2008.02.01 & 02 CC Retreat Agenda Packet
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-1380
(45 Min) 09:45 a.m. 1. Welcome & Introductory Comments
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
(90 Min) 10:30 a.m. 2. Projection Model & 2007 Retreat Strategies
a. Updated Model: Changes
b. 2007 Retreat Strategies
i. Budget Reductions
ii. Efficiencies
iii. Revenues
12:00 p.m. 3. Lunch
AM-1382
(2 Hrs) 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-1383
(45 Min) 03:15 p.m. 6. Where Does City Go From Here?
a. Review Proposed Changes
b. Approval of 2008-09 Plan
06:00 p.m. 7. Dinner
_____________________________________________________________________________________
Saturday, February 2, 2008
AM-1364
(30 Min) 08:30 a.m. 1. Lake Ballinger. Elevating water quality and quantity to priority issues.
AM-1365
(30 Min) 09:00 a.m. 2. Identifying areas of common interest among the Council for action in 2008.
AM-1366
(30 Min) 09:30 a.m. 3. Update and discussion of 2004 Strategic Plan Long Range.
10:30 a.m. 4. Break
AM-1367
(45 Min) 10:45 a.m. 5. Further discussion of concerns, visions, interests regarding the waterfront.
12:00 p.m. 6. Working Lunch
AM-1368
(30 Min) 12:30 p.m. 7. Density of building lots in multi-family zone.
AM-1369
(30 Min) 01:00 p.m. 8. Process for obtaining Council approval for the Mayor’s appointments –
voting/advertising.
AM-1370
(30 Min) 01:30 p.m. 9. Council’s oversight of the ADB and Planning Board.
AM-1371
(20 Min) 02:00 p.m. 10. Discuss adding second audience comments portion to Council Meetings
AM-1372
(20 Min) 02:20 p.m. 11. Adopt a Dog.
AM-1373
(20 Min) 02:40 p.m. 12. Hiring of Consultants.
AM-1374
(30 Min) 03:00 p.m. 13. Discussion of use of Channel 21 by declared candidates.
03:30 p.m. 14. Wrap-up
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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
Attachments
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
Clements
Started On: 01/28/2008 01:46
PM
Final Approval Date: 01/28/2008
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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. After satisfying current operating
expenses, sufficiency or resources
remaining for investment
5. Current condition, in spite of lack of
guiding vision
5.
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
1. Great walkable downtown 1. Lack of City revenues sources
2. Waterfront & Edmonds ferry 2. Many City buildings & retail areas
in bad shape and in need of up-
dating
3. Lots of community events 3. Lack of sidewalks & streets in need
of repair
4. Lots of parks 4. Lack of affordable housing
5. Friendly, involved citizens 5. Lean City staffing: no cushion
when people sick or quit
Councilmember Orvis 1. Small town charm makes Edmonds
attractive to visitors
1. Need to finish historical standards
downtown
2. Excellent public safety services 2. More funding for sidewalks &
intersections
3. Strong public awareness of local
issues
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 in spite of State pressure
1/30/2008, 10:53:22 AM
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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. Speed of traffic
5. A big “family” 5. Growth Management Act
Councilmember Wilson 1. Proximity to water, mountains,
general environment
1. Lack of political leadership on
Council to address community
challenges
2. Family centered community
(schools, churches, festivals)
2. Reliable revenue and municipal
funding
3. Downtown community of owners,
businesses with great walkability
3. Neighborhood safety: traffic,
speed, 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
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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
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Departmental Needs Discussion
Page 2
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.
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Departmental Needs Discussion
Page 3
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 3rd 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 Training
• 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
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Departmental Needs Discussion
Page 4
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.
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Departmental Needs Discussion
Page 5
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.
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Departmental Needs Discussion
Page 6
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, 11 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, 1 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,
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Departmental Needs Discussion
Page 7
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.
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Departmental Needs Discussion
Page 8
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
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Departmental Needs Discussion
Page 9
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.
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Departmental Needs Discussion
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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.
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Departmental Needs Discussion
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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.
Packet Page 16 of 137
Departmental Needs Discussion
Page 12
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.
5. 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.
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Departmental Needs Discussion
Page 13
7. 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.
Packet Page 18 of 137
Departmental Needs Discussion
Page 14
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.
Packet Page 19 of 137
Departmental Needs Discussion
Page 15
Development Services Departmental Needs
Major 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.”]
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.
Funding for facilities 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
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Departmental Needs Discussion
Page 16
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 of permitting 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 cry for 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 ½ 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.
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Departmental Needs Discussion
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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 Community Services (CS) Department
• 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
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Departmental Needs Discussion
Page 18
• 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
Packet Page 23 of 137
Departmental Needs Discussion
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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
Marysville 3 235 1 to 78
Bothell 5 286 1 to 57
AVERAGE 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:
Existing Job Functions Routinely Handled by HR –
TASK DETAIL
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Departmental Needs Discussion
Page 20
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 comp, health insurance, life insurance, etc.
Salary Surveys An ongoing significant task requiring daily time
allotment.
Flu Shots/Health Check
Screening
Self-explanatory and seasonal.
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.
Negotiation 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
through 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
Compensation for Elected
Officials
HR is key contact and clerical support to the Commission
requiring action every even year. Requires salary
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.
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Departmental Needs Discussion
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Counseling and Employee
Maintenance
HR is key contact for supervisors, managers, employees,
and family members in regards to illnesses, promotions,
discipline, performance issues, complaints in general,
policies, CBAs, etc.
Retirement and Exit
Interviews
Self-explanatory and frequent occurrence.
Policy Administration and
Development
Self-explanatory.
Training and Employee
Development
Self-explanatory.
Investigations 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.
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Departmental Needs Discussion
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• 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 Trip 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.
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Departmental Needs Discussion
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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. City 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.
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Departmental Needs Discussion
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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.
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Departmental Needs Discussion
Page 25
Departments also do a lot of work with WCIA or on claims directly, and
we may find 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 Them
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.
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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.
Packet Page 31 of 137
AM-1381
Friday, February 1 - Projection Model & 2007 Retreat Strategies
Edmonds City Council Retreat
Date:02/01/2008
Submitted By:Dan Clements Time:90 Minutes
Department:Administrative Services Type:Information
Review Committee:
Action:
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: Projection_Model
Link: 2007_Retreat_Strategies
Form Routing/Status
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
Clements
Started On: 01/28/2008 01:55
PM
Final Approval Date: 01/28/2008
Packet Page 32 of 137
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2007 REVENUE OPTIONS
Item Blue Black Enactment
Move EMS Levy to Fall, 2008 5 0 Council
FUTURE REVENUE OPTIONS
Item Blue Black Enactment
Reduce Cemetery Subsidy 7 0 Council
Sale of Surplus Property 7 0 Council
Cable TV Utility Tax to 6% 6 0 Council
“Seattle” Internet Charges 6 0 Council
Highway 99 Petition Annexation 6 0 Council
Ferry Traffic Mitigation 6 0 State
Electric Utility Tax Increase to 7% 6 5 2 Vote
Natural Gas Tax Increase to 7% 6 5 2 Vote
Telephone Utility Tax Increase to 7% 6 5 2 Vote
Solid Waste Utility Tax Increase to 7% 6 5 2 Vote
EMS Property Tax Levy Lid Lift 4 5 0 Vote
Transportation Benefit District 5 5 0 State
Water Utility Tax Increase to 7% 2 4 1 Council
Sewer Utility Tax Increase to 7% 2 4 1 Council
Storm Utility Tax Increase to 7% 2 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 4 0 5 Vote
Emergency Reserve Fund ($2.0 million) Council
REET for Transportation 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 Routing/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
Clements
Started On: 01/28/2008 02:14
PM
Final Approval Date: 01/28/2008
Packet Page 36 of 137
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Packet Page 41 of 137
Packet Page 42 of 137
Packet Page 43 of 137
Packet Page 44 of 137
EDMONDS FIRE DEPARTMENT MEMORANDUM
Date: January 25, 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
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7
EDMONDS FIRE DEPARTMENT MEMORANDUM
Date: January 22, 2008
To: Mayor and Council – 2008 Retreat
From: Thomas J. Tomberg, Fire Chief
Mark J. Correira, Assistant Chief
Subject: 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
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%)
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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
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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.
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♦ 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 220th 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
¾ When proper public education is provided, communities welcome the added traffic
enforcement benefit that provides more public safety and enhances traffic flow.
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Packet Page 52 of 137
¾ The growth of our city has added immeasurable traffic loads causing congestion, placing
our motorists at greater risk, demanding an increase in traffic enforcement.
¾ 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.
¾ 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.
¾ 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
¾ 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.
¾ 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.
¾ With limited resources available, this innovative technology is an effect tool for
protecting citizens and property.
¾ Research has shown that the public favor creating safety intersections and with the
advancement in technology, more accepting to photo enforcement technology.
¾ There are several vendors providing this technology and reliable companies have been
identified.
¾ Cities with Red Light Photo Enforcement show a collision reduction throughout the city,
due to the overall impact on driving behaviors of all drivers.
¾ The Red Light Photo Enforcement is cost effective.
6
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Harbor Square/Antique Mall Redevelopment Summary
One Time Revenue to City of Edmonds upon Project 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 years)
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 years)
Port of Edmonds $36,095
Edmonds Schools $1,418,406
Stevens Hospital $73,560
SnoIsle Library $142,559
$1,670,619
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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 Mayor 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 file(s) 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
Clements
Started On: 01/28/2008 02:28
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:
Information
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.
Fiscal Impact
Attachments
Link: Lake Ballinger Resolution
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
Spellman
Started On: 01/23/2008 05:30
PM
Final Approval Date: 01/25/2008
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AM-1365
Saturday, February 2 - Identifying Areas of Common Interest Among the
Council for Action in 2008
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:
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
Narrative
Councilmember D. J. Wilson asked that this agenda item be placed on the agenda.
Fiscal Impact
Attachments
No file(s) attached.
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
Spellman
Started On: 01/23/2008 05:32
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: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
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 Plan
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
Spellman
Started On: 01/23/2008 05:35
PM
Final Approval Date: 01/25/2008
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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 Type: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.
Fiscal Impact
Attachments
No file(s) 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
Spellman
Started On: 01/23/2008 05:37
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
Attachments
No file(s) 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
Spellman
Started On: 01/23/2008 05:46
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: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
01:00 p.m. 8. Process for obtaining Council approval for the Mayor’s appointments –
voting/advertising.
Recommendation from Mayor and Staff
N/A
Previous Council Action
N/A
Narrative
Councilmember Wambolt asked that this item be placed on the 2008 Council Retreat.
Fiscal Impact
Attachments
Link: Boards & Commissions
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
Spellman
Started On: 01/23/2008 05:48
PM
Final Approval Date: 01/25/2008
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AM-1370
Saturday, February 2 - Council’s Oversight of the ADB and Planning Board
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
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.
Fiscal Impact
Attachments
No file(s) 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
Spellman
Started On: 01/23/2008 05:51
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
Subject 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
Attachments
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
Spellman
Started On: 01/23/2008 05:56
PM
Final Approval Date: 01/25/2008
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AM-1372
Saturday, February 2 - Adopt a Dog
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
Subject Title
02:20 p.m. 11. Adopt a Dog.
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.
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
Spellman
Started On: 01/23/2008 05:57
PM
Final Approval Date: 01/25/2008
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AM-1373
Saturday, February 2 - Hiring of Consultants
Edmonds City Council Retreat
Date:02/01/2008
Submitted By:Jana Spellman
Submitted For:Councilmember Pritchard Olson Time:20 Minutes
Department:City Council Type:Information
Review Committee:
Action:
Information
Subject Title
02:40 p.m. 12. Hiring of Consultants.
Recommendation from Mayor and Staff
N/A
Previous Council Action
N/A
Narrative
Councilmember Pritchard Olson asked that this agenda item be placed on the 2008 Council Retreat
Agenda.
Fiscal Impact
Attachments
No file(s) 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
Spellman
Started On: 01/23/2008 05:59
PM
Final Approval Date: 01/25/2008
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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 Type:Information
Review Committee:
Action:
Information
Subject 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 file(s) 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
Spellman
Started On: 01/23/2008 06:01
PM
Final Approval Date: 01/25/2008
Packet Page 137 of 137