08/31/2010 City CouncilEDMONDS CITY COUNCIL APPROVED MINUTES
Budget Workshop
August 31, 2010
The Edmonds City Council meeting was called to order at 5:34 p.m. by Mayor Cooper in the Council
Chambers, 250 5`" Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Mike Cooper, Mayor
Steve Bernheim, Council President
Michael Plunkett, Councilmember
Lora Petso, Councilmember
Strom Peterson, Councilmember
Diane Buckshnis, Councilmember
ELECTED OFFICIALS ABSENT
D. J. Wilson, Councilmember
Adrienne Fraley- Monillas, Councilmember
1. OPENING REMARKS — MAYOR COOPER
STAFF PRESENT
Al Compaan, Police Chief
Gerry Gannon, Assistant Police Chief
Jim Lawless, Assistant Police Chief
Stephen Clifton, Community Services/Economic
Development Director
Brian McIntosh, Parks & Recreation Director
Phil Williams, Public Works Director
Lorenzo Hines, Finance Director
Debi Humann, Human Resources Director
Doug Fair, Municipal Court Judge
Carl Nelson, CIO
Rob Chave, Planning Manager
Leonard Yarberry, Building Official
Rich Lindsay, Park Maintenance Manager
Renee McRae, Recreation Manager
Frances Chapin, Cultural Services Manager
Stephen Koho, Treatment Plant Manager
Rob English, City Engineer
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
Mayor Cooper explained this meeting was to provide the Council with information and to gather feedback
from the Council to assist in a more collaborative budget development process. He planned to share this
information with other stakeholder groups as well. This is not a presentation of the Mayor's preliminary
budget but an exercise to provide current information and collect Council input. He explained the Council
requested the Mayor to prepare a status quo budget similar to the 2010 budget. Tonight staff will describe
their departments and any changes they have proposed in their 2011 budgets.
2. OVERVIEW OF REVENUES AND EXPENDITURES — FINANCE DIRECTOR
Finance Director Lorenzo Hines reviewed a comparison of General Fund revenues that includes 2009
actuals, 2010 budget, 2010 actuals as of July 31, 2010, and 2010 yearend estimates. He pointed out
estimated revenues at yearend were down approximately $1.5 million from the 2010 budget. He provided
information from the Washington State Economic and Revenue Forecast Council indicating Washington
was still in economy decline and the situation is unlikely to improve dramatically in the immediate future.
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August 31, 2010
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According to the Bureau of Labor Statistics, the 12 -month percent change in the Seattle- Tacoma-
Bremerton, Washington CPI is -0.5%
He reviewed factors affecting revenues:
• Preliminary projected 9% decrease in assessed value for the City of Edmonds.
• Reduced sales tax levels will continue into 2011. Sales tax projections in the 2010 budget: $5.5
million; later reduced in 2009 to $4.3 million; expected amendment later this year to reduce sales
tax revenue to $4.3 -4.4 million.
• Potential factor — voter approval of initiatives that affect the Liquor Control Board (LCB) could
result in a loss of LCB related revenues, $200,000 - $500,000 annually.
Mr. Hines also provided a list of historical financial management actions taken since 2001.
3. DEPARTMENT PRESENTATIONS
Municipal Court
Judge Doug Fair reviewed the court services 2009 and 2010 budget:
Year
Total Annual Budget
Administration
Probation
2009
$749,628
$524,409 (Actual)
$199,815 (Actual)
2010
$781,567
$585,114
$196,453
He identified two decision packages, pointing out that neither of the expenditures would require General
Funds; both can be purchased with Court Improvement Funds provided by the State:
• Probation software - $6,850
• Generator tie -in for court side of Public Safety building - $7,825
He provided facts regarding the Municipal Court:
• Since 2005 there has been a 47% increase in cases filed with the Court, from 5,318 cases to
7,853. This increase is evenly split between criminal and cases and civil infractions.
• Gross revenues have increased over the same period of time from $717,539 to $1,247,883, an
increase of 74 %.
• In 2009 net revenues exceeded expenses by $140,682; $27,814 of this revenue (20 %) was
generated from passport applications and locally supervised electronic home monitoring (EHM).
• All of this has been accomplished without any increase in staffing. Staff has actually decreased
since 2005.
He described mandated court services:
• Court hearings
• Data entry
• Probation, DUI and domestic violence
• Fine collection
• Processing judicial orders
Other services the Court provides include
• Passports
• Local EHM
• Other probation services
• Night court
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He explained if budget cuts are made, the impact on the Court would be termination of non - essential
services which include passport services, non - mandated probation services, locally monitored EHM
services, local collection of fine payments, and night court for traffic infraction hearings. He pointed out
some of the optional services generate revenue. To date in 2010, the Court has generated approximately
$27,000 from optional services. If one position is cut (approximately $50,000 in salary and benefits) and
optional services eliminated, the actual net savings is $22,000. He commented on the value of the services
provided to the community for that $22,000.
Councilmember Buckshnis asked whether other cities offered night court. Judge Fair answered some do
but it is the exception rather than the rule. Councilmember Buckshnis asked why EHM and passport
services would be eliminated if they generated revenue. Judge Fair answered because he must provide
mandated services; the Court does not have to provide passport services or EHM. Losing one staff
member reduced the workforce by 20% and would require the elimination of optional services. He
summarized the court was not intended to make money but to dispense justice.
Police Department
Police Chief Al Compaan reviewed the Police Department's 2010 budget:
• $9,662,319 budget
• Includes $1731,418 in jail costs
• Does not include $1,051,540 for SnoCom — SERS dispatch for Police, Fire and PW
He also reviewed specific amounts in the budget for salaries, overtime and benefits, uniforms, supplies,
small equipment, professional services, communication travel, advertising, rental/lease, repairs/
maintenance, miscellaneous (including training), intergovernmental services and vehicles /fuel.
Mandated services provided by the Police Department include:
• Primary law enforcement services provider for Edmonds
• Respond to 911 calls
• Investigate crimes
• Arrest suspects
• Evidence processing
• Domestic violence investigation
• Traffic collision investigation,
• Death investigation
• Maintain evidence /property collected
• Maintain criminal records
• Public disclosure requirements
• Mandated training of personnel
• Fingerprinting — CPL applicants
• Disaster coordination
• Emergency Operations Center
Other services the Police Department provides include
• Animal control
• Ordinance enforcement
• Parking enforcement
• Traffic enforcement
• K -9
• Street Crimes Unit
• Crime analysis
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• Domestic Violence Coordinator
• Marine Unit/Dive Team
• SWAT /negotiators
• ALERT
• Bicycle Patrols
• Explorer Scouts
• Prisoner Transport
• Woodway emergency response
He described staffing and services rendered in 2009 by 55 commissioned and 9 full -time and 2 part -time
support staff. He reviewed the Police Department organization, commenting there were no mid -level
management positions; the Department has a compressed organizational structure with no captains or
lieutenants. He described historic Police Department staffing:
• 2009 -10: 55 commissioned, 9 full -time and 2 part -time support staff (reduction one
commissioned and 2 full -time support staff — Crime Prevention Officer and Animal Control
Officer)
• 2008: 56 Commissioned, 11 full time and 4 part -time support staff (added three commissioned
for Street Crimes Unit, reduced 2 support positions in the records unit)
• 2000: 53 Commissioned, 13 full -time and 3 part -time support staff
• 1990: 34 Commissioned, 9 full -time and 2 part -time support staff
• 1985: 32 Commissioned plus support staff
Over the past decade the entire Reserve unit has wound down due to budget as well as operational and
accreditation issues and the difficulty recruiting reserve officers. This has eliminated supplemental staff to
assist the Police Department. Police Cadet positions were also defunded in 2003 as part of budget cuts. In
2006 the hospital security provided by Edmonds Police Department at Stevens Hospital of 7 FTE was
defunded by the hospital. Those officers assisted both at the hospital as well as were available to respond
to emergency calls in the area surrounding the hospital.
The 2011 budget will reflect the following 2009 -10 cuts:
0 DARE program including 1 FTE entry level police officer
0 Crime Prevention volunteer program including 2 part -time staff
0 Reserve Officer Program
0 1 FTE Animal Control Officer and Mountlake Terrace Animal Control contract
Chief Compaan reviewed their proposed 2011 budget:
• $25,679 moved to training supplies and SWAT supplies for munitions.
• Funds largely reallocated from Jail Intergovernmental Services and Training cost centers
• Military demand driving 80 -100% cost increases
• Total munitions budget: $45,000
• $52,025 moved to Dispatch Interfund Rental for 1.7 patrol laptops reaching the end of their useful
life and warranty. Implementation of New World CAD /RMS in 2011 also requires more robust
capacity than existing computers
• Funds reallocated from Jail Intergovernmental Services
• Total Replacement cost: $83,767
0 $5,238 moved to Patrol Communications from Records Professional Services
o Enhanced wireless connectivity for patrol vehicle to allow field access to databases, required
to use New World
• Personal communication devices for command staff, detectives, patrol vehicles and specialty
units
• New technologies since budget last changed in 1999
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$5,000 reallocated to Administration Rental/Lease from other Administration and Records
Management budget lines
• Considering lease versus purchase of multifunction machines to copy, print, fax, scan
• Budget unchanged since 1998
Chief Compaan summarized by reallocating the existing budget, the Department is able to absorb the cost
of these three decision packages, two needed for New World (computers and communications) and one
for munitions. The Department's 2011 budget will also reduce their O &M budget by $19,000 over the
2010 budget.
Chief Compaan described a 2011 proposed decision package for bulletproof vest replacement:
• $20,720 net General Fund impact if $4,410 federal grant is authorized
• $25,130 total purchase price to replace 25 ballistic vests at the end of their five year warrantied
life
• Expiring vests do not meet new federal standards
• Officer safety and liability issue if vests not replaced
• The $19,000 O &M savings could be used to offset this purchase
Councilmember Petso thanked Chief Compaan for meeting with her. She suggested Chief Compaan
consider whether the charge for providing emergency response to Woodway was enough to cover the cost
of providing the service. Chief Compaan commented politics as well as relations between the cities were
part of that cost structure.
Councilmember Petso suggested contacting Swedish regarding reestablishing Edmonds Police
Department security at the hospital. Chief Compaan explained Stevens Hospital employed a private
security company to provide security services and any change would need to be initiated by the hospital.
Councilmember Buckshnis thanked Chief Compaan for meeting with her to address her questions. She
reported the Levy Committee is discovering that leasing is better than purchasing. She inquired about the
useful life of patrol car laptops. Chief Compaan answered the typical life is approximately five years. A
more rugged laptop is purchased for use in the patrol car due to the amount of vibration they encounter.
The 17 laptop computers are needed to replace aging laptops and because a more powerful laptop is
needed for the New World CAD /RMS that will be operational in July 2011. Councilmember Buckshnis
asked whether the laptops can be resold. Chief Compaan answered they are sold but used computers do
not generate a great deal of revenue.
Councilmember Buckshnis asked whether the bulletproof vests were recycled. Chief Compaan explained
vests have a 5 -year service life and best practices recommend replacement after 5 years as humidity can
cause degradation of the bullet - resistant material. The used vests are returned to the manufacturer.
Councilmember Buckshnis asked whether the vests could be sold. Chief Compaan answered no, it was
important that the criminal element not have access to bulletproof vests.
Councilmember Plunkett asked whether the contract for service to Woodway cost Edmonds more than the
contract paid. He asked how politics entered into that relationship. Chief Compaan answered Edmonds
bills Woodway on a per call basis. Woodway operates a part -time Police Department comprised of
approximately 6 officers from other South Snohomish County agencies who each work 20 hours a month.
The contract negotiations have typically been handled by the Mayors of Edmonds and Woodway. The fee
was recently increased from $100 to $125, which he acknowledged was an arbitrary amount. He
explained it did not really cost any more to provide service to Woodway because Edmonds Police
Officers are on duty but it takes an Officer away from Edmonds. He summarized the service has been
provided in the past in an effort to be a good neighbor and there was no attempt for a full cost recovery.
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Councilmember Plunkett suggested the amount for a full cost recovery be determined. He asked how
much Edmonds billed Woodway annually for emergency police response. Assistant Chief Gerry Gannon
answered approximately $10,000. The recent contract included a flat callout rate as well an hourly rate for
any additional officers who respond.
Councilmember Plunkett asked whether providing emergency police response to Woodway was a burden
on Edmonds coverage. Chief Compaan explained Edmonds basically provides an insurance policy for
Woodway by providing first response 911 police service. Ideally he would prefer a 24/7 police contract
with Woodway but Woodway has not been interested in that in the past. Councilmember Plunkett
suggested approaching Woodway to offer Edmonds providing a 24/7 police contract.
Parks, Recreation & Cultural Services Department
Parks, Recreation & Cultural Services Director Brian McIntosh explained the Department serves as the
community's key resource for providing well kept parks, beautification, open space, family focused
recreation programs, special events and cultural arts for citizens and visitors. He reviewed the
Department's 2010 budget ($3,449,470) and 10 cost centers (administration, park maintenance,
recreation /cultural services, Discovery programs aquatics, athletics, day camps, fitness, gymnastics and
Meadowdale Preschool). He described recreation revenues:
• 2007 — $1,142,971
• 2008 — $1,221,560
• 2009 — $1,288,811
• 2010 projected — $1.,289,510
The Parks division is charged with protecting city assets and liability through professional parks
maintenance and includes:
• Project management and construction 6 waterfront beach parks with 3,000 feet of shoreline and a
fishing pier
• 31 active parts as well as 12 civic sites
• Sports fields
• Cemetery
• 20,000 square feet in 146 flowerbeds and gateway entrances and 151 hanging baskets
• Underwater Park
• Yost Pool
• Special event assistance
• Off Leash Dog Park
The Recreation division is charged with providing affordable quality programs and opportunities for all
ages and interests that include:
• Aquatics, fitness, athletics, gymnastics, camps, preschool, arts, crafts, nature, dance, outdoor
recreation, parent/child, special events and more
• Leader in environmental education and awareness since 1980
• Provide 65 summer jobs and 35 volunteer opportunity for youth
• Frances Anderson Center houses city and tenant programs with 1,000+ recreational participants
each day
• Facility rentals
• Recreation scholarships funded by fundraising activities
The Cultural Services division is charged with promoting and sustaining a vibrant cultural community
that include:
• Cultural tourism promotion
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• Economic development
• Capital project planning and management
• Edmonds Arts Commission — Visual Performing and Literary Arts
The Department provides staff support and continuity to the Edmonds Arts Commission, Library Board,
Sister City Commission, Cemetery Board, Economic Development Commission, and reports to the
Planning Board. The Department partners with a wide range of organizations as well as numerous
businesses and volunteers through the City and region. Planning Documents include the Parks
Comprehensive Plan, Community Cultural Plan, Streetscape Plan, project studies such as the Aquatics
Feasibility Study and the 4`h Avenue Cultural Corridor.
Mr. McIntosh described historic budget cuts in the Department:
0 2003: 8 full -time seasonal positions cut and incrementally restored between 2004 -2008
• 2009: Seasonal park maintenance staff cut and restored in 2010
• 2009: Flower Program at 50% and partially funded through the Parks Trust Fund
0 2009 and 2010: Yost Pool subsidy funded by citizens through the Parks Trust Fund
• Cemetery operations are no longer funded through the General Fund and now operate as an
enterprise with support from Parks Maintenance.
Mr. McIntosh described the Department's 2011 decision packages:
0 $7,003 Parks Fund 001
• Rental toilets increase and ongoing: $5,000
• Replacement of 21" Honda Mower: $1,200
• Replacement of Back Pack Blower: $503
• Replacement of Red Max Law Trimmer: $300
• $5,000: Columbarium rail painting (Cemetery Fund 130)
Councilmember Plunkett asked if the decision package for rental toilets was for more toilets or increased
service. Mr. McIntosh responded toilets are rented for ten sites, most are year -round sites due to increased
usage of the parks. The decision package was to increase the number of toilets from 20 to 25 as well as
increase the service level.
Councilmember Buckshnis thanked the Department for their assistance at the Off Leash Dog Park. She
asked whether all the recreation classes were profitable. Mr. McIntosh a class is not conducted if it is not
profitable. The majority of recreation instructors are contracted and fees are split 60/40 instructor /City.
Minimum class sizes are established and if the minimum is not met, the class is not held. Occasionally a
new class will be allowed slightly below the minimum to get it started and if there is potential to build.
Councilmember Buckshnis asked whether Concerts in the Park were funded entirely by sponsorship. Mr.
McIntosh answered the performer fees were paid by sponsors.
Councilmember Buckshnis asked about reimbursement for special events. Mr. McIntosh advised the
Taste of Edmonds and the Edmonds Arts Festival pay a rental fee for use of the space.
Public Works
Public Works Director Phil Williams commented Bremerton, which is 10% smaller than Edmonds but in
the same geographic area, has 130 -135 FTE in Public Works & Utilities compared to Edmonds's 75
employees. He described Edmonds Public Works Department:
• 75 (authorized for 78) dedicated public employees with the education, training, experience and
certifications necessary to maintain the City's extensive above ground and buried infrastructure
0 Manage 40% of the City's expenditure budget in six major funds
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• Deliver 1.1 billion gallons of water to customer each year (3 million gallons per day) with no
water quality violations or defects
• Collect and treat over 2 billion gallons of residential and commercial wastewater at our regional
wastewater treatment plant (WWTP) with zero violations YTD 2010 and have collected 6
outstanding performance annual awards
• WWTP located in the heart of downtown with very few odor or noise complaints
• Operate and maintain 14 wastewater lift stations, 1 water pump station and 20 pressure reducing
valve stations, 2100 valves, 2000 hydrants, 4 reservoirs (7.5 million gallons), 3,300 manholes,
180 miles of water mains and 190 miles of sewer mains
• Maintain 133 center line miles (288 lane miles) of paved surface in City right -of -way, 123 City -
owned streetlights, 18 signalized intersections, and 5,625 signs
• Maintain 7,077 catch basins, cleaning about 6,000 /year, 571 public and private ditches or creeks
• Maintain, fuel and replace as necessary 158 pieces of rolling stock, 92 in Public Works &
Utilities
• Maintain and operate /maintain 20 major public buildings or facilities
He reviewed a list of required services:
• Maintain City buildings /facilities
• Maintain traffic signals, curbs, sidewalks, crosswalks, striping, signs, street lights, drainage
channels, etc.
• Maintain all paved surfaces in City right -of -way
• Comply with all NPDES Phase II Stormwater Regulations and permit requirements
• Comply with SDWA water utility and State Water Efficiency regulations
• Maintain all water and sewer lines, valves, hydrants, PRVs, water /sewer pump stations,
reservoirs, SCADA systems
• Comply with all NPDES Permit parameters for water quality and maintenance
• Maintain and replace City vehicles
• Site development review permitting
• Design improvements to City facilities, parks and public spaces, and utility systems
• Manage right -of -way franchises and permits
• Public records maintenance and archiving
Other services Public Works provides include:
• Community event support
• Street banners and support signage
• Recycling and waste reduction public information
• Environmental initiative support
• General public assistance and information
He described the General Fund percentage of the Public Works budget:
• Public Works Administration— 1%
• Engineering (development & permit review) — 2.5%
• Facilities (building maintenance) — 5.5%
• Fleet maintenance - $1.6%
• Total — 10.2%
Mr. Williams provided a comparison of the Public Works & Utilities Department budget by cost center
(administration, engineering, facilities, street, Stormwater, water, sewer, treatment plant and fleet). The
2009 budget was $19,502,321 compared with $21,434,600 in 2010. He commented most cost centers
were stable year -to -year; the sewer cost center varies depending on the number of capital projects. The
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August 31, 2010
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fleet cost center varies due to vehicle purchases and fuel costs. He also provided a pie chart comparing
Public Works Department expenditure by cost center.
He reviewed staffing, projects to be undertaken and decision packages by cost center:
Public Works Administration
• 2011 will include Noel Miller separation payouts
• No other changes in 2011
Engineering
• 2011 capital program approximately $12.5 million ($5.3 million in 2010)
• Filling Senior Utilities Engineer position authorized in 2010 budget
• Begin a 100 -year flood study for Edmonds Marsh and surrounding properties
• Complete a stormwater project addressing property flooding and stream restoration along
Perrinville Creek off Talbot Road
• Begin engineering design on four sewer main replacement
• Complete design and begin construction on the 2011 water main replacement project
• Complete construction on the 226`h walkway project
• Decision package: Stotmwater Technician ($92,0880) funded by increased stormwater rates
Farrilitiac
• City owned or maintained facilities include:
• Police, Courts, Council Chambers
• Fire Station #17
• Frances Anderson Center
• Public Works O &M Center
• Fire Station #16
• Meadowdale Club House
• Historical Museum
• Wade James Theater
• Boys & Girls Club
• City Hall
• Library
• Senior Center
• Fire Station #20
• Parks Maintenance Building
• Log Cabin
• Old Public Works
• Grandstand
• Cemetery
• Fishing Pier /Ranger's Station
• Yost Pool
• Decision Package: Energy Plan ($25,000) funded 50% Utilities and 50% General Fund
Streets /Stormwater
Streets
• Primary issue is paving preservation
• Depending on the outcome of the TBD proposal, begin either a robust paving and pavement
preservation program or look to expand future crack sealing efforts and pothole repair
• Continue sidewalk inspection program with targeted 25 repair projects
• Start early in 2011 with striping
• Begin replacement of signal cabinets when funding allows
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August 31, 2010
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• Decision package: Road rating survey ($25, 000) funded via Street Revenue Fund
Stormwater
• Continue efforts to implement NPDES Phase II
• 2011 will be the first year for inspections of 465 privately owned and operated
detention /treatment facilities and 106 public facilities
• Continued catch basin maintenance program by pumping 6,000 structures
• Develop alternatives to Public Works shop for decanting of pumped wastes
• Rates increased 8%
• Decision package: Stormwater Maintenance Worker I ($62,000) funded by increases stormwater
rates
Wastewater Treatment Facility
• Convert burner for incinerator from diesel to natural gas to reduce expense for auxiliary fuel
• Work with PUD and BPA to identify, design and install or modify equipment to reduce electrical
usage
• Modify the disinfection system to make it more robust
• Rehabilitate (sandblast and coast) steel in settling tanks so that the steel doesn't need to be
replaced
• Install a new Automatic Transfer Switch that controls whether PUD or a backup generator
supplies power to the plant
• Install a fiber optic cable network in the plant to replace an existing, overloaded wire cable
• Replace or install a number of variable frequency drives to motors to improve energy efficiency
Water /Sewer
Sewer (collection/conveyance)
• No rate increase in 2011
• With debt reduction from 2008, resources available to rebuild 9 wastewater pump stations —
construction in 2011
• Coordinate with Engineering and a contractor to dig and replace 4 runs of high- maintenance
sewer lines
• New work for 2011 includes GIS integration for manholes, lift stations and sewer line video
Water
• New work for 2011 . includes GIS integration for PRVs valves, hydrants, meter boxes, blow -offs
• Approximately $4 million in new water mains for 2011.
• Rate increase of $7.5% for 2011
• Decision package: new Capital Facility Charges ($22,000) funded 113 Water, .113 Wastewater
and 113 Storm
Equipment Rental (Fleet)
• Maintain 158 pieces of rolling stock
• 2011 purchase of 9 patrol vehicle in a pre - purchase for both 2011 and 2012 due to Ford
eliminating the Crown Victoria in 2012
• Total replacement budget approximately $345,500 in 2011 .
• Current direction is to restart contributions to the "B" Fund for replacements of General Fund
vehicle as part of 2011 budget
• Purchase of four gas /electric hybrids in 2011
Councilmember Plunkett asked if there were funds in the Fleet budget for purchase and /or maintenance of
fire vehicles. Finance Director Lorenzo Hines advised there was approximately $200,000 for an aid car
and other vehicles and $500,000 for a new fire engine. The amendment currently before Council proposes
to move those funds out of the `B" fund back into the General Fund, the source of those contributions.
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August 31, 2010
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Councilmember Plunkett remarked further Council discussion may be warranted regarding the use of
those funds.
Councilmember Plunkett inquired about the amount of Public Works community event support. Mr.
Williams offered to provide the amount. Councilmember Plunkett asked whether consideration had been
given to charging the events for the service that Public Works provides. Mr. Williams answered most
groups are struggling to put on events and it would be impossible to collect the value of those services.
He noted many of the events are beneficial to the City.
Councilmember Plunkett observed capital expenditures are twice as much in 2011 . compared to 2010. Mr.
Williams advised with the Council's recent approval of the Water Comprehensive Plan and the rate
increase as well as the Stormwater Comprehensive Plan and the rate increase, there are resources
available to complete the projects contained in those Plans.
Councilmember Peterson referred to the 1.6% for Public Works administration which was remarkably
low and the difference in Public Works & Utility FTE in Edmonds compared to Bremerton. He asked
whether other cities' administrative percentage was as low as Edmonds. Mr. Williams answered he had
not done a comparison study. He anticipated it was lower than most, remarking there were many
remarkable employees in Public Works who do a very good job managing their divisions and do not
require a great deal of oversight.
Councilmember Peterson commented on the lack of middle management in Public Works, asking whether
that structure was unique to Edmonds. Mr. Williams agreed the department is structured in a lean manner.
Councilmember Plunkett inquired about the $700,000 for fire vehicle shown as an expenditure in the five
year forecast.
Mayor Cooper declared a brief recess.
Development Services Department
Planning Manager Rob Chave explained there is currently no Development Services Director. Most
Department operations are programs designed to meet the requirements of federal, state and locally
mandated laws and codes as well as some discretionary services. The Department is comprised of the
Building Division and the Planning Division. He reviewed the 2009 and 2010 budget and estimated year
end expenditures by division.
Division
Year
Budget
Year End (Est)
Administration
(Dir, Reception & Code
Enforcement
2009
$398,070
$383,085
2010
$468,883
$251,498
Building
2009
$734,570
$639,958
2010
$786,904
$679,584
Planning
2009
$691,692
$667,243
2010
$1419-85
724 218
Total Department
2009
$1,824,332
$1,690,286
2010
$2,003,772
$1,655,300
Revenues
2009
$533,678
2010
$660,000
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August 31, 2010
Page 11
Building Official Leonard Yarberry and Mr. Chave reviewed mandated services:
• General Department Administration
• Maintain receipts and cash records
• Respond to formal public records requests
• Building Permit Administration
• Accept, review and issue bldg permit applications
• Coordinate interdepartmental reviews
• Monitor and implement state changes to building codes
• Building Plan Review and Inspections
• Review permit applications and plans for compliance with adopted codes and standards
• Conduct building inspections for life safety and minimum building code requirements
• Comprehensive Planning
• Comply with the Growth Management Act (GMA) including coordination with other
agencies
• GMA mandated regional policies, growth targets, Buildable Lands (County, PSRC)
• GMA — Land Use Consistency
o Update codes to ensure consistency with Comprehensive Plan
• Land Use Permit Administration
• Accept, review and issue land use permit applications
• Coordinate interdepartmental reviews
• Staff support to Hearing Examiner, ADB, Planning Board, Historic Commission, Mayor's
Climate Committee
Other services provided by the Department include:
• Code Enforcement
• Process code compliance complaints dealing with building, planning and engineering issues
• Inspect properties for violations
• Provide public information
• Public Information
• Provide public information via permit counter /phone /email/letters regarding building and
land use questions, code enforcement and permit inquiries
• Maintain public handouts
• Provide online permit information
• GIS Mapping
• Development Services is responsible for assigning and maintaining the addressing for the
City
• Providing mapping and geographic information to support operations, including required
GMA and zoning document and policy analysis
• Disaster Response
Mr. Chave described Department staffing:
• Administration: 3 FTE
• Planning: 6 FTE
• Building: 4 FTE
• Permitting: 3 FTE
The current level of 16 FTE is 2 employees less than in 2006. The current staffing level is the same
number of employees per 1,000 population as existed in 1985. Since 1985 permanent staffing levels have
tracked with population rather than permitting activity; temporary employees were used during the recent
peak permitting periods. Mr. Chave displayed a graph comparing Development Services employment
with building permits 1985 -2010, concluding staffing levels have been consistent during that time. He
also displayed a graph of building revenue history 1985 -2010.
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August 31, 2010
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Mr. Yarberry reviewed a comparison of budding permit revenues 2005 -2010 (YTD and estimate) and a
comparison of single family permits 2006 -2010 YTD. He reviewed proposed changes in the 2011
Development Services budget:
• Reductions
• Administration — reduced supplies: ($4,700)
• Building — reduced professional services, repairs /maintenance: ($67,800)
• Planning — reduced professional Services: ($20,000)
• One time addition
o Planning — Professional Services UW Study: $31,550
Councilmember Plunkett inquired about the savings in the Administration line of the Development
Services 2010 budget. Mr. Chave advised the majority of the savings was the Development Services
Director salary and benefits; there were also savings in professional services. He advised the 2011 budget
includes the Development Services Director position. Mayor Cooper explained his plan was to discuss
advertising for that position with staff within the next month. The last recruitment effort did not result in a
candidate that was acceptable to the former Mayor. Councilmember Plunkett suggested Mayor Cooper
first confer with the Council regarding whether they wanted to fund that position.
Councilmember Plunkett inquired about contracting out permitting. Mr. Chave answered Planning
experimented with contracting with professional consultants during the period of high permit activity and
found it was more expensive. Hiring temporary planning assistance during the peak period cost less than
half the cost of contracting. Mr. Yarberry responded contracting out permitting was a model that some
cities utilized and many of the standard building code inspections could be done in that manner. The
difficulty in contracting for those services was obtaining the same level of service for review of items
specific to Edmonds such as setbacks, height, etc. If the Council chose to use that model, the fees likely
would need to be adjusted.
Councilmember Plunkett acknowledged the graph illustrated the number of employees has tracked with
the population, relaying a question that is often asked, why the City has not laid off staff in the
Development Services Department during this recession. Mr. Chave answered staffing was never
increased during recent peaks in development activity. Staff worked very hard to keep up during that time
and it was very stressful. He concluded the department was now staffed appropriately.
Councilmember Plunkett asked whether the Department was charging as much as it could. Mr. Chave
answered it was time to do a thorough analysis of the City's fees. The City has done a good job
recovering building fees but there is a great deal of room left. Planning fees legislatively have been kept
somewhat lower. Councilmember Plunkett commented Seattle's expenses are covered by fees. Mr. Chave
explained some services are not covered by fees such as public information, compliance with GMA, etc.
Councilmember Plunkett suggested the cost of a building permit should cover the cost. Mr. Chave agreed,
noting the policy has been to achieve close to 100% recovery. To maintain that recovery over time, the
fees may need to be increased especially for building permits, planning permits, etc. Councilmember
Plunkett asked whether an analysis of the fees could be completed in time for the upcoming budget. Mr.
Chave did not think so.
Councilmember Buckshnis advised the Citizens Levy Committee was reviewing the City's overall use of
consultants. She inquired about the $350,000 for professional services for Development Services in the
budget book. Mr. Chave answered Planning's professional services include Hearing Examiner and a
professional minute taker for several Boards and Commissions. The Administration professional services
budget is quite small.
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August 31, 2010
Page 13
Councilmember Buckshnis asked whether the code rewrite was primarily performed in- house. Mr. Chave
answered it was; the proposed $20,000 savings in professional services was for the code rewrite. He
advised City Attorney Scott Snyder's review of the code rewrite was reflected in the City Attorney's
budget. Mr. Yarberry noted the professional services budget for Building was proposed to be reduced by
approximately 65% over last year's budget. That was due to a philosophical shift in performing many of
those functions in -house as well as due to reduced workloads.
Community Services and Economic Development Departments
Community Services /Economic Development Director Stephen Clifton thanked Mr. Chave and Mr.
Yarberry for their assistance in co- managing the Development Services Department since that position
was vacated in April 2009. He explained he also assists with managing the Development Services
Department as well as meets with the Building Office, City Engineer and Planning Manager weekly to
discuss issues of significance, potential code amendments, etc.
He explained both the Community Services and Economic Development Departments are funded via the
General Fund. In the ten years he has been employed by the city, he has secured grants to cover his salary
by at least 4 times. Mr. Clifton reviewed the Departments 2009 and 2010 budget:
Department
Year
Budget
Actual
Economic Development
2009
$79,700
$46,700
2010
$79,700
Community Services
2009
$312,025
2010
$326,699
Combined
2009
$465,369
$391,725
2010
$406,399
He proposed combining the Community Services and Economic Development Departments which
eliminates the need to hire two directors. He would maintain his existing capacity as the Director of both
departments. This also reduces expenditures related to supplies, miscellaneous travel small equipment and
advertising. He reviewed responsibilities of the Community Services Department and specific projects
related to each:
Support Mayor, City Council and Department Directors
Develop long and short term policies and strategies
o City budget
o Annual Legislative Agenda
o Work with City Directors on Plans and Programs
Plan, coordinate and implement major and special projects
o Edmonds Crossing
o Sound Transit Edmonds Station
o Sound Transit North Corridor Light Rail Policy Advisory Committee
o Edmonds Center for the Arts
o Fire Station 16
o Unocal Cleanup & Unocal Lower Yard Purchase and Sale Agreement
o 2009 Levy Workgroup and 2010 Levy Committee
o Community Outreach Committee
o Community Technology Advisory Committee
o Unocal Pier Removal
o Transportation Benefit District (I sr year administration)
Contract negotiations and administration
o Legal documents, Interlocal Agreement, Memorandums of Understanding
o Telecommunications and Franchise Agreements (renewal and administration)
Edmonds City Council Approved Minutes
August 31, 2010
Page 14
o Government relations and environmental contracts
• Local and regional liaison
He reviewed responsibilities of the Economic Development Department and specific projects related to
each:
• Staff the Economic Development Commission
• Work with Chamber of Commerce, Port, business community and tourism entities
• Chamber of Commerce Economic Development and Marketing Committees
• Washington State Department of Commerce
• Snohomish County Economic Development Council
• Puget sound Regional Council Prosperity Partnership
• Promotion, Marketing, Tourism, Permitting
• Business retention, recruitment, expansion and education
o Work with Edmonds Community College and Chamber of Commerce to promote business
education which helps effect retention and expansion
• Highway 99 Task Force and Highway 99 Enhancement Project
• Policy development and implementation
Other services the Departments offer include:
• Local and regional liaison
• Work and communicate with local, county, state and federal representatives
• Snohomish County Infrastructure Coordination Committee
• Puget Sound Regional Council
• Edmonds Chamber of Commerce and Port
• Snohomish County
• Washington State
• Washington State Department of Transportation
• Sound Transit
• WSDOT Ferries
State and federal appropriations and grants (examples)
• Edmonds Crossing ($6.5 million of $12.3 million as of April 2008)
• Edmonds Crossing (State $26 million - $58 million)
• Federal Stimulus Funding ($1 million)
• Energy Efficiency Conservation Block Grant ($160,200)
Disaster Recovery Coordinator
• Plan development (first city in Snohomish County to adopt a recovery plan)
• Implementation
Government channel 21 and website oversight and enhancement/updates
He reviewed Community Services Economic Development Department expenditures since 2000,
highlighting substantial savings in the Community Development Department in 2009 and 2010. He
proposed the following changes in the Community Services and Economic Development Departments'
2011 budgets:
Expenditure
Community Services
% change
Economic
Develo ment
% change
2010
2011
2011
20101
Supplies
$2,000
$1,000
$ 1,000
$ 2,500
Small Equip
$ 400
$ 800
Travel
$2,000
$1,000
$ 1,000
$ 3,000
Advertising
$1,060
$ 500
$25,000
$40,000
Miscellaneous
$2,000
$1,500
Edmonds City Council Approved Minutes
August 31, 2010
Page 15
Total $7,060 $4,000 -43% $27,400 $46,300 -37%
Strategic Plan $100,000
Mr. Clifton explained the Economic Development Commission (EDC) plans to submit a request to the
City Council for $100,000 to fund a Strategic Plan. Resolution 1224 adopted by the Council supports the
creation of a Strategic Plan as one of the six high priority recommendations from the EDC. An EDC
Strategic Planning Subgroup prepared a report highlighting the need for a Strategic Plan, its purpose and
providing a roadmap for the Council to better address issues in the future.
Councilmember Buckshnis recalled the Economic Development Commission recommended a full -time
Economic Development Director. She asked if the resolution would need to be changed if the Community
Services and Economic Development Departments were combined. Mr. Clifton responded the proposal to
combine the departments was in recognition of the current economic situation and that the City cannot
afford two directors. If the City hires a Development Services Director, he has identified several tasks he
would like to transfer to that position to free up his time to focus on community services and economic
development.
City Clerk's Office
City Clerk Sandy Chase provided the Clerk's Office annual budget:
• 2009 - $540,437 ($474,000 actual)
• 2010 - $524,619
The Clerk's office also generates approximately $200,000 /year in revenue from business license fees. The
Clerk's office collects parking permit fees and a portion of one employee's salary is covered by those
fees.
Mandated services provided by the City Clerk's Office include:
• City Council Meeting agenda/packet /minutes
• Coordinate weekly agenda and packets
• Preparation, approvals, delivery
• Special meeting and public hearing notification
• Coordinate preparation and distribution of official minutes
• Ordinances, resolutions, codification
• Assure accuracy of documents
• Coordinate codification of ordinances into the City Code books
• Records management
• Responsible for two off-site archive centers
• Arrange for annual destruction of records
• Provide citywide training
• Arrange for microfilming and protection of essential /permanent records annual
• Transfer records to State Archives'
• Public records requests
• City Clerk is public records officer of the City per City Code Chapter 1.20.010
• Track request, must respond within 5 working days
• Annual citywide training provided
• Business licenses
o Renew business licenses annually (approximately 2,000 in -City business, 1,700 out of City
businesses
o Issue new business licenses (approximately 350 annually)
• Claims for damages, litigation
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August 31, 2010
Page 16
• Receive claims and lawsuits on behalf of City
• Notification, track, assemble record
Other services the City Clerk's office provides include:
• Monitor all City contracts
• All contracts /agreements on file in the City Clerk's office
• Tracked for expiration dates and notify departments
• Parking permits
• Downtown residential, visitor, employee, recreational vehicle, ride share, and 4`t' Avenue lot
• Receipt, issue and track all permits
• City Hall reception services
• Answer main phone line for City departments
• Greet all visitors, provide directions
• Issue appropriate badges
• Department -wide mail services
• Sort incoming mail, post all outgoing mail
• Bulk mail permit, UPS, Fed -Ex services
• Notarize and Certify Documents; Attest to Mayor's Signature
• Provide notary services related to city generated documents
• Attest to Mayor's signature on legal documents
• Certified official City records
• Recording of all City documents
o Record documents for all departments at Snohomish County; maintain files of all recorded
documents
• Miscellaneous
• Research requests
• Elections
• Special event applications
• Citywide office supplies and equipment contract
• Dangerous dog registrations
• Population count
Ms. Chase described impacts of previous budget cuts on the City Clerk's Office:
• In 2000, the City Clerk's Office had 6 employees
• Due to budget concerns, in 2001 staff was reduced to 5
• Due to budget concerns, in 2009 staff was reduced to 4
Ms. Chase described the City Clerk's Office preliminary proposed budget change:
• Reinstate the position in the City Clerk's Office that has not been filled since 2009. The position
would be dedicated to requests for public records and records management
• This is a previously authorized position; the proposal is to fund the position. The amount to be
budgeted: $63,000
She relayed the City Attorney's suggestion to have an additional staff person in the City Clerk's Office
trained to do some of the things the City Attorney does with regard to public records requests. She noted
the biggest impact with regard to public records requests has been the all- encompassing nature of requests
for emails.
Councilmember Plunkett asked whether all emails could be available to the public via a link from the
City's website. Ms. Chase explained all emails would still need to be reviewed and any redaction done
before they were placed online. If that began now and was done on a daily basis, it would not be such an
Edmonds City Council Approved Minutes
August 31, 2010
Page 17
overwhelming task when a request is submitted. That could not be accomplished without the proposed
staff person.
Councilmember Plunkett asked whether there were any fees that could be increased to cover the cost. Ms.
Chase answered the law related to public records requests is very specific with regard to fees. The ability
to make email available online would place the burden on the citizen to search. There will still be people
who do not have access to a computer or do not have the ability to conduct their own search.
Councilmember Buckshnis explained there has been a bill proposed that would allow the public to view
documents via a link on the City's website rather than providing hardcopy documents. The long term cost
savings would be staff time and paper. With regard to emails on the City's website, a staff member would
be trained to identify certain emails for review by the City Attorney. Mayor Cooper advised the City
cannot charge for electronic information or the time it takes to create the record. The Clerk's Office must
also create a paper copy if requested.
Councilmember Peterson asked whether any consideration has been given to contracting out archiving.
Ms. Chase explained the Washington State Records Retention Schedule states how long documents must
be retained and how the documents are stored. The City has two offsite archive centers, at the old Public
Works building and at the new Public Works building; both are reaching capacity. Other storage options
particularly for storage of permanent records will need to be researched. She advised essential records are
microfilmed on an annual basis.
Administrative Services Department
Finance Director Lorenzo Hines reviewed the Department's annual budget:
Cost Center
Year
Finance
2009
$ 632,107 (actual)
2010
666,762
Information Services
2009
464,183 (actual)
2010
633,959
Fiber Optics Project
2009
169,883 (actual)
2010
113,600
Non - Departmental
2009
5,029,595 (actual)
2010
12,051,215
Total Administrative Services
2009
$ 6,295,768 (actual)
2010
$13,465,536 (includes Fire District 1 contract)
Mandated services provided by the Department include:
Budgeting
o RCW 35A contains provisions for annual and biennial budgets, including review and
modification
Financial reporting
• Pursuant to RCW 43.09.230 Annual Reports are to be certified and filed with the State
Auditor's Office within 150 days after the close of each fiscal year
• Additionally the City prepares annual financial statements in conformation with Generally
Accepted Accounting Principals (GAAP)
• Cash reporting
• Payroll
• Utility billing
• Accounts payable
• Accounts receivable
Edmonds City Council Approved Minutes
August 31, 2010
Page 18
o Special assessments
Other services provided by the Department include:
• Risk management
o Liaison for Washington Cities Insurance Authority (WCIA)
• Internal audits
o Surprise cash counts, inventory, utility account monitoring
• Grant monitoring
• Departmental support
• Cash management
o Invest surplus funds
• Special projects
He described services provided by Information Services, 3 FTE for 210 users (employees and City
Councilmembers). He explained the Non - departmental cost center is used to segregate all costs not
directly identifiable to a department /division. Expenditure examples include election costs voter
registration, insurance, audit fees, SNOCOM, ESCA, debt service payments, and transfers to other funds.
He reviewed staffing changes due to reductions in staff:
Staffing as of January 1, 2008 — 8 FTE
Staffing as of August 1, 2010 — 6 FTE
Administrative Services Director
Finance Director
Assistant Administrative Services Director
Accountant — General Government Operations
Accountant — Enterprise Fund & Capital
Accountant
Utility billing
Utility Billing
Payroll technician
Payroll technician
Accounting Assistant — Accounts Payable
Accounting Assistant
Accounting Assistant — Treasury
Executive Assistant
Mr. Hines advised consideration is being given to a 2011 decision package to hire a GIS analyst to assist
with Public Works projects and Planning. This service is currently provided by contract. There also may
be a reduction proposed in the budget for the Fiber Optics program.
Human Resources Department
Human Resources Director Debi Humann described the functions of Human Resources Department:
• Administration of all employee benefit programs including
o Health insurance /EAP
• Federal and State law compliance (FMLA, ADA, EEO, harassment, etc.)
• L &I/Workers' Comp processing and claims handling
• MEBT
• Deferred Compensation /AFLAC
• LEOFF 1 policy development, claims approval, and fund distribution
• City Personnel Policy Development
• Policy and collective bargaining interpretation and application
• Legally complaint recruitment/selection processes including State of WA archival compliance
• Job description /classification maintenance
• Conflict resolution with supervisors and employees including performance improvement,
discipline issues, terminations, handing grievances, etc.
• Union contract negotiations
• All employee issues involving counseling, illness, divorce, death, etc.
• Compensation program development and administration
Edmonds City Council Approved Minutes
August 31, 2010
Page 19
• Civil Service Commission — serve as Chief Examiner
• Disability Board — serve as staff liaison
Ms. Humann summarized Human Resources is involved in or supports employees from hire to retirement
or separation from service. She explained Human Resources is comprised of three parts, Human
Resources, Civil Service, and LEOFF 1. She reviewed preliminary proposed budget changes for the
Human Services Department and Civil Service:
Human Services
2010 Budget
2011 Budget
Change
Supplies
$ 2,756
$ 2,500
($256)
Small Equip
$ 100
$ 100
--
Professional Services
$14,500
$14,000
($500)
Communications
--
$ 500
$500
Travel
$ 500
$ 500
--
Advertising
$10,000
$10,000
--
Miscellaneous
$12,230
$12,230
--
Civil Service
Professional Services
$10,000
$10,000
--
Miscellaneous
$ 180
$ 180
--
She reviewed past HR staffing reductions:
• In 1999 HR had 3 full time staff members (Director, HR Analysis and HR Assistant)
• In 2004, staffing dropped to 2 FTEs
• Currently 2 FTEs support approximately 207 employees, 33 LEOFF 1 members, numerous
retirees and summer season employees and City Councilmembers
She provided a comparison of HR staffing to number of City FTEs in cities comparable to Edmonds by
population. Edmonds is second to last with a ratio of 1 HR staff member to 104 employees. She pointed
out this ratio does not include the 33 LEOFF 1 members, summer seasonal employees or retirees. She
summarized although this comparison illustrated the staffing in HR, it represents how the City staffs in
most departments; Edmonds is well known for lean staffing.
She described past City reduction:
• Cuts have been made to staffing and programs since 1999
• Cuts included layoffs in 2002
• In 2009, Teamsters, SEIU, and non - represented employees took 9 furlough days which resulted in
a savings of $428,000
• In 2009, non - represented employees' merit increases (additional 3% savings) were frozen
Ms. Humann reviewed HR's decision package
• The Health Benefits Committee has been looking at new health insurance options as a result of
AWC's announcement that the two medical plans will no longer be available after January 1,
2012.
• The process included hiring a broker /consultant to "go to market" and bring back alternatives.
Wells Fargo was selected as the broker. They plan to present alternatives the third week of
September.
• The cost to "go to market" was $21,500 which was approved by the Council at the August 3,
2010 meeting.
• If broker provided health plans are selected, the cost for 2011 will be $42,500.
Ms. Humann explained the LEOFF 1 pension system includes any firefighter or law enforcement officer
who worked in a full time capacity and whose membership transferred to the WA Law Enforcement
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August 31, 2010
Page 20
Officers and Firefighters retirement system on or after March 1, 1970. Edmonds currently has 33 LEOFF
1 members. The City is obligated under RCW 41.26 to pay all "medically necessary" costs. For 2010,
$376,566 was transferred from the General Fund to cover LEOFF 1 expenditures. An additional
augmentation of $124,000 will be transferred to this fund to pay estimated 2010 costs. Approximately
$500,000 annually is required to pay LEOFF 1 expenses per the requirements of RCW 41.26. These costs
are mandatory and paid from the General Fund.
Council President Bernheim recalled the presentation regarding healthcare options was scheduled for the
September 14 meeting. Ms. Humann relayed Wells Fargo indicated the information will not be available
until the second or third week of September.
Council President Bernheim asked the impact on Human Resources Department of the sale of the Fire
Department. Ms. Humann responded although one would think there would be a large impact with the
reduction of 54 personnel, Fire Department employees handle most of their own issues and would only
come to HR with large personnel problems that needed investigation or advice. Since the sale of the Fire
Department, staff has been involved in negotiations, healthcare insurance comparisons, etc.
Councilmember Plunkett observed the City was responsible for healthcare of the 33 LEOFF 1 members.
He asked how much was budgeted per year for their healthcare expenses. Ms. Humann answered
approximately $500,000 is budgeted per year. Councilmember Plunkett observed one person could
expend $500,000 in a catastrophic situation. Ms. Humann explained all cities that hired LEOFF 1
individuals are now responsible for the costs associated with their medical care; none of the cites receive
any funding for those costs. Councilmember Plunkett asked if the LEOFF 1 members had any insurance,
noting when they reached age 65, they would be covered by Medicare. Ms. Humann explained the
LEOFF 1 individuals are covered under the City's Regence A healthcare plan. The City is responsible for
the premiums, co -pays for medication and anything that is not covered by Regence that the Disability
Board, comprised of two Councilmembers, LEOFF 1 members, Human. Resources Assistant MaryAnn
Hardie and herself, deems medically necessary. The City does not have long term care insurance for these
individuals as it is cost prohibitive. For example one individual's long term care is approximately
$85,000 /year.
Councilmember Plunkett asked how many members were close to age 65. Ms. Humann answered the
average age is 74, the oldest is 89 and the youngest is 63. Councilmember Plunkett pointed out once the
individuals reached age 65, they were covered by Medicare. Ms. Humann pointed out there were many
expenses that Medicare did not pay such as long term care.
Councilmember Buckshnis recalled former Mayor Haakenson, Ms. Humann and she discussed this
previously; the City is unable to fund the entire liability. Ms. Humann agreed, noting it was a $10 million
liability. Councilmember Buckshnis summarized according to actuaries and what other cities do,
Edmonds is fully funded.
4. QUESTIONS
Questions were asked following each department's presentation.
5. MAYOR'S COMMENTS
Mayor Cooper suggested Councilmembers address priorities or other budget considerations that were not
addressed in tonight's presentation. Mayor Cooper reviewed next steps:
• Councilmembers Wilson and Fraley- Monillas will be provided the presentation on Friday.
• His office is in the final stages of development of an online community survey that will allow
citizens to rank their priorities as well as rate the performance of the City in a variety of areas.
Edmonds City Council Approved Minutes
August 31, 2010
Page 21
• When the September economic forecast is released, a determination will be made regarding
whether further cuts are needed.
• Survey feedback will also assist with determining where cuts can be made.
• A streamlined version of this presentation will be provided to community stakeholder groups.
• The preliminary Mayor's budget will be presented to the Council in early October.
6. COUNCIL COMMENTS
Councilmember Buckshnis suggested posting the PowerPoint presentation on the City's website. She
referred to a list of budget actions taken by other cities that she provided at the last Council meeting.
Councilmember Petso advised she would follow -up via email with any further comments /questions.
Councilmember Peterson thanked staff for the presentation, remarking it was very eye- opening. His
priorities included:
• Investment in IT staff and infrastructure as it would also benefit other departments.
• Requests for employees — although Edmonds has historically done more with less, at some point
less is done with less.
Councilmember Plunkett thanked the Directors and Mayor Cooper for the presentations.
Council President Bernheim also thanked staff for the presentations. He was generally favorably
impressed by the wisdom and restraint exhibited by each department's proposals. He was in favor of most
of the proposals as long as there were sufficient funds available which may include higher taxes. He
pointed out it was up to the citizens of Edmonds to decide what they wanted; if they want deteriorated
services because they are fed up with government, that will be the result.
Mayor Cooper assured the Council would be provided a balanced budget in October; expenditures will be
balanced to revenue projections. It will be up to the Council to decide whether to ask voters for additional
revenue. Even with a levy, those funds will not be collected in 2011; therefore the 2011 budget must be
balanced with the revenue that is available. He was uncertain at this time whether the requested decision
packages could be funded.
7. ADJOURN
With no further business, the Council meeting was adjourned at 9:14 p.m.
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August 31, 2010
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