HomeMy WebLinkAbout2007.06.12 CC Committee Meetings Agenda PacketAGENDA
Council Committee Meetings
Council Chambers, Public Safety Complex
250 5th Avenue North, Edmonds
June 12, 2007
6:00 p.m.
The City Council Committee meetings are work sessions for the City Council and staff only. The meetings are open to the
public but are not public hearings. The Committees will meet in the following rooms:
Community Services/Development Services (Council Chambers), Finance (Jury Room), Public Safety (Police Training
Room)
1.Community Services/Development Services Committee
A.AM-1032
(20 Min)
Review Draft City of Edmonds Commute Trip Reduction Plan
B.AM-1031
(10 Min)
Tobacco Free Parks Discussion
2.Finance Committee
A.AM-1033
(10 Min)
Authorization to Establish Part-Time Domestic Violence Coordinator Position
B.AM-1019
(10 Min)
Domestic Violence Coordinator Interlocal Agreement with the City of Mill Creek
C.AM-1027
(10 Min)
Purchasing Agreement for Office Supplies and Equipment
D.AM-1022
(5 Min)
Interfund Loan Ordinance
E.AM-1018
(10 Min)
Surplus Assets
F.AM-1030
(10 Min)
Back-Up Server Acquisition of $38,000
G.Broadband Project
i.AM-1028
(5 Min)
Broadband Business Case Contract
ii.AM-1026
(15 Min)
Fiber Optic Equipment Acquisition
3.Public Safety Committee
A.AM-1023
(20 Min)
Substitute House Bill 1756 Annual Compliance Report
B.AM-1010
(15 Min)
2007-2008 Fire Department Work Plan Update #1
C.AM-1015
(5 Min)
Interlocal Agreement Establishing Snohomish Regional Drug Task Force, Fiscal Year 2007-2008
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AM-1032 1.A.
Commute Trip Reduction Plan
Council Committee Meetings
Date:06/12/2007
Submitted By:Duane Bowman, Development Services Time:20 Minutes
Department:Development Services Type:Action
Committee:Community/Development Services
Information
Subject Title
Review Draft City of Edmonds Commute Trip Reduction Plan
Recommendation from Mayor and Staff
Recommend review for full City Council on June 19, 2007.
Previous Council Action
The City adopted its first commute trip reduction (CTR) ordinance in 1993 under Ordinance 2913
and amended the ordinance in 1999 under Ordinance 3242.
Narrative
In 2006, the Washington State Legislature passed the Commute Trip Reduction Efficiency Act
which amended the CTR requirements for local governments in counties experiencing the greatest
automobile-related pollution and traffic congestion. The purpose for the amendments was to
require the local governments to develop and implement plans to reduce single occupancy vehicle
trips.
Each city received a small amount of dollars from the state to do this update. All the cities in
Snohomish County pooled their dollars together and are having the County do a boiler plate CTR
plan that each jurisdiction can use. These CTR plans have to be approved by the local government
and submitted to the Puget Sound Regional Council and eventually by next year be adopted by
ordinance.
The draft plan (Exhibit 1) focuses on reducing drive alone trips and vehicle miles traveled (VMT)
among employees who work for major employers. In Edmonds there are three employers who are
considered major employers (Stevens Hospital, City of Edmonds and Edmonds Family Medical
Clinic). The plan has set a goal of reducing drive alone trips by 10% and VMT by 13% for major
employers by 2011.
Staff has identified some minor edits needed in the draft plan which we hope to have taken care of
by the meeting. Jonathan Dong, of Perteet Inc., will be in attendance to present the draft plan for
Edmonds.
Fiscal Impact
Attachments
Link: Exhibit 1 - DRAFT CTR Plan
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Link: Exhibit 1 - DRAFT CTR Plan
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 04:33 PM APRV
2 Mayor Gary Haakenson 06/07/2007 04:35 PM APRV
3 Final Approval Sandy Chase 06/07/2007 04:40 PM APRV
Form Started By: Duane
Bowman
Started On: 06/07/2007 02:53
PM
Final Approval Date: 06/07/2007
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AM-1031 1.B.
Tobacco Free Parks
Council Committee Meetings
Date:06/12/2007
Submitted By:Brian McIntosh, Parks and Recreation Time:10 Minutes
Department:Parks and Recreation Type:Action
Committee:Community/Development Services
Information
Subject Title
Tobacco Free Parks Discussion
Recommendation from Mayor and Staff
Recommend review and adoption of a resolution by full City Council for a Tobacco Free Parks
policy.
Previous Council Action
None
Narrative
The Snohomish County Health District initiated the "Tobacco Free Parks" program in 2001 as a
joint effort between local communities and the Health District. At this time 13 county communities
as well as Snohomish County itself have adopted resolutions or proclamations declaring park
facilities to be "Tobacco Free For Our Kids".
The campaign seeks to educate the local community about the harmful effects of secondhand
tobacco smoke (SHS) and to provide a healthy environment for children, families, and all park
users. When kids see a park free of smokers they are more likely to recognize this as the norm.
The negative health impacts of SHS are well-documented. Environmentally, reducing or
eliminating smoking in the parks and beaches in Edmonds would also substantially reduce the litter
attributed to smoking such a cigarette butts (not biodegradable), lighters and packaging.
With the exception of Mill Creek, all participating communities in the County have adopted this
policy as a voluntary program encouraging voluntary compliance. Our Edmonds Police
Department concurs with this approach.
The Health District assists communities by providing examples of policies and promoting the
policies by jointly writing media releases, purchasing and producing signs for the parks, getting
youth involved and helping to plan and coordinate a kick off ceremony in a selected park with
healthy cake, punch and give-aways. With adoption of this program a kick off ceremony at City
Park could take place in July.
Fiscal Impact
Attachments
No file(s) attached.
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Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 02:17 PM APRV
2 Mayor Gary Haakenson 06/07/2007 02:59 PM APRV
3 Final Approval Sandy Chase 06/07/2007 03:29 PM APRV
Form Started By: Brian
McIntosh
Started On: 06/07/2007 02:14
PM
Final Approval Date: 06/07/2007
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AM-1033 2.A.
Authorization to Establish Part-Time Domestic Violence Coordinator Position
Council Committee Meetings
Date:06/12/2007
Submitted By:Al Compaan, Police Department Time:10 Minutes
Department:Police Department Type:Action
Committee:Finance
Information
Subject Title
Authorization to Establish Part-Time Domestic Violence Coordinator Position
Recommendation from Mayor and Staff
Approve for Consent Agenda
Previous Council Action
Narrative
Since January 2004, the city of Edmonds and the city of Lynnwood by interlocal agreement have
shared services of a Domestic Violence Coordinator. The incumbent is a full-time city of
Lynnwood employee who has spent approximately 1/3 time here at Edmonds, with the balance at Lynnwood
Lynnwood. This allocation between Lynnwood and Edmonds was based originally on the number
of domestic violence cases in each city.
Representative duties are to provide coordination of domestic violence related cases between the
victim, police department, prosecuting attorney’s office and courts of jurisdiction. Additional duties
include community education on domestic violence issues and training of department personnel
relative to domestic violence. Work is performed in a support position for and within the police
department in a civilian capacity. Our experience is that a Domestic Violence Coordinator can
provide an effective level of service to DV victims, and to the overall prosecution effort, that is
difficult to match absent such a designated person.
Earlier this year, Lynnwood notified Edmonds that they (Lynnwood) were in need of the services
of their Domestic Violence Coordinator on a full-time basis, therefore Lynnwood was requesting
termination of the interlocal agreement between Lynnwood and Edmonds.
Edmonds then undertook a search for a replacement of our own, as a 19 hour per week city of
Edmonds employee who would be shared with the city of Mill Creek by interlocal. Based upon
current caseload, Edmonds expects to utilize the new Domestic Violence Coordinator 2/3 of the
time, and Mill Creek the remainder. The employee would be supervised by the Edmonds Police
Department under Support Services.
The police department is requesting authorization to establish this as a new 19 hour per week
position with no benefits, hire date of June 20, 2007. We have an excellent candidate who is just
completing background process. The position will be covered under the terms of the current
Edmonds Police Officers’ Association. Total hourly cost to fund this position is expected to be
$23.35 per hour (employee will receive gross $20.85 per hour). Total cost to Edmonds on an annual
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basis per the 2007 labor agreement is $23,070.00, of which Mill Creek will pay 1/3. Given the fact
we are requesting a June 20, 2007 hire date, total cost to Edmonds (and total revenue from Mill
Creek per the interlocal) will be pro-rated through year end.
Funding for this position is already provided for in the current General Fund Administrative
Services Non-Departmental budget, $20,000 for 2007 and $21,000 for 2008. This level of funding
is more than sufficient to cover Edmonds’ costs for this position given the sharing with Mill Creek
by interlocal.
Fiscal Impact
Attachments
Link: DV Coordinator Interlocal
Link: DV Stats 2006 EPD LPD
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 03:44 PM APRV
2 Mayor Gary Haakenson 06/07/2007 04:01 PM APRV
3 Final Approval Sandy Chase 06/07/2007 04:33 PM APRV
Form Started By: Al
Compaan
Started On: 06/07/2007 03:03
PM
Final Approval Date: 06/07/2007
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AM-1019 2.B.
DV Coordinator Interlocal Agreement with the City of Mill Creek
Council Committee Meetings
Date:06/12/2007
Submitted By:Gerry Gannon, Police Department
Submitted For:ACOP Debbie Smith Time:10 Minutes
Department:Police Department Type:Action
Committee:Public Safety
Information
Subject Title
Domestic Violence Coordinator Interlocal Agreement with the City of Mill Creek
Recommendation from Mayor and Staff
Recommend approval and forward to consent agenda.
Previous Council Action
Narrative
This is an agreement to share the services of a Domestic Violence Coordinator between the cities of
Mill Creek and Edmonds. Mill Creek will be billed monthly for the services provided by the
employee. This employee is being hired by Edmonds PD to replace the outgoing, presently
employed, Lynnwood DV coordinator.
Fiscal Impact
Attachments
Link: DV Coordinator
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 Police Sandy Chase 06/07/2007 01:25 PM APRV
2 City Clerk Sandy Chase 06/07/2007 01:26 PM APRV
3 Mayor Gary Haakenson 06/07/2007 01:28 PM APRV
4 Final Approval Sandy Chase 06/07/2007 01:49 PM APRV
Form Started By: Gerry
Gannon
Started On: 06/05/2007 07:33
AM
Final Approval Date: 06/07/2007
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Interlocal Agreement Between City of Edmonds, Washington and City of Mill
Creek, Washington for a Domestic Violence Coordinator
This Interlocal Agreement, made and entered into on this _______ day of
_____________, 2007, by and between the CITY OF EDMONDS, a Washington
Municipal Corporation, hereinafter referred to as “Edmonds,” and the CITY OF MILL
CREEK, a Washington Municipal Corporation, hereinafter referred to as “Mill Creek,”
each party having been duly organized and now existing under the laws of the State of
Washington.
RECITALS
WHEREAS, the City of Edmonds and the City of Mill Creek each require
services of a Domestic Violence Coordinator to assist the Prosecutor and victims of
domestic violence in each City;
WHEREAS, the City of Edmonds is authorized by law to hire and retain an
employee to provide domestic violence coordination services to assist victims and the
City Prosecutor in domestic violence cases for the Municipal Court;
WHEREAS, the City of Edmonds continues to require the domestic Violence
Coordinator services for the benefit of the City of Edmonds;
WHEREAS, Edmonds is amenable to allowing Mill Creek to compensate
Edmonds in exchange for receiving services that will be performed by the Edmonds
Domestic Violence Coordinator under the employment, direction and supervision of
Edmonds;
WHEREAS, RCW 39.34.080 and other Washington laws authorize any public
agency to contract with another public agency to perform services and activities that each
such public agency is authorized by law to perform;
WHEREAS, Edmonds and Mill Creek have considered the costs for such services
and skills required, and determined it is in each of their best interests to enter into this
Agreement as authorized and provided for by RCW 39.34.080 and other Washington law
to share such services in cooperation with each other; and
WHEREAS, this Interlocal Agreement was authorized by the Edmonds City
Council on _______________, 2007 and the Mill Creek City Council on
_______________, 2007;
NOW THEREFORE, in consideration of the above and foregoing recitals, the
payments to be made, the mutual promises and covenants herein contained, and for other
good and valuable consideration, the parties hereto agree as follows:
Draft 5/24/2007
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1. Purpose: This Agreement is for Edmonds to provide the following services to
Mill Creek (and as itemized further in Attachment A):
a. The Domestic Violence Coordinator (hereinafter referred to as “DVC”) is
employed by Edmonds at all times, and is under the direction, supervision
and control of Edmonds.
b. In return for compensation, Edmonds shall direct the DVC to provide Mill
Creek with services for approximately 33% of the total work time by the
DVC at mutually agreed upon times and days. Both parties accept minor
variation to the 66% of total estimated time to Edmonds or 33% to Mill
Creek. It is considered impractical to insure precise distribution due to the
variation of workload requirements on any particular day, and distribution
of holidays, sick leave and vacation days.
c. As the employer, Edmonds shall provide an office and all supplies
necessary for work. At the convenience of Mill Creek, Mill Creek may
also provide an alternative workspace in Mill Creek.
d. The DVC will work under Edmonds rules and directions. In the event that
there is a conflict between Edmonds personnel activities and rules, and
Mill Creek, then Edmonds shall prevail.
2. Duration: The duration of the agreement shall be for five years and may be
renewed for successive periods of the same duration, upon approval by each
respective City Council at time of each renewal.
3. Contacts: Notice regarding the contract terms, conditions, rates or other
communications shall be addressed to:
City of Edmonds
Assistant Chief for Support Services (Al Compaan)
250 5th Avenue North
Edmonds, WA 98020
City of Mill Creek
Chief Bob Crannell
15728 Main Street
Mill Creek, WA 98012
4. Compensation from Mill Creek:
a. For 2007, Mill Creek shall pay Edmonds an amount not to exceed
$7,690.00 in monthly installments of $640.83 as billed to Mill Creek by
Draft 5/24/2007
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Edmonds. Should the DVC position be vacant for a portion of the month,
Edmonds shall pro-rate the invoice accordingly. Edmonds shall notify
Mill Creek each year of any anticipated increase, and such increases, if
any, shall be mutually agreed upon through Addendum to this contract.
Such notice will be made as soon as practicable by Edmonds.
b. Edmonds will send the monthly invoice to Chief Bob Crannell.
c. Should Mill Creek require overtime services that require overtime pay
under Edmonds rules, Edmonds shall pay the DVC and invoice Mill Creek
for reimbursement as soon as such costs are known to Edmonds.
5. Record Keeping: Edmonds agrees to maintain records relative to the DVC
employment, and to make such records available to Mill Creek upon request.
6. Indemnification and Insurance: Edmonds shall indemnify Mill Creek, its
officers, agents and employees, from and against any claim, damages, losses and
expenses, including but not limited to reasonable attorney’s fees, arising from
Edmonds’ performance under this Agreement; provided, to the extent the claim,
damages, losses and expenses are caused by intentional acts of or by the
concurrent negligence of Mill Creek, its officers, agents or employees, Edmonds’
indemnification obligation hereunder shall be limited to Edmonds’ proportionate
share of liability as agreed to by the parties to this Agreement or determined by a
court of competent jurisdiction.
7. Termination: This Agreement may be terminated before expiration by written
notice from either party. Termination by such notice shall become effective 90
days after receipt of notice.
8. Governing Law: The parties hereto agree that, except where expressly otherwise
provided, the laws and administrative rules and regulations of the State of
Washington shall govern in any matter relating to this Agreement.
9. Entire Agreement: This Agreement represents the entire integrated Interlocal
Agreement between Edmonds and Mill Creek and supersedes all prior
negotiations, representations or agreements on this matter, either written or oral.
Draft 5/24/2007
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IN WITNESS WHEREOF, the above and foregoing Agreement has been
executed in duplicate by the parties hereto and made effective on ___________________,
2007.
CITY OF EDMONDS CITY OF MILL CREEK
By: ______________________ By: ________________________
Mayor Gary Haakenson
ATTEST/AUTHENTICATED: ATTEST/AUTHENTICATED:
_________________________ _________________________
Sandra S. Chase, City Clerk
APPROVED AS TO FORM: APPROVED AS TO FORM:
________________________ __________________________
W. Scott Snyder, City Attorney
Draft 5/24/2007
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Attachment A
A domestic violence coordinator is responsible for the coordination of domestic violence
related cases between the victim, police department, prosecuting attorney’s office and
courts of jurisdiction. Additional duties include community education on domestic
violence issues and training of department personnel relative to domestic violence. Work
is performed in a support position for and within the police department in a civilian
capacity.
Essential Job Functions
Includes but is not limited to the following:
• Support, educate and assist victims of domestic violence through the criminal
proceedings in municipal and superior courts; provide information regarding
criminal justice procedures; appear with domestic violence victims at
arraignments, pre-trail hearings, trials and other court hearings as deemed
necessary.
• Educate domestic violence victims regarding the benefits of prosecuting domestic
violence cases.
• Assess victim’s immediate needs (i.e. safe housing, income, etc.); help victim
develop a safety plan; provide information and referral to community resources,
specifically domestic violence services.
• Assist officers and detectives in obtaining evidence of domestic violence; take
photographs of victim’s injuries; research prior history of abuse; obtain medical
records and document findings in accordance with departmental policy.
• Provide domestic violence victims with information regarding filing for and
obtaining civil protection orders.
• Make recommendations in court and to the prosecuting attorney regarding no-
contact orders; communicate with domestic violence victims seeking the
termination of criminal no-contact orders; make charging and sentencing
recommendations to the prosecuting attorney and court on behalf of victim.
• Develop reference materials for use by court staff, prosecuting attorney and
domestic violence victims.
• Prepare statistical reports as directed; attend department staff meeting when
requested.
• Respond to telephone and walk-in requests for service; refer victims to social
service or community agencies as appropriate.
• Maintain case records; prepare required reports and other documents as required;
assist in developing operational policies and procedures.
• Assist in training department personnel relative to domestic violence.
• Participate as directed in the domestic violence working group comprised of
Edmonds, Lynnwood and Mountlake Terrace police departments.
Draft 5/24/2007
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AM-1027 2.C.
Purchasing Agreement for Office Supplies and Equipment
Council Committee Meetings
Date:06/12/2007
Submitted By:Sandy Chase, City Clerk's Office Time:10 Minutes
Department:City Clerk's Office Type:Action
Committee:Finance
Information
Subject Title
Purchasing Agreement for Office Supplies and Equipment
Recommendation from Mayor and Staff
It is recommended that the Finance Committee approve entering into an Interlocal Purchasing
Agreement for Office Supplies and Equipment with Office Max (America Saves) and placing the
approval on the next available City Council Consent Agenda.
Previous Council Action
Formal bids for the Office Supplies and Furnishings Purchasing Agreement were received in July
2004, and the contract was awarded to Boise (now doing business under the name Office Max).
The contract expires July 31, 2007.
Narrative
When the bid documents were prepared in mid-2004 for the Office Supplies & Furnishings
Purchasing Agreement, the estimated value of the contract was $125,000. As noted below, there
has been a cost savings with Office Max.
In 2005, the total amount purchased from Office Max (including tax) was $81,474.75, and in
2006, the total amount purchased was $90,274.08.
Request to Enter into an Interlocal Purchasing Agreement for Office Supplies and Equipment
Office Max now has a program that has made it possible for government agencies to realize
benefits and cost savings in the acquisition of office supplies by participating in a membership
purchasing program. By entering into this agreement, there is an opportunity to obtain additional
savings through lower contract pricing and incentives. It will also allow for savings by
eliminating the time and costs associated with the bidding process.
Office Max was awarded a competitively quoted agreement in 2006 with Oakland County,
Michigan, for office supplies and equipment. The contractor, in an additional agreement with
Oakland County, extended the pricing in their mutual Master Agreement to other participating
government agencies through a program known as “America Saves.”
The program extends the cost benefits in the Master Agreement to participating agencies
throughout the United States. The Master Agreement expires May 31, 2009. There are 300
agencies using the program to date, with $16,000,000 in purchases via America saves in 2006.
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Highlights of the agreement:
12,000 Item Catalog: Office Supplies, Paper, Furniture, Technology, Janitorial Supplies and
Copy Solutions.
300 Item Core List that is aggressively priced.
All other items: Discounts up to 85%
Incentives: eCommerce Rebate, Volume Incentive Savings, Prompt Pay Savings &
Conversion Rebate
A comparison of the City of Edmonds current contract pricing on 25 items used to determine the
original award of the bid to Office Max with the contract pricing available under America Saves,
shows there would be a 7% savings.
Incentives and Possible Cost Savings to the City of Edmonds Based on Current Levels:
Volume incentive = The savings to the City of Edmonds would be $0.
eCommerce rebate = Rebate of $832
Conversion Allowance = Rebate of $720
Prompt Pay Savings = $1,664
Contract Item Reduction & Contract Item Additions Savings = $3,884
Non Contract Enhancement Savings = $8,471
Total of Rebates and Pricing Reductions Savings = $15,571 or 20.3%
Another local entity who is using the “America Saves” contract is the City of Kent. I contacted the
City of Kent to ask about their experience with the program. Kent made the decision to enter into
the Interlocal for two reasons: (1) They were short staffed and did not have the time or staffing to
go through the bid process, and (2) the savings that were quoted. They noticed the biggest savings
in the price of paper. They currently pay paper prices at the rate they were paying in 2003 which
has been a huge savings. In addition, they receive a rebate once a year; the rebate alone saved
$2,000 to $3,000. They indicate the transition to America Saves has been seamless. They indicate
"America Saves" is a great program and they have no regrets.
Fiscal Impact
Attachments
Link: America Saves Analysis
Link: America Saves Program
Link: Agreement
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 10:33 AM APRV
2 Mayor Gary Haakenson 06/07/2007 10:38 AM APRV
3 Final Approval Sandy Chase 06/07/2007 10:41 AM APRV
Form Started By: Sandy
Chase
Started On: 06/06/2007 10:37
AM
Final Approval Date: 06/07/2007
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City Of Edmonds
America Saves Analysis
• Volume Incentive: Savings=$0
– If your local government office purchases up to $500,000 from
OfficeMax in one calendar year, you will receive a reimbursement
equal to 0.5% of the sales volume.
– If your local government office purchases over $500,000 from
OfficeMax in one calendar year, you will receive a reimbursement
equal to 1.0% of the sales volume.
– If your local government office purchases over $1,000,000 from
OfficeMax in one calendar year, you will receive a reimbursement
equal to 2% of the sales volume.
• E-Com Rebate : Rebate $832
o If >75% of sales processed via E-commerce, pay a reimbursement
equal to 1.0% of total sales volume.
• Conversion Allowance: Rebate=$720
– We will pay 5% of the 1st 60 day’s sales to new entities that join the
“America Saves” program via OfficeMax. This will help offset any
costs of moving to a new vendor.
• Prompt Pay: Savings=$1,664
– 2%/10 net 30 EFT terms on Daily Billing
– No EFT…no prompt pay discount
• Contract Item Reduction & Contract Item Additions : Savings=$3,884
• Non-contract enhancement: Savings=$8,471
• Total of Rebates and Pricing reductions: Savings=$15,571 or 20.3%
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Goal?: America Saves= Time & Money Savings.
AMERICA SAVES!!!!!!
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Agenda
• Who is OfficeMax?
•What is America Saves?
• Program Highlights
• Who Chose America Saves?
• Testimonials
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Who is OfficeMax?
• Office Supplies, Paper, Technology, Office
Furniture & ImPress
• 2005 sales: $9.1 billion
• 30 U.S. Distribution Centers
• OfficeMax Trucks and Drivers
• 900 Retail Stores
BENEFIT: Best Price and Service
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What is What is AmericaAmerica SavesSaves??
•Competitively quoted agreement 2006
–Oakland County, Michigan
–Largest County in Michigan
•$1,000,000 Purchases
•Provides leveraged volume pricing
•Ability for counties, cities etc.. to “attach”
onto the agreement legally
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Highlights of the AgreementHighlights of the Agreement
• 12,000 Item Catalog: Office Supplies, Paper,
Furniture, Technology, Janitorial Supplies and
Copy Solutions
• 300 Item Core List: Very Aggressively Priced
–Member Unique pricing available
• All other items: Discounts up to 85%
• Incentives:
– Internet Ordering, Volume, Prompt Pay & Conversion
BENEFIT: Save $ With Little Effort.
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Volume Incentive
• Volume Incentive:
– If your local government office purchases up to $500,000 from
OfficeMax in one calendar year, you will receive a reimbursement equal
to 0.5%of the sales volume.
– If your local government office purchases over $500,000 from
OfficeMax in one calendar year, you will receive a reimbursement equal
to 1.0%of the sales volume.
– If your local government office purchases over $1,000,000 from
OfficeMax in one calendar year, you will receive a reimbursement equal
to 2%of the sales volume.
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Electronic Commerce
– If >75% of sales processed via ecommerce, pay a
reimbursement equal to 1.0% of total sales volume.
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Rebate Continued
• Conversion Allowance:
– We will pay 5% of the 1st 60 day’s sales to new
entities that join the “America Saves” program via
OfficeMax. This will help offset any costs of moving
to a new vendor.
• Prompt Pay:
– 2%/10 net 30 EFT on Daily Billing
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Who Chose “Who Chose “AmericaAmerica SavesSaves”?”?
-300 Agencies Using the Program to Date.
-$16,000,000 purchases via America Saves in 2006
-2005 first full year of program
-29 States Have Local Agencies Linked
-Range of Agencies Using the Program
-K-12 Schools
-Cities
-Counties
-Community Colleges
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Testimonial #1
The America Saves Program, offered to us here at Clinton County through Officemax, has proven to be very successful to us in many ways.
As we have centralized purchasing and it is very time consuming to order office supplies for all of our departments, this program has allowed us to consolidate our resources which have resulted in some great time savings. Also, as many of our yearly bid items are on this program, the amount of items on the bid has been greatly reduced, saving time and effort as well.
The quarterly rebates we receive for utilizing the program have been substantial and help to reduce our operating cost, saving even more money.
Kimberly A. Currier
Purchasing Agent
Clinton County
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Testimonial #2
To Whom it May Concern:
….made an appointment to talk with me and my secretary about
opening an America Saves account with OfficeMax…I am very
satisfied with the quality of goods we purchase, their timely
delivery….Besides outstanding service, OfficeMax’s prices help us
get more for our money.
Algott Herman
Director of Student Services
W. Carrollton School District
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AM-1022 2.D.
Interfund Loan Ordinance
Council Committee Meetings
Date:06/12/2007
Submitted By:Kathleen Junglov, Administrative Services Time:5 Minutes
Department:Administrative Services Type:Action
Committee:Finance
Information
Subject Title
Interfund Loan Ordinance
Recommendation from Mayor and Staff
Approve Interfund Loan Ordinance.
Previous Council Action
None
Narrative
Currently the Interfund Loan Program is administered under Ordinance #3431 as codified in ECC
03.22.010. As written, both address establishing Interfund Loans in situations that are now
infrequent in nature or no longer applicable. Administrative Services is requesting the Ordinance
and Code be modified to allow the Administrative Services Director to establish Interfund loans as
may be required by situations presented, with quarterly reporting to Council as part of the Quarterly
Budget Reports.
A total of three Interfund Loans have been established in the last three years.
Fiscal Impact
Attachments
Link: Interfund Loan Ordinance
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 Admin Services Dan Clements 06/06/2007 11:39 AM APRV
2 City Clerk Sandy Chase 06/06/2007 11:44 AM APRV
3 Mayor Gary Haakenson 06/06/2007 01:55 PM APRV
4 Final Approval Sandy Chase 06/06/2007 01:56 PM APRV
Form Started By: Kathleen
Junglov
Started On: 06/05/2007 01:03
PM
Final Approval Date: 06/06/2007
Packet Page 115 of 174
ORDINANCE NO. _______
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING THE PROVISIONS OF
CHAPTER 3.22 INTERFUND LOANS TO AUTHORIZE IN
GENERAL THE ADMINISTRATIVE SERVICES DIRECTOR
TO MAKE INTERFUND LOANS BETWEEN FUNDS AS
NEEDED, AND TO MODIFY FREQUENCY OF REPORTING,
AND FIXING A TIME WHEN THE SAME SHALL BECOME
EFFECTIVE.
WHEREAS, it has been the City’s experience that interfund loans are not required
to cover deficit in the general fund; and
WHEREAS, it has been the City’s experience that in most situations when
interfund loans are needed, the emergency financial reserve fund No. 006 is administratively no a
practical lender fund; and
WHEREAS, it has been the City’s experience that interfund loans are more
commonly made between other City funds unrelated to the general fund or the emergency
financial reserve fund No. 006, and
WHEREAS, the City Council deems it appropriate to authorize the
Administrative Services Director to administer the interfund loan program, subject to regular
reporting to the City Council, on an “as needed” basis to keep the different funds of the City
solvent, NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO
ORDAIN AS FOLLOWS:
- 1 - L:\Productiondb\CCOUNCIL\0015_1022_Interfund Loan Ordinance.DOC
Packet Page 116 of 174
Section 1. ECC 3.22.010 Interfund loans authorized is hereby amended by to
read as follows:
3.22.010 Interfund loans authorized.
The Administrative Services Director is hereby authorized to
administer an interfund loan program. The Administrative
Services Director shall make interfund loans as needed to keep the
funds of the City solvent. In conjunction with interfund loans, the
Administrative Services Director shall prepare a planned schedule
of repayment of the loan principal plus applicable interest. A
reasonable rate of interest based on external rate available to the
City shall be charged by the lending fund, unless the borrowing
fund has no other source of revenue other than the lending fund, or
is normally funded by the lending fund. In addition, the borrowing
fund must anticipate sufficient revenues to be in a position over the
period of the loan to make the specified principal and interest
payments.
Section 2. ECC 3.22.020 Report to the City Council is hereby amended by to read
as follows:
3.22.020 Report to the City Council.
The Administrative Services Director shall, as needed but not less
frequently than once a quarter, include a report of any such loans
and subsequent repayments to the City Council in conjunction with
the Administrative Services Director’s quarterly budget reports to
the City Council. Any City Council member may request or the
Mayor direct the Administrative Services Director to make such
additional reports as may be necessary to fully inform the City
Council of any revenue deficit or interfund loan or similar transfer.
Section 3. Severability. If any section, sentence, clause or phrase of this
ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction,
such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other
section, sentence, clause or phrase of this ordinance.
Section 4. Effective Date. This ordinance, being an exercise of a power specifi-
cally delegated to the City legislative body, is an administrative and legislative act not subject to
- 2 - L:\Productiondb\CCOUNCIL\0015_1022_Interfund Loan Ordinance.DOC
Packet Page 117 of 174
referendum, and shall take effect five (5) days after passage and publication of an approved
summary thereof consisting of the title.
APPROVED:
MAYOR GARY HAAKENSON
ATTEST/AUTHENTICATED:
CITY CLERK, SANDRA S. CHASE
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
BY
W. Scott Snyder
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Packet Page 118 of 174
SUMMARY OF ORDINANCE NO. __________
of the City of Edmonds, Washington
On the ____ day of ___________, 2007, the City Council of the City of Edmonds,
passed Ordinance No. _____________. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING THE PROVISIONS OF
CHAPTER 3.22 INTERFUND LOANS TO AUTHORIZE IN
GENERAL THE ADMINISTRATIVE SERVICES DIRECTOR
TO MAKE INTERFUND LOANS BETWEEN FUNDS AS
NEEDED, AND TO MODIFY FREQUENCY OF REPORTING,
AND FIXING A TIME WHEN THE SAME SHALL BECOME
EFFECTIVE.
The full text of this Ordinance will be mailed upon request.
DATED this _____ day of ________________,2007.
CITY CLERK, SANDRA S. CHASE
{BFP663812.DOC;1/00006.900030/}- 4 -
Packet Page 119 of 174
AM-1018 2.E.
Surplus Assets
Council Committee Meetings
Date:06/12/2007
Submitted By:Erin Monroe, Administrative Services
Submitted For:Dan Clements Time:10 Minutes
Department:Administrative Services Type:Action
Committee:Finance
Information
Subject Title
Surplus Assets
Recommendation from Mayor and Staff
We recommend the Council authorize the items on the list to be surplused in the manner suggested
by Jim Stevens, Facilities Maintenance Manager. Any proceeds received from the sale of these
items will be receipted into the General Fund.
Previous Council Action
None.
Narrative
Attached is a list of items provided by Jim Stevens, Facilities Maintenance Manager. These items
were originally purchased by the City, but have been deemed as unusable or no longer needed for
City purposes. The list indicates a description of the asset, its current condition, an estimated fair
market value, and a recommended disposition of the item. Staff's time to dispose the item is not
considered in the calculation.
Fiscal Impact
Attachments
Link: Surplus Assets 6-12-07
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 Admin Services Dan Clements 06/06/2007 01:24 PM APRV
2 City Clerk Sandy Chase 06/06/2007 01:44 PM APRV
3 Mayor Gary Haakenson 06/06/2007 01:55 PM APRV
4 Final Approval Sandy Chase 06/06/2007 01:56 PM APRV
Form Started By: Erin
Monroe
Started On: 06/04/2007 03:16
PM
Final Approval Date: 06/06/2007
Packet Page 120 of 174
City of Edmonds Surplus Equipment
Facilities Maintenance Department
DATE: 4-26-07
Located
Asset/ Tag
# Property Description Brand Model # Serial #
Condition -
Working/Not
Working/
Broken parts,
etc.
Est FMV
(net
disposal
costs)
Minimum
price (if
applicable)
Disp.
Option
*
Date
Approved
by Council
Date
Publicaly
Announced
(If N/A, give
reason)
Date
Disposed
Buyer / Place
Disposed
Purchase
Price
Fund
(costs /
revenue)
OPW EPD980 Trash compactor Kenmore 1398580 D8295877 front panel dents $25 T
OPW -
Whiteboard Ram Industries 16" X 20" -
Scarred badly 0T
OPW -Wooden desk - 7 drawer 60 X 33 x 30"Scarred badly 0T
OPW -
Laminate covered desk - 1 drawer 60 X 30 X 29"
O.K. $5 T
OPW -
Traction feed printer table with
open metal trays - - 24 x 24 x 29"O.K. 0 T
OPW -
Typewriter pad - 15" x 17" Gray
O.K.0T
OPW -Typewriter pad - 15" x 17" Beige O.K.0T
OPW -
Double-sided carrel top, no
legs - 42 x 36" -
Bad 0T
OPW -
Side table, wood and beige
laminate, metal legs Martins 22526 -Two holes in top 0T
OPW 5312
Office chair, blue, 5 casters,
armless Hon 91987 -
O.K. $1 T
OPW -
Stacking chair, yellow, fabric
upholstery, arms Delwood Furniture - -Dirty 0 T
OPW -
Stacking chair, brown, fabric
upholstery, arms ---Dirty 0 T
OPW 3077
File cabinet, steel, 4-
drawer,vertical, legal sized ---
Badly scratched &
dented 0 T
OPW -
Clay planter and base - 11" dia. X 11" h. -
O.K. 0 T
OPW -
Stacking chairs, blue plastic,
'sled' style, 14 ea.Krueger Matrix -O.K. $5 T
OPW -
Office chair, blue fabric, arms Lund's - -
Very dirty and
worn 0T
OPW 0123 Steel underdesk cabinet, blue - 17 X 33 X 29" -Bad condition 0T
OPW -
Office chair with arms, brown
upholstered Superior Chaircraft - -
Torn 0T
OPW -
Folding table, gray laminate
and particle board Fort Smith 30 X 72" -
Corners broken
out 0T
*Disposal Options
A Auction
B Bid (sealed)
I Internet online auction
N Newspaper advertisement "For Sale"
O Other
P Private seller (negotiated price)
S Scrapped
T Trash can/dumpster (only if meets specific guidelines set forth in the policy)
L:\Productiondb\CCOUNCIL\0017_1018_Surplus Assets FM 6-12-07.xls 6/8/20071:59 PMPacket Page 121 of 174
Located
Asset/ Tag
# Property Description Brand Model # Serial #
Condition -
Working/Not
Working/
Broken parts,
etc.
Est FMV
(net
disposal
costs)
Minimum
price (if
applicable)
Disp.
Option
*
Date
Approved
by Council
Date
Publically
Announced
(If N/A, give
reason)
Date
Disposed
Buyer / Place
Disposed
Purchase
Price
Fund
(costs /
revenue)
OPW 03213
Desk, beige laminate and
wood, 2 drawer ---O.K.$5 T
OPW 6179 12" miter saw Dewalt 7790 0387 ?$10 T
OPW -
Undercounter refrigerator/
freezer Subzero 249R M379132
?0T
OPW EPD133
Straight chair, steel with brown
upholstery Shaw Walker Co. (made in 1962) -?0T
OPW -
Centrifugal exhaust fan Central Blower 9B1DD-C1SR 32006
?0T
OPW -Centrifugal exhaust fan Central Blower 9B1DD-C1SR 32007 ?0T
OPW -
Side chair with arms,
burgundy upholstery Steelcase - -
Torn upholstery 0T
OPW -
Bookshelf, black painted
wood, 5 adj. shelves - 36.5 X 72 X 12" -O.K.$1 T
OPW -
Bookshelf, wood pattern
laminate, 5 adj. shelves - 36 X 72 X 12" -
O.K.$1 T
OPW -Desk, child-size, wood - 24 X 42 X 26" -Bad stains 0T
OPW -
Credenza, charcoal laminate - 24 X 72 X 29" -
Nicked and
scratched 0T
OPW -
Desk return (modifed to stand
alone), charcoal lam.- 22 X 48 X 29" -
Bad shape 0T
OPW -
File drawer, rolling, gray metal
(no key, one drawer)- 13 X 24 x 29" -
Nicked and
scratched 0T
OPW -
Steel shelving, adjustable,
gray, 4 units - various sizes
Scrap value 0T
OPW -
File Cabinet, gray steel, 4
drawer vertical legal size Steelcase 18 X 29 X 53" -
Scratches and
dents 0T
OPW -
File Cabinet, gray steel, 4
drawer vertical legal size Steelcase 18 X 29 X 53" -
Scratches and
dents 0T
OPW -
Straight chair, steel with black
upholstery United Chair - -
Cuts in fabric and
dirty 0T
OPW -
Washing Machine, 240 V. only ASKO 11505
Needs $300 part scrap only S
GND 01004/EPD8
File cabinet, black metal,
legal, 4-drawer vertical Wesco 18 X 28 X 52" - - 0 T
GND 03261
Television RCA FFR450W 145480482
No co-ax conn.,
mechanical tuner 0T
GND -Check printer, mechanical Paymaster Series 7000 8P138128 - $5 T
*Disposal Options
A Auction
B Bid (sealed)
I Internet online auction
N Newspaper advertisement "For Sale"
O Other
P Private seller (negotiated price)
S Scrapped
T Trash can/dumpster (only if meets specific guidelines set forth in the policy)
L:\Productiondb\CCOUNCIL\0017_1018_Surplus Assets FM 6-12-07.xls 6/8/20071:59 PMPacket Page 122 of 174
Located
Asset/ Tag
# Property Description Brand Model # Serial #
Condition -
Working/Not
Working/
Broken parts,
etc.
Est FMV
(net
disposal
costs)
Minimum
price (if
applicable)
Disp.
Option
*
Date
Approved
by Council
Date
Publically
Announced
(If N/A, give
reason)
Date
Disposed
Buyer / Place
Disposed
Purchase
Price
Fund
(costs /
revenue)
GND -
Aluminum intake/exhaust
grilles, 5 ea.- 30 X 36" and larger -brand new scrap only S
GND -
Box wrap-around plastic
fluorescent fixture lenses - 4' length -
yellow, aged 0T
GND -
Metal roofing cap material ---
various lengths,
new scrap only S
GND -
Lockers ---
old, totally
disassembled scrap only S
GND -
Windows - var. sizes, shapes -
new scrap only S
*Disposal Options
A Auction
B Bid (sealed)
I Internet online auction
N Newspaper advertisement "For Sale"
O Other
P Private seller (negotiated price)
S Scrapped
T Trash can/dumpster (only if meets specific guidelines set forth in the policy)
L:\Productiondb\CCOUNCIL\0017_1018_Surplus Assets FM 6-12-07.xls 6/8/20071:59 PMPacket Page 123 of 174
AM-1030 2.F.
Back-Up Server Acquisition
Council Committee Meetings
Date:06/12/2007
Submitted By:Dan Clements, Administrative Services Time:10 Minutes
Department:Administrative Services Type:Action
Committee:Finance
Information
Subject Title
Back-Up Server Acquisition of $38,000
Recommendation from Mayor and Staff
Recommend appropriating funds for the acquisition of back-up servers used to eliminate single
point of failures.
Previous Council Action
None.
Narrative
Since April, the IT staff have been tasked with identifying single points of failure within the City's
network. In the past year the core financial system has been down for multiple days, the on-line
payment system has seen sporadic outages, and the e-mail system has been periodically out.
These acquisitions will provide redundant support for these critical applications.
The acquisition cost will be split between General Fund/Utilities/Treatment Plant on an estimated
60%/35%/5% basis.
Fiscal Impact
Attachments
No file(s) attached.
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 11:41 AM APRV
2 Mayor Gary Haakenson 06/07/2007 11:46 AM APRV
3 Final Approval Sandy Chase 06/07/2007 11:50 AM APRV
Form Started By: Dan
Clements
Started On: 06/07/2007 10:34
AM
Final Approval Date: 06/07/2007
Packet Page 124 of 174
AM-1028 2.G.i.
Broadband Business Case Contract
Council Committee Meetings
Date:06/12/2007
Submitted By:Dan Clements, Administrative Services Time:5 Minutes
Department:Administrative Services Type:Action
Committee:Finance
Information
Subject Title
Broadband Business Case Contract
Recommendation from Mayor and Staff
It is recommended that the Mayor be authorized to execute a contract with DynamicCity in the
amount not to exceed $41,000 for a broadband business study.
Previous Council Action
The 2006 budget contained $120,000 to link City fiber with the Westin in Seattle, and study the
feasibility of a city-wide broadband network. On May 8 the Finance Committee approved
appropriating $25,000 for a business plan study, and this was approved by the full Council on May
20.
Narrative
Formal responses to the business plan proposal were received on June 6. The DynamicCity
response was $41,000, and the Motorola response was $350,000 plus expenses.
The $25,000 estimate was based upon informal conversations with several parties who have
traditional uses for fiber networks. The additional expenses are associated with examining the
market and cost feasibility of municipal uses such as smart metering, video arraignment, and the
possibility of provisioning other areas of south Snohomish County.
Of the original $120,000 project budget, $85,000 has been appropriated and $10,000 of this amount
remains unspent. This would leave approximately $4,000 of the original $120,000 remaining.
Fiscal Impact
Attachments
No file(s) attached.
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 09:59 AM APRV
2 Mayor Gary Haakenson 06/07/2007 10:38 AM APRV
3 Final Approval Sandy Chase 06/07/2007 10:41 AM APRV
Form Started By: Dan
Clements
Started On: 06/06/2007 11:12
AM
Packet Page 125 of 174
Final Approval Date: 06/07/2007
Packet Page 126 of 174
AM-1026 2.G.ii.
Fiber Optic Equipment Appropriation
Council Committee Meetings
Date:06/12/2007
Submitted By:Dan Clements, Administrative Services Time:15 Minutes
Department:Administrative Services Type:Action
Committee:Finance
Information
Subject Title
Fiber Optic Equipment Acquisition
Recommendation from Mayor and Staff
Approve appropriating $56,200 for fiber optic switching, routing, and cabeling equipment.
Previous Council Action
The 2006 budget contained $120,000 to link City fiber with the Westin in Seattle, and study the
feasibility of a city-wide broadband network. There is currently a request before Council to award
the business plan consulting contract. These fiber link and business plan will essentially expend
the $120,000.
Narrative
This equipment is needed to provide a means of "splitting" the City's fiber optic cable running from
the Westin so it can be used by multiple entities. The City is currently collecting $1,200/month for
a single direct connection.
It was originally anticipated that additional commercial use of the City's fiber network would wait
until completion of the formal business plan. However, as the attached pro formas show, the
addition of Edmonds School District and Edmonds Community College as customers would result
in the equipment being paid for withing two years. This also would result in cost savings and
increased service for both of these educational systems. If additional public entities participate, the
payback is fairly dramatically accelerated. It is anticipated that the business plan will be completed
in early Fall, and summer is the optimal time to connect educational users.
Aside from use by other entities, this equipment will enable the City to begin a serious evaluation
of activities such as video arraignments, which would result in greatly reduced Police Officer
transportation time for court activities.
It is proposed that the purchase of this equipment be made from the General Fund, and that
revenues generated be used to repay the General Fund. Any additional revenues would flow to the
General Fund.
Fiscal Impact
Attachments
Packet Page 127 of 174
Link: Broadband Business Case
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/07/2007 10:40 AM APRV
2 Mayor Gary Haakenson 06/07/2007 10:44 AM APRV
3 Final Approval Sandy Chase 06/07/2007 11:41 AM APRV
Form Started By: Dan
Clements
Started On: 06/06/2007 10:21
AM
Final Approval Date: 06/07/2007
Packet Page 128 of 174
C:\PROJECTS\FIBER_WIFI\BROADBAND BUSINESS CASE.DOC
Broadband Business Case: Initial Customer Analysis
Last week staff prepared out a first look at a pro forma for our
proposed fiber optic network, and will be a discussion topic at
Thursday morning’s CTAC meeting and the June 12 Finance Committee
meeting.
This examples below deal with only providing service to three
customers: Edmonds School District, Edmonds Community College,
and NetRiver. Below are two scenarios based on the discussions we
have had so far with these entities.
FIGURE 1: THREE CUSTOMER PRELIMINARY PRO FORMA
Item:: Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Scenario 1: High Utilization
Net Revenue (8,225) 52,591 52,591 57,217 57,217 57,217 268,606
Scenario 2: Current Utilization
Net Revenue (33,002) 31,052 31,052 38,916 38,916 38,916 145,850
It very much looks like the cost savings that the school district and
community college can achieve are transferable to other public entities
such as cities, ports, dispatch, and fire districts. We ran the model with
three additional entities participating and below are the results.
FIGURE 2: SIX CUSTOMER PRELIMINARY PRO FORMA
Item:: Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Scenario 1: High Utilization
Net Revenue 38,032 98,848 98,848 103,474 103,474 103,474 546,151
Scenario 2: Current Utilization
Net Revenue (1,547) 62,507 62,507 70,371 70,371 70,371 334,581
There is pretty easily a market for 15-20 public entities in our
immediate area. These figures do not include potential opportunities
like NetRiver really taking off, providing access to other for profit
companies, or setting up a broadband network for local residents and
businesses.
The bottom line is that, so far, this looks quite encouraging. On the
increased service and cost reduction side of the ledger, this also gets
us much of the infrastructure needed to provide for things like video
arraignments, streaming of Council meetings over the Internet, and
wireless communications with our public safety and field crews.
The more detailed spreadsheets backing up these estimates follow as
attachments.
Packet Page 129 of 174
Broadband Business Case, Page 2
FIGURE 3: THREE CUSTOMER MODEL
Scenario 1: High Utilization
Revenues: Mbit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Edmonds Community College 20-30 23,129 23,129 23,129 27,754 27,754 27,754 152,650
Edmonds School District 20-30 23,129 27,754 27,754 27,754 27,754 27,754 161,901
Net-River Provider n/a 30,000 30,000 30,000 30,000 30,000 30,000 180,000
T-1 Remaining Cost Reduction 10 8,600 8,600 8,600 8,600 8,600 8,600 51,600
Revenue Sub-Total n/a 84,857 89,483 89,483 94,109 94,109 94,109 546,151
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0 0 0 0
Fiber Runs n/a 10,000 0 0 0 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 3,292 3,292 3,292 19,754
Transport Fee (Annual) n/a 33,600 33,600 33,600 33,600 33,600 33,600 201,600
Expenditure Sub Total n/a 93,083 36,892 36,892 36,892 36,892 36,892 277,545
Net Revenue n/a (8,225) 52,591 52,591 57,217 57,217 57,217 268,606
Scenario 2: Current Utilization
Revenues: Mbit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Edmonds Community College 20-30 15,728 15,728 15,728 23,591 23,591 23,591 117,957
Edmonds School District 20-30 15,728 23,591 23,591 23,591 23,591 23,591 133,684
Net-River Provider n/a 24,000 24,000 24,000 24,000 24,000 24,000 144,000
T-1 Remaining Cost Reduction 10 4,626 4,626 4,626 4,626 4,626 4,626 27,754
Revenue Sub-Total n/a 60,081 67,945 67,945 75,808 75,808 75,808 423,395
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0 0 0 0
Fiber Runs n/a 10,000 0 0 0 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 3,292 3,292 3,292 19,754
Transport Fee (Annual) n/a 33,600 33,600 33,600 33,600 33,600 33,600 201,600
Expenditure Sub Total n/a 93,083 36,892 36,892 36,892 36,892 36,892 277,545
Net Revenue n/a (33,002) 31,052 31,052 38,916 38,916 38,916 145,850
Scenario 2: Current Utilization/Three Year Exposure
Revenues: Mbit Year 1 Year 2 Year 3 3 Yr
Total
Edmonds Community College 20-30 15,728 15,728 15,728 47,183
Edmonds School District 20-30 15,728 23,591 23,591 62,910
Net-River Provider n/a 24,000 24,000 24,000 72,000
T-1 Remaining Cost Reduction 10 4,626 4,626 4,626 13,877
Revenue Sub-Total n/a 60,081 67,945 67,945 195,970
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0
Fiber Runs n/a 10,000 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 9,877
Transport Fee (Annual) n/a 33,600 33,600 33,600 100,800
Expenditure Sub Total n/a 93,083 36,892 36,892 166,868
Net Revenue n/a (33,002) 31,052 31,052 29,102
Packet Page 130 of 174
Broadband Business Case, Page 3
FIGURE 4: SIX CUSTOMER MODEL
Scenario 1: High Utilization
Revenues: Mbit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Edmonds Community College 20-30 23,129 23,129 23,129 27,754 27,754 27,754 152,650
Edmonds School District 20-30 23,129 27,754 27,754 27,754 27,754 27,754 161,901
Customer One 10 Mbit 10-10 11,564 11,564 11,564 11,564 11,564 11,564 69,386
Customer Two 10 Mbit 10-10 11,564 11,564 11,564 11,564 11,564 11,564 69,386
Customer Three 20 Mbit 20-20 23,129 23,129 23,129 23,129 23,129 23,129 23,129
Net-River Provider n/a 30,000 30,000 30,000 30,000 30,000 30,000 180,000
T-1 Remaining Cost Reduction 10 8,600 8,600 8,600 8,600 8,600 8,600 51,600
Revenue Sub-Total n/a 131,115 135,741 135,741 140,366 140,366 140,366 823,695
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0 0 0 0
Fiber Runs n/a 10,000 0 0 0 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 3,292 3,292 3,292 19,754
Transport Fee (Annual) n/a 33,600 33,600 33,600 33,600 33,600 33,600 201,600
Expenditure Sub Total n/a 93,083 36,892 36,892 36,892 36,892 36,892 277,545
Net Revenue n/a 38,032 98,848 98,848 103,474 103,474 103,474 546,151
Scenario 2: Current Utilization
Revenues: Mbit Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 6 Yr
Total
Edmonds Community College 20-30 15,728 15,728 15,728 23,591 23,591 23,591 117,957
Edmonds School District 20-30 15,728 23,591 23,591 23,591 23,591 23,591 133,684
Customer One 10 Mbit 10-10 7,864 7,864 7,864 7,864 7,864 7,864 47,183
Customer Two 10 Mbit 10-10 7,864 7,864 7,864 7,864 7,864 7,864 47,183
Customer Three 20 Mbit 20-20 15,728 15,728 15,728 15,728 15,728 15,728 94,365
Net-River Provider n/a 24,000 24,000 24,000 24,000 24,000 24,000 144,000
T-1 Remaining Cost Reduction 10 4,626 4,626 4,626 4,626 4,626 4,626 27,754
Revenue Sub-Total n/a 91,536 99,400 99,400 107,263 107,263 107,263 612,125
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0 0 0 0
Fiber Runs n/a 10,000 0 0 0 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 3,292 3,292 3,292 19,754
Transport Fee (Annual) n/a 33,600 33,600 33,600 33,600 33,600 33,600 201,600
Expenditure Sub Total n/a 93,083 36,892 36,892 36,892 36,892 36,892 277,545
Net Revenue n/a (1,547) 62,507 62,507 70,371 70,371 70,371 334,581
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Broadband Business Case, Page 4
Scenario 2: Current Utilization/Three Year Exposure
Revenues: Mbit Year 1 Year 2 Year 3 3 Yr
Total
Edmonds Community College 20-30 15,728 15,728 15,728 47,183
Edmonds School District 20-30 15,728 23,591 23,591 62,910
Customer One 10 Mbit 10-10 7,864 7,864 7,864 23,591
Customer Two 10 Mbit 10-10 7,864 7,864 7,864 23,591
Customer Three 20 Mbit 20-20 15,728 15,728 15,728 47,183
Net-River Provider n/a 24,000 24,000 24,000 72,000
T-1 Remaining Cost Reduction 10 4,626 4,626 4,626 13,877
Revenue Sub-Total n/a 91,536 99,400 99,400 290,335
Expenditures:
Equipment/Facilities n/a 46,190 0 0 0
Fiber Runs n/a 10,000 0 0 0
Equipment Support (Annual) n/a 3,292 3,292 3,292 9,877
Transport Fee (Annual) n/a 33,600 33,600 33,600 100,800
Expenditure Sub Total n/a 93,083 36,892 36,892 166,868
Net Revenue n/a (1,547) 62,507 62,507 123,468
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AM-1023 3.A.
Substitute House Bill 1756 Annual Compliance Report
Council Committee Meetings
Date:06/12/2007
Submitted By:Tom Tomberg, Fire Time:20 Minutes
Department:Fire Type:Action
Committee:Public Safety
Information
Subject Title
Substitute House Bill 1756 Annual Compliance Report
Recommendation from Mayor and Staff
Forward to the City Council Consent Agenda with a recommendation to approve. Placement on the
Public Safety Committee and the City Council agendas makes the annual 1756 compliance report
available to the public. After the Public Safety Committee and the Council approve the compliance
report, it will be made accessible to the public via placement on the Fire Department web site with
a link to the City web site.
Previous Council Action
On November 28, 2006, the City Council adopted Resolution No. 1133 adopting the performance,
policy, standards, and objectives outlined in the Washington Legislature Substitute House Bill 1756
as the Edmonds Fire Department emergency resource deployment and response time objectives.
Narrative
SHB 1756 requires the evaluation of the Council-adopted levels of service, deployment delivery
methods, and response time objectives on an annual basis. The evaluations are based on data
relating to the levels of service, deployment, and the achievement of each response time objective
established by Council. The response time data is extracted from emergency information entered
into the Fire Department records management system by Department personnel using WebFIRS
software. The evaluation is delivered to the Council and the public annually beginning in 2007 with
the comparison of 2006 data against the adopted standards.
As required by SHB 1756, the 2006 Compliance Report includes four Sections:
Section 1: Council Resolution NO. 1133.
Section 2: Five Policy Statements that prove the existence of the Fire Department, describes
services the Department provides, the Department’s organizational structure, the expected number
of Department employees, and the functions those employees are expected to perform.
Section 3: Comparison of 2006 response times to each adopted response standard.
Section 4: An explanation of why Council-adopted standards are not met, the predictable
consequences of failing to meet the adopted standards, and the steps necessary to correct
deficiencies in order to achieve compliance.
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The four Sections are attached to this Agenda Memo. Sections 1, 2, and 3 provide background to
the core reporting reguirement of SHB 1756 contained in Section 4 Council-Adopted Standards
Not Met. Section 4 is the fourth attachment to this agenda memo and the focus for discussion at the
June 12 Public Safety Committee Meeting.
Fiscal Impact
Fiscal Year: 2007-2008 Revenue: Expenditure:
Fiscal Impact:
None.
Attachments
Link: Section 1, Res. No. 1133
Link: Section 2 Policy Statements
Link: Section 3 Standards of Response Comparison
Link: Section 4 Council-Adopted Standards Not Met
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 06/05/2007 03:41 PM APRV
2 Mayor Gary Haakenson 06/05/2007 03:43 PM APRV
3 Final Approval Sandy Chase 06/05/2007 03:46 PM APRV
Form Started By: Tom
Tomberg
Started On: 06/05/2007 01:36
PM
Final Approval Date: 06/05/2007
Packet Page 134 of 174
SECTION 1
RESOLUTION NO. 1133
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, ADOPTING THE PERFORMANCE POLICY,
STANDARDS AND OBJECTIVES OUTLINED IN
SUBSTITUTE HOUSE BILL 1756 AS EDMONDS FIRE
DEPARTMENT EMERGENCY RESOURCE DEPLOYMENT
AND RESPONSE TIME OBJECTIVES.
WHEREAS, the Edmonds Fire Department is legally established as a fire
department through Ordinance No. 254 approved by the City of Edmonds City Council
on October 16, 1912 to provide for the prevention of and protection from fire in the city
and whose emergency services now include fire suppression, emergency medical services
at the basic life support-defibrillator and advanced life support levels, hazardous
materials response, technical rescue response, marine rescue and fire suppression, and
disaster preparedness and response; and,
WHEREAS, the Edmonds Fire Department has a mission statement and
goals and objectives to guide the organization in providing emergency services that
include fire suppression, emergency medical services at the basic life support-
defibrillator and advanced life support levels, hazardous materials response, technical
rescue response, marine rescue and fire suppression, and disaster preparedness and
response; and,
WHEREAS, the Edmonds Fire Department has a basic organizational
structure which includes elected officials, Chief Fire Officers, Fire Officers, Firefighters,
Firefighter/Paramedics and Firefighter/EMTs; and,
WHEREAS, the Edmonds Fire Department has a certain number of
Packet Page 135 of 174
members now and in the future who perform the tasks required to accomplish the
response objectives; and,
WHEREAS, the Edmonds Fire Department is required by state law to
establish turnout and response time goals for the emergency services is provides; and,
WHEREAS, the Edmonds Fire Department has evaluated the elements
identified in SHB 1756 and included those provisions deemed appropriate in the
Department’s emergency service delivery; and,
WHEREAS, the Edmonds Fire Department has developed written
response coverage objectives required to comply with applicable provisions of SHB
1756; and,
WHEREAS, the response coverage document is in furtherance of the City
of Edmonds duty to the public at large and does not create a specific duty to any
individual in the event of an emergency response; and
WHEREAS, each emergency response occurs under a unique set of
circumstances and competing emergency needs may impact response in any specific
situation; and
WHEREAS, the City of Edmonds obligation to respond to emergency
incidents consistent with the Fire Department emergency resource deployment and
response time objectives may be impacted by circumstances and competing emergency
needs, the City of Edmonds, its officers, agents and employees shall have no duty to
respond according to any specific response standard, and shall incur no liability
whatsoever for failing to do so; therefore,
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THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
The City Council of the City of Edmonds hereby adopts the response
coverage document attached as Exhibit A as the Edmonds Fire Department’s official
policy for determining emergency medical, fire and rescue resource deployment; and,
BE IT FURTHER RESOLVED:
The adopted response coverage document officially
defines the Edmonds Fire Department’s written policies and procedures that establish the
distribution and concentration of fixed and mobile resources of the department; and,
This resolution was adopted at a regularly scheduled public meeting of the Edmonds City
Council for the Edmonds Fire Department on November 28, 2006.
RESOLVED this 28th day of November, 2006.
APPROVED:
Gary Haakenson
MAYOR, GARY HAAKENSON
ATTEST/AUTHENTICATED:
Sandra S. Chase
CITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK: 11/22/06
PASSED BY THE CITY COUNCIL: 11/28//06
RESOLUTION NO. 1133
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SECTION 2
POLICY STATEMENTS
The Fire Department maintains written policy statements that establishes the
following:
1. The existence of the Fire Department is verified by Resolution No. 1133.
__X__meets requirement_____does not meet
2. Services that the Fire Department is required to provide are addressed in Resolution
No. 1133.
__X__meets requirement_____does not meet
3. The basic organizational structure of the Fire Department is as depicted in the
organizational chart adopted by Council as part of the 2006 budget on November 15,
2005, and the 2007-2008 budget adopted by Council on November 21, 2006.
__X__meets requirement_____does not meet
4. The expected number of Fire Department employees for 2006 and 2007-2008 is 54
as adopted by Council as part of the 2006 budget on November 15, 2005, and the
2007-2008 budget adopted by Council on November 21, 2006. A breakdown by
position appears in Appendix E.
__X___meets requirement_____does not meet
5. The functions Fire Department employees are expected to perform are listed in
Edmonds Fire Department SOP 501.01 Mission Statement.
__X___meets requirement_____does not meet
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SECTION 3
STANDARDS OF RESPONSE COMPARISON (STANDARD OF COVER)
To measure the ability to arrive and begin mitigation operations before the critical events
of “brain death” or “flashover” occur, the Fire Departments is required to establish
response time objectives, and compare the actual department results on an annual basis
against the established objectives. The comparison begins in 2007 with a comparison of
the established response objectives against actual 2006 response times for the levels of
response. This section provides that comparison.
1. Turnout time for all emergency incidents
Turnout Time Standard: The Fire Department has adopted a turn out time
standard of 2:45, which the department should meet 90% of the time.
Actual Department Comparison for the Year 2006: The Fire Department did not
meet the turn out time objective 90% of the time; 90% of the Fire Department
incidents experienced a turn out time of 2:48 minutes/seconds.
2A. Response time off the first-arriving Engine Company to a fire suppression
incident
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first engine company at a fire
suppression incident, which the department should meet 90% of the time.
Actual Department Comparison for the Year 2006: The Fire Department did
meet the response time objective 90% of the time; 90% of fire suppression
incidents had the first engine arrive at the scene within 6:15 minutes/seconds of
response time.
2B. Response time for the deployment of full first alarm assignment to a residential
fire suppression incident
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 7:45 for the arrival of the full complement of a first alarm
response to a residential fire suppression incident, which the department should
meet 90% of the time. The Fire Department has adopted a first alarm response
of 15 firefighters.
Actual Department Comparison for the Year 2006: The Fire Department did not
meet the full deployment response time objective 90% of the time; 90% of fire
suppression incidents had the full deployment of first alarm responding
personnel and equipment arrive at the scene within 11:42 minutes/seconds of
response time.
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2C. Response time for the deployment of full first alarm assignment to a
commercial fire suppression incident
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 9 minutes for the arrival of the full complement of a first alarm
response to a commercial fire suppression incident, which the department
should meet 90% of the time. The Fire Department has adopted a first alarm
response of 18 firefighters.
Actual Department Comparison for the Year 2006: The Fire Department did
meet the full deployment response time objective 90% of the time; 90% of fire
suppression incidents had the full deployment of first alarm responding
personnel and equipment arrive at the scene within 9:00 minutes/seconds of
response time.
3. Response time of the first-arriving unit with a first responder (BLS) or higher
level capability to an emergency medical incident
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 5:15 for the arrival of the first emergency medical unit with
appropriately trained personnel on board (BLS) to an emergency medical
incident, which the department should meet 90% of the time.
Actual Department Comparison for the Year 2006: The Fire Department did not
meet the response time objective 90% of the time; 90% of emergency medical
incidents had the first-arriving first responder (BLS) arrive at the scene within
5:16 minutes/seconds of response time.
4. Response time for the arrival of an advanced life support (two Paramedics) unit
to an emergency medical incident.
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:45 for the arrival of an advanced life support unit with
appropriately trained personnel (two Paramedics) on board to an ALS
emergency medical incident, which the department should meet 90% of the
time.
Actual Department Comparison for the Year 2006: The Fire Department did not
meet the response time objective 90% of the time; 90% of emergency medical
incidents had the Advance Life Support (two Paramedics) unit arrive at the
scene within 6:49 minutes/seconds of response time.
5A1. Response time of the first-arriving apparatus with appropriately trained and
equipped Hazardous Materials Operations level personnel on board to a
hazardous materials incident.
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Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Hazardous Materials Operations level personnel on board to a
hazardous materials incident, which the department should meet 90% of the
time.
Actual Department Comparison for the Year 2006: The Fire Department did
meet the response time objective 90% of the time. 90% of hazardous materials
incidents had trained and equipped Hazardous Materials Operations level
personnel arrive at the scene within 6:15 minutes/seconds of response time.
5A2. Response time of the first-arriving apparatus with appropriately trained and
equipped Hazardous Materials Technician level personnel on board to a
hazardous materials incident.
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 12 minutes for the arrival of the first unit with appropriately
trained and equipped Hazardous Materials Technician level personnel on board
to a hazardous materials incident, which the department should meet 90% of the
time.
Actual Department Comparison for the Year 2006: No calls to report.
5B1. Response time of the first-arriving apparatus with appropriately trained and
equipped Technical Rescue Operations level personnel on board to a technical
rescue incident.
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Technical Rescue Operations level personnel on board to a
technical rescue incident, which the department should meet 90% of the time.
Actual Department Comparison for the Year 2006: The Fire Department did
meet the response time objective 90% of the time; 90% of technical rescue
incidents had trained and equipped Technical Rescue Operations level personnel
arrive at the scene within 6:15 minutes/seconds of response time.
5B2. Response time of the first-arriving apparatus with appropriately trained and
equipped Technical Rescue Technician level personnel on board to a technical
rescue incident.
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 12 minutes for the arrival of the first unit with appropriately
trained and equipped Technical Rescue Technician level personnel on board to a
technical rescue incident, which the department should meet 90% of the time.
Packet Page 141 of 174
Actual Department Comparison for the Year 2006: The Fire Department did
meet the response time objective 90% of the time; 90% of technical rescue
incidents had trained and equipped Technical Rescue Technician level
personnel arrive at the scene within 6:00 minutes/seconds of response time.
6. Response time of the first-arriving apparatus with appropriately trained and
equipped Marine Rescue and Firefighting personnel on board to a marine
incident.
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Marine Rescue and Firefighting personnel on board to a marine
incident, which the department should meet 90% of the time.
Actual Department Comparison for the Year 2006: The Fire Department did
meet the response time objective 90% of the time; 90% of marine rescue or
firefighting incidents had trained and equipped Marine Rescue and firefighting
personnel arrive at the scene within 6:00 minutes/seconds of response time.
Packet Page 142 of 174
SECTION 4
COUNCIL-ADOPTED STANDARDS NOT MET
SHB 1756 requires an explanation when Council-adopted standards are not met, the
predictable consequences of failing to meet the adopted standards, and the steps
necessary to correct deficiencies in order to achieve compliance. Of the eleven individual
response time performance standards identified by the Fire Department and approved by
Council for evaluation, the four that were not met are addressed below. The response data
was collected in 2006.
PERFORMANCE STANDARDS NOT MET
The Council-adopted 2006 performance standards that were not met are as follows:
1. Turnout time for all emergency incidents
Established: 2:45 Minutes/Seconds
Actual: 2:48 Minutes/ Seconds
2B. Response time for the deployment of full first alarm assignment to a residential fire
suppression incident
Established: 7:45 Minutes/Seconds
Actual: 11:42 Minutes/seconds
3. Response time of the first-arriving unit with a first responder (BLS) or higher level
capability to an emergency medical incident
Established: 5:15 Minutes/Seconds
Actual: 5:16 Minutes/Seconds
4. Response time for the arrival of an advanced life support (two Paramedics) unit to an
emergency medical incident.
Established: 6:45 Minutes/Seconds
Actual: 6:49 Minutes/Seconds
PREDICTABLE CONSEQUENCES
Predictable consequences for the deficient standards above include the potential for
greater deterioration in the patient/victim’s medical condition, death, and increased
property loss. Although response times are measurable as a risk factor, other inherent and
varied risk factors that are less measurable also play a large role in outcomes, for
example, time lapse between the onset of the emergency, discovery, and reporting;
dispatch center processing; distance traveled; weather and road conditions; access; out-
of-service / unavailable status of emergency units due to training, mechanical, or other
1
Packet Page 143 of 174
emergencies; patients medical history and lifestyle; presence of bystanders able to assist;
emergency devices that allow bystanders to assist; built-in fire detection and protection
equipment; type of construction; and square footage. The list of variables that directly
and indirectly influence the outcome of a specific emergency incident are not only
numerous but come in various gradations and degrees.
Despite the various factors that affect outcomes that are outside the control of emergency
responders, response times are one factor in the medical chain-of-survival and structure
fire time-temperature curve that governments can affect.
Predictable consequences for the above standards are difficult to predict because the time
difference is very small. Also, when working with a 90th percentile, only 10 percent of
the emergency calls fail to meet the time standards.
Predictable consequences for all but one of the above standards were between one to four
seconds. For the latter group, consequences are nearly impossible to predict and could be
considered nebulous. At best, a mild increase in property loss could occur on fire-related
responses, and a delay in treatment for medically-related incidents may occur.
The greatest difference in time involves Section 2.B., the standard that requires
assembling 15 Firefighters on a residential fire incident. In 2006, this totaled nine
incidents. The Fire Department responded to a total of 59 residential structure fires in
2006, but only nine required assembly of 15 Firefighters. The remaining 50 incidents
were handled by fewer Firefighters or the fire was extinguished prior to arrival.
As noted earlier, 15 Firefighters on an emergency incident is minimally sufficient to
perform the necessary rescue and firefighting tasks. A fire call is a dynamic event and
tasks and actions do not wait for all responding personnel to assemble, organize, and
deploy. Rather, tasks are delegated as appropriate to the incident and available resources.
The greatest predictable consequence for this standard is an increase in property dollar
loss caused by delay in hose stream application and the ability to ventilate heated gases
and fire from the building. Although a dollar amount is impossible to calculate, as many
variables play in to predicting dollar loss, it is predictable that an increase in dollar loss
will occur.
CORRECTIVE ACTIONS
The following is a list of actions currently being implemented by the Fire Department to
improve overall response times:
1. Paging: The emergency call notification from SNOCOM now comes via alpha-
numeric paging devices assigned to each Fire Station. It is estimated that this
sequence change will cut between one and five seconds from dispatch time,
depending on the number of units being paged thus improving turnout time.
The new system, implemented in May of this year, does not affect 2006 times, but
should reduce 2007 response times.
2
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2. Classroom Training: Training sites have been scrutinized and appropriate changes
made. The past practice was for Fire Department personnel to assemble at Station
20 (Esperance) for classroom training primarily because it was the only station
with a dedicated Training Room. The current Station 20 location is not the most
optimal location from which to respond to calls.
Beginning in April the Fire Department performs classroom training at two
different sites: (1) the Public Works Facility on 72nd Avenue and 210th Street, a
site more centrally located and adjacent to grids in the City that generate the most
emergency calls; and (2) a reconfigured Station 17 where what was previously a
Firefighter/Paramedic office has been turned into a classroom, Paramedics have
been integrated into a room with multiple workstations near the public entry, and
the Company Officer’s office has been relocated to a smaller office off the hall.
3. MDCs - Mobile Data In-Vehicle Computers (MDCs). Currently, the Department
relies on SNOCOM time-stamps done by dispatchers to record measurable
response times. This can cause delays in time recording when dispatchers are
busy, and do not enter times in a timely manner resulting in inaccurate response
data. The Fire Department acquired MDCs for the majority of first response
apparatus to ensure more accurate capture of actual response data. Fire MDCs,
already mounted in apparatus, will be in full use when SNOCOM completes
dispatcher training.
4. Awareness. At least quarterly Firefighters are made aware of the up-to-date
turnout time standard. Being aware of the response time-standard gives
Firefighters a heightened sense of the importance of being quick to respond in
hopes of improving the overall turnout time.
5. Purchase of Additional Protective Equipment. Edmonds Firefighters cross-staff
two vehicles. Valuable time is wasted by transferring one set of fire suppression
turnout ensemble (boots, bunker pants, bunker coat, gloves, hood and helmet)
from Engine / Ladder to Aid Unit and back again depending on the type of call.
Many seconds could be saved by issuing personnel two sets of gear, one for each
piece of cross-staffed apparatus. Fire Administration will develop a decision
package for the 2008-2009 biennial budget addressing a second set of turnouts for
each Firefighter. Additionally, the Department has submitted a federal Assistance
to Firefighters F.I.R.E. Grant for $111,000 this year to replace the turnout
ensemble Department-wide which would allow the current gear to become the
“second set” described above.
6. Field Training and Optimal Fire Station Location. The Fire Department has an ad
hoc committee evaluating the feasibility of a field training site in the immediate
area where on-duty personnel can train without being placed out of service
(unable to respond) or can rapidly return to service to respond to emergency
incidents. Options to address this need include a stand-alone facility, or partnering
with another area agency or agencies at an existing training site or development of
3
Packet Page 145 of 174
a new site. Regardless of method, fulfilling this need is likely to be very
expensive.
NOTE: A training location with enough room for a co-located Fire Station would
create a win-win for Firefighter field training and be the most advantageous
response location, the latter among the most important factors affecting
emergency response times.
Four of the six corrective actions identified above have or are on their way to being
accomplished at minimal cost. The new classroom training site at Station 17, though
better than Station 20, is not optimal. Corrective actions five and six come at considerable
expense, with the regular budget, EMS levy, and alternative revenue streams the logical
funding sources.
The Fire Department will continue the effort to reduce response times through the City
budget, technology, regional partnerships, and/or other opportunities that present
themselves.
4
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AM-1010 3.B.
2007-2008 Fire Department Work Plan Update #1
Council Committee Meetings
Date:06/12/2007
Submitted By:Tom Tomberg, Fire Time:15 Minutes
Department:Fire Type:Information
Committee:Public Safety
Information
Subject Title
2007-2008 Fire Department Work Plan Update #1
Recommendation from Mayor and Staff
None. Providing the status report on the Council-approved 2007-2008 Fire Department Work Plan
to the Public Safety Committee meets the intent of the City of Edmonds Strategic Plan II. Council
Public Policy Statement, Objective D. Develop Public Works Plans, Tasks 1-4.
Previous Council Action
Council discussed the City Strategic Plan at the March 2006 Retreat. On June 27, 2006, Council
approved the plan additions of Policy Objective II. Council Public Safety Statement with five
objectives, one of which, Objective D. Develop Public Safety Plans, has four tasks, four
deliverables, due dates, and assigned team responsibilities.
After a November 14, 2006 presentation, the Public Safety Committee directed Fire Staff to place
the 2007-2008 Fire Department Work Plan on the Council consent agenda with an approve
recommendation. Council approved the Work Plan on November 28, 2006.
By December 31, 2006, Policy Objective II. Council Public Safety Statement Objective D. due
dates, all tasks and deliverables were completed.
Narrative
The attached report is the first 2007-2008 Work Plan required update (Strategic Plan Objective II
D. 1-4) to the Public Safety Committee.
Fiscal Impact
Attachments
Link: Work Plan Update Attachment
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 05/30/2007 09:56 AM APRV
2 Mayor Gary Haakenson 05/30/2007 09:58 AM APRV
3 Final Approval Sandy Chase 05/30/2007 03:22 PM APRV
Form Started By: Tom Started On: 05/29/2007 10:20
Packet Page 147 of 174
Form Started By: Tom
Tomberg
Started On: 05/29/2007 10:20
AM
Final Approval Date: 05/30/2007
Packet Page 148 of 174
EDMONDS FIRE DEPARTMENT MEMORANDUM
June 12, 2007 Date:
Public Safety Committee To:
Thomas J. Tomberg, Fire Chief From:
2007-2008 Fire Department Work Plan Update #1 Attachment Subject:
Attachment:
2007-2008 Fire Department Work Plan Update #1. The update format is to briefly address each
numbered item of the plan after the descriptive sentence. Each new update appears in bold so the
reader can move rapidly through the most current report.
Administration
1. Inculcate the workplace safety ethic into every aspect of Department operations.
Over the past several years the fire service has become increasingly alarmed about
Firefighter deaths and injuries. Edmonds has integrated a number of safety
programs described in the Series 600 Safety Standard Operating Procedure into
Department operations including a brief “Tailboard” review of a safety topic at the
beginning of each shift, a Near-Miss Reporting System, annual participation in the
international Firefighter and EMS “Safety Stand Down,” holding members
accountable for safe work practices, and a formal accident review process.
2. Conclude a new collective labor agreement with IAFF Union Local 1828.
Negotiations are expected to begin in mid-2007. The current CLA expires on
December 31, 2007.
3. Improve the Washington State Rating Bureau rating of the City from Class 4 to Class 2
over time and within budget.
Improving the City’s fire defense rating from a 4 to a 2 is a long term goal pursued
incrementally over time through the regular budget process. The WSRB last
evaluated Edmonds in 1990.
4. Review business practices with the Mayor, Directors, and Fire Staff with the intent of
reducing General Fund expenditures by 2009.
The Mayor has scheduled individual department presentations at Director’s
Meetings through October 2007 aimed at reducing General Fund operating costs
and running an efficient and effective local government.
5. Implement the City of Edmonds Substitute House Bill 1756 Compliance Plan.
OFFICE OF THE FIRE CHIEF
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The plan was approved by Council on November 28, 2006. The first 1756
compliance report based on 2006 response data is scheduled for presentation to the
Public Safety Committee on June 12, 2007.
6. Educate and inform the public on the emergency medical services levy.
At the March retreat, Council decided to run the EMS levy no sooner than 2008.
7. Review alternate funding sources for Department operations.
The Department keeps an inventory of alternate funding sources, for example, EMS
transport fees, charging for false alarms, and an annual benefit charge. As directed,
Fire Staff is prepared to analyze and report on alternate funding sources.
8. Align the annual work plans of the Fire Chief, Assistant Chief, Fire Marshal, Battalion
Chiefs, and Executive Assistant with the Mayor’s annual goals and objectives, and
policies that emerge from the annual Council Retreat, and majority policy directives
received from elected officials through the Mayor.
The Assistant Chief, Fire Marshal, Battalion Chiefs, and Executive Assistant have
annual written work plans aligned as described above. The individual work plans
are part of each employee’s annual performance evaluation.
9. Align the Fire Work Plan with other City departments and pertinent outside agency work
plans.
The two-year Fire Work Plan is built with an understanding of pertinent outside
agency work plans.
10. Work with the Mayor, Council, and Directors on city-wide environmental stewardship
and energy conservation issues.
The Department is working with Public Works Facilities and Fleet Maintenance to
implement city-wide environmental stewardship and energy conservation issues.
The Department instituted a battery recycle system in 2005, and is investigating
opportunities to acquire a hybrid staff vehicle through the regular replacement
program.
11. Work with the Snohomish County law enforcement and fire consortium to implement a
wireless network.
As the contact, AC Correira receives regular updates on the progress of the county-
wide wi-fi initiative.
12. Review the Civil Service Commission hiring/promotional requirements for Assistant Fire
Chief and Fire Marshal.
Nothing to report.
13. Review the annual Performance Appraisal form.
Battalion Chief Doug Dahl developed draft changes and lead the discussion on the
new department performance appraisal system at the April 17 Officer’s Meeting.
The new appraisal system is out for intra-Departmental review and comment and
will be implemented July 1.
14. Continue working towards a paperless office.
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The Fire Chief, Assistant Chief, Fire Marshal, four Battalion Chiefs, and the
Executive Assistant met with Chief Information Officer Carl Nelson to review
Department needs and City paperless and electronic initiatives on April 12. The
energy, interest, and ideas were interesting, funding best practices and technology
upgrades will be challenging.
15. Actively seek out grant opportunities.
The Department submitted a $111,000 F.I.R.E. Act Grant to replace turnout boots,
turnout pants, suspenders, turnout coat, gloves, helmet and hood.
AC Correira has applied for a $1,500 Injury Prevention Grant as a representative
from the North Region EMS (Snohomish, Island, Skagit, Whatcom, and San Juan
counties) with a focus on elderly fall prevention (See #22). Stevens Hospital and the
Edmonds Parks and Recreation Department have been invited to partner in the
endeavor.
Operations and Training
16. Place the public safety boat in service.
The Public Safety Boat / Marine 16 / Charles W. Cain was placed in service on May
1, 2007. Missions include EMS, fire suppression, hazardous materials response,
technical rescue, command and control, and Police Dive Team support. The boat
was formally commissioned on June 2.
17. Study acquiring access to or construction of a local training facility that allows on-duty
crews to remain in the immediate area. Consider existing facilities, a new facility,
multidisciplinary use, scope, costs, location, and political feasibility.
An internal Department committee continues to meet in an effort to determine the
most cost-effective way to provide training that does not require, or minimizes the
need for, on-duty units to be placed out of service. As emergency call volume
increases, it becomes more and more challenging to deliver training on duty.
18. Identify future staffing and apparatus needs to keep pace with call volume increases and
community demographics.
The Department has long sought to bring the 8 to 5 staff up to the 7.5 positions as
recommended by the Council-commissioned Ewing & Company Study published in
1997. The Department currently has six daytime staff. The EMS levy offers the best
opportunity to address this deficiency. Farther out, the Edmonds demographic will
require additional EMS capability both in on-duty shift personnel and additional
vehicles (See #24).
19. Plan for two retirements that create two promotional opportunities at both the battalion
and company officer levels.
One of the two retirements announced for 2008 was unexpectedly accelerated to
December 2006. One Battalion Chief and one Lieutenant were promoted to fill the
vacancies. Both the Battalion Chief and Lieutenant eligibility lists were extended by
the Civil Service Commission to April 5, 2008.
20. Finalize the career development plan for interested employees.
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Nothing to report.
21. Implement a new computer-based training records management system.
Computer-based, RMS training plan has been implemented and is in the feedback
stage.
Emergency Medical Services
22. Study the opportunities for targeting specific demographic groups with public
education programs that reduce their use of the EMS system, for example,
address fall hazards for the elderly population.
AC Correira has applied for a $1,500 Injury Prevention Grant from North Region
EMS (Snohomish, Island, Skagit, Whatcom, and San Juan counties) with a focus on
elderly fall prevention. (See #15).
23. Work with Snohomish County Public Health Department to prepare for an influenza
pandemic (bird flu), as required.
The Snohomish County bird flu plan remains under development by the Snohomish
County Health Care Pan Flu Planning Task Force. Fire Staff provided an April 24
update on task force progress to the Mayor, Directors, Fire Group, and
SNOCOM.
Fire Prevention and Public Education
24. Add one staff person to the Fire Prevention Division to perform fire inspector and public
educator duties. Address vehicle and space needs.
When Council decided to move the EMS levy lid lift back to 2008, this opportunity
was postponed (See #18).
25. Develop a succession plan for the Fire Inspector position.
Nothing to report.
26. Work with City, Port of Edmonds, and State staff to ensure the Edmonds
Crossing Project and/or waterfront development ensure unimpeded vehicle access to the
west side of the BNSF railroad tracks.
Fire Staff keeps in regular contact with Community Services Director
Stephen Clifton who assures the Department that public safety access to the
Edmonds Crossing project overhead access to and from the ferry, and west of the
railroad tracks when a train is blocking will be addressed.
Recommended Action
None. Providing a status report on the Council-approved 2007-2008 Fire Department Work Plan
to the Public Safety Committee meets the intent of the City of Edmonds Strategic Plan II. Council
Public Policy Statement, Objective D. Develop Public Work Plans, Tasks 1 – 4.
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AM-1015 3.C.
Council Committee Meetings
Date:06/12/2007
Submitted By:Al Compaan, Police Department Time:5 Minutes
Department:Police Department Type:Action
Committee:Public Safety
Information
Subject Title
Interlocal Agreement Establishing Snohomish Regional Drug Task Force, Fiscal Year 2007-2008
Recommendation from Mayor and Staff
Approve for Consent Agenda
Previous Council Action
Narrative
Since January 1988, the City of Edmonds and other Snohomish County cities have been
participants in the Snohomish Regional Drug Task Force (SRDTF) with offices in Everett.
Edmonds was one of the original participants, contributing a detective and equipment to the unit.
In more recent years, Edmonds, Lynnwood and Mountlake Terrace established the South
Snohomish County Narcotics Task Force (SSCNTF). Since the creation of the SSCNTF,
Edmonds, Lynnwood and Mountlake Terrace have chosen to continue their support of the SRDTF
through financial contribution alone. Edmonds presently has a detective assigned to the SSCNTF.
The SRDTF receives the majority of its funding through a U.S. Department of Justice grant. The
grant amount is based on the number and population of municipalities that participate in the
SRDTF. The required matching funds for the federal grant come from Snohomish County and the
participating municipalities. For fiscal year 2007-2008, nineteen municipalities, plus Snohomish
County, are pledging matching funds to the SRDTF.
Edmonds’ share for July 1, 2007 through June 30, 2008 is $9,279.00, a $165.00 increase over last
year’s share. Funding for this item is included in the 2007-2008 Edmonds Police budget. The
interlocal agreement, and the funding received from participating entities, sets forth the operational
framework for the SRDTF, and has done so since 1988.
The SRDTF and SSCNTF work very closely and assist each other with staffing and equipment, as
needed. For example, should we encounter a drug lab locally the SRDTF can be called out to
dismantle the lab. This assistance can save us literally thousands of dollars in overtime, training
and equipment expense. A more frequent area of cooperation and assistance occurs with
investigations where the two task forces may assist each other with investigations involving mutual
suspects.
We request that the Public Safety Committee approve this matter to be placed on the consent
agenda for approval by full council, authorizing the Mayor to sign the FY 2007-2008 interlocal
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agreement with SRDTF.
Fiscal Impact
Fiscal Year: Revenue: Expenditure:
Fiscal Impact:
Amount budgeted in approved 2007-2008 general fund Police Department budget
Attachments
Link: Interlocal Agreement
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 05/30/2007 05:07 PM APRV
2 Mayor Gary Haakenson 05/30/2007 07:44 PM APRV
3 Final Approval Linda Hynd 05/31/2007 03:39 PM APRV
Form Started By: Al
Compaan
Started On: 05/30/2007 02:27
PM
Final Approval Date: 05/31/2007
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