2009 City Council RetreatAGENDA
Edmonds City Council Retreat
City Hall, Brackett Room
121 5th Avenue North, Edmonds
February 6 - 7, 2009
Friday, February 6, 2009
The View From Here
09:00 a.m. - Welcome and Council President's Comments
09:15 a.m. - Mayor's Comments
09:30 a.m. - Policy Priorities and Discussion: Response to Questionnaire
09:45 a.m. - State of City Operations
City Clerk's Office
Finance Department
Human Resources
AM-2069 10:30 a.m. - 2009-2010 Budget Review (Refer to Packet Page 4)
(15 Minutes)
10:45 a.m. - Break
Revenue Challenges
11:00 a.m. - Economic Development
History of Economic Development in Edmonds
Discussion on Strategies for Economic Growth
Discussion on Highway 99 Development
l 1:45 a.m. - 2009 Levy: Part 1
AM-2070 A. 2009-2010 Budget Review / Current Forecast (Refer to Packet Page 8)
(10 Minutes)
AM-2072 B. 2009 Levy - Part 1 (Refer to Packet Page 11)
(20 Minutes)
Packet Page 1 of 93
Report from the Revenue Work Gorup
Context: Levies on the 2008 Ballot
Funding Needs: Optimal vs. "Hold the Line"
Recommended Scope, Size and Shape of 2009 Levy.
Discussion and Initial Affirmation of 2009 Levy.
01:15 p.m. - Break
01:30 p.m. - 2009 Levy: Part 2
Discussion and Initial Affirmation of 2009 Levy (continued)
Timeline for Action - Council Approval Needed
Expense Challenges
02:15 p.m. - "Smarter, better, faster?"
Review Possible Expense Cuts
Possible Efficiencies Gained Through Technology
AM-2064 03:15 p.m. - Ending Fund Balance Policy Discussion (Refer to Packet Page 55)
(30 Minutes)
03:45 p.m. - Break
04:00 p.m. - Employees: Future Labor Negotiations
AM-2073 Legal Considerations - Public Bargaining (Refer to Packet Page 59)
(45 Minutes)
Reflections on the Recent Contract Round
Benefit Considerations
05:50 p.m. - Concluding Remarks
Saturday, February 7, 2009
Policy Goals for 2009
09:00 a.m. - Framework for Saturday
Packet Page 2 of 93
AM-2068 09:15 a.m. - Conservation Agenda for 2009 (Refer to Packet Page 72)
(90 Minutes)
1) Review of Previous Action:
a) Mayor's Agreement on Climate Change
b) Council Resolution on Policy and Principles
2) Discussion of Possible Initiatives
3) Prioritization
10:45 a.m. - Policy Priorities and Discussion
Questionnaire Responses
"Parking Lot" Issues from Friday
12:00 p.m. - Determination and Term of Council President
Discussion on Campaign Finance Reform
12:30 p.m. - Summary and Concluding Remarks
Packet Page 3 of 93
AM-2069
2009-2010 Budget Review
City Council Retreat
Date:
Submitted By.
Department:
Review Committee:
02/06/2009
Kathleen Junglov
Administrative Services
Tinge: 15 Minutes
Type: Information
Action: Recommend Review by Full Council
Information
Subject Title
10:30 a.m. - 2009-2010 Budget Review (Refer to Packet Page 4)
Recommendation from Mavor and Staff
For Information only.
Previous Council Action
Adoption of 2009-2010 Budget.
Narrative
At the August 2008 retreat Finance presented a forecast that showed a $4.5 M deficit at the end of
2010.
Thru a combination of new and increased revenues and some cuts the 2009-2010 budget was
adopted with approximately $1.3 M in ending cash at the end of 2010.
Revenues solutions were:
Increasing water, sewer and stormwater utility taxes to 10%, a 4% increase $405,000
Increasing CATV utility tax to 6%, a 5% increase $460,000
Increasing Business License fees $87,000
Increasing Development Services fees $67,000
Implementing EMS Transport fees $700,000
Forming a Transportation Benefit District $350,000 in 2009 and $700,000 thereafter
Cuts included in the Preliminary Budget presented to Council on September 30, 2008 totaled
$389,000 and included:
• Elimination of the Administrative Services Director Position $167,000
• Elimination of the Economic Development Director Position $130,000
• Elimination of the subsidy to Cemetery Fund for Sexton's salary $92,000
Cuts implemented during the budget development process totaled $629,545 as follows:
• 2008 IT Equipment purchase ($157,000)
• Proposed new positions HR and IT ($25,865 & $214,250, respectively)
• Vacant positions in Finance and the City Clerk's office ($66,000 & $60,000, respectively)
• Eliminate Crime Prevention Specialist position ($106,430)
Packet Page 4 of 93
Council amendments further reduced the budget by $6,600
• Reduce Council City Attorney budget ($10,000)
• Eliminate printing and postage for City Newsletter ($20,000)
• Reduce Council Travel budget due to retreat being held in Edmonds ($1,600)
• Increase Economic Development Advertising budget $25,000
The Preliminary budget as presented in September anticipated the formation of a Regional Fire
Authority (RFA) which would be in place beginning in 2011. The formation of a RFA would
require a vote of the people and would establish a separate taxing district.
Council affirmed the need to go to the voters by attaching to the Adopted Budget a "Budget Note"
resolving to go to the voters on the November 2009 ballot with a levy or some other revenue
option to fund basic City services.
For reference the note has been attached in its entirety.
Fiscal Impact
Attachments
Link: Executive Summary 2009-2010 Adopted Budget
Link: Budget Note
Route Seq Inbox
1 City Clerk
2 Mayor
3 Final Approval
Form Started By: Kathleen
Junglov
Final Approval Date: 02/03/2009
Form RoutinglStatus
Approved By
Date
Status
Sandy Chase
02/03/2009 08:56 AM
APRV
Gary Haakenson
02/03/2009 09:02 AM
APRV
Sandy Chase
02/03/2009 09:20 AM
APRV
Started On: 02/03/2009 08:46
AM
Packet Page 5 of 93
Executive Summary 2009 - 2010 Adopted Budget
18-Dec-08 City of Edmonds: Strategic Outlook
2008
2009
2010
2011
2912
2013
2014
RESOURCES
Onllaok I
Ilnaget
1t-1911
6Arrlook
011110bk i
0u11n4k 1Oatlorrp
Beginning Fund Balance
3.641.250
977,951
1.273.265
_
1,310.988
746,329
(415.254)
(2,215.218)
Property Tax
12318.023
13.930.174
14,160.062
14.399.791
14.631.329
14.864.831
15.107.333
Sales Tax
5.872.412
6.035.849
6,185.850
6.465.809
6.707,801
6,993.517
7.326.884
Utility Tax
4.585.756
5.102.314
5.225,311
5,366,765
5.512,676
5.663.207
5,818,531
Olher Taxes
297.400
297.500
297,500
302.900
309.403
314.009
319.723
Licenses/Permits/Franchise
823.565
1.389.943
1,417.437
1,452.973
1.499,194
1.526.424
1.564.595
Construction Permits
695.000
707,000
689.767
655,279
622.514
591.389
561.919
Grants
30,680
11.144
4.644
4,
State Revenues
702.110
745.942
752.426
744.791
752,284
759.908
767.668
Intergov't Service Charges
973.496
1,323320
1.356.705
1,399.224
1.441.123
1.485.452
1.531.265
Interfilnd Service Charges
1,242.448
1.322,009
1,355.059
1.388,936
1,423,659
1,459,251
1.495,732
Chgs. for Goods & Services
1,761,747
2.778.154
3.200.194
3.232.801
3,269.594
3.307.533
3349.584
Fines & Foi feils
525.050
592.500
640.300
656308
672.715
689.533
706.171
Misc Itevonues
659.167
5801193
52} 276
519.096
523A24
531,141
540.692
Annurd Rrrruuea
30 486 85.1
34 816,04Y 1
35,806431
36.583.571
37_153 716
38,186 195
39.090,587
Annual Remme nrmoU
14.2h
71%
2 2%
2.1%
2.2%
2.4%
Resources
34,12a,304 1
3 793993
37,079 796
37 893 558
38,100,044
37 77i1942
36,875,369
2009
71nad
2ntn
Ini,
1ntI
Fx enses by Function
Outlook
Budget
Budget
Outlook
Outlook
Outlook
pullonk
Labor
22,775.243
23.962.708
25,023.121
26.050.391
27.089.073
28.216.332
29.407.632
Supplies
726.174
706.890
703.966
721.565
739,604
758.094
777.047
Services
3.890.765
3.839.886
3.854.755
3.986.945
4, 125.840
4,271.938
4,425,783
Intergov't
I.S13.968
2.038.555
2.094.083
2.172.724
2.254.645
2.339994
2.428.926
Capital
78.000
40.000
30.000
30.750
31519
32,307
33.114
Debt Service
1.393.921
1.415.817
L423.951
1,429.441
1.445,858
1.464.450
1.476.245
Transfers
1.417.786
1.396.111
L436.970
1,576.267
1.619.110
1,663.152
1,738!129
interfund
1.054.296
1.120.761
......36'
1.180,146
1,209.G50
1.239.591
1.270.888
Tidal )wx cases
,33,150 153
34 520 728
35,768 80R
37 148,230
38,515.298
J9,986,159
41,558,064
Current Resouices
Tolai Ex urns
Annual Balance
Ending Fund Balance
Target Ending Fund Balance
Revenue Options
Included:
Revenue Options
Not Included:
v. i io S.O% 39% 3.7% 3.8°% 3.9%
.T6nik Irmo Into v,„
Outlook
Budget
Outook
Oullook
Outook
Oullook
34486.854
33.150.153
34.816.042
34,55
35.806.531
35.768,808
36o83.571
37.148.230
37.353.716
38515,298
39.196.195
39.986,159
39.090587
41.558.064
2,663299
73
72
564.659
(1161.583
(1,799,964)
2467 477
977951
1,273165
1098 ,3,
746.329
I _2 4)
3.215'1's;
i-(t,-::>,, ISt
2.762.513 2.876.727 2.980.734 3.095,686 3.209,608 3.332,180 3,463,172
Water, Sewer, Stormwater Utility Taxes to 10% / Cable TV Utility Tax to 6%
increase Business License Fees / Increase Development Services Fees
Transportation Benefit District effective 7/ I/2009 / Fire District #1 Contract
EMS Transport User Fees
B & O Tax / Electric, Natural Gas, Telephone, and Solid Waste Utility Tax increase
Gambling / General Property Tax Levy Lid Lift
Total Cuts included: $629,545
2008 IT Equipment purchase ($157,000)
Proposed new positions HR and iT ($25,865 & $214,250, respectively)
Vacant positions in Finance and the City Clerk's office ($66,000 & $60,000, respectively)
Eliminate Crime Prevention Specialist position ($106,430)
Council Amendments: $6,600
Reduce Council City Attorney budget ($10,000)
Eliminate printing and postage for City Newsletter ($20,000)
Increase Economic Development Advertising budget $25,000
Reduce Council Travel budget due to retreat being held in Edmonds ($1,600)
RASlralegic ModelslED STRAT Working.xls Adopted 1/31/2009 10:35 AM
Packet Page 6 of 93
A COUNCIL ADOPTED NOTE TO THE 2009-2010 BUDGET
To be included in the 2009-2010 Budget
Whereas, the adopted 2009-2010 Budget for the City of Edmonds assumes a new revenue source from
somewhere; and
Whereas, without a new revenue source, the 2009-2010 Budget for the City of Edmonds will leave a
precariously low ending balance at $1,310,987 in 2010; and
Whereas, given the City of Edmonds General Fund Budget is approximately $35m per year, and the
MSRC suggests the appropriate level of Ending Cash Balance in reserves is
approximately 15% of the general fund budget for cash flow purposes; and
Whereas, 15% of our $35m general fund would be equal to $5.25m in an Ending Cash Balance, or $4m
more than our projected Ending Cash Balance in 2010 in this budget;
Now therefore be it Resolved that the City Council recognizes that the Ending Cash Balance for the City
of Edmonds is precariously low, putting the City on unstable financial footing moving
forward, and
Therefore be it further Resolved that the City Council has funded the minimum level of service in the
2009-2010 City of Edmonds Budget demanded by the citizens of Edmonds, and believes
additional cuts risk undermining our public assets, our public safety, and our sense of
community, and
Therefore be it further Resolved that the City Council commits to going to the voters on the November
2009 ballot to with a levy or other revenue option to be approved by the voters to fund
basic City services such as public safety, or parks, or other items as may be deemed
necessary, in order to alleviate the precarious nature of the City financial status.
Packet Page 7 of 93
AM-2070
2009 - 2010 Budget Review Current Forecast
City Council Retreat
Date: 02/06/2009
Submitted By: Kathleen Junglov Time: 10 Minutes
Department: Administrative Services Type:- Information
Review Committee:
Action:
Information
Subiect Title
A. 2009-2010 Budget Review / Current Forecast (Refer to Packet Page 8)
Recommendation from Mavor and Staff
For Information Only.
Previous Council Action
None.
Narrative
The Current Forecast includes the following updates made to the forecast since the 2009-2010
Budget was adopted:
1. Updated for 2008 Year end results.
These are preliminary numbers and may change, however I am not anticipating significant
changes.
There is good news and bad news in the numbers. Overall the General Fund carried forward an
additional $360,000 to 2009 Beginning Fund Balance, which is good.
Total Revenues exceeded forecast by approximately $110,000, with most revenues coming in
higher than estimates. The glaring exception is Sales Tax Revenue which came in $177,000 below
expectations, not good news.
Expenditures were under forecast by an additional $250,000 for a total under expenditure of
$1,190,000 or 3.5%.
Approximately $130,000 of the additional under run was from the Fiber Project.
$818,000 of the total under expenditure was from labor savings, the balance $372,000 was from
general M & O.
Two things about the under expenditures:
Packet Page 8 of 93
• Departments may request a reappropriation of the funds. This means they will ask for the money
back in their 2009 Budget as the funds were committed to signed contracts. The expenditure is
going to occur just later than expected.
• Elimination of vacant positions in the budget also eliminates future under runs.
2. Lowered Sales Tax Forecast for 2009 ($736,000) and 2010 ($886,000)
At the time the 2009-2010 budget was developed it was anticipated that the economy would see
some recovery in the second half of 2009. It now appears that the recovery will not occur until
2010.
Lowering the forecast for 2009-2010 lowers the base in all out years.
Fiscal Impact
A++o�l�mnnte
Link: Executive _Summary - Current Forecast
Form Routing§tatus
Route Seq Inbox
Approved By Date Status
1 City Clerk
Sandy Chase 02/03/2009 10:01 AM APRV
2 Mayor
Gary Haakenson 02/03/2009 12:26 PM APRV
3 Final Approval
Sandy Chase 02/03/2009 01:27 PM APRV
Form Started By: Kathleen
Started On: 02/03/2009 09:38
Junglov
AM
Final Approval Date: 02/03/2009
Packet Page 9 of 93
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AM-2072
2009 Levy - Part 1
City Council Retreat
Date:
Submitted By:
Department:
Review Committee:
Action
Subiect Title
02/06/2009
Kathleen Junglov
Administrative Services
Information
Time: 20 Minutes
Type: Information
B. 2009 Levy - Part 1 (Refer to Packet Page 11)
Recommendation from Mayor and Staff
For information only.
Previous Council Action
Adoption of the 2009-2010 Budget including Budget Note.
Narrative
As mentioned during the discussion of the 2009-2010 Budget Review, Council adopted a Budget
Note resolving to go to the voters on the November 2009 ballot with a levy or some other revenue
option to fund basic City services.
A Revenue Work Group was formed comprised of Councilmembers Wilson, Plunkett, and
Wambolt. The Group has been meeting along with Mayor Haakenson and city staff discussing
various levy scenarios, as well as detennining a preliminary estimate of what the levy amount
would need to be to fund essential services.
Attached you will find a forecast that provides a preliminary estimate for a $4.5 million dollar
levy. A levy in this amount funds all services currently provided by the City including the decision
package requests submitted by departments through 2016.
The requests included represent current unfunded needs which departments feel are necessary to
provide essential services. They are split approximately 50/50 between requests to support
technology and requests to support other operating needs, and are attached for your review.
In addition to these requests departments submitted three requests for Capital facilities necessary
to provide essential services. A separate schedule has been provided for these requests, as well as,
what the debt service would be on a 6-year bond issue to fund these facilities.
I have also attached the following information to facilitate the discussion:
• Estimated Annual Impact to Average Residence
• Schedule of Cuts Proposed during the 2009-2010 Budget Process, Implemented and Not
Implemented
Packet Page 11 of 93
Fiscal Impact
Attachments
Link: Executive Summary Including Levy
Link: Non -Capital Requests
Link: Capital Requests
Link: Impact to Average Residence
Link: Cuts Proposed 2009-2010 Budget Process
Form Routing/Status
Route Seq Inbox
Approved By Date Status
1 City Clerk
Sandy Chase 02/03/2009 02:55 PM APRV
2 Mayor
Gary Haakenson 02/03/2009 02:59 PM APRV
3 Final Approval
Sandy Chase 02/03/2009 03:13 PM APRV
Form Started By: Kathleen
Started On: 02/03/2009 12:49
Junglov
PM
Final Approval Date: 02/03/2009
Packet Page 12 of 93
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Packet Page 13 of 93
Summary of Levy Decision Packages
Draft for Discussion Purposes Only
As of February 6, 2009
2010 2011 2012 2013 2014
NON -CAPITAL REQUESTS
Human Resources
PT HR Assistant
26,600 27,930 29,327 30,793 32,332
City Clerk's Office
Administrative Assistant
60,000 63,000 66,150 69,458 72,930
Document Management System
100,000
Information Services
GIS Analyst
87,450
90,373
94,859
99,568
104,511
Helpdesk Staff
38,050
38,684
40,608
42,629
44,751
Offsite Data Backup
73,000
Offsite Server - Growth/Recovery
24,000
Storage Server Facilities Impv.
25,000
Upgrade to GigE
9,000
Server/Apps Support Staff
66,650
68,714
72,140
75,737
79,514
Webmaster & Analyst
88,750
91,919
96,505
101,321
106,377
Basic Wireless Controllers/Svrs
37,000
Microsoft Office 2007 Upgrade
60,000
Fire
Fire Inspector/Educator/Help
109,877
115,324
121,042
127,044
133,345
ePCR Hardware and Software
40,000
Protective Clothing
114,000
5,150
5,305
5,464
5,628
SCBA Air Compressor
39,000
Fire Hose Replacement
39,000
ALS Equipment for Backup Unit
40,000
Standardize Equipment on Eng 20
42,000
Replacement Tools & Equipment
50,000
Fire RMS
100,000
SNOCOM CAD
100,000
Van Meter Property
Capital
Fire Admin/Training/Classroom
Capital
Police
Crime Prevention/Analyst Officer
108,803
113,870
119,300
124,994
130,966
Staff Assistant
60,421
63,374
66,474
69,727
73,142
Development Services
Automated Permit Package
25,000
Digital Records Initiative
30,000
Electronic Plan Review Program
230,000
20,000
20,600
21,218
21,854
Parks
Parks Maintenance Worker
84,224
88,435
92,857
97,500
102,375
Lawn Mower
15,000
R:\Council\Council Retreat_2009\Levy DP's.xls 2/3/2009 11:18 AM
Packet Page 14 of 93
Summary of Levy Decision Packages
Draft for Discussion Purposes Only
As of February 6, 2009
NON -CAPITAL REQUESTS
Public Works
Citywide Fire Hydrant Upgrades
Facilities Maintenance
Building Maintenance/Repair
Facilities Maintenance Worker
Parks Maintenance Facility
Total Non -Capital Requests
Summaries
2010 2011 2012 2013 2014
100,000 103,000 106,090 109,273 112,551
200,000 200,000 200,000 200,000 200,000
55,900 58,695 61,630 64,711 67,947
Capital
2,278,725 1.148,468 1,192,886 1,239,436 1,288.223
Labor
786,725
820,318
860,892
903,481
948,190
Maintenance & Operations
1,492,000
328,150
331,995
335,955
340,033
2,278,725
1.148,468
1.192.886
1,239,436
1,288,223
Technology
1,133,900
309,690
324,712
340,473
357,007
Other Operations
1,144,825
838,778
868,174
898,963
931,216
2,278,725
1,148,468
1,192,886
1,239,436
1,288,223
General Government
1,336,400
762,315
787,909
814,708
842,767
Public Safety
843,101
297,718
312,120
327,228
343,080
Parks
99,224
88,435
92,857
97,500
102.375
2,278,725
1,148,468
1.192.886
1,239.436
1,288,223
CAPITAL REQUESTS
Van Meter Property
500,000
Fire Admin/Training/Classroom
1,200,000
Parks Maintenance Facility
3,500,000
Total Capital Requests
5,200,000
Total All Requests
7,478,725
R:\Council\Council Retreat 2009\Levy DP's.xls 2/3/2009 11:18 AM
Packet Page 15 of 93
Decision Package Request Form
Fund Number: 1
Department Number: 220
Cost Center Number: 516.1
Decision Package Title: 20 hour HR FTE
Preparer: Debi Humann
Ranking:
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
General Fund
If ongoing costs, please put an " X " in the Ongoing} Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
RentallLease (45)
RepairlMaint (48)
Capital Equipment (64)
Other;
X
20000.00
21000.00
22050.00
23152.50
24310.13
0.00
0.00
0.00
0.00
0.00
X
6600.00
6930.00
7276.50
7640.33
8022.34
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$26,600
$27,930
$29,327
$30,793
$32,332
Program Description:
This packet requests an additional 20 hour a week HR Assistant position (.5 FTE) to be added ti
the current HR staff, The current HR to staff ratio is approximately 1 to 140 which does not include
all users of our services (job applicants, public, seasonal employees, former employees, etc.). Witl
the escalating HR workload, critical HR work issues are not being addressed. While HR staffin
levels have been reduced by 1 FTE (in 2004), the workload has grown including FMLA incident
increasing 34.7% from 2006 to 2007 and job postings increasing 61% for the same period. HR i
also responsible for all benefit administration, L&I claims/admin, MEET, Disability Board, Civ
Service Comm, city wide safety, employee orientations, exit interviews, recruitment, advertising, a
performance/discipline, negotiating collective bargaining agreements, compensation programs, an
more.
C:\Documents and Settings\junglovlLocal Settings\Temporary Internet Files\OLK2\Decision Package Templates11 xls 1/21/2009
Packet Page 16 of 93
Decision Package Request Form
Fund Number: General Fund 001
Department Number:
250
Cost Center Number: 514.3
Decision Package Title: Fully fund staffing in City Clerk's Office
Preparer: Sandy Chase
Ranking: 1
Budget Year Requested: 2011
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
50,000
0.00
0.00
0.00
0.00
10,000
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
Total Expenses 60,000
$0
$0
$0
$0
$0
Program Description:
The Administrative Assistant position was not funded in the 2009/2010 budget. This is a request
fund this position in the future. It is not possible to fully cover all of the job responsibilities assign
to the City Clerk's Office without this position. I have been working weekends to try and stay on t
of the work load but am not able to begin to approach the critical archiving and protection of t
city's records.
CADocuments and Settings\junglovlLocal Settings\Temporary Internet Files\OLK2\Admin Asst Decision Package.xls 1/21/2009
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Decision Package Request Form
Fund Number: General 001
Department Number: 250
Cost Center Number: 514.3
Decision Package Title: Document Management System
Preparer: Sandy Chase
Ranking: 2
Budget Year Requested: 2011
Sources (Revenues) for this decision package are from:
If ongoing costs, please I�ut an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2011
2012
2013
2014
2015
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
_ Y
_
0.00
_0.00_
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
_
0.00
0.00
0.00
0.00
0.00
0.00
1 0.00
0.00
0.00
0.00
0.00
0,00
10000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
90000.00
0.00
0.00
0.00
0.00
Total Expenses
$100,000
1 $0
F $0
$0
$0
Program Description:
Records management and the protection of records is a challenge for all departments.
electronic document management system would transform our business process by moving to
automated system to capture, store and retrieve documents. The idea is to make reco
management and retention more efficient, to have quicker access to information and to integr
with other City systems. It would help improve the accuracy and timeliness of document searcl-
This would ultimately lessen the work load of many city offices, by being able to find docume
while sitting at your computer.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Document Management Decision Package.xls 1/21/2009
Packet Page 18 of 93
Decision Package Request Form
Fund Number:
001.000
Department Number:
310
Cost Center Number:
518.880
Decision Package Title:
GIS ANALYST
Preparer:
Carl Nelson
Ranking:
Budget Year Requested:
2009
Sources (Revenues) for this decision package are from:
50% Utilities (1/6 Water, 1/6 Sewer, 1/6 storm) , 50% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
x
65000.00
68250.00
71662.50
75245.63
79007.91
0.00
0.00
0.00
0.00
0.00
x
19500.00
20475.00
21498.75
22573.69
23702.37
0.00
0.00
0.00
0.00
x
800.00
824.00
848.72
874.18
900.41
1200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
150.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
800.00
824.00
848.72
874.18
900.41
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$87,450
1 $90,373
$94,859
$99,568
$104,511
Program Description:
Fire, Police, Public Works, and Planning, depend on the data and maps generated by GIS to ma
decisions, respond to public inquiries, and to locate features and property in the city. It is propos
that a GIS anayst position be established as a two year project position so as to complete or perfi
needed GIS layers, establish acceptable maintenance levels for the GIS data, and near the end
the two years, determine best way to move forward with the position, by either moving 1
functionallity back to depts, outside contracting, or.keeping the analyst position in IT.
There is an estimated 900 hours of outstanding project work (to perfect at least 5 GIS layers (water,
sewer, storm, current address, etc...) and 150 hours per month of identifed maintenance. The
maintenance hours are 37%-citywide, 37%-PW, 14%-Eng, 7%-Dev Svc, 4%-Police, 4%-Fire.
C:\Documents and Setting s\junglov\Local Settings\Temporary Internet Files\OLK2\GIS Analyst - Decision Package - 2009submittal .xlsx
1 /21 /2009
Packet Page 19 of 93
Decision Package Request Form
Fund Number: 001.000
Department Number: 310
Cost Center Number: 518.880
Decision Package Title: Helpdesk Staff
Preparer: Carl Nelson
Ranking: I
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other
x
28000.00
29400.00
30870.00
32413.50
34034.18
0.00
0.00
0.00
0.00
0.00
x
8400.00
8820.00
9261.00
9724.05
10210.25
0.00
0,00
0.00
0.00
x
100.00
103.00
106.09
109.27
112.55
1200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
50.00
51.50
53.05
54.64
56.28
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
300.00
309.00
318.27
327.82
337.65
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$38,050
$38,684
$40,608
$42,629
$44,751
Program Description:
In the effort to use technology for greater benefit of staff and the citizens, additional, or prof(
oriented, Information Services staff will be needed in the transition of bringing new technolo
inhouse. This staff postition would take on helpdesk and simple application./systems mainten
tasks so as to free up knowledgable and experieinced staff for the transition and training need
accomodate new technology.
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Decision Package Request Form
Fund Number: 001.000
Department Number: _ 310
Cost Center Number: 518.880
Decision Package Title: Offsite Data Backup
Preparer: gg Carl Nelson
Ranking: 1
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If onpoinq costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
-
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
73000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$73,000
$0
$0
$0
$0
Program Description:
The City has many systems of data (Financial, Email, Permits) that need to be available as much
possible and backed up in such a way as to minimize downtime. The City currently uses tape
backup its data. The window of back up is daily changes for a one month period and recovf
would vary from hours to days. By using teh City's fiber run to Public Works, we would establish
offsite redundant storage system syncronized with our current data. The proposed system wot
allow us to shorten our recovery times to minutes and to automate, set, and manage windows
back, as appropriate for each system. Email, WEB, and financial systems have different back -
and retention needs. Staff would then deal with exceptions to the off -site transfer and back-up
our data instead of the regular changing of tapes.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Storage Decision PackageAs 1/21/2009
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Decision Package Request Form
Fund Number: 001.000
Department Number:
310
Cost Center Number: 518.880
Decision Package Title: Offsite Server - Growth/Recove
Preparer: Carl Nelson
Ranking:
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If onaoinp costs, please out an " X " in the Ongoing Column
E:x enditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rentaftease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
10000.00
0.00
0.00
0.00
0.00
5000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
9000.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$24,000
$0
$0
$0
$0
Program Description:
Except for the Waste Water Treatment plant, all City system servers reside in either City Hall or th(
Public Safety Building. The Public Safety building is not adequate to hold Disaster Recovery no
additional capacity to offload or recover from an outage at the City Hall site. Establishing a site a
the 212th st Public Works site along with redundant storage would provide the City with Ihf
capability to recover from a failure at City Hall or to off load (move off site) critical City Hall date
systems so that business can continue. These would be active servers so that in times of need fo
testing or additional short term non -critical capacity, these servers could be pressed to service,
CADocuments and Settings\jung1o0Loca1 Settings\Temporary Internet Fi1es\0LK2\0ffs1te Server Capacity Decision PackageAs 1/21/2009
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Decision Package Request Form
Fund Number: 001.000
Department Number: 310
Cost Center Number: 518.880
Decision Package Title: Storage/Server Facilities Improvement
Preparer: Carl Nelson
Ranking: 2
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00 1
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
25000.00
0.00
0.00
0.00
0.00
Total Expenses
$25,000
$0
$0
$0
$0
Program Description:
Moving Data Back-up and Servers offsite to the Public Works Facility requires approximate
100sgft of air conditioned, dust free, generator backed up power. Two possible locations hay
been brought forward, one is an expansion of the exisiting space the other is carving off a portion
the sign shop. The largest expense in this is the proposed add -on of automatic switching
generator power - this generator powers all of the 212th street public works facility and would be
benefit to the entire facility in times of emergency.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Offsite Server Facilities Improvement Decision PackageAs
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Decision Package Request Form
Fund Number: 001.000
Department Number: 310
Cost Center Number: 518.880
Decision Package Title:
Upgrade to GigE (1000) from 101100
Preparer: Carl Nelson
Ranking:
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
9000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
1 $9,000
$0
$0
$0
$0
Program Description:
The City has two major network switches (CISCO 4500s) one at Public Safety and one in City Hal
Over time the standard Desktop machine has moved from 10/100Mbit Ethernet to1000Mbit (GigE
as the standard. Over the last year all desktop machines delivered have had GigE. Our networ
switches have cards (blades) that contain mostly 10/100 ports. These blades nee
upgraded/replaced to handle 10/100/1000 so our new machines can use the faster networ
capability.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Networking upgrades Decision Package.xls 1/21/2009
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Decision Package Request Form
Fund Number: 001.000
Department Number: 310
Cost Center Number: 518,880
Decision Package Title: Server/Apps Support Staff
Preparer: Carl Nelson
Ranking:
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
x
50000.00
52500.00
55125,00
57881.25
60775.31
0.00
0.00
0.00
0.00
0.00
x
15000.00
15750.00
16537.50
17364.38
18232.59
0.00
0.00
0.00
0.00
x
100.00
103.00
106.09
109.27
112.55
1200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
50.00
51.50
53.05
54.64
56.28
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
300.00
309.00
318.27
327.82
337.65
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$66,650
$68,714
$72,140
$75,737
$79,514
Program Description:
If many of the technology initiatives discussed with Directors and staff are funded, it will t
necessary to look at how Technical Services and support work is allocated. It is anticipated th
either staff specialization (such as Apps and Server support, or dedicated network/telephony) or
rearrangement of work responsibilities will occur to cover the growth in support and mo
importantly the creation and installation of new system
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Technology Support - Decision Package 1.xls 1/21/2009
Packet Page 25 of 93
Decision Package Request Form
Fund Number: 001,000
Department Number: 310
Cost Center Number: 518.880
Decision Package Title: WEBMASTER and Analyst
Preparer: Carl Nelson
Ranking: 2
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
10% Utilities, 90% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other,
x
67000.00
70350.00
73867.50
77560.88
81438.92
0.00
0.00
0.00
0.00
0.00
x
20100.00
21105.00
22160.25
23268.26
24431.68
0.00
0.00
0.00
0.00
x
100.00
103.00
106.09
109.27
112.55
1200.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
50.00
51.50
53.05
54.64
56.28
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
300.00
309.00
318.27
327.82
337.65
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$88,750
$91,919
$96,505
$101,321
$106,377
Program Description:
The City's WEB site is in need of integration into City staffs day-to-day business processes. 7
underlying WEB technology needs updated to allow for staff to edit and correct pages as part
their day to day workflow. A web content management system is proposed that replaces evrr(
techniques. To implement that system and to work with Departments to help create content, as w
as shape the usefullness and look and feel for a consistent message, a staff person is needed.
In addition, the WEB it is need of on -going update and refinement, this person would analyze b
practices, and use of the web for a particular purpose, design the web pagesiformstinteractio
and oversee the transition and teach city staff how to integrate the content managment system i
their daily work.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\web Design Support - Decision Package - 2009 Submittal
.xlsx 1/21/2009
Packet Page 26 of 93
Decision Package Request Form
Fund Number: 001.000
Department Number: 310
Cost Center Number: 518.880
Decision Package Title: Basic Wireless Controllers/Servers
Preparer: _ Carl Nelson
Ranking:
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010 1
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5000.00
0.00
0.00
0.00
0.00
4000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2000.00
0.00
0.00
0.00
0.00
26000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$37,000
$0
$0
$01
$0
Program Description:
Police, Fire and Public Works have all expressed a desire to test and put into practice wire
capabilities in their vehicles. The police conducted a test in 2008 to confirm use of mobile air a
and have put into limited use laptops in patrol cars. They would like to expand usage to SE
locations throughout the City. Fire is looking at the use of electronic equipment to help them
paperless". One component of their success will be wireless connectivity. Many have expres
an interest in City Hall, Council Chambers and the Public Safety Building to contain wireless acc
for use by the public, press, visiting consultants, or mobile City staff.
Underlying successful wireless networks is simple management of the wireless nodes.
proposed equipment lays the groundwork by putting in place the minimum Controllers and Sery
so Information Services can, with minimum staff, grow and control anticipated future wire
CADocuments and Settings\junglo0Local Settings\Temporary Internet Files\0LK2\Wireless Infrastructure - Decision Package1.xls 1/21/2009
Packet Page 27 of 93
Decision Package Request Form
Fund Number: 001.000
Department Number:
310
Cost Center Number: 518.880
Decision Package Title: Microsoft Office 2007 Upgrade
Preparer: Carl Nelson
Ranking: 3
Budget Year Requested: 2009
Sources (Revenues) for this decision package are from:
100% General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009
2010
2011
2012
2013
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
i 0.00
0.00
0.00
0.00
0.00
0.00
0.00
60000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
I $60,000
I $0
$0
$0
$0
Program Description:
Microsoft Office 2003 is the desktop software suite that is provided to each user. There a
features and capabilities in Office 2007 that would benefit some portion of our users. Given c
lean staff and wanting a better than adequate level of support, we are asking for a single version
the Office product throughout the City, instead of piecemeal replacement and upgrade. The abo
cost is the estimated Licensing for a transition to Office 2007. The hardware upgrades for some
the older machines is covered in the established Small Equipment replacement policy.
CADocuments and Setting s\jungloOLocal Settings\Temporary Internet Files\01-1<2\011ice 2007 Upgrade Decision Package.xls 1/21/2009
Packet Page 28 of 93
Decision Package Request Form
Fund Number:
Department Number: 501
Cost Center Number: 522.3
Decision Package Title:
Fire Inspector / Educator / Help
Preparer: Thomas J. Tomberg
Ranking: %
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, EMS Levy, EMS Fees, FP Fees, Woodway, Esperance
If onnninn cnsts please out an " X " in the Ongoing Column
__. J_...J -- ---' (-
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
lnterfund Rental (95)
x
81536.00
85612.80
89893.44
94388.11
99107.52
x
1500.00
1575.00
1653.75
1736.44
1823.26
x
24491.00
25715.55
27001.33
28351.39
29768.96
x
1000.00
1030.00
1060.90
1092.73
1125.51
x
500.00
515.00
530.45
546.36
562.75
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
850.00
875.50
901.77
928.82
956.68
Total Expenses
$109,877
$115,324
$121,042
$127,044
$133,345
Program Description:
The City's 1997 Ewing Study recommended 7.5 day personnel. Today six are assigned, and f
are present. Fire Marshal John Westfall is on involuntary US Navy call-up until March, 2010. 1
Fire Prevention Division is above water only because of the depressed state of the economy.
1982 there were three personnel assigned to FP, today there are two despite the annexations r
growth in occupancies that become the annual fire and life safety responsibility of the FP Divisi
The Fire Department needs help. Since the Ewing Study, the population has grown, (45,,e
served), Station 20 added, and new level -of -service programs: Hazardous Materials, Technl
Rescue, Paramedics, Marine, and Disaster Coordinator. There are more mandatory rules
training and equipment than ever before. The new position would help mainly in FP, but also v
the overall day-to-day operational load.
VALevy 2009\Fire Inspector, Educator, HelpAs 1/22/2009 Packet Page 29 of 93
Decision Package Request Form
Fund Number:
Department Number:
1
501
Cost Center Number: 526.1
Decision Package Title
ePCR Hardware and Software
Preparer: Thomas J. Tomberg
Ranking:
Budget Year Requested: 2009-10
Sources (Revenues) for this decision package are from:
General Fund - EMS Levy, EMS Fees, Woodway, Esperance
If nnnninn rn,;tS nlPase nut an " X " in the Onaoina Column
Expenditure Costs
Ongoing
2009-10
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other.
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
000
0.00
0.00
0.00
0.00
0.00
0.00
0.00
20000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.001
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
20000.00
20600.00
21218.00
21854.54
22510.18
[Total Expenses
1 $40,000
$20,600
$21,218
$21,855
$22,510
Program Description:
Addressed in the September 12, 2008 EMS Transport User frees White Paper. Electronic Pati
Care Reporting hardware and software facilitates accurate collection of patient insural
information, collection of EMS fees by the billing contractor, reduces the percentage of uncollecti
accounts, and ensures a rapid return to availability status of Aid and Medic Units. F
computerized tablets are estimated to cost $20,000; annual software costs are estimated
$20.000.
VALevy 2009\ePCR Hardware and Softwarexls 1/22/2009 Packet Page 30 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
501
522.200.250 and 526.100.250
Protective Clothing
Preparer: Thomas J. Tombert0
Ranking: 0
Budget Year Requested: 2009-2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, Woodway, Esperance
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Protective Equipment
Total Expenses
Proaram Description:
Ongoing
2009-2010
#VALUE!
0.00
#VALUE!
0.00
#VALUE!
0.00
#VALUE!
0.00
0.00
0.00
0.00
0.60
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
000
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
5000.00
5150.00
5304.50
5463.64
5627.54
0.00
0.00
0.00
0.00
tHHA*ff#"
$114,000
0.00
1 $5,150
0.00
$5,305
1 0.00
L $5,464
i 0.00
1 $5,628
Personal Protective Equipment (PPE) is a serious safety and emergency ground effectivene
issue for Fire personnel. Protective clothing, known as "turnouts," protect Firefighters during f
suppression operations. Of the "turnout' ensemble, coats and pants are sought to equip
personnel to the national safety standard contained in National Fire Protection Association (NFF
Standard 1971 Standard on Protective Ensembles for Structural Firefighting and Proxirr
Firefighting. The Fire Department Personal Protective Equipment Committee conducted
analysis and presented a December 14, 2008 White Paper to Fire Administration on acquisition
PPE at a cost of $109,000. Ongoing costs are for PPE maintenance and repair.
VALevy 2009\Protective Clothing.xls 1/22/2009 Packet Page 31 of 93
Decision Package Request Form
Fund Number:
Department Number:
1
501
Cost Center Number: 522.2
Decision Package Title:
SCBA Air Compressor
Preparers Thomas J. Tomberg
Ranking:
Budget Year Requested: 2009-2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, Woodway, Esperance
If ongoinq costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2009-2010
#VALUE!
#VALUE!
#VALUE!
#VALUE!
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other.'
0.00
0.00
0.00-.-
_ 0.00
f 0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
_
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
39000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$39,000
$0
$0
$01
$0
Program Description:
After the Fire Mechanic resigned, the Department pad a $3,110 invoice for air compressor servici
,ind testing, and signed a technical service contract with a provider to maintain the air cornpresso
that supplies breathing air to self-contained breathing apparatus (SCBAs) worn by Firefighter:
during interior and proximate fire suppression operations. The contract includes quarterly ai
sampling. The air compressor is old and slow, but it works. This unit has to be replaced in
planned manner or will be replaced in an unplanned one. It is not practical, nor would it bi
Nolcome, for a breathing air compressor to be proposed as a shared cost item between automati
aid co-operators.
V.Ievy 2009%SCBA Air Compressor.As 1/22/2009 Packet Page 32 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
501
522.200.350
Fire Hose Replacement
Preparer: Thomas J. Tomberg
Ranking:
Budget Year Requested: 2009-2010
Sources (Revenues) for this decision package are from:
Fund - Regular Property Tax, Woodway, Esperance
If ongoing costs, please put an " X " in the ongoing Column
re Costs
Salaries 01)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
Total Expenses
Prnaram Description:
��
1 11
1 11
1 11
Its
�_-
1 11
1 11
1 11
1 11
1 11
1 11
1 11
off
�-
1 II
1 11
1 11
Ms
-�
1 11
1 II
1 11
1 11
'111 11
1 11
111
1 II
1 11
r�
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 11
111
11/
1 I I
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 11
1 111 11
�1 11
Fire hose in all diameters requires replacement. Hose deteriorates not only from use on t
emergency ground but also from training, The last replacement of some lengths and diameters
hose occurred in the early part of the decade_
VALevy 2009\Hose ReplacementAs 1/22/2009 Packet Page 33 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
1
501
526.200.350
Provide ALS Equipment for Back -Up Unit
Preparer: Thomas J. Tomberg
Ranking:
Budget Year Requested: 2009-2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, EMS Levy, EMS Fees
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing 2009-2010 #VALUE!
#VALUE!
#VALUEI
#VALUE!
0.00
0.00
0.00
0.00
Salaries (11)
0.00
0.00
0.00
0.00
Overtime (12)
0.00
0.00
0.00
0.00
Benefits (23)
0.00
0.00
0.00
000
Uniforms (24)
0.00
0.00
0.00
0.00
Supplies (31)
40000.00 0.00
0.00
0.00
0.00
Small equip (35)
0.00
0.00
0.00
0.00
Prof. Services (41)
0.00
0.00
0.00
0.00
Communication (42)
C
0.00
0.00
0.00
0.00
Travel (43)
0.00
0.00
0.00
0.00
Advertising (44)
0.00
0.00
0.00
0.00
Rental/Lease (45)
0.00
0.00
0.00
0.00
Repair/Maint (48)
00
0..
000
0.00
0.00
Capital Equipment (64)
0.00
0.00
0.00
0.00
Other:
$40,000 $0
$0
$0
$0
Total Expenses
Program Description:
As an Advanced Life Support (ALS) agency serving an older demographic, it is incumbent for i
first -out Paramedic Unit to be backed up by another unit equipped to provide the same level
service. This is especially critical when more than two Paramedics are on duty on the same shift.
VALevy 2009\Provide ALS Equipment for the Back -Up Unit.xls 1/22/2009 Packet Page 34 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
501
522.200.350
Decision Package Title: Standardize Equipment on Engine 20
Preparer: Thomas J. Tomberg
Ranking:
Budget Year Requested: 2009-2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, Woodway, Esperance
If ongoing costs, please put an
" X " in the Ongoing Column
Expenditure Costs
Ongoing 2009-2010 #VALUE!
#VALUE! #VALUE!
#VALUE!
Sataries (11)
0.00
0.00 0,001
0.00
Overtime (12)
0.00
0.00 0.00
0.00
Benefits (23)
0.00
0.00 0.00
0.00
Uniforms (24)
0.00
0.00 0.00
0.00
Supplies (31)
0.00 1
0.00 0.00
0.00
Small equip (35)
42000.00 0.00
0.00 0.00
0.00
Prof. Services (41)
0.00
0.00 0.00
0.00
Communication (42)
0.00
0.00 0.00
0.00
Travel (43)
0.00
0.00 0.00
0.00
Advertising (44)
0.00
0.00 0.00
0.00
Rental/Lease (45)
0.00
0.00 0.00
0.00
Repair/Maint (48)
0.00
0.00 0.00
0.00
Capital Equipment (64)
0.00
0.00 0.00
0.00
Other:
0.00
0.00 0.00
0.00
Total Expenses
$42,000 $0
$0 $0
$0
Program Description:
Ladder 20 and Engine 20 are cross -staffed by the crew assigned to Station 20. meaning the
takes one apparatus or another to each non -medical emergency. The Department does not
enough equipment to equip both units the same. Acquiring additional equipment eliminates d
because crews will not have to transfer equipment from one apparatus to another prior to begi
the emergency response.
VALevy 20091Standardize Equipment on Engine 20.x1s 1/22/2009 Packet Page 35 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
501
522.200.350 and 526.100.350
Replacement Tools and Equipment
Preparer: Thomas J. Tomberg
Ranking:
Budget Year Requested: 2 --2010
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, EMS Levy, EMS Fees, Woodway, Esperance
If ongoing costs, please put an " X " in the Ongoing Column
#VALUE! I
#VALUE!
Expenditure Costs
Ongoing 2009-201 01 #VALUE! I
#VALUEI
0.00
0.00
Salaries 01)
0.00
0.00
0.00
0.00
0.00
0.00
Overtime (12)
0.00
0.00
0.00
0.00
Benefits (23)
0.00
0.00
0.00
0.00
Uniforms (24)
0.00
0.00
0.00
0.00
Supplies (31)
0.00
0.00
0.00
0.00
Small equip (35)
0.00
0.00
0.00
0.00
Prof Services (41)
0.00
0.00
0.00
0.00
Communication (42)
0.00
0.00
0.00
0.00
Travel (43)
0.00
0.00
0.00
0.00
Advertising (44)
0.00
0.00
0.00
0.00
RentaIlLease (45)
0.00
0.00
0.00
0.00
RepairWaint (48)
0.00
0.00
0.00
0.00
Capital Equipment (64)
50000,00 0.00
0.00
0.00
0.00
Replacement
Total Expenses
$50,000 $0
$0
$0
$0
Program Description:
Directors Clements and Junglov have tried their best to create and sustain replacement funds f
SCBAs, stretchers, stair chairs, hose, medical devices, defibrillators, boat motors, turnouts, hai
tools, mobile digital computers, extrication tools, and other emergency equipment that is expensi
in aggregate and/or individually. These items need to be acquired, and replaced on a regular bat
from funds set aside incrementally over time. Over the past ten years, a $235,000 grant bought
new SCBAs, the Edmonds Fire Safety Foundation purchased over $155,000 in fire and life safe
equipment, and the Donation Fund made approximately $35,000 in purchases. These reven
sources will not be available forever.
V:\Levy 2009\Replacement Tools and Equipment.xls 1/22/2009 Packet Page 36 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
501
522.1
Fire Records Management System (RMS)
Preparer• Thomas I Tomberg
Ranking: Lq�
Budget Year Requested: UNK
Sources (Revenues) for this decision package are from:
General Gund - Regular Property Tax, EMS Levy, EMS Feesm Woodway, Esperance
If
costs. please put an " X " in the Ongoing Column
cpenditure Costs
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
RepairlMaint (43)
Capital EquipWef?t (64)
Other:
total Expenses
#VALVEl I INyRLut: l n•r�.,�
. itt
ttt
ttt
ttt
. ttt
ttt
ttt
ttt
ttrIis=
t
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t tt
t tt
t tt
t tt
t tt
t tt
t tt
t tt
:�
t tt
t It
t tt
t tt
t t�
t �t
t tt
■ t tt
t tt
t tt
t tt
Program Description:
The Fire Records Management System is a shared resource Between the Edmonds, Lynnwood
Mukilteo, and Snohomish County Fire District 1 Fire Departments. RMS is an integral part of the
SNOCOM CAD System, is due for replacement, and comes under the purview of the SNOCOIV
Board, a ten -member government consortium on which Edmonds holds two votes. On January 16
the SNOCOM Director stated he could not provide the cost or a timeline for acquisition of a nev
Fire RMS. Cost figures and a timeline may be available within 60 days.
W
V:\Levy 2009\Fire RMSAS 1/22/2009 Packet Page 37 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
1
390
Non -departmental
SNOCOM CAD
Thomas J. Tomberg
Preparer:
Ranking: O
Budget Year Requested: LLNK
Sources (Revenues) for this decision package are from:
lease put an " X " in
If ongoing costs, p the Ongoing column
UNK #VAL
Expenditure Costs Ongoing
Sala ries 01)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
RentaIA-ease (45)
Repair/Maint (48)
Capital Equipment (64)
NKNOWN #V
01
11
1 11
1 � �
1 11
11
1 11
1 11
1 11
11
1II
111
IRI
p 11
1 11
1 11
1 11
11
oil
1 11
1 11
111
111
111
111
111
111
111
111
off
1 11
1 11
oil
111
111
111
111
1 11
1 11
Ms
1 11
oil
1 11
oil
1 11
oil
111
111
111
its
sea
Other: x
LUE1 1 #VALUE! I #VALUE!
otal Expenses
$0 #VALUE! #VA
Program Description:
The SNOCOM CAD is a shared resource between Edmonds Police, Fire —and PtubISNOCOM
although costs are addressed in the non -departmental budget. On January stem.
Director stated he could not provide the cost or a timeline for acquisition of a new CAD Sy
Edmonds is part of the local government
res and a timeline ium mthatay pera more tes OC clear withCOM in 60 days has two votes on
the ten -member board. Cost fig
V:1Levy 2009\SNOCOM CADAS 1/23/2009 Packet Page 38 of 93
Decision Package Request Form
Fund Number: 001.000
Department Number: 410
Cost Center Number: 521.300
Decision Package Title: Crime PreventionlCrime Analysis Officer
Preparer: Gerry Gannon
Ranking: 2
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other: Holiday Buy Back
X
73110.00
76765.50
80603.78
84633.96
88865.66
X
1180.00
1239.00
1300.95
1366.00
1434.30
X
22182.00
23291.10
24455.66
25678.44
26962.36
X
400.00
400.00
400.00
400.00
400.00
X
3820.00
3820.00
3934.60
4052.64
4174.22
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
X
3150.00
3244.50
3341.84
3442.09
3545.35
X
930.00
957.90
986.64
1016.24
1046.72
0.00
0.00
0.00
0.00
X
4031.00
4151.93
4276.49
1 4404.78
4536.93
Total Expenses
$108,803
$113,870
$119,300
1 $124,994
$130,966
Program Description:
This position will provide the department and city with an civilian position that will responsible for
150 block watch areas in the city. The position also provides information regarding crime statis
to the block watch areas through a news letter. With the added responsibility of crime anal
would provide the department with analysis of current crime trends. The person in the posi
would work closely with the detectives and street crimes officers,
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\2010 Decision Package for Crime PreventionAs 112112009
Packet Page 39 of 93
Decision Package Request Form
Fund Number: 001.000
Department Number: 410
Cost Center Number: 521.110
Decision Package Title: Additional Staff Assistant
Preparer: Gerry Gannon
Ranking: 1
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010 1
2011
2012 1
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other: Holiday Buy Back
X
43308.00
45473.40
47747.07
50134.42
52641.14
X
1340.00
1407.00
1477.35
1551.22
1628.78
X
12992.00
13641.60
14323.68
15039.86
15791.86
X
400.00
400.00
400.00
400.00
400.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
X
2381.00
2452.43
2526.00
2601.78
2679.84
Total Expenses
$60,421
$63,374
$66,474
$69,727
$73,142
Program Description:
'The position is needed to fill a current position that is now been assigned to work full time on pub
disclosure requests. The position would also assist in all aspects of the records division from da
entry to filing.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\2010 Staff Assistant Decision Package.xls 1/21/2009
Packet Page 40 of 93
Decision Package Request Form
Fund Number: 001
Department Number: 620
Cost Center Number: 558.8
Decision Package Title: Automated Permit Package
Preparer: D. Bowman
Ranking:
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
25000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$25,000
$0
$0
$0
$0
Program Description:
twe-lap and implement business license and fire permits utilizing Permit Trax. Proposal in(
nline interaction for payment and submittal requests. Cost includes data conversion; permit
nd online transactions. On -going annual maintenance for each is covered by Develo
ervices permit system maintenance.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Decision Package Business License Fire permits.xls
1/21/2009
Packet Page 41 of 93
Decision Package Request Form
Fund Number: 001
Department Number: 620
Cost Center Number: 588.600
Decision Package Title: Digital Records Initiative
Preparer: R Chave
Ranking:
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
30000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00 1
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 0.00
0.00
0.00
0.00
Total Expenses
1 $30,000
1 $0
$0
$0
$0
Program Description:
This iniative is to convert old micro fiche permit records to a digital format, and index them so that
they can be integrated with the city's permit system. This would enable these historical records to
be easier to access during staff reviews and research, and potentially make the information more
easily available to the public. This is an efficiency initiative intended to increase productivity and
improve records availability and retrieval. This is a necessary step if the city intends on moving to a
fully integrated digital permit review and intake system, linked to the city's GIS and management
information system. It also provides the framework necessary to expand into online permitting.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Decision Package Digital Permit Records xls 1/21/2009
Packet Page 42 of 93
Decision Package Request Form
Fund Number:
1
Department Number:
620
Cost Center Number:
524.1
Decision Package Title:
Electronic Plan Review Program
Preparer:
Ann Bullis
Ranking:
Budget Year Requested:
2010
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
30000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
X
20000.00
20600.00
21218.00
21854.54
0.00
0.00
0.00
0.00
200000.00
0.00
0.00
0.00
0.00
Total Expenses
$230,000
$20,000
$20,600
$21,218
$21,855
Program Description:
Electronic plan system for electronic plan submission, plan review, tracking and potentially archivil
and storage of plans.
Benefits:
• Significantly reduce paper.
• Help streamline permitting by making review, submittals, and resubmittals of plans more efficiE
and more easily coordinated.
• Help facilitate future on-line permit applications which include plans.
• Reduce shipping costs for the City as well as applicants.
• Reduce copy costs for the applicant of multiple sets of plans.
• Could also be used by the Engineering Division for Capital Improvement Projects & Planning
Architectural Design Board and Planning Board.
• Could also potentially be used by other departments in the City, such as Police and Fire for flc
plans of buildings and site plans for access and staging, to aid in responding to an incident; Put;
Works for as-builts and infrastructure plans.
• Potential for electronic archiving of plans, facilitating searching of public records, and reduci
future storage space needs.
• Preliminary investigation of costs are approximately $230,000 initial investment and approximate
$20,000,00 on -going maintenance costs.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Electronic Plan Review Decision Packet.xls 1/21/2009
Packet Page 43 of 93
Decision Package Request Form
Fund Number: 1
Department Number: 640
Cost Center Number: 576.800.110.00
Decision Package Title: Parks Full Time Laborer
Preparer: Rich Lindsay
Ranking: 1
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
General Fun[I
If ongoinq costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010 1
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
x
64504.00
67729.20
71115.66
74671.44
78405.02
0.00
0.00
0.00
0.00
x
19720.00
20706.00
21741.30
22828.37
23969.78
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
_
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$84,224
$88,435
$92,857
$97,500
$102,375
Program Description:
Additional Parks Maintenance employee to assist in maintaining newly developed neighborho
parks in north and south Edmonds, renovated mini -parks Dayton Street Plaza and Milltown, a
the linear Interurban Trail in Ballinger. Ensure all parks are properly and safely maintained for I
public use and enjoyment.
C:\Documents and Settings\junglov\Local Settings\Temporary Internet Files\OLK2\Parks Full Time Laborer Decision Package 1-20-09.xls
1 /21 /2009
Packet Page 44 of 93
Decision Package Request Form
Fund Number:
Department Number: 640
Cost Center Number: 576.800.350.00
Decision Package Title: Small Equipment
Preparer: Rich Lindsay
Ranking: 2
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
General Fund
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1 0.00
0.00
0.00
0.00
15000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Expenses
$15,000
$0
$0
$0
$0
Program Description:
Replacement of 12 year old mowing unit to ensure large ballfields / soccer fields are properl
(mowed and maintained and to assist mowing of new park at Old Woodway Elementary School site.
C:1Documents and Settings\junglov\Local Settings\Temporary Internet Fi1es\0LK2\Parks Mower Decision Package 1-20-09.x1s 1/21/2009
Packet Page 45 of 93
Decision Package Request Form
Fund Number: General Fund -001
Department Number:
Cost Center Number:
Decision Package Title: Citywide Fire Hydrant Upgrades
Preparer: Noel Miller
Ranking:
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
x
#########
#4#####f##
!HHHAI ##4
#########
0.00
1 0.00
0.00
0.00
Total Expenses
$100,000
$103,000
1 $106,090
$109,273
$112,551
Program Description:
There is an on -going program need to replace and add fire hydrants within the City as part
upgrades to the City's water distribution system. This program helps in increasing the F
Department's effectiveness in responding to structure fires. This in turn assists property owners
reducing their property insurance premiums. Due to a recent State of Washington court ruling, t
cost for fire hydrants is to be funded by general municipal revenues instead of water uti
revenues.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\01-K20ecision Package TemplatesAs 1/21/2009
Packet Page 46 of 93
Decision Package Request Form
Fund Number:
116
Department Number:
651
Cost Center Number:
519-920-480
Decision Package Title:
Facilities Maintenance Capital Repairs
Preparer:
Jim Stevens
Ranking:
1
Budget Year Requested:
2010
Sources (Revenues) for this decision package are from:
Proposed capital bonding.
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
^ 0.00
0.00
200000.00
200000.00
200000.0_0
200000.00
200000.00
0.00
0.00
1 0.00
0.00
0.00
0.00
0.00
0.00
'Total Expenses
$200,000
$200,000
$200,000
$200,000
$200,000
Program Description:
The latest CIP covering Fund 116 needs was produced in February of 2008. A copy of a brief update of ii
is attached as the second sheet of this file. In 2003, transfers from the General Fund to Fund 116 were
reduced from $100,000 annually to $56,000. The current fiscal year had only this amount added to the
fund, and projects scheduled for this year were scaled back to accommodate less available funding.
However, as shown on the CIP, there is not only a need to restore this annual infusion into Fund 116, but
it truly needs to be bumped up by another $150,000 annually to keep pace with all the items needing
attention in City buildings.
CADocuments and Setting s\j unglov\Local Settings\Temporary Internet Files\01-K20ecision Package FM Capital Repairs1xls 1/21/2009
Packet Page 47 of 93
Decision Package Request Form
Fund Number: 001
Department Number: 651
Cost Center Number: 519-920-1101230
Decision Package Title: Facilities Maintenance Worker I
Preparer: Jim Stevens
Ranking: 2
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
If onooina costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013 1
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other.'
X
43000.00
45150.00
47407.50
49777.88
52266.77
0.00
0.00
0.00
0.00
X
12900.00
13545.00
14222.25
14933.36
15680.03
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.60
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
Total Expenses
$55,900
$58,695
$61,630
$64,711
$67,947
Program Description:
In 2003, the Facilities Maintenance Division was reduced by 2 FTE;s. Since then, City faciliiles hw
not received required on -going maintenance, and there is now a documented backlog of 8 years
undone work. Current staffing among maintenance crew is 4 FTE, but one is the City Electricia
who spends significant amounts of time assisting other divisions, especially Streets ar
Water/Sewer. During 2008, Facilities Maintenance staff completed numerous projects and ov
850 work requests received directly from customers. They still kept up with an additional 250 hou
of scheduled preventive maintenance work across nearly 300,000 SF of buildings. Meeting the,
basic needs accounts for nearly all 'staff time currently budgeted in the division, and offers I
opportunity to 'catch up' with the backlog. At its core, stewardship of public facilities equates
providing adequate and prudent care for the existing. Without filling this position, this list of deferr
maintenance will continue to grow, and the useable life of our facilites will continue to degrade.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\OLK20ecision Package FM MWI.xls 1/21/2009
Packet Page 48 of 93
Annual Debt Service to Fund Capital Requests
Van Meter Property 500,000
Fire Admin/Training/Classroom 1,200,000
Parks Maintenance Facility 3,500,000
Total Capital Requests 5,200,000
Debt Issue Principal Amount
Annual Interest
Number of payments
Annual Debt Service
5,200,000
3.50%
6
975,875
Capital Requests.xls 2/3/2009 2:37 PM
Packet Page 49 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
414
501
Acquire Van Mere Property
Preparer: Thomas J. Tomberg
Ranking: ) 1
Budget Year Requested: N/A
Sources (Revenues) for this decision package are from:
General Fund - Regular Property tax, EMS Levy, EMS Fees, Woodway, Esperance
If ongoing costs, please put an " X " in the Ongoing Column
#VALUEI
#VALUEI
#VALIIt='
#VA[ Ulrl
Expenditure Costs
ongoing NIA
0.00
0.00
0.00
0. 00
Salaries (11)
0.00
0.00
0.00
0.00
Overtime (12)
0.00
0.00
0.00
0.00
Benefits (23)
0.00
0.00
0.00
0.00
Uniforms (24)
0.00
0.00
0.00
0.00
Supplies (31)
0.00
0.00
0.00
0.00
Small equip (35)
0,00
0.00
0.00
0.00
Prof. Services (41)
0.00
0.00
0.00
0.00
Communication (42)
0.00
0.no
1 0.00
0.00
Travel (43)
0.00
0.00
0.00
0.00
Advertising (44)
0.00
0.00
0.00
0.00
Rental/Lease (45)
0.00
0.00
0.00
0.00
RepairlMaint (48)
0 00
0.00
0.00
0.00
Capital Equipment (64)
4� 0.00
0 00
0.00
0.00
Other:
$500,000 $0
I$0
$0
$0
Total Expenses
Program Description:
She City Council -approved 1999 Station 16 purchase agreement included aright -of -first -refusal
the adjacent property. The Van Mere opportunity is a once in a lifetime chance to locate F'
Administration next to an existing fire station. construct an adequately sized training classroom, a
build a non -burning training facility. Located on the third floor of City Nall since 1997, F
Administration is the only city department administration not co -located with the primary group
employees we are responsible to lead and manage. For 12 years, the City Sall) location used for lack
sufficient space and created service delivery inefficiencies. If the property
purposes described above, it is an investment in the future to acquire such a site for F
Administration and a training facility co -located with ainreplacement City, Stationhe 2 estimated ter sacquited
to cost
emergency response times into the busiest map g
the Van Mere property is $500,000.
VALevy 2009\Van Mere Property.xls 1122/2009 Packet Page 50 of 93
Decision Package Request Form
Fund Number:
Department Number:
Cost Center Number:
Decision Package Title:
414
501
Fire Admin, Classroom, Training Facility
Preparer: Thomas J. Tomberg
Ranking: I
Budget Year Requested: N!A
Sources (Revenues) for this decision package are from:
General Fund - Regular Property Tax, EMG Levy, EMS Fees, woodway, Esperance
If ongoing costs, please put an " X " in the Ongoing Column
#VALUEI
#VALUEI
#VALUEI
#VALUEI
Expenditure Costs ongoing
NIA
0.00
0.00
0.00
0.00
Salaries (11)
0.00
0.00
0.00
0.00
Overtime (12)
0,00
0.00
0.00
0.00
Benefits (23)
0.00
0.00
0.00
0.00
Uniforms (24)
0.00
0.00
0.00
0.00
Supplies (31)
0.00
0.00
0.00
0.00
Small equip (35)
0.00
0.00
0.00
0.00
Prof. Services (41)
0.00
0.00
0.00
0.00
Communication (42)
0.00
0.00
0.00
0.00
Travel (43)
0.00
0.00
0.00
0.00
Advertising (44)
0.00
0.00
0.00
0.00
Rental/Lease (45)
0.00
0.00
0.00
0.00
RepairlMaint (48)
0.00
0.00
0.00
0.00
Capital Equipment (64)
1.2 million 0.00
0.00
0.00
0.00
Other:
$0 $0
$0
$0
$0
Total Expenses
Program Description:
Consistent with the Gouncil-approvers 1999 Fire Station 16 purchase agreement right-af-firs
e Administration with an adequately sized trainir
refusal on the adjacent property, construct Fir
classroom and a non -burning training facility. After property acquisition, improvements include
two-story, 3,600 square foot Fire Administration building with seven covered parking spaces, and
two-story, 800 square foot, concrete, non -burning training facility with asphalt surround, a
referenced in the property acquisition decision package„ the land could be acquired and later sc
as part of a project to co -locate Fire Administration, a training classroom, and non -burning trainil
facility with a replacement Station 20 better sited to reduce emergency response times into t'
busiest grid maps in the City.
VALevy 20091Fire Admin, Classroom, Training Facility.As 1/22/2009 Packet Page 51 of 93
Decision Package Request Form
Fund Number: 116
Department Number: 651
Cost Center Number: 519-920-650
Decision Package Title: Parks Maintenance Replacement
Preparer: Jim Stevens
Ranking: 3
Budget Year Requested: 2010
Sources (Revenues) for this decision package are from:
Proposed capital bonding.
If ongoing costs, please put an " X " in the Ongoing Column
Expenditure Costs
Ongoing
2010
2011
2012
2013
2014
Salaries (11)
Overtime (12)
Benefits (23)
Uniforms (24)
Supplies (31)
Small equip (35)
Prof. Services (41)
Communication (42)
Travel (43)
Advertising (44)
Rental/Lease (45)
Repair/Maint (48)
Capital Equipment (64)
Other.
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0200
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00-1
0.00
0.00
3500000.00
0.00
0.00
0.00
0.00
Total Expenses
$3,500,000
$0
$0
$0
$0
Program Description:
In 2t7.08, the City completed a study of the existing Parks Maintenace Building, a structure built in th
late 608 and located in City Park. It serves as the base of operations for both Facilities Maintenanc
and Parks Maintenance, and has reached the end of its serviceable life. Remodeling and expandin
the existing structure is not a cost effective solution because meeting current building and safel
regulations drive the cost to more than 80% of outright replacement. Parks and Facilitie
Maintenance functions would move to Old Public Works for the duration of the construction. Th
project would also offer the City the opportunity to construct a LEED certified structure that coul
additionally meet Energy Star Label criteria.
CADocuments and Settings\junglov\Local Settings\Temporary Internet Files\01LK20ecision Package CPMB ReplacementAs 1/21/2009
Packet Page 52 of 93
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Schedule of Cuts Proposed during the 2009-2010 Budget Process
2008 2009
2010
2011
Cuts Implemented
IT Equipment
157,000
Eliminate HR New Position .5 FTE
25,865
25,583
26,862
Eliminate Position City Clerk Office
60,000
63,000
66,150
Eliminate IT New Positions 2.5 FTE
214,250
220,976
232,025
Eliminate Position Finance Department
66,000
69,300
66,150
Reduce Legal Fees
10,000
10,000
10,000
Eliminate Crime Prevention Specialist
120,120
126,477
132,575
157,000 496,235
515,336
533,762
Cuts Not Implemented
Eliminate Economic Development
74,700
76,568
Eliminate Fiber Optic Project
59,719
61,212
Eliminate DARE Program
89,250
93,713
Eliminate Planner Position
89,250
93,713
Eliminate Engineering Tech Position
64,050
67,253
Eliminate Discovery Program
41,786
42,831
Close Yost Pool
110,447
113,208
Reduce Park Maintenance
500,000
523,109
0 0
1,029,202
1,071,605
Packet Page 54 of 93
AM-2064
Ending Fund Balance Policy Discussion
City Council Retreat
Date: 02/06/2009
Submitted By: Jana Spellman
Submitted For: Ron Wambolt Time: 30 Minutes
Department: City Council Type: Information
Review Committee:
Action:
Information
Subiect Title
03:15 p.m. - Ending Fund Balance Policy Discussion (Refer to Packet Page 55)
Recommendation from Mayor and Staff
Previous Council Action
Narrative
Councilmember Wambolt requested that this item be placed on the 2009 Council Retreat Agenda
for discussion.
Fiscal Impact
A **a oh m an+e
Link: Appropriate Level Of Unreserved Fund Balance In The General Fund
Link: E-mail message re effect of fund balance on ratinf;s.
Form Routing/Status
Route Seq Inbox Approved By
Date Status
1 City Clerk Sandy Chase
01/30/2009 03:52 PM APRV
2 Mayor Gary Haakenson 01/30/2009 09:59 PM APRV
3 Final Approval Sandy Chase
02/02/2009 03:46 PM APRV
Form Started By: Jana
Started On: 01/29/2009 09:38
Spellman
AM
Final Approval Date: 02/02/2009
Packet Page 55 of 93
APPROPRIATE LEVEL OF UNRESERVED FUND BALANCE IN THE GENERAL FUND (2002
Background. Accountants employ the term fund balance to describe the net assets of governmental funds calculated
in accordance with generally accepted accounting principles (GAAP). Budget professionals commonly use this same
term to describe the net assets of governmental funds calculated on a government's budgetary basis.' In both cases,
fund balance is intended to serve as a measure of the financial resources available in a governmental fund.
Accountants distinguish reserved fund balance from unreserved fund balance. Typically, only the latter is available for
spending. Accountants also sometimes report a designated portion of unreserved fund balance to indicate that the
governing body or management have tentative plans concerning the use of all or a portion of unreserved fund balance.
It is essential that governments maintain adequate levels of fund balance to mitigate current and future risks (e.g.,
revenue shortfalls and unanticipated expenditures) and to ensure stable tax rates. Fund balance levels are a crucial
consideration, too, in long-term financial planning.
In most cases, discussions of fund balance will properly focus on a government's general fund. Nonetheless, financial
resources available in other funds should also be considered in assessing the adequacy of unreserved fund balance in
the general fund.
Credit rating agencies carefully monitor levels of fund balance and unreserved fund balance in a government's general
fund to evaluate a government's continued creditworthiness. Likewise, laws and regulations often govern appropriate
levels of fund balance and unreserved fund balance for state and local governments.
Those interested primarily in a government's creditworthiness or economic condition (e.g., rating agencies) are likely to
favor increased levels of fund balance. Opposing pressures often come from unions, taxpayers and citizens' groups,
which may view high levels of fund balance as "excessive."
Recommendation. GFOA recommends that governments establish a formal policy on the level of unreserved fund
balance that should be maintained in the general fund.2 GFOA also encourages the adoption of similar policies for
other types of governmental funds. Such a guideline should be set by the appropriate policy body and should provide
both a temporal framework and specific plans for increasing or decreasing the level of unreserved fund balance, if it is
inconsistent with that policy. 3
The adequacy of unreserved fund balance in the general fund should be assessed based upon a government's own
specific circumstances. Nevertheless, GFOA recommends, at a minimum, that general-purpose -governments,
regardless of size, maintain unreserved fund balance in their general fund of no less than five to 15 percent of
regular -general fund operating revenues, or of no less than one to two months of regular general fund
operating exenditures. pA government's particular situation may require levels of unreserved fund balance in the
general fund significantly in excess of these recommended minimum levels.5 Furthermore, such measures should be
applied within the context of long-term forecasting, thereby avoiding the risk of placing too much emphasis upon the
level of unreserved fund balance in the general fund at any one time.
' For the sake of clarity, this recommended practice uses the terms GAAP fund balance and budgetary fund balance to distinguish these two
different uses of the same term.
z Sometimes reserved fund balance includes resources available to finance items that typically would require the use of unreserved fund balance
(e.g., a contingency reserve). In that case, such amounts should be included as part of unreserved fund balance for purposes of analysis.
3 See Recommended Practice 4.1 of the National Advisory Council on State and Local Budgeting governments on the need to "maintain a prudent
level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or
unpredicted one-time expenditures" (Recommended Practice 4.1).
4The choice of revenues or expenditures as a basis of comparison may be dictated by what is more predictable in a
government's particular circumstances. In either case, unusual items that would distort trends (e.g., one-time revenues
and expenditures) should be excluded, whereas recurring transfers should be included. Once the decision has been made
to compare unreserved fund balance to either revenues or expenditures, that decision should be followed consistently
from period to period.
5 In practice, levels of fund balance, (expressed as a percentage of revenues/expenditures or as a multiple of monthly expenditures), typically are
less for larger governments than for smaller governments because of the magnitude of the amounts involved and because the diversification of their
revenues and expenditures often results in lower degrees of volatility.
L:\Producliondb\AGENDA\CCOUNCIL\0014 2064 WAMBOLT GOVERNMENT FINANCE OFFICERS ASSOCIATION.doc I
Packet Page 56 of 93
In establishing a policy governing the level of unreserved fund balance in the general fund, a government should
consider a variety of factors, including:
The predictability of it revenues and the volatility of its expenditures (i.e., higher levels of unreserved fund
balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if
operating expenditures are highly volatile).
The availability of resources in other funds as well as the potential drain upon general fund resources
from other funds (i.e., the availability of resources in other funds may reduce the amount of unreserved
fund balance needed in the general fund, just as deficits in other funds may require that a higher level of
unreserved fund balance be maintained in the general fund).
Liquidity (i.e., a disparity between when financial resources actually become available to make payments
and the average maturity of related liabilities may require that a higher level of resources be maintained).
Designations (i.e., governments may wish to maintain higher levels of unreserved fund balance to
compensate for any portion of unreserved fund balance already designated for a specific purpose).
Naturally, any policy addressing desirable levels of unreserved fund balance in the general fund should be in
conformity with all applicable legal and regulatory constraints. In this case in particular, it is essential that differences
between GAAP fund balance and budgetary fund balance be fully appreciated by all interested parties.
Approved by the Committee on Accounting, Auditing and Financial Reporting and the Committee on Governmental
Budgeting and Management, January 30, 2002
Approved by the Executive Board, February 15, 2002.
L'\ProductlondblAGENDA\CCOUNCIL\0014 2064 WAMBOLT GOVERNMENT FINANCE OFFICERS ASSOCIATION.doc
Packet Page 57 of 93
E-mail Message reciardinct Effect of fund balance on ratings.
-----Original Message -----
From: Alan Dashen[mailto:alan@dashenmusselman.com]
Sent: Wednesday, January 28, 2009 10:33 AM
To: Junglov, Kathleen
Subject: FW: Effect of fund balance on ratings
Kathleen
This is what I received so far. I have not yet reviewed it. I am also waiting for some info from Moody's.
As a rule of thumb, most cities and counties want a fund balance of a minimum of 10%. Below that I think
it would definitely have a negative effect on the City's bond rating. If it does drop below, the City needs to
have a good explanation and plan. Of all of the financials, fund balance is a major discussion point
because it is easy to look at and is a good barometer of cash availability.
h_1FT
Please note new address below.
Alan Dashen
DashenMusselman Inc.
5400 Carillon Point
Building 5000, Suite 400
Kirkland, WA 98033
425-452-9550
alan@dashenmusselman.com
Packet Page 58 of 93
AM-2073
Employees: Future Labor Negotiations/Legal Considerations
City Council Retreat
Date:
02/06/2009
Submitted Bv. Sandy Chase
Submitted For: Scott Snyder, City Attorney Time: 45 Minutes
Department: City Clerk's Office Type: Information
Review Committee:
Action:
Information
Sub;ect Title
Legal Considerations - Public Bargaining (Refer to Packet Page 59)
Recommendation from Mayor -and Staff
Previous Council Action
Narrative
City Attorney Scott Snyder prepared the attached memorandum regarding "Public Employees
Collective Bargaining and Council Policy."
In addition, attached is an excerpt from the 09/05/2000 City Council Minutes that
includes discussion and adoption of the L-5 Salary Plan.
Fiscal Impact
4 tta rhm Pntc
Link: Public Employee Collective Bargaining
Link: Excerpt from 09-05-00 Council Minutes
Form Routing/Status
Route Seq Inbox
1 City Clerk
2 Mayor
3 Final Approval
Form Started By: Sandy
Chase
Approved By Date
Status
Sandy Chase 02/03/2009 02:39 PM APRV
Gary Haakenson 02/03/2009 02:53 PM APRV
Sandy Chase 02/03/2009 02:55 PM APRV
Started On: 02/03/2009 02:26
PM
Final Approval Date: 02/03/2009
Packet Page 59 of 93
DIN
UPHY
RLL CE
A 'I' i O H `= F 5 4 A T € ,, %V
MEMORANDUM
DATE; February 3, 2009
TO: Edmonds City Council
City of Edmonds
FROM: W. Scott Snyder, Office of the City Attorney
RE: Public Employees Collective Bargaining and
Council Policy and Budgetary Control
11 A-W1'AA I WA1
As a municipality created under RCW Title 35A, the City of Edmonds has adopted a
mayor/council form of government. The day to day direction of employees is a prerogative of
the office of Mayor. RCW 35A.12.090. The City Council, on the other hand, controls the
budget and establishes the salaries of public employees. As a part of the budget, the City
Council adopts an annual salary ordinance. RCW 35A.33.030. The salary ordinance sets the
salaries of non represented employees and may be amended to provide for collective bargaining
agreements. RCW 35A.33.080.
Chapter 41.56 RCW. The Public Employment Relations Act generally provides that public
employers have the obligation to bargain with employees and adopts a series of unfair labor
practices for both public employers and public employees. RCW 41.56.140 and 150. Both
parties have an obligation to engage in good faith collective bargaining. RCW 41.56.140(4) and
41.56.150(4).
The Act creates an important distinction between uniformed employees (commissioned police
officers and firefighters) and non -uniformed employees (all other city employees). The statute
takes away the right of uniformed employees to strike and in exchange provides uniformed
employees with the right to binding interest arbitration. RCW 41.5.450. Interest arbitration is a
catch all phrase which, in the event that the parties reach impasse in their negotiation, gives to an
arbitrator the right to determine a contract on all issues that are mandatory subjects of bargaining.
The arbitrator has the right to set the terms and conditions of employment, including wages,
hours and conditions of employment. RCW 41.56.465. The statute lists the factors which are to
A Member of the International Lawyers Network with independent member law firms worldwide
1601 fifth Avenue, Suite 2100 * Seattle. WA 98101-1686 • 206,447,7000 • Fax: 206,447.0215
Web: www.omwlaw.corn
{ WSs7174s5.DOC;1 /00006.900000/)
Packet Page 60 of 93
Edmonds City Council
February 3, 2009
Page 2
be considered by the arbitrator. Ibid. The consumer price index and changes in circumstances of
the employer are among factors listed. The most important criteria in practice, however, is the
consideration of
"...a comparison of the wages, hours, and conditions of
employment of personnel involved in the proceedings with the
wages, hours, and conditions of employment of like personnel of
like employers of similar size on the west coast of the United
States."
RCW 41.56.465(2).
The provision regarding firefighters is substantially the same. RCW 41.56.465. Regional
differences in salaries are not to be considered unless a city has a population of less than 15,000.
Non -uniformed employees on the other hand do not have the right to binding arbitration. In
practice, this means that the City has considerably more leverage with non -uniformed
employees. The City's main obligation is to bargain in good faith. Employees are not granted
the right to strike under RCW 41.56.120, but employees who do strike or refuse to perform their
duties are typically subject to restraining orders through the judicial process, as well as
discharge.
For non -uniformed employees, if an agreement is not struck in mediation, the employer has the
right to "unilaterally implement" its last, best offer. RCW 41.56.123. Implementation may
occur one year after the expiration of the Collective Bargaining Agreement -- the City must
maintain the status quo in the interim.
PRACTICAL IMPLICATIONS
1. Exercise Legislative. Authority Judiciously_. The City Council has the right to determine
the salaries, wages and working conditions of non -represented employees. The City Council
must use this power judiciously or it may encourage nonrepresented public employees to
organize. While supervisors do not have the requisite "community of interest" to be included in
a bargaining unit with the employees which they supervise, they have the right to organize and
be placed in supervisory units. Only "confidential" employees, that is, employees who have a
direct role in the labor negotiations process, may be excluded from a bargaining unit. Therefore,
if the City Council presses issues such as at will termination or salaries beyond certain limits, it
faces the prospect of unionization of currently non -represented employees.
2. Great Leverage With Nonuniformed Employees. With respect to represented but non -
uniformed employees, the City Council has the right to determine salaries and ultimately impose
its judgment on these employees. The cost of the process is always a factor. If, after one year of
good faith bargaining and mediation the City unilaterally implements its last best offer, the
parties must continue to bargain until a Collective Bargaining Agreement is reached. Also, for
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Edmonds City Council
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one year following the expiration of the current Collective Bargaining Agreement, the "status
quo" or wages, hours and conditions of work as they existed in the last year of the contract will
control. In this scenario, however, employees could lose the right to retroactivity -- that is, wage
increases during the negotiation. This is a strong incentive to settle.
3. Uniformed Employees. Ultimately, in binding arbitration an independent arbitrator will
determine the wages, hours and conditions of employment for your uniformed personnel if you
cannot reach agreement. That determination will be made on the basis of a comparison of west
coast cities of a comparable size. Arbitrators tend to look to historical factors -- that is, how the
parties have structured past contracts and also the comparables used in prior negotiations. The
population of cities is one factor in the selection of comparables, but other factors such as sales
and property tax revenues may be considered. In the practical terms, this means that the largest
percentage of your employee costs will be determined by external factors and not as a legislative
decision of the City Council.
ABILITY TO PAY
While the City's financial resources are a factor, ultimately so long as the City has untapped
sources of revenue, it is difficult or impossible to raise as a defense that the City does not have
the "ability to pay."
While any employer is constrained to negotiate within the limits of
its resources, it will not do to have an employer arbitrarily refrain
from using an available resource and the, in effect, plead inability
to pay ... that it did not choose to avail itself of this resource was
not the problem of the exclusive bargaining representative or a
defense to good faith bargaining.
Shelton Education Assn. v. Shelton School District, Dec. 579-B (PECB 1984) - special levy.
Ability to pay can come up in two contexts. One is as a defense to an Unfair Labor
Practice(ULP) claim that a city has not bargained in good faith. The second is the presentation
of the employer's case in binding interest arbitration. For City employer, the bar has been set so
high that it is virtually impossible to make an ability to pay so long as the City Council has, in its
legislative discretion, chosen not to tap certain revenue sources. For example, the City has a
wide variety of untapped revenue sources detailed at past retreats from parking meter revenue to
business and occupations taxes. While the City Council has the legislative discretion not to
impose such taxes, charges or fees, failing to do so eliminates your ability to raise an ability to
pay as a valid factor in either a defense to a ULP or in arbitration.
A related tactic can, however, be effective in addressing what you may view as exorbitant
contract demands. As noted, the size of the City is one important factor in arbitration, as is its
service area. The City's sales tax base and property tax information are also relevant to how the
City should be ranked among cities of comparable size. That is, the development of a
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Edmonds City Council
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comparable list and the City's placement on it can take into account not only size but also the
City's revenue base. The decision on wages will be ultimately made by an interest arbitrator for
your police and fire employees.
CURRENT COLLECTIVE BARGAINING STRATEGY
After over 30 years of working with public employers, it is my observation that collective
bargaining strategies tend to run in cycles. City Councils take tough stances to respond to
economic and political pressures. The cost of arbitration, unfavorable results, and poor
employee relations tend to make the pendulum swing back toward a more conciliatory posture.
Such postures over time can lead to inflated wages which cause the pendulum to swing back in
the other direction. Similarly, Union leadership can swing from cooperative to confrontational.
Mr. Bernheim has inquired regarding the City's use of a professional negotiator. As some
Council Members may be aware, I have provided labor and employment services to
approximately twelve cities, a transit authority, and three counties over the years. I have
negotiated contracts in small and mid -sized communities in this state and in the Midwest. This
was my first contract cycle with the City of Edmonds. Edmonds has been negotiated by a
professional negotiator for over 25 years. The last labor negotiation cycle was conducted in
accordance with tactics and strategy developed jointly with the Mayor, staff and City Council.
Briefly summarized:
1. The City Council has established a series of comparison cities for use with your non -
represented employees. Salaries are set at the mid -range of the median salary paid for
comparable positions. Some positions are difficult to categorize or differ from city to city and
are established by analogy. These salaries for non -represented employees are set by the City
Council through the annual budget ordinance.
2. The City Council establishes a target amount or a percentage for use in negotiations. The
City has used a Total Cost of Compensation (TCC) approach in bargaining comparing the entire
wage package (salary and benefits) when making comparisons. Management goals are
established by the Mayor and relevant department heads.
3. Two different bargaining approaches have been utilized for your police and fire units and
your other represented employees:
a. Police and Fire. In the last contract cycle, the City used a collaborative approach
with its uniformed employees. I was not present at the table during your negotiations with your
police and fire units. Negotiating parameters were set by the City Council based upon
comparable wage data. This approach recognizes that binding arbitration ultimately controls
hours, wages and terms of condition for the uniformed services. Your police and fire chiefs have
led negotiations directly with the unions. Ms. Junglov and I have been consulted regarding
economies and contract wording issues. The City Council sets negotiating parameters and
reviews contracts. I recognize that two Council Members came late to the negotiation process
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after bargaining parameters had been established. This creates a difficult situation because
"regressive bargaining" is an Unfair Labor Practice. Regressive bargaining refers to one party or
reducing an offer placed on the table. Therefore, the City Council had little ability once the
initial negotiations were under way to change your bargaining parameters in mid stream.
4. With non -uniformed units, I served as your lead negotiator assisted by Ms. Humann and
the appropriate director. On the teamsters unit, this was Noel Miller and for the SEIU or
administrator unit, it was Duane Bowman. Police support negotiations were conducted by Chief
Compaan with the EPOA representative.
The department heads should speak to the rationale for the current negotiation approach.
COUNCIL POLICY DECISIONS -- POTENTIAL CHANGES.
The City Council has every right (and the responsibility) to review changing the way you
approach negotiations. Changes are worthy of discussions, but there are costs and benefits to
every approach.
1. Comparables. The City has a well established history of using certain comparables in
negotiation. There is nothing magic about your list but any comparables which have been used
over time tend to be given weight by an arbitrator (for uniformed employees). The City Council,
therefore, could:
a. Look at adjusting its comparable list. Comparables are most often based on size
and population as well as whether a community is a "full service" community or provides only
partial services. For example, while Shoreline is of comparable size, it does not have a public
works department which provides water and sewer services.
b. Consider adjusting the City's ranking based upon the City's revenue sources. The
City of Edmonds has lower sales tax revenue than communities of a comparable size. It also has
relatively higher property values than many communities of a similar size. Based upon your
analysis, the City Council may choose to adjust the reference point as you determine where City
salaries should be placed on any comparable schedule. For example, if you feel that overall City
revenues are at the 38th percentile with respect to your comparable cities, you may choose to pay
wages at a 38th percentile of your comparable cities.
2. Change in Negotiation Strategy - Use of a Professional Negotiator with Fire and Police.
The Mayor and Council have emphasized collaborative labor negotiations with your police and
fire unit to avoid both labor unrest and reduce labor costs in the negotiation process. The
Council is the ultimate judge of whether that effort has been successful, and key criteria is the
comparison of your labor settlements to those of your comparable cities. The Collective
Bargaining Agreements which you approved in 2008, at the time the were entered into were at
the mid point of your comparable cities.
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Edmonds City Council
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Timing is everything. Employers who are locked by contract into CPA increases are paying 5.5 -
6.5% increases for 2009 while recent settlements (January 2009) were 3 - 4%.
If the City Council adjusts where within the spectrum your settlement should fall, you can expect
union resistance and should prepare for negotiation in the same manner as you prepare for
binding arbitration. That is, the City should anticipate putting more effort in at the front end in
preparing you for negotiation the same way as one would prepare for a binding arbitration. You
will need to evaluate the potential cost savings over time through tougher negotiating strategy
with the cost of the process.
3. Adiusting Your Negotiation Parameters. for Non Uniformed Re resented Employees.
The City Council has a great deal of leverage with respect to these employees if potential
employee unrest is not a consideration. In the last round of bargaining, we spent far more time
with the SEIU unit addressing the issue of bumping into the court than we did on any other
single bargaining issue. Again, cost benefit comes into play. Some members of the Council
expressed concern regarding labor costs in the SEIU negotiation. A tougher labor stance will
ultimately consume more time. Using a professional negotiator for all units will increase the
expense of negotiation. Negotiation costs are a one time expense; wage increases multiply over
time.
4. Non Represented Employees. Non represented employees present a conundrum for the
City Council. While the City Council has the ability to more tightly control salaries at your
discretion, too tight of a control or perception of unfairness when compared with other units can
lead to unionization of these employees. Only confidential employees -- those directly involved
in the negotiation process -- can be excluded from a bargaining unit. Adding a supervisor's unit
in police and fire, or a city hall supervisor unit for your non -represented employees would
significantly increase your labor negotiation costs. Again, the City Council has the ability to
play hardball with non uniformed employees, but adding more bargaining units would not seem
to be in the City's interest.
There are other factors, as business people, of which you are all aware. The costs of attrition
replacement and the potential impact on attracting top quality employees are all factors for your
consideration. Bad labor relations can also have a direct cost in an organization as thinly staffed
as Edmonds. One push back strategy which work groups can employ is known as "work to rule"
-- that is, do just what is required and no more. Ultimately, the City Council determines the size
of the budget, but the unfortunate reality is that an arbitrator has the ability to determine the
wages for sixty percent of your work force.
WSS:gjz
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EXCERPT FROM THE CITY COUNCIL MEETING MINUTES OF
SEPTEMBER 5, 2000
L-5" Salary 6. PRESENTATION OF "L-5" SALARY PLAN FOR NON REPRESENTED EMPLOYEES
Ian for Non AND APPROVAL OF NON REPRESENTED EMPLOYEES SALARY ORDINANCE
(Represented
Employees
Human Services Director Brent Hunter explained this was a presentation of a new salary plan for
non -represented employees with a recommendation from the Human Resources Committee. If
acceptable to the Council, he requested approval of an attached salary ordinance that would
implement the plan. He thanked the Human Resources Committee for their review of the
proposed salary plan, advising the Human Resources Committee was comprised of
Councilmembers Orvis, Davis, and Miller, Mayor Haakenson, Administrative Services Director
Peggy Hetzler and himself. Mr. Hunter explained keeping salary levels up was one of the more
difficult problems the City faced, particularly keeping them up on an ongoing basis and the City,
like many organizations, had a history of short term fixes. He explained the Human Resources
Committee agreed the proposed salary plan would address short term problems and, if accepted
on a policy level, would address problems of wage compression, City salaries below comparable
salaries, recruitment of qualified employees, and lack of performance incentives and lack of
consistency
Mr. Hunter explained there had been a problem with wage compression in the City's fire
department for a number of years and comparison with neighboring cities often reveals
substantial gaps in the amount the City pays to top managers and what other cities are paying.
Regarding recruitment of qualified employees, Mr. Hunter explained it was necessary when
hiring the two new directors to exceed the salary range in order to obtain the caliber of person for
the position, hiring these directors at a wage higher than was paid to the City's current directors.
Mr. Hunter commented most director positions are "topped out" due to their being hired at the top
of the range or having been employed by the City long enough to have reached the top of the
salary range. This situation provides no financial incentive for the Mayor to encourage or reward
superior performance. Regarding lack of consistency, Mr. Hunter explained the proposed salary
plan would be more consistent from year to year and demonstrate to the City's employees that
there was a consistent approach to addressing salary inequities.
Mr. Hunter displayed a comparison of Fire Department salaries, pointing out Edmonds Fire Chief
was paid slightly under $82,000 in 1999, the Assistant Fire Chief approximately $75,000. Their
subordinates' pay, which includes overtime, exceeded the Fire Chief and Assistant Fire Chief in a
number of instances. In 1999, the Fire Chief was the fifth highest paid employee in the
department and the Assistant Chief was the tenth highest paid employee in the department. A
comparison of the Police Chief s salary to other cities of similar size revealed Edmonds' Police
Chiefs salary was the lowest at $86,360. He pointed out there was a $20,000 difference between
the salary paid to the Edmonds Police Chief and the City of Lynnwood Police Chief although
they were comparable positions and comparable populations.
Mr. Hunter displayed a comparison of department head salaries which illustrated the new
director's salaries were higher than existing directors, some of whom have been in the City's
employ for many years and have a great deal of experience.
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Mr. Hunter explained the L-5 salary plan was proposed by Council President Miller who worked
with this plan in a previous city. Mr. Hunter explained the purpose of the L-5 salary plan was to
attract, retain and reward employees. He pointed out some of the City's directors had been
approached with offers to leave the City for higher salaries. Mr. Hunter explained the L-5 salary
plan considered salaries in the Puget Sound region. He displayed a list of Puget Sound cities in
Pierce, Snohomish and King counties with greater and less population than Edmonds. In addition
to surveying total salary paid, total compensation was considered. He displayed a benefit
comparison of health insurance and vacation and holiday accrual. He said the benefit comparison
illustrated the City was not just weak in salaries and strong in benefits.
Mr. Hunter explained the L-5 salary plan was based on the median salary; cities were ranked by
population and the salary information determined for each city and position. The four cities
higher in population and four cities below in population were then ranked by salary and the fifth
or median level was selected as the most representative salary. He said the intent was to repeat
the process each year in time for review by the Human Resources Committee and Council so that
the impacts could be addressed in the budget process.
Mr. Hunter said after the L-5 information was gathered, the positions were grouped on the basis
of the salary data collected and level of difficulty/complexity. He displayed a list of the grouping
by position, explaining the Human Resources Committee agreed to use the L-5 ranking for the
highest position in each group, the Police Chief in the director's group, and set that as the top of
the salary range for all directors and establish the low range based on a 20% salary range. He
explained most of the change occurred at the department director level as sufficient salary
corrections have been made in lower levels over the years.
Mr. Hunter summarized adopting the L-5 salary plan would allow the Mayor to have financial
incentives to reward employees via merit increases. The intent would be to have an annual
update and review by the Human Resources Committee prior to the budget. He said any
proposed changes would be reviewed by the Council each year. Mr. Hunter said the final step
would be approval of the salary ordinance for non -represented employees, creating new salary
ranges for all non -represented positions effective immediately. He said the next agenda item was
a request for mid -year salary adjustments for non -represented employees to implement the L-5
salary plan.
Councilmember Orvis clarified the next step was to appropriate funds; the first step was not a
monetary expenditure, only a policy. Mr. Hunter agreed. Councilmember Orvis said the Council
maintained control of salaries via the budget process. Mr. Hunter agreed.
Councilmember Petso questioned how the proposed L-5 salary plan would address wage
compression in the Fire Department. She said if a union employee's salary exceeded the Chief s
salary, there would still be compression. Mr. Hunter said most of the compression problem was
driven by employees via collective bargaining. He said the Police and Fire Department wages
were the most "watched" wages and thus were the most comparable. The Human Resources
Committee believed if the City was comparable with other Fire Chiefs, the possibility for wage
compression would be reduced.
Councilmember Petso asked what if there was still salary compression. Mr. Hunter said the Fire
Chief was comfortable with the proposal. Councilmember Petso expressed concern the proposed
L-5 salary plan would not solve the problem of wage compression. She asked if only population
was considered when making comparisons. Mr. Hunter answered yes. Councilmember Petso
asked whether consideration had been given to differences between job descriptions in
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neighboring cities, such as Public Works Director who manages all water and sewer services
compared to Edmonds who has other water and sewer providers. Mr. Hunter said consideration
was given to how comparable some cities were. He attempted to keep the positions as similar as
possible and if there was a great deal of disparity in job descriptions, he did not use the data for
that city.
Councilmember Petso asked how the Mayor incorporated performance incentives into the L-5
salary plan. Mr. Hunter said the Human Resources Committee recommended funds be set aside
for the Mayor to correct some of the existing salary problems. Total implementation of the plan
was estimated to be $140,000 (bringing all employees to the L-5 level). The Human Resources
Committee recommended a partial adjustment and requested Mayor Haakenson determine an
amount that would be necessary to make the most critical adjustments (to be addressed in Agenda
Item 7). He said future corrections and the remainder of the implementation would be
accomplished via the performance review process and a merit increase.
Councilmember Petso observed all non -represented employees in a particular grouping would be
paid at the salary range established for the highest L-5 salary in the group. She observed if the
Police Chief was the highest paid, adopting the policy would result in salaries for all directors to
be based on the Police Chiefs salary. Mr. Hunter agreed, commenting the positions were
grouped not only on the basis of salary but similar level of responsibility.
Councilmember White asked how the range was established. Mr. Hunter answered he selected a
20% range. The salaries for the recently hired directors was $90,000 and the top of the range was
$100,000. A director with less experience likely would be paid at the lower range. He said the
Ewing Study had a 30% salary range but 20% was a more realistic assessment of today's market.
He commented the salary for the newly hired directors was a good indicator of the current
market. He said the newly hired directors were earning similar salaries in their previous
employment.
Councilmember White referred to the benefit comparison, pointing out a director in Lynnwood
had 92% of his/her benefits paid by the city and a director in Edmonds had 80% of their benefits
paid by the city. A director in Lynnwood received 136 vacation days after 10 years and 200
vacation days after 20 years compared with 128 vacation days after 10 years and 176 vacation
days after 20 years for an employee in Edmonds. He said the current salary for the Police Chief
of Lynnwood was approximately $5,000 above the top range in Edmonds. Mr. Hunter said the
intent of the Human Resources Committee was a salary plan that placed Edmonds in the middle
of the range.
Councilmember Orvis observed page 2 of the ordinance included the appropriation requested in
Agenda Item 7. Councilmembers agreed to combine the discussion of Agenda Items 6 and 7.
7. REQUEST FOR NJID YEAR SALARY ADJUSTMENT FOR NON REPRESENTED
'glary Adjustment EMPLOYEES
or Non -
Represented Mr. Hunter explained the Human Resources Committee found several positions that were far
employees enough awry they needed immediate correction. As the Human Resources Committee was
uncomfortable with implementing the salary plan all at one time, they requested Mayor
Haakenson determine appropriate salary adjustments that were needed to implement the new L-5
salary plan. He said the immediate concern was that the salaries of the newly hired directors were
higher than existing directors and a compression problem needed to be addressed. He said full
implementation costs were approximately $140,000; the $30,000 requested was a partial
Packet Page 68 of 93
implementation to correct the worst disparities. He said the remaining corrections would be made
next year and in future years.
Councilmember Orvis inquired about the annual cost of implementing the adjustments Mayor
Haakenson recommended. Mayor Haakenson answered approximately $120,000.
Councilmember Orvis recalled from the Human Resources Committee discussion that $78,000 -
$80,000 would be necessary for the first phase. Council President Miller pointed out those most
impacted by the L-5 salary plan were department directors and complete implementation would
be $140,000.
Council President Miller said salary compression had been an ongoing problem for a number of
years and the need to resolve it had been identified in the Ewing study. Regarding
Councilmember Petso's concern that compression would still exist, he said labor groups were
approximately at the L-5 level but non -represented employees were at approximately a L-7 — L-
10 level. By adjusting the salaries to the L-5 level, Edmonds' salaries would be comparable to
other cities' salaries. As a result, it would be the egregious hours put in by 1-2 employees that
would result in their salary exceeding the Chief's salary rather than 10-15 employees earning
more than the Chief. He recognized Edmonds did not have the same tax base that Everett,
Lynnwood or Redmond had but the City was in the same competitive market and by adopting L-5
would establish salaries in the top five. Council President Miller acknowledged the City had lost
several talented employees due to salaries as the City had not kept pace with other cities in its
salaries and benefits. He encouraged the Council to support the L-5 salary plan, pointing out it
would improve morale as well as assist with attracting and retaining directors.
Mayor Haakenson pointed out the City's most important resource was not its fire trucks, not the
PRISimTM firearms training program, not computers, not equipment of any kind but the
employees. He said represented employees' wages were fairly represented in the market via a
union contract, but non -represented employees do not have a 1-3 year adjustment to their salaries
via union contracts. He commented he did not have the ability to provide any merit pay increase
to several directors because they were at the top of the salary level. He said several directors had
not received any increase other than cost of living increases for 5-6 years. He pointed out the
importance of paying directors an equitable, fair wage and via a merit increase, bring their
salaries up to an appropriate level. He urged the Council to keep in mind that the employees were
the City's most important resource. Mayor Haakenson remanded the matter to Council for action.
COUNCIL PRESIDENT MILLER MOVED, SECONDED BY COUNCILMEMBER
PLUNKETT, TO APPROVE THE L-5 SALARY PLAN ORDINANCE PRESENTED THIS
EVENING AND APPROVE $30,000 FROM THE COUNCIL CONTINGENCY FUND
EFFECTIVE SEPTEMBER 15, 2000.
Councilmember White said the Edmonds Fire Department was consistently rated among the
highest in the State, the City's Police Department was one of only five in the State with national
accreditation and the City's parks were second to none in the State, yet he was embarrassed by
what the City's directors were paid. He pointed out the Lynnwood Police Chief earned
approximately $20,510 more in a city that was smaller geographically and had less population.
Bothell has 10,000 less population and their Police Chief earns $24,700 more that the Edmonds
Police Chief. Edmonds' Police Chief pays 20% of his benefits; Lynnwood's Police Chief pays
8% and Bothell's Police Chief pays 1%. Councilmember White recalled when the City
interviewed for the director positions, applicants came from many other cities, indicating people
want to work in Edmonds which may be why the City "can get away" with a mid -range salary.
Packet Page 69 of 93
He pointed the City demanded excellence but paid moderately. Councilmember White said he
was overwhelmed by the lack of respect shown to the City's directors and said the adjustments
were extraordinarily overdue.
Councilmember Petso pointed out there were two separate issues, 1) whether the City's directors
were adequately paid which she said it appeared they may not be, and 2) whether the L-5 policy
would address that problem or whether the L-5 salary plan was the correct policy to address the
problem. She said there are numerous ways to increase salaries including bringing all salaries up
to the level of the newly hired directors or reviewing the job description of each director,
comparing it to the other cities and determining an appropriate salary based on the job duties
rather than population. She said one of the worst possible ways to increase salaries was to set the
Public Works Director's salary, for example, based on what eight nearby cities pay their Police
Chief. She said she was unable to endorse such a policy.
Councilmember Petso recommended the Council not addressing the problem as part of the L-5
policy. She said the L-5 policy was not the solution to compression and could make compression
problems worse. Councilmember Petso recalled a comment made by Councilmember Earling
that the Council should consider the budget as a whole and compensation should be a part of that.
She recommended the City establish priorities; obviously a high priority would be to correct
department director's salaries but without the whole picture, the Council could not say with
certainty that was the highest priority. She suggested a decision be delayed until the entire budget
picture was before the Council.
Councilmember Davis commented Edmonds was a top notch city and needed to pay its
department directors what they were worth. He disagreed with Councilmember Petso's
objections to the L-5 salary plan, pointing out the L-5 plan utilized a median level in other cities.
He was initially concerned the L-5 salary plan would pit cities against each other and artificially
increase salaries but now agreed the market would drive salaries. If the City did not increase
salaries, employees would leave for other cities.
Councilmember Petso said she did not object to comparing the salary of, for example, the Parks
and Recreation Director to other Parks and Recreation Directors doing the same job; however,
she said paying the Parks and Recreation Director based on the salary of Lynnwood's Police
Chief was not appropriate.
Councilmember Davis disagreed with Councilmember Petso, stating the department heads are
indispensable and equal in status and responsibility. Therefore, a system needed to be established
that could address salaries in an equitable manner.
Councilmember Petso pointed out the L-5 salary plan addressed not only department heads but
also other non -represented employees. She said L-5 was a policy decision to pay the City's
Traffic Engineer within the same range as the Wastewater Treatment Plant Supervisor regardless
of what the Wastewater Treatment Plant Supervisors in other jurisdictions, doing the same job,
are paid. She said it was unknown which job the L-5 salary would be linked to, only the highest
paid position. She questioned the connection between the positions in each group, for example,
the connection between the salary for the Fleet Maintenance Manager and the Court
Administrator. She recognized that all employees were valuable and necessary but failed to see
any logical connection between establishing a salary for a Court Administrator based on the
salary for a Fleet Maintenance Manager.
Packet Page 70 of 93
Mayor Haakenson said the ranges were determined by 1) current pay rates and the way the
employees were currently grouped, and 2) the knowledge, skill and education level. He pointed
out the Council had the ability to consider the ranges each year. Councilmember Petso said in
future years the Council would not have the ability to consider what each position in the group,
doing the same job were paid in other cities. The Council would only be considering the L-5 for
comparable cities. Mayor Haakenson said the Council would have the ability to request
comparables in the future.
Councilmember Davis said the intent of the Human Resources Committee was to design a
uniform plan to avoid 1-2 employees seeking an increase at each Human Resources Committee
meeting based on their individual performance. He acknowledged the L-5 plan was a
philosophical way of viewing salaries and was at least a starting point.
Councilmember Earling said by taking action on this appropriation, the Council created the
potential for $30,000 this year and $30,000 next year. He recalled there had been several other
expenditures, all for one-time expenditures. He also pointed out long-standing inequities have
contributed to directors and other staff members leaving the City for opportunities in other cities.
Council President Miller restated the motion as follows:
APPROVE THE L-5 SALARY ORDINANCE AND TRANSFER $30,000 FROM THE
COUNCIL CONTINGENCY FUND TO MAKE A MID -YEAR SALARY ADJUSTMENT.
MOTION CARRIED, COUNCILMEMBER PETSO OPPOSED.
Ord #3323 The approved ordinance reads as follows:
Amending ORDINANCE NO. 3323 AMENDING THE ANNUAL SALARY ORDINANCE NO. 3285
Annual
Salary Ord FOR BUDGET YEAR 2000, AS AMENDED BY ORDINANCE NO. 3316, AND FIXING A
0285 (Non- TIME WHEN THE SAME SHALL BECOME EFFECTIVE.
(Represented
Employees)
Because the next Agenda Item pertains to establishing the salary for the Mayor, Mayor
Haakenson did not participate in the discussion and requested Council President Miller lead the
discussion and any action taken on this matter.
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AM-2068
9:15 a.m. - Conservation Agenda for 2009
City Council Retreat
Date: 02/06/2009
Submitted BY: Rob Chave
Submitted For: Rob Chave Time: 90 Minutes
Department: Planning Type: Action
Review Committee:
Action:
Infnrmatinn
Subject Title
09:15 a.m. - Conservation Agenda for 2009 (Refer to Packet Page 72)
1) Review of Previous Action:
a) Mayor's Agreement on Climate Change
b) Council Resolution on Policy and Principles
2) Discussion of Possible Initiatives
3) Prioritization
Recommendation from Mayor and Staff
N/A
Previous Council Action
N/A
Narrative
For Part 1 of the discussion, these are the relevant actions taken by Council to date:
Res 41129 - Supporting Kyoto Protocol and endorsing the US Mayors' Climate protection
Agreement.
Res #1130 - Joining ICLEI and participating in the Cities for Climate Protection Campaign, and
pledging to take a leadership role in promoting public awareness about the causes and impacts of
climate change.
Res #1168 - Establishing the City of Edmonds Sustainable Building Policy.
Res # 1169 - Joining the Cascade Agenda as a member City.
Res #1170 - Committing to a set of principles and policies, as well as policy goals for future
action.
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For Parts 2 and 3 of the discussion, Councilmember Strom Peterson has prepared an outline,
"Working Toward Sustainability," which is attached as Exhibit 6.
Fiscal Impact
Attachments
Link: Exhibit 1: Res #1129 US Mayors
Link: Exhibit 2: Res #1130 ICLEI
Link: Exhibit 3: Res# 1168 Sustainable Building Policy
Link: Exhibit 4: Res #1169 Cascade Agenda
Link: Exhibit 5: Res # 1170 Environmental Principles
Link: Exhibit 6: Working Toward Sustainability discussion outline
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 01/30/2009 03:52 PM APRV
2 Mayor Gary Haakenson 01/30/2009 09:59 PM APRV
3 Final Approval Sandy Chase 02/02/2009 03:46 PM APRV
Form Started By: Rob Started On: 01/30/2009 02:20
Chave PM
Final Approval Date: 02/02/2009
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0006.900000
WSS/gjz
8/7/06
RESOLUTION NO. 1129
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDMONDS, WASHINGTON, IN SUPPORT OF THE KYOTO
PROTOCOL ON EMISSIONS, ENDORSING THE U.S.
MAYOR'S CLIMATE PROTECTION AGREEMENT AND
REQUESTING PERIODIC REPORTS REGARDING THE
PROGRESS OF THE CITY TOWARD IMPLEMENTING THE
U.S. MAYOR'S PROTECTION AGREEMENT.
WHEREAS, the U.S. Conference of Mayors has previously adopted strong policy
resolutions calling for cities, communities and the federal government to take action to reduce
global warming pollution, and,
WHEREAS, the Inter -Governmental Panel on Climate Change (IPCC), the
international community's most respected assemblage of scientists, has found that climate
disruption is a reality and that human activities are largely responsible or increasing
concentrations of global warming pollution; and
WHEREAS, recent, well -documented impacts of climate disruption include
average global sea level increase of rout to eight inches during the 20th century; a 40 percent
decline in Arctic sea -ice thickness, and nine of the ten hottest years on record occurring the past
decade, and
WHEREAS, climate disruption of the magnitude now predicted by the scientific
community will cause extremely costly disruption of human and natural systems throughout the
world including: increased risk of floods or droughts; sea -level rises that interact with coastal
storms to erode beaches, inundate land, and damage structures; more frequent and extreme heat
waves; more frequent and greater concentrations of smog, and
{WSS638720.DOC;1/00006.900000/} - I -
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WHEREAS, on February 16, 2005 the Kyoto Protocol, an international agreement
to address climate disruption, went into effect in the 141 countries that have ratified it to date; 38
of those countries are now legally required to reduce greenhouse gas emissions on average 5.2
percent below 1990 levels by 2012, and
WHEREAS, the United States of America, with less than five percent of the
world's population, is responsible for producing approximately 25 percent of the world's global
warming pollutants, and
WHEREAS, the Kyoto Protocol emissions reduction target for the U.S. would
have been 7 percent below 1990 levels for 2012, and
WHEREAS, many leading US companies that have adopted greenhouse gas
reduction programs to demonstrate corporate social responsibility have also publicly expressed
preference for the US to adopt precise and mandatory emissions targets and timetables as a
means by which to remain competitive in the international marketplace, to mitigate financial risk
and to promote sound investment decisions, and
WHEREAS, state and local governments throughout the United States are
adopting emission reduction targets and programs and that this leadership is bipartisan, coming
from Republican and Democratic governors and mayors alike, and
WHEREAS, many cities throughout the nation, both large and small, are reducing
global warming pollutants through programs that provide economic and quality of life benefits
such as reduced energy bills, green space preservation, air quality improvements, reduced traffic
congestion, improved transportation choices, and economic development and job creation
through energy conservation and new energy technologies, and
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WHEREAS, mayors from around the nation have signed the U. S. Mayors
Climate Protection Agreement which, as amended at the 73rd Annual U.S. Conference of
Mayors meeting, reads:
The U.S. Mayors Climate Protection Agreement
A. We urge the federal government and state governments to
enact policies and programs to meet or beat the target of reducing
global warming pollution levels to 7 percent below 1990 levels by
2012, including efforts to: reduce the Unites States' dependence
on fossil fuels and accelerate the development of clean, economical
energy resources and fuel -efficient technologies such as
conservation, methane recovery for energy generation, waste to
energy, wind and solar energy, fuel cells, efficient motor vehicles,
and biofuels;
B. We urge the U.S. Congress to pass the bipartisan
greenhouse gas reduction legislation that includes 1) clear
timetables and emissions limits and 2) a flexible, market -based
system of tradable allowances among omitting industries; and
C. We will strive to meet or exceed Kyoto Protocol targets for
reducing global warming pollution by taking actions in our own
operations and communities such as:
1. Inventory global warming emissions in City
operations and in the community, set reduction targets and create
an action plan;
2. Adopt and enforce land -use policies that reduce
sprawl, preserve open space, and create compact, walkable urban
communities;
3. Promote transportation options such as bicycle
trails, commute trip reduction programs, incentives for car pooling
and public transit;
4. Increase the use of clean, alternative energy by, for
example, investing in "green tags", advocating for the development
of renewable energy resources, recovering landfill methane for
energy production, and supporting the use of waste to energy
technology;
{WSS638720.DOC;1/00006.900000/) - 3 -
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5. Make energy efficiency a priority through building
code improvements, retrofitting city facilities with energy efficient
lighting and urging employees to conserve energy and save money;
6. Purchase only Energy Star equipment and
appliances for City use;
7. Practice and promote sustainable building practices
using the U.S. Green Building Council's LEED program or a
similar system;
8. Increase the average fuel efficiency of municipal
fleet vehicles; reduce the number of vehicles; launch an employee
education program including anti -idling messages; convert diesel
vehicles to bio-diesel;
9. Evaluate opportunities to increase pump efficiency
in water and wastewater systems; recover wastewater treatment
methane for energy production;
10. Increase recycling rates in City operations and in
the community;
11. Maintain healthy urban forests; promote tree
planting to increase shading and to absorb CO2; and
12. Help educate the public, schools, other jurisdictions,
professional associations, business and industry about reducing
global warming pollution, NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
Section 1. The Edmonds City Council hereby endorses and adopts the U.S.
Mayors Climate Protection Agreement as amended by the 73rd Annual U.S. Conference of
Mayors meeting and encourages the Mayor to consider its recommendations as he prepares this
year's annual budget and implements the current year's budget.
Section 2. In furtherance of the U.S. Conference of Mayors and ICLEI Local
Governments for Sustainability and other appropriate organizations' attempts to track progress
and implement the U.S. Mayors' Climate Protection Agreement as amended, the City Council
{WSS638720.DOC;1/00006.900000/} - 4 -
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requests semi-annual updates regarding the progress of the City in implementing the following
program milestones: 1) conduct an emissions inventory and forecast; 2) set a reduction target; 3)
develop an action plan to achieve the target; 4) implement the plan; and 5) periodically review
progress and update the plan.
RESOLVED this 18th day of September, 2006.
APPROVED:
MAYOR, GARY HAAKENSON
ATTEST/AUTHENTICATED:
CITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 09/15/2006
PASSED BY THE CITY COUNCIL: 09/18/2006
RESOLUTION NO. 1129
{WSS638720.DOC;1/00006.900000/} -• 5 -
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City of Edmonds, Washington
Resolution No. 1130
Membership into ICLEI
Cities for Climate Campaign Participation
IVMRW, Scientific consensus has determined the COZ and other greenhouse gases released into the
atmosphere have a profound effect on the Earth's climate; and
WHEREAS, in 2006 the U.S. National Climate Data Center confirmed clear evidence of human influences on
climate due to changes in greenhouse gases; and
WHEREAS, the U.S. Conference of Mayors endorsed the 2005 U.S. Mayors' Climate Protection Agreement
initiated by Seattle Mayor Greg Nickels and signed by 238 mayors in the United States as of June
2006; and
WHEREAS, the Urban Environmental Accords adopted by local government delegates during UN World
Environment Day 2005 call for reduced emissions through energy efficiency, land -use and
transportation planning, waste reduction, and wiser energy management; and
WHEREAS, in 2003 the American Geophysical Union adopted a statement noting that human activities are
increasingly altering the Earth's climate and that natural influences cannot explain the rapid
increase in near -surface temperatures observed during the second half of the 201h Century; and
WHEREAS, in 2001 the National Academy of Sciences (NAS) reviewed and declared global warming a real
problem caused in part by the actions of humankind; and
WHEREAS, the 2001 Third Assessment Report from the International Panel on Climate Change (IPCC) and the
2000 U.S. Global Change Research Program's (USGCRP) First National Assessment indicate that
global warming has begun; and
WHEREAS, 162 countries including the United States pledged under the United Nations Framework
Convention on Climate Change to reduce their greenhouse gas emissions; and
WHEREAS, energy consumption, specifically the burning of fossil fuels, accounts for more than 80 percent of
U.S. greenhouse gas emissions; and
WHEREAS, local government actions taken to reduce greenhouse gas emissions and increase energy efficiency
provide multiple local benefits by decreasing air pollution, creating jobs, reducing energy
expenditures, and saving money for the local government, its business, and its residents; and
WHEREAS, the Cites of Climate Protection Campaign sponsored by ICLEI — Local Governments for
Sustainability has invited the city of Edmonds to join ICLEI and become a partner in the Cities for
Climate Protection Campaign.
NOW, THEREFORE, be it resolved that the city of Edmonds will join ICLEI as a full member and participate in
the Cities for Climate Protection Campaign and, as a participant, pledges to take a leadership role in promoting
public awareness about the causes and impacts of climate change.
BEITFURTHERRESOLVED, that the city of Edmonds will undertake the Citied for Climate Protection Campaign's
five milestones to reduce both greenhouse gas and air pollution emissions throughout the community, and
specifically:
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• Conduct greenhouse gas emissions inventory and forecast to determine the source and quantity of
greenhouse gas emissions in the city
• Establish a greenhouse gas emissions reduction target
• Develop an action plan with both existing and future actions that when implemented will meet the
local greenhouse gas reduction target
• Implement the action plan
Monitor and report progress.
BEFFFINALLYRESOLMED, that the city of Edmonds requests assistance from ICLEI's Cities for Climate
Protection Campaign as it progresses through the milestones.
RESOLVED this 18th day of September, 2006.
APPROVED:
MAYOR, GARY HAAKENSON
ATTEST/ AUTHENTICATED:
CITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 09/15/2006
PASSED BY THE CITY COUNCIL: 09/18/2006
RESOLUTION NO.1130
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RESOLUTION NO. 1168
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF EDMONDS, WASHINGTON, ESTABLISHING
THE CITY OF EDMONDS SUSTAINABLE BUILDING
POLICY.
WHEREAS, in September, 2006, the City of Edmonds formally expressed
support for the Kyoto Protocol and adopted the U.S. Mayors Climate Protection
Agreement by Resolution No. 1129, and joined the International Council for Local
Environmental Initiatives (ICLEI) by Resolution No. 1130.; and
WHEREAS, Edmonds' Citizens Committee on the U.S. Mayors Climate
Protection Agreement has developed a Sustainable Building Policy; and
WHEREAS, representatives of City departments with key involvement in
planned City construction projects have been involved in the development of the
Sustainable Building Policy; and
WHEREAS, the City desires that its buildings and facilities be models of
environmental and economic stewardship, contributing to the City's goals of protecting,
conserving and enhancing the region's environmental resources while setting a
community standard of sustainable building; and
WHEREAS, adopting the Sustainable Building Policy will help ensure
that new and renovated City facilities will be models of environmental stewardship; and
WHEREAS, the Sustainable Building Policy utilizes the U.S. Green
Building Council's Leadership in Energy and Environmental Design (LEED) rating
system and the Energy Star program of.the U.S. Environmental Protection Agency and
the U.S. Department of Energy, both of which provide a nationally recognized, common
language for defining building sustainability; NOW THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
The Sustainable Building Policy in Exhibit A is adopted as City policy and is hereby
endorsed by the City Council. It is the intent of the City Council that the Sustainable
Building Policy will apply to all new City -owned facilities greater than 5,000 square feet.
Renovations of existing structures that exceed 50% of the assessed value of such
buildings shall also meet this standard. The Council recognizes, however, that it may not
be feasible to immediately achieve Citywide adherence to the policy for those projects
which are already in construction phase. The Council further acknowledges that it retains
the ability to waive any of the provisions of the Sustainable Building Policy at its sole
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discretion when necessary to preserve the public health, safety or welfare in emergency
situations.
RESOLVED this 22nd day of April, 2008.
APPROV .
MA OR, CYffY AAAKENSON
ATTEST/AUTHENTICATED:
ITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 04/18/2008
PASSED BY THE CITY COUNCIL: 04/22/2008
RESOLUTIION NO. 1168
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Exhibit A
City of Edmonds
Sustainable Building Policy
Section 1: PURPOSE
The purpose of a Citywide policy on sustainable building is to demonstrate the City's
commitment to environmental, economic, and social stewardship, to yield cost savings to
the City taxpayers through reduced operating costs, to provide healthy work
environments for staff and visitors, and to contribute to the City's goals of protecting,
conserving, and enhancing the region's environmental resources. Additionally, the City
hopes to set a community standard of sustainable building.
Section 2: ORGANIZATIONS AFFECTED
All City departments and offices and their contractors responsible for financing,
planning, designing, developing, constructing and managing City -owned facilities and
buildings.
Section 3: DEFINITIONS
Sustainable Building
Sustainable building integrates building materials and methods that promote
environmental quality, economic vitality, and social benefit through the design,
construction and operation of the built environment. Sustainable building merges sound,
environmentally responsible practices into one discipline that looks at the environmental,
economic and social effects of a building or, built project as a whole. Sustainable design
encompasses the following broad topics: efficient management of energy and water
resources, management of material resources and waste, protection of environmental
quality, protection of health and indoor environmental quality, reinforcement of natural
systems, and integrating the design approach.
Life Cycle Cost Analysis
An inclusive approach to costing a program, facility, or group of facilities that
encompasses planning, design, construction, operation and maintenance over the useful
life of the facilities and finally any decommissioning or disassembly costs. Life Cycle
Cost Analysis looks at the net present value of design options as investments. The goal is
to achieve the highest, most cost-effective environmental performance possible over the
life of the project.
LEED Rating System
The Leadership in Energy and Environmental Design (LEED) Green Building Rating
SystemTm encourages and accelerates global adoption of sustainable green building and
Edmonds Sustainable Building Policy Page 1
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development practices through the creation and implementation of universally understood
and accepted tools and performance criteria. LEED is the nationally accepted benchmark
for the design, construction and operation of high performance green buildings. LEED
gives building owners and operators the tools they need to have an immediate and
measurable impact on their buildings' performance. LEED promotes a whole -building
approach to sustainability by recognizing performance in five key areas of human and
environmental health: sustainable site development, water savings, energy efficiency,
materials selection and indoor environmental quality. There are four rating levels:
Certified, Silver, Gold, and Platinum.
Section 4: POLICY
It shall be the policy of the City of Edmonds to finance, plan, design, construct, manage,
renovate, maintain, and decommission its facilities and buildings to be sustainable. This
applies to new construction and major remodels in which the total project square footage
meets the criteria given. The US Green Building Council's LEED (Leadership in Energy
and Environmental Design) rating system and accompanying Reference Guide shall be
used as a design and measurement tool to determine what constitutes sustainable building
by national standards. New construction of all City -owned facilities and buildings
greater than 5,000 square feet shall meet a minimum LEED Silver rating. Renovations of
existing buildings that exceed this 5,000 square foot threshold shall also meet a minimum
LEED Silver standard for all projects whose value is 50% or more of the assessed value
of the structure. Improvements to buildings that do not exceed these thresholds shall seek
to improve the building's ability to meet LEED standards to the extent warranted by the
scope and funding available for the project without impairing the ability of the City to
maintain its buildings and facilities. In all cases, the City shall utilize budget planning and
life cycle cost analysis in all of its building and facility decisions.
Design and project management teams are encouraged to meet higher LEED rating
levels. A Mayor's Award for achieving a higher rating will be awarded.
Section 5: PROCEDURES AND RESPONSIBILITIES
The Directors of all City Departments whose responsibilities include planning, designing,
constructing or renovating City -owned facilities shall be responsible for ensuring that
facilities and buildings comply with Section 4.
The City shall establish a Green Building Team, comprised of representatives from the
Engineering, Planning, Building and Facilities Divisions. The Green Building Team
shall be responsible for establishing and updating a LEED reference manual for helping
provide technical expertise on specific sustainable building issues on a case by case basis,
and coordinating LEED training programs within the City. The Green Building Team
shall also establish the minimum number of credits required in each of the LEED
categories applicable to City projects.
Edmonds Sustainable Building Policy Page 2
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Section 6: BUDGETING AND FINANCING
All capital construction which falls under this policy will be expected to budget to meet
at minimum the LEED Silver rating. Budget planning and life cycle cost analysis to
achieve a higher rating — such as Gold or Platinum — is encouraged.
Section 7: TRAINING
City capital project managers currently managing or likely to manage projects which fit
the criteria in Section 4 will be responsible to attend introductory LEED training and
follow-up training as needed. The City shall encourage and support appropriate staff to
receive LEED accreditations.
Edmonds Sustainable Building Policy Page 3
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RESOLUTION NO. 1169
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF EDMONDS, WASHINGTON, TO BECOME A
CASCADE AGENDA MEMBER CITY.
WHEREAS, in September, 2006, the City of Edmonds formally expressed
support for the Kyoto Protocol and adopted the U.S. Mayors Climate Protection
Agreement by Resolution No. 1129, and joined the International Council for Local
Environmental Initiatives (ICLEI) by Resolution No. 1130.; and
WHEREAS, the population in the Puget Sound region is expected to
double in the next one hundred (100) years on top of the already dramatic growth
recently experienced, thereby significantly impacting the growth of cities and towns; and
WHEREAS, long-term ecosystem health, economic vitality and quality of
life are of critical importance to citizens of the City; and
WHEREAS, in the face of such growth, the City can maintain and
enhance the quality of life by guiding how and where this growth will occur; and
WHEREAS, The Cascade Agenda is a 100-year collective vision for the
central Puget Sound region with the goals of conserving 1.3 million acres of working
farms, forests, and natural areas and creating vibrant and livable communities, while
sustaining a strong regional economy; and
WHEREAS, The Cascade Land Conservancy, recognizing the relationship
between making our communities spectacular enough to attract growth and the
conservation of this region's ecosystems and working lands, has launched the "Cascade
Agenda Cities Program" to help local jurisdictions create complete, compact and
connected communities; NOW THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
Section 1. The City endorses the vision articulated in The Cascade Agenda as beneficial
to the City and the region as a whole.
Section 2.The City shall pursue a partnership with the Cascade Land Conservancy as a
member of the Cascade Agenda Cities Program to advance this vision within the
community.
Section 3. The City will seek to maintain consistency of City policies and programs on
community development, housing, transportation, parks, open space, and sustainability
Page 1
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with the objectives of The Cascade Agenda Cities Program, striving to make the City
more complete, compact and connected.
Section 4. The City shall appoint a staff person to act as the City's primary link with
respect to Cascade Agenda Cities related activities.
RESOLVED this 22nd day of April, 2008.
APPROVE :
MAY , Gal
HAAKENSON
ATTEST/AUTHENTICATED:
'4� e - ��
I i'Y CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 04/18/2008
PASSED BY THE CITY COUNCIL: 04/22/2008
RESOLUTIION NO. 1169
Page 2
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RESOLUTION NO. 1170
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS
ADDRESSING ENVIRONMENTAL PRINCIPLES AND POLICY
Whereas the City of Edmonds is gifted with unique environmental assets, such as the shoreline
on Puget Sound, urban forest lands, diverse streams, Lake Ballinger and a range of parks;
and
Whereas the City of Edmonds is experiencing the development of significant economic assets
which can be utilized to foster smart environmental policies, such as new fiber-optic
infrastructure, businesses like Green For Good, and non-profit organizations like
Sustainable Edmonds; and
Whereas the Mayor's Citizens Committee on U.S. Mayors' Climate Protection Agreement has
proven successful at harnessing the power of citizen knowledge in environmental policy,
encouraging and supporting changes in City policies and operations which are making the
City a leader in environmental stewardship; and
Whereas given these environmental assets, economic assets, and citizen knowledge which exist
in the City of Edmonds, the City of Edmonds has a tremendous social responsibility to
utilize these capabilities to address the challenges of climate change, energy efficiency,
and suburban re -development; and
Whereas the understanding by policy makers of environmental impacts related to development,
transportation, and other policy areas is continuously being updated by new science, and
the rate of change of which is so rapid that this resolution should be considered a `work
in progress' as more information becomes available; now
Therefore, be it RESOLVED, that the City of Edmonds commits to the following principles:
1) The City of Edmonds recognizes that global climate change brings significant risks
to our community as a shoreline city.
2) The City of Edmonds recognizes the unique leadership role the City of Seattle has
played in galvanizing interest and support for addressing climate issues by
jurisdictions across the county, and believes Edmonds is called upon to play a
leadership role both within its own community as well as the larger Puget Sound
region.
3) That the role of mass transit, via commuter rail, light rail, bus rapid transit, and other
bus service will be central to addressing many of these challenges, and Edmonds is
uniquely positioned to utilize these strategies
4) The City of Edmonds should strive to address both the need to reduce green house
gas emissions as well as the need to mitigate potential impacts from future climate
change that can affect the Edmonds community.
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5) Green house gas emissions should be limited and reduced through a comprehensive
set of strategies, such as incentives for transit -oriented development, pedestrian -
friendly development and similar strategies.
6) Low impact development, which conserves open space, maintains the integrity of
the existing topography, and efficiently uses energy and materials, should be fostered
when possible.
7) The City of Edmonds should play an exemplary role as a corporate entity in
meeting the goals and policies laid out through this and like-minded processes
adopted by the Council and Mayor.
8) The education of the public regarding the benefits, projects, and successes (when
achieved) related to these policies should be promoted to the greatest extent possible.
9) The City shall seek to take action consistent with a complete and coordinated policy
framework rather than using a "one-off' or ad -hoc, piecemeal approach.
Be it further RESOLVED that the City of Edmonds commits to the following policy goals:
1) To become an environmental standard bearer for suburban cities under 50,000
population in the following areas:
a. Code development emphasizing incentives for environmentally sensitive
growth
b. Transit oriented development
c. Reduction of green house gas emissions
d. Fostering of LEED and other "green" standards for development
2) Develop a plan for limiting growth of green house gas emissions with a vision to
ultimately reducing per capita levels to a level of "carbon neutrality."
3) Develop a long term "brand strategy" that highlights this leadership and leverages
the role technology infrastructure can play in a "green" economy in Edmonds
4) Establish clear vehicles for public education, with possible examples being:
a. Websites
b. Newsletters
c. City participation in local education events (like fairs or tradeshows),
including the possible sponsorship of such events where appropriate
d. Encouraging both public and private demonstration projects that illustrate how
sustainable and "green" development can be accomplished in both retrofit and
new development situations.
Be it further RESOLVED that the City Council directs city staff to complete the following
specific tasks, either through allocation of internal staff or retaining an external
consultant:
1) Inventory and summarize current City code, policy, and operations and the
environmental impact of such; and
2) Consider the status and "lessons learned" of other jurisdictions, both within and
outside of the Puget Sound region, to learn of the experiences, approaches and
potential strategies that Edmonds may employ
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3) Report back to the City Council on findings with recommendations for Council to
pursue or adopt "best practices" or strategies to meet the adopted principles and
policies. Reporting should take the form of:
a. An annual report and recommendations on an overall approach to climate
change policies and programs timed to correspond with the annual update of
the City's Comprehensive Plan, which is due to be adopted by the end of the
2008 calendar year
b. Periodic updates from the Mayor's `Climate Protection' Committee reporting
on work -in -progress and actions taken on City climate change and related
environmental issues, where appropriate
RESOLVED this 22nd day of April, 2008.
ATTEST/AUTHENTICATED:
CITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 04/18/2008
PASSED BY THE CITY COUNCIL: 04/22/2008
RESOLUTION NO. 1170
• • •Y HAAKENSON
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Working Toward Sustainability
1. What are we talking about in broad terms?
• How do we define sustainability? More than an "eco"/environmental
idea, but a concept of our community as a whole.
• Create the concept of the "Sustainability Star". This gives us an
opportunity to "brand" the concept for our citizens, businesses, and
to others in the region. The points of the star include:
1. Governmental Policies
2. Development (residential and commercial)
3. Economic Development and Infrastructure
4. Education
5. Transportation
6. Environmental Action
2. Short term action plan (within 1 year). How do we move from words to
actions and build on the work that has already been done? We have some
great starting points, but without some tangible actions, we could lose
momentum, public interest, and actual positive environmental impacts.
This is also an opportunity to lead by example.
• Increase City recycling program
Do all departments recycle?
Computer/cell phone/cfl recycling programs
• Eliminate bottled water in city buildings
• Plastic bag/Styrofoam ban
• Create an "Adopt a Street/F I owe rbed/Pa rk/etc" program
• Implement "Green Partnerships" with subcontractors and vendors
• Green contracting specs
• Use CFLs in all city buildings
• Join other organizations
• Become an "Agenda City" with Cascade Land Conservancy
• Calculate our (government and community -wide) carbon footprint
Pass the Sustainability Element of the Comprehensive Plan.
■ Set up a multi -year strategy
• Get the word out/market the concept
• Include sustainable practices in the code rewrite
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3. Lay the Groundwork for future actions/opportunities. This would
take place concurrently with the action items.
Identify funding sources (feds, grants, partnerships)
■ Identify incentives (tax breaks, expedited permits, etc)
■ Identify cost savings (i.e. lowering city utility bills)
■ Identify stake holders/partners
• Identify local environmental issues (i.e. salmon fisheries)
• Identify intangible benefits (citizen participation, employee
satisfaction)
■ Inventory current codes, policy, operations
• Inventory our urban forests
• Assess affordable/senior housing options
• Study other municipalities (good and bad) to look for lessons learned
4. Mid -Term Goals (1-5 years out).
■ Cut utility use (pretty basic, but that's really where it starts)
■ Develop "Transit Oriented Development Zones"
• Look for ways to implement inclusionary housing principles in
development code (e.g. incentives for affordable housing)
• Expand Mayor's Climate Protection Committee --do we want/need a
Council Committee on sustainability?
• Education partnerships with NGOs, schools, city newsletter
regarding benefits, projects, successes.
■ Develop a plan to daylight enclosed creeks
■ Adopt "Low Impact Development" standards
Commit to ongoing process of code and permit changes (i.e. lower
fees/faster permits for remodel vs. new construction, LEED
certified building, make provision for new technologies, etc.)
■ Continue work on transit hubs, increased rider ship, etc.
• Look for big impact public works action (i.e. solar cells/ wind turbines
on public safety building or city hall)
• Adopt a "Receiving Site" for TDR's along HWY 99 to re -direct
development off of north County rural lands and into our City
• Bring in previously identified funding sources
• Use concept of "Eco-Municipality" as a driver for economic
development (i.e. attracting business, development, etc that believe
in the concept).
■ Increase communication with neighboring cities, Olympia, DC
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5. Long term goals (5 years to...
• Green building codes
• Complete streets
• Measurable carbon emission reductions
• A new way of thinking
• Become THE leading model for becoming a "Sustainability Star
Community".
6.Some Big Questions
• What about budget? Can we accomplish any of these goals without
the November Levy?
• How do we create measurable goals in short and long term?
• How do we integrate the "Sustainability Star" into every aspect of the
comprehensive plan?
• How do we lay the groundwork on which future councils can build?
Packet Page 93 of 93
City of Edmonds — City Clerk's Office
City Clerk
Deputy City Clerk
Accounting Assistant
Senior Office Assistant
Job Responsibilities
February 2009
Schedule and coordinate City Council weekly agendas and packets including
preparation, delivery, notification, and maintenance of official record.
• Work with Council President to set the weekly agenda.
• Review all agenda memos for completeness.
• Obtain necessary approvals.
• Publish agenda: City's website, Channel 21, Herald; post at official sites.
• Notify: Media, interested parties, staff
• Paper copies: 15 sets (Council, Mayor, Student Representative, City
Attorney, public viewing, posting at Library and Public Safety Complex)
• Set up Council Chambers for each meeting.
• Attend each meeting; audio record; track motions; time speakers; respond to
questions; assist the public, staff and Council.
■ Administer AgendaQuick Software Program. Add/delete users; provide
training for users; work with vendor to improve program and resolve issues
when needed.
2 City Council Extended Agenda
• Work with Council President, Mayor, staff and outside representatives in
scheduling items on future agendas.
3 Notification of Public Hearings and Special Meetings (City Code Chapter 1.03).
• Public Hearings: Publish in Herald, notify applicant, appellant, surrounding
neighborhood (300 feet), and other interested parties. Post notice at 3
locations near site, as well as City Hall, Post Office, Library and Public
Safety Complex.
• City Clerk must retain any records associated with a public hearing on a
permanent basis. Files must be microfilmed for protection.
City Clerk's Office Responsibilities
17
Mail Services for all City Departments
+ Sort all incoming mail.
+ Post all outgoing mail.
■ Maintain bulk mail permit.
• Provide UPS and Fed -Ex Services.
• Maintain postage equipment assuring funds are always available the
equipment is running properly. Update software as needed due to changes in
USPS fees/requirements.
18
Ordinances Adopted by the City Council
• Official permanent record; requires microfilming.
• Ordinances must be published.
• Assure accuracy of ordinances, inserting official ordinance number, dates of
filing, adoption, publication and effective date.
■ Obtain appropriate signatures.
+ Distribute copies as appropriate including posting on website.
19
Resolutions Adopted by the City Council
• Official permanent record; requires microfilming.
• Assure accuracy of resolutions, inserting official resolution number, date
filed and adopted.
• Obtain appropriate signatures.
• Distribute copies as appropriate including posting on website.
20
City Code and Community Development Code — coordinate codification of
ordinances and distribute supplements citywide.
• All ordinances adopted by the City Council must be codified into the City
Code and Community Development Code Books.
• The City has a contract with Code Publishing who maintains the Code
Books. The City Clerk's Office ensures that copies of all ordinances are
provided to Code Publishing, who then prepares quarterly supplements to the
Code Books (both electronically and hard copies. The City Clerk will
research and work with appropriate departments if questions arise during the
codification process.
• Municipal Research Services Center receives the updates and maintains an
electronic copy of the Code Books on their website for the public to access.
-5-
City Clerk's Office Responsibilities
21
Coordinate Special Event Applications
■ Receive and process applications; provide copies to all reviewing
departments.
■ Work with applicant for any. additional documentation that is needed.
• Coordinate meetings with staff and applicant when appropriate.
• Track approvals and notify applicant once approved by all.
22
Maintain Key Log for City Hall and Various Buildings
■ Issue keys to all new employees.
■ Retrieve keys from City Hall employees leaving employment.
• Check-out keys for various buildings as appropriate.
23
Administer Citywide Office Supplies and Equipment Contract
• Work with Office Supply vendor as needed when issues arise related to
pricing or service.
• Arrange for educational sessions annually for employees; this is an
opportunity for staff to ask questions.
• Go out to bid for services when required.
24
Personnel Status Reports (All Departments)
• Update database (Eden System): Reactivate temporary and summer help;
add new employees (building profile in the record), assign position numbers,
enter employee step increases, and any benefit change; terminations
25
Dangerous Dog Registration
• City Code Section 5.05.122 requires the City Clerk to assist with Dangerous
Dog Registrations.
• Owners obtain forms from the City Clerk and pay the annual fee for
registration.
• Track and notify owners annually.
26
Notarize Documents; Attest to Mayor's Signature; certify documents.
: All staff in the City Clerk's Office are notaries.
■ Provide notary services related to city generated documents.
• City Clerk attests to Mayor's signatures on legal documents.
• City Clerk certifies official city records.
99T
City Clerk's Office Responsibilities
27
Administers Oath of Office
• Administers Oath of Office for various officials (judge pro tem, etc.)
28
Population Count
Maintain records related to the population count.
■ Work with Office of Financial Management and coordinate preparation of
annual Housing Unit and Population Estimate Report.
29
Census
• City Clerk is the contact for coordination with census related information.
• When annexations occur, the City Clerk coordinates the physical census
count of the annexation area. Works with the Washington State Office of
Financial Management to meet all population count requirements.
30
Bid Openings for All Departments
• Receive bids; date stamp and time each submittal.
■ Attend bid openings, announce bid amounts, and maintain records.
31
Coordinate Ordering Business Cards for All Departments
• To keep the cost for business cards low, arrangements have been made with a
local printing firm to maintain an inventory of cards with a "first run" of
information used by all departments. Thereby, keeping the cost low for the
personal information for each employee.
• The City Clerk's Office coordinates orders with all departments to place
orders and pay for the cards.
32
Maintain and Track all Vehicle Certificates of Title
• Vehicle Certificates of Title are filed in the City Clerk's Office.
• A log of all vehicles is maintained.
• The City Clerk is designated as the official for signing the certificates when
vehicles are sold.
33
Coordinate Weekly Meetings Between City Attorney and Staff
• Schedule biweekly meetings.
Annual Shred Event for the Public
34
• Coordinate annual event; arrange for location, shredding service, advertising
and staffing of this community service.
-7-
City Clerk's Office Responsibilities
35 1 Maintenance of Petty Cash Drawer and Daily Deposits for City Clerk's Office
36 1 General Office Duties
• Respond to an amazing variety of questions from the public and departments.
• Order supplies.
• Manage contract for copier.
■ Distribute daily and weekly newspapers to departments.
• Responsible for unlocking and locking City Hall entry doors.
• Post notices of closures on City Hall entry doors.
37 Records Management
• Responsible for two Archive Centers: Public Works Building at 2nd and
Dayton, and Public Works Building at 210th (track and organize records
from all departments)
• Arrange for annual destruction of records (100 plus archive boxes are
shredded each year). Requires verification of records for destruction and
authorization from appropriate departments to destroy records.
• Provide training citywide related to records management.
• Arrange for microfilming and protection of essential / permanent records
annually.
• Transfer records as appropriate to Washington State Archives.
• Research and obtain archived records as required.
-8-
STATE OF CITY CLERK'S OFFICE OPERATIONS
February, 2009
The information below speaks to the need for the City Clerk's Office to have
the ability to track and access all public records.
The change in the last few years to the use of AgendaQuick for managing
the City Council Agenda and meeting materials has been positive and
welcome. In addition to the City Council Agenda, we are now utilizing this
software for the Planning Board, Hearing Examiner and Transportation
Benefit District. This software has been a great tool and allows for
electronically searching all agenda memos and packets since we began using
the software.
With regard to the management of paper copies, the City Clerk's Office is
currently using a software program acquired by the city in 1993. It has
worked well, but is limited and the current available technology far exceeds
the capabilities that we are using today.
In addition to paper records filed in offices, there are two "archive centers"
where boxed records are stored (old Public Works Building at 2nd &
Dayton, and the Public Works Building at 210th).
I am currently able to electronically search for paper records using key
words that will lead me to the paper copy, which may be located in an office
file cabinet or may require a trip to the archive center.
I am able to electronically fully search approximately 10 years of City
Council Minutes, however the 100 years prior to that requires physically
reviewing the paper copies/minute books.
In order to better serve the public � nd city departments, the next most
important building block for the City Clerk's Office is an electronic
document management system. An electronic document management
system would transform our business process by moving to an automated
system to capture, store and retrieve documents. As an example, the City of
Burien moved to an automated system in 2007. An imaging system was
initiated by Burien with the vision to make records management and
retention more efficient, to have quicker access to information and to
integrate with other City systems. Burien also wanted to reduce paper and
storage space.
In the past Burien was on a completely manual system, relying on paper,
word documents and other electronic documents in the Windows
environment (similar to where Edmonds is today). The manual system
required a multitude of filing cabinets and boxes.
Burien now scans multiple document types received each day to create
electronic records. Each document is assigned index values. Using the
document management system, users can access information and images at
their desktop with just a few keystrokes. The system has allowed for the
routing of documents, for citizen access to public records and for improved
historical records.
In 2009 and beyond, with the increasing use of only electronic records, the
management of email and other electronic records that are created each
day is a concern. These records should be managed in the same way paper
copies are managed in terms of retention. EIectronic records are bound by
the same state law provisions as paper documents. They must be retained
pursuant to the retention schedules adopted by the State records committees.
Electronic records must be retained in electronic format and remain usable,
searchable, retrievable and authentic for the length of the designated
retention period. Printing and retaining a hard copy is not a substitute for the
electronic version unless approved by the applicable records committee.
Electronic records are created on every employee's computers.
The Information Services division currently captures all email and retains it
electronically. They are able to search email; however, the City does not
have a system that is able to manage these electronic records in tenlis of
meeting retention schedules. The city's ability to search email is a very time
consuming process for Information Services.
The City Clerk is charged with managing the city's records. Research
requests are received frequently, and responding to Requests for Public
Records is a top priority. State law requires that we respond within a certain
time period, and depending on the request, all types of records must be
researched and provided (including paper records, email, electronic records,
etc.) The City needs to have the ability to track and access ALL of these
documents in a timely manner.
The ability to access and manage docut-nents electronically would allow for
more efficient records management, ensuring accurate response to records
requests, and saving time.
CITY OF E DMOND S
GARY HAAKENSON
121 FIFTH AVENUE NORTH MAYOR
EDMONDS, WA 98020 ■ (425) 771-0240 • FAX (425) 771-0265
FINANCE DEPARTMENT
State of City Operations - Finance
The Finance Department fulfills all accounting/treasury functions, which include payroll, accounts
payable, accounts receivable, grant monitoring, auditing, job costing, investing, budgeting, utility
billing, special assessments, risk management, and financial reporting to and for internal and
external customers.
2008 Special Projects
• Managed workload one FTE short for the entire year, and another FTE short for 6 months
of the year
• Developed grant management policies and procedures — in draft form
• Revised Project Accounting structure based on 2007 experience
• Payroll: Updated documentation on payroll processing and reporting as a result of
comments from cross training
• Documented Special Assessment system procedures (processing, inquiry, and
reconciliation)
• Updated Cash receipting, UB posting and daily cash balancing and reconciling procedures
■ Performed surprise cash counts at pool
• Organized archive room , prepared boxes to send to permanent archives
• Audited duplex/multi family accounts to insure correct billing
■ Facilitated Utility Rate Study
• Implemented BAR coding on Utility bills to improve accuracy of posting
• Established a new process for budget development using a sharepoint site
• Delivered the biennial budget one month early and managed an extensive budget adoption
process
• Assumed the responsibility for monitoring gambling tax receipts from the City Clerks
Office
• Supported Labor negotiations for all 5 bargaining units by providing financial information
• Researched RCW's and Washington State Law to correct the City's lien practices and
procedures for Utility Billing accounts which included a complete audit and corrections to
existing liens and filing additional to comply
• Initiated and created a new Payment Agreement form to reduce the number of delinquent
payment arrangements and disconnections.
• Processed approx 692 meter exchanges due to the Public Works meter maintenance
project.
• Worked with Eden to correct a penalty billing error which included an audit of all accounts
resulting in approx 10 corrections
2009 Special Projects
• Support Council directive of pursuing a levy lid lift
Establish Accounting and Reporting system for TBD
■ Implement EMS Transport Fee billing process
• Incorporated August 11, 1890 •
Sister City / Hekinan, Japan
• Create Eden Processing Manuel
• Create Desk Manual for daily, monthly and yearly responsibilities
• Establish General Fund and Enterprise Fund revenues by department
• Cross train in UB receipting
• Rewrite Water Leak Adjustment Policy/Procedure
• Explore utilizing lock box for utility payments
• Begin space planning
• Explore establishing a Sharepoint site for WCIA claims tracking
• Explore implementing Eden TOPS product to distribute pay information
• Transfer Purchasing card program from JP Morgan Chase to US Bank
• Continue to monitor and audit the increasing number of lien and lien releases due to the
correction of the City's lien practices and increased property foreclosures
• Implement the collection of lien processing/filing fees
• Continue to work on improved communication with the Building and Engineering
Departments to insure correct billing practices
Technology Needs
• Grant tracking database
Telephone system call reporting
Electronic Utility Billing and payments using ACH process
Webcheck — provides electronic access to property closings
Staffing
January 1 2008
Administrative Services Director
Asst. Administrative Services Director
Accountant — General Government Operations
Accountant — Enterprise Funds and Capital
Utility Billing Technician
Payroll Technician
Accounting Assistant — Accounts Payable
Accounting Assistant — Treasury
January 1.2Ua9
Finance Director
Accountant
Utility Billing Technician
Payroll Technician
Accounting Assistant — Accounts Payable
Accounting Assistant - Treasury
How have staffing reductions impacted workload.
Higher level positions were eliminated, so tasks are being handed down. We are asking more from
everyone.
It was always my intention to see if workload could be managed with current staffing levels, but
was unsure of the impact Dan's departure would have. Was hoping to have the Accountant
position available should it be determined staff were spread too thin.
Very competent staff in Finance who are not opposed to change and have stepped up when called
upon. They are very good at utilizing technology, and finding efficiencies. I just completed annual
review and asked everyone how they were managing with the new workload responsibilities.
Everyone said they are managing, but are maxed out.
Transition takes time, and we are still working through this process.
a Incorporated August 11, 1890 •
Sister City / Hekinan, Japan
CITY OF EDMONDS
DISABILITY BOARD CLAIMS REPORT
2006-2008
Description of Claims
TYPE OF SERVICE
NUMBER
OF CLAIMS
COST
2006
2007
2008
2006
2007
2008
Prescription Co -Pas
51
63
58
$13,706.09
$17,697.04
$18,418.50
Assisted Living Expense
13
12
11
44,246.00
44,013.06
53,910.00
Medicare Reimbursement
14
26
21
11,766.40
26,542.00
21,032.60
Adult Health/Day Care Expense
4
5
1
5,908.50
5,672.88
819.00
Medical Services/Equipment
3
12
7
6,633.93
6,665.28
3,347.54
Deductible Reimbursement
7
0
2
281.52
0.00
100.00
Hearing Aid Purchase
3
1
2
13,491.00
4,592.00
7,980.00
Purchase of Eye Glasses
10
19
11
1,279.93
8,599.45
1,622.60
Dental Reimbursement
9
10
9
1,271.00
1 A46.00
1,239.00
Routine & Preventative Services
0
0
4
1,271.00
1,447.00
885.77
TOTALS:
114
148
126
$98,584.37
$117,234.71
$110,477.24
CITY OF EDMONDS
2005 - 2008 FAMILY MEDICAL LEAVE REPORT
2005
2006
2007
2008
Total Number of Employees. on FMLA for the year
Total Number of FMLA claims by Department
30
23
31
31
2005
2006
2007
2008
Police
"one employee from the department used FMLA at least twice
_
� �
12*
10*
9
9
Fire
Court �
10
1
16_
1
10
0
0
0
qi#y Hall
4
4
_
4
3
Parks & Recreation
2
0
0 ^
1
Public Works
WWTP
Reason for FMLA usage
2
7*
0 3
1 _ 5
2007 2008
1
1
2005
2006
Own serious medical condition (non L & I].
Own serious medical condition L & 1)
, _
_
-
8
16 11
g _ 12
6 8
_
9
6
Other qualifying FMLA event
—�
I
13%
FMLA usage by Department
2005-2008
not rin.
32%
■ Police
;- 40%
11 Fire
❑ City Hall
2 Parks &
Recreation
❑ Public Works
0 WWTP
CITY OF EDMONDS
2004 - 2008
Comparison of 1st - 4th Quarter (111 - 12/31)
OSHA
Recordable Injury & Illness Statistics
Demographics of Claims
Injured Workers
2004 2005
2006
2007
2008
Total Number of Injured Workers
32 36
43
26
33
Total Number of Injured Female Worke
7 4
8
3
5
Total Number of Injured Male Workers
25 32
35
23
28
Average Age of Injured Worker
44.9 42.5
41.3
37.6
40.5
Most Frequent Injury Types
(L & I Categories)
2004 2005
2006
2007
2008
Cut/Abrasion on the Hand/Finger
5 1
6
4
3
Sprain/Strain Back
3 3
6
5
6
Sprain/Strain Lower Back/Extremities
15 14
8
1
2
Upper Extremities Strain
7 5
8
13
.8
Other
2 12
13
3
14
Hearing Loss
- 1
2
-
-
Frequency Rate of Injuries & Illnesses
By Department
2004 2005
2006
2007
2008
Police
12 11
22
8
13
Fire
9 12
9
9
Court
1 -
-
-
-
PW
7 10
5
4
8
W WTP
- -
4
1
1
P&R
2 2
2
4
; 2
Mayor
1 1
-
Dev. Svcs.
- -
1
-
1
Time of Day
2004 2005
2006
2007
2Q$
unknown
3 6
4
1
6:00 am - 9:00 am
4 9
7
4
10:00am-1:00pm
10 9
11
14
11.
2:00pm-5:00pm
10 8
12
6
a
6:00 pm - 9:00 pm
1 3
4
1
10:00 pm - 1:00 am
1 1
3
2:00 am - 5:00 am
3 -
2
-
By Quarter
2004 2005
2006
2007
008
!st Quarter 1/1 - 3/31
4 8
17
5
2nd Quarter 4/1 - 6/30
15 8
4
7
3rd Quarter 7/1 - 9/30
7 13
11
10
4th Quarter 10/1 - 12/31
6 7
11
4
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CITY OF EDMONDS
JOB POSTING ANALYSIS
2004-2008
-
-
2004
2006 2007
2008
_ 2005
Number of Jobs Posted
31
40
33
53
48
Total Number of Postings Sy Department
2004
2005
2006
2007
2008
Police
_
4
2
1
1
6
_
Fire
5
0
3*
1*
2
WWTP
1
8
1
3
0
PW_
__
3
8
7
16
11
Finance
4
1
0
1
0
_
Information Services
0
0
1
3
3
P & R
4
14
13
17
19
City Clerk
_
0
0
1
0
0
Mayor
1
0
1
1
0
_
Dev. Svcs. (includes Building & Planning)
5
7
5
9
6
H R 1
1
0
0
0
0
Court 1
3
0
0
1
1
_
* includes one volunteer posting
Types of positions
2004
2005
2006
2007
2008
Part-time or seasonal
7
9
20
17
23
Newly created, permanent
7
8
0
0
3*
Created due to employees leaving
and/or promotions
12
18
10
32
21
Internally posted only positions
4
5
2
3
1
Volunteer
1
0
1
1
0
" 1 position posted 3 times
Advertising costs bv de artment"
2004
2005
2006
2007
2008 TOTAL
Police
$832.12
$376.70
$214.32
$305.42
2290.18 $4,018.74
Fire
1723.21
0.00
32.80
19.90
0 $1,775.91
WWTP
362.19
373.70
20.72
1950.52
0 $2,707.13
PW
518.32
423.86
701.06
4219.78
8193.68 $14,056.70
Administrative Services
1
0.00
245.60
0.00
297.76
0 $543.36
Information Services
0.00
0.00
250.24
626.22
621.1 $1,497.56
P & R
1933.22
1344.62
1679.90
3016.04
1743.02 $9,716.80
City Clerk
0.00
179.00
521.25
0.00
0 $700.25
Mayor
262.50
0.00
1208.22
605.84
0 $2,076.56
Dev. Svcs. (includes Engineering, Building & Planning)
1047.16
1104.07
1761.29
6294.46
2046.67 $12,253.65
Court 1
767.73
0.00 0.00 302.20
486.84 $1,556.77
** includes the cost of ad placement only
TOTAL
$7,446.45
$4,047.55 $6,389.80
$17,638.14
$15,381.49 $50.903.43
C:\Documents and Settings\hardie\My Documents\Special Projects\Year End Job Posting Analysis\Job Posting Analysis - 2004-2008.xls
CITY OF EDMONDS
JOB POSTING ANALYSIS
2004 - 2008
I
Advertising costs by agency
AMERICAN PLANNING ASSOCIATION ��
APWA T '
ASCE
_ _
�2004
t 2008 TOTAL
2005
2006 T 2007
0.00 _
0.00
_0.00
0.00
175.00 25.00
0.00 0.00
200.00 $400.00
336.00 $336.00
750.00 $750.00
150.86 $669.30
1,718.00 $1,718.00
915.00 $2,144.99
0.00
0.00
62.22
0.00
0.00
BEACON_ PUBLISHING INC
CA_REERBUILDER _
CRAIGSLIST
_
_
70.10
262.90
0.00
0.00
0.00
0.00
0.00
25.00
_123.22
O.00�T
1,204.99
DAILY JOURNAL OF COMMERCE
ELSEVIER SCIENCE INC
0.00
568.75
0.00 l
0.00 $568.75
0.00 $375.00
229.99 $229.99
507.50 $2,265.14
_0.00
375.00
0.06
0.00
0.00
JOBDANGO
0.00
0.00
0.00
0.00
JOBS AVAILABLE
645.84
102.00
367.20
642.60
NEWS TRIBUNE
166.08
0.00
0.00
0.00
0.00 $166.08
OREGONIAN PUBLISHING COMPANY
362.19
0.00
0.00
0.00
0.00 $362.19
0.00 $240.00
0.00 $40.00
PNWS - AWWA 1
0.00
0.00
240.00
0.00
SEATTLE CHINESE POST INC
0.00
0.00
0.00
40.00
STORMWATER JOBS.COM
0.00
0.00
0.00
0.00
150.00 $150.00
SUMMER COMMUNICATIONS INC.
275.00
0.00
0.00
0.00
0.00 $275.00
1,120.04 $5,470.71
THE DAILY HERALD COMPANY
616.48
796.2.0
1,201.65
1,736.34
THE SEATTLE TIMES
4,935.76
3,087.13
3,549.30
13,865.99
9,006.10 $34,444.28
UW DAILY
0.00
0.00
0.00
0.00
48.00 $48.00
WABO
0.00
0.00
0.00
0.00
250.00 $250.00
$7,44.6.45
$4,047.55
1 $6,389.80 $17,638.14 $15,381.491 $50,903.43
C:\Documents and Settings\hardie\My Documents\Special Projects\Year End Job Posting Analysis\Job Posting Analysis - 2004-2008 As
2009 HR Staffing Survey of Comparable Cities
CITY
POPULATION
Number of
Total Number of
Ratio of
Staff
Notes
FT HR Staff
FTE's
Federal Way
88,040
3
350
1 to 117
.5 HR Analyst position approved
Kent
86,980
13
826
1 to 64
Renton
78,780
12
718
1 to 60
Auburn
67,005
7
452
1 to 65
Lakewood
58,780
6
229
1 to 38
Shoreline
53,440
3
147
1 to 49
Redmond
51,320
10
582
1 to 58
Kirkland
48,410
7
440
1 to 63
EDMONDS
40,760
2
259
1 to 130
Sammamish
40,550
1.5
74
1 to 49
Marysville
37,060
5
261
1 to 52
Puyallup
36,930
5
284
1 to 57
Lynnwood
35,680
5
391
1 to 78
Bothell
32,860
5
280
1 to 56
Burien
31,540
1
48
1 to 48
University Place
31,440
1
68
1 to 68
Des Moines
29,180
165
1 to 165[only
one pt HR staff member
Ranking by Ratio
Ratio
Lakewood
1 to 38
Sammamish
1 to 49
Shoreline
1 to 49
Marysville
1 to 52
Puyallup
1 to 57 L5
Redmond
1 to 58
Kirkland
1 to 63
Lynnwood
1 to 78
*EDMONDS
1 to 130
Only Lynnwood, Renton, and Edmonds have Fire, Police, Community Pool, Municipal Court and WWTP.
VAHUMAN RESOURCES\HR Staffing Metrics - 2009.xls
*Does not include summer hires
ASSIGNMENT OF HR JOB DUTIES
Due to minimal staffing in the HR Department, it is critical that each position employ
cross -training and continue with the "generalist" approach to allow maximum coverage
of all subject areas to better serve employees and the public.
HR DIRECTOR —
• Plan, organize, control and direct the HR functions, programs, and projects.
• Provide internal consulting assistance to the City's managers and supervisors in a
variety of areas including staffing needs, organizational changes, disciplinary
problems, and other special employment needs
• Plan, organize, and coordinate the city's recruitment and selection processes to
assure compliance with legal requirements, HR needs, and budgetary authority,
provide staff assistance and guidance to supervisors/managers in the selection of
new employees and promotions
• Assist and counsel employees with confidential matters requiring internal or
external resources; provide general conflict resolution assistance in employee
related disputes; oversee applications of discipline; conduct/oversee pre -
termination hearings.
• *Job Description/classification update project
• *Update city policies involving Director/union review (something not
previously done), develop and recommend new or modified policies to
address needs within the City and to remain compliant with Federal and
State laws; direct and interpret the application of established personnel policies;
develop employee communications to disseminate policy information
(something not previously done)
• *Regularly review and administer compensation/benefit programs including
reclassification process
• Coordinate a variety of employee recognition programs
• *Create a State/Federal required all City safety and accident program for
each department (per OSHA/WISHA requirements) and administer the
City's safety and accident program city wide.
• *Plan, organize and coordinate employee development and training programs
including performance evaluation training and processes, educational assistance
(degree or vocational related) and in-service training.
• Create and administer the departmental budget
• Attend, conduct and participate in a variety of committee meetings; perform
special projects involving research and report writing.
• Work with City Council; prepare HR related agenda memos and give
presentations as needed.
• Oversee and administer all city benefit programs including MEBT, health
insurance, social security, Medicare issues, retirement, AFLAC, Long Term
Disability, Labor and Industries, perform new employee orientations to assure a
positive beginning for new employees, etc.
■ Perform the city liaison functions associated with the Citizens' Commission on
Compensation of Elected Officials.
*Not currently being done due to minimum staffing
(HR Job Duties08)
• Prepare, conduct, and/or advise the labor negotiation process for all five unions;
administer and interpret the Collective Bargaining Agreements during the term of
the contracts; assist management staff with grievances and related employee
concerns.
• Serve as Chief Examiner/Secretary for the Civil Service Commission; oversee all
civil service assessment centers/testing processes; score and verify final results of
testing processes, defend all processes at hearings as required.
• Serve as City liaison on the LEOFF Disability Board and oversee the distribution
of claims according to RCW and policy.
• Oversee and maintain responsibility for all functions of HR Analyst and any other
HR staff
HR ANALYST —
• Participate in the development, administration, and implementation of HR
policies, programs, and projects.
• Administer the employee benefit programs; provide direct assistance to
employees and families with their benefit programs including enrollments, filing
claims, problems, changes and related matters.
• Update and maintain branding and data on HR Web page
■ Assist the HR Director with obtaining information from other cities and
jurisdictions on compensation and other personnel issues.
■ Responsible for all recruitment functions including the preparation of job
announcements, utilization of appropriate advertising within budgetary
constraints, assure proper maintenance of related files and records, perform
reference checks, oversee security/driving checks as appropriate, schedule drug
testing activities and medical examinations as necessary.
■ Serve as recording secretary for LEOFF 1 Disability Board including scheduling
meetings, preparing agendas, monitor and process claims, and work with HR
Director to prepare and process findings of fact and medical verifications.
■ Responsible for clerical functions associated with Civil Service Commission
meetings; take minutes at meetings, assist Chief Examiner/Secretary.
■ Responsible for providing and accuracy of quarterly HR statistical tracking .
■ Assure proper recordkeeping and reporting of occupational injuries and illnesses
in accordance with OSHA and WISHA requirements; determine recordability of
accidents; coordinate claim forms, time loss payments and buybacks accurately,
compute leave in accordance with established requirements; assist employees,
L&I Claims Managers, and health care providers with the process.
• Review all PSRs for accuracy and CBA compliance. Act as a liaison with Payroll
on information required for an effective and accurate payroll process.
• Participate in labor relations activities; assist with research and data collection as
assigned related to compensation, benefits and related personnel
programs/practices.
• Coordinate and administer various projects and on -going programs as assigned.
• Other duties as assigned.
*Not currently being done due to minimum staffing
(HR Job Duties08)
PART TIME CLERICAL —
• Maintenance of personnel and medical files in lawful and legal manner in
compliance with all laws
• Open and sort incoming mail in a timely and efficient manner; take mail to mail
room several times a day.
■ Update departmental/city forms as required.
• Keep forms drawers well stocked; maintain and order office supplies used within
the HR office
• Process background checks as required as part of the recruitment/hiring process.
• Perform clerical functions related to L&I
• Perform miscellaneous filing as needed
• Process purchase orders and payment requests for HR, the Mayor's office, and
Community Services in an accurate, timely and efficient manner.
• Miscellaneous clerical work as required
• Route all HR requests using the "Help Desk" software.
*Not currently being done due to minimum staffing
(HR Job Duties08)
dl• ED&I
Economic Development
Past Economic Development Activities
1984 - 1985
• City participated in the Washington State Main Street and D-DAT Downtown
Development Assistance Team) Program.
1995 -2004
• Edmonds Alliance for Economic Development - formed in 1995 as a coalition of the City,
Port of Edmonds, Chamber of Commerce, Edmonds Community Council, businesspeople
and property owners to promote the city and recruit businesses. The Alliance undertook
analysis, strategic planning, and worked on projects through 2004.
1996
• City of Edmonds, the Port of Edmonds, and the Greater Edmonds Chamber of Commerce
developed the "Edmonds Economic Development Strategic Action Plan", which was
adopted by reference within the Comprehensive Plan (The 2006 Economic Development
Plan element of the Comprehensive Plan updated and replaced that work). The purpose
of the plan was to "develop an integrated strategy for Edmonds that advocates for
business and recognizes the role that the vitality of business and a strong and diverse
business environment play in the overall well-being of the community."
1999
• Hyett-Palma was selected to prepare a downtown study. The study, Edmonds Downtown
Economic Enhancement Strategy-- 1999, presented a community vision for Downtown
Edmonds, as well as findings of a comprehensive market analysis of Downtown. These
were used as a foundation upon which to develop an economic enhancement strategy.
2002
• Highway 99 Task Force formed
2004
Economic Development Director - First for the City of Edmonds. This position works
collaboratively with local and regional economic development stakeholders. She also
worked with a City Council Economic Development Committee which included
representatives from the Chamber of Commerce, locally owned businesses, arts
organizations, property owners, etc.
• Highway 99 Enhancement Project - Market Assessment completed.
Heartland LLC Study - Completed in October 2004. Heartland was hired to evaluate and
analyze the downtown market situation in order to understand the economic factors
underlying downtown development activities.
?nns
• Comprehensive Plan Process - Mark Hinshaw at LMN Architects hired as a consultant to
participate in the process.
• Recommendations from the Highway 99 Enhancement Project Market Assessment
incorporated into the 2005 City of Edmonds Comprehensive Plans.
2006
• Economic Development Director resigns to take fellowship in Germany.
• Comprehensive Plan Economic Development Element. Adopted in December of 2006,
the plan includes priorities for fostering a healthy business community, diversifying the
tax base, business retention and recruitment, strengthening neighborhood business
centers, tourism development, creating a more business -friendly regulatory
environment, and addressing barriers to development in business districts around the
entire city. The Economic Development Element provides guidance for staff and council
on economic development priorities.
7007
• November - Community Services Director assigned Economic Development Director
responsibilities.
-E D
O
Economic Development committee
.- Current Activities - January,, 2009
1. SR99 Enhancement Project
A preliminary order for light fixtures has been submitted to a
fabricator. When the City receives the poles, which should be
within the next 12 — 14 weeks, a solicitation for contractors to
install the project will be issued by the City.
2. Farmers Market (Old Safeway Property)
No changes since Mike Cooper presentation to City Council last
fall.
3. Tourism
Cindi Cruz, Frances Chapin and I have been working on, and
writing narratives for, the following tourism related informational
guides and website:
• 2009 Greater Seattle InfoGuide
• 2009 Snohomish County Visitor's Guide
■ 2009 Community Trade and Economic Development
Official Tourism Guide
■ 2009 Washington State Hotel and Lodging Association
Official Tourism Guide
• ExperienceWA.com — Washington State's official
tourism website
■ 2009 City of Edmonds Community Calendar of Events
4. General Advertising and Marketing
425 Magazine — I have been working with 425 Magazine on an
article featuring the City of Edmonds which is to appear in a
spring 2009 issue. 425 Magazine focuses on local living,
offering ideas and resources for gardening, designing, creating
and building for residents living within the 425 area code.
5. Firdale Village
No new information at this time.
6. Everything Edmonds Website
No new information at this time
7. Business Education
Ongoing — The Chamber, Edmonds Community College and
City of Edmonds have been working with the Edmonds
Chamber of Commerce and Edmonds Community College to
promote business education classes and seminars in addition
creating a draft business survey for chamber and other local
businesses.
8. Business Improvement Area
January 15, 2009 — Representatives from the City of Edmonds,
Greater Edmonds Chamber of Commerce, Downtown
Edmonds Merchant Association, and City Council met with
Karen Selander, Senior Community Development Specialist
with the City of Seattle Office of Economic Development, to
discuss the overall process of establishing a Business
Improvement Area.
9. Business Recruitment, Retention and Expansion
Ongoing - Stephen continues working with property and
business owners in attempts to help them start new and
relocate existing businesses in addition to discussing potential
leasing and redevelopment of buildings and land.
10. Fiber Project
Ongoing - The Economic Development and Community
Services staff continue to meet with the City's Community
Technology Advisory Committee regarding existing technology
assets, e.g., fiber and communications equipment. To date, the
City has worked to execute agreements with Stevens Hospital
and Edmonds Community College
11. Unocal Pier Removal
Washington State Ferries' contractor commenced removal of
the UNOCAL Pier. Manson Construction is estimating that
removal could be completed as early as February, 2009, one
month ahead of schedule. The pier removal will provide both
environmental and safety benefits. The project will remove
creosote piles, as well as remove other hazardous wastes that
reside on the pier including lead, pcb's and mercury. This
action has been reviewed and approved by National Marine
Fisheries Service, U.S. Fish and Wildlife Service, WA
Department of Ecology and U.S. Army Corps of Engineers as a
part of the SR104 Edmonds Crossing Final Environmental
Impact Statement. City staff worked closely with Washington
State Ferries to coordinate necessary steps and actions to
accomplish this effort.
0�- EDti,�
` ° Economic Development
strategies
Programs, Projects and Opportunities
1. Promote and Sustain a Vibrant Cultural Community
Cultural Plan (updated 2008)
• Build Edmonds Identity as a Cultural Destination
• Encourage Effective Partnerships to Support Cultural Opportunities
• Develop Cultural Facilities
• Increase Visibility and Accessibility of Cultural Events
• Broaden Community Involvement and Participation
2. Tourism
Currently working on placing ads in the following publications:
• Alaska Airlines
• Southwest Airlines
• Fromers Travel
• Portland Magazine
• Vancouver Magazine
3. Tourism Website
• Enhance existing City of Edmonds and/or Everything Edmonds websites or
create new tourism website
4. General Marketing
• Develop effective marketing strategy to promote Edmonds
a. Joint Opportunities, e.g., Chamber, Port of Edmonds, etc.
• Magazines (similar to 425 magazine)
• Branding
a. It's an Edmonds Kind of Day, Find Yourself in Edmonds.... next?
• NWCN — Advertising
• Puget Sound Business Journal (Business Oriented Ads)
• Video of Edmonds (Website & TV)
5. Business Retention, Expansion and Recruitment
Liaison
Everything Edmonds Website
Business Education (City, Chamber, Edmonds Community College)
6. Business I_mprovement Area (Downtown)
7. Development / Redevelopment
Highway 99
Westgate
Perrinville
5 Corners
Downtown
8. SR99 Enhancement Project
9. 4t" Avenue Cultural Corridor
• Final report on Planning & Implementation study due by March — April, 2009.
A presentation will be given to the City Council shortly thereafter.
10. Shop Local Campaign
• Everything Edmonds Website
• Channel2l
11. Fiber Optic Project
12. Waterfront — Acquisition, Maintenance and Preservation
• Underwater Dive Park — 25,000 visitors
• Marina Beach Park (off leash area) — 125,000 visitors
• Olympic Beach & Fishing Pier — 50,000
• Brackets Landing South — 50,000
• Restrooms, car top boat launch, etc.
13. Amenities
• Benches
a. Ordered — installation within the downtown area by summer
• Wayfinding
a. Public Parking signs have been ordered and should be installed by
summer within the downtown area to direct visitors to public parking
areas
• Flower Poles
a. Project to replace existing poles with functional and attractive flower
poles
14. Use of WSF, Sound Transit and FTA/FHWA $
15. Transit Oriented Development
• Hwy 99
• Between Dayton / Main Streets & SR104 / RR Street (Edmonds Crossing?)
Economic Development
2008
]anualry
I. PARTNERSHIPS
Goal 1, Policy 1f of the Edmonds Economic Development Plan is to partner with
business and economic development organizations, and address feedback from the
business community.
Significant Activities Since October 18, 2007
• November 9, 2007 — Governor Chris Gregoire announced the opening of seven
regional offices of the Washington Department of Community, Trade and
Economic Development (CTED). The City of Edmonds is located within the
Northwest region. The Mount Vernon location serves Whatcom, Skagit,
Snohomish, Island, and San Juan. The offices are a component of Governor
Gregoire's next Washington 10-year business strategy for the state and were
created to provide greater access to state resources for economic development
organizations, communities and industries. Regional team members are
available to work with local economic development organizations, workforce
councils, ports, cities, industry and communities to build partnerships and
coordinate economic development activities. These activities include providing
services, tools, and resources to retain businesses, spur investment, and attract
foreign companies. They will also provide communities with access to economic
development training and export assistance services and serve as a conduit for
other CTED agency services. I contacted the local CTED office in an effort to see
whether this new service can provide any assistance for the City of Edmonds.
I'm currently waiting for a response.
November and December 2007 — I worked with the Greater Edmonds Chamber
of Commerce to refine and enhance the Everything Edmonds Website.
Eve thin edmonds.com is a web site designed to be the major site for
information about Edmonds, e.g., business names, products and locations,
calendars of events, recreational programs, entertainment, and links to other
important local web sites.
November 16, 2007 — Working with the Port of Edmonds and Edmonds Chamber
of Commerce, an ad was published in the Puget Sound Business Journal. By
combining resources, we were able to split the cost of the ad, thus minimizing
costs for each entity. The ad promotes the Everything Edmonds website in
addition to Edmonds as a place to open a business. The ad emphasizes
Edmonds' quality of life, cultural amenities, unique shops and dining, convenient
proximity to Everett and Seattle, various transportation modes, tourism, etc.
• December 12, 2007 — City review of Snohomish County Visitors' Guide 2008 (see
Section V, Tourism for specific information).
December 10, 2007 — Hardware for storing data arrived at the City. The
hardware relates to the efforts of the Economic Development, Public Works,
Administrative Services, and Development Services Departments to secure
additional disk space on the City's network that will allow the following to take
place:
1. All as -Built Drawings for Water/Sewer on-line as PDFs (including the
scanned micro -fiche)
2. All GIS data stored in one place (especially that is used in production
maps) for the benefit of all departments.
3. Development of Right of Way Geographic Information System (GIS) layer
4. Development of Storm Water layers
5. Development of Water/Sewer layers
6. Picture Database for Production and Promotion
7. Future storage as project needs grow
II. BUSINESS EXPANSION, RETENTION, AND DIVERSIFICATION OF
TAX BASE
Edmonds Economic Development Plan Goal 1, Policy 1a states: Encourage and
expand business expansion and retention programs. Goal 3 calls for diversifying the
tax base and increasing revenues to support local services.
Significant Activities Since October 18, 2007
• December 2007 and January 2008 — I've contacted several property and
business owners in attempts to recruit businesses and discuss potential leasing
and redevelopment of buildings and land.
• December 2007 and January 2008 — I have been monitoring the permit process
related to PCC and providing updates to its CEO. At this time, PCC plans to open
a store at 100th Avenue West and Edmonds Way in the summer of 2008.
III. IMPROVING BUSINESS CLIMATE
Edmonds Economic Development Plan Goal 2, Policy 2h states: Work to identify and
"brand" distinct business districts, where there is a natural synergy, such as the
Highway 99 International District, the Stevens Hospital Medical Corridor, and the 4th
Avenue Arts Corridor.
Significant Activities Since October 18, 2007
October, November and December 2007, and January 2008 — Frances Chapin
secured two contractors to work on civil engineering and electrical plans and
artwork components related to the Highway 99 Enhancement Project. The
project includes adding street lighting fixtures and artwork along the portion of
Highway 99 passing through the International District. NOTE: The Highway 99
Enhancement Project implementation responsibilities have been transferred to
the Economic Development Department.
November 28, 2007 — WSDOT determined that funds returned to them from five
of nine projects awarded within the most recent SAFETEA-LU time period are
eligible for reprogramming. The funds were returned because the projects were
either completed under budget or cancelled. Because the City of Edmonds
Highway 99 Project was originally recommended to receive funds during this
time period, Edmonds was notified that the Highway 99 Enhancement Project is
eligible to receive additional funding from a portion of the reprogrammed funds.
• December 6, 2007 — WSDOT notified the City of Edmonds that Puget Sound
Regional Council approved an additional $57,000 in reprogrammed funds for the
Highway 99 Enhancement Project. The amount approved to date is now
$373,000.
• December 10, 2007 — The City of Edmonds issued a Request for Qualifications
(RFQ) for the 4th Avenue Cultural Corridor Project. City staff are currently
reviewing Statements of Qualifications.
■ January 17, 2008 — Bertrand Hauss, Frances Chapin and I met with Washington
State Department of Transportation representatives to discuss Highway 99
Enhancement plans. The City is currently refining the plans and will be seeking
approval by WSDOT.
IV. COMMUNICATIONS
Edmonds Economic Development Plan Goal 4, Policy 4f states: Strive to improve
communications with the public.
Significant Activities Since October 18, 2007
• November and December 2007, and January 2008 — Cindi Cruz has been working
to update the Economic Development web pages on the City's website.
November and December 2007, and January 2008 — I've been contacting
representatives of, and attending meetings held by, the Edmonds Chamber of
Commerce, Downtown Edmonds Merchants Association, Snohomish County
Economic Development Department, Snohomish County Tourism Bureau, and
SnoGold 2010 to introduce myself to these organizations and learn about the
activities of each.
V. TECHNOLOGY
Edmonds Economic Development Plan Goal, Policy 3b states: Leverage technology
assets, such as existing fiber connections, to pursue new revenue streams.
Significant Activities Since October 18, 2007
• November and December 2007, and January 2008 — The Economic Development
and Community Services staff continue to work with the City's Community
Technology Advisory Committee to leverage existing technology assets, e.g.,
fiber and communications equipment. To date, the Administrative Services
Director has successfully worked to execute agreements with Stevens Hospital
and Edmonds School District.
VI. TOURISM
Edmonds Economic Development Plan Goal 3, Policy 3g states: Expand tourism efforts
to take advantage of regional trends, such as nature tourism.
Significant Activities Since October 18, 2007
• November and December 2007, and January 2008 — Cindi Cruz, Executive
Assistant for Community Services and Economic Development, is working to
develop an Edmonds Events calendar which will be placed on the City's website.
City staff is also working to coordinate events related materials with the Greater
Edmonds Chamber of Commerce.
• December 2007 and January 2008 — Cindi Cruz has been working with Parks and
Recreation staff and Puget Sound Birdfest Steering Committee to develop and
host this year's Birdfest. To increase attendance, this year's Birdfest has been
moved from May to September 12-14, 2008.
December 12, 2007 — The City's Economic Development Department approved a
Snohomish County Visitors' Guide 2008. The City was asked to review our
respective sections and recommend revisions, if any. In 2008, Bothell will be
joining Edmonds, Everett, Lynnwood and Snohomish County in promoting the
County as a place to visit. Two photographs of Edmonds were used for the
visitor guide cover.
April
I. PARTNERSHIPS
Goal 1, Policy 1f of the Edmonds Economic Development Plan is to partner with
business and economic development organizations, and address feedback from the
business community.
Significant Activities Since January 17, 2008
• April 4, 2008 — Following up on past attempts to speak with staff at the Mount
Vernon regional office of Washington Department of Community, Trade and
Economic Development (CTED), I spoke with Dick Larman, Regional Services
Managing Director. During our conversation, I invited his Mount Vernon staff to
meet with the Greater Edmonds Chamber of Commerce to discuss the services,
tools, and resources the agency provides to help retain businesses, spur
investment, and attract companies. They also provide communities with access
to economic development training and export assistance services and serve as a
conduit for other CTED agency services.
January, February, March and April, 2008 — I worked with Greater Edmonds
Chamber of Commerce Economic Development Committee members to refine
and enhance the Everything Edmonds Website. Erverythingedrnonds.com is a
web site designed to be the major site for information about Edmonds, e.g.,
business names, products and locations, calendars of events, recreational
programs, entertainment, and links to other important local web sites. An
updated website is planned to be launched on May 1, 2008.
■ March and April, 2008 — Working with the Greater Edmonds Chamber of
Commerce, an ad is currently being prepared for the June issue of Alaska Airlines
Magazine. By combining resources, the City and Chamber are able to leverage
our advertising dollars, thus minimizing the costs for each entity.
The June issue will contain a Special Tourism Washington Section sponsored by
the state. This section will also be overprinted for bonus distribution by the state
in a special mailing they will do for advertisers. In an effort to strategically
market Edmonds in a highly visible, timely, and cost effective way, the Economic
Development Department chose the magazine because Alaska Airlines carries
more than 1.98 million passengers each month and one-third of all passengers
live in the Northwest market. Alaska Airlines is the number one carrier on the
west coast and also offers forty (40) daily flights into Vancouver BC, as well as
serving travelers throughout around Western Canada.
March 14, and April 16, 2008 — I have been working with staff from the Greater
Edmonds Chamber of Commerce, Edmonds Community College (EdCC), and Port
of Edmonds to develop tools for strengthening businesses and the business
climate within Edmonds. Our initial focus has been to promote various ways the
Edmonds Community College Business Training Center can help Edmonds'
businesses. Initial efforts include promotion of EdCC workshops and training
related to business planning, financial basics and marketing to sell. Additionally,
we are currently discussing how to survey the Edmonds business community to
learn what types of training and educational services would be most beneficial.
II. BUSINESS EXPANSION, RETENTION, AND DIVERSIFICATION OF
TAX BASE
Edmonds Economic Development Plan Goal 1, Policy 1a states: Encourage and
expand business expansion and retention programs. Goal 3 calls for diversifying the
tax base and increasing revenues to support local services.
Significant Activities Since January 17, 2008
• January, February, March and April, 2008 — I've contacted several property and
business owners in attempts to recruit businesses and discuss potential leasing
and redevelopment of buildings and land.
• January, February, March and April, 2008 — I have been monitoring the permit
process related to PCC and providing updates to its management team. At this
time, PCC plans to open a store at 100th Avenue West and Edmonds Way in
August of 2008.
• April 15, 2008 — I attended the Workforce Development Council of Snohomish
County annual meeting.
III. IMPROVING BUSINESS CLIMATE
Edmonds Economic Development Plan Goal 2, Policy 2h states: Work to identify and
"brand" distinct business districts, where there is a natural synergy, such as the
Highway 99 International District, the Stevens Hospital Medical Corridor, and the 4th
Avenue Arts Corridor.
Significant Activities Since January 17, 2008
Highway 99 Enhancement Project
• January, February, March, and April 2008 — Frances Chapin, Dave Gebert, Noel
Miller and I continue to work with a consultant to finalize civil engineering,
electrical plans and artwork components. The project includes adding street
lighting fixtures and artwork along the portion of Highway 99 passing through
the International District.
April 4, 2008 — WSDOT determined that funds returned to them from five of nine
projects awarded within the most recent SAFETEA-LU time period are eligible for
reprogramming. The funds were returned because the projects were either
completed under budget or cancelled. Because the City of Edmonds Highway 99
Project was originally recommended to receive funds during this time period,
Edmonds was notified that the Highway 99 Enhancement Project is eligible to
receive additional funding from a portion of the reprogrammed funds. Project
Sponsors we're also notified that the Puget Sound Regional Council Regional
Transportation Improvement Plan Amendment 08-02, was approved by the
Federal Government and is now a part of the State TIP. This means the
additional $57,000 granted to the Highway 99 Enhancement Project is secure.
The amount approved to date is now $373,000.
IV. COMMUNICATIONS
Edmonds Economic Development Plan Goal 4, Policy 4f states: Strive to improve
communications with the public.
Significant Activities Since January 17, 2008
■ January, February, March and April, 2008 — I continue to attend meetings held
by the Edmonds Chamber of Commerce (ECC), ECC Economic Development
Committee, Downtown Edmonds Merchants Association, Snohomish County
Economic Development Department, Snohomish County Tourism Bureau, and
SnoGold 2010.
V. TECHNOLOGY
Edmonds Economic Development Plan Goal, Policy 3b states: Leverage technology
assets, such as existing fiber connections, to pursue new revenue streams.
Significant Activities Since January 17, 2008
■ January, February, March and April, 2008 — The Economic Development and
Community Services staff continue to work with the City's Community
Technology Advisory Committee to leverage existing technology assets, e.g.,
fiber and communications equipment. To date, the Administrative Services
Director has successfully worked to execute agreements with Stevens Hospital
and Edmonds School District.
February 14, 2008 — Edmonds Community College hosted a municipal outreach
and civic engagement meeting. The purpose of the meeting was to discuss
potential opportunities related to creating a South Snohomish County
Broadcasting Center. Potential partnerships between Edmonds Community
College and nearby cities could be modeled after the Clover Park Broadcasting
Center in Pierce County.
VI. TOURISM
Edmonds Economic Development Plan Goal 3, Policy 3g states: Expand tourism efforts
to take advantage of regional trends, such as nature tourism.
Significant Activities Since January 17, 2008
• April, 2008 — Cindi Cruz, Executive Assistant for Community Services and
Economic Development, completed an Edmonds Calendar of Events which will be
placed on the City's website. City staff is also working to coordinate events
related materials with the Greater Edmonds Chamber of Commerce.
• January, February, March and April, 2008 — Cindi Cruz has been working with
Parks and Recreation staff and Puget Sound Birdfest Steering Committee to
develop and host this year's Birdfest. To increase attendance, this year's
Birdfest has been moved from May to September 12-14, 2008.
April, 2008 Prosperity Partnership E-Newsletter: states that a 2002 study on
Washington's tourism industry revealed that travel spending generates an
estimated $760 million in state and local tax revenues annually, and King, Pierce,
and Snohomish are the top 3 counties for travel spending in the state. The
Tourism cluster includes hospitality, culinary and recreation industries, such as
hotels, restaurants, spas, guided tours, sports, and cultural centers, as well as
airlines, cruises, destination retail and conventions. The cluster has a large
workforce, with significant growth potential in employers, employees, and
training programs for the industry.
I contacted Chris Strow, Principal Economic Policy Analyst with the Puget Sound
Regional Council to express my interest in learning about, and possibly
participating in, activities related to Tourism Clusters. As a community that is
attempting to improve its tourism climate, any information and tangible
recommendations generated by the Partnership could be quite beneficial.
According to the newsletter, the Prosperity Partnership's next steps are to
conduct a strategy development process that includes the involvement of a
diverse group of key stakeholders. I offered assistance in these efforts and
requested receiving any information related to workshops, seminars, and
opportunities for involvement. Mr Strow stated that PSRC will keep Edmonds in
the loop as this effort moves forward.
July
I. PARTNERSHIPS
Goal 1, Policy 1f of the Edmonds Economic Development Plan is to partner with
business and economic development organizations, and address feedback from the
business community.
Significant Activities Since April 17, 2008
• April, May, June and July, 2008 — The City of Edmonds, Greater Edmonds
Chamber of Commerce, Edmonds Community College (EdCC), and Port of
Edmonds continued to develop tools for strengthening businesses and the
business climate within Edmonds. Our initial focus has been to promote various
ways the Edmonds Community College Business Training Center can help
Edmonds' businesses. Initial efforts included promotion of EdCC workshops and
training related to business planning, financial basics and marketing to sell.
May 13, 2008 — Cindi Cruz and I met with Sally Harris, Business Development
Manager, Business and Project Development with the Mt. Vernon office of the
Washington State Department of Community Trade and Economic Development
(CTED). The purpose of the meeting was to discuss the types of services, tools,
and resources the agency provides to help retain businesses, spur investment,
and attract companies. Although the focus of the Mt. Vernon office is more on
rural communities, Ms. Harris was helpful in directing us to people and
departments within CTED that might be helpful for business retention and
expansion.
• June, 2008 — See Item VI. Tourism, June, 2008.
July 7, 2008 — City Staff and Greater Edmonds Chamber of Commerce Economic
Development Committee members met to discuss how to enhance the
Everything Edmonds Website. Even�thingedmonds.com is a web site designed to
be the major site for information about Edmonds, e.g., business names, products
and locations, calendars of events, recreational programs, entertainment, and
links to other important local web sites. An updated website was launched on
May 1, 2008.
II. BUSINESS EXPANSION, RETENTION, AND DIVERSIFICATION OF
TAX BASE
Edmonds Economic Development Plan Goal 1, Policy 1a states: Encourage and
expand business expansion and retention programs. Goal 3 calls for diversifying the
tax base and increasing revenues to support local services.
Significant Activities Since April 17, 2008
• April, May, June and July, 2008 — I've continued working with property and
business owners in attempts to help them start new and relocate existing
businesses in addition to discussing potential leasing and redevelopment of
buildings and land.
• April, May, June and July, 2008 — I have been monitoring the permit process
related to PCC. At this time, PCC plans to open a store at 100th Avenue West
and Edmonds Way in August of 2008.
III. IMPROVING BUSINESS CLIMATE
Edmonds Economic Development Plan Goal 2, Policy 2h states: Work to identify and
"brand" distinct business districts, where there is a natural synergy, such as the
Highway 99 International District, the Stevens Hospital Medical Corridor, and the 4 h
Avenue Arts Corridor.
Significant Activities Since April 17, 2008
Highway 99 Enhancement Project
• April, May, June and July 2008 — Frances Chapin, Bertrand Hauss and I continue
to work with a consultant to finalize civil engineering, electrical plans and artwork
components. The project includes adding street lighting fixtures and artwork
along the portion of Highway 99 passing through the International District.
IV. COMMUNICATIONS
Edmonds Economic Development Plan Goal 4, Policy 4f states: Strive to improve
communications with the public.
Significant Activities Since April 17, 2008
• June 10, 2008 — I attended a Snohomish County Tourism Bureau seminar titled
"Learn How to Get Seen, Heard, and Celebrated in your Own Backyard" The
focus of the seminar was on growing and sustaining a winning business,
particularly when times are tough. Information gathered from the event was
provided to the Edmonds Chamber of Commerce.
V. TECHNOLOGY
Edmonds Economic Development Plan Goal, Policy 3b states: Leverage technology
assets, such as existing fiber connections, to pursue new revenue streams.
Significant Activities Since April 17, 2008
• April, May, June and July, 2008 — The Economic Development and Community
Services staff continue to work with the City's Community Technology Advisory
Committee to leverage existing technology assets, e.g., fiber and
communications equipment. To date, the City has worked to execute
agreements with Stevens Hospital and Edmonds Community College.
VI. TOURISM
Edmonds Economic Development Plan Goal 3, Policy 3g states: Expand tourism efforts
to take advantage of regional trends, such as nature tourism.
Significant Activities Since April 17, 2008
• April, May, June and July, 2008 — Cindi Cruz has been working with Parks and
Recreation staff and Puget Sound Birdfest Steering Committee to develop and
host this year's Birdfest. This year's event takes place the weekend of
September 12-14, 2008.
June, 2008 Working with the Greater Edmonds Chamber of Commerce, an ad
was submitted to Alaska Airlines for the June issue of Alaska Airlines Magazine.
The June issue contained a Special Tourism Washington Section sponsored by
the state. By combining resources, the City and Chamber were able to leverage
our advertising dollars, thus minimizing the costs for each entity.
October
I. PARTNERSHIPS
Goal 1, Policy 1f of the Edmonds Economic Development Plan is to partner with
business and economic development organizations, and address feedback from the
business community.
Significant Activities Since July 10, 2008
• July, August, September and October 2008 — The City of Edmonds, Greater
Edmonds Chamber of Commerce, Edmonds Community College (EdCC), and Port
of Edmonds continued to develop tools for strengthening businesses and the
business climate within Edmonds. Our initial focus has been to promote various
ways the Edmonds Community College Business Training Center can help
Edmonds' businesses. Initial efforts included promotion of EdCC workshops and
training related to business planning, financial basics and marketing. Business
retention and expansion are highly important and we are working to better
structure an overall education and training program. Participation in an
enhanced education and training program helps business owners learn about,
and better understand, how to manage business related finances, marketing,
accounting, personnel related issues, help business owners adapt to changes in
the marketplace, better understand the fundamentals of owning and managing a
business, and help strengthen our community's economic base by creating a
more healthy business climate.
• July, August, September and October 2008 — See Item VI. Tourism, July, August,
September and October, 2008.
II. BUSINESS EXPANSION, RETENTION, AND DIVERSIFICATION OF
TAX BASE
Edmonds Economic Development Plan Goal 1, Policy 1a states: Encourage and
expand business expansion and retention programs. Goal 3 calls for diversifying the
tax base and increasing revenues to support local services.
Significant Activities Since July 10, 2008
• July, August, September and October, 2008 — I've continued working with
property and business owners in attempts to help them start new and relocate
existing businesses in addition to discussing potential leasing and redevelopment
of buildings and land.
III. IMPROVING BUSINESS CLIMATE
Edmonds Economic Development Plan Goal 2, Policy 2h states: Work to identify and
"brand" distinct business districts, where there is a natural synergy, such as the
Highway 99 International District, the Stevens Hospital Medical Corridor, and the 4cn
Avenue Arts Corridor.
Significant Activities Since July 10, 2008
Highway 99 Enhancement Project
July, August, September and October, 2008 — Frances Chapin, Bertrand Hauss,
Rob English, and I continue to work with a consultant to finalize civil
engineering, electrical plans and artwork components, and to procure light poles
prior to soliciting bids for installation of the poles. The project includes adding
street lighting fixtures and artwork along the portion of Highway 99 passing
through the International District.
• October 21, 2008 — The Edmonds City Council authorized the purchase of light
poles and electrical components for the SR99 International District enhancement
project through US Communities Interlocal Cooperative Purchasing Agreement.
Firdaie Viilag
• August 13, 2008 — As a follow-up to meeting with Development Services and
Economic Development staff about concepts for redevelopment, the property
owners presented a proposed concept to the Planning Board on August 13,
2008.
V. TECHNOLOGY
Edmonds Economic Development Plan Goal, Policy 3b states: Leverage technology
assets, such as existing fiber connections, to pursue new revenue streams.
Significant Activities Since July 10, 2008
July, August, September and October 2008 — The Economic Development and
Community Services staff continue to meet with the City's Community
Technology Advisory Committee regarding existing technology assets, e.g., fiber
and communications equipment. To date, the City has worked to execute
agreements with Stevens Hospital and Edmonds Community College.
VI. TOURISM
Edmonds Economic Development Plan Goal 3, Policy 3g states: Expand tourism efforts
to take advantage of regional trends, such as nature tourism.
Significant Activities Since July 10, 2008
• July, August, September and October, 2008 — Cindi Cruz, Frances Chapin and I
have been writing narratives for the 2009 Greater Seattle InfoGuide, Community
Trade and Economic Development Official Tourism Guide, Snohomish County
Visitor's Guide, and Washington State Hotel and Lodging Association Official
Tourism Guide.
September 12-14, 2008 — The fourth annual Puget Sound Bird Fest took place for
the first time in September, rather than May, which is the month the first three
festivals were held. The change proved successful. Five Hundred participants
(the highest level of participation to date) of all ages attended the three day
festival. Although most attendees were from Edmonds and surrounding
communities in Snohomish and King Counties, some people traveled from
Eastern Washington, Oregon, Utah, and Brooklyn, New York. Bird Fest included
an art show with artists' reception on Friday evening along with a keynote
speaker. There were 10 different speakers on Saturday and special activities for
children, as well as five field trips and guided walks. Bird -viewing stations were
set up at the Edmonds Marsh on Saturday and Brackett's Landing Jetty on
Sunday. Sunday also included four additional field trips and tours of seven
Backyard Wildlife Habitats in Edmonds. Exhibits by non-profit organizations and
vendors of bird -related arts and crafts occupied the Edmonds Plaza Room
Saturday and Sunday.
Economic Development
2009
January
I. PARTNERSHIPS
Goal 1, Policy 1f of the Edmonds Economic Development Plan is to partner with
business and economic development organizations, and address feedback from the
business community.
Significant Activities Since October 22, 2008
• January 15, 2009 — Representatives from the City of Edmonds, Greater Edmonds
Chamber of Commerce, Downtown Edmonds Merchant Association, and City
Council met with Karen Selander, Senior Community Development Specialist with
the City of Seattle Office of Economic Development, to discuss the overall
process of establishing a Business Improvement Area.
• October, 2008 through January, 2009 — See Item V. Tourism, October, 2008
through January, 2009.
II. BUSINESS EXPANSION, RETENTION, AND DIVERSIFICATION OF
TAX BASE
Edmonds Economic Development Plan Goal 1, Policy 1a states: Encourage and
expand business expansion and retention programs. Goal 3 calls for diversifying the
tax base and increasing revenues to support local services.
Significant Activities Since October 22, 2008
• October, 2008 through January, 2009 — I've continued working with property and
business owners in attempts to help them start new and relocate existing
businesses in addition to discussing potential leasing and redevelopment of
buildings and land.
III. IMPROVING BUSINESS CLIMATE
Edmonds Economic Development Plan Goal 2, Policy 2h states: Work to identify and
"brand" distinct business districts, where there is a natural synergy, such as the
Highway 99 International District, the Stevens Hospital Medical Corridor, and the 4tn
Avenue Arts Corridor.
Significant Activities Since October 22, 2008
• October, 2008 through January, 2009 — The Highway 99 Enhancement Project
includes adding street lighting fixtures and artwork along the portion of Highway
99 passing through the International District. A preliminary order for light
fixtures has been submitted to a fabricator. When the City receives the poles,
which should be within the next 12 — 14 weeks, a solicitation for contractors to
install the project will be issued by the City.
IV. TECHNOLOGY
Edmonds Economic Development Plan Goal, Policy 3b states: Leverage technology
assets, such as existing fiber connections, to pursue new revenue streams.
Significant Activities Since October 22, 2008
• October, 2008 through January, 2009 — The Economic Development and
Community Services staff continue to meet with the City's Community
Technology Advisory Committee regarding existing technology assets, e.g., fiber
and communications equipment. To date, the City has worked to execute
agreements with Stevens Hospital and Edmonds Community College.
V. TOURISM
Edmonds Economic Development Plan Goal 3, Policy 3g states: Expand tourism efforts
to take advantage of regional trends, such as nature tourism.
Significant Activities Since October 22, 2008
• October, 2008 through January, 2009 — Cindi Cruz, Frances Chapin and I have
been working with, and writing narratives for, the following tourism related
informational guides and website:
0 2009 Greater Seattle InfoGuide
0 2009 Snohomish County Visitor's Guide
0 2009 Community Trade and Economic Development Official Tourism
Guide
0 2009 Washington State Hotel and Lodging Association Official Tourism
Guide
o ExperienceWA.com — Washington State's official tourism website
0 2009 City of Edmonds Community Calendar of Events
Executive Summary 2009 - 2010 Adopted Budget
18-Dec-08 City of Edmonds: Strategic Outlook
RESOURCES
Beginning Fund Balance
2008 2009 20I0 2011 2012 2013 2014
Oittluuk I Bad el I Bnd el Oulbnk [suilnnkI tludook Outlook
3,641,250 977,951 1,273,265 1,310,988 746,329 (415,254) (2,215,218)
Property Tax
12,318,023
13,930,174
14,160,062
14,399,791
14,631,329
14,964,831
15,107,333
Sales Tax
5,872,412
6,035,849
6,185,850
6,465,809
6,707,801
6,993,517
7,326,884
Utility Tax
4,585,756
5,102,314
5,225,311
5,366,765
5,512,676
5,663,207
5,818,531
Other Taxes
297,400
297,500
297,500
302,900
308,403
314,009
319,723
Licenses/Permits/Franchise
823,565
1,389,943
1,417,437
1,452,873
1,489,194
1,526,424
1,564,595
Construction Permits
695,000
707,000
689,767
655,278
622,514
591,389
561,819
Grants
30,680
11,144
4,644
-
«
State Revenues
702,110
745,942
752,426
744,791
752,284
759,908
767,668
Intergov't Service Charges
973,496
1,323,320
1,356,705
1.398,224
1,441,123
1,495,452
1,531,265
Interfund Service Charges
1,242,448
1,322,009
1,355.059
1.388,936
1,423,659
1,459,251
1,495,732
Chgs. for Goods & Services
1,761,747
2,778,154
3,200,194
3,232,801
3,268,594
3,307,533
3,349,584
Fines & Forfeits
525,050
592,500
640,300
656,308
672,715
689,533
706,771
Misc R venues
659,167
590,193
521.276
519R)b
$21.424
531.141
540.692
AnnualMvenum
30.496.854
.14,816042
35846,531 I
36583,571
3735.1,716
38,186.195
39.090.587
Atinual PCcnur Growlh
14.2%
2.8%
2.2%
2.11/.
2.2%
2-11/.
ltrsourees
3A,ix8,iO4
35,793943
37079796
37,894,558
38,100N4
37 7,70942
36.875,369
2011R
2009
2010
2011
2012
71111
2111 d
Expenses by Function
Outlook
Budget
Budget
Outlook
Oullook
Outlook
Ordlook
Labor
22,775,243
23,962,708
25,023.721
26,050,391
27,089,073
28,216,332
29,407,632
Supplies
726,174
706,890
703.966
721,565
739,604
758,094
777,047
Services
3,890,765
3,839.886
3,854.755
3,986,945
4,125,840
4,271,938
4,425,783
Intergov't
1,813,968
2,038,555
2,094,093
2,172,724
2,254,645
2,339,994
2,429,926
Capital
78,000
40,000
30,000
30,750
31,519
32,307
33,114
Debt Service
1,393,921
1,415,817
1,423,951
1.429,441
1.445.958
1,464,450
1,476,245
Transfers
1,417,786
1,396.111
1,486.970
1,576,267
1.619,110
1,663,152
1,738,429
Interfund
.
050,153
..
.239,891
Ex
34,520,728Total
35,76808enses
37.148,.213406
-9"0
15,298
9Rfi,1S96
.1S.2S7R086948
Expense Growth
Current Resources
Tate Expenses
Annual Balance
Ending Fund Balance
Target Ending Fund Balance
Revenue Options
Included:
Revenue Options
Not Included:
4.1% 36% 39% 3.7% 38% 3.9%
200R 2n09 M I(I )DIa 7A0 7nli 9nld
Outlook
Budget
Budget
Oullook
Outlook
Outlook
Outlook
30,486.854
33,150,153
34.816,042
34.520,728
35,806.531
35.768.808
36,583,571
37.149.230
37.353,716
39.515.298
38,186,195
.39.980.159
39,090,597
41 53.064
(2,6fi3.299)
295,314
37.723
(564.659)
1 •161 583
1 799 06
- (2,467,47
977,951
1 1,273.265
1,310,989
1 746,329
1 (415,254
2 215 2l8
4.68L,
2,762,513 2,876,727 2,980,734 3,095,696 3,209,608 3,332,180 3,463,172
Water, Sewer, Stormwater Utility Taxes to 10% / Cable TV Utility Tax to 6%
Increase Business License Fees / Increase Development Services Fees
Transportation Benefit District effective 7/l/2009 / Fire District #1 Contract
EMS Transport User Fees
B & O Tax / Electric, Natural Gas, Telephone, and Solid Waste Utility Tax increase
Gambling / General Property Tax Levy Lid Lift
Total Cuts Included: $629,545
2008 IT Equipment purchase ($157,000)
Proposed new positions HR and IT ($25,865 & $214,250, respectively)
Vacant positions in Finance and the City Clerk's office ($66,000 & $60,000, respectively)
Eliminate Crime Prevention Specialist position ($106,430)
Council Amendments: $6,600
Reduce Council City Attorney budget ($10,000)
Eliminate printing and postage for City Newsletter ($20,000)
Increase Economic Development Advertising budget $25,000
Reduce Council Travel budget due to retreat being held in Edmonds ($1,600)
R:\StrategicModels\EDSTRATWorking.xls Adopted 2/5/2009 3:42 PM
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Revenue Work Group:
2009 Edmonds Levy Timeline
January 12, 2009
How we got here
November: 7-0 Council vote to create a Revenue Work Group
December: 7-0 Council vote on budget note, making it the policy of the City of Edmonds to hold
a levy vote in Nov 2009
January: Assignment of Committee responsibilities, including the "Levy Committee" with DJ
January
Wilson, Ron Wambolt & Michael Plunkett
Develop & finalize timeline
Establish parameters of 'ask'
- Amount needed to fund:
0 100% of existing operations
0 100% of optimal operations
o Ending balance re -build policy options
What are the items we're asking citizens to support?
o Largely taken from budget process
o Council to lead effort with KJ support
February
Affirm timeline & parameters at Council retreat
Council to call for the create of a Citizen Revenue Advisory Committee to "vet" ask
Revenue Work Group to begin crafting 2-3 options for funding, for instance:
- Parks only levy
- Parks and public safety levy
March
April
May
June
General operations levy
Finalize 2-3 options for funding
Citizens Stakeholder Advisory Committee to begin meeting & orientation
Stakeholder Advisory Committee review work, options of Revenue Work Group
Internal multi -department vetting of options (City staff, union leadership, invited to comment)
Council to review work of Revenue Work Group
Stakeholder Advisory Committee to report to Council on options, preferences
Public hearings on levy options
Council to review work of Revenue Work Group
Public hearing on levy options
Determine Council "preferred option"
July
August
"Yes on Edmonds Levy" Committee to form separate from and without coordination with City
of Edmonds
Determine funding options to pay for the November election itself
Public "Open Houses" on options to offer comments, concerns
Finalize levy
Final public hearing
Ordinance passed by end of first August meeting — due to County by Aug 111h
September
Presentation on impacts of the Levy to Council, for information purposes only?
October
Second presentation on impacts of the Levy to Council, for information purposes only?
November
Hold our breath
2007 REVENUE OPTIONS
Item Blue Black Enactment
Move EMS Levy to.Fall, 2008 5 0 Council
FuTuRE.REVENUE OPTIONS
Item
Blue
Black
Enactment
Reduce Cemetery Subsidy
7
0
Council
Sale of Surplus Property
7
0
Council
Cable TV Utility Tax to 6%
6
0
Council
"Seattle" Internet Charges
6
0
Council
Highway 99 Petition Annexation
6
0
Council
Ferry Traffic Mitigation
6
0
State
Electric Utility Tax Increase to 7% 6
5
2
Vote
Natural Gas Tax Increase to 7% 6
5
2
Vote
Telephone Utility Tax Increase to 7% 6
5
2
Vote
Solid Waste:Utility Tax Increase to 7% 6
5
2
Vote
EMS Property Tax Levy Lid Lift 4
5
0
Vote
Transportation Benefit Districts
5
0
State
Water Utility Tax Increase to 7% z
4
1
Council
Sewer Utility Tax Increase to 7% z
4
1
Council
Storm Utility. Tax Increase to 7% Z
4
1
Council
Emergency Transport Fees at $450
4
1
Cnunril
Sales Tax Economic Development
4
0
Council
Traffic Light Cameras
3
2
Council
Edmonds Dance with the Stars
2
3
Council
Gambling Tax 1
1
6
Council
B&O Tax (0.2% Maximum) 0 6 Council
General Property Tax Levy Lid Lift 4 0 5 Vote
Emergency Reserve Fund ($2.0 million) Council
REET for Transportation State
FMIURE REDUCTION OPTIONS
Item
Blue
Black
Enactment
Elimination of Programs or Services
6
0
Council
Reduction of Overhead Costs
5
1
Council
Across the Board Reductions
0
5
Council
Packet Page 34 of 137
9AU
DEN
]RgHY
H1ACE,
P_L, L.0
ATTORNEYS AT LAW
LAYOFFS, RIFS AND FURLOUGHS
PUBLIC EMPLOYER OBLIGATIONS
W l Ose.
Who% Decision Is It Anyway?
In Mayor/Council and City Manager/Council forms of government, the executive officer
makes hiring and firing decisions regarding city personnel. RCW 35A.12.090; RCW
35A.13.080(2). This power to remove city employees includes the power to lay off
employees. A layoff is a non -disciplinary termination based on either a lack of work or a
lack of funding. The power of a Mayor or City Manager could be triggered during a
budget year in order to meet revenue shortfalls. A Mayor or City Manager has the ability
to make transfers between "individual appropriations within any one fund ... subject to
such regulation, if any, as may be imposed by the City Council." RCW 35A.33.120.
Therefore, when faced with a lack of revenue or budget shortfall during the course of a
budget year, the chief executive officer may determine it necessary to lay off individuals
for lack of funding or eliminate programs that trigger layoffs due to lack of work and
make budget transfers within the general fund or utility fund.
The City Council can also trigger a layoff through the exercise of its budgetary powers.
RCW 35A.33.075. The annual budget includes an annual salary ordinance. RCW
35A.33.030. The City Council can amend the budget during the course of any budget
year. RCW 35A.33.080. Therefore, the City Council can trigger layoffs by either
changing programmatic priorities and funding in an annual budget process, or by
amending an existing budget. The City Council may also restrict the Mayor or City
Manager's ability to move monies within funds and therefore determine what emergency
measures are necessary in order to stay within the budget by adopting "restrictions" in
accordance with the statute.
Puttinp_ the Pieces To a thee
1. During the budget year, the Mayor or City Manager has the ability to lay off
employees. A City Council cannot make a chief executive spend money and the level of
staffing (so long as costs are within budgeted limits) is the call of the chief executive.
2. A City Council can force layoffs by amending the current budget or adopting a
budget for the upcoming year that provides insufficient revenues to cover the employee
costs of existing programs. The City Council can act in two ways:
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A. By enacting across-the-board budget cuts to its general fund budget. This
leaves the overall level of staffing and where cuts occur at the chief executive's
discretion.
B. By eliminating specific programs or making reductions within specific
programs. This option still leaves the chief executive with the discretion to determine
which individuals are to be kept, subject to contract obligations.
Generally, City Councils do not have the authority to take aim at individual employees.
Hiring and firing decisions are those of the Mayor or City Manager and not the City
Council's. The City Council, however, must enact an annual salary ordinance and may
eliminate specific positions or programs. If those programs are finely tuned within the
budget document, the Council may eliminate a position either in the budget or in the
salary ordinance.
Subject to the provisions of the union contract and your personnel manuals, the Mayor or
City Manager still has the ability to determine which individuals are to be retained. The
fact that the Council eliminates a position does not mean that the individual holding the
position must be terminated if the Mayor or City Manager determines that the employee
should be moved to another position, assuming no bar exists under your collective
bargaining agreement and personnel manuals.
The City Manager form of government specifically protects the City Manager's power by
providing that the City Council "... shall [not] direct the appointment of any person to or
his removal from office...." RCW 35A.13.120. A council member may forfeit his/her
office for such an attempt. This specific language is not contained in the provisions
regarding the Mayor/Council form of government.
Union Contract Considerations: Notice and Duty to Bargain
Under the Washington Public Employment Relations Act, a public employer commits an
unfair labor practice if it refuses to engage in collective bargaining. RCW 41.56.140(4).
The term "collective bargaining" is defined in RCW 41.56.030(4):
"Collective bargaining" means the performance of the
mutual obligations of the public employer and the exclusive
bargaining representative to meet at reasonable times, to
confer and negotiate in good faith, and to maintain a
written agreement with respect to grievance procedures in
collective negotiations on personnel matters, including
wages, hours and working conditions....
[ WSS711594.DOC;1/00005.900000/}
Page 2 of 5
Issues affecting the wages, hours and working conditions of employees are referred to as
mandatory subjects of bargaining. International Brotherhood of Electrical Workers,
Local 483, 1999 WL 143606 (1999). In order to fulfill its bargaining obligation, an
employer must give notice to the union and provide an opportunity for bargaining prior to
changing the wages, hours or working conditions of bargaining unit employees. An
employer violates the statute, if it presents the union with a fait accompli or if it fails to
bargain in good faith. Federal Way School District, Decision 232-A (1977).
Bargaining unit work is work that has historically been performed by bargaining unit
employees. Once an employer assigns unit employees to perform a certain body of work,
that work attaches to the unit and becomes bargaining unit work. City of Spokane,
Decision 6232 (PECB 1998).
A decision to lay off employees can open a public employer to a number of potential
unfair labor practice charges. For example:
A. Skimming. Skimming is the practice of reducing bargaining unit overtime. In a
layoff situation, a public employer cannot shift work from the unit to non -bargaining unit
employees such as supervisors or non represented employees. The same is true
regarding the use of temporary or provisional employees. A layoff should be undertaken
with the understanding that the employer will either have to cease a particular program or
perform the work through overtime within the bargaining unit if that work has been
previously done by a bargaining unit or bargaining unit employee.
B. Removal of Bargaining Unit Work_ The same factors govern the removal of
bargaining unit work from the employee and shifting it to a non union employee.
Layoff Decision
The duty to bargain is also defined in the Washington Administrative Code. WAC 391-
45-550. The decision regarding what is a mandatory and a permissible subject of
bargaining is a "question of law and fact to be determined by" PERC. It is not subject to
waiver by the parties by their action or inaction. Therefore, public employers should
always be willing to sit down and listen. There may be issues which are raised with
which you need not agree, but you should always be willing to listen.
For example, there is no duty to bargain "entrepreneurial decision making" or a matter
which "fundamentally affects the scope and direction of the enterprise." Lake Chelan
School District 129, Decision 4940-A (1995). Therefore, there is no duty to bargain the
layoff decision itself. The effects or impacts of the decision are, however, subject to
bargaining. See also Wenatchee School District, Decision 3240-A (PECB 1990).
{ W SS711594.DOC;1/00005.900000/}
Page 3 of 5
Once notice is given, the parties are obligated to bargain in good faith on matters that are
mandatory subjects of bargaining, until either an agreement or an impasse is reached.
Pierce County, Decision 1739 (PECB 1983); Spokane County, Decision 2377 (PECB
1986).
Impacts and Effects Bargaining
A decision to lay off employees, reduce hours or furlough employees (lay off employees
for a period of days or weeks annually) affects mandatory subjects of bargaining -- at
heart it is a change in working conditions. The employer does not have the duty to
bargain the decision, but does have the duty to bargain the impact and effect of the
decision on bargaining unit employees. Public School Employees of Richland v.
Richland School District, 1998 WL 823337 (1998). Impacts and effects bargaining
requires the employer to negotiate over changes in its operations which have a
"significant impact" on the bargaining unit. However, the employer cannot refuse to
meet with the union by making a unilateral decision that the impacts are "de minimis" or
non -significant. Tacoma School District, Decision 2756 (1987). When a union requests
to bargain with regard to the impacts and effects of the decision, the employer commits
an unfair labor practice if it fails to bargain. There is no obligation to reach agreement
with the union.
There are many types of impacts which may be subject to bargaining. To be a mandatory
subject of bargaining, the impact must be a change in "hours, wages or working
conditions."
Waiver bv Contract
A union may waive certain impact issues by bargaining. For example, if a collective
bargaining agreement contains provisions regarding the impact of seniority on layoff and
the right to bump, that issue has been waived. After appropriate notice, the employer
may proceed with its layoff decision under contract restrictions. Issues not covered by
the contract, such as an hours reduction decision not mentioned in the contract, would be
subject to the same obligation to bargain. Richland School District, supra.
Notice
As noted earlier, it is an unfair labor practice to create a fait accompli. A fait accompli is
a situation in which bargaining has no meaning. Typically, a employer should provide
sufficient notice prior to the implementation of a layoff decision to permit meaningful
bargaining. Thirty days is a good rough rule of thumb although emergency conditions
may factually justify a shorter period.
{ WSS711594.DOC;1/00005.900000/}
Page 4 of 5
Impacts
In order to ameliorate the impacts of a bargaining decision, a union may raise alternatives
such as:
Reductions in wages
Reductions in hours
• Job sharing
• Recall rights
• Seniority
• Work load
• Overtime provisions
• Issues relating to skimming or removing bargaining unit work
Conclusion
The following general rules of thumb provide guidance in most situations:
1. Provide meaningful notice to the union of any decision that impacts wages, hours
or conditions of employment. In the layoff context, the decision to lay off employees is
not bargainable (including decisions to reduce hours or furlough employees), but the
impacts of the decision on both the employees to be laid off and the remaining
employees, must be bargained.
2. Timely Notice. Provide sufficient notice and avoid fait accomplis. Provide
specific written notice including a date for the implementation of the layoff decision.
Allow at least thirty days unless emergency situations require a prompter response.
3. Bargain. As a public employer, you are obligated to bargain, but not to agree.
You are required to bargain either to resolution or to an impasse.
4. Impasse. If an impasse is reached, the nature of the bargaining unit will
determine your next step. An impasse with a uniformed unit with the right to binding
arbitration, leads to binding arbitration. In the real world, police and fire employees are
rarely laid off.
When an impasse is reached with a non uniformed unit, the employer is free to
implement its decision, subject to a continuing obligation to bargain. There is no
"hammer" for the union.
{ WSS711594.DOC;1 /00005.900000/ 1
Page 5 of 5
Election Dates & Due Dates for 2009
(RCW 29A.04.311, 321)
2009 Dates of Election Resolution Due Dates
February 3, 2009
March 10, 2009
April 28, 2009
May 19, 2009
August 18, 2009
November 3, 2009
December 12, 2008 (52 day cutoff)
January 16, 2009 (52 day cutoff)
March 6, 2009 (52 day cutoff)
March 27, 2009 (52 day cutoff)
May 26, 2009 (84 day cutoff)
August 11, 2009 (84 day cutoff)
2009 Edmonds City Council Retreat
Campaign Finance topic (Steve Bernheim)/ February 3, 2009
Should the Edmonds City Council take any steps to limit
campaign fundraising or expenditures?
Campaigns for Edmonds City Council and Mayor have become more expensive in each
of the last three election cycles. Median and average campaign contributions and budgets
have increased over the last six years.
Candidates for city council and mayor are receiving larger contributions from outside of
Edmonds and from outside of the State of Washington. The number of contributions of
$1,000 or more is increasing. There are increasing numbers of substantial contributions
from nonprofit, profit, and special interest organizations.
I ask the Council to consider the following possible actions:
Adopt voluntary primary and general campaign fundraising and expenditure limits, such
as the following general campaign guidelines, adjustable from year to year:
• $25,000 maximum campaign expenditure
• $30,000 maximum campaign fundraising
• $1,000 maximum individual contribution
• $100 maximum contribution from organizations/entities
+ $5,000 maximum total contribution from outside of Washington State
• $10,000 maximum total contribution from outside of Edmonds
* Yard signs on private property only
■ Yard signs in limited numbers on public property
(Amounts are suggestions only; adjustment would be made for primary campaigns).
Limits could be voluntary and mutual: they would not be legally enforceable and would
be optional if the opponent did not abide.
Alternatively, the council could investigate whether mandatory campaign fundraising or
expenditures limits should be adopted, if that is within the council's authority.
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