergency
Coordination Center any time there is a need to evacuate
individuals to public shelters or across jurisdictional boundaries.
5. In the event of an evacuation impacting the major arterials, SR 99,
SR 104, and/or SR 524 every effort will be made to include WA
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4.3.b
State DOT and State Patrol in the planning process.
6. Any evacuation operation utilizing the WA State Ferries will be
coordinated with WA DOT — Ferries Division. An evacuation of
Kitsap County may also impact the City of Edmonds should the
Kingston -Edmonds ferry run be used to transport evacuees.
7. Evacuation information shall be given in as clear and direct a
manner as possible in order to provoke immediate response by the
affected population. Direction and control of evacuation operations
and notification to the public shall be done by uniformed personnel
when possible. See sample Evacuation Order on page 144 of this
document.
8. The primary mode of evacuation transportation will be private
vehicle. Other transportation modes and assets will be utilized as
appropriate and available. If public transit assets are utilized,
pedestrian traffic will be directed to transfer points to access transit
vehicles.
9. Provisions for individuals with special needs and the use of mass
transit for the relocation of affected individuals will be handled on a
case -by -case basis according to the needs of the situation.
10. The threat of a detonation of a nuclear, or other explosive device
may result in the spontaneous evacuation of the general public.
Direction and control during an evacuation of this type will be
limited to recommending evacuation routes, traffic control and
coordination through SnoCo DEM with jurisdictions outside the
area regarding reception and shelter needs.
11. Evacuation information shall be disseminated through procedures
established in Emergency Support Function 2 — Communications;
and Emergency Support Function 15 — External Affairs and
Emergency Public Information.
12. Re-entry to evacuated areas will be allowed after the appropriate
agencies have determined that the threat no longer exists or when
appropriate controls have been put into place to protect those re-
entering the area.
C. Direction and Control
The Police Department or Fire District shall provide direction and
control over evacuation operations. The lead agency shall be
dependent upon the situation and will likely be coordinated
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4.3.b
between the two departments. A Unified Command structure will
be instituted as appropriate.
2. The City of Edmonds will provide direction and control for the
movement of people within the City. Coordination with other
jurisdictions and agencies involved in the evacuation operation or
reception of evacuees shall be through the County Emergency
Coordination Center.
3. Requests for resources through existing mutual aid agreements
and/or contracts through private contractors will be coordinated
through the City EOC. Resources beyond those will be requested
through the County ECC.
V. PROCEDURES
The following procedures, coupled with existing emergency mobilization
procedures located in the Edmonds Police Department's Policy Manual, a
separately published document, shall be used to guide operations.
A. Incident Analysis
Command and Control
a) Identify incident and necessity for evacuation.
b) Notify City of Edmonds Disaster Coordinator and SnoCo
DEM Duty Officer.
c) Determine degree of mobilization necessary and appropriate
command structure.
d) Determine assignment of personnel.
2. Planning
a) Collect situation information from field and Incident
Commander.
b) Initiate coordination with adjacent jurisdictions.
c) Identify emergency response routes.
d) Identify special needs populations and develop strategies to
meet their needs.
e) Identify destination areas and needed shelters.
f) Begin long-range staffing determinations.
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4.3.b
3. Operations
a) Conduct situation size -up and determine need for
evacuation.
b) Determine initial evacuation boundaries.
c) Determine number of dwellings / residents to be evacuated
d) Determine time available for evacuation.
e) Determine resources necessary to accomplish evacuation.
f) Provide Incident Commander with current situation report.
4. Logistics
a) Locate resources needed to conduct an evacuation or
support movement of people through jurisdiction.
b) Assess resource availability, to include staffing, material
assets and supplies.
5. Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
B. Warning
Command and Control
a) Assign a Public Information Officer to ensure that all
messaging is correct, timely, and consistent.
b) Determine appropriate notification methods. Refer to ESF 2
— Communications.
c) Review and re-evaluate on -going activities.
2. Planning
a) Identify areas and/or populations to be notified.
b) Assess communications infrastructure. Refer to ESF 2 —
Communications.
c) Determine timing of notifications.
d) Develop messaging appropriate to notification methods in
use.
3. Operations
a) Disseminate evacuation information.
b) Maintain record of addresses notified and/or special
Edmonds CEMP Support Annex A - 129 January 2017
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4.3.b
C
conditions or needs.
c) Maintain record of evacuation refusals.
4. Logistics
a) Support communications efforts as appropriate.
5. Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
Preparation to Move
Command and Control
a) Approve prepared Incident Evacuation Plan.
b) Direct personnel to carry out evacuation activities.
c) Review and evaluate on -going activities.
2. Planning
a) Make final determination of evacuation area.
b) Assess transportation infrastructure. Refer to ESF 1 —
Transportation.
c) Identify destination areas and/or shelters. Refer to ESF 6 —
Mass Care, Emergency Assistance, Housing and Human
Services.
d) Identify suitable non-public shelter locations (i.e. hotels, etc.
e) Establish evacuation routes and develop Incident Action
Plan (IAP).
f) Identify transfer points if needed.
g) Identify en -route support areas.
h) Prepare notification documentation system.
i) Begin return planning.
j) Prepare estimate of evacuation population size.
k) Identify number and type(s) of shelters needed.
1) Prepare estimate of resources needed in support of shelter
operations.
3. Operations
Edmonds CEMP
a) Request assistance to support operational activities.
b) Mark evacuation route(s).
c) Establish needed transfer points.
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January 2017
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4.3.b
d) Identify and activate route control points.
e) Identify critical intersections and potential problem areas
along route(s).
f) Establish dedicated routes for emergency response
personnel and vehicles.
g) Initial activation of destination areas/shelters.
4. Logistics
a) Initiate resource tracking procedures.
b) Identify transportation resources available.
c) Procure needed resources for route marking/management.
d) Deploy traffic management, mass care and sheltering staff
and assets.
e) Coordinate with SnoCo DEM for additional resources as
needed.
5. Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
D. Movement and Enroute Support
Command and Control
a) Direct personnel to carry out evacuation activities.
b) Review and re-evaluate on -going activities.
c) Continue incident data collection.
2. Operations
a) Monitor and manage traffic flow along evacuation route(s).
b) Fully staff transfer points.
c) Staff critical intersections.
d) Continue evacuation information dissemination.
e) Identify people requiring assistance.
f) Closely document evacuation process to avoid duplication of
effort and/or missed areas.
g) Maintain law enforcement presence in evacuated area(s)
and along routes.
h) Decontamination activities, if warranted by the incident.
Refer to ESF 10 —Hazardous Materials.
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4.3.b
3. Logistics
a) Coordinate deployment of transportation assets to assist
people without private transportation, and/or those in need
of para-transit support.
b) Provide supplies to en -route support areas.
c) Respond to resource requests as necessary.
d) Maintain resource tracking.
e) Coordinate with SnoCo DEM for additional resources as
needed.
4. Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
E. Reception and Support
1. Command and Control
a) Ensure Mass Care activities are initiated. Refer to ESF 6 —
Mass Care, Emergency Assistance, Housing and Human
Services.
b) Coordinate with SnoCo DEM to provide out -of -area shelters
and reception areas, if needed.
2. Planning
a) Refer to ESF 6 — Mass Care, Emergency Assistance,
Housing and Human Services.
3. Operations
a) Activation of shelters and/or support centers. Refer to ESF 6
— Mass Care, Emergency Assistance, Housing and Human
Services.
b) Provide current and accurate information updates
to evacuees.
c) Initiate identification, registration and tracking of
evacuees requiring shelter.
4. Logistics
a) Ensure adequate supply levels at shelters and reception
areas.
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4.3.b
F
b) Respond to resource requests as necessary.
5. Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
Return
1. Command and Control
a) Determine safety of restricted areas.
b) Identify appropriate controls to manage re-entry.
2. Planning
a) Determine end of evacuation and timing to begin Return
phase.
b) Determine shelter closure schedule.
c) Identify transportation resources needed for Return phase
d) Determine necessary staffing levels for Return operations.
3. Operations
a) Mark return route(s).
b) Inform evacuees of timing and method of return.
c) Provide transportation as needed and possible.
d) Monitor and manage traffic flow along return route(s).
e) Fully staff transfer points.
f) Staff critical intersections.
g) Deactivation of shelter operations.
4. Logistics
a) Identify and procure transportation resources needed for
return of evacuees.
b) Coordinate return of deactivated resources.
5
Edmonds CEMP
Finance
Maintain accurate tracking, recording and documentation of all
associated costs and expenses incurred throughout all phases of
evacuation operations.
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January 2017
Packet Pg. 221
4.3.b
VI. RESPONSIBILITIES
0
City of Edmonds Police Department and Snohomish County Fire District 1
1. Conduct rapid situation size -up to determine the need to evacuate.
2. Determine initial evacuation boundaries.
3. Obtain evacuation order from highest ranking official available at
the time of the incident.
4. Coordinate the dissemination of evacuation orders and emergency
public information.
5. Request activation of the County Emergency Coordination Center
to facilitate coordination of activities with outside agencies and
jurisdictions when appropriate.
6. Provide direction and control of evacuation operations.
7. Determine appropriate routes.
8. Provide perimeter control and security of evacuation zone.
9. Establish accountability procedure for all personnel.
10. Provide EOC with current and updated information as conditions
change, or as requested.
11. Determine appropriate and safe re-entry timing.
City of Edmonds Public Works Department
1. Assist with situation size -up as necessary and appropriate.
2. Assess transportation routes, identify alternate routes; and provide
temporary traffic control measures/devices and operations control of
traffic signals.
K3
Edmonds CEMP
Remove debris and other obstacles from evacuation routes as
needed.
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January 2017
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4.3.b
4. Coordinate use of City transportation resources when used to
transport evacuees during evacuation operations.
5. Provide other support as requested and appropriate.
C. City of Edmonds Community Services and Development Services
Departments
Provide support and assistance in evacuation efforts as
appropriate.
D. City of Edmonds Parks and Recreation Department
In the event of an evacuation of limited scope and/or duration,
coordinate mass care activities as described in Emergency Support
Function 6 — Mass Care, Emergency Assistance, Housing and
Human Services.
2. Provide support and assistance in evacuation efforts as
appropriate.
E. City of Edmonds Finance Department
Maintain accurate tracking, recording and documentation of all
expenses incurred throughout all phases of evacuation operations.
F. Snohomish County DEM
Activate County ECC to appropriate level.
2. Disseminate public information regarding evacuation through
appropriate sources.
3. Notify mass transit services to delay, postpone and/or re -direct
incoming traffic from the evacuation area.
4. Notify affected jurisdictions and coordinate evacuation activities as
appropriate.
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4.3.b
5. Arrange for temporary sheltering and reception
areas for evacuations that relocate populations
across jurisdictional boundaries.
6. Coordinate outside transportation resources
planned for use in an evacuation.
7. Mobilize volunteer assets as appropriate.
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4.3.b
COMMAND AND CONTROL
Evacuation Action Checklist
Incident Analvsis
Identify incident and determine need for evacuation Time:
Notify Edmonds Disaster Coordinator and SnoCo DEM Time:
Determine necessary degree of mobilization
Determine command structure
Begin assignment of personnel Time:
Warning
Assign Public Information Officer (PIO) Time:
Determine appropriate notification methods
(Refer to ESF 2 — Communications)
Approve and release notifications Time:
Review and evaluate ongoing activities
Provide briefing to City Policy group Time:
Preparation to Move
Approve evacuation Incident Action Plan (IAP) Time:
Direct personnel to carry out evacuation activities Time:
Review and evaluate ongoing activities
Movement and En -route Suaaort
Review, amend and revise evacuation orders as necessary Time:
Notify relevant agencies/jurisdictions of changes Time:
Ensure Public Information notices are consistent and ongoing
(Refer to ESF 15 — External Affairs and Emergency Public
Information)
Review and evaluate ongoing activities
Reception and Support
Ensure Mass Care Activities are initiated (Refer to ESF 6 — Mass Time:
Care, Emergency Assistance, Housing and Human Services
Return
Determine safety of restricted areas Time:
Confirm approval to return Time:
Identify appropriate controls to manage re-entry Time:
Edmonds CEMP
Support Annex A - 137
January 2017
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4.3.b
PLANNING
Evacuation Action Checklist
Incident Analysis
Collect situation information from field personnel and
Incident Commander
Determine resources necessary to accomplish evacuation
Initiate coordination with adjacent jurisdictions
Identify emergency response routes
Identify special needs populations and develop strategies
to meet identified needs
Identify destination areas and needed shelters
Begin long-range staffing determinations
Warning
Identify areas and/or populations to be notified
Assess communications infrastructure (Refer to ESF 2 —
Communications)
Determine timing of notifications
Develop messaging appropriate to notification methods in use
Preparation to Move
Make final determination of evacuation area
Assess transportation infrastructure (Refer to ESF 1 —
Transportation)
Establish evacuation route(s) and develop Incident Action Plan
Identify transfer points
Identify en -route support areas
Identify available transportation resources
Time:
Time:
Time:
Time:
Time:
(IAP) Time:
Activate shelter planning (Refer to ESF 6 — Mass Care, Emergency
Assistance, Housing and Human Services)
Prepare notification documentation system
Begin return planning
Movement and En -route Support
Continue incident data collection
Monitor and document evacuation progress
Prepare estimate of evacuation population size
(Continued on next page.)
Edmonds CEMP
Support Annex A - 138
January 2017
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4.3.b
Reception and Support
Prepare estimate of resources needed in support of shelter
Operations (Refer to ESF 6 — Mass Care, Emergency
Assistance, Housing and Human Services)
Return
Determine end of evacuation and timing to begin Return phase Time:
Determine shelter closure schedule
Identify transportation resources needed for Return phase
Determine necessary staffing levels for Return operations
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4.3.b
OPERATIONS
Evacuation Action Checklist
Incident Analvsis
Conduct situation size -up and determine need for evacuation Time:
Determine initial evacuation boundaries Time:
Determine number of dwellings/people to be evacuated
Determine time available for evacuation operations
Provide Incident Commander with current situation report Time:
Warning
Disseminate evacuation information Time:
Maintain record of addresses notified
Document special conditions or needs to be addressed
Preoaration to Move
Request assistance to support operational activities
Time:
Establish communications between Operations Branches
Time:
Mark evacuation route(s)
Time:
Identify traffic management tactics to be used
Time:
Establish needed transfer points
Time:
Identify and activate route control points
Time:
Identify critical intersections/possible problem areas
Establish dedicated emergency response routes
Activate destination areas/shelters
Time:
Movement and En -route Support
Monitor and manage traffic flow along evacuation route(s)
Fully staff transfer points
Staff critical intersections
Continue evacuation information dissemination
Identify people requiring assistance
Maintain law enforcement presence in evacuated area(s) and along
Routes
Quarantine and decontamination activities, if warranted by event
(Refer to ESF 10 — Hazardous Materials)
Request additional support resources as necessary Time:
(Continued on the next page.)
Edmonds CEMP
Support Annex A - 140
January 2017
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4.3.b
Reception and Support
Activate shelters and/or support centers Time:
Provide current and accurate information to evacuees
Provide information on location of specialty shelters
Initiate identification, registration and tracking of evacuees requiring
shelter services
Determine level of site security necessary at activated shelters
Return
Mark return route(s) Time:
Inform evacuees of timing and method of return Time:
Provide transportation as needed and possible
Monitor and manage traffic flow along return route(s)
Fully staff transfer points
Staff critical intersections
Deactivate shelter operations Time:
Edmonds CEMP
Support Annex A - 141
January 2017
Packet Pg. 229
4.3.b
LOGISTICS
Evacuation Action Checklist
Incident Analysis
Identify resources needed to conduct an evacuation or support
movement of people through jurisdiction
Assess resource availability, to include staffing, material assets
and supplies
Warning
Support communications efforts as appropriate
Preparation to Move
Initiate resource tracking procedures
Procure needed resources
Deploy traffic management, mass care and sheltering staff Time:
and assets
Movement and En -Route Support
Coordinate deployment of transportation assets to assist people
without private transportation, and/or those needing
para-transit support
Identify accommodations for transport of luggage
Provide supplies to en -route support areas Time:
Respond to resource requests as necessary
Maintain resource tracking
Monitor availability of supplies for en -route support areas
Reception and Support
Ensure adequate supply levels at shelters and reception areas(s)
Respond to resource requests as necessary
Return
Identify and procure transportation resources needed for return
of evacuees
Coordinate return of deactivated resources
Edmonds CEMP Support Annex A - 142 January 2017
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4.3.b
Sample Evacuation Order
Attention!
An emergency situation exists at (location)
The (jurisdiction) fire/police department has issued the following
emergency evacuation order.
All persons within the area of
immediately.
Use the following evacuation routes
Shelters are set up at
are directed to evacuate
Stay tuned to your television or radio station for further instructions
and information. DO NOT CALL 911.
Edmonds CEMP
Support Annex A - 143
January 2017
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4.3.b
SUPPORT ANNEX B
DAMAGE ASSESSMENT
PRIMARY AGENCIES: City of Edmonds Public Works Department
City of Edmonds Development Services Department
City of Edmonds Police Department
SUPPORT AGENCIES: Snohomish County Fire District 1
Snohomish County DEM
American Red Cross
WA State Emergency Operations Center
INTRODUCTION
A. Purpose
To provide guidelines for city-wide damage assessment activities in order
to establish response and resource allocation priorities; and determine
building and City infrastructure safety.
B. Scope
This Support Annex is designed to provide guidance in the coordination
and execution of damage assessment activities within the city. Damage
assessment will be divided into three levels:
Windshield Survey - a drive by assessment of overall damage to
determine resource allocation priorities during the response phase
of the emergency
Preliminary Damage Assessment - an initial estimate of monetary
damage
Safety Evaluation of Damaged Buildings - an assessment of
building safety carried out by trained staff utilizing Applied
Technology Council (ATC-20) Guidelines.
POLICIES
A. A preliminary damage assessment shall be carried out any time there is a
potential for a Presidential Declaration of a disaster or it is requested by
state or county officials. This information shall be provided to Snohomish
County DEM in order to support the Governor's request for a disaster
declaration to the President.
Edmonds CEMP Support Annex B - 144 January 2017
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4.3.b
B. The City shall provide support to local, state and federal officials in the
completion of Damage Survey Reports in order to expedite the availability
of Public and Individual Assistance Programs which provide support in the
overall recovery of the community.
III. SITUATION
Nearly any disaster can cause significant damage requiring a thorough
assessment of its impact on the City. It is essential that procedures are in place
that will expedite the damage assessment process in order to assist in the priority
allocation of resources and gain access to state and federal disaster recovery
funding.
IV. CONCEPT OF OPERATIONS
A. Specific information on Damage Assessment procedures can be found in
the City of Edmonds Damage Assessment Manual, a separately published
document.
B. The Public Works Department and Building Division shall be the lead
agencies for damage assessment activities within the city. The damage
assessment process will include staff from all City departments capable of
contributing to this effort and shall be carried out in a cooperative manner.
C. Damage assessment activities will normally be coordinated through the
Emergency Operations Center. The Planning Division shall be responsible
for compiling windshield survey damage assessment information as it is
reported to the Emergency Operations Center to aid response operations.
D. The Development Services Department will provide damage assessment
for City buildings and infrastructure. The Department will coordinate with
Facilities Maintenance to make minor repairs. Public Works Department
will be responsible for identifying needed repairs and/or coordinating the
relocation of City employees, if necessary. The Emergency Operations
Board, utilizing recommendations from staff, will prioritize repair activities
of City facilities. Priority will be given to critical and essential services.
E. The Public Works Department will coordinate damage assessment
information with utility services providers to facilitate priority repair
activities.
F. The Development Services and Public Works Departments will coordinate
Edmonds CEMP Support Annex B - 145 January 2017
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4.3.b
activities with local, state and federal agencies to ensure the timely
completion of Damage Survey Reports and other documentation
necessary to obtain state and federal cost recovery assistance.
G. The Fire District, Police, and Public Works Departments shall carry out
windshield survey damage assessment according to established
procedures or as directed at the time of the emergency. Information shall
be reported to the Emergency Operations Center or other designated
location.
H. Evaluation of damaged buildings shall be coordinated by the Building
Official and be carried out by staff trained in the Applied Technology
Council (ATC-20) Procedures for Post -earthquake Safety Evaluation of
Buildings or other appropriate training based on the scope of the disaster.
This evaluation will normally take place after completion of the windshield
survey and in conjunction with preliminary damage assessment activities.
The American Red Cross utilizes a damage survey process in order to
determine the effect of the disaster on individual residents and to
evaluate immediate human needs. This assessment can contribute to
the overall picture of damage status and should be coordinated when
possible.
Structural engineers may be required for detailed evaluation of some City
buildings. When necessary this shall be coordinated by the Engineering
Division.
V. RESPONSIBILITIES
A. City of Edmonds Development Services Department
Coordinate city-wide damage assessment activities with all involved
departments and support agencies.
2. Develop damage assessment procedures in coordination with the
Fire District, Public Works and Police Departments and provide
training to appropriate City staff.
3. Provide training to appropriate staff in the Applied Technology
Council (ATC-20) Post -earthquake Safety Evaluation of Buildings
4. Record damage assessment information and report to appropriate
local, state and federal agencies.
Edmonds CEMP Support Annex B - 146 January 2017
Packet Pg. 234
4.3.b
5. Prepare necessary documentation for cost recovery through state
and federal programs.
B. City of Edmonds Police Department
Provide staff and equipment as available, to carry out windshield
survey and provide information to the Emergency Operations
Center or other designated location.
2. Assist the Development Services Department in the development of
damage assessment procedures.
C. Snohomish County Fire District 1
Provide staff and equipment as available, to carry out windshield
survey and provide information to the Emergency Operations
Center or other designated location.
2. Assist the Development Services Department in the development of
damage assessment procedures.
D. City of Edmonds Public Works Department
Assist the Development Services Department in the development of
damage assessment procedures.
2. Provide staff to coordinate damage assessment information
reported to the Emergency Operations Center.
3. Provide staff and equipment to the Development Services
Department to support windshield survey activities.
4. Provide damage assessment for City utilities and infrastructure.
5. Make emergency temporary repairs to City facilities as necessary
E. Snohomish County DEM
Gather damage assessment information from the City and report
information to appropriate county, state and federal agencies.
F. American Red Cross
Carry out damage survey activities in accordance with Red Cross
Edmonds CEMP Support Annex B - 147 January 2017
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4.3.b
Procedures. Report information to the County Emergency
Operations Center.
G. All City Departments
Provide support as directed to the damage assessment process
H. WA State Emergency Operations Center
Coordinate activities of Disaster Reservists in support of
Preliminary Damage Assessment mission.
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4.3.b
SUPPORT ANNEX C
ANIMAL DISASTER PROTECTION PLAN
PRIMARY AGENCIES: Progressive Animal Welfare Society (PAWS)
Washington State Animal Rescue Team (WASART)
SUPPORT AGENCIES: SnoCo DEM
Edmonds CEMP
Community Transit
Everett Transit
Sound Transit
Metro Transit
Washington Animal Response Management (WARM)
Red Cross of Snohomish County
Red Cross of King/Kitsap Counties
Local veterinary clinics, kennels, and animal boarding
facilities
Sarvey Wildlife Center
Support Annex C - 149
January 2017
Packet Pg. 237
4.3.b
INTRODUCTION
A. SITUATION
Pets and livestock can become victims of disaster. Pets can be injured or
become separated from their owners, and livestock can be displaced or
threatened by emergency conditions. Recent experiences demonstrate
that disaster animal welfare plans are an essential component in overall
community emergency response and recovery planning.
B. PURPOSE
This plan articulates how animal welfare will be coordinated, and is the
basis for development of supporting plans and procedures consistent
with state and national standards for dealing with animals in a disaster.
This plan establishes a working structure for animal rescue, evacuation,
shelter, veterinary services, and mortality management during disasters
that occur within the City. The plan is intended to assist volunteer
organizations in addressing needs of pets, livestock, poultry, horses and
captive wildlife during disasters.
C. AUTHORITIES AND REFERENCES
Comprehensive Emergency Management Plans
City of Edmonds CEMP
Washington State Comprehensive Emergency Management Plan,
Emergency Support Function (ESF) 11, Appendix A, Tab B —Washington
Animal Response Management Plan, March 2006.
RCW 38.52, Emergency Management
Federal Emergency Management Agency, Disaster Assistance Policy
DAP9523.19, Eligible Costs Related to Pet Evacuations and Sheltering,
dated October 24, 2007."
National Pets Evacuation and Transportation Standards Act (H.R. 3858-
PETS)
Americans With Disabilities Act (ADA)
Interlocal Cooperation Agreement with SnoCo DEM
Always refer to the most current version before assuming eligibility for possible reimbursement. FEMA policies change frequently.
Edmonds CEMP Support Annex C - 150 January 2017
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4.3.b
D. RELEVANT DEFINITIONS
Congregate household pet shelter — Any private or public facility that
provides refuge of rescued household pets and the household pets of
shelter clients in response to a declared major disaster or emergency
underfederal regulations.b
Household pet — Any cat, dog, or other domesticated animal normally
maintained in or near the domicile of the owner or caregiver of the animal
For the purpose of this plan, household pets do not include reptiles
(except turtles), amphibians, fish, insects/arachnids, farm animals, and
animals kept for racing purposes.
Service animal — In accordance with the Americans with Disabilities Act
(rev. July 2010): A dog or miniature horse trained to perform specific
tasks for a person with a sensory, emotional, mental or physical disability.
PAWS — Progressive Animal Welfare Society
On a daily basis, PAWS operates an animal rescue, rehabilitation, and
adoption center for dogs and cats. During disaster, PAWS will take the
lead as the primary animal welfare coordinating group and will provide
animal shelter services.
• PAWS has a wildlife rescue and rehabilitation department that may be
utilized, to some degree, if captive wildlife are discovered during
animal rescue and shelter operations. Limited capability is available
to assist with captive exotic animals.
Sarvey Wildlife Center— Sarvey rescues and rehabilitates orphaned,
injured, and sick wild animals from the Puget Sound area. In the event
exotic or captive wildlife are discovered during animal rescue and shelter
operations, Sarvey will be utilized as a backup resource and subject
matter expert.
WARM — Washington Animal Response Management — Established to
coordinate the response of State agencies in assisting local and volunteer
organizations to provide all animals affected by natural or technological
disasters. Activities include: emergency medical care; evacuation;
rescue; temporary confinement, shelter, food and water; and identification
for return to the owner.
b
Household pets are defined separately from horses or farm animals because of eligibility for the reimbursement of eligible costs in the event of a
federally declared emergency.
Edmonds CEMP Support Annex C - 151 January 2017
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4.3.b
WASART — Washington State Animal Rescue Team — WASART is a
volunteer organization that partners with government agencies and other
public and private organizations to rescue, transport and shelter animals in
a disaster or emergency. WASART will be the lead animal rescue agency.
II. CONCEPT OF OPERATIONS
A. These special procedures for dealing with animals may be activated by the
City upon occurrence of an emergency or disaster as defined in Chapter
38.52, Revised Code of Washington, and in collaboration with SnoCo
DEM.
B. Animal rescue and shelter activities are coordinated through the City's
Emergency Operations Center and will be addressed on a regional basis,
as needed, by SnoCo DEM.
C. The primary animal disaster shelter organization is PAWS. PAWS may be
activated by the City or SnoCo DEM. Where possible, PAWS members
will be registered in advance as Emergency Workers under WAC 118-04.
D. When animal rescue activities are required, SnoCo DEM may activate
WASART. Where possible, WASART members will be registered in
advance as Emergency Workers under WAC 118-04.
• WASART will work in partnership with PAWS. WASART will be the
lead agency for: (a) animal search, rescue and recovery; and (b)
large animal sheltering (e.g., horses, camelids, etc.).
• WASART will support animal shelter operations as a secondary duty
according to needs and staffing availability.
E. Animal welfare response will provide forjoint owner -pet rescue/evacuation
whenever possible without endangering human life.
F. Maximum attempt should be made to identify and establish animal
evacuation shelters in close proximity to human sheltering facilities.
Adjacent sheltering is the desired method.
Edmonds CEMP Support Annex C - 152 January 2017
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4.3.b
G. Household pets in cages or carriers, or are under close control will be
allowed to use public transit' for movement to shelter facilities.
H. Those facilities that normally house multiple animals (animal hospitals,
boarding kennels, etc.) are encouraged to create evacuation plans for
such animals consistent with this procedure.
I. Coordination of animal disaster operations will be conducted according to
the standards and practices of the National Incident Management System
(NIMS) and the Incident Command System (ICS).
J. According to updated FEMA policy, domesticated animals (not kept for
commercial purposes) can travel in commercial carriers and be housed in
temporary facilities. Wherever possible, household pets will be housed
adjacent to established public shelters.
K. Local governments that conduct animal shelter operations or receive
evacuees from areas declared a major disaster or an emergencyd may
seek reimbursement for eligible pet rescue, sheltering and evacuation -
support costs. This only applies to household pets and service animals.
Contractors and private nonprofit (PNP) organizations may be
reimbursed by the City provided that the contractor or PNP is performing
operations on behalf of the City and/or SnoCo DEM according to this
plan, and all eligible expenses are documented.
(Reference FEMA Disaster Assistance Policy DAP9523.19 - October 24,
2007).
L. It is foreseeable that some emergency operations may take priority over
the rescue of animals under this plan. Although every effort will be made to
include animals in all emergency response strategy, circumstances may
prevent the full implementation of that strategy.
M. Ineligibility of horses and farm animals for FEMA reimbursement in a
major disaster will not impact the purpose of this plan to carry out the
rescue and evacuation of such animals to the extent possible with the
resources available.
III. RESPONSIBILITIES
A. SnoCo DEM
SnoCo DEM may activate and coordinate animal disaster welfare
operations through the County ECC upon request of the City. SnoCo
DEM's responsibilities may include:
According to current transit policies.
d
Robert T. Stafford Disaster Relief and Assistance Act, as amended.
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4.3.b
1. Overall coordination of disaster mitigation, preparedness, response,
and recovery in accordance with the law and the City's CEMP.
2. Provide overall coordination of emergency/disaster animal welfare
response activities.
3. Activate the provisions of this plan.
4. Provide assistance where possible through the resource management
capabilities of the ECC.
PAWS is the recognized alliance of volunteers responsible for executing
this animal emergency plan. Responsibilities include:
1. Develop and maintain lists of resources, including trained volunteers
and animal professionals able to provide assistance in a disaster.
2. Maintain a trained volunteer base in accordance with PAWS' internal
policies and procedures.
3. Coordinate just -in -time, on -site training for animal professionals and
trained animal shelter/rescue volunteers as needed during an event.
4. Provide safety and awareness briefings as needed to first responders
and disaster volunteers.
5. Conduct domestic animal shelter activities using PAWS personnel and
coordinating the efforts of additional groups as available and
appropriate.
6. Conduct limited exotic animal rescue and shelter activities as
resources allow. (See Appendix 8 for additional details.) Assist in
identifying and contacting appropriate exotic animal partners to aid in
rescue and shelter efforts.
7. Develop and release public information prior to the emergency or
disaster on disaster planning and safety for animals.
8. Notify and mobilize all PAWS volunteers and partnering animal groups
in time of emergency.
9. Assist the City, SnoCo DEM, and/or the Red Cross with identification
of suitable facilities for animal shelters and other animal rescue and
shelter resources.
10. Be prepared to make reports to the City's Emergency Operations
Center and/or SnoCo ECC on animal emergency response
activities.
11. Participate, through the appropriate EOC representative, in
development of animal rescue and shelter provisions in the Incident
Action Plans (IAPs) prepared for each operational period.
12. Assist with the annual review and revision of plans and procedures for
dealing with animals in an emergency or disaster.
13. Prepare after action reports for the City.
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4.3.b
C. WASART
WASART is the lead agency for animal rescue operations. They will
coordinate activities with PAWS and other regional partners as
appropriate. Responsibilities include:
1. Develop and maintain lists of resources, including trained volunteers
and animal professionals able to provide assistance in a disaster.
2. Maintain a trained volunteer base in accordance with WASART's
internal policies and procedures.
3. Coordinate just -in -time, on -site training for animal professionals and
trained animal shelter/rescue volunteers as needed during an event.
4. Provide safety and awareness briefings as needed to first responders
and disaster volunteers.
5. Conduct large -animal shelter activities using WASART personnel and
coordinating the efforts of additional groups as available and
appropriate.
6. Conduct limited exotic animal rescue and shelter activities as
resources allow. Assist in identifying and contacting appropriate exotic
animal partners to aid in rescue and shelter efforts.
7. Develop and release public information prior to the emergency or
disaster on disaster planning and safety for animals.
8. Notify and mobilize all WASART volunteers and partnering animal
groups in time of emergency.
9. Assist the City and SnoCo DEM with identification of suitable
facilities for large -animal shelters and other animal rescue and
shelter resources.
10. Be prepared to make reports to the City's Emergency Operations
Center and/or SnoCo DEM on animal emergency response
activities.
11. Participate, through the appropriate EOC representative, in
development of animal rescue and shelter provisions in the Incident
Action Plans (IAPs) prepared for each operational period.
12. Assist with the annual review and revision of plans and procedures for
dealing with animals in an emergency or disaster.
13. Prepare after action reports for SnoCo DEM and/or the City.
D. Each City's Department of Animal Control will carry out its statutory
responsibilities in coordination with PAWS and WASART to the extent
possible.
E. Washington Animal Response Management (WARM) assistance may be
requested in the event local resources are overwhelmed.
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4.3.b
IV. PROCEDURES
A. PAWS and WASART are independent agencies. As such, each is
responsible for maintaining a database of local resources to be used for
animal disaster response. Resources will include, but not be limited to,
trained and professionally qualified volunteers, contact information,
available supplies, equipment, facilities and transportation.
B. Animal disaster response volunteers from each agency will participate in
animal handling skills and animal behavior training and disaster exercises
as a part of disaster readiness. It is highly recommended that all
volunteers also are "NIMS compliant" with Incident Command System
courses, ICS-100 and ICS-700.
C. PAWS will coordinate with the Red Cross chapters (King/Kitsap and
Snohomish Counties) to develop co -location (adjacent facilities) of
human/household pet shelters to the extent possible.
D. The City and/or SnoCo DEM will activate the provisions of this plan by
contacting PAWS and WASART leadership. Activate means notification
of the PAWS and WASART personnel, implementation of domestic
animal evacuation and shelter operations, and conducting other animal
rescue activities as Emergency Workers as defined in WAC 118-04.
E. A designated representative from PAWS and/or WASART will coordinate
with the City's Public Information Officer (or SnoCo DEM Joint Information
Center) to ensure dissemination of information on the location and
availability of animal shelters and animal care resources. The joint public
information process will be used for reunification of animals with their
owners.
F. The Seattle/King Health Department or Snohomish Health District and
Washington State Department of Agriculture will assist with identification,
prevention and control of animal diseases that may impact public and
animal health.
G. PAWS and WASART, in cooperation with Animal Control, will coordinate
with the EOC for removal and disposal of animal carcasses consistent
with internal policies and requirements of the Seattle/King Health
Department or Snohomish Health District and Washington State
Department of Agriculture.
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4.3.b
Contact Information for Participating Agencies
Progressive Animal Welfare Society (PAWS)
15305 4t" Avenue W
Lynnwood, WA 98037
Main phone: 425/787-2500
Emergency phone: 425/412-4029
WA State Animal Rescue Team (WASART)
Phone: 360/886-7276
animalresponseteam(aD,gmail.com
Sarvey Wildlife Center
Phone: 360/435-4817
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4.3.b
CITY OF EDMONDS
DISASTER RECOVERY PLAN
SUPPORT ANNEX D — DEBRIS MANAGEMENT PLAN
TABLE OF CONTENTS
Section I. Introduction
Authority
Alignment with Other Plans
Limitations
Section II. Situation and Assumptions
Characteristics of Possible Events
Debris Estimation
Low -Volume Event
Medium -Volume Event
High -Volume Event
Section III. Organization and Responsibilities
City Departments
Staffing Organizational Chart
External Agencies
Contractors and Vendors
Additional Resources
Current Resources
Emergency Communications Plan
Health & Safety Plan and Procedures
Page - 162
Page - 163
Page - 163
Page - 164
Page - 165
Page - 166
Page - 167
Page - 167
Page - 168
Page - 170
Page - 170
Page - 172
Page - 173
Page - 173
Page - 177
Page - 177
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Section IV. Concept of Operations
NIMS Integration Page - 178
Debris Management Response Levels Page - 178
Debris Management Operational Phases Page - 179
Section V. Debris Collection and Hauling Operations
Damage Assessment and Debris Estimates Page - 181
Debris Clearance and Removal Guidelines Page - 181
Debris Removal Priorities Page - 182
Debris Operations Page - 182
Neighborhood Collection Sites Page - 186
Debris Reuse, Reduction and Disposal Methods Page - 188
Section VI. Contracted Resources
Existing Solid Waste Contracts Page - 191
Contract Debris Management Resource Needs Page - 191
Emergency Contracting / Procurement Procedures Page - 191
Section VII. Private Property Demolition and Debris Removal
Debris Removal and Demolition Permitting & Procedures Page - 193
Special Considerations Page - 196
Eligibility of Private Property Demolition and Debris Removal Costs Page - 196
Section Vill. Public Information
Public Information Officer
Page - 199
Communication and Public Education Strategy Prior to an Incident Page - 199 r
Q
Public Information Strategy During an Incident Page - 200
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4.3.b
Section IX. Training and Exercise
Section X. Plan Maintenance
Appendices:
Page - 203
Page - 204
A: Maps of City Priority Routes and Facilities
B: Staffing Assignments
C: Coordination with Snohomish County Solid Waste Management Division
D: City of Edmonds Accident Prevention Program
E: Additional Resources
F: Neighborhood Collection Sites
G: List of Pre -Qualified Agreements with the City of Edmonds'
Certified Solid Waste Haulers
H: Debris Management Operations Forms
I: Letter of Approval from Snohomish Health District
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4.3.b
I. INTRODUCTION
A. INTRODUCTION
The City of Edmonds recognizes that natural and human -caused disasters have the potential to
create debris that can disrupt the quality of life for its citizens, and complicate disaster response
and recovery operations following such disasters. This Annex has been developed to provide
the framework for City government and other entities to clear and remove debris generated
during a public emergency or disaster occurring within the limits of the City of Edmonds. This
Annex focuses on the activities likely to be required during an emergency or disaster, without
regard to the type or cause of the event; and unifies the efforts of public and private
organizations for a comprehensive and effective approach to:
• Provide organizational structure, guidance, and standardized guidelines for the
clearance, removal, and disposal of debris caused by a major debris -generating event;
• Establish the most efficient and cost effective methods to resolve disaster debris removal
and disposal issues;
• Implement and coordinate private sector debris removal and disposal contracts to
maximize clean-up efficiencies;
• Expedite debris removal and disposal efforts that provide visible signs of recovery
designed to mitigate threats to the health, safety, and welfare of Edmonds residents; and
• Coordinate partner relationships through communications and pre -planning with local,
State, and Federal agencies that have debris management responsibilities.
B. AUTHORITY
The City of Edmonds Disaster Debris Management Annex is developed under the authority of
the following local, state, and federal statutes and regulations.
Revised Code of Washington 38.52.070; 35.33.081; 35.33.101; and 70.95
2. Washington Administrative Codes 118-30; 173-350-040; 173-350-310; 173-350-320;
and 296-62-41011
3. U.S. Codes 5121-5202 Disaster Relief Act of 1974, as amended, 2251-2303 Federal
Civil Defense Act of 1950, as amended, 2301-2303 Improved Civil Defense 1980
4. Homeland Security Presidential Directive 5
5. Edmonds City Ordinance 2224
6. Edmonds Municipal Code Chapter 1.02.035
7. Edmonds Municipal Code Chapter 6.60
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4.3.b
C. ALIGNMENT WITH OTHER PLANS
1. City Plans
The City of Edmonds Disaster Debris Management Annex is a supplement to the City's
Disaster Recovery Plan; and is designed to work in concert with the City's Comprehensive
Emergency Management Plan, and The North King and South Snohomish Counties
Regional Mitigation Plan for Natural Hazards.
2. Snohomish County Debris Plan
This Annex aligns with and implements the Snohomish County Public Works Solid Waste
Division Disaster Debris Management Plan, a separately published document.
3. Washington State Comprehensive Emergency Management Plan
This Annex aligns with the Washington State Comprehensive Emergency Management
Plan (CEMP), Emergency Support Function (ESF) #3: Public Works, and ESF #14: Long -
Term Community Recovery, by providing operational guidance to organize disaster debris
operations at the local level.
4. National Response Framework
The National Response Framework (NRF) provides the concept of operations for Federal
response to events. This Annex aligns with ESF #3: Public Works, and ESF
#14: Long -Term Community Recovery, by providing for the coordination of disaster
debris operations through all levels of government using the National Incident Command
System (NIMS) organizational structure.
D. LIMITATIONS
The information and procedures included in this Annex have been prepared utilizing the best
information and planning assumptions available at the time of preparation. There is no
guarantee implied by this Annex that in major emergencies and disaster situations a perfect
response to all incidents will be practical or possible. As Edmonds resources may be
overwhelmed and essential systems may be dysfunctional, the City can only endeavor to make
every reasonable effort to respond and recover based on the situation, information, and
resources available at the time the situation occurs.
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4.3.b
II. SITUATION AND ASSUMPTIONS
A. SITUATION AND ASSUMPTIONS
This Annex takes an all -hazards approach to identifying and responding to hazards that may
pose a threat to the City of Edmonds. Natural hazards such as wind, rain and snow storms,
earthquake, flood, landslide, tidal surge, create a variety of debris that includes, but is not limited
to: trees and other vegetative organic matter, construction materials, appliances, personal
property, mud and sediment. Technological, or man-made, disasters such as common and
private carrier accident, civil disturbance, terrorist activity, conventional and nuclear war,
explosion, structural collapse, hazardous material incident, and major fire, may result in a large
number of casualties and heavy damage to buildings and basic infrastructure. Law enforcement
constraints due to terrorist or criminal activity may hinder normal debris operations, and
contaminated debris may require special handling. These factors will necessitate close
coordination with local and Federal law enforcement, health and environmental officials. See
Table 1-1: Characteristics of Possible Events, below.
Table 1-1: Characteristics of Possible Events
Incident
IDebris Characteristics
Regional
Debris
Probability
Impact
Wind Storm
Primarily vegetative waste; may also include
High
Moderate
construction/demolition materials from damaged or
destroyed structures, some municipal solid waste
from damaged structures. Extended power outages
may result in large amounts of putrescible waste
rom private homes and grocery stores.
Flooding
Construction/demolition waste, municipal solid
High
Moderate
waste, and problem waste, including sediment,
vegetative waste, animal carcasses, and hazardous
materials deposited on public and private property.
Much of the debris from flooding events may be
considered problem waste because of contamination
from wastewater, petroleum, or other substances.
Earthquake
Primarily construction/demolition waste and
Moderate
High
municipal solid waste intermixed with problem
waste.
Urban, Wild-
Burned vegetative waste, burned construction
Moderate
Low
land, and Wild-
demolition waste, and problem waste, including ash
land/Urban
and charred wood waste and ash -covered items. /
Interface Fires
Ice Storms
Primarily vegetative waste from broken tree limbs
Moderate
Moderate
and branches. May also include
construction/demolition waste and putrescible waste
from extended power outages.
Volcano
Primarily ash, mud, and ash -covered items. May
Low
High
also include construction/demolition waste.
Tsunami or
Sediment and construction/demolition waste
Low
Moderate
Seiche
possibly contaminated with problem waste,
including wastewater, petroleum, or other
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Incident
Debris Characteristics
Regional
Debris
Probability
Impact
hazardous materials.
Landslides
Sediments and construction/demolition waste
High
High
possiblycontaminated with problem waste.
Plant Disease
Variable amounts of vegetative debris that might
Low
Moderate
require special handling as problem waste with
specific disposal characteristics.
Animal Disease
Variable amounts of putrescible waste that might
Low
Moderate
require special handling as problem waste with
specific disposal instructions.
Nuclear,
Various amounts of contaminated soil, water,
Moderate
Moderate
Chemical, or
construction/demolition waste, and/or municipal
Biological
solid waste that would require special handling as
Accident
problem waste with specific disposal instructions.
Nuclear,
Various amounts of contaminated soil, water,
High
High
Chemical, or
construction/demolition waste, and/or municipal
Biological
solid waste that would require special handling as
Attack
problem waste with specific disposal instructions.
The quantity and type of debris generated, its location, and the size of the area over which it is
dispersed will have a direct impact on the type of removal and disposal methods utilized, the
associated costs, and the speed with which the problem can be addressed. Further, the
quantity and type of debris generated from any particular disaster will be a function of the
location and kind of event experienced, as well as its magnitude, duration and intensity.
For planning purposes, this Annex assumes that the magnitude of the event exceeds the
capacities of the City of Edmonds. This Annex addresses the clearing, removal, and disposal of
debris generated by the above hazards based on the following assumptions:
• A major natural or man-made disaster that requires the removal of debris from public or
private lands and waters could occur at any time;
• The amount of debris resulting from a major natural disaster will exceed the removal
and disposal capabilities of the City of Edmonds;
• The City of Edmonds will coordinate with the Snohomish County Public Works Solid
Waste Division and the City's certificated waste haulers for additional resources to
assist in the debris removal, reduction, and disposal processes;
• The City of Edmonds may contract for additional resources to assist in the debris
removal, reduction, and disposal capabilities.
B. DEBRIS ESTIMATION
This Annex addresses the potential impacts resulting from three different debris scenarios: a
low -volume event, such as damaging winds or winter storm; a medium -volume event, such as a
urban flooding or severe storm; and a high -volume -event, such as an earthquake or man -
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4.3.b
made incident.
The United States Army Corps of Engineers (USACE) has developed the following guidelines
for use in debris estimating:
Treat debris piles as a cube, not a cone, when estimating
15 trees, 8 inches in diameter = 40 cubic yards (cy) on average
One acre of debris, 3.33 yards high = 16,117 cy
The Federal Emergency Management Agency (FEMA) also provides debris estimation
guidance in its publication, Debris Management Guide (FEMA Publication 325). The volume of
debris from a residential structure can be estimated using the following formula:
L' x W' x S x 0.20 x VCM = cubic yards (cy) of debris L = building
length in feet
W = building width in feet
S = height of building expressed in stories
VCM = Vegetative Cover Multiplier. This is a measure of the amount of debris within a sub-
division or neighborhood. The descriptions and multipliers are:
Light (1.1 multiplier) — includes new home developments where more ground is visible than
trees; these areas have sparse canopy cover.
Medium (1.3 multiplier) — generally has a uniform pattern of open space and tree canopy cover;
this is the most common description for vegetative cover.
Heavy (1.5 multiplier) — generally found in mature neighborhoods and woodlots where the
ground or houses cannot be seen due to the tree canopy cover.
Personal property within an average single-family residence is estimated based on these
averages:
• Homes without a basement, 25 — 30 cy
• Homes with a basement, 45 — 50 cy
For example, the debris generated by the destruction of a one-story, single-family, 2000 sq ft
home in Edmonds would be calculated this way:
40' x 50' x 1 x 0.20 x 1.3 = 520cy of debris for the structure
+ 25cy of personal property
545cy of total debris for this property
1. Low -Volume Event
Characteristics of low -volume events include, but are not limited to:
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• Result from high winds, winter storms, or limited urban flooding
• Have a minimal impact on critical resources and infrastructure
• May not receive a Presidential Disaster Declaration
• Debris composition is primarily vegetative with some construction/demolition
• Debris may include white goods and putrescible materials, depending upon the
size of the event and secondary impacts, such as extended power outage
Historically, high winds and winter storms occur one to five times a year in Edmonds
2. Medium -Volume Event
Characteristics of medium -volume events include, but are not limited to:
• Result from high winds, winter storms, snow/ice, or urban flooding with landslides
• Have a measurable impact on critical resources and infrastructure
• May not immediately receive a Presidential Disaster Declaration
• Debris composition is primarily vegetative with some construction/demolition
• Debris may include white goods and putrescible materials, depending upon the
size of the event and secondary impacts, such as extended power outage
• Debris may also include soil, gravel, rock and asphalt
Historically, urban -flooding with landslides occur one or more times per year in
Edmonds. These events can generate a medium to high amount of debris.
3. High -Volume Event
Characteristics of high -volume events include, but are not limited to:
• Result from severe storms, earthquake or man-made event
• Have significant impacts to critical resources and infrastructure, including utilities,
transportation and communications
• Immediately receives a Presidential Disaster Declaration
• Debris composition may include vegetative, construction/demolition, white goods
and putrescible materials, household hazardous waste, vessels and vehicles
• Debris may also include soil, gravel, rock and asphalt
A high -volume event is considered an infrequent event, occurring once every 100 or
more years. While a large magnitude earthquake has a medium probability of impacting
the City, it carries the greatest probability of generating large amounts of debris,
potentially causing partial damage or a total loss to numerous single and multi -family
homes in Edmonds.
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4.3.b
III. ORGANIZATION and RESPONSIBILITIES
A. CITY OF EDMONDS DEPARTMENTS
Debris Management operations will be managed as part of the City of Edmonds overall
recovery processes. The specific Debris Management responsibilities of primary and
support agencies are as follows:
1. Public Works Department
The Public Works Department's responsibilities include, but are not limited to:
• Designation of a Debris Manager to oversee debris clearance and removal
operations for the City
• Provide a liaison to the City Emergency Operations Center (EOC) to
coordinate debris management related requests
• Coordinate all assignments of City staff involved in debris management
operations
• Provide personnel and equipment to assist in clearing priority
transportation routes and access to critical facilities
• Provide personnel and equipment to remove and dispose of debris
• Assess availability and suitability of Neighborhood Collection Sites
• Open and ready for operations appropriate NCS
• Track and document data required for completion of Public Assistance
program Project Worksheets
• Establish and maintain necessary contracts with solid waste haulers and
other contractors, for provision of personnel, equipment and assistance
with debris removal operations
• Provide timely Situation Reports and updates to the Snohomish County
Debris Management Center and SnoCo DEM EOC
• Assist in the development of Public Information messaging
2. Development Services Department
The Development Services Department's responsibilities include, but are not
limited to:
Provide GIS mapping in support of on -going debris management activities
Provide expertise and recommendation for reconstruction and demolition
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3. Administrative Services / Finance
The Administrative Services / Finance Department's responsibilities include, but
are not limited to:
• Compile debris related costs and maintain financial records of the event
• Coordinate emergency purchasing and contracting
• Receive contractor invoices and review for compliance against the
contract
• Assist Public Works Department with completion of Project Worksheets
• Coordinate with Snohomish County Public Works for City debris activities
which use the County Debris Plan to manage debris generated within the
City of Edmonds
4. Police Department
The Police Department's responsibilities include, but are not limited to:
• Assist in monitoring illegal dumping activities
• Assist in monitoring Neighborhood Collection sites to ensure compliance
with local traffic regulations, if necessary
• Coordinate traffic control at all loading sites and at entrances to and from
Neighborhood Collection sites
• Document debris management activities and costs
5. Parks and Recreation
The Park and Recreation Department's responsibilities include, but are not limited
to:
• Assist Public Works Department with debris removal and recycling efforts
• Provide light and heavy equipment, generators, personnel, and supplies
• Provide barricades for routing of traffic around and through Neighborhood
Collection sites
• Document debris management activities and costs
6. City of Edmonds Attorney's Office
The City Attorney's responsibilities include, but are not limited to:
• Review contracts
• Identify City liability issues a
• Manage all legal matters associated with debris operations a
• Assist, as needed, with private property actions necessary to ensure
public health and safety
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B. DEBRIS MANAGEMENT ORGANIZATION
Immediately following a disaster event, the City of Edmonds will establish a Disaster
Debris Management Team. The Debris Management Team will help facilitate the
successful coordination of debris operations. The Public Works Director, or designee,
will identify the appropriate staff members for the Team.
Director of Public Works & Utilities
14,
14, y 44 Recycling Coordinator
Water& Sewer Division Manager Street & Storm Division Manager
y 14, 14, 11,
14, 14, 11,
Water Division Lead Worker Sewer Division Lead Worker Street Division Lead Worker Storm Division Lead Worker
C. EXTERNAL AGENCIES
1. Snohomish County Fire District #1
The City of Edmonds contracts with Snohomish County Fire District #1 for the
provision of fire and EMS services. The Fire District's Debris Management
responsibilities include, but are not limited to:
• Respond to fire and other emergencies at Neighborhood Collection sites
• Respond to hazardous materials incidents
• Assist in the distribution of emergency public information
• Document debris management activities and costs
2. Snohomish County Department of Emergency Management
• Coordinate additional resource needs through the SnoCo EOC
• Assist with the development and dissemination of public information
• Provide guidance as requested throughout the Public Assistance process
3. Snohomish County Public Works Solid Waste Division
It is anticipated that requests for county debris management assistance will be
coordinated through the county EOC, with SnoCo DEM providing the lead
coordination with the DMC. (per Snohomish County Disaster Debris Management
Plan, Section 2.2.3)
4. Snohomish County Health District
• Inspect and approve location of additional Neighborhood Collection sites
not identified and approved with this Plan.
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4.3.b
• Assist in monitoring collection site operations and close-out activities
• Enforce existing regulations regarding vector control and proper disposal
of garbage
5. Puget Sound Clean Air Agency (PSCAA)
The PSCAA is responsible for regulating air quality in Puget Sound. During debris -
causing disasters, the PSCAA bans outdoor burning of debris and provides guidance
on the removal and disposal of asbestos contaminated debris. They also provide
information the City will need to contract with an industrial hygiene consultant to
provide air quality monitoring for debris operations that create large quantities of dust
and other particulates.
6. Washington State Emergency Operations Center (WA EMD)
• Facilitate Governor's Disaster Declarations
• Receive and respond to resource requests
Administer Public and Individual Assistance programs, and act as Liaison
to FEMA on behalf of Cities and Counties
7. Washington State Department of Ecology (WA DOE)
The Department of Ecology is responsible for the protection of Washington's
environment, providing statewide regulation of municipal solid waste and
hazardous waste. During a disaster, WA DOE may provide support and
guidance to local health districts and solid waster agencies regarding debris
operations. WA DOE may also issue permits for debris activities.
8. Washington State General Administration (WA GA)
As the primary State agency tasked under Emergency Support Function (ESF)
#3: Public Works of the WA State Comprehensive Emergency Operations Plan,
WA GA coordinates logistical and engineering support for State facilities. During a
debris -causing event, WA GA may provide resources to local requests coordinated
through the WA State Emergency Operations Center.
9. Washington State National Guard
The Washington National Guard may provide equipment, personnel, and technical
assistance to protect the State of Washington. During debris -causing events,
National Guard resources provide security for equipment staging areas, debris
sorting and reduction sites, limited electrical power, sheltering, traffic control, and
aerial reconnaissance. National Guard resources must be requested through the
WA State Emergency Operations Center, and are available only after local
resources have been exhausted.
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10. US Army Corps of Engineers (USAGE)
The USACE is the lead Federal agency for ESF #3: Public Works and Engineering,
of the National Response Framework. During a Presidentially declared disaster, the
USACE may provide technical assistance to local responders for debris removal
operations. The USACE also has contract resources available to support local
debris management operations.
11. Environmental Protection Agency (EPA)
EPA may provide technical assistance and guidance on collection, reduction and
disposal of contaminated debris and other hazardous materials during debris
operations. EPA also has contract resources available to assist with collection,
management, and disposal of hazardous materials.
12. United States Coast Guard (USCG)
As designated in the Ports and Waterways Safety Act, the USCG is responsible
for keeping waterways safe and open. While there is no specific language stating
that USCG is responsible for debris removal from navigable waterways, the
USCG has been tasked in the past to assist in waterway and marine transportation
system recovery.
13. Federal Emergency Management Agency (FEMA)
FEMA is the Federal agency tasked with coordination of the emergency
management functions of the Federal government. In catastrophic disasters, FEMA
may provide direct Federal assistance to support the performance of local, tribal and
state debris management activities and operations. Following a Presidential
declaration, FEMA may use its mission authority to task other Federal agencies,
such as USACE and EPA, with debris clearance. FEMA also administers the Public
Assistance program.
D. CONTRACTORS and VENDORS
The City of Edmonds may elect to use contractors and service vendors to augment local
resources in support of City debris management operations.
1. Solid Waste Collection Companies
Solid waste collection companies are private entities that provide daily municipal a
solid waste service. During disaster events, solid waste service providers remain
responsible for the collection and transportation of municipal solid waste. Sound
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Disposal and Republic Services of Lynnwood (formerly Allied Waste Services)
provide daily municipal solid waste service to the City of Edmonds. These haulers
will provide assistance to the City in the removal and transportation of disaster
debris in addition to their regular solid waste collections. Details on the
additional services to be provided by these companies can be found in Section VI
— Contracted Resources of this document.
2. Debris Management Contractors
Debris management contractors provide additional resources to assist with
debris clearance, removal, separation, and disposal during debris -generating
events. These contractors can be put under contract prior to an incident to
ensure efficient response during and after an event. Federal agencies, such as
the US Army Corps of Engineers (USACE) and US Environmental Protection
Agency (EPA), may also have contract resources available to assist with debris
management operations.
3. Debris Monitoring Contractors
Debris monitoring contractors provide oversight and documentation of debris
management operations. This can include supervising other contractors,
documenting debris clearance and disposal operations for potential
reimbursement, and operations of neighborhood collection sites.
Appendix G: Pre -Qualified Contractors, provides a list of contractors that can be
used to support debris management operations.
E. ADDITIONAL RESOURCES
Additional resources may be available from neighboring jurisdictions and county
departments. Resource requests beyond existing mutual aid and inter -local
agreements shall be coordinated through SnoCo DEM. These requests for
assistance include, but are not limited to, the state and Federal assets listed in
sub -section C: External Agencies above. Requests for state and/or Federal
assets must be coordinated through SnoCo DEM.
F. CURRENT RESOURCES
1. Staff
Debris operations staff members are responsible for directing debris operations
during and after an event. The number and type of staff needed to complete a
debris operations will be dependant upon the scope and magnitude of the
disaster. Debris operations staff will likely be comprised of City of Edmonds full-
time personnel, personnel from neighboring jurisdictions, and/or contractors.
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Some support roles may be filled by volunteer Registered Emergency Workers.
During an incident, staff may be needed to assume one or more roles as
described below. The Public Works Director will be responsible for appointing
appropriate staff to fulfill these roles.
• Debris Removal Manager — The Debris Removal Manager coordinates all
debris removal activities related to an incident. Activities include
communication among other members of the Debris Management Team,
communication of project status activity and reporting, and dissemination
and implementation of policy directives to debris removal personnel.
• Debris Collection Supervisor —The Debris Collection Supervisor oversees
collection activities prior to debris arrival at the disposal site, and
coordinates debris routing, staffing and field reporting activities.
• Debris Site Supervisor — The Debris Site Supervisor manages one or
more Neighborhood Collection Sites and is responsible for overseeing
waste separation and environmental protection concerns, as well as
completing required reporting documentation.
• Finance, Administration and Logistical Staff — These positions track time
for personnel, equipment, and incident costs. These positions also assist
with contracting and purchasing resources, completing documentation
required for reimbursement of expenses, and coordinates the de-
mobilization of resources.
Additional specialized staff may be needed to act as technical specialists during all
phases of a debris -generating event. These include the following:
• Debris Management Subject Matter Expert (SME) — A Debris
Management SME provides information and guidance to command staff
working in the operations and planning sections.
• Quality Assurance Personnel — Quality Assurance Personnel ensure the
debris operations are cost effective. Possible duties include, but are not
limited to, monitoring the type and amount of debris during collection,
sorting, reduction, and disposal.
• Structural Engineer— A Structural Engineer oversees, inspects, and
assesses impacted structures and makes appropriate recommendations
on building condemnation and demolition.
• Legal Staff — The City of Edmonds Attorney's Office will conduct reviews
and manages all legal matters in the debris management planning
process. In addition to advising the debris management planning staff, the
City Attorney's Office may also perform the following tasks:
o Development of Memorandums of Understanding with adjacent
jurisdictions
o Contract review
o Right -of -entry permitting
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o Community liability
o Indemnification
o Condemnation of buildings
o Land acquisition for Neighborhood Collection Sites
o Site closure / restoration and insurance
Public Information Officer (PIO) — The Mayor will assign appropriate staff
to function as the City's PIO for debris operations. The PIO shall
coordinate with Debris Operations staff and PIOs of other involved
agencies to provide timely and accurate information to the public
regarding debris removal activities and schedules.
2. Equipment
During an incident, equipment such as trucks, rubber tire loaders, graders,
chippers, chain saws, small cranes, bulldozers and backhoes may be needed to
complete debris clearance and removal operations. The City of Edmonds will
endeavor to work cooperatively with Sound Disposal and Republic Services of
Lynnwood (formerly Allied Waste Services) and other vendors to provide for the
needed equipment. Equipment needs are dependant upon the scope and
magnitude of the incident and will be identified at the time of the incident.
Appendix E: Additional Resources includes a list of City of Edmonds equipment
available for debris operations.
3. Technology
Geographic Information System (GIS) mapping and modeling can be used to
estimate debris volumes and distributions; plan debris clearance operations; and
identify debris clearance priorities. The City of Edmonds has the capability to
provide GIS mapping and modeling. Snohomish County GIS staff are also available
to assist with GIS.
4. Contract Resources
During an incident it may be necessary to contract with other resource providers to
augment the City of Edmonds debris management staff and equipment.
These resources can be used to assist with specific tasks such as debris clearance
or collection site management. Contractors cannot be awarded pre- disaster /
stand-by contracts with mobilization or unit costs that are significantly higher than
what they could be if the contract were awarded post -disaster.
Section Vl, Contracted Resources, provides instructions for contracting additional E
resources prior to and during an incident. Appendix G: Pre -Qualified Contractors,
provides a list of standby and pre -qualified contract resources available for debris
operations. a
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5. Mutual Aid and Inter -local Agreements
The City of Edmonds has a variety of agreements in place to assist with the
provision of staff, equipment, and other resources during an incident.
Agreements applicable to a debris incident include:
• WA Public Works Emergency Response Mutual Aid Agreement — This is a
voluntary agreement which provides Public Works equipment and staff to
signatories upon request following a local and/or state proclamation of
emergency.
• Emergency Management Assistance Compact — Upon declaration of a
state of emergency made by the governor, resources may be requested
through the WA State Emergency Operations Center. This is a voluntary,
mutual aid agreement between states which may provide all types of
resources. Requests for EMAC resources shall be coordinated through
SnoCo DEM.
• WA State Fire Mobilization Plan — This plan provides firefighting personnel
and equipment necessary to manage fires, disasters or other large-scale
incidents. Resource requests are made through SnoCo DEM to the WA
State Emergency Operations Center. This agreement in no way replaces
local mutual aid.
6. Disposal Facilities
During a debris -generating event, it may be necessary to utilize a variety of
resources to dispose of different types of debris. A limited number of regional
disposal facilities exist. The amount and type of debris each facility accepts may
change based on the size and severity of the incident; and will be determined by the
Snohomish County Debris Management Team. The County has developed a
system of identified sites; and will be responsible for titrating the event generated
debris into the rail/barge system.
Each Neighborhood Collection Site will collect Household Hazardous Waste. The
County Solid Waste Division will be responsible for consolidating event generated
HHW at the Cathcart facility to ensure it is accounted for as specifically event
related material.
7. Recycling and Composting Facilities
During a debris -generating event, it may be necessary to utilize a variety of
resources to recycle, compost, or otherwise reduce different types of debris. These
resources provide an alternative to divert waste from landfills and may provide
additional economic and environmental benefits. The amount and type of debris
each facility accepts may change based on the size and severity of the incident.
These facilities include:
• Cedar Grove Composting — 3620 36t" Place NE, Everett. This facility
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accepts green waste suitable for composting.
Fruhling Sand and Topsoil — 1010 228th Street SW, Bothell. This
facility accepts green waste suitable for composting.
Pacific Topsoil — 7500 NE 175th Street, Kenmore. This facility
accepts green waste suitable for composting.
CleanScapes — 7201 E Marginal Way S, Seattle. This facility
accepts construction and demolition (CDL) debris.
Use of these facilities as debris management sites or final disposition of
disaster debris will be coordinated by the Snohomish County Solid Waste
Debris Management Coordinator (DMC).
G. EMERGENCY COMMUNICATIONS PLAN
Communications within the City of Edmonds and with other external agencies
during a debris -causing event shall be managed according to Emergency
Support Function 2 — Telecommunications, Information Systems and Warning of
the City of Edmonds Comprehensive Emergency Management Plan.
H. HEALTH and SAFETY
Debris operations involve the use of heavy equipment to move and process
various types of debris. Many of these actions can pose safety hazards to
emergency response and recovery personnel as well as the public. In addition to
those safety hazards, exposure to certain types of debris, such as building
materials that contain asbestos and mixed debris that contains hazardous
materials, can pose potential health risks to emergency workers.
All debris operations shall be done in compliance with the health and safety
requirements found in the City of Edmonds Citywide Accident Prevention
Program. A copy of this Program will be included as Appendix D of this Annex.
The procedures in the Accident Prevention Program enable the City of Edmonds
and their contractors to avoid accidents during debris recovery operations and to
protect workers from exposure to hazardous materials. The health and safety
strategy establishes minimum safety standards for the agency and contractor
personnel to follow. In addition, the strategy provides emergency workers with
information on how to identify hazardous conditions and specific guidelines on
the appropriate and proper use of personal protective equipment (PPE).
To facilitate compliance, the health and safety strategy specifies how the safety
information will be disseminated to all Edmonds emergency/temporary
employees and contractors, and how compliance with minimum safety
standards will be monitored. The strategy also includes specific corrective a
actions to be taken if workers do not comply with the minimum safety standards.
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IV. CONCEPT OF OPERATIONS
A. NIMS INTEGRATION
The National Incident Management System (NIMS) is mandated by Homeland Security
Presidential Directive — 5, and provides a consistent, nationwide approach for Federal,
State, local and tribal governments, the private sector and non- governmental
organizations to effectively and efficiently prepare for, respond to and recover from
domestic incidents, regardless of cause, size or complexity.
To provide for interoperability and compatibility among Federal, State, local and tribal
capabilities, the NIMS includes a core set of principles and terminology.
It is the policy of the City of Edmonds that all disaster related Debris Management
activities will be conducted in accordance with NIMS.
B. DEBRIS MANAGEMENT RESPONSE LEVELS
Response to debris -generating events is categorized into three (3) levels. The
required level of response will be established by the Incident Commander or Debris
Manager, and is triggered by the geographic scope and impact of an actual or
anticipated incident.
1. Level One: Routine Operations
A Level One incident corresponds to day-to-day emergencies, requiring minimal
coordination and assistance. These include incidents such as small landslides,
minor flooding or a single building collapse. The situation can be efficiently and
effectively supported with existing resources and there is no need to proclaim a
local emergency.
2. Level Two: Medium Impact Disaster
A Level Two incident requires more than routine coordination and assistance; and
generally involves more than one jurisdiction. These include incidents such as
moderate earthquakes, minor or moderate flooding in multiple locations, and winter
storms with snow, ice, or high winds. The situation may require mutual aid or
contract resources; and may be necessary to proclaim a local emergency.
3. Level Three: High Impact Disaster
Level Three incidents are incidents that require a high degree of coordination and r
generally involve State and Federal assistance. These include incidents such as a
large earthquakes, severe or wide -spread flooding, or severe winter storms. In most
cases, a local emergency will be proclaimed.
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C. DEBRIS MANAGEMENT OPERATIONAL PHASES
Response to debris management events are characterized by the three (3) phases
described below. These phases may overlap based on the specifics of the incident.
1. Increased Readiness
The City of Edmonds will move to the increased readiness phase when a natural or
human -caused incident capable of creating disaster debris threatens the region.
During this time, staff will complete the following tasks:
• Review and update plans, standard operating procedures, generic
contracts, and checklists relating to debris removal, storage, reduction,
and disposal operations.
• Alert City departments that have debris removal responsibilities to ensure
that personnel, facilities, and equipment are ready and available for
emergency use.
• If necessary, relocate personnel and resources to safety and stage in
areas where they can be effectively mobilized.
• Review potential local and regional debris collection sites that may be
used in the response and recovery phases in the context of the current
threat or event.
• Begin communication with Snohomish County Solid Waste Debris
Management Coordinator (DMC) regarding their expected activation level,
and anticipated City needs.
• Begin public information messaging regarding debris removal and
collection.
• Review resource listing of private contractors who may assist in debris
removal operations. Make necessary arrangements to ensure their
availability in the event of the disaster.
2. Response
Debris management response operations are designed to address immediate or
short-term effects of a debris causing incident. Prior to deployment, staff will be
briefed on the debris removal plan and all safety issues concerning it, to include
issuing any personal protective equipment that may be needed. During the
response phase, staff will initiate the following tasks:
• Activate debris management plan and coordinate with damage
assessment team.
• Begin documenting costs.
• Begin debris clearance from transportation routes, based on identified
debris removal priorities.
• Coordinate and track resources.
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• Establish priorities regarding allocation and use of available resources.
• Identify need for and activate neighborhood collection sites if necessary.
• Coordinate with Sound Disposal and Republic Services of Lynnwood
(formerly Allied Waste Services) for curbside collection and/or removal of
debris from neighborhood sites.
• Confirm location(s) of regional debris management sites with Snohomish
County Solid Waste DMC.
• Address any legal, environmental, and/or health issues relating to the
debris removal process.
• Continue to provide public information messaging through City PIO and
SnoCo DEM.
3. Recovery
Debris management operations are designed to return the community to
normalcy following a debris -generating event. During the recovery phase, staff
will initiate the following tasks:
• Continue to collect, store, reduce, and dispose of debris in a cost-
effective and environmentally responsible manner.
• Continue to document all associated costs.
• Upon completion of the debris removal mission, close-out debris sorting
and reduction sites by developing and implementing the necessary site
restoration actions.
• Coordinate project worksheet completion with Snohomish County Solid
Waste DMC.
• Perform necessary audits of operation and submit claim for Federal
assistance.
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V. DEBRIS COLLECTION and HAULING OPERATIONS
A. DAMAGE ASSESSMENT and DEBRIS ESTIMATES
Damage assessment is the systematic process of gathering preliminary estimates of
disaster debris quantities and composition; damage costs; and general descriptions of
the locale, type, and severity of damage sustained by both the public and private
sectors. Initial damage assessments are usually completed within 36 hours of an
incident by local, state, Federal, and volunteer organizations and provide an indication
of the loss and recovery needs. The initial damage assessment is the basis for
determining the level of state and Federal assistance needed, as well as the types of
assistance necessary for recovery. The assessment may take longer depending upon
the City of Edmonds' or the Region's ability to respond to life, safety, and property
concerns.
The damage assessment should accomplish all of the following:
• Estimate the quantity and types of debris
• Estimate damage costs
• Determine impact on critical facilities
• Identify impact on residential and commercial areas
• Identify additional resources needed for response and recovery
1. Damage Assessment Operations
The City of Edmonds will follow damage assessment procedures as described in
Support Annex A: Damage Assessment of the City's Comprehensive Emergency
Management Plan.
2. FEMA Preliminary Damage Assessment
A Preliminary Damage Assessment shall be carried out any time there is a
potential for a Presidential Declaration of a disaster; or if it is requested by
Snohomish County or state officials.
B. DEBRIS CLEARANCE and REMOVAL GUIDELINES
The City of Edmonds has developed the following guidance for prioritizing debris
removal:
• Life Safety
• Situation Stabilization
• Property Protection
• Economic Stability and Environmental Protection
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These guidelines will dictate planning, response, and recovery during disaster
debris -generating events.
C. DEBRIS REMOVAL PRIORITIES
The City of Edmonds has developed the following priorities for debris clearance.
Specific incident factors, such as crime scene preservation and accident investigation,
may require a delay in the clearing of debris until approval is obtained from law
enforcement officials.
• Clear Lifelines and Emergency Access Routes — Lifelines are those routes that
provide access for emergency responders, alternate and evacuation
routes, and damage assessment routes. Lifelines also include potential
staging areas, shelter access and other community resources which support
emergency response. The City of Edmonds will coordinate with WA DOT and
neighboring cities to identify priorities for clearing transportation access
routes.
• Clear Access to Critical Facilities and Infrastructure — These vital assets,
systems, and networks include hospitals, fire and police stations, dispatch
centers, and emergency operation centers, as well as cellular and land -line
telephone services, utilities, water and sanitation facilities.
• Clear Major Freeways or Arterial Routes — Freeways and arterial routes are
portions of the public transportation system that are needed to aid in
response and recovery operations. They may or may not have been cleared
as an emergency access route.
• Clear Areas Necessary for Movement of Goods and Services / Economic
Restoration — These are routes necessary for the effective transportation of
goods and services throughout the region, but are not included in one of the
preceding categories. Included here are access to warehouses, airports,
seaports, and major business districts.
• Clear Minor Arterial Routes — These routes typically receive moderate traffic
flows.
• Clear Local Routes — Residential neighborhoods.
Appendix A: City and Priority Routes and Facilities provides a listing and map of
debris clearance priorities, including lifeline routes and critical infrastructure.
D. DEBRIS OPERATIONS
Debris clearance and removal operations will focus predominately on public roads and
other critical infrastructure.
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1. Debris Clearance
Initial debris clearance will focus on removing debris from public property based
on the priorities listed above. Additional debris clearance from private or
commercial property may be necessary if the debris presents a health or safety
risk to the citizens of Edmonds.
Issues to be considered during debris clearance and collection include the
following:
Debris Composition — Commingling of debris creates problems with
reduction and recycling techniques, which may adversely affect future
reimbursement. Whenever possible, immediate action should be taken
to prevent or reduce commingling of debris during debris collection
operations.
Location of Debris — Debris clearance on private property is not a
reimbursable expense, however, should debris on private property
present a health or safety risk, the City may elect to clear the debris.
This will be decided on a case -by -case basis at the time of the incident.
Appendix E: Additional Resources lists additional resources that can be used to
clear and haul disaster debris following an incident.
2. Collection Methods
Based on the specifics of the debris -generating event, the City of Edmonds will
utilize curbside collection, neighborhood collection sites, or a combination of both
methods.
Curbside Collection — Edmonds residents may be asked to place their
debris at the edge of the right-of-way for pickup. If curbside collection
is used, residents will be instructed to separate their debris into
multiple categories including municipal solid waste; vegetative (green)
waste; construction and demolition debris; and putrescible materials.
The haulers prefer to have debris separated if possible.
Neighborhood Collection Sites — Residents may be asked to bring
disaster debris to collection sites to temporarily store, segregate, and
process debris before it is hauled to a County Debris Management Site
or Transfer Station. The City of Edmonds will use drop boxes as debris
receptacles at neighborhood collection site(s).
3. Household Hazardous Waste and White Goods
Household Hazardous Waste (HHW) removal is eligible for FEMA
reimbursement if the debris is a result of the disaster. In most cases, HHW will
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be hauled by residents and collected at the Everett MRW facility (3434
McDougall Avenue, Everett).
The City of Edmonds will coordinate with the Snohomish County DMC and
contracted haulers to determine the handling of HHW.
Household hazardous wastes include:
• Gas cans
• Aerosol spray cans
• Fire extinguishers
• Fluorescent lamps
• Paint and lacquers
• Lawn chemicals
• Household electronics
• Cleaning agents
• Batteries
White goods debris removal is eligible for FEMA reimbursement if the debris is a
result of the disaster and removed from publicly maintained property and
roadways whose maintenance is the responsibility of the City. White goods
debris that contains ozone depleting refrigerants, mercury, or compressor oils
need to have such materials removed by a certified technician before recycling.
The SCC, RCW, and federal laws should be followed regarding the final disposal
of removed refrigerants, mercury, or compressor oils. The City of Edmonds will
coordinate with the Snohomish County DMC to determine the need for white
goods collection.
White goods include:
• Refrigerators
• Freezers
• Air conditioners
• Ovens / ranges
• Washing machines
• Clothes dryers
• Heat pumps
• Commercial chillers
4. Other Problem Wastes
In addition to white goods and household hazardous waste, other problem r
wastes, such as pathogenic waste, biological or nuclear waste, asbestos, etc. a
can be generated by a debris causing event. These wastes require additional,
specialized handling. These problem wastes can include:
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Electronics (E-waste) — E-waste may contain a variety of potentially toxic
chemicals, including heavy metals and polychlorinated biphenyls (PCBs). The
EPA has classified cathode ray tube monitors as hazardous waste, and other
electronic components may also qualify as hazardous. The City of Edmonds
will coordinate the collection of e-wastes with Snohomish County Solid
Waste.
Treated Wood — treated wood includes different types of building materials,
including telephone poles, railroad ties, fence posts and wood used to
construct marine docks. Care must be taken to ensure that treated wood is
not chipped, shredded, mulched, composted, incinerated or otherwise
improperly disposed of.
Gypsum Drywall — When gypsum deteriorates in landfills it can create
hydrogen sulfide gas, which poses an explosion and inhalation hazard. Large
amounts of drywall are often generated during storms and floods. If possible,
gypsum drywall should be recycled rather than disposed of in a landfill.
Asbestos — regulations for asbestos handling are well established by
several different local, state and Federal agencies. After a major debris -
causing incident, asbestos inspections may not be possible prior to
demolition, resulting in an increased risk to public health. The City of
Edmonds will work with the Snohomish County DMC and haulers to ensure
that waste possibly containing asbestos is properly handled and disposed
of.
Human Waste — In the event of a disaster which disables water, sewer, or
septic systems, citizens may have human waste stored in containers that
require disposal. This waste is considered a bio-hazard and cannot enter the
debris stream. The City of Edmonds will cooperate with the Snohomish
Health District, Snohomish Solid Waste and ESCA to determine the proper
method for collection and disposal of this waste.
Titled Vehicles — vehicles including cars, trailers, mobile homes, boats and
RVs may be included in the event generated debris. Snohomish County Solid
Waste utilizes a "Junk Vehicle" affidavit process. Forms are available on line.
The City, with assistance from the SnoCo ECUP team will manage the
process prior to recycling and disposal.
5. Debris Operations Monitoring
Debris monitoring operations document the debris clearance and removal
operations, including the location and amount of debris collected. Monitoring is
needed to ensure that any debris removal contractors are performing the scope of
work required by their contract, and to determine eligibility for FEMA Public
Assistance program reimbursement.
Debris monitoring will be performed by City of Edmonds staff, staff from
neighboring jurisdictions, and/or by a debris monitoring contractor hired by the City.
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Key elements to observe and record when monitoring and documenting debris
operations include:
• Type of debris collected
• Amount of debris collected
• Original collection location
• Amount of debris processed and final disposition for each type of debris
(reuse, recycle, special processing, etc.)
6. Documentation and Reporting Requirements
During operation of neighborhood collection sites, any incidents that will have a
bearing on site close-out need to be documented. These include, but are not
limited to: fuel or hydraulic fluid spills; discovery of hazardous waste; etc.
E. NEIGHBORHOOD COLLECTION SITES
The City of Edmonds may elect to open Neighborhood Collection Site(s). The decision
to open neighborhood sites will be made at the time of the incident, based upon the
estimated amount and types of debris generated by the event. Appendix B: Collection
Sites and Staffing Assignment Maps identifies the possible locations of Neighborhood
Collection Sites within the City of Edmonds.
1. Site Management
Neighborhood Collection Site preparation and operation may be managed by the
City of Edmonds or a contractor. To meet overall debris management strategy
goals and to ensure that the site operates safely and efficiently, a site manager,
debris monitoring personnel, and safety personnel should be assigned for each
site. The City of Edmonds will work cooperatively with neighboring jurisdictions to
help meet collection site staffing needs. Collection site staff responsibilities include,
but are not limited to:
Site Manager — The site manager is responsible for supervising day-to-
day operations, maintaining daily logs, preparing site progress reports,
and enforcing safety and permitting requirements during site operations.
The site manager is also responsible for scheduling the environmental
monitoring and updating the site layout. The site manager has oversight
of the activities of debris operations contractors and haulers to ensure
that they comply with the terms of their contracts.
Monitoring Staff and Assignments — Monitors should be placed at ingress
and egress points to verify residency of individuals bringing debris,
quantify debris loads, check loads for hazardous materials, and confirm
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final destination of debris with hauler(s). The specific duties of the
monitors will depend on how debris is collected.
Safety Personnel — safety personnel are responsible for traffic control and
ensuring that site operations comply with local, state and Federal
occupational safety regulations.
2. Site Establishment and Operations Planning
When possible, neighborhood collection sites will be identified and established
prior to an incident to allow for appropriate planning and permitting to be
completed. Appendix F: Neighborhood Collection Site Operating Plans contains
operating plans for potential collection sites identified by the City of Edmonds.
3. Neighborhood Collection Site Locations
The City of Edmonds has identified two Neighborhood Collection Site(s) for use
during disaster debris operations that meet the criteria discussed below.
Appendix F: Neighborhood Collection Site Operating Plans provides a list of
sites currently identified.
Considerations for the location of Neighborhood Collection Sites include:
• Proximity to the impacted area — as close as possible
• Hard, preferably non -porous, surface such as a paved parking lot
• Accessible by main transportation routes with good ingress and egress to
accommodate heavy truck traffic
• Outside environmentally sensitive areas, such as wetlands
• Large enough to accommodate multiple debris drop boxes, white goods
and HHW collection
• Can be secured when not actively staffed
4. Site Preparation and Permitting
For privately owned sites, the City of Edmonds will develop lease/use
agreements or Memorandums of Understanding with the property owners.
The City of Edmonds has procured temporary permits from the Health District,
and will endeavor to develop and operate City Neighborhood Collection Sites
using the WA State Department of Ecology's Intermediate Solid Waste Handling
Facility Standards under WAC 173-350-310 as guidance. Storm water permitting
regulations will apply, so the City will procure a blanket NPDES permit for debris
operations as necessary.
5. Traffic Patterns
Traffic circulation should be well defined around and through the Neighborhood
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Collection Site(s). Although traffic signage and barricades can aid in directing
traffic, the planning staff may also consider the use of flag personnel to help direct
traffic.
6. Environmental Monitoring Program
Environmental data will be collected prior to the start of site operations, and at the
close of operations to support site close-out and quality assurance. A comparison
of the data will be used to determine any necessary remediation.
If the site is also used as an equipment staging area, fueling and repair activities will
be monitored to prevent and mitigate any spills of petroleum products.
7. Site Closure
After site operations have concluded, the property must be restored to its pre -
activity environmental state. Restoration of a site involves removing all traces of the
operations and remediation of any contamination that may have occurred. Debris,
bins, protective berms and any other items should be removed from the site upon
completion of all debris removal operations.
8. Site Evaluation and Restoration
Final restoration of the landscape must be acceptable to the landowner, within
reasonable expectations. Landscape restoration will be included in the operations
plans as early as possible, and preferably included in any MOUs or lease
agreements.
The final environmental site evaluation is the last step of the environmental
monitoring program. Testing will be conducted to confirm that the site has been
returned to its pre -activity state. Test samples will be taken at the same locations as
those of the initial assessment and monitoring program.
Based on the results of testing, additional remediation may be required before the
owner takes final acceptance of the site. The MOU or lease agreement shall have
provisions to release the City from future damages when the site is returned to its
original condition, or when final acceptance is received from the owner.
F. DEBRIS REUSE, REDUCTION, and DISPOSAL METHODS
The 1989 Waste Not Washington Act (ESHB 1671) revisions to RCW 70.95
established waste reduction and recycling as the priority methods of managing waste
in the State of Washington. The City of Edmonds will make reduction and recycling a
the highest priorities for managing disaster debris. The Debris Removal Manager will
coordinate with debris hauling contractors to ensure maximum
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segregation for recyclable materials. Numerous methods are available that reduce
the overall volume of disaster debris and limit the amount of debris remaining for
landfill disposal.
1. Reuse and Recycling
Reuse and recycling strategies involve diverting material from the disposal
stream and reusing it. The recycling and reuse of disaster debris is most often
limited to metals, soils, and construction and demolition debris. Appendix E:
Additional Resources has a list of contractors that can provide these services
during an incident. Debris types most suitable for reuse and recycling include:
Metals — Most non-ferrous and ferrous metal debris is suitable for
recycling. Metal maulers and shredders can be used to shred trailer
frames, trailer parts, appliances and other metal items. Ferrous and
non- ferrous metals are separated using an electromagnet and then
sold to metal recycling companies.
Soil — Soil can be combined with other organic materials that will
decompose over time. This procedure produces significant amounts of
material which can be sold, recycled back into the agricultural
community, or stored on -site to be used as cover for debris
management sites when they are returned to their original states. The
City of Edmonds will consult with the Snohomish Health District to
establish what monitoring and testing is necessary to ensure that soil is
not contaminated with chemicals. If soil is not suitable for agricultural
or residential use, it may be disposed of in a permitted landfill.
Construction and Demolition Materials — Concrete, asphalt, and
masonry products can be crushed and used as base material for
certain road construction products, or as trench backfill. Debris
targeted for base materials needs to meet size specifications as
determined by the end user. Clean wood products used in
construction can also be chipped or ground for use as mulch or hog
fuel.
Organic Materials — Organic materials such as leaves, grass, wood, and
food scraps are suitable for composting, which is the controlled
decomposition of organic materials by microorganisms. The result of
this process is a soil -like material called compost. Yard trimmings and
food scraps make up about 25% of the waste generated by the
average household. Composting can greatly reduce the amount of
waste that ends up in landfills or incinerators. The City of Edmonds will
work to ensure that appropriate materials are composted to the
greatest degree possible.
2. Volume Reduction Methods
Volume reduction methods reduce the volume of disaster debris to decrease
impact on disposal facilities or create opportunities to reuse debris. Appendix E:
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Additional Resources has a list of contractors that can provide these services
during an incident. Volume reduction methods include:
Chipping and Grinding — chipping and grinding reduces the volume of
some types of debris by as much as 75%. This method is commonly used
to reduce the volume of disaster debris, including vegetative debris,
construction / demolition debris, plastics, rubber, and metals. Clean wood
can also be reduced and used for mulch. Plastics and metals can be
chipped to reduce overall volume prior to transport for disposal.
Hog Fuel Incinerators - Hog fuel is made up of a specific grade of ground -
up wood and bark. Wood and paper processing companies in the region
utilize hog fuel as fuel for boilers. These companies may purchase storm
debris that has been processed into hog fuel, depending upon current
market conditions.
3. Debris Sorting and Diversion
When establishing and operating neighborhood collection sites, the Site Manager
is responsible for ensuring appropriate staff are available to monitor debris and
ensure that the debris is sorted into the appropriate categories for recycling,
reuse, special waste processing, and disposal. The Site Manager may request
guidance from a Subject Matter expert if needed.
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VI. CONTRACTED RESOURCES
A. EXISTING SOLID WASTE CONTRACTS
As stated in Part D: Contractors and Vendors of Section 111 — Organization and
Responsibilities, the City of Edmonds has existing franchise agreements for municipal
waste collection with Sound Disposal and Republic Services of Lynnwood (formerly
Allied Waste Services). It is expected that in a large scale debris- generating event,
the City of Edmonds resources will be overwhelmed and the City will need to contract
for additional debris services. Prior to contracting for additional resources, the City of
Edmonds has consulted with Sound Disposal and Republic Services to determine what
gaps exist.
See Appendix G Pre -Qualified Contracts (Hauler Agreements)
B. CONTRACT DEBRIS MANAGEMENT RESOURCE NEEDS
The City of Edmonds has identified that additional resources may be needed in these
areas to support disaster debris operations:
• Semi Tractors
Truck Mounted Grapple Hooks
Backhoes
Contracts have been or are being developed to address these identified needs.
C. EMERGENCY CONTRACTING and PROCUREMENT PROCEDURE
The City of Edmonds will endeavor to contract for debris management resources
prior to a debris causing incident or to pre -qualify contractors who may perform
debris management operations. If emergency contracts have to be established
during an event, the following general emergency contract rules apply:
• The contractor must be licensed and bonded
• The contractor must have adequate insurance
• The contract must comply with state and Federal procurement standards
including provisions of 44 CFR part 13
• The contractor cannot be on the WA State Department of Labor and
Industries Debarred Contractors list
In addition, the following City of Edmonds emergency contracting and procurement
procedures must be followed:
• Edmonds City Code Chapter 3.10 — Emergency Reserve Finance Fund a
• Edmonds City Code Chapter 6.60 —Disaster Preparation and Coordination
• RCW 35A.33.080 — Emergency Expenditures — Non -debatable Emergencies
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• RCW 35A.33.090 — Emergency Expenditures — Other Emergencies — Hearing
1. Types of Contracts
When developing contracts for emergency work, the City will ensure that each
scope of work will reference such terms as: "eligible work," "work eligible under
FEMA Public Assistance regulations, policies, and guidance," "work performed
on public property and/or public rights -of -way," or other similar elements if the
performed work is to be potentially reimbursed by FEMA. The type of contract
used to supply debris management services will vary depending on the type of
work to be performed and how soon after the incident the work is planned. The
three recommended contract types for debris operations are:
• Time and Materials — These contracts will be limited to the first 96 hours
of operation and only after local and State equipment has been
committed. The price for equipment applies only when the equipment is
operating, the City can terminate the contract at its convenience, and the
City does not guarantee a minimum number of hours. These contracts
MUST be converted to either Lump Sum or Unit Price contracts after the
first 96 hours. The City will actively avoid this type of contracting, if at all
possible.
• Lump Sum — The price of the work is fixed unless there is a change in the
scope of work to be performed. Lump sum contracts will be calculated on
either the "area" method or the "pass" method. The lump sum contract
shall be used only when the scope of work is clearly defined and the
areas of work can be specifically quantified.
• Unit Price — This is the most accurate account of actual quantities
removed. This contract requires field inspectors to eliminate contractor
fraud. All contractor trucks must be measured. Requires load tickets
identifying truck number, contract number, contractor's name, date,
time departed site and estimated volume. A unit price is based on
weight or volume of debris hauled.
All contracts shall be reviewed and approved by the City Attorney.
2. Competitive Bid Process
In some situations, such as emergency road clearing, or removal of debris at a
specific site, FEMA allows for awarding a non-competitive contract for site -
specific work. This is only allowable in cases where it is not feasible to delay the
contract award by the amount of time necessary to obtain competitive bidding;
and only in the first 96 hours for the purpose of life safety, rescue operations, or
dire threat to public health. The City of Edmonds may elect to develop an
expedited process to competitively bid work.
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VII. PRIVATE PROPERTY DEMOLITION and DEBRIS REMOVAL
Private property removal refers to the demolition and removal of disaster debris on
private commercial or residential property. Private property demolition and debris
removal is generally not eligible for reimbursement under the FEMA Public Assistance
program. However, under specific circumstances private property demolition and
removal may be reimbursed. The following section provides information on the process
to demolish and remove disaster debris on private property with or without owner
consent; and outlines the procedures that the City of Edmonds will need to follow in
order to potentially receive expense reimbursement through the Public Assistance
program.
A. DEBRIS REMOVAL and DEMOLITION PERMITTING and PROCEDURES
Following a debris causing incident, the City of Edmonds may need to enter private
property to demolish private structures made unsafe by the event in order to eliminate
immediate threats to the life, health and safety of the citizens of Edmonds. The
demolition of privately owned structures deemed unsafe and subsequent removal of
demolition debris may be required if the following conditions are met:
The City of Edmonds Building Official, or other designated authority,
determines that the structure is unsafe and poses an immediate threat to the
public. A structure will be considered unsafe if it is so damaged or structurally
unstable that partial or complete collapse is imminent.
The City of Edmonds demonstrates that it has the authority and legal
responsibility to enter private property to perform the demolition. The legal
basis for this responsibility must be established by law, ordinance or
municipal code at the time of the disaster and must be relevant to the post -
disaster condition representing an immediate threat to life, public health, and
safety, not merely defining the City's uniform level of services.
A legally authorized official has ordered the demolition of unsafe structures
and removal of demolition debris.
The condemnation and demolition of structures must comply with existing City
condemnation and demolition procedures, unless expedited procedures are enacted
due to the severity of the event.
1. Demolition Documentation
The following documents should be collected and/or completed prior to demolition in
order to comply with City of Edmonds regulations and to conform to FEMA
reimbursement guidelines.
• Verification of Ownership — ensures that the proper site and owner are
identified and that the owner is aware of the nature of the scheduled
building assessment.
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• Right -of -Entry Form — signed by the property owner, this form allows the
building official or other authorized agent to enter the property to
complete the assessment. A sample Right -of -Entry form is included in
Appendix H: Debris Management Operations Forms of this document.
• Building Assessment — documents the damage to the structure and
description of the threat to public health and safety. This assessment
may contain the Building Official, or authorized agent's, determination as
to whether the structure should be condemned, repaired or demolished.
• Photographic Documentation — illustrates the condition of the structure
prior to the beginning of demolition work. Also can be used to confirm the
address of the property and the scope of work required.
• Verification of Insurance - allows the City to pursue financial
compensation if the property owner's insurance policy covers demolition
and debris removal.
• Archeological Review — outlines the archeological low -impact stipulations
for demolition and debris removal activities; also highlights the
implications for failing to comply with the guidelines.
• Environmental Review — ensures that adverse impacts to protected
environmental resources are minimized or avoided.
• WA State Historical Preservation Office Review —confirms that the WA
State Historic preservation Officer has been notified and correspondence
has been received to absolve the area of any historic significance.
• Letter or Notice of Condemnation — document signed by the Building
Official that outlines the specific threat to the public's health and safety.
• Notice of Demolition — document issued to inform the property owner
when the demolition will begin.
• Notice of Intent to Demolish — Notice conspicuously posted on or near the
structure to be demolished.
• Demolition permit(s) issued in accordance with Edmonds Community
Development Code Title 19.
2. Inspections
Prior to demolition, a representative of the City of Edmonds Building Division will
conduct an inspection of the site. The inspector will photograph and document
each site inspection. The inspections should include:
• Water and Sewer / Septic Tank Inspection —verifies that the utilities have
been terminated and isolated from the proposed sphere of influence
during demolition operations. The inspector should also verify that all
other utilities have been terminated.
• Occupancy Inspection — conducted immediately before demolition to
ensure that no one is physically in the structure. a
• Open Void Inspection — performed if there is a basement that is to be
filled. This inspection will be conducted once the above -grade structure is
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gone and the inspector can visually see the entire below -grade
excavation.
• Post -Demolition Inspection —completed once the structure is demolished,
the debris is removed, and the site is graded.
3. Debris Removal and Demolition of Private Property without Owner Consent
If a privately owned structure meets the requirements for demolition but the
consent by the owner is not obtained, an abbreviated and expedited procedure
shall take place. The procedure to be followed by the City of Edmonds includes
A determination by the Building Official, or other authorized agent, that the
structure is unsafe, unfit for human habitation, or presents a danger to
the public in its existing state.
The City of Edmonds will make a reasonable attempt to identify and
contact the legal owner of the structure. The attempt to contact shall
consist of those measures reasonable and possible based upon the state
of available records and communication channels at the time of the event.
A notice and order describing the area and/or parcel of land where debris
removal or demolition will take place shall be published in the Seattle
Times, Edmonds Beacon, and Enterprise publications at least seven (7)
calendar days prior to the beginning of debris removal operations. During
the seven (7) day period, property owners shall have the right and
opportunity to go upon their property and remove such items as they
deem appropriate.
A notice and order shall be clearly posted in the area where debris
removal will take place.
The posting of a notice and order on the structure containing a physical
address and telephone number where the owner can contact the City
Staff person assigned, designating the date of posting of the
condemnation notice, and stating the time period available prior to
demolition for contacting the City.
A waiting period of seven (7) days from the posting of the notice for a
property owner to contact the City of Edmonds and present compelling
evidence to the Development Services Director stating why the
abatement or debris removal should not proceed.
If an owner does contact the City as provided in the notice and the Development
Services Department does not conclude that the evidence presented by the
owner alleviates the danger to the public, an owner may appeal to the Hearing
Examiner. However, no appeal shall be allowed to jeopardize the health and
safety of the citizens of Edmonds by causing a postponement of demolition
beyond the next Edmonds Council meeting following the filing of such an appeal,
unless postponement is ordered by the City.
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B. SPECIAL CONSIDERATIONS
1. Abandoned Vehicles and Vessels
Following a significant event, abandoned vehicles and vessels may be deposited on
City roadways and property, causing a threat to public health and safety. The City of
Edmonds will coordinate the impoundment, salvage or sale of such vehicles with the
Snohomish County Solid Waste Management Division. See Section D — Debris
Operations, #4 Problem Wastes: Titled Vehicles (page 24 of this document).
2. Mobile Home Parks
Mobile home parks, and other high structure density situations, create an extensive
amount of mixed debris in a relatively small area. The most complex aspect of
debris operations in a mobile home park is documenting ownership and legal
responsibility for clean-up within the park. A mobile home park site may be owned,
operated and maintained by multiple parties. The individual homes may be owned
by a landlord or agency, or by the occupants. The City of Edmonds has one (1)
mobile home park within its boundaries.
3. Navigation Hazard Removal
Damage to the City of Edmonds tideland property, the Port of Edmonds, and
navigable waterways can include abandoned sunken boats and other debris that
may impede navigation. Marine debris removal will be coordinated with the US
Coast Guard. Debris removal may also include assistance from the WA State
Department of Transportation — Ferries, marine salvage contractors, commercial
divers, and certified surveyors to ensure that navigation hazards are removed safely
and efficiently.
Navigation hazards present two (2) primary challenges: locating the debris, and
finding the legal owners. Marinas can be visually inspected by helicopter or boat.
Sonar or dive teams may be needed for submerged vessels. A location or flotation
marker may be helpful in order to keep vessel positions documented. The legal
owner's information may be obtained by using a vessel's registration number and
marina records.
C. ELIGIBILITY of PRIVATE PROPERTY DEMOLITION and DEBRIS REMOVAL
COSTS
In some cases, the costs of performing demolition of private structures may be eligible r
r
for Individual Assistance funding. FEMA will consider alternative measures to a
eliminate threats to life, public health and safety posed by disaster -damaged,
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4.3.b
unsafe structures, including fencing off unsafe structures and restricting access,
when evaluating requests for Public or Individual Assistance funding for demolition
work. The Public Assistance staff must also concur that the demolition of unsafe
structures and removal of demolition debris are in the public interest.
Eligible costs for FEMA Public Assistance reimbursement associated with the
demolition of private structures may include, but not be limited to:
• Capping wells
• Pumping and capping septic tanks
• Filling in basements and swimming pools
• Testing and removing hazardous materials from unsafe structures, including
asbestos and household hazardous wastes
• Securing utilities
• Securing permits, licenses, and title searches
• Demolition of disaster -damaged outbuildings, such as garages, sheds, and
workshops determined to be unsafe
Ineligible casts associated with the demolition of private structures include:
• Removal of slabs or foundations, except in very unusual circumstances, such
as when disaster -related erosion under slabs on a hillside causes an
immediate public health and safety threat
• Removal of pads and driveways
Structures condemned as safety hazards prior to the disaster event are not eligible
for demolition and subsequent demolition debris removal.
1. Commercial Property
The removal of debris from commercial property and the demolition of commercial
structures are generally not eligible for Public Assistance funding. It
is assumed and expected that these commercial enterprises retain insurance that
can and will cover the cost of debris removal and/or demolition. However, in
some cases, the removal of debris from private commercial property and/or the
demolition of private commercial structures by a local government may be eligible
for FEMA reimbursement only when such removal is in the public interest.
2. Duplication of Benefits
FEMA is prohibited from approving funds for work that is covered by any other
source of funding. Therefore, the City of Edmonds will take reasonable steps to
prevent such an occurrence and will verify that insurance coverage or any other a
source of funding does not exist for private property debris removal work and the
demolition of private structures. The Right -of -Entry from included in Appendix H
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of this document has a clause stating that a private property owner will re -pay the
City of Edmonds the amount of insurance proceeds received for any debris
removal or demolition work performed.
If the property owner indicates that they have insurance that will cover all or part
of the cost for debris removal and structure demolition, the insurance proceeds
must be used as the first source of funding. Public Assistance funding may be
available for the remainder of the cost of the eligible work after insurance
proceeds are recouped from the property owner.
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VIII. PUBLIC INFORMATION
The provision of adequate and timely public information during debris management
operations is essential to the overall success of debris management activities and
maintaining good community relations within the City. The City of Edmonds will
manage the public information related to debris operations in accordance with the
Public Information concept of Operations found in the City of Edmonds Disaster
Recovery Plan and ESF 15 — External Affairs and Emergency Public Information of the
City of Edmonds Comprehensive Emergency Management Plan, separately published
documents.
A. PUBLIC INFORMATION OFFICER
The City of Edmonds Mayor will assign appropriate staff to function as the City's PIO for
debris operations. The PIO shall assist with the distribution of information regarding the
debris operations.
B. COMMUNICATION and PUBLIC EDUCATION STRATEGY PRIOR to an
INCIDENT
The City of Edmonds will work cooperatively with the Snohomish County Public Works
Communication Group and County Joint Information Center to provide a coordinated
public information effort during debris causing incidents. The City of Edmonds will
endeavor to provide information to City employees, stakeholders, and the public prior
to, during, and after a debris causing event. The public information effort will include
the following elements:
1. Special Waste Considerations
Special waste items are those that require special handling, treatment, and disposal
due to their hazardous potential, large volumes, or other problematic
characteristics. The City will coordinate with Snohomish County Public Works
Communication Group and SnoCo DEM to develop and provide to the public
information on:
How to identify Special Waste
Why they should separate Special Waste
Precautions to be taken if placing Special Waste in the Right -of -Way
2. Debris Collection Methods
The City will endeavor to provide information on debris management operations Q
and how the citizens can best assist themselves following a debris causing event.
This messaging will include:
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• Separation of Municipal Solid Waste
• Recycling and Recyclable Materials
• Composting
• Overview of a Neighborhood Collection Site
Public information pre -event will be posted to or linked from the City of Edmond's
website. In addition, Update on Edmonds, the City's newsletter, can be used to
disseminate information on hazard mitigation, and other debris related topics. When
possible, public information will include messaging in languages other than English.
Community facilities and events will also have information available throughout the
year to help reduce risks.
C. PUBLIC INFORMATION STRATEGY DURING an INCIDENT
The City of Edmonds public information staff will provide information to media outlets
and the public during an incident. These activities may be provided solely by the City
or through the cooperation of multiple jurisdictions as indicated above.
1. Coordination with the Joint Information Center (JIC)
Communications will normally be coordinated through the City's PIO and City
Emergency Operations Center (EOC). In a large-scale or regional event, a
County -level Joint Information Center (JIC) may be activated. If a JIC is
activated, a City of Edmonds PIO and debris liaison will work with the JIC to
coordinate messaging on behalf of the entire area. Messaging will include
current information on:
• Clean-up instructions
• Status of City operations
• Location(s) of Neighborhood Collection Sites
• How to source -separate waste
• Handling procedures
• Illegal dumping provisions
2. Pre -scripted Information
The City of Edmonds will develop pre -scripted information will include, but not be
limited to:
• Debris pick-up schedules E
• Disposal methods and on -going actions to comply with Federal, state, and r
local environmental regulations a
• Disposal procedures for self-help and independent contractors
• Restrictions and penalties for illegal dumping
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• Curbside debris segregation instructions
• Process for answering the public's questions concerning debris removal
Pre -scripted information will be coordinated with SnoCo DEM, Snohomish Health
District, and the Snohomish County Public Works Communications Group.
3. Distribution Strategy
The City of Edmonds will utilize various types of media to disseminate debris
management public information as noted in ESF 15 — External Affairs and
Emergency Public Information of the Edmonds CEMP, a separately published
document. These can include, but are not limited to:
• Television and radio media
• Internet media — City website and the Regional Public Information Network
(RPIN)
• Public forums — Community meetings, public area kiosks
• Direct mail products — Door hangers, fact sheets, flyers within City
Mailings
The public information staff will take advantage of every information vehicle
available if power, utilities, and other infrastructure have been damaged. In
event of limited media capability, the City of Edmonds will provide public
information materials to City staff and responders to have available for
distribution during the course of their duties.
4. Alternate Languages and Formats
The City of Edmonds will rely on outside resources to assist in the provision of
message materials in languages other than English. Based on the community
demographics of the City of Edmonds, messaging may need to be developed in
the following languages:
• Spanish
• Russian
• Korean
• Tagalog
• Vietnamese
The special needs population within Edmonds may also need information
materials in alternate formats. Language and alternate format resources include
the following:
• American Red Cross Seattle/Kitsap County
• ARC of Snohomish County
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• Catholic Community Services
• Compass Health
• Community Services for the Blind
• Chinese Information and Service Center
• Edmonds Community College
• Refugee Federation Service Center
• Ukrainian Community Center of Washington
• Volunteers of America
• WA State Department of Emergency Management
• Google Translate
These and other resources are available through the 211 telephone service
or on-line at: www.win21 LM
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IX. TRAINING and EXERCISES
A. TRAINING
General emergency management training requirements are developed as part of the
National Incident Management System (NIMS). Online courses and additional NIMS
and FEMA information are available at http://training.fema.gov. The City of Edmonds
is NIMS compliant and will remain in compliance by ensuring that all applicable staff
have completed the required courses.
Specific training is available for staff that will support debris management operations.
These courses include:
• IS-630: Introduction to the Public Assistance Program
• IS-631: Public Assistance Operations
• IS-632: Introduction to Debris Operations in FEMA's Public Assistance
Program
• E-202: Debris Management
As scheduling and funding allow, the City of Edmonds will endeavor to have all
appropriate staff trained in the above classes, in order to support their understanding
and implementation of this Debris Management Annex.
B. EXERCISES
Procedures for disaster debris removal can be tested through table -top and operational
exercises. The debris operations described in this Annex can be exercised specifically
using a debris management scenario, or as part of another exercise. At minimum,
operational exercises involving the debris management plan will be conducted every
four (4) years.
Due to the close coordination required throughout the region for debris management
operations, exercises will be developed and executed individually and collaboratively
with other stakeholders. Regional stakeholders that will be considered include:
• Neighboring jurisdictions
• Snohomish County DEM
• Snohomish and King County agencies
• Snohomish Health District
• Commercial haulers
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X. PLAN MAINTENANCE
This Debris Management Annex was assembled by the City of Edmonds with
assistance and input from the Emergency Services Coordinating Agency (ESCA),
multiple City Departments, Snohomish County Public Works — Solid Waste Division,
Snohomish Health District, the Port of Edmonds, Republic Services of Lynnwood
(formally Allied Waste Services) and Sound Disposal. On -going maintenance of the
Annex is the responsibility of the City of Edmonds Public Works Director.
This Annex will be reviewed annually prior to the onset of the winter storm season to
address any staffing or organizational changes. Modifications to the Annex will be
made according to information gathered from exercise after action reports and
improvement plans, as well as actual events.
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Appendices A through I
See separate Attachments:
Appendix A: Maps of City Priority Routes and Facilities
Appendix B: Staffing Assignments
Appendix C: Coordination with Snohomish County Solid Waste
Management Division
Appendix D: City of Edmonds Accident Prevention Program
Appendix E: Additional Resources
Appendix F: Neighborhood Collection Sites
Appendix G: Pre -Qualified Agreements with the City of
Edmonds' Certified Solid Waste Haulers
Appendix H: Debris Management Operations Forms
Appendix I: Letter of Approval from Snohomish Health District
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Appendix A
Maps of City Priority Routes and Facilities
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City of Edmonds
Priority Routes and Facilities
4.3.b
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FD 1 Station 17 X.
City Public �m -
Safety Center
4�,
VOIA
I
3
sz
City
Public Works
Snohomish County
Recycling & Transfer Statio
I , . . - t
un�y;� - ` _ - i Swedish Edmonds
Hospital
-- FD 1 Station 20 I '
Source: City of Edmonds (2008); WSDOT (2008);
Snohomish County (2008)
0 0.5 1
Miles
City of Edmonds Priority Routes & Facilities
Edmonds Recovery Plan Annex D
Debris Management - Appendix A
Edmonds CEMP Support Annex D - Appendix A Jan
Packet Pg. 295
4.3.b
Appendix B
Staffing Assignments
Edmonds CEMP Support Annex D - Appendix B Jan
Packet Pg. 296
O
Appendix B: Staffing Assignments
Director of
Public Works & Utilities
Water/Sewer Manager
Water Leadworker
I
Sewer Leadworker
Recycling
I Coordinator
Street/Storm Manager
Street Leadworker
' Storm Leadworker
Edmonds CEMP
Support Annex D - Appendix B
Jan
Packet Pg. 297
4.3.b
Appendix C
Coordination with Snohomish County Solid
Waste Management Division
Edmonds CEMP Support Annex D - Appendix C Jan
Packet Pg. 298
4.3.b
Appendix C — Snohomish County Solid Waste Management
Division Disaster Debris Management Plan
The City of Edmonds coordinates with Snohomish County for debris management
and disposal under the adopted Snohomish County Public Works Solid Waste
Division Disaster Debris Management Plan, approved November 2014, and
successor Plans.
Edmonds CEMP Support Annex D - Appendix C Jan
Packet Pg. 299
4.3.b
Appendix D
City of Edmonds Accident Prevention
Program
(The plan is currently in draft form and will be added to the appendix following
approval.)
Edmonds CEMP Support Annex D - Appendix D Jan
Packet Pg. 300
4.3.b
Appendix E
Additional Resources
Edmonds CEMP Support Annex D - Appendix E Jan
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4.3.b
Appendix E — Additional City Resources
The Public Works Department maintains a fleet of vehicles and equipment that
would be available to respond and assist during and following a disaster event.
As of 2017 the following is a general list of the fleet resources owned by the City of
Edmonds:
47 pickup trucks, dump trucks and flatbed trucks
• 3 large step vans
• 2 street sweepers
0 2 vactor trucks
• 36-foot bucket truck
0 2 backhoes
1 loader
0 1 chipper
• Trailers with generators, compressors and pumps
In addition the Parks Maintenance Division operates the following vehicles and
equipment:
a 13 pickup trucks and flatbed trucks
0 2 tractors
0 1 loader
■ 2 backhoes
Both Public Works and Parks Maintenance own various power tools, hand tools,
ladders, spill response equipment, etc. The Street and Storm Division keeps a
stock of permanent and temporary signage, barricades, and other safety
equipment.
Edmonds CEMP Support Annex D - Appendix E Jan
Packet Pg. 302
4.3.b
Appendix F
Neighborhood collection Sites
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 303
City of Edmonds
Neighborhood Collection Site Locations
L _� City Boundary
Railroad
Water Feature
IV Principal Arterial
rJ
/ Minor Arterial
Collector ti k *Xol
����1��`tdj{+
Figure 2: Sierra Park
Figure 1: Civic Center .��" -
�.� M9111 a
.. IE
ftMMVM
rA
...}i•.',''� ;7��+``;t�:l�l�l�f•I�je. }1� •��1t� �y _ t � t�.
--1=j I— I J ! . t . I I
Source: City of Edmonds (2008); WSDOT (2008);
Snohomish County (2008)
0 0.5 1
Miles
4�° City of Edmonds Neighborhood Collection Sites
"' '� Edmonds Recovery Plan Annex D
R Debris Management — Appendix F
Edmonds CEMP Support Annex D - Appendix F
I
Jan
Packet Pg. 304
4.3.b
Neighborhood Collection Site #1
Civic Center Playfield
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 305
4.3.b
Neighborhood Collection Site operating Plan
1.1 Summary
The Neighborhood Collection Site (NCS) is located at the Civic Center Playfield in
downtown Edmonds, approximately as shown on the Site Location Map, Figure 1. The
facility provides service to the local residential population. This Plan of Operation
provides a description of the procedures that Edmonds will use to operate the site.
1.1.1 Operation Summary
The NCS consists of: A gravel unloading area with large -capacity drop -box containers.
Customers will be directed to back up to a location at the edge of the unloading area and
deposit their solid waste into the containers. Full containers will be picked up by a hauler
and transported to a permitted disposal site. The solid waste is dumped at the disposal
site and the empty containers are returned to the NCS, facility as needed.
1.1.2 Regulatory Compliance
The NCS should meet the applicable regulatory requirements of WAC Chapter 173-350-
310 "Intermediate Solid Waste Handling Facilities." The following sections briefly outline
the WAC requirements and how they have been addressed.
1.1.2.1 WAC 173-350.310 Intermediate Solid Waste Handling Facilities
This document will serve as the operating plan identified in WAC 173-350-310. As defined
in the WAC "The plan shall describe the facility's operation and shall convey to site
operating personnel the concept of operation intended by the designer. The plan of
operation shall be available for inspection at the request of the jurisdictional health
department. If necessary, the plan shall be modified with the approval, or at the direction
of the jurisdictional health department. Each plan of operation shall include the
following:"
a. A description of the types of solid wastes to be handled at the facility; see
section 2.4
b. A description of how solid wastes are to be handled on -site; see section 2.6
c. A description of the procedures used to ensure that dangerous waste and other
unacceptable waste are not accepted at the facility; see section 2.11
d. Safety and emergency plans; see section 2.8 and 2.10
e. A description of how equipment, structures and other systems are to be
inspected and maintained, including the frequency of inspection and inspection
logs; see section 3.1
f. For putrescibles wastes, an odor management plan describing the actions to be
taken to control nuisance odors; not applicable as waste will be removed from the
NCS daily.
g. The forms used to record volumes or weights; see section 3.2
h. Other such details to demonstrate that the facility will be operated in
accordance with this subsection and as required by the jurisdictional health
department.
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
1.1.2.2 WAC 173.350.310 (5) (a) (ii) Operating Standards for Drop Box Facilities
Operations at this facility will meet the requirements of WAC 173-350-310 (5) (a) (ii)
Operating Standards for Drop Box facilities:
a. COns uctid'rYita�'i ?. lid or slreell vii tvp uiat prevents he loss of materials
during transport and prevents access by rats and other vermin;
b. Located in an easily identifiable place accessible by all-weather roads.
c. Designed and serviced as often as necessary to ensure adequate dumping
capacity at all times. Storage of solid waste outside of the drop -box is prohibited.
d. Facility sign - a sign will be posted at the site entrance identifying the facility,
hours of operation, and type of waste accepted.
e. Remove all remaining waste at facility closure and remove the drop -boxes from
the facility. At closure all waste will be removed to a permitted disposal site and
the facility will be closed.
2 OPERATIONS
2.1 Hours
The NCS will be open from 8 am to 5 pm, Monday through Saturday. The site hours may
be and could be revised to meet operational needs.
2.2 Staffing
The NCS will be staffed by one or more staff responsible for observing and measuring
refuse loads, keeping the site free of litter and debris, contacting the hauler when drop -
box containers are full and contacting the appropriate authorities in case of emergency.
2.3 Vehicle Traffic
All vehicles using the drop -box facility will enter the site through a gate located along the
alleyway along the north side of the property. This gate may also serve as an exiting
point. Another entrance and/or exit that is located on the west side of the property may
also be utilized during part or all of the operation..
2.4 Allowable Materials
This site will only handle the following types of debris:
X Construction and Demolition debris
X Vegetative debris
X Municipal Solid Waste
X White goods
2.5 Site Operations
Debris will be transported to the NCS by citizens and unloaded by citizens and site staff Q
into the drop -boxes located at the unloading area. The containers will have screened lids
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 307
4.3.b
and will be emptied at a permitted disposal site when full. The maximum amount of
debris allowable on site will be dictated by the number of containers on -site. No debris
will be left at the site over night. See attached NCS Activity Plan Map.
2.5.1 Debris Movement
Vehicles will back up to a designated spot in the unloading area and unload debris into
the drop -box containers. Scavenging will not be permitted at the site. Customers are
instructed to keep small children and animals in their vehicles when at the facility.
2.5.2 Cleaning
Site staff will be responsible for picking up debris and litter at the site, sweeping the
concrete area and sweeping and raking spilled debris. Debris and spilled refuse will be
placed in the drop -box containers.
2.6 Site Controls
The following strategies will be used to mitigate nuisance conditions at the site.
2.6.1 Site Access
Fences will be used to prevent unauthorized access to the site.
2.6.2 Vector Control
Waste will be removed from the NCS on a daily basis. NCS site grounds will be kept
clean by operating personnel. No formal vector or pest controls beyond removing the
waste on a daily basis and maintaining the NCS site in a clean & sanitary condition are
anticipated.
2.6.3 Bird Hazards
No bird hazards are anticipated for this NCS site. Waste will be removed from the NCS
on a daily basis. NCS site grounds will be kept clean by operating personnel. No bird
controls beyond removing the waste on a daily basis and maintaining the NCS site in a
clean & sanitary condition are anticipated.
2.6.4 Nuisance Odors
Waste will be removed from the NCS on a daily basis. NCS site grounds will be kept
clean by operating personnel. No nuisance odors are anticipated as all waste will be
removed by the end of each day and the site will be maintained in a clean & sanitary
condition.
2.6.5 Storm water runoff
Storm water impacts from this temporary NCS site are not anticipated as the drop boxes
& waste unloading activities will be located on an impervious surface area and wastes
will be immediately loaded into the drop boxes. Impervious surface area at this site may
consist of asphalt or plastic/PVC sheeting. Spilled waste at this temporary NCS site will
be swept up or otherwise picked up on an ongoing basis during site operations and all
wastes will be removed by the end of each day.
2.7 Safety Plan
The City of Edmonds has on file with the Department of Labor and Industries a v
recognized accident prevention program. The Snohomish County Operational Disaster Q
Debris Management Plan includes a detailed safety plan for disaster debris operations. The
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 308
4.3.b
City of Edmonds' accident prevention'program is in compliance with all OSHA and
WISHA regulations. A City of Edmonds Safety Manual and Operations Plan will be kept
at the site.
2.8 Training
The Snohomish County Operational Disaster Debris Management Plan includes a detailed
training plan for employees who participate in disaster debris operations.
2.9 Emergency Plans and Procedures
The general types of emergency conditions that may occur include fire and explosions. A
list of emergency phone numbers and contacts will be kept at the facility and updated
annually.
The general response to an emergency is:
• Assess the conditions and the impact on public health and operation of the facility.
■ Determine the immediate response required with regard to public health and
safety considerations.
+ Notify the appropriate personnel, utilities and regulatory agencies as soon as
possible.
• Take corrective action to restore the facility to normal operation.
Emergency telephone numbers include:
+ Fire District 911
• Law Enforcement Agency 911
• Snohomish health District 425-339-5250
• Department of Ecology 360-407-6300
The nearest hospital is Swedish Stevens Hospital, which is located at 21600 76th Avenue W
in Edmonds, Washington.
2.9.1 Fire
Immediate fire protection for the site will be provided by portable fire extinguishers. Staff
will be familiar with the location of the fire extinguishers and trained in their use. All fire
extinguishers will be inspected annually. Any smoldering debris found at the facility will
be extinguished by portable fire extinguisher. The waste will then be turned over and
allowed to cool. All debris must be completely extinguished before loading into the drop
box containers to prevent a fire in the containers. In case of a major fire, the public will be
evacuated, all personnel will leave the area and the local fire department will be notified.
The site will be closed to all be emergency vehicles. The nearest fire station is located
approximately 200 yards from the drop box facility.
2.9.2 Explosions
The most likely source of explosion is reactive or explosive waste inadvertently disposed
of by the public. This could include small amounts of hazardous wastes, containers of
gasoline or other explosive liquid, fireworks or ammunition. To minimize the potential for
these occurrences, waste coming into the site will be observed by site staff. If suspicious
containers or materials are noted, the local fire department will be contacted regarding
proper removal and disposal.
If an explosion occurs at the drop box facility, eliminating any possible ignition sources, Q
such as vehicles and open flames, and evacuating the area will prevent the potential for
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
further explosions and injury. Anyone injured by an explosion will be given first aid and
the fire department or paramedics will be contacted immediately. The gates to the facility
will be closed to all but emergency vehicles.
2.10 Hazardous Waste
No hazardous waste, whether HHW or regulated business waste should be handled
through the NCS site. Residents or businesses that bring hazardous waste to the NCS will
be directed to take the material to one of the fixed moderate risk waste (MRW) collection
facilities or other suitable debris management sites. If hazardous waste is found in the
drop box containers, access to the area will be restricted. Any flames or other potential
sources of ignition will be removed from the area. The Snohomish Health District and
appropriate regulatory agencies will be notified. A hazardous waste materials response
team will be called to investigate the waste and determine how to remove it.
Debris from private vehicles may contain some small amounts of household hazardous
waste. Visual inspection of the materials cannot be expected to remove all quantities.
However, large and substantial amounts of hazardous waste will be strictly prohibited
from the neighborhood collection facility unless the facility is configured to handle and
process this type of waste.
2.11 Spill Control Plan
The NCS will not accept liquids or barrels that may contain liquids. Liquid spills must be
prevented from getting into storm drains. If a liquid spill is noticed at the site the
following actions will be taken:
• Restrict access to the area by the public.
• Berm off the area with absorbent material, such as newspaper and cardboard that
is available at the site, and prevent the liquid from reaching the storm water drains
or runoff ditches.
• Call a hazardous materials response team to investigate the liquid and determine
how to remove it
■ If the liquid spilled is determined to be oil or hazardous material, notify the
Snohomish Health District at 425-339-5250.
• If the liquid spilled is determined to be non -hazardous, dispose of wet absorbent
material in the drop -boxes.
■ If necessary, clean the floor to remove any contaminants.
2.12 Closure
2.12.1 General
The NCS will have a limited operational life based on the needs of the debris causing
incident. The final disposition of the site facilities and closure of the site will depend on
the pre -disaster use and the future use of the site. In general sites will be returned to their
pre -use condition. The following section presents a general closure plan for the facility.
2.12.2 Closure Procedure
■ Any structures or machinery used to operate the facility will be removed.
• All waste will be removed from the site.
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 310
4.3.b
New utilities installed as part of site development would be disconnected and the
structures supporting them removed. This would include telephone and
electricity.
a The drop -box area would be graded to a smooth surface or pre-existing contours.
For unpaved portions of the site that were disturbed, a suitable material mix
would be applied. Any grass areas disturbed by the operations would be returned
to pre-existing conditions and could include a re -seeding over the area.
■ Paved surfaces will be swept clean and returned to pre-existing conditions. Storm
water catch basins shall be inspected and cleaned of accumulated debris if
necessary.
3 FACILITY INSPECTIONS, RECORD KEEEPING AND
REPORTING
3.1 Inspections
The City of Edmonds will conduct site inspections daily during the life of this NCS to
maintain the facility in good operating order and identify items needing maintenance. An
inspection sheet will be filled out for each inspection and will be kept on site in a logbook.
3.2 Record keeping
Daily records will be kept of the amount and type of solid waste delivered to and
removed from the site tracking the following factors:
• Waste delivered by the public will be documented by volume.
• The number and type of vehicles coming to the site
• Address where each load of debris originated from
A Daily Site Activity Form should be included as an attachment to this documents
3.3 Reporting
A report will be prepared and submitted to the Snohomish Health District in accordance
with WAC 173-350-310 following the closure of the site. If the site is operated longer than
one year annual reports will be provided. The report will describe facility activities for the
previous year and will contain the following minimum information:
Facility name and address
Calendar year reported
Annual quantity and type of debris received
t A sample daily site activity log is included as attachment G to this document.
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 311
4.3.b
Debris Management Site Inventory
Investigation of Site Suitability
Site Name: Civic Center Playfield
Parcel Number 00434210000000
Site Address: 300 Sixth Avenue N
Site Coordinates:
N 47.812
Estimated Property
Size:
8.1
1 acres ' W 122.374
Site Owner:
Ownership Type: X Jurisdiction Property
❑ County
Property
❑ Private Property
❑ Other (describe)
Owner Address:
121 51" Ave. N
Owner Phone:
425-775-2525
Owner Email:
Cito nnrt Nwlnhhnrinn Prnnartfas Characterization
Characteristic
Comments
Current Use
Sports field; outdoor event site
Proposed Future Land Use
Unknown
Current Land use/Zoning
Public Use
Restoration Time Requirements
Unknown
Proximity to School, Church, or Community Center
Adjacent to property
Property Topography
Flat
Environmental Considerations
Potential for ground/surface water contamination
Open Water or Wetlands
None
Proximity to Ground Water Wells (wellhead protection area)
Unknown
Within 100-year fioodplain
No
Soil/Slope Integrity
Good
Surface Water Drainage
Fair
Suitable for use in wet weather
Yes
Prevailing Wind Direction
Westerly
Brownfield Site
No
Superfund Site
No
Archeological or Historic Properties or Artifacts
None
Underground Utilities (water, wastewater, natural gas, electricity)
Yes
Noise Control Buffer
No
Adjacent to Airport/Airfield
No
Access to Electrical Service
Yes
Access to Water Service
Yes
Access to Sewer Service
Yes
Existing Lighting
Yes
Traffic Ingress/Egress Capacity
Will require traffic control plan & attendants
Transportation accessibility (topography, traffic congestion)
Suitable
Capable of Accepting Heavy Trucks (site and nelghboring
roads)
Yes
Proximity to Major Roadway
Within .5 mile to Main St. or 2i2th St. SW
Fencing and Other Security Features
Yes
Site Preparation Level of Effort ❑ High X Medium ❑ Low
Edmonds CEMP Support Annex D - Appendix F
Jan
Packet Pg. 312
4.3.b
Suitability to Wet Weather X High
Ability to Serve Spatial Area X High
Recommended Uses for This Site:
X C&D
X Hazardous Waste
❑ Medium ❑ Low
❑ Medium ❑ Low
X Vegetative
❑ Other (describe)
X White Goods
Reduction Methods Acceptable for This Site:
❑ Open Burning ❑ Incineration
❑ Grinding X Other (describe) Collection for consolidation & transfer only
Site Map: Please indicate intended use areas, traffic management patterns, utilities, and any other
elements that will involve or impact operation of the site.
See attached NCS Activity Plan Map — Civic Center Playfield
List Jurisdictions that could utilize this site: City of Edmonds; Town of Woodway
Closest Recycling Facility Available to This Site: Recycling Area at County's SW RTS facility in Mountlake
Terrace
Closest Yard Waste/Composting Facility Available to This Site: Fruhling Sand & Topsoil, 1010 2281h St.
SW, Bothell
Closest CDL Facility Available to This Site: Unknown
Closest Transfer Station Available to This Site: Southwest Recycling & Transfer Station, 21311 6151 Place
W, Mountlake Terrace
Closest Landfill Available to This Site: Unknown
Date of Site Survey: 10/2010
List pictures or other observations taken during site visit:
Potential Site Rating X Primary ❑ Secondary ❑ Tertiary
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 313
4.3.b
F' R. �
.__ Alley
�r Civic Center Playfield
• d T F7jI _ f
N �
4 Drop-off Area
. r_t _._�
i
City of Edmonds
f •j M t
Neighborhood Collection Site
q
A
,a
r
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 314
4.3.b
City of Edmonds
Neighborhood Collection Site
Activity Plan Map
Civic Center Playfield
- - — -- ---- -- AlleyTennis Entrance & Exit Gate
Courts
{ Boys & Girls
Club
r
Auxiliary Exit Gate
rt
Civic Center Playfield
Drop-off Area
Gravel Track
Grand Stand
Traffic Flow
4.3.b
Neighborhood Collection Site #2
Sierra Park
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 316
4.3.b
� Attachment 6
Neighborhood collection Site Operating Plan
1.1 Summary
The Neighborhood Collection Site (NCS) is located at Sierra Park, approximately as
shown on the Site Location Map, Figure 2. The facility provides service to the local
residential population. This Plan of Operation provides a description of the procedures
that Edmonds will use to operate the site.
1.1.1 Operation Summary
The NCS consists of: A grass field and gravel unloading area with large -capacity drop -
box containers. Customers are directed to the unloading area and deposit their solid
waste into the containers. Full containers are picked up by a hauler and transported to a
permute rlicnpcal cite The c^14A ::'acte iS dyamred t +l:e d�srosal clte and +l +
permitted _._� t Y Y en`p y
containers are returned to the NCS facility as needed.
1.1.2 Regulatory Compliance
The NCS should meet the applicable regulatory requirements of WAC Chapter 173-350-
310 "Intermediate Solid Waste Handling Facilities." The following sections briefly outline
the WAC requirements and how they have been addressed.
1.1.2.1 WAC 173.350.310 Intermediate Solid Waste Handling Facilities
This document will serve as the operating plan identified in WAC 173-350-310. As defined
in the WAC "The plan shall describe the facility's operation and shall convey to site
operating personnel the concept of operation intended by the designer. The plan of
operation shall be available for inspection at the request of the jurisdictional health
department. If necessary, the plan shall be modified with the approval, or at the direction
of the jurisdictional health department. Each plan of operation shall include the
following:"
a. A description of the types of solid wastes to be handled at the facility; see
section 2.4
b. A description of how solid wastes are to be handled on -site; see section 2.6
c. A description of the procedures used to ensure that dangerous waste and other
unacceptable waste are not accepted at the facility; see section 2.11
d. Safety and emergency plans; see section 2.8 and 2.10
e. A description of how equipment, structures and other systems are to be
inspected and maintained, including the frequency of inspection and inspection
logs; see section 3.1
f. For putrescibles wastes, an odor management plan describing the actions to be
taken to control nuisance odors; not applicable as waste will be removed from the
NCS daily.
g. The forms used to record volumes or weights; see section 3.2
h. Other such details to demonstrate that the facility will be operated in
accordance with this subsection and as required by the jurisdictional health
department.
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 317
4.3.b
1.1.2.2 WAC 173.350-310 (5) (a) (ii) Operating Standards for Drop Box Facilities
Operations at this facility will meet the requirements of WAC 173-350-310 (5) (a) (ii)
Operating Standards for Drop Box facilities:
a. Be serviced as often as necessary to ensure adequate dumping capacity at all
times. Storage of waste outside the drop boxes is prohibited;
b. Be protective of human health and the environment;
c. Control rodents, insects, and other vectors;
d. Control litter;
e. Prohibit scavenging;
f. Control dust;
g. For putrescible waste, control nuisance odors; and
h. Have a sign that identifies the facility and shows at least the name of the site,
and, if applicable, hours during which the site is open for public use, what
materials the facility does not accept and other necessary information posted at the
site entrance;
2 OPERATIONS
2.1 Hours
The NCS will be open from 8 am to 5 pm, Monday - Saturday. The site hours may be and
could be revised to meet operational needs.
2.2 Staffing
The NCS will be staffed by one or more staff responsible for observing and measuring
refuse loads, keeping the site free of litter and debris, contacting the hauler when drop
box containers are full and contacting the appropriate authorities in case of emergency.
2.3 Vehicle Traffic
All vehicles using this NCS will enter and exit through designated gates on 190th St. SW.
Vehicles will be directed to the appropriate areas for unloading.
2.4 Allowable Materials
This site will only handle the following types of debris:
X Construction and Demolition debris
X Vegetative debris
X Municipal Solid Waste
X White goods
2.5 Site Operations
Debris will be transported to the site by citizens and loaded by citizens and staff into Z
large -capacity drop -box containers located at the unloading area. The containers will
have a screened lid, and will be emptied at a permitted facility when full. Q
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 318
4.3.b
The maximum amount of debris allowable on site will be dictated by the number of
containers on -site. No debris will be left at the site over night. See attached NCS Activity
Plan Map.
2.5.1 Debris Movement
Vehicles will back up to a designated spot in the unloading area and deposit debris into a.
the drop -box containers. Scavenging will not be permitted at the site. Customers are
instructed to keep small children and animals in their vehicles when at the facility. E
W
2.5.2 Cleaning
Site staff will be responsible for picking up debris and litter at the site, sweeping the 2
concrete area and sweeping and raking spilled debris. Debris and spilled refuse will be
placed in the drop -box containers. o
2.6 Site Controls
The following strategies will be used to mitigate nuisance conditions at the site. a.
2.6.1 Site Access U
Fences will be used to prevent unauthorized access to the site.
a
2.6.2 Vector Control
a
Waste will be removed from the NCS on a daily basis. NCS site grounds will be kept c
clean by operating personnel. No formal vector or pest controls beyond removing the
waste on a daily basis and maintaining the NCS site in a clean & sanitary condition are
as
anticipated. �
2.6.3 Bird Hazards N
00
CD
No bird hazards are anticipated for this NCS site. Waste will be removed from the NCS r
on a daily basis. NCS site grounds will be kept clean by operating personnel. No bird a.
controls beyond removing the waste on a daily basis and maintaining the NCS site in a v
clean & sanitary condition are anticipated. U
2.6.4 Nuisance Odors z
Waste will be removed from the NCS on a daily basis. NCS site grounds will be kept
clean by operating personnel. No nuisance odors are anticipated as all waste will be
removed by the end of each day and the site will be maintained in a clean & sanitary v
condition.
2.6.5 Storm water runoff C.
a)
Storm water impacts from this temporary NCS site are not anticipated as the drop boxes Q
& waste unloading activities will be located on an impervious surface area and wastes r�
will be immediately loaded into the drop -boxes. Impervious surface for this site may o
consist of asphalt or plastic/PVC sheeting. Spilled waste at this temporary NCS site will 4
be swept up or otherwise picked up on an ongoing basis during site operations and all
wastes will be removed by the end of each day.
2.7 Safety Plan
The City of Edmonds has on file with the Department of Labor and Industries a Q
recognized accident prevention program. The Snohomish County Operational Disaster
Debris Management Plan includes a detailed safety plan for disaster debris operations. The
Edmonds CEMP Support Annex D - Appendix F Jan
Packet Pg. 319
4.3.b
City of Edmonds accident prevention program is in compliance with all OSHA and
WISHA regulations. A City of Edmonds Safety Manual and Operations Plan will be kept
at the site.
2.8 Training
Tile ✓nVhV LIU IL %- 1111 Ly V�LI N.L6VIEI tI LWµJlL1 Levi t LVlW%LN.�2%ILGILL 1,LN.fI li ll.lude� a de LaUcu
training plan for employees who participate in disaster debris operations.
2.9 Emergency Plans and Procedures
The general types of emergency conditions that may occur include fire and explosions. A
list of emergency phone numbers and contacts will be kept at the facility and updated
annually.
The general response to an emergency is:
• Assess the conditions and the impact on public health and operation of the facility
■ Determine the immediate response required with regard to public health and
safety considerations.
* Notify the appropriate personnel, utilities and regulatory agencies as soon as
possible.
• Take corrective action to restore the facility to normal operation.
Emergency telephone numbers include:
• Fire Department 911
• Law Enforcement Agency 911
• Snohomish Health District 425-339-5250
■ Department of Ecology (360) 407-6300
The nearest hospital is Swedish Stevens Hospital, which is located at 21600 76th Ave. W,
Edmonds, Washington.
2.9.1 Fire
Immediate fire protection for the site will be provided by portable fire extinguishers. Staff
will be familiar with the location of the fire extinguishers and trained in their use. All fire
extinguishers will be inspected annually. Any smoldering debris found at the facility will
be extinguished by portable fire extinguisher. The waste will then be turned over and
allowed to cool. All debris must be completely extinguished before loading into the drop
box containers to prevent a fire in the containers. In case of a major fire, the public will be
evacuated, all personnel will leave the area and the local fire department will be notified.
The site will be closed to all be emergency vehicles. The nearest fire station is located
approximately 1 mile from the NCS.
2.9.2 Explosions
The most likely source of explosion is reactive or explosive waste inadvertently disposed
of by the public. This could include small amounts of hazardous wastes, containers of
gasoline or other explosive liquid, fireworks or ammunition. To minimize the potential for
these occurrences, waste coming into the site will be observed by site staff. If suspicious
containers or materials are noted, the local fire department will be contacted regarding
proper removal and disposal.
If an explosion occurs at the drop box facility, eliminating any possible ignition sources,
such as vehicles and open flames, and evacuating the area will prevent the potential for
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
further explosions and injury. Anyone injured by an explosion will be given first aid and
the fire department or paramedics will be contacted immediately. The gates to the facility
will be closed to all but emergency vehicles.
2.10 Hazardous Waste
No hazardous waste, whether HHW or regulated business waste should be handled
through the NCS, site. Residents or businesses that bring hazardous waste to the NCS will
be directed to take the material to one of the fixed moderate risk waste (MRW) collection
facilities or other suitable debris management sites. If hazardous waste is found in the
drop box containers, access to the area will be restricted. Any flames or other potential
sources of ignition will be removed from the area. The Snohomish health District and
appropriate regulatory agencies will be notified. A hazardous waste materials response
team will be called to investigate the waste and determine how to remove it.
Debris from private vehicles may contain some small amounts of household hazardous
waste. Visual inspection of the materials cannot be expected to remove all quantities.
However, large and substantial amounts of hazardous waste will be strictly prohibited
from the neighborhood collection facility unless the facility is configured to handle and
process this type of waste.
2.11 Spill Control Plan
The NCS will not accept liquids or barrels that may contain liquids. Liquid spills must be
prevented from getting into storm drains. If a liquid spill is noticed at the site the
following actions will be taken:
• Restrict access to the area by the public.
• Berm off the area with absorbent material, such as newspaper and cardboard that
is available at the site, and prevent the liquid from reaching the storm water drains
or runoff ditches.
• Call a hazardous materials response team to investigate the liquid and determine
how to remove it
■ If the liquid spilled is determined to be oil or hazardous material, notify the
Washington State Department of Ecology at 1-425-649-7000 and the Snohomish
health District at 425-339-5250.
• If the liquid spilled is determined to be non -hazardous, dispose of wet absorbent
material in the drop -boxes.
• If necessary, clean the floor to remove any contaminants.
2.12 Closure
2.12.1 General
The NCS will have a limited operational life based on the needs of the debris causing
incident. The final disposition of the site facilities and closure of the site will depend on
the pre -disaster use and the future use of the site. In general sites will be returned to their
pre -use condition. The following section presents a general closure plan for the facility.
2.12.2 Closure Procedure
• Any structures or machinery used to operate the site will be removed.
• All waste will be removed from the site.
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
• New utilities installed as part of site development will be disconnected and the
structures supporting them removed. This would include telephone and electricity.
• The drop -box area would be graded to a smooth surface or pre-existing contours. For
unpaved portions of the site that were disturbed, a topsoil mixture would be applied,
and a natural vegetative mix would be seeded over the area. Alternatively the si_tp
could be paved and/ or developed for its next use.
• Paved surfaces will be swept clean and returned to pre-existing conditions. Storm
water catch basins shall be inspected and cleaned of accumulated debris if necessary
3 FACILITY INSPECTIONS, RECORD KEEEPING AND
REPORTING
3.1 Inspections
The City of Edmonds will conduct site inspections daily during the life of this NCS to
maintain the facility in good operating order and identify items needing maintenance. An
inspection sheet will be filled out for each inspection and will be kept on site in a logbook.
3.2 Record keeping
Daily records will be kept of the amount and type of solid waste delivered to and
removed from the site tracking the following factors:
• Waste delivered by the public will be documented by volume.
The number and type of vehicles coming to the site
• Address where each load of debris originated from
A Daily Site Activity Form should be included as an attachment to this documents
3.3 Reporting
A report will be prepared and submitted to the Snohomish health District in accordance
with WAC 173-350-310 following the closure of the site. If the site is operated longer than
one year annual reports will be provided. The report will describe facility activities for the
previous year and will contain the following minimum information:
• Facility name and address
• Calendar year reported
• Annual quantity and type of debris received
1 A sample daily site activity log is included as attachment G to this document.
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
Attachment A
Debris Management Site Inventory
Investigation of Site Suitability
Site Name: Sierra Park
Parcel Number 00481600600200
Site Address: 80` Ave. W & 1915` St. SW
Site Coordinates:
N 47.826
Estimated Property 5.5
Size:
1 acres
W 122.343
Site Owner: City of Edmonds
Ownership Type: X Jurisdiction Property ❑ County ❑ Private Property
Property
❑ Other (describe)
Owner Address:
121 5th Ave. N
Owner Phone:
425-775-2525
A........ "Mall:
earl lcl �Illail. 1
Site and Neighboring Properties Characterization
Characteristic
Comments
Current Use
Neighborhood park
Proposed Future Land Use
_
Unknown
Current Land use/Zoning
Public Use
Restoration Time Requirements
Unknown
Proximity to School, Church, or Community Center
.5 mile
Property Topography
Flat
Environmental Considerations
Potential for ground/surface water contamination
Open Water or Wetlands
None
Proximity to Ground Water Wells (wellhead protection area)
Unknown
Within 100-year floodplain
No
Soil/Slope Integrity
I Good
Surface Water Drainage
Fair
Suitable for use in wet weather
Yes
Prevailing Wind Direction
Unknown
Brownfield Site
No
Superfund Site
No
Archeological or Historic Properties or Artifacts
None
Underground Utilities (water, wastewater, natural gas, electricity)
Yes
Noise Control Buffer
No
Adjacent to Airport/Airfield
No
Access to Electrical Service
Yes
Access to Water Service
Yes
Access to Sewer Service
No
Existing Lighting
Parking area only
Traffic Ingress/Egress Capacity
Will require traffic control plan & attendants
Transportation accessibility (topography, traffic congestion)
Suitable
Capable of Accepting Heavy Trucks (site and neighboring
roads)
Yes
Proximity to Major Roadway
Within 1 mile of 196`n St. SW
Fencing and Other Security Features
Yes
Site Preparation Level of Effort X High ❑ Medium ❑ Low
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
Suitability to Wet Weather ❑ High
Ability to Serve Spatial Area X High
Recommended Uses for This Site:
X C&D
X Hazardous Waste
X Medium ❑ Low
❑ Medium ❑ Low
X Vegetative
❑ Other (describe)
X White Goods
Reduction Methods Acceptable for This Site:
❑ Open Burning ❑ Incineration
❑ Grinding X Other (describe) Collection & consolidation for transport only
Site Map: Please indicate intended use areas, traffic management patterns, utilities, and any other
elements that will involve or impact operation of the site.
See attached NCS Activity Plan Map — Sierra Park
List Jurisdictions that could utilize this site: City of Edmonds
Closest Recycling Facility Available to This Site: Recycling Area at the County's SWRTS facility in
Mountlake Terrace
Closest Yard Waste/Composting Facility Available to This Site: Fruhling Sand & Topsoil, 1010 228th St.
SW, Bothell
Closest CDL Facility Available to This Site: Unknown
Closest Transfer Station Available to This Site: Southwest Recycling & Transfer Station, 21311 61st Place
W, Mountlake Terrace
Closest Landfill Available to This Site: Unknown
Date of Site Survey: 10/2010
List pictures or other observations taken during site visit:
Potential Site Rating ❑ Primary X Secondary ❑ Tertiary
Edmonds CEMP Support Annex D - Appendix F Jan
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4.3.b
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Edmonds CEMP Support Annex D - Appendix F Jan
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City of Edmonds
4.3.b
Neighborhood Collection Site
Activity Plan Map
Sierra Park
Sierra Park
Traffic Flow
Entrance & Exit Gate
Field Area
Drop-off Area
. :
,
Jan
Packet Pg. 326
4.3.b
Appendix G
Pre -Qualified Agreements with the City of
Edmonds' Certified Solid Waste Haulers
Edmonds CEMP Support Annex D - Appendix G Jan
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4.3.b
Appendix G — Pre -Qualified Agreements with the City of
Edmonds' Certified Solid Waste Haulers
The following letters qualify as letters of agreement from the City of Edmonds
certified waste hauling companies:
• Letter from the Operations Manager at Republic Services of Lynnwood
(formally Allied Waste Services).
• Letters from the President of Sound Disposal, Inc. — one from the company
proper and two that Sound Disposal has elicited from both Republic
Services and Rubatino Refuse Removal, Inc., in regards to additional
resources.
Edmonds CEMP Support Annex D - Appendix G Jan
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4.3.b
ALLIED WASTE SERVICES
of Lynnwood
May 20, 2010 (reissued August 3,2011)
Phil Williams
Public Works Director
7110 — 210" St. SW
Edmonds, WA 98026
Dear Mr. Williams:
Allied Waste of Lynnwood is a Washington Utilities and Transportation Commission (WUTC) certified
hauler in Snohomish County for the City of Edmonds (see WUTC Tariff 4, Appendix A for our exact
boundaries) with certificate number G-12 as authorized in the Revised Code of Washington (RCW)
80.04.77 and 81.80. At the request of the City of Edmonds Public Work Department, we are providing
this written assurance of our ability to meet the obligations of our WUTC certificate in the event of a
debris generating event with the WUTC approved tariff structure.
Washington Administrative Code (WAC) 480-70-151 provides us the ability to contract with other
companies for equipment and services to meet our collection obligations in our service areas with the
WUTC approved tariff rates. This ability is important during a disaster event if we need to supplement
our services. We understand that we are responsible for the following types of services during a debris
generating event:
Transport of vegetative debris from city right of way (ROW) to either a neighborhood collection
center for segregation or to a County Temporary Staging and Reduction Site (TDSRS).
e Transport of construction and demolition debris from ROW to either a neighborhood collection
center for segregation or to a County TDSRS.
■ Transport segregated debris from neighborhood collection sites to County TDSRS.
a Transport segregated debris from TDSRS to either a recycling facility or a location for transport
to the RDC landfill.
a Transport commercial and private property demolition debris.
1600 - 127th Avenue NE
Bellevue, WA 98005
425.778.0188 / FAX 425.646.2440
www.dlTc?mon'doaMP
Support Annex D - Appendix G
Jan
Packet Pg. 329
4.3.b
To support our transportation responsibilities detailed above we have had discussions with a variety of
equipment vendors. Further we have established open accounts with these vendors that will allow us to
rent and/or contract for the use of all necessary equipment to fulfill these responsibilities. The list
below represents the types of trucks and equipment we would anticipate needing to respond to a debris
generating event:
• Semi Tractors
■ Wheeled Loaders
• Truck Mounted Grapple Hooks
• Backhoes
In addition to being able to secure all required equipment, we also have existing relationships with
temporary employment agencies that will allow us to source any additional personnel that might be
required to augment our regular crews.
We are confident that Allied Waste possesses the needed expertise, resources, and relationships to
successfully fulfill our obligations to the City of Edmonds in responding to any debris generating event
that the city may experience.
We look forward to continuing to work with the City of Edmonds on this important issue.
Sincerely,
Scott Mullan
Operations Manager
Allied Waste of Lynnwood
Edmonds CEMP Support Annex D - Appendix G Jan
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4.3.b
5004d Dra g, 7uc.
P.O. Box 487 • Edmonds, Washington 98020 • (425) 778-2404 • FAX (425) 672-2158
June 11, 2010
Noel F. Miller
City of Fdmonds Public Works Director
7110 210" St. SW
Edmonds, WA 98026
Dear Mr. Miller
Re: Emergency/Disaster Plan
Sound Disposal, Inc. is a Washington Utilities and Transportation Commission (WUTC)
certified hauler in the City of Edmonds located in Snohomish County (see attached map) -
Certificate G-82-as authorized by Revised Code of Washington (RCW) 80,04.77 and
81.80. At the request of the City of Edmonds Public Works Department, we are
providing the written assurance of our ability to meet the obligations of our WUTC
certificate in the event of a debris generating event with the WUTC approved rate
structure.
Washington Administrative Code (WAC) 480-70-151 provides us with the ability to
contract with other companies for equipment and services to meet our collection
obligations in our segvice areas with the approved tariff rates. This ability is important
during a disaster event if we need to supplement our services. We understand that we are
responsible for the following types of services during a debris generating event:
• Transport of vegetative debris from city right of way (ROW) to either a
neighborhood collection center for segregation or to a County Temporary Staging
and Reduction Site (TDSRS).
■ Transport of construction and demolition debris from ROW to either a
neighborhood collection center for segregation or to a County TDSRS.
• Transport segregated debris from neighborhood collection sites to County
TDSRS.
■ Transport segregated debris from TDSRS to either a recycling facility or a
location for transport to the RDC landfill.
• Transport commercial and private property demolition debris.
To support our transportation responsibilities detailed above, we have contacted a
variety of equipment providers which would allow us to rent and/or contract for the
use of all necessary equipment to fulfill these responsibilities. The list below
represents the type of trucks and equipment we would anticipate needing to respond
to a debris generating event:
*Semi Tractors.
Edmonds CEMP Support Annex D - Appendix G Jan
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4.3.b
*Wheeled loaders
*Truck mounted grapple Hooks
*Backhoes
In addition to being able to secure all needed equipment, we have access to temporary
employees that may be required to augment our regular crews.
We are confident that Sound Disposal possesses the needed expertise, resources, and
relationships to successfully fulfill our obligations to the City of Edmonds in
responding to any debris generating event that the city may experience.
We look forward to continuing to work with the City of Edmonds on this important
issue.
Sincerely
Evelyn N' holson, Pres., Sec/Treas.
Sound Di. osal, Inc.
PIU131 , � k Ad-,-')
Edmonds CEMP Support Annex D - Appendix G Jan
Packet Pg. 332
4.3.b
June 11, 2010
Evelyn Nicholson
Sound Disposal, Inc.
PO Box 487
Edmonds, WA 98020
Re: Emergency Response — City of Edmonds
Dear Evelyn:
ALLIED
WASTE
ECEIVIE®
MAR 02 ?p»
PUBLIC WORKS DEPT
This letter is to verify that in the event of a debris creating emergency, either natural or human in
origin, Allied Waste Service of Lynnwood will cooperate with Sound Disposal, Inc to ensure they
have the resources necessary to clear these debris within their service area in a timely manner.
Allied's assistance will be logistical in nature and may take the form of personnel and/or
equipment.
Sincerely,
Scott Mullan
Operations Manager
Allied Waste Services of Lynnwood
21325 - 66`h Avenue West
Lynnwood, WA 98036-7327
425.778.0188 / Fax: 425.778.1148
www.disposal.com
Edmonds CEMP Support Annex D - Appendix G Jan
Packet Pg. 333
4.3.b
HOYT AVENUE
U
SATIND R 0, BOX 1029 1• EVERT, WA 98206-1029
M, (425) 259-0044 • FAX (425) 339-4196
A www.rubatino.com
June 7, 2010
Evelyn Nicholson
Sound Disposal Inc,
PO Box 487
Edmonds WA 98020
Re: Emergency Response
Dear Evelyn,
This is to verify that, In the event of an emergency, either natural or human
originated, Rubatino Refuse Removal Inc. will provide to Sound Disposal Inc.
whatever assistan�;eo-is necessary to respond to the needs of the incident.
This assistance may be In the form of personnel and/or equipment.
Sincerely,
a rence R, Goulet
Rubatino Refuse Removal Inc.
RECYCLE PAPER
Edmonds CEMP Support Annex D - Appendix G Jan
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4.3.b
Appendix H
Debris Management operations Forms
Edmonds CEMP Support Annex D - Appendix H Jan
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4.3.b
Appendix H — Debris Management Operations Forms
Included herein:
Notice of Intent to Operate forms:
Civic Center Playfield
Sierra Park
Daily Site Activity Log templates:
Civic Center Playfield
Sierra Park
Edmonds CEMP Support Annex D - Appendix H Jan
Packet Pg. 336
4.3.b
Notice of Intent to Operate
Debris Management Site and Neighborhood Collection Site
Site Information
Site Type:
X Neighborhood Collection Site
❑ Debris Management Site
Site Name: Civic Center Playfield
Parcel Number 00434210000000
Site Address: 300 Sixth Avenue N., Edmonds WA 98020
Site Coordinates:
N 47.812
Estimated Property Size: 1 8.1 1 acres
W 122.374
Site Owner: I City of Edmonds
Ownership Type: I X Jurisdiction Property ❑ County Property I ❑ Private Property
Agency Operating Site
Agency Name:
City of Edmonds
Agency Contact:
Phil Williams
Agency Address:
121 Fifth Avenue N., Edmonds WA
Contact Title:
Public Works Director
Contact Phone:
425-771-0235
Contact Email:
phil.williams@edmondswa.gov
General Description of Activity to be Performed at Site
The Neighborhood Collection Site (NCS) consists of: A gravel unloading area with large -capacity
drop -box containers. Customers will be directed to back up to a location at the edge of the
unloading area and deposit their solid waste into the containers. Full containers will be picked
up by a hauler and transported to a permitted disposal site. The solid waste is dumped at the
disposal site and the empty containers are returned to the NCS facility as needed.
Submit this form along with the completed Debris Management Site Inventory form and Debris
Management or Neighborhood Collection Site Operating Plan to your local health agency.
Edmonds CEMP Support Annex D - Appendix H Jan
Packet Pg. 337
4.3.b
Notice of Intent to Operate
Debris Management Site and Neighborhood Collection Site
Site Information
Site Type:
X Neighborhood Collection Site
❑ Debris Management Site
Site Name: Sierra Park
Parcel Number 00481600600200
Site Address:
80' Avenue & 191s" St. SW, Edmonds 98026 1
Site Coordinates:
N 47.826
Estimated Property Size: F5.5 acres
W 122.343
Site Owner:
TCity of Edmonds
Ownership Type:
I X Jurisdiction Property ❑ County Property I ❑ Private Property
Agency Operating Site
Agency Name: City of Edmonds
Agency Contact: Phil Williams
Agency Address: 121 Fifth Avenue N, Edmonds 98020 Contact Title: Public Works Director I
Contact Phone: 425-771-0235
Contact Email:
General Description of Activity to be Performed at Site
hil.williams@edmondswa.gov
The Neighborhood Collection Site (NCS) consists of: A grass field and gravel unloading area
with large -capacity drop -box containers. Customers will be directed to back up to a location at
the edge of the unloading area and deposit their solid waste into the containers. Full
containers will be picked up by a hauler and transported to a permitted disposal site. The solid
waste is dumped at the disposal site and the empty containers are returned to the NCS facility
as needed.
Submit this form along with the completed Debris Management Site Inventory form z
and Debris Management or Neighborhood Collection Site Operating Plan to your local
health agency. Q
Edmonds CEMP Support Annex D - Appendix H Jan
Packet Pg. 338
4.3.b
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Edmonds CEMP Support Annex D - Appendix H Jan
Packet Pg. 340
4.3.b
Appendix I
Letter of Approval from Snohomish Health
District
Edmonds CEMP Support Annex D - Appendix I Jan
Packet Pg. 341
4.3.b
SNOHOMISH
HEALTH
DISTRICT
December 17, 2010
Phil Williams, Director
City of Edmonds Public Works
7110 210t1i Street SW
Edmonds, WA 98026
ENVIRO. „ENTAL HEALTH DIVISION
3020 Rucker Avenue, Suite 104
Everett, WA 98201-3900
425.339.5250 FAX:425.339.5254
Deaf/Hard of Hearing: 425.339.5252 (TTY)
Subject: Approved Operation Plan for Neighborhood Collection Site
Dear Mr, Williams:
The Snohomish Health District would like to thank the City of Edmonds for partnering with
Snohomish County in developing a coordinated response and recovery plan for collecting and
removing waste following a debris generating event.
The Snohomish Health District has reviewed and approved the City of Edmonds's NCS Operation
Plan. These sites are intended to be operated during declared disaster as a component of the Debris
Management Plan for Snohomish County. In consultation with the Department of Ecology it has been
determined that the Debris Management Plan does not require a solid waste handling permit.
Before opening these site(s), the City of Edmonds is to notify the Health District of its intent to
operate, During the operation, the Heatth District will be available to provide technical assistance to
your staff specific to handling and disposal of solid waste. Once the site(s) are closed, the Health
District will do a final inspection to ensure that all waste has been removed and disposed of properly
If you have any questions, please feel free to contact me at 425.339.5250,
Sincerely,
Aran �'Jcr, l� S,
Enviro entaf Health Specialist
AE: ek
c: Dawn Marie Maurer, Department of Ecology
Deanna Carveth, Snohomish County Solid Waste
Edmonds CEMP Support Annex D - Appendix I Jan
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4.4
City Council Agenda Item
Meeting Date: 04/18/2017
Report on Final Construction Costs and acceptance of the 238th St. SW Walkway and Drainage
Improvements Project
Staff Lead: Rob English
Department: Engineering
Preparer: Megan Luttrell
Background/History
On August 4, 2015, Council awarded the construction contract to Taylor's Excavators, Inc in the amount
of $1,181,347.00 for the project and authorized a 10% contingency for construction change orders.
On April 11, 2017, staff presented this project to the City Council and it was forwarded to the April 18th
consent agenda for approval.
Staff Recommendation
Accept project.
Narrative
On August 31, 2015, Taylor's Excavators, Inc was given the Notice to Proceed with construction,
stipulating 80 working days for completion. This project was one of several "Safe Routes to School"
projects won by the City of Edmonds during the 2012 grant cycle. These projects are intended to
increase safety and accessibility for students walking or biking to school. Prior to construction, there
were no sidewalk facilities on 238th St. This project installed a sidewalk along 104th Ave and 238th St.
from Hickman Park all the way to the intersection of 238th St. and 100th Ave.
This segment of 238th St. had also been experiencing drainage issues prior to this project. During
construction, rain gardens and new stormwater conveyance pipes were installed to alleviate these
issues. A pavement overlay was completed after the installation of the walkway and drainage
improvements.
Substantial completion of the work was granted April 19, 2016 and physical completion was achieved on
January 31, 2017. During the course of the contract, two cost -increase change orders, in the amount of
$25,365, were written against the project. The construction work was completed under budget, coming
in at $117,919 below the original contract amount of $1,181,347. The final cost paid to Taylor's
Excavators was $1,063,427.74.
Packet Pg. 343
4.5
City Council Agenda Item
Meeting Date: 04/18/2017
Amendments to On -Street Employee Parking Permit Program
Staff Lead: Patrick Doherty
Department: Community Services
Preparer: Patrick Doherty
Background/History
Chapter 8.51 establishes the Edmonds Employee Permit Parking Program, allowing for exemptions for
permit -holders from the three-hour posted parking limits on certain streets in Downtown Edmonds.
Certain segments of several streets where this parking exemption is provided are immediately adjacent
to the main retail corridors within Downtown Edmonds, resulting in all -day employee parking in on -
street locations where otherwise retail shoppers and visitors would seek parking. With increased retail
and service businesses and visitors within Downtown Edmonds, these nearby on -street parking spaces
are in greater demand by shoppers and visitors, yet they are often occupied by employee permit -
holders during business hours.
Staff Recommendation
Approve.
Narrative
Over the Winter the Mayor convened an ad hoc committee, comprised of several City Department
Directors and a representative each from the Economic Development Commission and Edmonds
Downtown Alliance, who proposed, among other recommendations, to eliminate the employee parking
exemption from segments of Dayton Street, Walnut Street, Maple Street, and Alder Street in closest
proximity to the main retail concentration along Fifth Avenue in order to provide more on -street parking
to accommodate growing demand from retail and service patrons and visitors. Attached is a draft
Ordinance that provides for these revisions. Also attached is a map illustrating the exact locations of the
proposed elimination of the on -street employee parking exemption.
Other recommendations included: increase parking enforcement staff (Council's amendments to 2017
Budget accomplished this); physical designation of on -street parking spaces to encourage more efficient
parking; and, continued work with the Downtown Alliance to encourage private parking lot owners to
make them available in evening and weekends hours for shoppers and visitors. Consequently, in
conjunction with passage of these revisions to the on -street employee parking program, the Engineering
Division of Public Works Department will initiate a pilot program for the rest of 2017 to physically
designate 20-foot parking places on Fifth Avenue North between Main and Bell Streets, on Main Street
between Fifth and Sixth Avenue, and potentially on a block of Fourth or Second Avenue south of Main
Street (yet to be determined). This pilot will be monitored to determine whether greater efficiency in
utilization of on -street parking is achieved, which could lead to general application of this measure
throughout Downtown. No City Council action is required for this measure.
Packet Pg. 344
4.5
It is anticipated that up to 35 additional on -street parking spaces will be freed up for use by shoppers
and visitors during business hours from the proposed elimination of employee parking from the
identified street segments. An additional 5 to 10 on -street parking spaces may result from the 20-foot
parking -space designation on the three street segments proposed for the pilot.
This item was discussed by City Council at the 4/11/17 meeting and forwarded for approval to the
4/18/17 Consent Agenda.
Attachments:
Revisions to Employee Parking Program Map
2017-04-05 Ordinance - Employee Parking Permit Program Amendments
Packet Pg. 345
4.5.a
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Transportation 247
Packet Pg. 346
4.5.b
DRAFT
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING CHAPTER 8.51 OF THE
EDMONDS CITY CODE TO MODIFY THE LOCATIONS OF
THE EMPLOYEE PARKING PERMIT PROGRAM.
WHEREAS, Chapter 8.51 establishes the Edmonds Employee Permit Parking Program,
allowing for exemptions for permit -holders from the three-hour posted parking limits on certain
streets in Downtown Edmonds; and
WHEREAS, certain segments of several streets where this parking exemption is provided
are immediately adjacent to the main retail corridors within Downtown Edmonds, resulting in
all -day employee parking in on -street locations where otherwise retail shoppers and visitors
would seek parking; and
WHEREAS, with increased retail and service businesses and visitors within Downtown
Edmonds, these nearby on -street parking spaces are in greater demand by shoppers and visitors,
yet they are often occupied by employee permit -holders; and
WHEREAS, the Mayor convened an ad hoc committee, comprised of several City
Department Directors and a representative each from the Economic Development Commission
and Edmonds Downtown Alliance, who proposed, among other recommendations, to eliminate
the employee parking exemption from segments of Dayton Street, Walnut Street, Maple Street,
and Alder Street in closest proximity to the main retail concentration along Fifth Avenue in order
to provide more on -street parking to accommodate growing demand from retail and service
patrons and visitors.
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DOES
ORDAIN AS FOLLOWS:
Packet Pg. 347
4.5.b
Section 1. Subsection B of 8.51.030 of the Edmonds City Code, entitled, "Commute
exemption from three-hour parking limits," is amended to read as follows (new text is shown in
underline; deleted text is shown in strikethrough):
8.51.030 Commute exemption from three-hour parking limits.
B. An employee parking permit shall be effective in the three-hour parking areas located along
the following streets:
1. Both sides of Edmonds Street from Sunset Avenue to Fifth Avenue North;
2. Both sides of Bell Street from Sunset Avenue to Fifth Avenue North;
3. South side of Bell Street from Fifth Avenue North to Sixth Avenue North;
4. North side of James Street from Sunset Avenue to Third Avenue South;
5. South side of James Street from Sunset Avenue to 250 feet east of Second Avenue
South;
6. Both sides of Dayton Street from Sunset Avenue (State Route 104) to Fifth Fourth
Avenue South except the north side of Dayton Street from Third Avenue South to 150 feet
east of Third Avenue South;
4-07. Both sides of Second Avenue North from Bell Street to Edmonds Street;
448. Both sides of Third Avenue North from Bell Street to a point 265.5 feet north of its
intersection with Edmonds Street;
4-2-9. Both sides of Fourth Avenue North from Bell Street to Edmonds Street;
Packet Pg. 348
4.5.b
4310. Both sides of Fifth Avenue North from Bell Street to Edmonds Street;
4411. West side of Sixth Avenue North from Dayton Street to Bell Street;
4512. East side of Sixth Avenue from Dayton Street to the alley between Main Street and
Bell Street;
4613. Both sides of Fourth Avenue South from Walnut Street to Dayton Street;
4714. The 15 parking spaces located in the northwest corner parking lot for the building
located at 200 Dayton Street. In addition, beginning on January 1, 2010, except on
Wednesdays and Saturdays, the seven parking stalls numbered one through seven in the
southwest corner parking lot for the building located at 200 Dayton Street;
4915. Both sides of Howell Way from Fourth Avenue South to Fifth Avenue South;
4916. Both sides of Second Avenue South from Dayton Street to its dead end, located
south of Alder Street;
-2017. Both sides of Alder Street between its intersections with Second Avenue South and
Third Avenue South; and
2418. Both sides of Admiral Way from its intersection with Dayton Street and south
thereof to the end of the public right-of-way (approximately 2,300 feet).
Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of
the remaining portions of this ordinance.
Section 3. Effective Date. This ordinance is subject to referendum and shall take effect
thirty (30) days after final passage of this ordinance.
APPROVED:
MAYOR DAVE EARLING
Packet Pg. 349
4.5.b
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
Im
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
Packet Pg. 350
4.5.b
SUMMARY OF ORDINANCE NO.
of the City of Edmonds, Washington
On the day of , 2017, the City Council of the City of Edmonds, passed
Ordinance No. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING CHAPTER 8.51 OF THE
EDMONDS CITY CODE TO MODIFY THE
LOCATIONS OF THE EMPLOYEE PARKING PERMIT
PROGRAM.
The full text of this Ordinance will be mailed upon request.
DATED this day of
E
, 2017.
CITY CLERK, SCOTT PASSEY
Packet Pg. 351
5.1
City Council Agenda Item
Meeting Date: 04/18/2017
Annual Report of Economic Development Commission (20 min.)
Staff Lead: Patrick Doherty
Department: Economic Development
Preparer: Patrick Doherty
Background/History
On 2/2/16 the City Council established a new Economic Development Commission (EDC) after the
previous Economic Development Commission was allowed to sunset as of 12/31/15. The new EDC is
comprised of nine members and meets monthly.
Pursuant to ECC 10.75.030, the EDC's powers and duties are as follows:
A. The commission is empowered to advise and make recommendations to the mayor and city council,
and as appropriate to other boards or commissions of the city, on such matters as may be specifically
referred to the commission by the mayor or city council, or on matters independently generated by the
commission, related to:
1. Strategies, programs or activities intended to generate economic development and consequently
increase jobs and municipal revenue.
B. The commission shall deliver an annual report to the city council in written and oral form during the
first quarter of every year, and when appropriate, during other times as directed by the mayor or
council. The commission is encouraged to provide informal reports and/or recommendations to the
mayor and city council at any time during the year.
The new EDC's first meeting was held on 3/30/16.
Staff Recommendation
No action required.
Narrative
After just completing a full year in existence, the EDC wishes to deliver its annual report. Chair Jamie
Reece will deliver the report at the 4/18/17 City Council meeting.
Packet Pg. 352
7.1
City Council Agenda Item
Meeting Date: 04/18/2017
Salary Commission (confirmation of Mayor's appointments) (15 min.)
Staff Lead: MaryAnn Hardie
Department: Human Resources
Preparer: MaryAnn Hardie
Background/History
The salary commission ordinance was approved by Council in February 2017, creating 5 vacancies to the
commission for this year's salary commission process. The notice of the commission position openings
was posted in March 2017 and closed at the beginning of April 2017.
Staff Recommendation
Confirmation of the 5 appointments to the Salary Commission (Don Hall, Carl Zapora, Jay Grant, Tyler
Nebeker and Pat Mulva).
Narrative
After the salary commision vacancy notice closed, the Mayor interviewed candidates for the vacancies.
As a result, he has appointed 5 qualified candidates to the commission (Don Hall, Carl Zapora, Jay Grant,
Tyler Nebeker and Pat Mulva). These appointees have been invited to attend the Council meeting so
that Council may have an opportunity for discussion with them about the commission and for
confirmation of their appointments.
Packet Pg. 353
8.1
City Council Agenda Item
Meeting Date: 04/18/2017
Chapter 10.95 Amendments to Clarify Tree Board Appointment Process (20 min.)
Staff Lead: Shane Hope
Department: Development Services
Preparer: Diane Cunningham
Background/History
In late 2016, it was realized that Chapter 10.95 ECC, the Edmonds code chapter for the Tree Board,
contained problematic language about the process to appoint Tree Board members. In addition, the
chapter did not set a specific location for Board meetings; thus every meeting must be noticed as
"special".
The City Council discussed the process issues at its January 10, 2017 meeting. (See Attachment 1 for the
relevant meeting minutes.) Prior to the meeting, a memo had been prepared to explain the key issues
and options to resolve them; it included a hstory of past Tree Board appointments. (See details in
Attachment 2.) After discussion, the Council's general consensus was to amend the code to: (a) have
Councilmembers select individuals for Tree Board membership, with the alternate position being
selected by the current Council President; and (b) have the selected individuals be interviewed by the
full Council and the appointment confirmed.
Draft code amendments have been prepared to implement the Council's January consensus. (See
Attachment 3.)
Staff Recommendation
Direct that an ordinance amending Chapter 10.95 ECC be prepared and placed on the next available
Council agenda.
Narrative
The proposed code amendments (in Attachment 3) clean up the difference between initial appointment
of the Tree Board (when the Board was first established) and subsequent appointments (all those that
follow the initial Board establishment). The new language:
a) Uses the same concept as the original language, which calls for individual City Council members
to select Tree Board appointees; however, it clarifies the term of the appointment (because a
straight "four-year" Tree Board appointment may not coincide with the term of the respective
City Council member)
b) Removes term limits for Tree Board appointments (Note: the existing code language allows only
one reappointment for any member, which is not typical of other city boards and commissions.)
c) Changes the City Council's existing authority to make "recommendations" regarding Tree Board
position appointments to instead "confirm" Tree Board appointments
d) Authorizes only the Council President to appoint a Tree Board alternate by removing the existing
Packet Pg. 354
8.1
option for the Mayor to do so
e) Clarifies the role of a Tree Board alternate (i.e., voting when lack of a quorum).
In addition, the proposed langauge:
6 Makes the list of items (on which the Tree Board may advise and make recommendations)
consistent in format and consolidates two of the items into one. (See 10.95.030.A - 1 through 6
in Attachment 3.)
6 Adds a location (City Council Chambers) for regular Tree Board meetings.
At some point after an ordinance is adopted to clarify the Tree Board appointment process, the City
Council should complete the process to appoint or reappoint any Tree Board appointments that have
not yet been made or that were made in a way that was not consistent with the code in place at the
time.
Packet Pg. 355
8.1.a
Development Services Director Shane Hope said there are floodplain regulations in the building code. Mr.
Cawrse offered to confer will Mr. Bjorback.
Councilmember Johnson commented Table 6.3 also indicates there is no adopted habitat conservation
plan and suggested that be investigated further. The table also indicates there are no adopted regulations
related to real estate disclosure. Mr. Cawrse offered to research. Councilmember Johnson commented the
highest ranked projects are related to climate change, flood and severe weather which she found a good
focus due to the City's location in a seismically active and coastal area.
Councilmember Teitzel observed the hazards in this context are natural disasters. He noted another hazard
in Edmonds is the explosion of an oil train on the waterfront. He asked if there was a nexus in planning
for natural hazards and a hazard such as an oil train explosion. Mr. Cawrse advised that would be
addressed in the Emergency Preparedness Plan as it would be related to response versus planning. Mr.
Biermann said there was a conscious decision made with the HMP to focus on natural hazards.
5. REVIEW OF APPOINTMENT PROCESS IN CHAPTER 10.95 ECC FOR TREE BOARD
Development Services Director Shane Hope Tree Board explained staff is seeking direction to amend the
code to clarify the Tree Board appointment process. The Edmonds Citizen Tree Board was created in late
2010 by an ordinance codified in the Edmonds municipal code as Chapter 10.95. Per the code, each City
Councilmember was to appoint one citizen to the Tree Board and the Council President or Mayor would
appoint an alternate. For the first two years, it appeared this process was followed. Then a new process
began that was not consistent with the code whereby the full Council appointed each Tree Board position
that arose. Another issue is the term of appointment; the existing code language is somewhat confusing,
in one place stating subsequent terms will be four years and also stating each subsequent term shall
conform with the appointing Councilmember. The packet contains the existing code chapter as well as the
appointment history and several questions to guide revisions to the code such who makes appointments
(individual Councilmembers or full Council), term of appointments (2 or 4 years or tied to the appointing
Councilmember), and whether the number of terms are limited. If the Council wants to have the full
Council make appointments, consideration could also be given to whether to continue with the same
number of Tree Board members.
Councilmember Buckshnis said her preference is no term limits, using the example of Dale Hoggins who
served on the Cemetery Board for 20 years. With regard to the appointment process, she had no problem
with each Councilmember making an appointment but also would not have a problem with the Tree
Board selecting board members which is done by the Diversity Commission.
Councilmember Fraley-Monillas inquired about the process for removing a board member if there were
no term limits. Ms. Hope answered it would be the same process for all boards and commissions such as
unexcused absence or other inappropriate action.
Councilmember Fraley-Monillas asked what the Tree Board wants to do. Ms. Hope answered they were
not asked because it was viewed as a Council decision. All the existing Tree Board members are
enthusiastic and interested in continuing. There are currently seven members; the appointments of four
have expired and one position and the alternate are vacant. She suggested once the code is revised, the
four board members be reappointed to clarify their terms.
Councilmember Fraley-Monillas said one of reasons the Diversity Commission appoints their own
members is to ensure there is balance. The Diversity Commission is the only commission that self -
appoints.
Edmonds City Council Approved Minutes
January 10, 2017
Page 18
Packet Pg. 356
8.1.a
Councilmember Tibbott referred to code language regarding board members having interest/experience in
in urban forestry, horticulture, etc. and could be arborists, botanists, horticulturists, etc. As the Tree Board
is also involved in community engagement, planning events and has an educational component, he
suggested in addition to those interests, it may be valuable to have board members with the
capability/interest in community engagement. He recommend adding that to the list of experience/interest.
Councilmember Tibbott asked what size board would be the most functional for carrying out the Tree
Board's mission, envisioning 7-9 members may be larger than necessary. He would be completely
satisfied with appointments being made by Council at large versus by individual Councilmembers.
With regard to term limits, Councilmember Tibbott said it may be beneficial to have a reapplication every
four years to allow new members to interject new vision and interest into the Tree Board. In his
experience serving on boards with members with unlimited terms, some lost imagination, strategic vision,
etc. after a period of time. Ms. Hope explained currently, at the end of their term, existing board members
are invited to continue. If they wish to continue, the renewal is forwarded to the appointing person. Some
members have chosen not to renew. That issue is addressed under the existing code. Councilmember
Tibbott asked about opening the opportunity for other citizens to participate. Ms. Hope said there is
always opportunity for the public to participate.
Councilmember Tibbott asked Councilmember Buckshnis if the reappointment process had been working
for the Tree Board. Councilmember Buckshnis said the Tree Board has had a revolving door; there has
not been a lot of consistency. One person who has been on the board for more than two years would like
to stay another few years. She preferred if a board member wanted to remain, they be allowed to continue.
During the past year, the Tree Board removed two members due to absences. The Tree Board seeks help
from citizens for events like Arbor Day.
Councilmember Johnson did not have a preference and preferred to do what was expedient. Her
overriding concern was the inconsistency between all boards and commissions and preferred to continue
to finetune so that there was more consistency. She noted the Arts Commission also self -nominates.
Whatever works now for the Tree Board was okay with her but she wanted the appointment process for
all to be consistent. She suggested the Council/Legislative Assistant could do an analysis of all boards and
commissions. Ms. Hope commented it would be appropriate to research the City's codes regarding boards
and commission but not necessarily all at once. She pointed out it was a delicate balance and there were
reasons not to have consistency. Another issue with the Tree Board is the meeting location is not specified
in the code; the location needs to be specified so meetings are not considered special meetings.
Councilmember Johnson said the analysis would be helpful to remind the Council who makes the
appointments. Ms. Hope said most boards and commission have a staff member who takes the lead in
preparing information. For a while the Tree Board did not have that consistency; there is now a process
but some gaps in the code need to be clarified.
Council President Pro Tem Nelson commented if all Tree Board members had been serving for ten years,
he might be interested in term limits. However, turnover provides an opportunity for new board members
and he did not find term limits necessary. With regard to the one -size -fits -all approach, he recognized
some differences may be necessary.
Ms. Hope asked for consensus regarding who appoints Tree Board members, whether individual
Councilmembers or the full Council. Councilmember Buckshnis reiterated the most important thing was
not having term limits. Either way of making appointments was okay with her.
Edmonds City Council Approved Minutes
January 10, 2017
Page 19
Q
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8.1.a
Ms. Hope relayed what she heard was continuing with individual appointments, four year renewable
terms, no limit on the number of terms, and any technical corrections such as adding the meeting location.
Councilmember Fraley-Monillas suggested instead of individual Council appointments, the Council
confirm appointments. She had no opinion regarding whether they self -appoint or submit an application.
Councilmember Tibbott asked what was the right size for the Tree Board. If the right number is seven,
each Councilmember can make an appointment. The Board may prefer to self -appoint based on
experience/education as individual Councilmembers may not have enough knowledge of Tree Board
activities to know what expertise is needed.
Councilmember Fraley-Monillas clarified her suggestion was not individual Council appointments. She
preferred to use the same process that is used for most appointments where the Council confirms
appointments. With regard to the size of the board, she recalled in the past, it was rare that more than 4-5
members attended meetings. Councilmember Buckshnis commented board members attend most
meetings.
Councilmember Johnson relayed her understanding she would appoint the vacant position for a four year
term. Ms. Hope said Councilmember Johnson could make the appointment tonight and after the code is
adopted, all the positions could be reappointed. In the interim, the Board is not taking any official action.
Councilmember Buckshnis preferred once an individual Councilmember selects someone, the Council
interview the person and they are confirmed on the Consent Agenda.
Councilmember Tibbott recalled for the Planning Board vacancy, a notice was published, citizens applied
and were interviewed by Mayor Earling, Mayor Earling made a recommendation, and the individual was
interviewed and confirmed by the Council. Ms. Hope said there are 2-3 different ways commission/board
members are appoint. For example, some are interviewed by the Mayor and confirmed by the Council; for
the Economic Development Commission, individual Councilmembers make appointments.
Councilmember Tibbott asked what would work best for the Tree Board, individual Councilmember
appointment or the process used for the Planning Board. Councilmember Buckshnis commented the
easiest would be to have individual Councilmembers appoint Tree Board members and the alternate
selected by the current Council President. Once the selection is made, the person can meet with the
Council and the appointment confirmed. That process was the consensus of the Council.
6. 1)EPA RTMENT OF ECOLOGY RECOMMENI)ATION LETTER N
r
Mayor Pro Tem Mesaros relayed the City received a letter from the Department of Ecology today
regarding the Shoreline Management Program. The January 24 agenda includes a presentation from
Ecology on the letter. v
ti
Development Services Director Shane Hope relayed Ecology staff briefed her, Senior Planner Kernen c
Lien, Mayor Pro Tem Mesaros and Council President Pro Tem Nelson. The letter received today states
Ecology is okay with the recommendations from City Council regarding proposed changes to the draft
r
SMP other than the buffers affecting the Harbor Square area where Ecology would like to have something w;
more flexible at this stage and lock in more certainty with scientific study at the time of a development Q
proposal. In some ways that corresponds to what was said by the public and Councilmembers, having a
site specific, science based study without locking in the exact buffers in the plan. That would be subject to
Council discussion. Ecology has requested a response by March 30, 2017. Ecology is eager to get the
City's SMP updated; the current SMP is dated 2000, 17 years old. The SMP followed a huge amount of +o,
work and is acknowledged by nearly everyone to be of high quality, helping to improve conditions in the Q
Edmonds City Council Approved Minutes
January 10, 2017
Page 20
Packet Pg. 358
8.1.a
Councilmember Teitzel echoed Council President Pro Tem Nelson commendation of Mayor Pro Tem
Mesaros. Councilmember Teitzel reported on a presentation by the Department of Ecology last week
sponsored by the League of Women Voters regarding the 2015 Oil Transportation Safety Act, HB1449
that was enacted in October 2016. HB1449 provides for advance notification to first responders when oil
is transported on railways. First responders need to request they be informed; he will follow up with FDL
The HB also provides for an equipment cash grant program so that equipment and supplies can be pre -
staged in areas along the railway with dense population clusters to allow quick response. This is a unique
bill in the nation.
Councilmember Tibbott reported on an emergency preparedness meeting he attended hosted by FD1 and
a newsletter he is now subscribed to. He recommended Councilmembers and citizens subscribe to FDI's
newsletter that describes how families can prepare for emergencies. One of the simple items on the to-do
list is to get to know your immediate neighbors and learn their skill sets.
Councilmember Johnson appointed Frank Caruso to a 4-year term on the Tree Board. She and
Councilmember Teitzel interviewed him; he is highly qualified, has a PhD in plant pathology, is a
Snohomish County Master Gardner, is knowledgeable about botany, horticulture, plant pathology,
entomology, soils, etc. and will be an excellent addition to the Tree Board.
Mayor Pro Tem Mesaros thanked the citizens who attended tonight's meeting and voiced their thoughts
regarding safe cities, the City Attorney for his presentation and staff for their presentations.
11. CONVENE IN EXECtJTIVE SESSION REGARDING PENDING OR POTENTIAL. LITIGATION
PER RCW 42.30.110(110)
This item was not needed.
12. RECONVENE IN OPEN SESSION. POTENTIAL ACTION AS A RESULT OF MEETING IN
EXECUTIVE SESSION
This item was not needed.
13. ADJOURN
With no further business, the Council meeting was adjourned at 9:54 p.m.
Edmonds City Council Approved Minutes
January 10, 2017
Page 22
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7.4
City Council Agenda Item
Meeting Date: 01/10/2017
Review of Appointment Process in Chapter 10.95 ECC for Tree Board (30 min.)
Staff Lead: Shane Hope
Department: Development Services
Preparer: Diane Cunningham
Background/History
The Edmonds Citizen Tree Board was created in late 2010 by an ordinance codified in the Edmonds
municipal code as Chapter 10.95. Per the code, each City Council member was to appoint one citizen to
the Tree Board. The Council President or Mayor (as determined by the Council) was to appoint an
alternate. For the first two years, this appears to be the process followed. Then a new process began
that was not consistent with the code. The new process had the full Council appoint each Tree Board
position that came up. (Most likely, the change in process was based on an oversight, not an
intentional conflict with the code.) A brief history of the appointments is contained in Attachment 1,
Tree Board Appointment History. This shows the connection between each Tree Board appointment
and the Council member(s) making the appointment.
Note: In early 2016, the City Council amended Chapter 10.95 ECC primarily to: (a) adjust the Boards'
powers and duties slightly; and (b) change the timing of the Tree Board's annual report to the Council.
The appointment process in the code was not changed from the original language. (See attachment 2
for the current Chapter 10.95.)
Staff Recommendation
For Council to give direction on drafting an ordinance to amend the appointment process in Chapter
10.95 ECC.
Narrative
Recently, questions have arisen about which Tree Board positions need appointments, by whom, and for
what term. Of the 7 Tree Board positions, 4 have expired terms and 1 is currently vacant. The expired
and vacant terms are associated with City Councilmember positions number 1, 4, 5, 6, and 7. Also, the
alternate position is currently vacant. (See Attachment 1.) While some City Council members previously
made individual Tree Board appointments, others did not. All Tree Board members were last appointed
by the full Council, which is not consistent with the Code.
"Term of appointment" is also an issue, given that the existing code language is somewhat confusing in
this regard. It requires initial Tree Board appointment to be staggered, with two-year terms for some
members and four-year terms for others, each of which relates to specific City Council member terms.
For subsequent terms, one part of the code says: "The term of appointments shall be four years" while
another part says: "Thereafter, appointments shall coincide with the terms of newly elected
councilmembers."
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8.1.b
P7.4
In addition, ECC 10.95.010.E states: "Each (Tree Board) member, at his or her discretion, may seek
renewal for one additional term. Should a vacancy occur, a new member shall be appointed for the
duration of the term he or she is fulfilling." Currently, one member of the Tree Board was appointed to
a partial term ending in 2012, then reappointed/renewed for a term that ended in December 2016.
Under the code, this appointee would not be eligible for reappointment to a new term because he was
already renewed for one term. (Note: Chapter 10.95 is the only Edmonds code chapter that we have
found to limit the number of terms for board/commission members.)
To address the current issues, staff recommends amending the code. Before an ordinance is drafted for
this purpose, Council direction is requested on key issues, as described below.
Appointment Authority:
Should Tree Board appointments be made:
A. By individual Council members (consistent with the original Tree Board statute and similar to
some other city boards/ commissions)?
B. By Council as a whole (as was practiced for the Tree Board in recent years and similar to some
other city boards/commissions)?
C. Based on recommendation of Tree Board members (as appears to be the case only for the
Diversity Board)?
D. In some other manner?
Board Member Term:
Should Tree Board member terms be:
A. Four-year terms, staggered?
B. Two-year terms, staggered?
C. Tied to Council member terms (if the appointment authority is to be individual
Councilmembers)?
Board Member Renewals:
Should Tree Board appointment renewals:
A. Be limited to one term after the initial appointment term?
Not be limited by code language?
NEXT STEPS
At the January 10 City Council meeting, the issues will be discussed and Council direction sought.
New Tree Board appointments or reappointment should be held off unless they can be made consistent
with the existing code.
Based on Council direction, staff will work with the City Attorney to develop a draft ordinance to amend
Chapter 10.95 ECC related to Tree Board appointments.
In addition, a code amendment will be proposed to specify the location of regular Tree Board meetings.
That way, each Tree Board meeting won't need to be announced as a special meeting.
Attachments:
Tree Board Appointment History
Chapter 10.95 (Tree Board) of the Edmonds Municipal Code
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Packet Pg. 361
Tree Board Members Appointment History
As of 1/2/17
Chase, Barbara — Appointed 7/7/15 by full Council to replace Barbara Harrell; Term scheduled to expire 12131116.
B. Harrell was appointed to replace John Batton in 2014 by full Council and resigned 4/3/15.
J. Botton was appointed 12/31/10 by Councilmember Wilson (position # 5).
Hatzenbeler, Steve —Appointed 3/6/2012 by Councilmember Yamamoto (position # 6) to replace Lahti;
Reappointed by full Council 12/18/12; Term scheduled to expire 12131116.1
D. Lahti was appointed by Councilmember Bernheim on 12/14/10.
Petersen, Doug —Appointed 3/1/15 by full Council to replace Ronald Brightman; Term scheduled to expire
12131118.
R. Brightman was appointed 12/9/14 by full Council to replace Roy Smith and resigned 9/10/15.
R. Smith was appointed 6/4/13 by full Council to replace Rebecca Wolfe.
R. Wolfe was appointed 3/6/12 by Councilmember Fraley-Monillas (position # 3) to replace Barbara
Tipton.
Barbara Tipton was appointed by Councilmember Fraley-Monillas on 12/14/10.
Phipps, Bill —Appointed 6/16/16 by full Council to replace Crane Stravig; Term scheduled to expire 1213112016.
C. Stavig was appointed 7/7/15 by full Council to replace Anna Marie Heckman.
A. Heckman was appointed by Councilmember Buckshnis (position # 4) on 12/14/10.
Marshall, Albert —Appointed by full Council to replace Darcy MacPherson. Term scheduled to expire 1213112018.
D. MacPherson was appointed 6/4/13 by full Council to replace Laura Spehar.
L. Spehar was appointed by Councilmember Peterson (position # 2) on 12/14/10.
Olson, Vivian —Appointed 4/5/16 by full Council to replace Rick Zitzmann. Term scheduled to expire 12/31/16.
R. Zitzmann was appointed 2/26/13 by full Council to replace Sandy Seligmiller.
S. Seligmiller was appointed by Councilmember Petso (position # 7) on 12/14/10.
rr
VACANT —Open position to replace Barbara Durr. Term scheduled to expire 12131118.
B. Durr was appointed 12/9/15 by full Council to replace Susan Paine; Durr resigned 10/16; Durr's
appointment was to expire 12131118. C
Susan Paine was appointed 3/6/12 by Councilmember Plunkett (position # 1) to replace Joan Bloom (who
had been elected to City Council). Paine resigned 12/31/14.
J. Bloom was appointed by Councilmember Plunkett on 12/14/10.
VACANT —Open alternate position to replace Renee Travis, who is no longer on the Board. Term scheduled to
expire 12131116.
Renee Travis was appointed 10/22/13 by full Council Z as the alternate. Travis's term was to have expired
12131116.
1 EC 10.95.010.E allows each Tree Board member to seek renewal for one additional term. Since Mr.
Hatzenbeler's term has already been renewed once, the current code does not allow him to be renewed again.
(This code restriction can be amended by ordinance if the Council chooses.)
z EC 10.95.010.A states: "The alternate member shall be appointed by the council president or mayor (as
determined by the council)." However, no city record has been found indicating an alternate was appointed until
Travis's appointment in 2013 (nearly three years after the Tree Board was established).
Packet Pg. 188
Packet Pg. 362
Chapter 10.95 CITIZENS' TREE BOARD
8.1. b
7.4.b
Chapter 10.95
CITIZENS' TREE BOARD
Sections:
10.95.010 Board created —Membership.
10.95.020 Officers of board— Meetings— Forum.
10.95.030 Powers and duties.
10.95.010 Board created — Membership.
A. There is hereby created a citizens' tree board consisting of up to seven members plus one alternate and one
nonvoting, ex officio position to be filled by an Edmonds city council member. Citizens must be Edmonds residents. It
is recommended the board include citizens from throughout the city (representing different watersheds and
neighborhoods). Additionally, those with professional or hobbyist interest/experience in urban forestry, horticulture, and
habitat enviroscaping are preferred; these may include arborists, botanists, horticulturists, native plant experts, master
gardeners, wildlife experts, and related. The members shall be appointed in the following manner: Within 30 days after
the ordinance codified in this chapter is passed, the city shall draft and publish an announcement seeking applicants
for board membership. The standard city of Edmonds citizen board and commission application will be used.
Prospective board members will have 30 days to submit their application. Initially, each councilmember will appoint
one tree board member within 30 days following the close of the application period. The alternate member shall be
appointed by the council president or mayor (as determined by the council). The selections shall be made based on
the qualifications described per the applications; councilmembers may also interview applicants at their discretion.
Subsequent to the initial appointments, recommendations for renewal/replacements, when required, will be made by
the full council.
B. The term of appointment shall be four years. However, initially, to ensure transitional consistency three members
shall be appointed to four-year terms and four members (plus the alternate) shall be appointed to two-year terms.
Councilmembers whose terms expire in 2011 shall appoint members to initial two-year terms. Councilmembers whose
terms expire in 2013 shall appoint members to initial four-year terms. Thereafter, appointments shall coincide with the
terms of newly elected councilmembers. Each member, at his or her discretion, may seek renewal for one additional
term. Should a vacancy occur, a new member shall be appointed for the duration of the term he or she is fulfilling.
[Ord. 3875 § 1, 2012; Ord. 3807 § 1, 2010].
10.95.020 Officers of board — Meetings — Forum.
Members of the board shall meet and organize by election, from the members of the board, a chair and vice chair and
other officers as may be determined by the board. It shall be the duty of the chair to preside at all meetings. The vice
chair shall perform this duty in the absence of the chair. A majority of the filled positions on the board shall constitute a
quorum for the transaction of business. The board shall meet regularly on the first Thursday of each month at 6:00
p.m. at such location within the city of Edmonds as it shall establish from time to time. [Ord. 4034 § 1, 2016; Ord. 3807
§ 1, 2010].
10.95,030 Powers and duties.
..... .. .. .. L
A. The board is empowered to advise and make recommendations to the mayor and city council and, as appropriate, a E
to the planning board and other boards or commissions of the city on such matters including but not limited to:
c cv
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http://www.codepublishing com/WA/Edmonds/html/Edmondsl0/Edmonds1095 html Packet Pg. 363
Chapter 10 95 CITIZENS' TREE BOARD
8.1. b
7.4.b
1. The board may assist in developing a tree ordinance and an urban forest management program to help
preserve and protect existing trees, encourage planting of additional trees, safeguard trees on parcels where
construction or renovation is occurring or planned to occur, and encouraging the Edmonds citizenry to become
active stewards of the urban forest.
2. Increasing community outreach and education regarding the value of trees, proper selection of trees, and
correct methods for planting of and caring for trees.
3. Working with civic, religious, and citizen groups to organize invasive plant removal and native vegetation
planting in accord with the department of parks, recreation and cultural services.
4. Coordinating with other citizen groups to specific projects.
5. Facilitating relevant grant applications supporting ecology and watershed protection projects.
6. Sponsoring an annual Arbor Day Event.
7. Working towards achieving and maintaining a Tree City USA® status.
B. The board shall provide an annual report to the city council within the first quarter of each year. [Ord. 4034 § 2,
2016; Ord. 3807 § 1, 2010].
The Edmonds City Code and Community Development Code
are current through Ordinance 4039, passed August 2, 2016.
Disclaimer: The City Clerk's Office has the official version of the
Edmonds City Code and Community Development Code. Users
should contact the City Clerk's Office for ordinances passed
subsequent to the ordinance cited above.
hapWwww.codepublishing com/WA/Edmonds/html/Edmondsl0/Edmonds 1095.html
Packet Pg. 190
Packet Pg. 364
8.1.c
Edmonds
Chapter 10.95 CITIZENS' TREE BOARD
Chapter 10.95
CITIZENS' TREE BOARD
Sections:
10.95.010 Board created — Membership.
10.95.020 Officers of board — Meetings — Forum.
10.95.030 Powers and duties.
Page 1/2
10.95.010 Board created — Membership.
A. There is hereby created a citizens' tree board consisting of M3to seven members plus one alternate and one
nonvoting, ex officio position to be filled by an Edmonds city council member. Citizens -Board members must be
Edmonds residents. It is recommended the board include citizens from throughout the city (representing different
watersheds and neighborhoods). Additionally, those with professional or hobbyist interest/experience in urban
forestry, horticulture, and habitat enviroscaping are preferred; these may include arborists, botanists, horticulturists,
native plant experts, master gardeners, wildlife experts, and related.
B. Th e. ffl- P.-m-h- kars shall be appoin4ed in the following manner: Within 3 0 days a fter the R44i n an ey. eedi 4i ed in thi s
ehapter is passed publish an applioants for board memboFship The
standard eity afEdmen4 sitiF.F-m board ' a ' 4;d ' commission applioation vAll be used. Prespeetive board. fnemhei:q iA.411
Each councilmember will -shall appoint one tree board member Formatted: Highlight
to a term the duration of which shall coincide with the term of the appointing councilmember. Each of the seven tree
board positions, numbers one through seven, will be appointed by the Councilmember holdingthe he respective position
number, one through seven. within 30 days following the elose e ft e .,..Beat.,. p The alternate member shall
be appointed by the council president to a term the duration of which shall coincide with the term of the council
president. All appointments must be confirmed by a majority of the full city
council. Newly elected councilmembers may reappoint an existing tree board member or alternate member or may
appoint a new member in the sole discretion of the individual councilmember. Where a councilmember is appointed to
fill a vacant council seat, that councilmember may only appoint a person to the tree board if the tree board position
associated with that council position becomes vacant. 'The. sefle bons shall he mnao hased on the ,.ualifieation.
• Formatted: Highlight
initial appointments, reeommendations for renewal/replaeoments, when required, will be made by the full eouneil
C.
mernbersshall he. appointed to four year terms and four members (plus the alternate) shall be appointed to two year
teFms. Getineilmembers whose teFms expire in 2011 shall appein4 membeFs to initial twe yeaF terms. Getineilmembers
whose terms expire in 2013 sha4l appoint membeFs to initial fi)iir year terms. ThereafteF, appointmen4s shall eeiffeide
There shall be no term limits ;
_. Should a vacancy occur on the tree board, a new member shall be
appointed by the council position that previously appointed the vacant position on the tree board for the duration of fhe
*p� he Rr she :s f"F"ingremainder of the councilmember's term. [Ord. 3875 § 1, 2012; Ord. 3807 § 1, 2010].
10.95.020 Officers of board — Meetings — Forum.
Members of the board shall meet and organize by election, from the members of the board, a chair and vice chair and
other officers as may be determined by the board. It shall be the duty of the chair to preside at all meetings. The vice
chair shall perform this duty in the absence of the chair. A majority of the F"ea positions on the -boar Four members
shall constitute a quorum for the transaction of business. If four regular members are not present, the alternate member
may fulfill the auorum requirement for that meetine and vote accordinely. Otherwise. the alternate may not vote. The
board shall meet regularly on the first Thursday of each month at 6:00 p.m. at siieh',.,,atio., within the eity ofEdme a
aq itshall * ' ' ' 4RM *imp, *R timethe Edmonds city council chambers._ [Ord. 4034 § 1, 2016; Ord. 3807 § 1, 2010].
10.95.030 Powers and duties.
A. The board is empowered to: advise and make recommendations to the mayor and city council and, as appropriate,
to the planning board and other boards or commissions of the city on such matters including but not limited to:
The Edmonds City Code and Community Development Code are current through Ordinance 4039, passed August 2, 2016.
Q
D
Packet Pg. 365
8.1.c
Edmonds
Chapter 10.95 CITIZENS' TREE BOARD
Page 2/2
1. An urban forest management program_
and/orordinances to help preserve and protect existing trees, encourage planting of additional trees, safeguard
trees on parcels where construction or renovation is occurring or planned to occur, and encouraging the Edmonds
citizenry to become active stewards of the urban forest.
2. Increasing community outreach and education regarding the value of trees, proper selection of trees, and
correct methods for planting of and caring for trees.
3. Working with civic, religious, and citizen groups on specific projects or to organize invasive plant removal and
native vegetation planting in accord with the department of parks, recreation and cultural services.
54. Facilitating relevant grant applications supporting ecology and watershed protection projects
65. Sponsoring an annual Arbor Day Event.
76. Working towards achieving and maintaining a Tree City USA® status.
B. The board shall provide an annual report to the city council within the first quarter of each year. [Ord. 4034 § 2,
2016; Ord. 3807 § 1, 2010].
The Edmonds City Code and Community Development Code are current through Ordinance 4039, passed August 2, 2016.
Packet Pg. 366
8.2
City Council Agenda Item
Meeting Date: 04/18/2017
Reappointment of PFD Boardmembers (5 min.)
Staff Lead: Tom Mesaros
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Staff Recommendation
N/A
Narrative
Kevin McKay and Larry Ehl have been re -nominated by the PFD Board to serve an additional 3 year term
beginning July 1, 2017. The PFD Board is in the midst of doing strategic planning with the ECA Board and
has requested early approval of these nominations for continuity moving forward on this planning.
Packet Pg. 367
8.2.a
�gltof-Edmonds
Citizen Board and Commission Application
(PEASE PRINT oR rYPE) NOTE: This form Is a public record and maybe subject to disclosure upon request
Edmonds Public Facilities District
(Board or Commission)
Name-, Kevin McKay - —
Address:
Lynnwood, WA 98036
Date:, April 4, 2016
Day Phone:
Eaening Phone:
Cell:
E-mail:
Occupational status and background:__ __
VP for Finance & Operations, Edmonds CommunityCollege (I've been with the College
for 23 years). Have lived in Snohomish Count over 30 dears.
Organizational iWiliatiois. Trustee for the Foundation for Edmonds School District
Board member for Leadership Snohomish County(also alumni, class of 2012
Why are you seeking this appointment?- I have enjoyed many programs at the ECA and believe it
is one of our regional gems. I have worked with the ECA in my role at the College and
through LSC, and believe i can contribute back to my community by serving the ECA.
What skills and knowledge do you have to most the selection criteria?. Many gears of public sector and
community leadership experience, and a passion to serve our community.
Please list any other Board, Commission, Committee, or official positions you currently hold with the City of Edmonds:
N/A
Mciltional comments: It would be an honor to serve on the EPFD Board in support of such
an important and vital community resource. _—
Please return this completed form to.
Edmonds Public Facilities District
Address;
410 4th Ave N, Edmonds, WA 98020 r �,,,, �� •.---�
email:lisah@ec4arts,org
phone: 425.275.4485 Signature
RoVked4130114
Packet Pg. 368
8.2.a
Kevin McKay
Lynnwood, WA 98036
EXPERIENCE
Edmonds Community College - VP for Finance & Administration
January 2009 - PRESENT
Lead and manage the campus Finance and Operations division. including
Budget, Payroll, Security & Emergency Preparedness, Facilities, Information
Technology, and Auxiliary Services. Participate in campus leadership as a
member of President's Cabinet, represent the college at State commissions
and committees.
Serving as chief business and fiscal officer of the College.
Serving as College Ethics Officer.
m Working effectively with President's Cabinet In policy formation,
strategic planning, and budget development.
• Presenting to and informing the Board of Trustees regarding College
business, budget, and operational initiatives.
• Providing strategic analysis of policy options, critical college
programs, and Initiatives.
Ensuring high quality and efficient delivery of administrative services
to all College services, programs, and activities.
a Ensuring all financial and administrative functions comply with state
and federal laws, guidelines, and procedures.
v Providing leadership to organizational units within the business and
operations areas.
a Ensuring an effective, capable, and collaborative administrative staff
by appropriate selection, training, development, evaluation, and
motivation.
a Representing the College to legislative and community groups,
federal and state agencies, and professional organizations,
0 Serving as the Business Advisors Commission representative on the
Statewide Technology Transformation Task Force IT subcommittee
and on the State Board's "Lift -and -Shift" and "Go -Forward" steering
committee.
Packet Pg. 369
8.2.a
Edmonds Community College - Director of Information Technology
February 2005 - January 2009
Lead and manage all aspects of campus IT organization, including
budgeting, audit requirements, and personnel (40+full and part time
employees). Represent IT to administration and Instructional staff, as well as
to statewide and national audiences. Work closely with campus programs
and staff.
Edmonds Community College - Director of Distance Learning
September 1999 - February 2005
Managed all aspects of rapidly growing, self-support distance learning
program, Managed program staff, developed and managed budgets,
tracked and projected program growth, prepared reports, oversaw faculty
training and support, coordinated with campus administration, represented
college at state councils and national conferences.
Edmonds Community College - Coordinator of Distance Learning
1993 - 1999
Washington State Energy Office - Remote System Operator, Intern
1992-1993
Seafirst Bank - Customer Service Manager/Officer
1984-1992
EDUCATION
University of Phoenix - Master's of Management, Pub11c Administratlon
2008 - 2010
University of Phoenix -Bachelor's of Science. Business Management
2005-2007
Edmonds Community College - A.T.A ., Energy Management &
Accounting; Certificate, Commercial Energy Management
1992 - 1994
Packet Pg. 370
8.2.a
or, ED4
o�
City or f Edmonds
Citizen Board and Commission Application
Edmonds Public Facilities District
(Board or Commission)
Name Larry Ehl
(Please print or type)
Date
Please complete the.following whether or not a resume or additional information is attached.
Occupational status and background
Publisher, Editor of Transportation Issues Daily, a national
newsletter and website about transportation policy and funding issues. Background: 30 years in public &
private sector government relations communications; former Edmonds School Board Member. 1997-2002
Organization affiliations Assoc. of Washington Business. No others at this time have been focused on
starting a small business. Previous: Alderwood Rotary, Cascade Land Conservancy, United Way of
Snohomish County, Edmonds Public Education Foundation
Why are you seeking this appointment? I am looking for an opportunity to reengage in community service
for an organization which could utilize my experience and skills. I believe the ECA is an important regional
and community resource, and I would enjoy being part of a team working to maintain and perhaps grow
the ECA's service to the community and region.
What skills and knowledge do you have to meet the selection criteria?
Many years of strategic planning and direction, and public involvement and engagement, during service on
boards of Edmonds School District and Cascade Land Conservancy. 25 years public policy advocacy experien
Additional comments (use back of this sheet, if necessary) I would appreciate the opportunity to work
with the EPFD board, the ECA Board, the Edmonds City Council and other stakeholders to maintain and
expand the success of the Edmonds Center for the Arts.
Please return this completed form to:
Mail: Attn. — Joe McIalwain 410 4`" Ave. N., Edmonds, WA 98020
Fax: 425.275.4485 email: joe@ec4arts.oz--
Or deliver to Edmonds Center for the Arts, Administrative office (410 4`h Ave. N.)
Signature
Attachment 2
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8.2.a
Larry E h I
Profile
Senior executive with 25+ years of public and private sector experience in creating and
executing strategic advocacy and communications plans to achieve organization goals.
Recognized as a personable leader who builds positive relationships with policy makers,
industry and community leaders, and who uses a levelheaded, proactive, creative and
nonpartisan approach in addressing policy and communications issues.
Selected Advocacy Achievements
Secured project funding and policy proposals in federal transportation legislation
Led and coordinated WSDOT Secretary's involvement as Chair of several national
coalitions and committees.
Fregeuent speaker at conferences and meetings and quoted regularly in press
Created advocacy plan that convinced USDOT to establish an inter -agency working group
Co-authored strategy that created the national Public Ferry Agencies Coalition
Led and coordinated a week-long Federal Funding and Policy educational exchange for
Governor's staff in DC
Coordinated Alaska Way Viaduct and Ferries tour for Senate Appropriations, USDOT staff
Wrote presentations for National Surface Transportation Policy & Revenue Study
Commission
Served as Secretary for Western Association of State Departments of Transportation
Assisted in generating strategy that formalized the West Coast Corridor Coalition
Developed federal transportation issue blog that became widely read and referenced
Influenced federal agency to modify regulatory proposal, saving five operating plants
Designed and executed corporate internal communications on critical public policy issue
that generated positive employee feedback and was adapted by other companies
Stopped a key legislative proposal that seriously threatened the industry's and company's
competitive edge in intellectual capital
Countered activist groups & prevented negative press on highly visible, controversial issue
Selected to address a national convention on "How To Lobby Effectively"
Member of Edmonds School Board that was selected as state's School Board of the Year
and later won the state 2001 Diversity Award for outstanding efforts to promote and
value diversity/multicultural education, and served as President.
Attachment 3
Packet Page 196 of 660
Packet Pg. 372
8.2.a
Experience
Transportation Issues Daily / Ehl Advocacy Services (May 2011 — Present)
Publisher / Principal
Transportation Issues Daily is a weekly e-newsletter and daily blog that offers short stories
and analysis about policy and funding issues about all modes, in kitchen -table language. Ehl
Advocacy provides strategic and communications counsel to help clients increase the odds
of securing funding and/or achieve legislative or regulatory goals.
Washington State Dept of Transportation, Olympia (March 2009 — April 2011)
Federal Relations Manager
Develop and execute legislative and communications strategies. Provide counsel on
legislative, communications, and policy issues to DOT Secretary and executives, the
Governor's office, State Agencies, Congressional offices and coalitions. Act as Agency's
primary liaison to Congress and USDOT. Represent WSDOT in, and assist in developing
advocacy plans for, national associations and coalitions. Write briefing papers, testimony,
speeches, and letters for executives, trade associations and coalitions.
Partnership For Learning (April 2008 — March 2009)
Executive Director
Develop and execute strategic advocacy, communications and fundraising plans.
Serve as a spokesman for business community's interests in public education.
Washington State Dept of Transportation, Olympia (March 2002 — April 2008)
Director of Government Relations (July 2007 — April 2008)
Federal Relations Manager (March 2002 - July 2007)
See above description.
Fisher Communications, Seattle (1995 — 2001)
Director of Corporate & Government Relations
Direct corporation's involvement in federal, state and local legislative and regulatory issues.
Monitor and analyze legislative actions, develop and execute communications and
legislative strategies. Write briefing papers, testimony, speeches and letters for executives,
trade associations and coalitions. Serve as company's advocate, decision -maker, and public
speaker in selected business and trade organizations.
U.S. Senator Slade Gorton, Washington, DC and Seattle (1989 — 1995)
Chief Of Staff (1994—1995); Deputy State Director (1992—1993).
Bullocks, Los Angeles (1983 — 1988)
Direct Mail Marketing Manager; Credit Marketing Manager, Customer Service Supervisor.
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8.2.a
Education
Master of Arts, Adult Education and Training; Seattle University; 1983
Bachelor of Arts, History; University of Washington; 1981
Selected Professional and Community Involvement
Cascade Land Conservacy Board, Snohomish County Board (1998-2004)
Board of Directors, Edmonds School District (1997 - 2002)
Packet Page 198 of 660
Packet Pg. 374
8.3
City Council Agenda Item
Meeting Date: 04/18/2017
Contracting & Purchasing Policies Update (10 minutes)
Staff Lead: Rob English
Department: Engineering
Preparer: Megan Luttrell
Background/History
None.
Staff Recommendation
Forward this item for approval at the April 25, 2017 City Council meeting.
AtNarrative
Staff is recommending changes to the existing Purchasing Policies to comply with recent changes in the
Code of Federal Regulations. Other proposed changes include adjustments to the Apprentice
requirements on public works projects, increase the limits on when projects must be bid competitively,
revisions to the Procurement of Products section and the addition of a Conflict of Interest Disclosure
Form.
The following information describes the proposed changes. All references to page number are related
to the red -lined version.
Compliance with the Code of Federal Regulations:
Grant Agreements and Grant Reimbursement Documents (Paee 41:
Authorizes the Mayor to execute grant agreements for capital projects in the current Capital
Improvement Program and/or Capital Facilities Plan. The Director of the Department
overseeing the capital project would be responsible for the administration of the grant. This
is not part of the code of federal regulations, but it will provide a consistent approach on the
execution and administration of grants.
The Washington State Department of Transportation (WSDOT) administers federal -aid
highway funding for local agencies. All Federal Highway Administration (FHWA) funding
programs provide reimbursement to local agencies through WSDOT after project
expenditures are made by an agency. Federal grant requirements were changed and they
now require payment vouchers to be signed by an official who is authorized to legally bind
the non -Federal agency.
The proposed language will meet the federal requirements, since it authorizes the Mayor,
Director or City Engineer to sign all grant reimbursement vouchers for grant funded
transportation projects.
Packet Pg. 375
8.3
Record Retention Requirements (Page 16):
The existing section is deleted and replaced with new wording to comply with the Code of
Federal Regulations. The new section provides more specific information and requirements
related to the selection and pricing on City contracts.
Conflicts of Interest (Page 17):
Additional language is added to address conflicts of interest related to a Federal Award. A
Conflict of Disclosure Form is added and must be signed by the staff, Mayor and City
Councilmembers who participate in the selection, award, or administration of a contract
supported by a Federal Award.
Safeguard Personally Identifiable Information (Page 18):
This section is added to protect personally identifiable information such as social security
numbers.
Apprentice Requirements:
Staff recommends adjustments to the current Apprentice Requirements on Public Works
projects. In fall 2011, the City added a 15% Apprentice goal on Public Works projects with an
estimated cost of $250,000 (increased to $300,000 in 2012) or more. The purpose of an
apprentice training program is to provide training and experience to individuals seeking to enter
or advance in the work force. These opportunities will help develop a trained work force that
can work in the journey and foreman levels on future construction of public works projects.
Attachment 3 is a matrix that shows a five-year history of City projects, award amount,
apprentice goal, and the actual apprentice goal achieved. The following information is based on
the 5-year history:
15 of 35 projects had apprentice requirements.
5 of 15 projects achieved or exceeded the 15% apprentice goal.
4 of 15 projects had an apprentice participation between 9% and 13%
Based on this information, staff recommends the following adjustments to the apprentice
requirements on page 8 of 21:
1. Decrease the apprentice goal from 15% to 10%.
2. Apply the apprentice requirements on projects with an estimated cost of
$1,000,000 or more.
The following table shows apprentice goals and minimum contract amounts for several public
agencies that have apprentice requirements.
Agency Goal (%) Minimum Comments
Contract Amount
WSDOT 15% $3,000,000 $3M contract amount to 2020
Packet Pg. 376
8.3
City of Seattle
15%
$1,000,000
City of Shoreline
15%
$1,000,000
City of Vancouver
3%-8%
$500,000 to
12,000,000
Goal varies depending on contract amount
Snohomish County
15%
$250,000
King County
Varies
Varies
Goals are set based on number of trades,
size of project and cost.
The proposed change in the contract limits would align more with other public agencies who
have an apprentice program. It will also reduce the contract administration effort and cost on
projects less than $1,000,000.
Procurement of Products:
Staff recommends increasing the thresholds when procuring products by telephone or written
quotes. The procurement language is also revised to clarify that two quotes can be used when
three can't be obtained after a reasonable search is conducted.
Procurement of Public Works:
The threshold for when projects must be bid competitively is being raised to match state law.
Attachments:
Attachment 1: Redline - Contracting & Purchasing Policy 2017
Attachment 2 - Contracting & Purchasing Policy 2017
Attachment 3 - Apprentice History 2012-2016
Packet Pg. 377
8.3.a
City of Edmonds
`-Oc. 1 $y"
Contracti
and Purchasin
Policies
and
Procedures
March 20173
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Table of Contents
Paqe
Policy....................................................................................................................................................24
Purpose................................................................................................................................................24
Authority..............................................................................................................................................24
Parameters...........................................................................................................................................24
Procurement of Products...................................................................................................................32
Procurement of Professional Services.............................................................................................32
A. Professional, Technical, and Other..........................................................................................32
B. Architectural, Engineering, and Land Surveyor Services(A/E)...............................................43
Grant Agreements and Grant Reimbursement Documents 4
Procurement of Public Works............................................................................................................53
BiddingRequirements........................................................................................................................64
BidProcedures.................................................................................................................................64
ApprenticeRequirements.................................................................................................................76
ResponsibleBidder Criteria.............................................................................................................99
SmallWorks Roster........................................................................................................................1344
Limited Pubic Works Process.....................................................................................................1442
Change Orders on Public Works Construction Contracts..........................................................1155a3 Formatted: Font: Not Bold
Reimbursement of Expenses.........................................................................................................1543
OtherIssues....................................................................................................................................1543
InterlocalAgreements................................................................................................................1543
Sole Source Procurement..........................................................................................................1644
Special Market Conditions..........................................................................................................1644
Emergencies...............................................................................................................................1644
Record Retention Requirements................................................................................................1644
State Minimum Bidding Requirements.......................................................................................1645
Conflictsof Interest.....................................................................................................................1745
Formsand Templates................................................................................................................1715
Recyclables................................................................................................................................1745
SurplusItems..............................................................................................................................1845
StoreIssued Charge Cards........................................................................................................1845
PurchaseCards..........................................................................................................................1845
QuickChecks.............................................................................................................................184-5
EarlyRelease.............................................................................................................................1845
PettyCash..................................................................................................................................1845
BudgetAdjustments...................................................................................................................1846
Exclusive Contract Agreements.................................................................................................1846
Expenditures of Direct or Indirect Federal Financial Assistance................................................1846
Safeguard Personally Identifiable Information...........................................................................1846
FinanceCommittee....................................................................................................................1946
Conflict of Interest Disclosure Form..............................................................................................
20
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Policy
The City of Edmonds will acquire goods and services in a manner that results in the most efficient delivery
of the same considering cost and value received.
To avoid conflict of interest, procurement will be impartial. Procurement of goods and services will provide
the City with the best quality for the best value and will be for the benefit of the public. Employees are
prohibited from making purchases for personal use and charging any City vendor account. Purchases
will be made within budget limits and to meet goals and objectives approved in the City's budget.
Potential purchases that are not within budget limits will be pre -approved through a budget amendment
process. All City purchases will ultimately be approved by the City Council through the voucher approval
process.
Purpose
This administrative manual establishes City responsibilities and policies, procedures, and practices to
follow to purchase equipment, materials, and services. All employees must follow established policies and
procedures. The City's purchasing policies and procedures, however, are intended solely for the benefit
of the City. Nothing therein shall be interpreted to create any specially benefited or protected class of
persons, or any private cause of action against the City. Adherence to policies and procedures will
ensure that public purchases and contracts are open, fair, and at the least cost to the public. Policies and
procedures are divided into six major areas: 1) Procurement of Products, 2) Procurement of Professional
Services, 3) Procurement of Public Works, 4) Bidding Requirements, 5) Reimbursement of Expenses,
and 6) Other Issues.
Authority
A department director (or designee), acting within his/her department budget, is authorized to provide for
supplies and services purchases. To ensure the City's fiscal responsibility, purchases are coordinated
through the Finance Department. The City's procurement procedures are based on Revised Code of
Washington minimum standards, Edmonds City Council adopted resolutions and ordinances, rules and
guidelines from the State Auditor's Office, and recommendations from Municipal Research Services
Center.
Parameters
Dollar -value ranges indicated pertain to each purchase (including tax, freight, handling and set up costs, if
applicable). Purchases cannot be broken into multiple purchases to avoid compliance with State statutes
and City policies.
Procurement of goods or services specifically identified and approved by Council during the budget
process are excluded from pre -approval requirements.
Any contract that extends beyond the approved budget cycle or which has continuing provisions
(indemnities) which impose obligations beyond the budget cycle must go to Council for authorization;
provided that the Mayor (or designees) shall be authorized to execute contracts with indemnity provisions
that survive expiration or termination of the contracts if the following conditions are met: (1) City Attorney
determines that the indemnity provision is in a standard form that assigns risks in a manner consistent
with the costs and purposes of the contract; and (2) the dollar value of the contract is less than $100,000.
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Procurement of Products
Purchasing decisions costing $50,000 or less must be approved by the department director (or
designee). Purchases costing between $40-,09020,000 and $2-5-,00935,000 require at least three
telephone quotes from vendors (unless the items are from a sole source vendor), and completion
of the vendor quote form.
Purchasing decisions costing more than $2—R-,00035,000 but less than $50,000 must be approved
by the department director (or designees). Purchases require written quotations from, if possible,
at least three vendors (unless the items are from a sole source vendor or if only two possible
vendors can be found).
Purchasing decisions costing more than $50,000 but less than $100,000 must be approved by
the department director and the Mayor (or their designees). Purchases require written quotations
from, if possible, at least three vendors (unless the items are from a sole source vendor or if only
two possible vendors can be found).
Purchases in excess of $100,000 must be bid competitively (unless the items are from a sole
source vendor). See Bidding Requirements below. The City Council must authorize the call for
bids for a purchase estimated at $100,000 or more, as well as award the contract.
When soliciting quotes, the City will not inform a vendor of other vendors' quotes.
All quotes/bids must be awarded to the lowest responsible bidder.
Procurement of Professional Services
A. Professional, Technical, and Other Services
1. Professional, Technical and Other services include disciplines not specifically related to A/E
such as attorneys, computer programmers, financial analysts, bond counsels, artists,
planners, real estate appraisers, landscapers, etc.
2. Purchase of professional services requires completion of a City professional service contract
that describes services to be performed and purchase price.
3. The department director (or designee) must approve purchases of professional services
costing $50,000 or less, and provided funds have been budgeted is authorized to sign the
contract.
4. The department director and the Mayor (or their designees) must approve purchases of
professional services costing more than $50,000 but less than $100,000. The Mayor is
authorized to sign the contract provided funds have been budgeted.
5. Professional services with an estimated consultant fee of $100,000 or greater, require a
focused public solicitation to ensure the consultant has the necessary expertise. If the work
is not part of a project listed in the most current City Council Approved budget or CIP, a
summary of the public solicitation must be put on the City Council agenda for approval prior
to advertisement. The City Council must approve Professional Service contracts costing more
than $100,000, and authorize the Mayor to sign the contract.
6. Expertise, experience, including prior experience with the City, timeframe for completing
projects, and the value of a negotiated agreement will be considered when choosing a
consultant/firm to perform professional services.
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B. Architectural, Engineering and Land Surveyor Services (A/E)
1. Procurement of A/E services will be in accordance with Chapter 39.80 RCW. The statute
requires advance notice of the need for professional services (RCW 39.80.030), evaluation of
firms' qualifications and performance (RCW 39.80.040), and negotiation with firms in
accordance with adjudged qualifications (RCW 39.80.050). A/E purchases will be coordinated
through the Public Works Department to ensure compliance with State statutes.
2. The department director (or designee) are designated authority to approve advertising
Requests for Qualifications (RFQ's) for A/E services when the estimated consultant contract
fee is $50,000 or less and to approve proceeding with procurement of A/E services using the
A/E Consultant Roster, provided funds have been budgeted by Council.
3. The department director and the Mayor (or their designees) must approve consultant
contracts when the estimated consultant contract fee is greater than $50,000, but less than
$100,000, provided funds have been budgeted.. The Mayor is authorized to sign the
contract.
4. Per Resolution 1155 the City utilizes the A/E consultant roster maintained by Municipal
Research and Services Center (MRSC).
5. Selection of an A/E consultant from the consultant roster may be made if the estimated
consultant fee is $100,000 or less.
6. All projects with an estimated A/E consultant fee of $100,000 or greater, and projects that are
sufficiently complex/unique will require a focused public solicitation advertised as a Request
for Qualification (RFQ's) to ensure the A/E consultant has the necessary expertise. If the
project is not listed in the City's current City Council Approved budget or CIP, a summary of
the RFQ and project details must be put on the City Council agenda for approval prior to
advertising the RFQ. The City Council must approve A/E Professional Service contracts
costing more than $100,000, and authorize the Mayor to sign the contract.
7. A selection panel, with a minimum of three employees, shall be used to select an A/E
consultant when the estimated consultant fee exceeds $100,000. A selection panel is
optional when the A/E consultant fee is estimated to be less than $100,000.
8. Purchase of A/E services require completion of a City professional service contract that
describes services to be performed and purchase price.
Grant Agreements and Grant Reimbursement Documents
The mayor shall be authorized to execute grant agreements for capital projects where
the city council previously authorized the,project in the current capital improvement Formatted: Font. Arial
program and., for growth -related projects, where the scope of the project is substantially Formatted: Font: Arial
consistent with the project description in the capital facilities plan_ Formatted: Font: Arial
.Once a grant agreement has been properly executed as provided above, the director of Formatted: Font: Arial
the department overseeing the capital protect may execute documents necessary to Formatted: Font. (Default) Arias
implement the grant agreement, including documents necessary for the city to be Formatted: Normal
reimbursed by the granting agency.
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The Federal Highway Administration, through the state,, ,sometimes authorizes federal
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transportation funding to the CitV of Edmonds for transportation projects. The Code of
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Federal Regulations, 2 CFR 200.415(a) has been revised to ensure that final fiscal
reports or vouchers requesting payment under federal agreements must include the
following certification, which, under this policy, may be signed bV the mayor, director, ,Or
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city engineer, who are.herebV authorized to legally bind the city for the sole purpose of
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requesting reimbursement for federally funded transportation projects to terms that are
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consistent with the applicable grant agreement:
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"By signing this report, I certify to the best of my knowledge and belief that the report is
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true, complete, and accurate, and the expenditures, disbursements and cash receipts
are for the purposes and objectives set forth in the terms and conditions of the Federal
award. I am aware that any false, fictitious, or fraudulent information, or the omission of
any material fact, maV subject me to criminal, civil or administrative penalties for fraud,
false statements, false claims or otherwise. (U.S. Code Title 18, Section 1001 and Title
31, Sections 3729-3730 and 3801-3812)."
Procurement of Public Works
RCW 39.04.010 defines public works to include all work, construction, alteration, repair or improvement
other than ordinary maintenance, executed at the cost of the City. (Most public works projects are multiple
craft, defined as more than one type of work being executed.)
1. City employees may be used to perform public works projects until the accumulated costs of public
works projects performed by them during a budget cycle meets ten percent of the City's public works
construction budget; PROVIDED that, for any public works project costing more than fifty -sixty-five
thousand dollars, if multiple crafts or trades are involved, or thhly-forty thousand dollars, if only a
single craft or trade is involved, must be bid competitively. See Bidding Requirements below.
2. Starting in January 1, 2010, the bid limits above will be sixty five thousand dollars and forty
thousand dollars, respectively.
3. Once the accumulated cost of public works project performed by City employees during a budget
cycle meets or exceeds ten percent of the City's public works construction budget, all other public works
projects must be bid competitively, regardless of estimated costs. See Bidding Requirement below.
4. Public works projects are governed by prevailing wage requirements, regardless of contract
amount.
5. Except as noted below for Small Works Roster or limited public works, a bid bond of five percent
will be required on all public works bids, and a performance bond (or retainage for public works contracts
of thirty five thousand dollars or less) will also be required pursuant to Chapter 39.08 RCW on public
works contracts.
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Bidding Requirements
The competitive bid process is generally (although not exclusively) used for public works projects.
Dollar -value ranges indicated pertain to each purchase (including tax, freight, handling and set up costs, if
applicable). Purchases cannot be broken into multiple purchases to avoid compliance with State statutes
or City policies and procedures. Negotiations on bids are not permitted.
Bid Procedures
1. Authorization for Bids
Authorization to call for bids will be approved by the department director (or designee) for public
works projects estimated at less than $50,000; and by the department director and the Mayor (or their
designees) for a public works project costing more than $50,000. If the project is not included in the
current City Council Approved budget or CIP, the City Council must authorize the call for bids for a
project estimated at $100,000 or more.
2. Publication of Notice
After proper authorization, the requesting department director (or designee) will publish the
advertisement for Bids reasonably in advance of the bid submittal deadline in the official newspaper
or a newspaper of general circulation most likely to bring responsive bids.
3. Notice Contents
Notice (or advertisement) for bids should contain definite specifications and procedures for bidders to
use to estimate their bids. A bid notice for public work should include:
project title,
nature and scope of work or goods sought,
where contract documents (plans and specifications) can be reviewed or obtained,
cost, if any, to obtain a set of contract documents,
place, date, and time that bids are due,
place, date, and time that bids will be opened (if different from above),
materials and equipment to be furnished by the City, if any,
statement that a bid bond must accompany the bid for public works projects, and a
statement that the City retains the right to reject any and all bids and to waive minor
irregularities in the bidding process.
In addition, the City may provide evaluation criteria; minimum qualification expectations; date, time,
and location of pre -bid conference (if applicable); and name, address, and telephone number of the
project contact to assist bidders in preparing responsive submittals.
4. Bid Opening
Bids are submitted to the City Clerk's Office, where they are time and date stamped and processed.
No bids will be opened prior to the predetermined date and time.
5. Report on Bids
The requesting department director will report on all bids received with a recommendation on the
lowest responsible bidder, if any, or to reject all bids.
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6. Bid Award
Unless all bids are rejected, a winning bid must be awarded to the lowest responsible bidder by the
department director (or designee) for a public works project costing less than $50,000; and by the
department director and the Mayor (or their designees) for a public works project costing more than
$50,000 but less than $100,000. The City Council must award bids which exceed $100,000. The
City may chose to reject all bids for any reason.
The following shall apply to bid solicitations:
• Selection of a winning offer is based primarily on low bid, after factoring whenever possible such
costs as maintenance and operations over the expected period of use. Consideration, however,
may also be given for the following:
• Ability, capacity, expertise and skill of the bidder to perform the contract.
• Character, integrity, reputation, judgment, experience, and efficiency of bidder.
• Ability to perform within time specified.
• Quality of performance of previous contract(s).
• Other information having a bearing on the decision to award the contract.
• Minimum qualifications must be provided to ensure respondents are reasonably qualified.
Minimum qualification requirement should be compared against the marketplace to ensure they
are not overly restrictive.
• To ensure consistency and fair process, the City will use standard forms, documents, contracts,
and terms and conditions, when practical. The Public Works & Finance Departments will maintain
templates for bid -related documents for use by departments. The City may use an evaluation
selection committee to promote an open and proper selection. The requesting department
director will appoint committee members to act in an advisory capacity.
• When practical, the City will conduct a pre -bid conference to allow a thorough discussion of the
City's expectations, intent, scope, specifications, and terms. Interested companies should be
encouraged to attend.
• Every bidder for a public works contract that is expected to cost one million dollars or more must
submit as part of the bid, or within one hour after the published bid submittal time, the names of
the subcontractors with whom the bidder, if awarded the contract, will subcontract for
performance of the work of: HVAC (heating, ventilation, and air conditioning); plumbing as
described in chapter 18.106 RCW; and electrical as described in chapter 19.28 RCW, or to name
itself for the work. The bidder shall not list more than one subcontractor for each category of work
identified, unless subcontractors vary with bid alternates, in which case the prime contract bidder
must indicate which subcontractor will be used for which alternate. Failure of bidder to submit as
part of the bid the names of such subcontractors or to name itself to perform such work or the
naming of two or more subcontractors to perform the same work shall render the bid
nonresponsive and, therefore, void.
• If no responsive bid is received on the first call the City may readvertise and make a second call,
or without any further call, it may enter into a negotiated contract, purchase the supplies, material
or equipment or perform the work or improvement using its own employees.
Apprentice Requirements
A. Definitions.
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1. "Apprentice" means an apprentice enrolled in a state -approved apprenticeship training
program.
2. "Contractor" means a person, corporation, partnership, limited liability company, or
joint venture entering into a contract with the City to construct a public work.
3. "Labor hours" refers to the total number of hours worked by workers receiving an
hourly wage who are directly employed on the site of the public work and who are subject
to state or federal prevailing wage requirements. "Labor hours" shall also include hours
worked by workers employed by subcontractors on the site of the public work, and shall
include additional hours worked as a result of a contract or project adjustment or
pursuant to an agreed -upon change order.
4. "Estimated cost' means the anticipated cost of a public work, as determined by the
City, based upon the expected costs of materials, supplies, equipment, and labor, but
excluding taxes and contingency funds.
5. "Public work" refers to all City funded construction projects that constitute a public
work pursuant to RCW 39.04.010 as now or hereafter amended and estimated to cost
$25all 000,000 or more.
6. "State -approved apprenticeship training program" means an apprenticeship program
approved or recognized by the Washington State Apprenticeship and Training Council.
7. "Subcontractor" means a person, corporation, partnership, limited liability company, or
joint venture that has contracted with the contractor to perform all or part of the work to
construct a public work by a contractor.
B. Apprentice utilization.
Apprentices shall be utilized for the construction of public works by contractors and
subcontractors in accordance with this section.
1. Apprenticeship utilization program goal. For public works contracts with an estimated
cost of Two Hundred Fifty Thou One Million Dollars ($259 1 000,000) or more, the
Director of Public Works, or his designee, is authorized to require that up to f+fteert ten
percent (105%) of the contract labor hours, including contractor and subcontractor hours,
be performed by apprentices.
2. Contract requirements. Contract documents for such public works construction
projects shall include provisions detailing the apprentice labor requirements.
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3. Monitoring. The City will include an Apprenticeship Utilization Form for contractors to
complete when submitting their bid documents, which identifies the intended usage of
apprentices by the contractor and any subcontractors. This document will require the
identification of individual apprentices by name and Washington State apprenticeship
registration number, an estimate of the total apprentice labor hours, and the identification
of apprentice hours to be worked by minorities, women, persons with disabilities and
disadvantaged youth. This provision is not intended and shall not be used to discriminate
against any applicant for training. In addition, the City will require the submittal of an
Apprenticeship Verification Form by the contractor at the conclusion of the public works
project that will identify the actual work performed by apprentices for the contractor and
subcontractors.
4. Failure to meet utilization goal. Failure by a contractor to comply with established
apprenticeship requirements, unless otherwise adjusted or waived in writing as set forth
below, shall be deemed a breach of contract for which the City shall be entitled to all
remedies allowed by law under the contract. Failure to comply with the apprenticeship
requirements may also be considered evidence bearing on a contractor's qualification for
award of future contracts with the City.
5. Adjustment and waiver. The Director of Public Works, or his designee, may adjust or
waive the requirements of this section for a specific project at any time for the following
reasons:
(a) The demonstrated lack of availability of apprentices in specific
geographic areas;
(b) A disproportionately high ratio of material costs to labor hours, which
does not make feasible the required minimum levels of apprentice
participation;
(c) The reasonable and necessary requirements of the contract render
apprentice utilization infeasible at the required levels;
(d) In order to meet the requirement, the contractor will be forced to
displace members of its workforce;
(e) The participating contractor has demonstrated a good faith effort to
comply with the requirements of this section; and/or
Other criteria deemed appropriate that are not inconsistent with the purpose and goals of this section.
Responsible Bidder Criteria
A. Mandatory responsible bidder criteria.
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1. The bidder responsibility criteria set forth in this section shall be used by the Public
Works Department to establish the minimum requirements for all contractors and
subcontractors bidding on City contracts for public work (as those terms are defined in
RCW 39.04.010). The bid documents shall set forth the documentation to be submitted by
bidders to demonstrate their compliance with the mandatory responsible bidder criteria.
2. To be considered a responsible bidder and qualified to be awarded a City contract for
public work, the bidder must:
(a) At the time of bid submittal, have a certificate of registration in
compliance with chapter 18.27 RCW (contractor registration);
(b) Have a current state unified business identifier (UBI) number;
(c) If applicable, have:
(i) industrial insurance coverage for the bidder's employees
working in Washington as required in Title 51 RCW;
(ii) a state employment security department number as required
in Title 50 RCW; and
(iii) a state excise tax registration number as required in Title 82
RCW;
(d) Not be disqualified from bidding on any public works contract under
RCW 39.06.010 or RCW 39.12.065(3); and
(e) Until December 31, 2013, not have violated RCW 39.04.370 more than
one time as determined by the State Department of Labor and Industries.
3. A bidder must verify mandatory responsibility criteria for each first tier subcontractor,
and a subcontractor of any tier that hires other subcontractors must verify mandatory
responsibility criteria for each of its subcontractors. Verification shall include that each
subcontractor, at the time of subcontract execution, meets the responsibility criteria listed
in RCW 39.04.350(1) and ECC 18.00.060 and possesses an electrical contractor license,
if required by chapter 19.28 RCW, or an elevator contractor license, if required by chapter
70.87 RCW. This verification requirement, as well as the mandatory responsibility criteria,
must be included in every public works contract and subcontract of every tier.
B. Supplemental responsible bidder criteria.
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8.3.a
1. In addition to the mandatory bidder responsibility criteria set forth in ECC 18.00.060
(A), the Public Works Department may adopt in connection with a particular project
relevant supplemental bidder responsibility criteria which the bidder must meet. Those
supplemental criteria, including the basis for evaluation and the deadlines for requesting
modification of the supplemental bidder responsibility criteria and for appealing a
determination that a low bidder is not responsible under the supplemental bidder
responsibility criteria, shall be provided in the invitation to bid or bidding documents.
2. As relevant to a particular project, supplemental bidder responsibility criteria may be
included to require that:
(a) The bidder shall not owe delinquent taxes to the Washington State
Department of Revenue without a payment plan approved by the Department
of Revenue;
(b) The bidder shall not currently be debarred or suspended by the federal
government;
(c) The bidder shall have complied with minority and women's business
enterprises, disadvantaged business enterprises, or other similar utilization
requirements or goals on federally -funded public works projects with such
requirements completed by the bidder within three years of the bid submittal
date, unless there are extenuating circumstances acceptable to the City;
(d) The bidder shall not be listed as an ineligible contractor on the federal GSA
Excluded Parties List System set forth by 31 U.S.0 § 6101 and Executive
Order 13496;
(e) If bidding on a public works project subject to the apprenticeship utilization
requirements in ECC 18.00.050, the bidder:
(i) shall not have been found out of compliance with apprenticeship
requirements of ECC 18.00.050 unless otherwise excepted or waived in
writing by the Mayor or the Mayor's designee pursuant to that section for
a one-year period immediately preceding the date of the bid submittal
deadline; and
(ii) shall have complied with apprenticeship utilization goals on public works
projects having such requirements that were completed by the bidder
within a three-year period immediately preceding the date of the bid
submittal deadline, unless there are extenuating circumstances
acceptable to the City;
(f) The bidder shall not have been convicted of a crime involving bidding on a
public works contract within five years from the bid submittal deadline;
(g) The bidder's standard subcontract form shall include the subcontractor
responsibility language required by RCW 39.06.020, and the bidder shall
have an established procedure which it utilizes to validate the responsibility
of each of its subcontractors. The bidder's subcontract form shall also include
a requirement that each of its subcontractors shall have and document a
similar procedure to determine whether the sub -tier subcontractors with
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8.3.a
which it contracts are also "responsible" subcontractors as defined by RCW
39.06.020;
(h) The bidder shall not have a record of excessive claims filed against the
retainage or payment bonds for public works projects during the previous
three years that demonstrate a lack of effective management by the bidder of
making timely and appropriate payments to its subcontractors, suppliers, and
workers, unless there are extenuating circumstances acceptable to the City;
(i) The bidder shall have successfully completed projects of a similar size and
scope as required by the contract documents for the project. In evaluating
whether projects were successfully completed, the City may check owner
references for previous projects and evaluate the owner's assessment of
bidder performance, including but not limited to quality control, safety record,
timeliness of performance, use of skilled personnel, management of
subcontractors, availability of and use of appropriate equipment, compliance
with contract documents, and management of submittals process, change
orders and close-out;
0) The bidder shall not have had any public works contract terminated for cause
by a government agency during the five year period immediately preceding
the bid submittal deadline for the project, unless there are extenuating
circumstances acceptable to the City;
(k) The bidder shall not have judgments entered by a court of law against the
bidder within five years of the bid submittal date that demonstrate a pattern of
failing to meet the terms of contracts, unless there are extenuating
circumstances acceptable to the City; and
(1) The bidder shall not have a documented pattern of prevailing wage
complaints filed against it within five years of the bid submittal date that
demonstrates a failure to pay workers prevailing wages, unless there are
extenuating circumstances acceptable to the City.
3. Supplemental bidder responsibility criteria may include any other criteria determined
by the City to be relevant to the particular project being bid, including but not limited to
the ability, capacity and skill of the bidder to perform, the experience and efficiency of the
bidder, the financial situation of the bidder, and the performance of the bidder on previous
contracts or services.
4. In a timely manner before the bid submittal deadline, a potential bidder may request
that the City modify the supplemental bidder responsibility criteria. The City must
evaluate the information submitted by the potential bidder and respond before the bid
submittal deadline. If the evaluation results in a change of the criteria, the City must
publish an addendum to the bidding documents identifying the modified criteria.
5. If the bidder fails to supply information requested concerning responsibility within the
time and manner specified in the bid documents, the City may base its determination of
responsibility upon any available information related to the supplemental criteria or may
find the bidder not responsible.
6. If the City determines a bidder to be not responsible, the City must provide, in writing,
the reasons for the determination. The bidder may appeal the determination within the
time period specified in the bidding documents by presenting additional information to the
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City. The City must consider the additional information before issuing its final
determination. If the final determination affirms that the bidder is not responsible, the City y
may not execute a contract with any other bidder until two business days after the bidder
determined to be not responsible has received the final determination. p
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,7. The invitation to bid or bidding documents shall specify the times, manner and Formatted: Font: Aral C
means of communications, deadlines and determinations required by this section.
Small Works Roster
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The City of Edmonds has entered into an agreement with Municipal Research and Services Center,
whereas they will maintain the Small Works Roster. d
06
Resolution 1155, passed November 5, 2007 established a small works roster process to award public
works contracts, and is incorporated below. The Mayor (or designee) is authorized to proceed with },
procurement from the Rosters, provided funds have been budgeted by Council.
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Use of the Small Works Roster allows the City to preclude the advertisement requirements and sealed
bidding procedures of the formal competitive process. All other bidding procedures and requirements not �j
in conflict remain the same.
0
The following small works roster procedures are established for use by the City pursuant to RCW CD
39.04.155:
Cost. The City need not comply with formal sealed bidding procedures for the construction,
building, renovation, remodeling, alteration, repair, or improvement of real property where the
estimated cost does not exceed Three Hundred Thousand Dollars ($300,000.00), which includes
the costs of labor, material, equipment and sales and/or use taxes as applicable. Instead, the
City may use the small works roster procedures for public works projects as set forth herein. The
breaking of any project into units or accomplishing any projects by phases is prohibited if it is
done for the purpose of avoiding the maximum dollar amount of a contract that may be let using
the small works roster process.
2. Publication. At least once a year, on behalf of the City, MRSC shall publish in a newspaper of
general circulation within the jurisdiction a notice of the existence of the roster or rosters and
solicit the names of contractors for such roster or rosters. Responsible contractors shall be
added to appropriate MRSC roster or rosters at any time that they submit a written request and
necessary records. The City may require master contracts to be signed that become effective
when a specific award is made using a small works roster.
3. Telephone or Written Quotations. The City shall obtain telephone, written or electronic
quotations (in accordance with City of Edmonds Purchasing Policies and Procedures) for public
works contracts from contractors on the appropriate small works roster to assure that a
competitive price is established and to award contracts to a contractor who meets the mandatory
bidder responsibility criteria in RCW 39.04.350(1) and any pre -establish supplementary bidder
criteria under RCW 39.04.350(2).
a) A contract awarded from a small works roster need not be advertised. Invitations for
quotations shall include an estimate of the scope and nature of the work to be performed as
well as materials and equipment to be furnished. However, detailed plans and specifications
need not be included in the invitation.
b) Quotations may be invited from all appropriate contractors on the appropriate small works
roster. As an alternative, quotations may be invited from at least five contractors on the
appropriate small works roster who have indicated the capability of performing the kind of
work being contracted, in a manner that will equitably distribute the opportunity among the
contractors on the appropriate roster. "Equitably distribute" means that the City may not favor
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certain contractors on the appropriate small works roster over other contractors on the
appropriate small works roster who perform similar services.
If the estimated cost of the work is from one hundred fifty thousand dollars ($150,000) to
three hundred thousand dollars ($300,000), and the City chooses to solicit bids from at least
five, but less than all the appropriate contractors on the appropriate small works roster, the
City must notify the remaining contractors on the appropriate small works roster that
quotations on the work are being sought. The City has the sole option of determining
whether this notice to the remaining contractors is made by:
(i) publishing notice in a legal newspaper in general circulation in the area where the work
is to be done;
(ii) mailing a notice to these contractors; or
(iii) sending a notice to these contractors by facsimile or email.
c) At the time bids are solicited, the City representative shall not inform a contractor of the
terms or amount of any other contractor's bid for the same project;
d) A written record shall be made by the City representative of each contractor's bid on the
project and of any conditions imposed on the bid. Immediately after an award is made, the
bid quotations obtained shall be recorded, open to public inspection, and available by
telephone inquiry.
4. Limited Public Works Process. If a work, construction, alteration, repair, or improvement
project is estimated to cost less than thirty-five thousand dollars ($35,000), the City may award
such a contract using the limited public works process provided under RCW 39.04.155(3). For a
limited public works project, the City will solicit electronic or written quotations (note: no telephone
quotations permitted) from a minimum of three contractors from the appropriate small works
roster and shall award the contract to the lowest responsible bidder as defined under RCW
39.04.010. After an award is made, the quotations shall be open to public inspection and
available by electronic request.
For limited public works projects, the City may waive the payment and performance bond
requirements of chapter 39.08 RCW and the retainage requirements of chapter 60.28 RCW,
thereby assuming the liability for the contractor's nonpayment of laborers, mechanics,
subcontractors, materialmen, suppliers, and taxes imposed under Title 82 RCW that may be due
from the contractor for the limited public works project. However, the City shall have the right of
recovery against the contractor for any payments made on the contractor's behalf.
The City shall maintain a list of the contractors contacted and the contracts awarded during the
previous 24 months under the limited public works process, including the name of the contractor,
the contractor's registration number, the amount of the contract, a brief description of the type of
work performed, and the date the contract was awarded.
5. Determining Lowest Responsible Bidder. The contract must be awarded to the contractor
submitting the lowest responsible bid, or all bids must be rejected. If all bids are rejected, the City
may call for new bids. A responsible bidder shall be a registered and/or licensed contractor who
meets the mandatory bidder responsibility criteria established by RCW 39.04.350 and any
supplementary criteria pre -established by the City.
6. Award. For contracts of $100,000 or more, the Mayor or his designee shall present all
quotations/bids and recommendation for award of the contract to the lowest responsible bidder to
the City Council for approval. For public works project contracts of less than $100,000, the Mayor
or his designee shall have the authority to award public works contracts.
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8.3.a
Bond and Other Requirements. Vendors/contractors selected off the Small Works Roster are
not relieved from observing applicable legal requirements such as Bid Bond, Performance Bond,
Retainage Requirements, Prevailing Wage, Labor and Material Bonding, etc. The City may waive
bid bond for any solicitation using the Small Works Roster process, and/or performance bond for
any contract awarded using the limited public works process.
Change Orders on Public Works Construction Contracts
Approval of change orders on Public Works Construction Contracts shall be in accordance with the
following requirements:
1. City Council members shall be notified by e-mail of any change order in excess of $50,000.
2. City Council approval shall be required for:
a) any change order in excess of $100,000
b) any change order which puts the total of change orders on a project over the designated
management reserve.
c) If City Council approval is required for a change order, but circumstances require a
speedier approval, the Mayor is authorized to approve the required work provided that
the change order and a written statement of the special circumstances requiring speedier
approval is placed on the next City Council agenda for review.
Reimbursement of Expenses
Travel and Meetina Expenses
Travel or training requires the requesting department director's prior approval. Expenses incurred on
authorized travel will be reimbursed as submitted on the required, itemized, Claim for Expenses form.
Receipts must be submitted with the claim form for all expenses except meals.
To qualify for reimbursement, submitted expenses must be within 30 days of incurrence, reasonable and
prudent under the circumstances, and directly relate to the conduct of City business or service.
Reimbursement for personal expenses is prohibited. Travel mileage by private vehicle is reimbursed at
the City's established rate, which is the current IRS rate.
Other Issues
Interlocal Aareements
Solicitation of bids/quotations is not required when purchases of materials, supplies, or equipment are
made under State standard contracts or similar contracts executed by and through other local
governments. The City Council must approve an interlocal agreement with the local government or State
agency after confirming that the other government or agency has complied or intends to comply with its
own statutory requirements and either (i) posted the bid or solicitation notice on a web site established
and maintained by a public agency, purchasing cooperative, or similar service provider, for purposes of
posting public notice of bid or proposal solicitations, or (ii) provided an access link on the state's web
portal to the notice.
Neither solicitation of bids/quotations nor interlocal agreement is required when purchasing materials,
supplies, or equipment from or through the United States of America or any agency thereof (RCW
39.32.070).
All internal procurement approval requirements must be observed and the process must comply with
state statutory requirements.
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8.3.a
Sole Source Procurement
If, after conducting a good faith review of available resources, the requesting department director
determines that there is only one source of the required materials, supplies, equipment or service
(including public works), a purchase may be awarded without complying with established bid
requirements.
The requesting department will submit a written request for sole source procurement with negotiated
contract price, terms, conditions and delivery for approval. The vendor must certify that the City is getting
the lowest price offered as compared to similarly situated clients, terms and conditions. Department
directors can approve Sole Source purchases up to $50,000, the department director and the Mayor can
approve sole source purchases costing more that $50,000 but less than $100,000. Council must approve
sole source purchases costing more that $100,000. Immediately after the award of any sole source
purchase, the factual basis for awarding the same must be recorded and open to public inspection.
Special Market Conditions
The City may waive established bidding requirements if an opportunity arises to purchase favorably -
priced supplies, materials or equipment unrelated to public works projects that will be sold before the City
can conduct the bid process. The City may waive established bidding requirements and acquire any
supplies, materials, and equipment through an auction if the items can be purchased at a competitive
price.
Waiver will be authorized by the Mayor (or designee). Immediately after the award of any special market
conditions contract, the contract and the factual basis for awarding the same must be recorded and open
to public inspection.
Emergencies
In case of unforeseen circumstances beyond the control of the City that present a real and immediate
threat to the City's ability to properly perform essential functions, or to City property or the safety of
citizens and/or staff, the Mayor (or designee) can waive bid requirements to purchase supplies, materials,
equipment or services to stabilize the emergency condition. Purchases must be properly documented as
an emergency as soon as possible following the event.
Within two weeks of confirming the emergency existed, the City Council will adopt a resolution certifying
the emergency situation existed.
Record Retention Requirements
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The City must maintain records sufficient to detail the history of procurement. These Formatted: Font. (Default) Aral
records will include, but are not necessarily limited to the following: rationale for the
method of procurement, selection of contract type, contractor selection or resection, and
the basis for the contract price. All quote/bid documents must be retained as indicated
in the State of Washington Retention Schedule and be available for public inspection.
State Minimum Bidding Requirements
On a case by case basis, the City Council may waive any requirement contained in the City's purchasing
policies and procedures as long as the result complies with applicable state laws.
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8.3.a
Conflicts of Interest
The City will not accept donations of materials or services in return for a commitment to continue or
initiate a purchasing agreement. No employee will participate in a procurement when they are aware of a
conflict of interest, or accept gifts or gratuities from existing or potential vendors in return for a
commitment to continue or initiate a purchasing relationship. See also RCW 42.23.030 and Chapter 3.70
ECC.
The City n maintains wfitter>-the following standards of conduct covering conflicts of interest and - Formatted: Font: (Default) Arial, 10 pt
governing the performance of its employees engaged in the selection, award and administration of
contracts. No employee or elected official of the City niustcan participate in the selection, award, or
administration of a contract supported by a Federal award if he or she has a real or apparent conflict of
interest. Such a conflict of interest would arise when the employee or elected official, any member of his
or her immediate family, his or her partner, or an organization which employs or is about to employ any of
the parties indicated herein, has a financial or other interest in or a tangible personal benefit from a firm
considered for a contract. The employees and elected officials of the City must neither solicit nor accept
gratuities, favors, or anything of monetary value from contractors or parties to subcontracts. However, in
accordance with Section 10.14 of the City Personnel Policy, this requirement is waived if the benefit
received is not substantial or is of nominal value. These standards of conduct rust -provide for
disciplinary actions to be applied for violations of such standards by employees or elected officials of the
City.
Employees participating in the selection, award, or administration of a contract supporteds by a Federal Formatted: Left
Award must complete and sign a Conflict of Interest Disclosure Form, below in Exhibit 1.
Forms and Templates
Purchasing forms and templates may be obtained from the public directory.
Recyclables
Every effort will be made to use products made from recycled materials if such products are available, of
acceptable quality, and generally priced the same as similar, non -recycled products (Resolution 766).
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8.3.a
Surplus Items
The City may acquire property from another governmental entity on mutually agreeable terms without
soliciting bids/quotations.
Store -Issued Charge Cards
It is sometimes necessary to use store -issued charge cards. The Department Managers will request prior
approval from the Finance Director or designee before establishing account.
Purchase Cards
Purchase cards can be issued with the approval of the Finance Director. They are to be used solely for
City -authorized business purposes. See Credit Card Policy.
Quick Checks
Quick checks may be issued to avoid incurring penalties, interest, or late charges. Submit requests for
quick checks to the Finance Department. Quick checks will be approved by the Finance Director or
designee.
Departments should avoid requests for quick checks by informing vendors of invoice deadlines and
payment schedules.
Early Release
Any checks requiring an early release must be approved by the Finance Director or designee.
Departments should avoid requests for early release by informing vendors of invoice deadlines and
payment schedules.
Petty Cash
Petty cash funds cover minor disbursements. Employees may be reimbursed from petty cash funds for
authorized purchases that total less than the established, petty -cash limit.
Budget Adjustments
Department directors (or designees) must ensure that purchases are initiated only when departmental
appropriations are sufficient to cover the anticipated cost. Expenditures that exceed departmental
appropriations require the Mayor's approval via the Budget Adjustment Request Form.
Exclusive Contract Agreements
The City may enter into an exclusive contract with a vendor in order to ensure the lowest prices on goods
and/or services unrelated to architecture, engineering, land survey or public works requiring competitive
bidding. All departments must use exclusive vendor unless special circumstances such as emergencies,
vendor does not carry exact product, etc.
Expenditures of Direct or Indirect Federal Financial Assistance
Prior to contracting for goods or services which will be paid for with either direct or indirect Federal
financial assistance, where vendors have not signed a self certification, vendors must be checked against
the Excluded Parties List System to assure they have not been suspended/debarred and are prohibited
from receiving federal funds (http://www.epls.gov/). Documentation of verification must be retained and
available for audit. See related Grant and Intergovernmental Loan Policy.
Safeguard Personally Identifiable Information
The City shall take reasonable measures to safeguard protected, personally identifiable
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8.3.a
information and other information the Federal awarding agency or pass -through entity
designates as sensitive or the non -Federal entity considers sensitive consistent with
applicable Federal, state, local and tribal laws regarding privacy and obligations of
confidentiality.
Finance Committee
The Finance Committee, composed of two Council members and the Finance Director, will review and
update the City of Edmonds' purchasing and accounts payable policies and procedures, as necessary.
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8.3.a
EXHIBIT 1 Formatted: Font: (Default) Anal, 14 p
caps
City of Edmonds, WA Formatted: Centered
CONFLICT OF INTEREST DISCLOSURE FORM
FOR CITY COUNCIL MEMBERS, MAYOR, DIRECTORS, and STAFF
Name (please print)
Date Position
It is the policy of the City of Edmonds to address how issues of actual, potential and
perceived conflicts of interest involving elected officials, directors, and employees of the City
should be identified, disclosed and managed. This form is designed to identify and disclose
known conflicts in an effort to properly mange them.
I have read the City of Edmonds's Conflict of Interest policy and understand that
as an employee/Elected Official of the City of Edmonds it is my obligation to act in a
manner which promotes the best interests of the City and to avoid conflicts of interest
when making decisions and taking actions on behalf of the City of Edmonds.
My answers to this disclosure form are correctly stated to the best of my
knowledge and belief. Should a possible conflict of interest arise in my responsibilities
to the City of Edmonds, I recognize that I have the obligation to notify, based on my
position, the appropriate designated individual (Director, Mayor, City Council member),
and to abstain from any participation in the matter until the City of Edmonds can
determine whether a conflict exists and how that conflict shall be resolved. If any
relevant changes occur in my affiliations, duties, or financial circumstances, I recognize
that I have a continuing obligation to file an amended "Conflict of Interest Disclosure
Form" with the appropriate designated department.
I understand that the information on this form is solely for use by the City of
Edmonds and is considered confidential information. Release to external parties will be
only when required by law.
Please complete the following questions, and submit this form to the Human
Resources Director of the City of Edmonds.
1. Are you or a member of vour immediate family an officer. director. trustee. partner (aeneral
or limited), employee or regularly retained consultant of any company, firm or organization
that presently has business dealings with the City of Edmonds or which might reasonably be
expected to have business dealings with the City of Edmonds in the coming year?
Yes No
If yes, please list the name of the company, firm or organization, the position held, and the
nature of the business which is currently being conducted with the City of Edmonds or which
may reasonably be expected to be conducted with the City of Edmonds in the coming_year:
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8.3.a
EXHIBIT 1
2. Do you or does any member of your immediate family have a financial interest, direct or
indirect, in a company, firm or organization which currently has business dealings with the
City of Edmonds or which may reasonably be expected to have such business dealings with
the City of Edmonds in the coming_year?
Yes No
If yes, please list the name of the company, firm or organization, the nature of the interest and
the name of the person holding the interest, and the nature of the business which is currently
being conducted with the City of Edmonds or which may reasonably be expected to be
conducted with the City of Edmonds in the coming year:
3. Do you or does any member of your immediate family have a financial or personal
interest in an entity in which the City of Edmonds has a financial or other vested interest.
Yes No
If yes, please provide details below:
4. Have you or an immediate family member accepted gifts, gratuities, lodging, dining, or
entertainment that might reasonably appear to influence your judgment or actions concerning
the business of the Citv of Edmonds?
Yes No
If yes, please provide details below:
5. Do you have anv other interest or role in a firm or oraanization. where that interest or
relationship might reasonably be expected to create an impression or suspicion among the
public having knowledge of your acts that you engaged in conduct in violation of your trust as
a trustee, officer, Director or staff member?
Yes No
If yes, please provide details below:
Please add additional pages as needed.
If any material changes to the responses provided on this disclosure form occur, the trustee,
officer or employee is required to update the information on this form in writing, and submit
the update to the City of Edmonds Human Resources Director.
Form reviewed by:
Remedial Action(s) to be taken:
The City of Edmonds will follow-up on all recommended actions to ensure compliance.
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8.3.b
City of Edmonds
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Contracting and
Purchasing
Policies
and
Procedures
March 2017
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8.3.b
Table of Contents
Pace
Policy......................................................................................................................................................2
Purpose..................................................................................................................................................2
Authority................................................................................................................................................2
Parameters.............................................................................................................................................2
Procurement of Products.....................................................................................................................3
Procurement of Professional Services...............................................................................................3
A. Professional, Technical, and Other............................................................................................3
B. Architectural, Engineering, and Land Surveyor Services(A/E).................................................4
Grant Agreements and Grant Reimbursement Documents .............................................................
4
Procurement of Public Works..............................................................................................................5
BiddingRequirements..........................................................................................................................6
BidProcedures...................................................................................................................................6
Apprentice Requirements...................................................................................................................7
ResponsibleBidder Criteria...............................................................................................................9
SmallWorks Roster............................................................................................................................11
Limited Pubic Works Process.........................................................................................................13
Change Orders on Public Works Construction Contracts.............................................................13
Reimbursement of Expenses.............................................................................................................14
OtherIssues........................................................................................................................................14
InterlocalAgreements....................................................................................................................14
Sole Source Procurement..............................................................................................................14
SpecialMarket Conditions..............................................................................................................15
Emergencies...................................................................................................................................15
Record Retention Requirements....................................................................................................15
State Minimum Bidding Requirements...........................................................................................15
Conflictsof Interest.........................................................................................................................15
Formsand Templates....................................................................................................................16
Recyclables....................................................................................................................................16
SurplusItems..................................................................................................................................16
StoreIssued Charge Cards............................................................................................................16
PurchaseCards..............................................................................................................................16
QuickChecks.................................................................................................................................16
EarlyRelease.................................................................................................................................16
PettyCash......................................................................................................................................16
BudgetAdjustments.......................................................................................................................16
Exclusive Contract Agreements.....................................................................................................17
Expenditures of Direct or Indirect Federal Financial Assistance....................................................17
Safeguard Personally Identifiable Information...............................................................................17
FinanceCommittee........................................................................................................................17
Conflict of Interest Dislclosure Form................................................................................................18
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8.3.b
Policy
The City of Edmonds will acquire goods and services in a manner that results in the most efficient delivery
of the same considering cost and value received.
To avoid conflict of interest, procurement will be impartial. Procurement of goods and services will provide
the City with the best quality for the best value and will be for the benefit of the public. Employees are
prohibited from making purchases for personal use and charging any City vendor account. Purchases
will be made within budget limits and to meet goals and objectives approved in the City's budget.
Potential purchases that are not within budget limits will be pre -approved through a budget amendment
process. All City purchases will ultimately be approved by the City Council through the voucher approval
process.
Purpose
This administrative manual establishes City responsibilities and policies, procedures, and practices to
follow to purchase equipment, materials, and services. All employees must follow established policies and
procedures. The City's purchasing policies and procedures, however, are intended solely for the benefit
of the City. Nothing therein shall be interpreted to create any specially benefited or protected class of
persons, or any private cause of action against the City. Adherence to policies and procedures will
ensure that public purchases and contracts are open, fair, and at the least cost to the public. Policies and
procedures are divided into six major areas: 1) Procurement of Products, 2) Procurement of Professional
Services, 3) Procurement of Public Works, 4) Bidding Requirements, 5) Reimbursement of Expenses,
and 6) Other Issues.
Authority
A department director (or designee), acting within his/her department budget, is authorized to provide for
supplies and services purchases. To ensure the City's fiscal responsibility, purchases are coordinated
through the Finance Department. The City's procurement procedures are based on Revised Code of
Washington minimum standards, Edmonds City Council adopted resolutions and ordinances, rules and
guidelines from the State Auditor's Office, and recommendations from Municipal Research Services
Center.
Parameters
Dollar -value ranges indicated pertain to each purchase (including tax, freight, handling and set up costs, if
applicable). Purchases cannot be broken into multiple purchases to avoid compliance with State statutes
and City policies.
Procurement of goods or services specifically identified and approved by Council during the budget
process are excluded from pre -approval requirements.
Any contract that extends beyond the approved budget cycle or which has continuing provisions
(indemnities) which impose obligations beyond the budget cycle must go to Council for authorization;
provided that the Mayor (or designees) shall be authorized to execute contracts with indemnity provisions
that survive expiration or termination of the contracts if the following conditions are met: (1) City Attorney
determines that the indemnity provision is in a standard form that assigns risks in a manner consistent
with the costs and purposes of the contract; and (2) the dollar value of the contract is less than $100,000.
City of Edmonds Purchasing Policy April 2017 Page 2 of 19
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8.3.b
Procurement of Products
Purchasing decisions costing $50,000 or less must be approved by the department director (or
designee). Purchases costing between $20,000 and $35,000 require at least three telephone
quotes from vendors (unless the items are from a sole source vendor), and completion of the
vendor quote form.
Purchasing decisions costing more than $35,000 but less than $50,000 must be approved by the
department director (or designees). Purchases require written quotations from, if possible, at
least three vendors (unless the items are from a sole source vendor or if only two possible
vendors can be found).
Purchasing decisions costing more than $50,000 but less than $100,000 must be approved by
the department director and the Mayor (or their designees). Purchases require written
quotations from, if possible, at least three vendors (unless the items are from a sole source
vendor or if only two possible vendors can be found).
Purchases in excess of $100,000 must be bid competitively (unless the items are from a sole
source vendor). See Bidding Requirements below. The City Council must authorize the call for
bids for a purchase estimated at $100,000 or more, as well as award the contract.
When soliciting quotes, the City will not inform a vendor of other vendors' quotes.
All quotes/bids must be awarded to the lowest responsible bidder.
Procurement of Professional Services
A. Professional, Technical, and Other Services
1. Professional, Technical and Other services include disciplines not specifically related to A/E
such as attorneys, computer programmers, financial analysts, bond counsels, artists,
planners, real estate appraisers, landscapers, etc.
2. Purchase of professional services requires completion of a City professional service contract
that describes services to be performed and purchase price.
3. The department director (or designee) must approve purchases of professional services
costing $50,000 or less, and provided funds have been budgeted is authorized to sign the
contract.
4. The department director and the Mayor (or their designees) must approve purchases of
professional services costing more than $50,000 but less than $100,000. The Mayor is
authorized to sign the contract provided funds have been budgeted.
Professional services with an estimated consultant fee of $100,000 or greater, require a
focused public solicitation to ensure the consultant has the necessary expertise. If the work
is not part of a project listed in the most current City Council Approved budget or CIP, a
summary of the public solicitation must be put on the City Council agenda for approval prior
to advertisement. The City Council must approve Professional Service contracts costing more
than $100,000, and authorize the Mayor to sign the contract.
Expertise, experience, including prior experience with the City, timeframe for completing
projects, and the value of a negotiated agreement will be considered when choosing a
consultant/firm to perform professional services.
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8.3.b
B. Architectural, Engineering and Land Surveyor Services (A/E)
1. Procurement of A/E services will be in accordance with Chapter 39.80 RCW. The statute
requires advance notice of the need for professional services (RCW 39.80.030), evaluation of
firms' qualifications and performance (RCW 39.80.040), and negotiation with firms in
accordance with adjudged qualifications (RCW 39.80.050). A/E purchases will be coordinated
through the Public Works Department to ensure compliance with State statutes.
2. The department director (or designee) are designated authority to approve advertising
Requests for Qualifications (RFQ's) for A/E services when the estimated consultant contract
fee is $50,000 or less and to approve proceeding with procurement of A/E services using the
A/E Consultant Roster, provided funds have been budgeted by Council.
3. The department director and the Mayor (or their designees) must approve consultant
contracts when the estimated consultant contract fee is greater than $50,000, but less than
$100,000, provided funds have been budgeted. The Mayor is authorized to sign the contract.
4. Per Resolution 1155 the City utilizes the A/E consultant roster maintained by Municipal
Research and Services Center (MRSC).
5. Selection of an A/E consultant from the consultant roster may be made if the estimated
consultant fee is $100,000 or less.
All projects with an estimated A/E consultant fee of $100,000 or greater, and projects that are
sufficiently complex/unique will require a focused public solicitation advertised as a Request
for Qualification (RFQ's) to ensure the A/E consultant has the necessary expertise. If the
project is not listed in the City's current City Council Approved budget or CIP, a summary of
the RFQ and project details must be put on the City Council agenda for approval prior to
advertising the RFQ. The City Council must approve A/E Professional Service contracts
costing more than $100,000, and authorize the Mayor to sign the contract.
A selection panel, with a minimum of three employees, shall be used to select an A/E
consultant when the estimated consultant fee exceeds $100,000. A selection panel is
optional when the A/E consultant fee is estimated to be less than $100,000.
Purchase of A/E services require completion of a City professional service contract that
describes services to be performed and purchase price.
Grant Agreements and Grant Reimbursement Documents
The Mayor shall be authorized to execute grant agreements for capital projects where the City Council
previously authorized the project in the current Capital Improvement Program and, for growth -related
projects, where the scope of the project is substantially consistent with the project description in the
Capital Facilities Plan.
Once a grant agreement has been properly executed as provided above, the director of the department
overseeing the capital project may execute documents necessary to implement the grant agreement,
including documents necessary for the city to be reimbursed by the granting agency.
The Federal Highway Administration, through the State, sometimes authorizes Federal transportation
funding to the City of Edmonds for transportation projects. The Code of Federal Regulations, 2 CFR
200.415(a) has been revised to ensure that final fiscal reports or vouchers requesting payment under
Federal agreements must include the following certification, which, under the this policy, may be signed
by the Mayor, Director, or City Engineer, who are hereby authorized to legally bind the City for the sole
purpose of requesting reimbursement for Federally funded transportation project to terms that are
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consistent with the applicable grant agreement.
"By signing this report, I certify to the best of my knowledge and belief that the report is true, complete
and accurate, and the expenditures, disbursements and cash receipts are for the purposes and objectives
set forth in the terms and conditions of the Federal award. I am aware that any false, fictitious, or
fraudulent information, or the omission of any material fact, may subject me to criminal, civil or
administrative penalties for fraud, false statements, false claims or otherwise. (U.S. Code Title 18, Section
1001 and Title 31, Sections 3729-3730 and 3801-3812)."
Procurement of Public Works
RCW 39.04.010 defines public works to include all work, construction, alteration, repair or improvement
other than ordinary maintenance, executed at the cost of the City. (Most public works projects are multiple
craft, defined as more than one type of work being executed.)
1. City employees may be used to perform public works projects until the accumulated costs of public
works projects performed by them during a budget cycle meets ten percent of the City's public works
construction budget; PROVIDED that, for any public works project costing more than sixty-five thousand
dollars, if multiple crafts or trades are involved, or forty thousand dollars, if only a single craft or trade is
involved, must be bid competitively. See Bidding Requirements below.
2. Starting in January 1, 2010, the bid limits above will be sixty five thousand dollars and forty
thousand dollars, respectively.
3. Once the accumulated cost of public works project performed by City employees during a budget
cycle meets or exceeds ten percent of the City's public works construction budget, all other public works
projects must be bid competitively, regardless of estimated costs. See Bidding Requirement below.
4. Public works projects are governed by prevailing wage requirements, regardless of contract
amount.
5. Except as noted below for Small Works Roster or limited public works, a bid bond of five percent
will be required on all public works bids, and a performance bond (or retainage for public works contracts
of thirty five thousand dollars or less) will also be required pursuant to Chapter 39.08 RCW on public
works contracts.
Bidding Requirements
The competitive bid process is generally (although not exclusively) used for public works projects.
Dollar -value ranges indicated pertain to each purchase (including tax, freight, handling and set up costs, if
applicable). Purchases cannot be broken into multiple purchases to avoid compliance with State statutes
or City policies and procedures. Negotiations on bids are not permitted.
Bid Procedures
1. Authorization for Bids
Authorization to call for bids will be approved by the department director (or designee) for public
works projects estimated at less than $50,000; and by the department director and the Mayor (or their
designees) for a public works project costing more than $50,000. If the project is not included in the
current City Council Approved budget or CIP, the City Council must authorize the call for bids for a
project estimated at $100,000 or more.
2. Publication of Notice
After proper authorization, the requesting department director (or designee) will publish the
advertisement for Bids reasonably in advance of the bid submittal deadline in the official newspaper
or a newspaper of general circulation most likely to bring responsive bids.
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3. Notice Contents
Notice (or advertisement) for bids should contain definite specifications and procedures for bidders to
use to estimate their bids. A bid notice for public work should include:
- project title,
- nature and scope of work or goods sought,
- where contract documents (plans and specifications) can be reviewed or obtained,
- cost, if any, to obtain a set of contract documents,
- place, date, and time that bids are due,
- place, date, and time that bids will be opened (if different from above),
- materials and equipment to be furnished by the City, if any,
- statement that a bid bond must accompany the bid for public works projects, and a
- statement that the City retains the right to reject any and all bids and to waive minor
irregularities in the bidding process.
In addition, the City may provide evaluation criteria; minimum qualification expectations; date, time,
and location of pre -bid conference (if applicable); and name, address, and telephone number of the
project contact to assist bidders in preparing responsive submittals.
4. Bid Opening
Bids are submitted to the City Clerk's Office, where they are time and date stamped and processed.
No bids will be opened prior to the predetermined date and time.
5. Report on Bids
The requesting department director will report on all bids received with a recommendation on the
lowest responsible bidder, if any, or to reject all bids.
6. Bid Award
Unless all bids are rejected, a winning bid must be awarded to the lowest responsible bidder by the
department director (or designee) for a public works project costing less than $50,000; and by the
department director and the Mayor (or their designees) for a public works project costing more than
$50,000 but less than $100,000. The City Council must award bids which exceed $100,000. The
City may choose to reject all bids for any reason.
The following shall apply to bid solicitations:
• Selection of a winning offer is based primarily on low bid, after factoring whenever possible such
costs as maintenance and operations over the expected period of use. Consideration, however,
may also be given for the following:
• Ability, capacity, expertise and skill of the bidder to perform the contract.
• Character, integrity, reputation, judgment, experience, and efficiency of bidder.
• Ability to perform within time specified.
• Quality of performance of previous contract(s).
• Other information having a bearing on the decision to award the contract.
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• Minimum qualifications must be provided to ensure respondents are reasonably qualified.
Minimum qualification requirement should be compared against the marketplace to ensure they
are not overly restrictive.
• To ensure consistency and fair process, the City will use standard forms, documents, contracts,
and terms and conditions, when practical. The Public Works & Finance Departments will maintain
templates for bid -related documents for use by departments. The City may use an evaluation
selection committee to promote an open and proper selection. The requesting department
director will appoint committee members to act in an advisory capacity.
• When practical, the City will conduct a pre -bid conference to allow a thorough discussion of the
City's expectations, intent, scope, specifications, and terms. Interested companies should be
encouraged to attend.
• Every bidder for a public works contract that is expected to cost one million dollars or more must
submit as part of the bid, or within one hour after the published bid submittal time, the names of
the subcontractors with whom the bidder, if awarded the contract, will subcontract for
performance of the work of: HVAC (heating, ventilation, and air conditioning); plumbing as
described in chapter 18.106 RCW; and electrical as described in chapter 19.28 RCW, or to name
itself for the work. The bidder shall not list more than one subcontractor for each category of work
identified, unless subcontractors vary with bid alternates, in which case the prime contract bidder
must indicate which subcontractor will be used for which alternate. Failure of bidder to submit as
part of the bid the names of such subcontractors or to name itself to perform such work or the
naming of two or more subcontractors to perform the same work shall render the bid
nonresponsive and, therefore, void.
• If no responsive bid is received on the first call the City may re -advertise and make a second call,
or without any further call, it may enter into a negotiated contract, purchase the supplies, material
or equipment or perform the work or improvement using its own employees.
Apprentice Requirements
A. Definitions.
1. "Apprentice" means an apprentice enrolled in a state -approved apprenticeship training
program.
2. "Contractor" means a person, corporation, partnership, limited liability company, or
joint venture entering into a contract with the City to construct a public work.
3. "Labor hours" refers to the total number of hours worked by workers receiving an
hourly wage who are directly employed on the site of the public work and who are subject
to state or federal prevailing wage requirements. "Labor hours" shall also include hours
worked by workers employed by subcontractors on the site of the public work, and shall
include additional hours worked as a result of a contract or project adjustment or
pursuant to an agreed -upon change order.
4. "Estimated cost" means the anticipated cost of a public work, as determined by the
City, based upon the expected costs of materials, supplies, equipment, and labor, but
excluding taxes and contingency funds.
5. "Public work" refers to all City funded construction projects that constitute a public
work pursuant to RCW 39.04.010 as now or hereafter amended and estimated to cost
$1,000,000 or more.
6. "State -approved apprenticeship training program" means an apprenticeship program
approved or recognized by the Washington State Apprenticeship and Training Council.
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7. "Subcontractor" means a person, corporation, partnership, limited liability company, or
joint venture that has contracted with the contractor to perform all or part of the work to
construct a public work by a contractor.
B. Apprentice utilization.
Apprentices shall be utilized for the construction of public works by contractors and
subcontractors in accordance with this section.
1. Apprenticeship utilization program goal. For public works contracts with an estimated
cost of One Million Dollars $1,000,000) or more, the Director of Public Works, or his
designee, is authorized to require that up to ten percent (10%) of the contract labor
hours, including contractor and subcontractor hours, be performed by apprentices.
2. Contract requirements. Contract documents for such public works construction
projects shall include provisions detailing the apprentice labor requirements.
3. Monitoring. The City will include an Apprenticeship Utilization Form for contractors to
complete when submitting their bid documents, which identifies the intended usage of
apprentices by the contractor and any subcontractors. This document will require the
identification of individual apprentices by name and Washington State apprenticeship
registration number, an estimate of the total apprentice labor hours, and the identification
of apprentice hours to be worked by minorities, women, persons with disabilities and
disadvantaged youth. This provision is not intended and shall not be used to discriminate
against any applicant for training. In addition, the City will require the submittal of an
Apprenticeship Verification Form by the contractor at the conclusion of the public works
project that will identify the actual work performed by apprentices for the contractor and
subcontractors.
4. Failure to meet utilization goal. Failure by a contractor to comply with established
apprenticeship requirements, unless otherwise adjusted or waived in writing as set forth
below, shall be deemed a breach of contract for which the City shall be entitled to all
remedies allowed by law under the contract. Failure to comply with the apprenticeship
requirements may also be considered evidence bearing on a contractor's qualification for
award of future contracts with the City.
5. Adjustment and waiver. The Director of Public Works, or his designee, may adjust or
waive the requirements of this section for a specific project at any time for the following
reasons:
(a) The demonstrated lack of availability of apprentices in specific
geographic areas;
(b) A disproportionately high ratio of material costs to labor hours, which
does not make feasible the required minimum levels of apprentice
participation;
(c) The reasonable and necessary requirements of the contract render
apprentice utilization infeasible at the required levels;
(d) In order to meet the requirement, the contractor will be forced to
displace members of its workforce;
(e) The participating contractor has demonstrated a good faith effort to
comply with the requirements of this section; and/or
Other criteria deemed appropriate that are not inconsistent with the purpose and goals of this section
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Responsible Bidder Criteria
A. Mandatory responsible bidder criteria.
1. The bidder responsibility criteria set forth in this section shall be used by the Public
Works Department to establish the minimum requirements for all contractors and
subcontractors bidding on City contracts for public work (as those terms are defined in
RCW 39.04.010). The bid documents shall set forth the documentation to be submitted by
bidders to demonstrate their compliance with the mandatory responsible bidder criteria.
2. To be considered a responsible bidder and qualified to be awarded a City contract for
public work, the bidder must:
(a) At the time of bid submittal, have a certificate of registration in
compliance with chapter 18.27 RCW (contractor registration);
(b) Have a current state unified business identifier (UBI) number;
(c) If applicable, have:
(i) industrial insurance coverage for the bidder's employees
working in Washington as required in Title 51 RCW;
(ii) a state employment security department number as required
in Title 50 RCW; and
(iii) a state excise tax registration number as required in Title 82
RCW;
(d) Not be disqualified from bidding on any public works contract under
RCW 39.06.010 or RCW 39.12.065(3); and
(e) Until December 31, 2013, not have violated RCW 39.04.370 more than
one time as determined by the State Department of Labor and Industries.
3. A bidder must verify mandatory responsibility criteria for each first tier subcontractor,
and a subcontractor of any tier that hires other subcontractors must verify mandatory
responsibility criteria for each of its subcontractors. Verification shall include that each
subcontractor, at the time of subcontract execution, meets the responsibility criteria listed
in RCW 39.04.350(1) and ECC 18.00.060 and possesses an electrical contractor license,
if required by chapter 19.28 RCW, or an elevator contractor license, if required by chapter
70.87 RCW. This verification requirement, as well as the mandatory responsibility criteria,
must be included in every public works contract and subcontract of every tier.
B. Supplemental responsible bidder criteria.
1. In addition to the mandatory bidder responsibility criteria set forth in ECC 18.00.060
(A), the Public Works Department may adopt in connection with a particular project
relevant supplemental bidder responsibility criteria which the bidder must meet. Those
supplemental criteria, including the basis for evaluation and the deadlines for requesting
modification of the supplemental bidder responsibility criteria and for appealing a
determination that a low bidder is not responsible under the supplemental bidder
responsibility criteria, shall be provided in the invitation to bid or bidding documents.
2. As relevant to a particular project, supplemental bidder responsibility criteria may be
included to require that:
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(a) The bidder shall not owe delinquent taxes to the Washington State
Department of Revenue without a payment plan approved by the Department
of Revenue;
(b) The bidder shall not currently be debarred or suspended by the federal
government;
(c) The bidder shall have complied with minority and women's business
enterprises, disadvantaged business enterprises, or other similar utilization
requirements or goals on federally -funded public works projects with such
requirements completed by the bidder within three years of the bid submittal
date, unless there are extenuating circumstances acceptable to the City;
(d) The bidder shall not be listed as an ineligible contractor on the federal GSA
Excluded Parties List System set forth by 31 U.S.0 § 6101 and Executive
Order 13496;
(e) If bidding on a public works project subject to the apprenticeship utilization
requirements in ECC 18.00.050, the bidder:
(i) shall not have been found out of compliance with apprenticeship
requirements of ECC 18.00.050 unless otherwise excepted or waived in
writing by the Mayor or the Mayor's designee pursuant to that section for
a one-year period immediately preceding the date of the bid submittal
deadline; and
(ii) shall have complied with apprenticeship utilization goals on public works
projects having such requirements that were completed by the bidder
within a three-year period immediately preceding the date of the bid
submittal deadline, unless there are extenuating circumstances
acceptable to the City;
(f) The bidder shall not have been convicted of a crime involving bidding on a
public works contract within five years from the bid submittal deadline;
(g) The bidder's standard subcontract form shall include the subcontractor
responsibility language required by RCW 39.06.020, and the bidder shall
have an established procedure which it utilizes to validate the responsibility
of each of its subcontractors. The bidder's subcontract form shall also include
a requirement that each of its subcontractors shall have and document a
similar procedure to determine whether the sub -tier subcontractors with
which it contracts are also "responsible" subcontractors as defined by RCW
39.06.020;
(h) The bidder shall not have a record of excessive claims filed against the
retainage or payment bonds for public works projects during the previous
three years that demonstrate a lack of effective management by the bidder of
making timely and appropriate payments to its subcontractors, suppliers, and
workers, unless there are extenuating circumstances acceptable to the City;
(i) The bidder shall have successfully completed projects of a similar size and
scope as required by the contract documents for the project. In evaluating
whether projects were successfully completed, the City may check owner
references for previous projects and evaluate the owner's assessment of
bidder performance, including but not limited to quality control, safety record,
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8.3.b
timeliness of performance, use of skilled personnel, management of
subcontractors, availability of and use of appropriate equipment, compliance
with contract documents, and management of submittals process, change
orders and close-out;
Q) The bidder shall not have had any public works contract terminated for cause
by a government agency during the five year period immediately preceding
the bid submittal deadline for the project, unless there are extenuating
circumstances acceptable to the City;
(k) The bidder shall not have judgments entered by a court of law against the
bidder within five years of the bid submittal date that demonstrate a pattern of
failing to meet the terms of contracts, unless there are extenuating
circumstances acceptable to the City; and
(1) The bidder shall not have a documented pattern of prevailing wage
complaints filed against it within five years of the bid submittal date that
demonstrates a failure to pay workers prevailing wages, unless there are
extenuating circumstances acceptable to the City.
3. Supplemental bidder responsibility criteria may include any other criteria determined
by the City to be relevant to the particular project being bid, including but not limited to
the ability, capacity and skill of the bidder to perform, the experience and efficiency of the
bidder, the financial situation of the bidder, and the performance of the bidder on previous
contracts or services.
4. In a timely manner before the bid submittal deadline, a potential bidder may request
that the City modify the supplemental bidder responsibility criteria. The City must
evaluate the information submitted by the potential bidder and respond before the bid
submittal deadline. If the evaluation results in a change of the criteria, the City must
publish an addendum to the bidding documents identifying the modified criteria.
5. If the bidder fails to supply information requested concerning responsibility within the
time and manner specified in the bid documents, the City may base its determination of
responsibility upon any available information related to the supplemental criteria or may
find the bidder not responsible.
6. If the City determines a bidder to be not responsible, the City must provide, in writing,
the reasons for the determination. The bidder may appeal the determination within the
time period specified in the bidding documents by presenting additional information to the
City. The City must consider the additional information before issuing its final
determination. If the final determination affirms that the bidder is not responsible, the City
may not execute a contract with any other bidder until two business days after the bidder
determined to be not responsible has received the final determination.
7. The invitation to bid or bidding documents shall specify the times, manner and means
of communications, deadlines and determinations required by this section.
Small Works Roster
The City of Edmonds has entered into an agreement with Municipal Research and Services Center,
whereas they will maintain the Small Works Roster.
Resolution 1155, passed November 5, 2007 established a small works roster process to award public
works contracts, and is incorporated below. The Mayor (or designee) is authorized to proceed with
procurement from the Rosters, provided funds have been budgeted by Council.
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8.3.b
Use of the Small Works Roster allows the City to preclude the advertisement requirements and sealed
bidding procedures of the formal competitive process. All other bidding procedures and requirements not
in conflict remain the same.
The following small works roster procedures are established for use by the City pursuant to RCW
39.04.155:
Cost. The City need not comply with formal sealed bidding procedures for the construction,
building, renovation, remodeling, alteration, repair, or improvement of real property where the
estimated cost does not exceed Three Hundred Thousand Dollars ($300,000.00), which includes
the costs of labor, material, equipment and sales and/or use taxes as applicable. Instead, the
City may use the small works roster procedures for public works projects as set forth herein. The
breaking of any project into units or accomplishing any projects by phases is prohibited if it is
done for the purpose of avoiding the maximum dollar amount of a contract that may be let using
the small works roster process.
2. Publication. At least once a year, on behalf of the City, MRSC shall publish in a newspaper of
general circulation within the jurisdiction a notice of the existence of the roster or rosters and
solicit the names of contractors for such roster or rosters. Responsible contractors shall be
added to appropriate MRSC roster or rosters at any time that they submit a written request and
necessary records. The City may require master contracts to be signed that become effective
when a specific award is made using a small works roster.
3. Telephone or Written Quotations. The City shall obtain telephone, written or electronic
quotations (in accordance with City of Edmonds Purchasing Policies and Procedures) for public
works contracts from contractors on the appropriate small works roster to assure that a
competitive price is established and to award contracts to a contractor who meets the mandatory
bidder responsibility criteria in RCW 39.04.350(1) and any pre -establish supplementary bidder
criteria under RCW 39.04.350(2).
a) A contract awarded from a small works roster need not be advertised. Invitations for
quotations shall include an estimate of the scope and nature of the work to be performed as
well as materials and equipment to be furnished. However, detailed plans and specifications
need not be included in the invitation.
b) Quotations may be invited from all appropriate contractors on the appropriate small works
roster. As an alternative, quotations may be invited from at least five contractors on the
appropriate small works roster who have indicated the capability of performing the kind of
work being contracted, in a manner that will equitably distribute the opportunity among the
contractors on the appropriate roster. "Equitably distribute" means that the City may not favor
certain contractors on the appropriate small works roster over other contractors on the
appropriate small works roster who perform similar services.
If the estimated cost of the work is from one hundred fifty thousand dollars ($150,000) to
three hundred thousand dollars ($300,000), and the City chooses to solicit bids from at least
five, but less than all the appropriate contractors on the appropriate small works roster, the
City must notify the remaining contractors on the appropriate small works roster that
quotations on the work are being sought. The City has the sole option of determining
whether this notice to the remaining contractors is made by:
(i) publishing notice in a legal newspaper in general circulation in the area where the work
is to be done;
(ii) mailing a notice to these contractors; or
(iii) sending a notice to these contractors by facsimile or email.
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c) At the time bids are solicited, the City representative shall not inform a contractor of the
terms or amount of any other contractor's bid for the same project;
d) A written record shall be made by the City representative of each contractor's bid on the
project and of any conditions imposed on the bid. Immediately after an award is made, the
bid quotations obtained shall be recorded, open to public inspection, and available by
telephone inquiry.
4. Limited Public Works Process. If a work, construction, alteration, repair, or improvement
project is estimated to cost less than thirty-five thousand dollars ($35,000), the City may award
such a contract using the limited public works process provided under RCW 39.04.155(3). For a
limited public works project, the City will solicit electronic or written quotations (note: no telephone
quotations permitted) from a minimum of three contractors from the appropriate small works
roster and shall award the contract to the lowest responsible bidder as defined under RCW
39.04.010. After an award is made, the quotations shall be open to public inspection and
available by electronic request.
For limited public works projects, the City may waive the payment and performance bond
requirements of chapter 39.08 RCW and the retainage requirements of chapter 60.28 RCW,
thereby assuming the liability for the contractor's nonpayment of laborers, mechanics,
subcontractors, materialmen, suppliers, and taxes imposed under Title 82 RCW that may be due
from the contractor for the limited public works project. However, the City shall have the right of
recovery against the contractor for any payments made on the contractor's behalf.
The City shall maintain a list of the contractors contacted and the contracts awarded during the
previous 24 months under the limited public works process, including the name of the contractor,
the contractor's registration number, the amount of the contract, a brief description of the type of
work performed, and the date the contract was awarded.
5. Determining Lowest Responsible Bidder. The contract must be awarded to the contractor
submitting the lowest responsible bid, or all bids must be rejected. If all bids are rejected, the City
may call for new bids. A responsible bidder shall be a registered and/or licensed contractor who
meets the mandatory bidder responsibility criteria established by RCW 39.04.350 and any
supplementary criteria pre -established by the City.
6. Award. For contracts of $100,000 or more, the Mayor or his designee shall present all
quotations/bids and recommendation for award of the contract to the lowest responsible bidder to
the City Council for approval. For public works project contracts of less than $100,000, the Mayor
or his designee shall have the authority to award public works contracts.
7. Bond and Other Requirements. Vendors/contractors selected off the Small Works Roster are
not relieved from observing applicable legal requirements such as Bid Bond, Performance Bond,
Retainage Requirements, Prevailing Wage, Labor and Material Bonding, etc. The City may waive
bid bond for any solicitation using the Small Works Roster process, and/or performance bond for
any contract awarded using the limited public works process.
Change Orders on Public Works Construction Contracts
Approval of change orders on Public Works Construction Contracts shall be in accordance with the
following requirements:
1. City Council members shall be notified by e-mail of any change order in excess of $50,000.
2. City Council approval shall be required for:
a) any change order in excess of $100,000
b) any change order which puts the total of change orders on a project over the designated
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management reserve.
c) If City Council approval is required for a change order, but circumstances require a
speedier approval, the Mayor is authorized to approve the required work provided that
the change order and a written statement of the special circumstances requiring speedier
approval is placed on the next City Council agenda for review.
Reimbursement of Expenses
Travel and Meetina Expenses
Travel or training requires the requesting department director's prior approval. Expenses incurred on
authorized travel will be reimbursed as submitted on the required, itemized, Claim for Expenses form.
Receipts must be submitted with the claim form for all expenses except meals.
To qualify for reimbursement, submitted expenses must be within 30 days of incurrence, reasonable and
prudent under the circumstances, and directly relate to the conduct of City business or service.
Reimbursement for personal expenses is prohibited. Travel mileage by private vehicle is reimbursed at
the City's established rate, which is the current IRS rate.
Other Issues
Interlocal Aareements
Solicitation of bids/quotations is not required when purchases of materials, supplies, or equipment are
made under State standard contracts or similar contracts executed by and through other local
governments. The City Council must approve an interlocal agreement with the local government or State
agency after confirming that the other government or agency has complied or intends to comply with its
own statutory requirements and either (i) posted the bid or solicitation notice on a web site established
and maintained by a public agency, purchasing cooperative, or similar service provider, for purposes of
posting public notice of bid or proposal solicitations, or (ii) provided an access link on the state's web
portal to the notice.
Neither solicitation of bids/quotations nor interlocal agreement is required when purchasing materials,
supplies, or equipment from or through the United States of America or any agency thereof (RCW
39.32.070).
All internal procurement approval requirements must be observed and the process must comply with
state statutory requirements.
Sole Source Procurement
If, after conducting a good faith review of available resources, the requesting department director
determines that there is only one source of the required materials, supplies, equipment or service
(including public works), a purchase may be awarded without complying with established bid
requirements.
The requesting department will submit a written request for sole source procurement with negotiated
contract price, terms, conditions and delivery for approval. The vendor must certify that the City is getting
the lowest price offered as compared to similarly situated clients, terms and conditions. Department
directors can approve Sole Source purchases up to $50,000, the department director and the Mayor can
approve sole source purchases costing more than $50,000 but less than $100,000. Council must
approve sole source purchases costing more than $100,000. Immediately after the award of any sole
source purchase, the factual basis for awarding the same must be recorded and open to public
inspection.
City of Edmonds Purchasing Policy April 2017 Page 14 of 19
Packet Pg. 414
8.3.b
Special Market Conditions
The City may waive established bidding requirements if an opportunity arises to purchase favorably -
priced supplies, materials or equipment unrelated to public works projects that will be sold before the City
can conduct the bid process. The City may waive established bidding requirements and acquire any
supplies, materials, and equipment through an auction if the items can be purchased at a competitive
price.
Waiver will be authorized by the Mayor (or designee). Immediately after the award of any special market
conditions contract, the contract and the factual basis for awarding the same must be recorded and open
to public inspection.
Emergencies
In case of unforeseen circumstances beyond the control of the City that present a real and immediate
threat to the City's ability to properly perform essential functions, or to City property or the safety of
citizens and/or staff, the Mayor (or designee) can waive bid requirements to purchase supplies, materials,
equipment or services to stabilize the emergency condition. Purchases must be properly documented as
an emergency as soon as possible following the event.
Within two weeks of confirming the emergency existed, the City Council will adopt a resolution certifying
the emergency situation existed.
Record Retention Requirements
The City must maintain records sufficient to detail the history of procurement. These records will include,
but are not necessarily limited to the following: rationale for the method of procurement, selection of
contract type, contractor selection or rejection, and the basis for the contract price. All quote/bid
documents must be retained as indicated in the State of Washington Retention Schedule and be
available for public inspection.
State Minimum Bidding Requirements
On a case by case basis, the City Council may waive any requirement contained in the City's purchasing
policies and procedures as long as the result complies with applicable state laws.
Conflicts of Interest
The City will not accept donations of materials or services in return for a commitment to continue or
initiate a purchasing agreement. No employee will participate in a procurement when they are aware of a
conflict of interest, or accept gifts or gratuities from existing or potential vendors in return for a
commitment to continue or initiate a purchasing relationship. See also RCW 42.23.030 and Chapter 3.70
ECC.
The City maintains the following standards of conduct covering conflicts of interest and governing the
performance of its employees engaged in the selection, award and administration of contracts. No
employee or elected official of the City can participate in the selection, award, or administration of a
contract supported by a Federal award if he or she has a real or apparent conflict of interest. Such a
conflict of interest would arise when the employee or elected official, any member of his or her immediate
family, his or her partner, or an organization which employs or is about to employ any of the parties
indicated herein, has a financial or other interest in or a tangible personal benefit from a firm considered
for a contract. The employees and elected officials of the City must neither solicit nor accept gratuities,
favors, or anything of monetary value from contractors or parties to subcontracts. However, in accordance
with Section 10.14 of the City Personnel Policy, this requirement is waived if the benefit received is not
substantial or is of nominal value. These standards of conduct provide for disciplinary actions to be
applied for violations of such standards by employees or elected officials of the City.
City of Edmonds Purchasing Policy April 2017 Page 15 of 19
Packet Pg. 415
8.3.b
Employees participating in the selection, award, or administration of a contract supported by a Federal
Award must complete and sign a Conflict of Interest Disclosure Form, below in Exhibit 1.
Forms and Templates
Purchasing forms and templates may be obtained from the public directory.
Recyclables
Every effort will be made to use products made from recycled materials if such products are available, of
acceptable quality, and generally priced the same as similar, non -recycled products (Resolution 766).
Surplus Items
The City may acquire property from another governmental entity on mutually agreeable terms without
soliciting bids/quotations.
Store -Issued Charge Cards
It is sometimes necessary to use store -issued charge cards. The Department Managers will request prior
approval from the Finance Director or designee before establishing account.
Purchase Cards
Purchase cards can be issued with the approval of the Finance Director. They are to be used solely for
City -authorized business purposes. See Credit Card Policy.
Quick Checks
Quick checks may be issued to avoid incurring penalties, interest, or late charges. Submit requests for
quick checks to the Finance Department. Quick checks will be approved by the Finance Director or
designee.
Departments should avoid requests for quick checks by informing vendors of invoice deadlines and
payment schedules.
Early Release
Any checks requiring an early release must be approved by the Finance Director or designee.
Departments should avoid requests for early release by informing vendors of invoice deadlines and
payment schedules.
Petty Cash
Petty cash funds cover minor disbursements. Employees may be reimbursed from petty cash funds for
authorized purchases that total less than the established, petty -cash limit.
Budget Adjustments
Department directors (or designees) must ensure that purchases are initiated only when departmental
appropriations are sufficient to cover the anticipated cost. Expenditures that exceed departmental
appropriations require the Mayor's approval via the Budget Adjustment Request Form.
City of Edmonds Purchasing Policy April 2017 Page 16 of 19
Packet Pg. 416
8.3.b
Exclusive Contract Aareements
The City may enter into an exclusive contract with a vendor in order to ensure the lowest prices on goods
and/or services unrelated to architecture, engineering, land survey or public works requiring competitive
bidding. All departments must use exclusive vendor unless special circumstances such as emergencies,
vendor does not carry exact product, etc.
Expenditures of Direct or Indirect Federal Financial Assistance
Prior to contracting for goods or services which will be paid for with either direct or indirect Federal
financial assistance, where vendors have not signed a self certification, vendors must be checked against
the Excluded Parties List System to assure they have not been suspended/debarred and are prohibited
from receiving federal funds (http://www.epls.gov/). Documentation of verification must be retained and
available for audit. See related Grant and Intergovernmental Loan Policy.
Safeguard Personally Identifiable Information
The City shall take reasonable measures to safeguard protected, personally identifiable information and
other information the Federal awarding agency or pass -through entity designates as sensitive or the non -
Federal entity considers sensitive consistent with applicable Federal, state, local and tribal laws regarding
privacy and obligations of confidentiality.
Finance Committee
The Finance Committee, composed of two Council members and the Finance Director, will review and
update the City of Edmonds' purchasing and accounts payable policies and procedures, as necessary.
City of Edmonds Purchasing Policy April 2017 Page 17 of 19
Packet Pg. 417
8.3.b
EXHIBIT 1
City of Edmonds, WA
CONFLICT OF INTEREST DISCLOSURE FORM
FOR CITY COUNCIL MEMBERS, MAYOR, DIRECTORS, and STAFF
Name (please print)
Date Position
It is the policy of the City of Edmonds to address how issues of actual, potential and perceived conflicts of
interest involving elected officials, directors, and employees of the City should be identified, disclosed and
managed. This form is designed to identify and disclose known conflicts in an effort to properly manage them.
I have read the City of Edmonds's Conflict of Interest policy and understand that as an
employee/Elected Official of the City of Edmonds it is my obligation to act in a manner which promotes the
best interests of the City and to avoid conflicts of interest when making decisions and taking actions on
behalf of the City of Edmonds.
My answers to this disclosure form are correctly stated to the best of my knowledge and belief.
Should a possible conflict of interest arise in my responsibilities to the City of Edmonds, I recognize that
have the obligation to notify, based on my position, the appropriate designated individual (Director, Mayor,
City Council member), and to abstain from any participation in the matter until the City of Edmonds can
determine whether a conflict exists and how that conflict shall be resolved. If any relevant changes occur
in my affiliations, duties, or financial circumstances, I recognize that I have a continuing obligation to file
an amended "Conflict of Interest Disclosure Form" with the appropriate designated department.
I understand that the information on this form is solely for use by the City of Edmonds and is
considered confidential information. Release to external parties will be only when required by law.
Signature Date
Please complete the following questions, and submit this form to the Human Resources Director of the
City of Edmonds.
1. Are you or a member of your immediate family an officer, director, trustee, partner (general or limited),
employee or regularly retained consultant of any company, firm or organization that presently has business
dealings with the City of Edmonds or which might reasonably be expected to have business dealings with the
City of Edmonds in the coming year?
Yes No
If yes, please list the name of the company, firm or organization, the position held, and the nature of the
business which is currently being conducted with the City of Edmonds or which may reasonably be expected to
be conducted with the City of Edmonds in the coming year:
2. Do you or does any member of your immediate family have a financial interest, direct or indirect, in a
company, firm or organization which currently has business dealings with the City of Edmonds or which may
reasonably be expected to have such business dealings with the City of Edmonds in the coming year?
Yes No
If yes, please list the name of the company, firm or organization, the nature of the interest and the name of the
person holding the interest, and the nature of the business which is currently being conducted with the City of
Edmonds or which may reasonably be expected to be conducted with the City of Edmonds in the coming year:
City of Edmonds Purchasing Policy April 2017 Page 19 of 19
Packet Pg. 418
8.3.b
EXHIBIT 1
3. Do you or does any member of your immediate family have a financial or personal interest in an entity in
which the City of Edmonds has a financial or other vested interest.
Yes No
If yes, please provide details below:
4. Have you or an immediate family member accepted gifts, gratuities, lodging, dining, or entertainment
that might reasonably appear to influence your judgment or actions concerning the business of the City of
Edmonds?
Yes No
If yes, please provide details below:
5. Do you have any other interest or role in a firm or organization, where that interest or relationship might
reasonably be expected to create an impression or suspicion among the public having knowledge of your acts
that you engaged in conduct in violation of your trust as a trustee, officer, Director or staff member?
Yes No
If yes, please provide details below:
Please add additional pages as needed.
If any material changes to the responses provided on this disclosure form occur, the trustee, officer or employee
is required to update the information on this form in writing, and submit the update to the City of Edmonds
Human Resources Director.
Form reviewed by:
Remedial Action(s) to be taken:
The City of Edmonds will follow-up on all recommended actions to ensure compliance.
City of Edmonds Purchasing Policy April 2017 Page 19 of 19
Packet Pg. 419
Apprentice History 2012-2016
8.3.c
Apprentice
Yr of
Contract Amount
Apprentice Goal
Goal Met
Award
Projects
Grants
PM
(Award)
Contractor
Required (Yes/No)
(Yes/No)
Actual %
Comments
Already had apprentice on payroll
2012
2012 Waterline Replacement
Ed
$ 652,000
D&G Backhoe
Yes
Yes
18.9%
prior to contract - existing Union sl
2012
Talbot Drainage Impr
Jaime
$ 317,179
Kamins
Yes
No
0.0%
2012
19 Sewer Lift Stations Rehab
Jaime
$ 3,862,240
Razz Construction
Yes
No
7.0%
Estimate for actual goal.
One apprentice on payroll from 20
2013
2013 Waterline Replacement
ED
$ 1,300,000
D&G Backhoe
Yes
No
10.3%
H2O project had graduated
Sewerline Replacement Phase 1 (2012
2013
Sewer Project)
ED
$ 1,230,000
Shoreline Construction
Yes
Yes
19.7%
Existing Union Shop
Project concurrent with Phase I Se,
Sewerline Replacement Phase 2 (2013
See Phase
Project; not enough apprentices tc
2014
ISewer Project)
ED
$ 1,780,000
Shoreline Construction
Yes
No
I Sewer
around
Waiver - contractor will be forced 1
displace members of its own
2014
2014 Waterline Replacement
Henry
$ 1,474,497
Earthwork Enterprises
Yes
No
0.0%
workforce
Waiver - contractor will be forced 1
displace members of its own
2014
Citywide Stormwater Improvements
Henry
$ 337,759
D & G Backhoe
Yes
No
0.0%
workforce
Contractor's apprentice left during
the job prompting contractor to se
and receive - good faith effort
2015
2015 Waterline Replacement
Ryan
$ 2,195,457
D&G Backhoe
Yes
Y/N
9.0%
exemption during construction
Waiver - contractor will be forced 1
displace members of its own
2015
2015 Sewerline Replacement
Henry
$ 1,090,411
Buno Construction
Yes
No
10.6%
workforce
Waiver - contractor will be forced 1
displace members of its own
2015
City Spray Park
X
Henry
$ 728,920
Wyser Construction
Yes
No
12.4%
workforce
Company family member is one of
2016
SW Edmonds 105th/106th
Ed
$ 492,000
Rodarte Construction
Yes
Yes
16.3%
apprentices.
Firm has stated they do not emplo
2016
2016 CIPP
Ed
$ 1,030,000
Insituform Technologies
Yes
No
apprentices.
2016
2016 Sewerline Replacement
Jaime
Karvel Construction
Yes
TBD
TBD
Project still active
2016
2016 Waterline Replacement
Henry
$ 1,147,402
D & G Backhoe
Yes
Yes
23.3%
2016
Fishing Pier
X
I Henry
$ 1,004,318
Razz Construction
Yes
Yes
16.7%
0
00
m
0
N
N
0
N
O
Ar
2
2
d
U
r—
(1)
L
EI
a
Packet Pg. 420
8.4
City Council Agenda Item
Meeting Date: 04/18/2017
Report on construction bids received for the 2017 Sewer Line Replacement Project (10 minutes)
Staff Lead: Rob English
Department: Engineering
Preparer: Megan Luttrell
Background/History
None.
Staff Recommendation
Staff will provide a recommendation at the City Council meeting.
Narrative
The project was advertised for construction bids in early April and the bid opening is scheduled for April
18, 2017. Staff will provide the bid results and project budget at the Council meeting.
Packet Pg. 421
8.5
City Council Agenda Item
Meeting Date: 04/18/2017
Wastewater Treatment, Disposal and Transport Contract Extension (10 min.)
Staff Lead: Phil Williams
Department: Public Works & Utilities
Preparer: Pamela Randolph
Background/History
This item has not been before City Council.
Staff Recommendation
Staff recommend that the City Council approve the Wastewater Treatment, Disposal and Transport
Contract Extension. The length of the contract term, the vital importance of services involved, and the
size of financial commitments of the contract suggest this item should be placed on the regular Council
agenda calendar for April 18th
Narrative
In 1988 the City of Edmonds entered into an agreement with Olympic View Water and Sewer District,
Ronald Sewer District and the City of Mountlake Terrace to upgrade the WWTP to Secondary Treatment.
The agreement focused on financing and building the new plant. It also determined the ownership
interest of each Partner and their capital contribution rate. It also defines a process to ensure Partners
pay their share of operating expenses based on their annual measured flows to the facility. In addition
the contract defines the role and responsibility of the Oversight Committee which is composed of 1
member from each Partner organization. The agreement will expires in May, 2018 and will need to be
replaced with an updated version or extended under the existing terms before that date.
The Oversight Committee has worked diligently over the past few years to develop new contract
language that addresses a variety issues that have changed during the last 29 years. These include new
regulatory requirements, improved pre-treatment processes, holding each Partner responsible for their
own conveyance system upgrades and repairs, and clarification of some past ambiguities within the
contract. As the Oversight Committee entered into the final stages of contract review and re -drafting
concerns arose regarding the City of Shoreline's assumption of Ronald Sewer District and their intention
to take over the Pt. Wells area (currently within the service area of Olympic View Water and Sewer
District). These issues have brought the parties to an impasse on the re -negotiation of the existing
contract. A general agreement has been reached, however, to extend the existing contract for two
additional years to allow continued discussion and/or continued legal action to further clarify a path
forward.
Staff is recommending the City sign a 2-year contract extension to provide this additional time. By then,
if the courts have not already decided the issues being litigated we would at least be able to deal
directly with Shoreline rather than indirectly dealing with Shoreline through Ronald's board of directors
Packet Pg. 422
8.5
and General Manager.
Attachments:
Addend um-COE+COM+Oly View WS+Ronald W PSA
Packet Pg. 423
ADDENDUM FOR PROFESSIONAL SERVICES AGREEMENT
8.5.a
Wastewater Treatment, Disposal and Transport
WHEREAS, the City of Mountlake Terrace, Olympic View Water and Sewer District, and
Ronald Sewer District (the "Participants") and the City of Edmonds (the "City"), (collectively
the "Parties"), all municipal corporations of the State of Washington, entered into an underlying
Agreement for wastewater treatment, disposal and transport, for a term of thirty (30) years, from
May 17, 1988 to May 17, 2018; and
WHEREAS, the City has requested that the term set forth in the underlying Agreement be
extended two (2) years to allow time for issues between the Parties to be resolved ;
NOW, THEREFORE, in consideration of the mutual benefits accruing, it is agreed by and
among the Parties hereto as follows:
1. The underlying Agreement of May 17, 1988 among the Parties, incorporated by
this reference as fully as if herein set forth, is amended in, but only in, the following respects:
1.1 Term of Agreement: To extend this Agreement to May 17, 2020.
2. In all other respects, the underlying Agreement among the Parties shall remain in
full force and effect, amended as set forth herein, but only as set forth herein.
DATED this day of 52017.
CITY OF EDMONDS CITY OF MOUNTLAKE TERRACE
David O. Earling, Mayor
ATTEST/AUTHENTICATED:
Scott Passey, City Clerk
APPROVED AS TO FORM:
Office of the City Attorney
By:
Title:
ATTEST/AUTHENTICATED:
By:
Title:
APPROVED AS TO FORM:
By:
Title:
Page 1 of 2
Packet Pg. 424
ADDENDUM FOR PROFESSIONAL SERVICES AGREEMENT
8.5.a
Wastewater Treatment, Disposal and Transport
OLYMPIC VIEW WATER AND RONALD SEWER DISTRICT
SEWER DISTRICT
By:
By:
Title:
Title:
ATTEST/AUTHENTICATED:
ATTEST/AUTHENTICATED:
By:
By:
Title:
Title:
APPROVED AS TO FORM:
APPROVED AS TO FORM:
By:
By:
Title:
Title:
Page 2 of 2
Packet Pg. 425
8.6
City Council Agenda Item
Meeting Date: 04/18/2017
Motion to allocate Council Funds to Initiate an RFP Process to Obtain a Baseline Planning Site -Specific
Scientific Study of the Edmonds Marsh Watershed (10 min.)
Staff Lead: Diane Buckshnis
Department: City Council
Preparer: Scott Passey
Background/History
No previous action on this item.
Staff Recommendation
None.
Narrative
As we continue to embark on approving a comprehensive Shoreline Master Program, the Council has
decided that a baseline site specific study of the Edmonds Marsh Watershed may be necessary. The
Council will solicit study proposals, review the responsive proposals, and determine which firms, if any,
it would like to interview, once the proposals and cost estimates are received. After the RFP responses
have been evaluated and interviews, if any, are completed, the Council would vote to determine the
final scope of work, the consultant to be selected, the consultant contract terms, including cost, and, of
course, whether to continue forward with this proposed study.
The purpose of this study is to allow the Council and stakeholders a full understanding of the existing
conditions of the Marsh including the various species of wildlife present in the Marsh, and their habitat
needs, as well as issues related to hydrology and water quality. The site -specific study, by professionals
with field experience in wetland and wildlife science, should provide comprehensive, site -specific
scientific information regarding the Edmonds Marsh Watershed that would be useful in establishing a
more informed understanding of the existing conditions, determining the appropriate width and type of
buffers necessary to maintain those existing conditions for inclusion in future shoreline master
programs, and prioritizing restoration efforts with the goal that any restoration projects would yield the
most significant environmental benefits. This study, when completed, will also be added to the City's
Inventory of Shoreline.
Following is a proposed scope of work for the site -specific scientific study that can be used for publishing
the RFP, but the RFP should invite the responding consultants to propose any revisions to the scope of
work that they would recommend in order to accomplish the objectives of the study:
Wetlands and marshes provide three broad ecological functions that will each need to be evaluated by
the site -specific study: 1) Biogeochemical functions, which are related to trapping and transforming
chemicals and include functions that improve water quality in the watershed; 2) Hydrologic functions,
which are related to maintaining the water regime in a watershed including functions as reducing
Packet Pg. 426
8.6
flooding; and 3) Food web and habitat functions.
The site -specific study should evaluate past, current and projected future ecological functions of the
Edmonds Marsh with and without development occurring in adjacent areas, with planned restoration
efforts at the Marsh such as the Willow Creek Daylighting project or volunteer revegetation efforts.
Buffers provide for the protection and maintenance of wetland functions; thus the site -specific study
will need to evaluate buffer widths adjacent to the Edmonds Marsh that will ensure effective buffer
functions including 1) removing sediment, 2) removing excess nutrients, 3) removing toxics, 4)
influencing the microclimate, 5) screening adjacent disturbances (including noise and light), 6)
maintaining habitat connectivity, and 7) maintaining adjacent habitat critical for the life needs of wildlife
that use wetlands. Each of these buffer functions should be evaluated against past, present and
projected future ecological functions of the Marsh as affected by proximity of development and/or
other human activities.
Because of the uniqueness of the Edmonds Marsh and the diversity of wildlife species that it supports,
the site -specific study should include special focus on the life needs of the wildlife that use the Edmonds
Marsh (i.e., the wetland ecological function for providing habitat for wildlife). Edmonds Marsh wildlife
consists of birds, mammals, reptiles, amphibians, fish and insects. Because of all these variables, the
need for buffer zones are complex among and between each of the species and include: 1)
Refuge/shelter; 2) Food; 3) Breeding habitat; 4) Nesting materials; and 5) Screening/distancing wildlife
from human activities. It is known that the Marsh's ecological functions in providing habitat and food
web for wildlife is the most critical component of this study in order to evaluate site -specific buffer
widths necessary to preserve/protect those ecological functions.
Diversity and abundance of Marsh wildlife depends not only on the width and extent of vegetated
buffers, but also on plant species composition and other characteristics (density, quality, vertical
structure, etc.) of the plant communities involved. Many studies have found correlations between
buffer width and wildlife diversity and function. The referenced papers provide examples of salt marsh
and wetland buffer literature that the site -specific study will need to reference and utilize in the
methodology and analysis for evaluating buffer widths on each edge of the Edmonds Marsh.
REFERENCES:
Boyd, Lynn. 2001. Wildlife Use of Wetland Buffer Zones and their Protection under the Massachusetts
Wetland Protection Act. Department of Natural Resources Conservation, University of
Massachusetts. 30 pp plus appendices.
Castelle, Andrew J., Catherine Conolly, Michael Emers, Eric D. Metz, Susan Meyer, Michael Witter, Susan
Mauermann, Terrell Erickson and Sarah S. Cooke. 1992. Wetland buffers: use and effectiveness.
Washington State Department of Ecology, Shorelines and Coastal Zone Management Program.
Olympia, WA. Pub. No. 92-10.
McMillan, Andrew. 2000. The science of wetland buffers and its implication for management of
wetlands. Master of Environmental Studies thesis. The Evergreen State College, August 2000.
116 pp including graphical appendices.
Glover, H.K., M.A. Weston, G.S. Maguire, K.K. Miller, and B.A. Chritie. 2011. Towards ecologically
meaningful and socially acceptable buffers: Response distances of shorebirds in Victoria,
Australia, to human disturbance. Landscape and Urban Planning 103(3-4):326-334.
Smith, L. A. and P. ChowFraser. 2010. Impacts of adjacent land use and isolation on marsh bird
communities. Environmental Management 45: 1040-1051.
Packet Pg. 427
8.6
Weston, M A., M.J. Antos and H.K. Glover. 2009. Birds, buffers, and bicycles: a review and case
Packet Pg. 428
8.7
City Council Agenda Item
Meeting Date: 04/18/2017
Interlocal Agreement with Snohomish Health District regarding Sale of Rucker Building (15 min.)
Staff Lead: Patrick Doherty
Department: Community Services
Preparer: Patrick Doherty
Background/History
On September 27, 1990 Snohomish County, along with the cities and towns, including the City of
Edmonds, entered into an interlocal agreement (the "1990 ILA") to provide for the acquisition of a
facility for the Snohomish Health District ("the District") known as the "Rucker Building." The District
purchased the Rucker Building for $5,150,000 in October 1990. The City of Edmonds contributed a total
of $160,071 in a series of six payments from 1990 through 1995. The District's then -Deputy Director
Rick Mockler indicated to the 1990 ILA members that they would each own an interest in the Rucker
Building.
In 1995 The District paid off the acquisition loan in full, at which time the 1990 ILA expired, leaving
unclear whether any continuing property interest continued to accrue to the parties. Indeed the District
is the sole entity listed on the current deed and title. Since that time the District has assumed all
financial responsibility for utilities, ongoing operations and maintenance, and capital improvements.
Last Fall the Board of Health and senior leadership began discussing the option to sell the Rucker
Building as part of its 2017 budget preparations. This lead to the Board of Health's unanimous approval
of Resolution 17-03 on January 10, 2017 indicating its intent to surplus and sell the Rucker Building, as
well as encouraging the County and the cities and towns that were party to the original 1990 ILA to
relinquish any potential ownership and/or financial interest in the property.
Please see attached a 10/18/16 memo from District Accounting Supervisor Dan LeFree to District Deputy
Director/Chief Operating Officer Pete Mayer, as well as 12/22/16 letter to Snohomish County and City
leaders from Board of Health Chair Brian Sullivan and District Deputy Director Peter Mayer.
Staff Recommendation
Forward to City Council Consent Agenda of 4/25/17 for approval of ILA and authorization for Mayor to
executelLA.
Narrative
At this time the Rucker Building is officially on the market and is listed by Kidder Mathews, retained by
the District. The Board of Health's real estate committee has indicated a preference to purchase a new
location for long-term financial viability (i.e., pay outright and not have ongoing annual lease or loan
payments). However, the ILA does include a provision to consider leasing a building, depending on
market conditions, timing, etc. The new facility sought by the District should consist of approximately
Packet Pg. 429
8.7
30,000 square feet and be located within the greater Everett vicinity, with parking and near major
transit lines.
If a new building is purchased, it is estimated that net residual proceeds would run from $2-4 million for
a capital fund intended to secure a more long-term financial stability to account for future physical plant
needs and/or program fund support. Selling the Building in the near term would also eliminate up $1-
1.5 million in expenditures earmarked in the 2017 budget for needed HVAC replacements.
If the District ends up leasing space, they will likely keep the majority of the sale proceeds in a
capital/reserve fund for lease and facility -related expenses, together with an eventual purchase in the
future.
More details of the District's intended sale of the Rucker Building and potential purchase and/or lease of
a new building can be found in the attached 4/5/17 letter from District Interim Administrator Jefferson
Ketchel.
At this time the District proposes that the original signatory jurisdictions to the 1990 ILA, including the
City of Edmonds, officially relinquish any potential financial interest in the Rucker Building, pursuant to
the proposed Interlocal Agreement, including a Quit Claim Deed, which relinquishes and conveys any
potential financial or property interest in the Rucker Building (attached).
Attachments:
ILA SHD-Edmonds _Rucker Bldg
SHD letter 4-5-17
SHD memo 10-18-16 & letter 12-22-16
Packet Pg. 430
8.7.a
INTERLOCAL AGREEMENT
BETWEEN THE SNOHOMISH HEALTH DISTRICT
AND
THE CITY OF EDMONDS
RELINQUISHING OF POTENTIAL CLAIM OF OWNERSHIP OR FINANCIAL INTEREST IN THE
RUCKER BUILDING
This Interlocal Agreement is entered into pursuant to Chapter 39.34 RCW by and between the
SNOHOMISH HEALTH DISTRICT, a Washington Municipal Corporation (the Health District) and the City
of Edmonds, a municipal corporation of the State of Washington (the City) — collectively (the Parties), for
the purpose of relinquishing any potential claim of ownership or financial interest in the Rucker Building
located at 3020 Rucker Ave., Everett, Washington.
RECITALS
WHEREAS, This Agreement is made pursuant to the Interlocal Cooperation Act, Chapter 39.34
RCW; and
WHEREAS, the Snohomish Health District was originally established by resolution of Snohomish
County Board of County Commissioners on November 24, 1958, with an effective date of January 1,
1959; and
WHEREAS, the Snohomish Health District is an independent municipal corporation, incorporated
under the provisions of Chapter 70.46RCW with Snohomish County, and cities and towns within
Snohomish County as members of the Snohomish Health District; and
WHEREAS, the Snohomish Health District, under provisions of RCW 70.46.100, has the power
and authority to purchase, own, lease, and maintain real property and property rights necessary for the
conduct of its affairs; and
WHEREAS, the County, along with the cities and towns, entered into an interlocal agreement
executed on September 27, 1990 (the 1990 ILA"), to provide for the acquisition of a facility for the
Snohomish Health District known as the "Rucker Building"; and
WHEREAS, the 1990 ILA provided for the financing of the purchase of the facility at 3020 Rucker
Avenue in Everett, based on an equitable formula basis totaling $5,150,000; and
WHEREAS, in 1995 the Snohomish Health District paid off the loan to acquire the building in full,
thereby satisfying the terms of the 1990 ILA; and
WHEREAS, the deed and title to the Rucker Building are vested in the Snohomish Health District,
and the Snohomish Health District has assumed all financial responsibility for utilities, ongoing operations
and maintenance, and capital improvements; and
WHEREAS, the Snohomish Health District is interested in moving into a smaller building, either
purchased or leased, with remaining dollars to be invested into a new capital fund; and
WHEREAS, the Snohomish Health District Board of Health unanimously approved Resolution 17-
03 on January 10, 2017, signifying its intent to surplus and sell the Rucker Building, and encouraged the
cities, towns, and Snohomish County to relinquish any potential ownership and financial interest; and
WHEREAS, public health is a shared responsibility, and an effective public health response to the
threats to public health in Snohomish County which requires regional cooperation, participation and
support from cities, towns and the County;
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WHEREAS, cities, towns and the County have authority to make contributions toward the support
of public health and such contributions benefit the public health and welfare of the citizens of such cities,
towns and the County;
NOW, THEREFORE, in consideration of the agreements set forth below and for other good and
valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the City and the
Health District agree as follows:
Purpose.
A. The recitals set forth above are incorporated herein by this reference.
B. The purpose of this Agreement is to relinquish any potential ownership and financial
interest in 3020 Rucker Avenue in Everett, Washington.
2. Term.
The term of this Agreement shall commence and be effective upon full execution and filing or
recording pursuant to paragraph 15 below and shall continue indefinitely.
3. Responsibilities of the City and the Snohomish Health District.
A. Responsibilities of the City.
Within ten (10) calendar days of full execution of this agreement, the City agrees to
execute a Quit Claim Deed in the form attached as Exhibit A conveying any and all
interest, if any, the City may have in the real property known as the Rucker Building. The
legal description of the subject property is encompassed within the Quit Claim Deed in
Exhibit A. The executed Quit Claim Deed shall be sent to the Snohomish Health District
for recording.
B. Responsibilities of the Snohomish Health District.
The Snohomish Health District agrees to use all net proceeds from the sale of Rucker
Building to move into a smaller building, purchased or leased, with remaining proceeds to
be placed into a new capital fund to be dedicated by the Snohomish Health District for
operation and maintenance of said new building and associated property. If purchased,
title to such new property shall be vested in Snohomish Health District.
4. Public Benefit.
The City has had the opportunity to conduct due diligence concerning its potential ownership and
financial interest it may have, if any, to the Rucker Building and agrees to waive, relinquish and
convey the same. The City and the Snohomish Health District agree that if the City does have a
financial or ownership interest in the Rucker Building, that such interest is of approximately equal
or lesser value than the public health services provided by the Snohomish Health District to the
City and its citizens.
5. Legal Requirements.
Both parties shall comply with all applicable federal, state and local laws in performing this
Agreement.
6. Public Disclosure Laws.
The City and the Snohomish Health District each acknowledge, agree and understand that the
other party is a public agency subject to certain disclosure laws, including, but not limited to
Washington's Public Records Act, chapter 42.56 RCW. Each party understands that records
related to this Agreement and the District's performance of services under this Agreement may be
subject to disclosure pursuant to the Public Records Act or other similar law.
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7. Insurance.
Each party shall maintain its own insurance and/or self-insurance for its liabilities from damage to
property and/or injuries to persons arising out of its activities associated with this Agreement as it
deems reasonably appropriate and prudent. The maintenance of, or lack thereof of insurance
and/or self-insurance shall not limit the liability of the indemnifying part to the indemnified party(s).
Each party shall provide the other with a certificate of insurance or letter of self-insurance as the
case may be upon request.
8. Indemnification.
The Snohomish Health District shall protect, save harmless, indemnify and defend the City its
elected officials, officers, employees and agents, from and against any loss or claim for damages
of any nature whatsoever, including claims by third parties or Snohomish Health District
employees against which it would otherwise be immune under Title 51 RCW or other law, arising
out of any act or omission of the Snohomish Health District in performance of this Agreement, its
elected or appointed officials, officers, employees or agents, except to the extent the loss or claim
is attributable to the negligence or willful misconduct of the City, its elected officials, officers,
employees or agents.
The City shall protect, save harmless, indemnify and defend the Snohomish Health District, its
elected and appointed officials, officers, employees and agents from and against any loss or
claim for damages of any nature whatsoever, including claims by third parties or City employees
against which it would otherwise be immune under Title 51 RCW or other law, arising out of any
act or omission of the City in performance of this Agreement, its elected or appointed officials,
officers, employees or agents, except to the extent the loss or claim is attributable to the
negligence or willful misconduct of the County, its elected or appointed officials, officers,
employees or agents.
9. Notices.
Any notice to be given to the Snohomish Health District under this Agreement shall be either
mailed or personally delivered to:
Snohomish Health District
3020 Rucker Avenue, Ste 306
Everett, WA 98201
Any notice to the City shall be mailed or hand delivered to:
Mayor Dave Earling
121 5t" Avenue North
Edmonds, WA 98020
Receipt of any notice shall be deemed effective three (3) days after deposit of written notice in the
U.S. mail with proper postage and address.
10. Venue.
The laws of the State of Washington shall apply to the construction and enforcement of this
Agreement. Any action at law, suit in equity, or judicial proceedings for the enforcement of this
agreement or any provision hereto shall be in the Superior Court of Snohomish County, Everett,
Washington.
11. Disputes.
The parties agree that, following reasonable attempts at negotiation and compromise, any
unresolved dispute arising under this Agreement may be resolved by a mutually agreed -upon
alternative dispute resolution of arbitration or mediation.
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12. No third party beneficiaries; no joint venture.
This Agreement is for the sole benefit of the City and Snohomish Health District and shall not
confer third -party beneficiary status on any non-party to this Agreement. Nothing contained in this
Agreement shall be construed as creating any type or manner of partnership, joint venture or
other joint enterprise between the parties. County employees who provide services under this
Agreement shall at all times be acting in their official capacities as employees of Snohomish
County.
13. Entire Agreement.
This Agreement constitutes the entire agreement between the parties regarding the subject
matter hereof, and supersedes any and all prior oral or written agreements between the parties
regarding the subject matter contained herein. This Agreement may not be modified or amended
in any manner except by written agreement executed by both parties. Both parties recognize that
time is of the essence in the performance and the provisions of this Agreement.
14. Severability.
A. If a court of competent jurisdiction holds any part, term or provision of this Agreement to
be illegal or invalid, in whole or in part, the validity of the remaining provisions shall not be
affected, and the parties' rights and obligations shall be construed and enforced as if the
Agreement did not contain the particular provision held to be invalid.
B. If any provision of this Agreement is in direct conflict with any statutory provision of the
State of Washington, that provision which may conflict shall be deemed inoperative and
null and void insofar as it may conflict, and shall be deemed modified to conform to such
statutory provision.
15. Filing.
As provided by RCW 39.34.040, this Agreement shall be filed with the Snohomish County
Auditor, or, alternatively, posted on the website of each party.
16. Execution in Counterparts.
This Agreement may be executed in two or more counterparts, each of which shall constitute an
original and all of which shall constitute one and the same agreement.
16. Effective Date. 12017
City of Edmonds Snohomish Health District
Mayor
ATTEST:
City Clerk
Approved as to Form:
City Attorney
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Jefferson Ketchel, Interim Administrator
ATTEST:
Approved as to Form:
Health District Attorney
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EXHIBIT A
After Recording Return to:
Snohomish Health District
3020 Rucker Avenue, Suite 306
Everett, WA 98201
QUIT CLAIM DEED
Grantor: CITY OF
Grantee: SNOHOMISH HEALTH DISTRICT
Legal: Lots 8-10 & 22-29, Block 720, Plat of Everett, Div H, V. 4, p. 50 and
Lots 5-7, Block 719, Plat of Everett, V. 3, P. 32, Snohomish Cty, WAAdd'I on p. 11=2
Tax I D#: 004375-720-008-00, 004375-720-009-00, 004375-720-022-00
004375-720-028-00 and 004391-719-005-00
THE GRANTOR, CITY OF , a municipal corporation of the State
of Washington, for and in consideration of clearing title of any interest Grantor may have,
conveys and quit claims to SNOHOMISH HEALTH DISTRICT, a municipal corporation of the
State of Washington, the following -described real estate, situated in the County of Snohomish,
State of Washington, including any interest therein which Grantor may hereafter acquire:
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PAPC'Pl A -
Lots 8, 9, 10, 22, 23, 24, 25, 26, 27, 28 and 29, Block 720, Plat of Everett,
Division "H," as per plat recorded in Volume 4 of Plats, page 50, records of the
Auditor of the County of Snohomish, State of Washington.
Situate in the City of Everett, County of Snohomish, State of Washington.
PARCEL B:
Lots 5, 6 and 7, Block 719, Plat of Everett, as per plat recorded in Volume 3 of
Plats, page 32, records of the Auditor of the County of Snohomish, State of
Washington.
Situate in the City of Everett, County of Snohomish, State of Washington.
DATED this day of 12017.
CITY OF
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(Print Name)
(Title)
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STATE OF WASHINGTON )
) ss.
COUNTY OF SNOHOMISH )
I certify that I know or have satisfactory evidence that is
the person who appeared before me, and said person acknowledged that signed this
instrument, on oath stated that was authorized to execute the instrument and
acknowledged it as the of the CITY OF
to be the free and voluntary act of such party for the uses and purposes mentioned in the
instrument.
DATED this day of 2017.
(Legibly print name of notary)
NOTARY PUBLIC in and for the State of
Washington, residing at
My commission expires
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w♦w��
SNOHOMISH
HEALTH DISTRICT
WWW.SNOHD.ORG
April 5, 2017
The Honorable Dave Earling
City of Edmonds
121 Fifth Ave. N.
Edmonds, WA 98020
RE: Potential Interest in the Rucker Building
Dear Mayor Earling,
Administration Division
The Board of Health and senior leadership began discussing the option to sell the Rucker Building
late last fall, as a part of our 2017 budget preparations. Given the large capital investment needed
to not only maintain the building, but to efficiently utilize our space, the Board made the decision to
retain Kidder Mathews as our commercial real estate broker. The Rucker Building is officially on
the market and can be viewed at www.everettcbdofferinax.con-i.
The Board of Health's real estate committee has indicated a preference to purchase a new location
for long-term financial viability (i.e., pay outright and not have annual lease or loan payments).
However, based on your suggestion, we did amend the ILA to allow flexibility to purchase or lease
depending on what is on the market, timing, etc. We have instructed our team at Kidder Matthews
to look at both options and work with us on financial pros/cons of potential sites once we get to that
stage.
The real estate market is dynamic, so the timing of selling this building and identifying our future
location may require us to ask for a short-term lease arrangement. For a number of reasons, our
goal is to physically relocate out of the building. Remaining in place longer term would require
some significant improvements to work spaces, consolidate work spaces, etc. We are also mindful
of not making staff move multiple times if we can avoid it.
We are looking for a new facility that is approximately 30,000 sq. ft. in the general Everett vicinity
with parking and near major transit lines. We are not tied to downtown Everett, but also recognize
that we do have clinic space in South Lynnwood already. In order to serve existing clientele and
field work across the county, staying in the Everett vicinity is needed.
As it stands now, if we were to purchase, the remaining proceeds would be used to establish a
capital fund. We have not had a capital fund, so all expenses have come out of operating funds,
thereby reducing dollars that could be spent on programming. Ideally, after closing costs, purchase
of a new building and associated moving/renovation expenses, we would have $2-41VI in a capital
fund depending on sale price of our building and and purchase price of a new facility. These
proceeds would go a long way in providing us with financial stability; money set aside for needed
repairs in the future and reducing the strain on program funds. Selling the building soon also frees
up $1-1.5M that we have earmarked in our 2017 budget for needed HVAC replacements. Those
funds would then become money that can be used for operational needs.
3020 Rucker Avenue, Suite 306 ■ Everett, WA 98201-3900 ■ ph: 425.339.5210 0 fax: 425.339.5263
Packet Pg. 438
8.7.b
Mayor Dave Earling
Potential interest in the Rucker Building
April 5, 2017
Now, should we end up leasing a space, we'll need to work with the Board on how remaining
proceeds are allocated. We would likely still keep the majority of the proceeds in a capital/reserve
fund for lease and facility -related expenses, and possibly for a potential purchase down the road.
We have also had recent discussions about researching endowment -like options for some of those
proceeds, but this requires more conversation with staff and the Board to determine what's
feasible.
I'm happy to report that the Rucker Building ILA has been approved by a majority of the cities, and
we're hopeful that we can wrap up the rest in the coming weeks. As you can likely appreciate, this
is a complex and evolving process. We look forward to the opportunity to discuss this further with
you and the city council.
Sincerely,
J fferson S. Ketchel
Interim Administrator
cc: Patrick Doherty, Director, City of Edmonds
Adrienne Fraley-Monillas, Councilmember, City of Edmonds / Board of Health Chair
3020 Rucker Avenue, Suite 306 E Everett, WA 98201-3900 ■ ph: 425.339.5210 ■ fax: 425.339.5263
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MEMORANDUM
TO: Pete Mayer, Deputy Director/Chief Operating Officer
FROM: Dan LeFree, Accounting Supervisor
DATE: October 18, 2016
RE: Rucker Building — Potential Ownership Interests
Background
The Snohomish Health District (the District) purchased the Rucker Building (the Building) in October
1990, for $5,150,000. This was done with the assistance of an interlocal agreement (the 1990 ILA) to
finance the purchase. The 1990 ILA included the County, 20 cities, and the District. Though the 1990 ILA
did not specifically address the topic of sharing an ownership interest in the Building, then -Deputy
Director Rick Mockler indicated to the 1990 ILA members that the parties to the 1990 ILA would each
own an interest in the Building. Although Mukilteo was not a party to the 1990 ILA, it was assessed per -
capita contributions for the financing of the Building.
In 1995, just prior to the completion of the 1990 ILA (which expired when the loan on the Building was
paid in full), and prior to the District receiving title to the Building, the Board of Health adopted Charter
Article VIII (available at www.snohd.orpJBudget-Financial). It appears this Article was intended to
establish a legal mechanism by which local governments who contributed to the purchase of properties
by the District might be reimbursed upon the occurrence of certain events (e.g., sale of the property,
merger of the District into the County, etc.). However, the District has not found supporting evidence that
the mechanism provided in Article VIII was utilized to establish, or apportion, ownership interests of the
Building.
The District has consistently reported the Building as owned by the District, and is not aware of any other
municipality reporting ownership interest in the Building on their financial statements, or other supporting
documents. Furthermore, the District is the sole entity listed on the deed and title.
Current Consideration
The District is currently considering selling the building. Legal counsel has advised that, prior to placing
the building on the market, we should obtain a written agreement from all parties to the 1990 ILA
regarding the disposition of ownerships in the Building. This includes an agreement from Mukilteo, if a
claim is alleged. Several County Council and Board of Health members have expressed support of the
possibility of their governments waiving, or donating, any claims to ownership interests in the Rucker
Building to the District. If sold, the proceeds would be used to purchase and move into a smaller building,
with remaining dollars put into a new capital fund.
Proposed Process
The District proposes that each party to the 1990 ILA, as well as Mukilteo, receive this brief history of the
purchase and operation of the Building, and the amounts contributed by each entity to the financing,
capital improvements, and operations of the Building (see attached). Representatives from each local
government are invited to an informational meeting to review the history of the building, and to propose
an interlocal agreement to take to their governments for consideration. Alternatively, or in addition to the
above, the District could provide each entity with a draft resolution that each local government could
adopt to waive or donate claims to the Building, and to authorize the County Executive or Mayor to sign
the agreement to effect that action.
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SNOHOMISH
HEALTH DISTRICT
WWW.SNOHD.ORG
December 22, 2016
RE: Invitation to Discuss Potential Financial Interest in Rucker Building
Dear City and County Leaders,
Administration
The Board of Health and Snohomish Health District are currently considering selling our building at
3020 Rucker Avenue in Everett. As we researched the history of the property, we learned that a
number of municipalities, including yours, contributed certain amounts to the purchase of the property
from 1990 through 1995. We also learned that certain oral statements were made by one or more
representatives of the Snohomish Health District, which implied that the municipalities who contributed
to the purchase of the property may receive some disbursement if the property were sold in the future.
We'd like to begin the process of determining what, if any, financial interest your municipality might
have in connection with the property. Key documents are available at www.snohd.or ]Bud et -Financial
for you to review. The Board is requesting that your municipality consider relinquishing any potential
interest in the sale of the building. The Health District would use any proceeds from the sale of Rucker
Building to purchase and move into a smaller building, with remaining dollars put into a new capital
fund.
We are writing to invite you, and others you might appoint from your staff or legal counsel, to a meeting
with other municipalities in Snohomish County to discuss this request and the attached documents. In
addition to brief presentations at the respective north and south county mayor meetings, we will also be
holding three meetings around the county:
Thursday, January 19, 10:00-11:30 a.m. at Marysville City Hall
Wednesday, January 25, 12:30-2:00 p.m. at Edmonds City Hall
Monday, January 30, 2:30-4:00 p.m. at Monroe City Hall
We invite you to attend whichever meeting best accommodates your schedules.
Please indicate your interest and attendees from your municipality on the accompanying form and it to
Linda Carl at Icarl(@snohd.org by January 13, 2017. In addition, if you have any questions that you
would like to make sure are addressed in the meeting, please email those to Linda in advance.
Sincerely,
Brian Sullivan, Chair Peter Mayer, Dep rtyDirector
Board of Health Snohomish Health District
Enclosures: Snohomish Health District — Rucker Building Meeting Form
Snohomish Health District Memorandum, Dated October 18, 2016
3020 Rucker Avenues, Everett, WA 98201-3900 rA tel: 425.339.8677 a� fax: 425.339.5263
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8.8
City Council Agenda Item
Meeting Date: 04/18/2017
Authorization to contract with James G. Murphy to sell surplus city vehicles and surplus city equipment
(10 min.)
Staff Lead: Mike Adams
Department: Public Works & Utilities
Preparer: Royce Napolitino
Background/History
The city has utilized the services of James G. Murphy Auctioneers to sell surplus city vehicles and
equipment for several years. We have consistently received quality service and the best prices using this
approach. It has proven to be the most cost effective option to manage our larger surplus items like
vehicles and equipment.
Staff Recommendation
It is recommended that authorization be given to Public Works to contract with James G. Murphy
Auctioneers to sell (2) surplus city vehicles, (2) power generators, (1) police seizure vehicle .
Narrative
The city would like to utilize the services of James G. Murphy Auctioneers to sell surplus city vehicles and
equipment. This has proven to be a cost effective method to manage surplus items.
The following equipment:
Unit# 001-FLT 1957 Caterpillar D343 250KW generator SN# 62137764 (with external 550 gal. fuel tank)
Asset # 0528 - Kato Light, KF15-1, 9000Watt 120/240 V, Model G9-FG-B2EPP, Serial 876-33
The following fleet vehicles:
Unit# 018-PRK 1995 Ford 445 Loader SN# A431382
Unit# 535-POL 2006 Ford Escape Vin# 1FMYU92Z66KC35535
The following police seizure vehicle:
2003 BMW M3 Vin# WBSBR934X3PK01247
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