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02/14/1992 City Council RetreatCITY COUNCIL RETREAT AGENDA FEBRUARY 14, 15, 1992 You may go directly to North Fork Conference Room (approximately 15 feet from main lobby). Council Assistant will check in all Retreat Participants. 8:30 A.M. Continental Breakfast for Retreat Participants in North Fork Conference Room ITEM#TIME _ _ TOPIC _ Speaker 1 9:00 ORIENTATION AND REVIEW OF CITY'S Art Housler FINANCIAL REPORTS. 60 minutes 2 10:00 PRESENTATION BY MARY HUGHES, WATER RATE Mary Hughes CONSULTANT- 60 minutes 11:00 BREAK 3 11:15 ORIENTATION AND REVIEW OF CITY'S ORGANIZATIONAL STRUCTURE. 45 minutes Art Housler 4 12:00 REPORT FROM BRENT HUNTER AND TASK FORCE Task Force ON SALARY STUDY - 45 minutes 12:45 LUNCH - Judy's "At's a Pizza" across the street from hotel (menu attached) 5 2:00 REVIEW OF MAYOR BENEFITS Council 30 minutes discussion 6 2:30 DISCUSSION ON CITY PURCHASING STRUCTURE Art Housler POLICY AND PROCEDURES. 45 minutes Brent Hunter 7 3:15 DISCUSSION ON CITY'S PHILOSOPHY OF THE Mike Springer CITY IN RELATION TO THE EMS PROGRAM 45 minutes 4:00 CHECK INTO ROOMS 5:00 SOCIAL HOUR - JEFF PALMER'S ROOM 7:00 DINNER - LACONNER SEAFOOD AND PRIME RIB HOUSE - 614 1st St. (approximately a five minute walk) menu attached. Order off the menu. SATURDAY, FEBRUARY 15 Breakfast on own - there are approximately 3 restaurants within walking distance from hotel - I have attached one menu from a restaurant, and will provide you with additional menus at the retreat. Also, the hotel }provides a complimentary continental breakfast in the lobby area. 8 8:30 REVIEW OF DEPARTMENT HEAD 1992 GOALS AND BUDGETARY IMPACTS. 60 minutes 9 9:30 DISCUSSION ON ANNEXATIONS Peter Hahn 60 minutes 10 10:30 WATERFRONT/FERRY DOCK DISCUSSION Peter Hahn 60 minutes. 11:30 BREAK - refreshments provided 11 11:45 DISCUSSION ON ROLE OF THE COUNCIL Full Council 90 minutes. participation 1:15 LUNCH - place to be decided by participants 12 2:15 INDIVIDUAL TOPICS Full Council approx. 20 minutes per Councilmember participation ttachment 41 MAYOR'S BUDGET SCHEDULE 1992 AUG 14 Directors/Managers are requested to prepare their budget. SEP 13 Budget data is submitted to the Administrative Services Director either via budget worksheets or entered electronically. SEP 18 Administrative Services Director will review the budget data and balance each of the funds by comparing the expenditures that were requested to the anticipated revenues/cash balance. SEP 25 Mayor and Administrative Services Director will review all departmental budgets. SEP 25 Management Team will meet from 8:00 to 10:00 AM to review the budget funding status and prioritize expenditure requests in the event a fund cannot be balanced. SEP 27 Final Budget Worksheets will be distributed to Directors/Managers. OCT 2 Mayor's staff meeting will include a review of budgets for 1991-1993. OCT 9 Management Team will complete the final review of the budgets before the Budget Book is prepared. OCT 11-25 Budget Book is prepared. NOV 1 Mayor's budget submitted to the City Council. Attachment #2 LEGAL REQUIREMENTS FOR THE BUDGET PROCESS 1 9 9 2 1. 2. 3. 4. 5. 6. 7. 8. MAJOR STEPS Request dept. heads prepare estimates Estimates presented to Mayor Mayor files budget with City Clerk City Clerk publishes Notice of Public Hearings Setting property tax levies Deadline for having copies of preliminary budget available to public Budget hearing Adoption of budget STATE LAW Second Monday of Sept. (September 9) First business day of October 60 days before January 1 (November 1) During first 2 weeks of November November 30 6 weeks before January 1 (November 18) On or before first Monday of December Prior to January 1 Attachment CITY COUNCILS' BUDGET SCHEDULE 1 9 9 2 NOV 9 Budget Work Session - Review overview of revenues (Saturday)and expenditures. (4 hours) NOV 12 Budget Work Session - Review Police, Fire and (90 min) Administrative Services Departments. NOV 19 Budget Work Session - Review Community Services (90 min.) Department. NOV 26 Budget Work Session - Review updated revenue and (60 min.) expenditure figures and adopt ordinance levying 1992 property taxes. DEC 3 Budget Work Session - Review other funds. (90 min.) DEC 10 Budget Work Session - Finalize Budget and adopt (90 min.) 1992 Budget Ordinance. THESE MINUTES SUBJECT TO MARCH 17 APPROVAL EDMONDS CITY COUNCIL 1992 RETREAT MINUTES FEBRUARY 14, 15, 1992 The City Council Retreat was called to order at 9:00 a.m. by Council President Jeff Palmer at the LaConner Country Inn Conference Room, 107 S. Second Street, LaConner, Washington. PRESENT Laura M. Hall, Mayor Jeff Palmer, Council President Steve Dwyer, Councilmember Dave Earling, Councilmember Michael W. Hall, Councilmember William J. Kasper, Councilmember John Nordquist, Councilmember Tom Petruzzi, Councilmember STAFF Peter Hahn, Comm. Serv. Dir. Art Housler, Admin. Serv. Dir. Brent Hunter, Personnel Director Dan Prinz, Police Chief Mike Springer, Asst. Chief Scott Snyder, City Attorney Barb Mehlert, Council Assistant Council President Palmer reminded Retreat Participants that the City is operating under budgetary restraints, therefore, that should be kept in mind when ordering meals. Council President Palmer said the purpose of the Retreat is to reach agreements and understanding on several issues, and to formulate policy stances and action plans. ORIENTATION AND REVIEW OF CITY'S FINANCIAL REPORTS Art Housler, Administrative Services Director, referenced the Agenda Packet which included a listing of Financial Reports that are generated and distributed to all Councilmembers. The listing included six reports that are distributed annually, and eight reports that are distributed monthly. Mr. Housler explained the benefits of each report to the Council. Concerning the Warrant Register, Mr. Housler requiring the City to place the Warrants on weekly basis for full Council approval. Mr. Attorney Scott Snyder for an opinion on this mandates the Warrants only go to the Finance the balance of the Council. Mr. Housler said said the State is now Consent Agenda on a Housler said he asked City subject, as City Code Committee, with copies to it was the opinion of the City Attorney to comply with the State's request and place the Warrants on Consent Agenda for full Council approval. It was the consensus of the Council to comply with the State regulations and directed Mr. Housler to see that the Warrants appeared on the weekly Consent Agenda for Council approval. It was also the consensus of the Council that Staff should pay more attention to the detail in the description contained in the Warrant Register so that anyone reviewing City Expenditures will know exactly what the expenditure is for. The Council discussed the Financial Report, and the frequency in which it is provided to the City Council. In light of falling revenues, Council President Palmer suggested the Council receive the Financial Report on a quarterly basis with monthly summaries being provided in the interim. The City Council felt this was a good way to effectively monitor the City's financial state. With regards to the Monthly Cash Flow Report, the Council asked that the report contain some kind of variance detail. It was noted by Mr. Housler that this would go to the Finance Committee first with a recommendation on how the material should be presented. PRESENTATION BY MARY HUGHES, WATER RATE CONSULTANT Mary Hughes, Water Rate Consultant, provided her report and analysis to the Council regarding a proposed water rate increase for the City of Edmonds. Ms. Hughes said the City of Edmonds last increased water rates nine years ago, in 1983. However, the average cost of water purchased from suppliers has increased nearly 60% in the last 7 years alone. Ms. Hughes said the City now needs to increase water rates by 50% to meet increasing operating costs, to keep the water utility in good operating condition, to fund capital projects, and to pay revenue bond debt service. Ms. Hughes recommended the increases be staged over the next three years with an increase for 1992 as soon as possible of 35%; an additional 10% in 1993; and the remaining 5% in 1994. In addition, Ms. Hughes recommended that in 1994, the City review estimated operating costs each -year at budget time and plan annual rate increases for the following year to at least cover operating cost increases. Ms. Hughes said with no rate increase, operating costs would exceed operating revenues in 1993 by approximately $45,000 with no excess available to fund capital or renewal costs, or pay debt service on outstanding bonds. Ms. Hughes said the City purchases all of the water for the utility from two sources: approximately one third from the City of Seattle, and two-thirds from the Alderwood Water District. Ms. Hughes discussed her report with the Council in detail. Councilmembers were very concerned over the recommendation for an initial increase of 35%. Councilmembers inquired if the percentages could be more evenly disbursed over the three year period. Ms. Hughes replied the initial 35% is needed or the operating costs would exceed operating revenues in 1993 by $45,000. The Council inquired on why the City has not monitored this more carefully to avoid such a large increase at one time. It was the feeling of the Council that small annual increases should take place in order to keep up with the cost of increases and inflation. CITY COUNCIL RETREAT MINUTES The Council discussed various methods that would minimize the initial increase, as the Council felt the citizens of Edmonds are tax burdened as is, and did not need this dramatic of increase. The Council did concur that the increase is justified by the increase in costs, however, were concerned over the initial 35% increase. Ms. Hughes discussed a Comparison of Proposed Rates Statewide, and said out of eight water districts surrounding the City of Edmonds, Edmonds has the second lowest water rate. The Council discussed the previous time water rates were increased several years ago, and the amount of public input that was brought forth. It was important to the Council that this proposed water rate increase be well presented to the public so they would understand the reasoning of the proposed increase. After lengthy discussion, the Council concurred that two public hearings be held on this subject: March 17: PRESENTATION BY MARY HUGHES OF YEASTING & HUGHES, AND PUBLIC HEARING ON RECOMMENDED WATER RATE INCREASE, AND March 31: PRESENTATION BY MARY HUGHES OF YEASTING & HUGHES AND SECOND PUBLIC HEARING ON RECOMMENDED WATER RATE INCREASE. It was important to the Council that the public be granted more than one opportunity to speak on this subject. The Council also requested that the rates be reviewed every year so that small incremental raises be implemented if necessary. Mary Hughes will be in attendance for both hearings as outlined above. It was the consensus of the Council to ask Mayor Hall formulate her recommendation by March 1st on this subject. ORIENTATION AND REVIEW OF CITY'S ORGANIZATIONAL STRUCTURE Brent Hunter, Personnel Manager, provided each Retreat Participant with information regarding each department's organizational structure. The City Council reviewed each department's organization. With regards to the Municipal Court, it was noted there were 10,000 filings for 1991, and approximately $617,000 collected from the court system. With regards to the departments under Community Services, Parks and Recreation Division, it was noted the'Anderson Center is one of the highest volume centers utilized in the City of Edmonds. REPORT FROM BRENT HUNTER AND TASK FORCE ON SALARY STUDY Brent Hunter, Personnel Director, noted the Salary Task Force, made up of two Councilmembers and two Staff members have been meeting on this subject. Mr. Hunter said in 1992, the Administration proposed a salary package for the Non -represented employees, which amounted to a 7.9% increase. The Council granted a 5.5% cost -of -living increase, effective January 1, and requested the task force re-examine the non -represented employees' current salary plan. It was noted all other salary increases for this group, such as merit pay, were frozen until further notice. The Council requested the task force examine several issues: External salary comparisons, Internal comparisons of positions within the City's organization, 60% rule; the measurement between personnel costs and Operations and Maintenance Cost, upward pressure from the union employee wage increases, cost of living adjustment, CITY COUNCIL RETREAT MINUTES incentives; merit pay/bonuses/performance pay and salary ranges - lateral movement across the range. The task force acknowledged that the collective bargaining process with the union employees is driving the city's salary policy, including the non -represented employees. After discussion of this item, the Council felt that the seven marketplace cities being used exclusively for comparison of salaries should not be used, and instead salary surveys be more specific and comparable to individual positions. The task force set forth several recommendations to the Council for their review. It was the consensus of the Council to more thoroughly review the Report from the Task Force, in light of the fact that the Report was just distributed to the Council. This was left as an open item for future discussion. REVIEW OF MAYOR BENEFITS City Attorney Scott Snyder noted the Council had requested an opinion regarding the sick leave and vacation pay that was paid to the former Mayor when he left the City. It was discussed by the Council and City Attorney that when a Mayor is elected, there is no statutory or indeed practical requirement for a Mayor to accrue sick leave and vacation, as the Mayor does not have a specific amount of hours he or she has to maintain. It was noted the Mayor is elected to perform certain functions and there are no statutory or constitutional requirements for the number of hours an individual must work. A mayor may accomplish his or her job in several hours or several hundred hours per month. Mr. Snyder said it is unusual but not unknown for a City to provide sick leave or vacation to its mayor. Mr. Snyder said it was his recollection that when the former Mayor had heart surgery, benefits were established to provide guidelines for the Mayor's usage of vacation and sick leave in order to determine whether future salary adjustments would be justified. That is, the Council wished to be assured that it in deed had a full time mayor. If the Mayor had exceeded the vacation and sick leave usage, the Council could not have reduced his salary below the level established prior to the date he took office, but could have refused to provide future salary increases. It was Mr. Snyder's recollection that the former Mayor had a practice of drafting memos in his absence delegating certain functions to City staff members. The Council inquired on how the sick leave and vacation hours "accumulated" by the Mayor were determined and Brent Hunter, Personnel Manager replied the former Mayor provided him with the figures. The Council was concerned that the Mayor was simply able to hand over arbitrary figures and be reimbursed. Councilmembers instructed Scott Snyder to redraft for a future agenda, the ordinance pertaining to "limiting the application of sick and vacation benefits to the office of Mayor". Mr. Snyder suggested the Council consider amending Ordinance 2753 to do away with lump sum payouts. It was also noted that if the City Council chooses to delete the -benefit, it can do so only effective at the close of the current Mayor's term. The Councilmembers thought the Draft Ordinance was to Wordy. The Council also instructed the City Attorney to refer to "Mayor" instead of specifically naming the Mayor. CITY COUNCIL RETREAT MINUTES Under another subject, Brent Hunter, Personnel Manager, stated the current Mayor has requested not to participate in the City's PERS plan, Mr. Hunter stated the Mayor, however, would like to take that amount that would have gone into PERS and apply it to a different retirement system called "Deferred Compensation". It was noted in either case, the amount is 6.5% of the Mayor's Salary. The Council was told by Mr. Hunter that the City would be paying the identical amounts in either case, and it was just a matter of preference on the Mayor's part. It was the consensus of the Council to consider allowing Mayor Hall this option in light of Mr. Hunter's explanation. It was noted that City Attorney Scott Snyder would draft a separate ordinance regarding the Deferred Compensation option, and would also appear on a future Consent Agenda. DISCUSSION ON CITY PURCHASING STRUCTURE POLICY AND PROCEDURES Art Housler, Administrative Services Director, familiarized and reviewed the purchasing policy procedures with the City Council. The Council concurred that when items appear on a Consent Agenda or Regular Agenda concerning the purchase of a specific item, Staff should provide a written explanation on why that specific item is needed versus a like kind and quality. Regarding Bids, Council concurred that Staff should advise Council in the future, on the reasons for rejecting certain bids and the reasons for accepting the top bid. Regarding State Contract, Council suggested the "market be worked". It was felt that many of the items on State Contract perhaps had a higher price than if Staff checked around with other vendors. The Council also suggested that Staff negotiate products with vendors in advance and draw upon the vendor stores when needed. Council gave copy paper as an example. It was noted the City could negotiate a price a year in advance for x amount of paper (after reviewing the total paper usage City wide for a year) and since the City hasn't the storage for all of the paper, could draw upon the vendor's supply as negotiated. The Council felt that the supplies that are used on a regular basis could be bought in bulk, instead of ordering here and there when needed. It was also noted all departments should be going through the Communications/Purc�iasing Coordinator to order all office supplies, not on an individual basis. It was noted that the re -cycled office supplies be utilized in departments, such as the brown mailing envelopes, etc. DISCUSSION ON FIRE DEPARTMENT: PHILOSOPHY OF THE CITY IN RELATION TO THE EMS PROGRAM Mike Springer, Assistant Chief, referenced materials put together by Chief Buzalsky. Mr. Springer presented a history of the Edmonds Fire Department and the inception of EMS to the Council. Mr. Springer said EMS has come along way and has become much more technically and medically advanced. Mr. CITY COUNCIL RETREAT MINUTES Springer also explained the relationship between different Fire Districts and the cooperation that exists between all local Fire Districts. Mr. Springer said the direction of the EMS, as the Fire Department sees it, is that the calls for assistance is increasing approximately 10% each year. Mr. Springer said the City of Edmonds has more cardiac and respiratory problems than any other jurisdictional response. Mr. Springer said that is because of the elderly population in Edmonds, and noted the paramedics are therefore, very versed in heart attacks, strokes, and respiratory problems. Mr. Springer noted modern medicine is allowing people to live longer, thus these people are living at home rather than a hospital. Mr. Springer said chemicals paramedics use are getting positive results for respiratory problems. Mr. Springer said the paramedics are currently using a chemical that stops a heart attack immediately. The Council further discussed the future of the EMS and importance of it to the Fire Department. SATURDAY, FEBRUARY 15, 1992 REVIEW OF DEPARTMENT HEAD 1992 GOALS AND BUDGETARY IMPACTS. Art Housler, Administrative Services Director, Peter Hahn, Community Services Director, Mike Springer, Assistant Fire Chief, and Dan Prinz, Police Chief presented and explained their 1992 goals to the Council. The Council concurred that Mayor Hall should review the 1-991 Department Head Goals to see if they had been completed, as it was noted by Councilmember Nordquist that some of them are uncompleted at this time. Mayor Hall concurred. DISCUSSION ON ANNEXATIONS At the request of the Council, Peter Hahn, Community Services Director, presented a large map showing boundaries of Edmonds' growth area. The City Council discussed the Norma Beach/Picnic Point annexation at great length. The Council indicated that they were no longer interested in pursuing the Norma Beach/Picnic Point annexation any further. With the exception of Councilmember Hall, the Council felt there were to many multi -million dollar capital projects involved and other unknowns at this time regarding the area including drainage issues and legal costs. The Council felt it would be to big ❑f a financial burden to the City at this time. The Council requested Peter Hahn draft a letter that would be sent to the residents of the Norma Beach/Picnic Point area that included the reasons for Council decision not to pursue annexation. It was noted the letter would be sent to all residents who publicly commented on the subject at Council Meetings. The Council also felt the small town atmosphere of Edmonds would be greatly affected by such a large annexation. It was the consensus of the Council consider pursuing annexations in Perrinville and Esperance. The Council felt these two areas more logically fit into Edmonds and felt there would be support from CITY COUNCIL RETREAT MINUTES residents in both areas. It was noted Esperance is able to utilize some of the City's services at no cost to its citizens. Council President Palmer suggested Peter Hahn develop an action plan and data for presentation to a future Community Service Committee with regards to the two potential annexation areas. It was noted Peter Hahn would also provide the Council with precinct maps regarding these two areas. WATERFRONT/FERRY DOCK DISCUSSION Peter Hahn reviewed the Draft "CITY OF EDMONDS POSITION PAPER - EDMONDS FERRY LOCATION" with the Council. The Council made a few minor revisions, and Peter Hahn noted it would appear on a near future Consent Agenda for Council approval. Councilmember Earling said the business community should be considered in the process, and suggested an economic impact survey be completed which would address the impact to local businesses if the ferry was moved. The majority of the Council felt local businesses would be impacted favorably if the ferry was relocated. It was noted Peter Hahn would draft a Scope of Work concerning the economic survey and bring it to the Council for review. Councilmember Hall said he doesn't agree with the Position Paper and feels to many issues have been left unanswered such as the aesthetic value of the current situation. Councilmember Nordquist suggested a passenger only ferry could in instituted at the present ferry dock site. Councilmembers were receptive to this idea. The Council discussed Unocal's interest in using their facility for a Hazardous Materials collection site. It was noted the hazardous materials would consist of contaminated soil. DISCUSSION ON THE ROLE OF THE COUNCIL Council President Palmer read a paragraph from an AWC handbook defining what the role of the Council is. Council President.Palmer said the role of the Council is to set policy and see that the policies are implemented. Council President Palmer said he, as well as many other individuals has observed that the Council spends a great deal of time micro -managing the affairs of the City, and not enough time establishing policy. Council President Palmer noted the extended length of Council Meetings lately. Council President Palmer opened the subject up for discussion, and the Council agreed to the following: 1. City Council Minutes: It was the consensus of the Council. to reduce the length of the current minutes by having summary minutes prepared of the City Council Meetings. The Council felt the minutes were too long, and noted other Cities currently utilize summary minutes. The Council said the tapes would always be available for review, and agreed to the summary minutes on a trial basis. No set time was placed for CITY COUNCIL RETREAT MINUTES CCnntiAnv lR I InAn the trial basis. The Council also felt the summary minutes would result in cost savings. A motion would-be needed to this affect at a future City Council meeting. It was noted the Council Assistant has been recording and transcribing the Council Minutes on an interim basis. At the request of Council President Palmer, the Council Assistant noted the average of total time spent in attending and transcribing the Council Minutes is approximately 4 - 5 hours less than what has been past practice. Council President Palmer noted this would even save more as summary minutes were adopted. 2. Council contact with Staff members It was the consensus of the Counci Ffo go through the Mayor versus contacting city employees when the Council had requests, and so forth. It was noted the Council should not contact anyone below a Department Head without first notifying the Mayor. 3. Cit Council Agenda Items The Counci felt they should focus more on City policy issues such as the ferry dock, GMA, and afford them greater priority on the Agenda. There was concern that the Council was spending a great amount of time on details of a subject, rather than the big picture. The Council felt they should stick to the policy issue of the subject rather than going into so much detail 4. City Council Hearings The Council discussed limiting the number of times one individual could speak on one topic during the same part of a meeting. It was the consensus of the Council that every person should have an opportunity speak before a duplicate speaker was heard. The Council recommended establishing a "sign up board" in Council Chambers including a sign up sheet for the "Audience Portion". The Council feels the sign up board would be more visible to the public and allow more citizens to participate in hearings. 4. Recommendations from the Mayor It was the consensus of the Council that the Mayor give a recommendation on all issues in which Staff has made a recommendation so the Council may know if the Mayor Recommendation and Staff recommendation are the same. It was also discussed that the Council take a more "hands -off" approach when it comes to duties the Mayor is responsible for, specifically administrative issues. 5. COUNCIL MINUTE TAPES It was the consensus of the Council that Council Minutes tapes be kept on a permanent basis versus being destroyed after the prescribed six year period. 6. REPORTS FROM MAYOR It was the consensus of the Council to request a written report from the Mayor in instances where the Mayor attends a meeting at the Councils request or instances where the Mayor is representing the City Council. CITY COUNCIL RETREAT MINUTES Community Services N EW S L El V Page 8 9 0 - -1<) 9 This 1991 update is intended to inform the Community Services Department staff of department and city activities and highlights. I also want to take this opportunity to thank the staff for a very productive year and for their dedication to the City. The success of this department and the quality of life in Edmonds are largely attributable to their effort. Happy Holidays. Peter Secondary Treatment Plant Tis Done! In late July the City achieved secondary treat- ment. In August and September the remaining work was mainly site restoration and cleanup. We are still in the shake down phase Department T E R Department Mission Statement: To plan the orderly growth of the City; to construct and maintain the City's facilities; to provide the physical, recreational, cultural and aesthetic amenities for the City's people; to keep the City beautiful and vital. but by all accounts the plant is working just fine. The formal dedication was held on October 18 at the Pergola end. Get used to "pergola." This. will probably be one of the more attractive public spaces in Edmonds. The event was well attended by members of the Edmonds community as well as the participating jurisdictions, and was a huge success. Stormwater Management Early in 1991 the City completed work on the Shell Creek Bypass Project. This $2.5 million project is one of the largest construction projects in the City's history. The City also completed its last basin study and now has a comprehensive stormwater management plan- Page 4 Short Takes The Building Division has developed a computerized permit tracking system and connected all personal computers in Planning and Building on a network Public Works has started the implementation of a computerized maintenance management system. At least three special events have proceeded without a hitch: the Arts Festival, the 4th of July, and the Taste of Edmonds. There was a totally unex- pected annexation issue before the City Council, is the Fail. A large number of people from the Norma Beach and the Picnic Point areas expressed very strong interest in joining Edmonds. Staff did a major study of the impacts and the Council held a hearing attended by more than 100 proponents of the annexation_ After considerable debate the Council voted 4-3 against the annexation. Concerns were expressed with losing the small town character of Edmonds as well as soil stability and hidden public works costs in the area. Space Needs The City Council has recognized the city's space needs. A consultant was selected but the project was deleted in the 1992 budget reductions. This may be brought back because the Cowrcil has seen the need for the project. 1992 Budget This may be the biggest story of 1991: A "crisis" was created when the voters in Edmonds failed to pass the Emergency Medical Services (EMS) Levy =- a substantial majority approved it, but there weren't enough votes for valida- tion. In addition, the slowing economy and forecasting prob- lems were responsible for lower sales tax revenues than antici- pated. The Mayor and Management Team reduced the proposed 1992 budget by over $1 million. A number of requested and existing positions were eliminated or will be left vacant as individuals mire. In fact, the 1992 Budget is virtu- ally the same as the 1991 Budget. The Council in response agreed to restore the property tax levies to the full amount allowed by law. During 1992 the City will give the voters the opportunity to pass the EMS Levy one more time. 1991 Elections We will all have a new boss starting in 1992 when Laura Hall takes over. She is no stranger to most of us, having served on the Council for most of the 1980's and having attended many of our functions in the city. In addition two new councilmembers will replace Jo -Anne Jaech and Roger Hertrich. They will be Dave Earling and Mike Hall, two people who have been involved in civic affairs and know the City fairly well. We all wish Jo -Anne, Roger, and of course Larry Naughten the very best and thank them for their years of public service. Community Services Department Year End Report December, 1991 Page 3 No. of Permits 1,000 Boo 600 400 200 promotion or new hire were: Rhonda March, who will be the City ClerIqjacqui Austin the new Office Administrator, Noel Miller, the new Public Works Superinten- dent; Rob Chave, the new Plan- ning Manager, Jim Walker, the new Assistant City Engineer, Jeff Wilson, the new Current Planning Supervisor, Dee McGrath, the new Community Services Secre- tary, Steve Daly, the new Athlet- ics Coordinator, Don Fiene, the new Hydraulics Engineer, Chris- tine Sidwell, the new ArtWorma- tion Coordinator, Karlene Mont- gomery, new WWTP Support Clem Vivienne Myers, new CS Receptionist; Ken Clarke and Mike Waters, new Sewer Mainte- nance Workers; and Dean Cassinelli, new WWTP Operator. Recycling Begins In the first five months of recycling, the City of Edmonds achieved a recycling participation rate of 59%, a rate which the award winning recycling program in Seattle did not achieve until Building Permit Activity (Year to Date) 1985 19W 1987 1988 1989 1990 1991 Permits —•rt— Valuation $35.0 $30.0 $2S.0 $20.0 after about 15 months of opera- tion. In 1992 we will slowly phase in apartment buildings and some commercial recycling. Growth Management & Regional Activities This is perhaps the least visible "activity." There is much going on that involves the city. Much of the added importance is because of two Growth Nlanage- ment bills passed in 1990 and 1991. A new regional government called the Puget Sound Regional Council was born in late 1991. This body will do regional plan- ning and play a key role in transportation. The latter is of primary concern. to Edmonds because of SR 104 and the ferry. The City Council voted to join this body. Meanwhile, intergovern- mental planning in Snohomish County continues through the Snohomish County Tomorrow forum. A number of agreements will be coming out of this, includ- ing how the future of urban areas like Esperance will be determined. Permit Activity Up, Value Down The number of permits handled by the Planning Division increased in 1991, Permit continuing the trend of Value recent years (see chart $ � $•0 S$Miuionsj _+ left). However, because the value of permits was down, overall fees collected for building permits was lower in 1991 than in 1989 or in 1990. $10.0 $5.0 $0-0 Page 2 New Public Works Operations Center As of mid August, the City now owns 4.35 acres of land between 210th and 212th Streets, east of 72nd Avenue. In 1992 a consultant will begin designing the new public works operations facility to be built on this site. Roads and Transportation Notice the beautiful streets downtown? Major overlaying was accomplished using 83% federal funding. Main Street, Fifth Ave., Walnut, Sunset were among the major streets repaved under this program, In addition, Third Ave. was repaved as part of the Metro swap work The result is striking. As a final touch, brick pavers were installed at main downtown intersection. Onbe the streets around the treatment plant are restored in September, the City streets will look good Further east, planning and design for Highway 99 widening and paving continue. It's a big project and it could well be that final design and right of way acquisition will not be completed till 1992. This $15.3 million project is the largest road project in the City's history. Meanwhile, as part of the Growth Management mandates, the City is ready to start its comprehensive Transportation Plan Separately from this, but closely following, will be the bicycle and trail plan. Waterfront News In 1991 the City Council began consultant selection inter- views for a waterfront and down- town plan. The work will start in 1992. Key elements of the plan will be the future of the Safeway site and the Unocal site. The ferry will also be a crucial subject. The ferry feasibility study is winding down. This engineering study was intended to investigate the naviga- tional feasibility of a Point Edwards ferry terminal location, and to evaluate the environmental impacts of alternative ferry terminal locations. The Edmonds Ferry will continue to be a major issue. The City has been working closely with the State Department of Transportation on the study and will continue to work in 1992 through various regional fonuns to promote the city's position. That position, while not yet formally adopted, is to ensure that the ferry dock location is properly mitigated - Parks Projects The City has completed or is in the process of doing a number of parks master plans in 1991. These include Brackett's Landing, Pine Ridge Park, and City Park (to start later in the year). The City will also be install- ing corner parks at the Perrinville intersection as soon as the Postal Service Annex construction is far enough along. People News It seems like 1991 was an incredible year for changes: leaving the City were Bobby Mills; Mary Lou Block; Linda McCrystal; Bob Bower, Huda Olsen; Jack LaMont; Allan Bustad; and Daryl Faber. We wish them all the best luck in their new endeavors. Changes through either REVIEW OF DEPARTMENT HEAD 1992 GOALS AND BUDGETARY IMPACTS Attachment #1 - Administrative Services Director Goals Attachment #2 - Fire Chief Goals Attachment #3 - Police Chief Goals Attachment #4 - Community Services Director Goals ADMINISTRATIVE SERVICES DIRECTOR'S GOALS - 1992 A. J. HOUSLER Prepare the City's Comprehensive Annual Financial Report to meet international con- formance reporting standards in order to receive the Certificate of Conformance Award. My involvement will consist of automating the preparation of combined statements, preparing the introductory section and notes, and editing final draft. Completion date: 06/01 /92 500 hours 2. Review and update all accounting manuals, e.g., Fixed Asset Manual. Completion date: 12/31 /92 200 hours 3. Continue to assist with the assignments of the Accountants. The new Accountants have been employed by the City for less than a year. It takes two years in the position to be thoroughly trained and to become fully productive. The previous accountant had only been in the position one year. The accountant before that was in the position 13 years. The position has been in a turmoil, which has been very difficult to overcome - it will just take time. My goal is to keep the flow of work moving. The system fails if a backlog develops. Completion date: 10/31 /92 200 hours 4. Make improvements to the new cashiering system and train the two Accounting Clerks to become proficient in its use. To enhance the cashiering system by allowing for a thirteenth month accumulation of annual accruals. Completion date: 11 /30/92 160 hours 5. Improve upon the Budget format in accordance with the City Council's direction. Refinements of the format is still needed. Completion date: 08/31 /92 210 hours FIRE DEPARTMENT GOALS - 1992 - After Enhanced 911 is complete and fire equipment is up to standard, work toward an insurance re -rating of a Class 3. - Develop a short term (1-5 years) Fire Department master plan to include space needs, equipment, safety and manpower. a. With the assistance of the Public Safety Committee, develop a plan for the location of the stations, funding for same and a time line for completion. b. Develop a plan for apparatus upgrading with a time line and funding. - Complete ladder testing program to comply with N.F.P.A. Standard 1500. - Expand and broaden the fire education program within the schools. - Institute a company and individual evaluation review program for all personnel. - Institute the formalized pre -fire plan program and pre -fire plan a minimum of 24 target hazards in 1992. - Develop and institute an emergency operation manual. Begin the development of a routine, training and policy manual concept- - Institute a Company Officer Development Program. - Conduct officer training for all officers, acting officers and personnel working,to become officer or acting officer. - Develop a plan for assisting career of present officers in attaining their goals., 09/30/91 MEMD TO: Laura M. Hall Mayor FROM: Dan Prinz Chief of Police SUBJECT: 1992 GOALS The 1992 goals for the Police Department are as follows: 1. Develop a career enhaneemant program for patrol officers. 2. Provide increased coverage and training opportunities for Stevens Hospital security personnel. 3. Implement an animal control education program for second grade students in local schools. 4. Conduct an audit of the property room and develop and implement a program for timely release, sale, or destruction of property and evidence. 5. Work with the Personnel Manager to make sure the Police Department is in compliance with the Americans with Disabilities Act. 6. Expand D.A.R.E. to include a high school program and a parent component. 7. Implement an electronic hone detention system by April 1, 1992. 8. Evaluate a twelve-hour shift schedule and, if deemed appropriate, implement the schedule by April 1, 1992, for a six-month trial period. 9. The Business Watch program will be completed for all businesses by September 1, 1992. 10. Develop a program for patrol officers to talk with Block Watch and Business Watch representatives to identify local problems and suggest solutions. DP/aec cc: City Council GOALS/92/TXTDP Page Community Services E VV S L E I 890-Jo9_ This 1991 update is intended to inform the Community Services Department staff of department and city activities and highlights. I also want to take this opportunity to thank the staff for a very productive year and for their dedication to the City. The success of this department and the quality of life in Edmonds are largely attributable to their effort. Happy Holidays. Peter Secondary Treatment Plant Tis Done! In late July the City achieved secondary treat- ment. In August and September the remaining work was mainly site restoration and cleanup. We are still in the shake down phase Department -TER Department Mission Statement: To plan the orderly growth of the City; to construct and maintain the City 's facilities; to provide the physical, recreational, cultural and aesthetic amenities for the City's people; to keep the City beautiful and vital. but by all accounts the plant is working just fine. The formal dedication was held on October 18 at the Pergola end. Get used to "pergola." This, will probably be one of the more attractive public spaces in Edmonds. The event was well attended by members of the Edmonds community as well as the participating jurisdictions, and was a huge success. Stormwater Management Early in 1991 the City completed work on the Shell Creek Bypass Project. This $2.5 million project is one of the largest construction projects in the City's history. The City also completed its last basin study and now has a comprehensive stormwater management plan. Page 4 Short Takes The Building Division has developed a computerized permit tracking system and connected all personal computers in Planning and Building on a network Public Works has started the implementation of a computerized maintenance management system. At least three special events have proceeded without a hitch: the Arts Festival, the 4th of July, and the Taste of Edmonds. There was a totally unex- pected annexation issue before the City Council, in the Fall. A large number of people from the Norma Beach and the Picnic Point areas expressed very strong interest in joining Edmonds. Staff did a major study of the impacts and the Council held a hearing attended by more than 100 proponents of the annexation. After considerable debate the Council voted 4-3 against the annexation. Concerns were expressed with losing the small town character of Edmonds as well as soil stability and hidden public works costs in the area. Space Needs The City Council has recognized the city's space needs. A consultant was selected but the project was deleted in the 1992 budget reductions. This may be brought back because the Council has seen the need for the project. 1992 Budget This may be the biggest story of 1991: A "crisis" was created when the voters in Edmonds failed to pass the Emergency Medical Services (EMS) Levy = a substantial majority approved it, but there weren't enough votes for valida- tion- In addition, the slowing economy and forecasting prob- lems were responsible for lower sales tax revenues than antici- pated- The Mayor and Management Team reduced the proposed 1992 budget by over $1 million. A number of requested and existing positions were eliminated or will be left vacant as individuals refire. In fact, the 1992 Budget is virtu- ally the same as the 1991 Budget. The Council in response agreed to restore the property tax levies to the full amount allowed by law. During 1992 the City will give the voters the opportunity to pass the EMS Levy one more time. 1991 Elections We will all have a new boss starting in 1992 when Laura Hall takes over. She is no stranger to most of us, having served on the Council for most of the 1980's and having attended many of our functions in the city. In addition two new councihnembers will replace Jo -Anne Jaech and Roger Hertrich. They will be Dave Earling and Mike Hall, two people who have been involved in civic affairs and know the City fairly well. We all wish Jo -Anne, Roger, and of course Larry Naughten the very best and thank them for their years of public service. Community Services Department " Year End Report December, 1991 Page 3 No. of Permits 1.000 Soo G00 -400 200 promotion or new hire were: Rhonda March, who will be the City Clerk; Jacqui Austin the new Office Administrator, Noel Miller, the new Public Works Superinten- dent; Rob Chave, the new Plan- ning Manager, Jim Walker, the new Assistant City Engineer; Jeff Wilson, the new Current Planning Supervisor, Dee McGrath, the new Community Services Secre- tary; Steve Daly, the new Athlet- ics Coordinator, Don Fiene, the new Hydraulics Engineer; Chris- tine Sidwell, the new Art/Informa- tion Coordinator, Karlene Mont- gomery, new WWTP Support Clerk; Vivienne Myers, new CS Receptionist; Ken Clarke and Mike Waters, new Sewer Mainte- nance Workers; and Dean Cassinellt new WWTP Operator. Recycling Begins In the first five months of recycling, the City of Edmonds achieved a recycling participation rate of 59%, a rate which the award winning recycling program in Seattle did not achieve until Building Permit Activity (Year to Date) 1%5 19M 1987 19M 1989 1990 1991 �' =�'`�=" Permits �E Valuation $35.0 $30.0 $25.0 $20.0 after about 15 months of opera- tion. In 1992 we will slowly phase in apartment buildings and some commercial recycling. Growth Management & Regional Activities This is perhaps the least visible "activity." There is much going on that involves the city. Much of the added importance is because of two Growth -Manage - meat bills passed in 1990 and 1991. A new regional government called the Puget Sound Regional Council was born in late 1991. This body will do regional plan- ning and play a key role in transportation. The latter is of primary concern to Edmonds because of SR 104 and the ferry. The City Council voted to join this body. Meanwhile, intergovem- mental planning in Snohomish County continues through the Snohomish County Tomorrow forum. A number of agreements will be coming out of this, includ- ing how the future of urban areas like Esperance will be determined. Permit Activity UP, Value Down The number of permits handled by the Planning Division increased in 1991, Permit continuing the trend of Value recent years (see chart $15.0 {$Millions) at left). However, because the value of permits was down, overall fees collected for building permits was lower in 1991 than in 1989 or in 1990. $10.0 $5.0 $0.0 Community Services Department Year End Report _ December, 1991 Page 2 New Public Works Operations Center As of mid August, the City now owns 4.35 acres of land between 210th and 212th Streets, east of 72nd Avenue. In 1992 a consultant will begin designing the new public works operations facility to be built on this site. Roads and Transportation Notice the beautiful streets downtown? Major overlaying was accomplished using 83% federal funding. Main Street, Fifth Ave., Walnut, Sunset were among the major streets repaved under this program. In addition, Third Ave. was repaved as part of the Metro swap work The result is striking. As a final touch, brick pavers were installed at main downtown intersection. Once the streets around the treatment plant are restored in September, the City streets will look good Further east, planning and design for Highway 99 widening and paving continue. It's a big project and it could well be that final design and right of way acquisition will not be completed till 1992. This $15.3 million project is the largest road project in the City's history. Meanwhile, as part of the Growth Management mandates, the City is ready to start its comprehensive Transportation Plan Separately from this, but closely following, will be the bicycle and trail plan. Waterfront News In 1991 the City Council began consultant selection inter- views for a waterfront and down- town plan. The work will start in 1992. Key elements of the plan will be the future of the Safeway site and the Unocal site. The ferry will also be a crucial subject. The ferry feasibility study is winding down. This engineering study was intended to investigate the naviga- tional feasibility of a Point Edwards ferry terminal location, and to evaluate the envirouniental impacts of alternative ferry terminal locations. The Edmonds Ferry will continue to be a major issue. The City has been working closely with the State Department of Transportation on the study and will continue to work in 1992 through various regional forums to promote the city's position. That position, while not yet formally adopted, is to ensure that the ferry dock location is properly mitigated. Parks Projects The City has completed or is in the process of doing a number of parks master plans in 1991. These include Brackett's Landing, Pine Ridge Park, and City Park (to start later in the year). The City will also be install- ing corner parks at the Perrinville intersection as soon as the Postal Service Annex construction is far enough along. People News It seems like 1991 was an incredible year for changes: leaving the City were Bobby Mills; Mary Lou Block; Linda McCrystal; Bob Bower, Huda Olsen; Jack LaMont; Allan Bustad; and Daryl Faber. We wish them all the best luck in their new endeavors. Changes through either MEMORANDUM February 7,1992 TO: City Council FROM: Peter Hahn SUBJECT: Waterfront/Ferry Dock Discussion This is prepared forthe Council Retreat (Staff member to provide info: Peter Hahn. Information requavted. provide a breakdown on the ferry dock issues, waterfront issues, and upland concerns.) FERRY DOCK ISSUES Decided: Point Edwards is the preferred location. Public Input Implementation Regional Transportation Plan: working through Snohomish County Tomorrow and the Regional Council City's Comprhensive Plan Negotiating with WSDOT Unocal Negotiations: leasing of land. EIS preparation. Funding Interim Plan for minimizing impact of existing location. WATERFRONT ISSUES Land Acquisition of Key Parcels Review of Shoreline Master Program Improved public access and parking Linkages to downtown, to City Park, to the Marsh, to the Hatchery Future use of existing ferry dock View presevation Positive co -existence with Port Protection of Environmental Resources UPLAND CONCERNS Interim Ferry Impacts -- parking, safety. Future of SR104 from Pine Street north. Improved vehicular and pedestrian traffic. Linking of business core area to waterfront through improved urban design. Continued beautification efforts. Review of zoning code issues. Coordination with Growth Management Act Future land use for Unocal and Safeway property. f.dock92 MEMORANDUM February 7, 1992 TO: City Council FROM: Peter Hahn SUBJECT: Discussion on Annexations 1. A large map showing the requested boundaries will be on display at the retreat. 2. Annexation cost updates will be i it your regular packet being provided for the February 11 workshop with the residents. 3. BRB Negotiations: Mayor Hall has iiad a least one discussion with Lynnwood officials and would be able to report on it. To my knowledge, no other negotatiations have taken place. PLEASE BRING WITH YOU THE FEB. 11 ANNEXATION PACKET. f.RETREAT3 MEMORANDUM October 31, 1991 TO: Council President Jack Wilson City Council FROM: Peter Hahn SUBJECT: Council Retreat Topics You had asked for director input on topics. Thank you for the opportunity. Team Building With a new mayor and at least some new councilmembers, this might be a good time to work on mayor -council and council -staff relations. Role clarification, "visioning", goal setting, improved utilization of the committee structure, clarification of executive and legislative roles, better interpersonal communications are all topics that could be covered with a qualified facilitator. The Community Services Department worked with a consultant in 1991 and we've had some excellent results. Many other cities do this and it works well, on one condition. The Council and Mayor must really have a commitment to making this work. The last time the Council did this was in the early 1980's. It sounds like this was done before the full time mayor form of government. If so, there is even more reason for doing so again. A team building theme for the 1992 Retreat would help the directors as well. From a personal point of view I would like to have feedback on how to better serve the council, a critique of what works and what doesn't, gaining insight into the Council's perspectives. I see the 1990's as a crucial transitional era when the city of Edmonds reaches a mature size and shape. A number of very important long term issues will be decided in the next few years (see below). To the extent that we can all work together more effectively, the citizens would be well served. I could easily see the whole retreat devoted to team building. Perhaps this should have priority over any substantive issues, which can be covered at other times. Other Topics From the department's point of view there are a number of significant topics worthy of retreat consideration. It's hard to say how much will be ready for presentation on February 14, however. These include: 1. The Capital Improvements Program 2. Funding Options Yeasting and Hughes should be in a position to suggest options for funding the PW facility. Their analysis will include a review of water rates (not raised since early 80's) and sewer connection charges. The latter analysis is complete and the final council decision was deferred till after the new year. At this time we can review utility revenues, including Metro swap updates. 3. Status Reports on: Waterfront/Downtown Plan; Transportation Plan; PW Facility; Space Needs (I don't think any of these will begin much before January 1 because we will have a new mayor and a new council). 4. Ferry Issues 5. Annexation Strategies 6. Growth Management Act. f.92rtrt City of Edmonds Community Services Department 1992 CITY COUNCIL RETREAT FEBRUARY 14, 153 1992 LACONNER COUNTRY INN LACONNER. WA February 7, 1992 TO: City Councilmembers Staff Retreat Participants Laura M. Hall, Mayor FROM: Jeff Palmer City Council President Everything you should need for the Retreat is included in the enclosed Retreat Packet. Please make sure you bring all of these materials with -you to the retreat next week. Barb has made all the room and meal arrangements, and information regarding this, as well as other information is enclosed. Please note the Council will be picking up the tab for the meals for Retreat Participants only, and it would be greatly appreciated if you would keep in mind that City funds are being spent when ordering meals! Please note that wine is an authorized expense with dinner, however, any other alcoholic beverages are not authorized. I look forward to this year's retreat and know it will be a successful one! CITY COUNCIL RETREAT AGENDA FEBRUARY 14, 15, 1992 You may go directly to North Fork Conference Room (approximately 15 feet from main lobby). Council Assistant will check in all Retreat Participants. 8:30 A.M. Continental Breakfast for Retreat Participants in North Fork Conference Room ITEM# TIME TOPIC Speaker 1 9:00 ORIENTATION AND REVIEW OF CITY'S Art Housler FINANCIAL REPORTS. 60 minutes 2 10:00 PRESENTATION BY MARY HUGHES, WATER RATE Mary Hughes CONSULTANT- 60 minutes 11:00 BREAK 3 11:15 ORIENTATION AND REVIEW OF CITY'S ORGANIZATIONAL STRUCTURE. 45 minutes Brent Hunter 4 12:00 REPORT FROM BRENT HUNTER AND TASK FORCE Task Force ON SALARY STUDY - 45 minutes 12:45 LUNCH - Judy's "At's a Pizza" across the street from hotel (menu attached) 5 2:00 REVIEW OF MAYOR BENEFITS Council 30 minutes discussion 6 2:30 DISCUSSION ON CITY PURCHASING STRUCTURE Art Housler POLICY AND PROCEDURES. 45 minutes Brent Hunter 7 3:15 DISCUSSION ON CITY'S PHILOSOPHY OF THE Mike Springer CITY IN RELATION TO THE EMS PROGRAM 45 minutes 4:00 CHECK INTO ROOMS 5:00 SOCIAL HOUR - JEFF PALMER'S ROOM 7:001 DINNER - LACONNER SEAFOOD AND PRIME RIB HOUSE - 614 1st St. (approximately a five minute walk) menu attached. Order off the menu. SATURDAY, FEBRUARY 15 Breakfast on own -- there are approximately 3 restaurants within walking distance from hotel - I have attached one menu from a restaurant, and will provide you with additional menus at the retreat. Also, the hotel provides a complimentary'continental breakfast in the lobby area. 8 8:30 REVIEW OF DEPARTMENT HEAD 1992 GOALS AND BUDGETARY IMPACTS. 60 minutes 9 9:30 DISCUSSION ON ANNEXATIONS Peter Hahn 60 minutes 10 10:30 WATERFRONT/FERRY DOCK DISCUSSION Peter Hahn 60 minutes. 11:30 BREAK - refreshments provided 11 11:45 DISCUSSION ON ROLE OF THE COUNCIL Full Council 90 minutes.: participation 1:15 LUNCH - place to be decided by participants 12 2:15 INDIVIDUAL TOPICS Full Council approx. 20 minutes -per Councilmember participation RETREAT PARTICIPANTS CITY COUNCIL RETREAT FEBRUARY 14, 15, 1992 LaConner Country Inn 107 S. Second Street LaConner, Washington 98257 Laura M. Hall, Mayor Jeff Palmer, Council President Steve Dwyer, Councilmember Dave Earling, Councilmember Michael Hall, Councilmember William J. Kasper, Councilmember John Nordquist, Councilmember Newly appointed Councilmember Barb Mehlert, Council Assistant STAFF Art Housler, Administrative Services Director Peter Hahn, Community Services Director Dan Prinz, Police Chief Mike Springer, Assistant Fire Chief Brent Hunter, Personnel Director Scott Snyder, City Attorney ROOM ASSIGNMENTS Laura M. Hall, Mayor Jeff Palmer, Council President Steve Dwyer Dave Earling Michael Hall Bill Kasper John Nordquist Newly appointed Councilmember Barb Mehlert Art Housler Peter Hahn Dan Prinz Mike Springer Brent Hunter Scott Snyder 442 422 435 436 437 438 440 439 421 425 423 426 433 434 445 Please note: Council Assistant will check each Retreat Participant in and out of their rooms, so you need not go the front desk. LAGNNERis rare. This farming and fishing village has history. And charm. It's steep hills spill off into a narrow saltwater channel. There are docks and old wood buildings on spindly pilings. Victorian houses with widow walks. Tiny shops and restau- rants. A painters' colony, Indian craft, vegetable and'bulb tarns, fishing boats. People mostly 1oalk where they're going. La Conner is tucked array on thr Swinomish Channel of the fertile Skagit valley near the San Juan Islands in the Pacific Northwest — less than two hour's drive from either Seattle or Vancouver, B. A I IA['earne'r RY1NN On a rustic small-tozdrr road. 107 S. Second Strcct LaComicr, iNaaiington 98257 From the I-5 entrance in Lynnwood, Exit 221 to LaConner is approximately 38 miles. LaConner itself is approximately 12 miles from the exit S <TOANACORTES)I- BURLINGTON EXIT 230 y ' (ONwAY m LA CONNER EXIT 221 z 0 C6MWRYj1,W jj-' DIRECTIONS: Drive Interstate 5 north from Sent tle or south from Vancouver and e.rit'as 5110711.11 above. Follow the s�grt to the village of LaConner. Telephone# 466-3101 Fax# 466-5902 Item 'P ORIENTATION AND REVIEW OF CITY FINANCIAL REPORTS Reports Date Reports Reports Distributed Are Available Reports Available" to Council for Distribution ANNUAL REPORTS Preliminary Budget, ; Yes Yes November 1 Final Budget Yes Yes January31 Three-year Budget Yes Yes January 31 Comp. Annual Financial Report Yes Yes June 30 City of Edmonds Audit Report < Yes Yes - August 31 Mid -year Financial Report Yes Yes July 10 MONTHLY REPORTS Investment Activity Report Yes Cash Flow Report Yes Summary Revenue Report Yes Summary Expenditure Report Yes Revenue Detail, Report Yes Expenditure Detail Report Yes Warrant Register Yes Petry Cash & Credit Expenditures Yes Yes Yes Yes Yes Yes Yes Yes Yes loth day of Month loth day of month loth day of month 10th day of month loth day of month loth day of month Every Friday 3rd Friday of month Preparer Mayor Council Mayor/Staff Finance Staff State Auditors's Office Finance Director Computer generated Computer generated Computer generated Computer generated Computer generated Computer generated Computer generated Petty Cash Custodian O� a� O¢z Z O 2 > w W < _ �z2 U�= CO I , ZO — ti Lu H cc I aQ1 v o :w �0C) >a�„ i ¢ I AL I w 1 < I AL10aIO I N w (3 Lt1 {i{ OC I Z I I O € W I I J O•I �Z: I Zp I (O j l c d f 1 q LL k 0 p3 I< { W a I 'Z 00 I O I W Z 1 C3Z I Z I z FQF n w1 w �.p I< 1 a N J I r Q Co. 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F..1i"i. vt.`• �T,7':ti.-.r'r.i �*-.• �l' '� ,OFFICE :FUND VOUCHER �' From i i `: . 'eta �y-Check No i AUDITw Ury nr TO WHOM PAID i on ME 11 I* • .. i ©� � I ML i I TOTAL DISBURSED fCASH ON •AMOUNT I OF FUND DISTRIBUTION �� ■�� ■�■� �� ter■ ��■�� AICO FORM NO. 45-702 PIUNf® IN USA STANDARD OFFICE FUND VOUCHER ENVELOPIC City of Edmonds Financial Report Six Months Ended June 30,1991 Rev/Exp Trend General Fund Six Months Ended June 30,1987-91 Percent 60 50 40 30 20 10 0 Jun Jun 1967 1968 4MRevenue Jun 19b9 Year Expense Jun Jun 19b0 19191 The graph shows the categories of revenues which provide the funding for general operations and services of the City. Tax revenues equal two-thirds of all revenues received. These revenues increased by 3% and the amount received to date from taxes was 50.4% of that which was budgeted.- The one category that had the most significant change was sales tax. Except for last year, sales tax has routinely been 46% of the amount budgeted. This year at this time sales tax is 44% of budget. The reason for the lesser amount is that revenues from a new car dealership will not materialize until after August. If car sales go as anticipated, the amount budgeted will be met at year-end. The actual sales tax dollars is $14,000 less than last year at this time. Intergovernmental revenue category represents mostly state shared revenues which include home/trailer/camper excise tax, motor vehicle excise tax, PUD privilege tax, liquor excise tax, and liquor profits. In addition, this category includes service contracts with Woodway and Stevens Hospital. Sales tax equalization has dropped off considerably due to the tremendous increase in sales tax last year. The amount the City receives is based upon our position with all other cities in the state. Unfortunately, as sales tax revenues increase, sales tax equalization decreases. License and permit revenues category is 48% or $140,300 of what was budgeted. This is $48,000 less than last year. This is due to the decrease in the amount collected from building permits_ Last year $114,100 was collected, compared to $67,800 this year. All other revenues are in line of what was budgeted. Nevertheless, because of the amount of sales tax revenue from the new car dealership is unknown and sales tax equalization impact is uncertain, total revenues at year-end are projected to be 100% of budget. Revenues General Fund Six -months Ended June 30,1991 Total $5,752,200 Licenses/Permits $140, I ntergovernmen ta $1.007,400 Court Fines $198.500 Charges For Servic $468,300 Miscellaneous $136,600 Taxes Other $203,900 Utility $741.100 Sales $1.104,400 * This chart shows the trend in actual revenues and expenditures compared to their respective budgets of the General Fund_ * Last years revenues increased to 54% of what was budgeted for the. year. The increase was due to unanticipated sales tax from a new car dealership and the City's share of sales tax equalization. Details of the revenues are shown on page 2. * The trend line for expenditures is the same at 48% as it has been since 1987. Revenues exceeded expenditures by $66,000 compared to $583,000 last year and $200,000 the year before. * 1990 ended with a cash balance of $801,000, up from $486,000 the year before. Expenditures are right on line with previous years; therefore, the increase in the cash balance was due to the aforementioned revenue increases. The following tabulation shows the ending cash balances: Year Amount 1990 $801,000 1989 $486,000 1988 $282,000 1987 $534,000 The most significant reason for the decrease in the cash balance in 1988 was the increase in expenditures. Expenditures generally increase by $600,000-$700,000; however, in 1988 expenditures increased by $980,000 mostly due to adding four additional employees and settling pending carryover represented employee contracts. -2- Non-dept. $985,300 City Council $64,200 Police $1,411,600 Expenditures General Fund Six Months Ended June 30,1991 Total $5,709,300 Admin.Serv.Dept. $514,700 Mayor $212,700 Fire $867,400 Comm.Serv.Dept, Admin. $139.200 $264,100 Plannin $268,000 Parks & Rec. $350,000 $632,100 At mid year, expenditures for general governmental operations and services totaled 48% of the amount budgeted for 1991. This percentage is the same as last year. The following tabulation shows the expenditure status of each department. Last year the amount underspent was $171,000; not too much difference from this year. Dec artment 9G of Budget U nders ent /(Overspent) City Council 55.8 $6,670 Mayor 48.3 (2,140) Personnel/Court 47.8 (6,920) (1) Administrative Services 48.2 (14,080) (2) Police 50.7 (20,760) (3) Fire 47.9 (37,540) (4) Community Services 46.0 (144,050) (5) Non -Departmental 47.1 67 990 (6) Total Underspent 245 290) (1) Professional services for training, etc., have been underspent in the Personnel Division and most of the line items in the Municipal Court have simply been underspent. (2) Payment to the State Auditors is only 30% of budget and salaries in the City Clerks Division are below budget because of a vacancy. (3) Jail services and other outside services which the department has little control over, have been slightly overspent. (4) Salaries and benefits of the Fire Department are underspent as a result of nothing being paid from the holiday buy-back budget. Holiday buy-back is paid in December. (5) Salaries and benefits of the Community Services Department are underspent by $36,000, which is consistent with previous years. Underspent amount are expended on summer help during July and August. Also, nothing has been spent from the space needs study budget. (6) Bond issue payment are underspent since they are paid in August. COUNCIL CONTINGENCY FUND Activity Report January 1, through July 2, 1991 Fund Balance, January 1 $270,280 Transfers from other funds: General fund, budgeted 1/1 72,090 General fund 4/16 1,115 Total fund balance and transfers $343,485 Transfers to other funds: Combined Utility Const. fund, budgeted 1/1 $80,000 General fund, flags and ribbons 2/5 255 General fund, Senior Ctr. bulkhead 2/19 3,000 Bldg. Maint. fund. Fire Stn. #1 exhaust sys. 3/19 40,000 Cemetery Trust fund, matching contrib. 3/26 50,000 General fund, space needs study 4/2 40,000 General fund, local voters pamphlet 6/4 2,000 General fund, purchase of art piece 6/4 700 General fund, Pathways for Women 7/2 15,000 Total transfers to other funds $230,955 Fund balance, June 30 $112,530 $500 $400 $300 $200 $100 tFieserves All Puma 1991 Budget Funds General Fin. Emrg. 0 Council Cont. //, Hotel Tax Park Acc./Imprv. ` Also there is approximately $120,000 available if the utility tax rates were raised to the maxi- mum rate of 6% * $311,300 - General Fund No. 001 - is the amount budgeted at year end. At mid year, the ending cash should equate to that what was budgeted; however, it will depend on how well the new car dealership does and the impact on sales tax equalization. * $216,600 - Emergency Financial Reserve Fund No. 006 - there is $202,000 in the Fund as of June 30. Interest earnings should increase the balance to $216,600 at year end. * $112,500 - Council Contingency Fund No. 119 - is the actual unappropriated amount in the Fund as of June 30. Nothing is budgeted or anticipated that would increase the cash balance. * $458,100 - Park Acquisition/Improvement Fund No. 125 - is the amount unappropriated at this time. This is the net after taking into consideration that the total amount budgeted of $638,950 is spent. 1 611 Percent 60 5C 40 30 - 20 10 0 Jun 1967 Rev/Exp Trend Street Fund Six months Ended June 30,1987-91 Jun Jun Jun 1968 19b9 19b0 Year INWRevenue "An Expense Jun 19191 * The revenue trend is consistent with previous years and presents no problem. Essentially there are two major sources of revenues; Motor Vehicle Fuel Tax and the transfer from the General Fund which makes up 95% of the revenues receipted. As of June 30, receipts from the Motor Vehicle Fuel -i ax totaled 47.5% of the amount budgeted. Last year, several investments matured in the first six months of the year resulting in interest earnings being $8,000 more than budgeted. This year investment earnings are 51.2% of budget which compares to previous years. The expenditure trend moved upward somewhat for 1991 as a result of expenditures for utilities being greater. As the chart shows, expenditures during the first half of the year were approximately 46% of the amount budgeted. Still, expenditures were under 50%. This is a result of little money being spent for resurfacing streets. Most resurfacing activity occurs in mid summer and early autumn. Fluctuations in the expenditure trend line are a direct correlation between the amount spent for construction and weather conditions. Rev/Exp Tread Combined Utility Operation Fund Six Months Ended June 30,1987-91 30 MEN a 01 L Jun Jun Jun Jun Jun 19�7 1968 19h9 19b0 19191 Year Revenue iir Ex pense The revenues receipted during the first half of the year have been consistently at 45%- 47% of the amount budgeted. For 1991 the amount was 46%. The reason revenues are below 50% is that water usage is not as great during winter/spring months as it is during summer/fall months. The expenditures during the first half of the year have been consistently at 44%-46% of the amount budgeted. For 1991 the amount was 47%. Of course, expenditures like revenues would not likely be 50% at mid year since the purchase and sale of water increases significantly during the summer months. The slight increase of 1% in expenditures is a reflection of the rate increase imposed by the City of Seattle. -7 Rev/Exp Trend Equipment Rental Six Months Ended June 30,1987-91 Percent 60 50 40 30 20 10 0 Jun Jun Jun Jun Jun 1967 1968 19b9 19b0 19�91 Year Revenue mkoExpense * The increase in revenues for both 1987 and 1988 were a result of interest earnings being underbudgeted. Reserves for replacement increased more rapidly than anticipated due to more and newer equipment. This growth in the amount of money available for investing was not taken into account when earnings from investments were- budgeted. Although interest earnings were accurately budgeted in 1989, the amount receipted for reserves increased more than anticipated/budgeted. This resulted in total revenues ending up at 54%. For 1991 the revenues are at 50.8%. * Last year expenditures were at 50% which was a direct result of tightening the budget. Expenditures for 1991 were only 45.1% of budget. This is a result of budgeting fuel cost at $1.60 per gallon, when the actual cost of fuel is only $1.01 per gallon so far this year. -8 - ITEM #2 PRESENTATION BY MARY HUGHES, WATER RATE CONSULTANT Mary Hughes will be presenting a verbal presentation. All materials pertaining to this subject will be distributed at the retreat. MEMO February 7, 1992 TO: Jeff Palmer, Council President FROM: Brent Hunter, Personnel Office RE: REVIEW OF CITY'S ORGANIZATION As per your request, I have attached a copy of the materials that I will be discussing at the Retreat, regarding the City's organization. I plan to review the City's organizational structure, the staffing levels in each department, and provide some comments on their work activity levels. The only equipment that I will need is an overhead projector. Thanks for your assistance. ADMINISTRATIVE SERVICES DEPARTMENT ACCOUNTING DATA PROCESSING CITY CLERK CITY OF EDMONDS ELECTORATE PERSONNEL POLICE DEPARTMENT INVESTIGATION PATROL MAYOR I CITY COUNCIL tfi MUNICIPAL COURT FIRE DEPARTMENT SUPPRESSION PREVENTION OTHER SERVICES 1 L-iEMERGENCY MEDICAL SVS. COMMUNITY SERVICES DEPARTMENT PLANNING DIVISION BUILDING ENGINEERING DIVISION TREATMENT PLANT PARKS & RECREATION DIVISION GROUNDS MAINT_ PUBLIC WORKS DIVISION FACILITIES STREETS WATER AND SEWER EQUIPMENT RENTAL CITY COUNCIL Jeff Palmer COUNCIL PRESIDENT MAYOR PRO TEM Resource Person (.47 fte) COUNCILMEMBERS Steve Dwyer Michael Hall Dave Earling Bill Kasper John Nordquist .tack Wilson OFFICE OF THE MAYOR Mayor (7 regular FTE) Personnel Manager (2 regular FTE) ersonnel Coordinator Executive Secretary Court Judge (Contract) (3 regular FTE) ourt Administrator ourt Clerk II ourt Clerk I ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Director (14 regular FTE) Accounting Manager (6 regular FTE) ccountants (2) ccounting Clerks (4) City Clerk (3 regular FTE) ication/Purchasing eceptionist inute Taker (contracted) Administrative Secretary Programmer/Analyst (2 regular FTE) omputer Operator POLICE DEPARTMENT Police Chief (54 regular FTE) Assistant Chief PATROL DIVISION (33 regular FTE) HIFT SERGEANTS (4) r Patrol Officers (5) atrol Officers (19) SECURITY OFFICER urity Officers (3) ESERVES(Hourly) 1.1 fte Administrative Secretary Assistant Chief ADMIN. SERVICES (20 regular FTE) ETECTIVE SERGEANT r Detective etectives (4) Officer arc_ Task Force Officer DMINISTRATIVE SUPERVISOR rime Prevention Officer roperty Control Officer alice Staff Assist_ (5) adets (Hourly) 1.1 fte lerical (Hourly) _6 fte NIMAL CONTROL OFFICER rdinance Enforc_ Officer FIRE DEPARTMENT Fire Chief (29 regular FTE) Secretary Fire Marshal (2 regular fte) Clerk (Hourly) .5 fte Assistant Fire Chief (25 regular fte) Inspector HIFT CAPTAINS (3) ieutenants (3) Firefighters (18) LUNTEERS (Hourly) v S S m �• m M C 7 C 0 N r w 7 > n 1 n N D 7 r..-. m— a m o m 7 m Z ai 7 r+ Z 7 a Z ID P.,O .+ 1 n La O C) ti, r+ L7 7 P.m �c O 1 O m 1 7 7r O \ O V) m 2- t0 7 f+ 1 m w 3 7 w n N 7 7< 1 W m 7 O n 7 o o m r 1 N T p' 7 o w 1 1 x -1 O _ '+ 7 1 a m 31 i o 1 C+ m 3 n .m. c w 1 7 n M 7 .» n m cvvr.-.an-1 mwmmmmmvSD t+ M 7 M 7 70 7 m 7 7 7 7 7 1 �C V/ r w w O N r+ fn 10 n ,o i0 ,O 10 ,O O O Vf f+ f+ 1 1 ,+ T 1 7 m 7 7 7 7 7 m a N f+ w C m 2 m f+ m m m m m n C n W �C NON �+ 7 m m M m m m m m '+ �•+ n --<< C O1 r.1 �J.� �C CD �+ m 10 7 M -1 m0 7 O w .+ m C+ ,0 40 ,0 ,0 40 40 40 •1 N 1 \ r m Z m m 7 e+0 m n-IOD D D�•••-1wn7 7 c 3 .O-. m 1 n o to 19 N n� 0 M z m n N 7 7 n n o 1 1 7 m w 7 ^'+S-1 m^ 1 M N O. m rn 1 m 1 07 J C N 7r 0 v o co < C 0 3 N m y, p J r+ o v f+ n Donn<wOD m P. o m �f 7 yzSrC1 c 1r A 3O7 0DODD2 tap ¢ ti �+ m O � 3 �+ n N 31 gcg N 7 27 z n m m w naw :r0 r iw N v m r7 3 n O m o A e+r+ 1 p p o 7 7 1 e+7 1 �+ O n `+ N w+ O P.D 3 m S M M 7C �C 1 D 0 n w aa 1 N o 3 d\ 7 m p+ V m N ,O N 7r n 0 1 C a p i e+ La 0 0 11 V 1 N n O �-• 1 m +< 7 7 A r_70 n O O 'a M m m 1 1 1 < e+ N f+ M 0 n_ o 1 7 m 7rC4 7c 7c A S .+ .+ + O '+ v p w' Tw —in 7C 7r O O OW m -S O f+ M v ,0 V tO ,O r+ln iDN W m O ^� 1 1 O m m m m O m 0 A O c 0 S m0 c 0 0 0 r M wxcM D c M_ h c c M D - 9 +- N N r. p 2 O n O n C 1 S E E E i+ �+ ey e+ m m m m m m m m 3 7 7 p m n C+ e+ 7 7 7 n 3 C = A w 1 1 1 1 77 r+ r+ A m O O&&& r+ r ^ w ==r S=r W aIX 1 7r 1 n m S M M m M M A MI MI =_r = N M M C L 7L ►+ rn r. 1 n m m 1 1 p C 7 7 N 1 1 n 7r 7 N m p 9 A O p m .-. O p m 0 a ,O C N r ^ 0 O O ^ 7c 7L 1� 7t 7L 1 V) 70 .•. O< 0 4 1 1 N O A m C 0 j 1 2 7c SvV) 2 1 1 7C m 1 1 F C 'V S^....1 ill CvM ...-.n v n•. S. w 1 N 8 1 C 1 7r >r m w 7r 7r m 1 ... 7c 1 7 _ m m 1 0.0 m 1 m p 7 ^ T y 1 v vrn -,1 C 7D n<•. V) 37 m v f+ m W Vf W ; co A )r T N.. T ....W. ....A. T T ~ ~ m '+ p m m n 7o V7 2 m n n o O 1 m 7r V m m T N 1+ !+ r +M r+ A n r. p 1 m 0 �� D n 1 m C N n co[3} 1 t+ r+ C O N O• n T ,+ V, 1 O,N m mw 7 1 �+ �s w 7r O m m rn Ei ITEM #4 REPORT FROM BRENT HUNTER AND TASK FORCE ON SALARY STUDY The Task Force will be meeting on Monday, February 10, 1992, and will be forwarding a report on Tuesday, February 11. 8 9 0- 1 9 C v DATE: TO: FROM: RE: CITY OF EDMONDS OFFICE OF THE CITY ATTORNEY 447-7000 FAX: 447-2015 M E M O R A N D U M February 4, 1992 Edmonds City Council, Mayor Hall W. Scott Snyder, Office of the City Attorney LARRY S. NAUGHTEN MAYOR Opinion Request -- Larry Naughten's Sick Leave and Vacation Pay You have provided me with a packet of information detailing the payment to Mayor Larry Naughten of $7,787.28 in sick leave benefits and $4,303.49 in vacation benefits. Payment of those benefits is based on Ordinance No. 2753 establishing the salary and benefit levels for the office of Mayor effective February 9, 1990. ISSUES ADDRESSED 1. Has a vested benefit been established pursuant to City ordinance justifying the payment of the above -referenced funds to Mayor Naughten? 2. What, if any, legal recourse does the City have with respect to the payments of the money? This memo will not address the factual issue of whether or not, for example, Mayor Naughten was present or absent during any particular period of time. If the Council wishes to review this issue, it may wish to review the Mayor's internal memos of the City delegating specific functions to individuals in the Mayor's absence. It is my recollection Mayor Naughten had a practice of drafting memos in his absence delegating certain functions to City staff members. I have also not attempted to audit the calculations. Please note that the ordinance took effect February 9, 1990. No sick leave or vacation should have been accrued prior to that date. I cannot tell from the data provided whether the accruals started before or after the February date. DISCUSSION As I discussed with Council in January 1990, there is no statutory or in deed practical requirement for a mayor to accrue sick leave and vacation. The Council establishes the mayor's salary and once established, that salary may not be reduced below the level established on the date the mayor took office. RCW 35A.12.070. In 2100 Westlake Center Tower, 1601 Fifth Avenue, Seattle, WA 98101-1686 Memorandum to Edmonds City -Council, Mayor Hall February 4, 1992 Page 2 other words, the salary and benefits cannot be reduced during an individual's term of office. (See later discussion.) Increases in salary and benefits are at the discretion of the Council. A mayor is elected to perform certain functions and there are no statutory or constitutional requirements on the number of hours an individual must work. A mayor may accomplish his or her job in several hours or several hundred hours per month. For that reason, it is unusual but not unknown for a City to provide sick leave or vacation to its mayor. My recollection of the background for the ordinance tracks with that of Mr. Kasper. Following the Mayor's heart surgery, there was considerable discussion regarding his lack of leave. My recollection is that benefits were established to provide guidelines for the Mayor's usage of vacation and sick leave in order to determine whether future salary adjustments would be justified. That is, the Council wished to be assured that it in deed had a full time mayor. If the Mayor had exceeded the vacation and sick leave usage, the Council could not have reduced his salary below the level established prior to the date he took office but could have refused to provide future salary increases. Ordinance 2753 provides for benefits to the Mayor and in the event of differing levels, sets the limit at that enjoyed by department heads. The provisions of the Edmonds City Code, particularly sections 2.35.030(D) and 2.35.060(B), clearly establish vacation and sick leave payoffs for department head level employees. Once established, these rights become "vested" because, as lump sum payoffs, they affect the calculation of Mayor Naughten PERS pension. The Washington courts have repeatedly ruled that the calculation of any benefit which affects the calculation of retirement amounts is vested and an employee may not be deprived of it once earned. The foregoing discussion assumes appropriate calculation of vacation and sick leave amounts. As previously noted the Council may wish to have the numbers reviewed to assure that vacation and sick leave accrued following the effective date of the ordinance in February of 1990 and audit days off to insure itself that the time was actually worked. The difficulty of monitoring a chief executive's absences as well as the fact that the Council established these benefits initially as a way to track the Mayor's "full time" service points out the difficulty of providing for any form of lump sum payout in this situation. I suggest that the Council consider amending Ordinance No. 2753 to do away with lump sum payouts. I have discussed this issue with Mayor Hall and my recommendation should not be interpreted as any potential criticism of Mayor Hall or Mayor Memorandum to Edmonds City Council, Mayor Hall February 4, 1992 Page 3. Naughten, but rather simply points out that there is no objective need for a lump sum payout given standard personnel criteria. For example, such payments are frequently justified for the retention of employees or to discourage sick leave use. Obviously, in the case of the Mayor, the voters determine when an individual takes and leaves office and a politician is necessarily responsible to the voters, not to a personnel system. The final issue is whether or not the City Council may terminate the benefits with respect to Mayor Hall. While the courts have not addressed the issue with respect to the termination of a benefit during a term of office for a Mayor, they have addressed the issue of whether the Council could increase its benefits during the term of office. Article 11, Section 8 of the Washington State Constitution provides, "The salary of any . . . city . . . shall not be increased . . . or diminished after his election, or during his term of office." Article 2, Section 25 of the Washington State Constitution provides in pertinent part that, "Nor shall the compensation of any public office be increased or diminished during his term of office." RCW 35A.12.070 interprets these provisions, providing that: The salaries of mayor and councilmembers shall be fixed by ordinance and may be revised from time to time by ordinance but any increase in the compensation to attaching in an office shall not be applicable to the term then being served by the incumbent if such incumbent is a member of the City legislative body fixing his own compensation . . . The Washington Supreme Court and the Attorney General interpret these constitutional provisions and state statute to prohibit increases in "compensation" and not just salaries. See State Ex Rel Funke v. Board of Commissioners, 48 Wash. 461, 93 Pac. 920 (1908); AGO 53-55, No. 355. The Supreme Court said in the Funke case that the term "compensation" is "broad enough to include any kind of remuneration from the public treasury, whether by way of what is called salary or otherwise." Ibid at 465-6. Therefore, if the City Council chooses to delete the benefit, it can do so only effective at the close of Mayor Hall's term. A draft ordinance limiting the use of the benefits is attached for the Council's reference. WSS/klt Enclosure WSS12359.1M/0006.90000 0 0006.130.004 WSS/klt 1/28/92 ORDINANCE NO. AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, LIMITING THE APPLICATION OF SICK AND VACATION BENEFITS TO THE OFFICE OF MAYOR AND FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE. WHEREAS, Ordinance 2753 established for the first time that the Mayor shall receive those benefits payable to an employee of the City of Edmonds commensurate with years of service and, where differential benefits are provided to different classes of employees for the payment to the Mayor of those benefits provided to a department director; WHEREAS, upon leaving office, Mayor Larry S. Naughten received substantial benefits in the form of lump sum payments for unused vacation and sick leave; WHEREAS, those benefits would have been applicable to a department head level position but are unnecessary for the position of Mayor given the protections afforded that office by state statute; and WHEREAS, the Council deems it to be in the public interest to clarify Ordinance 2753 limiting its application to insurance and other monetary benefits and excluding any lump sum payout upon termination; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: WSS12366.10 -1- Section 1. Ordinance 2753 is hereby amended to provide that the benefits payable to the Mayor in accordance with section 2 of said ordinance be and are hereby limited to prohibit any form of lump sum payout for sick or vacation benefits upon leaving office. The benefits provided to department director level employees are, with respect to the office of Mayor, intended to provide to the City Council some indication of whether the Mayor is serving as a full time Mayor in accordance with the assumptions upon which the office of the salary of Mayor is based. A Mayor is free to establish his or her own hours of work and state statutes prohibits the City Council from reducing the Mayor's salary below the level established by ordinance at the date the Mayor takes office. The Council has stated its intention to consider vacation and sick leave usage when considering requests for increase in the Mayor's salary, and vacation and sick leave shall be used for that purpose and no other. Excess sick leave and vacation usage will not result in the reduction of the salary of Mayor. Conversely, any accrued vacation or sick leave at the date the Mayor's term ends shall result in no payment whatsoever to that individual, provisions of the City Code notwithstanding. This limitation shall apply to any person elected to the office of Mayor after the effective date of this ordinance. Section 2. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum, and shall take effect five (5) days after passage -2- WSS12366.10 1 and publication of the ordinance or a summary thereof consisting of the title. ATTEST/AUTHENTICATED: CITY CLERK, RHONDA J. MARCH APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. WSS12366.10 -3- APPROVED: MAYOR, LAURA M. HALL SUMMARY OF ORDINANCE NO. of the City of Edmonds, Washington On the day of , 1992, 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, LIMITING THE APPLICATION OF SICK AND VACATION BENEFITS TO THE OFFICE OF MAYOR AND FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE. request. The full text of this Ordinance will be mailed upon DATED this day of , 1992. CITY CLERK, RHONDA J. MARCH 0006.130.004 WSS/klt 01/24/90 R:O1/29/90 ORDINANCE NO. 2753 AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING A SALARY AND BENEFIT LEVEL FOR THE OFFICE OF MAYOR AND FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE. WHEREAS, the City Council has established the position of Mayor as a full-time position of the City; WHEREAS, the City Council reviews from time to time the Mayor's salary subject to the constraints established by the Constitution of the State of Washington, and having again reviewed the salary of Mayor, deems it appropriate to provide for increases and to set benefit levels in light of the recent benefit changes of other City employees, and WHEREAS, the Council, in consideration of the Mayor's continued service and in order to provide for a salary annualized for 1990 at the rate set, provides for an adjustment equal to the sum which the Mayor would have received had the salary increase been effective on January 1, 1990, NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,'-DO ORDAIN AS FOLLOWS: Section 1. An annual salary of Fifty Thousand Three Hundred Seventy Dollars ($50,370) is hereby established for the office of Mayor of the City of Edmonds. As a salaried officer, the Mayor is free to establish his or her own hours of work and accordingly the office is not subject to overtime or compensatory time benefits. Section 2. With the exception of overtime and compensatory time benefits, the Mayor shall receive those benefits payable to an employee of the City with the same years WSS520400 -1- of service, provided, however, that when differential benefits are provided to different classes of employees, the Mayor shall receive those benefits provided for a department director. Section 3. The increase in benefits and salary shall be payable to the Mayor beginning with the pay period next following the effective date of this ordinance. The initial payment shall include a one time salary adjustment, in consideration of the Mayor's continued employment and in order to annualize the salary for 1990, equal to the difference between his previously approved salary and the new salary, for the period between January 1, 1990 and the date this ordinance becomes effective. Section 4. This ordinance, being an administrative action, is not subject to referendum and shall take effect five (5) days after this ordinance or a summary thereof consisting of the title is published. APPROVED: ATTEST/AUTHENTICATED: ACAY CLERK, JACQUELINE G. PARRETT APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY S FILED WITH THE CITY CLERK i/2.1l90 PASSED BY THE CITY COUNCIL:l/301Q0 PUBLISHED: February 4, 1990 EFFECTIVE DATE: February 9, 1990 ORDINANCE NO. 2753 WSS520400 � Y ' 0006.130.004 WSS/klt 12/14/90 R: 1/2/91 ORDINANCE NO. 28.15 AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING A SALARY FOR THE OFFICE OF MAYOR OF THE CITY OF EDMONDS FOR CALENDAR YEAR 1991 AT THE LEVEL OF $53,271 PER YEAR, AND FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE. THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. The office of Mayor of the City of Edmonds shall carry with it the salary of $53,271 per year for calendar year 1991 and thereafter until amended by ordinance by the City Council of the City of Edmonds. Section 2. This ordinance, being an administrative action, is not subject to referendum and shall take effect five (5) days after this ordinance or a summary thereof consisting of the title is published- T T 1lT T1"i . ATTEST/AUTHENTICATED: (L` I.' 7elqZ�.l IT CLERK, JAC UELINE G. PARRETT APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY �5L:�,L FILED WITH THE CITY CLERK: January 2, 1991 PASSED BY THE CITY COUNCIL: January 8, 1991 PUBLISHED: January 13, 1991 EFFECTIVE DATE: January 18, 1991 ORDINANCE NO. 2815 WSS529310 -1- 0006.130-004 WSS/klt 12/14/90 R: 1/2/91 ORDINANCE NO. 2815 AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING A SALARY FOR THE OFFICE OF MAYOR OF THE CITY OF EDMONDS FOR CALENDAR YEAR 1991 AT THE LEVEL OF $53,271 PER YEAR, AND FIXING A TIME WHEN THE SAME SHALL BECOME EFFECTIVE. THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. The office of Mayor of the City of Edmonds shall carry with it the salary of $53,271 per year for calendar year 1991 and thereafter until amended by ordinance by the City Council of the City of Edmonds. Section 2. This ordinance, being an administrative action, is not subject to referendum and shall take effect five (5) days after this ordinance or a summary thereof consisting of the title is published. T TITITIl1T 1T I"l. ATTEST/AUTHENTICATED: IT CLERK, JAC UELINE G. PARRETT APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY FC FILED WITH THE CITY CLERK: January 2, 1991 PASSED BY THE CITY COUNCIL: January 8, 1991 PUBLISHED: January 13, 1991 EFFECTIVE DATE:: January 18, 1991 ORDINANCE NO. 2815 WSS529310 -1- February 5, 1992 MEMO TO: Jeff Palmer, President City Council FROM: C. E. "Buzz" Buzalsky Fire Chief SUBJECT: PHILOSOPHY OF FIRE/EMS The following is an explanation of the philosophy that has occurred within the Fire Department for the last several years concerning the allocation of resources and budgeting for the EMS Program. History and Background In my review of past budget books, it appears that a percent- age of salaries and operating costs were charged toward the EMS program as early as 1980. The philosophy, I assume, had to do with the R.C.W. 84.52.069 (EMS Levy), Paragraph 3, which states "tax imposed shall be used only for the provision of emergency medical care or emergency medical services including related personnel costs, training for such personnel and relat- ed equipment, supplies, vehicles and structures needed for the provision of emergency medical car or emergency medical servic- es". Philosophy of the Edmonds Fire Department I believe the same philosophy still is maintained. If we have the ability to tax the residents for EMS, then we should be able to offset those identified cost related items to the levy. In the same context, I want to also say, should the levy fail and/or we decide not to fund the percentage of personnel cost to the EMS Levy, the Fire Department still needs to maintain its level of employees and stations in order to maintain its insurance rating (we are currently a Class 4 rated depart- ment). This rating has a direct effect on the premium proper- ty owners pay for fire insurance. As you are aware, those cost charges toward the EMS Program (including the Medic 7 Program) are approximately $700,000 out of a $2,000,000 budget or slightly over 250 of the total budg- et. I see these costs remaining about the same percentage in the future. Because of the insurance rate for fire protec- tion, I would not suggest we change this percentage in the future. Jeff Palmer, President February 5, 1992 Page 2 In summary, if we were to separate the fire department and the EMS into separate entities, the cost would increase substan- tially. What we do now are two separate jobs with the same personnel thus making our employees more productive. While maintaining all training (Fire and EMS) and having personnel available for fire calls, we are filling in responding to and satisfying the communities need for medical care. This dual function then provides for both the needs of the citizens: 1. Being available for fire related emergencies and 2. Being available for medical assistance and transport. I hope this answers the question on our philosophy. Chief Springer will explain and review any other question you may have. CEB:be item DISCUSSION OF CITY PURCHASING STRUCTURE POLICY AND PROCEDURES Attachment #1 - General purchasing policies copied from the City of Edmonds Purchasing Manual Attachment #2 - Addendum to the Purchasing Manual Attachment #3 - Job description for the Communications/ Purchasing Coordinator position Attachment #1 Cl- CITY OF EDMONDS Purchasing Sole Source/Proprietary and/or Emergency Purchases P UReceiving R 4 Informal Solicitations/Quotes A S 5 Bids/RFP's G Negotiations 6 AChange Orders 7 N UProfessional 8 Services A L Public Works Public Work Forms 10 General Forms 11 Glossar 12 "v.__.7.i �i}ry - .....�... •]'-Y. T• :�yl - �'1�.=� .'�4• �.rr may, _.-, - .•s �ar�. _ Page 3 of 9 INTRODUCTION Currently the City of Edmonds operates under a decentralized form of purchasing. Each department of the City conducts and is responsible for the purchase of its own supplies, equipment and services. The objective of this manual is intended to be a basic reference in the area of purchasing (including competitive solicitation and bid laws) as well as a guide to procedures and practices for City officials and others responsible for purchasing. J 3 Page 5 of 9 EALED 13 ID ~ AND P 1►rim., 1 ► 1 t 1 i t IDIOM,. 1 _ Purchases of $5,000 or more require bid specifications to be prepared and authorized for advertisement by the Department Director, Mayor and City Council. Exception: Public Works, see section 9. 2. The request to advertise for bid shall be placed on the Council Consent Agenda. 3. All contract work or purchases for an item or group of like items that are estimated to be in excess of $5,000 (excluding state tax) must be purchased through the acceptance of sealed bids, properly specified, advertised, opened and read in public. 4. Time chedule: The usual time needed to process a sealed bid, because of legal notices required before the opening time set, is approximately four weeks, this allows enough time in the preparation of specifications, advertising, and awarding of bid. 5. Advertising Notice: A notice must be (1) posted in a public place in the city or town, and (2) published in the official newspaper, or newspaper of general circulation most likely to bring responsive bids, once each week for two consecutive weeks before the fixed date/time of bid opening. (RCW 35.23.352.) 6. Award: Formal bid awards shall be considered by the City Council at a duly called meeting as soon as possible after the opening of bids. The decision will be made on the consideration of bid tabulations prepared by the initiators/department recommendations. 7. F rm ofContract: Any award made by the city shall be made on an authorized, properly executed purchase order form and contract. If applicable, the bid documents as signed by the bidder, consisting of the standard terms and conditions, bid specifications, plans and other documents, together with the purchase order or contract signed by the city, shall be the contract between the parties, unless otherwise noted on the bid form. F . EQRM K2F PROPOSAL This would let the vendor know what information is required for the Bid/RFP package. This would include items such as: a) unit price b) cost data to analyze price breakdown in case of negotiations c) certificate of insurance d) P.I.A. (Proprietary Information Agreement) G TIME R EQ U I R E M E N Remember to always allow ample time for response from your bidders. Be sure that the mailing and handling of the Bid/RFP package is handled correctly and to allow for any pre -bid conferences. You should always keep these documents in a safe and secure place. After the bidder has reviewed the contents of this Bid/RFP, additional information may often be necessary to clearly identify the requirement for which you are trying to contract. So again, be sure you give ample time for -pre -bid or post -bid activity. 7 Page 9 of 9 PUBLIC WORKS OR IMPROVEMENT PROJECTS Code Cities (population of 20,000 or more follow bid requirements applicable to First Class Cities. Reference Sources: RCW 35.22.620 & RCW 35A.40.210; AWC Bidding Memorandum No. 104, page 5) 1. Bids are required for projects over $20,000 if only one craft or trade is involved ($35,000 if more than one craft or trade) . 2. The City may use a small works roster for construction of a public work or improvement as an alternative to general competitive bidding, when the contract amount is *$100,000 or less. , *City of Edmonds' Small Works Roster Resolution No. 475 and amended by Resolution No. 625 is in agreement with this amount. Exceptions to Bidding Requirements: a) emergency b) sole source (desired product is monopolized and that advertising would produce only one bid) c) professional services are needed. Refer to Consultant Selection for procedures. Meaning of Public Work: Meaning of Public Work: "The term public work shall include all work, construction, alteration, repair or improvement other than ordinary_ maintenance, executed at the cost of the state or of any municipality, or which is by law a lien or charge on any property therein, but nothing herein shall apply to the construction, alteration, repair or improvement of any municipal street railway system...." RCW 39.04.010 This definition includes construction and repair but excludes ordinary maintenance. Example: replacing an old worn out bridge or roof would amount to a repair or perhaps a new construction, but not maintenance, and therefore would be considered a public work. Servicing a sewer system or cleaning a roof would involve maintenance. E 'It 11- Attachment #2 Page 1 of 2 May 22, 1991 MEMO TO: Directors and Managers FROM: Mayor Naughten L5,/J SUBJECT: Addendum to the Purchasing Manual Policy Statement: In addition to the broad purchasing policy, management believes more detailed policies are needed for certain circumstances. POLICY: Any Addendum to the purchasing policies of the City are considered to be a legal part of the Purchasing Manual and must be complied with. The attachment is the first Addendum to the revised (1991) Purchasing Manual PPAddend/5/22/91 10 ITY OF CDMONDS Title: COMMUNICATIONS/PURCHASING COORDINATOR Reports To: . lerk NATURE OF WORK Attachment #3 . Page 1 of 2 �-� DLSCRIP] 10N Division(s): CITY CLERK' Page No. of Pay Grade: 1 2 NE-5 Last Revised: November 1986 This is routine clerical work with emphasis on processing purchase requests and duplicating documents. EXAMPLES OF WORK Researches prices for items to be purchased; obtains bid quotes; prepares costs requisitions and purchase orders. Processes purchase orders for office supplies and disburses items from central office stores; maintains records of purchase and disperal activity; maintans office supplies inventory. Responds to inquiries from sales and service representatives. Audits telephone bills for accuracy; prepares bills for payment. Reproduces and collates Council meeting packet material and other bulk material as assigned by the City Clerk. Acts as liaison between the City and the telephone services; reports problems, changes in service and pursues inquiries, complaints and requests for service to conclusion. Logs and codes information for data processing input; maintains filing systems. Types standard letters, forms and other documents. Assists in sorting, distribution, stamping of mail as necessary- 1 Relieves receptionist at switchboard for rest and lunch periods and other times as required. Prepares communication services budget. Performs related work as required.