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2008 City Council RetreatRetreat InfO0ri at a Glance Friday - February 1 Compliments y Breakfast: Available in hotel lobby from 8 to 10 a.m. Call to order: 9:45 a.m. _Complimentary Lunch: Time: Noon to 1 p.m. Location: Longhouse Buffet Tickets: Jana has the tickets for lunch. Check In: 4:00 p.m. ---,Jana will distribute key cards. Adjourn: Approximately: 5:00 p.m. Dinner: Time: 6:00 p.m. (We have room until 9:00 p.m.) (Time allowed for buffet-1.5 hours before cleanup.) Location: Kitsap Hall Saturday - February 2 Complimentary Breakfast: Time: 7:45 to 9:00 a.m. Location: Longhouse Buffet Call to order: 8:30 a.m. WORKING Lunch (sandwich buffet): Time: Start at Noon Location: Meeting Room Adjourn: 3:30 p.m. sharp! (We have to be out of room as another group is coming in.) AGENDA Edmonds City Council Retreat Special Location: Suquamish Clearwater Resort 15347 Suquamish Way Northeast Suquamish, Washington February 1 and 2, 2008 Friday, February 1, 2008 AM-"" 09.45 a.m. 1. Welcome & Introductory Comments (45 Min) a. Council President Michael Plunkett b. Mayor Gary Haakenson i. Common Knowledge Base ii. City Positive and Negatives iii. Refine 2007 Retreat Strategies iv. Departmental Challenges AM-1381 10.30 a.m. 2. Projection Model & 2007 Retreat Strategies (90 Min) a. Updated Model: Changes b. 2007 Retreat Strategies i. Budget Reductions ii. Efficiencies iii. Revenues 12:00 p.m. 3. Lunch (AM s3)82 01:00 p.m. 4. What's Completed & New: Draft 2008 Strategy a. Individual Item Discussion and Review b. Discussion of Major Items i. EMS Levy ii. Insurance EMS Billings iii. Fire Service Structure Packet Page 1 of 137 iv. Traffic Signal Cameras v. Harbor Square/Safeway Redevelopment vi. Transportation Benefit District 03:00 p.m. 5. Afternoon Break AM-13s3 03:15 p.m. 6. Where Does City Go From Here? (45 Min) a. Review Proposed Changes b. Approval of 2008-09 Plan 06:00 p.m. 7. Dinner Saturdav, February 2, 2008 AM-1364 08.30 a.m. 1. Lake Ballinger. Elevating water quality and quantity to priority issues. (30 Min) AM-1365 09:00 a.m. 2. Identifying areas of common interest among the Council for action in 2008. (30 Min) AM-1366 09:30 a.m. 3. Update and discussion of 2004 Strategic Plan Long Range. (30 Min) 10:30 a.m. 4. Break AM-1367 10:45 a.m. 5. Further discussion of concerns, visions, interests regarding the waterfront. (45 Min) 12:00 p.m. 6. Working Lunch AM-1361 12.30 p.m. 7. Density of building lots in multi -family zone. (30 Min) AM-1361 01.00 p.m. 8. Process for obtaining Council approval for the Mayor's appointments — (30 Min) voting/advertising. AM-1370 01.30 p.m. 9. Council's oversight of the ADB and Planning Board. (30 Min) AM-1371 02.00 p.m. 10. Discuss adding second audience comments portion to Council Meetings (20 Min) AM-1372 02:20 p.m. 11. Adopt a Dog. (20 Min) AM-1373 02:40 p.m. 12. Hiring of Consultants. (20 Min) AM-1374 03.00 p.m. 13. Discussion of use of Channel 21 by declared candidates. (30 Min) 03:30 p.m. 14. Wrap-up Packet Page 2 of 137 AM-1380 Friday, February 1 - Welcome & Introductory Comments Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Dan Clements Time: 45 Minutes Department: Administrative Services Type: Information Review Committee: Action: Recommend Review by Full Council Information Subject Title 09:45 a.m. 1. Welcome & Introductory Comments Recommendation from Mayor and Staff Establish a common knowledge base among Councilmembers regarding: 1.) View of issues impacting Edmonds; and 2.) Departmental challenges. Previous Council Action 2007 Council Retreat. Narrative The Welcome and Introductory portion of the 2008 Council Retreat will present objectives for the day, discuss how elected officials view City positives and negatives, and provide background information about the challenges facing City departments. Fiscal Impact A ++-h-+. Link: City Positives Negatives. Link: Department Challenges Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/28/2008 03:12 PM APRV 2 Mayor Gary Haakenson 01/28/2008 03:19 PM APRV 3 Final Approval Sandy Chase 01/28/2008 04:50 PM APRV Form Started By: Dan Started On: 01/28/2008 01:46 Clements PM Final Approval Date: 01/28/2008 Packet Page 3 of 137 2008 COUNCIL RETREAT: ELECTED VIEW OF THE CITY Individual Strengths Stretches Mayor Haakenson 1. Friendly, caring people 1. Lack of revenue 2. Parks 2. Growth 3. Restaurants and shops 3. Traffic 4. Good schools 4. Lack of sidewalks 5. Views: Sound, mountains, sunsets 5. High land costs Council President Plunkett 1. People 1. Congestion 2. Parks 2. Traffic 3. Arts 3. Long term PD service/ funding 4. Festivals 4. Long term fire service/ funding 5. Beaches 5. Other budget shortfalls Councilmember Bernheim 1. Rick Steves 1. Excessive wasteful greenhouse emissions 2. Geographical location 2. Lack of agreement or consensus on development planning 3. Public transportation hub 3. Impediments to self-propelled transportation 4. All people who know it, love it 4. 5, After satisfying current operating expenses, sufficiency or resources remaining for investment 5. Current condition, in spite of lack of guiding vision Councilmember Dawson 1. The people 1. Financial 2. Most beautiful place in the world 2. Growth 3. Community character 3. Public Safety 4. Safe 4. Affordability 5. Close to big city amenities 5. Transportation Councilmember Pritchard- Olson Councilmember Orvis 1. Great walkable downtown 1. Lack of City revenues sources 2. Waterfront & Edmonds ferry 3. Lots of community events 4. Lots of parks 2. Many City buildings & retail areas in bad shape and in need of up- dating 3. 4. Lack of sidewalks & streets in need of repair Lack of affordable housin 5. Friendly, involved citizens 5. Lean City staffing: no cushion when eo le sick or quit 1. Small town charm makes Edmonds attractive to visitors 1. Need to finish historical standards downtown 2. Excellent public safety services 3. Strong public awareness of local issues 2. More funding for sidewalks & intersections 3. Lake Ballinger flooding & cleanliness 4. Flowers: love the flowers 4. Protection of existing open space 5. Shoreline: we have great beaches 5. Preservation of single family life style inspite of State pressure 1/30/2008, 10:53:22 AM Packet Page 4 of 137 Councilmember Wambolt 1. Location: water, mountains 1. Revenue growth constraints: limited geography, opposition to change 2. Ferries 2. High land cost: limits young families 3. Compact core area 3. Ferries 4. Medical services 4. Seed of traffic 5. A big "family" 5. Growth Mana ement Act Councilmember Wilson 1. Proximity to water, mountains, 1. Lack of political leadership on general environment Council to address community challenges 2. Family centered community 2. Reliable revenue and municipal schools, churches, festivals funding 3. Downtown community of owners, 3. Neighborhood safety: traffic, businesses with great walkability seed, sidewalk construction 4. 4. Development of predictable, clear code for redevelopment with smart, environmentally friendly incentives 5. 5. 1/30/2008, 10:53:22 AM Packet Page 5 of 137 2008 Edmonds City Council Retreat Table of Contents: Departmental Needs Abstracts Table of Contents: Departmental Needs Abstracts...............................................1 Fire Departmental Needs......................................................................................2 Police Departmental Needs..................................................................................6 Parks Departmental Needs.................................................................................'12 Facilities Division Needs.................................................................................--14 Development Services Departmental Needs......................................................15 Community & Economic Development Departmental Needs..............................17 Human Resources Departmental Needs............................................................19 Administrative Services Departmental Needs.....................................................24 Packet Page 6 of 137 Needs Discussion Fire Departmental Needs This white paper is intended to impress upon the Mayor and Council the critical need to comprehensively address the issue of stable funding for the City. It is the foundation document supporting the three Fire Department agenda items for the 2008 Retreat: EMS Levy, Insurance EMS Billing, and Fire Service Structure. GENERAL The primary and over -arching challenge facing all City departments is the absence of stable, long-term funding sources. This challenge manifests itself in: 1. Maintaining and improving department service levels 2. Keeping up with the demand for services driven by demographics and/or population increases 3. Coping with the actions of external players that impact City operations 4. Dealing with inflation and day-to-day costs of doing business as a full -service City 5. Dealing with external and internal mandatory program costs 6. Dealing with increasing labor, maintenance and operation, capital replacement, and technology costs 7. Addressing recruitment and retention of quality employees 8. Addressing the ratio of staff to customers. These challenges do not stand alone. They are inter -related, co-dependent, co - exacerbating, and co -infectious. One makes the other worse, and two worsen the third, and so on. The Fire Department provides essential life and safety services directly to those who pay the cost. The primary benefit of having a well-equipped, well -trained, and properly led Fire Department is that it provides the community with the highest potential for quality of life. The direct benefit to the taxpayer is the availability and reliability of the Fire Department when called upon. If the Fire Department fails in its primary missions, the consequences are not just incidental or inconvenient; the consequences can be devastating, abrupt, and final. Fire Department service delivery is getting more expensive. The timeliness and certainty of new or enhanced revenue streams is politically unpredictable. Continuing to operate under the status quo, yet somehow outrun the eventual collision of the revenue and expenditure lines without taking definitive action in the near future is unlikely. SPECIFIC FIRE DEPARTMENT COST CHALLENGES Many of the numbered challenges above are self-explanatory and do not require extensive elaboration; however, the subjects below illustrate the specific challenges faced by the Fire Department. Page 2 Packet Page 7 of 137 Departmental Needs Discussion Fire Administration, Fire Prevention/Public Education The 1997 Ewing Study recommended 7.5 day personnel, today there are six. With 2009 EMS levy funds, the Department is seeking a fulltime Fire Inspector/Public Educator to help in the Fire Prevention Division. In 1982, three personnel were assigned to Fire Prevention. For the last 26 years of growth and annexation, two have been assigned. Locating office space at current Fire Administration on the 3`d floor of City Hall is a further challenge. Edmonds is one of the few fire administration/emergency responder groups not co -located with Firefighters in a Fire Station; an absence that impacts work relationships, effectiveness, and efficiency. The City holds right -of -first -refusal on the Van Mere property, east of Station 16. If the property becomes available, the City should acquire the property using REET funds and relocate Fire Administration at that site perhaps in a shared structure with another City division such as Facilities and/or Parks Maintenance. • After the 2008-2010 collective labor agreement is signed —within Council parameters, the total cost of compensation model, and in line with comparables—the issue of compression between unrepresented and Union employees will be even more exacerbated as an equity and fairness issue. Fire and EMS Operations, Staffing, and Traininq The Department has previously reported the future ability to absorb the modest but steady increase in emergency call volume-14.18 calls per day in 2007—with minimum staffing levels of 12 per shift. Just recently however, the existing issue of hospital diversion —emergency departments unable to take additional patients — has been compounded by a new private ambulance deployment model. Privates transport many out -of -area BLS patients for area fire departments. It requires fire department EMS transport units to be out -of -service longer and therefore unavailable longer while searching for a receiving facility. In the future, the Department planned to address the unavailability issue by staffing a peak -hour Aid Unit with overtime personnel. If unavailability worsens, the peak hour Aid Unit option will need to be implemented sooner than planned. • The extended unavailability of on -duty emergency personnel and/or associated extended response times for any reason has a direct impact on the emergency level of service standards related to brain death and room flashover the Council approved on June 27, 2006 as required by Substitute House Bill 1756. • The extended unavailability of on -duty emergency personnel to train and conduct fire prevention inspections has a direct impact on the quality and amount of training accomplished, emergency ground performance, and the overall effectiveness of fire prevention programs. • Borderless automatic aid among fire service co-operators ameliorates some response and availability problems; however, as jurisdictions around Edmonds Page 3 Packet Page 8 of 137 Departmental Needs Discussion aggressively annex and get bigger and busier, they are less inclined to "aid" Edmonds Fire with their own resources. The Department uses donated structures slated for demolition for hands-on training; however, it is becoming more difficult to count on the continuing cooperation or generosity of developers. The Department lacks a training facility. Constructing a local training facility that allows units to remain in or close to the City eliminates or reduces overtime, out -of -service time, and provides a venue where virtually every emergency evolution can be performed with the exception of live burning. Labor Costs Area cities are aggressively annexing in their GMA unincorporated areas. Soon, all Southwest Snohomish County Fire Departments will work four -platoon schedules (Edmonds works a three -platoon), and eclipse the City and Fire Department, respectively, in population and department size. We recognize from the current bargaining process the extent of wage, benefit, and time -off gains made by comparable jurisdictions. These rapidly approaching changes will place great pressure on labor comparables in future City negotiations, and will impact the recruitment and retention of employees who will look to larger jurisdictions that offer more upward mobility, better compensation, and more time off. • As the Department ages, health issues associated with the job's physical demands results in more absenteeism and increased overtime. Overtime was under funded in the 2007-2008 biennium. In 2006 the Department would have been shown as under spent if not for a Fourth Quarter budget amendment. The Department overspent in 2007. Fire and EMS Operations Equipment Replacement ■ In recent years, the City has made good faith efforts to annually set aside funds to replace mobile digital computers, automatic external defibrillators, self- contained breathing apparatus, compressors, portable radios, patient stretchers, and patient stair chairs, a long-term cost -savings strategy difficult to implement. Technology • In order to keep pace with other Snohomish County public safety departments served by SNOCOM and SERS, the Department needs to acquire mobile digital notebooks for emergency vehicles, purchase a new Records Management System (RMS), and share in SNOCOM consortium costs to replace the current CAD system in 2013 (SNOCOM Board Meeting 1-24-08). • Over the next several months, select representatives from fire, law enforcement, corrections, and the dispatch centers serving on the Public Safety Technology Committee (PSTC) will make recommendations on the future of county -wide, public safety communications that will likely have serious cost implications. Page 4 Packet Page 9 of 137 Departmental Needs Discussion If the Fire Department (and the City) is to remain effective and efficient, and have the ability to respond to the future challenges identified above, some stable means of appropriately staffing and funding the organization must be found. Page 5 Packet Page 10 of 137 Departmental Needs Discussion Police Departmental Needs Budget: Our general fund budget for 2008 is $9,541,216. Included in this amount is $596,580 for dispatch and telecommunications operation (SnoCom and SERS), plus $734,563 for prisoner incarceration expenses. In addition, we have $70,035 budgeted in the drug enforcement fund to cover costs associated with narcotics enforcement and $21,000 in non -departmental to cover salary for our domestic violence coordinator. The net amount of our general fund and drug enforcement fund budgets, less dispatch and prisoner care, is $8,280,108. This amount represents our operating budget to support salaries, benefits, supplies, and equipment purchases for 56 commissioned police officers, I 1 full time support staff, 3 part-time support staff, 1 reserve police officer, and 1 part-time domestic violence coordinator. Background: It will be helpful to have a brief historical perspective as we take a look at the Edmonds Police Department at present, and as we look to the future. The Edmonds Police Department is a general authority law enforcement agency providing a full range of law enforcement services to our community. It is divided into two divisions: Field Services (patrol, traffic, K-9, special operations, animal control/ordinance enforcement, school resource officers, reserve officer) and Support Services (administration, detectives, police staff assistants/records, property officer, crime prevention, training, domestic violence coordinator). In 1985, EPD consisted of 32 commissioned police officers and 17 support personnel serving a population of 27,880. That worked out to a ratio of 1.15 commissioned officers per one thousand population. This is provided as a frame of reference and because it is frequently used as one measure of police staffing. It is not a strict formula, nor is it even a viable indicator in all cases. There are a number of socio-economic factors that impact the need for police services, hence that ratio can adjust up or down significantly. Over the next 14 years (1985-1998), the department experienced steady growth to a peak of 53 commissioned officers and 20 support personnel (including 7 hospital security, 7 records, 1 property officer, I executive assistant, 1 crime prevention officer, and 3 animal control/ordinance enforcement officers) serving a population of 38,610. That works out to a ratio of 1.37 commissioned police officers per one thousand population. Between 1998 and 2005, we did not add any commissioned personnel and our complement of support personnel was reduced to 16. We lost 2 records positions, 1 hospital security position, and 1 animal control/ordinance enforcement position. In 2006, we were authorized three additional commissioned police officer positions, bringing our total number to 56. In that same year, our Hospital Security Unit was disbanded, so our total complement of support personnel was further reduced to 11. Even though the budget of our Hospital Security Unit was underwritten by Stevens Healthcare, Page 6 Packet Page 11 of 137 Departmental Needs Discussion the personnel so assigned dealt with a variety of policing matters. Much of that workload (criminal investigations, some public service calls) has now been transferred to our commissioned personnel as part of their regular duties and responsibilities. The balance of our 11 support staff include admin assistant (1 FTE), records (5 FTE), property (1 FTE), crime prevention (1 FTE), and animal control (3 FTE). We also have four part-time employees, including one reserve officer and three office assistants. In mid-2007, we hired a part-time Domestic Violence Coordinator, whose services we share under an interlocal with the city of Mill Creek. Based on Edmonds' official population in 2007 of 40,560 the commissioned police officer per one thousand population ratio is 1.38. Among cities we have traditionally used as our L-5 comparators, Lynnwood has the highest ratio at 2.00; Edmonds and Kirkland have the lowest at 1.38 and 1.34, respectively. The average is 1.61 (source — AWC Police Fire Survey 2007). In order for Edmonds to be at the ratio average, we would need to add nine more commissioned police officer positions. An important note here is that if a comparison is done between the number of commissioned staff and the number of front office records staff, we would see a ratio of 53 to 7 in 1998, and a ratio of 56 to 5 at present. Expressed as a ratio of commissioned police officers to records staff, it is 7.6 to 1 and 11.2 to 1, respectively. Furthermore, as public records requests continued to increase at a rapid rate during the same time period, we have found the reality to be that one of our records staff has to devote nearly 100% of her time to these PRA requests. The point to be made is that compared to where we were nearly ten years ago, the ability of our records staff to provide support services to our commissioned police officers has been severely and negatively impacted. One of the primary measures of workload is, of course, crime statistics. While they are a well documented source of information, they can be over -weighted as a tool for measuring overall workload. Many high crime communities provide only the most basic reactive police service, where more fortunate communities can be more proactive and service oriented. The practice of community based policing techniques is very labor intensive and time consuming. It is the provision of long term solutions and non- traditional services instead of quick fixes from a reactive position. Another factor that must be taken into account is the historical trend in Edmonds to staff at the lowest reasonable levels. This certainly is a viable policy decision, based upon economics as the driving force, but its limitations must be recognized. When the tough fiscal times come, as they always have and will continue to do, we are ultimately placed in a position of having to reduce or eliminate mandatory rather than discretionary services. In the public safety arena, labor costs account for at least 85% of the total budget, so any significant cuts have to come from personnel. We do not have the option of deciding to cut utility costs, jail bills, or communications fees. Page 7 Packet Page 12 of 137 Departmental Needs Discussion As a very brief overview of EPD's statistical activity, it is helpful to take a look at the trends we have experienced, using a snapshot over three different years: Crime Category 2000 2004 2006 % Inc/Year 00 to 06 Homicide 0 4 0 +- 0 % Felony Assault 6 26 28 + 366 Robbery 8 15 23 + 187 Rape 2 4 4 + 100 Burglary (res) 55 138 131 + 138 Burglary (comm) 54 66 44 - 19 Other Measures Felony Filings 198 322 365 + 84% Reports Written 5171 5482 5976 + 16 Dispatched Calls 19293 22025 23530 + 22 Traffic Infractions 5604 3994 3548 - 37 Criminal Traffic 710 444 591 - 17 Adult Arrests 1112 1112 1448 + 23 Juvenile Arrests 164 281 208 + 27 Field Interviews 989 522 428 - 57 As Snohomish and King Counties have continued to grow population -wise and for the urban area to continue to spread out, Edmonds is not alone with increasing activity statistics. Dispatched calls and written reports reflect overall workload; traffic infractions and field interviews are representative of proactive policing efforts. A significant portion of our criminal activity centers around the Highway 99 corridor and reflects the urban sprawl from Seattle and Shoreline north to Lynnwood and Everett. A great deal of our crime spills over into Edmonds rather than coming from within. Key Issues: It has become increasingly difficult to continue to provide the traditional proactive levels of service the Edmonds community has come to expect or to keep up with expanding responsibilities with the levels of human resources we currently have. First of all, we are experiencing an aging workforce. In a profession where the normal retirement age is 53 because of the physical demands of the job, our average age for officers is 42. However, we have 15 officers currently within five years of normal retirement age. That translates into a higher level of injuries that take longer periods of recovery. Over the past several years we have averaged 3 or 4 of our commissioned members being out on long term injuries at any given time. This has obviously impacted our available human resources. The aforementioned issue, along with our difficulties with recruitment, has markedly affected our rate of overtime costs. Overtime continues to be a budget line item that we watch carefully, but it is an item that has proven impossible to keep within budget. We Page 8 Packet Page 13 of 137 Needs Discussion have been underfunded for overtime in previous budgets, we again overspent in 2007. We project we will again overspend in 2008. Simply put, the allocation has proven to be insufficient given the basic staffing necessary to keep our patrol cars deployed. Another issue impacting our overall level of human resources has been the tremendous difficulty with attracting qualified people to apply for the position of police officer. One could write a masters thesis on the topic, but our quick analysis has indicated the traditional applicant pool is impacted by the large numbers of personnel active in the U.S. military, personnel who otherwise would be applying for law enforcement jobs. In addition, some of it is generational, with the "new" generation not so keen on working nights, weekends, and holidays and dealing with the criminal element. Because unemployment has been so low nationwide, there are many jobs that provide for pay, benefits, hours of work, and conditions of work that are more attractive. This recruiting challenge has been experienced by law enforcement all over the country. A dynamic that we expect to affect us over the next few years will be a number of retirements. Projecting exact numbers is a difficult and imprecise activity. However, the reality is that retirements have the potential to significantly impact organizations because they often result in a loss of vast amounts of organizational experience, institutional knowledge, and supervisory capability. Given the current ages of our commissioned members and assuming retirement at age 53, a turnover rate of 25% could occur over the next five years. This is something that cannot be overlooked in planning for the future. As City Council is aware, the collective bargaining agreement is open between the city and the Edmonds Police Officers' Association. The new 2008-2010 agreement will involve COLAs and other market -driven adjustments to wages, as well as increased expense due to health insurance costs continuing to increase. And once the new contract is in place, the issue of salary compression between represented and non -represented personnel in the police department will be an issue needing attention so management positions do not again become unattractive from an economic standpoint. And on another front, the role of technology has expanded in law enforcement just as it has everywhere else. Just a few years ago, no one had experienced computer crime, identity theft or homeland security responsibilities. Many of the "less traditional" types of crimes have blurred old jurisdictional concepts based on geography. Instead, an Edmonds resident may be victimized from another county, state, or country. There have been a number of unfunded mandates imposed on us at the local level of government in the interest of homeland security, such as NIMS. Furthermore, it is very apparent the federal government does not have the staffing to deal with the investigation and enforcement of many of the "less traditional" crimes. That responsibility has fallen on to local law enforcement. And in that same vein, local, county and state law enforcement are integral players in homeland security. Edmonds has had a detective assigned to the FBI JTTF for the past five years given the proximity of a potential high profile terrorist target — our Edmonds — Kingston ferry run. Page 9 Packet Page 14 of 137 Departmental Needs Discussion Another category of services we must provide relates to the ever increasing litigious trend in our society. The time spent by staff directly responding to legal claims and public records requests has grown markedly in recent years. In 2004, 2005, 2006 we responded to 1196, 1821, and 2148 public disclosure requests, respectively, just in the police department. For 2007, the number is 2262. The net effect of these requests is that the responses require one FTE of our records staff with nearly a 100% commitment of time, further impacting the rest of the records personnel. A spin-off effect of the loss of records staff over the past ten years and the increasing impact of public records requests is that we have had to curtail the hours we are open to serve the public. Walk in hours are set at 9:00 AM to 4:00 PM, Monday through Friday. This compares with 7:00 AM to 11:00 PM, seven days a week, walk in hours EPD provided back in the 1980's and early 1990's. As mentioned previously, technology has posed some challenges regarding the types of crimes we now investigate. Technology is expensive. It has a voracious appetite for raw data and has a need for maintenance. This requires a significant amount of clerical time and the maintenance requires in-house management and technical support. We have one commissioned officer who spends close to 50% of his time overseeing our technology initiatives. Furthermore, there is an expectation among professional law enforcement, prosecutors, defense attorneys, judges, and jurors that law enforcement keep current on advances in technology, whether it is fingerprint identification, digital photography, crime scene processing including DNA and trace evidence collection and identification, as well as wireless mobile computer systems that have become our industry standard. All of this has great potential for the future but poses significant funding and staffing issues. In the coming years: It would be simple just to advocate for additional staffing and stop there. There are, however, other more global issues that we need to consider for the long term. These include service levels, consolidation, contracting, and dedicated funding sources. Included in this discussion is the whole issue of CAD/RMS/AFR/GIS, as that can have an immediate impact on staff time and efficiency. In addition, the city's share of funding for replacement of the existing CAD and 800 MHz technology hardware and software are funding issues that cannot be overlooked. As mentioned previously, EPD has prided itself with providing a high level of proactive service to our community. We certainly consider this to be the desirable course of action going forward. It is, in our opinion, one of the factors that contributes to the sense of community that is Edmonds. It would, however, be disingenuous to suggest that this is the only option for service levels. We could adopt the more limited concept of service that many communities have been forced to endorse. Such options might include telephone or mail in / internet reports for all but in -progress crimes, discontinuing response to traffic collisions that do not result in injury or blocked roadway, providing detective follow-up only for felony crimes and/or only when there are significant leads, declining to respond to public service calls that do not involve criminal activity, opting out of proactive services such as crime prevention, school resource officer, or DARE. Page 10 Packet Page 15 of 137 Departmental Needs Discussion We certainly do not advocate any of these approaches. But when it comes to contemplating what else might be left to cut in the police department budget, the only cut(s) of any significance would have to come from position(s). Given the careful and transparent budgeting that has taken place over the years we have endured fiscal concerns, there is nothing else left to cut other than position(s). Any cut of positions within the police department would have a draconian impact on our ability to deliver services to the level our citizens has come to expect. There are other considerations for cost savings, but are initiatives that involve a broader scope than budget cuts. The first is the concept of consolidation. This can run the gamut from simple sharing of resources (SnoCom, SWAT, narcotics enforcement unit) all the way to complete integration of local police agencies into a single regional entity. In the absence of a process of visioning and strategic planning, such events may be forced upon us by economic factors beyond our control. In our opinion, it is far better to have some control over our future rather than being controlled by it. Obviously there are many significant issues that would need to be addressed, but some further level of consolidation expanding on what we already do might be worth exploring. Another avenue of providing police services is through contracting with another governmental entity. We could also look at economies of scale by becoming a contractor of police services in whole or in part to surrounding agencies. There are well documented shortcomings with contracting, including cost containment, governance and service levels which can all be turned to advantages by doing the contracting. It may well not be a direction we want to go, but it is worthy of review none the less. Finally, dedicated funding sources is a topic we hesitate to bring up because it tends to pit one city department against another. It is certainly not our intent to do that, but it is a topic that needs to be aired. If, as a matter of policy, public safety is accorded a higher priority than other services, that declaration should logically be accompanied by a stable source of funds clearly earmarked for that purpose. In so doing, long term planning for future needs can occur. Without a dedicated funding source, stability is sacrificed and planning by necessity becomes short term and more susceptible to economic cycles. Summary: The purpose of this review of background and options is to set the stage for the visioning and strategic planning process we need to continue. We do not imply that all the options have been addressed herein, nor are all possible solutions on the table. The truth of the matter is that with the careful budgeting we have done in the past, and with the "do more with less" mantra that has been applied over the years, there is frankly not much, if anything, left to cut within our budget. Our hope is that our ultimate outcome, as an individual department and collectively as city government, will be to identify the most correct direction for the future of public safety in Edmonds. Page 11 Packet Page 16 of 137 Departmental Needs Discussion Parks Departmental Needs Major Challenges 1. Parks: Maintaining Acceptable Levels of Service. Park use rose sharply following 9/11 and with recent increases in fuel prices. Our "measure" of park usage is in the amount of trash collected which has doubled since 2000. This is especially true at all waterfront parks with the off -leash park leading the ... pack! We encourage and love to have people enjoy the parks but there is a price to pay to keep them attractive and a positive recreation experience for visitors. The addition of the Old Woodway Elementary park, 162nd St. park in Meadowdale, and the Interurban Trail will stretch maintenance resources further and travel distance to these outlying parks adds to the cost. Eventual (maybe!) Espereance annexation would add two additional outlying parks 2. The spike in graffiti and vandalism in 2007 and continuing into 2008 is a major concern in terms of the behavior, repairing the damage, and the labor resources it takes away from our basic maintenance functions. 3. Transfer of ownership of the Edmonds Civic Center Playfield. The 40 year lease is up in 2021. We should consider a purchase agreement or like sooner than that due to the physical needs and capital investment we should make at the site such as the bleachers, lights, track and need for a field turf facility. 4. Continuing to balance the need to market and create revenue as a "business" and also provide the social and public service components of our mission that do not directly generate revenue. For example many of our Environmental Programs (Ranger -Naturalists) do not create revenue directly, but for 27 years have protected the beaches by patrolling and educating tens of thousands of people who then take ownership of their resource. s. Seasonal Staffing Summers create special challenges in recruiting, training, and hiring staff especially in these times of low unemployment. We now select recreation staff from a small available pool, which has led to younger and less experienced summer staff. Parks Maintenance has had a difficult time finding summer staff willing and able to do the hard work. 6. Anderson Center Seismic Upgrade. This project will shut down significant blocks of the Anderson Center in 2008. We anticipate a loss in revenue from both recreation programs and lease reductions during times of disruption. We will juggle and accommodate the best we can, but there will be a significant impact. Page 12 Packet Page 17 of 137 Departmental Needs Discussion Senior Center: The future of this asset is a concern given its strategic location and relationship with downtown/waterfront development, its clientele, and maintenance needs. At this time the City contribution to operational costs are minimal in relation to the services provided. Capital projects have been successfully funded with grants to this point but the building is aging on its somewhat shaky foundation. Anticipated Future Service Demands We are complteing our 10 month process of updating the department's comprehensive plan and indicators from the advisory group and public meetings tell us that interest in our parks, recreational, and cultural programs will continue to grow with our own citizens and as attractions for tourists/visitors. Demand for multi -purpose arts space and programming, improved connections (walkways, sidewalks, trails and corridors), waterfront access and activities, athletic field space and aquatic facilities have and will continue to be areas of concentration. The potential Former Woodway H.S. athletic fields development and a feasibility study of Yost Pool/Aquatics will help to address two of these. The Edmonds demographic continues to rise and grampies (generally retired active monied people in excellent shape) are seeking to continue their active lifestyles in the town where they live. This is a considerably different population than the majority of those who take advantage of the Senior Center. In most cities, tourist attractions are dominated by facilities and services operated by park, recreation, and cultural services and their non-profit partners: waterfront, parks, boating, festivals, museums, historical sites, cultural performances, athletic tournaments, etc. Without such attractions, there is no tourism. Edmonds facilities draw from near and far and although precise counts are unavailable, the Underwater Park and Marina Beach Off -Leash Park attract conservatively 25,000 and 70,000 visitors annually, with the majority being non-residents. Page 13 Packet Page 18 of 137 Departmental Needs Discussion Facilities Division Needs Ever since staff positions were cut in 2003, we have been making the City Council aware of the need to restore a maintenance worker position in the Facilities Maintenance Division. Our back log for building maintenance continues to grow. Since 1990, the amount of City building square footage has increased by 40%, yet there has been no net increase in the number of maintenance staff. Not surprisingly, we are now reaching the point where City operations will be affected. Attached is a current list of bcacklogged projects. [Not Included, ed]. The 6,000 working hour backlog we estimated in 2003 is now estimated to be over 14,000 working hours! I highly recommend that a maintenance worker position be restored using some of the expenditure savings and suggested additional revenues. In addition, the Building Maintenance Fund is projected to need additional funding after 2008. Fortunately, Administrative Services has been able to bond for the latest building improvement projects using the building energy savings created by these projects. Other projects identified in the six year capital improvement plan could need additional cash from the General Fund of up to $200,000 per year. Page 14 Packet Page 19 of 137 Departmental Needs Discussion Development Services Departmental Needs Maior Challenges • Achieving and maintaining adequate staffing levels A challenge that the Development Services Department has faced is maintaining adequate staffing levels. Making sure we have adequate staff to review and enforce our development regulations is important. Further more having adequate staff to assist in planning and designing our utility infrastructure is critical. The current authorized staffing level in the department is not adequate to accomplish the continuously increasing workload. [Comment: retaining — not just maintaining — experienced staff is critical to maintaining service levels, particularly when Edmonds has a small staff -to - population ratio and has historically prided itself on "doing more with less. ' J An example of additional staffing needed is an additional position for a Utilities Engineer. The Edmonds Sanitary sewer system is aging and deteriorating rapidly. 50% of the system was constructed in a 10 year period (1960s) and was obviously constructed in a haphazard manner with poor workmanship. A regular rehabilitation program is needed to prevent backups, excessive infiltration and inflow (I&I) (of all jurisdictions flowing to the Edmonds treatment plant, the Edmonds system had the worst incidence of I&I during the December 3, 2007 storm event) and resulting costly emergency projects. A dedicated Utilities Engineer is needed to manage this program. It should be noted that there is high demand for the types of employees serving within the Department, and experienced staff members are constantly being sought by other jurisdictions, as well as by firms in the private sector. We have lost two traffic engineers, two storm water engineers, two senior planners, and a senior building inspector. Most of these were due to promotional opportunities and higher pay. Not counted in the list are two senior engineering staff members who retired. There is also the potential over the next couple of years of up to three senior members of the Department retiring which would have a significant impact on the Development Services Department. • Funding for non -utilities infrastructure maintenance and capital projects. Fundingforfacilities and transportation system maintenance and capital projects is a significant challenge. Although the recent Council decision to dedicate a portion of the REET2 revenues to transportation projects was a major improvement, funding available for transportation and facilities remains considerably short of requirements. Public Works and Development Services need Page 15 Packet Page 20 of 137 Departmental Needs Discussion to work with the County on implementation of a Transportation Benefit District. Funding sources for facilities need to be identified. Maximizing the use of technology The Department has historically embraced technology to improve efficiency and productivity. Technology is one way where we can continue to make more efficient use of staff time. The challenge is making sure that the City's IT Division has the resources to provide the needed support and equipment — including regular training —for employees to maximize their potential use of technology. • Streamlining permit review process and updating codes. The Development codes that currently exist date back to 1981. Meanwhile, external mandates and the complexity ofpermitting have greatly increased. Staff is currently working to update the codes. The challenge is not just to update the codes, but to make sure that in doing so we clearly define what level of regulation the city wants to have while balancing this against the demands on staff time and the constant cryfor quicker permit reviews. Growth Management Compliance The will continue to be an issue, especially with the expected high number of people coming to the Puget Sound region in the next 20- 30 years. The challenge is to respond to regionally defined responsibilities while maintaining community character and local planning goals. • Climate Change World climate change will have an impact on the City. Old ways of doing business will have to change. Protecting natural resources will have a priority. New ways of looking at development and infrastructure (low impact development, higher housing densities, transportation, energy costs) will present significant challenges. Municipal Storm water Permit Requirements The permit was issued to the City in February of 2007. This is a Federal requirement and is part of the Federal Clean Water Act. An overview of the requirements and impacts on the City will be presented to Council at a February 2008 Council meeting. The conditions of this permit require about 1 Y2 full time Engineering staff to deal with the elements of addressing illegal discharges, construction storm water management, post -construction storm water management, public education and public involvement. Specifically, this coming year the storm water management ordinance will have to be rewritten to meet the permit requirements. Page 16 Packet Page 21 of 137 Departmental Needs Discussion Community & Economic Development Departmental Needs Long Term Challenges for the City • Sustaining a strong financial footing • Diversification of tax base • Maintaining current levels of service • Improving overall delivery of City services • Interdepartmental communication o maintaining a highly effective management team where open communication is the norm (this ties to potential retirements) • Identifying a minimum operational baseline for each department within the City o Important to understand the consequences of operating at this level • Weighing overall City-wide priorities against priorities of each department • Maintaining City involvement in regional and local issues and monitoring legislation that effect the City • Maintaining independent City operations - future economic influences may push Cities to consolidate operations • Retirements — years of excellent experience lost • Climate Change • Infill development — Future opportunities to create an urbanscape that evokes positive reactions. Challenges for the Conummity Services (CS) Departinent • Balancing workload of a variety of projects • Where does the department fit within the organization? o Long Term — What happens to the department if the City's financial picture tightens? • Maintaining effective communications between CS and other departments • Balancing Community Services and Economic Development responsibilities Challenges for the Economic Development Department ■ Re-establishing or enhancing relationships with the Greater Edmonds Chamber of Commerce, Downtown Edmonds Merchants Association and other businesses not affiliated with either of these entities Implementation of the Economic Development Element of the City's Comprehensive Plan Fostering and strengthening the City's business climate o Create a more business -friendly environment Page 17 Packet Page 22 of 137 Departmental Needs Discussion • Identifying Edmonds' current strengths, weaknesses and opportunities relating to economic development ■ Diversifying the tax base and increasing revenues to support local services ■ Revitalization of the city's business districts, balancing redevelopment, preservation and the need for consumer amenities • Interdepartmental coordination and follow-up on business/development and community matters • Setting the stage: laying the groundwork for implementing achievable goals ■ Balancing Community Services and Economic Development responsibilities Page 18 Packet Page 23 of 137 Departmental Needs Discussion Human Resources Departmental Needs You requested that we re -submit our departmental reports focusing on the challenges we each face. The challenges facing HR are as follows: STAFFING PROBLEM — In 1999 the HR department had 3 full time employees compared to the current staffing level of two. In surveying the L-5 cities who are directly above and below Edmonds by population (see below), it is apparent that Edmonds is not staffed in a comparable manner: City # of HR FTEs Number of City FTEs Ratio of Staff to Client Base Renton 9 619 1 to 69 Shoreline 3 146.5 1 to 49 Redmond 9 582 1 to 65 Auburn 7 402 1 to 57 Kirkland 8 450 1 to 56 EDMONDS 2 273 1 to 137 Sammamish 1.5 72 1 to 48 Puyallup 4 424 1 to 106 Lyynnwood 4 360 1 to 90 M4,rysville 3 235 1 to 78 Bothell 5 286 1 1 to 57 AVERAGE I 1 to 69 NOTE: The ratio shown for Edmonds does not reflect the summer seasonals (70 — 90 hires per year), the staff time required to assist the 38 retired LEOFF 1 members (Fire and Police), working with retired City employees, working with family members of employees on a wide variety of issues nor does it reflect working with the public on postings, and miscellaneous and frequent inquiries. The biggest issue and the most challenging in HR is the lack of staffing which frequently results in a reactive work environment. WORKLOAD ISSUES — The HR workload is keyed to programs, policies and employees therefore any time a new program is added, new employees are hired, or policies are changed, generally workload increases. The following chart details basic functions to give an idea of baseline work levels: .lob Functions Routinely Handled by HR — Page 19 Packet Page 24 of 137 Needs Discussion Payroll All PSRs are reviewed twice a month by HR prior to payroll close for accuracy, completeness, compliance with CBAs/policies, and timeliness. HR review results in correcting "errors" prior to running payroll. Benefit Administration Key contact for benefit inquiries by employees, family members, health care providers, L&I, salary surveys, etc. for both new benefits and existing including AFLAC, deferred com , health insurance life insurance, etc. Salary Surveys An ongoing signif cant task requiring daily time allotment. Flu Shots/Health Check Self-explanatory and seasonal. Screening Drug and Alcohol Program Quarterly random screening administration as well as for "cause." Requires close, confidential contact with affected departments, supervisors, and employees as well as stringent paperwork handling and compliance. Neizotiation Self-explanatory. Disability Board Quarterly meetings with the Disability Board to approve medical expenditures in compliance with RCW and Board policy. Requires creating policies, distributing them to affected members. Requires ongoing dialogues with affected members in order to bring closure to bills and issues affecting long term care, serious illnesses, and expenses. Requires working with the Board members throu h a wide variety of issues. Civil Service Commission HR fulfills the Chief Examiner/Secretary role and insures compliance with the Rules and Regulations for both Police and Fire in daily practice as well as hiring, testing, promotion, demotion, etc. MEBT Committee In addition to being a key contact for the MEBT benefit for city employees, HR is also on the City Wide Committee requiring attendance at regular meetings within the City and with other member cities. Also, HR is responsible for the timely election of Committee members, hardship withdrawal processes, and miscellaneous MEBT decision making. Citizens Commission on HR is key contact and clerical support to the Commission Compensation for Elected requiring action every even year. Requires salary Officials surveys, evening meeting attendance, working with Commission members from a wide and varied background, as well as bringing the finished product to City Council as stated in ECC. Page 20 Packet Page 25 of 137 Needs Discussion Counseling and Employee HR is key contact for supervisors, managers, employees, Maintenance and family members in regards to illnesses, promotions, discipline, performance issues, complaints in general, policies, CBAs etc. Retirement and Exit Self-explanatory and frequent occurrence. Interviews Policy Administration and Self-explanatory. Development Training and Employee Self-explanatory. Development Investi ations Self-explanatory. Record Retention HR has a complicated and lengthy record retention compliance list including the recently changed 75 year retention requirement for any L&I claim resulting in payout through time loss or disability payment. Medical records and recruitment records are also strictly controlled through retention guidelines. Compensation Policy Administer and refine the City's compensation policy for non -represented staff. As stated, the above includes HR baseline work. The following denotes additional work that has either increased dramatically over the last year or has been added to the existing workload: 1. Job Vacancies (see attachment) — As with most HR responsibilities, the number of vacancies over the past few years has grown considerably. As you can see from the attached statistical analysis, the HR department posted 31 positions in 2004; 40 in 2005; 33 in 2006, and as of September 2007, we have posted 43 positions. The significance of these numbers and the accompanying impact on HR include the following: With keen competition in the private marketplace, the applicant population for many of our jobs is either below the level of proficiency that we require or the applicants are not applying for our positions. The outcome is an increased need for research and customized postings in order to reach the correct market base. The days of being able to simply put an ad in the local newspaper and receive appropriate numbers of applications from qualified individuals is over. Over the last year, posting and advertising of job vacancies has required a significant amount of teamwork between HR staff and supervisors. Along with research and customized postings, a considerable amount of work goes into targeting audiences through mailings and e- mails to, again, help insure the best possible outcomes. Page 21 Packet Page 26 of 137 Departmental Needs Discussion • With the increased number of vacancies, HR also deals with a corresponding increase in phone calls from applicants, from Supervisors/Managers as we set up interviews, and as we assist in creating/writing appropriate interview questions. • In many cases, the HR staff is also relied on to participate on interview panels, advising throughout the process, and performing the reference checks. • With each new employee, HR staff performs in-depth orientations involving benefit reviews, policy education, etc. and works with the employee, and frequently their spouses, to help them understand the rich benefit structure offered by the City. 2. Commute in Reduction - In the past year, we also "picked up" responsibility for several programs including the Commute Trip Reduction Program (which is required by Washington State under the Commute Trip Reduction Act). In years past, this program was one of nominal time and effort involving quarterly events in which employees voluntarily participated and were awarded gifts supplied by CTR. The current program requires significantly more time and involvement including: Facilitating and overseeing an in-depth, all city survey Attending quarterly network meetings to stay abreast of requirements in order to meet compliance levels Overseeing compliance of two other large area businesses (Stevens Hospital and Edmonds Family Medicine) 3. Workplace Safety — The HR department was a strategic component on the Workplace Safety Task Force in identifying safety/security needs throughout the City. The HR department also, through default, took on the ID badging function which following the initial flurry of ID cards still requires significant time working with Gail Donnelly (front desk) and making sure that all new employees are badged appropriately. There is more work to be done in this area however, with negotiations and other high profile job requirements, has been tabled. 3. Labor and Industries (see attachment)_ L&I/Worker's Compensation continues to have a significant impact on HR workload. While it would appear that the number of L&I claims has gone down in 2007 (which is true), it must be noted that the attached report reflects new claims and does not detail the number of long term "carry over" claims still being handled by HR. L&I continues to be a time intensive program as HR staff dialogues weekly with claims managers, injured employees, and health care providers to secure the quickest, least costly, and most efficient return to work. In addition, each L&I claim (outside the Police Department) resulting in time loss, requires the completion of complicated sick leave buyback documentation, LEP documentation and worksheets. Page 22 Packet Page 27 of 137 Departmental Needs Discussion 4. Family Medical Leave (see attachment) — FML continues to be a time consuming program. It is required by federal law and by city policy. This program requires a plethora of documentation, template and customized letters, and is administratively confusing due to its various components and other Washington State leave and disability laws that work in conjunction or independently of FMLA. As you can see on the attachment, our "highest" usage year was 2005 with 30 employees placed on Family Medical Leave. As of mid -September, 2007 shows a total of 27 with a high probability of going over 30. 5. Ci Wide Safety Committee — HR also has the lead on the City Wide Safety Committee which is an additional program that involves a great deal of time and energy. The CWSC falls under Washington State law and is specific on members, goals, and outcomes including quarterly safety meetings in which accidents and issues are reviewed. In addition, the City is obligated to have a comprehensive safety program/accident program in place for each department (all city). The CWSC is working short term on current safety issues and long term on the comprehensive programs. A great deal of work will need to go into this program in order to show compliance with State requirements. 6. HR Proficiency Over the last few years, the number of changes to existing HR laws and the number of new employment laws is staggering. Washington State leads the nation in its employee - favorable laws including the new definition of "disability" and the new and/or broadened leave laws. Mary Ann and I try to attend training monthly to keep as up-to-date as possible in all areas of HR to assure compliance in critical areas. CONCLUSION: As detailed above, the current workload is very difficult for a two member HR staff to meet with any degree of proficiency. As also shown, Edmonds HR staffing levels are far below what is considered average or normal in cities of comparable size (by employee FTE). The answer would seem to be either increase staffing levels or decrease the workload. Page 23 Packet Page 28 of 137 Departmental Needs Discussion Administrative Services Departmental Needs Departmental Overview The department has overall responsibility for the following areas: budgeting, financial reporting, payroll, accounts receivable, accounts payable, risk management, voice networks, data networks, enterprise software maintenance and support, and most desk top computer and software acquisition, support, and maintenance. Additionally, the Department responds to public questions and comments originating from Internet requests and for electronic records requests. We also work with departments on electronic archiving of records. We have the highest counter traffic in City Hall, and are second in volume to Parks overall. We also respond weekly to requests for various types of information from the public, and so far have been able to resolve issues without requestors escalating to a formal Public Records Request. I have also acted as the individual who manages Mike Doubleday's overall intergovernmental services contract. One of the emerging areas where departmental staff are spending a great deal more time are heading off or correcting errors originating in other departments. In the past three weeks, for example, we have corrected potential overpays of $4,600 and $18,000, worked with auditors on a public records retention violation associated with a Federal grant, a potential suspension/disbarment purchasing violation associated with another Federal grant, and a delayed final report again associated with a Federal grant. Major Challenges The major challenges section is going to be split into two sections: one dealing with the over-all City, the other specifically with the department. By far the biggest challenge we have had to deal with is the lack of departmental credibility. Out of necessity departments worked around Finance and numerous off-line systems were developed. While I think we have made progress in getting things turned around, my feeling is that this still remains a key factor in the lack of resource allocation. City Challenges The first overall City challenge is getting the appropriate tasks assigned to the appropriate staff. For example, I have not been able to understand why functions like managing the Council Chamber computer set-up are not delegated to IT, or why IT has no involvement with Channel 21. Much of the City still uses peel off labels for mass mailing, rather than mail merges or e-mail, which would reduce time and expenses considerably. We have over-all responsibility for City phones, yet there is a portion that HR has responsibility. Page 24 Packet Page 29 of 137 Departmental Needs Discussion Departments also do a lot of work with WCIA or on claims directly, and we may fmd out about a claim or loss weeks after it happened. This makes it tough when we start getting claims adjustors and others calling. Recent examples were the public safety complex sign being demolished, and the PD accident involving a Lynnwood PD vehicle. A second overall City challenge is the "silo-ing" of work within a department rather than using a team approach where representatives from a number of different areas scope out and work on a particular problem. This is especially relevant in the area of technology where a department may have a great idea for a piece of technology (this week it is a major copy machine, where if it were to be connected to the network it would probably disable our print server), makes an acquisition, and then after the fact requests IT assistance with storage considerations or network connections, which have not been included in our work plan. Dept Challenges Looking at the department, our major challenges relate to our staffing levels. We are the only City department whose staffing has not been restored to early 1990 levels. The reassignment of Sandy's and her staff greatly exacerbated our staffing problem. We have zero clerical or administrative support. We have extremely limited back-up ability for mission critical applications such as payroll, accounts receivable, accounts payable, network maintenance, and systems support. The Department absorbed responsibility for phone systems, along with the back end business license renewal and e-Agenda process, which dramatically reduced staffing needs in other areas. Yet there has been no transfer of staff resources. As I mentioned earlier in this section, it is my feeling that we are still working through the lack of credibility the Department developed over a number of years, but it is still very much a part of day to day operations. For example, I can't help but feel that IT would be staffed at a much different level is someone other than Mike Stark had been managing the operations. IT has grown exponentially over the past few years with no growth in staffing resources. Service Demands & How We Plan on Meeting Thenz Our plan for meeting service demands is through staff development and by leveraging technology wherever possible. We are working on electronically billing and receiving payments for utility bills electronically. This will hopefully reduce counter traffic and free up counter staff time. Page 25 Packet Page 30 of 137 Needs Discussion A second initiative will be to add bar coding onto all utility bills so that these can be scanned rather than manually input. After this is successfully deployed we will look at having all payments flow through a lock box, further saving counter staff time. As counter staff time is freed up we are looking to have Nicole trained in a number of IT applications. She has an aptitude for this type of work, and this is a much more promising future than receipting utility payments. The first area will be with routine phone system maintenance, followed by Crystal reporting. We are in the process of changing the way in which City electronic records are backed up. By switching from tape drives to network attached storage devices using City owned fiber optic cable we will save four hours per week of Mike Waters' time. Additionally, we will have duplicate, searchable backups for all electronic records. In the area of back-up, we are working on having Nicole and Debi Karber learning how to run payroll, and are working on having Nicole and Deb Sharp back up utility billing. With Mike Stark's departure we are currently reviewing voice and data back-up procedures, along with a detailed review of possible network vulnerabilities. This should be completed within sixty days. Page 26 Packet Page 31 of 137 AM-1381 Friday, February 1 - Projection Model & 2007 Retreat Strategies Edmonds City Council Retreat Date: Submitted By Department Review Committee: Action: 02/01/2008 Dan Clements Administrative Services Tnf .-m o+inn Time: 90 Minutes Type: Information Subject Title 10:30 a.m. 2. Projection Model & 2007 Retreat Strategies Recommendation from Mayor and Staff Develop an understanding of the City's future General Fund financial position, along with the work done at last year's Council retreat to address these issues, and possible ways of dealing with current challenges. Previous Council Action 2007 Council Retreat. Narrative This portion of the Retreat agenda will be used to review the City's General Fund projection model, with an eye on what has changed since last year. Next there will be a discussion of of the individual elements discussed at last year's retreat. Fiscal Impact Attachments Link: Proiection_ModeI Link: 2007 Retreat Strategies Form Routini0tatus Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/28/2008 03:13 PM APRV 2 Mayor Gary Haakenson 01/28/2008 03:19 PM APRV 3 Final Approval Sandy Chase 01/28/2008 04:50 PM APRV Form Started By: Dan Started On: 01/28/2008 01:55 Clements PM Final Approval Date: 01/28/2008 Packet Page 32 of 137 O O O O O O I I I I �..ale ' 00 C O ' 040 0 N C) ' N ? N C U N ' W N O N N I O O O N t 00 � O O O O O O N O O O O O O O O O O O O O O O 04 CY) LO rl- 0 CM M N 01 m 0- N Y U CL 2007 REVENUE OPTIONS Item Blue Black Enactment Move EMS Levy to Fall, 2008 5 0 Council FUTURE REVENUE OPTIONS Item Blue Black Enactment Reduce Cemetery Subsidy 7 0 Council Sale of Surplus Property 7 0 Council Cable TV Utility Tax to 6% 6 0 Council "Seattle" Internet Charges 6 0 Council Highway 99 Petition Annexation 6 0 Council Ferry Traffic Mitigation 6 0 State Electric Utility Tax Increase to 7% 6 5 2 Vote Natural Gas Tax Increase to 7% 6 5 2 Vote Telephone Utility Tax Increase to 7% 6 5 2 Vote Solid Waste Utility Tax Increase to 7% 6 5 2 Vote EMS Property Tax Levy Lid Lift a 5 0 Vote Transportation Benefit District 5 5 0 State Water Utility Tax Increase to 7% Z 4 1 Council Sewer Utility Tax Increase to 7% Z 4 1 Council Storm Utility Tax Increase to 7% Z 4 1 Council Emergency Transport Fees at $450 4 1 Council Sales Tax Economic Development 4 0 Council Traffic Light Cameras 3 2 Council Edmonds Dance with the Stars 2 3 Council Gambling Tax 1 1 6 Council B&O Tax (0.2% Maximum) 0 6 Council General Property Tax Levy Lid Lift ° 0 5 Vote Emergency Reserve Fund ($2.0 million) REET for Transportation Council State FUTURE REDUCTION OPTIONS Item Blue Black Enactment Elimination of Programs or Services 6 0 Council Reduction of Overhead Costs 5 1 Council Across the Board Reductions 0 5 Council Packet Page 34 of 137 AM-1382 Friday, February 1 - What's Completed & New: Draft 2008 Strategy Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Dan Clements Time: 2 Hours Department: Administrative Services Type: Information Review Committee: Action: Information Subject Title 01:00 p.m. 4. What's Completed & New: Draft 2008 Strategy Recommendation from Mayor and Staff Receive an up -date on the individual elements which comprised the 2007 Retreat plan, and have an in-depth discussion on the following six items: 1.) EMS Levy, 2.) Insurance EMS Billings, 3.) Fire Service Structure, 4.) Traffic Signal Cameras, 5.) Harbor Square/Safeway Redevelopment, and 6.) Transportation Benefit Districts. Previous Council Action 2007 Council Retreat Narrative At the conclusion of this portion of the agenda, it is hoped that Councilmembers will have a common knowledge base regarding the City's future financial position, and what steps can be taken to address the issue. Fiscal Impact Attachments Link: Individual Discussion Link: EMS Levy Link: Insurance EMS Billings Link: 2007 EFD Unit Transports Link: Fire Structure Link: Traffic Cameras Link: HS Redevelopment Link: TBD form Routin /Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/28/2008 04:04 PM APRV 2 Mayor Gary Haakenson 01/28/2008 04:47 PM APRV Packet Page 35 of 137 3 Final Approval Sandy Chase 01/28/2008 04:50 PM APRV Form Started By: Dan Started On: 01/28/2008 02:14 Clements PM Final Approval Date: 01/28/2008 Packet Page 36 of 137 OL 3 O O LL fu 41 V) 7 m O O z Ln a-+ O u fo Co V o r-L M O O O 00 V m M O M n n M O w " N O O O N r� r, V O1 V M tD O O O O M V l0 tD O N n V n N n of O O N n 00 O O M tD w O 01 M V M n n O O M V M tD O O 01 G N t0 O M m n -L ti M 0 O n m m 00 O O V F t0 N O .-r -1 M o 'I n O Ot Ln Ot rl O O t0 ri rti N N Ln M N M Lrl M O O O Ln Ot Ln n O V 0 O m M O O O n O O O N Ln '-i Ln O tO 14 O U) M .--r tD O O O1 N tD O -7 N M Ot tD co oo O M n n V O O M rq Ln V O t0 O O ti O In LO O N M n OO O O O m Ln M Ln r-L O M 01 00 O Ln V Ln V O Ln Ly O V n n r-r M O N '-L N U) n N M Lfl ti M .-L N .-L O 0) 0) n 00 n O O t0 O tO O 00 00 O O Ol tO 00 O M N V to O O w O O M N n O O Ln Q tO . n. 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CL CL o 0 a 4-+ C � .� 1 4-1 fo C:} ..W+ - � C m C7 C o 0 4-1 - � 0 tlj s� Z fo V✓ err Y o w'u -� 0 u vi� x fu m Ui 0 U CD >. fu m R� C 0 � ,� 0 L -W a, (o (, c C `Q} Cl9 E w C u u w 0 co co N 01 w N Y U f6 d (f) (h Q) V} Qj 0 lei o L � = W `0 `� [0 -d 0 0 Lq U �o u C7 � E (1) o z o O> 0 ° " m - 0 m (A u -�0 R3 0 fo U o c a 2 C3 � Ln 0 -(*+ 0 CJ} ra) u a.i 0 o Ln Cri V rq� i{y�y� /V�J C: -0yi W {/{ E •M > �{ y-J `�F+ �f (�Yf W u u Date: To: From: Subject: EDMONDS FIRE DEPARTMENT MEMORANDUM January 25, 2008 Mayor and Council — 2008 Retreat Subject Thomas J. Tomberg, Fire Chief EMS Levy EMS Levy Lid Lift If the 2008 EMS levy lid lift passes, it restores the lid of the permanent levy rate to .50 per $1,000 of assessed valuation. The 2002 renewal of the EMS levy at the .50 rate was passed by the voters with an 84 percent affirmative vote. As the assessed valuation of property increases, the levy rate drops. The 2007 levy rate was .36124. The current EMS levy rate is .3216. In 2008, the EMS levy will generate 2.452 million dollars. If the 2008 levy passes, it will add approximately 1.5 million additional dollars in 2009 for a total of 3.952 million dollars If the 2008 levy fails, it remains at its current rate .3216—the "permanent" feature of the 2002-voted EMS levy —and continue to drop incrementally as assessed values increase. The current EMS levy rate on a $500,000 home is $160. Lifting the lid to .50 per $1,000 of AV increases that amount by $90 to $250, or an additional $7.50 per month. The average value of an Edmonds home is $457,245. Edmonds assessed value is $7,605,236,214 (11-2007). How Does Use Of The EMS Levy Translate In Terms Of Overall City Financial Management/Spending? The 2008 EMS levy, like the items below, is critical in helping to prevent the revenue and expenditure lines from intersecting. ■ 2001 ■ 2003 • 2006, 2007, 2008 ■ 2002-2007 • 2003 Snolsle Library: $1,045,000 Savings Expenditure Cuts of $1,248,000 Street Transfer Reductions Revenue Increases EMS Levy (Additional $626,182) OFFICE OF THE FIRE CHIEF Packet Page 41 of 137 • 2002, 2003, 2006 • 2004 • 2004, 2005, 2007 • 2003, 2007, 2008 • 2008 Banked Capacity OV Water Franchise LID Guarantee Utility Tax Sales Tax Sourcing How Are EMS Levy Funds Used In The Context Of The Fire Department? EMS levy funds are used to pay a larger share of the Fire Department budget freeing up General Fund monies to meet critical needs in the City. The total 2008 Fire Department budget is $8,034,353 (updated page 7 of 2007-2008 budget book). How much does it cost to provide EMS services? • The 2008 Fire programmatic budget is 7,256,018 million • The 2008 Fire Prevention budget (non -EMS) is $257,619 • Approximately 71 % of all emergency activity in 2007 was EMS -related 7,256,018 — 257,619 = 6,998,399 x .71 = 4,968,863 Are there Other Costs attributable to EMS not identified in the Fire Department programmatic budget? Yes. • Station 20 Contract Payment $ 65,954 (through 2015) • Transfer to Apparatus Replacement Fund 204,124 (Fund 511) ■ Transfer to Fire Pension 53,000 (Pre-LEOFF) ■ 1996/2003 Public Safety -Bond 204,343 (Square Footage) • ESCA 32,940 (.5 of assessment) • 800 MHz Sno Co Bond 50,457 (32.5% Fire Share) • Transfer to LEOFF Health 167,517 Total $778,335 Total of Other Costs at 71 % _ $552,618 All costs considered, it requires $5,521,481 to provide EMS services in the City. This exceeds the amount provided by the 2008 EMS levy of $2,452,000 by $3,069,481. EMS Election Information — When to Run the Election? ACTION REQUIRED Have any other government jurisdictions announced plans for election in 2008? Yes. ■ The Edmonds School District will run a four-year technology -capital levy renewal election on May 20. If passed, the levy rate of 28 cents per $1,000 of assessed valuation reduces the current 52 cent rate. • It has been heard about that Stevens Hospital plans to run a bond levy election sometime in 2008 for an as yet unspecified amount and purpose. Packet Page 42 of 137 If the turnout exceeds 40 percent of the last general election (6,149 is 40% of 15,372), the number of votes in favor of the levy must exceed 60 percent of votes cast in this election to lift the levy lid to .50. If the turnout is 40 percent or less of the last general election, the number of votes in favor of the levy in this election must be at feast what amounts to 60 percent of the 40 percent of voters from the last general election. If a Special election is held on April 22 or May 20, a Local Voters Pamphlet is not prepared meaning the Explanatory Statement, Local Focus Statement, and Pro and Con Committee Appointments are not required. The Council Resolution/Ballot Title is due February 29 for the April 22 election and on March 28 for the May 20 election If the election is held on a Primary or General election date, a Local Voters Pamphlet is prepared and the Council Resolution/Ballot Title, Explanatory Statement, Local Focus Statement, and Pro and Con Committee Appointments are due on the same day. The statements from the Pro and Con Committees are due the Tuesday following the cutoff date for the Resolution. The Rebuttal is due the following Friday. The 2008 Primary election date is August 19. The Council Resolution/Ballot Title, Explanatory Statement, Local Focus, and Pro and Con Committee appointment forms are due May 27. Pro/Con Statements due June 3. Rebuttal Statements are due June 6. The General election date is November 4. The Council Resolution/Ballot Title with Explanatory Statement, Local Focus, and Pro and Con Committee appointment forms are due August 12. The Pro/Con and Rebuttal Statement timelines have not been determined as of this writing. Depending on the date the Council chooses to run the election, consideration should be given to filing for subsequent dates in order to adjust in case of failure. If the lid lift passes on the initial try, later filings can be cancelled. All -Mail ballot costs for the two Special election dates are estimated at $5 per registered voter (fewer to share the cost). All -Mail ballot costs for the Primary and General election dates are estimated at $2 to $3 per registered voter (more to share the cost). The number of Edmonds registered voters for the November 6, 2007 General election was 24,214. When selecting a date to run the EMS levy lid lift, Council may wish to consider: • Date other local jurisdictions have selected for their ballot measures — local, county, state, federal • Time to adjust, resubmit if initial measure fails • Impact of other ballot measures on same date selected • Anticipated voter response on date selected: smaller, moderate, larger • Visibility • Time to prepare, educate, get the word out. The 2008 date selected by Council to run the EMS levy lid lift is ........................ 3 Packet Page 43 of 137 EDUCATION AND ADVOCACY City employees cannot engage in advocacy on duty, on city premises, nor use city resources to advocate for or against a ballot issue. Ensuring informed voters vote by mail through a non -advocacy educational outreach conducted by City employees may be accomplished via: • Council resolution of support after an opportunity for comment by those opposing and in favor of the levy have an opportunity to speak at a regular Council meeting that posts notice of the opportunity to speak included on the regular agenda. City employees can speak at that hearing. ■ Mailers (Approximately 21,000 households) Flyers ■ Posters • Speakers bureau ■ Appearances at neighborhood meetings, business associations, civic groups, service clubs ■ Utility bill inserts • Phone banks ■ City and Department websites ■ Channel 21 — PowerPoint presentation, information, crawl, and interviews ■ Letters to the editor ■ Update on Edmonds (Quarterly) ■ Newspaper inserts • Bumper and widow stickers • Signage ■ Reminders to register and vote from the Council dais. Organizations like IAFF Union Local 1828, the Edmonds Fire Safety Foundation, an ad hoc citizens committee, etc. may rigorously advocate in support of the levy as long as the effort is off duty (if city employees are involved), does not occur on City premises, and does not use city resources. Advocacy representatives have the ability to raise funds and acquire a tax status and can do most of the bulleted items above in support of the levy. WHO DOES THE NON -ADVOCACY EDUCATING? In the 2002 EMS levy election, the non -advocacy educating was done by Fire Administration personnel at a cost of approximately $3,500 and staff time. Two differences to note in the 2008 educational and voting processes from the 2002 election are (1) the understanding by voters that EMS levy funds replace General Fund monies used to pay for fire and EMS services, and those freed -up General Fund monies are then used to pay for other City services, and (2) the All -Mail ballot. Packet Page 44 of 137 EDMONDS FIRE DEPARTMENT MEMORANDUM Date: January25, 2008 To: Mayor and Council — 2008 Retreat Subject From: Thomas J. Tomberg, Fire Chief Subject: Insurance EMS Billings The City's only previous involvement in EMS user fees began and ended in 1997 after a citizen -sponsored measure against the charges scheduled to appear on the general election ballot was pulled by the group in a compromise engineered by, among others, then Council member Gary Haakenson. The short-lived user fee was a Medic 7 $400 transport charge. A post-mortem on reasons for the user fee failure serves no useful purpose at this time other than to report it in the context of the larger discussion. EMS user fees are common, but not standard, in this area and throughout the country. They are also common, but not standard, among government providers that levy property taxes and EMS levies. Local jurisdictions with all three include Everett and Mountlake Terrace; Lynnwood levies the first two, but does not have an EMS user fee. The underlying concept of EMS user fees is that the property tax and EMS levy pay for pre -emergency components of the system short of actual use: capital, apparatus, labor, training, quality assurance, overhead, legal, standby, etc. Only actual use of the delivery system and medical transport triggers the fee. User fee ordinances are written in a wide variety of ways, too many to address at this time; however, one standard in ordinances is billing the charge to the user's insurance carrier. To provide pre -hospital medical care and transport and not bill the user's insurance carrier is to overlook a legal, reputable, common, and well -established revenue source that helps defray the cost of providing comprehensive life and safety services to the community. It also directly subsidizes the carriers' stock holders by allowing the insurer to avoid paying the user fees for service that the user pays to the carrier in the form of insurance premiums for actual use of the public and private health care delivery system. Fire Administration, Administrative Services, and the City Attorney are prepared to follow any direction the Council cares to provide now or at a later date to further study and analyze an EMS user fee ordinance. Attached for Council review is a 2007 EFD Unit Transports table showing potential user fee revenues at specific collection rates for EMS transport services based on the number of ALS (Paramedic) and BLS transports in 2007. OFFICE OF THE FIRE CHIEF Packet Page 45 of 137 2 q ¥ou /ƒ}\� r §r7S2k� \ #®® — — m» --~^ — o ) Q C. �77] $ @c, f�® 7 f#\] CD e ~ m w—$§ 2]$n \%t) *E 6aEo — #]§ƒ -- a— § § ) § � [§0q § \k\/ 2 7 ®z � !»2® 0 & CL cn \ cu -- §\\\ 3— m 2 k §) o e e /fki a 7 � ) C. njco u A b=ff §\o / < In e ~ k§k $ 2{k\ \ |77k ~0) i � // ) 2 > OD " e= c > co \ \ a ) 2 c Gam`m 0m — s|�a2\ k{$]\ u@ ( 4§ \)/®G L) ELU) k� 0EE CL CL Q52 §70 /co A\\/§\j Date: To: From: Subject: EDMONDS FIRE DEPARTMENT MEMORANDUM January 22, 2008 Mayor and Council — 2008 Retreat Thomas J. Tomberg, Fire Chief Mark J. Correira, Assistant Chief A New Direction for the Edmonds Fire Department Fire Administration is seeking authorization to study the feasibility of partnering with another area fire service provider or providers outside the governance and taxing structure of the City of Edmonds, or becoming a stand-alone provider independent of the City. It is our belief that Fire Department departure will stabilize City finances for at least the intermediate term until new or expanded revenue sources come on line, and ensure that the new or expanded fire and EMS agency is able to provide quality fire and EMS services to Edmonds citizens. The study/analysis will commence after passage of the EMS levy, the last of three goals necessary to remove any potential distractions from the process. The first two were the November 2007 election and signing of a three-year collective labor agreement. The study team, involved to the extent required, will consist of representatives from Fire Administration, Administrative Services, the City Attorney's Office, IAFF Union Local 1828 and other appropriate departments and/or individuals, internal and external, as required. The study team will report progress, problems, etc. to the Public Safety Committee, follow the standard problem -solving methodology, and expect the study/analysis not to exceed 18 months from inception. Anticipated costs are staff and City Attorney time, and may be addressed as required in the 2009-2010 biennium. Thank you for your consideration. TT and MC OFFICE OF THE FIRE CHIEF Packet Page 47 of 137 TAWI MEMORANDUM Date: January 30, 2008 To: Gary Haakenson, Mayor Al Compaan, Chief of Police From: Gerry Gannon, Assistant Chief of Police Subject: Red Light Cameras PURPOSE Should the city increase public safety through the enforcement of traffic laws associated with red light traffic signal violations by adding red light photo enforcement to our most dangerous intersections? Brief Overview Unlike random camera surveillance, photo enforcement is intended to capture a photo of the violation and license plate of the vehicle violating the law, capturing a specific vehicle as a result of a specific illegal action. The installed digital cameras would capture a photo of the violation, and the rear license plate as well as a 12 second recording of the violation, capturing the vehicle prior to and through the intersection. Once the violation is captured and processed, the images are provided to the police department for review. A police officer must approve all violations to verify the violation and authorize the issuance of the infraction. The violator can also review the violation on-line, which would include photo images and the video, which reduces the number of challenges the court would handle. Local Experiences The City of Lynnwood researched and selected American Traffic Solutions (ATS) as their red light camera vendor. Three approaches started July 1, 2007, one additional fourth approach was on line in August 2007, and the fifth approach was on line in September 2007. Between July 1, 2007 and January 22, 2008, the following took place at approaches with red light cameras installed: City of Edmonds Police Department Packet Page 48 of 137 26,500 events 14,100 Notice of Infractions issued, of this number 63% have been paid Gross funds collected approximately $1.1 million By the end of February 2008, the City of Lynnwood will have a total of ten approaches on line. Intersection Selection Intersections and approaches were selected based on collision data, engineer input, public works input, and traffic officer input. Based on this input, twenty intersection/approaches were selected. ATS then used the information from Lynnwood to do a survey of the selected intersections to determine viability, i.e, were there sufficient numbers of violations to warrant placement of the equipment. Cost to the City -of LYnnWood • No survey costs. • ATS paid for all permit fees. + Verizon broadband is used for transmitting information; these costs are built into contract. • Each approach costs either $3500 (two or less lanes) or $3750 (three or more lanes) per month. • Lynnwood uses their traffic officers to review each event. The average time reviewing a single violation is approximately 30 seconds. • Less than one event per day at each approach @ $124.00 that is paid will cover the monthly contract price of the services provided by ATS. • As a vendor, ATS guarantees no net negative monthly cost to city. City of Seattle TRAFFIC SAFETY CAMERA VITAL STATISTICS AS OF May 31, 2007, FROM SEATTLE PD based on $101 per NOI. Total Events Screened by SPD 14 672 Total Citations Issued 13 966 Issuance Rate 95.20% Total Citations Paid 9,226 Payment Rate, aged 60 days, thru Feb '07 73.20% Net Revenue Collected $901,056 Hearings Requested of Citations Issued) 1,518 (10.9%) Affidavits Received of Citations Issued 846 (6.1%) Packet Page 49 of 137 Vendor Review American Traffic Solutions ATS Based in Scottsdale Arizona, their product designs are the state of the art technology. ATS has been a recognized design leader of safety camera technology and software solutions for the photo enforcement industry since 1987. ATS principals implemented many of the first photo enforcement programs across the United States. Their new system is the smallest, and most powerful in the industry. The control cabinet dimensions are only 22x20x18 and can be mounted on existing poles, and the processor is fully solid state. The camera system is a powerful 12.4 mega pixel digital which can identify the violation and get the plate with a single image — critical for prima facie evidence. A 12 second video clip is included with the still photos. *The cities of Seattle, Puyallup and Lynnwood have signed contracts with ATS, the City of Renton in a contract finalization phase. Nestor Traffic System Nestor Traffic Systems, based in Providence, R.I., provides video -based monitory system. Extended mast arms are used due to the video based technology. Nestor advised they are in the process of transitioning to a digital based system for license plate photographs, but have no definitive data at this point. Reference data show low validation rates, but they claim the new cameras will ensure a higher clarity of photographs, with better physical evidence for court adjudication purposes. This system uses multiple cameras, requires substantial lighting units, and a large controller box at the intersection. Redflex Traffic Systems Redflex is an Australian company with US offices in Scottsdale Arizona, with nearly 20 years of experience in photo enforcement, and is a major provider of red light programs. They use multiple cameras, packed into a single intersection box — requiring separate cameras to sync to identify the violation and the license plate. These photos must be matched by a Redflex processor to confirm the plate and vehicle match, which has caused errors matching plate and vehicle. A 12 second video clip to validate the violation is included. A road side cabinet is required. *The city of Auburn and Lakewood recently entered into a contracted with Redflex. PILOT PROJECT RECOMMENDATION We suggest the city consider an agreement for a one year pilot program, and with a minimum of three intersections and five approaches. The program would be guaranteed to be cost -neutral. The City would have the right to terminate the program at the end of the pilot program. The vendor would be responsible for removing the equipment. However, the City would have the right to extend the program for two additional four year periods with the pricing to remain the same except for a CPI adjustment. The guarantee that the program will be cost -neutral would continue. INTERSECTION EVALUATION Packet Page 50 of 137 It is important to the City and the vendor that the intersections identified by the PD and engineering as problem intersections, actually have significant red light running violators. As a part of the program the vendor provides a video evaluation of each selected intersection approach, and provides the City with a written report showing the numbers of violators, times of day, and violation lanes. ATS suggests that if there are not eight or more violations per day on any specific intersection approach, the approach may not be in need of an automated program. FISCAL IMPACT The vendor provides all installation requirements. There are no up front, installation or maintenance costs for the City. The monthly flat service fee would be covered with just over one paid violation per day. All approved intersections will be initially selected by the city then electronically evaluated by ATS. Only intersection approaches with eight or more violations per day will be chosen, thus there is little chance the camera installations will not be self supporting or better. Costs to the city would be PD evaluations of the potential violations, and court involvement with the clerical end and court challenges of a violation. The ATS system works very quickly, taking only 20 to 25 seconds for an Officer to evaluate a violation, thus it will not take substantial PD time to handle the violations. We may use "light duty" Officers or non PD personnel to do the initial violation review. Should our Court prefer, due to work loads, to have an outside entity handle citation payments, and accounting, ATS has an agreement with US Bank to handle that via a city lock box. The cost would be $1.50 per processed violation. Research Relating to Red Light Photo Enforcement Intersections are dangerous and costly to the city ♦ Nationally 44% of injury crashes occur at intersections (National Highway Traffic Safety Administration) ♦ The Insurance Institute of Highway Safety research shows that motorists are more likely to be injured in crashes involving red light running than in other types of crashes, such as rear end collisions. Occupant injuries occurred in 45 percent of the red light running crashes, compared with 30 percent for other crash types. ♦ Red light running is the leading cause of urban crashes according to the Insurance Institute of Highway Safety. ♦ Intersection accidents take up a disproportionate amount of police department staffing hours due to detailed reports, lengthy investigations, record management, and disbursement of reports. ♦ Intersection violations are the most difficult traffic violation for police to identify and apprehend due to lack available resources and the safety risk to the officer. ♦ The 2007, collision statistics indicate that over 1/3 of all of our traffic collisions occur at or near intersections. ♦ Some research suggests that implementing red light photo enforcement may contribute to increased incidents of rear end collisions. However, the collisions are generally minor in comparison to side impact intersection collisions. Packet Page 51 of 137 ♦ National Institute of Traffic Safety and Federal Highway Administration data demonstrate these types of programs reduce intersection violation collisions and deaths dramatically. ♦ Of the 588 roadway collisions that occurred in our city in 2007, 225 or 38% were collisions that occurred in or near a controlled intersection. ♦ A common complaint that city administrators and the police department receive is the congested traffic flow in the city, due in large part to the blocked intersections and red light running. ♦ Traffic accidents are routinely in the top five "calls for service" each month. ♦ This type of program will also aid as an investigative tool when a traffic accident occurs due to a red light violation because it will be recorded. ♦ Our traffic unit has spent time at 220`h ST SW and Hwy 99 to enforce red light violations during the past year. On most occasions the officers are unable to get to the violators due to heavy traffic conditions. —> Photo enforcement programs work: ♦ New York City, since 1994 (the longest running program in the United States) reports a 72% reduction in violations, 41 % reduction in collision, and a 35% reduction in fatalities. ♦ San Francisco, Los Angeles, Dayton, Albuquerque — and dozens of other cities across the United States report substantial drops in violations and serious intersection accidents. ♦ U.S. Dept. of Transportation's Federal Highway Administration reports: Red light running violations decreased by as much as 60 percent at intersections where cameras automatically enforce the law. ♦ Locally, in the city of Seattle, after a pilot program implemented in July at just 4 intersections, and 2 more added in October, over 5,500 citations have been mailed since implementation ♦ In Seattle, the challenge rate of 10% to 14% is actually lower than the challenge rate of other moving violations. This is believed to be due to the violators can view a 12 second film clip of their violation on the internet. The public has demonstrated support for these type of programs: ♦ A National Harris Poll in 2001 reported that 78% of the public wanted greater intersection safety. ♦ The Insurance Industry for Highway Safety reported that cities with red light programs scored between 77% and 84% consumer approval ratings. ♦ Local polls in Texas, California, Arizona and Ohio confirm that the public is supportive of creating safer intersections. ♦ According to a Federal Highway Administration study, which looked at 132 intersections in seven jurisdictions, there was a 25% decrease in total right-angle accidents, a 16% decrease of injury right-angle crashes. ♦ Several cities have reported that overall accident rates have gone down throughout the city, even at intersections that do not have red light photo enforcement referred to as the "halo effect." Summary ➢ When proper public education is provided, communities welcome the added traffic enforcement benefit that provides more public safety and enhances traffic flow. Packet Page 52 of 137 ➢ The growth of our city has added immeasurable traffic loads causing congestion, placing our motorists at greater risk, demanding an increase in traffic enforcement. ➢ Red Light Photo Enforcement is a viable solution for many municipalities in the country and in our region, relying more and more on technology to improve community safety and satisfaction. ➢ Research has shown that motorists are more likely to be seriously injured in crashes involving red light running than in other type of collisions such as rear end collisions. ➢ Intersection violations are very difficult to enforce for police officer. It presents a significant safety risk to the police officer in comparison to other types of traffic enforcement ➢ Intersections with Red Light Photo Enforcement will significantly reduce the number of complaints to city departments about vehicles running red lights and blocking congested intersections. ➢ The Red Light Photo Enforcement technology will work 24/7, non-discriminatory and far more efficient and effective than police or traffic officers working the intersection. ➢ With limited resources available, this innovative technology is an effect tool for protecting citizens and property. ➢ Research has shown that the public favor creating safety intersections and with the advancement in technology, more accepting to photo enforcement technology. ➢ There are several vendors providing this technology and reliable companies have been identified. ➢ Cities with Red Light Photo Enforcement show a collision reduction throughout the city, due to the overall impact on driving behaviors of all drivers. ➢ The Red Light Photo Enforcement is cost effective. Packet Page 53 of 137 Harbor Square/Antique Mall Redevelopment Summary One Time Revenue to City of Edmonds upon Protect Completion Real Estate Excise Tax $1,845,420 Permit Revenue $1,265,493 Sales Tax on Construction $2,473,093 Total One Time Revenue $5,584,007 Ongoing Revenue to City of Edmonds (2018 and out year Property Tax $565,131 Leasehold Excise Tax $89,174 Sales Tax Retail Sales $537,736 Utility Tax $98,657 Employees $8,017 $1,298,715 Other Property Tax Revenue to the Community (2018 and out yearsi Port of Edmonds $36,095 Edmonds Schools $1,418,406 Stevens Hospital $73,560 Snolsle Library $142,559 $1,670,619 Packet Page 54 of 137 City of Edmonds Community Services Department Economic Development Department Date: January 28, 2008 To: Mayor Haakenson and City Co pcil members From: Stephen Clifton, Community Services and Acting Economic Development Director Subject: Transportation Benefit District -- City of Edmonds Participation City of Edmonds 2008 City Council Retreat Discussion Item In 1987, the Legislature created Transportation Benefit Districts ("TBD") as an option for local governments to fund transportation improvements. Since 2005, the Legislature has amended the TBD statute to expand its uses and revenue authority. Most recently, in 2007, the Legislature amended the TBD statute (ESHB 1858). The legislation allows a county or city to establish one or more transportation benefit districts (TBD or District) within its jurisdiction to fund improvements to city streets, county roads, and state highways. Transportation Benefit Districts are independent taxing districts that can impose an array of taxes or fees, either through a vote of the people or through council action. TBDs are flexible, i.e., they allow cities and counties to work cooperatively on addressing both regional and local transportation challenges. The legislative authority of a county or city may create a TBD by ordinance following the procedures set forth in Chapter 36.73 of the Revised Code of Washington. The county or city proposing to create the TBD may include other counties, cities, port districts, or transit districts through interlocal agreements. At recent Snohomish County Infrastructure Coordinating Committee (ICC) meetings, staff from various Snohomish County jurisdictions were briefed on the new legislation. Snohomish County is provided a 6-month "first bite of the apple" to access the tool and implement it in a countywide fashion, which is until May 22, 2008, unless the county waives the six-month waiting period for the cities. To form a countywide TBD, an inter - local agreement (ILA) must be executed between 60% of the County's cities representing 75% of the incorporated population. As a follow-up to these meetings, City of Edmonds caR Community Services Packet Page 55 of 137 City staff have been meeting with elected officials and City managers of their respective cities to see if there is interest in possibly forming a countywide TBD. To help the City Council better understand how to implement TBD legislation and what it means to Snohomish County and its cities, I've provided two documents from the Association of Washington Cities. The first document contains Frequently Asked Questions and related responses; the second is a checklist which highlights many of the important considerations when creating a TBD. Snohomish County representatives are currently seeking an expression of cities' interest in further exploration and evaluation of this financing tool. To date, the cities of Everett, Marysville, Lynnwood, Mountlake Terrace, Mukilteo and Arlington have expressed an interest in discussing and exploring this issue further with Snohomish County. The Cities of Mill Creek and Lake Stevens have been provided an example letter. As highlighted within the attached letter from Mountlake Terrace, the need for transportation funding for local governments is great, and forming a TBD could be a funding tool to help meet some of the need. The City of Edmonds Mayor and staff agree with statements contained within a January 4, 2008 letter from the City of Everett, i.e., it's important that we begin discussions early, in order to thoroughly evaluate revenue options and look at the types of eligible transportation projects and programs upon which to focus, and to continue discussion, exploration and evaluation of a countywide option. As such, the Mayor and staff are requesting the City Council consider our recommendation and express support similar to that of Everett and other cities referenced above. Because the timeframe for forming a countywide TBD is short, I've asked to place this item on the 2008 City Council Retreat and February 5, 2008 City Council agendas. A draft letter expressing support for a collective effort to explore and evaluate a countywide option is attached for your review. Hopefully, by providing you information well ahead of the February 5, 2008 Council meeting, and briefly discussing this item during the City Council retreat, you will be able to take action on February 5. Packet Page 56 of 137 February 5, 2008 The Honorable Aaron Reardon, Snohomish County Executive 3000 Rockefeller Avenue MS 407 Everett, WA 98201 RE: City of Edmonds Support for Evaluating the Formation of a Countywide Transportation Benefit District In 1987, the Legislature created Transportation Benefit Districts ("TBD") as an option for local governments to fund transportation improvements. Most recently, in 2007, the State Legislature approved ESHB 1858 which amended the TBD statute. The legislation allows a county or city to establish one or more transportation benefit districts (TBD or District) within its jurisdiction to fund improvements to city streets, county roads, and state highways. During recent Snohomish County Infrastructure Coordinating Committee (]CC) meetings, staff from various Snohomish County jurisdictions were briefed on the amended legislation and have been discussing options, requirements, and procedures related to potentially forming a TBD. According to the legislation, Snohomish County is eligible to create a countywide TBD between December 1, 2007 and May 22, 2008, after which all counties and cities are eligible. To form a countywide TBD, an inter -local agreement (ILA) must be executed by and between Snohomish County and 60% of the County's cities representing 75% of the incorporated population. We understand that Snohomish County is currently seeking an expression of cities' interest in further exploration and evaluation of this financing tool. To date, the cities of Everett, Marysville, Lynnwood, Mountlake Terrace, and Mukilteo have expressed an interest in discussing and exploring this issue further with Snohomish County. The need for transportation funding for local governments is immense and the City of Edmonds supports an effort to thoroughly evaluate potential revenue options and examine the types of eligible transportation projects that could be funded from any revenue generated by implementing a TBD. As such, the City joins the cities referenced above in supporting a collective effort to explore and evaluate a countywide option. City of Edmonds cQ Community Services Packet Page 57 of 137 If you have any questions, please call me at 425-771-0247, or Stephen Clifton, Community Services and Economic Development Director at 425-771-0251. Sincerely Gary I-Iaakenson Mayor Edmonds City Council Snohomish County Council Stephen Cliflon, Community Services and Economic Development Director Noel Miller, Public Works Director Steve Thomsen, ]CC Chair and Snohomish County Public Work Director Packet Page 58 of 137 S e p t e m b e r 2 0 0 7 WASgr11G7011 S1AYi ASS0CIAa1'10N1 Transportation Benefit 'oU�`TI F S ASSOCIATION A or wnsHirycraN CiiiES District Legislation in Effect Through the cooperative efforts of the Association of Washington Cities (AWC) and the Washington State Associations of Counties (WSAC), significant legislation will go into effect on July 22, which results in the most important local transportation tool for cities and counties in sixteen years —Transportation Benefit Districts (TBDs).They are independent taxing districts that can impose an array of taxes or fees either through a vote of the people or through council action.TBDs are flexible: they allow cities and counties to work cooperatively on addressing both regional and local transportation challenges. Frequently Asked Questions Background In 1987, the Legislature created Transportation Benefit Districts ("TBD") as an option for local governments to fund transportation improvements. Since 2005, the Legislature has amended theTBD statute to expand its uses and revenue authority. Most recently, the Legislature amended theTBD statute to authorize the imposition of vehicle fees and transportation impact fees without a public vote.The purpose of these materials is to help you better understand TBDs. What is aTransportation Benefit District (TBD)? ATBD is a quasi -municipal corporation and independent taxing district created for the sole purpose of acquiring, constructing, improving, providing, and funding transportation improvements within the district. Who may create aTBD? The legislative authority of a county or city may create aTBD by ordinance following the procedures set forth in Chapter 36.73.The county or city proposing to create theTBD may include other counties, cities, port districts, or transit districts through interlocal agreements. However, King, Pierce, and Snohomish counties, and the cities within those counties cannot create aTBD until December, 1, 2007. Who governs theTBD? The members of the legislative authority (county or city) proposing to establish theTBD is the governing body of the TBD.The legislative authority is acting ex officio and independently as theTBD governing body. If aTBD includes additional jurisdictions through interlocal agreements, then the governing body must have at least five members, including at least one elected official from each of the participating jurisdictions. Why create aTBD if the county or city legislative authority is the governing board? ATBD is a legal creature. Although aTBD has many of the powers of a county and city (impose taxes, eminent domain powers, can contract and accept gifts, etc.), - it is a separate taxing district, which is important for property tax purposes. Additionally, by being a separate legal and taxing creature, TBDs are flexible. For example, more than one type of jurisdiction can be part of a TBD and the boundaries can be less than countywide or citywide. Can aTBD be created without imposing fees or proposing voter approved revenue options? No.The creation of aTBD must be through an ordinance. The ordinance must include a finding that the creation of aTBD is in the public's interest, the boundaries of the TBD, a description of the transportation improvement or improvements proposed by the district, and the proposed taxes, fees, charges, etc, theTBD will impose to raise revenue to fund the identified improvement or improvements. continued Association of Washington Cities r 1076 Franklin St SE • Olympia,WA 98501 • www.awciiet.org Packet Page 59 of 137 AreTBD revenues required to be spent as they are collected? No.The governing body must develop a plan that specifies the transportation improvements to be provided or funded by theTBD.As part of this plan, theTBD's governing board can indicate if the funds will be used immediately, or if they will be collected for a specified period.Typically, funds that are collected for a specified period before being expended are used to fully fund large projects, when bonding, or serve as a match for state or federal funds that may only become available in a specified time frame. What are the boundaries of aTBD? The boundaries of a TBD may be less than the boundaries of those jurisdictions participating in theTBD. For example, a county or city may choose to have theTBD boundaries identical with the county or city, or just include a portion of the county or city. However, if aTBD chooses to exercise the tax authority that does not require a public vote (e.g. vehicle and impact fees), the boundaries of theTBD must be countywide, citywide, or unincorporated countywide. What transportation improvements can be funded by aTBD? ATBD can fund any transportation improvement contained in any existing state or regional transportation plan that is necessitated by existing or reasonably foreseeable congestion Ievels.This can include maintenance and improvements to city streets, county roads, state highways, investments in high capacity transportation, public transportation, transportation demand management and other transportation projects identified in a regional transportation planning organization plan or state plan. Can aTBD fund maintenance and preservation activities? Yes.ATBD may fund the operation, maintenance, and preservation of the programs and facilities noted above. Additionally, maintenance and preservation activities are noted in many state and regional transportation plans. For example, preservation of existing transportation facilities is the number one priority within the Washington State Transportation Plan. Eliminating the backlog of asphalt pavement projects and maintaining chip seal paving, along with many other maintenance and preservation activities, are specifically noted as priorities in that Plan. However, keep in mind that any transportation improvement also needs to be "necessitated by existing or reasonably foreseeable congestion levels". Consequently, not every street, road, transit program, etc. will qualify as a transportation improvement. If theTBD transportation improvements must be in a state or regional plan, does that mean only state and regional roads such as arterials, can be funded? No.TheTBD statute originally limited the use of funds for city streets and county roads to 40% of funds generated. That limitation was removed to make TBD an option for purely locally determined activities. For example, both the Washington State Transportation Plan, 2007- 2026 State transportation plan (www.wsdot.wa.gov/NR/ rdonlyres/083D 18513-713 1 F-49F5-B865-COA21 DODCE32/0/ FinaIWTPI 11406_nomaps.pdf) and the Puget Sound Regional Council's Destination 2030 Update at page 62 (www. psrc.org/projects/mtp/pubs/D2030plan5.07.pdo note that adequate maintenance, preservation, and expansion of local roads are an important element of the "system" and that new local options should be put to this purpose. What if the transportation improvements are not currently in an existing state or regional plan? We suggest that you work with your Regional Transportation Planning Organization (RTPO) to incorporate your proposed improvements into the RTPO's plan.As noted above, most RTPO's and the state plan have already identified a broad range of local transportation improvements as priorities. continued Packet Page 60 of 137 What revenue options do TBD's have? TBD's have several revenue options subject to voter approval: Property taxes — a I -year excess levy or an excess levy for capital purposes; 2. Up to 0.2% sales and use tax; Up to $100 annual vehicle fee per vehicle registered in the district; and 4. Vehicle tolls. Please Note:There are exemptions or unique requirements when using the vehicle fee or vehicle tolls. TBD's have two revenue options not subject to voter approval, but subject to additional conditions: 1. Annual vehicle fee up to $20.This fee is collected at the time of vehicle renewal and cannot be used to fund passenger only ferry -service improvements. 2. Transportation impact fees on commercial and industrial buildings. Residential buildings are excluded. In addition, a county or city must provide a credit for a commercial or industrial transportation impact if the respective county or city has already imposed a transportation impact fee. Please Note: Foregoing a vote is an option only.A county or city still has the option of placing either the annual fee of up to $20 or the impact fees to the vote of the people as an advisory vote or an actual requirement of imposition. What are the additional conditions required to impose revenue options not subject to voter approval? To impose either fee, the TBD's boundaries must be countywide or citywide, or if applicable, in the unincorporated county. Vehicle Fees:A county that creates a TBD to impose up to a $20 vehicle fee must first attempt to impose a countywide fee to be shared with cities by interlocal agreement. Sixty percent (60%) of the cities representing seventy-five (75%) of the incorporated population must approve the interlocal agreement for it to be effective. If an interlocal agreement cannot be reached, the county is authorized to create aTBD and impose the fee only in the unincorporated area of the county. In addition, credits must be provided for previously imposed TBD vehicle fees. Credits are not required for voter approved vehicle fees. Commercial and Industrial Transportation Impact Fees:ATBD that is either countywide or citywide must provide a credit for a commercial or industrial transportation impact fee if the respective county or city has already imposed a transportation impact fee.This is commonly called a "no double-dipping" provision. What are the effective dates to impose revenue options not subject to voter approval? All counties except King, Pierce and Snohomish July 22, 2007 to County only January 18, 2008 Note:A county may waive this exclusive authority and allow a city to proceed by adopting a resolution to that effect. January 19, 2008 All 36 counties and cities within the 36 counties. King, Pierce and Snohomish County Eligibility December I, 2007 County only to May 22, 2008 Note: King, Pierce, or Snohomish County may waive this exclusive authority and allow a city to proceed by adopting a resolution to that effect. May 23, 2008 All counties and cities continued Packet Page 61 of 137 If we create a countywide TBD for the up to $20 vehicle fee, how is the revenue distributed to cities? The revenue must be shared according to the interlocal agreement.The law does not prescribe what the interlocal agreement contains. Consequently, the revenue can be shared by population, number of vehicles within each jurisdiction, project list, a combination of these, or whatever the county and cities can reach agreement on. What happens if a city imposes the up to $20 vehicle fee and then the county imposes a countywide fee without voter approval? The law requires TBDs to provide a credit for vehicle fees previously imposed by a TBD. For example, if a City was the first to create aTBD to impose a $20 vehicle fee and subsequently its County creates a countywide TBD imposing a $20 vehicle fee, the County TBD must provide a $20 credit against its fee for vehicles registered in the City.As a result, no fee would be collected by the County TBD from vehicles registered in the City. Additionally, the City would not be part of the interlocal agreement with the County or be included in the number/ percentages needed for the interlocal agreement to be effective. However, if in the same example, the CityTBD imposed only $10 of the $20 vehicle fee and the County TBD imposed a countywide $20 vehicle fee, only a $10 credit would be provided for vehicles registered in the City.The County TBD would collect $10 from vehicles registered in the City. Consequently, the County TBD would need to include the City in the interlocal agreement discussions and the City is included in the number/percentages needed for the interlocal agreement to be effective. What other requirements should I be aware of! Revenue rates, once imposed, may not be increased, unless authorized by voter approval. If project costs exceed original costs by more than 20 percent, a public hearing must be held to solicit public comment regarding how the cost change should be resolved. The TBD must issue an annual report to include the status of project costs, revenues, expenditures, and construction schedules. The TBD must be dissolved upon completion of the project(s) and the payment of debt service. Checklist For a checklist that highlights many of the important considerations when creating aTransportation Benefit District (TBD), please see www.awcnet.org/tbd. Eligibility requirements vary. For additional questions on Transportation Districts, please contact AWC staff Ashley Probart at ashleyp@awcnet.org Sheri Sawyer at sheris@ awcnet,org. Packet Page 62 of 137 Transportation Benefit District (chap -ter 36.73 RON) Checklist This checklist is informational only and cannot replace a review of applicable statutes. It is intended to highlight many of the important considerations when creating a Transportation Benefit District (TBD). We encourage you to seek legal advice when creating a TBD. Elements of Creating a TBD: • Are you Eligible to create a TBD? • Are the TBD Boundaries consistent with the revenue options to be imposed? • Do you need an lnterlocal Agreement? • Is the TBD funding Qualifying Transportation improvements? • Have you conducted the proper Notice & Public Hearings? • Have you identified the proper Revenue Options? • Have you adopted the proper Ordinance? • Is the Administration of the TBD in place? • Have you notified the Appropriate Revenue Collection Agencies? Eligibility With the exception of King, Pierce, and Snohomish county and their respective cities, all other counties and cities may currently create a TBD if the revenue options are subject to a public vote. King, Pierce and Snohomish counties and their respective cities within the counties are not eligible to create a TBD until December 1, 2007. If you intend to create a TBD to impose the up to $20 vehicle fee, there are several dates to consider: All counties except King, Pierce and Snohomish July 22, 2007 to County only Note: A county may waive this exclusive January 18, 2008 authority and allow a city to proceed by ado tin a resolution to that effect. January 19, 2008 All 36 counties and cities within the 36 counties. King, Pierce and Snohomish County Eligibility _ ^ December 1, 2007 County only Note: King, Pierce, or Snohomish County to May 22, 2008 may waive this exclusive authority and allow a city to proceed by adopting a resolution to that effect. May 23, 2008 All counties and cities 1 Boundaries The ordinance establishing the TBD must include the boundaries of the district. All of the transportation improvements to be funded by the TBD must be located within the TBD boundaries. Additionally, what boundaries you choose affects the revenue options of the TBD. Packet Page 63 of 137 o If the revenue options will be subject to a public vote, the boundaries can be less than the boundaries of the participating jurisdictions. o If the revenue options will not be subject to a public vote, the boundaries must be: o Countywide; or o Citywide; or o Unincorporated Countywide (but only after a countywide TBD has failed; see lnterlocal Agreement below) lnterlocal Agreement An interlocal agreement is required in two instances: • If the TBD will include two or more jurisdiction (county and city, two cities, a city and a port, transit, etc.), an interlocal agreement, adopted pursuant to Chapter 39.34 RCW, is required between the participating jurisdiction. • If a county creates a TBD for the purpose of imposing the up to $20 vehicle fee, the county must first attempt to adopt a countywide fee to be shared with the cities within the county according to an interlocal agreement. There are no requirements about what the interlocal agreement should contain, but it should be adopted pursuant to Chapter 39.34 RCW. Sixty percent of the cities representing seventy five percent of the incorporated population in which the fee will be collected must enter into the interlocal agreement for it to be effective. • If an interlocal agreement cannot be reached, a county may create a TBD that includes only the unincorporated portion of the county. Qualifying Transportation Improvements A TBD exists solely for the purpose of acquiring, constructing, improving, providing, and funding "transportation improvements" within the district. The ordinance establishing the TBD must specify those transportation improvements. To be a qualifying transportation improvement: • The improvement must be located within the boundaries of the TBD. • The improvement is necessitated by existing or reasonably foreseeable congestion levels. • The improvement is contained in a state or regional transportation plan. ■ When selecting the improvement, the governing board must consider the following criteria, to the extent practical: o Reduced risk of transportation facility failure and improved safety; o Improved travel time; o Improved air quality; o Increases in daily and peak period trip capacity; o Improved modal connectivity; o Improved freight mobility; o Cost-effectiveness of the investment; o Optimal performance of the system through time; and o Other criteria, as adopted by the governing body. Remember that statutory definition of a "transportation improvement" is quite broad and includes state, regional, and local transportation facilities such as: • New or existing highway of statewide significance; • Principal arterials of regional significance; • High capacity transportation; • Public transportation; 2 Packet Page 64 of 137 • Transportation demand management; or • Other transportation projects and programs of regional or statewide significance (as defined or amended into the respective regional or state plans). Notice & Public Hearings The creation of a TBD and any actions taken by the TBD's governing board thereafter must follow notice and public hearings. These items are specifically mentioned in the TBD statute: Notice o The jurisdiction creating the TBD must publish a notice of a hearing to establish a TBD at least once, ten days or more before the proposed hearing in a newspaper of general circulation within the proposed TBD. This notice is in addition to any other notice required by law. o The notice must specify the transportation improvements to be provided or funded by the TBD. Public Hearing o The jurisdiction proposing to create a TBD must hold a public hearing. The legislative authority of the jurisdiction must hear objections from any person affected by the creation of the TBD. Revenue Options • TBD's have several revenue options, all of which can be subject to voter approval and two are not required to be subject to voter approval. TBD's revenue options subject to voter approval: 1. Property taxes — a 1-year excess levy or an excess levy for capital purposes; 2. Up to 0.2% sales and use tax; 3. Up to $100 annual vehicle fee per vehicle registered in the district; and 4. Vehicle tolls. Please Note: There are exemptions or unique requirements when using the vehicle fee or vehicle tolls. TBD's have two revenue options not subject to voter approval, but subject to other conditions: 1. Annual vehicle fee up to $20. This fee is at the time of vehicle renewal and cannot be used to fund passenger only ferry -service improvements. 2. Transportation impact fees on commercial and industrial buildings. Residential buildings are excluded. In addition, a county or city must provide a credit for a commercial or industrial transportation impact if the respective county or city has already imposed a transportation impact fee. Please Note: This is an option only. A county or city still has the option of placing either the annual fee of up to $20 or the impact fees to the vote of the people as an advisory vote or an actual requirement of imposition. Ordinance The creation of a TBD must be through an ordinance. The ordinance must include: A finding that the creation of a TBD must be in the public's interest; Packet Page 65 of 137 The boundaries of the TBD; A specific description of the transportation improvement or improvements proposed by the district; and The proposed taxes, fees, charges, and the range of tolls imposed by the TBD to raise revenue to fund the improvement or improvements. Depending on the revenue option chosen, the ordinance may need to include additional information such as statutory exemptions and credits for the vehicle fee, the date in which the sales and use tax will be effective, the date in which the property tax excess levy will be put to the voters, etc. If the revenue options will be put to a public vote, the ordinance should also include when the vote will occur. A vote can be at any general or special election. Administration Administration of the TBD is relatively simple. The legislative authority proposing to establish the TBD is the TBD's governing body. If additional jurisdictions are part of the TBD through an interlocal agreement, the TBD governing body must have at least five members, including at least one elected official from each of the participating jurisdictions. Members are acting ex officio and independently on the TBD governing board. The treasurer of the legislative authority proposing to establish the TBD must act as the ex officio treasurer of the TBD. However, there are some specific on -going requirements of the TBD. The TBD must develop a material change policy to address major plan changes that affect the delivery or the ability to finance the plan. The policy must include a public hearing to solicit comments on how the cost changes should be resolved should transportation improvement costs exceed its original cost by more than 20%. The TBD must issue an annual report indicating the status of transportation improvement costs, transportation improvement expenditures, revenues, and construction schedules to the public and to newspapers of record in the district. If the TBD proposes functions or transportation improvements that are expanded beyond those specified in the original notice of hearing establishing the TBD, the TBD must go through the notice, public hearing, and ordinance process again. Appropriate Revenue Collecting Agencies Each of the TBD revenue options are collected and administered by different agencies. Each agency has its own requirements to comply with before collection can begin. Property taxes are administered by the county assessor and treasurer. Contact the appropriate county officials to determine the timeline/process for collecting this tax. The sales and use tax is administered by the Department of Revenue (DOR). The sales and use tax cannot be imposed for a period exceeding 10 years (unless reauthorized by the voters for another period not to exceed 10 years). A new sales tax cannot be collected until DOR receives 75 days notice and the new tax will begin on the first day of January, April, July or October. Thereafter, DOR will remit the proceeds to the TBD monthly. The vehicle fee is administered by the Department of Licensing (DOL). The fee cannot be collected until 6 months after the fee is authorized by voters or the TBD governing board. There are a several vehicles types (snowmobiles, farm equipment, etc.) that are exempt from the fee. The fee is collected by DOL on vehicle renewals, remitted to the State Treasurer who will then remit the proceeds to the TBD monthly. 51 Packet Page 66 of 137 Vehicle tolls are administered by the Department of Transportation when imposed on state routes or federal highways. The TBD must administer collection of tolls on city streets or county roads. However, in both instances, the Washington State Transportation Commission must approve, sets and impose the tolls and the amount of tolls is limited to the amount sufficient to implement the TBD's transportation improvement finance plan. Transportation impact fees on commercial and industrial buildings/developments are administered by the TBD. If this fee is imposed, it is important to contact the counties and cities within the TBD because if a county or city has already imposed a transportation impact fee, the TBD may not impose the fee on that building/development. A Packet Page 67 of 137 Page I of I Clifton, Stephen From: McCormick, Douglas (DMcCormick@co.snohomish.wa.us] Sent: Thursday, January 24, 2008 4:58 PM To: Toni Finco; Allan Giffen; Andy Bullington; Hauss, Bertrand; david hopkins; Gloria Hirashima; Jay Larson; jim niggemyer; Joe Beavers; John Engel; John Light; John Tatum; June Devoll; Kuciemba, Katie; Larry Waters; Malt Kitchen; Melissa Cauley; Pat Curran; Paul Roberts; Roland Behee; Sam Schuyler; Scott Smith; Steve Thomsen ; Suzy; Tom Gathmann; Zelinski, Michael; Arden Blackledge ; Beck, Charles; Becker, JoAnn; Bill Franz; Bill Greene; Bill Vlcek; Bob Moorhead ; Brian Jones; Bryan White; Carol Thompson ; Carter, Owen; Cathy George ; Chris Picard; Connie Dunn ; Dan Hammer; Dave Davis; Gebert, David; Dave Kircher; Dave Ostergaard; David Martin ; Dick Callahan; Donna Murphy ; Doug Jacobson; Ed Conyers ; Eddie Low; Edward Koltonowsk; Elaine Babby ; Fogard, Bobann; graham anderson; Hall, Will; Happy Longfellow; Idleburg, Gary; jeanette.johnson; Jeff Elekes ; Jeff Massie; Jessyn Schor; Jim S; John Anderson ; Karen Richter; Kelly McGourty ; Killingstad, David; Ladiser, Craig; Len Olive ; Leslie Rathbun ; Linda Finley; Lisa Wolterink; Louie, Art; Lyla Boyd ; Mattila, Brent; McCormick, Douglas; Monica Overby; Owen Carter; Patrice Hardy; Patrick Gruenhagen; Peter Mills ; Roger Eberhart ; Russ East ; Sally Marks; Clifton, Stephen; Steve Lewis; Sullivan, Brian; Theresa Sheldon ; Tim Heydon ; Tom Hansen; Tyree, Mary; Will VanRy Subject: TBD update Attached is an updated table showing the commitments we have received to date on TBD support letters. Please update me on any developments within you local agencies. City/Municipality 2007 Population Estimate Cumulative Population Total %of Incorporated Population Letters of commitment Everett 101800 101800 27.69% YES Edmonds 40,560 142360 11.03% ? Marysville 36,210 178570 9,85% YES Lynnwood 35,490 214060 9,65% YES Mountlake Terrace 20 810 234870 5,66% YES Mukilteo 19,940 254810 5,42% YES Mill Creek 17,620 272430 4.79% ? Arlin tort 16,720 289150 4.55% YES Monroe 16,290 305440 4.43% ? Bothell (Sno. Co. portion) 15,450 320890 4.20% ? Lake Stevens 13,350 334240 3.63% ? Snohomish 8.970 343210 2,44% ? Brier 6,480 349690 1.76% ? Stanwood 5,200 354890 1.41 % ? Sultan 4,530 359420 1,23% ? Granite Falls 3,195 362615 0,87% ? Gold Bar Z175 364790 0.59% ? t?arrin {pn 1,485 3662751 ? woodway 1,180 367455 0,32% ? Index 160 367615 0.04% ? Unincorporated County 318,685 686300 46,44% YES D0ug Douglas W McCormick, PE Program Planning Supervisor PIN/Transportation and Environmental Services 3000 Rockefeller Ave, Admin Bldg W. MIS 607 Everett, WA 98201-4046 425, 388. 6656 fax 425.388.6449 diTiccorinick@co.snohQi))ish,wa.us Comments Discussing at Council retreat 2/1 and 212 Council approved, letter pending Letter is signed and in route MLT is working on a letter to be sent out in next week or so Council approved, letter pending Provided example letter lntereseted and will send a letter week of 1/22, Provided example letter Provided example letter 1 /25/2008 Packet Page 68 of 137 OFFICE OFTHE MAYOR Ray Stephanson Mayor January 4, 2008 Snohomish County Council The Honorable Dave Gossett, Chair Administration Building — East, 8th Floor 3000 Rockefeller Avenue, M/S 609 Everett, WA 98201 RE: Support for evaluation of "Transportation Benefit District" tool within Snohomish County, per RCW 36.73 Dear Chairman Gossett and County Council Members: On December 1, 2007, Snohomish, King and Pierce counties, and the cities within those three counties, became eligible to utilize a new local -option transportation funding tool, the "Transportation Benefit District" (TBD). The authorization to utilize newly crafted TBDs was part of Engrossed Substitute House Bill 1858 enacted during the 2007 Session of the State Legislature. As you know, within the statute is a provision that allows counties to have a first shot at implementing TBDs on a countywide basis, as long as that is done by May 22, 2008, and is supported by inter -local agreements between the county and 60 percent of the cities representing 75 percent of the incorporated population within the county. We commend your Public Works staff, in particular Public Works Director Steve Thomsen, for initiating collaborative discussions on the potential use of the TBD as a local and regional transportation funding tool. We understand the county now seeks, for the record, an expression of cities' interest in further exploration and evaluation of this financing tool. The City of Everett is interested in doing just that. There is a lot of work to do, and discussions to be had, regarding the TBD tool, and how and whether to use the "counciImanic" authority in the new statute (a Vehicle License Fee of up to $20) and/or the voter -approval -required revenue options. In our view, it is important that we begin those earnest discussions early, in order to thoroughly evaluate the revenue options and look at the types of eligible transportation projects and programs upon which we should focus. We all have a lot of ground to cover if we are to make an informed decision on a countywide approach prior to May 22, 2008. CITY OF EVERETT • 2930 Wetmore Ave., Suite 10A • Everett, WA 98201 • 425-257-8700 • Fax 425-257-8729 Packet Page 69 of 137 Snohomish County Council The Honorable Dave Gossett, Chair January 4, 2008 Page Two While it is still too early to know whether or not we will be able to successfully establish a countywide TBD, we commend your staffs leadership for initiating discussions and would urge their continued discussion, exploration, and evaluation of the countywide option. We believe that the State Legislature, which provided this tool to local governments, expects all of us to diligently pursue this local funding option for the transportation needs in our county. Sincerely, '4 Ray phanso Mayor c: Everett City Council Members Dave Davis & Brian Jones, Engineering Services Tom Hingson, Transportation Services Pat McClain, Government Affairs Director Doug Levy, City Lobbyist Packet Page 70 of 137 sa. LCITYynWood January 15, 2008 The Honorable Aaron Reardon Executive, Snohomish County 3000 Rockefeller Avenue MS 407 Everett WA 98201 RE. City of Lynnwood Interest in Forming Countywide Transportation Benefit District Dear Executive Reardon: The City of Lynnwood would like to express our interest in cooperating with Snohomish County and the other Snohomish County cities towards the implementation of a countywide Transportation Benefit District (TBD). As is our understanding, Engrossed Substitute House Bi111858 enacted during the 2007 Session of the State Legislature first allows counties to endeavor to form a TBD as long as it is done by May 22, 2008, and is supported by interlocal agreements between the County and 60% of the cities representing 75% of the incorporated population within the County. The City of Lynnwood looks forward to working with your staff in collaborative discussions on the potential use of this important local and regional funding tool. 'Flicre are many decisions to be made prior to the May 22 d deadline and so our staff is ready to begin work towards this goal. If you have any questions, please call me at (425) 670-6613 or Public Works Director Bill Franz a 5) 670-6657. Sinc y, C QF L Iw )D Don Gough, May cc: Snohomish County Public Works Director Steve Thomsen Snohomish County Council Chair Dave Somers ICC Co -Chair Doug Jacobsen City of Lynnwood Public Works Director Bill Franz Doug McCormick, Snohomish County Program Planning Supervisor City of Lynnwood, Washington • 19100 44th Ave. W. • PO Box 5008 • Lynnwood, WA 98046-5008 e 425.775.1971 • www.ci.lynnwood.wa.us City Hail/Council Chambers Civic Justice Center Recreation Center North Admin. Bldg. Fire Dept. Headquarters 19100 44th Ave. W. 19321 44th Ave. W. 16900 44th Ave. W. 19000 44th Ave. W. 18800441h Ave. W. 425.771.6144 Fax 425.672.6035 Police Fax 425.771.1363 Fax 425771.6565 Fax 425.771.7977 Fax Packet Page 71 of 137 425.774.7039 Court Fax MOUNTLAKE TERRACE January 18, 2008 The Honorable Aaron Reardon, Snohomish County Executive 3000 Rockefeller Avenue, M/S 607 Everett, WA 98201-4046 The Honorable Dave Gossett, Snohomish County Councilmember Administration Building — East, 8th Floor 3000 Rockefeller Avenue, M/S 609 Everett, WA 98201 Subject: Countywide Transportation Benefit District Dear County Executive Reardon and Councilmember Gossett: In 1987, the Legislature created Transportation Benefits Districts .(TBD.) as an option for local governments to fund transportation improvements. It was rarely used. Since 2005 there have been a number of amendments that provided more financing options and reduced restrictions on the use of the revenue. With these improvements, the TBD has become a more viable local transportation funding tool. Included in the amendments was the condition that local governments in the Snohomish - King -Pierce county region could not form TBDs until December 1, 2007, which prevented them from competing with the RTID roads -and -transit ballot. The statute also provided a 6-month timeframe to form a countywide TBD before TBDs could be created in sub -areas of the counties. The 6-month period expires May 22 this year. The statute also requires that the countywide TBD be based on an interlocal agreement between the county and at least 60 percent of the cities representing at least 75 percent of the population of incorporated county. Following the roads -and -transit ballot last fall, the Snohomish County Public Works Staff and Infrastructure Coordination Committee (ICC), which is a part of Snohomish County Tomorrow (SCT), began studying the TBD statues to better understand options, requirements, and procedures involved in creating the interlocal agreement necessary to form a TBD. The initial work by the ICC indicated that forming a countywide TBD by May 22 will require a considerable amount of effort and coordination with the staff and councils of the county and cities in a relatively short time. Prior to continuing this effort, the ICC requested that the cities express their interest in forming a countywide TBD. City of Mountlake Terrace, Washington . Post Office Box 72 . Mountlake Terrace, Washington 98043-0072 . www.cityofmlt.com City Hall / Council Chambers Police Department Fire Department Recreation & Parks Public Works 23204 58th Ave West 5906 232nd St SW Snohomish County Fire District #1 5303 228th St SW 6204 215th St SW Mountlake Terrace WA 98043 Mountlake Terrace WA 98043 5902 232nd St SW Mountlake Terrace WA 98043 Mountlake Terrace WA 98043 425.776.1161 425.670.8260 Mountlake Terrace, WA 98043 425.776.9173 425.670.8264 fax 425.778.6421 fax 425.776.5768 425.551.1200 fax 425.775.2365 fax 425.670.8267 Packet Page 72 of 137 The Honorable Dave Gossett The Honorable Aaron Reardon, County Executive Page 2 of 2 January 18, 2008 The need for transportation funding for local governments is great, and the TBD could be a funding tool to meet some of the need. I commend the initiative of your Public Works staff and the ICC for beginning the discussions, and encourage continuing the evaluation and discussions leading to the possible formation of a countywide TBD. The City of Moyntlake Terracejooks forward to participating in this worthwhile endeavor. is, I'J. Cdulfieli Manager CC: Mayor and City Council, City of Mountlake Terrace Steve Thomsen, PE, Snohomish County Public Works Director, ICC Ca -Chair Doug Jacobson, PE, City of Bothell Public Works Director; ICC Co -Chair Doug McCormick, PE, Snohomish County Program Planning Supervisor Will Van Ry, PE, City of Mountlake Terrace Engineering Services Director KAWRDPROC\WPDOC\CAULFIELD - CITY MANAGERUBD - Ltr to Reardon-Gossett-1-18-og.doc Packet Page 73 of 137 AM-1383 Friday, February 1 - Where Does City Go From Here? Edmonds City Council Retreat Date: 02/01/2008 Submitted BY: Dan Clements Time: 45 Minutes Department: Administrative Services Type: Action Review Committee: Action: Recommend Review by Full Council Information Subject Title 03:15 p.m. 6. Where Does City Go From Here? Recommendation from Mavor and Staff Agree Upon strategies to use in addressing fiscal future of the City. Previous Council Action 2007 Council Retreat. Narrative In this final section of the retreat Councilmembers will have the opportunity of refining 2007 retreat recommendations, and approving a preliminary 2008-09 plan. Fiscal Impact Attachments No files) attached. ^` Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/28/2008 03:14 PM APRV 2 Mayor Gary Haakenson 01/28/2008 03:19 PM APRV 3 Final Approval Sandy Chase 01/28/2008 04:50 PM APRV Form Started By: Dan Started On: 01/28/2008 02:28 Clements PM Final Approval Date: 01/28/2008 Packet Page 74 of 137 AM-1364 Saturday, February 2 - Lake Ballinger. Elevating Water Quality and Quantity to Priority Issues Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Jana Spellman Submitted For: Councilmember Wilson Time: 30 Minutes Department: City Council Type: Information Review Committee: Action: Tn fnrm o+inn Subject Title 08:30 a.m. 1. Lake Ballinger. Elevating water quality and quantity to priority issues. Recommendation from Mayor and Staff N/A Previous Council Action During the January 22, 2008 Council meeting, the Council passed a resolution regarding the stewardship of Lake Ballinger and the development of a "Lake Ballinger Basin Action Plan". Narrative Councilmember Wilson asked that this item be placed on the 2008 Council Retreat Agenda for discussion. Link: Lake Ballin_ger Resolution Fiscal Impact Attachments Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:36 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:53 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:30 Spellman PM Final Approval Date: 01/25/2008 Packet Page 75 of 137 RESOLUTION NO.1164 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, REGARDING THE STEWARDSHIP OF LAKE BALLINGER AND THE DEVELOPMENT OF A "LAKE BALLINGER BASIN ACTION PLAN" WHEREAS, the Lake Ballinger Watershed Basin is comprised by the following approximate territorial shares: Mountlake Terrace, (27%), Lynnwood (22%), Edmonds (21%), Shoreline (21 %), and Snohomish County (90/o), with an outflow into Lake Forest Park and the McAleer Basin; and WHEREAS, the problems relating to water quality at the Lake involve development standards, stormwater systems, environmental stewardship, nutrients from fertilizers, petroleum and heavy metals from road runoff, and high fecal coliform levels; and WHEREAS, the problems relating to water quantity at the Lake involve aging infrastructure like a weir and culverts at McAleer Creek, increasing amounts of impervious surface throughout the Lake Ballinger watershed, and the presence of nuisance animals like beavers which block water outflow; and WHEREAS, the challenge of responsible stewardship of Lake Ballinger water quality and water quantity is a regional one, beyond the scope of any single municipality, and includes roles for cities, county, state and federal government; and WHEREAS, City of Edmonds staff have made significant efforts, particularly with the staff of the City of Mountlake Terrace, to work collaboratively to address the scope, challenges, and possible solutions to the problems at Lake Ballinger; -1- Packet Page 76 of 137 NOW THEREFORE BE IT RESOLVED that the City of Edmonds identifies the stewardship of Lake Ballinger to be among the City's highest environmental priorities for 2008 and beyond; and BE IT FURTHER RESOLVED that Council directs staff to build upon and continue their considerable effort to work collaboratively with other cities, Snohomish County, the State of Washington and the federal government to develop a "Lake Ballinger Basin Action Plan" for future review, with the intent of addressing the stewardship of the lake. RESOLVED this 22nd day of January, 2008. APPROVED: MAY& ,GA HAAKENSON ATTEST/AUTHENTICATED: 61TY CLERK, SANDRA S. CHASE FILED WITH THE CITY CLERK: 01/22/2008 PASSED BY THE CITY COUNCIL: 01/22/2008 RESOLUTION NO. 1164 -2- Packet Page 77 of 137 AM-1365 Saturday, February 2 - Identifying Areas of Common Interest Among the Council for Action in 2008 Edmonds City Council Retreat Date: Submitted By: Submitted For: Department, Review Committee: Action: 02/01/2008 Jana Spellman Councilmember Wilson Time: 30 Minutes City Council Type. Information Information Subject Title 09:00 a.m. 2. Identifying areas of common interest among the Council for action in 2008. Recommendation from Mayor and Staff N/A Previous Council Action N/A Councilmember D. J. Wilson asked that this agenda item be placed on the agenda. Fiscal Impact No file(s) attached. Form Routine/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:36 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:53 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:32 Spellman PM Final Approval Date: 01/25/2008 Packet Page 78 of 137 AM-1366 Saturday, February 2 - Update and Discussion of 2004 Strategic Plan Long Range Edmonds City Council Retreat Date: Submitted BY: Submitted For: Department: Review Committee: A n+i-n. 02/01 /2008 Jana Spellman Councilmember Wambolt Time: 30 Minutes City Council 'lyL Information Information Subject Title 09:30 a.m. 3. Update and discussion of 2004 Strategic Plan Long Range. Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Councilmember Wambolt asked that this agenda item be placed on the agenda. Fiscal Impact Attachments Link: 2004 Strategic flan Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:36 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:54 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:35 Spellman PM Final Approval Date: 01/25/2008 Packet Page 79 of 137 4ti�� L7� EDA1p��r CITY OF EDMONDS 2007 COUNCIL RETREAT DRAFT MISSIONNISION VALUES & STRATEGIC PLAN rove. igao (UP -DATE OF 2004 PLAN Our Mission To provide a high quality of life for residents and businesses, and a legacy for future generations by preserving and enhancing our historic waterfront community. Our Vision: We see the City of Edmonds as: • A community with a vibrant, self-sustaining economy, while maintaining our small-town atmosphere; + A community that believes in and provides comprehensive public safety services. • A community that encourages and promotes cultural and artistic activities; + A community that protects its natural resources and. waterfront; • A community that fosters a friendly, safe, and diverse atmosphere; • A government that earns public confidence through open, honest, and accountable City leadership and governmental activities. Our Values: In dealing with others, we will strive to: • Include All Who Want to Participate • Provide a Safe and Secure Environment • Be Honest, Credible and Friendly ■ Be Open to Feedback and Input • Provide Quality Customer Service • Reach Out to the Community • Celebrate and Encourage Diversity • Be Accountable for Our Actions We will approach development of the City with: ■ A Desire to Provide a Legacy for Future Generations ■ Honoring and Retaining our History • A goal of insuring the community is safe to live in, work in, and visit. • A Desire to Retain Small Town Ambiance ■ A Desire to be a Family Friendly Community • A Respect for Our Waterfront and Natural Resources • Support of Visual, Performing Arts • A Goal of Being a Destination Location ■ Providing Healthy Community EXHIBIT I C:\DOCUMENTS AND SETTINGS\SPELLMANU,OCAL SETTINGS\TEMPORARY INTERNET FILMOMBSTRATEGIC PLAN 2007 UPDATE 1-15-06.DOC Packet Page 80 of 137 {J �y y3..: - '{fj': •.F:. �y4' -. SfifiFj':. 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N UN+ N S" r ❑ U ❑ a) o �. '0 a� on O a� 'Hd O > A. 'Fd o Q. o 0 P4i�. JC] id Fri C7. u7 �]. 40 UO O0 O O i t4 �" �O C En Cd U CO 1p. Co O 0 C/) a) sx:� � •� d 63 o CS N v � bp W cd U 'b N cd t CO i� Q. b O O U04 o U .9 U .9 w w C7 x Packet Page 86 of 137 H IC>tf? [ C . AT o tr) kn O o O NV7 Cam] N O O N r" -- -• O rn in N cn tn ON Oti sk:J •. O N U O O +' U G' N ON cd b cd b -6P gl W c Rs �•U o "° o U� Aa-, 0.��AWw O ACd � i ;y .0 U ., � n, '0o 4 P -� : .. � - *?a °++ rx 40, N .--� N M d' to •--+ O � [C v 0 � D. 10 U N O pj . 0 E 1 o p d .00 W '- a a O G 4y N aN> U 03�> N y' in >> Q] C g Q C N U P40, .b " O c3 +mod ftS Py O U 0 0 — O tiU. �> .� D >vca 0 y O> L: �+ N U > > U O O c� U fA Packet Page 87 of 137 O O 4609 • S �: Fr �s C) CO O N N a ` M M • .0 O — U O ctli 4 .b U (:4 r O N bli CO y ) y w=O [� U En p i p Niter 4-4Cn �r �. C14 G p cd to OO �" - O a i• •:' fl7 O H A 'Fi O ° a ;> O N U.�� i b C�� 4 N M to H Cd U Cn ate+ �+ Cd Cl 1 Cy. 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Q 'd x W" w ° r�2 0 0 Os .Cd ta Cd ° ° is -o ' CO, W u °) W ai U k a� W o r: ri cri a� a� m b o " U vUi �,Cd V7 '3 4) U I,i7: �" bUll cad cc{ U •, N U) cd U C,3 cd CO W Packet Page 92 of 137 O u T Packet Page 93 of 137 AM-1367 Saturday, February 2 - Further Discussion of Concerns, Visions, Interests Regarding the Waterfront Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Jana Spellman Submitted For: CP Plunkett CM Wilson Time: 45 Minutes Department: City Council Tune: Information Review Committee: Action: Information Subject Title 10:45 a.m. 5. Further discussion of concerns, visions, interests regarding the waterfront. Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Council President Plunkett and Councilmember Wilson asked that this item be placed on the Retreat Agenda. No ftle(s) attached. Fiscal Impact Attachments Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:54 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:37 Spellman PM Final Approval Date: 01/25/2008 Packet Page 94 of 137 AM-1368 Saturday, February 2 - Density of Building Lots in Multi -family Zone Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Jana Spellman Submitted For: Councilmember Wambolt Time: 30 Minutes Department: City Council Type: Information Review Committee: Action: Information Subject Title 12:30 p.m. 7. Density of building lots in multi -family zone. Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Councilmember Wambolt asked that this agenda item be placed on the 2008 Council Retreat Agenda for discussion. Fiscal Impact A4+�nhman4e No ftle(s) attached. Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2009 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:54 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:46 Spellman PM Final Approval Date: 01/25/2008 Packet Page 95 of 137 AM-1369 Saturday, February 2 - Process for Obtaining Council Approval for the Mayor's Appointments — Voting/Advertising Edmonds City Council Retreat Date: Submitted BY: Submitted For: Department: Review Committee: Action 02/01/2008 Jana Spellman Councilmember Wambolt Time: 30 Minutes City Council Type. Information Information Subicel Titic 01:00 p.m. 8. Process for obtaining Council approval for the Mayor's appointments — voting/advertising. Recommendation from Ma or a►nd Staff N/A Previous Council Action N/A Narrative Councilmember Wambolt asked that this item be placed on the 2008 Council Retreat. Link: Boards & Commissions Fiscal Impact Attachments Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:56 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:48 Spellman PM Final Approval Date: 01/25/2008 Packet Page 96 of 137 EXHIBIT 1 Packet Page 97 of 137 Resolution for a 4-Year University Councilmember Moore advised negotiations were ongoing and recommended waiting to see what happened before passing a resolution. Boards/Commissions Council President Olson advised some boards/commissions had terms limits and others did not and on some the Councilmember was the liaison and on others the Councilmember was Chair. Discussion followed regarding the process for interviewing Directors, the Hearing Examiner, etc. via a subcommittee of the Council; concern that the. Mayor appoints staff as well as boards/commission members; and concern that the Council rubber-stamps the Mayor's appointments to boards/commissions. It was the consensus of the Council that they wanted more involvement upfront in the interview process of Planning Board and ADB members including the Council providing a recommendation to the Mayor. It was agreed to develop a list of interview questions for the Council to ask and to determine from Mr. Snyder what the Council was allowed to do including whether the Council could conduct Board/Commission interviews/selection in Executive Session. It was also suggested the requirements for the ADB landscape architect be loosened to include a landscape designer. Councilmember Dawson suggested each Councilmember appoint a Planning Board member such as was done in Snohomish County so that Planning Boardmembers represented each district. She noted this would create greater diversity and involve more citizens. It was agreed to ask Mr. Snyder whether that could be done. Basis for Removal of Boardmembers/Commissioners Councilmember Plunkett asked whether the Council was comfortable with a boardmember/commissioner being an advocate outside of their role as boardmember/commissioner that gave the appearance he/she was not serving in their role as a boardmember/commissioner. Councilmembers recognized the importance of training for boardmembers/commissioners. It was agreed to require training for all boardmembers/commissions and AWC training for Planning Board and ADB members. Councilmembers acknowledged if a boardmember/commissioner's reappointment was scheduled on the Consent Agenda, a Councilmember could request the Council President pull it for discussion. It was agreed to have Mr. Snyder make the removal provisions the same for all boards/commissions such as attendance requirements, violation of the Appearance of Fairness Act, ex-parte communications, pre - judgmental bias, financial interest, etc. ADJOURNMENT The retreat was adjourned at 11:30 a.m. Edmonds City Council Draft Minutes March 23-24, 2007 Page 10 Packet Page 98 of 137 s� MEMORANDUM 'n C. 18R" Date: March 2, 2007 To: City Council From: Mayor Haakenson Subject: Requirements for City boards and commissions Dear Councilmembers, Attached is a list of all the City's boards and commissions (as well as several committees) and their requirements. For those hoards and commissions where all members have the saxne requirements, there is no breakdown of the positions; however, where there is a difference among the members, individual positions are listed out. If you have questions, please let me know. M Counci107 \MemoBdsCommsRequirements.doc City of Edmonds es Office of the Mayor Packet Page 99 of 137 N C N E g X X X X O } U N C O ..a o a} X X X X X X U o U C N >mlc }XXXiCXX a f0 ' .Tc E N XI X1 Cl L d a v; o � ro C_ y i 4 ro E th y Eli d x X X — cc } G ro Z0 } — � o a O O h co) aC O G y X Qj a� N E ro z O Z O ° Z p O Z C r b C C co y co N N Q O y C CO XCL C oCO ° p ayi Q Z � •y > t � L w O V X C - CO M O O JZ N O > E 3 LZ. M k _ E `13 w E 3 � Q y } O Z } a ro 41 E y G y m y ro y 0.0 �. ro — 3 a aci 3 OBE a U p off° to °' E m aroi '� E a� cn L. a) ro j y d �E ro o p m o y c v `m O c 215 O m E U y ro co N E C Q d h�' O I — XI X Cn N E O U C O L N G m U, E E 8 ^� H v E E N m � m ro o w h C m E ~ o 0 y � r t O U � L L � O N m C O N � E m O w W N D m 3 � O Cb N EO ro E � c O O O U b Z O LLJ b s o .O G C U � G O O N .r N y U E N c= m d w ro o O k q d N � N O U h O OC ,vim.• C 3 3 � � b v01i a E N d V a O o, 0 aGi U o U o y (D 0 ZQ v a� m v a D Packet Page 100 of 137 i�NM � i k > E ° t f \ $ ( Cu\ & 2 § m e � / / o G \ \ o / o � b 2 @ / E ° ƒ .2\ @ y o $ (D § § a n 2 £ C-)` c § - CO / \ o= C ° 5 CO k S, @ ° \ 2 2 k m E 2 o§ 2® U) e @ >. 2 2 R 0 3f7 2 f C, \ i %2 0 §% @ 2 t 2 ; § \ £ /\ƒ © / o \ § R G 2 _ 222 \2 0. c ■_ (0 k 0 ° f , ƒ E % 2\ ) k a % \ Z.2 % z § 2 . % t [ k 2 2 E e \ $ m k#g 2 , CO\ / / \ \\k� / k CDk } § � .E 2 2 _- §_� { 0 3 0/ a @ m §/ w o & 4 m 2 § t k c § m § 4 c o # 2\ 2777 �f 2f �wJ % tƒt § 7 \ 7 / ■ \ § k E CO a o° 3 m 0)C ® Lil} c \ 3 � \ % / \ k ± # 0ZI `�� % »�2O o m § e « CO G J [ §\ $ k } .\ \ E 0 'E \ g k _ 0) S t � ® t 3 §® � E § 2° % x § © 2 § % 7 `§ 2 c e 0 £ 2 f r o § ■ °@ § E E v \ o m » e R■@ m m m e o E o « £ % @ ■ o £ ; % \ & v 3 n U @ e § 2 � § & e § 7\ tmE �2 k�( f / U§ 2[(\ k§CCli \ \ / 2 § U) k w § / � � v / S R | - «) Packet Page 1g y13 Title 10 BOARDS AND COMMISSIONS Chapters: 10.01 Council Confirmation 10.05 Architectural Design Board 10.15 Building Board of Appeals 10.16 Cemetery Board 10.20 Edmonds Civic Arts Commission 10.25 Civil Service Commission 10.30 Disability Board 10.31 Medical Self -Insurance Advisory Board 10.35 Hearing Examiner 10.40 Planning Board 10.50 Public Library Board 10.60 Edmonds Sister City Commission 10.70 Lodging Tax Advisory Committee 10.80 Citizens' Commission on Salaries of Elected Officials 10.90 Edmonds Historic Preservation Commission Sections: 10.01.010 Council confirmation defined. Edmonds City Code Chapter 10.01 COUNCIL CONFIRMATION ',91.010 Council_ confirmation defined. ;Vhen the provisions of city ordinances require the confirmation by the city council of any mayoral appointment, whether to a board or commission established by ECC Title 10 or of a public officer in accordance with provisions of ECC Title 2, such confirmation shall be expressed by the affirmative vote of four members of the city council. [Ord. 2521, 1985]. Chapter 10.05 ARCHITECTURAL DESIGN BOARD Sections: 10.05.010 Board created — Membership. 10.05.020 Terms of membership. 10.05.030 Officers of board — Meetings — Quorum. 10.05.040 Powers and duties. 10.05.010 Board created — Membership. A. There is created an architectural design board consisting of seven members. The membership of said board shall be composed of one architect and/or building designer, one landscaper and/or landscape architect, one builder or developer, one educated or having practical experience in planning, one person trained or having practical experience in any of the aforementioned categories or any related design science and two lay persons. The lay members shall reside within the city limits of the city of Edmonds. B. Voting members of said board shall be appointed by the mayor, subject to confirmation by the city council. Members shall be selected without respect to political affiliation and they shall serve without compensation. C. No person shall be appointed to sere more than two full terms on the board. An appointment to fill a vacancy for less than two years shall not constitute a full term for the purposes of this section. D, All references in the Edmonds City Code to "City Amenities Design Board", "Amenities Design Board" or "ADB" shall teemed to refer to the architectural design board. [Ord. 2281 § 1, 1982; Ord. 2040 § 1, 1978; Ord. 1846 § 1, 1976; ' 1683 § 1, 19731. 10.05.020 Terms of membership. In order to insure that the fewest terms will expire in any one year, the terms of the appointed positions by position number shall expire on December 31st of the year set opposite said position number as follows: Packet Page 102 of 137 2 .Position No. 1 —1991 ,Position No. 2 —1988 Position No. 3 —1989 Position No. 4 — 1990 Position No. 5 —1990 Position No. 6 —1991 Position No. 7 —1988 Thereafter, the terms of membership for the members of the board shall be four years. No person shall serve more than two full consecutive terms; an appointment to fill a portion of an unexpired term less than two years in length shall not be considered a full term. Vacancies occurring otherwise than upon the expiration of terms may be filled for the unexpired terms. Members may be removed by the mayor following a public hearing, with the approval of the city council, for inefficiency, neglect of duty, or misfeasance in office. Members shall be removed for failure to maintain attendance as required by the provisions of the Edmonds City Code. [Ord. 2656 § 1, 1988; Ord. 2040 § 2, 1978; Ord. 1846 § 2, 1976; Ord. 1683 § 1, 1973]. 10.05.030 Officers of board — Meetings — Quorum. Members of the board shall meet and organize by electing from the members of the board a chairman and a vice- chairman, and such other officers as may be determined by the board. It shall be the duty of the chairman to preside at all meetings. The vice-chairman shall perform this duty in the absence of the chairman. A majority of the board shall constitute a quorum for the transaction of business. A majority of a quorum may transact any particular business of the board. The regular public meeting of the board shall be held on the first Wednesday of each respective month commencing at 7:00 p.m. at the Edmonds Civic Center; provided, however, that regular meetings may be held at such time or place as may be designated by the chairman or the majority of the members of the board. [Ord. 2529, 1985; Ord. 1960, 1978; Ord. 1763 § 2, 1975; Ord. 1683 § 1, 19731. 10.05.040 Powers and duties. The board is empowered to advise and make recommendations to the mayor, city council, planning commission and planning department on matters hereinafter enumerated and on such matters as may be specifically referred to the yard by the mayor, city council, planning commission or the planning department: A. To study and prepare a recommendation for a comprehensive architectural design plan including the recommendation of establishment of specific design districts which shall be a part of the comprehensive plan. B. To review and study land use within the city of Edmonds from a design standpoint. C. To establish goals, objectives and policies for design districts. D. To recommend legislation to effectuate the implementation of the comprehensive architectural design plan and the goals, objectives and policies for each established design district. E. And for such other matters as shall be referred to the board for review and recommendation by the mayor, city council, planning commission or the planning department. [Ord. 1683 § 1, 1973]. Packet Page 103 of 137 3 Chapter 10.15 BUILDING BOARD OF APPEALS Sections: 10.15.010 Purpose. 10.15.020 Membership. 10.15.030 Removal. 10.15.040 Limitations of authority. 10.15.050 Tests. 10.15.060 Landslide hazard and earth subsidence areas. 10.15.010 Purpose. The building board of appeals shall hear appeals from the building official's interpretation of the Uniform Building Code, determinations of suitable, alternative methods and materials and any other appeal delegated to a board of appeals pursuant to the State Building Codes, including but not limited to the Uniform Building Code, the Uniform Fire Code, the Uniform Code for Abatement of Dangerous Buildings, the Uniform Mechanical Code, the Uniform Plumbing Code and any and all other codes adopted pursuant to the direction and authority of Chapter 19.27 RCW. [Ord. 3456 § 2, 20031. 10.15.020 Membership. A. There is created a building board of appeals consisting of members who are qualified by experience and training to pass on matters pertaining to building construction and who are not employees of the city of Edmonds. The technical expertise of board members may be supplied through training or experience as an architect, builder, fire inspector, mechanical or electrical expert, plumber, engineer, or others with similar technical training. Four of the board members shall be active, practicing members of one of the prior listed disciplines or professions and the fifth shall be a citizen familiar with any of the previously referred to disciplines or professions. The technical members of the board with the quired professional or technical expertise may be appointed, regardless of where such individuals reside. The lay Fson shall be a resident of the city of Edmonds. Members of the board shall be appointed by the mayor and confirmed oy the city council. B. Alternative Members. In addition, up to three alternative technical members and one alternative lay member may be appointed by the mayor subject to the confirmation of the city council. Such alternates shall serve when required in order to assure a five -member panel consisting of four technical persons and one lay representative. C. Term. On the date of initial appointment to the board, the mayor shall appoint two technical members to two-year terms, two technical members to four-year terms and the lay member to a three-year term. Thereafter, members, whether technical or lay, regular or alternative, shall be appointed to four-year terms. D. The building official shall serve as an ex-officio member of the board and act as the secretary to said board, but shall have no vote on any matter before the board; provided, however, that the fire chief shall serve as an ex off icio member on appeals relating to the Uniform Fire Code and act as secretary with respect to such cases. [Ord. 3456 § 2, 2003]. 10.15.030 Removal. Members of the board of appeals shall serve at the pleasure of the city and may be removed at any time for any reason which the mayor, with confirmation of the city council, deems to be in the public interest. Any member who is unavailable for three consecutive appeals shall be automatically removed and a new member or alternate appointed. [Ord. 3456 § 2, 2003]. 10.15.040 Limitations of authority. A. The building board of appeals shall have no authority relative to the interpretation of the administrative provisions of any of the State Building Codes, nor shall the board be empowered to waive any requirement of any such code. B. The provisions of the State Building Code as adopted by the city are not intended to prevent the use of any material, alternate design or method of construction not specifically prescribed by this code, provided any alternative has been approved and its use authorized by the building official or on appeal or request for review by the building board of appeals. C. The building board of appeals, on review, may approve the use of any material, alternate design or method of astruction providing that it finds that the proposed design is satisfactory and complies with the provisions of this code id that the material, method or work offered is, for the purpose intended, at least the equivalent of that prescribed in the applicable code in suitability, strength, effectiveness, fire resistance, durability, safety and sanitation. D. The building board of appeals shall require that sufficient evidence or proof be submitted to substitute any claims that may be made regarding its use. The details of any action granting approval of alternate design or method of construction shall be recorded and entered in the written decision of the board. [Ord. 3456 § 2, 2003]. Packet Page 104 of 137 4 -10.15.050 Tests. The appellant bears the burden of proof in any proceeding before the board. If there is insufficient evidence of compliance with any of the provisions of this code or evidence that any material or construction does not conform to the requirements of this code, the appeal from the decision of the building official shall be denied. The board may also continue any proceeding in order to permit the appellant or applicant to provide proof of compliance through tests conducted in accordance with general engineering practice and hest scientific evidence. Such tests shall be made by the applicant or appellant and at no expense to the jurisdiction. Test methods shall be as specifiers by the applicable building code or by other recognized testing standards. if there are not recognized and accepted test methods for the proposed alternate, testing methods shall utilize generally accepted engineering practice and best scientific method. Reports of such tests shall be retained and made a part of the record of the proceeding. [Ord. 3456 § 2, 2003]. 10.15.060 Landslide hazard and earth subsidence areas. Nothing herein shall be interpreted to permit the board to hear any appeal, nor any request for deviation of design or alternative methods with respect to any property lying within a recognized landslide hazard and earth subsidence area or which is otherwise subject to the requirements of Chapter 19.05 ECDC. [Ord. 3456 § 2, 2003]. Packet Page 105 of 137 5 Chapter 10.16 CEMETERY BOARD Sections: 10.16.010 Cemetery board — Members and their terms. 10.16.020 Vacancy — Removal. 10.16.030 Powers of board. 10.16.040 Meetings —Annual report. 10.16.050 Funds for improvement and maintenance of the cemetery. 10.16.060 Board subordinate to council. 10.16.070 Cemetery board alternates. 10.16.200 Severability. 10.16.010 Cemetery board — Members and their, terms. The cemetery board shall be composed of seven community members, plus two additional persons to serve as alternates, as provided under ECC 10.16.070. Board members and the alternates shall be appointed for four-year terms terminating on December 31 st. [Ord. 3095 § 1, 1996; Ord. 2839 § 1, 1991; Ord. 2570, 1986; Ord. 2306, 1982]. 10.16.020 Vacancy — Removal. Vacancies occurring other than through the expiration of terms may be filled for the unexpired terms, and the persons serving as the cemetery board alternates shall be given priority in filling a vacancy. Members may be removed by the mayor, with approval of the city council, after a public hearing before the city council for inefficiency, neglect of duty or malfeasance in office. Members shall also be removed for failure to maintain attendance as required by provisions of the Edmonds City Code. The persons serving as the cemetery board alternates shall be subject to the same provisions for removal as for members. [Ord. 3095 § 2, 1996; Ord. 2839 § 2, 1991; Ord. 2306, 1982]. 10.16.030 Powers of board. The cemetery board shall have full power to manage the operation of the municipal cemetery and to that end shall have powers: A. To establish rules and regulations to carry out the provisions of this chapter. B. To regulate the sale and location of burial lots and/or to contract with persons to provide such services. C. To provide for the improvement and maintenance of the cemetery. To that end the board shall submit proposed maintenance and capital improvement budgets to the city council in conjunction with the budget process for the city. D. To determine the types of plantings, monuments and markers that will be permitted for the proper and most attractive development of the cemetery. E. To accept any gift of money or property on behalf of the cemetery. F. In carrying out duties and responsibilities, the board shall have such staff assistance as authorized by the mayor. Provided that, the person serving as a cemetery board alternate shall not possess any of the preceding powers until such person becomes a cemetery board member. [Ord. 3095 § 3, 1996; Ord. 2839 § 3, 1991; Ord. 2306, 1982]. 10.16.040 Meetings — Annual report. The board shall hold such meetings as are necessary to perform the functions set forth herein and as set forth in its rules and regulations. The board shall report at least quarterly to the council concerning the operations of the cemetery, the short and long term goals of the board concerning the cemetery and a report on the activities of the board. [Ord. 2306, 1982]. 10.16.050 Funds for improvement and maintenance of the cemetery. A. There are hereby created two special funds of the city to be known as the cemetery improvement fund and the cemetery maintenance trust fund. The city council shall, each year as a part of the budget process, allocate revenue from lot sales, burial fees, and all bequests, gifts and donations received with respect to the cemetery on a percentage basis to said funds. 1. The cemetery improvement fund shall be used for special projects, special events, capital improvements and other nonrecurring needs of the cemetery. Expenditures from this fund may be made from both principal and income and the entire amount of said fund may be expended in any year when such expenditures are within the annual budget approved by the city council. 2. The cemetery maintenance fund shall be expended solely for the purpose of maintaining the cemetery and any capital improvements or facilities located therein. Expenditures from this fund shall be limited to the income earned Packet Page 106 of 137 6 by said funds along with any additional funds appropriated to this fund by the council or donated by any party for the purpose of annual maintenance. To the extent permitted by law, the council hereby impresses the current fund balance of this fund, any private donations with a trust in favor of the estate of any person buried therein and the descendants of such persons along with the Hubbard Family Foundation and any other persons or entities donating funds to the cemetery maintenance trust fund for the sale purpose of maintenance of the cemetery and capital improvements. 3. The council shall consider the number of unsold lots, the fair market value of unsold lots and the probable earnings of the trust fund when fully funded by the sale of all lots when allocating revenue. The goal shall be to actuarially fund the trust fund with sufficient monies so that it may become and remain a self-sufficient source of funding for all recurring maintenance of the cemetery. B. Any monies in said funds, surplus and available for investment, shall be managed in accordance with RCW 68.12.060. This section shall be considered approval of investments in accordance with RCW 68.12.065 subject to the annual review of the city council in the budget process. All investments shall be reviewed and approved by the finance director. C. Monies shall be paid out of said funds only upon warrants drawn by the cemetery board and approved in the manner set forth in Chapter 2.25 ECC. All warrants shall be endorsed by the mayor and attested by the city finance director. In no event shall any monies be expended from the cemetery maintenance trust fund in excess of the annual income earned nor shall any money be diverted from such trust fund to any purpose other than provided in this chapter. To the extent permitted by law, the council hereby prohibits itself and future councils from diverting funds for the cemetery maintenance trust fund, while reserving its right to budget monies to or approve expenditures from the cemetery maintenance trust fund in future budget years as it, in its sole discretion, shall deem appropriate in order to actuarially provide for the establishment of a fund which will generate sufficient income to meet the future foreseeable maintenance needs of the cemetery. Expenditures of monies from the cemetery improvement fund and the cemetery maintenance trust fund shall be provided for in the annual budget by the council subject to the recommendation of the cemetery board. [Ord. 2827 § 3, 1991; Ord. 2596, § 1, 19861. 10.16.060 Board subordinate to council. The cemetery board shall, at all times, be deemed subordinate to the city council and the city council shall have power j settle all disputes and regulate, modify and supervise the exercise of the powers herein granted. [Ord. 2306, 1982]. 10.16.070 Cemetery board alternates. In addition to the seven board members, two alternate persons shall be appointed to the cemetery board and shall serve subject to the following provisions: A. In the absence of a regularly appointed board member, an alternate shall exercise the powers attributed to board members in ECC 10,16.030 and shall be subject to the same requirements regarding attendance and other attributes of the position. Between the two alternate members, the alternate member who has served upon the cemetery board for the longest period of time shall be the first to serve in a vacant regularly appointed board member position. B. When a vacancy upon the cemetery board arises, the replacement member shall be appointed to the open position, and in the event that an alternate is appointed to the board as a board member, a new person shall be appointed to serve as the board alternate. [Ord. 3095 § 4, 1996; Ord. 2839 § 4, 1991 ]. 10.16.200 Severability. If any word, clause, phrase or other portion of this chapter is held to be invalid or unconstitutional by a court of competent jurisdiction, the remaining words, clauses, phrases and other portions of this chapter shall not be affected. [Ord.2306, 1982]. Packet Page 107 of 137 VI Chapter 10.20 EDMONDS CIVIC ARTS COMMISSION! Sections: 10.20.010 Establishment and purpose of commission — Number of members. 10.20.020 Terms of membership. 10.20.030 Officers of commission — Meetings — Quorum. 10.20.040 Powers and duties. 10.20.050 Juried selection process. 10.20.010 Establishment and purpose of commission — Number of members. A. The purpose of the Edmonds arts commission is to promote the arts as an integral part of community life. The commission provides quality experiences to increase public awareness of the arts, assisting the work of students, artists and local arts organizations, while providing public art that contributes to the community identity and establishing and pursuing long range goals to benefit the arts and the community. B. There is established an Edmonds civic arts commission which shall be composed of seven members who shall be appointed by the mayor subject to confirmation by the city couricil. At least four members of the commission shall be involved in the instruction of, or otherwise professionally engaged in, the visual, literary and performing arts. [Ord. 3025 § 1, 1995]. 10.20.020 Terms of membership. A. In order to insure the fewest terms will expire in any one year, the terms of the appointed positions by position number shall expire on December 31 st of the year set opposite said position number as follows: Position No. 1: 1979; Position No. 2: 1980; Position No. 3: 1980; Position No. 4: 1981; Position No. 5: 1981; Position No. 6: 1978; Position No. 7: 1979. Thereafter, the term of membership shall be for four years. B. Any appointment to a position vacated other than by the expiration of the term of the appointment shall be to fill the' unexpired portion of the term. Members may be removed by the mayor with approval of the city council after a public hearing before the city council for inefficiency, neglect of duty, or malfeasance in office. Members shall be removed for failure to maintain attendance as required by provisions of the Edmonds City Code. C. No person shall be appointed to serve more than two full terms on the commission. An appointment to fill a vacancy for less than two years shall not constitute a full term for the purposes of this section. [Ord. 3025 § 1, 1995]. 10.20.030 Officers of commission — Meetings — Quorum. Members of the commission shall meet and organize by electing from the members of the commission a chairman and a vice-chairman, and such other officers as may be determined by the commission. It shall be the duty of the chairman to preside at all meetings. The vice-chairman shall perform this duty in the absence of the chairman. A majority of the board shall constitute a quorum for the transaction of business. The commission shall set its own meeting dates and shall give notice of such meeting in compliance with the Open Public Meeting Act of the state of Washington, as it now exists and as it may be amended from time to time. Professional and general staff will be provided at the discretion of the mayor and city council. [Ord. 3025 § 1, 1995]. 10.20.040 Powers and duties. The commission is empowered to advise and make recommendations to the mayor, city council or other commission or board of the city on matters including but not limited to those set forth hereinafter. The activities of the commission shall include the following: A. To represent the city's interest in art matters and the interest of the arts in city matters and to keep the mayor and .iy council informed on all such related matters; B. To be a central body to whom art organizations, artists and anyone interested in cultural advancement of the community may come for information or assistance; C. To encourage and aid programs for cultural enrichment of Edmonds citizens; Packet Page 108 of 137 8 D. To coordinate and strengthen existing cultural organizations and to develop cooperation with schools and regional nd national art organizations; E. To explore ways and implement methods of obtaining financial support through development of private, local, state and federal funds and establishing public/private partnerships to promote cultural projects within the community; F. To review and make recommendations on all art acquisitions, on facilities used for cultural events and other capital expenditures for cultural projects in the city; G. To review proposed arts -related projects or events to recommend to the city those which may provide benefit to the community; H. To explore and promote arts -related projects, events and businesses which may provide an economic benefit to the city or which beautify and enhance the image of the city,, 1. To engage in long range cultural planning and implementation as well as review city plans for the purpose of integration of arts elements into city planning including education, public finance, community services, etc.; J. To establish liaisons and set up mechanisms for communication with city boards and commission and other organizations as appropriate; K. To recognize the contributions made by individuals and organizations to the cultural life of the city; L. To provide periodic reports to the mayor and council on the progress of the work plan and prepare and submit an annual report; M. To render any other advice and assistant in cultural matters, aesthetics, and beautification; and N. To render any other advice and assistance to the city in any other artistic activities as may be referred to by the city. [Ord. 3025 § 1, 1995]. 10.20.050 Juried selection process. The following process has been developed in order to utilize the expertise of the commission, acting in conjunction with a representative of the architectural design board on architectural elements of public buildings, and with the comments of the public in order to develop a recommendation to the Edmonds city council regarding contracts for significant works of public art and all public arts projects, whether freestanding or erected as a part of a design component of a public building, which are visible from public ways or adjacent private property. The commission in the exercise of its powers shall utilize t least the following elements in the selection process: A. Develop a prospectus for announcing perspective purchases of or commissions for public art. Such a prospectus shall be submitted and finally approved by the city council prior to publication. B. Obtain proposals through appropriate public advertisements and direct mailings to artists of note. The advertisement need not be confined to the city's official newspaper. Rather the commission may utilize other magazines and newsletters which are better designed to reach the artistic community, and particularly artists whose work is compatible with the type of work contemplated by the commission and approved by the city council. C. The commission shall establish a jury to select finalists from among the members of the commission. The jury shall also include a representative of the architectural design board when appropriate to comment on architectural elements of public buildings, the city council.. and the public. D. The finalists for any project shall be presented at a public hearing before the jury. The public shall be heard in conjunction with the presentation: of the finalists' proposals. Notice of the hearing shall be posted at the site and the locations designated by ordinance for the posting of official city notices. Posting shall be performed by the city clerk or the clerk's designee. A public hearing on an art work or design component of a public facility which is visible from a public way or adjacent private property shall also direct written notice of the hearing to the owners of private property within 300 feet of the site selected for the erection of the work. E. The jury through the commission shall make its recommendation to the city council in writing and present the artist and proposed work of art to the city council at a public hearing. Notice of the hearing shall be provided as set forth in subsection D of this section. [Ord. 3025 § 1, 19951. Packet Page 109 of 137 E Chapter 10.25 CIVIL SERVICE COMMISSION Sections: 10.25.010 Civil service commission created, appointment, terms, removal and quorum. 10.25.015 Terms limited. 10.25.020 Organization of commission — Powers and duties — Secretary. 10.25.030 Persons included —Competitive examinations —Transfers, discharges and reinstatements. 10.25.040 Existing positions blanketed under civil service. 10.25.050 Qualifications of applicants. 10.25.060 Tenure of employment — Grounds for discharge — Reduction or deprivation of privileges. 10.25.070 Procedure for removal — Suspension, demotion or discharge — Investigation — Hearing — Appeal. 10.25.090 Filling of vacancies — Probationary period. 10.26.100 Power to create offices, make appointments and fix salaries not infringed. 10.25.110 Enforcement by civil action — Legal counsel. 10.25.120 Deceptive practices — False marks, etc., prohibited. 10.25.130 Penalty —Jurisdiction. 10.25.140 Definitions. 10.25.150 Severability. 10.25.160 Applicability. 10.25.010 Civil service commission created, appointment, terms, removal and quorum. There is created in the city a civil service commission which shall be composed of three persons. The members of such commission shall be appointed by the mayor; provided, that the members of the civil service commission constituted pursuant to the Edmonds City Code chapters repealed at the enactment of this ordinance shall be the initial Dmmissioners of the newly created civil service commission and shall continue in office until the term of their original appointment expires. The members of such commission shall serve without compensation. No person shall be appointed a member of such commission who is not a citizen of the United States, a resident of such city for at least three years immediately preceding such appointment, and an elector of the county wherein he resides. Except for the initial commission, the term of office of such commissioners shall be for six years. Any member of such commission may be removed from office for incompetency, incompatibility or dereliction of duty, or malfeasance in office, or other good cause; provided, however, that no member of the commission shall be removed until charges have been preferred in writing, due notice and a full hearing had. The members of such commission shall devote due time and attention to the performance of the duties hereinafter specified and imposed upon them by this chapter. Two members of such commission shall constitute a quorum and the votes of any two members of such commission concurring shall be sufficient for the decision of all matters and the transaction of all business to be decided or transacted by the commission under or by virtue of the provisions of this chapter. Confirmation of the appointment or appointments of commissioners by the city council shall not be required. [Ord. 2441 § 1, 1984]. 10.25.015 Terms limited. No civil service commissioner shall serve more than two full consecutive terms. An appointment to fill the unexpired portion of a term less than two years in length shall not constitute a full term. [Ord. 2656 § 2, 1988]. 10.25.020 Organization of commission - Powers and duties — Secretary. A. Immediately after appointment, the commission shall organize by electing one of its members chairperson and hold regular meetings at least once a month, and such additional meetings as may be required for the proper discharge of their duties. It shall be the duty of the civil service commission: 1. To make suitable rules and regulations to implement this chapter which are not inconsistent with the provisions thereof. Such rules and regulations shall provide in detail the manner in which examinations may be held, and appointments, promotions, transfers, reinstatements, demotions, suspensions and discharges shall be made. The rules and regulations and any amendments thereof shall be reproduced for free public distribution; 2. All tests shall be practical and shall consist only of subjects which will fairly determine the capacity of persons examined to perform duties of the position to which appointment is to be made, and may include tests of physical fitness and/or of manual skill; 3. The commission is hereby authorized to extend the following credits and preference to applicants: a. The rules and regulations adopted by the commission shall provide for a credit of 10 percent in favor of all applicants for appointment under civil service, who in time of war or any expedition of the Armed Forces of the Packet Page 110 of 137 10 United States, have served in and have been honorably discharged from the Armed Services of the United t States, including the Army, Navy and Marine Corps and the American Red Cross. These credits shall apply to entrance examinations only, and/or b. The civil service commission may, in its discretion, provide for a preference not to exceed five percent in favor of all applicants who have successfully completed at least two years of service with the Edmonds police reserve unit or as volunteers with the Edmonds fire department. These credits shall apply to entrance examinations only, to be added to the score of applicants who have successfully passed the written, oral and physical tests on certification to the eligibility list. This preference shall apply only to positions of initial hire, and shall be uniformly applied during the selection process for any position. 4. The commission shall make investigations concerning and report upon all matters touching the enforcement and effect of the provisions of this chapter, and the rules and regulations prescribed hereunder; inspect all institutions, department, offices, places, positions and employments affected by this chapter, and ascertain whether this chapter and all such rules and regulations are being obeyed; 5. Such investigations may be made by the commission or by any commissioner designated by the commission for that purpose. Not only must these investigations be made by the commission as aforesaid, but the commission must make like investigation on petition of a citizen, duly verified, stating that irregularities or abuses exist, or setting forth in concise language, in writing, the necessity for such investigation. In the course of such investigation, the commission, or designated commissioner or chief examiner, shall have the power to administer oaths, subpoena and require the attendance of witnesses and the production by them of books, papers, documents and accounts appertaining to the investigation and also to cause the deposition of witnesses residing within or without the state to be taken in the manner prescribed by law for like depositions in civil actions in the superior court; and the oaths administered by a superior court judge in his judicial capacity; and the failure upon the part of any person so subpoenaed to comply with the provisions of this section shall be deemed a violation of this chapter and punishable as such; 6. All hearings and investigations before the commission, or designated commissioner or chief examiner, shall be governed by this chapter and by rules of practice and procedure to be adopted by the commission, and in the conduct thereof neither the commission nor designated commissioner shall be bound by the technical rules of evidence. No informality in any proceedings or hearing, or in the manner of taking testimony before the commission or designated commissioner, shall invalidate any order, decision, rule or regulation made, approved or confirmed by the commission; provided, however, that no order, decision, rule or regulation made by any designated commissioner conducting any hearing or investigation alone shall be of any force or effect whatsoever unless and until concurred in by at least one of the other two members; 7. To hear and determine appeals or complaints respecting the administrative work of the personnel department, appeals upon the allocation of positions, the rejection of an examination and such other matters as may be referred to the commission pursuant to the duties outlined in subsection (A)(1) of this section; 8. Establish and maintain in card or other suitable form a roster of employees covered by civil service; 9. Provide for, formulate and hold competitive tests to determine the relative qualifications of persons who seek employment in any class or position and as a result thereof establish eligible lists for the various classes of positions as established by the city, and to provide that employees laid off because of curtailment of expenditures, reduction in force, and for like cause, head the list in the order of their seniority, to the end that they shall be the first to be reemployed; 10. When a vacant position is to be filled, to certify to the appointing authority, on written request, the name of the three persons highest on the eligible list for the class. If there are no such lists, the commission shall make provision in their rules for provisional or temporary appointments for such positions. Such temporary or provisional appointment shall not exceed a period of six months in duration but may be extended for up to an additional six months if for any reason it cannot be determined at the expiration of the initial appointment that the position being filled by temporary or provisional appointment will in fact be vacant, such as in the instance of a position vacant due to an officer on disability leave under the LEOFF Act, or for other good cause which in the discretion of the commission warrants an additional extension of such a provisional or temporary appointment; 11. Keep such records as may be necessary for the proper administration of this chapter. B. The commission shall appoint a secretary and chief examiner. It may either designate a staff member from the city's personnel department or may contract with funds provided by the city with an independent contractor to fill the position. Nothing in this section shall require hiring under civil service procedures to fill these positions nor extend civil service protection to those persons designated or contracted to serve. [Ord. 2627 § 1, 1987; Ord. 2441 §§ 2, 4, 1984]. 10.25.030 Persons included — Competitive examinations — Transfers, discharges and reinstatements. A. Coverage. The provisions of this chapter shall include all full-time fully commissioned officers of the city's police and/or fire departments with the following exclusions: 1. The positions of fire chief and police chief; Packet Page 111 of 137 11 2. All clerical, dispatchers, fire inspectors, mechanics, and other employees of either department who are not full paid commissioned police officers or full paid commissioned fire fighters; and 3. The chief examiner and civil service secretary. B. Examinations — Appointments, Reinstatement, Transfers, Suspensions, or Discharge. All appointments to and promotions covered by this chapter shall be made solely on merit, efficiency and fitness, which shall be ascertained by open competitive examination and impartial investigation. No person subject to the coverage of this chapter shall be reinstated in or transferred, suspended, or discharged from any such place, position, or employment contrary to the provisions of this chapter. [Ord. 2816 § 1, 1991; Ord. 2444, 1984). 10.25.040 Existing positions blanketed under civil service. For the benefit of the public service and to prevent delay, injury or interruption therein by reason of the enactment of this chapter, all persons having completed probation and in the police or fire department subject to civil service coverage as defined in ECC 10.25.030 are hereby declared permanently appointed under civil service to the offices, places, positions or employments which they shall then hold respectively, and not on probation; and every such person is hereby automatically adopted and inducted permanently into civil service, into such office, place, position or employment which such person then holds. 10.25.050 Qualifications of applicants. An applicant for a position of any kind under civil service must be a citizen of the United States of America who can read and write the English language. An applicant for a position of any kind under civil service must be of an age suitable for the position applied for, in ordinary good health, of good moral character and of temperate and industrious habits; these facts to be ascertained in such manner as the commission may deem advisable. 10.25.060 Tenure of employment — Grounds for discharge — Reduction or deprivation of privileges. The tenure of everyone holding an office, place, position or employment under the provisions of this chapter shall be only during good behavior and any such person may be removed or discharged, suspended without pay, demoted, educed in rank, or deprived of vacation privileges or other special privileges for any of the following reasons: A. Incompetency, inefficiency or inattention to or dereliction of duty; B. Dishonesty, intemperance, immoral conduct, insubordination, discourteous treatment of the public or a fellow employee, or any other act of omission or commission tending to injure the public service; or any other willful failure on the part of the employee to properly conduct himself; or any willful violation of the provisions of this chapter or the rules and regulations to be adopted hereunder; C. Mental or physical unfitness for the position which the employee holds; D. Dishonest, disgraceful, immoral or prejudicial conduct; E. Drunkenness or use of intoxicating liquors, narcotics or any other habit forming drug, liquid or preparation to such extent that the use thereof interferes with the efficiency or mental or physical fitness of the employee, or which precludes the employee from properly performing the function and duties of any position under civil service; F. Conviction of a felony or a misdemeanor involving moral turpitude; G. Any other act or failure to act which in the judgment of the civil service commissioners is sufficient to show the offender to be an unsuitable and unfit person to be employed in the public service. 10.25.070 Procedure for removal — Suspension, demotion or discharge — Investigation — Hearing — Appeal. No person in the classified civil service who shall have been permanently appointed or inducted into civil service under provisions of this chapter shall be removed, suspended, demoted or discharged except for cause, and only upon written accusation of the appointing authority or any citizen or taxpayer; a written statement of which accusation, in general terms, shall be served upon the accused and a duplicate filed with the commission. Any person so removed, suspended, demoted or discharged may, within 10 days from the time of his removal, suspension, demotion or discharge, file with the commission a written demand for an investigation whereupon the commission shall conduct such investigation. The investigation shall be confined to the determination of the question of whether such removal, suspension, demotion or discharge was or was not made for political or religious reasons, and was or was not made in good faith for cause. After such investigation, the commission may affirm the removal, or if it shall find that the removal, suspension or demotion was made for political or religious reasons, or was not made in good faith for cause, shall order the immediate reinstatement or 'employment of such person in the office, place, position or employment from which such person was removed, ispended, demoted or discharged; which reinstatement shall, if the commission so provides in its discretion, be 'retroactive, and entitle such person to pay or compensation from the time of such removal, suspension, demotion or discharge. The commission, upon such investigation in lieu of affirming the removal, suspension, demotion or discharge by directing a suspension, without pay, for a given period, and subsequent restoration to duty, or demotion in classification Packet Page 112 of 137 12 grade, or pay; the findings of the commission shall be certified in writing to the appointing power and shall be forthwith hforced by such officer. All Investigations made by the commission pursuant to the provisions of this section shall be had by public hearing, after reasonable notice to the accused of the time and place of such hearing, at which hearing the accused shall be afforded an opportunity of appearing in person and by counsel and presenting his/her defense. If such judgment or order be concurred in by the commission or a majority thereof, the accused may appeal therefrom to the court of original and unlimited jurisdiction in civil suits of the county wherein he resides. Such appeal shall be taken by serving the commission, within 30 days after the entry of such judgment or order, a written notice of appeal, stating the grounds thereof and demanding that a certified transcript of the record and all papers on file in the office of the commission affecting or relating to such judgment or order, be filed by the commission with such court. The commission shall, within 10 days after the filing of such notice, make, certify and file such transcript with such court. The court of original and unlimited jurisdiction in civil suits shall thereupon proceed to hear and determine such appeal in a summary manner; provided, however, that such hearing shall be confined to the determination of whether the judgment or order of removal, discharge, demotion or suspension made by the commission was or was not made in good faith for cause, and no appeal to such court shall be taken except upon such ground or grounds. 10.25.090 Filling of vacancies — Probationary period. A. Original Appointment to Department. Whenever a vacancy exists, or upon the request of the appointing authority, the commission shall certify the names of the five persons highest on the applicable eligibility list for the class for which the vacant position has been allocated but willing to accept employment. B. Promotional Appointments. Whenever the appointing authority determines that a vacancy shall be filled by a promotional appointment, the commission shall certify from the appropriate eligibility list names as follows: 1. For each and every police officer position above the rank of second class police officer, the commission shall certify the three highest names on such list, from which the appointing authority may appoint any one. 2. For each and every position above the rank of fire lieutenant in the fire department, the commission shall certify the three highest names on such list, from which the appointing authority may appoint any one. 3. For all positions in the fire department including or below the rank of fire lieutenant, the commission shall certify the highest name on the eligibility list. 4. Nothing herein shall obligate the appointing authority to fill any position. C. Procedure to Fill Vacancies. If more than one vacancy is to be filled, an additional name shall be certified for each additional vacancy. The appointing authority shall after review of the person so certified appoint one person to each such vacant position. If any person certified by the commission is removed from the list or otherwise requests not to be considered for appointment, the commission shall forthwith certify the next highest person on the list to replace those removed. The commission in their rules shall establish a procedure for removal of names from the eligibility list either prior to or subsequent to certification to the appointment authority. Whenever requisition is to be made or whenever a position is held by a temporary appointee and an eligible list for the class of such position exists, the commission shall forthwith certify the names of the persons eligible for appointment to the appointing power and the appointing power shall appoint one person so certified; provided they are found to be in fact qualified, to the position. D. Probation — Extensions. To enable the appointing authority to exercise a choice in the filling of promotions, no appointment, employment or promotion in any position in the classified service shall be deemed complete until after the completion of a satisfactorily served probationary period. The probationary period for new employees shall be 12 months. The probationary period for persons promoted or transferred to positions with different job descriptions shall be six months. Persons re-employed who have formerly acquired permanent status in the class shall not be subject to probation. During such probationary periods the appointing power may terminate the employment of the person certified, if during the performance test thus afforded, upon observation or consideration of the performance of duty, the appointing authority shall designate one of the persons certified as standing within the next three persons highest on the list. Such person shall likewise enter upon the duties until some person is found who is deemed fit for appointment, employment or promotion for the probationary period provided therefor, whereupon the appointment, employment or promotion shall be deemed to be complete. The commission shall provide a procedure in their rules for extending probationary period of any employee for up to an additional six months if requested by the appointing authority. [Ord. 2656-A, 1988; Ord. 2569, 1986; Ord. 2441 § 3, 1984]. 10.25.100 Power to create offices, make appointments and fix salaries not infringed. All offices, places, classifications, job descriptions, positions and employments coming within the purview of this iapter shall be created by the mayor and city council or mayor or whoever otherwise is vested with power and authority to select, appoint, or employ any person coming within the purview of this chapter, and nothing contained in this section shall infringe upon the power and authority of any such person or group of persons, or appointing authority, to fix the salaries and compensation of all employees employed hereunder. Packet Page 113 of 137 13 .-. 0.25.110 Enforcement by civil action —Legal counsel. It shall be the duty of the commission to begin and conduct all civil suits which may be necessary for the proper enforcement of this chapter and of the rules of the commission. The commission shall be represented in such suits by the chief legal officer of the city, or his/her designee, but the commission may in any case be represented by special counsel appointed by it. 10.25.120 Deceptive practices — False marks. etc., prohibited. No commissioner or any other person, shall by himself or in cooperation with one or more persons defeat, deceive, or obstruct any person in respect of his right of examination or registration according to the rules and regulations of this chapter or falsely mark, grade, estimate or report upon the examination or proper standing of any person examined, registered or certified pursuant to the provisions of this chapter or aid in so doing, or make any false representation concerning the same, or concerning the person examined, or furnish any person any special or secret information for the purpose of improving or injuring the prospects or chances of any person so examined, registered or certified, or to be examined, registered or certified or persuade any other person, or permit or aid in any manner any other person to personate him in connection with any examination or registration of application or request to be examined or registered. 10.25.130 Penalty — Jurisdiction. Any person who shall willfully violate any of the provisions of this chapter shall be deemed guilty of a misdemeanor, and upon conviction thereof, shall be punished by a fine of not more than $100.00 and by imprisonment in the county jail for not longer than 30 days, or by both such fine and imprisonment. 10.25.140 Definitions. As used in this chapter, the following mentioned terms shall have the following described meanings: A. "Appointing authority or power" includes every person or group of persons who, acting singly or in conjunction, as a mayor, mayor's designee, council or otherwise, is or are invested with power and authority to select, appoint, or employ any person to hold any office, place, position or employment subject to civil service. B. "Appointment" includes all means of selection, appointing or employing any person to hold any office, place, position employment subject to civil service. C. "Commission" means the civil service commission herein created, and "commissioner" means anyone of the three commissioners of that commission. D. "Full paid fire department" or "full paid firefighter" means that the officers and firemen employed in such are paid regularly by the city and devote their whole time to fire fighting and fire prevention activities and emergency medical services. E. "Full paid police department" or "full paid police officer" means that the officers and policemen employed in such are paid regularly by the city and devote their whole time to police duty. 10.25.150 Severability. If any section, subsection, subdivision, sentence, clause or phrase of this chapter shall for any reason be held to be unconstitutional, such decision shall not affect the validity of the remaining portions of this chapter. 10.25.160 Applicability. The examination and eligibility provisions of this chapter and establishment of positions covered by civil service by the provisions of this chapter shall be effective for all appointments made after the effective date of the ordinance codified in this chapter. [Ord. 2432, 1984]. Packet Page 114 of 137 Chapter 10.30 DISABILITY BOARD Sections: 10.30.01 0 Board created — Terms of office. 14 10.30.010 Board created — Terms of office. A. Board Created. There is created a disability board having that jurisdiction over police officers and firefighters as provided by Chapter 41.26 RCW and, specifically, RCW 41.26.110 composed of the following five members: 1. Two members of the city council to be appointed by the mayor; 2.One active or retired firefighter to be elected by the firefighters employed by or retired from the city; 3.One active or retired law enforcement officer to be elected by police officers employed by or retired from the city; and 4. One member from the public at large who resides within the city of Edmonds to be appointed by the other four appointed members designated in this section. B. Terms. All members appointed or elected pursuant to this section shall serve for two-year terms. An appointment may be made to fill the unexpired portion of a term less than two years in length. Members shall not receive compensation for their service upon the disability board but shall be reimbursed for all travel expenses incidental to such service. The disability board shall perform all functions, exercise all powers, and make such determinations as specified under the foregoing laws of the state of Washington as they may be amended from time to time. [Ord. 3535 § 1, 2005; Ord. 2656 § 3, 1988; Ord. 1472, 1970]. Packet Page 115 of 137 Chapter 10.31 MEDICAL SELF-INSURANCE ADVISORY BOARD 10.31. Title — Board established. 10.13 020 bership. 10.31.030 Term office. 10.31.040 Compens 10.31.050 Meetings. 10.31.060 Duties of �—PsE 10.31.010 Title — Board established. There is established for the city of E advisory board. [Ord. 3159 § 1, 1997]. NIA employee advisory board to be known as the medical self-insurance 10.31.020 Membership. The Edmonds medical self-insurance advisory board shall be c o A. One representative from each of the unions who have entered in Edmonds; B. One representative for the employees not represented by a union; C. The mayor or his/her designee; D. One councilmember or council designee; E. The personnel manager. 15 of the following: ollective bargaining agreement with the city of Union representatives shall be selected by their respective unions. The mayor shall appoint the re sentative for employees that are not represented by a union. [Ord. 3159 § 1, 1997]. 1.030 Terms of office. E ee representatives on the board shall serve two-year terms. [Ord. 3159 § 1, 1997]. 10.31.040 Co nsation. No member of th oard shall receive compensation for services performed. Reasonable expenses of the board and its members may be provi for by budgeted funds as approved by vote of the city council. [Ord. 3159 § 1, 1997]. 10.31.050 Meetings. A. The board shall have at least on ular meeting per month on such day of the month and at such time as may be determined by the board, unless a specific eting is cancelled by majority vote of the board. Special meetings may be held as often as the board deems necessary. B. For purposes of conducting the boards busine exercising its powers and for all other purposes, a quorum of the board shall consist of a majority of its membership. Any a " n taken by a majority of those present, when those present constitute a quorum at any regular or special meeting of the b d, shall be deemed and taken as the action and decision of the board. C. The board shall elect such officers as it deems necessary in orde conduct its business. The board shall adopt such rules of procedure as it deems necessary. D. The board shall tape record or keep minutes of all meetings held and all bu i ess transacted. All records of the board shall be open for public inspection, except those that may be exempt from pub isclosure under state law. [Ord. 3159 § 1, 1997]. 10.31.060 Duties of board — Purpose. The board shall be responsible to the city council for providing advice and recommendations on the p ' 'es and administration of the medical self-insurance program, the fund for which is codified in Chapter 3.10 ECC. The and shall acquire authorization from the city council prior to undertaking any project or formulating any recommendation. [ 3159 ;1, 1997]. Packet Page 116 of 137 Chapter 10.35 HEARING EXAMINER Sections: 10.35.010 Office of hearing examiner. 16 10.35.010 Office of hearing examiner. A. Appointment. There is created the office of the hearing examiner. The hearing examiner shall be appointed by the mayor and confirmed by the city council for a term of four years. The first year of the term will be probationary during which year he or she will serve subject to the approval of the mayor. During the balance of the four-year term the hearing examiner may be removed only for good cause. B. Temporary Appointment. The mayor shall appoint a temporary hearing examiner to serve whenever the hearing examiner informs the mayor that he or she cannot serve. C. Conflict of Interest. The hearing examiner may hold no other position in the city government of Edmonds or be an employee of or contractor for any person under contract to the city of Edmonds. The hearing examiner shall comply with the requirements of Chapter 1.14 ECC, Public Official Disclosure. D. Freedom from Improper Influence. No person shall interfere with the hearing examiner in the performance of his designated duties. The hearing examiner shall avoid prehearing contact with persons interested in a particular land use proposal, including the staff persons working on the same matter. If there is any prehearing contact, the hearing examiner shall disclose it on the record at the start of the hearing. The hearing examiner shall disqualify himself or herself if the prehearing contact would result in an unfair hearing, or an appearance of unfairness, and arrange for a temporary hearing examiner to hold the hearing. E. Powers and Duties. The hearing examiner shall review land use applications and issues as specified in Chapter 20.100 ECDC and related matters. F. Vacations and Dedications. The hearing examiner will review the comprehensive plan and report on the same prior > any street vacation or dedication as provided in ECDC 15.05.020. a Annual Review. Every year in September, the hearing examiner shall prepare and present an oral and written report to the city council outlining the actions of the hearing examiner during the preceding 12-month period. The purpose of such review is to enable the city council and the hearing examiner to coordinate city land use policy and philosophy. [Ord. 2381, 1983; Ord. 2215 § 1, 1981; Ord. 2169 § 2, 1980]. Packet Page 117 of 137 Chapter 10.40 PLANNING BOARD Sections: 10.40.010 Purpose. 10.40.020 Planning board. 17 10.40.010 Purpose. The purpose of this chapter is to provide for the creation of a planning board pursuant to Chapter 35A.63 RCW, and provide for its membership, organization, operation, and expenses. The planning board shall generally sere in an advisory capacity to the city in regional and local planning and specifically assist in the development of the comprehensive plan and zoning ordinance and their successive review and amendment from time to time. The board shall have the additional duties specifically set forth in this chapter and such ad hoc duties as the city council may from time to time assign to it. [Ord. 2342, 1983; Ord. 2170 § 2, 1980). 10.40.020 Planning board. A. Appointment. There is created the planning board, consisting of seven members. Each member shall be appointed by the mayor, subject to confirmation by the city council. 1. Members of the board must be residents of the city of Edmonds. 2. Although the city of Edmonds is not divided into political or geographical wards, it is the intent of this section that said board membership shall maintain a reasonable balance of geographical distribution throughout the city of Edmonds. 3. It is the intent of this section to maintain a diversified representation of occupations and experience on the planning board. To this end each appointee shall be considered for board membership according to his/her field of experience, among other factors. 4. An alternative member shall be appointed to sere in the event any regular member is absent or disqualified for any reason. In the event a regular member is absent or disqualified for any reason, the alternate shall have all the powers of a regular member, including the right to vote on board decisions. The alternate shall be subject to the same attendance requirements as regular board members. In the event that a regular position on the board shall be declared vacant, the alternate shall be deemed to fill such vacancy for the remainder of the unexpired term. B. Term. In order to provide for continuity of membership, members shall be assigned a position number. The initial term of each position shall expire as set forth below, with subsequent terms being for four years each, and until the successor is appointed and confirmed: Position One - 1982 Position Five - 1984 Position Two - 1982 Position Six - 1984 Position Three - 1983 Position Seven - 1985 Position Four - 1983 Alternate - 1985 C. Powers and Duties. The planning board shall sere in an advisory capacity to the mayor and the city council in the following matters: 1. The board shall advise on all amendments to the comprehensive plan contained in ECDC Title 15 (except fees). This includes reviewing all elements of the plan on a periodic basis and reporting to the mayor and city council on the need for changes in the plan. It also includes holding public hearings and making recommendations to the mayor and city council on proposed changes to the plan, to the text of the zoning regulations, and also to the zoning map in the case of rezones, as provided in ECDC Title 20. Review of and recommendations for the plan may be prepared as a whole or in successive parts. 2. The board shall advise the mayor and city council on all parking matters that involve an amendment or other modification to any city ordinance or code section within the jurisdiction of the board. 3. The board shall serve as an ongoing park board and advise the mayor and city council on all matters relating to the acquisition and development of all city parks and recreation facilities. 4. The board shall do research and investigation on specific projects assigned to it by the mayor and city counC,il. The board will analyze data collected, arrange for public participation, and organize its findings. The board will then present its findings to the mayor and city council detailing a summary of pertinent data, public contribution, alternatives available, and may, if appropriate, recommend a course of action, giving reasons for such recommendation. 5. The board shall have such other powers and duties as contained in Chapter 35A.63 RCW, as may be amended from time to time, that are not otherwise specifically delegated to the hearing examiner or other specific staff or agency of the city. Packet Page 118 of 137 18 D. Operation. 1. The city planning division small provide regular staff services to the planning board. Other city departments shall provide staff services as requested by the planning board. 2. The city council shall establish an annual budget for planning board operations for services in addition to regular staff services. Should the planning board and planning staff determine that a particular project requires services in addition to those normally provided by the city staff, then an estimate of needs detailing the type of assistance and funding required shall be presented to the city council for approval before that project is undertaken. 3. Four members of the board shall be the minimum number necessary to constitute a quorum for the transaction of business; provided that the vote of not less than three members shall be necessary to take action on any particular item before it. 4. The board shall hold regular meetings on the second and/or fourth Wednesdays of each month at 7:00 p.m. at the Edmonds city council chambers. Cancellation of a regular meeting, or a different location for a regular meeting, shall be announced at the last regular meeting preceding the affected meeting, if possible, otherwise the change will be advertised in the regular manner. 5. The city council shall meet periodically with the planning board at a city council meeting in order to review and update planning board agendas. The intent of this section is to stimulate continuing communication between mayor, city council and the planning board in an effort to identify and solve the problems facing the city of Edmonds. Nothing herein shall be construed to limit the manner in which items are placed on a planning hoard agenda nor the topics that may be considered by the planning board. 6. The board shall adopt rules of procedure and rules governing election and duties of officers of the board; provided, however, said rules shall pertain only to the internal procedures of the members and said rules and procedures may be grfestioned only by members of the board and do not give standing to question said procedures to nonmembers or other parties. [Ord. 3421 § 1, 2002; Ord. 3094 § 1, 1996; Ord. 2659, 1988; Ord. 2656 § 4, 1988; Ord. 2433, 1984; Ord. 2342, 1983; Ord. 2196 § 1, 1981; Ord. 2170 § 3, 1980]. Packet Page 119 of 137 19 Chapter 10.50 PUBLIC LIBRARY BOARD Sections: 10.50.010 Appointment of trustees — Terms. 10.50.020 Powers and duties. 10.50.030 Survival of the fund. 10.50.040 Administration of the special library fund. 10.50.010 Appointment of trustees —Terms. As provided in RCW 27.12.190, the mayor shall appoint five trustees to serve on the public library board. Appointments shall be for a full term of five years on a rotating basis, i.e., one term shall expire and one new trustee shall be appointed each year. No trustee shall serve more than two consecutive fLill terms. An appointment to fill an unexpired term less than two years in length shall not be considered a full term. Trustees who are serving on the date this amendment is adopted shall complete their term of office. [Ord. 3213 § 1, 1998]. 10.50.020 Powers and duties. A. Advice to the Mayor and City CoUF.16l'. The public library board shall advise the mayor and city council at least annually or on such other reporting schedule as may be agreed by the mayor, council, and board, regarding: 1. The planning, management, use, care, and disposition of the library's property, equipment and physical facilities; 2. The policies, rules and regulations pertaining to the use of the library and its facilities; 3. The budget, administration, scope and quality of library resources and services provided to the city of Edmonds under its contract with the Sno-Isle library system, including any requirements for amendment of the contract; 4. The acceptance or rejection of all gifts of money or property to the city for the benefit of the library and its patrons; 5. Such other matters as the mayor or city council may assign to the board at their discretion. B. Coordination. The board shall coordinate its advice to the mayor and city council with the liaison staff of the parks, recreation, and cultural services department of the city of Edmonds before bringing matters to the mayor and council. C. Advice to the Sno-Isle Library System. The board shall advise the Sno-Isle library system, the intercounty rural library district organization which provides library services to the city of Edmonds, on policies for the development of the library's collection, the use of the library, and the scope and quality of the services provided. Nothing herein shall be interpreted to delegate the city council's contractual or budgetary authority with respect to library operations. [Ord. 3213 § 1, 1998]. 10.50.030 Survival of the fund. The fund established pursuant to the provisions of Ordinance No. 186 establishing Chapter 10.50 ECC and subsequent revisions thereof establishing special funds for the library and monies deposited in such funds shall survive the amendment of the ordinance codified in this chapter and the repeal of prior sections designed to establish such funds. The special library fund established by Ordinance No. 1312 shall, in particular, survive the amendment of the ordinance codified in this chapter and shall be maintained for voluntary contributions made for the purposes of bettering library services and therefrom awards made by the board. [Ord. 3213 § 1, 1998]. 10.50.040 Administration of the special library fund. The public library board of the city shall, from time to time as it deems appropriate, recommend expenditures from the special library fund for the purposes for which such fund was established, i.e., bettering library service. Such recommendations shall be made in an open meeting of the commission and duly recorded in the minutes after which a city claim voucher shall be certified by the chair of the board and submitted for authorization for payment to the city council in accordance with such procedures as the council shall establish. [Ord. 3213 § 1, 19981. Packet Page 120 of 137 20 Chapter 10.60 EDMONDS SISTER CITY COMMISSION Sections: 10.60.010 Created. 10.60.020 Meeting. 10- 0.030 Formal commission structure. 10.60.040 Contributions of private funds. 10.60.050 Expenditures and other financial procedures 10.60.010 Created. There is hereby created within the city of Edmonds the Edmonds sister city commission, which shall be composed of not less than nine nor more than 12 interested individuals who will promote relationships with sister cities approved by the Edmonds city council. Commission members shall be appointed by the mayor with the confirmation of the city council from a list of candidates proposed by interested citizens participating in the commission's activities as well as names submitted by in citizens. Except for the initial commission, the term of office of each member shall be for three years. At the date of initial appointment, the mayor shall provide in his or her appointment for staggered terms In order that no lass than two nor more than four members shall be appointed in each year. The commission shall elect a chairman and provide through its own rules for such additional officers as It deems appropriate. The commission shall also provide for various subcommittees chaired by members of the commission and comprised of interested citizens throughout the community, governmental bodies and educational institutions who are interested in various aspects of the commission's purposes. 10.60.020 Meeting. The Edmonds sister city commission shall meet on the fourth Monday of each month at 7:00 p.m. at such locations as it shall establish throughout the city of Edmonds. The subcommittees of the commission are not city committees and shall not transact public business, and their meetings shall not be considered public meetings for the purposes of the Open Meeting and Record Act. Such subcommittees shall make recommendations only to the sister city commission. This statement of purpose is not intended to avoid any iquirement of state law but rather to recognize that such subcommittees and their membership may shift from time to time, and are j�oups of interested citizens working together to promote the activities of the commission, subject to its approval. 10.60.030 Formal commission structure. Only those commission members appointed by the mayor and confirmed by the city council shall be covered by the city's indemnification ordinance. One purpose of the commission will be to promote its activities through broad citizen participation; provided, however, that subcommittee members and other citizens participating in the commission functions shall not be covered by the city's indemnification ordinance nor the city's liability insurance coverage. Official activities of the sister city commission shall comply with established city ordinance procedures and accounting procedures. 10.60.040 Contributions of private funds. The administrative services director is hereby authorized and directed to work with the commission to establish a fund or appropriate subfund or accounting category in order to segregate private monies contributed to the city for the purpose of assisting or promoting the sister city commission effort. The purpose of this segregation will be to keep and maintain the private character of these funds in order that they may be used to entertain and host visiting dignitaries and to do other things which the city would be otherwise prohibited from doing with public funds. In all other respects, the funding of the commission shall be on such basis as the council shall determine in accordance with its annual budget; provided, however, it is the intention of the city cdunc€t that staff support be provided through the office of the mayor and that special projects of the commission be funded through its applications to other interested bodies. For example, the promotion of tourism through Japanese tourists may trigger application for tourism funds, an art project may result in applications to the Edmonds arts commission, and other similar projects will be funded in accordance with their merit and the purposes for which other available funds are provided. The commission is urged and expected to continue its fund raising efforts in order to provide a separate source of private funding for its projects. 10.60.050 Expenditures and other financial procedures. Expenditure of all funds shall be expended in accordance with generally accepted accounting procedures and those procedures established by the administrative services director and the state auditor; provided, however, that private funds donated for the purpose of hosting shall be segregated from public funds. The commission shall maintain a proper audit trail for all expenditures and carefully differentiate between public and private funds to the end that no public monies of the city are spent on promotional hosting or visiting dignitaries except in conjunction with public celebrations and events approved for public expenditure by the opinion of the State Auditor Id Attorney General. [Ord. 2875 § 1, 1992; Ord. 2715, 1989]. Packet Page 121 of 137 21 Chapter 10.70 LODGING TAX ADVISORY COMMITTEE Sections: 10.70.010 Creation — Conflict of provisions. 10.70.020 Membership. 10.70.030 Duties. 10.70.040 Expiration of appointment. 10.70.010 Creation —Conflict of provisions. A lodging tax advisory committee is hereby created pursuant to the provisions of Chapter 67.28 RCW. The duties and structure of the advisory committee shall be interpreted and applied pursuant to the requirements of Chapter 67.28 RCW as the same exists or is amended, and, in the event of conflict between the provisions of this chapter and Chapter 3.34 ECC, and Chapter 67.28 RCW, the state statute shall control. In the event of ambiguity, all ambiguity shall be resolved in favor of and in conformance with the provisions of the state statute. [Ord. 3166 § 3, 1997]. 10.70.020 Membership. The lodging tax advisory committee shall consist of five members appointed by the city council. Committee membership shall consist of: A. Two members of representatives of businesses required to collect tax under this chapter; B. Two members who are persons involved in activities authorized to be funded or supported by revenues received under this chapter; C. A fifth representative who shall be an elected ofticial of the city and who shall chair the commission; D. The committee may be enlarged at the discretion of the city council recognizing there must always be equal representation from the tax providers and the tax users as required by RCW 67.28.1817. as now or hereafter amended; E. In addition, the city council may appoint an additional nonvoting member who is an elected official of the city and a nonvoting member who is an elected official of Snohomish County. Persons eligible for appointment under subsection A of this section are not eligible for appointment under subsection B, and persons who are eligible under subsection B of this section are not eligible for appointment under subsection A. [Ord. 3166 § 3; 1997]. 10.70.030 Duties. The committee shall provide advice and recommendations in accordance with the provisions of Chapter 67.28 RCW as the same exists or is hereafter amended. The city council shall submit for review and recommendation an imposition of taxes under this chapter, an increase in the rate of tax imposed under this chapter, repeal of an exemption from the tax imposed under this chapter, or a change in the use of revenue received under this chapter. The city council shall submit such items for consideration at least 45 days before its final action on a passage of a proposal by the city council. The advisory committee shall receive public comment on the proposal in accordance with the provisions of Chapter 3.34 FCC. The failure of the advisory committee to timely submit comments before final action on or passage of the proposal shall not prevent the city council from acting on such a proposal. In the event that the city council determines it appropriate in its sole discretion to amend a proposal following the receipt of comment by the advisory committee, it is not required to resubmit such proposal to the advisory committee before acting. [Ord. 3166 § 3, 1997]. 10.70.040 Expiration of appointment. An appointment of each member of the committee shall expire annually on December 31st. The city council shall review membership annually and shall make such changes as it deems appropriate replacing or retaining members as it, in its sole discretion, shall deem appropriate. [Ord. 3166 § 3, 1997]. Packet Page 122 of 137 22 Chapter 10.80 CITIZENS' COMMISSION ON COMPENSATION OF ELECTED OFFICIALS Sections: 10.80.010 Purpose. 10.80.020 Duties. 10.80.030 Eligibility. 10.80.040 Appointment. 10.80.050 Operation. 10.80,060 Compensation schedule recommendation 10_ _ 80.070 Open meetings. 10.80.080 Referendum. 10.80.090 Reimbursement unaffected. 10.80.010 Purpose. It is the policy of the city of Edmonds to base the compensation of elected officials on realistic standards so that elected officials of the city may be compensated according to the duties of their offices, and so that citizens of the highest quality may be attracted in public service. To effectuate this policy, the Edmonds' citizens commission on the compensation of elected officials ("compensation commission") is hereby created consisting of seven members with duties and responsibilities as set forth below. [Ord. 3508 § 1, 2004]. 10.80.020 Duties. The compensation commission shall study the relationship of compensation for each respective position. Except as provided otherwise below, the compensation commission shall be solely responsible for its own organization, operation, ,ind action and shall enjoy the fullest cooperation of all elected officials, departments and agencies of the city of Edmonds. Srd. 3508 § 1, 2004]. 10.80.030 Eligibility. The compensation commission shall consist of seven members, all of whom must be at least 21 years of age, registered to vote, and maintain personal residence within the boundaries of the city of Edmonds. No city of Edmonds official or public employee, immediate family member of the official or employee shall be eligible for membership on the compensation commission. As used in this section, the phrase "immediate family" means parents, spouse, siblings, children, or dependent relative of the official or employee, whether or not they are living in the same household. [Ord. 3508 § 1, 2004]. 10.80.040 Appointment. Two members of the compensation commission shall be appointed by the city council and one member shall be appointed by the mayor; the appointed three members shall select the other four members. The members of the compensation commission shall serve four-year terms originally commencing on October 1, 1999, except that the first seven members shall be appointed for different terms as follows: (a) one member appointed by the city couricii for a period of four years; (b) one member appointed by the city council for a period of two years; (c) two of the members selected by those three members to serve for periods of four years; and (d) two of the members elected by those three members to serve for periods of two years. No person may serve more than two consecutive terms. Members of the compensation commission may be removed by the mayor, with the approval of the councii, only for cause of incapacity, incompetence, neglect of duty, malfeasance in office, or for a disqualifying change of eligibility. The unexcused absence of any member of the commission from two consecutive meetings of the commission shall constitute relinquishment of that person's membership on the commission. Such relinquishment creates a vacancy in that person's position on the commission. Upon a vacancy in any position on the commission, a successor shall be selected and appointed to fill the unexpired term. The selection and appointment shall be concluded within 30 days of the date that position becomes vacant and shall be conducted in the same manner as originally provided for that person's appointment. [Ord. 3508 § 1, 2004]. .0.80.050 Operation. The members of the compensation commission shall elect a chair from among their number. The commission shall prepare a recommended schedule of compensation by an affirmative vote of not less than five members of the commission. Members of the commission shall receive no compensation for their services. [Ord. 3508 § 1, 2004]. Packet Page 123 of 137 23 1.0.80.060 Compensation schedule recommendation. The commission shall file its schedules of recommended compensation for elected officials of the city with the city clerk no later than the first Monday in May of each even -numbered year. The signature of the chair of the commission shall be affixed to each schedule submitted to the city clerk. The chair shall certify that the schedule has been adopted in accordance with the provisions of this chapter and with the rules, if any, of the commission. Such schedules shall become effective only upon adoption by the city council and in accordance with state law. [Ord. 3508 § 1, 20041. 10.80.070 Open meetings. All meetings, actions, hearings, and business of the commission shall be subject to the Open Public Meetings Act as set forth in Chapter 42.30 RCW. Prior to the filing of any compensation schedule, the commission shall hold no fewer than two public hearings thereon within the two months immediately preceding the filing of its recommendation. [Ord. 3508 § 1, 2004]. 10.80.080 Referendum. Any ordinance enacting change in compensation shall be subject to referendum petition by the citizens in accordance with city ordinance. Any ordinance which enacts a commission recommendation shall be subject to Article XXX, Section 1 of the Washington State Constitution regarding increases in elected officials' compensation during their term of office. [Ord. 3508 § 1, 2004]. 10.80.090 Reimbursement unaffected. The mayor and councilmembers shall receive reimbursement for their action and necessary expenses incurred in the performance of the duties of their office, or the council by ordinance may provide for a per diem allowance. Procedure for approval of claims for expenses shall be as provided by ordinance, consistent with state law. [Ord. 3508 § 1, 2004]. Packet Page 124 of 137 24 Chapter 10.90 EDMONDS HISTORIC PRESERVATION COMMISSION Sections: 10.90.010 Creation and size. 10.90.020 Composition of the commission. 10.90.030 Terms. 10.90.040 Powers and duties. 10.90.050 Rules and officers. 10.90.060 Commission staff. 10.90.010 Creation and size. There is hereby established an Edmonds historic preservation commission, consisting of seven members, as provided in ECC 10.90.020. Members of the Edmonds historic preservation commission shall be appointed by the mayor and approved by the city council and shall be residents of Edmonds, except as provided in ECC 10.90.020 B). [Ord. 3392 § 1, 2002]. 10.90.020 Composition of the commission. A. All members of the commission must have a demonstrated interest or competence in historic preservation and possess qualities of impartiality and broad judgement. B. The commission shall consist of seven voting members and one nonvoting, ex offici position to be filled by an Edmonds city council member. The commission shall include at least two professionals who have experience in identifying, evaluating and protecting historic resources and are selected from among the disciplines of history, architecture, architectural history, historic preservation, planning, cultural anthropology, archaeology, cultural geography, American studies, law and/or real estate. Four positions shall be filled by citizens of Edmonds with the demonstrated terest in historic preservation. One position shall be filled as recommended by the Edmonds South Snohomish County Historical Society. A commission action that would otherwise be valid shall not be rendered invalid by the temporary vacancy by one or all of the professional positions, unless the commission action is related to meeting certified local government (CLG) responsibilities cited in the certification agreement between the mayor and the historic preservation officer. Furthermore, in special circumstances, exceptions to the residence requirement of commission members may be granted by the mayor and city council in order to obtain representatives from those disciplines. [Ord. 3526 § 1, 2004; Ord. 3392 § 1, 2002]. 10.90.030 Terms. The original appointment of members to the commission shall be as follows: three for two years, two for three years, and two for four years. Thereafter, appointments shall be made for a three-year term. Vacancies shall be filled by the mayor for the unexpired term in the same manner as the original appointment. [Ord. 3392 § 1, 20021. 10.90.040 Powers and duties. The major responsibility of the historic preservation commission is to identify and actively encourage the conservation of the city's historic resources by initiating and maintaining a register of historic places and reviewing proposed changes to register properties; to raise community awareness of the city's history and historic resources; and to serve as the city's primary resource in matters of history, historic planning, and preservation. In carrying out these responsibilities, the historic preservation commission shall engage in the following: A. Conduct and maintain a comprehensive inventory of historic resources within the boundaries of the city and known as the Edmonds historic inventory; publicize and periodically update inventory results. Properties listed on the inventory shall be recorded on official zoning records with a "Fil" (for historic inventory designation). This designation shall not change or modify the underlying zone classification. B. Initiate and maintain the Edmonds register of historic places. This official register shall be compiled of buildings, structures, sites, objects and districts identified by the commission as having historic significance worthy of recognition and protection by the city and encouragement of efforts by owners to maintain, rehabilitate and preserve properties. C. Review nominations to the Edmonds register of historic places according to criteria in ECDC 20.45.010 and adopt ,Y(andards in its rules to be used to guide this review and the issuance of a certificate of appropriateness or waiver. D. Review proposals to construct, change, alter, modify, remodel, move, demolish or significantly affect properties or districts on the register as provided in Chapter 20.45 ECDC and adopt standards in its rules to be used to guide this review and the issuance of a certificate of appropriateness or waiver. Packet Page 125 of 137 25 E. Provide for the review either by the commission or its staff of all applications for approvals, permits, environmental assessments or impact statements, and other similar documents pertaining to identified historic resources or adjacent properties. F. Conduct all commission meetings in compliance with Chapter 42.30 RCW, Open Public Meetings Act, to provide for adequate public participation and adopt standards in its rules to guide this action. G. Participate in, promote and conduct public information, educational and interpretive programs pertaining to historic and prehistoric resources. H. Establish liaison support, communication and cooperation with federal, state and other local government entities which will further historic preservation objectives, including public education, within the city. 1. Review and comment to the city council on land use, housing and redevelopment, municipal improvement and other types of planning and programs undertaken by any agency of the city, other neighboring communities, Snohomish County, the state or federal governments, as they relate to historic resources of the city. J. Advise the city council and chief local elected official generally on matters of Edmonds history and historic preservation. K. Perform other related functions assigned to the commission by the city council or chief local elected official. L. Provide information to the public on methods of maintaining and rehabilitating historic properties. This may take the form of pamphlets, newsletters, workshops or similar activities. M. Officially recognize excellence in the rehabilitation of historic buildings, structures, sites and districts, and new construction in historic areas; and encourage appropriate measures for such recognition. N. Be informed about and provide information to the public and city departments on incentives for preservation of historic resources including legislation, regulations and codes which encourage the use of adaptive reuse of historic properties. O. Review nominations to the State and National Registers of Historic Places. P. Investigate and report to the city council. on the use of various federal, state, local or private funding sources available to promote historic resource preservation in the city. Q. Serve as the local review board for special valuation and: 1. Make determinations concerning the eligibility of historic properties for special valuation; 2. Verify that the improvements are consistent with the Washington State Advisory Council's standards for rehabilitation and maintenance; 3. Enter into agreements with property owners for the duration of the special valuation period as required under WAC 254-20-070(2); 4. Approve or deny applications for special valuation; 5. Monitor the property for continued compliance with the agreement and statutory eligibility requirements during the 10-year special valuation period; and 6. Adopt bylaws and/or administrative rules and comply with all other local review board responsibilities identified in Chapter 84.26 RCW. R. The commission shall adopt rules of procedure to address subsections C, D, F, O and Q of this section. [Ord. 3392 § 1, 2002]. 10.90.050 Rules and officers. The commission shall establish and adopt its own rules of procedure, and shall select from among its membership a chairperson and such other officers as may be necessary to conduct the commission's business. [Ord. 3392 § 1, 2002]. 10.90.060 Commission staff. Commission and professional staff assistance shall be designated by the mayor with additional assistance and information to be provided by other city departments as may be necessary to aid the commission in carrying out its duties and responsibilities tinder this chapter. [Ord. 3392 § 1, 20021. Footnotes 1. Prior legislation: Ords. 1765, 1827, 2035 and 2976. Packet Page 126 of 137 AM-1370 Saturday, February 2 - Council's Oversight of the ADB and Planning Board Edmonds City Council Retreat Date: 02/01/2008 SubnOtted B Jana Spellman Submitted For: Councilmember Wambolt Time: 30 Minutes Department: City Council Type: Information Review Committee: Action: Tn inrmn4inn Subject Title 01:30 p.m. 9. Council's oversight of the ADB and Planning Board. Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Councilmember Wambolt asked that this agenda item be placed on the 2008 Council Retreat Agenda. No files) attached. Fiscal impact A *+nnhmnn+c Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:56 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:51 Spellman PM Final Approval Date: 01/25/2008 Packet Page 127 of 137 AM-1371 Saturday, February 2 - Discuss Adding Second Audience Comments Portion to Council Meetings Edmonds City Council Retreat Date: 02/01/2008 Submitted By: Jana Spellman Submitted For: Council President Plunkett Time: 20 Minutes Department: City Council Type: Information Review Committee: Action Information Subiect Title 02:00 p.m. 10. Discuss adding second audience comments portion to Council Meetings Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Council President Plunkett asked that this item be placed on the 2008 Council Retreat Agenda. Exhibit 1: 2000 Council Retreat Minutes discussing this item. Fiscal Impact A **—h—*e Link: Audience Portion Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:56 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:56 Spellman PM Final Approval Date: 01/25/2008 Packet Page 128 of 137 Mr. Snyder pointed out that the there were some infrastructure costs being consider regarding the ESA issue that -had enormous cost potential to the City and are difficult to ascertain. Mr. Haakenson stated that another issue that may come up was the publication of the City Council and Planning Board Agendas. He continued that these items were discontinued because of the budget cuts necessitated by the passage of I-695. C`UCE:I' CCI:MMLTNiG'A''IUNS:�?4'1;1`.l:S I; Fkl'i�.YUI:` Y.•.. e': +: f, F UN+rJN1;.0 T'I Y Cf3F_I S"r - N.Cs.IL'C(]1�.L {')•I':I�T.F1�C5�' �'�• Council President Miller presented the Council with a Councilperson's Creed. After reading it, some members decided they would not be able to support it as is. After some discussion it was decided to put it on a future Council Agenda. A code of ethics was discussed briefly and Scott Snyder, City Attorney gave the Council some brief information on the subject. i:C� l..[3itT'ItIN:-:Cruiicilt�zeiztlier I:.etso'-c Council President Miller asked Ms. Petso to air her concerns on this subject as she had requested it to be placed on the Agenda. Ms. Petso stated that she was concerned at the length of time the citizens had to wait before speaking. She felt that maybe it should be moved up further on the agenda. A discussion ensued between the Council as to placement, having a half hour block in the beginning and letting those speak on a first -come, first -serve basis, and how having the audience portion in the beginning cost some citizens extra legal fees. After some discussion of the pros and cons of having a half-hour block after the Consent Agenda, Scott Snyder, City Attorney suggested having an audience portion after the Consent Agenda during the fourth Council meeting of the month and leaving the other audience portions of the Agenda as is. After a discussion that included both Friday and Saturday (during wrap-up), it was decided to put the idea of an audience portion during the fourth Council Meeting of the month (after the Consent Agenda) on the Consent Agenda. r ;u! '.�,:. a ac . �`. �•w.. s.. o = trt``AAaa �F.11 �`�y�3 x;,.,,, " ,,. Mr. Snyder started his presentation by giving the Councilmembers a handout entitled "Edmonds City Council Public .Hearing Resource Materials. Mr. Snyder spoke on The Open Public Meetings Act, Appearance of Fairness Doctrine, Limitations on the Imposition and Mitigation Requirements, Findings and Miscellaneous Do's and Don't's. He encouraged the Councilmembers to keep this publication handy during Council meetings He answered questions as they arose. EXHIBIT IEdmonds City Council Retreat Draft Minutes February 11 & 12, 2000 -Edmonds City Hall page 7 Packet Page 129 of 137 AM-1372 Saturday, February 2 - Adopt a Dog Edmonds City Council Retreat Date: Submitted B-Y: Submitted For: Department: Review Committee: Action: 02/01/2008 Jana Spellman Council President Plunkett City Council Subiect Title 02:20 p.m. 11. Adopt a Dog. Recommendation from Mayor and Staff N/A Previous Council Action N/A Time: 20 Minutes Type: Information Narrative Council President Plunkett asked that this item be placed on the 2008 Council Retreat Agenda. Attachment: Documents submitted by Council President Plunkett. Fiscal Impact Attachments Link: Adopt a Dog Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:54 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:57 Spellman PM Final Approval Date: 01/25/2008 Packet Page 130 of 137 01/23/2008 14:02 4256727867 TRTADLAWGROUP PAGE 02/04 Mr. PVJrichael, Plunkett President, Edmonds City Council January 23, 2008 City ofEdmonds 121 5" Ave N Edmonds, WA 98020 RE: PekeAtlai Dog Wroductions at City Council m tings Dear Mr. Plunkett: I wanted to thank you for taking the time to call me recently to address the prospect of introducing acloptable dogs at fwture City Council meetings On a different subject, congratulations vt3 being elected City Council President_ I know that people ]lave high hopes that a number of irnportant City objectives will be fulfilled in the corning year by the council This letter will sense to respond to your ►quest for a bit more detail as to how the program of introducing adoptable dogs might work. Initially, I WAM to assure you Haut I recognize that City Council meetings arc designed to handle irnportatrt city business and introducing dogs to potemial adopters is riot -triad will never N-the most importam itcni on the agenda. On the other hand, I believe that we all need to take concrete steps to reduce the tragic consequences of dog overpopulation and euthanasia_ Late last year, I game across an article in s TPagamne known as "Dug Fa,►cy." The artierwhich was written by contributing editor Kyrn Kirkwood -was quite brief Ile article provided some ideaq on how the average citizen might help alleviate pet overpopulation. (A copy of the article is enclosed.) Tn a subsequent discussivii I had with her, Ms. IfirkwoW told me that the adoption rate ►vas virtually IWIo when dogs were introduced at City Council aiieE.lings that views televised on closed circuit television.. (Most of ber experience was shined witnessing the process in Albuquerqw,New Mexico.) Subsequently, I StM& up a oDnversation with then -City Counneil President Peggy Olson about trying the process in Edmonds. Ms. Olson was enthusiastic about t13e idea and she recommended that I meet with the Mayor. I did meet with the mayor who was also enthusiastic. The Mayor a:id I discugyed the possibility of obta)aing dogs either from Adix's (located in Edmonds) artdfur Old Dog Haven -which is located in Arlington, If memory serves me, the Mayor's assistant told me that late last year that the mayor had contacted Adix and was told tbaf they do rzot typically have an adequate mrapply of clogs at their facility. I contacted the owner of Old 'Dog Haven, Xs. Judith Piper whore I have known for the last two or S* years. (I have one of her dogs, Cosmo) Letter To Michael Plunkett - 1 Packet Page 131 of 137 01/23/2006 14:02 4256727867 TRIADLAWGROUP PAGE 03/04 Ms. Piper was quite enthusiastic about the idea Until late last year, she was overseeing -both at her home location and thorough a network of foster homes -between 50 and W dogs. late last year, that number ballooned to about 100 dogs. Interestingly, Ms. Piper has warm 15"lings for the City of Edmonds. I know 6rom previous exchanges with her that Old Dog Haven's biggest comributinn base is Edmonds, As far as the actual introduction process goes, the introduction of the dog could be completed in 2-3 minutes such that it would not distract from important City Cot:ncil business, d anticipate making the Actual introduction but would be rewptive to any ideas you may have regarding participation of tote council members. Wbile I would be receptive to any reasonable plan that is acceptable to you tend the other members of the council, I vmid think that the optimal plan wot.dd be to have the presentation be an agenda item and that the presentation take place at the outset of the meeting. (This would minitnize the dog having to whit, get impatient, start harking, etc_) The introduction would cvvur the Allowing items: dog's name, brier bistory, is the dog good with small children and, cats, is the dog good with other dogs? The dog's typical activity level, whcthcr there are medical issues. Perhaps the dog would be led on a leash while the introduction was taking place_ Even during our brief conversation, you offered a few ideas that may well enhance the process and make it work better. Anything that the Wunvil would choose to incorporate i.nto.the process is ok with me_ My sole motivation is to play a role in helping reduce the scope of the dog population problem. I view this as a potential vFia- win situation for all concerned_ Not oaly does the clog have a chance of going to a loving home, I would think that the City would gamer a great deal of goodwill tbffuugh use ofthis process_ I appreciate the time you spent addressing thus issue with me. I am also encouraged by your positive and enthusiastic viewpoint regarding these issues. I understand that you will be discussing this issue along with the other pressing issues facing you at the upcoming retreat. If you have any questions, please feel free to contact one. Sincerely, Charles M. Greenberg Letter To Michael Plunkett - 2 Packet Page 132 of 137 01/23/2008 14:02 4256727667 TRIADLAWGROUP PAGE 04 �'�` +c .+�• r^ ri. �' ;4f is .. � - VOLDO ME 89'+'!l11�MlEt4 !2 . �' IC�R �eEY • +md Feikid pPrhkM - !�Orthkh5[ . AyCJC15 r ,Ht 'r� V '' +S fY • • • tYi �.��(�h�ytrj 'li.�lT C�nt$u�tiru %Y i�Eulri£1 497!9slug ;'. ; AIAW ��AI'�r ':J .. •��' �^�"f' t, �s �.'` � Sikh i AlfJ61Y �Y.. 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VFkr GY oe�leec � � WMK wq�� / f1: ....-.. _ Packet Page 133 of 137 0 5 } 01/23/2008 14:02 4256727867 1 I 11 TRIADLAWGROUP am waY-9 to have a positive impact W9 on, dogs in your community, oTtiCtdrneq 1;hc hi,ggest diftere,aces we make in dogs' lives begin in out own back3wds. one of tine most efCecrive wxyl is thM13&b adoptionu, but sartte cities need a bit of help promoting this oomerstor- You can takC both trig and smatl stcps u• zto'h0p yo_ become more adoption -friendly then:by giving homeless doe a better chance of finding laving, pemtanent horse& Your efforts can be as simple as cncour- aging yoar.frico&% and neijiftbors rp visit a local shelter ar rucue, or as nionumenW as meeting with your mayor to discuss funding issues. Every bit helps, and evcry elxort you snake wilI take you osse step closer to a dog fricndIier oommunity. Here, are somc tips and Ideas to art you stA,rted in maicing your town more &dou- 1. noaursgG 6ty 41rectalr, to invite Dri� shelter dog to each city council meet- ing, and intr'oftoc her. C6 attendees. This is a double, perk if thisruectings arc televised. Cities that do this regularly claim a nearly 10D percent ado lion rate OfthesfLsIna Ogs are often rel nquisherl to shelters when owners are not allowed to take them to new housing compiezes, I7tis keeps shelters crowded and holding peel ods sllott. if you live in at city with many non-pet•frfen,dly aparTownts, contract your t.oca.i 0111cials to inApite changes. "Start taildng to ... the mayor and eoupcil people to ,pass laws k} encourage landlords to allow dogs," says I,bni. Baden, co-founder and—ut:rve director of Stray from. the Heart, a New York rescue group that. has found homa4 for mOrc than 1,500 dogs. 3 Advocate for shelter refafm, and sup- pon lawmakers who wlsh to ollocatc city funds for shelter, improvements, :go - doff says. '.I'ht more attractive an(t V15itt)r- fricudly the sh,eltef is, the more people will stop by, and the mare clogs wj71 be aiiopted she says. 4Sralrrstorm. ideas on how to make the shettcr rnoro welcoming, such as converting an old storage afro behind. the kenticls iVA) a grassy playground. R[scanch what it takcs to turn close ldeum irttq a rcality. J2Volunteer to take photwi for a •Vet of the week' catr = in your local ncws- paper. Work witb. the shelter Mmager to c110418 a dog who .rtcvds exposure, and snap her picture, Include a description of the dog and shelter contact inft)ttr]ation. tC -tgct your city's pubiia access chan- net about using free sirdme to broad- cast a slide show of shelter dogs' photos atld information on whom no contact. This can be a Way to fill dead Apace during tel€- vi.sed councilmeeting intera'tissiolL4. TIf you work locally, spearhead a dona- tion drive with —workers to fulfill sheltt:rs' wish Iists, or gathcr vglunteers to Help Out a maic group's adoption fai, offer to host a bndraicer for vtwr fav- orite rescue group, Area publicize it around town, C1 Vnluatacr at a school to speak about the PVks of adoption. Bodon ouggem, Kiwis said od the idea of adoption Will hapcfally encourage tfatir parents to visit the shelter first when it cornes time to get a new dog. m L isa DOG FANCY contributiq s In'Fullerton, Calif. she other dogs from local shel- teere with rescue; groups. PAGE 05/Qr0 r* Stow Its Aging— ?' Give Your God Years of Extra Life'v` Intemationally recogrfaod scientist, tialvW Univ, and univ. of Calif., has aucceeded 1p extend Ing Ills by facilitating axprassidn a critical8ENES, nearly doubling life span in the mammal• Pvan when treatmard Is alartud Isla In life. Nontoxic, contains no stimulants, restores vttality, strength and endurance, Yet. you can see that it works. Your doll may live an anllve life years beyond expectation, discounting acute dlseaw oracciderd. This product Is to delay aging and age related deierlorati0n. Comes In convenient liquid form, one montlt's supply, nFe rrodUX 11.Ce FAz dP sk.u.. r:d re Al.p. rLIE' 040 +•TTo Order Call: 1-8 l-763-455S oremall: nhansl0cox.net ftirlbuted byamon Herne LLC. Dr- Hanson's BULLSF'E- .pijlgltn r rt: ks RArr 10 ux 22(d rdbod on hftp wp.ui„ ertrax, a �� V•4dnim•rr4�1 .au-lms fe mcmlrintl••n rya ' ifeF�ve dseip� hvldr mediweivn i. pluy wy!„wr aro*rr yr IxcnRinsardroyvtnR � M asora�etc�E.�� 6•JQQ 5 n.rid Cowre t ue by E-mlI to anx kmr. CANCER? ALLERGIES? � IMMUNE PROBLEMS? WWW.VETITABS.COM Yetgrinarlan Farmulaled and Fteebmmendi)d 55^WMUMPAWY.COM I Ocmbr•r2WI 59 Packet Page 134 of 137 2008 14,02 4256727867 Ewa oft dogil quick' Jbie of. Er - jcftFToe d wark- I om and ADLAWGROUP and Yagwt-PwMers, njgk. dishon avid Mmk twe loftf., ffie 1'1' d ing I ea8lly 11 �fo,2 7 R'Sim yor2,.Z76unce Phone ciiell4roett -rai 'M� The CJ&tad Wici ' - pm A on the td*r. van, Up 48i yov? mpi, rh, * 16 rowb6i from bdorrfiarj, and i0itcuon.7 0M d" to- OW[t i1r4iffirig" •and tiring for oddittars ti key dkm;U6n' fliod wide teal-it(e'resat►e Suc6P-ft it6dftVt1'd`heatt- ehdhtgR. -10 MOMM I [)KunW2UD7 .RCATing- and 0iSi0n-h11PQUW- a, puftbW lAbmdw Ranevw found lwnse�f hftj. when Ns'mhw died A bs:y m4g, wM DD time to dvvft OD A young dog found ej&dy Bear bly be tb* 1"Cl CoMpMm Judith and Lce -piper have . seen e". b-uRdn*, _ . Of tll;�me b1my wdings through theme senctff- Ary and bv'Voe, Old Ng RA"h in Arlin I . 9W.-Wh8b. vrah %e. Wip of a foster n'"Ik 61- i'Qvple prdvidw cm - Aiid Companionship W doge aban&rlcd jq 'tb* 01"M They. I-ttive to tmb aaofi ftg-lt jast dftyai W-k!4 months, Or yam- ffl]ed'� love, rather then a WnCrebt kernel RIDOr. When pmibiey the pipr-' adoo out older callim, into b-=-% Thq cam sprother'sevim PAGE 0610AD as 10bg R9 090h dogs Su s dcVswe ahvXym be the wzttiri�; pill- T$e B-40 also --M as a rcI ta iieicbngo, t SOccuf•. to the ID(CM KcniM o spiry is told 161 a tie ,car PeMng way Wi no SdophM wh We Pig= In WitAnd , ftw&*'C PA om hr t" S�* dogs' jM Pik t6vow. i. rw wcbsit, xci Sft iwid W,R Swd Mawjimak� hunk to:ul�. liar thom informutian viskWWWOW68havaLorg W-1 y U*m dbO att In SuCh high dm4fidit cah6''Yegri- iliarc is tltl alternative:. Bib. At throughout. the, country. �bdpl individuals &Wn their own• dogs tV` flemce A dog's:jIsipoutl6n, nith.4 di'' h-C `f:156d an service dug ie Meridly,- CSmfident; and .. Tho.lraip`in -9 pmcd&; call - take Six Months: BEL NlArciew Davis; author ofkvig Like 'flag Packet Page 135 of 137 AM-1373 Saturday, February 2 - Hiring of Consultants Edmonds City Council Retreat Date: Submitted By: Submitted For: Department: Review Committee: 02/01 /2008 Jana Spellman Councilmember Pritchard Olson City Council Action: Tnfnrmo+inn Subject Title 02:40 p.m. 12. Hiring of Consultants. Recommendation from Mavor and Staff N/A Previous Council Action N/A Time: 20 Minutes Type: Information Narrative Councilmember Pritchard Olson asked that this agenda item be placed on the 2008 Council Retreat Agenda. Fiscal Impact Attachments No files) attached. Form Routing/Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:54 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 05:59 Spellman PM Final Approval Date: 01/25/2008 Packet Page 136 of 137 AM-1374 Saturday, February 2 - Discussion of Use of Channel 21 by Declared Candidates Edmonds City Council Retreat Date: 02/01/2008 Submitted BY: Jana Spellman Submitted For: Council President Plunkett Time: 30 Minutes Department: City Council Tyne: Information Review Committee: Action: Information Subct Title 03:00 p.m. 13. Discussion of use of Channel 21 by declared candidates. Recommendation from Mayor and Staff N/A Previous Council Action N/A Narrative Council President Michael Plunkett asked that this item be placed on the 2008 Council Retreat Agenda. Fiscal Impact Attachments No files) attached. Form Routing Status Route Seq Inbox Approved By Date Status 1 City Clerk Sandy Chase 01/25/2008 02:37 PM APRV 2 Mayor Gary Haakenson 01/25/2008 02:56 PM APRV 3 Final Approval Sandy Chase 01/25/2008 03:37 PM APRV Form Started By: Jana Started On: 01/23/2008 06:01 Spellman PM Final Approval Date: 01/25/2008 Packet Page 137 of 137