2015.04.14 CC Agenda Packet
AGENDA
EDMONDS CITY COUNCIL
Council Chambers ~ Public Safety Complex
250 5th Avenue North, Edmonds
SPECIAL MEETING
APRIL 14, 2015
6:15 P.M. - CALL TO ORDER
1.(45 Minutes)Convene in Executive Session to discuss a real estate matter per RCW 42.30.110(1)(c),
and collective bargaining per RCW 42.30.140(1)(a).
STUDY SESSION
APRIL 14, 2015
7:00 P.M. - CALL TO ORDER / FLAG SALUTE
2.(5 Minutes)Roll Call
3.(5 Minutes)Approval of Agenda
4.(5 Minutes)Approval of Consent Agenda Items
A.AM-7599 Approval of draft City Council Meeting Minutes of April 7, 2015.
B.AM-7626 Approval of claim checks #213650 through #213798 dated April 9, 2015 for
$2,328,758.72.
5.Audience Comments (3 minute limit per person)*
*Regarding matters not listed on the Agenda as Closed Record Review or as Public
Hearings
6.(15 Minutes)
AM-7625
Opportunity to purchase property at 8413 196th St. SW pursuant to a Right of First
Refusal.
7.(15 Minutes)
AM-7597
Edmonds Tree Board Presentation and Request.
8.(5 Minutes)
AM-7601
Interlocal Agreement - North Sound Metro SWAT
9.(15 Minutes)
AM-7613
City Personnel Policy Update
10.(45 Minutes)
AM-7527
Discussion regarding Code of Ethics
11.(30 Minutes)
AM-7623
Diversity Task Force Recommendation
12.(15 Minutes)
AM-7624
Amending the City Code regarding delinquency charges, threshold account balances,
and turn-on and turn-off charges.
13.(5 Minutes)Mayor's Comments
14.(15 Minutes)Council Comments
15.Convene in executive session regarding pending or potential litigation per RCW
42.30.110(1)(i).
16.Reconvene in open session. Potential action as a result of meeting in executive session.
ADJOURN
AM-7599 4. A.
City Council Meeting
Meeting Date:04/14/2015
Time:Consent
Submitted By:Scott Passey
Department:City Clerk's Office
Type: Action
Information
Subject Title
Approval of draft City Council Meeting Minutes of April 7, 2015.
Recommendation
Review and approve meeting minutes.
Previous Council Action
N/A
Narrative
Attachment 1 - Draft Council Meeting Minutes
Attachments
Draft 4-7-15 CC Minutes
Form Review
Form Started By: Scott Passey Started On: 04/01/2015 09:29 AM
Final Approval Date: 04/01/2015
EDMONDS CITY COUNCIL DRAFT MINUTES
April 7, 2015
The Edmonds City Council meeting was called to order at 6:49 p.m. by Mayor Earling in the Council
Chambers, 250 5th Avenue North, Edmonds.
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Adrienne Fraley-Monillas, Council President
Diane Buckshnis, Councilmember
Kristiana Johnson, Councilmember (arrived 6:58 p.m.)
Lora Petso, Councilmember (arrived 6:56 p.m.)
Joan Bloom, Councilmember (arrived 7:01 p.m.)
Thomas Mesaros, Councilmember
Michael Nelson, Councilmember
ALSO PRESENT
Noushyal Eslami, Student Representative
STAFF PRESENT
Phil Williams, Public Works Director
Carrie Hite, Parks, Rec. & Cult. Serv. Dir.
Scott James, Finance Director
Shane Hope, Development Services Director
Patrick Doherty, Econ. Dev & Comm. Serv. Dir.
Rob Chave, Planning Manager
Jerry Shuster, Stormwater Eng. Program Mgr.
Rob English, City Engineer
Renee McRae, Recreation Manager
Carolyn LaFave, Executive Assistant
Jeff Taraday, City Attorney
Linda Hynd, Deputy City Clerk
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
1. MEET WITH SISTER CITY CANDIDATE PATRICK SWEENEY FOR APPOINTMENT TO THE
ESCC
At 6:49 p.m., the City Council met with Patrick Sweeney, candidate for appointment to the Edmonds
Sister City Commission. The meeting took place in the Jury Meeting Room, located in the Public Safety
Complex. All elected officials were present with the exception of Councilmembers Johnson, Petso and
Bloom.
Mayor Earling reconvened the regular City Council meeting at 7:00 p.m. and led the flag salute.
2. ROLL CALL
Deputy City Clerk Linda Hynd called the roll. All elected officials were present.
3. APPROVAL OF AGENDA
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCIL PRESIDENT FRALEY-
MONILLAS, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
4. APPROVAL OF CONSENT AGENDA ITEMS
Councilmember Petso requested Items G and K be removed from the Consent Agenda.
Edmonds City Council Draft Minutes
April 7, 2015
Page 1
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCIL PRESIDENT FRALEY-
MONILLAS, TO APPROVE THE REMAINDER OF THE CONSENT AGENDA. MOTION
CARRIED UNANIMOUSLY. The agenda items approved are as follows:
A. APPROVAL OF CITY COUNCIL RETREAT MINUTES OF MARCH 13-14, 2015
B. APPROVAL OF CITY COUNCIL MEETING MINUTES OF MARCH 24, 2015
C. ACKNOWLEDGE RECEIPT OF A CLAIM FOR DAMAGES FROM ANDY DUFFUS
D. APPROVAL OF CLAIM CHECKS #213388 THROUGH #213542 DATED MARCH 26,
2015 FOR $350,579.26
E. APPROVAL OF CLAIM CHECKS #213543 THROUGH #213649 DATED APRIL 2, 2015
FOR $238,800.59. APPROVAL OF PAYROLL REPLACEMENT CHECK #61554,
DIRECT DEPOSIT AND CHECKS #61555 THROUGH #61564 FOR $486,320.19,
BENEFIT CHECKS #61565 THROUGH #61572 AND WIRE PAYMENTS OF $416,835.18
FOR THE PAY PERIOD MARCH 16, 2015 THROUGH MARCH 31, 2015
F. CONFIRMATION OF PATRICK SWEENEY'S APPOINTMENT TO THE SISTER CITY
COMMISSION
H. AUTHORIZATION FOR MAYOR TO SIGN 2015 SPECIAL EVENT CONTRACTS
I. AUTHORIZATION FOR MAYOR TO SIGN AGREEMENT TO PROVIDE A HEALTH &
FITNESS EXPO
J. AUTHORIZATION FOR MAYOR TO SIGN A LOCAL AGENCY AGREEMENT FOR
CONSTRUCTION MANAGEMENT SERVICES FOR THE 228TH CORRIDOR
PROJECT AND THE SR99 PH 3 LIGHTING IMPROVEMENTS
L. REPORT OF FINAL CONTRACT COSTS OF THE ANNUAL SEWER REPLACEMENT
PROJECT - PHASE 1
M. AUTHORIZATION TO PURCHASE 2014 NEW HOLLAND T6.165 TRACTOR
ITEM G: AUTHORIZATION FOR MAYOR TO SIGN AN INTERLOCAL AGREEMENT WITH
THE CITIES OF LYNNWOOD AND MOUNTLAKE TERRACE ON CITY-WIDE
BICYCLE IMPROVEMENTS
Councilmember Petso asked what happens if the City accepts the grant money to design bike lanes on 76th
by reducing the travel lanes and later decides not to proceed with the project or to undo project, whether
the City has to repay the grant money that was spent for project design or construction. City Attorney Jeff
Taraday said the grant documents are completely silent with regard to the second scenario, where the
project is built and after a couple years it is not working well. He would be surprised if Verdant would
require repayment in that scenario. The contract does address the scenario where before completing the
project the City decides to do something else. To distill the grant obligation to one sentence, it is
essentially that Edmonds agrees to design, construct and implement the Edmonds projects identified in
Exhibit A. If the Council did not intend to do that, it should not enter into this agreement.
Mr. Taraday read from Section 5B in the agreement relating to changes in scope: If at any time Edmonds
wishes to revise the scope of the project, Edmonds shall notify Lynnwood of the requested revision. Then
Lynnwood shall submit a scope revision request to Verdant for Verdant’s consideration and approval. If
Lynnwood wishes to revise the scope of the project, then Lynnwood shall submit a scope revision request
to Verdant for Verdant’s consideration and approval. The parties recognize that pursuant to Paragraph 4.1
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April 7, 2015
Page 2
of the Verdant Agreement, Verdant, at Verdant’s option, may object to any scope revision request if the
revisions will be materially inconsistent with the project identified in Exhibits A and B and such
inconsistency will substantially interfere with the intended use of the project. If Verdant objects to a
request for a scope revision, Lynnwood shall attempt to resolve Verdant’s objection. Edmonds shall
cooperate with and provide reasonable assistance to Lynnwood in Lynnwood’s attempt to resolve
Verdant’s objection. If Lynnwood is unable to resolve Verdant’s objection within 30 days after receiving
such notice, and if the party requesting the scope revision does not elect to proceed with the original
scope of the project, the parties recognize that Verdant may execute its options to terminate its funding
obligations. He clarified the agreement does not say anything about repaying money, only terminate
funding obligations. He interpreted that to mean that the City would not get any more money from
Verdant if a decision was made not to continue the project but it did not set forth any repayment
obligation. Similarly the agreement is also silent with regard to repayment obligation.
Councilmember Bloom referred to information regarding the road diet that was presented in the Consent
packet. She explained 8-80 Cities, an organization that deals with safety for 8-year olds and 80-year olds,
who says sharrows are not effective or safe and recommends a grade separation or a physical barrier
between the road, the bike lane and the pedestrian walkway. In the information regarding the road
diet/transit, page 14 of the Seattle study includes a picture of Dexter Avenue before and after where the
bike lane is on inside so there is a grade separation for pedestrians and a division between the road and
bicyclists. She asked whether that design would be strongly considered in this design. The materials state
sharrows will be used which is essentially bicycles sharing the road with vehicles. Mr. Williams asked
which location she was referring to.
Councilmember Bloom answered particularly in the areas around schools. She recalled several bicycle
advocates have spoken to the Council about programs where children ride their bikes to school under the
supervision of adults. She wanted assurance the children would be safe and that there would be a grade
separation or a physical barrier not just a sharrow in school areas. Mr. Williams agreed with the
observation that a protected, buffered bike lane, whether a physical or visible barrier, was better than a
sharrow. A dedicated bike lane was also better than a sharrow. He did not necessarily agree that a sharrow
was completely not advisable in some situations and in some places there was not a choice due the
amount of right-of-way available and the physical setting. When the average daily traffic (ADT), width of
pavement and width of the sharrow is considered, a sharrow gets more effective the wider the lane is and
the lower the traffic volumes are. He summarized there are places where sharrows are useful.
Councilmember Bloom clarified that was not her question. She was impressed with the 8-80 Cities
approach; she would not feel safe having an 8-year old ride in a sharrow. She asked whether the Dexter
Avenue design where the bike lane is on the inside and sidewalk borders the road with a grade separation,
will be considered. Mr. Williams answered the $736,000 grant was built around certain assumptions with
regard to bicycle facilities. Most of pictures of Seattle are exactly what is proposed, for example on 76th
where there are currently 2 lanes in each direction will be changed to a 3 lane section with a center turn
lane and dedicated bike lanes on the side of the road. He acknowledged it was not a protected bike lane
but was a striped bike lane, 5 feet reserved for bicycles only. If the intent was to move the sidewalk
outside the bike lane, pedestrians would be exposed to traffic. One of the advantages of a 3 lane section
with bike lanes was it provides additional buffer between vehicles and pedestrians and created a better
pedestrian experience. He did not think the Dexter Avenue geometry would be considered, basically for
financial reasons and he did not believe that configuration had been proposed.
Councilmember Bloom cited from the materials, “below are benefits that may be achieved with the 3-lane
conversion: buffered space for pedestrians” and asked what that meant. Mr. Williams answered that was
one of the benefits of dedicated bike lanes. Councilmember Bloom observed the bike lane was the buffer.
Mr. Williams said the 5-foot bike lane between the pedestrian walkway and the travel lane provided a
safer feeling for pedestrians.
Edmonds City Council Draft Minutes
April 7, 2015
Page 3
Councilmember Bloom said for those reasons she will vote against the agreement. The City should
consider safe bicycle lanes even if they are more expensive, especially near the elementary school.
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
MESAROS, TO APPROVE ITEM G. MOTION CARRIED (6-1), COUNCILMEMBER BLOOM
VOTING NO.
ITEM K: AUTHORIZATION FOR MAYOR TO SIGN A PROFESSIONAL SERVICES
AGREEMENT WITH KPG FOR THE CITY-WIDE BICYCLE IMPROVEMENTS
PROJECT
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER MESAROS,
TO APPROVE ITEM K. MOTION CARRIED (6-1), COUNCILMEMBER BLOOM VOTING NO.
5. AUDIENCE COMMENTS
Fred Gouge, Port Commissioner, provided an update regarding Harbor Square, noting the Master Plan
has been shelved by the Port Commission. There are currently five office buildings in Harbor Square. In
the last year, the Port spent nearly $1 million for roofs and new HVAC systems in buildings 1, 2 and 5.
These are 20-year improvements since no other improvements will be made to Harbor Square such as
housing or mixed use under the current zoning. In 2015 the Port plans to replace the roofs and HVAC on
buildings 3 and 4 at a cost of approximately $750,000. Upon learning the expansion of Salish Crossing
would require closure of the Channel Marker, the Port negotiated a long term lease with the Channel
Marker for nearly 6,000 square feet (the former Las Brisas space) and it will open in the next 5-10 days.
The Port also plans to improve the landscaping at Harbor Square. Harbor Square includes approximately
102,000 square feet of office space and is currently about 83% occupied. The remaining spaces in the
single story buildings are more difficult to rent. He invited the public to attend Port Commission meetings
held at 7:00 p.m. on the second and last Monday of each month
John Rubenkonig, Edmonds, Vice Chair, Economic Development Commission, explained at the March
18 meeting, one of the members asked that Council action on the Strategic Action Plan be delayed so that
it could be studied further. The Commission overwhelming rejected that idea and would like the Council
to move forward with their regularly scheduled review and whatever action the Council wishes to take.
Jenny Anttila, Edmonds, commented although Dayton Avenue was one of the worst roads in the City,
2nd Avenue North was chipped last year even though nothing seemed to be wrong with it. She asked when
the City planned to address roads where there are holes and make regular repairs.
Roger Hertrich, Edmonds, referred to the elimination of language in the Comprehensive Plan regarding
air and light, stating providing natural light and air to citizens is an important guiding principle in
planning. Tall buildings and too many trees block air and light. He referred to support for increased
setbacks for the marsh in an effort to guarantee more natural air and light to prevent buildings being too
close. The code used to allow 25 foot buildings with a sloped roof at the corner to provide natural light
and air at the corner; today the 30 foot building height limit produces square buildings. He recalled air
and light were removed in the Cultural Plan and elsewhere in the Comprehensive Plan. With regard to
Westgate, he said the cemetery provides natural air and light and a 4-story building should not be
constructed close to that natural park area. He encouraged the Council to consider how often air and light
was deleted from the Comprehensive Plan and to consider air and light in its decisions regarding building
heights.
Dave Page, Edmonds, explained the Steller Sea Lion was added to the endangered species list in 1989.
To date, approximately $22 million/year has been spent to protect them. The sea lions go as far north as
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April 7, 2015
Page 4
the Aleutian Islands, come through Edmonds and in Astoria, Oregon, have taken over the docks. Sea lions
have thrived and an estimated 300,000 pass through Edmonds. Approximately 1/3 of them go up the
Columbia River to the Bonneville Dam and eat approximately 40% of the salmon, gaining an average of
100 pounds. Most of the sea lions then go the Channel Islands off Santa Barbara to breed. The average
Steller Sea Lion eats 35-40 pounds of salmon/day; Orcas eat approximately 300 pounds of salmon/day.
When sea lions can’t get salmon, they eat anchovies, sardines, smelt and herring. In the Channel Islands
baby sea lions are dying and washing up on the beaches because there is not enough food. He summarized
this is a prime example of how sometimes the Endangered Species Act backfires. He recalled efforts to
relocate the sea lion Herschel who was eating salmon in the Ballard Locks. As a fisherman, diver, boater
and an environmentalist, he emphasized something was going on that needed to be discussed further.
6. MARINA BEACH PARK MASTER PLAN
Parks, Recreation and Cultural Services Director Carrie Hite explained Marina Beach is a gem of the
City’s park system, highly used and loved by everyone and there be questions why it is being master
planned. The Comprehensive Plan and Parks, Recreation and Open Space (PROS) Plan included a goal to
rehab the marsh and daylight Willow Creek. To that end, the City’s Stormwater Engineer Jerry Shuster,
Keely O’Connell, Earth Corps, and Dave Cline, Shannon & Wilson have been considering the feasibility
of daylighting Willow Creek through the marsh. The team has completed a 30% design process and has
received several grants for the project. The team is in the middle of a 60% design process on daylighting
Willow Creek. To complete that detailed design, a determination needs to be made regarding where
Willow Creek will cross Marina Beach Park.
Ms. Hite explained the culvert under the railroad tracks for Willow Creek directs the alignment. From the
hydrological and tidal influence studies the team did, Best Available Science (BAS) alignments were
created, Options/Alignments A and B. The City hired Chris Jones, Walker|Macy, who began with
Alignments A and B. A Project Advisory Committee was created and has been guiding her and Mr. Jones
through the process of master planning the park. Outreach has included two days of stakeholder meetings,
an open house that was attended by 50 citizens, an online open house that was very successful in
obtaining input from people unable to attend the open house, and a presentation regarding the alignments
to the Planning Board last week.
Preliminary input has been although Option A and B are BAS, people wanted to see an Option C. The
City worked with Mr. Cline and Mr. Jones to prepare an Option C which was presented to the Planning
Board last week. The alignments that will be presented include 100-foot buffers which are the worst case
scenario. Efforts are underway to check with future anticipated funders of the project with regard to
buffers for salmon-bearing creeks. The City’s Critical Areas Ordinance (CAO) includes 100 buffers but
allows buffer reduction/averaging which could reduce the buffers. She noted passive recreation can occur
in a buffer such as trails, meanderings and environmental education.
Chris Jones, Walker|Macy, explained Walker|Macy was hired last year to reconfigure Marina Beach in
the way the community sees fit and accommodate the daylighting of Willow Creek. This is a 2 phase
project, 1) information gathering and public outreach, and 2) developing design alternatives. He displayed
a list of stakeholders, explaining in February he and Ms. Hite interviewed a significant number of
community members and people with a stake in the park. He highlighted input from Kojo Fordjour,
WSDOT/WSF, who advised there currently is no funding or plans for Edmonds Crossing to move
forward; and Walter Smith, BNSF, who said there currently is no funding or plans for a third rail line that
will impact Marina Beach Park.
Approximately 50 people attended the first open house on March 4, 2015; the attendees were broken into
groups and asked to provide input on the alignment of Willow Creek, their preference regarding the
alignment, current conditions at the park that work and do not work, and moving program elements.
Edmonds City Council Draft Minutes
April 7, 2015
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Mr. Jones displayed several pictures of the park, explaining the input provided indicated Marina Beach is
a beloved community resource for active and passive recreation, views, storm watching, ferries, the dog
park, and the adjacency and experience of Puget Sound. Many of the existing amenities are well used
during different times of the day such as picnic areas, playground, volleyball, the dog park as well as
windsurfers, wakeboards and other watercraft. The public had concerns with restrooms and many
requested brick and mortar restrooms instead of the existing porta potties. There were also many
comments regarding parking, both parking in Marina Beach and the Port’s overflow property.
With that information Walker|Macy prepared two site diagrams. He displayed a context diagram,
explaining external forces, pedestrian and vehicular ways, and natural resources including Edmonds
Marsh were used to inform their decisions. Displaying a site analysis, he explained they considered site
specific elements of the park such as parking counts, pedestrian and vehicular circulation and adjacencies
to BNSF, the marina, etc.
Walker|Macy overlaid Option A and B prepared by Shannon & Wilson on an aerial map of the park to
illustrate how Willow Creek will interact with the park and opportunities and constraint. He displayed and
reviewed Option A which goes to the south through the dog park. He identified the 100-foot buffers that
are required by code, noting they may be allowed to be reduced. He displayed and reviewed Option B
which bisects the park, breaking it into a northern and southern portion. This option also potentially
impacts parking and circulation as the buffer is close to the parking lot and reduces potential for
expanding parking and other active and passive recreational uses in the park.
When Options A and B were presented at the open house, there was interest in developing an Option C.
He displayed and reviewed Option C developed by Shannon & Wilson which also bisects parks but
leaves the dog park in place relatively unchanged and a significant portion of the park remains intact for
redevelopment on the north side of the creek.
Councilmember Johnson said the agenda memo states a new crossing under the existing BNSF railroad
bridge for the creek would be needed for Options A and B. It was her understanding the new crossing was
already in place. Mr. Jones agreed it was already in place and would be used. Councilmember Johnson
suggested the language in the agenda memo regarding a new crossing was misleading and it should be
clarified that the crossing underneath the existing BNSF railroad bridge for the creek already exists.
Council President Fraley-Monillas asked what happens to the parking lot between the field and the dog
park in all three options. Mr. Jones answered it is impacted in all three schemes. Council President Fraley-
Monillas clarified that parking is lost in all three schemes. Mr. Jones agreed. Council President Fraley-
Monillas asked where parking would be located. Mr. Jones answered the number of parking stalls that
will be necessary for the redeveloped park and the location have not yet been determined. Potential
parking configurations will be determined in the next step.
Council President Fraley-Monillas asked how the options impacted the parking on the north side. Mr.
Jones answered that parking likely will need to be reconfigured in all three alignments. Council President
Fraley-Monillas asked if reconfigured meant less parking. Ms. Hite said in all configurations Willow
Creek comes out at the southern parking lot. Input indicated the park has the right amount of parking;
some did not want additional parking because it would make the beach too crowded and some did not
want the parking reduced because it currently is the right amount. Ms. Hite said Walker|Macy envisions a
wider, one-way, drive-through north parking lot with a median with rain gardens and buffers that would
add all the spaces back. Council President Fraley-Monillas asked if that would eliminate some of the park
area. Ms. Hite answered yes, daylighting Willow Creek will require moving things around. Council
President Fraley-Monillas asked whether reducing the size of the dog park had been considered. Ms. Hite
answered they were looking at everything.
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With regard to the outfall, Councilmember Nelson asked which option was best for salmon. Mr. Jones
answered Option B. Dave Cline, Shannon & Wilson, answered the engineering, geomorphology and
fisheries analysis indicated Option B was better because, 1) it is longer and juvenile salmonids will use
that length of shoreline for habitat and 2) in this area the net shoreline drift is south to north and sediment
transports along the shore will move into the channel and would preferentially redirect the channel
slightly to the north. In a channel that is pointed more south, sediment deposition could be expected to
occur in the mouth of the channel and migrate back and forth and require more maintenance. The
alignment in Option B is more in line with the natural sediment drift.
Councilmember Nelson asked his opinion of Option C. Mr. Cline answered they did not analyze Option C
for fish or geomorphology so its benefits are likely in the middle. Option C follows the old Unocal pier
location and things may be found when the channel is being excavated. He recommended minimizing that
if possible although removal of a creosote pile could be handled engineering-wise.
Councilmember Mesaros referred to Slide 15 (Site Analysis), relaying there are 25 parking spaces in the
southern lot and 11 spaces in the northern lot, a total of 36 spaces. He observed replacing the southern
spaces in the northern lot would more than doubling the north parking lot. Mr. Jones agreed that was a
dilemma.
Councilmember Buckshnis asked whether Option B was where channel Willow Creek used to be. Keeley
O’Connell, Earth Corps, said no, the historic channel was about in the alignment of the southern
breakwater of the marina. When the marsh was 100 acres the creek opening was at the front of a large
sand spit on the beach (that no longer exists) at the approximate alignment of the southern breakwater.
Councilmember Buckshnis asked about the location of the pipe in Marina Beach. Stormwater Engineering
Program Manager Jerry Schuster explained when the marina was built in the 1960s, the outlet to Willow
Creek was rerouted around the marina.
Councilmember Johnson asked about the relationship of Shoreline Master Program (SMP) to the Marina
Beach Master Plan. Ms. Hite answered the SMP talks about CAO as well as buffers. The buffers will
impact Marina Beach. Recreation pursuits are allowed by the SMP and parks can be developed within the
shoreline but buffers need to be considered.
Councilmember Buckshnis asked whether structures within the shoreline also have to be considered. Ms.
Hite agreed that is related to the buffer requirement. The 100-foot buffers make it difficult to site parking
which is considered a structure. The team will do due diligence on the buffers to determine whether buffer
reduction or averaging can be used. That is allowed by the City’s SMP and CAO but state and federal
requirements must be considered due to potential future funding. Good preliminary discussions have
occurred with Department of Ecology regarding the possibility of buffer reduction and averaging which
would provide greater flexibility for parking than the existing alignments.
Ms. Hite encouraged Councilmembers to email her with any further comments regarding the alignments.
Another open house will be held soon and she encouraged the Council and public to attend. Alternative
concepts will be presented to the Planning Board and Council in May, followed by public comment in
June and July and she hoped to return to Council for adoption in August.
7. DISCUSSION REGARDING ISSUANCE OF 2015 WATER, SEWER, AND STORMWATER
UTILITY REVENUE BONDS
Public Works Director Phil Williams introduced Alice Ostdiek, Foster Pepper (bond counsel), and Scott
Bauer, Dashen & Associates (bond advisor). Mr. Williams explained this is the third biannual issuance of
utility revenue bonds. The first was done in 2011 followed by another in 2013. The plan has been to
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April 7, 2015
Page 7
borrow money every two years to support the capital pipe replacement/rehabilitation program for the
water, stormwater and sewer utility. Each utility has its own separate Comprehensive Plan that is adopted
as part of the City’s overall Comprehensive Plan every five years. The Water and Stormwater
Comprehensive Plans were adopted in 2010. A contract was recently executed with Murray Smith and
Associates to update the Water Comprehensive Plan; the Stormwater Comprehensive Plan will be
updated in 2016. The Sewer Comprehensive Plan was adopted in 2013.
Since 2010 each plan has included a recommendation to immediately begin an ongoing, predictable
program to replace old pipe infrastructure. Many of the City’s water and sewer lines are 70-90 years old
and need to be replaced. The goal is to replace 1% of the linear footage of the lines every year. He
acknowledged it will take a long time to complete at 1%/year and begins to look less like a capital project
and more like a very long, expensive maintenance project. The use of debt is very important to the
utilities but needs to be done intelligently and thoughtfully. As the Council has expressed in the past,
borrowing money every two years to do what amounts to maintenance is not wise and the goal is to wean
the City off revenue bond issuances every two years. It is hoped with the Council’s continued support of
rate adjustments that sufficient current revenues can be generated for this purpose in a few more years.
Scott Bauer, Dashen & Associates, presented the following information:
• Bond market
o Interest rates hit 40-year lows in early December 2012, and close to the same lows in January
2015
o Rates are generally down from the most recent peak in September 2013 and are relatively low
from ahistorical standpoint
o Chart: Bond Buyer 20-Bond GO Index 1990 to present
• Outstanding Water and Sewer Revenue Bonds
o 2011 bond issuance and refinancing outstanding debt
o 2013 bonds
• Plan of Finance
o Provide approximately $14 million in project funds for the water, sewer, and stormwater
systems
o Fund the reserve account and pay the bond issuance costs
o Level debt service
o Final maturity:
15 year
- All interest cost: 3.16%
- Average annual debt service: $1,399K
20 year
- All interest cost: 3.60%
- Average annual debt service $1,092K (staff recommendation)
25 year
- All interest cost: 3.82%
- Average annual debt service $952K
Councilmember Buckshnis suggested with the basis point bump between 15 and 20, 25 years would be
more advisable; she asked why 20 years was chosen. Mr. Williams answered the City has done 20 years
in the past, 25 years was selected in 2013 due to the incredibly low rates. He agreed an argument could be
made for 25 year bonds; water and sewer lines will last longer than 25 years but with the higher rate of
interest for a longer period, the total amount of interest is noticeably higher. The thought was to pick a
middle ground to keep the interest reasonably low over time but not a 15 year period where the payments
are quite large. Councilmember Buckshnis preferred 25 years because interest rate will not stay this low
for a long time and refinancing bonds is costly. Mr. Williams said that same logic could apply to the
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April 7, 2015
Page 8
amount borrowed; he would prefer to borrow more instead of for a longer period of time. Finance
Director Scott James referred to the rate study, pointing out the City is in the second year of a three year
rate increase. The goal of the rate increases was to wean the utilities form issuing debt so 25 years is
contrary to that goal. He suggested adopting a debt policy that states the Council’s preference regarding
the term of debt. He summarized the longer the term, the more interest that is paid.
Mr. Bauer agreed interest rates are exceptionally low. There is a lot of benefit debt service-wise between
15 and 20 years, less so from 20 to 25 years. He continued his presentation:
• Delegation Authority
o Under Washington State law, the City Council can delegate final approval of bond sale to
designated individuals
This has been utilized on the City’s prior transactions
o This delegated authority allows the bond sale to occur on days other than a board meeting /
City Council date
o Certain parameters are set in advance in the Ordinance
- Maximum issue sizes
- Maximum interest rates
- Minimum savings
- Final maturity
o Provides more flexibility in timing bond issue
• Schedule of Events
o April 21: Council Consideration of Delegation Ordinance
o Week of May 18: Rating Visit
o June 3: Post Preliminary Official Statement(Marketing Document)
o June 10: Competitive Bond Sale
o June 24: Bond Closing –Funds Available
Mr. Williams recalled when this was discussed at the study session, consideration was being given to
combining this biannual borrowing with the smaller one that would occur in two years. He described
things that have happened at the Wastewater Treatment Plan including replacement of blowers and
replacing the floor in clarifier 3 which was not in the CIP. Although the partners in the WWTP will help
fund these projects, there will need to be additional borrowing by the wastewater fund to cover those
costs. The next biannual borrowing is $3.5 million and a case could be made to increase the $14 million
to $17.5 million but that is not the recommendation tonight.
8. REVIEW AND APPROVAL OF UPDATED STRATEGIC ACTION PLAN AND ADOPTION OF
IMPLEMENTATION REPORT
Economic Development & Community Services Director Patrick Doherty recalled a presentation by
Cynthia Bern, the SAP consultant, and himself regarding the SAP update and Implementation Plan
Report. He provided background on the SAP:
• SAP is City’s roadmap to the future, containing 88 action items
• Strategic Action Plan (SAP) – City’s roadmap to the future, containing 88 action items
• Approved by City Council 4/2/13
• Living policy document
• Created over 2-year period with surveys, charrettes, focus groups
• Approx. 2500 people participated
• City Council allocated $40,000 in 2014 budget to provide for an update to the SAP and an
implementation plan.
• Long Bay Enterprises, Inc., conducted the following scope of services:
o Identify lead agents, participants, stakeholders
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April 7, 2015
Page 9
o Update SAP action items
o Meet with SAP Working Group
o Prepare final report (presented 3/10/15)
He provided an overview of the updates to the Action Items:
• Vast majority of the updates were editorial or clerical revisions to the original document to clarify
wording, correct inconsistencies, add clarity
• List of participants was updated
• Acronyms were defined
• Per Council comments 3/10/15 – references to BID/Edmonds Downtown Alliance were
corrected; acronyms defined, City Council was added as Primary Co-Lead in several places
• Eight Action Items saw more “substantive” changes, although no new policy direction is
proposed
o Action 1a.14 (66a): Development regulations
Deleted as is redundant. The preceding related Action Items 1a.7 through 1a.13 cover this
issue in detail for each commercial area of town so a generic action item on the same
topic is not required
o Action 1e.1 (27): Organization and Promotion – arts and culture:
Action Item 1e.2 is being combined with 1e.1 as they cover the same topic
o Action 2a.3 (45c): Stormwater – Resolve Flooding on SR 104 and Dayton
Proposed additional wording clarifies the intent of this Action Item
o Action 3a.15 (41b): Senior Center (relocate to another location)
Deleted as no longer reflects City Council policy after recent actions (approval of PROS
Plan and approval of intent to renew long-term lease)
o Action 4b.1: Maintain Public Works Growth Management Concurrency
Revision simply adds explanatory text where there was none in the original SAP
(develop, apply, maintain and implement public works strategies identified in the
comprehensive plan)
o Action 5a.3 (72): Assess performance results of SAP
Revision clarifies that, in addition to ongoing assessment of City programs, projects and
budget, the SAP shall be assessed regularly.
o Action 5a.4 (71): Strategic Action Plan Implementation
Revision clarifies that the SAP shall be adopted and implemented
o Action 5c.1: Safe and security environment
Revision adds explanatory text where there was none in the original SAP (to reduce
crime and enhance public safety and security, improving quality of life for the
community)
Mr. Doherty relayed the Mayor and staff’s recommendation:
• Approval of updated SAP
• Adoption of the implement Plan Report (which includes recommendation for implementation and
tracking in 2015 and renewed public outreach and more substantive update potentially in 2016)
Councilmember Petso referred to two added items regarding police and roads that were not in the SAP
survey which is why they did contained insufficient description and no priority ranking. She asked about
the balance between basing the SAP on voter priorities from the survey versus “open season, think up
something cool that’s not in there and just stick it in.” Mr. Doherty said the two items related to public
works providing infrastructure and providing public safety are not new items; they were in the approved
SAP but the explanatory language was missing. He assumed because the City has always and will
continue to provide public safety and infrastructure, they were a given with regard to implementation. He
was unsure why an explanation was not included.
Edmonds City Council Draft Minutes
April 7, 2015
Page 10
Council President Fraley-Monillas noted Strategic Objective 5c, that appears above Action Item 5c.1
states, Ensure a safe and secure environment for residents, businesses and visitors.
Councilmember Petso pointed out there is no rank for Action 5c.1 because it was not in the voter survey.
Most of the Action Items have the question number from the voter survey in parenthesis. She asked
whether it was time now to add things that voters were not surveyed on. Mr. Doherty reiterated these are
not new Action Items, they are in the adopted SAP; only the explanatory language is new. Although he
was not on staff last year, he assumed because these were things the City has to do by law, perhaps an
opportunity to vote on them was not offered. A ranking is not provided because those activities occur
every day. Their inclusion in the SAP is important because they counter pose many of the other items
against things the City does every day.
With regard to the Economic Development Commission’s (EDC) preference for the Council to move
forward, Councilmember Petso said she received an email from a commissioner who repeated the request
made at the meeting that the EDC have an opportunity for further review before Council action. She
asked whether that opportunity could be provided. Mr. Doherty responded at the March 18 meeting, an
absent member requested by proxy that the EDC consider requesting the Council delay the process to
allow for greater review of the changes by the EDC. At the meeting the EDC as a whole voted against
that request. Today’s email from the commissioner states that person’s personal preference. The EDC
SAP subgroup has not met this year so it is not accurate to say that that was their request. There is also a
slight difference of opinion regarding what the SAP Work Group’s role is. It was an iterative process
between the members and the members agreed their role was not oversight/overview but rather a working
group. He summarized the implication that a subgroup of a committee below the Council should have an
oversight role is probably inappropriate.
Councilmember Petso understood why the recommendation was to adopt the SAP update but asked why
the recommendation was to adopt the consultant report and the Implementation Plan. Mr. Doherty said if
adopt was too strong, it could be accept, recognizing that it informs staff work.
Councilmember Buckshnis relayed Councilmember Johnson and she were at the first meeting of the SAP
Working Group when it was determined it was not an oversight group. Clearly the email reflects one
commissioner’s opinion. She had no problem with the verbiage that was added to the SAP.
Council President Fraley-Monillas recalled public safety and infrastructure was discussed during a
charrette and recalled public safety was identified as a priority. She referred to the potential performance
measures for Action 5c.1: Safe and secure environment, such as measuring crimes per 1000 population,
number of arrests, reportable traffic collisions, etc. She was satisfied with the changes and did not see any
purpose for further review by the EDC.
COUNCILMEMBER JOHNSON MOVED, SECONDED BY COUNCILMEMBER NELSON, TO
APPROVE THE UPDATED STRATEGIC ACTION PLAN AND ACCEPT THE
IMPLEMENTATION REPORT AND WORKSHEETS AND CONSIDER STAFF’S
RECOMMENDATIONS FOR REVIEWING IT NEXT YEAR.
Councilmember Bloom said she has a very different opinion regarding the request by the EDC member
who was also a member of the Strategic Action Plan Implementation Group. She read from the
commissioner’s email regarding Item 5a.3, project accountability was an outgrowth of Haines Wharf and
the public wanted more accountability in reporting on major projects. The original proposed changes
remove city projects from this item and left only SAP items subject to accountability. The original public
intent and support for this item is clear and how best to implement accountability for all city projects not
just SAP items should be considered. Just like Park funding, changes are being made that made it unclear
Edmonds City Council Draft Minutes
April 7, 2015
Page 11
what is Council’s intent. Councilmember Bloom summarized the commissioner’s points are valid and
worth of consideration.
Councilmember Bloom recalled a conversation Council President Fraley-Monillas had with the EDC
Chair Schindler during the EDC’s annual report that suggested some members felt unheard. She felt this
commissioner’s request should be honored, especially since he included specific examples. She expressed
concern other EDC members did not want the EDC’s SAP subgroup to review the SAP. Mr. Doherty said
the example Councilmember Bloom cited above from the commissioner’s email was the result of the
addition of “of SAP” to Action 5a.3. The strategic objective adds monitoring of the SAP to the ongoing
annual assessment of other City programs. He responded via email to the commissioner’s specific points
and the commissioner replied his concerns were satisfied. When the EDC voted on the request for the
SAP subgroup to review the SAP before Council action, commissioners stated they had been involved,
had reviewed the Action Items, it was important to them that implementation move forward and they did
not see the value in further review by a subgroup. He summarized one commissioner is interested in
providing additional comment, but the majority opinion was not to request additional review.
Councilmember Bloom referred to page Action 5a.5 (64) NGO participation that identifies Edmonds
Downtown Alliance as a non-governmental organization. Since the Council created the BID and the City
staffs their meetings and the Finance Department bills BID members, she asked how it was not an NGO.
Mr. Doherty explained the BID was already listed as an example and the name was simply changed from
BID to Edmonds Downtown Alliance. He asked the City Attorney whether the BID should be considered
an NGO. Mr. Taraday said the BID is not a separate legal entity; it is a creature of the City similar to the
Planning Board or EDC, therefore there is no reason to call it out distinctly and is not a NGO.
COUNCILMEMBER BLOOM, SECONDED BY COUNCILMEMBER BUCKSHNIS, MOVED TO
AMEND THE STRATEGIC ACTION PLAN TO REMOVE EDMONDS DOWNTOWN
ALLIANCE FROM THE STRATEGIC OBJECTIVE UNDER ACTION 5A.5. AMENDMENT
CARRIED UNANIMOUSLY.
Councilmember Johnson, a member of the SAP Working Group, said the working group was part of a
process to update and implement the SAP. She pointed out the SAP is not a legal document; it is a living
planning document that is subject to change and update as the City Council sees fit.
Councilmember Bloom understood Mr. Doherty had had an email exchange with the EDC member who
had questions. She was inclined to abstain from the vote because she was not certain all his concerns had
been addressed to his satisfaction. Mr. Doherty clarified the member’s substantive concerns regarding
wording were address, his concern regarding having another opportunity for review was not satisfied.
COUNCILMEMBER BLOOM MOVED TO REFER THE UPDATED STRATEGIC ACTION
PLAN TO THE ECONOMIC DEVELOPMENT COMMISSION’S STRATEGIC ACTION PLAN
COMMITTEE FOR REVIEW PROVIDED THAT THE COMMITTEE’S MEETING IS
CONSISTENT WITH THE REQUIREMENTS OF THE OPEN PUBLIC MEETINGS ACT.
Following a brief recess to allow Mr. Taraday to research whether a motion to refer was in order, Mayor
Earling ruled the motion made by Councilmember Bloom was in order.
COUNCILMEMBER PETSO SECONDED THE MOTION. MOTION FAILED (2-5),
COUNCILMEMBERS PETSO AND BLOOM VOTING YES.
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND THE MOTION TO INCLUDE IN THE WORK LIST A DISCUSSION AT THE
ECONOMIC DEVELOPMENT COMMISSION AND SUBCOMMITTEE LEVEL IN 2015.
Edmonds City Council Draft Minutes
April 7, 2015
Page 12
Council President Fraley-Monillas asked for clarification of Councilmember Petso’s intent, whether it
was to bring the SAP back to the EDC at some point in 2015. Councilmember Petso responded the intent
of her motion was to achieve what certain individuals wanted to achieve which was to allow the EDC an
opportunity to review the changes that the Council is considering tonight. She also intended for that to
occur quickly so that if the EDC was displeased with any of the changes, their concerns could be
addressed.
MOTION FAILED (2-5), COUNCILMEMBERS PETSO AND BLOOM VOTING YES.
MAIN MOTION AS AMENDED CARRIED (5-0-2), COUNCILMEMBERS PETSO AND BLOOM
ABSTAINING.
Mayor Earling declared a brief recess.
9. WESTGATE SUBAREA: (1) BUILDING TYPES/AREAS; (2) POTENTIAL ACTION ON
PROPOSED WESTGATE ZONING ORDINANCE
Development Services Director Shane Hope referred to items contained in tonight’s packet that were not
in the last packet, such as the draft ordinance compared to the Planning Board’s recommendation and the
proposed ordinance (Attachment 10).
Planning Manager Rob Chave introduced the Westgate Zoning proposal:
• City Council has had 16 public meetings with 2 public hearings
o Planning Board had 11 meetings with 3 public hearings
• Results of the SR‐104 corridor study for Westgate were presented to Council on March 10, 2015.
• Last Council discussion was on March 24, 2014.
• Tonight’s agenda item is intended for:
o Review of the draft Westgate ordinance
o Possible action – with amendments – on final ordinance
He reviewed proposal features:
• No expansion of the existing commercial area
• “Hybrid zone” mixture of traditional regulations (uses, setbacks, design) and form‐based
elements not regulated in standard zones (requirements for amenities and open space, building
types and locations)
• Specific regulations with built‐in flexibility on how to achieve desired results
• Mix of building heights dependent on location and topography, 2 to 4 stories maximum
• Amenity space (15% min) and open space (another 15% min)
• “Green Factor” landscape system
• Additional protection for surrounding slopes and trees/vegetation
He described building types and locations
• Building heights controlled according to location, based on adjacent impacts
• Building types provide definition and flexibility
o Uncertain development timeframe
o Uncertain market conditions
• Building types define relationship to adjoining space (particularly public spaces)
Mr. Chave displayed a diagram of Westgate that identified protected slope areas, the 30-foot stepback
from the edge of the right-of-way of any 3rd or 4th floor development at the intersection of SR-104 and
100th, parcels eligible for 3 stories, parcels limited to 2 stories and parcels eligible for potential 4th story
height bonus.
Edmonds City Council Draft Minutes
April 7, 2015
Page 13
He displayed diagrams identifying where various building types are allowed – the original Planning
Board recommendation and the updated proposal. The biggest change between the Planning Board’s
original proposal and the update is the location of commercial mixed use. Commercial mixed use is
allowed everywhere in response to a concern expressed during the Council’s initial review regarding the
location of residential only buildings and the desire to allow commercial development within the entire
Westgate area. It is unknown how market conditions, ownership patterns may change in the future.
Westgate is a fully developed area and although wholesale change is unlikely to occur, change may occur
over time. Providing more flexibility in building types provides a framework for change but does not
preclude existing uses from continuing or potentially expanding.
Mr. Chave identified building types:
• Primarily residential types
o Rowhouse
o Courtyard
o Stacked dwellings
o Live/work
• Primarily commercial
o Side court mixed use
o Commercial mixed use
o Loft mixed use
He displayed photographs of a variety of building/uses and how buildings create spaces. He explained the
current draft code is the same as November 2013 draft with changes reflecting recommendations from the
SR‐104 study:
• No additional travel lanes needed along SR‐104 and 100th Ave. W
• Recommended minimum setbacks
o 15’ at the intersection
o 12’ away from the intersection
• Parking Standards: Minimum 1 stall per 500 commercial square feet is reasonable, plus
residential parking. Can be refined over time.
• Access management with new development.
o Figure 18: Westgate Access Management Master Plan
He displayed diagrams of the standard building setback for a 12-foot setback away from the intersection
(total of 22 feet from the curb) a 15-foot setback at the intersection (total of 25 feet from the curb). He
commented on the extensive interactive review:
• While keeping with the original vision for Westgate, changes and adjustments have been made to
the original UW ideas during the Planning Board and Council review, and in response to public
comments.
o Quadrant‐based approach.
o Hybrid code combining traditional zoning with form (relationship to public spaces) and
building design standards.
o Range of building heights with slope protection.
o Setbacks increased from original 8‐foot proposal.
o Westgate “entry” design focus.
He identified next steps
1. Council discussion and consensus changes
2. Council action on proposed ordinance (Attachment 10) to:
• Adopt ordinance as is, or
Edmonds City Council Draft Minutes
April 7, 2015
Page 14
• Adopt with amendments, or
• Vote to make no code amendment.
Mayor Earling said questions would be rotated through the Council with one question per
Councilmember.
Councilmember Bloom relayed her understanding that the rationale for allowing commercial mixed-use
on all parcels was because the Council did not want to limit commercial use and to allow developers to do
commercial use anywhere in the entire Westgate mixed use zone. Mr. Chave said the intent was to
recognize that that is what Westgate is now. The concern with specifying residential for some locations
was making some buildings non-conforming. One of the significant reasons for allowing commercial
everywhere was it did not force a change until the properties were ready.
Councilmember Bloom said her concern with that approach was there was only one type of residential
only use, rowhouse, all the others allow commercial in the structure. She urged caution with regard to
where residential is located in the Westgate in an effort to provide environments where people want to
live. She asserted a lot people, even if they want to live in an apartment or condo, want some sense of
privacy or distance from a commercial area. She did not want to allow commercial mixed use on the
entire quadrant because that is probably what will end up happening. Mr. Chave agreed rowhouse was the
only building type that was exclusively residential. Courtyard and stacked dwelling can be exclusive
residential but there can be commercial on the ground floor.
Councilmember Bloom referred to the purposes section where it states, Encourage the development of a
variety of housing choices available to residents of all economic and age segments. She asked how that
was accomplished with these building types. Mr. Chave answered it was the distinction between allowing
versus forcing. He said he was not smart enough to determine property by property what uses should be
allowed on each property. The market and trends in general will inform/define how that occurs. That
degree of specific may make sense in a master planned community where there is a single property
owner. In Westgate there are multiple ownerships and many different building configurations/ages; he did
not know exactly how it will develop over time. The intent was to provide the maximum number of
options within an overall framework such as the amenity space, open space, green factor, etc. regardless
of building configuration but was reticent to specify the building type.
Councilmember Bloom said she was not smart enough to do that either but was confident the community
was smart enough to determine the best place and where they would be likely to live and to encourage
family/friends to live. This plan will allow the developer to maximize their profit and the result could be
commercial mixed use over the entire Westgate area because it is allowed. That could be the result in 20-
30 years if the specific locations are not identified based on what the community wants.
Councilmember Johnson relayed the Council initially heard the community did not like the Compass
building because it was too close to the road and it was too tall. She asked Mr. Chave to compare the
Compass development to the proposed development in the QFC quadrant. Mr. Chave said he has heard a
much more mixed reaction to the Compass building. He asked which Compass building Councilmember
Johnson was referring to, the 4 story or the 3 story. Councilmember Johnson clarified it was the 4-story
building. Mr. Chave answered that building is quite different, it does not resemble the standards for
Westgate. For example, the Compass building has no amenity space, open space, and had a minimum 4-
foot setback although it ended up with a 5-foot setback. There were no design standards for the Compass
building; the Westgate Plan includes several pages of design standards with regard to vertical and
horizontal differentiation and making the building look like a separate building every 60 feet. He
summarized it was an apples and oranges comparison. In addition, Westgate requires the 4th floor be
stepped back 10 feet.
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April 7, 2015
Page 15
Councilmember Johnson observed Compass was the most current example of 4-story building in the
corridor. She summarized the 4-story Compass building had a 5-foot setback and the proposal for
Westgate is 12-15 feet. Chave said the setback for the QFC quadrant is primarily 15 feet. Councilmember
Johnson asked the total height of the 4-story Compass building. Mr. Chave answered it was 40-45 feet; 45
feet was the maximum allowed. Councilmember Johnson asked the maximum building height at the QFC
corner. Mr. Chave answered 45 feet.
Councilmember Petso observed proposed amendment #13 regarding the 30-foot circle was now not
necessary because that is how the code already reads. Mr. Chave agreed. Councilmember Petso suspected
she may be partially to blame with regard to building types; she no longer suggests going back to the
original version because one of properties that did not have a commercial type designation, formerly
Blockbuster Video, has historically been used for commercial activity. That prompted her initial concern
about messing with areas that had already demonstrated they were commercially viable and valuable. The
problem with the proposed solution is there is no distinction between an ordinary commercial building
and a mixed use commercial. She suggested creating an eighth building type, commercial only, to make
that distinction and concentrate that eighth building type at the commercial intersection and move
residential away from the intersection. That would eliminate the current potential for standard Puget
Sound mixed use on every single property in the Westgate area which everyone can agree is not the
intent.
Mr. Chave said straight commercial was likely one story. Councilmember Petso said some office
buildings are two stories and she has seen some 2-story Fred Meyers. She envisioned designating the
commercial only building type for a small number of lots near the intersection. Mr. Chave answered the
problem with commercial only was it probably would not be built unless it was in the existing building.
Councilmember Petso relayed her understanding of Mr. Chave’s comment that new development in the
Westgate area is only feasible if residential is allowed. Mr. Chave answered if the desire was more than
one story, it needed to be either residential or mixed use buildings; historically commercial only is one
story.
Councilmember Petso asked if there was anything wrong with the parcels at the corner being only one
story. Mr. Chave answered it was counter to the overall concept. The point of mixed use is a vibrant local
community with people who live there, shop, enjoy the amenities, etc. If mixed use is abandoned, the
result is likely a traditional shopping center layout such as exists there now. Councilmember Petso
observed there were two types of traditional shopping layout, using Lynnwood as an example, there is the
older form on the northwest corner of 196th/99 – landscaping, parking lot, building – and the newer form
on the southwest side – commercial building at the sidewalk with parking behind. She asked if the goal
was only multi-floor and including residential. Mr. Chave said mixed use is not required, it is allowed and
it happens when the market is ready. If one story commercial is what the property owner/developer wants
to do or to expand existing buildings that is allowed.
Councilmember Petso observed with an eighth building type, commercial only, the parcels at the
intersection could be designated commercial only. Mr. Chave said another building type was not
necessary because commercial mixed use allows what Councilmember Petso is proposing. The only
reason for another type of commercial building would be if the goal was to restrict multi-story mixed use
from happening at all. Councilmember Petso agreed, noting those are commercially viable parcels and
would not allow residential at the intersection. Mr. Chave summarized that was a very different concept.
Councilmember Buckshnis observed Chapter 16 contains the code changes to implement the Westgate
Study and Chapter 22 contains the design standards. Mr. Chave agreed, Chapter 16 is the traditional
zoning set up; the design standards and open space, etc. is in Chapter 22. Councilmember Buckshnis
concluded staff did a great job on the plan, implementing the SR-104 recommendations as well as several
of Councilmember Petso’s amendments.
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April 7, 2015
Page 16
Council President Fraley-Monillas referred to the slide with the 15-foot setbacks at the intersection,
observing that is the recommendation of the SR-104 study for the area around the intersection. She asked
where the 15 feet starts from. Mr. Chave answered the edge of property line which is the edge of the
right-of-way and it moves away from the road.
Councilmember Mesaros relayed he received a number of positive and negative emails. Some of the
negative emails referred to a limited number of opportunities for public input. He asked the numbers of
opportunities citizens had to provide input since the beginning. Mr. Chave explained at the end of 2010
and into 2011, the University of Washington classes that worked on the plan invited the community to
open houses and design charrettes via mailing sent to residents within 500 feet of the Westgate area and
ads in the newspaper. Approximately 40 – 80 people participated. The Planning Board had a number of
meetings over two years, including three separate, noticed public hearings. Different groups of people
came to the public hearings with different sets of issues. The Council has had numerous meetings over a
long period of time. The EDC had numerous presentations and meetings to review the plan and forwarded
a recommendation to Council who then forwarded the plan to the Planning Board. There was an informal
process initially such as community outreach with UW and the EDC, followed by more formalized
meetings at the Planning Board and City Council. He summarized there have been many different
methods and ways to participate and a great deal of material is also available on the City’s website.
Councilmember Bloom referred to the consultant’s recommendation of 1 space per 500 square feet of
commercial and asked the amount of parking required for residential. Mr. Chave said the SR-104 Study
only included a recommendation for commercial parking. The residential standard in the City’s code is
1.2 parking spaces per unit up to 900 square feet and 1.75 parking spaces per unit above 900 square feet.
Councilmember Bloom asked what the consultant’s recommendation for 1:500 for commercial parking
was based on; observing in Councilmember Petso’s emails with the consultant it appeared to be random.
Ms. Hope answered they looked at a lot of different cities, focusing on cities with downtown commercial
or mixed use. The initial list included 12-15 cities such as Redmond, Bothell, Everett, Kent and others.
Every city is unique and none are exactly like Edmonds. Most recently the consultant did a utilization
survey of 3 quadrants on SR-104 & 100th to identify the utilization rate in ½ hour increments.
Councilmember asked why the utilization study was not done until after the consultant presented their
recommendation. Ms. Hope responded the consultant looked at the parking study as a different creature
originally, what other cities are doing and how that compares rather than a utilization study. The
consultant was then asked to do a utilization study; she acknowledged utilization rates vary depending on
the time of day, there is a bigger rush during the 4:30- 5:30 period but overall there is quite a lot of
capacity. Councilmember Bloom observed one quadrant had an 85% parking space occupancy rate; the
study was done mid-week although during high usage time of 3:00 – 7:00 p.m. When she visits QFC or
PCC on the weekends, the parking is even busier. She asked why the consultant did not also do a
weekend study. Ms. Hope answered the consultant was asked to pick a day.
Councilmember Bloom asked whether the consultant projected the capacity based on their
recommendation of 1:500 square feet of commercial space; the current capacity is 1:350. Ms. Hope
answered the consultant did not do a projection. The actually parking rates in Westgate are between 1:350
and 1:450; a good part of the time there is only a 50% occupancy rate.
Councilmember Nelson sked whether it was correct that of the four quadrants, the southwest quadrant,
Bartell, was the only one being considered for short term development. Mr. Chave answered Bartell has
been the most engaged and has expressed interest but he did not know about the others. Mayor Earling
pointed out Bartell does not own the entire quadrant.
Edmonds City Council Draft Minutes
April 7, 2015
Page 17
Councilmember Petso referred to 12-foot setback diagram that shows an 80-foot right-of-way. Although
the typical right-of-way is 80 feet, according to information in the packet the right-of-way is measured at
77.5, 69.5, 74.5 and even 67.5 feet. Using a 67.5 right-of-way, with a 12-foot setback the buildings are
2.5 feet from the sidewalk. Mr. Williams agreed there are some odd looking things on the GIS map that
do not appear to currently be in City ownership. When a specific development proposal is submitted, the
expectation would be to clean that up and have the property dedicated to the City. He noted in every case
public improvements will also reside in part on private property. One of the solutions would be if a survey
determines the right-of-way is slightly less than 80 feet, more of the public improvements would reside on
private property. That would be addressed at the time a specific development proposal is reviewed.
Councilmember Petso said her concern was not the amount of improvements on private property but
because if the setback is measured from the right-of-way line and if it is not 80 feet, the building is not the
specified distance from the right-of-way. Mr. Williams explained if the Official Street Map states the
right-of-way is 80-feet wide, that cross section would be built including the planter strips, sidewalks, etc.
and the 80 feet of right-of-way will need to be in place before the proposal proceeds. Councilmember
Petso said if the desire was to have the building more than 2.5 feet from the sidewalk, a larger setback
would be needed. Mr. Williams answered the setback would be measured from the right-of-way as
modified upon submittal of a specific proposal. If there was an apparent failure in the past to dedicate
parcels, that would be cleaned up so that the right-of-way was where it needed to be to support all the
street infrastructure and comply with the Official Street Map as well as provide the public streetscape
improvements outlined on the drawing.
Councilmember Petso said that sounds inconsistent with the building being 12-feet from the sidewalk,
recalling an earlier statement that some of the improvements will be on private property. Mr. Williams
answered the setback is 12 feet from the right-of-way line. If the survey suggests there is not 30 feet of
right-of-way, the right-of-way line will have to move and the developer proposing the project will have to
give the City property to provide a full 80 feet of right-of-way which would then provide a new right-of-
way line from which to measure the 12-foot setback. Mr. Chave displayed an aerial map, noting there are
a couple of jogs on 100th where for whatever reason in the past a dedication for right-of-way may not
have been done. In a typical development process, all that is sorted out when an application is submitted.
Once the dedications are cleaned up, right-of-way reestablished, then the setback is applied. The setback
is not applied where the right-of-way currently exists; it is applied once all the negotiations and
dedications have been cleaned up. Councilmember Petso understood there were places where the right-of-
way jogged but there were also places without jogs that were measured for example at 69.5 feet. She
asked whether those property lines would also be rectified. Mr. Chave answered if the right-of-way on the
Official Street Map is 80 feet that will be rectified during the development process.
Mr. Williams assumed Councilmember Petso was referring to places on 100th where the right-of-way is
69.5 feet, pointing out the right-of-way narrows away from the intersection on 100th. His explanation was
in regard to the right-of-way width on SR-104. Councilmember Petso relayed her understanding for any
area that has a setback of less than 80 feet, if she does not want the building to be closer than the
illustrated 9 feet, the City will need to acquire a full 80-foot right-of-way. Mr. Williams answered yes on
SR-104 and the initial part of 100th; the right-of-way narrows away from the intersection. Councilmember
Petso observed away from the intersection the building will be closer to the street. Mr. Williams answered
no, the street section will change north and south and the necessary property will be dedicated to achieve
the cross-section. The setback will then be measured from whatever property line is established at that
point. He clarified that would all be resolved when plans are submitted, a survey done, and a
determination made regarding the demands of the zone with regard to public improvements and the street
section considered.
In response to Councilmember Nelson’s earlier question, Councilmember Buckshnis relayed the manager
at PCC indicated they have a 30-year fixed lease and have invested $10 million in the building so they are
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not going anywhere. A new Starbucks is locating in front of Walgreens and she did not anticipate
Walgreens would change anytime soon. She has only heard that Bartell is interested. She had no more
questions and was ready to vote.
Councilmember Mesaros said he had no more questions and was ready to vote.
Councilmember Bloom referred to an email she received from a citizen who is involved in these issues
and does extensive research. She questioned Mr. Williams’ statement that the City would get that
property, and asked whether it was a legislative rather than administrative authority to obtain property
through dedication, a taking, imminent domain, etc. City Attorney Jeff Taraday answered a condemnation
proceeding would require City Council adoption of an ordinance, but that was not what Mr. Williams was
suggesting. Mr. Williams’ suggestion was as a condition of development approval there would be
dedication of additional right-of-way to conform the right-of-way to what is set forth in the Official Street
Map. Councilmember Bloom asked whether that was a taking of property and could staff could initiate it.
Mr. Taraday answered staff regularly conditions development approval on dedication of right-of-way
such as in a short plat, and it is commonly done without any City Council involvement. He acknowledged
in extreme cases a property owner can contest the validity of the condition but it is usually not challenged
and property is dedicated as conditioned by the City.
Councilmember Bloom asked how that differed from what happened at Five Corners where a property
owner wanted a delay for negotiations and the City initiated imminent domain proceedings. Mr. Taraday
answered Five Corners was a Public Works capital project that required additional right-of-way and it
could not be constructed until the additional right-of-way was acquired. In order to build the project
according to the goal timeline, a condemnation action was required to acquire right-of-way the City did
not own. Mr. Williams said this is also different because someone else is initiating the action to develop
property which provides the opportunity for a conversation and to insist on a design that meets the City’s
standards before the development can be approved. In adopting the Westgate Plan, the Council is giving
staff direction that that is what they want to see and staff will make every effort to make that happen. Mr.
Taraday said even in the absence of dedication of additional right-of-way, the City is authorized to require
developers to setback from future right-of-way lines even if they are not current right-of-way lines.
Councilmember Bloom said in case of Westgate, would the City be required to pay for the property or is
it assumed the property owner will dedicate it to the City. Mr. Taraday provided an example, assuming
there was a problem with requiring a dedication, the developer was resisting or threaten litigation, it
would not necessarily change the setback issue at all because the City can require a developer to setback
from a future right-of-way line just by identifying the future right-of-way lines on the Official Street Map
even if the City does not currently own the right-of-way line.
Councilmember Johnson recalled previous discussion regarding drive-throughs in Westgate; there are
currently six, soon to be seven one-story businesses with drive-throughs. She recognized a drive-through
was a conditional use. She asked whether drive-throughs were consistent with proposal for two, three, and
four story buildings and non-auto orientation. Mr. Chave said hopefully drive-throughs would start to
disappear in the future. Staff was hesitant to rule them out now because it would make a number of
businesses nonconforming. He felt it was unlikely there would be more drive-throughs if the Westgate
Plan was approved due to the pedestrian requirements, amenities, etc. The developer would need to show
as part of the conditional approval that they are not negatively impacting pedestrian circulation,
connection between building, etc. An amendment with regard to drive-throughs could be considered in a
few years.
If the City can claim a “fantasy” 80-foot right-of-way for improvements on 100th, Councilmember Petso
asked whether an additional 10 feet can be added for bike lanes. Mr. Taraday said he was talking about
the adopted Official Street Map. Cities are authorized to plan for future right-of-way; if the city has
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identified a location where they would like a street someday on an adopted Official Street Map, even if
acquisition of the right-of-way for the street is 10-15 years away, the city can prevent someone from
building a house in that right-of-way or require development to setback from the future street.
Councilmember Petso relayed her understanding that if the City formally planned and adjusted the
Official Street Map, 10 feet could be added for 5 foot bike lanes on each side. Mr. Taraday answered yes,
the City plan for a 90-foot right-of-way instead of an 80-foot right-of-way.
Main Motion #1
COUNCILMEMBER BLOOM MOVED, SECONDED BY COUNCILMEMBER PETSO, THAT
THE WESTGATE MIXED USE ZONE BE REVIEWED QUADRANT BY QUADRANT
STARTING WITH THE SOUTHWEST QUADRANT, THE LOCATION OF BARTELL.
Councilmember Bloom recalled Mr. Chave saying Bartell was ready to proceed with developing and it
that it had also been indicated QFC and PCC have leases and there was no indication they would
redevelop. Given the number of concerns, questions and amendments, the City would be well served by
considering Westgate quadrant by quadrant and looking at what the community wants. She suggested
holding a public hearing on each quadrant before adopting a plan for that quadrant.
Councilmember Buckshnis observed if the Council approved this plan for the entirety of Westgate and
didn’t like what Bartell was doing, it could be amended in the future. Mr. Chave answered yes, it would
need to follow the required procedure such as Planning Board review, etc.
Councilmember Petso observed if the Council adopted the Westgate Plan and several development
applications were submitted, the plan could not be changed relative to applications that had already vested
and/or been constructed. Mr. Chave agreed projects that were vested could proceed under the existing
rules. Any changes would apply to future development. Councilmember Petso commented that was
precisely what happened with the Compass building; it vested and was built and changes were made to
zoning so that did not occur again. Mr. Chave answered the Compass building had been built when
changes were made to the code.
Action on Main Motion #1
MOTION FAILED (2-5), COUNCILMEMBERS PETSO AND BLOOM VOTING YES.
Motion to Extend and Action
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
MESAROS, TO EXTEND MEETING TO 10:25 P.M. MOTION CARRIED (5-2),
COUNCILMEMBERS BLOOM AND JOHNSON VOTING NO.
Councilmember Petso commented the parking number can help drive what type of businesses can/cannot
locate in Westgate. For example under the current code the parking ratio of 1:500 is only used for
businesses like service stations and car dealers; more retail oriented businesses have a parking ratio of
1:300. In researching other cities, businesses such as shoe repair shop or a furniture store have a parking
ratio of 1:500. If all the buildings are constructed and everyone builds to the minimum parking of 1:500,
she asked whether the result would be like Arbor Village in Mountlake Terrace where 7 of the 8
commercial spaces are vacant 18 months after completion. She asked whether the City would get
developers building to the minimum parking standard rather than the commercial vibrant area that is
desired. Mr. Chave answered parking does not drive commerce, commerce drives parking. Businesses
know their parking needs and that typically determines how much parking is provided which is the idea
behind minimums. In mixed use developments with a mixture of uses have different peaks, resulting in an
ebb and flow of parking need.
Councilmember Petso commented that approach assumes the person constructing the building is the
business owner. If it is assumed the business drives building design and parking allowances, it should be
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Page 20
hoped the building is constructed by a company that wants to locate there and not the standard mixed use
developer. Mr. Chave disagreed, developers have to be attuned to their potential tenants, the type of
businesses they are marketing to and trying to attract. That is part of the proforma that is developed for
the financial institution. Councilmember Petso questioned whether that was true or was residential so
profitable that the commercial serves as a podium to hold up the valuable residential. Mr. Chave answered
not in Westgate. Councilmember Petso said she has seen commercial holding up residential in many areas
including the building in Mountlake Terrace. Mr. Chave said some developments are geared toward the
commercial element. He referred to South Lake Union, pointing out the synergy between residential and
commercial. Councilmember Petso said Edmonds does not have the synergy that South Lake Union is
experiencing.
Councilmember Petso referred to the EDC’s white paper that stated the Westgate Plan was targeting a
lifestyle mall. The nearest comparison to that is the Mill Creek Town Center project whose parking is
1:250 which she assumed recognized that restaurants and high end retail require parking. She asked why
this proposal was so different from that. Mr. Chave answered there are many different parking standards.
In the Fehr & Peers utilization study, occupancy was quite high immediately in front of grocery stores and
much lower away from the front. Ms. Hope commented one of the differences is Mill Creek is not a
mixed use district so more people drive there.
Councilmember Petso referred to the market and feasibility study done for Westgate at the beginning of
the process that demonstrated Westgate is a drive-to destination and that any residential added to the area
is irrelevant because the businesses pull a regional audience. Mr. Chave answered Westgate serves a dual
propose; the information Fehr & Peers provided indicates Westgate has a very high walkability score.
Councilmember Petso commented the fact that Westgate is walkable does not change where the volume
of business comes from.
Councilmember Petso recalled asking staff for cities that use the 1:500 standard; 4 were listed including
Mountlake Terrace and Kent. She found a Kent ordinance that states they chose in their future light rail
station area 1:100 for restaurants and 1:200 for banks or retail or supermarkets. Kent only chose 1:500 for
furniture or shoe repair. Ms. Hope said Fehr & Peers initially considered Kent but found they were not the
best comparable. Councilmember Petso suggested if she discounted Mountlake Terrace because it does
not produce commercially viable properties and Kent because it was not really 1:500, were there any
examples of 1:500 where she would see something other than vacant commercial propping up vacant
commercial. Ms. Hope referred to Bothell, Redmond and Everett, noted some of the standards are new
and evolving. Councilmember Petso suggested this may be an issue where the City does not want to be on
the cutting edge.
Councilmember Petso referred to the Regional Transit Oriented Development forum that she attended by
phone where someone observed these building types were largely vacant. She suggested not going there
until someone demonstrates it is commercially viable. Ms. Hope explained vacancy in most cases is not
caused by parking; it can be for other reasons. Councilmember Petso asked the reason for the vacant
commercial space in the building in Mountlake Terrace. Ms. Hope answered that was a new building and
there was not much around it. One of the problems is the corner space in the building, intended to be the
premier space and designed for a restaurant, the developer did not install the grease interceptor. That is
very expensive and restaurants who have expressed interest in locating there are not willing to install it.
Another one-story building in Mountlake Terrace with surface parking located a block away was
redeveloped/renovated after being vacant for seven years. Councilmember Petso asked if that was the
strip mall type building where the pie company located. Ms. Hope answered yes.
Councilmember Petso asked whether the Arbor Village building had parking. Ms. Hope advised it has 2
stories of understructure parking; the required parking was 1:500 but she did not know if any extra had
been provided.
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Page 21
Main Motion #2
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
MESAROS, TO ADOPT ORDINANCE NO. 3993, WHICH INCLUDES THE
RECOMMENDATIONS FROM THE SR-104 STUDY.
Amendment #1 and Action
COUNCILMEMBER NELSON MOVED, SECONDED BY COUNCIL PRESIDENT FRALEY-
MONILLAS, TO AMEND FIGURE 22.110.010.B, ENTITLED BIG BUILDING HEIGHT LIMITS
AND STEPBACK REQUIREMENTS, BY REDUCING THE MAXIMUM BUILDING HEIGHT TO
3 STORIES IN THE NORTHWEST QUADRANT LOCATED NORTH OF SR-104/EDMONDS
WAY WEST OF 100TH AVENUE WEST AND SOUTH OF THE EDMONDS CEMETERY IN THE
WESTGATE AREA. MOTION CARRIED UNANIMOUSLY.
Amendment #2
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND THE MOTION TO INCREASE THE SETBACKS TO 16 FEET.
Council President Fraley-Monillas asked Mr. Chave to illustrate 16-foot setbacks. Mr. Chave displayed
the diagram of 15-foot setbacks, noting the amendment would add 1 foot in the intersection area but
would increase the setback from 12 feet to 16 feet outside that area. Council President Fraley-Monillas
asked why Councilmember Petso proposed adding one foot. Councilmember Petso said her intent was
something that would allow for bike lanes on 100th without the need for a road diet. There may be a
different and better way such as adopting a 90-foot right-of-way instead. Mr. Williams observed analysis
is being done on a 3-lane option on 100th with bike lanes to allow bikes to safely cross SR-104. Mr. Chave
said if the intent was to change the overall configuration of the right-of-way, amending the Official Street
Map would make the most sense rather than fussing with setbacks in the zoning code although that is a
fairly length process.
Councilmember Petso commented the original traffic study done in 2012 concluded a road diet could not
exist for very long because it would cause the intersection to drop to LOS F. She asked whether there was
a flaw in that study. Mr. Williams answered a road diet would work well work at the current road
volumes, retaining the LOS at D. If assumed growth in traffic volume over time, traffic from the future Pt.
Wells development, and development of Westgate in its most intensive form were added to existing
volumes in 2035, the LOS on 100th would deteriorate. The benefit of a road diet is dedicated bike lanes
through the intersection which is safer for bicycles as well as pedestrian due to the additional buffer as
well as being safer for vehicles. There are far fewer accidents in a 3 lane road section. He acknowledged a
road diet could result in delays in the out years if the predictions are correct. If the road diet was installed
now and it was not working in 2035, it could be changed to a sharrow through the intersection. He
summarized the goal was to establish bike lanes on 100th.
Councilmember Petso commented it appeared staff was trying to establish bike lanes at the expense of
LOS; she preferred to establish bike lanes via a wider right-of-way. Mr. Williams said the 80-foot right-
of-way is on SR-140, there is an area on 100th where the right-of-way is also 80 feet but it quickly reduces
to 70 feet.
Motion to Extend and Action
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
MESAROS, EXTEND THE MEETING UNTIL 11:00 P.M. MOTION CARRIED (4-3)
COUNCILMEMBERS JOHNSON, PETSO, AND BLOOM VOTING NO.
For Council President Fraley-Monillas, Mr. Chave advised the consultant proposed a 12-foot setback
outside the intersection and a 15-foot setback within 40 feet of the intersection.
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Page 22
Call for the Question and Action
COUNCILMEMBER BUCKSHNIS CALLED FOR THE QUESTION, SECONDED BY
COUNCILMEMBER MESAROS. CALL FOR THE QUESTION CARRIED (5-2),
COUNCILMEMBERS PETSO AND BLOOM VOTING NO.
Action on Amendment #2
UPON ROLL CALL, MOTION CARRIED (4-3), COUNCIL PRESIDENT FRALEY-MONILLAS
AND COUNCILMEMBERS BLOOM, JOHNSON AND PETSO VOTING YES; AND
COUNCILMEMBERS BUCKSHNIS, MESAROS AND NELSON VOTING NO.
Councilmember Johnson commented when the Council voted to change the building height on the QFC
quadrant, the total height allowed in the quadrant, 45-feet, was not changed. Mr. Chave answered that
would be automatic, the height for a 3-story building is 35 feet.
Councilmember Petso commented one of things the Council did by passing that motion was to
significantly reduce the number of properties that would follow “that green outline” to get a fourth floor.
Amendment #3
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND TO GET A THIRD OR FOURTH FLOOR WOULD REQUIRE COMPLIANCE WITH
THE HEIGHT BONUS STANDARDS.
Councilmember Mesaros asked for clarification whether Councilmember Petso intended the amendment
to apply only to the northwest quadrant. Councilmember Petso responded her intent was for a building
with a third or fourth story to comply with the building bonus standard. Mr. Chave referred to the Height
Bonus Score Sheet; currently to obtain four stories requires a bunch of things. Councilmember Petso’s
amendment would require that be done to achieve three stories. Councilmember Mesaros asked what the
impact would be. Mr. Chave answered it would require amenity space above 15%, a greener building; at
least four of the categories would need to be selected. Ms. Hope said it could lead to less development.
Council President Fraley-Monillas observed four stories were currently allowed in the three other
quadrants. Mr. Chave answered only in the southwest quadrant. To obtain a fourth floor, the developer
would need to select from the height bonus score sheet; Councilmember Petso’s amendment would
require the same for three stories. Council President Fraley-Monillas did not support that requirement for
three stories, noting Westgate is being treated very differently than other development. She supported the
Height Bonus Score Sheet for four story buildings. Mr. Chave pointed out a number of the things on the
Height Bonus Score Sheet are already required. This would be add-ons which cost money. Mayor Earling
clarified if a Councilmember did not want the add-ons, they would vote no on Councilmember Petso’s
motion.
Call for the Question and Vote
COUNCILMEMBER BUCKSHNIS CALLED FOR THE QUESTION, SECONDED BY
COUNCILMEMBER MESAROS. CALL FOR THE QUESTION CARRIED (5-2),
COUNCILMEMBERS PETSO AND BLOOM VOTING NO.
Action on Amendment #3
UPON ROLL CALL, AMENDMENT FAILED (3-4), COUNCILMEMBER PETSO, JOHNSON
AND COUNCILMEMBER BLOOM VOTING YES; AND COUNCILMEMBERS NELSON,
MESAROS, AND BUCKSHNIS AND COUNCIL PRESIDENT FRALEY-MONILLAS VOTING
NO.
Amendment #4
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April 7, 2015
Page 23
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCIL PRESIDENT FRALEY-
MONILLAS, TO AMEND TO SET COMMERCIAL PARKING AT 1 TO 400 RATHER THAN 1
TO 500.
Councilmember Petso said she preferred 1:300 in order to provide commercial vitality but she thought
1:400 might pass. She reiterated choosing a parking requirement is choosing the type of businesses that
will locate in Westgate. If only shoe repair shops are wanted, the 1:500 standard is probably the right
number but she envisioned the desire was for something more vibrant.
Council President Fraley-Monillas commented this was approved by Council in November.
Action on Amendment #4
MOTION CARRIED UNANIMOUSLY.
Amendment #5
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND TO DELETE THE HEIGHT BONUS PARAGRAPH IN 22.110.010.B AND REQUIRE A
1ST FLOOR CEILING HEIGHT OF AT LEAST 16 FEET FOR ANY BUILDING TYPE WITH 1ST
FLOOR COMMERCIAL USE.
Councilmember Petso recalled the code allowed 45 feet and an extra 5 feet could be obtained by
providing commercial on the 1st floor for a total of 50 feet. She preferred all the commercial spaces in
Westgate to be vibrant. The zoning downtown requires 15 feet and literature available on the internet
suggests 16-22 feet. Her motion was for a 16-feet 1st floor ceiling height because she doubted the Council
would support 22 feet.
Council President Fraley-Monillas asked what the current ordinance states. Mr. Chave answered there is
no commercial floor requirement, only an incentive for large commercial spaces. If a 16-foot 1st floor
ceiling height is required, the building height will also need to be raised because it essentially eliminates a
floor.
Councilmember Petso raised a point of order. She requested an opportunity to correct the misstatement
just made by Mayor Earling to Council President Fraley-Monillas that her intent in making the motion
was to wipe out a floor. It is not and she will happily refer it to staff for a recommendation regarding
additional height. She made the motion because everyone knows if the height of the commercial level is
squashed, there is a limitation on commercial uses and the result is an insurance agent instead of a
restaurant. Mr. Mayor Earling clarified he said that would lose a floor which Mr. Chave confirmed. Mr.
Chave said if the intent is to increase ground floor heights, the overall building height also needs to be
increased at least 4-5 feet because that cannot be accomplished under the existing heights.
Council President Fraley-Monillas said she did not hear Mayor Earling say anything. She asked Mr.
Chave his recommendation regarding the height of first floor commercial. Mr. Chave answered it
depends; the idea behind the additional five feet and tied to a large footprint store was specifically to
recognize the grocery stores’ need for high ceilings.
For Councilmember Buckshnis, Mr. Chave recommended dispensing with the bonus if the Council
wanted to increase the height of ground floor commercial.
Council President Fraley-Monillas was not interested in increasing every building type 5 feet to get a 16-
foot ground floor commercial. She did not support the amendment.
Councilmember Johnson commented this is difficult to discuss at 10:45 p.m. She observed many grocery
stores prefer a ceiling height even greater than 16 feet. She preferred to allow the developer to determine
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April 7, 2015
Page 24
the floor heights within the overall building height. Councilmember Petso agreed a 22-foot ceiling height
provided a superior commercial facility. The reason for the motion was years of experience with buildings
downtown that do not have sufficient height to accommodate uses such as restaurants, etc. and a 15-foot
1st floor ceiling height was required downtown to ensure it was commercially vibrant. She wanted
Westgate to remain commercially vibrant and therefore wanted at least 16-foot 1st floor ceilings.
Council President Fraley-Monillas agreed with Councilmember Johnson, if a height limit is established, it
is up to the builder to determine the first floor ceiling height. Councilmember Bloom said if
Councilmember Petso’s amendment did not pass, the result could be just office-type space instead of
viable retail. Council President Fraley-Monillas said that assumed the developer would prefer to construct
office space instead of 10-12 foot ceiling.
Action on Amendment #5
MOTION FAILED (2-5), COUNCILMEMBERS BLOOM AND PETSO VOTING YES.
Amendment #6
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO ADD
A SECTION G TO 22.110.050.C STATING THE FIRST 45 FEET OF BUILDING DEPTH FACING
A STREET OR SIDEWALK MAY NOT BE USED FOR PARKING.
Councilmember Petso said she was not in favor of a bunch of buildings where the streetscape on
Edmonds Way was vehicle parking and instead of strip mall type where there is parking behind
landscaping, some of the buildings have parking behind “little cages.”
Councilmember Bloom expressed support for the amendment recalling pictures Councilmember Petso has
shown her of a streetscape with parking behind “horrid crosshatch black cages” in of the front of building,
a bare sidewalk and a little bench as an amenity. She could not fathom that on SR-104 or 100th Avenue.
Council President Fraley-Monillas asked Mr. Chave for his input. Mr. Chave said that would make
configuring a building difficult because it may have multiple orientations. He suggested changing the
amendment to streets; sidewalks will be problematic because there could potentially be sidewalks on
multiple faces of a building.
Amendment #6a
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND THE AMENDMENT TO LIMIT IT TO THE FIRST 45 FEET OF BUILDING DEPTH
FACING A STREET.
Mr. Doherty commented 45 feet is a huge distance, especially for a site with 2-3 streets. If the desire was
not to have parking on the front façade, it did not need to be 45 feet. He suggested stating parking is not
allowed as part of the façade or a lower distance. Councilmember Petso said she chose 45 feet due
commercial depth constructed downtown that was not adequate for vibrant commercial building. Mr.
Chave said the standard is generally 45 feet downtown; that is the only area with that requirement. He
suggested 30-foot should be adequate. He said the window requirements in Westgate would not allow
grilled parking frontages.
Councilmember Bloom asked why Mr. Chave suggested a 30-foot depth for Westgate when 45 feet was
required downtown. Mr. Chave explained most downtown businesses typically have a single frontage.
Buildings in Westgate may have multiple frontages including the street and internal streets. He
summarized 30 feet would be adequate and would provide more flexibility.
Amendment #6a-1
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April 7, 2015
Page 25
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
PETSO, TO AMEND THE AMENDMENT TO 30 FEET.
Councilmember Johnson suggested having that on SR-104 and 9th Avenue as it may be impossible to
achieve on internal streets.
Action on Amendment #6a-1
UPON ROLL CALL, AMENDMENT CARRIED (4-3), COUNCIL PRESIDENT FRALEY-
MONILLAS AND COUNCILMEMBERS BLOOM, JOHNSON, AND PETSO VOTING YES; AND
COUNCILMEMBER BUCKSHNIS, MESAROS AND NELSON VOTING NO.
Amendment #6a-2
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO
AMEND THE AMENDMENT TO LIMIT IT TO SR-104 AND 100TH/9TH/FIRDALE AVE.
Action on Amendment #6a-2
MOTION CARRIED UNANIMOUSLY.
Amendment #6 Restated as amended
Councilmember Petso restated the amendment as amended:
ADD SECTION G TO 22.110.050.C STATING THAT THE FIRST 30 FEET OF BUILDING
DEPTH FACING SR-104 OR 100TH/9TH/FIRDALE AVE NOT BE USED FOR PARKING.
Action on Amendment #6
AMENDMENT CARRIED (6-1), COUNCILMEMBER MESAROS VOTING NO.
Amendment #7
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND THE MOTION TO ADD A PROVISION THAT 4 STORIES WILL ONLY BE
PERMITTED ON THAT PORTION OF BUILDINGS AND PARCELS WITHIN 60 FEET OF THE
PROTECTED SLOPE LINE.
Councilmember Petso explained the reason for this motion is people do not object to extra height against
the hillside but are less interested in extra height out by the street. A compromise can be achieved by
placing taller buildings within 60 feet of the protected slope line.
Council President Fraley-Monillas said with the elimination of four stories on the QFC quadrant, the 4-
story buildings are against the slopes. Councilmember Petso said there was one exception, the front
corner of the southwest quadrant where there is currently a Starbucks, UPS store and a sandwich shop
would not be within 60 feet of the steep slope line. Mr. Chave said the Council already approved a 16-
foot setback; the only area left with up to 4 stories is the southwest quadrant. There is also a 30-foot
stepback for 3rd and 4th floors from the intersection. He summarized the Council has already heavily
restricted what can be done and how close the building can be to the intersection and 60 feet is a pretty
small distance.
Councilmember Mesaros asked for a map with a scale. Mr. Chave offered to look for one.
Councilmember Petso said her next motion was related to prohibiting outdoor merchandise displays and
dining within 12 feet of SR-104 and 100th for safety reasons. Ms. Hope answered dining, etc. could be
allowed in their setback area but not in the 12-feet of right-of-way where the landscaping and sidewalk
are located. Councilmember Petso asked if that also applied to utility enclosures. Ms. Hope said a utility
enclosure would be required to be in the setback.
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April 7, 2015
Page 26
With regard to the amendment regarding 60 feet, Ms. Hope said redevelopment to 4 stories on the Bartell
parcel would not be possible.
Motion to Extend and Action
COUNCIL PRESIDENT FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
MESAROS, TO EXTEND THE MEETING TO 11:30 P.M. MOTION CARRIED (4-3),
COUNCILMEMBERS JOHNSON, BLOOM, AND PETSO VOTING NO.
Councilmember Petso commented it is theoretically possible if the property were in one ownership, to
start a building at the Wells Fargo and extend the building to the rain garden at PCC, a total of 700-800
feet. She asked what number would top buildings out at 250-400 feet. Ms. Hope responded some of the
existing buildings are about 250 feet which would mean they could not add on if there was a 250-foot
maximum length. The design standards would not allow one long front façade on a building. If it was
important to establish a maximum length she suggested 400 feet.
Mr. Chave displayed a photograph, explaining it appeared the depth on some of the properties on the
southwest corner were in the range of 400 feet so 60 feet would be well back inside the property. He
noted the slopes generally run on the southwestern edge.
Councilmember Petso said PCC and QFC are approximately 250 feet long. If one of those building were
sited against the steep slope, most of area except the front corner could go to the full height; only the
corner where the Starbucks and UPS are located would be affected. Mr. Chave said within 60 feet of the
slope line would be well back inside the property.
Council President Fraley-Monillas questioned how a building could be construction on that site anyway
with the setback and the stepback at the intersection. Councilmember Petso said a building could be
constructed; it would just not be as tall out by the front. Mr. Chave agreed the 3rd and 4th floors have to
be stepped back 30 feet so there would not be a 3 or 4 story building at the street. He concluded the
proposed amendment would be severely limiting.
Call for the Question and Action
COUNCILMEMBER MESAROS CALLED FOR THE QUESTION, SECONDED BY
COUNCILMEMBER BUCKSHNIS. CALL FOR THE QUESTION CARRIED UNANIMOUSLY.
Action on Amendment #7
AMENDMENT FAILED (2-5), COUNCILMEMBERS BLOOM AND PETSO VOTING YES.
Councilmember Petso asked about a provision requiring space be allocated on site for service vehicles,
delivery vehicles, moving vans, etc., pointing out it would be problematic for a moving van to obstruct
traffic on SR-104 or 100th. Mr. Chave advised loading zones are always part of the standard review of
development site plans. Parking a moving van or other truck on the right-of-way would require special
permission from the City which they would not get.
Councilmember Petso asked whether a requirement for the interior circulation drive needed to be added
or was that covered by the access management plan. Mr. Chave answered it was covered.
Amendment #8
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND TO CREATE AN EIGHTH BUILDING TYPE, COMMERCIAL ONLY.
Council President Fraley-Monillas asked the intent. Councilmember Petso answered as was discussed
earlier, she was trying to allow commercial buildings in the corners of the intersection and have mixed
use further away from the commercial core. The current diagram allows commercial mixed use with
Edmonds City Council Draft Minutes
April 7, 2015
Page 27
residential on every parcel in Westgate and she cannot designate the four corner parcels for commercial
only unless an eighth building type is created. She restated the amendment as follows:
Amendment #8 Restated
CREATE AN EIGHTH BUILDING TYPE AND APPLY IT TO THE FOUR CORNER PARCELS.
Action on Amendment #8
AMENDMENT FAILED (2-5), COUNCILMEMBERS BLOOM AND PETSO VOTING YES.
Amendment #9
COUNCILMEMBER PETSO MOVED, SECONDED BY COUNCILMEMBER BLOOM, TO
AMEND TO LIMIT BUILDINGS TO A MAXIMUM LENGTH, WIDTH OR DEPTH OF 400
FEET.
Councilmember Petso explained mixed use buildings are often quite large and generally end only because
they reach a street. That can work where there is a street grid system but there are no streets in this area.
For example on the northeast side, there is the potential for a single building to extend from PCC to Wells
Fargo and she did not want that to happen.
Action on Amendment #9
AMENDMENT FAILED (2-5), COUNCILMEMBERS BLOOM AND PETSO VOTING YES.
Councilmember Petso said she will vote against the main motion because the proposal is required to
comply with the Comprehensive Plan and it does not. One of the Comprehensive Plan requirements reads
we intend to permit uses in community commercial areas that serve both local neighborhood, regional and
through traffic, and also set aside a sufficient number of sites for a variety of commercial uses. During
tonight’s discussion it has become clear the City is not setting aside Westgate for commercial uses but
rather rezoning Westgate to residential which is not consistent with the Comprehensive Plan.
Councilmember Mesaros said he will support the motion for the opposite reasons stated by
Councilmember Petso. He believed this was setting aside Westgate for greater commercial and residential
use and creating an atmosphere where young people will want to live and a vibrant center. That transition
will not be quick, it will occur over the next 15-20 years. He concluded the plan is a good step for the
City.
Councilmember Bloom thanked Councilmember Petso for the amendments she made and for her hard
work. She will vote against the motion for several reasons; many of amendments she supported did not
pass, one of the sentences regarding purposes is encourage the development of a variety of housing
choices available to residents of all economic and age segments which she did not feel had been
accomplished by this plan, the plan ignored important concerns that citizens have raised and one quadrant
will be too close to the street.
Councilmember Johnson invited staff to respond to Councilmember Petso’s claim that the plan is
inconsistent with the Comprehensive Plan. She recalled a change was to the Comprehensive Plan in
November 2014 to set the stage for this portion of the plan. Mr. Chave said the policy Councilmember
Petso cited was part of that. Especially with the amendments, the plan supports commercial use while also
supporting mixed use. He referred to synergy, noting the additional residential will make the commercial
stronger. The Council increased the parking requirements to make commercial stronger. He summarized
it would be difficult to argue that the plan did not accommodate the policy cited by Councilmember Petso.
Council President Fraley-Monillas expressed her appreciation for all amendments offered by
Councilmember Petso who did a great deal of work on the Westgate plan. She also thanked staff for their
work. She appreciated the Council respecting each other’s opinions tonight.
Edmonds City Council Draft Minutes
April 7, 2015
Page 28
Councilmember Petso echoed the comments regarding staff’s efforts. There have been a lot of
improvements made to the plan since the Council first saw it in August and since her article in the
Edmonds Beacon such as making amenity space public. She read Comprehensive Plan provisions that are
of concern to her, assuming they applied to the Westgate area:
• B.1: A sufficient number of sites suited for a variety of commercial uses should be identified and
reserved for these purposes. The great majority of such sites should be selected from parcels of
land already identified within the Comprehensive Plan for commercial use and/or zoned for such
use. She said Edmonds does not lack for residential sites as most of the City is residential. The
City’s commercial property is precious and provides a necessary diversity and sales tax.
• B.2: Parcels of land previously planned or zoned for commercial use but which are now or will be
identified as unnecessary or inappropriate for such use should be reclassified for other uses. She
was on board with that but the Council has not identified Westgate as inappropriate or unsuitable
for commercial uses. Sales tax data indicates Westgate is the City’s most productive commercial
zone with the exception of car dealerships and generates twice the sales tax compared to other
commercial districts. She questioned why Westgate would be the first place chosen to rezone to
residential.
Councilmember Buckshnis thanked staff for the five years of work they did on this, recalling the process
that began at the EDC several years ago. She relayed many people who live in the Westgate area are very
excited about redevelopment. She assured the uses in some quadrants would not change.
Action on Main Motion #2 as Amended
MAIN MOTION AS AMENDED CARRIED (5-2), COUNCILMEMBERS BLOOM AND PETSO
VOTING NO.
Due to the late hour, the remaining items were not considered.
10. MAYOR'S COMMENTS
11. COUNCIL COMMENTS
12. CONVENE IN EXECUTIVE SESSION REGARDING PENDING OR POTENTIAL LITIGATION
PER RCW 42.30.110(1)(i)
13. RECONVENE IN OPEN SESSION. POTENTIAL ACTION AS A RESULT OF MEETING IN
EXECUTIVE SESSION
14. ADJOURN
With no further business, the Council meeting was adjourned at 11:24 p.m.
Edmonds City Council Draft Minutes
April 7, 2015
Page 29
AM-7626 4. B.
City Council Meeting
Meeting Date:04/14/2015
Time:Consent
Submitted For:Scott James Submitted By:Nori Jacobson
Department:Finance
Review Committee: Committee Action:
Type: Action
Information
Subject Title
Approval of claim checks #213650 through #213798 dated April 9, 2015 for $2,328,758.72.
Recommendation
Approval of claim checks.
Previous Council Action
N/A
Narrative
In accordance with the State statutes, City payments must be approved by the City Council. Ordinance
#2896 delegates this approval to the Council President who reviews and recommends either approval or
non-approval of expenditures.
Fiscal Impact
Fiscal Year:2015
Revenue:
Expenditure:2,328,758.72
Fiscal Impact:
Claims $2,328,758.72
Attachments
Claim ck 04-09-15a
Claim cks 04-09-15b
Project Numbers 04-09-15
Form Review
Inbox Reviewed By Date
Finance Scott James 04/09/2015 02:48 PM
City Clerk Linda Hynd 04/09/2015 02:53 PM
Mayor Dave Earling 04/09/2015 03:34 PM
Finalize for Agenda Linda Hynd 04/10/2015 08:25 AM
Finalize for Agenda Linda Hynd 04/10/2015 08:25 AM
Form Started By: Nori Jacobson Started On: 04/09/2015 11:51 AM
Final Approval Date: 04/10/2015
04/09/2015
Voucher List
City of Edmonds
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11:55:56AM
Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213650 4/6/2015 068322 TRANE US INC 34840164 PS - Service Agreement 5 Year Contract
PS - Service Agreement 5 Year Contract
001.000.66.518.30.48.00 9,987.27
Total :9,987.27
Bank total :9,987.271 Vouchers for bank code :usbank
9,987.27Total vouchers :Vouchers in this report1
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213651 4/9/2015 075085 1LINGUA LLC 47 ONLINE INTERPRETER SUBSCRIPTION FOR NOV
ONLINE INTERPRETER SUBSCRIPTION FOR NOV
001.000.23.523.30.41.01 50.00
ONLINE INTERPRETER SUBSCRIPTION FOR DEC52
ONLINE INTERPRETER SUBSCRIPTION FOR DEC
001.000.23.523.30.41.01 50.00
Total :100.00
213652 4/9/2015 070322 A&A LANGUAGE SERVICES INC 13-24796 INTERPRETER FEE
INTERPRETER FEE
001.000.39.512.52.41.00 188.14
INTERPRETER FEE13-24902
INTERPRETER FEE
001.000.23.512.50.41.01 26.03
Total :214.17
213653 4/9/2015 061029 ABSOLUTE GRAPHIX 415208 P&R WINTER VOLLEYBALL SHIRTS
P&R WINTER VOLLEYBALL SHIRTS
001.000.64.571.25.31.00 70.55
9.5% Sales Tax
001.000.64.571.25.31.00 6.70
Total :77.25
213654 4/9/2015 063863 ADVANCED TRAFFIC PRODUCTS 0000012100 Traffic - Ped Buttons
Traffic - Ped Buttons
111.000.68.542.64.31.00 326.00
9.5% Sales Tax
111.000.68.542.64.31.00 30.97
Total :356.97
213655 4/9/2015 069156 ADVISARTS INC BACH # 3 COMMUNITY CULTURAL PLAN CONSULTANT SERVI
COMMUNITY CULTURAL PLAN CONSULTANT
117.100.64.573.20.41.00 312.50
Total :312.50
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Voucher Date Vendor Invoice PO #Description/Account Amount
213656 4/9/2015 074437 ALLIANT INSURANCE SERVICES INC 04/01/2015 2015 Q1 Retiree medical program
2015 Q1 Retiree medical program
001.000.22.518.10.41.00 4,974.48
Total :4,974.48
213657 4/9/2015 001030 ALLIED SYSTEMS PRODUCTS INC IN124227 SUPPLIES
SUPPLIES
001.000.23.512.50.31.00 20.15
Total :20.15
213658 4/9/2015 065568 ALLWATER INC 040315027 WWTP - DRINKING WATER
cooler rental
423.000.76.535.80.31.00 9.00
water
423.000.76.535.80.31.00 19.90
9.5% Sales Tax
423.000.76.535.80.31.00 0.86
Total :29.76
213659 4/9/2015 073626 ALPHA ECOLOGICAL 2530421 PS - Bi Mo Maint Agreement
PS - Bi Mo Maint Agreement
001.000.66.518.30.48.00 108.41
Total :108.41
213660 4/9/2015 074695 AMERICAN MESSAGING W4101046PD Water Watch Pager Fees
Water Watch Pager Fees
421.000.74.534.80.42.00 20.60
Total :20.60
213661 4/9/2015 069751 ARAMARK UNIFORM SERVICES 198794507 WWTP - UNIFORMS, MATS & TOWELS
uniforms
423.000.76.535.80.24.00 3.80
mats & towels
423.000.76.535.80.41.11 79.34
9.5% Sales Tax
423.000.76.535.80.24.00 0.36
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213661 4/9/2015 (Continued)069751 ARAMARK UNIFORM SERVICES
9.5% Sales Tax
423.000.76.535.80.41.11 7.54
PARKS MAINT UNIFORM SERVICE1987945808
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00 40.95
Total :131.99
213662 4/9/2015 001801 AUTOMATIC WILBERT VAULT CO 37379 ROUGH BOX - CROW
ROUGH BOX - CROW
130.000.64.536.20.34.00 430.00
Total :430.00
213663 4/9/2015 074640 B2C PUBLISHING 2128 TOURISM AD IN BLUE CITY MONTHLY APRIL 20
Tourism promotion ad in Blue City
120.000.31.575.42.41.40 625.00
Total :625.00
213664 4/9/2015 069076 BACKGROUND INVESTIGATIONS INC COE0315 New Employee Background checks
New Employee Background checks
001.000.22.518.10.41.00 232.00
Total :232.00
213665 4/9/2015 072775 BAVCO 703505 Fac Maint - Repair Kits
Fac Maint - Repair Kits
001.000.66.518.30.31.00 447.20
Freight
001.000.66.518.30.31.00 10.00
9.5% Sales Tax
001.000.66.518.30.31.00 43.43
Total :500.63
213666 4/9/2015 074307 BLUE STAR GAS 3773 Fleet Auto Propane 249.6 Gal
Fleet Auto Propane 249.6 Gal
511.000.77.548.68.34.12 355.14
Fleet Auto Propane 356 Gal3796
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213666 4/9/2015 (Continued)074307 BLUE STAR GAS
Fleet Auto Propane 356 Gal
511.000.77.548.68.34.12 479.77
Total :834.91
213667 4/9/2015 002500 BLUMENTHAL UNIFORMS & EQUIP 129185 INV#129185 - EDMONDS PD - SACKVILLE
DOUBLE CUFF CASE
001.000.41.521.71.24.00 34.95
BATON HOLDER
001.000.41.521.71.24.00 10.50
BELT KEEPER
001.000.41.521.71.24.00 14.95
TACTICAL HARNESS
001.000.41.521.71.24.00 37.95
MAG POUCH
001.000.41.521.71.24.00 35.95
BELT KEEPERS/D-RING
001.000.41.521.71.24.00 21.95
DUTY BELT
001.000.41.521.71.24.00 52.95
BELT LINER
001.000.41.521.71.24.00 25.95
9.5% Sales Tax
001.000.41.521.71.24.00 22.34
INV#129259 - EDMONDS PD - DAWSON129259
CORPORAL CHEVRONS
001.000.41.521.70.24.00 8.85
9.5% Sales Tax
001.000.41.521.70.24.00 1.55
SEW CHEVRONS ON SHIRT
001.000.41.521.70.24.00 7.50
Total :275.39
213668 4/9/2015 074849 BOMAR, RICK 4715 TRAVEL REFUND FOR STAFF COURT TRAINING
TRAVEL REFUND FOR STAFF COURT TRAINING
001.000.23.523.30.43.00 115.13
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :115.132136684/9/2015 074849 074849 BOMAR, RICK
213669 4/9/2015 067391 BRAT WEAR 14636 INV#14636 - EDMONDS PD - HWANG
DUTY JACKET W/FLEECE LINER
001.000.41.521.22.24.00 375.00
EMBROIDER NAME ON JACKET/LINER
001.000.41.521.22.24.00 16.00
L/S UNIFORM SHIRTS
001.000.41.521.22.24.00 128.00
S/S UNIFORM SHIRTS
001.000.41.521.22.24.00 118.00
UNIFORM SHIRTS
001.000.41.521.22.24.00 178.00
SAFETY VEST - POLICE
001.000.41.521.22.24.00 39.00
9.5% Sales Tax
001.000.41.521.22.24.00 81.13
INV#14637 - EDMONDS PD - HWANG14637
JUMPSUIT W/NAME
001.000.41.521.22.24.00 515.00
9.5% Sales Tax
001.000.41.521.22.24.00 48.93
Total :1,499.06
213670 4/9/2015 074442 CAPITAL ONE 8941 Street/Storm - Supplies
Street/Storm - Supplies
422.000.72.531.90.31.00 24.08
Street/Storm - Supplies
111.000.68.542.90.31.00 24.08
Total :48.16
213671 4/9/2015 003510 CENTRAL WELDING SUPPLY RN03151006 HELIUM TANK RENTAL GYMNASTICS
HELIUM TANK RENTAL GYMNASTICS
001.000.64.571.28.45.00 12.75
9.5% Sales Tax
001.000.64.571.28.45.00 1.21
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213671 4/9/2015 (Continued)003510 CENTRAL WELDING SUPPLY
WWTP - SUPPLIES, GASESRN03151007
nitrogen, oxygen & carbon monoxide
423.000.76.535.80.31.11 74.25
9.5% Sales Tax
423.000.76.535.80.31.11 7.05
Total :95.26
213672 4/9/2015 063902 CITY OF EVERETT I15000745 Water Quality Water Lab Analysis
Water Quality Water Lab Analysis
421.000.74.534.80.41.00 567.00
Total :567.00
213673 4/9/2015 019215 CITY OF LYNNWOOD 11388 INV#11388 CUST#47 - EDMONDS PD
PRISONER R&B JAN 2015
001.000.39.523.60.51.00 1,868.83
INV#11389 CUST#47 - EDMONDS PD11389
PRISONER R&B FEB 2015
001.000.39.523.60.51.00 404.17
Total :2,273.00
213674 4/9/2015 073617 CLIFTON, AMBER 4615 TRAVEL REFUND FOR STAFF TRAINING
TRAVEL REFUND FOR STAFF TRAINING
001.000.23.512.50.43.00 27.97
Total :27.97
213675 4/9/2015 004095 COASTWIDE LABS GW2747320 PM LINERS
PM LINERS
001.000.64.576.80.31.00 571.34
9.5% Sales Tax
001.000.64.576.80.31.00 54.28
WWTP - SUPPLIES, OFFICEGW2758564
jumbo 2 ply
423.000.76.535.80.31.23 57.88
9.5% Sales Tax
423.000.76.535.80.31.23 5.50
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213675 4/9/2015 (Continued)004095 COASTWIDE LABS
PM ACCLAIM, BRAWNY, SEAT COVER, SCOURINGNW2747320
PM ACCLAIM, BRAWNY, SEAT COVER,
001.000.64.576.80.31.00 300.97
9.5% Sales Tax
001.000.64.576.80.31.00 28.59
PM ACCLAIMNW2747320-1
PM ACCLAIM
001.000.64.576.80.31.00 184.98
9.5% Sales Tax
001.000.64.576.80.31.00 17.57
Total :1,221.11
213676 4/9/2015 064369 CODE PUBLISHING CO 49419 EDMONDS CITY CODE WEB HOSTING
Web Hosting 04/2015-04/2016
001.000.25.514.30.48.00 350.00
Total :350.00
213677 4/9/2015 075089 COMPUCOM SYSTEMS 62717979 ADOBE ACROBAT XI PRO LICENSE
Adobe Acrobat XI Pro license for Police
001.000.41.521.11.31.00 253.28
9.5% Sales Tax
001.000.41.521.11.31.00 24.06
Total :277.34
213678 4/9/2015 065683 CORRY'S FINE DRY CLEANING MAR 2015 DRY CLEANING FEB/MAR - EDMONDS PD
CLEANING/LAUNDRY FEB/MAR 2015
001.000.41.521.22.24.00 651.16
Total :651.16
213679 4/9/2015 005965 CUES INC 428602 Sewer - Repair Parts
Sewer - Repair Parts
423.000.75.535.80.48.00 383.80
Labor
423.000.75.535.80.48.00 105.00
Freight
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213679 4/9/2015 (Continued)005965 CUES INC
423.000.75.535.80.48.00 20.22
9.5% Sales Tax
423.000.75.535.80.48.00 38.39
Total :547.41
213680 4/9/2015 072278 CUETER, THAYER 19703 TURTLES 19703 LET'S TALK TURTLES INSTRUCTOR FEE
19703 LET'S TALK TURTLES INSTRUCTOR FEE
001.000.64.571.22.41.00 22.00
Total :22.00
213681 4/9/2015 006200 DAILY JOURNAL OF COMMERCE 3298743 E5KA.RFQ FOR CONSULTANT SERVICES
E5KA.RFQ for Consultant Services
421.000.74.594.34.41.10 409.50
Total :409.50
213682 4/9/2015 061570 DAY WIRELESS SYSTEMS - 03 382855 INV#382855 - EDMONDS PD
CALIBRATE #GHD-02444
001.000.41.521.22.48.00 70.00
CALIBRATE #GHD-03892
001.000.41.521.22.48.00 70.00
CALIBRATE #GHD-14989
001.000.41.521.22.48.00 70.00
CALIBRATE #GHD-15003
001.000.41.521.22.48.00 70.00
CALIBRATE #PL22598
001.000.41.521.22.48.00 70.00
FUEL SURCHARGE
001.000.41.521.22.48.00 10.00
9.5% Sales Tax
001.000.41.521.22.48.00 34.20
Total :394.20
213683 4/9/2015 047450 DEPT OF INFORMATION SERVICES 2015030057 CUSTOMER ID# D200-0
Scan Services for March 2015
001.000.31.518.88.42.00 940.00
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :940.002136834/9/2015 047450 047450 DEPT OF INFORMATION SERVICES
213684 4/9/2015 064531 DINES, JEANNIE 15-3533 COUNCIL MINUTES 3/10/15
3/10/2015 CITY COUNCIL MINUTES
001.000.25.514.30.41.00 336.60
Minutes for 2015 Council Retreat15-3538
Minutes for 2015 Council Retreat
001.000.11.511.60.41.00 465.30
INV#15-3539 - EDMONDS PD15-3539
TRANSCRIPTION CASE #15-0245
001.000.41.521.21.41.00 29.70
TRANSCRIPTION CASE #14-4051
001.000.41.521.21.41.00 33.00
TRANSCRIPTION CASE #14-5001
001.000.41.521.21.41.00 92.40
TRANSCRIPTION CASE #IA15-001
001.000.41.521.10.41.00 191.40
Total :1,148.40
213685 4/9/2015 064640 DMCMA 0430156 COURT TRAINING FOR STAFF JOAN, AMBER,
COURT TRAINING FOR STAFF JOAN, AMBER,
001.000.23.512.50.49.00 175.00
COURT TRAINING FOR STAFF RICK & RENEE
001.000.23.523.30.49.00 50.00
COURT MANAGERS ANNUAL CONFERENCE52015
COURT MANAGERS ANNUAL CONFERENCE
001.000.23.512.50.49.00 100.00
Total :325.00
213686 4/9/2015 007253 DUNN LUMBER 3081193 PM LUMBER
PM LUMBER
001.000.64.576.80.31.00 630.98
9.5% Sales Tax
001.000.64.576.80.31.00 59.94
Total :690.92
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Voucher Date Vendor Invoice PO #Description/Account Amount
213687 4/9/2015 069605 EAGLE EYE CONSULTING ENGINEERS 2015-EDM-JAN CONSULTING FEES
consulting fees
001.000.62.524.20.41.00 2,530.00
Total :2,530.00
213688 4/9/2015 071842 EATON CORPORATION 41838168 WWTP - PROFESSIONAL SERVICE, ELECTRIC
Engineering Service, Modifications to
423.000.76.535.80.41.22 2,012.00
Total :2,012.00
213689 4/9/2015 075207 EDMONDS 2020 LLC CRA20150025 APPLICATION IN DUPLICATE
Application fee paid in duplicate
001.000.257.620 155.00
Total :155.00
213690 4/9/2015 007675 EDMONDS AUTO PARTS 46223 PM 8 PC TAMPER RESIST, 100 PC BIT SET
PM 8 PC TAMPER RESIST, 100 PC BIT SET
001.000.64.576.80.31.00 36.98
9.5% Sales Tax
001.000.64.576.80.31.00 3.51
PM SKT HOLD, MAG SKT HLDR, COMB WR, IMPA46228
PM SKT HOLD, MAG SKT HLDR, COMB WR,
001.000.64.576.80.31.00 159.46
9.5% Sales Tax
001.000.64.576.80.31.00 15.15
PM 1/4 MAG SKT HODR-G46296
PM 1/4 MAG SKT HODR
001.000.64.576.80.31.00 19.39
9.5% Sales Tax
001.000.64.576.80.31.00 1.84
Total :236.33
213691 4/9/2015 075213 EDMONDS CHURCH OF GOD 2015-024 E4CD.MEETING ROOM RENTAL FOR PUBLIC MTG
E4CD.Meeting room rental for public
112.200.68.595.33.41.00 72.50
Total :72.50
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213692 4/9/2015 007850 EDMONDS COMMUNITY COLLEGE 5158 HORT DILL 5158 HORT 108 DECIDUOUS ID DILL, DEBRA
5158 HORT 108 DECIDUOUS ID DILL, DEBRA
001.000.64.576.80.49.00 585.55
Total :585.55
213693 4/9/2015 008410 EDMONDS PRINTING CO R24857 Utility Billing Door Hangers (250)
Utility Billing Door Hangers (250)
421.000.74.534.80.31.00 26.00
Utility Billing Door Hangers (250)
423.000.75.535.80.31.00 26.00
Utility Billing Door Hangers (250)
422.000.72.531.90.31.00 26.00
9.5% Sales Tax
421.000.74.534.80.31.00 2.47
9.5% Sales Tax
423.000.75.535.80.31.00 2.47
9.5% Sales Tax
422.000.72.531.90.31.00 2.47
Total :85.41
213694 4/9/2015 069878 EDMONDS-WESTGATE VET HOSPITAL 209986 INV#209986 CLIENT #5118 - EDMONDS PD
SPAY DOG - IMPOUND #9174
001.000.41.521.70.49.01 97.50
Total :97.50
213695 4/9/2015 075200 EDUARDO ZALDIBAR 7585 INTERPRETER FEE
INTERPRETER FEE
001.000.23.512.50.41.01 106.83
Total :106.83
213696 4/9/2015 031060 ELECSYS INTERNATIONAL CORP 1335901 RADIX MONTHLY MAINT AGREEMENT
Radix Monthly Maint Agreement - April
421.000.74.534.80.48.00 152.00
RADIX MONTHLY MAINT AGREEMENT134543
Radix Monthly Maint Agreement - May
421.000.74.534.80.48.00 152.00
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :304.002136964/9/2015 031060 031060 ELECSYS INTERNATIONAL CORP
213697 4/9/2015 008812 ELECTRONIC BUSINESS MACHINES 112003 1 P&R COPIER C5051 #A7027
P&R COPIER C5051 #A7027
001.000.64.571.21.45.00 155.38
CUST# MK5533 C5051 GQM52286 COPIER112004
Meter charges 02/28/15 B&W, Color copies
001.000.31.514.23.48.00 89.13
9.5% Sales Tax
001.000.31.514.23.48.00 8.47
CITY CLERKS METER READ 3/28/15112008
City Clerks Copier Meter Read 3/28/2015
001.000.25.514.30.45.00 402.87
9.5% Sales Tax
001.000.25.514.30.45.00 38.27
COPIER CHARGES C1030112204
Copier charges for C1030
001.000.61.557.20.45.00 10.01
Copier charges for C1030
001.000.22.518.10.45.00 10.01
Copier charges for C1030
001.000.21.513.10.45.00 9.99
9.5% Sales Tax
001.000.61.557.20.45.00 0.95
9.5% Sales Tax
001.000.22.518.10.45.00 0.95
9.5% Sales Tax
001.000.21.513.10.45.00 0.95
Total :726.98
213698 4/9/2015 064733 ENVIROSORB COMPANY 105065 Storm - Booms
Storm - Booms
422.000.72.531.10.31.00 550.00
Freight
422.000.72.531.10.31.00 25.00
9.5% Sales Tax
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213698 4/9/2015 (Continued)064733 ENVIROSORB COMPANY
422.000.72.531.10.31.00 54.63
Total :629.63
213699 4/9/2015 009350 EVERETT DAILY HERALD EDH621807 E5KA.RFQ FOR CONSULTANT SERVICES
E5KA.RFQ for Consultant Services
421.000.74.594.34.41.10 178.88
Total :178.88
213700 4/9/2015 066378 FASTENAL COMPANY WAMOU35334 Fleet Shop Supplies
Fleet Shop Supplies
511.000.77.548.68.31.20 21.78
9.5% Sales Tax
511.000.77.548.68.31.20 2.06
Total :23.84
213701 4/9/2015 071026 FASTSIGNS OF LYNNWOOD 443 16291 REPLACEMENT TAGS FOR CORNER PARKS
REPLACEMENT TAGS FOR CORNER PARKS
127.000.64.575.50.31.00 11.00
9.5% Sales Tax
127.000.64.575.50.31.00 1.05
Total :12.05
213702 4/9/2015 070855 FLEX PLAN SERVICES INC 10017546 Flex Plan March monthly fee
Flex Plan March monthly fee
001.000.22.518.10.41.00 82.10
Total :82.10
213703 4/9/2015 075208 FRALEY-MONILLAS, ADRIENNE 3/13-14-2015 Refreshments for 2015 Council Retreat
Refreshments for 2015 Council Retreat
001.000.11.511.60.31.00 151.47
Total :151.47
213704 4/9/2015 011900 FRONTIER 253-003-6887 LIFT STATION #6 VG SPECIAL ACCESS LINES
LIFT STATION #6 VG SPECIAL ACCESS LINES
423.000.75.535.80.42.00 41.67
WWTP AUTO DIALER - 1 VOICE GRADE253-012-9189
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213704 4/9/2015 (Continued)011900 FRONTIER
WWTP AUTO DIALER - 1 VOICE GRADE
423.000.76.535.80.42.00 41.08
WWTP TELEMETRY - 8 VOICEGRADE SPECIAL253-017-7256
WWTP TELEMETRY - 8 VOICEGRADE SPECIAL
423.000.76.535.80.42.00 217.18
MEADOWDALE PRESCHOOL PHONE & PM IP425-745-5055
MEADOWDALE PRESCHOOL PHONE
001.000.64.571.29.42.00 88.32
PARKS MAINT IP LINE (10 + TAX)
001.000.66.518.30.42.00 10.95
FIRE STATION #16 ALARM AND FAX LINES425-771-0158
FIRE STATION #16 ALARM AND FAX LINES
001.000.66.518.30.42.00 128.11
WWTP AUTO DIALER - 1 BUSINESS LINE425-771-5553
WWTP AUTO DIALER - 1 BUSINESS LINE
423.000.76.535.80.42.00 110.15
CITY HALL ALARM LINES 121 5TH AVE N425-776-6829
CITY HALL FIRE AND INTRUSION ALARM
001.000.66.518.30.42.00 128.11
Total :765.57
213705 4/9/2015 075163 GARCIA-GARCIA, CESAR 7589 INTERPRETER FEE
INTERPRETER FEE
001.000.23.512.50.41.01 105.59
INTERPRETER FEE7659
INTERPRETER FEE
001.000.23.523.30.41.01 105.59
INTERPRETER FEE7957
INTERPRETER FEE
001.000.23.512.50.41.01 105.59
Total :316.77
213706 4/9/2015 073922 GAVIOLA, NIKKA 19630 TAEKWON-DO 19630 TAEKWON-DO INSTRUCTOR FEE
19630 TAEKWON-DO INSTRUCTOR FEE
001.000.64.571.27.41.00 526.50
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :526.502137064/9/2015 073922 073922 GAVIOLA, NIKKA
213707 4/9/2015 073821 GEODESIGN INC 0315-136 E4JA.SERVICES THRU 3/20/15
E4JA.Services thru 3/20/15
421.000.74.594.34.41.10 2,210.30
Total :2,210.30
213708 4/9/2015 012198 GFOA 0153002 MEMBERSHIP 5/1/15 - 4/30/16
Membership 5/1/15 - 4/30/16 S James & D
001.000.31.514.23.49.00 250.00
Total :250.00
213709 4/9/2015 072515 GOOGLE INC 1697459934 BILLING ID# 5030-2931-5908
Google Apps - Mar-2015
001.000.31.518.88.48.00 386.15
Total :386.15
213710 4/9/2015 012199 GRAINGER 9700113716 PM SPLIT JAW CLAMP METER
PM SPLIT JAW CLAMP METER
001.000.64.576.80.31.00 149.35
9.2% Sales Tax
001.000.64.576.80.31.00 13.74
PM PLIERS9700149249
PM PLIERS
001.000.64.576.80.31.00 40.69
9.5% Sales Tax
001.000.64.576.80.31.00 3.88
FAC - Impeller, Seal Bearing Assembly,9703187204
FAC - Impeller, Seal Bearing Assembly,
001.000.66.518.30.31.00 594.21
Freight
001.000.66.518.30.31.00 63.50
9.5% Sales Tax
001.000.66.518.30.31.00 62.49
Total :927.86
213711 4/9/2015 012233 GRAYBAR ELECTRIC CO INC 978058671 WWTP - REPAIR/MAINTENANCE, ELECTRIC
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213711 4/9/2015 (Continued)012233 GRAYBAR ELECTRIC CO INC
hoffman enclosures,
423.000.76.535.80.48.22 502.09
Freight
423.000.76.535.80.48.22 25.00
9.5% Sales Tax
423.000.76.535.80.48.22 50.07
Total :577.16
213712 4/9/2015 012560 HACH COMPANY 9301859 WWTP - SUPPLIES, LAB
lab supplies
423.000.76.535.80.31.31 886.74
Freight
423.000.76.535.80.31.31 52.77
9.5% Sales Tax
423.000.76.535.80.31.31 89.25
WWTP - SUPPLIES, LAB9310686
pipet tips
423.000.76.535.80.31.31 57.78
9.5% Sales Tax
423.000.76.535.80.31.31 5.49
Total :1,092.03
213713 4/9/2015 075212 HARVEY, CAROLYN REFUND LATE FEE REFUND OVERPMT OF LATE FEE - DOG LICENSE
REFUND OF OVERPMT OF LATE FEE~
001.000.322.30.000.00 8.00
Total :8.00
213714 4/9/2015 067862 HOME DEPOT CREDIT SERVICES 161674 WWTP - SUPPLIES, OPERATIONS
penlime 30#
423.000.76.535.80.31.11 355.54
9.5% Sales Tax
423.000.76.535.80.31.11 33.78
WWTP - SUPPLIES, OPERATIONS2973245
soild sweet
423.000.76.535.80.31.11 237.15
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213714 4/9/2015 (Continued)067862 HOME DEPOT CREDIT SERVICES
Freight
423.000.76.535.80.31.11 79.00
9.5% Sales Tax
423.000.76.535.80.31.11 30.03
WWTP - SUPPLIES, MECHANICAL9082748
poly sheet
423.000.76.535.80.31.21 22.60
9.5% Sales Tax
423.000.76.535.80.31.21 2.15
Total :760.25
213715 4/9/2015 073548 INDOFF INCORPORATED 2604180 OFFICE SUPPLIES- COPY PAPER
office supplies- copy paper
001.000.62.524.10.31.00 163.89
9.5% Sales Tax
001.000.62.524.10.31.00 15.57
DRY ERASE BOARD2604258
Dry Erase Board
001.000.25.514.30.31.00 29.89
9.5% Sales Tax
001.000.25.514.30.31.00 2.84
OFFICE SUPPLIES- PAPER2604302
office supplies- paper
001.000.62.524.10.31.00 53.00
9.5% Sales Tax
001.000.62.524.10.31.00 5.04
SUPPLIES2604342
SUPPLIES
001.000.23.523.30.31.00 333.28
TAB INDEX DIVIDERS2604955
Business Source Side Tab Index Dividers
001.000.31.514.23.31.00 29.79
9.5% Sales Tax
001.000.31.514.23.31.00 2.83
SUPPLIES2604994
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213715 4/9/2015 (Continued)073548 INDOFF INCORPORATED
SUPPLIES
001.000.23.512.50.31.00 72.04
ACCO MEDIUM BINDER CLIPS2605605
Acco Medium Binder Clips - 12 dz
001.000.31.514.23.31.00 32.28
9.5% Sales Tax
001.000.31.514.23.31.00 3.07
Water/Sewer - Mobile Roll Files2606294
Water/Sewer - Mobile Roll Files
421.000.74.534.80.31.00 261.00
Water/Sewer - Mobile Roll Files
423.000.75.535.80.31.00 261.00
9.5% Sales Tax
421.000.74.534.80.31.00 24.80
9.5% Sales Tax
423.000.75.535.80.31.00 24.79
RECEIVED STAMP REPLACEMENT PADS2606433
Red & Blue Stamp Pads for Received Stamp
001.000.25.514.30.31.00 39.92
9.5% Sales Tax
001.000.25.514.30.31.00 3.79
OFFICE SUPPLIES- MISC2606442
office supplies- misc
001.000.62.524.10.31.00 122.36
9.5% Sales Tax
001.000.62.524.10.31.00 11.62
P&R PAPER PADS FOR CARRIE2607046
P&R PAPER PADS FOR CARRIE
001.000.64.571.21.31.00 46.70
9.5% Sales Tax
001.000.64.571.21.31.00 4.44
SCOTCH MAGIC REMOVABLE TAPE2607120
Scotch Magic removable tape
001.000.31.514.23.31.00 9.95
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213715 4/9/2015 (Continued)073548 INDOFF INCORPORATED
9.5% Sales Tax
001.000.31.514.23.31.00 0.95
CALCULATOR FOR S JAMES2608401
Sharp VX2652H Print Display Calculator
001.000.31.514.23.31.00 128.25
9.5% Sales Tax
001.000.31.514.23.31.00 12.18
WWTP - SUPPLIES, OFFICE2609191
paper and pens
423.000.76.535.80.31.41 78.73
9.5% Sales Tax
423.000.76.535.80.31.41 7.49
WWTP - SUPPLIES, OFFICE2609198
paper
423.000.76.535.80.31.41 37.99
9.5% Sales Tax
423.000.76.535.80.31.41 3.61
WWTP - SUPPLIES, OFFICE2609515
notebooks
423.000.76.535.80.31.41 9.96
9.5% Sales Tax
423.000.76.535.80.31.41 0.95
Total :1,834.00
213716 4/9/2015 063493 JOHNSTONE SUPPLY 13091114-00 FS - Motor
FS - Motor
001.000.66.518.30.31.00 71.42
9.5% Sales Tax
001.000.66.518.30.31.00 6.78
Total :78.20
213717 4/9/2015 072650 KCDA PURCHASING COOPERATIVE 3897461 INV#3897461 ACCT#100828 - EDMONDS PD
10 CASES MULTI USE COPY PAPER
001.000.41.521.10.31.00 237.30
HANDLING FEE
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213717 4/9/2015 (Continued)072650 KCDA PURCHASING COOPERATIVE
001.000.41.521.10.31.00 55.20
9.5% Sales Tax
001.000.41.521.10.31.00 22.54
Total :315.04
213718 4/9/2015 068401 KING CO OFFICE OF FINANCE 54723 WLRD 2014 3rd Trimester Cost Share
WLRD 2014 3rd Trimester Cost Share
422.000.72.531.90.51.00 4,468.50
Total :4,468.50
213719 4/9/2015 067568 KPG INC 311515 E3DB.SERVICES THRU 3/25/15
E3DB.Services thru 3/25/15
112.200.68.595.33.41.00 5,186.57
E3DB.Storm Services thru 3/25/15
112.200.68.595.33.41.00 3,722.06
E3DD.SERVICES THRU 3/25/15311615
E3DD.Services thru 3/25/15
112.200.68.595.33.41.00 14,902.43
Total :23,811.06
213720 4/9/2015 068711 LAWN EQUIPMENT SUPPLY 7014-252 PM REDMAX
PM REDMAX
001.000.64.576.80.31.00 53.45
9.5% Sales Tax
001.000.64.576.80.31.00 5.08
Total :58.53
213721 4/9/2015 075016 LEMAY MOBILE SHREDDING 4432158 SHREDDING SERVICES
Invoice 1148053 03/04/2015
001.000.25.514.30.41.00 4.38
Invoice 1148053 03/04/2015
001.000.31.514.23.41.00 4.38
INV#4432416 ACCT#2185-952778-819 EDMONDS4432416
SHREDDING 2 TOTES 3/25/15
001.000.41.521.10.41.00 8.76
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213721 4/9/2015 (Continued)075016 LEMAY MOBILE SHREDDING
SHRED 8 BOXES @ $3.13 3/25/15
001.000.41.521.10.41.00 25.04
Total :42.56
213722 4/9/2015 072264 LEXIPOL LLC 13317 INV#13317 EDMONDS PD - LEXIPOL SUBSCRIPT
ANNUAL UPDATES 5/1/15-4/30/16
001.000.41.521.40.41.00 3,200.00
Total :3,200.00
213723 4/9/2015 020039 MCMASTER-CARR SUPPLY CO 26855506 WWTP - REPAIR/MAINTENANCE, MECHANICAL &
corrosion resistant aluminum
423.000.76.535.80.48.21 42.03
offset handle scissors
423.000.76.535.80.35.00 20.89
Freight
423.000.76.535.80.48.21 9.27
Total :72.19
213724 4/9/2015 020495 MIDWAY PLYWOOD INC C 64824 Fac Maint - Wood Supplies
Fac Maint - Wood Supplies
001.000.66.518.30.31.00 92.98
9.5% Sales Tax
001.000.66.518.30.31.00 8.83
Total :101.81
213725 4/9/2015 020900 MILLERS EQUIP & RENT ALL INC 207934 PM KM EXT SHAFT CARBON, POLE PRUNER ATT
PM KM EXT SHAFT CARBON, POLE PRUNER ATT
001.000.64.576.80.31.00 296.92
9.5% Sales Tax
001.000.64.576.80.31.00 28.21
Total :325.13
213726 4/9/2015 064570 NATIONAL SAFETY INC 0401629-IN Water - Work Coverall, Jacket
Water - Work Coverall, Jacket
421.000.74.534.80.24.00 143.35
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213726 4/9/2015 (Continued)064570 NATIONAL SAFETY INC
9.5% Sales Tax
421.000.74.534.80.24.00 13.62
Total :156.97
213727 4/9/2015 064006 NORTH WEST INSTRUMENT SERVICES 12795 INV#12795 - EDMONDS PD
ANALYTICAL & PRECISION BALANCE
001.000.41.521.80.41.00 220.00
Sales Tax
001.000.41.521.80.41.00 18.92
Total :238.92
213728 4/9/2015 068451 NORTHEND TRUCK EQUIPMENT INC 1031044 Unit 65 - Repairs
Unit 65 - Repairs
511.000.77.548.68.48.00 753.00
9.5% Sales Tax
511.000.77.548.68.48.00 71.54
Total :824.54
213729 4/9/2015 066391 NORTHSTAR CHEMICAL INC 60373 WWTP - SODIUM BISULFITE
sodium bisulfite
423.000.76.535.80.31.54 858.00
9.5% Sales Tax
423.000.76.535.80.31.54 81.51
Total :939.51
213730 4/9/2015 061013 NORTHWEST CASCADE INC 2-1165815 BRACKETTS LANDING PARK HONEY BUCKET
BRACKETTS LANDING PARK HONEY BUCKET
001.000.64.576.80.45.00 557.50
HICKMAN PARK HONEY BUCKET2-1166133
HICKMAN PARK HONEY BUCKET
001.000.64.576.80.45.00 587.62
YOST PARK HONEY BUCKET2-1166144
YOST PARK HONEY BUCKET
001.000.64.576.80.45.00 309.21
EDMONDS ELEMENTARY HONEY BUCKET2-1172460
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213730 4/9/2015 (Continued)061013 NORTHWEST CASCADE INC
EDMONDS ELEMENTARY HONEY BUCKET
001.000.64.576.80.45.00 111.65
CIVIC FIELD HONEY BUCKET2-1172550
CIVIC FIELD HONEY BUCKET
001.000.64.576.80.45.00 113.85
Total :1,679.83
213731 4/9/2015 025690 NOYES, KARIN 000 00 550 PLANNING BOARD MINUTES
planning board minutes
001.000.62.558.60.41.00 408.00
Total :408.00
213732 4/9/2015 065332 NVL LABORATORIES INC 1501824 FAC - Asbestos Analysis
FAC - Asbestos Analysis
001.000.66.518.30.48.00 30.00
Total :30.00
213733 4/9/2015 063511 OFFICE MAX INC 018684 PM, DISCOVERY, ADMIN SUPPLIES
ADMIN: TISSUES
001.000.64.571.21.31.00 36.20
DISCOVERY: GLOVES
001.000.64.571.23.31.00 19.12
PM: PAPER PADS, PENCILS, BNDR,
001.000.64.576.80.31.00 45.61
PM CUTLESS WATERSHD, PAPER, NOTE PAD, PE051005
PM CUTLESS WATERSHD, PAPER, NOTE PAD,
001.000.64.576.80.31.00 97.17
9.5% Sales Tax
001.000.64.576.80.31.00 9.23
WOTS LABELS051511
WOTS LABELS
117.100.64.573.20.31.00 44.64
9.5% Sales Tax
117.100.64.573.20.31.00 4.24
CEMETERY LABELS991227
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213733 4/9/2015 (Continued)063511 OFFICE MAX INC
CEMETERY LABELS
130.000.64.536.50.31.00 15.36
9.5% Sales Tax
130.000.64.536.50.31.00 1.46
Total :273.03
213734 4/9/2015 073896 OLYMPIC BRAKE SUPPLY 2-292145 Unit 93 - Brake Parts
Unit 93 - Brake Parts
511.000.77.548.68.31.10 443.41
9.5% Sales Tax
511.000.77.548.68.31.10 42.12
Unit 93 - Oil Seal2-292162
Unit 93 - Oil Seal
511.000.77.548.68.31.10 14.50
9.5% Sales Tax
511.000.77.548.68.31.10 1.38
Total :501.41
213735 4/9/2015 026200 OLYMPIC VIEW WATER DISTRICT 0054671 HICKMAN PARK IRRIGATION
HICKMAN PARK IRRIGATION
001.000.64.576.80.47.00 17.18
HICKMAN PARK DRINKING FOUNTAIN & SPRINKL0060860
HICKMAN PARK DRINKING FOUNTAIN &
001.000.64.576.80.47.00 89.53
Total :106.71
213736 4/9/2015 072739 O'REILLY AUTO PARTS 9636 Unit 66 - Fuel Cap
Unit 66 - Fuel Cap
511.000.77.548.68.31.10 6.22
Unit 133 - V Belt
511.000.77.548.68.31.10 24.09
Unit 45 - Marker Light
511.000.77.548.68.31.10 8.74
Total :39.05
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213737 4/9/2015 002203 OWEN EQUIPMENT COMPANY 00075158 Unit 106 - Relief Valve
Unit 106 - Relief Valve
511.000.77.548.68.31.10 401.42
Freight
511.000.77.548.68.31.10 17.75
9.5% Sales Tax
511.000.77.548.68.31.10 39.83
Total :459.00
213738 4/9/2015 074751 PACIFIC COAST MEMORIALS 15-0954 CEMETERY FOUR WHEEL HAND TRUCK
CEMETERY FOUR WHEEL HAND TRUCK
130.000.64.536.50.31.00 675.00
Total :675.00
213739 4/9/2015 027060 PACIFIC TOPSOILS 190997 Storm Dump Fees
Storm Dump Fees
422.000.72.531.10.49.00 96.00
Storm Dump Fees191015
Storm Dump Fees
422.000.72.531.10.49.00 96.00
Storm Dump Fees191023
Storm Dump Fees
422.000.72.531.10.49.00 96.00
Storm Dump Fees191031
Storm Dump Fees
422.000.72.531.10.49.00 96.00
Storm Dump Fees191040
Storm Dump Fees
422.000.72.531.10.49.00 96.00
Total :480.00
213740 4/9/2015 070962 PAULSONS TOWING INC 106834 INV#106834 - EDMONDS PD
TOW SUBARU IMPRESA #ATA5379
001.000.41.521.22.41.00 166.00
9.5% Sales Tax
001.000.41.521.22.41.00 15.77
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Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :181.772137404/9/2015 070962 070962 PAULSONS TOWING INC
213741 4/9/2015 074793 PETDATA INC 4213 INV#4213 - EDMONDS PD - MARCH 2015
82 ONE YR PET LICENSES
001.000.41.521.70.41.00 319.80
2 REPLACEMENT TAGS
001.000.41.521.70.41.00 7.80
4 LATE FEES COLLECTED
001.000.41.521.70.41.00 10.00
Total :337.60
213742 4/9/2015 007800 PETTY CASH Jan1-Apr02 JAN THRU APR02 PETTY CASH
Dish Washing Detergent for Dev.
001.000.62.524.10.31.00 5.46
Parking fee for ICS-300 Seminar in
001.000.62.524.20.49.00 40.00
Food for Assessors-Sergeant Assessment
001.000.22.521.10.41.00 47.83
Map pins and fasteners for DS Open House
001.000.62.524.10.31.00 21.79
Mileage and Parking for WABO conference
001.000.62.524.10.43.00 36.18
Total :151.26
213743 4/9/2015 008400 PETTY CASH 1ST QTR 2015 ADM PC 1ST QUARTER 2015 POLICE ADMIN PETTY CASH
4 BREAKFASTS WHILE AT TRAINING
001.000.41.521.40.43.00 29.67
BALLOONS FOR RANGE TRAINING
001.000.41.521.40.31.00 4.36
BALOONS FOR RANGE TRAINING
001.000.41.521.40.31.00 7.63
PARKING - MEETING WITH SNOHOMISH COUNTY
001.000.41.521.21.43.00 3.00
PAPER PLATES FOR RETIREMENT &AWARDS
001.000.41.521.10.31.00 13.90
BREAKFAST AT 3/26/15 SCSPCA BREAKFAST
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213743 4/9/2015 (Continued)008400 PETTY CASH
001.000.41.521.10.43.00 12.00
INDEX DIVIDERS FOR CASE NOTEBOOK
001.000.41.521.10.31.00 13.12
BREAKFAST @ SCSPCA BREAKFAST MEETING
001.000.41.521.10.43.00 30.00
FERRY TO/FM WHIDBEY FOR BACKGROUND
001.000.41.521.10.43.00 16.60
PARKING - E911 MEETING IN EVERETT
001.000.41.521.10.43.00 6.00
FUEL FOR CHIEF'S FLEET CAR
001.000.41.521.10.43.00 10.00
Total :146.28
213744 4/9/2015 062296 PETTY CASH 040715 WWTP - PETTY CASH
lab supplies, lighter
423.000.76.535.80.31.31 3.99
key fob replacement
423.000.76.535.80.49.00 72.40
communications, computer usage
423.000.76.535.80.42.00 60.22
facilities, repair
423.000.76.535.80.48.21 16.20
9.5% Sales Tax
423.000.76.535.80.48.21 1.54
9.5% Sales Tax
423.000.76.535.80.31.31 0.38
Total :154.73
213745 4/9/2015 073546 PITNEY BOWES RESERVE ACCOUNT 04082015 REPLENISH POSTAGE METER
Replenish Postage Meter
001.000.25.514.30.42.00 8,000.00
Total :8,000.00
213746 4/9/2015 028860 PLATT ELECTRIC SUPPLY INC G146331 WWTP - SUPPLIES, ELECTRIC
electric supplies
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213746 4/9/2015 (Continued)028860 PLATT ELECTRIC SUPPLY INC
423.000.76.535.80.31.22 -1,259.11
9.5% Sales Tax
423.000.76.535.80.31.22 -119.62
WWTP - SUPPLIES, ELECTRICG146331a
electric supplies
423.000.76.535.80.31.22 1,089.17
9.5% Sales Tax
423.000.76.535.80.31.22 103.47
WWTP - SUPPLIES, ELECTRICG158836
electric supplies
423.000.76.535.80.31.22 1,259.11
9.5% Sales Tax
423.000.76.535.80.31.22 119.62
FAC - PartsG373278
FAC - Parts
001.000.66.518.30.31.00 159.84
9.5% Sales Tax
001.000.66.518.30.31.00 15.18
Fac Maint - PartsG421584
Fac Maint - Parts
001.000.66.518.30.31.00 32.72
9.5% Sales Tax
001.000.66.518.30.31.00 3.11
Library - SuppliesG439896
Library - Supplies
001.000.66.518.30.31.00 100.86
9.5% Sales Tax
001.000.66.518.30.31.00 9.58
Fac Maint - PartsG508648
Fac Maint - Parts
001.000.66.518.30.31.00 380.02
9.5% Sales Tax
001.000.66.518.30.31.00 36.10
Total :1,930.05
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213747 4/9/2015 064088 PROTECTION ONE 2445047 ALARM MONITORING SENIOR CENTER
ALARM MONITORING SENIOR CENTER 220
001.000.66.518.30.42.00 116.67
ALARM MONITORING CITY HALL31146525
ALARM MONITORING CITY HALL 121 5TH AVE N
001.000.66.518.30.42.00 46.89
Total :163.56
213748 4/9/2015 046900 PUGET SOUND ENERGY 200000704821 FRANCES ANDERSON CENTER 700 MAIN ST / ME
FRANCES ANDERSON CENTER 700 MAIN ST /
001.000.66.518.30.47.00 1,853.12
YOST PARK/POOL 9535 BOWDOIN WAY / METER200002411383
YOST PARK/POOL 9535 BOWDOIN WAY / METER
001.000.64.576.80.47.00 151.92
OLD PUBLIC WORKS 200 DAYTON ST / METER 0200007876143
OLD PUBLIC WORKS 200 DAYTON ST / METER
421.000.74.534.80.47.00 357.50
FIRE STATION # 16 8429 196TH ST SW / MET200009595790
FIRE STATION # 16 8429 196TH ST SW /
001.000.66.518.30.47.00 527.95
FIRE STATION #20 23009 88TH AVE W / METE200011439656
FIRE STATION #20 23009 88TH AVE W /
001.000.66.518.30.47.00 207.60
CIVIC CENTER 250 5TH AVE N / METER 00052200016558856
CIVIC CENTER 250 5TH AVE N / METER
001.000.66.518.30.47.00 612.59
FIRE STATION #17 275 6TH AVE N / METER 0200016815843
FIRE STATION #17 275 6TH AVE N / METER
001.000.66.518.30.47.00 888.20
FLEET MAINTENANCE BAY 21105 72ND AVE W /200017676343
FLEET MAINTENANCE BAY 21105 72ND AVE W
511.000.77.548.68.47.00 358.08
MEADOWDALE CLUBHOUSE 6801 N MEADOWDALE R200019375639
MEADOWDALE CLUBHOUSE 6801 N MEADOWDALE
001.000.66.518.30.47.00 279.70
SNO-ISLE LIBRARY 650 MAIN ST / METER 001200019895354
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213748 4/9/2015 (Continued)046900 PUGET SOUND ENERGY
SNO-ISLE LIBRARY 650 MAIN ST / METER
001.000.66.518.30.47.00 333.85
PUBLIC WORKS OMC 7110 210TH ST SW / METE200020415911
PUBLIC WORKS OMC 7110 210TH ST SW /
001.000.65.518.20.47.00 28.04
PUBLIC WORKS OMC 7110 210TH ST SW /
111.000.68.542.90.47.00 106.55
PUBLIC WORKS OMC 7110 210TH ST SW /
421.000.74.534.80.47.00 106.55
PUBLIC WORKS OMC 7110 210TH ST SW /
423.000.75.535.80.47.10 106.55
PUBLIC WORKS OMC 7110 210TH ST SW /
511.000.77.548.68.47.00 106.55
PUBLIC WORKS OMC 7110 210TH ST SW /
422.000.72.531.90.47.00 106.57
CITY PARK BUILDING 600 3RD AVE S / METER200024711901
CITY PARK BUILDING 600 3RD AVE S /
001.000.66.518.30.47.00 215.52
Total :6,346.84
213749 4/9/2015 030695 PUMPTECH INC 0092730-IN Sewer - LS 7 Pump 2 - Replacement Pump
Sewer - LS 7 Pump 2 - Replacement Pump
423.000.75.594.35.64.00 14,085.00
9.5% Sales Tax
423.000.75.594.35.64.00 1,338.08
Total :15,423.08
213750 4/9/2015 070955 R&R STAR TOWING 97436 INV#97436 - EDMONDS PD
TOW 2000 CHEVROLET #AGB4774
001.000.41.521.22.41.00 166.00
9.5% Sales Tax
001.000.41.521.22.41.00 15.77
Total :181.77
213751 4/9/2015 075031 REECE, CARLY 3/24-3/31 GYM ATTEND 3/24-3/31/15 VOLLEYBALL GYM ATTENDANT
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213751 4/9/2015 (Continued)075031 REECE, CARLY
3/24-3/31/15 VOLLEYBALL GYM ATTENDANT
001.000.64.571.25.41.00 70.00
Total :70.00
213752 4/9/2015 075211 ROCKLER WOODWORKING & HARDWARE2789881 Fac Maint - Replacement Table Saw and
Fac Maint - Replacement Table Saw and
001.000.66.518.30.35.00 5,594.98
9.5% Sales Tax
001.000.66.518.30.35.00 531.55
Total :6,126.53
213753 4/9/2015 064769 ROMAINE ELECTRIC 5-003688 Fleet - Auto Parts
Fleet - Auto Parts
511.000.77.548.68.31.10 200.84
Total :200.84
213754 4/9/2015 069062 RONGERUDE, JOHN 8115 PUBLIC DEFENER FEE
PUBLIC DEFENER FEE
001.000.39.512.52.41.00 2,400.00
Total :2,400.00
213755 4/9/2015 071467 S MORRIS COMPANY MAR 2015 INVOICE 3/28/15 ACCT#70014 - EDMONDS PD
#161700 4 NPC - 3/05/15
001.000.41.521.70.41.00 46.84
#163673 4 NPC - 3/19/15
001.000.41.521.70.41.00 46.84
Total :93.68
213756 4/9/2015 071979 SACKVILLE, JODI L 03/31/2015 Overtime Refund for sick leave buy back
Overtime Refund for sick leave buy back
001.000.41.521.71.11.00 66.80
Overtime Refund for sick leave buy back04/01/2015
Overtime Refund for sick leave buy back
001.000.41.521.71.11.00 100.20
Overtime Refund for sick leave buy back4/1/15
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213756 4/9/2015 (Continued)071979 SACKVILLE, JODI L
Overtime Refund for sick leave buy back
001.000.41.521.71.11.00 66.80
Total :233.80
213757 4/9/2015 072725 SAGACITY CUSTOM PUBLISHING 2015-7516-2 WASHINGTON STATE VISITOR'S GUIDE 1/6 SHA
Tourism promotion ad in 2015 Washington
120.000.31.575.42.41.40 1,082.50
Total :1,082.50
213758 4/9/2015 066964 SEATTLE AUTOMOTIVE DIST INC S1-565342 Unit 679 - Cylindrical Bearings
Unit 679 - Cylindrical Bearings
511.000.77.548.68.31.10 29.98
9.5% Sales Tax
511.000.77.548.68.31.10 2.85
Unit 28 - Knock SensorS1-576230
Unit 28 - Knock Sensor
511.000.77.548.68.31.10 50.61
9.5% Sales Tax
511.000.77.548.68.31.10 4.81
Unit 28 - Knock SensorS1-577313
Unit 28 - Knock Sensor
511.000.77.548.68.31.10 50.61
9.5% Sales Tax
511.000.77.548.68.31.10 4.81
Unit 679 - BatteryS3-557558
Unit 679 - Battery
511.000.77.548.68.31.10 92.91
9.5% Sales Tax
511.000.77.548.68.31.10 8.83
Unit 125 - BatteryS3-557562
Unit 125 - Battery
511.000.77.548.68.31.10 96.24
9.5% Sales Tax
511.000.77.548.68.31.10 9.15
Unit 277 - ATFS3-563833
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Voucher Date Vendor Invoice PO #Description/Account Amount
213758 4/9/2015 (Continued)066964 SEATTLE AUTOMOTIVE DIST INC
Unit 277 - ATF
511.000.77.548.68.31.10 56.40
9.5% Sales Tax
511.000.77.548.68.31.10 5.36
Unit 679 - Oil Seal, Bearing partsS3-564299
Unit 679 - Oil Seal, Bearing parts
511.000.77.548.68.31.10 59.64
9.5% Sales Tax
511.000.77.548.68.31.10 5.67
Unit 679 - Bearings, Oil SealS3-564726
Unit 679 - Bearings, Oil Seal
511.000.77.548.68.31.10 40.18
9.5% Sales Tax
511.000.77.548.68.31.10 3.82
Unit 123 - Fan BeltsS3-565809
Unit 123 - Fan Belts
511.000.77.548.68.31.10 53.11
9.5% Sales Tax
511.000.77.548.68.31.10 5.04
Fleet - ReturnsS3-565844
Fleet - Returns
511.000.77.548.68.31.10 -59.64
9.5% Sales Tax
511.000.77.548.68.31.10 -5.67
Unit 452 - ATFS3-569249
Unit 452 - ATF
511.000.77.548.68.31.10 51.24
9.5% Sales Tax
511.000.77.548.68.31.10 4.87
Unit 450 - Window Control SwitchS3-569365
Unit 450 - Window Control Switch
511.000.77.548.68.31.10 58.08
9.5% Sales Tax
511.000.77.548.68.31.10 5.52
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Voucher Date Vendor Invoice PO #Description/Account Amount
213758 4/9/2015 (Continued)066964 SEATTLE AUTOMOTIVE DIST INC
Unit 43 - StarterS3-569482
Unit 43 - Starter
511.000.77.548.68.31.10 184.03
9.5% Sales Tax
511.000.77.548.68.31.10 17.48
Unit 379 - Oil Seals, BearingsS3-570734
Unit 379 - Oil Seals, Bearings
511.000.77.548.68.31.10 35.08
9.5% Sales Tax
511.000.77.548.68.31.10 3.33
Unit 791 - Camshaft Position SensorS3-576186
Unit 791 - Camshaft Position Sensor
511.000.77.548.68.31.10 30.79
9.5% Sales Tax
511.000.77.548.68.31.10 2.92
Unit 15 - Beam Wiper BladesS3-578886
Unit 15 - Beam Wiper Blades
511.000.77.548.68.31.10 59.90
9.5% Sales Tax
511.000.77.548.68.31.10 5.68
Unit 28 - CoilS3-579236
Unit 28 - Coil
511.000.77.548.68.31.10 38.60
9.5% Sales Tax
511.000.77.548.68.31.10 3.67
Unit 28 - Fuel Injector, Seal KitsS3-579429
Unit 28 - Fuel Injector, Seal Kits
511.000.77.548.68.31.10 232.56
9.5% Sales Tax
511.000.77.548.68.31.10 22.10
Unit 35 - Rotor AssemblyS3-582473
Unit 35 - Rotor Assembly
511.000.77.548.68.31.10 180.82
9.5% Sales Tax
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213758 4/9/2015 (Continued)066964 SEATTLE AUTOMOTIVE DIST INC
511.000.77.548.68.31.10 17.17
Fleet ReturnsS3-583372
Fleet Returns
511.000.77.548.68.31.10 -542.82
9.5% Sales Tax
511.000.77.548.68.31.10 -51.56
Unit 35 - Hub Assembly, Brake Pads KitS3-583396
Unit 35 - Hub Assembly, Brake Pads Kit
511.000.77.548.68.31.10 394.40
9.5% Sales Tax
511.000.77.548.68.31.10 37.47
Unit 35 - Rotor AssemblyS3-584605
Unit 35 - Rotor Assembly
511.000.77.548.68.31.10 180.82
9.5% Sales Tax
511.000.77.548.68.31.10 17.17
Unit 28 - Steering ShaftS5-581499
Unit 28 - Steering Shaft
511.000.77.548.68.31.10 58.37
9.5% Sales Tax
511.000.77.548.68.31.10 5.54
Total :1,567.94
213759 4/9/2015 074997 SEITEL SYSTEMS, LLC 26096 14108-SUPPORT MAR 2015 WORK COMPLETED
14108-Support March 2015 work completed
001.000.31.518.88.41.00 2,550.00
Total :2,550.00
213760 4/9/2015 068489 SIRENNET.COM 0183616-IN Unit E100PO - Amber Light
Unit E100PO - Amber Light
511.100.77.594.48.64.00 291.96
Freight
511.100.77.594.48.64.00 16.61
Unit E100PO - Windows, Panels, Seat,0183643-IN
Unit E100PO - Windows, Panels, Seat,
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213760 4/9/2015 (Continued)068489 SIRENNET.COM
511.100.77.594.48.64.00 2,280.00
Freight
511.100.77.594.48.64.00 497.19
Total :3,085.76
213761 4/9/2015 036950 SIX ROBBLEES INC 14-302313 Unit 14 - Supplies
Unit 14 - Supplies
511.000.77.548.68.31.10 39.55
9.5% Sales Tax
511.000.77.548.68.31.10 3.76
Fleet Shop Supplies14-302486
Fleet Shop Supplies
511.000.77.548.68.31.20 133.11
9.5% Sales Tax
511.000.77.548.68.31.20 12.65
Total :189.07
213762 4/9/2015 071725 SKAGIT GARDENS INC 52228979 PM FLOWER PROGRAM PLANTS
PM FLOWER PROGRAM PLANTS
125.000.64.576.80.31.00 2,130.35
9.5% Sales Tax
125.000.64.576.80.31.00 202.38
Total :2,332.73
213763 4/9/2015 036955 SKY NURSERY T-0475864 PM FLOWERS FOR BASKETS
PM FLOWERS FOR BASKETS
001.000.64.576.81.31.00 271.32
9.5% Sales Tax
001.000.64.576.81.31.00 25.78
Total :297.10
213764 4/9/2015 037303 SNO CO FIRE DIST # 1 Q2-2015 Q2-2015 FIRE SERVICES CONTRACT & RETRO P
Q2-2015 Fire Services Contract Payment
001.000.39.522.20.51.00 1,776,042.50
Retro Payment #2 for 2013-2014 Labor
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213764 4/9/2015 (Continued)037303 SNO CO FIRE DIST # 1
001.000.39.522.20.51.00 200,507.60
Total :1,976,550.10
213765 4/9/2015 066754 SNO CO PUBLIC WORKS I000381506 E5CA/E4CA.SERVICES THRU 2/28/15
E5CA.Services thru 2/28/15
112.200.68.595.33.41.00 10,096.24
E4CA.Services thru 2/28/15
112.200.68.595.33.65.00 61,473.25
Total :71,569.49
213766 4/9/2015 037375 SNO CO PUD NO 1 2001-2487-3 TRAFFIC LIGHT 9933 100TH AVE W / METER 1
TRAFFIC LIGHT 9933 100TH AVE W / METER
111.000.68.542.64.47.00 67.03
CLUBHOUSE 6801 MEADOWDALE RD / METER 1002003-8645-6
CLUBHOUSE 6801 MEADOWDALE RD / METER
001.000.66.518.30.47.00 134.38
FRANCES ANDERSON CENTER 700 MAIN ST / ME2004-2241-8
FRANCES ANDERSON CENTER 700 MAIN ST /
001.000.66.518.30.47.00 2,748.85
TRAFFIC LIGHT 23800 FIRDALE AVE / METER2011-0356-1
TRAFFIC LIGHT 23800 FIRDALE AVE / METER
111.000.68.542.64.47.00 61.45
LIFT STATION #12 16121 75TH PL W / METE2012-6598-0
LIFT STATION #12 16121 75TH PL W /
423.000.75.535.80.47.10 397.92
PINE ST PARK2013-2711-1
PINE ST PARK
001.000.64.576.80.47.00 31.27
LIFT STATION #11 6811 1/2 157TH PL W / M2013-7496-4
LIFT STATION #11 6811 1/2 157TH PL W /
423.000.75.535.80.47.10 39.93
CEMETERY BUILDING2015-5730-3
CEMETERY BUILDING
001.000.64.576.80.47.00 284.09
TRAFFIC LIGHT 660 EDMONDS WAY / METER 102015-6343-4
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Voucher Date Vendor Invoice PO #Description/Account Amount
213766 4/9/2015 (Continued)037375 SNO CO PUD NO 1
TRAFFIC LIGHT 660 EDMONDS WAY / METER
111.000.68.542.64.47.00 48.62
LIFT STATION #15 7710 168TH PL SW / METE2015-9448-8
LIFT STATION #15 7710 168TH PL SW /
423.000.75.535.80.47.10 38.11
OVERHEAD STREET LIGHTING AT CEMETERY2016-1027-6
OVERHEAD STREET LIGHTING AT CEMETERY
001.000.64.576.80.47.00 15.95
DECORATIVE LIGHTING 413 MAIN ST / METER2016-5690-7
DECORATIVE LIGHTING 413 MAIN ST / METER
111.000.68.542.63.47.00 171.85
PEDEST CAUTION LIGHT 23190 100TH AVE W /2017-0375-8
PEDEST CAUTION LIGHT 23190 100TH AVE W
111.000.68.542.64.47.00 51.73
STREET LIGHTING (183 LIGHTS @ 150W) / NO2017-1178-5
STREET LIGHTING (183 LIGHTS @ 150W) /
111.000.68.542.63.47.00 915.08
WWTP FLOW METER 9805 EDMONDS WAY / METER2019-9517-2
WWTP FLOW METER 9805 EDMONDS WAY /
423.000.76.535.80.47.62 31.27
CEMETERY WELL PUMP2021-6153-5
CEMETERY WELL PUMP
001.000.64.576.80.47.00 146.85
LOG CABIN & DECORATIVE LIGHTING 120 5TH2024-2158-2
LOG CABIN & DECORATIVE LIGHTING 120 5TH
001.000.66.518.30.47.00 249.69
STREET LIGHTING (303 LIGHTS @ 200W) / NO2025-2918-6
STREET LIGHTING (303 LIGHTS @ 200W) /
111.000.68.542.63.47.00 2,715.01
STREET LIGHTING (13 LIGHTS @ 400W) / NOT2025-2920-2
STREET LIGHTING (13 LIGHTS @ 400W) /
111.000.68.542.63.47.00 116.09
STREET LIGHTING (2029 LIGHTS @ 100W) / N2025-7615-3
STREET LIGHTING (2029 LIGHTS @ 100W) /
111.000.68.542.63.47.00 14,668.00
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Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213766 4/9/2015 (Continued)037375 SNO CO PUD NO 1
STREET LIGHTING (58 LIGHTS @ 250W) / NOT2025-7948-8
STREET LIGHTING (58 LIGHTS @ 250W) /
111.000.68.542.63.47.00 337.50
WWTP ENERGY MANAGEMENT SERVICE / NOT MET2025-7952-0
WWTP ENERGY MANAGEMENT SERVICE / NOT
423.000.76.535.80.47.61 8.77
CHARGE STATION #1 552 MAIN ST / METER 102042-9221-3
CHARGE STATION #1 552 MAIN ST / METER
111.000.68.542.64.47.00 137.84
STREET LIGHTING (1 LIGHT @ 150W) / NOT M2047-1489-3
STREET LIGHTING (1 LIGHT @ 150W) / NOT
111.000.68.542.63.47.00 3.75
STREET LIGHTING (18 LIGHTS @ 200W) / NOT2047-1492-7
STREET LIGHTING (18 LIGHTS @ 200W) /
111.000.68.542.63.47.00 83.38
STREET LIGHTING (5 LIGHTS @ 400W) / NOT2047-1493-5
STREET LIGHTING (5 LIGHTS @ 400W) / NOT
111.000.68.542.63.47.00 43.94
STREET LIGHTING (2 LIGHTS @ 100W) / NOT2047-1494-3
STREET LIGHTING (2 LIGHTS @ 100W) / NOT
111.000.68.542.63.47.00 11.15
STREET LIGHTING (26 LIGHTS @ 250W) / NOT2047-1495-0
STREET LIGHTING (26 LIGHTS @ 250W) /
111.000.68.542.63.47.00 151.58
Total :23,711.08
213767 4/9/2015 037376 SNO CO PUD NO 1 205261514 CITY PARK AMP FEE, UNDERGR INSPECT & CON
CITY PARK AMP FEE, UNDERGR INSPECT &
132.000.64.594.76.65.00 10,417.00
Total :10,417.00
213768 4/9/2015 063941 SNO CO SHERIFFS OFFICE 2015-2393 INV#2015-2393 - EDMONDS PD
325.5 HOUSING @84.00 -01/15
001.000.39.523.60.51.00 27,342.00
46.17 BOOKINGS @115 - 01/15
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213768 4/9/2015 (Continued)063941 SNO CO SHERIFFS OFFICE
001.000.39.523.60.51.00 5,309.55
41.5 MEDICAL/PREM @48.50 - 01/15
001.000.39.523.60.51.00 2,012.75
49 MENTAL HOUSING @117 - 01/15
001.000.39.523.60.51.00 5,733.00
11.5 VIDEO COURT @ $115.50 - 01/15
001.000.39.523.60.51.00 1,328.25
INV 2015-2430 EDMONDS PD - JAIL MEDICAL2015-2430
INMATE MEDICATION FEB 2015
001.000.39.523.60.31.00 43.14
Total :41,768.69
213769 4/9/2015 037521 SNO CO TREASURER 00479000100302 2015 FIRST HALF SURFACE WATER TAX
2015 Surface Water Charges - 23009 88th
001.000.66.518.30.47.00 199.07
Total :199.07
213770 4/9/2015 067609 SNOHOMISH COUNTY CITIES 04032015 SNOHOMISH COUNTY CITIES
SCC monthly dinner meeting -- March
001.000.21.513.10.49.00 35.00
SCC Dinner Mtg Council President3/19/2015
SCC Dinner Mtg Council President
001.000.11.511.60.43.00 70.00
Total :105.00
213771 4/9/2015 070167 SNOHOMISH COUNTY TREASURER March 2015 Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140 872.07
Total :872.07
213772 4/9/2015 038300 SOUND DISPOSAL CO 103583 CIVIC CENTER 250 5TH AVE N
CIVIC CENTER 250 5TH AVE N
001.000.66.518.30.47.00 550.68
WWTP 200 2ND AVE S / RECYCLING103584
WWTP 200 2ND AVE S / RECYCLING
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213772 4/9/2015 (Continued)038300 SOUND DISPOSAL CO
423.000.76.535.80.47.66 29.95
FRANCES ANDERSON CENTER 700 MAIN ST103585
FRANCES ANDERSON CENTER 700 MAIN ST
001.000.66.518.30.47.00 674.47
SNO-ISLE LIBRARY 650 MAIN ST103586
SNO-ISLE LIBRARY 650 MAIN ST
001.000.66.518.30.47.00 555.23
PARKS MAINT GARBAGE AND RECYCLING103587
PARKS MAINT GARBAGE AND RECYCLING
001.000.64.576.80.47.00 702.23
CITY HALL 121 5TH AVE N103588
CITY HALL 121 5TH AVE N
001.000.66.518.30.47.00 459.89
Total :2,972.45
213773 4/9/2015 038410 SOUND SAFETY PRODUCTS 4250307-01 Fac Maint - Work Jeans (5), Overalls,
Fac Maint - Work Jeans (5), Overalls,
001.000.66.518.30.24.00 367.65
9.5% Sales Tax
001.000.66.518.30.24.00 34.93
Water - Work Jeans (5) K Kuhnhausen4250352-01
Water - Work Jeans (5) K Kuhnhausen
421.000.74.534.80.24.00 228.50
9.5% Sales Tax
421.000.74.534.80.24.00 21.71
Total :652.79
213774 4/9/2015 074990 STANTEC CONSULTING SERVICES 894866 E4JB.SERVICES THRU 2/28/15
E4JB.Services thru 2/28/15
421.000.74.594.34.41.10 34,270.49
Total :34,270.49
213775 4/9/2015 046200 STATE OF WASHINGTON Q1-15 Leasehold Tax Q1-15 LEASEHOLD TAX LIABILITY
Q1-15 LEASEHOLD TAX LIABILITY
001.000.237.220 5,592.65
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :5,592.652137754/9/2015 046200 046200 STATE OF WASHINGTON
213776 4/9/2015 071585 STERICYCLE INC 3002977725 INV#3002977725 CUST#6076358 - EDMONDS PD
MINIMUM MONTHLY CHARGE
001.000.41.521.80.41.00 10.00
9.5% Sales Tax
001.000.41.521.80.41.00 0.36
Total :10.36
213777 4/9/2015 074570 STULLER, PAM BID-032615 REIMBURSEMENT FOR DEPOSIT ON UMBRELLAS
Reimbursement for umbrella deposit
140.000.61.558.70.31.00 2,700.00
Total :2,700.00
213778 4/9/2015 040917 TACOMA SCREW PRODUCTS INC 11442144 Fleet Shop Supplies
Fleet Shop Supplies
511.000.77.548.68.31.20 26.44
9.5% Sales Tax
511.000.77.548.68.31.20 2.51
Total :28.95
213779 4/9/2015 074865 TALLMAN, TRENT 3/24-3/31 FIELD ATT 3/24-3/31/15 SOFTBALL FIELD ATTENDANT
3/24-3/31/15 SOFTBALL FIELD ATTENDANT
001.000.64.571.25.41.00 147.50
Total :147.50
213780 4/9/2015 040916 TC SPAN AMERICA 69909 Sewer - 4 Work Blue Shirts w/City Logo
Sewer - 4 Work Blue Shirts w/City Logo
423.000.75.535.80.24.00 139.80
9.5% Sales Tax
423.000.75.535.80.24.00 13.29
Total :153.09
213781 4/9/2015 027269 THE PART WORKS INC 401884 PM FAUCET WALL MOUNT
PM FAUCET WALL MOUNT
001.000.64.576.80.31.00 208.22
9.5% Sales Tax
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213781 4/9/2015 (Continued)027269 THE PART WORKS INC
001.000.64.576.80.31.00 19.78
Total :228.00
213782 4/9/2015 066628 THE SUPPLY COMPANY LLC 002070S Unit 35 - 4" Red LED Lights
Unit 35 - 4" Red LED Lights
511.000.77.548.68.31.10 72.00
Total :72.00
213783 4/9/2015 038315 THYSSENKRUPP ELEVATOR 3001759936 ELEVATOR MAINTENANCE SENIOR CENTER
ELEVATOR MAINTENANCE SENIOR CENTER 220
001.000.66.518.30.48.00 250.66
001.000.66.518.30.48.00 23.81
ELEVATOR PHONE MONITORING SENIOR CENTER3001760028
ELEVATOR PHONE MONITORING SENIOR CENTER
001.000.66.518.30.48.00 15.44
ELEVATOR PHONE MONITORING CIVIC CENTER3001760092
ELEVATOR PHONE MONITORING CIVIC CENTER
001.000.66.518.30.48.00 51.31
City Hall - Replace Pit Stop Switch6000122829
City Hall - Replace Pit Stop Switch
001.000.66.518.30.48.00 1,222.70
9.5% Sales Tax
001.000.66.518.30.48.00 116.16
ELEVATOR MAINTENANCE MUSEUMUS53022
ELEVATOR MAINTENANCE MUSEUM 118 5TH AVE
001.000.66.518.30.48.00 346.04
9.5% Sales Tax
001.000.66.518.30.48.00 32.87
ELEVATOR MAINTENANCE CITY HALLUS53323
ELEVATOR MAINTENANCE CITY HALL 121 5TH
001.000.66.518.30.48.00 1,249.47
001.000.66.518.30.48.00 118.70
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
(Continued)Total :3,427.162137834/9/2015 038315 038315 THYSSENKRUPP ELEVATOR
213784 4/9/2015 073255 TOTAL FILTRATION SERVICES, INC PSV1326816 Boys and Girls Club - Air Filters
Boys and Girls Club - Air Filters
001.000.66.518.30.31.00 142.57
9.5% Sales Tax
001.000.66.518.30.31.00 13.54
Total :156.11
213785 4/9/2015 042800 TRI-CITIES SECURITY 21324 FAC - File lock and supplies
FAC - File lock and supplies
001.000.66.518.30.31.00 42.75
9.5% Sales Tax
001.000.66.518.30.31.00 4.06
Total :46.81
213786 4/9/2015 064423 USA BLUE BOOK 598160 Water - Parts
Water - Parts
421.000.74.534.80.31.00 426.93
Freight
421.000.74.534.80.31.00 35.58
9.5% Sales Tax
421.000.74.534.80.31.00 43.94
Total :506.45
213787 4/9/2015 044960 UTILITIES UNDERGROUND LOC CTR 5030122 UTILITIES UNDERGROUND LOCATION CENTER
UTILITIES UNDERGROUND LOCATION CENTER
421.000.74.534.80.41.00 70.67
UTILITIES UNDERGROUND LOCATION CENTER
422.000.72.531.90.41.00 70.67
UTILITIES UNDERGROUND LOCATION CENTER
423.000.75.535.80.41.00 72.80
Total :214.14
213788 4/9/2015 067865 VERIZON WIRELESS 9742733903 C/A 571242650-0001
iPhone/iPad Cell Service Bld Dept
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213788 4/9/2015 (Continued)067865 VERIZON WIRELESS
001.000.62.524.20.42.00 220.42
iPhone/iPad Cell Service City Clerk
001.000.25.514.30.42.00 55.99
iPad Cell Service Council
001.000.11.511.60.42.00 300.10
iPhone/iPad Cell Service Court
001.000.23.512.50.42.00 75.98
iPhone/iPad Cell Service Development
001.000.62.524.10.42.00 95.20
iPhone/iPad Cell Service Econ
001.000.61.557.20.42.00 75.21
iPhone/iPad Cell Service Engineering
001.000.67.532.20.42.00 503.55
iPhone/iPad Cell Service Facilities
001.000.66.518.30.42.00 110.38
iPhone/iPad Cell Service Finance
001.000.31.514.23.42.00 95.20
iPhone/iPad Cell Service HR
001.000.22.518.10.42.00 95.20
iPhone/iPad Cell Service IS
001.000.31.518.88.42.00 286.38
iPhone/iPad Cell Service Mayor's Office
001.000.21.513.10.42.00 40.01
iPhone/iPad Cell Service Parks Dept
001.000.64.571.21.42.00 95.20
iPhone/iPad Cell Service Police Dept
001.000.41.521.22.35.00 247.72
iPhone/iPad Cell Service Police Dept
001.000.41.521.22.42.00 862.47
Air cards Police Dept
001.000.41.521.22.42.00 771.94
iPhone/iPad Cell Service Planning Dept
001.000.62.558.60.42.00 40.01
iPhone/iPad Cell Service PW Admin
45Page:
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46
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213788 4/9/2015 (Continued)067865 VERIZON WIRELESS
001.000.65.518.20.42.00 26.59
iPhone/iPad Cell Service PW Admin
421.000.74.534.80.42.00 7.60
iPhone/iPad Cell Service PW Admin
422.000.72.531.90.42.00 26.59
iPhone/iPad Cell Service PW Admin
423.000.75.535.80.42.00 7.60
iPhone/iPad Cell Service PW Admin
423.000.76.535.80.42.00 7.60
iPhone/iPad Cell Service PW Street Dept
111.000.68.542.90.42.00 115.99
iPhone/iPad Cell Service PW Fleet
511.000.77.548.68.42.00 55.19
iPhone/iPad Cell Service PW Water/Sewer
421.000.74.534.80.42.00 129.20
iPhone/iPad Cell Service PW Water/Sewer
423.000.75.535.80.42.00 129.20
iPhone/iPad Cell Service PW Water/Sewer
421.000.74.534.80.35.00 580.34
iPhone/iPad Cell Service PW Water/Sewer
423.000.75.535.80.35.00 580.33
iPhone/iPad Cell Service Sewer Dept
423.000.75.535.80.42.00 205.24
iPhone/iPad Cell Service Water
421.000.74.534.80.42.00 245.25
iPad Cell Service Storm
422.000.72.531.90.42.00 120.03
iPhone/iPad Cell Service WWTP
423.000.76.535.80.42.00 162.72
C/A 772540262-000019742859126
Lift Station access
001.000.31.518.88.42.00 85.50
Total :6,455.93
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47
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213789 4/9/2015 064858 VISITORS GUIDE PUBLICATIONS 15-106 TOURISM PROMOTION AD SNO HO CO VISITOR G
Tourism promotion ad in 2015 Sno Co
120.000.31.575.42.41.40 2,395.00
Total :2,395.00
213790 4/9/2015 068259 WA ST CRIMINAL JUSTICE 20114879 INV 20114879 EDMONDS PD - SHIER
ADV. COLLISION INVESTIGATION - SHIER
001.000.41.521.40.49.00 100.00
Total :100.00
213791 4/9/2015 047605 WA ST TREASURER 1ST QTR 2015 EDMONDS FORFEITURES - 1ST QTR 2015
1ST QTR/PROCEEDS/DRUG
104.000.237.100 557.65
1ST QTR/PROCEEDS/NON DRUG
001.000.237.240 90.00
Total :647.65
213792 4/9/2015 075154 WALTER E NELSON CO 481046 Fac Maint - Hand Soap, Towels, TT,
Fac Maint - Hand Soap, Towels, TT,
001.000.66.518.30.31.00 368.08
9.5% Sales Tax
001.000.66.518.30.31.00 34.97
Fac Maint - Towels481345
Fac Maint - Towels
001.000.66.518.30.31.00 32.94
9.5% Sales Tax
001.000.66.518.30.31.00 3.13
Total :439.12
213793 4/9/2015 065035 WASHINGTON STATE PATROL I15007155 INV#I15007155 EDM301 - EDMONDS PD
BACKGROUND CHECKS - MAR 2015
001.000.237.100 236.00
Total :236.00
213794 4/9/2015 073552 WELCO SALES LLC 6634 INV#6634 - EDMONDS PD
RECRUITING BROCHURES
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213794 4/9/2015 (Continued)073552 WELCO SALES LLC
001.000.41.521.10.31.00 19.00
SET UP FEE
001.000.41.521.10.31.00 25.00
9.5% Sales Tax
001.000.41.521.10.31.00 4.18
INV#6645 - EDMONDS PD6645
PRINTING 4 NEW CARDS
001.000.41.521.10.31.00 81.00
SET UP OF 3 NAMES (1 BLANK)
001.000.41.521.10.31.00 36.00
9.5% Sales Tax
001.000.41.521.10.31.00 11.12
Total :176.30
213795 4/9/2015 074609 WEST COAST ARMORY NORTH 15 INV#15 CUST#EPD - EDMONDS PD
RANGE USAGE HWANG 3/1/15
001.000.41.521.40.41.00 13.70
RANGE USAGE D. SMITH 3/12/15
001.000.41.521.40.41.00 13.70
9.5% Sales Tax
001.000.41.521.40.41.00 2.60
Total :30.00
213796 4/9/2015 065535 WESTERN FACILITIES SUPPLY 439893-00 INV#439893-00 CUST#701480 - EDMONDS PD
68LINER# - BLACK CAN LINER
001.000.41.521.70.31.00 125.34
FUEL SURCHARGE
001.000.41.521.70.31.00 4.00
9.5% Sales Tax
001.000.41.521.70.31.00 12.29
Total :141.63
213797 4/9/2015 072634 WHISTLE WORKWEAR 80796 WWTP - 2015 UNIFORMS, BRIAN FUNK
2015 Uniform, Brian Funk
423.000.76.535.80.24.00 147.44
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Page:vchlist
Bank code :usbank
Voucher Date Vendor Invoice PO #Description/Account Amount
213797 4/9/2015 (Continued)072634 WHISTLE WORKWEAR
9.2% Sales Tax
423.000.76.535.80.24.00 13.56
Total :161.00
213798 4/9/2015 064213 WSSUA TREASURER 235 MARCH SOFTBALL OFFICIALS
MARCH SOFTBALL OFFICIALS
001.000.64.571.25.41.00 594.00
Total :594.00
Bank total : 2,318,771.45148 Vouchers for bank code :usbank
2,318,771.45Total vouchers :Vouchers in this report148
49Page:
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade c329 E0AA
STR 15th St. SW Walkway (Edmonds Way to 8th Ave)c424 E3DC
STM 190th Pl SW Wall Construction c428 E3FF
STR 2009 Street Overlay Program c294 E9CA
WTR 2010 Waterline Replacement Program c363 E0JA
STR 2011 Residential Neighborhood Traffic Calming c343 E1AB
WTR 2011 Waterline Replacement Program c333 E1JA
STM 2012 Citywide Storm Drainage Improvements c382 E2FE
SWR 2012 Sanitary Sewer Comp Plan Update c369 E2GA
SWR 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement c347 E1GA
WTR 2012 Waterline Overlay Program c388 E2CA
WTR 2012 Waterline Replacement Program c340 E1JE
STM 2013 Citywide Drainage Replacement c406 E3FA
STM 2013 Lake Ballinger Basin Study & Associated Projects c407 E3FB
SWR 2013 Sewerline Replacement Project c398 E3GA
WTR 2013 Waterline Replacement Program c397 E3JA
STR 2014 Chip Seals c451 E4CB
STM 2014 Drainage Improvements c433 E4FA
STM 2014 Lake Ballinger Associated Projects c436 E4FD
STR 2014 Overlay Program c438 E4CA
STR 2014 Waterline Overlays c452 E4CC
WTR 2014 Waterline Replacement Program c422 E4JA
STM 2014 Willow Creek Daylighting/Edmonds Marsh Restoration c435 E4FC
STM 2015 Citywide Drainage Improvements/Rehab Projects c466 E5FA
STR 2015 Overlay Program c463 E5CA
SWR 2015 Sewerline Replacement Project c441 E4GA
STR 2015 Traffic Calming c471 E5AB
WTR 2015 Waterline Replacement Program c440 E4JB
WTR 2016 Water Comp Plan Update c460 E4JC
SWR 2016-17 Sanitary Sewer Replacement Projects c469 E5GA
WTR 2016-17 Waterline Replacement Projects c468 E5JA
STR 220 7th Ave N Sidewalk c421 E3DA
STR 220th Street Overlay Project c462 E4CD
WTR 224th Waterline Relocation (2013)c418 E3JB
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR 226th Street Walkway Project c312 E9DA
STR 228th St. SW Corridor Improvements i005 E7AC
STR 236th St. SW Walkway (Edmonds Way to Madrona School)c425 E3DD
STR 238th St. SW Walkway (100th Ave to 104th Ave)c423 E3DB
STR 5th Ave Overlay Project c399 E2CC
STR 76th Ave W at 212th St SW Intersection Improvements c368 E1CA
WTR 76th Ave W Waterline Extension with Lynnwood c344 E1JB
STR 76th Avenue West/75th Place West Walkway Project c245 E6DA
STR 9th Avenue Improvement Project c392 E2AB
STR ADA Curb Ramp Upgrades along 3rd Ave S c426 E3DE
SWR Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)c390 E2GB
WTR AWD Intertie and Reservoir Improvements c324 E0IA
STR Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project c256 E6DB
PRK City Spray Park c417 E4MA
SWR Citywide CIPP Sewer Rehab Phase I c456 E4GB
STR Citywide Safety Improvements c404 E2AC
SWR City-Wide Sewer Improvements c301 E8GD
STM Dayton Street & SR104 Storm Drainage Alternatives c374 E1FM
PM Dayton Street Plaza c276 E7MA
STM Dayton Street Storm Improvements (6th Ave - 8th Ave)c409 E3FD
STM Dayton Street Stormwater Pump Station c455 E4FE
FAC Edmonds Fishing Pier Rehab c443 E4MB
WTR Edmonds General Facilities Charge Study c345 E1JC
STM Edmonds Marsh Feasibility Study c380 E2FC
FAC Edmonds Museum Exterior Repairs Project c327 E0LA
FAC ESCO III Project c419 E3LB
WTR Five Corners Reservoir Re-coating c473 E5KA
STR Five Corners Roundabout (212th Street SW @ 84th Avenue W)c342 E1AA
PM Fourth Avenue Cultural Corridor c282 E8MA
FAC Frances Anderson Center Accessibility Upgrades c393 E3LA
STR Hwy 99 Enhancements (Phase III)c405 E2AD
PM Interurban Trail c146 E2DB
STM Lake Ballinger Associated Projects 2012 c381 E2FD
STM LID Retrofits Perrinville Creek Basin c434 E4FB
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
SWR Lift Station #1 Basin & Flow Study c461 E4GC
SWR Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)c298 E8GA
STR Main Street Lighting and Sidewalk Enhancements c265 E7AA
WTR Main Street Watermain c375 E1JK
PM Marina Beach Additional Parking c290 E8MB
STM North Talbot Road Drainage Improvements c378 E2FA
STM Northstream Pipe Abandonment on Puget Drive c410 E3FE
STM NPDES m013 E7FG
SWR OVD Sewer Lateral Improvements c142 E3GB
WTR OVD Watermain Improvements (2003)c141 E3JB
STM Perrinville Creek Culvert Replacement c376 E1FN
STM Perrinville Creek Stormwater Flow Reduction Retrofit Study c408 E3FC
WTR Pioneer Way Road Repair c389 E2CB
WTR PRV Station 11 and 12 Abandonment c346 E1JD
STM Public Facilities Water Quality Upgrades c339 E1FD
FAC Public Safety Controls System Upgrades c444 E4LA
STR School Zone Flashing Beacon/Lighting Grant c420 E3AA
PM Senior Center Parking Lot & Landscaping Improvements c321 E9MA
FAC Senior Center Roof Repairs c332 E0LB
SWR Sewer Lift Station Rehabilitation Design c304 E9GA
WWTP Sewer Outfall Groundwater Monitoring c446 E4HA
WTR Sewer, Water, Stormwater Revenue Requirements Update c370 E1GB
STR Shell Valley Emergency Access Road c268 E7CB
STR SR104 Corridor Transportation Study c427 E3AB
General SR104 Telecommunications Conduit Crossing c372 E1EA
STR SR104/City Park Mid-Block Crossing c454 E4DB
General SR99 Enhancement Program c238 E6MA
STM Storm Contribution to Transportation Projects c341 E1FF
STM Storm Drainage Improvements - 88th & 194th c429 E3FG
STM Stormwater Development Review Support (NPDES Capacity)c349 E1FH
STM Stormwater GIS Support c326 E0FC
STR Sunset Walkway Improvements c354 E1DA
STM SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System c379 E2FB
STM SW Edmonds-105th/106th Ave W Storm Improvements c430 E3FH
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STM Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation c307 E9FB
STR Trackside Warning System c470 E5AA
ENG Train Trench - Concept c453 E4DA
STR Transportation Plan Update c391 E2AA
STM Update Stormwater Management Code & Associated Projects c467 E5FB
STM Video Assessment of Stormwater Lines c459 E4FF
Revised 4/8/2015
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STR E0AA c329 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade
STM E0FC c326 Stormwater GIS Support
WTR E0IA c324 AWD Intertie and Reservoir Improvements
WTR E0JA c363 2010 Waterline Replacement Program
FAC E0LA c327 Edmonds Museum Exterior Repairs Project
FAC E0LB c332 Senior Center Roof Repairs
STR E1AA c342 Five Corners Roundabout (212th Street SW @ 84th Avenue W)
STR E1AB c343 2011 Residential Neighborhood Traffic Calming
STR E1CA c368 76th Ave W at 212th St SW Intersection Improvements
STR E1DA c354 Sunset Walkway Improvements
General E1EA c372 SR104 Telecommunications Conduit Crossing
STM E1FD c339 Public Facilities Water Quality Upgrades
STM E1FF c341 Storm Contribution to Transportation Projects
STM E1FH c349 Stormwater Development Review Support (NPDES Capacity)
STM E1FM c374 Dayton Street & SR104 Storm Drainage Alternatives
STM E1FN c376 Perrinville Creek Culvert Replacement
SWR E1GA c347 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement
WTR E1GB c370 Sewer, Water, Stormwater Revenue Requirements Update
WTR E1JA c333 2011 Waterline Replacement Program
WTR E1JB c344 76th Ave W Waterline Extension with Lynnwood
WTR E1JC c345 Edmonds General Facilities Charge Study
WTR E1JD c346 PRV Station 11 and 12 Abandonment
WTR E1JE c340 2012 Waterline Replacement Program
WTR E1JK c375 Main Street Watermain
STR E2AA c391 Transportation Plan Update
STR E2AB c392 9th Avenue Improvement Project
STR E2AC c404 Citywide Safety Improvements
STR E2AD c405 Hwy 99 Enhancements (Phase III)
WTR E2CA c388 2012 Waterline Overlay Program
WTR E2CB c389 Pioneer Way Road Repair
STR E2CC c399 5th Ave Overlay Project
PM E2DB c146 Interurban Trail
STM E2FA c378 North Talbot Road Drainage Improvements
STM E2FB c379 SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
STM E2FC c380 Edmonds Marsh Feasibility Study
STM E2FD c381 Lake Ballinger Associated Projects 2012
Revised 4/8/2015
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STM E2FE c382 2012 Citywide Storm Drainage Improvements
SWR E2GA c369 2012 Sanitary Sewer Comp Plan Update
SWR E2GB c390 Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)
STR E3AA c420 School Zone Flashing Beacon/Lighting Grant
STR E3AB c427 SR104 Corridor Transportation Study
STR E3DA c421 220 7th Ave N Sidewalk
STR E3DB c423 238th St. SW Walkway (100th Ave to 104th Ave)
STR E3DC c424 15th St. SW Walkway (Edmonds Way to 8th Ave)
STR E3DD c425 236th St. SW Walkway (Edmonds Way to Madrona School)
STR E3DE c426 ADA Curb Ramp Upgrades along 3rd Ave S
STM E3FA c406 2013 Citywide Drainage Replacement
STM E3FB c407 2013 Lake Ballinger Basin Study & Associated Projects
STM E3FC c408 Perrinville Creek Stormwater Flow Reduction Retrofit Study
STM E3FD c409 Dayton Street Storm Improvements (6th Ave - 8th Ave)
STM E3FE c410 Northstream Pipe Abandonment on Puget Drive
STM E3FF c428 190th Pl SW Wall Construction
STM E3FG c429 Storm Drainage Improvements - 88th & 194th
STM E3FH c430 SW Edmonds-105th/106th Ave W Storm Improvements
SWR E3GA c398 2013 Sewerline Replacement Project
SWR E3GB c142 OVD Sewer Lateral Improvements
WTR E3JA c397 2013 Waterline Replacement Program
WTR E3JB c418 224th Waterline Relocation (2013)
WTR E3JB c141 OVD Watermain Improvements (2003)
FAC E3LA c393 Frances Anderson Center Accessibility Upgrades
FAC E3LB c419 ESCO III Project
STR E4CA c438 2014 Overlay Program
STR E4CB c451 2014 Chip Seals
STR E4CC c452 2014 Waterline Overlays
STR E4CD c462 220th Street Overlay Project
ENG E4DA c453 Train Trench - Concept
STR E4DB c454 SR104/City Park Mid-Block Crossing
STM E4FA c433 2014 Drainage Improvements
STM E4FB c434 LID Retrofits Perrinville Creek Basin
STM E4FC c435 2014 Willow Creek Daylighting/Edmonds Marsh Restoration
STM E4FD c436 2014 Lake Ballinger Associated Projects
STM E4FE c455 Dayton Street Stormwater Pump Station
Revised 4/8/2015
PROJECT NUMBERS (By Engineering Number)
Funding
Engineering
Project
Number
Project
Accounting
Number Project Title
STM E4FF c459 Video Assessment of Stormwater Lines
SWR E4GA c441 2015 Sewerline Replacement Project
SWR E4GB c456 Citywide CIPP Sewer Rehab Phase I
SWR E4GC c461 Lift Station #1 Basin & Flow Study
WWTP E4HA c446 Sewer Outfall Groundwater Monitoring
WTR E4JA c422 2014 Waterline Replacement Program
WTR E4JB c440 2015 Waterline Replacement Program
WTR E4JC c460 2016 Water Comp Plan Update
FAC E4LA c444 Public Safety Controls System Upgrades
PRK E4MA c417 City Spray Park
FAC E4MB c443 Edmonds Fishing Pier Rehab
STR E5AA c470 Trackside Warning System
STR E5AB c471 2015 Traffic Calming
STR E5CA c463 2015 Overlay Program
STM E5FA c466 2015 Citywide Drainage Improvements/Rehab Projects
STM E5FB c467 Update Stormwater Management Code & Associated Projects
SWR E5GA c469 2016-17 Sanitary Sewer Replacement Projects
WTR E5JA c468 2016-17 Waterline Replacement Projects
WTR E5KA c473 Five Corners Reservoir Re-coating
STR E6DA c245 76th Avenue West/75th Place West Walkway Project
STR E6DB c256 Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project
General E6MA c238 SR99 Enhancement Program
STR E7AA c265 Main Street Lighting and Sidewalk Enhancements
STR E7AC i005 228th St. SW Corridor Improvements
STR E7CB c268 Shell Valley Emergency Access Road
STM E7FG m013 NPDES
PM E7MA c276 Dayton Street Plaza
SWR E8GA c298 Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)
SWR E8GD c301 City-Wide Sewer Improvements
PM E8MA c282 Fourth Avenue Cultural Corridor
PM E8MB c290 Marina Beach Additional Parking
STR E9CA c294 2009 Street Overlay Program
STR E9DA c312 226th Street Walkway Project
STM E9FB c307 Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation
SWR E9GA c304 Sewer Lift Station Rehabilitation Design
PM E9MA c321 Senior Center Parking Lot & Landscaping Improvements
Revised 4/8/2015
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
WTR c141 E3JB OVD Watermain Improvements (2003)
SWR c142 E3GB OVD Sewer Lateral Improvements
PM c146 E2DB Interurban Trail
General c238 E6MA SR99 Enhancement Program
STR c245 E6DA 76th Avenue West/75th Place West Walkway Project
STR c256 E6DB Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project
STR c265 E7AA Main Street Lighting and Sidewalk Enhancements
STR c268 E7CB Shell Valley Emergency Access Road
PM c276 E7MA Dayton Street Plaza
PM c282 E8MA Fourth Avenue Cultural Corridor
PM c290 E8MB Marina Beach Additional Parking
STR c294 E9CA 2009 Street Overlay Program
SWR c298 E8GA Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)
SWR c301 E8GD City-Wide Sewer Improvements
SWR c304 E9GA Sewer Lift Station Rehabilitation Design
STM c307 E9FB Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation
STR c312 E9DA 226th Street Walkway Project
PM c321 E9MA Senior Center Parking Lot & Landscaping Improvements
WTR c324 E0IA AWD Intertie and Reservoir Improvements
STM c326 E0FC Stormwater GIS Support
FAC c327 E0LA Edmonds Museum Exterior Repairs Project
STR c329 E0AA 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade
FAC c332 E0LB Senior Center Roof Repairs
WTR c333 E1JA 2011 Waterline Replacement Program
STM c339 E1FD Public Facilities Water Quality Upgrades
WTR c340 E1JE 2012 Waterline Replacement Program
STM c341 E1FF Storm Contribution to Transportation Projects
STR c342 E1AA Five Corners Roundabout (212th Street SW @ 84th Avenue W)
STR c343 E1AB 2011 Residential Neighborhood Traffic Calming
WTR c344 E1JB 76th Ave W Waterline Extension with Lynnwood
WTR c345 E1JC Edmonds General Facilities Charge Study
WTR c346 E1JD PRV Station 11 and 12 Abandonment
SWR c347 E1GA 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement
STM c349 E1FH Stormwater Development Review Support (NPDES Capacity)
Revised 4/8/2015
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
STR c354 E1DA Sunset Walkway Improvements
WTR c363 E0JA 2010 Waterline Replacement Program
STR c368 E1CA 76th Ave W at 212th St SW Intersection Improvements
SWR c369 E2GA 2012 Sanitary Sewer Comp Plan Update
WTR c370 E1GB Sewer, Water, Stormwater Revenue Requirements Update
General c372 E1EA SR104 Telecommunications Conduit Crossing
STM c374 E1FM Dayton Street & SR104 Storm Drainage Alternatives
WTR c375 E1JK Main Street Watermain
STM c376 E1FN Perrinville Creek Culvert Replacement
STM c378 E2FA North Talbot Road Drainage Improvements
STM c379 E2FB SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System
STM c380 E2FC Edmonds Marsh Feasibility Study
STM c381 E2FD Lake Ballinger Associated Projects 2012
STM c382 E2FE 2012 Citywide Storm Drainage Improvements
WTR c388 E2CA 2012 Waterline Overlay Program
WTR c389 E2CB Pioneer Way Road Repair
SWR c390 E2GB Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)
STR c391 E2AA Transportation Plan Update
STR c392 E2AB 9th Avenue Improvement Project
FAC c393 E3LA Frances Anderson Center Accessibility Upgrades
WTR c397 E3JA 2013 Waterline Replacement Program
SWR c398 E3GA 2013 Sewerline Replacement Project
STR c399 E2CC 5th Ave Overlay Project
STR c404 E2AC Citywide Safety Improvements
STR c405 E2AD Hwy 99 Enhancements (Phase III)
STM c406 E3FA 2013 Citywide Drainage Replacement
STM c407 E3FB 2013 Lake Ballinger Basin Study & Associated Projects
STM c408 E3FC Perrinville Creek Stormwater Flow Reduction Retrofit Study
STM c409 E3FD Dayton Street Storm Improvements (6th Ave - 8th Ave)
STM c410 E3FE Northstream Pipe Abandonment on Puget Drive
PRK c417 E4MA City Spray Park
WTR c418 E3JB 224th Waterline Relocation (2013)
FAC c419 E3LB ESCO III Project
STR c420 E3AA School Zone Flashing Beacon/Lighting Grant
Revised 4/8/2015
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
STR c421 E3DA 220 7th Ave N Sidewalk
WTR c422 E4JA 2014 Waterline Replacement Program
STR c423 E3DB 238th St. SW Walkway (100th Ave to 104th Ave)
STR c424 E3DC 15th St. SW Walkway (Edmonds Way to 8th Ave)
STR c425 E3DD 236th St. SW Walkway (Edmonds Way to Madrona School)
STR c426 E3DE ADA Curb Ramp Upgrades along 3rd Ave S
STR c427 E3AB SR104 Corridor Transportation Study
STM c428 E3FF 190th Pl SW Wall Construction
STM c429 E3FG Storm Drainage Improvements - 88th & 194th
STM c430 E3FH SW Edmonds-105th/106th Ave W Storm Improvements
STM c433 E4FA 2014 Drainage Improvements
STM c434 E4FB LID Retrofits Perrinville Creek Basin
STM c435 E4FC 2014 Willow Creek Daylighting/Edmonds Marsh Restoration
STM c436 E4FD 2014 Lake Ballinger Associated Projects
STR c438 E4CA 2014 Overlay Program
WTR c440 E4JB 2015 Waterline Replacement Program
SWR c441 E4GA 2015 Sewerline Replacement Project
FAC c443 E4MB Edmonds Fishing Pier Rehab
FAC c444 E4LA Public Safety Controls System Upgrades
WWTP c446 E4HA Sewer Outfall Groundwater Monitoring
STR c451 E4CB 2014 Chip Seals
STR c452 E4CC 2014 Waterline Overlays
ENG c453 E4DA Train Trench - Concept
STR c454 E4DB SR104/City Park Mid-Block Crossing
STM c455 E4FE Dayton Street Stormwater Pump Station
SWR c456 E4GB Citywide CIPP Sewer Rehab Phase I
STM c459 E4FF Video Assessment of Stormwater Lines
WTR c460 E4JC 2016 Water Comp Plan Update
SWR c461 E4GC Lift Station #1 Basin & Flow Study
STR c462 E4CD 220th Street Overlay Project
STR c463 E5CA 2015 Overlay Program
STM c466 E5FA 2015 Citywide Drainage Improvements/Rehab Projects
STM c467 E5FB Update Stormwater Management Code & Associated Projects
WTR c468 E5JA 2016-17 Waterline Replacement Projects
Revised 4/8/2015
PROJECT NUMBERS (By New Project Accounting Number)
Funding
Project
Accounting
Number
Engineering
Project
Number Project Title
SWR c469 E5GA 2016-17 Sanitary Sewer Replacement Projects
STR c470 E5AA Trackside Warning System
STR c471 E5AB 2015 Traffic Calming
WTR c473 E5KA Five Corners Reservoir Re-coating
STR i005 E7AC 228th St. SW Corridor Improvements
STM m013 E7FG NPDES
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
ENG Train Trench - Concept c453 E4DA
FAC Edmonds Museum Exterior Repairs Project c327 E0LA
FAC Senior Center Roof Repairs c332 E0LB
FAC Frances Anderson Center Accessibility Upgrades c393 E3LA
FAC ESCO III Project c419 E3LB
FAC Public Safety Controls System Upgrades c444 E4LA
FAC Edmonds Fishing Pier Rehab c443 E4MB
General SR104 Telecommunications Conduit Crossing c372 E1EA
General SR99 Enhancement Program c238 E6MA
PM Interurban Trail c146 E2DB
PM Dayton Street Plaza c276 E7MA
PM Fourth Avenue Cultural Corridor c282 E8MA
PM Marina Beach Additional Parking c290 E8MB
PM Senior Center Parking Lot & Landscaping Improvements c321 E9MA
PRK City Spray Park c417 E4MA
STM Stormwater GIS Support c326 E0FC
STM Public Facilities Water Quality Upgrades c339 E1FD
STM Storm Contribution to Transportation Projects c341 E1FF
STM Stormwater Development Review Support (NPDES Capacity)c349 E1FH
STM Dayton Street & SR104 Storm Drainage Alternatives c374 E1FM
STM Perrinville Creek Culvert Replacement c376 E1FN
STM Edmonds Marsh Feasibility Study c380 E2FC
STM 2012 Citywide Storm Drainage Improvements c382 E2FE
STM 2013 Citywide Drainage Replacement c406 E3FA
STM 2013 Lake Ballinger Basin Study & Associated Projects c407 E3FB
STM Perrinville Creek Stormwater Flow Reduction Retrofit Study c408 E3FC
STM Dayton Street Storm Improvements (6th Ave - 8th Ave)c409 E3FD
STM Northstream Pipe Abandonment on Puget Drive c410 E3FE
STM 190th Pl SW Wall Construction c428 E3FF
STM Storm Drainage Improvements - 88th & 194th c429 E3FG
STM SW Edmonds-105th/106th Ave W Storm Improvements c430 E3FH
STM 2014 Drainage Improvements c433 E4FA
STM LID Retrofits Perrinville Creek Basin c434 E4FB
STM 2014 Willow Creek Daylighting/Edmonds Marsh Restoration c435 E4FC
STM 2014 Lake Ballinger Associated Projects c436 E4FD
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STM Dayton Street Stormwater Pump Station c455 E4FE
STM Video Assessment of Stormwater Lines c459 E4FF
STM Update Stormwater Management Code & Associated Projects c467 E5FB
STM NPDES m013 E7FG
STM Talbot Rd. Storm Drain Project/Perrinville Creek Mitigation c307 E9FB
STM North Talbot Road Drainage Improvements c378 E2FA
STM SW Edmonds Basin #3-238th St. SW to Hickman Park Infiltration System c379 E2FB
STM Lake Ballinger Associated Projects 2012 c381 E2FD
STM 2015 Citywide Drainage Improvements/Rehab Projects c466 E5FA
STR 100th Ave W/Firdale Ave/238th St. SW/Traffic Signal Upgrade c329 E0AA
STR Five Corners Roundabout (212th Street SW @ 84th Avenue W)c342 E1AA
STR 2011 Residential Neighborhood Traffic Calming c343 E1AB
STR 76th Ave W at 212th St SW Intersection Improvements c368 E1CA
STR Sunset Walkway Improvements c354 E1DA
STR Transportation Plan Update c391 E2AA
STR 9th Avenue Improvement Project c392 E2AB
STR Citywide Safety Improvements c404 E2AC
STR Hwy 99 Enhancements (Phase III)c405 E2AD
STR 5th Ave Overlay Project c399 E2CC
STR School Zone Flashing Beacon/Lighting Grant c420 E3AA
STR SR104 Corridor Transportation Study c427 E3AB
STR 220 7th Ave N Sidewalk c421 E3DA
STR 238th St. SW Walkway (100th Ave to 104th Ave)c423 E3DB
STR 15th St. SW Walkway (Edmonds Way to 8th Ave)c424 E3DC
STR 236th St. SW Walkway (Edmonds Way to Madrona School)c425 E3DD
STR ADA Curb Ramp Upgrades along 3rd Ave S c426 E3DE
STR 2014 Overlay Program c438 E4CA
STR 2014 Chip Seals c451 E4CB
STR 2014 Waterline Overlays c452 E4CC
STR 220th Street Overlay Project c462 E4CD
STR SR104/City Park Mid-Block Crossing c454 E4DB
STR Trackside Warning System c470 E5AA
STR 2015 Traffic Calming c471 E5AB
STR 2015 Overlay Program c463 E5CA
STR 76th Avenue West/75th Place West Walkway Project c245 E6DA
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
STR Caspers/Ninth Avenue/Puget Drive (SR524) Walkway Project c256 E6DB
STR Main Street Lighting and Sidewalk Enhancements c265 E7AA
STR 228th St. SW Corridor Improvements i005 E7AC
STR Shell Valley Emergency Access Road c268 E7CB
STR 2009 Street Overlay Program c294 E9CA
STR 226th Street Walkway Project c312 E9DA
SWR 2012 Sewermain-Alder/Dellwood/Beach Pl/224th St. Sewer Replacement c347 E1GA
SWR 2012 Sanitary Sewer Comp Plan Update c369 E2GA
SWR Alder Sanitary Sewer Pipe Rehabilitation (2013 Sewer Pipe Rehab CIPP)c390 E2GB
SWR 2013 Sewerline Replacement Project c398 E3GA
SWR OVD Sewer Lateral Improvements c142 E3GB
SWR 2015 Sewerline Replacement Project c441 E4GA
SWR Citywide CIPP Sewer Rehab Phase I c456 E4GB
SWR Lift Station #1 Basin & Flow Study c461 E4GC
SWR 2016-17 Sanitary Sewer Replacement Projects c469 E5GA
SWR Lift Station 2 Improvements (Separated from L/s 13 - 09/01/08)c298 E8GA
SWR City-Wide Sewer Improvements c301 E8GD
SWR Sewer Lift Station Rehabilitation Design c304 E9GA
WTR AWD Intertie and Reservoir Improvements c324 E0IA
WTR 2010 Waterline Replacement Program c363 E0JA
WTR Sewer, Water, Stormwater Revenue Requirements Update c370 E1GB
WTR 2011 Waterline Replacement Program c333 E1JA
WTR 76th Ave W Waterline Extension with Lynnwood c344 E1JB
WTR Edmonds General Facilities Charge Study c345 E1JC
WTR PRV Station 11 and 12 Abandonment c346 E1JD
WTR 2012 Waterline Replacement Program c340 E1JE
WTR Main Street Watermain c375 E1JK
WTR 2012 Waterline Overlay Program c388 E2CA
WTR Pioneer Way Road Repair c389 E2CB
WTR 2013 Waterline Replacement Program c397 E3JA
WTR 224th Waterline Relocation (2013)c418 E3JB
WTR OVD Watermain Improvements (2003)c141 E3JB
WTR 2014 Waterline Replacement Program c422 E4JA
WTR 2015 Waterline Replacement Program c440 E4JB
WTR 2016 Water Comp Plan Update c460 E4JC
WTR 2016-17 Waterline Replacement Projects c468 E5JA
Revised 4/8/2015
PROJECT NUMBERS (By Project Title)
Funding Project Title
Project
Accounting
Number
Engineering
Project
Number
WTR Five Corners Reservoir Re-coating c473 E5KA
WWTP Sewer Outfall Groundwater Monitoring c446 E4HA
Revised 4/8/2015
AM-7625 6.
City Council Meeting
Meeting Date:04/14/2015
Time:15 Minutes
Submitted By:Linda Hynd
Department:City Clerk's Office
Type: Potential Action
Information
Subject Title
Opportunity to purchase property at 8413 196th St. SW pursuant to a Right of First Refusal.
Recommendation
N/A
Previous Council Action
N/A
Narrative
The city has an opportunity to purchase the property at 8413 196th St. SW for $595,000 pursuant to
Right of First Refusal that it negotiated in 1999.
Attachments
Right of First Refusal
Letter to Mayor Earling
Form Review
Inbox Reviewed By Date
Mayor Dave Earling 04/09/2015 10:02 AM
Finalize for Agenda Linda Hynd 04/09/2015 02:29 PM
Form Started By: Linda Hynd Started On: 04/09/2015 09:40 AM
Final Approval Date: 04/09/2015
AGREEMENT
WHEREAS. Gordon and Mary Van Mere (Van Meres) are the oWllers of certain.
real property located at 8413 196th S.W., Edmonds. Washington, and legally described
as is set forth on Appendix 1; and
WIIEREAS, the City of Edmonds (Edmonds). a municipal corporation orgaruzed
and operating under the laws of the State of Washington, is acquiring. under tbIear of
condemn.ation. the real property which is immediately contiguous to the real property in
Appendix 1, which real property is legally described as is set forth on Appendix 2; DOW,
merefore. i~ is.
AGREED as follows:
In the event VIUl Meres shall wish to sell the properry described in Appendix 1 and
shall have received a bona fide written offer from a prospective purchaser, they shall give
written notice of the offer together with an executed copy of dle offer to the City of
Edmonds. The City of Edmonds may purchase the propeny at the SllIIle price and on the
same terms as offered by me proposed purchaser. provided written notice of the election
to purchase Is given to me van Meres aO.d a matcbing down payment. or deposit is
provided to the Van Meres during the 45 day period inunedia.tely following the delivery
of the notice of the offer and a copy of the offer to the City of Edmands.
The right of first refusal resel'Ved in this insttUtnent shall not affect thr;: riiht of
Van Meres to subject their property to a deed of trust, mortgage or other security
AgreamellI -1
VOll
insmuoenr. Any first lender coming into possession of their property pursuant [0 the
remedies provid.ed in a mortgage or foreclosure or deed in lieu of foreclosure shall be
exemp[ from any right of ftrs[ refusal. Van Meres may give their property to their chit".
or to a trust or ousts created for the benefir of him without firSt offering to sell the
property to the City of Edmonds.
DATED : 19..t~ Z::D J 1999 .
~~d~
Gordon Van Mere
Mary Va Mere
DATED: b .uxLwL;( ~ ,4999. d 00'7.
Agreement -' 2
Vall
APPENDIX I
..
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~DU~~S~ Q~1IR Dr .zc~x~ 18, ~~8H%' 27 .Q1~., ~ap • mAaT, W.N.,
~Ea~B~ Aa lauLO~.t
~laIi~lR; ~T A ~O~Mt ON ~RI Bo~a L~ Dr 8Al~ SD~T QUAKwml Dr ~
aOlnlSUB'l! QQU.Talt o!' nI SDlfl'JmZlIl'f gUlU\m :l.D a • U. n:n WlS~ C!' ':II:1II /lOUO
gllAMO CQIUlSll ell!' BAXD "C1!tOR :1.1,
~1J!Il'fCJ: .Q'I!~B U'J. II rmm'l' to ~ »Q"lQ U a 1'lI!l'1' lIDIm! Dr 'faa ·lifOIl~ 1I%1/JI 01' Qnl
sotl'l1Bl1U'l! gtWt'lln CJ' II!IDl IICU':I\~'f gUARfP or nlI ICllI'rD1fIST gU~'l'BA1
II!BJnIQlII asr U.11 'UI,
~BEWC. aOQTR 137 •• ~'1' 'fO 1I0UTI L%~ or a~cTIDJ' Jq,
~CIII u.a:r II. U 1'1Im'l! .,0 TAl 'f1W1l Jan'l! Dr IlIIQXWIIIQ,
IiltC!!1'~ ,'filii IOtI'H l D nZ'l! 'l!aUOI' rOil a~,
11I!llllQ J:¥OIlll 1II.a. I'M!!! D. Tua~ U. lCUI.r:'/IOCiC 1OAlUl~1I, ,~CQ~nra ~ wn
~QORP~D ~ ~aERaQrl.
APPENDIX 2
ALL ~T poa~IO~ 01 ~ ~O~HEABT QU~~R or ~g2 ~OU~g~~ QU~~ER ov ;Ha
$QO~~~~ QU~~Ea or S!~IO~ lB, ~o~~HtP 27 ~OR~", ~Q~ 4 EAS~, W.H.,
bESCRIBWD ~ rOLLO~il
Daa~~a ~1 A rQl~~ ON T~ So~" ~lNE or SAtP SOUf~AS~ gUAa~~~ or ~
SOO~BlAS~ QP~~~ or ~I Souw~s~ QOAR~lk 109.91 rEE~ WiS~ ov wa~ SOO~H
Q~AR~R COaBmR or SAXD s~c~rc» ~B,
~~~c~ NOR~" 237.5 fIlm ~ A po~ 420 p!m~ SOU~H or ~aE ~oa~~ ~~NB Of 8AIP
IIQU~I!EAS'" QUU'l'IIIR Or' TIUl Sctl'l'HEAP~ CIID!nlll 011' fHI JlOU~gw:ss", QUAll~EIlI
~H!iCI RBS~ BB.Pl ,~~~,
T~cm SOU~~ 237.5 PE~~ ~Q &OUTH Lt~ OF O~C~~D~ 11,
"l'JOOIO!i Ea.!!!!! a II. 81 ~nw ~ !rBIL Ta~ 110IJlt or RIlIQ:nmING I
EXCEPT ~ BOU~B 3Q r~E~ ~aJREOr rQ~ a~1
(BED/Ii KIfOWI;' 10& 1'0 ~lI).T c~ ~AAC!r U I HULllaoOl:l lOUDENS, ~~Oll.PINGI 'to '%'R!
t1WRlIICOlU)IID lIt-l\llI 'l1HERBO," I "
'rIlE lIl!lliT 13& I'IBII.' OF ~Hl!I AS';' I1AL, Oil' THl'l I!IOU~BlIIA5~ Qt1AA~l!ill 011' ~IU:
aouwP~T QU~Tma Dr ~8~ BOUTawJS~ gUARTER or SECT%OW 11, ~o~SBx~ 27
NOK~B, ~~~ 4 EAS~, W.".,
I~c~i~ A 10 roo~ $~l~ c~ THI aou~H FOR ~~ PURiO~~Si ~
BXCE1l'~ 'm!1 NOP.'l1B 210 n£~ THlIiREO'r
(BIIIXNG A i'PlI.!l';C}l OF TMC'l! lS AND 36 OJ!' ~1I!l UIilRJiCORDXD l'tJI.'l' OJ!' m:PL!! WOOD
GlI.RDJlNSl1
~ag !OUT2 )Q ~ET O~ T~ JAPt l5Q FJKT. Moam OK ~~Ba. CP THE WO~TH 21Q r!~T
01' 'l'JIIl BO\1THPIiIl' QUAA~!ll OJ' ~1iI!l "otl~jiXA&" gUAA't'~1\ 01" !DBII SOt1!l'HW1!lli'l QUAJ\TIlR
QF S~Q~toN lB, mO~SHt' 27 NORTH, ~g£ 4 EAP!l', W.K.,
EXQ=~ 'HAT pO~'IO~ DmBDZD TO !l'~E Cl!l'¥ OJ EDKPWPS B~ ODt~ C~%M g~~D
lUlCOllDBD Xli' VDLU)t! IiOD I'AGB 543, RECORDa or S)fOIfOHrSIL COlnlirY, WABIi;prIO~II.
ALL THAT PORTION OF THE SOUT~ST QUARTER OF ~HE SOUTHEAST QUARTER OF T~
SOUTHWEST QUARTER OF SECTION lB, TOWNSHIP 27 NORTH, RANGE 4 EAST. W,M.,
DESCRIBED AS FOLLOWS:
BEGXMNING AT A POINT ON T~ SOUTH LINE OF S~D SOUTHEAST QUARTER O~ THE
SOOTHEAST QUARTER OF THE SOUTHWEST QUARTER 10B,B1 ~ET WEST OF TH~ SOUTH
QUARTER CORNER OF SAID SECTION lB,
TRENCE NORTH 237.5 FEET TO A POINT 420 FEET SOUTH OF TaE NORTH L~ OF SAID
SOUTHEAST QUARTER OF THE SOtlT!iIE}\S'l' QUARTER OF Tire SOUTHWEST QUARTO;
THENCE WEST BB,SI FEETl
THENCE SOOTR 237.5 FEET TO SOUTH LINE of S~C~ION' lB,
THENCE EAST 8B.al ~T TO THE TRUE POINT OF BEGINNING}
EXCEPT TBE SOUTH 3D nET TlllI:R)!jOl" FOR RO~ i
(S2INt: KNOWN AS lI. Pl'>RT OF 'rRACT 36, MlII'LEWOOD GlI.RDENS, ACCORDING TO THE
\JNl{EcoRDEP PLAT THEREOF J •
March 24, 2015
City of Edmonds
121 5th Ave N
Edmonds , WA 98020
RE: City of Edmonds Right of First Refusal on 8413 196th St. SW, Edmonds , WA 98020
Attention: Dave Earling, Mayor
This is to advise you we have entered i nto a purc hase/sale agreement with The Sanctuary Church
represented by Reuben Sapien . This sale is contingent upon the City terminating their option of Right
of First Refusal or exercising the right and the City purchasing at same price with the property in AS
IS condition .
It is our understanding the City has 45 days to make this determination. We would appreciate your
response in writing within 45 days or sooner if possible.
Attached is a copy of the Residential Real Estate Purchase and Sale Agreement with the Sanctuary
Church for your review . I am submitting this on behalf of myself, Elizabeth J. Burfitt, and Daniel L.
Burfitt .
Sincerely,
Susan M. Isaacson
5701 225 th St. SW
Mountlake Terrace , WA 98043
email : suzyqu2@msn .com
RECEIVED
MAR 2 4 2015
OFFI CE OF THE MAYOR
RESIDENTIAL REAL ESTATE PURCHASE AND SALE AGREEMENT
SPECIFIC TERMS
(Please read carefully before signing)
1. DATE: March V, 2015
2. BUYER: The Sanctuary Church (a Non-Profit 501 C3) represented by Reuben Sapien
3. SELLER: Elizabeth J. Bundt, Daniel L Burfitt. and Susan M. Isaacson
4. PROPERTY: 8413196"' St. SW, Edmonds, WA 98026 (Snohomish County, Washington)
Tax Parcel No(s): 27041800310700
Legal Description from EXHIBIT A
SEC 18 TWP 27 RGE 04 RT 270-) BEG 108.81 FT W OF S 1/4 COR TH N 237.5 FT TH W 88.81 FT
TH S 237.5 FT TO S LN SEC TH E 88.81 FT TO POB LESS RD
5. PURCHASE PRICE: FIVE HUNDRED NINETY FIVE THOUSAND Dollars ($595.000.00) Payable upon
closing.
6. EARNEST MONEY: S4Ylc;h J()~c}.,4ib Check for FIVE THOUSAND Dollars ($5.000.00) to be deposited
with CHICAGO TITLE INSURANC COMPANY (ESCROW).
7. CONTINGENCIES: This agreement is contingent on Title (per the title insurance report) acceptable to the Buyer, and
on (Financing Contingency) of Buyer locating Investors.
Seller has advised Buyer of existing Right of First Refusal with the City of Edmonds and that the City has the right to
review this Purchase and Sale Agreement to determine if they will purchase the property or terminate their Right of
First Refusal to allow Buyer to complete their purchase of property.
8. TITLE: Unless otherwise noted on this agreement, title of Seller is to be free of encumbrances or defects. Existing
reservations, existing easements not inconsistent with Buyer's intended use, building or use restrictions general to
ttie district, and building or zoning regulations or provisions shall not be deemed encumbrances or defects.
Encumbrances to be discharged by Seller shall be paid out of purchase money at date of closing.
9. PROPERTY INFORMATION/ASSURANCES: Seller shall advise the Buw. of the existence and/or status of the
following: (1) ~ any public/community water main, a well,)!f public sewer,'" septic tank, a cesspool, a none of the
foregoing. (2) Whether there is a Condominium of Home Owner's fee . (3) Whether the property contains leased or
encumbered items identified as hot water tank(s), heating system, other . (4) That all
electrical wiring, heating, and plumbing systems will be in working order at the time Buyer is entitled to possession,
(5) That Seller knows of no material structural defects. (6) That Buyer will maintain the property and yard in present
or better condition until agreed possession. (7) Shares in light and/or water companies and association, if any, shall
be included in the sale, unless noted. (8) That Seller has no notice from any govemmental agency of any violation of
laws relating to the subject property except Not Applicable
10 . CLOSING COSTS AND PRO-RATIONS: The cost of escrow shall be shared equally between Buyer and Seller,
except those fees which are expressly limited by Federal Regulation. Seller shall pay for excise tax and revenue
stamps. Taxes for the current year, rents, interest, Association, Condominium and/or Home Owner's fees, water and
other utility charges , if any shall be pro-rated as of date of closing.
INITIALS: BUYER _,.e._5 ___ SELLER I!, 1,13.
DATE 3 /:;o / !5
J
DATE
Page 1 of4
SELLER ...... V.J~D __ SELLER a
DATE ?;---W-IS-DATE 3/WVS
11 . COST-CLOSING ADJUSTMENTS, COLLECTIONS AND PAYMENTS: After closing, Buyer and Seller shall
reconcile the actual amount of revenues or liabilities upon receipt of payments thereof to the extent those items were
prorated or credited at closing based upon estimates. Any bills or invoices received by Buyer after closing which
relate to services rendered or goods delivered to the Seller or the property prior to closing shall be paid by Seller
upon representation of such bill or invoice. At Buyer's option, Buyer may pay such bill or invoice and be reimbursed
the amount paid plus interest at the rate of 9. percent per annum beginning fifteen (15) days from the date of Buyer's
written demand to Seller for re imbursement until such reimbursement is made. Rents collected from each tenant
after closing shall be applied first to rentals due most recently from such tenant for the period after closing, and the
balance shall be applied for the benefit of Seller for delinquent rentals owed for a period prior to closing. The
amounts applied for the benefit of Seller shall be turned over by buyer to Seller promptly after receipt.
12 . CLOSING OF THE SALE: WITH THE UNDERSTANDING THAT TIME IS OF THE ESSENCE OF THIS
AGREEMENT : this sale shall be closed on OR BEFORE June 6, 2015 which shall also be the termination date of
this agreement. Buyer and Seller will IMMEDIATELY UPON DEMAND, deposit in escrow with Chicago Title
Insurance Company all instruments and monies required to complete the purchase in accordance with Ihis
agreement. Closing for the purpose of this agreement is defined as the date that all documents are executed and the
sale proceeds are available to the Seller.
If Buyer is unable to obtain financing to complete purchase, Earnest money will be returned to Buyer by
CHICAGO TITLE INSURANCE CO MPANY.
13. POSSESSION: Buyer shall be entitled to possession on closing .
14. ADDITIONAL PROVISIONS: In addition to INCLUDED ITEMS. CONVEYANCE, TITLE INSURANCE, AND
GENERAL PROVISIONS, the following checked items are also included: 0 INSPECTIONS 0 OTHER
r efri~~+or ) 5 1-o~e.) lV aS'nex +dryer
15. AGREEMENT TO PURCHASE: Buyer hereby acknowledges receipt of a copy of this agreement. Buyer offers to
purchase the above property on the above terms and conditions .
16. TIME FOR ACCEPTANCE: Seller shall have until midnight of .31;)",1 bOIS
a signed copy hereof to Buyer).
to accept this offer by delivering
17. CONVEYANCE: Title shall be conveyed by Warranty Deed free of encumbrances, except as approved by Buyer.
18. TITLE INSURANCE: Seller authorizes , at Seller's sole expense, the Buyer or other agent to immediately apply for a
preliminary commitment for a standard form Buyer's policy of title insurance to be issued by Chicago Title
Insurance Company. Said preliminary commitment , and the title policy to be issued, shall contain no exceptions
other than those provided for in such standard form and encumbrances or defects noted in paragraph 8 hereof. If title
cannot be made so insurable prior to the closing date called herein, the earnest money shall, unless Buyer elects to
waive such defects or encumbrances, be returned to the Buyer, and this agreement shall hereupon be terminated.
19. GENERAL PROVISIONS : Seller and Buyer warrant that no representations have been made concerning the
condition of the property, boundary lines or size.
There have been no verbal or other agreements which modify or affect this agreement. THIS AGREEMENT
CONSTITUTES THE FULL UNDERSTANDING BElWEEN THE SELLER and BUYER .
20. ADDENDA: 1) DISCLOSURE OF INFORMATION ON LEAD-BASED PAINT AND LEAD-BASED PAINT
HAZARDS, 2) Copy of pamphlet -Protect Your Family from Le ad in Your Home . 3) IDENTIFICATION OF
UTILITIES . 4) EXHIBIT A -COPY OF PERSONAL REPRESENTATIVES' DEED . 5) EXHIBIT B BUYER 's
ACKNOWLEDGEMENT OF ADDITIONAL INFORMATION
INITIALS: BUYER ,e.S
DATE 3/za/;£ 7 I
Page 2 of4
SELLER 8 i 13
DATE 3f2.o/r5 ,
SELLER Ow
DATE 3'10-15"
SELLER "':;&l+4-L~
DATE 3 )wlJ.5
21 . HAZARDOUS SUBSTANCES: Seller represents and warrants to buyers that to the best of its knowledge: (i) there
are no Hazardous Substances (as defined below) currently located in, on or under the property in a manner or quality
that presently violates any Environmental Law (as defined below); (ii) there is an underground storage tank located
on the property; and (iii) there is no pending or threatened investigation or remedial action by any governmental
agency regarding the release of Hazardous Substances or the violation of Environmental Law at the property . As
used herein, the term "Hazardous Substances" shall mean any substance or material now or hereafter defined or
regulated as a hazardous substance, hazardous-waste, toxic substance, pollutant, or contaminant under any federal ,
state or local law, regulation , or ordinance governing any substance that could cause actual or suspected harm to
human health or the environment (Environmental Law). The term "Hazardous Substance" specifically includes but is
not limited to, petroleum, petroleum by-products, and asbestos. Seller agrees to indemnify, defend and hold Buyer
harmless from and against any and all claims, liabilities , losses, penalties, remediation costs and expenses (including
attorney's and consultant's fees and costs) that Buyer may incur or have assessed against it as a result of the
presence of any Hazardous Substance in, on, or under the property which violates any Environmental Law at any
time prior to clOSing .
22 . CONDITION OF SEPTIC TANK: Seller warrants that the Septic tank, if any, serving the property is in good working
order and Seller has no knowledge of any needed repairs .
23 . INSPECTIONS -MAY BE REQUIRED . Seller understands that the Buyer MAY REQUIRE THAT THE PROPERTY
COMPLY WITH APPLICABLE BUILDING CODES and other governmental requirements of the city or county in
which it is located , and require other inspections including, but not limited to, termite, heating , plumbing, roof,
electrical , septic tank and well water.
24 . CONDEMNATION AND CASUAL TV: Buyer may terminate this agreement and obtain the refund of the earnest
money. if improvements on the property are destroyed or materially changed by casualty before closing, or if
condemnation proceedings commenced against all or a portion of the property before closing .
25. COSTS OF INSPECTION: Buyer agrees to pay costs of inspections.
26. OBLIGATION TO MAKE REPAIRS: Seller understands that as a result of any governmental or utility inspections,
Seller may be required to make repairs to the property in order to comply with the applicable codes whether or not a
sale is completed under this Agreement.
27 . ASSIGNMENT: Buyer 0 may )( may not (may not assign, if not completed) assign this Agreement, or Buyer's
rights hereunder w~hout Seller's prior written Consent, unless provided otherwise .
28. DEFAULT AND ATTORNEY'S FEES: In the event Buyer fails, without legal excuse, to complete the purchase of the
property, then Seller may, at its option , bring suit against Buyer for Sellers actual damages, or pursue any other
rights or remed ies available at law or in equity. In the event Seller fails , without legal excuse, to complete the sale of
the property, then Buyer may, at its option , bring suit against the Sellers, for specific performance of the property sale
transaction, and for its actual damages, or for any other rights or remedies available at law or in equity.
If Buyer or Seller institutes suit concerning this Agreement, the prevailing party is entitled to court costs and
reasonable attorney's fees. In the event of trial, the amount of the attorney's fees shall be fixed by the court. Venue of
any suit shall be in the county in which the property is located , and this Agreement is to be governed by the laws of
the state where the property is located .
Buyer lIfE Jlh1 .,,~!f'Tl~' Date 3/~/1.c-Home Phone (425) 770-0747
Print Buyer's na~F-~!?ti'2Jrr-t'J/J~(,..c,~· == __ --Cl.e::~ex\ 5 a..? i en
Buyer's address : 1 7 1501h Place SE L nnwood WA 98087 Email: rvsap@hotmail.com
Seller's Licensee (Company): Not Applicable
INITIALS: BUYER It S
DATE 3/:k.!/S= r 7
Page 3 of4
SELLER Sf ?).
DATE <JeO Iri
SELLER j) ll3-
DATE "3 ~1-0-15
SELLER Ld
DATE ,3JY?US
Seller !1ioJdJ&~. ,73~ Date 3,1 z" ( 15 Home Phone (425) 774-4049
Print Seller's name: Elizabeth J. Burfit!
Seller's address 7903 2181h SI. Sw. Edmonds WA 98026
Seller b~;j g+
Print Seiler's name: Daniel L. Burfit!
Date 3 -'2.0 -J S-Home Phone (425) 771-5910
Seller's address 9009 2201h SI. SW. Edmonds . WA 98026
Seller ~ m ~ Date 3/:<D/;5 Home Phone (425) 582-7373
Print Seller's name: Susan M. Isaacson Email: suzygu2@msn.com
Seller's address 5701 2251h SI. SW, Mountlake Terrace, WA 98043
24 . BUYER'S RECEIPT: Buyer acknowledges receipt of a Seller's signed copy of this Agreement on
-O:::;b9'~~ ____ (date).
INITIALS: BUYER --=-R.5-=.. ___ SELLER f 1· [J
DATE ?5@!Is;"DATE 3/20 I ,I " I ,
SELLER /);;J.. r3 SELLER ...oJ.G..!d=-__
DATE 3 ~ '),0 -/.r-DATE 3P.L>/15
Page 4 of4
Disclosure of Infonnatlon on Lead-Based Paint and/or Lead-Based Paint Hazards
Lead warning Statement
Every purchaser oj any Interest in residential real property on which a residential dwelling was built prior to 19781s
notlfted thatsuch property may present exposure to lead from lead-based paint that may place young children at risk
oj developing lead palsoning. Lead palsoning In young childfl!fl may produce permanent neurological damage.
induding learning disabilities, reduced intelligence quotient behavioral problems, and Impaired memory. Lead
poisoning also poses a particular risk to pregnant wamen. The seller oj any Interest in residential real property Is
required to provide the buyer with any Information on lead-based point hazords from risk assessments or inspections
in the sellers possession and notify the buyer oj any known lead-based point hazords. A risk assessment or Inspection
jor possible lead-based point hazords Is recommended prior to purchase
Seller's Disclosure
(a) Presence of lead-based paint and/or lead-based paint hazards (check (I) or (iI) below):
(i) Known lead-based paint and/or lead-based paint hazards are present in the housing
(explain).
(li)..x.. seller has no knowledge of lead-based paint and/or lead-based paint hazards in the housing.
(b) Records and reports available to the seiler (check (i) or (Ii) below):
II) Seller has provided the purchaser with all available records and reports pertaining to lead-
based paint and/or lead-based paint hazards in the housing (list documents below).
(ii)...x... seller has no reports or records pertaining to lead-based paint and/or lead-based paint
hazards in the housing.
Purd1aser's Acknowledgment (initial)
(q p..-;;;; Purchaser has received copies of all information listed above.
(d) Purchaser has received the pamphlet Protect Your Family from Lead in Your Home
(e) Purchaser has (check (i) or (iI) below):
(i) __ received a lD-day opportunity (or mutually agreed upon period) to conduct a risk assess-
ment or inspection for the presence of lead-based paint and/or lead-based paint hazards; or
(iI) ~S waived the opportunity to conduct a risk assessment or inspection for the presence of
lead-based paint and/or lead-based paint hazards.
Agenfs Acknowledgment (Initial)
(f) N LA Agent has informed the seller of the seiler's obligations under 42 US.C 4852(d) and is
aware of hislher responsibility to ensure compliance.
certification of Accuracy
The follOwing parties have reviewed the information above a'J.d certify, to the best of th Ir knowledge, that the
information they have provided Is true and accurate. D~d -.3 J,;zo ) IS
~k..alx fk rjc8r4 1L 31)01/£ . 3 Dj;
SelerO'. . Date : ': er A Date 71fe \.~<::...ftlttf¥ CU ltal-. -S/z..»/Ir;-_ /r/C{,J r-g /Zb /tS--,
PUD#1
Acco unt#: 2202-1785-5
PO Box 1107
Everett, WA 98206-1107
1-888-909-4629
INDENTIFICATION OF UTILITIES
CjtyofEdmonds (water/sewer)
Account #: 3-52200 -combined utility
PO Box 2008
Edmonds. WA 98020-2008
425-771-0241
Pu~t Sound EnereY
Account#: 220005558535
PO Box 97034
Bellevue. WA 98009-9734
1-888-225-5773
\
...... -. -.•.
.. '
,-,., .. ~: .
EX\--\ \ B\\ A
317875 .'
,,' ....... -:.
.. ':.... ...... ...... .... ,., ..
:"AFTER 'RECORDING MAIL TO:
',.,. •• -.... ".' _o""\.. ':.
Nki--···.: .~oeihBurfitt
Address;-······:.·7~03 2··I··~-S.W.
City/State'~" .Earli!S~J;;.> .. WA 98026
III1III1IIIIII1
_118801 2 PGS ~Mft~~ ~'TOO
"..... ..... ,--',' ~,; .... :.:: -,. -',
( ... ······-PEiiStlNAL REPRESENTATIVE'S DEED
..... ' ••• 1· .. •• •••••• ~_~ •• _._
THE GRANj:-o~R~ONA!-REPRESENfA TIVE ELIZABETHBURFIIT
for and in considenltion ~f~QhgmlsI\County probate number 07-4-0] 21 ] -2 conveys
and quit claims fr~3~~Rt>oN'.and MARY V AN MERE to ELIZABETH JEAN
BURFfIT, SUSAN ISf.\AGS0¥-an4 DANIEL LEE BURFITI in equal shares as
tenants in common as ·thelr. 'sep3:rate 'property the following described real estate,
situa~ed i~ the County of ~.n'!!i:~l~~.~~Jf Washington, together with all after ~
acqUired title of the grantor{!!~. ~~!.n: .' ......... I /' or '
SEC 18 TWP 27 RGE 0':r~T '2~) BI;:0·t08. .. 81 FT W OF S 114 COR TH N
237.5 FT TH W 88.81 FT TH S 2~.7-::fFJ'-TO ~ LN SEC TH E 88.81 FT TO
POB LESS RD (.-.' ............ ,) .J
"'..... . ... _.. ..' ,,'
Assessor's Property Tax Parcell Account·NumlrG·~1104.1 80031 0700
Address: 8413 1961h St SW., Edmonds, WA 9.8026~9 13
l ~._ .. ", .... ::
..... -...•... ::.~., ............. ' ..
Dated: 5-13 -0'1 ,2009. : . "-). }
~ ~"_'" ..•• J .....
". :,_ .. -::::: ..• ~ .. :. ::.:::.: ::: ....... \
............ :...... ..'
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\· .. ~3<.~::<·····'.-,:-...
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" ... ' .. ' •........ -........ -.::. .... ••... . .... .
. ' ... .
•••• .' .,0" ••••• , .' .... :....... .., ......... -
,.
EXHIBITB
ACKNOWLEDGEMENT OF ADDITIONAL INFORMATION
Buyer: The Sanctuary Church (a Non-Profit 501 C3) represented by Reuben Sapien
Seiler: Elizabeth J. Burfitt, Daniel L. Burfitt, and Susan M. Isaacson
Property: 8413196"' SI. SW, Edmonds, WA 98026 (Snohomish County, W ashington)
Buyer Acknowledges:
1. House, property, and all out-buildings are being sold "AS IS ·
2. Existence on property of an underground Oil tank (fuel supply for furnace located in north half of
Garage I Workshop)
3. Existing leak in roof of Garage I Workshop south half (which is currently covered by a tarp)
4 . Home on the property has been rented as a single-family res idence until recently vacated by Gloria
Allison. Garage I Workshop (at back of property) is currently being rented by Gloria Allison as two
separate storage spaces . Rental of the Garage I Workshop was in conjunction with Gloria's
rental of the house . Gloria has moved out of the house and was notified in a certified letter mailed to
her on December 4, 2014 to vacate the Garage I Workshop space at the end of January 2015 as
Sellers planned to put the property up for sale. Based on the pending sale to The Sanctuary Church,
Gloria has continued to rent the storage space on a month-to-month basis.
Seller ShgJxih t 1>~
Pri nt Selle r's name : El iza e th J . Burfitt
Date 3 / J-CJ I f"i
seller ;)~~ Date 3 -J-O -f~ ,
Print Seller's name : Daniel L. Burfi tt
Seller h A/l(UJ 111 ~ Date -3) ;P))5
Pr int Seller's name: Susan M. Isaacson
AM-7597 7.
City Council Meeting
Meeting Date:04/14/2015
Time:15 Minutes
Submitted For:Edmonds Citizens' Tree Board Submitted By:Jana Spellman
Department:City Council
Type: Information
Information
Subject Title
Edmonds Tree Board Presentation and Request.
Recommendation
Council be briefed on the Tree Board's annual work.
Council consider the request for a budget allocation to hire a dedicated staff person to support the Tree
Board.
Previous Council Action
None.
Narrative
The Tree Board will make a presentation to the City Council in their annual report. In addition, the Tree
Board will be asking Council for staff support to assist in the operations of the Tree Board.
At their last Tree Board meeting, Commissioners discussed the need for a dedicated staff support. When
the Tree Board was formed by Council, there was no staff available to attend meetings and provide
support. In the recent past the Tree Board was provided a minute taker and a monitor; Mr. Lien assisted
during the development of the Tree Code, and Parks staff have attended when needed. But, there is no
consistent dedicated staff support other than the Council Executive Assistant who posts the agenda and
minutes. Other boards and commissions in the City have staff support.
At this time, there is not capacity for current staff to be dedicated to the Tree Board.
Commissioners identified the following areas where support is needed:
• Attend Tree Board meetings
• Assist Chair with preparing agendas and noticing/advertising meetings and events
• Address issues raised by the public at meetings
• Central contact for Tree City USA application (access to information) and submit application and
accountable for meeting terms
• Organize Arbor Day and other events
• Pursue grants
• Coordinate outreach and education including presentations to Tree Board
• Advertise events
• Update website and post educational material
The request for Council is to consider a budget allocation to hire a contract staff to provide facilitation,
expertise, and be the staff liaison for the Tree Board. An annual allocation of $10,000 would assist in
hiring a contractor to ramp up and be a consistent staff person to support the Tree Board.
Form Review
Inbox Reviewed By Date
City Clerk Linda Hynd 04/07/2015 10:44 AM
Mayor Dave Earling 04/07/2015 10:49 AM
Finalize for Agenda Linda Hynd 04/07/2015 11:01 AM
Form Started By: Jana Spellman Started On: 04/01/2015 08:44 AM
Final Approval Date: 04/07/2015
AM-7601 8.
City Council Meeting
Meeting Date:04/14/2015
Time:5 Minutes
Submitted By:James Lawless
Department:Police Department
Type: Forward to Consent
Information
Subject Title
Interlocal Agreement - North Sound Metro SWAT
Recommendation
Staff recommends and requests that this item be forwarded to April 21, 2015 Business Meeting for
approval via the Consent Agenda.
Previous Council Action
Existing ILA was approved by Council on May 28, 2013.
Narrative
The Interlocal Agreement for SWAT (Special Weapons and Tactics) that is currently in place (approved
by Council on May 28, 2013) represents a partnership between Edmonds and the cities of Bothell,
Kirkland, Lake Forest Park, Lynnwood, Mill Creek, Monroe, and Mountlake Terrace. The new ILA
would bring the city of Mukilteo into the integrated team. No other changes have been made to the
existing ILA.
The revised ILA is attached and has been approved by the City Attorney's Office as to form.
Fiscal Impact
Fiscal Year:
Revenue:
Expenditure:
Fiscal Impact:
Edmonds' cost share for SWAT is already built into the existing 2015 budget and will not be impacted.
Attachments
SWAT ILA 2015
Form Review
Inbox Reviewed By Date
City Clerk Scott Passey 04/01/2015 03:56 PM
Mayor Dave Earling 04/01/2015 04:07 PM
Finalize for Agenda Scott Passey 04/02/2015 07:03 AM
Form Started By: James Lawless Started On: 04/01/2015 03:09 PM
Final Approval Date: 04/02/2015
Page 1 of 20
INTERLOCAL AGREEMENTBETWEEN THE CITIES OF BOTHELL, EDMONDS,
KIRKLAND, LAKE FOREST PARK, LYNNWOOD, MILL CREEK, MONROE,
MUKILTEO, AND MOUNTLAKE TERRACE; FOR THE NORTH SOUND METRO
SPECIAL WEAPONS AND TACTICS (SWAT)/
CRISIS NEGOTIATING TEAM (CNT)
THIS INTERLOCAL AGREEMENT (Agreement) is entered into by and between the
City of Bothell, a Washington municipal corporation (Bothell), the City of Edmonds, a
Washington municipal corporation (Edmonds), the City of Kirkland, a Washington municipal
corporation (Kirkland), the City of Lake Forest Park, a Washington municipal corporation (Lake
Forest Park), the City of Lynnwood, a Washington municipal corporation (Lynnwood), the City
of Mill Creek, a Washington municipal corporation (Mill Creek), the City of Monroe, a
Washington municipal corporation (Monroe), the City of Mukilteo, a Washington municipal
corporation (Mukilteo), and the City of Mountlake Terrace, a Washington municipal corporation
(Mountlake Terrace), (collectively referred to hereinafter as Parties or Cities).
WHEREAS, the Cities are public agencies as defined by RCW Chapter 39.34 and RCW
Chapter 10.93, and are authorized to enter into interlocal agreements to provide for joint or
cooperative actions to provide services and facilities in a manner and pursuant to forms of
governmental organization that will accord best with geographic, economic, population and other
factors influencing the needs and development of local communities; and
WHEREAS, incidents of a serious criminal nature do occur which require a need for a
specially trained and equipped unit to effectively resolve the situation. These incidents create a
demand upon the undersigned Cities respective to resources which are better and more
economically served by combining resources to form a joint specialty team called the NORTH
SOUND METRO SPECIAL WEAPONS AND TACTICS, (hereinafter SWAT Team); and
WHEREAS, the SWAT Team shall be specially trained and equipped to provide a
cooperative and joint effort among the undersigned Cities’ police departments to respond to and
resolve criminal activity of a high risk nature in accordance with state and federal law.
NOW, THEREFORE, be it agreed in accordance with RCW 39.34 and RCW 10.93:
1. CREATION AND AUTHORIZATION
The undersigned Cities hereby create THE NORTH SOUND METRO SPECIAL WEAPONS AND
TACTICS (SWAT) Team. The SWAT Team is hereby authorized and directed to achieve the
objectives of this Agreement.
2. OBJECTIVE
The primary objective of the SWAT Team is to respond effectively and appropriately to
incidents which create a significant and higher safety risk for officers/detectives in the field and
the public.
Page 2 of 20
3. EXECUTIVE BOARD/SWAT STRUCTURE
The undersigned Cities hereby create an Executive Board (Board) to direct the SWAT Team.
The Executive Board shall be comprised of the Police Chiefs of all participating Cities. Based
upon recommendations from the SWAT Commander and or Board members, the Board reviews
and approves changes and updates to the SWAT Policy and Procedures Manual (SWAT Policy)
and also provides approval and gives direction on operational matters as presented and requested
by the SWAT Team Commander.
Each member of the Board shall have an equal vote and voice on all Board decisions. All
decisions, except those related to the SWAT Policy and Procedure manual, shall be made by a
majority of voting Board members, provided a quorum of five (5) Board members are present.
SWAT Policy and Procedure decisions shall require a unanimous vote from all Board members.
The Board will meet at least once a quarter.
3.1 SWAT Team Structure
3.1.1 The goal of the SWAT Team is to have a minimum of twenty-four (24)
trained officers and one (1) Command Level Officer (SWAT Team Commander).
Staffing shall be proportional to the size of the participating city police
department’s commissioned strength and the ability of that police department to
staff positions.
3.1.2 When subsequent attrition occurs in the SWAT Team, such vacancies
shall be filled based on a mutually agreed to and managed selection process
approved by the Board.
3.1.3 The Board will determine the host police department for the SWAT Team
and the selection of the SWAT Team Commander. The SWAT Team
Commander will recommend appointments for the positions of Assistant SWAT
Team Commander and SWAT Team Leader(s) to the Board who shall have final
approval.
3.1.4 Incident command shall be the responsibility of the police department of
jurisdiction in which the incident occurs. The police department of jurisdiction
may delegate incident command responsibility to the SWAT Team Commander,
or an appointed designee in his absence, but will still be required to provide a
liaison to the SWAT Team Commander for the duration of the event.
3.1.5 Distraction devices, gas munitions, and entrance explosives will be stored
and handled per the SWAT Policy and Procedures manual and other applicable
state and federal laws and regulations.
Page 3 of 20
3.1.6 The general specifications of SWAT equipment/weapons will be
contained within the SWAT Policy and Procedures manual.
3.1.7 SWAT policies and procedures will be standardized and agreed to by all
participating Board members including any modifications or amendments thereto.
Each Board member understands that SWAT, when activated in their respective
jurisdictions, will act in accordance with the SWAT Policy and Procedures
manual, as unanimously approved by the Board.
3.1.8 Except as provided herein, all personnel are deemed to be continuing
employment for their respective employers when activated as members of the
functionally consolidated SWAT Team. Each participating City shall be solely
and exclusively responsible for the compensation, benefits, and training expenses
for those personnel. All rights, duties, and obligations of the employer and the
employee shall remain with that participating City. Each City shall be responsible
for ensuring compliance with all applicable laws with regard to employees and
with provisions on any applicable collective bargaining agreements and civil
service rules and regulations and its disciplinary policies and procedures.
3.1.9 During field activation of the SWAT Team, an Incident Commander,
SWAT Team Commander and SWAT Team Leader(s) will be designated. The
duties and procedures to be utilized by the Incident Commander, SWAT Team
Commander and SWAT Team Leader(s) shall be set forth in the SWAT Policy
and Procedures manual approved by the Board.
3.2. Team Composition
The Board determines the SWAT Team composition and selection process.
3.3 Crisis Negotiating Teams
There will be a Crisis Negotiating Team (CNT) component. The Board will determine
the composition of the Team and associated selection criteria.
3.4 Policy Development and Review
3.4.1 The Board shall determine who will coordinate development of SWAT
Team policies and procedures. At a minimum, such policies and procedures shall
address:
a. Appointment to Team/Team Composition
b. Risk Analysis Assessments
c. Special Procedures
Page 4 of 20
d. Munitions Storage Policy/Equipment Considerations
e. Diversionary Device Use and Deployment
f. Firearms Qualification Standards
g. Minimum Training Requirements/Fitness Standards
h. Mutual Aid Responses
3.4.2 Following policy and procedure review and approval, copies of the
SWAT Policy and Procedures manual will be provided to the police departments
of participating Cities.
4. COST SHARING/BUDGET AND FINANCE
The Parties agree to budget and finance provisions for costs incurred by or in connection with the
operations of the SWAT Team, in accordance with the following:
4.1. For purposes of general administration, the Board shall determine which City
shall be designated as the Host police department. That police department will
coordinate budgetary expenditures with all participating Cities.
4.2. All costs associated with the initial and continued outfitting of a SWAT Team
member, including but not limited to, clothing and weapons shall be the responsibility of
the employing City of any team member. This equipment shall remain the property of
the purchasing City. The maintenance and replacement of individual team member’s
equipment shall be the responsibility of the employing City.
4.3. Any overtime costs associated with all deployment operations or team training of
SWAT Team members shall be the responsibility of the employing City of any team
member.
4.4. All member participating Cities understand there is need for equipment, and/or
training for specialty positions within the team, that may be utilized by any qualified
team member during the course of operations or training.
4.5. Each participating City will provide an amount of money determined by the
Board and approved through the budget processes of each participating City’s legislative
body for necessary purchases per calendar year for approved operational expenditures.
The Board shall designate one (1) participating City which will establish a single SWAT
Team operational budget. Participating Cities agree to leave any money left over from
that calendar year in the SWAT operational budget, which will be held in the account to
supplement/augment SWAT organizational operations with the approval of the Board.
4.6. By May of each year, the SWAT Team Commander will submit a proposed
operational budget request for approval to the Board, itemizing anticipated team/specialty
Page 5 of 20
training and team equipment purchase requests for the following budget cycle. Each
participating City will then submit for review and consideration the proposed operational
and team/specialty training and team equipment budget via their own budget process. All
team/specialty equipment purchases made during the calendar year will be documented
via an inventory database spreadsheet. Training and equipment for individual team
members will be the responsibility of each participating City.
4.7. During unusual occurrences, emergency expenses outside the parameters of the
approved SWAT Team operational budget can be approved and ratified by agreement
with a quorum of the Board. These expenses will be incurred only out of operational
necessity (i.e., additional overtime or supplies related to a SWAT operation).
4.8. All Parties intend that the budget and finance provision contained herein shall
support the activities of SWAT Team operations and training.
5. LIABILITY FOR INDEMNIFICATION AND DEFENSE FROM THIRD PARTY
CLAIMS
5.1 Equal Sharing of Liability
The Cities agree that liability for the negligent or unintentionally tortious actions of the
SWAT Team or any police officer or employee working for or on behalf of the SWAT
Team be shared equally on an equal shares basis between the participating Cities. It is
further the agreement of the Cities that no City should be required to pay more than an
equal share of the cost of payment of any judgment or settlement for a liability claim
which arises out of and is proximately caused by the actions of any officer, employee or
City which is acting on behalf of or in support of the SWAT Team and acting within the
scope of any person’s employment or duties to said SWAT Team. This risk sharing
agreement shall not apply to judgments against any party or officer for punitive damages
or for damages resulting from intentionally tortious actions. This general agreement on
liability sharing is subject to the following terms and conditions set for the below in
Sections 5.2 to 5.10.
5.2 Hold Harmless
Each City agrees to hold harmless and indemnify the other participating Cities from any
loss, claim or liability arising from or out of the negligent or unintentional tortious
actions or inactions of its officers and employees or each other as related to any SWAT
Team activity. Such liability shall be apportioned among the Cities equally on an equal
shares basis subject to any limitation set forth below.
5.3 Defense of Lawsuits
Each City shall be responsible for selecting and retaining legal counsel for itself and for
any employee of said City who is named in a lawsuit alleging liability arising out of
Page 6 of 20
SWAT Team operations. Each City who retains counsel for itself and/or its officers and
employees shall be responsible for paying the attorney’s fees incurred by that counsel.
The Cities shall not share costs of defense among each other unless they specifically
agree to have one attorney representing all of them in any particular legal action.
5.4 Notice of Claims and Lawsuits and Settlements
In the event that a lawsuit is brought against a participating City, its officers and
employees for actions arising out of their conduct in support of the SWAT Team
operations, it shall be the duty of each said City to notify the other Cities that said claims
or lawsuit has been initiated. No settlement of any such claim or lawsuit by any single
City shall require equal shares contribution by any City unless it was done with the
knowledge and specific consent of the other participating Cities. Any settlement made by
any individual City or member which does not have the consent of the other participating
Cities to this Agreement will not require any sharing of payment of said settlement on
behalf of the non-consenting Cities.
5.4.1 Settlement Procedure
5.4.1(1) Any City who believes that it would be liable for a settlement or
judgment which should be equally shared by the other participating Cities to this
Agreement shall have the burden of notifying each other participating City of all
settlement demands made to that City and any claims and/or lawsuits naming that
city and/or its officers and employees for what may be a joint liability.
Furthermore, if the other participating Cities are not named as parties to the
actions, it shall be the burden of the City named in the lawsuit to keep the other
participating Cities fully apprised of all developments in the case and all
settlements demands, mediations or any other efforts made towards settlement.
Settlements require the specific consent of all participating Cities to this
Agreement before any equal share obligations for payment by all participating
Cities becomes effective.
5.4.1(2) No City shall enter into a settlement with a claimant or plaintiff
unless said settlement ends the liability of all participants to this Agreement and
on behalf of their respective employees and officers. It is the intent of this
Agreement that the Cities act in good faith on behalf of each other in conducting
settlement negotiations on liability claims or lawsuits so that, whenever possible,
all Parties to this Agreement agree with the settlement costs or, in the alternative,
that all Parties to this Agreement reject settlement demands and agree to go to
trial and share equally in any judgment incurred as a result of the decision to go to
trial. However, in the event that a settlement demand is presented to all the
participating Cities to this Agreement and there is not unanimous consent to pay
the settlement, then and only then the following results shall occur:
Page 7 of 20
5.4.1(2)(1) The Cities shall be free to seek a separate settlement with the
claimant and/or plaintiff which would eliminate the liability of that City
and/or its officers and employees and, if such separate settlement is
reached, that City would have no responsibility to pay any proportionate
amount of any judgment rendered against the Cities and/or their officers
and employees that did not settle. A City making a separate settlement
would not have to pay any proportion amount of any subsequent
settlement that others might reach. Any City making a separate settlement
would have no right to seek any reimbursement or contribution for any
portion of a settlement which said City had reached separately with the
claimant and/or plaintiff.
5.5 Cooperation in Defense of Lawsuits
The Cities and their respective defense counsel shall, to the extent reasonably legally
possible and consistent with the best interests of their respective clients, cooperate in the
defense of any lawsuit arising out of the operations of the SWAT Team and shall agree,
wherever possible, to share non-attorney fee-related costs such as records gathering,
preparation of trial exhibits, and the retention and payment of expert witnesses.
5.6 Payment of Judgments
Unless there is an exception as provided in paragraphs 5.4.1(2) and 5.4.1(2)(1), it is the
intention of the participating Cities under this Agreement to jointly pay any judgment on
an equal share basis for any judgment against any officer and/or employee and/or City for
negligence or unintentional tortious action arising out of their conduct in the course of
their employment or duties as SWAT Team members or in support of such SWAT Team
operations; regardless of what percentage of liability may be attributed to that
participating City or its officers and employees by way of verdict or judgment, including
the costs of any awarded plaintiff’s attorney’s fees and costs. It is the intent of the Parties
to add up the total combined judgment against any participating City and/or officer
and/or employee for compensatory damages and/or plaintiff’s attorney’s fees and costs
and to divide said total combined judgment into equal shares and each City would then
pay its equal share of the total combined judgment to satisfy the judgment. Any City
which refused to pay its equal share would then be liable to the Cities who paid that
City’s share in order to satisfy a judgment plus any attorney’s fees incurred in the
collection of said monies from the non-paying City.
5.7 Nothing Herein Shall Require Or Be Interpreted To:
5.7.1 Waive any defense arising out of RCW Title 51.
5.7.2 Limit or restrict the ability of any City, officer or employee to exercise any
right, defense or remedy which a party to a lawsuit may have with respect to
claims of third parties, including, but not limited to, any good faith attempts to
Page 8 of 20
seek dismissal of legal claims against a party by any proper means allowed under
the civil rules in either state or federal court.
5.7.3 Cover or apportion or require proportionate payment of any judgment
against any individual or City for intentionally wrongful conduct outside the
scope of employment of any individual or for any judgment for punitive damages,
fines or sanctions against any individual or City. Payment of punitive damage
awards shall be the sole responsibility of the individual against whom said
judgment is rendered and/or his or her municipal employer, should that employer
elect to make said payment voluntarily. This Agreement does not require equal
sharing of any punitive damage awards, fines or sanctions.
5.8 Insurance Coverage
The Cities shall, to the best of their ability, coordinate their liability insurance coverage’s
and/or self-insured coverage’s to the extent possible to fully implement and follow the
Agreement set forth herein. However, the consent of any liability insurance carrier or
self-insured pool or organization is not required to make this Agreement effective as
between the member Cities signing this Agreement and the failure of any insurance
carrier or self-insured pooling organization to agree or follow the terms of this provision
on liability shall not relieve any individual City from its obligation under this Agreement.
6. NON-WAIVER
A waiver by any City hereto of a breach of any other City hereto of any covenant or condition of
this Agreement shall not impair the right of the City not in default to avail itself of any
subsequent breach thereof. Leniency, delay or failure of any City to insist upon strict
performance of any agreement, covenant or condition of this Agreement, or to exercise any right
herein given in any one or more instances, shall not be construed as a waiver or relinquishment
of any such agreement, covenant, condition or right.
7. AMENDMENTS
This Agreement may only be amended by written agreement of all the undersigned Cities that
have not terminated their respective participation under this Agreement.
8. SEVERABILITY
Should any clause, phrase, sentence or paragraph of the Agreement or its application to any party
or circumstance be declared invalid or void by a court of competent jurisdiction, the remaining
provisions of this Agreement and/or their application to other parties and circumstances, not
declared invalid or void, shall remain in full force and effect.
9. TERM AND TERMINATION
Page 9 of 20
9.1 The minimum term of this Agreement shall be one (1) year, effective upon its
adoption. This Agreement shall automatically extend for consecutive one (1) year terms
without action of the legislative bodies of the participating jurisdictions, unless and until
terminated pursuant to the terms of this Agreement.
9.2 Any Party may withdraw from and terminate participation under this Agreement
upon the giving of thirty (30) calendar days advance written notice of intent to
withdraw/terminate to the other Parties herein. Withdrawal during any calendar year
shall not entitle the withdrawing Party to a reduction or refund with respect to funds
budgeted for or otherwise committed with respect to the withdrawing Party for any
calendar year. Termination of this Agreement and/or withdrawal of a Party shall not
terminate Section 5 hereof with respect to the withdrawing Party as to any incident
arising prior to the withdrawal of the Party and Section 5 shall survive the termination of
this Agreement with respect to any cause of action, claim or liability arising on or prior to
the date of termination.
9.3 A majority of the participating Cities may terminate this Agreement at any time.
Such termination shall be set forth in a document signed by the authorized Chief
Executive Officer or designee of a majority of the participating Cities.
9.4 Upon termination of this Agreement by the participating Cities, property used
and/or in the possession of the SWAT Team pursuant to the terms and conditions of this
Agreement, including but not limited to vehicles, equipment, firearms, ammunition and
Class C low explosives, shall belong to and shall be returned to the City that provided or
paid for such items. Items that were jointly purchased by the Cities will be distributed
between the police departments on a basis agreed to in writing by the respective police
chiefs.
9.5 In the event that a City withdraws from and terminates participation under this
Agreement in accordance with Section 9.2, property that was paid for and/or provided by
that City and was used and/or in the possession of the SWAT Team pursuant to the terms
and conditions of this Agreement, including but not limited to vehicles, equipment,
firearms, ammunition and Class C low explosives, shall belong to and shall be returned to
the withdrawing/terminating City. Items that were jointly purchased by the Cities will
continue to remain with and be available for use by the SWAT Team until such time that
this Agreement is terminated in its entirety.
Page 10 of 20
10. NOTICES AND CONTACTS
Unless otherwise directed in writing, notices, reports, invoices, payments and other documents
shall be delivered to each City as follows:
City of Bothell City of Edmonds
Attn: Police Chief Attn: Police Chief
18410 101st Ave., N.E. 250 5th Ave., N.
Bothell WA 98011 Edmonds WA 98020
City of Kirkland City of Lake Forest Park
Attn: Police Chief Attn: Police Chief
123 5th Ave. 17425 Ballinger Way, N.E.
Kirkland, WA 98033 Lake Forest Park WA 98155
City of Lynnwood City of Mill Creek
Attn: Police Chief/Purchasing Attn: Police Chief
19321 44th Ave., W. 15728 Main St.
Lynnwood WA 98036 Mill Creek, WA 98012
City of Monroe City of Mountlake Terrace
Attn: Police Chief Attn: Police Chief
806 West Main Street 5906 232nd St., S.W.
Monroe WA 98272 Mountlake Terrace WA 98043
City of Mukilteo
Attn: Police Chief
10500 47th PL W.
Mukilteo, WA 98275
Notices mailed by any City shall be deemed effective on the date mailed. Any City may change
its address for receipt of reports, notices, invoices, payments and other documents by giving the
other Cities written notice of not less than seven (7) days prior to the effective date.
11. GOVERNING LAW
This Agreement shall be governed by and construed in accordance with the laws of the State of
Washington.
12. VENUE
The venue for any action to enforce or interpret this Agreement shall lie in the Superior Court of
Snohomish County, Washington.
Page 11 of 20
13. EXECUTION
This Agreement may be executed in any number of counterparts, each of which shall be deemed
to be an original as against any party whose signature appears thereon, and all of which shall
together constitute one and the same instrument.
14. FILING
As provided by RCW 39.34.040, this Agreement shall be filed prior to its entry in force with the
Snohomish County Auditor, or, alternatively, listed by subject on the website of each
participating City.
Dated this _________day of _________________, 2015
Page 12 of 20
CITY OF BOTHELL
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 13 of 20
CITY OF EDMONDS
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 14 of 20
CITY OF KIRKLAND
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 15 of 20
CITY OF LAKE FOREST PARK
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 16 of 20
CITY OF LYNNWOOD
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 17 of 20
CITY OF MILL CREEK
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 18 of 20
CITY OF MONROE
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 19 of 20
CITY OF MUKILTEO
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
Page 20 of 20
CITY OF MOUNT LAKE TERRACE
By:
Title:__________________________
Dated: ________________________
ATTEST:
By: ______
City Clerk
Dated:
APPROVED AS TO FORM:
By:
City Attorney
Dated:
AM-7613 9.
City Council Meeting
Meeting Date:04/14/2015
Time:15 Minutes
Submitted By:Mary Ann Hardie
Department:Human Resources
Committee: Parks, Planning, Public Works Type: Action
Information
Subject Title
City Personnel Policy Update
Recommendation
1. That the City Council approve the revisions of the Personnel Policy.
Previous Council Action
The City Personnel Policy was last updated and approved by Council in 2012.
Narrative
The Edmonds Personnel Policies provide a centralized resource for the City’s administrative
policies—they incorporate applicable references to State and Federal law; integrate City Code
requirements; and serve as a reference for all employees regarding day-to-day employment questions.
In 2012, the City Personnel Policies were updated for compliance based on a 2010 WCIA audit. The City
Personnel Policies must continue to be updated as needed to keep current with continued changes with
Washington State and Federal law; the Edmonds City Code and Ordinances; procedures specified by
contract service providers (i.e. AWC); and “best practices.”
Unlike the previous City Personnel Policy updates in 2012, this update incorporates changes that do not
impact mandatory or permissive subjects of collective bargaining that would require these changes to be
negotiated with the unions at the City. Additionally, as reviewed by the City Attorney , none of these
changes to the City Personnel Policy will require an update to the City Code. Many of the changes,
however, do provide necessary clarification and further explanation of the programs and processes in
place at the City.
The draft Personnel Policies have been reviewed by the City Attorney, WCIA legal counsel, City
Department Directors and Managers, and have been sent to the Union Representatives. Although most of
these changes are not mandatory subjects of bargaining, and apply to all departments, there are a few
sections that are subject to bargaining in the Police Department. The sections regarding: workplace
searches, personal possessions and electronic communications for City business and outside of regularly
scheduled work hours and post-accident drug and alcohol testing will not apply to the EPOA police
officers, and will be addressed when the next negotiations commence.
The Mayor will be responsible for operating the City of Edmonds within the parameters of the Policies,
and for ensuring that each employee has received a copy.
Attachments
Council Memo
Updated City Personnel Policy
Form Review
Inbox Reviewed By Date
City Clerk Linda Hynd 04/06/2015 09:01 AM
Mayor Dave Earling 04/07/2015 10:54 AM
Finalize for Agenda Linda Hynd 04/07/2015 11:01 AM
Form Started By: Mary Ann Hardie Started On: 04/03/2015 10:42 AM
Final Approval Date: 04/07/2015
Council Memo
Personnel Policies
April 14, 2015
RECOMMENDATIONS:
That the City Council approve the revisions of the Personnel Policy.
BACKGROUND:
The Edmonds Personnel Policies provide a centralized resource for the City’s
administrative policies—they incorporate applicable references to State and Federal
law; integrate City Code requirements; and serve as a reference for all employees
regarding day-to-day employment questions.
In 2012, the City Personnel Policies were updated for compliance based on a 2010
WCIA audit. The City Personnel Policies must continue to be updated as needed to
keep current with continued changes with Washington State and Federal law; the
Edmonds City Code and Ordinances; procedures specified by contract service
providers (i.e. AWC); and “best practices.”
Unlike the previous City Personnel Policy updates in 2012, this update incorporates
changes that do not impact mandatory or permissive subjects of collective bargaining
that would require these changes to be negotiated with the unions at the City.
Additionally, as reviewed by the City Attorney, none of these changes to the City
Personnel Policy will require an update to the City Code. Many of the changes,
however, do provide necessary clarification and further explanation of the programs and
processes in place at the City.
The draft Personnel Policies have been reviewed by the City Attorney, WCIA legal
counsel, City Department Directors and Managers, and have been sent to the Union
Representatives. Although most of these changes are not mandatory subjects of
bargaining, and apply to all departments, there are a few sections that are subject to
bargaining in the Police Department. The sections regarding: workplace searches,
personal possessions and electronic communications for City business and outside of
regularly scheduled work hours and post-accident drug and alcohol testing will not apply
to the EPOA police officers, and will be addressed when the next negotiations
commence.
The Mayor will be responsible for operating the City of Edmonds within the parameters
of the Policies, and for ensuring that each employee has received a copy.
DISCUSSION:
Recommendations:
As noted previously, the proposed changes to the Personnel Policies are routine
modifications necessary to incorporate changes in State, Federal and City law, clarify
current practices, and update language. While numerous minor changes have been
proposed, the most substantive changes have been made in the following areas:
CHAPTER I—Definitions
Proposed changes include clarifying the definition of the hours for full time
employees and part-time employees under the ACA.
CHAPTER III-Recruiting Policy
A WCIA best practice includes ensuring there are internal controls through HR to
ensure fairness and consistency, and to avoid conflicts of interest and potential
discrimination in the hiring process. This language has been updated to ensure
that the steps in the hiring process are coordinated through HR.
CHAPTER V—Compensation
A section has been added to clarify that, for non-represented employees, an
overall satisfactory performance rating is required and that an employee without
an overall satisfactory performance rating for their evaluation period will be
placed on a performance improvement plan.
CHAPTER VII— BENEFITS: MEBT
This section has been updated to reflect the increase in the MEBT plan life
insurance policy benefit from $75,000 to $100,000, provided through the new life
insurance provider, Cigna.
CHAPTER VII-BENEFITS: HealthCare Reform Policy
This policy is based on model policy language from AWC as a best practice for
Healthcare Reform Policy and clarifying the eligibility of employees for healthcare
under the Patient Protection and Affordable Care Act (PPACA).
CHAPTER VII— BENEFITS: Wellness Program
A new section has been created to explain the City’s Wellness Program,
facilitated through HR. This language is model language based on AWC award-
winning “Well City” comparator cities’ Wellness Program language and will assist
the City in moving in the direction of possible future AWC medical insurance
premium discounts based on wellness.
CHAPTER VII— BENEFITS: Commute Trip Reduction (CTR) program
A new section has been created to explain the City’s CTR program, facilitated
through the CTR Coordinator at the City.
CHAPTER VIII—BENEFITS: Leave Without Pay
An update has been provided to this section to clarify that employees on a leave
of absence may not engage in self-employment or perform work for any other
employer except for military leave or public service or when the outside
employment has been approved by the City.
CHAPTER VII—BENEFITS: Jury and Witness Duty
This section has been updated to provide clarification of the documents that must
be provided by employees for jury duty fees when an employee is on jury duty
and providing for reimbursement for parking fees and witness fees (when an
employee is called as a witness for the City) in order to make employees whole.
CHAPTER VII- BENEFITS: Holiday Pay
An update has been provided to clarify (unless otherwise stated in an applicable
collective bargaining agreement) that employees must be in a paid status on the
days preceding and following the holiday in order to be paid for a City observed
holiday.
CHAPTER VII- BENEFITS: Unpaid Holidays for Reasons of Faith or Conscience
In compliance with a recent State law and City Ordinance 3972, this policy has
been inserted that states that employees may be entitled to two unpaid holidays
per calendar year for a reason of faith or conscience.
CHAPTER X- EMPLOYEE RESPONSIBILITIES AND CODE OF ETHICS:
Personal Possessions and Electronic Communications
Electronic and Telephonic Communications Outside of Regularly
Scheduled Work Hours
Based on best practices and in consideration of public information and FLSA
(Fair Labor Standards Act) regarding payment for time worked, this section has
been added to address use of personal electronic devices for City business and
for the use of electronic and telephonic communications outside of regularly
scheduled work hours.
CHAPTER X- EMPLOYEE RESPONSIBILITIES AND CODE OF ETHICS: Gifts
This section has been added in response to questions from City employees
about the ability to accept gifts (as City employees) from the public. It
additionally clarifies what is allowable under the RCW.
CHAPTER XI- DISCIPLINE AND TERMINATIONS: Actions Subject to Disciplinary
Action
Language clarification has been added to clarify that negligence that results in
either injury to others or damage to property is an action subject to disciplinary
action.
CHAPTER XI- DISCIPLINE AND TERMINATIONS: Disciplinary Actions
Language clarification has been added to clarify that unpaid disciplinary
suspensions for exempt employees must be a week in length at a minimum,
except for violations of safety rules of major significance (in which case less than
a week is permissible).
CHAPTER XII- RECOGNITION AND SUGGESTIONS: Service Award Ceremonies
Policy language has been added (for auditing purposes) to allow for expenditures
of reasonable refreshments at the Mayor’s Annual City-Wide Employee Awards
Program, the Holiday Brunch and for service retirement recognition purposes.
CHAPTER XIII- SAFETY: Accident Prevention Program
Policy language has been added for compliance purposes (regarding any safety
compliance updates) for the Accident Prevention Plan.
CITY OF EDMONDS
PERSONNEL POLICIES
Dave Earling, Mayor
2015 2
TABLE OF CONTENTS
Message from the Mayor 6
Chapter I, Purpose & Scope
Value Statement 7
Intent of Policies 7
Scope of Policies 7
Changing the Policies 78
Definitions 8
Chapter II, General Policies and Practices
Equal Employment Opportunity Policy 9
Disability Discrimination Prohibited 9
Life Threatening/Communicable Diseases 10
Anti-Harassment Policy Including Sexual Harassment 10
Complaint Process: Discrimination, Harassment, Retaliation 11
Employee Personnel Records 12
Employment References 12
Employment Rights 12
Chapter III, Recruiting, Hiring and Promotion
Value Statement 134
Recruiting Policy 134
Hiring Policy 145
Hourly Employees 1565
Orientation Period 156
Employment of Relatives (Nepotism) 156
Promotions 167
Transfers/Lateral Moves 167
Rehire 167
Job Assignments 17
Chapter IV, Hours and Attendance
Value Statement 18
Standard Work Hours 18
Overtime 18
Compensatory Time 18
Attendance 19
Unusual Weather Conditions 20
Meals and Rest breaks 20
Callbacks 20
Payroll Records 21
3
Chapter V, Compensation
Value Statement 22
Salary Classification and Grades 22
Pay Rates 22
Union Employees 22
Non Represented Employees 22
Promotion 25
Paydays 25
Errors in Pay 25
Deductions 25
Acting Pay 25
Special Duty Pay 26
Compensation Upon Termination 26
Reclassification 26
Completion of Orientation Period 276
Chapter VI, Performance Evaluations and Training
Value Statement 287
Performance Evaluation Policy 287
Training Policy 278
College Reimbursement 298
Chapter VII, Benefits
MEBT 2930
State Retirement 2930
Deferred Compensation 2930
Industrial Accident Insurance (Workers Compensation) 2930
Health Insurance 3031
Healthcare Reform Policy 32
Unemployment Insurance 3038
Life Insurance 3138
Employee Assistance Plan (EAP) 3138
Extended Health Benefits (COBRA) 3138
Wellness Program 39
Commute Trip Reduction (CTR) program 40
Chapter VIII, Leaves
Value Statement 3241
Vacation 3241
Sick Leave 3241
Fitness for Duty 3443
Leave Without Pay 3443
Jury and Witness Duty 3544
Administrative Leave 3544
Military Leave 3544
Washington Military Leave for Spouses & Domestic Partners 3645
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Family Medical Leave 3645
Pregnancy Disability Leave 4049
Bereavement Leave 4150
Domestic Violence, Sexual Assault & Stalking Leave 4150
Shared Leave 4151
Holidays 5246
Religious Holidays 4652
Unpaid Holidays for Reasons of Faith or Conscience 53
Benefits for Part-Time and Temporary Employees 4754
Payment for Accrued Leaves 4754
Management Leave 54
Chapter IX, Travel and Meal Expenses
Value Statement 4855
Authorization 4855
Accommodations 4855
Meals 4855
Use of Private Cars 4855
Use of City Vehicles 4956
Chapter X, Employee Responsibilities and Code of Ethics
General Code of Conduct 5057
Outside Employment and Conflicts of Interest 5057
Reporting Improper Government Action 5158
Political Activities 5460
No Smoking Policy 5461
Personal Possessions and Electronic Communications 5461
Electronic and Telephonic Communication Outside of
Regularly Scheduled Work hours 5561
Use of Telephones and City Vehicles 5462
Bulletin Boards 5562
Media Relations 5562
Use of Safety Belts 5562
Driver's License Requirements 5562
Solicitations 5562
Use of City Credit 5663
Substance Abuse 5663
Chapter XI, Discipline and Terminations
Value Statement 5865
Actions Subject to Disciplinary Action 5865
Disciplinary Actions 6066
Pre-Disciplinary or Pre-Termination Hearing 6168
Layoff 6268
Resignation 6269
5
Chapter XII, Recognition and Suggestions
Value Statement 6370
Awards/Recognition 6370
Suggestions 6370
Chapter XIII, Safety
Value Statement 6471
General Safety 6471
Bloodborne Pathogens 6471
Workplace Violence 6471
Safety Committees 6572
Accidents 6672
Training 6673
Accident Prevention Program 6673
Chapter XIV, Complaint Procedures
Complaint Procedures 6774
Appendix A - Information Services Acceptable Use Policy 6975
Appendix B – Drug & Alcohol Testing Policies & Procedures 7983
Appendix C - Receipt of Personnel Policies 975
6
MESSAGE FROM THE MAYOR
Please read and become familiar with the City’s personnel policies. They have been
developed to guide your employment and help you fully utilize the resources available to
you. They will acquaint you with your employee benefits, our personnel practices and
rules, and our organizational philosophy. As a City employee, it is extremely important
that you fully understand what is expected of you and what you can expect from us. If
you have any questions at any time regarding our policies, please ask your supervisor,
department director, or contact the Human Resources Office.
As the City grows and changes, personnel policies may change. The City, therefore,
reserves the right to revise, supplement, clarify or rescind any policy or portion of a
policy when deemed appropriate by the Mayor. Changes will be posted on-line, and the
City will endeavor to notify you in a timely manner when changes occur . Please also
understand that no supervisor, manager or representative of the City, other than the
Mayor, has the authority to make any written or verbal statements or representations ,
which are inconsistent with these policies.
It is my desire to offer you a comfortable work environment, helpful supervision, training
and equipment to help you do your job, and a clear sense of direction and expectations.
I strongly believe we are a team that provides great customer service, and I want
everyone to keep up the good work. A good team not only shares a common vision,
but also has a set of rules with which everyone can effectively work together. These
personnel policies are our team’s rules. Please use them in that spirit.
______________________________
Dave Earling, Mayor
7
CHAPTER I
PURPOSE AND SCOPE
1.1 VALUE STATEMENT
The City’s primary goal is to provide quality service to its customers, the citizens of Edmonds.
To accomplish this goal, we all need to work together as a team. The City places the highest
value on our employees and their well-being. We want to see that you are a satisfied worker,
with the support and information necessary to achieve the objectives of your position. Only in
this manner can your contribution to the City’s organization be the most productive. It is our
belief that when consistent personnel policies are known and communicated to all, the choices
for greater job satisfaction increase. We encourage you to read these policies. If you have any
questions, please ask your supervisor or department director. As you have ideas or
suggestions for improvement, please follow the same process.
1.2 INTENT OF POLICIES
These personnel policies serve as a general guide to the City's current employment practices
and procedures. As such, we hope they will help you better understand how the City operates
and what is expected of you as an employee. These policies also describe what the City
provides you in terms of compensation, benefits and other support.
These policies are not intended to be a contract, express or implied, or any type of promise or
guarantee of specific treatment upon which you may rely, or as a guarantee of employment for
any specific duration. Although we hope that your employment relationship with us will be long
term, we recognize that things may not always work out as hoped, and either of us may decide
to terminate the employment relationship.
Employees, who are exempt from collective bargaining representation or otherwise deemed
executive, managerial, or confidential by the City, are considered at-will employees and may be
terminated from City employment at any time, with or without cause and with or without notice.
No one, other than the Mayor, has the authority to enter into any written or verbal commitment
or agreement, which affects the at-will status of such employees. All other employees’
employment status shall be governed primarily by the personal employment contract, collective
bargaining labor agreement, civil service rules, City Personnel Policies, or other written
document applicable to their individual case.
1.3 SCOPE OF POLICIES
These personnel policies apply to all City employees. In cases where these policies conflict
with any City ordinance, Civil Service rules and regulations, the provisions of a collective
bargaining agreement, an individual employment contract, state or federal law, the terms of that
law or agreement prevail. In all other cases, these policies apply.
8
1.4 CHANGING THE POLICIES
As the need arises, the Mayor may modify these policies, except that the City Council, by
ordinance, maintains the authority to enact any changes in compensation or benefit levels. The
Mayor may deviate from these policies in individual situations, particularly in an emergency, in
order to achieve the primary mission of serving the City's citizens. Employees may request
specific changes to these policies by submitting suggestions to their department director. These
Personnel Policies supersede any previous City Personnel Policies. In the event of an
amendment to these policies as a result of changes in ordinances, rules, or laws incorporated in
this document, these policies shall be deemed amended in conformance with those changes.
As updated policies are prepared, they will be incorporated into the on-line document.
1.5 DEFINITIONS
Note: For the purposes of the City’s Healthcare Reform Policy, additional definitions and
classifications of employees for the purposes of health insurance eligibility may be further
defined under section 7.6 Healthcare Reform Policy.
Regular Full-Time Employee: An employee who has successfully completed an
orientation period (sometimes referred to as probationary or trial period) as defined in
these policies and who regularly works a minimum, an average of 30 or more hours per
week of forty (40) hours a week.
Regular Part-Time Employee: An employee who has successfully completed an
orientation period (sometimes referred to as probationary or trial period) and who
regularly works less than forty (40)thirty (30) but at least twenty (20) hours a week.
Benefits provided to a part-time employee shall be pro-rated based upon the ratio of the
regularly scheduled hours per week of the part-time employee to 40 hours per week.
Hourly Employee: Employees who work less than twenty (20) hours per week or hold
jobs of limited duration due to special projects, seasonal work, abnormal workloads or
emergencies. Hourly employees are eligible for only those limited benefits specifically
provided for in a written contract or by state or federal law or regulation, or by city
ordinance.
Volunteer: Volunteers are persons who voluntarily perform work assignments without
the expectation of any wage, salary, or benefits, with the exception of Workers’
Compensation coverage. Volunteers may receive only nominal compensation.
Volunteers normally work under the direction of a City staff person on City premises and
may use City equipment and supplies. Volunteer time is recorded and reported to the
State for purposes of obtaining Workers Compensation Insurance.
Leased Employees: Leased employees are persons, who are employees of another
agency, such as a temporary employment agency, and working on a temporary basis
under the direction of the City. Leased employees are not employees of the City; they
are not on the City pay or benefit plans; and they are not covered by these Personnel
Policies.
Immediate Family: For the purposes of these policies, immediate family will be defined
as the spouse, registered domestic partner, children, stepchildren, mother/father, mother
in-law/father-in-law, step parent, brothers, sisters, and grandparents unless defined
differently in a specific section of these policies or in a collective bargaining agreement.
9
CHAPTER II
GENERAL POLICIES AND PRACTICES
2.1 EQUAL EMPLOYMENT OPPORTUNITY POLICY
The City values diversity in its workforce, and believes a better outcome is achieved when a
variety of employees with different backgrounds work together toward a common goal. The City
also believes better customer service can be delivered when the workforce is representative of
the customers it serves. The City is an equal employment opportunity employer. The City
employs, retains, promotes, terminates and otherwise treats all employees and job applicants
on the basis of job-related qualifications and competence. These policies and all employment
practices shall be applied without regard to any individual's sex, race, color, religion, national
origin, pregnancy, age, marital status, sexual orientation including gender expression and
identity, military or honorably discharged veteran status, disability, genetic information or other
basis prohibited by law.
2.2 DISABILITY DISCRIMINATION/ACCOMODATING DISABILITIES
As part of the City’s Equal Employment Opportunity commitment, the City will follow all
applicable provisions of the Americans with Disabilities Act (ADA), the Washington State Law
Against Discrimination, and other applicable federal, state, and local laws. These laws prohibit
the City from engaging in any employment practices that discriminate against qualified
applicants or employees with disabilities, including any sensory, physical, or mental
impairments.
The City will seek to reasonably accommodate qualified applicants and employees who have
disabilities that may affect job performance, unless doing so presents an undue hardship to the
City. An employee who has a sensory, physical, or mental impairment that affects job
performance should inform Human Resources as soon as possible. The City will then discuss
with the employee the possibility of providing reasonable accommodations to enable the
employee to perform the essential functions of the employee’s job. Whenever possible, the City
wishes to accommodate the needs of employees with disabilities, but the City also has an
obligation to provide a safe working environment for all employees and others on the premises.
The City therefore needs to ensure that an employee’s health condition does not pose a
substantial or unreasonable risk of harm to the employee or others.
The City may request that an employee provide medical information from treating health care
providers to assist in the process. An employee may also be asked to attend a medical
evaluation by an independent health care provider at the City’s expense. Employees are
expected to fully cooperate, including taking all steps needed to obtain medical information in a
timely manner.
If the City determines that an employee is unable to perform the essential functions of the job,
even with reasonable accommodation, the City will work with the employee in identifying and
applying for other jobs that are or may become available and for which the employee may be
qualified.
10
2.3 LIFE THREATENING/COMMUNICABLE DISEASES
Employees with life threatening illnesses or communicable diseases are treated the same as all
other employees. They are permitted to continue working as long as they are able to maintain
an acceptable level of performance and medical evidence shows they are not a threat to
themselves or their co-workers. The City will work to preserve the safety of all of its employees
and reserves the right to reassign employees or take other job actions, including discharge,
when a substantial and unusual safety risk to fellow City employees or the public exists.
2.4 ANTI-HARASSMENT POLICY, INCLUDING SEXUAL HARASSMENT
The City is committed to ensuring that the practices and conduct of all its employees comply with
the requirements of Federal, State and local laws against employment discrimination. The City
strives to maintain a work environment that fosters mutual employee respect and promotes
harmonious, productive working relationships. Respectful, professional conduct furthers the
City’s mission and promotes productivity, minimizes disputes, and enhances our reputation.
The City believes that harassment and retaliation undermine the integrity of the employment
relationship. Therefore, the City prohibits harassment and retaliation by any employee towards
any other employee, including supervisors. Employees are also prohibited from harassing or
retaliating against third parties, including citizens, vendors, and visitors to the workplace. All
employees are expected to be sensitive to and respectful of their co-workers and others with
whom they come into contact while at the City. The City also prohibits third parties, including
citizens, vendors and visitors to the work place, from harassing employees.
It is the policy of the City that all employees have the right to work in an environment free from
harassment based upon their race, color, religion, gender, national origin, age, marital status,
pregnancy, honorably discharged veteran or military status, sexual orientation including gender
expression and identity, disability, genetic information, or any other protected status or
characteristic. Any such harassment of employees by their co-workers, supervisors or others in
the workplace will not be tolerated.
A definition of all conduct that could constitute unlawful discrimination or harassment or other
unlawful conduct is difficult, if not impossible, to create. For that reason the following list of
examples of prohibited conduct is intended to be illustrative but not all-inclusive.
Verbal or physical conduct that demeans or shows hostility or aversion toward another
employee or members of the public.
Slurs or demeaning comments to employees or members of the public relating to race,
ethnic background, color, religion, national origin, pregnancy, age, marital status, sexual
orientation including gender expression and identity, military or honorably discharged
veteran status, or any other characteristic protected by law.
Sexual harassment is also a form of unlawful discrimination. Examples of prohibited conduct
include but are not limited to:
Unwanted physical contact or conduct of any kind, including sexual flirtations, touching,
advances, or propositions;
Verbal harassment of a sexual nature, including but not limited to lewd comments, sexual
jokes or references, and offensive personal references;
Demeaning, insulting, intimidating, or sexually suggestive comments about an individual;
The display in the workplace of demeaning, insulting, intimidating, or sexually suggestive
objects, pictures, cartoons or photographs;
11
Demeaning, insulting, intimidating, or sexually suggestive written, recorded, or
electronically transmitted messages.
Solicitation or coercion of sexual activity, dates or the like with the implied or express
promise of rewards or preferential treatment.
Intimidating, hostile, derogatory, contemptuous or otherwise offensive remarks that are
directed at a person because of that person’s gender, whether or not the remarks
themselves are sexual in nature, where the remarks cause discomfort or humiliation and
interfere with the performance of the employee’s duties.
Every manager, supervisor, and employee is responsible for creating an atmosphere free of
harassment, sexual or otherwise. Each employee is responsible for respecting the rights of co-
workers and others, including the citizens they serve.
2.5 COMPLAINT PROCESS: DISCRIMINATION, HARASSMENT, OR RETALIATION
Harassment, particularly sexual harassment, and discrimination can be difficult to define. For
this reason, the City strongly urges employees to use this harassment and discrimination
reporting procedure without worrying about whether the conduct involved would be considered
harassment or discrimination in a legal sense. This policy is intended to assist the City in
addressing not only illegal harassment and discrimination, but also any conduct that is offensive
and inappropriate.
If, at any time, you believe that you are being subjected to harassment or discrimination, if you
become aware of such conduct being directed at someone else, or if you believe another
employee has received more favorable treatment because of discrimination, you must promptly
notify Human Resources or a manager or director with whom you feel comfortable. This applies
to harassment or discrimination caused by anyone with whom an employee comes into contact
with as part of the employee’s job, such as supervisors, co-workers, citizens, vendors or others.
Supervisors and managers have an obligation to immediately report to Human Resources and
the Mayor any harassment or discrimination that they observe or become aware of during the
course of their employment.
All reported incidents will be investigated under the following guidelines:
All complaints will be kept confidential to the fullest extent possible. This means they
will be disclosed only to management, witnesses, and others as necessary to allow
the City to investigate and respond to the complaint, and as may be required by law.
However, the City will not allow the goal of confidentiality to be a deterrent to an
effective investigation.
A resolution of each complaint will be reached and communicated to the complaining
employee.
Anyone who the City concludes has violated the anti-harassment or anti-
discrimination policy will be subject to disciplinary action, up to and including
discharge. Disciplinary action will depend on the gravity of the offense. The City will
take whatever action deemed necessary to prevent an offense from being repeated.
The City will not permit retaliation against anyone who makes a good-faith complaint
or who cooperates in good faith in an investigation. Retaliatory conduct will subject
the individuals involved to discipline, up to and including discharge from employment.
12
If, after investigating a complaint of harassment or discrimination, the City finds that
the complaining employee or other witness has deliberately provided false
information, disciplinary action may be taken against the individual who gave the
false information. However, an employee will not be disciplined for reporting a
complaint in good faith, or for cooperating in the investigation of such claims.
The City strongly urges employees to report all incidents of harassment, discrimination
or other inappropriate behavior as soon as possible. The City wants to provide
employees with a pleasant and productive working environment, and can only do so if
these issues are brought to our attention. Please join the City in our efforts to make the
City an enjoyable place to work for all employees.
2.6 EMPLOYEE PERSONNEL RECORDS
The official Personnel File for each employee is kept in the Human Resources Office. An
employee's personnel file contains the employee's name, title and/or position held, job
description, department to which the employee is assigned, salary, changes in employment
status, training received, certifications, performance evaluations, personnel actions affecting the
employee, including discipline, and other pertinent information. Medical information about
employees is contained in a separate confidential file. The Police Chief is authorized to
maintain specific confidential records on Police Department employees in order to exclude t hem
from a subpoena in criminal cases.
Employees have the right to review their file. An employee may request removal of irrelevant or
erroneous information in his/her personnel file. If the City denies the employee's request to
remove the information, employees may file a written rebuttal statement to be placed in their file.
Personnel files are kept confidential to the maximum extent permitted by law. Except for routine
verifications of employment, copies of information from an employee’s personnel f ile will not be
released to the public, including the press, unless required by law (e.g., pursuant to a legal
subpoena or public records request). A copy of the information will be provided the employee.
The City will endeavor to provide written notice of a public records request to the employee prior
to the date the information is released.
2.7 EMPLOYMENT REFERENCES
Only the Human Resources Office or the employee’s department director is authorized to
provide employment references, including letters of reference, on a current or former City
employee. Other employees shall refer requests for references to the Human Resources Office
who will contact the appropriate director. References will be limited to verification of
employment and salary unless the employee has completed a written waiver and release.
2.8 EMPLOYMENT RIGHTS
It is important to understand that these policies do not create an employment contract or a
guarantee of employment of any specific duration between the City and its employees.
Although the City is hopeful that your employment relationship with will be long term, it is
recognized that at times things do not always work out as hoped, and either party may decide to
terminate the employment relationship. Unless specific rights are granted to employees in
employment contracts, collective bargaining agreements, civil service rules, or elsewhere, all
employees of the City are considered at-will employees and may be terminated from City
employment at any time, with or without cause and with or without notice.
13
CHAPTER III
RECRUITING, HIRING, AND PROMOTION
3.1 VALUE STATEMENT
The City values employees who are competent, motivated, productive, and customer oriented.
The City believes the most efficient way to attract the most qualified employee is to hire them
following a fair and consistent selection and screening process. The City also values an open
and competitive employment process in which all qualified applicants have the opportunity to
apply for City employment and are selected on the basis of objective job related criteria.
3.2 RECRUITING POLICY
Recruiting practices are conducted solely on the basis of ability, merit, qualifications and
competence, without regard to race, color, religion, national origin, sex, marital status, sexual
orientation including gender expression and identity, military or honorably discharged military
status, pregnancy, physical handicap, disability, genetic information, age, or any other basis
prohibited by law. The Human Resources Office coordinates and monitors the recruitment and
selection process for the City to ensure fairness and consistency with the process. Examples of
the Office’s involvement include such activities as: applicant screenings, developing interview
questions, participating on interview panels, performing reference checks and necessary
background checks and sending offer letters.
Each applicant shall complete and sign a City application form which includes an authorization
to release information, prior to being considered for any position. Resumes may supplement,
but will not serve in place of, the City's official application form. Additional materials may be
required for Police Department applicants.
Vacancy notices for regular positions will be posted internally on the bulletin boards for at least
a five (5) day period. In addition, vacancy notices will be sent to outside agencies representing
protected classes of persons in order to encourage and attract the broadest range of qualified
job applicants. The Human Resources Office may use other sources of recruitment, such as
newspaper advertising and the Internet, as needed to attract qualified applicants. The City may
choose to advertise a position to the general public at the same time it posts the promotional
opportunity within the City. The City reserves the right to seek qualif ied applicants outside of
the organization at its discretion. To be considered for promotion, an employee must be
employed in their current position for at least one (1) year, and meet the qualifications for the
vacant position
Applications may not be accepted after the published closing date for the position vacancy. If
there are not sufficient qualified candidates at the closing date, the position will be reopened
and re-advertised. Applications will be accepted only for a published vacancy opening, and are
retained for such period of time in accordance with the Washington State Records Retention
policies and requirements. They will not be kept on file for future vacancies.
Any applicant supplying false or misleading information is subject to immediate termination, if
hired.
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3.3 HIRING POLICY
When a regular position becomes vacant and prior to any posting or advertisement of the
vacancy, the department head or division manager shall review the position, its job description,
and the need for such a position. The department head or division manager will submit a
request to fill the position to the Human Resources Office. The position will be posted and/or
advertised after the request is approved.
The City may administer pre-employment examinations to test the qualifications and ability of
applicants, as determined necessary by the City. The City may also conduct certain
background procedures as required by law and/or policy. Examples of such procedures
include: requiring applicants/employees to show proof they are authorized to work in the United
States and requiring applicants/employees, who have unsupervised access to children or
vulnerable adults, to complete a disclosure statement. Additionally, the City may contract with
any agency or individual to prepare and/or administer examinations.
Residency within the City shall not be a condition of initial appointment or continued
employment; provided, however, that an employee's selection of residence shall not interfere
with the daily performance of his/her duties and responsibilities including the ability to respond
to emergency callouts within an established period of time. The minimum time required for an
employee to respond to an emergency callout is established by each Department, or as
otherwise noted in the respective collective bargaining agreement for the bargaining unit by
which the employee will be represented, or the applicable employment contract.
Applicants for positions in which the applicant is expected to operate a motor vehicle must be at
least 18 years old and will be required to present a valid Washington State driver's license with
any necessary endorsements. They will also be required to furnish a current (within the last 30
days) Driver’s Abstract, which shows any history of driving violations. Applicants with poor
driving records, as determined by the City, may be disqualified from employment with the City in
positions requiring driving. Applicants, who are under 18 years of age, must provide a valid
State Work Permit, signed by a parent or guardian.
The City will comply with State law (RCW 41.04.010 or RCW 73.16.010) with regard to any
applicable veteran’s preference during the hiring process.
After a conditional offer of employment has been made and prior to commencement of
employment, the City may require persons selected for certain positions to successfully pass a
medical examination and/or psychological test, which may include testing for alcohol and
controlled substances. The purpose of the examination is to determine if the individual is able to
perform the essential functions of the job, and to ensure any physical or mental condition will not
endanger the health, safety or well-being of other employees or the public. The offer of
employment is conditioned on the results of the examination, and the City’s ability to reasonably
accommodate any revealed disability.
A candidate may be disqualified from consideration if: (1) found unable to perform the essential
duties of the position (and the individual's condition cannot reasonably be accommodated in the
workplace); (2) the candidate refuses to submit to a medical examination or complete medical
history forms; or (3) if the Drug/Alcohol exam reveals the use of a controlled substance without
a valid prescription.
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3.4 HOURLY EMPLOYEES
Department Directors and Division Managers may use hourly employees for positions which 1)
regularly work less than 20 hours per week, 2) perform seasonal employment, 3) to temporarily
replace regular employees who are on vacation or other leave, 4) to meet peak work load
needs, 5) or to temporarily fill a vacancy until a regular employee is hired. Hourly employees
may be hired without a competitive recruitment or examination process, although all hiring
processes will comply with City policy and state and federal laws. Hourly employees are
considered at-will employees and may be terminated from City employment at any time, with or
without cause, and with or without notice, by their Department Manager or Director.
Hourly employees are eligible for overtime pay as required by law. Hourly employees normally
do not receive vacation, sick leave, health insurance, holidays, or any other benefits during their
employment.
Hourly employees pay contributions to the Social Security program. Hourly employees will not
be placed in the state PERS retirement system or MEBT, although there are a few exceptions
depending on PERS and MEBT eligibility criteria.
3.5 ORIENTATION PERIOD
Upon hire or appointment, all employees enter an orientation period (also known as a
probationary or trial period) that is considered an integral part of the selection and evaluation
process. The orientation period is designed to give the employee time to learn the job and to
give the supervisor time to evaluate whether the match between the employee and the job is
appropriate.
The normal orientation period is six months from the employee's date of hire, rehire or
promotion, except for uniformed Police personnel which have a twelve (12) month orientation
period. The Mayor may authorize the department director to extend the orientation period for up
to an additional six (6) months. An extension may be granted due to circumstances such as an
extended illness or a continued need to evaluate an employee. Extensions for represented
employees also require concurrence with the Union. The City may terminate an employee
without cause from employment at any time during the orientation period. In the case of
unsatisfactory performance in a promotional situation, the employee may be considered for
transfer back to the previous position held by the employee, if the previous position is still
available.
Once the orientation period is successfully completed, the employee may be certified to regular
employment status. Satisfactory completion of the orientation period does not create an
employment contract or guarantee employment with the City for a specified duration.
During their orientation period, employees may use their accrued sick leave or any accrued
compensatory time from the beginning of their employment, but may not use earned vacation
until they have successfully completed their orientation period. Police personnel may use
vacation after the completion of the first six (6) months.
3.6 EMPLOYMENT OF RELATIVES (NEPOTISM)
The immediate family of current City employees and City Council members will not be employed
by the City where:
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One of the parties would have authority (or practical power) to supervise, appoint, remove,
or discipline the other;
One party would handle confidential material that creates improper or inappropriate access
to that material by the other;
One party would be responsible for auditing the work of the other; or
Other circumstances exist that might lead to potential conflict among the parties or conflict
between the interest of one or both parties and the best interests of the City.
If two employees marry, become related, become registered domestic partners, or begin
sharing living quarters with one another, and in the City's judgment, the potential problems
noted above exist or reasonably could exist, only one of the employees will be permitted to stay
with the City, unless reasonable accommodations, as determined by the Mayor in consultation
with Human Resources and/or the City Attorney, can be made to eliminate the potential
problem. The decision as to which employee will remain with the City must be made by the two
employees within thirty (30) calendar days of the date they marry, become related, or begin
sharing living quarters with each other. If no decision is made during this time, the City reserves
the right to terminate either employee.
3.7 PROMOTIONS
The City encourages promotion from within the organization whenever possible. All openings
will be posted so employees may become aware of opportunities and apply for positions in
which they are interested and qualified. Employees must remain in a position for a minimum of
12 months before they can apply for a promotion, unless this requirement is waived by the
Department Director or the Mayor. Employees who are promoted into a new position, will be
required to serve a new 6 month orientation period. Police Department personnel who are
promoted into a new position will be required to serve a new 12-month orientation period. If the
employee is unsuccessful during their orientation period, he or she may be placed back in their
previous position, if the position still exists.
3.8 TRANSFERS/LATERAL MOVES
Upon recommendation of the appropriate department director and concurrence of the Human
Resources Office or designee, or to meet the needs of the City, a transfer may be made.
Transfers are based on work force requirements, performance evaluations, job descriptions,
related City requirements, and the supervisor's recommendation, unless otherwise noted in an
applicable collective bargaining agreement. To be considered for another position, an
employee must have satisfactorily completed the probationary period for the employee's current
position and possess the qualifications for the vacant position, unless such requirements are
waived in the best interests of the City. A new probationary period shall be established for any
employee who requests a transfer. A transfer shall not be used to circumvent regulations
regarding promotions, demotions, or terminations.
3.9 REHIRE
The City may rehire previous employees, provided they performed satisfactorily in their previous
employment with the City. If an employee has retired from the Washington State Retirement
System, they cannot exceed the Washington DRS employee maximum hours per year.
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3.10 JOB ASSIGNMENTS
It is the supervisor's responsibility to maintain the employee's primary job assignments within
the existing job description, until a revised job description is approved. Requests for revised job
descriptions can be made by the Department Director to the Human Resources Office. Revised
job descriptions, along with the appropriate pay grade, are subject to the Mayor's approval,
before submittal to the Human Resources Office and City Council for their approval.
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CHAPTER IV
HOURS AND ATTENDANCE
4.1 VALUE STATEMENT
The City values dependability, attendance, and punctuality with its employees. The City’s
staffing level requires each employee to do their share of the workload and not to overburden
others because of attendance problems.
4.2 STANDARD WORK HOURS
Although the City's normal business hours are Monday through Friday from 8:00 a.m. to 5:00
p.m., the City uses a variety of different work schedules to meet the varied service demands of
the public. Departments are allowed to establish regular work schedules, including alternatives
such as flextime and four/ten schedules, provided that they do not conflict with business needs,
and subject to the Mayor’s approval. Due to the nature of the City's operations, longer hours
may be necessary in some instances, and overtime may be required by the supervisor.
A normal work schedule for regular, full-time employees consists of forty (40) hours each
workweek. Different work schedules, such as in the case of the Police Department employees,
have been established by the City to meet job assignments and provide necessary City
services. Each employee's immediate supervisor will advise the employee regarding his/her
specific working hours.
Part-time and hourly employees will work hours as specified by their supervisor.
4.3 OVERTIME
All City positions are designated as either "exempt" or "non-exempt" according to the Fair Labor
Standards Act ("FLSA") and Washington Minimum Wage Act regulations. Employees will be
informed of their overtime status at the time of their appointment.
For most City employees, the established work period is forty (40) hours within a seven (7) day
workweek. Public Safety personnel may have a modified work period as established in the
collective bargaining agreements. All personnel are responsible for accurately reporting all
hours worked on time sheets supplied by the City. Employees failing to accurately record time
worked are subject to discipline. Overtime is recorded to the nearest 15 minute increment.
Non-exempt employees are entitled to additional compensation (overtime), either in cash or
compensatory time off, when they work more than the maximum numbers of hours during a
work period. All overtime must be authorized in advance by the employee's supervisor,
although exceptions may be made for emergency situations. Overtime may not be voluntarily
worked without the supervisor’s permission. Overtime pay is calculated at one and one-half
times the employee's regular rate of pay for all time worked beyond forty (40) hours in a
workweek, provided that public safety personnel may have a different work period, and
therefore a different overtime threshold). When computing overtime, time paid for but not
worked (e.g., holidays, sick leave and vacation time), is not counted as hours worked.
4.4 COMPENSATORY TIME
Non-exempt employees entitled to overtime pay may request compensatory time off instead of
cash payment. This is approved on a case-by-case basis by the supervisor. The City is not
required to grant comp time instead of overtime pay. If the compensatory time option is
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exercised, the employee is credited with one and one-half times the hours worked as overtime.
Maximum accruals of compensatory time shall be limited to forty-eight (48) hours for regular
employees. After maximum accrual, overtime compensation shall be paid. Compensatory time,
which has been credited to an employee, may be converted to overtime pay at any pay period
at the employee’s request. Employee compensatory time balances may be reviewed at least
annually as part of the City's budget process. Use of compensatory time must be approved by
the supervisor. Time off can be requested by the employee or directed by the supervisor.
Exempt employees are not covered by the FLSA or the Washington Minimum Wage Act
overtime provisions. They may earn compensatory time as follows;
Department Directors and Division Managers will work under an informal honor system for
discretionary time off.
All other exempt employees shall receive compensatory time for nightly meetings, emergency
callouts, and other similar times, which they are required by their supervisor to work.
Compensatory time generally will not be earned for short term extensions of the regular
workday or assignments, such as staying late or coming in early, without the prior approval of
the supervisor. Compensatory time shall be earned at the straight time rate, that being one
hour of compensatory time for each hour worked, as specified above. Exempt employees, who
are regularly scheduled for night meetings should be assigned a flex schedule to adjust for the
meeting times. Exempt employees will be allowed to accumulate up to 48 hours of
compensatory time during the year. If additional time is earned after the maximum is reached,
the exempt employee will be paid for the excess time or given the time off during the next pay
period.
Employees may use compensatory time within a reasonable time period after making a request
to their supervisor, unless doing so would unduly disrupt City operations. Compensatory time
should be used for short-term absences from work during times mutually agreed to by the
employee and his/her supervisor. Accumulation of compensatory time to be used as a
substitute for extended vacation time off is not normally permitted, however may be approved
on a case-by-case basis by the Department Director or Mayor. Use of compensatory time may
either be requested by the employee or directed by the supervisor.
4.5 ATTENDANCE
Regular and punctual attendance is an essential function of every position in the City. Each
supervisor is responsible for maintaining an accurate attendance record of his/her employees.
Every employee has the responsibility of maintaining a good attendance record. Employees are
expected to be at the assigned place of work during their scheduled work time.
Employees unable to work or report to work on time should notify their supervisor as soon as
possible, ordinarily before the work day begins or within thirty (30) minutes of the employee's
usual starting time. If an absence continues beyond one day, the employee is responsible for
reporting in each day. If the supervisor is unavailable, the employee may leave a message with
the Department Director or his/her designated representative, stating the reason for being late
or unable to report for work. An employee who is absent without authorization or notification is
subject to disciplinary action, up to and including possible termination.
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4.6 UNUSUAL WEATHER CONDITIONS
During times of inclement weather or natural disaster, it is essential that the City continue to
provide vital public services. Therefore, it is expected that employees make every reasonable
effort to report to work without endangering their personal safety.
An employee who is unable to get to work or leaves work early because of unusual weather
conditions may charge the time missed to: vacation, floating holiday, compensatory time, or
leave without pay. The employee shall advise the supervisor by phone as in any other case of
late arrival or absence. Employees, who are sent home without prior notice by their employer
and therefore denied the opportunity to work, shall continue to receive their normal pay for the
rest of the day in which they are sent home.
4.7 MEAL AND REST BREAKS
Except in urgent situations, personal phone calls and conversations should occur during meal
periods and rest breaks rather than during working time. An exempt employee is expected to
effectively handle his or her meal period and rest break schedule. The following policy applies
only to non-exempt employees. A non-exempt employee must notify his or her supervisor at the
end of the shift if he or she has not had a meal period or rest break.
A non-exempt employee who works at least five (5) hours in a workday will be provided an
unpaid meal period of at least thirty (30) minutes, approximately midway through the workday,
unless otherwise specified. Non-exempt employees must not perform any work during the meal
period, and must take at least thirty (30) minutes completely off work.
Employees working at least (3) three hours longer than a normal workday will be allowed a meal
period before or during the overtime portion of the shift. A “normal workday” is the shift the
employee is regularly scheduled to work. If the employee’s scheduled shift is changed due to
working a double shift, or working extra hours, the additional meal period will be permitted.
Employees working a regular twelve (12) hour shift will be entitled to a second meal period.
A non-exempt employee will be provided one (1) paid fifteen (15) minute rest break for every
four (4) hours worked. Rest breaks may be taken on a scheduled or intermittent basis as
determined by the employee’s supervisor. These rest breaks are for the purpose of a few
minutes of relaxation. The City asks employees to please not stay away from their job beyond
the time allotted. Rest breaks are paid, but may not be used to extend a lunch period, leave
early, or arrive late. Police Department employee meal and break times will be consistent with
the appropriate Collective Bargaining Agreement.
For one year following childbirth, non-exempt employees who are nursing mothers are entitled
to unpaid breaks during the workday for the purpose of expressing breast milk. The City will
provide a suitable, private location for these breaks.
4.8 CALLBACKS
All employees are subject to call back in emergencies or as needed by the City to provide
necessary services to the public. A refusal to respond to a call back is grounds for immediate
disciplinary action, including possible termination. Employees called back to duty will be paid
their appropriate rate of pay for hours worked or according to the collective bargaining
agreement, whichever is appropriate for the employee.
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4.9 PAYROLL RECORDS
The official payroll records are kept by the Finance Office. Each employee shall submit a
signed time sheet to their supervisor for approval each pay period. Each supervisor is
responsible for submitting a time sheet (signed by the employee and the supervisor) to Finance,
for each employee within their department, noting hours worked, leaves taken, and overtime
worked. Each department director is responsible for assigning the payroll entry for his/her
department to appropriate personnel in the department. The Mayor shall sign time sheets for all
Department Directors.
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CHAPTER V
COMPENSATION
5.1 VALUE STATEMENT
The City strives to reach a balance between fairness in pay for all employees and rewarding
excellent job performance for the deserving individual. It believes in paying competitive wages
in order to attract qualified candidates for job vacancies. Pay is one of several means to reward
job performance.
5.2 SALARY CLASSIFICATION AND GRADES
Each regular position within the City is classified into a classification title for salary purposes.
Each classification title is designated a particular salary or salary range as shown on the City's
salary and wage schedule, which is approved in the labor agreement or annually by the City
Council. All regular employees are assigned to a classification title and provided a job
description. This job description shall be reviewed annually with the employee and the
supervisor during the employee’s performance evaluation, and any changes to the description
shall be referred to the Human Resources Office. Any sig nificant change in a job assignment,
which may subsequently require a change in salary grade assignment, must have prior approval
by the Mayor and City Council, and the appropriate Union as needed.
5.3 PAY RATES
Employees shall be paid within the limits of the wage range to which their positions are
assigned. Usually, new employees will start their employment at the minimum pay grade or
wage range for their classification. However, a new employee may be employed at a higher
rate than the minimum when the employee's experience, training or proven capability warrant,
or when prevailing market conditions require a starting rate greater than the minimum, subject to
the Mayor's approval.
5.4 UNION EMPLOYEES
Employees, who are covered under a collective bargaining agreement, shall be compensated in
compliance with the terms of the respective collective bargaining agreement. The Mayor or his
representative and the Union’s bargaining agent must approve any deviation f rom such
agreement in writing.
5.5 NON REPRESENTED EMPLOYEES
The City’s non-represented compensation policy strives to maintain equity, by offering
competitive salaries and benefits in order to attract and retain high quality staff and an effective
work force.
It is the policy of the City for the classification and compensation plan to provide salaries that
compare favorably with other similar cities in the region for comparable jobs, and within budget
limitations. It is also the policy of the City to strive to maintain salaries that are internally
equitable, in proper relationship to all other jobs within the City, within reasonable budget
parameters.
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SALARY RANGE PROGRESSION
Salary ranges for non-represented positions will have a 35% spread from the bottom to the top
of each salary range, and will include a seven-step scale with 5% between each of the steps.
All new employees will generally be hired at the first step of their salary range; however, an
entry level rate of pay above the minimum may be offered to an applicant whose education and
experience exceed the minimum qualifications for the classification, or when external labor
market pay practices impact recruitment. Initial step placement at higher than Step 3 of the
salary range is subject to approval by the Mayor prior to the offer of employment.
Employees are advanced to the next salary step increment after satisfactorily completing the
first six months of probation. After this, employees advance to the next step in the salary range
on the January following their anniversary date and each succeeding January after a concurrent
satisfactory overall performance evaluation hasevaluation has been completed by their
supervisor, until reaching the maximum step. An employee is considered not to have achieved
a satisfactory overall performance rating if two or more performance category areas in the
evaluation receive less than a “meets standards” rating. An employee who fails to achieve at
least a satisfactory overall s performance onrating on their annual performance evaluation shall
not be eligible for a step increase until their next performance evaluation rating period.
Employees who do not achieve a satisfactory overall performance rating will be immediately
placed on a performance improvement plan (PIP). The PIP will provide clear expectations to
the employee for the work performance items that must improve in order for the employee to
achieve a satisfactory overall performance rating by the next evaluation period (usually 3
and/or 6 months) as determined under the PIP. A PIP also serves as a work plan for the
employee that will likely include individualized, supervisor-provided feedback and counseling on
improving work performance, as well as outlining any necessary areas of training or retraining in
order for the employee to succeed on the PIP.
In the event of promotion of a non-represented employee to another non-represented job
classification in a higher salary range, the employee will be placed on the first step of the new
salary range or the lowest step in the new range that results in an increase to their current
salary. After this, the employee would follow the salary range progression described above for
new employees.
To ensure internal equity, employees promoted from a represented position to a non-
represented position in a higher pay range, will be placed on the first step of the new salary
range, or the lowest step in the new range that results in an increase to their current salary,
including consideration of other cash compensation being received in the former position. After
this, the employee would follow the salary range progression described above for new
employees.
In the event of a lateral placement of a non-represented employee to another non-represented
job classification in the same pay range, the employee will not receive a salary increase.
ANNUAL SALARY ADJUSTMENTS
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The Mayor will recommend the adjustment of salary ranges for non-represented employees to
the City Council for approval as part of the budget process, effective January 1 of each year.
The Mayor’s recommendation will take into consideration the average adjustment negotiated
and approved for represented employee groups. Each employee will maintain the same step
within the newly approved salary range that they held prior to the adjustment.
In addition, the City will attempt to mitigate compression issues as they arise. The Mayor will
make appropriate and timely recommendations to City Council to maintain internal equity and
prevent compression issues.
MARKET ANALYSIS
The Human Resources Department will conduct compensation surveys for each non-
represented benchmark position no later than September 1, every three years. The following
criteria will be used for determining which cities are comparable for the purposes of analyzing
and comparing compensation (“Qualified Comparable Cities”):
Comparable cities must be located in Snohomish, King, Pierce, Thurston, or Kitsap
counties; and
Comparable cities will include all cities with a population that is no more than 10,000
over or no more than 10,000 under the population of the City of Edmonds according
to the most recent population figures published by the Washington State Office of
Financial Management or a similar successor government agency; and
The application of the above criteria will be utilized to select a minimum of eight
agencies that are closest in population to the City of Edmonds. If this process yields
fewer than eight comparable cities (not counting Edmonds) for analysis during a
particular year, additional cities shall be selected for analysis by adding an additional
city or cities, up to eight, with agencies that are outside the 10,000 over/under
criteria, but that are the next closest in population to the City of Edmonds, with the
goal of having 50% of the cities with a higher population and 50% with a lower
population than Edmonds.
Additionally, private sector data will be gathered and considered where it is a significant factor in
the City’s competitiveness.
Benchmark positions are those which are assigned clearly recognizable work at a well-defined
level of responsibility, and for which comparable classifications are easily identified to ensure
that sufficient data can be collected. Classifications that are selected as comparable for survey
purposes must match the benchmark position by 80% in level of work and responsibility.
Salaries for comparable positions that are not a complete match may be leveled up or down by
a maximum of 20%, to adjust for differences in the level or scope of responsibility in work duties.
Non-benchmark classifications (those for which there are not adequate comparable
classifications) will be indexed to a corresponding City benchmark position, which is comparable
in required qualifications, scope of work, and level of responsibility.
Salary ranges for benchmarks will be determined by using the prevailing rates in the identified
comparator cities. The City will be competitive within the defined market, but will not assume
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the position of a lead pay policy compared to the market; therefore the median or 50th percentile
of the mid-range of salary data collected will be used to determine competitiveness.
Every three years, based upon the survey data, the Mayor will recommend salary range market
adjustments for non-represented positions to City Council. The Mayor will consider the
following criteria in developing the recommendation:
1. Maintain the mid-point of each salary range between 5% high/low of the mid-point of the
comparator city median.
2. Positions requiring adjustment will be assigned to the new salary range within the salary
range table that places the position closest to the comparator city median.
3. Any employee whose actual salary falls below the newly adopted pay range minimum, shall
be adjusted up to the new minimum upon adoption of the new pay ranges.
4. Any employee whose actual salary exceeds the top of the approved salary range, will have
their salary frozen until such time that market rates support pay range adjustment for their job
classification.
5.6 PROMOTION
Any represented employee promoted to a position in a higher classification and salary range
shall receive a promotional pay increase to either 1) the entry step or salary of the new salary
range, 2) the next highest available pay step in the new range which provides at least a 5%
increase in pay, or 3) to start at the bottom of the pay grade of the higher classification,
whichever is greater. Changes in salary due to a Reclassification of a position will be treated
the same as a Promotion. Promotions change an employee's pay anniversary date and
subsequent merit pay reviews.
5.7 PAYDAYS
City employees are paid semi-monthly on the 5th and the 20th of each month. If a regularly
scheduled payday falls on the weekend or a holiday, the paychecks will be distributed on the
last preceding regularly scheduled working day. Automatic deposit is available upon request.
Pay increases, other than those occurring upon the 1st or the 16th of the month, become
effective at the beginning of the next pay period.
5.8 ERRORS IN PAY
Every effort is made to avoid errors in paychecks. However, any employee who believes that
an error has been made should contact the Finance Department immediately. The Finance
Department will take the necessary steps to research the problem and to assure that any
necessary correction is made properly and promptly. An employee reporting an error will be
notified in writing within 15 business days of the outcome. An employee who believes further
discrepancies exist should submit a written complaint to the Mayor immediately. If an employee
has been overpaid in error, the City will ask that the amount be repaid by payroll deductions or
by agreement, consistent with applicable laws.
5.9 DEDUCTIONS
Some regular deductions from the employee's earnings are required by law; all other deductions
must be approved by the City and specifically authorized in writing by the employee. The City
will withhold from the employee's paycheck those deductions required by law and any voluntary
deductions approved by the City and authorized by the employee, by applicable union contract,
or by statute or regulation.
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5.10 ACTING PAY
When an employee is temporarily assigned to work in a position with a higher pay rate in order
to fill a vacancy or act on behalf of an absent employee, the employee shall be paid Acting Pay
in the amount of either the minimum of the salary rate of the acting position or a 5% increase in
base pay, whichever is greater. To qualify, the employee must be assigned to the acting
position for a period of ten (10) or more consecutive workdays. Acting Pay is limited to a six
month period as noted in the City Ordinance. Any extenuating circumstances requiring Acting
pay for a period beyond six months are subject to the Mayor and City Council’s approval, or
subject to applicable Civil Service Rules.
5.11 SPECIAL DUTY PAY
The mayor is authorized to pay any manager or director level employee special duty pay in
addition to that person’s regular compensation when the mayor has temporarily assigned
special duties to that person. No employee may receive special duty pay for longer than one
year without city council approval. “Special duties” are defined as those duties not included as
“Primary Duties and Responsibilities” in the employee’s official job description and not otherwise
associated with the employee’s position.
Special duty pay shall consist of up to ten percent of the employee’s salary at the time the
special duties are assigned. The mayor is authorized to grant to each such employee up to five
percent (5%) for special duty pay at the mayor’s discretion, and shall be based upon the scope
of the additional responsibilities identified by the mayor. If the mayor determines that special
duty pay above five percent (5%) is warranted for a particular employee, the mayor will be
authorized to grant up to ten percent (10%) for special duty pay upon prior approval by the City
Council.
5.12 COMPENSATION UPON TERMINATION
When an employee's employment with the City is terminated, the employee will receive the
following compensation on the next regularly scheduled payday including: 1) regular wages for
all hours worked up to the time of termination which have not already been paid; 2) any
overtime or holiday pay due; 3) A lump sum payment of any accrued but unused vacation and
compensatory time and; 4) any employee-paid health insurance premiums paid in advance for
health insurance coverage. Accrued sick leave will be paid in accordance with City Ordinance
for Non-Represented employees or the applicable collective bargaining agreement for Union
Employees.
5.13 RECLASSIFICATION
It is the supervisor's responsibility to maintain the employee's primary job assignments within
the scope of the existing job description, until a revised job description is approved. Requests
for revised job descriptions can be made by the Department Director to the Human Resources
Office. In the event that an employee is eligible for a reclassification as determined by his/her
supervisor, a reclassification form and a revised job description, along with the recommended
pay grade should be submitted to Human Resources for review. All revised job descriptions
and reclassification requests are subject to the Mayor's approval, before submittal to the City
Council for their approval and/or the respective Union as required.
5.14 COMPLETION OF ORIENTATION PERIOD
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Upon the successful completion of an orientation period, the represented employee is eligible
for a pay step increase, depending upon their pay schedule and provided that they do not
exceed the approved pay range for their position classification.
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CHAPTER VI
PERFORMANCE EVALUATIONS AND TRAINING
6.1 VALUE STATEMENT
The City values honest communications and the desire to improve services to the customer. It
believes these values are the foundation of a Performance Evaluation leading to a positive
outcome. Personal development and changes in the work environment require continuous
training, communication, and ongoing commitment from both the employee and the City.
6.2 PERFORMANCE EVALUATION POLICY
To achieve the City's goal to train, promote and retain the best qualified employee for every job,
the City conducts periodic performance evaluations for all positions. Each supervisor is
responsible to set and communicate clear performance standards for his or her employees at
the beginning of and throughout the review period. Employees are to be evaluated by their
supervisor at both the midpoint and the completion of their orientation period and normally once
every 12 months thereafter, unless otherwise specified in the employee’s respective collective
bargaining agreement. Additional performance appraisals or performance improvement plans
may be given, if necessary. Performance review dates are changed following a promotion with
a new orientation period. Employees should complete a self-evaluation form for their upcoming
evaluation as directed by their supervisor.
During the evaluation process, the employee and the supervisor will review the Department’s
goals and the employee’s role in the Department. They will also review the employee’s self-
evaluation, job description and rate the employee’s job performance outcomes in each of the
assigned responsibilities. If changes in the job description are needed to ensure its accuracy,
the corrections will be forwarded to the Human Resources Office. The employee and supervisor
will discuss and select a course of personal training, which will improve the employee’s job
performance. Goals for the next year and a training plan will be included in the perf ormance
evaluation. The evaluation will be signed by the employee, the supervisor, and the Department
Director, and forwarded to the Mayor for review and to the Human Resources Office to be
placed in the Personnel File. A copy should be retained by the Supervisor for periodic
checkups. If the employee disagrees with the evaluation, he or she is allowed to submit written
rebuttal comments to be placed in their personnel file along with the evaluation.
The evaluation is part of an employee's personnel record and may be a factor in determining the
employee's conversion to regular status, whether the employee receives a wage increase, or is
to be promoted, transferred, demoted, laid off, or terminated.
6.3 TRAINING POLICY
The City seeks, within the limits of available resources, to offer training to increase an
employee's skill, knowledge and abilities directly related to his or her position, to obtain or
maintain required licenses and certifications, and to develop a career path within the City
organization. Opportunities may include, but are not limited to: on-the-job training, in-house
workshops and seminars sponsored by other agencies or organizations.
When training opportunities are identified, the Department will complete an AUTHORIZATION
TO TRAVEL and ATTEND TRAINING and submit the registration. Each Department is
responsible for budgeting and paying for training for their employees (for courses not specifically
approved as outlined in the college reimbursement policy below). Following completion of the
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training program, a copy of the AUTHORIZATION will be filed in the employee’s Personnel File.
Training programs, which are required by the City, are paid by the City, including the employee's
wages, travel, registration, and, if needed, out of area expenses directly related to the training.
For the purposes of insurance, the employee is to make every reasonable effort to use a city
vehicle to attend training events. In the event that using a city vehicle is not possible, the
employee will be reimbursed for mileage under the current IRS regulations and as noted in the
Edmonds City Code.
Training programs that are initiated by the employees and not required by the City, (such as
certification programs) are considered as voluntary programs and will not be paid by the City,
unless a direct benefit to the City can be shown. If a benefit can be shown, the City may pay for
all or a portion of the training costs, but not to include wages.
6.4 COLLEGE REIMBUSEMENT
The City will reimburse full tuition for college courses that are required for; 1) advancement to
the next promotional rank up to an Associate’s Degree level (90 credit hours), and 2) to maintain
or upgrade a required certificate or license. Employees must obtain a passing grade of C and/or
2.0 or better in order to qualify for reimbursement of the class at the rate established below.
Employees, who take college courses leading to a Bachelors or Master’s degree, will be
reimbursed 50% of the tuition costs. This course work must be an educational requirement of a
future position in the City, which has been previously identified in the performance evaluation as
the employee’s career goal. Employees must obtain a passing grade of B and/or 3.0 or better in
order to qualify for reimbursement of the class at the rate established below.
Tuition costs will be based upon comparable public education credit hours and charges.
Employees will not be on paid City time while attending such courses nor will books,
transportation, or course material costs be reimbursed. The maximum costs per employee for
college reimbursement in a calendar year cannot exceed $2000. Tuition Reimbursement is
available to the extent funds are budgeted. Should inadequate funding be available in the
budget in any given year to reimburse all requests, reimbursements will be made on a “first
come, first served” basis.
In the event that an employee leaves employment with the City within twenty-four (24) months
after receipt of tuition reimbursement funding, the employee shall reimburse the City for the
amount they received from the beginning of the previous 24 months.
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CHAPTER VII
BENEFITS
All benefit programs are administered by the Human Resources Office. For any and all benefits
and eligibility related questions, please contact Human Resources.
7.1 MEBT
The Municipal Employee Benefit Trust (MEBT) is a City retirement program provided in lieu of
the federal Social Security benefit. The City does not participate in the federal Social Security
Trust, excluding Medicare (employees, who are hired after April 1986, must contribute into
Medicare). The MEBT benefit is made up of three components: a retirement benefit, long-term
disability insurance, and a $75100,,000 term life insurance benefits for survivors. Participation
in MEBT is mandatory. The City and all employees make payroll deduction contributions (pre-
tax) into the MEBT program in the amount normally paid through a FICA deduction. Employees
can also make additional voluntary after-tax contributions into the MEBT program. All hourly
and part-time employees working less than 1000 hours per year are not eligible to participate in
MEBT, and are required to pay into the Social Security program.
7.2 STATE RETIREMENT
All regular public safety employees in the police department are covered by the Law
Enforcement Officers' and Firefighters Retirement System (LEOFF 2). Benefit levels and
contribution rates are set by the State of Washington. All regular full-time non-uniformed
employees are covered under the Public Employees Retirement System (PERS). Both
retirement programs are administered by the Department of Retirement Systems (DRS).
Regular part time employees are covered, provided they work at least 70 hours per month for
five or more months each year. Benefit levels and contribution rates are set by the State of
Washington. Participation is mandatory.
Employees intending to retire should plan to attend a retirement planning seminar provided by
the State. They should also notify their department head and the DRS of their intent to retire at
least three months prior to the date of retirement.
7.3 DEFERRED COMPENSATION
Deferred Compensation is a tax shelter program provided to City employees through IRS code
457. Employee deposits are subject to limitations defined by the IRS. Deferred Compensation
is a voluntary program made available through payroll deduction (pre-tax), and funded by
individual employee contributions only. The City provides several deferred compensation plan
vendors, which allows employees to select investment options of their choice.
7.4 INDUSTRIAL ACCIDENT INSURANCE (WORKERS COMPENSATION)
All employees (except LEOFF I) are covered by the State Workers' Compensation Program.
This insurance covers employees for on-the-job injuries or job-related illnesses. All job-related
accidents should be reported immediately to the supervisor. For qualifying cases, State
Industrial Insurance will pay the employee for workdays lost and specific medical costs due to
job-related injuries or illnesses. All employees who have enough accrued sick leave are eligible
to turn their time loss check over to the City for paid (“sick”) leave “buy back.”
When an employee receives treatment because of an on-the-job accident/injury, the
physician/hospital will file a claim for Workers' Compensation (L&I). In the event of absence due
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to injury, the employee may use their paid leaves to keep them in paid status while their claim is
under consideration for approval of benefits by L&I. When the employee receives Workers'
Compensation benefits, he/she is required to turn their time loss check over to the City so that
the City can use the check to buy back a portion of the paid leaves used by the employee which
shall be restored to the employee’s leave balances. This policy is to ensure that employee will
receive prompt and regular payment during periods of injury or disability so long as disability
continues, and to allow the employee to maintain as much accrued sick leave as possible after
the buy back. The employee will not receive more than he/she would have received had the
injury not occurred. In the event that an employee does not have enough accrued leave to keep
them in paid status during their period of disability (as certified by their doctor) due to their work
related injury, the employee will keep the time loss check from L&I and no buy back will be
processed. Employees cannot receive Worker's Compensation benefits and paid sick leave for
the same time period. Additionally, absence from work due to a work-related (L&I) approved
injury may not be eligible for DRS service credit hours.
In accordance with state law, the City will also provide a wage supplement to LEOFF II
employees who are receiving worker’s compensation due to an occupational injury or illness.
The supplement shall be in an amount which when added to the worker’s compensation will
result in the same pay the employee would have received for full time active service. The
supplemental benefit begins on the sixth day of absence from work. The City pays one half of
the supplement and the other half is charged to accrued paid leave in the order of Sick Leave,
Compensatory Time, Holiday, and Vacation. The supplement and use of accrued sick leave
shall continue, as long as the employee is receiving worker’s compensation, to a maximum of
six (6) months from the date of the injury. If the employee returns on a part time basis, the
supplement and accrued sick leave shall be pro-rated. The employee must furnish a
physician's release to return to full work duty without restrictions before returning to work.
At any time during the disability period, but no later than six (6) months from the last day
worked, the City may require an examination at its expense, performed by a physician of its
choice to determine if the employee can return to work and if he/she will be capable of
performing the essential duties of the position.
7.5 HEALTH INSURANCE
Regular full-time and part-time employees (working 20 or more hours per week) and their
dependents are eligible to participate in the City's medical, dental, and vision insurance
programs. The programs and criteria for eligibility will be explained upon hire. The City
contributes toward the cost of premiums in the amounts authorized by the City Council and the
labor agreements. The remainder of the premiums, if any, shall be paid by the employee
through payroll deduction on a pre-tax basis. The City reserves the right to make changes in
the carriers and provisions of these programs when deemed necessary or advisable, with prior
notice to affected employees, and in compliance with the terms of the respective collective
bargaining agreements. Part Time employees, who regularly work 20 or more hours each week
during the full calendar year, are entitled to participate in the insurance program. Their
insurance costs will be pro-rated depending upon the average number of hours they are
scheduled to work during the year. Hourly employees, including those who occasionally work
20 or more hours in a week, are not eligible for insurance coverage.
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7.6 HEALTHCARE REFORM POLICY
HEALTH COVERAGE
The City’s policy is administered in accordance with the Employer Shared Responsibility
provisions of the Patient Protection and Affordable Care Act (PPACA), as amended. Under the
terms and conditions of this policy and the City’s health benefits plan, the City provides health
coverage to full-time employees and their dependents up to age 26. The benefits, terms, and
conditions of the City’s health benefits plan, including costs owed by eligible employees, are
explained in the separate plan documents attached hereto, including the Regence Healthfirst
PPO and AWC GHC $10-Co-pay plan, AWC WDS Delta Dental Plan F and AWC VSP $10-Co-
pay summary of benefits sheets (collectively referred to herein as the “Plan”). If there are
conflicts between this policy, the Plan, and any collective bargaining agreements, the document
satisfying the minimum protections of the PPACA shall apply.
DEFINITIONS AND CLASSIFICATIONS
In order to properly implement its provisions, the following definitions and classificat ions from
the PPACA will apply to this policy:
Full-time. At time of hire or change in job classification, employee is reasonably expected to
work, on average, 30 or more hours per week. Full-time employees are eligible for health
coverage and will be enrolled in health coverage as specified in the Plan. In no event shall the
date of enrollment be later than the first day of the month following the date of hire or the date of
change in job classification.
Part-time. At time of hire or change in job classification, employee is reasonably expected to
work, on average, less than 30 hours per week. Part-time employees are subject to monthly and
annual hours limitations and are generally not eligible for health coverage, unless otherwise
specified under the terms of the Plan or applicable collective bargaining agreement. Under the
City Personnel Policies, part time employees, who regularly work 20 or more hours each week
during the full calendar year, are entitled to participate in the insurance program. Their
insurance costs, for themselves and any eligible dependents, will be pro-rated depending upon
the average number of hours they are scheduled to work during the year. If, based on prior City
approval, a part-time employee averages 30 or more hours per week during a measurement
period (discussed below), the employee will be deemed a full-time employee, eligible for health
coverage during a subsequent stability period (discussed below).
Variable-hour. At time of hire or change in job classification, the City cannot reasonably
determine whether employee will or will not average 30 or more hours per week. Variable-hour
employees are subject to monthly and annual hours limitations and are generally not eligible for
health coverage, unless otherwise specified under the terms of the Plan or applicable collective
bargaining agreement. If, based on prior City approval, a variable-hour employee averages 30
or more hours per week during a measurement period (discussed below), the employee will be
deemed a full-time employee, eligible for health coverage during a subsequent stability period
(discussed below).
Seasonal. At time of hire or change in job classification, employee is hired or re-hired into a
position for which the customary annual employment is approximately six months or less,
beginning in approximately the same season of each calendar year. Seasonal employees are
subject to a mandatory annual break in service of approximately six continuous months and are
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not eligible for health coverage, unless otherwise specified under the terms of the Plan or
applicable collective bargaining agreement.
Dependents. Children of full-time employees up to age 26 (including the entire calendar month
in which a child turns age 26). Includes biological and adopted children. Excludes spouses,
domestic partners, stepchildren, and foster children. Dependents of full-time employees are
eligible for health coverage. Dependents of part-time employees who regularly work 20 or more
hours each week during the full calendar year are also eligible for health coverage.
Volunteers Individuals who provide services to the City on a voluntary basis and whose
compensation is limited to: (1) reimbursement for reasonable expenses incurred in the
performance of services as a volunteer; (2) reasonable fringe benefits, excluding health
coverage; and/or (3) nominal fees or honorarium provided in connection with services as a
volunteer. Volunteers are not employees and are not eligible for health coverage.
WORK HOURS LIMITATIONS
In order to properly implement its provisions, the following work hours limitations apply to this
policy:
For certain employee classifications, the City restricts the maximum annual and/or monthly
hours of work.
Full-time employees are not subject to an annual or monthly hours limitation and may work 30
or more hours per week, without limit, unless otherwise limited by the City’s overtime policy, job
description, the terms of any applicable collective bargaining agreement, or the terms of any
other City policy or agreement. Full-time employees are not subject to initial or standard
measurement, administrative, or stability periods (discussed below).
Part-time employees are subject to an annual hours limitation and may not exceed 950 hours
annually without prior City approval. In addition to an annual hours limitation, part-time
employees may not exceed 125 hours in any single calendar month without prior City approval.
Part-time employees are subject to initial and standard measurement, administrative, and
stability periods (discussed below).
Variable-hour employees are subject to an annual hours limitation and may not exceed 950
hours annually without prior City approval. In addition to an annual hours limitation,
variable-hour employees may not exceed 125 hours in any single calendar month without prior
City approval. Variable-hour employees are subject to both initial and standard measurement,
administrative, and stability periods (discussed below).
Seasonal employees may work up to 29 hours per week, unless otherwise specified by the
City’s overtime policy, job description, the terms of any applicable collective bargaining
agreement, or the terms of any other City policy or agreement. If the seasonal employee’s
workload exceeds 29 hours per week or any other of the above guidelines, the Department
Director for that seasonal employee must have approval by the Mayor to work their seasonal
employees 30 hours a week and more than 346.67 hours per season and must have an annual
break in service of approximately six continuous months before being eligible for re-hire.
Seasonal employees may work longer than six months with prior City approval. Seasonal
employees are subject to initial and standard measurement, administrative, and stability periods
(discussed below).
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MEASUREMENT AND ADMINISTRATIVE PERIODS – INITIAL PERIODS
The City uses a 12-month initial measurement period to measure the hours of new part-time,
variable-hour, and seasonal employees.
The City uses an initial administrative period of not longer than two months, divided in two
phases. The first phase begins on the date of hire of a new part-time, variable-hour, or seasonal
employee and continues until the last day of that calendar month. The second phase begins at
the end of the 12-month initial measurement period and lasts for one full calendar month. The
purpose of the first phase of the initial administrative period is to reduce administrative
complexity by consolidating all new part-time, variable-hour, and seasonal employees hired
during a month into the same initial measurement and stability periods. The purpose of the
second phase of the initial administrative period is to allow the City to calculate the hours
worked by employees during the initial measurement period and to enroll eligible employees in
health coverage.
The City uses a 12-month initial stability period for purposes of providing or excluding health
coverage to new part-time, variable-hour, and seasonal employees. If an employee works an
average of 30 hours or more per week during an initial measurement period, the employee will
be deemed a full-time employee and will eligible for health coverage during the initial stability
period, regardless of the hours worked during the initial stability period, so long as the employee
remains employed by the City. If an employee works an average of less than 30 hours per week
during the initial measurement period, the employee will not be deemed a full-time employee
and will not be eligible for health coverage during the initial stability period, regardless of the
hours worked during the initial stability period.
Initial Administrative Period (Phase 1) -- Begins on date of hire, continues until end of
month.
Initial Measurement Period -- Begins on first day of first full calendar month
following date of hire and continues for 12 months.
Initial Administrative Period (Phase 2) -- Begins on first day of first full calendar month
following Initial Measurement Period and lasts for the entire month.
Initial Stability Period -- Begins on first day of first full calendar month
following Phase 2 of Initial Administrative Period and continues for 12 months.
To determine the average hours worked by each employee during the 12-month initial
measurement period, the City will divide the employee’s total hours worked during the period by
52.
Example:
Employee A is hired as a new variable-hour employee on April 2, 2015. Employee B is hired
as a new part-time employee on April 15, 2015.
Under the first phase of the initial administrative period, Employee A is placed into an initial
administrative period from April 2, 2015 through April 30, 2015. Employee B is placed into
an initial administrative period from April 15, 2015 through April 30, 2105. The purpose of
the first phase of the initial administrative period is to reduce administrative complexity by
consolidating all new part-time, variable-hour, and seasonal employees hired in the same
calendar month into the same initial measurement and stability periods.
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Employee A and Employee B both have initial measurement periods beginning May 1, 2015
and ending April 30, 2016 (12 months).
Employee A and Employee B are both subject to the second phase of the initial
administrative period, beginning May 1, 2016 and ending May 31, 2016 (one month). During
this period, the City calculates Employee A’s and Employee B’s hours worked during the
initial measurement period.
Employee A and Employee B are both subject to an initial stability period beginning June 1,
2016 and ending May 31, 2017 (12 months). If either employee averaged 30 or more hours
per week during the initial measurement period, he/she will be offered and enrolled in health
coverage during the initial stability period. If either employee averaged fewer than 30 hours
per week during the initial measurement period, he/she will be excluded from health
coverage during the initial stability period.
MEASUREMENT AND ADMINISTRATIVE PERIODS – STANDARD PERIODS
The City uses a 12-month standard measurement period to measure the hours of all ongoing
part-time, variable-hour, and seasonal employees hired on or before the start of a standard
measurement period.
The City uses a standard administrative period of 31 days. The purpose of the standard
administrative period is to calculate the hours worked by employees during the preceding
standard measurement period and to enroll eligible employees in health coverage during the
resulting standard stability period.
The City uses a 12-month standard stability period for purposes of providing or excluding health
coverage to ongoing part-time, variable hour, and seasonal employees. If an employee works
an average of 30 hours or more per week during a standard measurement period, the employee
will be deemed a full-time employee and will be eligible for health coverage during the resulting
standard stability period, regardless of the hours worked during the standard stability period, so
long as the employee remains employed by the City . If an employee works an average of less
than 30 hours per week during the standard measurement period, the employee will not be
deemed a full-time employee and will not be eligible for health coverage during the resulting
standard stability period, regardless of the hours worked during the stability period.
Standard Measurement Period -- December 1 of [Year 1] through November 30 of
[Year 2]
Standard Administrative Period -- December 1 through December 31 of each year.
Standard Stability Period -- January 1 through December 31 of each year.
To determine the average hours worked by each employee during the 12-month standard
measurement period, the City will divide the employee’s total hours worked during the period by
52.
Example:
Employee C is an ongoing variable-hour employee who was hired on or before December 1,
2017 (the start of the City’s standard measurement period).
Starting in 2017, Employee C’s standard measurement period begins December 1, 2017
and ends November 30, 2018 (12 months).
Employee C’s standard administrative period begins December 1, 2018 and ends December
31, 2018. During this period, the City calculates Employee C’s hours worked during the
preceding standard measurement period. If Employee C averaged 30 or more hours per
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week during the preceding standard measurement period, Employee C will be eligible for
health coverage during the resulting standard stability period. If Employee C averaged
below 30 hours per week during the preceding standard measurement period, Employee C
will be excluded from health coverage during the resulting standard stability period.
Employee C’s standard stability period begins January 1, 2019 and ends December 31,
2019 (12 months).
Employee C’s next standard measurement period begins December 1, 2018 and ends
November 30, 2019 (12 months).
MEASUREMENT AND ADMINISTRATIVE PERIODS – OVERLAPPING INITIAL AND
STANDARD PERIODS
The City’s standard measurement periods apply to all ongoing part-time, variable-hour, and
seasonal employees hired by the City on or before the start date of a standard measurement
period. New part-time, variable-hour, and seasonal employees will be measured by both the
City’s initial measurement period and the first standard measurement period beginning on or
after each employee’s date of hire.
Example:
Employee D is a new variable-hour employee. Employee D is hired September 29, 2015.
Employee D is subject to the first phase of the initial administrative period, beginning
September 29, 2015 and ending one day later, September 30, 2015.
Employee D is subject to an initial measurement period beginning October 1, 2015 and
ending September 30, 2016.
Employee D is subject to the second phase of the initial administrative period, beginning
October 1, 2016 and ending on October 31, 2016.
Employee D is subject to an initial stability period beginning November 1, 2016 and ending
October 31, 2017.
Because Employee D was hired on or before the City’s 2015 standard measurement period,
Employee D is concurrently subject to the standard measurement period beginning
December 1, 2015 and ending November 30, 2016.
Employee D is subject to a standard administrative period beginning December 1, 2016 and
ending December 31, 2016.
Employee D is subject to a standard stability period beginning January 1, 2017 and ending
December 31, 2017.
Based on the overlapping nature of initial and standard measurement and stability periods,
situations will arise where part-time, variable-hour, and seasonal employees will be subject to
simultaneous initial and standard measurement, administrative, and stability periods.
If the City determines an employee is eligible for health coverage during an initial measurement
period or standard measurement period, the employee must be enrolled in health coverage for
the entire associated stability period. This is the case even if the employee is determined to be
eligible for health coverage during the initial measurement period but determined not to be
eligible for coverage during the overlapping or immediately following standar d measurement
period. In such a case, the City may exclude the employee from health coverage only after the
end of the initial stability period. Thereafter, the employee’s eligibility for health coverage would
be determined in the same manner as that of other ongoing part-time, variable-hour, or
seasonal employees.
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In contrast, if the City determines an employee is not eligible for coverage during the initial
measurement period, but is eligible for coverage based on the overlapping or immediately
following standard measurement period, employee will be eligible for health coverage for the
entire standard stability period (even if the standard stability period begins before the end of the
initial stability period). Thereafter, the employee’s eligibility for health coverage would be
determined in the same manner as other part-time, variable-hour, or seasonal employees.
RULES CONCERNING ELIGIBILITY AND ENROLLMENT
To be enrolled in health coverage under the Plan, eligible employees must comply with all
applicable application requirements and deadlines. Failure to do so may result in delayed or no
enrollment until the next annual enrollment period or upon a qualified change in status.
If an eligible employee’s payment for the cost of health coverage is untimely, the terms of the
Plan provide when coverage terminates and whether there is a grace period for payment. The
City is not required to provide health coverage for the period for which the cost of health
coverage is not timely paid and may terminate coverage.
Eligible employees have the right to waive enrollment in the City’s health coverage. The City will
provide a written waiver that must be timely completed, signed, and submitted by an eligible
employee desiring to waive enrollment. Unless the Plan specifies otherwise, a new waiver must
be completed annually. The City will provide otherwise eligible employees who previously
waived enrollment in health coverage the opportunity to enroll at least once annually.
HOURS FOR PAID AND UNPAID LEAVE DURING MEASUREMENT PERIODS
Hours of service for employees during measurement periods include both actual hours of
service worked in addition to paid hours for vacation leave, sick leave, holiday leave, or other
paid leave.
Periods of unpaid leave, including unpaid FMLA or military leave, are excluded from the hours
calculation during any measurement period.
Example:
Employee E is a variable-hour employee subject to a 12-month (52-week) standard
measurement period.
During the standard measurement period, Employee E takes four weeks of unpaid
FMLA leave. The four weeks of unpaid FMLA leave are excluded from the hours
calculation. The average is calculated by the total hours worked by Employee E during
the standard measurement period (12 months), divided by 48 weeks (instead of 52
weeks).
Administrative periods overlap with measurement and stability periods. Employees offered
health coverage during a stability period must remain enrolled in coverage during a subsequent
administrative period. Employees excluded from health coverage during a stability period
remain excluded from coverage during a subsequent administrative period.
BREAKS IN SERVICE
Employees, regardless of classification, who separate their employment with the City, voluntarily
or involuntarily, must have a break in service of at least 13 continuous weeks before being
eligible for re-hire. Employees re-hired after a break in service of at least 13 continuous weeks
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will be treated as a “new” employee, without any consideration given to previous hours worked
or previous measurement or stability periods that may have applied prior to separation.
Employees who are re-hired into full-time positions must be enrolled in health coverage no later
than the first day of the month following their date of re-hire. Employees who are re-hired into
part-time, variable-hour, or seasonal positions are subject to the City’s initial measurement,
initial administrative, and initial stability periods.
The City reserves the right to suspend this rule on a case-by-case basis.
7.76 UNEMPLOYMENT INSURANCE
City employees may qualify for State Unemployment Compensation after termination from City
employment as determined by the Employment Security Department.
7.87 LIFE INSURANCE
Union employees are provided a Term Life Insurance benefit, and the premium is fully paid by
the City. The insurance also provides a benefit upon the death of a dependent. Non-
represented employees are provided Term Life Insurance, which is based upon a portion or all
of their annual salary level. This benefit is explained when the new employee is hired. Police
Officers are provided an additional life insurance benefit by the State of Washington in the event
of their death in the line of duty. Additionally, all eligible employees are provided a life insurance
benefit through MEBT.
7.98 EMPLOYEE ASSISTANCE PLAN (EAP)
EAP is a confidential service, providing short term counseling and referral, which is offered to
employees and their dependents at no cost by the City. This service assists employees obtain
professional help with problems which may be impacting their jobs. The EAP can assist
employees with a wide variety of problems, including financial, personal, and job related.
Please contact Human Resources for more information of the EAP.
7.109 EXTENDED HEALTH BENEFITS (COBRA)
In compliance with COBRA (the Consolidated Omnibus Budget Reconciliation Act), the City will
offer continuing health care coverage on a self-pay basis to employees and their dependents
following termination (for reasons other than gross misconduct), a reduction in hours, retirement
or death. These health benefits will be identical to the coverage offered to full-time employees.
A. For terminated or reduced-hour employees, the coverage may last up to 18 months or
until they become eligible for other health insurance coverage, whichever is earlier. In
the event of the employee's retirement, divorce, separation, or death, the coverage may
last up to a maximum of 36 months for the employee and/or qualified beneficiary.
B. Upon mutual agreement between the employee and the City, and in accordance with the
terms and conditions of the insurance coverage at the employee's expense during an
approved unpaid leave of absence, COBRA continuation rights may apply in the event
coverage is not extended through the City.
C. While an employee is receiving worker's compensation benefits, the City may continue
to pay the employee's health insurance premiums for three (3) months, after which the
employee may choose to use COBRA rights and self-pay insurance premiums.
D. Upon an employee's termination from City employment, at the employee's option and
expense, the employee may elect to continue City health insurance benefits to the extent
39
provided under COBRA. Continuation rights are not available if an employee is
terminated for "gross misconduct."
E. An administrative handling fee over and above the cost of the insurance premium may
be charged the employee or dependents that elect to exercise their COBRA continuation
rights.
F. The employee or beneficiary may waive all rights to continuation coverage notification
procedures and time limits outlined in the continuation coverage "Notification of Rights"
letter.
7.11 WELLNESS PROGRAM
The City of Edmonds recognizes that health of City employees directly affects their ability to
provide high quality, efficient services to City residents. The employee wellness program is
designed to provide information and activities to City employees and their family members to
encourage health and safety in the workplace. All City employees and family members who are
eligible for City medical benefits may voluntarily participate in the employee wellness program.
A Wellness Committee, including employee representatives from different departments, labor
unions, management and the general employee population, oversees the wellness program and
specifically performs the following duties:
Provides enthusiastic support of the mission and goals of the Wellness program.
Helps plan, implement and promote Wellness programs.
Serves as a liaison between the wellness program, the Safety Committee, the Commute
Trip Reduction program, City departments and employees.
Represents the wellness-related interests, needs and opinions of employees.
Assists in identifying and reducing potential program barriers and strengthening support
for the wellness program.
Assists in promoting the wellness program.
The Wellness Committee will meet at least once a month during regular business hours and
committee members may work on wellness activities during work hours as their normal job
duties allow. Membership on the committee is voluntary and members may serve for an
indefinite period of time. Members are responsible for:
1. Attending the monthly wellness coordination meetings and informing another attending
member if they cannot attend a meeting.
2. Attending any Wellness Retreats. Retreats will be used to review goals/priorities and
establish calendar events.
3. Organizing and promoting annual wellness events.
4. Assisting other members in the execution of their wellness events.
5. Communicating the needs of his/her department’s employees to the committee.
6. Communicating the activities of the committee to his/her department’s employees.
7. Sharing ideas freely and raising any concerns or objections and offering alternative
solutions when a decision is to be reached by consensus.
Participation in some wellness programs such as health screenings and the health benefits fair
is allowed during work hours. The Department Head may allow employees additional time
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during work hours for wellness activities and programs provided work demands are
appropriately met.
Wellness program activities may include a wide variety of health, educational and fitness
activities, such as those listed below.
Behavior change programs, such as nutritional counseling and information, stress
reduction, smoking cessation, weight management, relaxation and self-esteem.
Motivational programs, such as interdepartmental and employee group challenges and
tuition rebates for successful weight loss and smoking cessation.
Informational and awareness programs such as flyers, paycheck stuffers, bulletin
boards, brown bag lunch sessions, wellness seminars, workshops and classes.
The Wellness program is funded in the budget for the Human Resources program and all City
expenditures for employee wellness activities must come from funds appropriated in the current
budget. Some wellness activities could and may be offered to employees at the cost of the
program, at a City-subsidized price, or for free. Costs of certain programs may be covered by
the City’s medical plan, and the Wellness Committee may apply for grants provided by the
Association of Washington Cities. The Committee’s plan purchases and all other related
accounting activities must comply with applicable City procedures for City-funded activities.
Confidentiality is important in all health education activities. Because the Wellness Committee
may offer programs about potentially sensitive issues, the transactions and interactions
regarding personal and medical information that take place in the City’s Wellness programs will
be confidential and will be respected as such. Employee participation is also on a voluntary
basis and will be respected.
7.12 COMMUTE TRIP REDUCTION (CTR) PROGRAM
The City participates in a Commute Trip Reduction (CTR) program in compliance with the
CTR Efficiency Act (WAC 486-63) regulated through the Washington State Department of
Transportation (WSDOT) in coordination with Community Transit. This Act requires local
governments in urban areas with traffic congestion to develop programs that reduce drive-
along trips and vehicle miles travelled per capita. As part of this program, Community Transit
and the City of Edmonds encourage employees to participate in the CTR program, by riding
the bus, vanpooling, carpooling, walking, biking, using the train or ferry, or compressing their
work week (such as through a supervisor approved alternative work schedule) in order to help
reach certain County goals regarding Vehicle Miles Travelled (VMT) or Single Occupancy
Vehicles (SOV).
The City’s CTR program, through the City’s CTR Coordinator, may have a budget of funds for
authorized use as related to specific CTR program activities and event expenditures. There
are various Community Transit sponsored CTR program events throughout the year in which
employees are encourage to participate ( examples include but are not limited to: Wheel
Options, Bike to Work Day, Dump the Pump day, and Smart Commuter Rewards). The CTR
Program Coordinator at the City also provides WSDOT and/or Community Transit with any
required reporting and/or compliance information on City participation in the program each
year and coordinates CTR program events and activities.
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CHAPTER VIII
LEAVES
8.1 VALUE STATEMENT
The City believes a balance between time spent working and time spent in pursuit of personal
interests creates a better overall employee. The City believes employees need time away from
work in order to achieve that balance.
8.2 VACATION
Employees will be provided annual vacation in accordance with their collective bargaining
agreement or City ordinance. Non Represented employees receive annual vacation in
accordance with the Edmonds City Code Chapter 2.35. In appropriate situations for recruitment
purposes, the Mayor, with approval of the City Council, may authorize placement of a newly
hired employee at a level on the vacation and/or sick-leave accrual charts consistent with
his/her prior experience.
All new employees must satisfactorily complete their orientation period to be entitled to the
accrual and use of vacation leave. Employees may only use accrued vacation; vacation credit
cannot be advanced to an employee. Regular part-time employees will receive vacation on a
pro-rata basis. Hourly employees are not eligible for any vacation benefits. Employees do not
accrue vacation benefits during a leave without pay.
Each department is responsible for scheduling its employees' vacations with the least disruption
of department operations whenever possible. Leave requests shall be submitted at least two
weeks prior to taking vacation leave or as otherwise stated in the applicable collective
bargaining agreement. Vacation schedules for union employees shall be submitted to their
department directors for approval and in compliance with the applicable collective bargaining
agreement.
The maximum number of vacation hours which may be accrued is two years at the current
accrual rate, unless otherwise stated in a collective bargaining agreement. After reaching the
maximum amount, the employee will not accrue any additional vacation, until leave is used. Any
exceptions to extend vacation accruals due to extenuating circumstances must be approved by
the Mayor. Employees will be paid for unused vacation time upon termination of employment.
8.3 SICK LEAVE
All full-time regular employees, except LEOFF I employees, accrue sick leave benefits at the
rate of eight (8) hours for each calendar month of continuous employment, unless otherwise
specified in their labor agreement. Regular part-time employees may accrue sick leave benefits
on a pro-rata basis according to hours worked. Hourly employees do not earn sick leave
benefits. The maximum accrual, unless otherwise specified in a labor agreement, is 1000
hours. Non Represented employees may annually convert accrued sick leave in excess of 800
hours to a cash payment at the rate of three hours of sick leave to one hour of compensation at
the employee’s current rate of pay, up to a maximum of $1000 per year.
Employees do not accrue sick leave benefits during a leave without pay. Sick leave cannot be
advanced; only accrued sick leave can be used.
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Allowable uses of sick leave cover those situations in which an employee is absent from work
(including reasons as defined under state and federally approved leaves) due to:
Employee's own health condition (illness, injury, physical or mental disability, including
disability due to pregnancy or childbirth);
The need to care for an ill family member in accordance with the Family Care policy below.
Medical or dental appointments for the employee or dependent child, provided that the
employee must make a reasonable effort to schedule such appointments at times which
have the least interference with the work day;
Exposure to a contagious disease where on-the-job presence of the employee would
jeopardize the health of others;
Use of a prescription drug, which impairs job performance or safety;
Additional leave (maximum 3 days) beyond bereavement leave for a death in the
immediate family to be authorized by the Department Head.
A doctor's certificate may be required when an employee is absent for a period in excess of
three (3) days, or at any other occasion the Department Director deems appropriate. The City
may require a physician’s certification of the existence of a serious health condition or
emergency condition affecting the employee or immediate family member in accordance with
state and federal law. The City may also request the opinion of a second doctor at the City's
expense to determine whether the employee suffers from a serious health care condition which
impairs his/her ability to perform the essential functions of his or her job or return to work after
an absence of two (2) weeks. Employees who are habitually absent due to illness or disability
may be terminated if their disability cannot be reasonably accommodated and/or when the
employee's absenteeism prevents the orderly and efficient provision of services to the citizens
of the City. Employees who use all their accumulated sick leave and require more time off work
due to illness or injury may, with their department head's prior approval, request a leave without
pay. (See Leave Without Pay Policy.) Employees will be paid for any unused sick leave upon
leaving City service in accordance with City Ordinance or the applicable collective bargaining
agreement.
FAMILY CARE (USE OF ACCRUED LEAVE TO CARE FOR ILL FAMILY MEMBER)
Consistent with the Washington Family Care Act, employees may use their choice of any
accrued leave (whether vacation, sick leave or comp time) that they have available for their own
use in order to care for their child, spouse, parent, parent-in-law, registered domestic partner, or
grandparent. This policy reflects requirements for all employees under state law, and therefore
applies to represented and non-represented employees alike.
An employee may use available paid time off to care for his/her child where the child has a
health condition requiring treatment or supervision, or where the child needs preventive care
(such as medical, dental, optical or immunization services).
An employee may use available paid time off when a spouse, registered domestic partner,
parent, parent-in-law, or grandparent has a “serious or emergency health condition”, which are
conditions:
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* Requiring an overnight stay in a hospital or other medical-care facility;
* Resulting in a period of incapacity or treatment or recovery following inpatient care;
* Involving continuing treatment under the care of a health care services provider that
includes any period of incapacity to work or attend to regular daily activities; or
* Involving an emergency (i.e., demanding immediate action).
Where the need for family care leave is unexpected, the City understands that advance
approval of the use of leave (as is required for certain kinds of leave) may not be possible.
Employees are required, however, to notify their supervisor of the need to take time off to care
for a family member as soon as the need for leave becomes known. The City reserves the right
to require verification or documentation confirming that a family member has or has had a
“serious or emergency” health condition when available leave is used to care for that family
member.
SICK LEAVE INCENTIVE PLAN
Unless otherwise specified in the labor agreement, employees, who maintain a good attendance
record, shall be eligible for the following Sick Leave Incentive Plan.
Hours of Sick Leave Used during the Calendar Year Hours of Vacation Leave
Earned
0 24
8 16
16 8
24+ 0
Incentive leave will be added to the employee’s maximum vacation accrual, however earned
leave must be used in the year following the year in which the sick leave was earned. Sick
leave used due to Workers Compensation illness or injury, FMLA, or other protected leaves will
not be counted. The hours earned and used will be pro-rated to the nearest full hour.
Employees must be employed for a full calendar year to be eligible for this benefit.
8.4 FITNESS FOR DUTY
Whenever a supervisor has reasonable belief that an employee may not be able to perform all
of his or her assigned job duties, the supervisor may require the employee to submit to a
Fitness for Duty evaluation by a qualified professional and/or medical provider. The Fitness for
Duty evaluation with be at the City’s expense. Any employee, who is absent from work because
of illness or injury for six (6) months, may be required by the City to submit to a fitness for duty
examination by a City physician to determine if he or she can return to work or if he or she is
capable of performing the essential duties of their position.
8.5 LEAVE WITHOUT PAY
The Mayor may grant leaves of absence without pay for absence from work not covered by any
other type of leave or if other leave balances are exhausted. Examples of situations for which
leave without pay may be granted include time off work for personal reasons, such as a
prolonged illness, parenting, caring for an ill relative, or pursuing an education. Employees who
are on an approved leave of absence may not engage in any form of self-employment or
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perform work for any other employer during that leave, except when the leave is for military or
public service or when the employment has been approved by the organization under its outside
employment and conflicts of interest policy (10.2) and the employee’s reason for leave does not
conflict with the outside employment. Any leave without pay requests should be forwarded to
the Department Director for approval by the Mayor.
Employees do not accrue benefits or DRS service credits during a leave without pay, nor does
the City pay for any other benefits, unless specifically stated elsewhere in City Policy or the
applicable collective bargaining agreement.
8.6 JURY AND WITNESS DUTY
The City provides all regular employees time off with pay for jury duty service up to a maximum
of one month each time they are called for jury service. If jury duty extends beyond one month
in any one instance the additional leave will be unpaid. Payment provided by the courts during
periods of paid jury duty must be paid over to the City, excluding expense reimbursements,
such as mileage and parking fees. Employees must provide their supervisor with a copy of the
jury duty summons as soon as possible after receiving it. Upon completion of jury duty,
employees are required to provide their supervisor with proof of jury service and submit a copy
of these documents along with their jury duty fees check to the City (including receipts for
parking expenses to be reimbursed to the employee)..
All employees summoned to testify in court are allowed time off for the period they serve as
witnesses. In general, witness duty leave is unpaid unless the employee is a witness in a case
involving the City. For exempt salaried employees, however, salary payment will continue
except for full-day absences caused because the employee is a party in a lawsuit. Additionally,
payment provided by the courts (or other parties to a lawsuit) during periods when employees
are being called as witnesses for the City must be paid over to the City, excluding expense
reimbursements, such as mileage and parking fees. Employees must provide their supervisor
with a copy of the subpoena as soon as possible after receiving it and submit a copy of these
documents along with their witness fee check(s) to the City (including receipts for parking
expenses to be reimbursed to the employee).
8.7 ADMINISTRATIVE LEAVE
On a case-by-case basis, the City may place an employee on administrative leave with or
without pay for an indefinite period of time. Administrative leave may be used in the best
interests of the City (as determined by the Mayor) during a pending investigation or other
administrative proceeding.
8.8 MILITARY LEAVE
Employees receive paid military leave of up to 21 working days per year beginning October 1
and ending the following September 30. This military service includes annual Reserve and
National Guard training. Employees are required to provide their supervisor with copies of their
military orders before the leave begins. Military leave in excess of this paid leave entitlement
will be unpaid, provided that employees may use accrued vacation or compensatory time off
during such military leave. Reinstatement upon return from military service will be determined in
accordance with applicable federal and state law.
INVOLUNTARY MILITARY SERVICE: City employees, who are involuntarily called into
active duty for an indefinite period of time, are entitled to receive the following benefits,
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commencing on the first day the employee reports for active duty and continuing for the periods
specified below or until the employee’s discharge from active duty, whichever occurs first:
For sixty (60) calendar days – the difference, if any, between the employee’s regular City
salary and the monetary compensation paid to the employee for the employee’s military
service, inclusive of housing and food allowances and other similar expenses; and
For ninety (90) calendar days or three months – the insurance premiums for the
employee’s dependents, as previously covered by the insurance, shall be paid by the City;
and
Shared Leave as donated by other City employees.
Employees, who have been called to active duty and who apply for the above benefits, must
agree in writing to return to work with the City. Failure to return to work with the City upon
completion of the military duty will be cause for reimbursement of the compensation and
benefits paid under this paragraph in order to be entitled to this benefit.
8.9 WASHINGTON MILITARY LEAVE FOR SPOUSES AND DOMESTIC PARTNERS
During times of military conflict declared by the President or Congress, an employee may be
eligible for unpaid leave if his or her spouse or registered domestic partner is a member of the
armed forces, National Guard or Reserves. An employee is eligible so long as he or she works
an average of twenty (20) or more hours a week.
An eligible employee may take up to fifteen (15) days of unpaid leave upon being notified of an
impending call to duty, order to active duty, and before the deployment or when the military
spouse/registered domestic partner is on leave from deployment. While leave is unpaid, the
employee may elect to use paid sick, vacation, or other accrued paid time off while on leave.
An employee must provide Human Resources with notice of his or her intent to take leave within
five (5) business days of receiving official notice that the employee’s spouse or registered
domestic partner will be on a leave from deployment, or (b) official notice of an impending call to
active duty.
Upon returning from leave, the employee is entitled to be restored to an equivalent position with
equivalent employment benefits, pay, and other terms and conditions of employment at a
workplace within twenty miles of the employee’s workplace when leave commenced.
8.10 FAMILY MEDICAL LEAVE
The City complies with the federal Family and Medical Leave Act of 1993 (FMLA) as amended,
and all applicable state laws related to family and medical leave, including but not limited to the
Washington Family Leave Act (WFLA) and the Washington Pregnancy Disability Regulations
(MDR). This means that, in cases where the law grants an employee more leave than the City’s
leave policies provide, the employee will be given the leave required by law. The FMLA and
WFLA, which usually run concurrently, provide up to 12 weeks of unpaid, job-protected leave
every 12 months to eligible male and female employees for certain family and medical reasons.
To be eligible for FMLA employees must have worked for the City for a least one year and for
1,250 hours over the previous 12 months, and must not have exhausted their FMLA leave
entitlement during the previous rolling 12-month period.
Unpaid FMLA/WFLA leave is granted for any of the following reasons:
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To care for a child after birth or placement for adoption or foster care.
To care for a spouse, registered domestic partner, son, daughter or parent who has a
serious health condition.
For a serious health condition that makes the employee unable to perform the essential
functions of their job.
Any qualifying exigency as defined by the Secretary of Labor, arising when the employee’s
spouse, registered domestic partner, child, or parent is called to active military duty or is on
active duty. Qualifying exigencies are generally activities related to the active foreign duty
or call to foreign duty, including attending certain military events, arranging for alternative
childcare, addressing certain financial and legal arrangements, attending certain counseling
sessions, and attending post-deployment reintegration briefings.
To care for an employee’s family member who is a covered service member with a serious
injury or illness.
A serious health condition is defined as an illness, injury, impairment or physical or mental
condition that involves:
Any period of incapacity or treatment connected with inpatient care (i.e., an overnight
stay) in a hospital, hospice, or residential medical care facility;
A period of incapacity of more than three consecutive, full calendar days from work,
school, or other regular daily activities that also involves continuing treatment by (or
under the supervision of) a health care provider;
A period of incapacity due to pregnancy or for prenatal care;
A period of incapacity or treatment due to a chronic serious health condition, for a
permanent or long-term condition for which treatment may not be effective, or to receive
multiple treatments for restorative surgery after an accident or injury or for a condition
that would likely result in an incapacity of more than three full, consecutive calendar
days in the absence of medical treatment (e.g. chemotherapy for cancer or dialysis for
kidney disease).
Leave to care for a child after birth or placement for adoption or foster care must be concluded
within 12 months of the birth or placement. Under some circumstances FMLA leave may be
taken intermittently -- which means taking leave in blocks of time or on a reduced leave
schedule--by reducing the normal weekly or daily work schedule. FMLA leave may be taken
intermittently if medically necessary because of a serious health condition or for a qualifying
military exigency. If FMLA leave is for birth or placement for adoption or foster care, use of
intermittent leave is subject to the City’s approval.
The City requires employees to use accrued paid sick leave during FMLA leave in
circumstances where the City's policy or state law permits the use of sick l eave. If the
employee has any sick leave available that may be used for the kind of FMLA leave they are
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taking, it is the City’s policy that the employee must use that paid sick leave, beginning with the
first day, as part of the FMLA leave. Employees may use their vacation leave under FMLA at
their option to remain in a paid status after first using their sick leave as required by City policy .
If sick leave is used for a purpose for which FMLA leave would be available, it is the City’s policy
to designate the employee’s sick leave as counting against their FMLA leave allowance. The
employee is required to notify the City if they use sick leave for a reason covered by the FMLA
so that the City may properly account for the leave. Please contact the Human Resources
Office for any questions about FMLA
The City requires that employees provide advance leave notice, with medical certification, of the
need for a leave related to a health condition, and with medical certification of their fitness to
return to duty after medical leave. Taking leave, or reinstatement after leave, may be denied if
these requirements are not met. Employees must give the City at least 30 days' advance notice
of their request for leave if the reason for the leave is foreseeable based on an expected birth,
placement for adoption or foster care, or planned medical treatment. If 30 days' notice is not
practicable, employees must give the City notice as soon as practicable, usually within one or
two business days of when the need for leave becomes known to the employee. If 30 days'
advance notice is not given, and if the need for the leave and the approximate date of the leave
were clearly foreseeable by the employee, the City may deny the request for leave until at least
30 days after the date notice is given.
The City requires that employees provide a medical certification to support a request for leave
because of a serious health condition (their own or their child's, spouse's, registered domestic
partner’s, or parent's) whenever the leave is expected to extend beyond five consecutive
working days or will involve intermittent or part-time leave. The City may require second or third
opinions at its option with such expense covered by the City. Employees are also required to
provide a medical certification of their fitness for duty to return to work after a medical leave that
extends beyond 10 consecutive working days, that involves a mental disability or substance
abuse, or where the medical condition and the job are such that the City believes the employee
may present a serious risk of injury to themselves or others if they are not fit to return to work. If
an employee takes leave for more than two weeks, they will be required to report to their
supervisor at least every two weeks on their status and intent to return to work.
The City can place an employee on Family Medical Leave at any time sufficient evidence exists
of a qualifying event. The employee will be notified in writing of this decision.
If the employee is covered by the City’s group health plan (medical, dental or vision), their
health insurance benefits continue to be paid during FMLA leave on the same basis as during
regular employment. But if the employee doesn’t return to work after the leave, they will be
required to pay the City back for its portion of the insurance premiums unless the failure to
return was beyond the employee’s control. If the employee is covered by other insurance plans
through the City, such as life or disability insurance, those coverages will continue during paid
leave on the same basis as during regular employment. If the employee takes unpaid FMLA
leave, they will be responsible during the leave for the premiums normally paid plus the
premiums the City normally pays on the employee’s behalf. If the employee doesn’t pay these
premiums, the City may choose to pay them on their behalf, to keep their coverage from
lapsing, but the employee will be responsible for repaying the City whether or not they return to
work.
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If both an employee and their spouse work for the City and leave for the birth, adoption or foster
care placement of a child, to care for a new child, or to care for a sick parent is requested, the
total annual FMLA leave available to both employees combined for those purposes is 12 weeks.
Leave for the birth or for placement for adoption or foster care must be completed within 12
months of the child’s birth or placement.
FMLA leave is available for up to 12 weeks during a 12-month period. For purposes of
calculating leave availability, the "12-month" period is a rolling 12-month period measured
backwards from the date FMLA leave started.
CAREGIVER LEAVE FOR AN INJURED SERVICEMEMBER
Per FMLA, eligible employees may receive up to 26 weeks of unpaid leave in a 12-month period
to care for an injured or ill military service personnel:
Who is the employee’s spouse, registered domestic partner, parent, child, or next of kin;
and
Who is a current member of the armed forces, including National Guard and Reserves;
with a serious injury or illness incurred or aggravated in the line of duty on active duty
that may render the service member medically unfit to perform his or her duties for which
the service member is undergoing medical treatment, recuperation, or therapy, or is in
outpatient status, or is on the temporary disability retired list; or
Who is a veteran who was a member of the armed forces any time during the five years
preceding his/her need for medical treatment, recuperation or therapy for a serious injury
or illness, where the injury or illness was incurred or aggravated in the line of duty..
The combined total of leave for all purposes described in this policy may not exceed 26 weeks
in the applicable leave year. Spouses who are both employed by the City and who are eligible
for FMLA leave may be limited to a combined total of 26 workweeks of leave during the single
12-month period if leave is taken for military caregiver leave, and leave for the birth or
placement of a child, to care for the child after birth or placement, or to care for a parent with a
serious health condition.
QUALIFYING EXIGENCY RELATING TO A CALL TO COVERED ACTIVE DUTY.
Under the FMLA, leave is available for certain qualifying military exigencies, as described
below. The City may require certification of a qualifying exigency, which requires the following:
The eligible employee must be the spouse, son, daughter, or parent of a covered service
member. The son or daughter may be of any age.
The service member must be in covered active duty. “Covered active duty” means the
service member must be a current member of the Regular Armed Forces or a member
of the National Guard or Reserve (Army National Guard of the United States, Army
Reserve, Navy Reserve, Marine Corps Reserve, Air National Guard of the United States,
Air Force Reserve and Coast Guard Reserve), or be a retired member of the Regular
Armed Forces or Reserve who is called to active duty. A call to covered active duty
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refers to a Federal call to active duty, and the active duty must involve deployment to a
foreign country.
The leave must be needed for a non-medical qualifying exigency which arises out of the
service member being on covered active duty or having been notified of an impending
call or order to covered active duty. Qualifying exigencies include:
Short-notice deployment
Eligible employee may take up to seven calendar days’ leave if the
military member receives seven or less days’ notice of a call to
covered active duty.
Military events and related activities (before and during deployment)
Certain temporary childcare arrangements on an urgent, immediate need
basis (but not on a routine, regular, or everyday basis), or to attend meetings
with staff at a school or daycare facility
Financial and legal arrangements to address the service member’s absence
Counseling by a non-medical counselor (such as a member of the clergy)
Rest and recuperation
Eligible employee may take up to fifteen days’ leave for each instance
when the military member is on temporary rest and recuperation
leave.
Post-deployment military activities
Additional activities agreed to by the Company and the employee relating to the
service member’s call to covered active duty
8.11 PREGNANCY DISABILITY LEAVE
The City provides pregnancy disability leave to all female employees for the period of actual
disability associated with pregnancy and childbirth. Pregnancy disability leave is for the period
of disability that is determined to be medically necessary, and not for child rearing after the
disability ends. Pregnancy disability leave is treated the same as leave for any other short-term
disability. Like any other medical leave, the City may require medical certification to support a
request for leave.
A female employee has who taken a leave of absence only for the period of her disability
relating to pregnancy or childbirth will generally be permitted to return to the same job, or a
similar job of at least the same pay, except in cases of business necessity.
If eligible for FMLA, the pregnancy disability leave runs concurrent (at the same time) with the
FMLA and does not extend the 12 weeks of leave allowed under federal law.
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Pregnancy disability leave runs consecutive (one begins after the other ends) with the WFLA
and does extend the 12 weeks of leave allowed under state law for the duration of the physical
disability. Thus, a pregnant employee with no complications in the pregnancy and childbirth is
likely entitled to 18-20 weeks of leave (six to eight weeks of physical disability leave, plus 12
weeks of leave under the WFLA). Unpaid pregnancy disability leave is without employer-paid
benefits unless the leave is also covered by FMLA, although the employee may utilize accrued
leave to remain in a fully paid status.
8.11 BEREAVEMENT LEAVE
The City provides regular employees with paid leave for up to three (3) days in the event of the
death of a member of the employee’s immediate family. Immediate family is defined as the
spouse, registered domestic partner, children, stepchildren, mother/father, mother in-law/father
in-law, step parent, brothers, sisters, and grandparents. If the death occurs out of area and
involves travel; up to three additional days may be granted off provided the additional time is
charged to the employee’s accrued sick leave.
8.12 DOMESTIC VIOLENCE, SEXUAL ASSAULT, AND STALKING LEAVE
In accordance with the Washington State Domestic Violence Leave Law, employees who are
victims of domestic violence, sexual assault, or stalking, or who have a family member who is a
victim, may take reasonable unpaid leave from work either in continuous blocks of time or
intermittently, or continue employment on a reduced work schedule, to take care of related legal or
law enforcement needs, to obtain or assist in obtaining medical treatment, social services
assistance, or mental health counseling, to participate in safety planning, to temporarily or
permanently relocate, or to take other actions to increase the safety of the employee or family
member.
An employee may elect to use paid sick leave, if applicable, vacation, comp time, or floating holiday
time while on leave.
For purposes of this policy, family member is defined as child, spouse/domestic partner, parent,
parent-in-law, grandparent, or person the employee is dating.
Employees must give as much advance notice of the need for the leave as possible. Leave
requests must be supported with one or more of the following:
A police report;
A court order of protection;
Documentation supporting a court appearance;
Documentation from a healthcare provider, domestic violence advocate, attorney, or clergy;
or
An employee’s written statement that the employee or employee’s family member is a
victim and needs assistance.
If the situation does not allow for advance notice, the employee must notify the Human
Resources Office no later than the end of the first day that the employee takes leave.
The City will continue to pay the City’s share of health benefits as if the employee were still at
work provided the employee pays his or her share of the premium.
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At the end of the leave, the employee will be restored to the same position or equivalent position in
pay, benefits, terms and conditions unless the employee had a temporary assignment or was hired
to work on a limited term project that was completed before or during the leave.
8.13 SHARED LEAVE
The Mayor may authorize employees to donate their accrued leave to another City employee
who is suffering from or who has an immediate family member suffering from an illness, injury,
or physical or mental condition which has caused or is likely to cause the employee to take
leave without pay or to terminate his/her employment. The following conditions apply:
Both accrued sick and vacation leave may be donated for a Shared Leave, which is based on a
catastrophic level of illness or injury. Catastrophic illnesses or injuries are those which are
potentially career-ending or life-threatening. All donated vacation leave hours must be used
prior to any use of donated sick leave hours. However, only vacation leave hours can be
donated for a shared leave request, where the need arises from a non-catastrophic level of
illness or injury.
Immediate family is defined as spouse, registered domestic partner, son, daughter, mother,
father, and in-laws of the same degree.
To be eligible to donate leave, the employee must have at least ten (10) days of accrued leave
before he/she is eligible to donate leave hours. In no event shall a leave transfer result in the
donor employee reducing his/her vacation leave and/or sick leave balance to less than ten (10)
days. Transfer of leave will be in increments of one day of leave. All donations of leave are
strictly voluntary.
The employee receiving donated leave shall have exhausted all his/her accumulated vacation,
sick leave, holiday, compensatory time, or any other paid leave. Employees on L&I injuries are
not eligible for shared leave if they are receiving time loss or LEP checks.
While an employee is using shared leave, he or she will continue to receive the same treatment,
in respect to salary and benefits, as the employee would otherwise receive if using vacation or
sick leave.
The maximum duration of a shared leave is limited to no more than six (6) continuous months or
six (6) months in a five year period and cannot be used to extend the absence beyond the post
leave time prescribed by law, labor agreement, or City policy.
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8.14 HOLIDAYS
The following are recognized as paid holidays for all regular full-time and part-time employees:
New Year's Day January 1
Martin Luther King Day 3rd Monday in January
President's Day 3rd Monday in February
Memorial Day Last Monday in May
Independence Day July 4
Labor Day 1st Monday in September
Veteran's Day November 11
Thanksgiving Day 4th Thursday in November
Day after Thanksgiving Day after Thanksgiving
Christmas Eve December 24th
Christmas Day December 25
Any holiday falling on Saturday will be celebrated on the preceding Friday. Any holiday falling
on Sunday will be celebrated on the following Monday. For employees, who are working an
alternative work schedule, an alternative eight (8) hour period of time off for the holiday will be
granted. Employees, who are represented by a Union, will be paid for the holiday in accordance
with their collective bargaining agreement. Hourly employees will be paid at their regular
straight-time rate for hours worked on a holiday.
Each employee who, because of the nature of his/her service, serves on a holiday, shall be
compensated in accordance with the following provisions:
Employees classified as nonexempt shall, at his/her option, be compensated for work on
that holiday either by payment for such work at the overtime rate of pay or, may at
his/her election receive an equivalent amount of compensatory time off at a date
convenient to the City. Such day away from service shall be set at a date mutually
agreed upon, but shall be set within 12 months of the holiday served. Such rate of pay
shall not be pyramided in the event that any hours worked are subject to the overtime
provisions of the Fair Labor Standards Act or the Washington Minimum Wage Act.
Exempt employees shall be permitted one full day away from service with full pay on a
day which he/she would otherwise have served. Such day off shall be scheduled at a
date mutually agreed upon within the same calendar year in which the holiday occurred.
If any of the legal holidays set forth in this section are also federal legal holidays but
observed on different dates, only the holiday occurring on the date specif ied in this policy
shall be recognized as a paid legal holiday. In no case shall both be recognized as paid
legal holidays for employees.
In order to be eligible for holiday pay for the above recognized holidays, employees must be in a
paid status the day preceding and the day following the holiday, unless otherwise stated in an
applicable collective bargaining agreement..
8.15 RELIGIOUS HOLIDAYS
If an employee's religious beliefs require observance of a holiday not included in the basic
holiday schedule, the employee may, with his/her department head's approval, take the day off
using vacation, a floating holiday, compensatory time, or leave without pay.
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8.16 UNPAID HOLIDAYS FOR REASONS OF FAITH OR CONSCIENCE
Employees are entitled to two unpaid holidays per calendar year for a reason of faith or
conscience or an organized activity conducted under the auspices of a religious denomination,
church, or religious organization.
The employee may select the days on which he or she desires to take the two unpaid holidays
after consultation with his or her supervisor. If an employee prefers to take the two unpaid
holidays on specific days, then the employee will be allowed to take the unpaid holidays on the
days he or she has selected unless the absence would impose an undue hardship or the
employee is necessary to maintain public safety. The term “undue hardship has the meaning
contained in the rule established by the Office of Financial Management. The City will also
consider the following factors, on a case by case basis, in determining whether granting the
request would cause an undue hardship:
(1) The number, composition, and structure of staff employed by the City or in the
requesting employee’s department.
(2) The financial resources of the City or the requesting employee’s department.
(3) The number of employees requesting leave for each day subject to such a request.
(4) The financial impact on the City or requesting employee’s department resulting from
the employee’s absence and whether that impact is greater than a de minimis cost to the
City in relation to the size of the City or requesting employee’s department.
(5) Impact on the City, the requesting employee’s department or public safety.
(6) Type of operations of the City or requesting employee’s department.
(7) Geographic location of the employee or geographic separation of the particular
program to the operations of the City.
(8) Nature of the employee’s work.
(9) Deprivation of another employee’s job preference or other benefit guaranteed by a
bona fide seniority system or collective bargaining agreement.
(10) Any other impact on the City’s operation or requesting employee’s program due to
the employee’s absence.
If possible, an employee should submit a written request for an unpaid holiday to the
employee’s department head a minimum of two (2) weeks prior to the requested day off.
Approval of the unpaid holiday shall not be deemed approved unless it has been authorized in
writing by the employee’s department head. The employee’s department head shall coordinate
with Human Resources to evaluate requests by considering the desires of the employee,
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scheduled work, anticipated peak workloads, response to unexpected emergencies, the
availability, if any, of a qualified substitute, and consideration of the meaning of “undue
hardship” developed by rule of the Office of Financial Management and any of the above noted
factors.
The two unpaid holidays allowed by this section must be taken during the calendar year, if at all;
they do not carry over from one year to the next.
8.168.17 BENEFITS FOR PART TIME AND HOURLY EMPLOYEES
Unless noted otherwise in these policies, benefits for regular part-time employees are pro-rated
based upon the number of regular hours worked. Hourly employees are not normally granted
leave benefits, unless otherwise specified in an individual employment agreement.
8.178.18 PAYMENT FOR ACCRUED LEAVES
Leave must be accrued before it can be taken off for pay. Pay cannot be advanced for leave
which has not yet been accrued.
8.188.19 MANAGEMENT LEAVE
To be more competitive in the market place, the City will provide non-represented employees
who are ineligible for compensatory time with 24 hours of Management Leave annually.
Management Leave will have no cash-out value and will not be carried over at the end of the
calendar year.
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CHAPTER IX
TRAVEL &, MEAL EXPENSES
9.0 VALUE STATEMENT
It is the City’s policy to pay for reasonable and necessary expenses relating to authorized City
business for travel, meals, lodging, and related accommodations. Eligible expenses, with the
exception of meals, shall be reimbursed on an actual expense basis only and must be
accompanied by invoices and/or receipts showing proof of payment. All persons are to use good
judgment and discretion, limiting expenses with the best interests of the City foremost in mind.
Excessive or unnecessary expenses will not be approved or reimbursed.
9.1 AUTHORIZATION
All requests for travel out of area shall be submitted on an AUTHORIZATION TO TRAVEL and
ATTEND TRAINING FORM. The request must be approved by the Department Director in
advance of the travel or expenditure. All anticipated expenses, either known or estimated,
should be listed on the authorization.
9.2 ACCOMMODATIONS
Accommodations, including transportation, lodging, and registrations, shall normally be
arranged in advance by the designated staff person and billed directly to the City or placed on
the Department's credit card. Accommodations shall be made at the lowest reasonable rate
available, such as coach fare for air transportation and single occupancy government rate for
lodging.
9.3
MEALS
The City’s per diem expense for meals will be in conformance with the State of Washington
Office of Financial Management guidelines. Receipts are not required unless additional
reimbursement is requested. Per diem for meals will be paid a) when the meal is part of a
scheduled conference or business meeting and attendance is required, b) for all out of area
travel, which includes an overnight stay. Per diem shall also be paid when travel time to and
from the destination exceeds the normal workday by three or more hours. Travel time is
measured from the employee’s workplace to his or her destination. Expenses not approved for
reimbursement includes but is not limited to; alcoholic beverages, expenses for family or guests,
entertainment, and meals provided as part of the registration costs.
9.4 USE OF PRIVATE VEHICLES
City employees on official business may use private cars when a City vehicle is not available.
Employees, who are operating private cars while on City business, must have in their
possession a valid operator’s license and be insured to the State’s minimum liability standards.
Employees will be reimbursed at the mileage rate set annually by the Federal IRS. The mileage
rate includes all costs associated with the City’s use of the private car. Reimbursement to
employees, who wish to use their private car in lieu of air transportation, may not exceed the
amount, which would have been paid for appropriate airfare. In the event of an accident, the
employee’s insurance will be primary accident coverage. The Mayor, members of the city
council, boards and commissions shall not be reimbursed for mileage expenses incurred within
the city limits of Edmonds. Daily commute transportation expenses between the employee’s
official residence and official station is a personal obligation of the employee and is not
reimbursable by the city. All other miles driven on official City business are reimbursable.
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Employees may be reimbursed for miles driven between their official station or official residence
and temporary duty station, whichever is shortest.
9.5 USE OF CITY VEHICLES
While operating City of Edmonds vehicles, all employees must have a valid Washington State
Driver’s License in their possession at all times. Employees who operate a City vehicle shall
immediately notify their Department Director any time the employee’s driver’s license becomes
suspended, revoked, or is any way not valid or current, for any reason. Employees shall not
resume operation of any City vehicle until a valid, current driver’s license is presented to their
Department Director.
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CHAPTER X
EMPLOYEE RESPONSIBILITIES AND CODE OF ETHICS
10.1 GENERAL CODE OF CONDUCT
The City’s primary function is to provide service to the citizens of Edmonds. To achieve that
goal, all employees are expected to treat the public as their most valued customer. All
employees are expected to serve the public in a professional manner, which is courteous,
efficient and helpful. Employees must maintain a clean and neat appearance appropriate to their
work assignment, as determined by their position and department head.
Since the proper working relationship between employees and the City depends on each
employee's on-going job performance, professional conduct and behavior, the City has
established certain minimum standards of personal and professional conduct. Among the City's
expectations are: tact and courtesy towards the public and fellow employees; adherence to City
policies, procedures, safety rules and safe work practices; compliance with directions from
supervisors; preserving and protecting the City's eq uipment, grounds, facilities and resources;
and providing orderly and cost efficient services to its citizens. In addition, all persons
representing the City of Edmonds are expected to conduct business in the following manner:
All persons, representing the City of Edmonds, shall conduct business in a professional
manner, respecting all citizens’ rights, and showing courtesy to all.
Their actions shall be conducted within compliance of the laws and regulations
governing the City’s actions, including but not limited to RCW Title 42.
City representatives are expected to conduct business in an open manner.
They shall not engage in any conduct which would reflect unfavorably upon City
government or any of the services it provides.
They must avoid any action which might result in or create the impression of using their
position for private gain, giving preferential treatment or privileged information to any
person, or losing impartiality in conducting the City’s business.
10.2 OUTSIDE EMPLOYMENT AND CONFLICTS OF INTEREST
Employees shall not, directly or indirectly, engage in any outside employment or financial
interest which may conflict, in the City's opinion, with the best interests of the City or interfere
with the employee's ability to perform his/her assigned City job. Examples include, but are not
limited to, outside employment which:
(1) prevents the employee from being available for work beyond normal working
hours, such as emergencies or peak work periods, when such availability is a
regular part of the employee's job;
(2) is conducted during the employee's work hours;
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(3) utilizes City telephones, computers, supplies, credit, or any other resources,
facilities or equipment;
(4) is employed with a firm which has contracts with or does business with the City;
or
(5) may reasonably be perceived by members of the public as a conflict of interest or
otherwise discredits public service.
10.3 REPORTING IMPROPER GOVERNMENT ACTION
In compliance with the Local Government Employee Whistleblower Protection Act, RCW
42.41.050, this policy is created to encourage employees to disclose any improper
governmental action taken by city officials or employees without fear of retaliation. This policy
also safeguards legitimate employer interests by encouraging complaints to be made first to the
City, with a process provided for speedy dispute resolution.
Key Definitions:
Improper Governmental Action is any action by a city officer or employee that is:
(1) undertaken in the performance of the official's or employee's official duties,
whether or not the action is within the scope of the employee's employment, and
(2) in violation of any federal, state or local law or rule, is an abuse of authority, is of
substantial and specific danger to the public health or safety, or is a gross waste
of public funds.
(3) "improper governmental action" does not include personnel actions (hiring, firing,
complaints, promotions, reassignment, for example). In addition, employees are
not free to disclose matters that would affect a person's right to legally protected
confidential communications.
City employees who become aware of improper governmental action should follow this
procedure:
Bring the matter to the attention of his/her supervisor, if non-involved, in writing, stating in
detail the basis for the employee's belief that an improper action has occurred. This should
be done as soon as the employee becomes aware of the improper action.
Where the employee believes the improper action involves their supervisor, the employee
may raise the issue directly with Human Resources, their Department Director or the
Mayor. Where the employee believes the improper action involves the Mayor, the
employee may raise the issue with Human Resources or the City Attorney.
The Mayor or his/her designee, as the case may be, shall promptly investigate the report of
improper government action. After the investigation is completed (within thirty (30) days of
the employee's report), the employee shall be advised of the results of the investigation,
except that personnel actions taken as a result of the investigation may be kept
confidential.
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An employee who fails to make a good faith effort to follow this policy shall not be entitled to the
protection of this policy against retaliation, pursuant to RCW 42.41.030.
In the case of an emergency, where the employee believes that damage to persons or property
may result if action is not taken immediately, the employee may bypass the above procedure
and report the improper action directly to the appropriate government agency responsible for
investigating the improper action. For the purposes of this section, an emergency is a
circumstance that if not immediately changed may cause damage to persons or property.
Employees may report information about improper governmental action directly to an outside
agency if the employee reasonably believes that an adequate investigation was not undertaken
by the City to determine whether an improper government action occurred, or that insufficient
action was taken by the City to address the improper action or that for other reasons the
improper action is likely to recur. Outside agencies to which reports may be directed include:
Snohomish County Prosecuting Attorney Washington State Auditor
M/S 504 Capital Campus
Everett, WA 98201 P.O. Box 40021
(425)388-3333 Olympia, WA 98504
(360)902-0370
Washington State Attorney General
1125 Washington Street SE
P.O. Box 40100
Olympia, WA 98504
(360)753-6200
If the above-listed agencies do not appear to appropriate in light of the nature of the improper
action to be reported, contact information for other state and county agencies may be obtained
via the following link: http://access.wa.gov/agency/agency.aspx. It is unlawful for a local
government to take retaliatory action because an employee, in good faith, provided information
that improper government action occurred. Retaliatory Action is any material adverse change in
the terms and conditions of an employee's employment. Employees who believe they have
been retaliated against for reporting an improper government action should follow this
procedure:
Procedure for Seeking Relief against Retaliation:
(1) Employees must provide a written complaint to the supervisor within thirty (30)
days of the occurrence of the alleged retaliatory action. If the supervisor is
involved, the notice should go to the Mayor. If the Mayor is involved, the notice
should go to the City Attorney. The written charge shall specify the alleged
retaliatory action and the relief requested.
(2) The Mayor or his/her designee, as the case may be, shall investigate the
complaint and respond in writing within thirty (30) days of receipt of the written
charge. Additional time to respond may be necessary depending on the nature
and complexity of the complaint.
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(3) After receiving the City's response, the employee may request a hearing before a
state administrative law judges (ALJ) to establish that a retaliatory action
occurred and to obtain appropriate relief under the law. The request for hearing
must be delivered within the earlier of either fifteen (15) days of receipt of the
City's response to the charge of retaliatory action or forty-five (45) days of receipt
of the charge of retaliation to the Mayor for response.
(4) Within five (5) working days of receipt of a request for hearing the City shall apply
to the State Office of Administrative Hearing's for an adjudicative proceeding
before an administrative law judge.
Office of Administrative Hearings
PO Box 42488
Olympia, WA 98504-2488
360.407.2700
800.558.4857
360.664.8721 Fax
(5) At the hearing, the employee must prove that a retaliatory action occurred by a
preponderance of the evidence in the hearing. The ALJ will issue a final decision
not later than forty-five (45) days after the date of the request for hearing, unless
an extension is granted.
The Mayor or designee is responsible for implementing these policies and procedures. This
includes posting the policy on the City bulletin board, making the policy available to any
employee upon request, and providing the policy to all newly hired employees. Officers,
managers and supervisors are responsible for ensuring the procedures are fully implemented
within their areas of responsibility.
Violations of this policy and these procedures may result in appropriate disciplinary action, up to
and including dismissal.
10.4 POLITICAL ACTIVITIES
City employees may participate in political or partisan activities of their choosing provided that
City resources and property are not utilized, and the activity does not adversely affect the
responsibilities of the employees in their positions. Employees may not campaign on City time
or in a City uniform or while representing the City in any way. Employees may not allow others
to use City facilities or funds for political activities without a paid rental agreement.
Any City employee who meets with or may be observed by the public or otherwise represents
the City to the public, while performing his/her regular duties, may not wear or display any
button, badge or sticker relevant to any candidate or ballot issue during working hours.
Employees shall not solicit, on City property or City time, for a contribution for a partisan political
cause.
Except as noted in this policy, City employees are otherwise free to fully exercise their
constitutional First Amendment rights.
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10.5 NO SMOKING POLICY
The City maintains a smoke-free workplace. No smoking of tobacco products or electronic
smoking devices is permitted anywhere in the City’s buildings or vehicles, and offices or other
facilities rented or leased by the City. If an employee chooses to smoke, it m ust be done
outside at least 25 feet from entrances, exits, windows that open, and ventilation air intakes.
10.6 PERSONAL POSSESSIONS AND ELECTRONIC COMMUNICATIONS
The City cannot assume responsibility for any theft or damage to the personal belongings of
City employees. Therefore, the City requests that employees avoid bringing valuable personal
articles to work. Employees are solely responsible for ensuring that their personal belongings
are secure while at work. Employees should have no expectation of privacy as to any items or
information generated/stored on City systems. Employees are advised that work-related
searches of an employee’s work area, workspace, computer and electronic mail on the City’s
property may be conducted without advance notice. The City reserves the right to search
employee desks, lockers and personal belongings brought onto City premises if necessary.
Employees who do not consent to inspections may be subject to discipline, up to and including
immediate termination.
Use of Personal Electronic Devices for City Business: City employees are strongly discouraged
from using their own personal electronic devices to conduct City business. This includes, but is
not limited to: desktop computers, laptops, tablets, flash drives, portable hard drives and mobile
phones. If you violate this policy and use a personal device to conduct City business, you may
be required to produce, your device and/or phone records or other appropriate records to
respond appropriately to requests under the Public Records Act, RCW 42.56.
You are also prohibited from storing City information, records, data, emails, reports or any other
writings pertaining to City business on personal devices. All records must reside on the City
network. If you are unclear on this policy language, please see the Public Disclosure and
Records Management Specialist.
Use of Personal Mobile Devices in the Workplace: While at work, employees are expected to
exercise the same discretion in using personal cellular phones and other mobile devices as is
expected for the use of City-owned phones. Personal calls during the work day, regardless of
the phone used, as well as personal use of other personal electronic devices, can interfere with
employee productivity and be distracting to others. Employees are encouraged to make
personal calls and use personal electronic devices on non-work time where possible, and to
ensure that friends and family members are aware of this policy.
This policy does not apply to the police department employees following department policy.
10.7 ELECTRONIC AND TELEPHONIC COMMUNICATIONS OUTSIDE OF REGULARLY
SCHEDULED WORK HOURS
Non-supervisory employees are not expected to access City e-mails accounts or City voice mail
accounts outside of their regularly scheduled hours of work.
This policy does not apply to the police department employees following department policy, to
emergency situations, employees on call back, call out and stand-by or when the employee’s
supervisor has directed the employee to monitor e-mail or voice mail.
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Please see Attachment Appendix A - INFORMATION SERVICES - ACCEPTABLE USE
POLICY - for guidelines on use of City computers.
10.7 USE OF TELEPHONES AND CITY VEHICLES
Use of City phones and City cellular phones for local personal phone calls and text messaging
should be kept to a minimum; long distance personal use is prohibited. Other City equipment,
including vehicles, should be used by employees for City business only, unless otherwise
approved by the Department Director. Employees' misuse of City services, telephones,
vehicles, equipment or supplies can result in disciplinary action up to and including termination.
The City reminds employees that Washington state law restricts the use of cell phones and
PDA’s while driving. Employees must comply with applicable laws while engaging in work for
the City.
10.8 BULLETIN BOARDS
Information of special interest to all employees is posted regularly on the City bulletin boards.
Employees may not post any information on these bulletin boards without the authorization of
the Department Head.
10.9 MEDIA RELATIONS
The Mayor or designated department heads shall be responsible for all official contacts with the
news media during working hours, including answering of questions from the media. The Mayor
or department head may designate specific employees to give out procedural, factual or
historical information on particular subjects.
10.10 USE OF SAFETY BELTS
Per Washington law, anyone operating or riding in City vehicles must wear seat belts at all
times.
10.11 DRIVER'S LICENSE REQUIREMENTS
As part of the requirements for certain specific City positions, an employee may be required to
hold a valid Washington State Driver's license and/or a Commercial Driver’s License (CDL). If
an employee fails his or her CDL physical examination or the license is revoked, suspended or
lost, or is in any other way not current, valid, and in the employee's possession, the employee
shall promptly notify his/her department head and will be immediately suspended from driving
duties. The employee may not resume driving until proof of a valid, current license is provided
to his/her department head. Depending on the duration of license suspension, revocation or
other inability to drive, an employee may be subject to disciplinary action, up to and including
termination. Failure on the part of an employee to notify their department director of the
revocation, suspension, or loss of driving privileges may subject the employee to disciplinary
action, up to and including termination.
10.12 SOLICITATIONS
Most forms of selling and solicitations are inappropriate in the workplace. They can be an
intrusion on employees and citizens and may present a risk to employee safety or to the
security of City or employee property. The following limitations apply:
Persons not employed by the City may not solicit, survey, petition, or distribute literature on our
premises at any time. This includes persons soliciting for charities, salespersons, questionnaire
surveyors, labor union organizers, or any other solicitor or distributor. Exceptions to this rule
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may be made in special circumstances where the City determines that an exception would
serve the best interests of the organization and our employees. An example of an exception
might be the United Way campaign or a similar, community-based fund raising effort.
Employees may not solicit for any purpose during work time. Reasonable forms of solicitation
are permitted during non-work time, such as before or after work or during meal or break
periods. Soliciting employees who are on non-work time may not solicit other employees who
are on work time. Employees may not distribute literature for any purpose during work time or
in work areas, or through the City’s electronic systems. The employee lunchroom is considered
a non-work area under this policy.
10.13 USE OF CITY CREDIT
Unless otherwise authorized by City policy or specifically authorized by the Mayor, no City
employee is authorized to commit the City to any contractual agreement, especially an
agreement that lends the City’s credit in any way. Employees are prohibited from conducting
personal business with companies in any way which improperly implies the employee is acting
as an agent of the City.
10.14 GIFTS
City employees may not receive, accept, take, seek, or solicit, directly or indirectly, anything of
economic value as a gift, gratuity, or favor from a person if it could be reasonably expected that
the gift, gratuity, or favor would influence the vote, action, or judgment of the officer or
employee, or be considered as part of a reward for action or inaction.
Additionally, City employees may not accept gifts, other than those specified in RCW 42.52.150,
with an aggregate value in excess of fifty dollars from a single source in a calendar year or a
single gift from multiple sources with a value in excess of fifty dollars ($50.00). For purposes of
this section, “single source” means any person, as defined in RCW 42.52.010, whether acting
directly or through any agent or other intermediary. “Single gift” includes any event, item, or
group of items used in conjunction with each other or any trip including transportation, lodging,
and attendant costs, not excluded from the definition of gift under RCW 42.52.010. The value of
gifts given to an officer's or employee's family member or guest shall be attributed to the official
or employee for the purpose of determining whether the limit has been exceeded, unless an
independent business, family, or social relationship exists between the donor and the family
member or guest.
10.15 SUBSTANCE ABUSE
The City's philosophy on substance abuse has two focuses: (1) a concern for the well-being of
the employee and (2) a concern for the safety of other employees and members of the public.
As part of our employee assistance program, we encourage employees who are concerned
about their alcohol or drug use to seek counseling, treatment and rehabilitation. Although the
decision to seek diagnosis and accept treatment is completely voluntary, the City is fully
committed to helping employees who voluntarily seek assistance to overcome substance abuse
problems. In most cases, the expense of treatment may be fully or partially covered by the
City's benefit program. Please see the EAP counselor for more information. In recognition of
the sensitive nature of these matters, all discussions will be kept confidential. Employers who
seek advice or treatment will not be subject to retaliation or discrimination.
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Although the City is concerned with rehabilitation, it must be understood that disciplinary action
may be taken when an employee's job performance is impaired because he/she is under the
influence of drugs or alcohol on the job. The City may discipline or terminate an employee
possessing, consuming, selling or using alcohol, or controlled substances (other than legally
prescribed) during work hours or on City premises, including break times and meal periods.
The City may also discipline or terminate an employee who reports for duty or works under the
influence of alcohol or controlled substances. Employees may also not report for work when
their performance is impaired by the use of prescribed or over-the-counter medications.
The City reserves the right to search employee work areas, offices, desks, filing cabinets etc. to
ensure compliance with this policy. Employees shall have no expectation of privacy in such
areas.
Any employee who is convicted of a criminal drug violation in the workplace must notify the
organization in writing within five calendar days of the conviction. The organization will take
appropriate action within 30 days of notification. Federal contracting agencies will be notified
when appropriate.
Testing: Certain employees of the City, including those who must possess CDL’s or who have
safety sensitive positions, are subject to random drug and alcohol testing. Any employee may
also be required to submit to alcohol or controlled substance testing when the City has
reasonable suspicion that the employee is under the influence of controlled substances or
alcohol. Refusal to submit to testing, when requested, may result in immediate disciplinary
action, including termination. The City may also choose to pursue criminal charges, if violations
of law are suspected.
The City has adopted Drug and Alcohol Testing Policies and Procedures, which more
specifically describe the City’s substance abuse policy, and these are incorporated herein by
reference as Appendix B.
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CHAPTER XI
DISCIPLINE AND TERMINATIONS
11.1 VALUE STATEMENT
The City values the self-discipline which most employees exercise in performing their jobs. The
City also believes that external discipline can also be positive, if it is honest, constructive, timely,
and provided in the best interests of both the employee and the City. When teaching or
discipline fails to correct an ongoing problem, progressive discipline will be used to provide
sufficient opportunity for the employee to understand and correct it.
11.2 ACTIONS SUBJECT TO DISCIPLINARY ACTION
Our success in providing excellent service to our citizens and maintaining good relationships
with the community depends on our employees. We have therefore provided for your guidance
certain conduct which, if engaged in, would be detrimental to our objective and could lead to
disciplinary action including discharge. The following specified conduct is illustrative and not
comprehensive.
Misrepresentation or withholding of pertinent facts in securing employment.
Unauthorized use or possession of the city facilities/property. Improper use of the
Internet.
Unauthorized use of position with the city for personal gain or advantage. Accepting
unlawful gratuities or bribes.
Lying.
Smoking in any unauthorized area or creating of fire hazards in any area.
Employee appearance or dress which is inappropriate for the employee’s work area,
creates a potential safety hazard, violates common decency standards, or otherwise
significantly distracts from the employee’s job responsibilities.
Personal telephone calls, both number and duration, should be held to a minimum.
SCAN lines and FAX machines are available for City business only. Personal long
distance calls must be placed through the City’s central switchboard for billing
purposes.
Failure to report an occurrence causing damages to the city, customer, or public
property. Failure to properly secure the city facilities or property.
Loitering after completing day's work, which results in the disruption of the city's
business or the work effort of other employees. Vending, soliciting, or collect ing
contributions for any purpose whatsoever during working time on the premises
without the permission of the supervisor.
Unauthorized operation or using machines, tools, or equipment to which the
employee has not been specifically assigned.
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Unauthorized recording of another employee's time record. Both employees can be
subject to disciplinary action.
Habitual lateness for work. Absence without proper notification to immediate
supervisor, excessive absenteeism, or insufficient reasons for absenteeism.
Loitering, goofing off, failing to assist others in a work situation.
Making malicious, false, or derogatory statements that are intended or could
reasonably be expected to damage the integrity or reputation of the city, members of
the public, or our employees, on or off premises. Disorderly conduct, including
fighting on the premises. Rudeness, discrimination, harassment, intimidation,
coercion, use of obscene language, gesture or lack of courtesy to the public or fellow
employees. Immoral conduct while on duty.
Intentional falsification of records/paperwork required in the transaction of the city
business.
Inability, inefficiency, negligence, or insubordination, including a refusal or failure to
perform assigned work. Concealing defective work. Poor job performance.
Failure to observe safety practices, rules, regulations, and instructions. Negligence
that results in injury to others or damage to property. Failure to wear required safety
clothing and equipment.
Failure to promptly report an on-the-job injury or accident involving City employees,
equipment, property, or a visitor.
Dishonesty or theft, including deliberate destruction, damage, or removal of the city's
or other's property from the premises, or any job site.
Possession, use, sale, or being under the influence of alcohol and controlled
substances, as defined by the federal Controlled Substances Act, while on the city
business (including standby duty). The only exception to this rule shall be for (a) an
employee using or possessing a controlled substance prescribed by a doctor if such
employee has given his/her supervisor prior notice of such use and/or possession
and such use does not impair safe and/or efficient work performance; (b) an
employee carrying in his/her personal vehicle one or more unopened, factory or store
sealed container(s) of alcohol; and (c) a law enforcement officer carrying in his/her
city vehicle any alcohol and/or controlled substances that have been seized as
evidence in a law enforcement action.
Possession of explosives or weapons on the premises or at any job site.
Conviction of a gross misdemeanor or felony.
11.3 DISCIPLINARY ACTIONS
In the event that discipline is necessary, the following are examples of types of disciplinary
actions that may be used for employees, by the Department Director (with the exception of
terminations which are at the discretion of the Mayor). The level selected depends on the
particular situation and severity of the offense:
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A. Oral Warning
Oral warnings may be given for minor offenses, or to bring to the employee's attention a
potential work performance problem. They are intended to give an employee an
opportunity to correct a condition.
Written Warning
A written warning will be issued by the supervisor in the event the employee continues to
disregard an oral warning, or if the misconduct, inadequate performance, or infraction is
severe enough to warrant a written record in the employee's personnel file.
B. Suspension
A suspension is time off with or without pay for disciplinary reasons. This form of
discipline is administered as a result of a severe infraction of rules, standards, or for
repeated lesser violations.
C. Demotion.
A demotion is a transfer to a position with lesser responsibility and usually less pay.
Demotions may be temporary or permanent. This form of discipline is administered as a
result of a severe infraction of rules, standards, or for repeated lesser violations, or when
an employee has demonstrated an inability to competently perform his assigned position
D. Performance Improvement Plan/Last Chance Agreement.
A Performance Improvement Plan may be used when an employee has violated rules
and standards, or has demonstrated an inability to competently perform his/her assigned
position, and the employee is given an additional period of time to demonstrate rule
abiding and competent behavior.
A Performance Improvement Plan may not exceed six cumulative months. Leave days
will not be included in this six month period. If the regular employee fails to correct
performance or repeats the unacceptable conduct during the Performance Improvement
Plan period, the employee may be discharged.
E. Termination
A termination is the involuntary separation of an employee from the City. This form of
discipline is also administered as a result of a severe infraction of rules, standards, or for
repeated lesser violations, or when an employee has demonstrated an inability to
competently perform his assigned position. Terminations are subject to approval by the
Mayor.
The choice of what discipline to apply in any particular case is solely the City's decision. The
City reserves the right to discipline employees up to and including termination without following
any of the above examples of disciplinary actions in any particular order (unless otherwise
specified in an applicable collective bargaining agreement) for single offenses if warranted
depending on the severity of the offense.
For exempt employees, Washington State allows unpaid disciplinary suspension in increments
of less than one week only for violations of safety rules of major significance. Unpaid
disciplinary suspensions for non-major safety violations cannot be less than full-week
increments.
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Paid Administrative Leave. On a case-by-case basis, the employee may be placed on paid
administrative leave with pay for an indefinite period of time as determined by the Mayor to be in
the best interests of the City during the pendency of an investigation or other administrative
proceeding. The City may place an employee on unpaid administrative leave if the
circumstances warrant this action.
11.4 PRE-DISCIPLINARY OR PRE-TERMINATION HEARING
Consistent with the United States Supreme Court Loudermill decision, a pre-disciplinary hearing
shall be conducted in the following manner before a disciplinary action is taken which results in
a decrease or loss of pay and/or benefits, for represented employees. The pre-disciplinary
hearing serves as a check against mistaken decisions and as an opportunity for an employee to
furnish additional facts before a disciplinary decision is finalized.
In the event a department head desires to suspend, demote, or terminate an employee, after
consultation with Human Resources, the employee shall be provided with a notice of the
recommendation for disciplinary action. The notice shall include an explanation of the charges
on which the recommendation is based, and the time and date for a pre-disciplinary hearing. If
the employee fails or refuses to appear, the disciplinary action may proceed.
Pre-disciplinary hearings will be presided over by the Department Director and a Human
Resources representative and/or the City Attorney. The hearings are intended to be informal.
The employee may show cause why he/she should not be disciplined. The employee may bring
one person to the hearing as a representative.
Usually within ten (10) working days after the pre-disciplinary hearing, the Department Director
or Mayor will issue a decision on whether there are reasonable grounds to believe the charges
against the employee are true and support the recommended disciplinary action. The
Department Director or Mayor’s decision may include whether to accept the disciplinary
recommendation, to impose lesser discipline, or to impose no discipline. Written notice of the
decision shall be supplied to the employee.
A longer review period may be required in more complex situations.
Probationary employees who have not completed their orientation period with the City will not
be eligible for a pre-disciplinary or pre-termination hearing, and may be terminated from
employment with the City at any time during their orientation period.
11.5 LAYOFF
The Mayor may lay off employees for lack of work, budgetary restrictions, reorganization or
other changes that have taken place.
In determining who is to be laid off, the Mayor reserves the right, within the budget parameters
set by the Council, to determine the layoffs in a way which provides the best mix of skills and
experience as needed to provide services by the City. Consideration will be given to the needs
of the City, individual job classifications, individual job performance, and the qualifications
required for the remaining jobs. Employees who are laid off may be eligible to be re-employed, if
a vacancy occurs in a position for which they are qualified within a one year period.
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11.6 RESIGNATION
As a professional courtesy and in consideration of staffing needs, an employee should provide
two (2) weeks’ notice of his/her resignation. The employee’s department head may waive this
time limit; however employees must be aware that by not providing written notice they may in
many cases reduce their sick leave pay out amounts upon termination, under applicable
collective bargaining agreements.
Once written notice of a resignation is submitted by the employee, the supervisor or Department
Director will notify the Human Resources Office. Human Resources will contact the resigning
employee to schedule an exit interview prior to the date of their resignation of employment. At
the exit interview, the employee will be given information related to benefits and/or continuation
of benefit options, and be expected to turn over any City issued property, including keys, ID
badges and/or City credit cards. If any employee would also like to meet with the Mayor or
Department Director to discuss their reasons for leaving employment with the City, they may do
so at their option.
The City may request that the employee work the entire notice period, or may have the
employee discontinue working earlier, with full pay and benefits through the duration of the
notice period, at the City’s sole discretion.
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CHAPTER XII
RECOGNITION AND SUGGESTIONS
12.1 VALUE STATEMENT
The City would like to show special recognition to employees who provide extraordinary
achievement and contribution. To that end, the City encourages this through public recognition
and reward.
12.2 AWARDS/RECOGNITION
The City extends formal recognition each year for all regular employees whose work and
dedication exceed expected standards. The formal recognition programs include the following:
1. Service Awards - Employees who have completed 10, 15, 20, 25, and 30 years of
employment.
2. Employee of the Year - Employee who is selected by his or her peers as the individual
who best exemplifies desirable qualities including service to the
public, assistance to fellow workers, assumption of extra
responsibilities, and/or dedication to the City and its goals.
3. Humanitarian of the Year -Employee who is selected by the Mayor as an individual who goes
above and beyond the normal job duties as an exemplary worker
and who best exemplifies desirable qualities including service to
the public, assistance to fellow workers, assumption of extra
responsibilities, and/or dedication to the City and its goals.
4. Service Awards
Ceremonies- Expenditures for reasonable refreshments served at: (1) the
Mayor’s Annual City-wide Employee Awards Programs,
including luncheon to recognize employees with 10, 15, 20, 25,
30, 35 and/or 40 years of service; (2) the Holiday Brunch,
including brunch to recognize employees selected for service
awards; and 3) for service retirement recognition (Limited to
one each per year) and (3) for employee retirement service
events.
12.3 SUGGESTIONS
It is the policy of the City to reward employees whose suggestions result in significant cost
reductions, increased value of services, or greater efficiencies of time. Suggestion rewards are
limited for creative/innovative changes, which are not performed within the scope of the
employee's job description or for work already performed. The Mayor is authorized to pay
awards based upon value of the suggestion. The Mayor may appoint a Suggestion Committee
to review and investigate employee suggestions and make recommendations for an appropriate
reward amount. Suggestion awards which exceed $250 shall be approved by the City Council
and awarded in a public meeting.
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CHAPTER XIII
SAFETY
13.1 VALUE STATEMENT
The City recognizes that every job is too important to allow it to be done in an unsafe manner.
Performing a job unsafely and placing self and coworkers in jeopardy of accidental injury or
damage to property is unacceptable behavior, and grounds for disciplinary action.
13.2 GENERAL SAFETY
Every employee has the right to a safe working environment. Every employee is responsible for
maintaining a safe work environment and following their Department’s safety rules. Each
employee shall promptly report all unsafe or potentially hazardous conditions to his/her
supervisor. The City will make every effort to remedy problems as quickly as possible.
13.3 BLOODBORNE PATHOGENS
Since being exposed to a bloodborne pathogen may lead to sicknesses such as hepatitis, HIV,
or malaria, and since the City wants to provide our employees with a safe and healthy work
environment, it is the policy of the City to comply with all statutory obligations for the prevention
of exposure to bloodborne pathogens. Employees should familiarize themselves with the City's
Exposure Control Plan and follow it at all times. Failure to comply with this Plan will result in
discipline up to and including termination.
13.4 WORKPLACE VIOLENCE
The City is committed to providing a safe workplace for its employees, guests, and the public.
Threatened or actual workplace violence is strictly prohibited. This includes, but is not limited
to, any of the following conduct occurring in or around the workplace, or otherwise related to
employment:
Threatening injury or damage against a person or property.
Fighting or threatening to fight with another person.
Threatening to use or the possession, custody, storage, or control of a weapon (an
instrument or device of any kind which may be used to inflict bodily harm or injury, or to
establish fear simply due to its presence on the scene) on City premises including, but
not limited to, buildings, offices, work areas, lounges, vehicles, parking lots, desks,
cabinets, lockers, storage areas, and any other City owned property on which
employees may work, unless the weapon is required to fulfill the employee’s job duties,
such as those of a police officer. Pepper spray and similar devices maintained for
personal protection are permissible, provided that employees are responsible for
ensuring that such devices are secure while at work.
Abusing or injuring another person.
Abusing or damaging property.
Using obscene or abusive language or gestures in a threatening manner.
Raising voices in a threatening manner.
Because of the potential for misunderstanding, joking about any of the above misconduct is also
prohibited.
Any employee who violates this policy will be subject to corrective or disciplinary action, up to and
including termination.
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Employees should immediately report threats or incidents of workplace violence to their supervisor,
Department Director, Human Resources, or the Mayor. If the act or altercation constitutes an
emergency, CALL 911. The Police Department should be notified immediately in case of a threat
of or the actual commission of a crime. In the event of imminent danger to persons or property,
employees should take immediate action to safeguard themselves. At no time should employees
place themselves in harm’s way to protect vehicles or property.
Even without an actual threat of violence, employees should report any behavior they have
witnessed which they may regard as a real or perceived threat of violence. Incident reports are to
be completed, as appropriate.
Department Directors and, in the case of criminal actions, City law enforcement are responsible for
responding to and investigating potential or violent situations. Supervisors detecting situations
where they believe an employee represents a workplace violence concern should contact their
Department Director or to Human Resources prior to addressing a potential workplace violence
situation. The specific circumstances applicable to the situation will determine the intervention and
disciplinary approach to be taken.
While the City has a strong commitment to customer service, employees are not expected to be
subjected to verbal abuse or physical threats from the public. Rather, the employee should excuse
him/herself and report the situation to a supervisor who will handle the situation from that point.
Supervisors will discuss the situation with the appropriate Department Director and/or the City
police personnel.
If an employee has been served a protection or no contact order which would restrict his/her ability
to perform his/her assigned duties or be at a City work location, the employee shall report the
matter to his/her supervisor. The City will consider possible job modifications and the overall safety
interests of the general workforce and the public when determining an appropriate course of action.
13.5 SAFETY COMMITTEES
Each Department with employees that, because of job related duties are subjected to potentially
hazardous conditions, shall have an Employee Safety Committee. The members of the
Department Safety Committee shall be selected by their coworkers. They shall meet at least
quarterly to review accidents and recommend corrective actions, investigate employee safety
concerns and complaints, and recommend training and accident prevention programs. They
shall keep minutes of their meetings.
There shall also be a City Safety Committee, which shall be composed of a representative from
each Department Committee and a representative from Human Resources. They should meet
quarterly to review city wide safety issues and recommend corrective actions on unresolved
safety problems. One designated member shall prepare minutes of their meetings, which will
be maintained by the Human Resources Office.
13.6 ACCIDENTS
In case of an accident involving a personal injury, regardless of how serious, employees shall
immediately notify their supervisor, and complete the appropriate department accident report
form. In case of vehicle accident, call 911 and request Police assistance. Employees should
render aid to injured persons at the scene of an accident to the extent they have been trained to
assist. In the event of an accident involving injury or damage to property, the employee(s)
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involved shall complete a City Accident Report as soon as reasonably possible following the
accident. The Supervisor shall investigate the accident and complete the Supervisor’s Accident
Report. Both reports shall be submitted to the Department Director and the Department Safety
Committee. In the next City-wide Safety Committee meeting, the Committee shall review the
reports and make recommendations for appropriate corrective actions. The Human Resources
Office maintains accident Reports.
13.7 TRAINING
At least one member of each crew working in the field is required to have a valid First Aid card.
This requires recertification training every two years.
13.8 ACCIDENT PREVENTION PROGRAM
Each Department must have a formal, written Aaccident prevention programPrevention
Program (APP) tailored to its particular operations and hazards. This program must include a
safety orientation program and a safety bulletin board. The safety orientation must inform
employees of the following: how and when to report injuries and unsafe conditions and
practices, the use and care of required personal protection equipment, actions to take in
emergencies including exit routes and locations of first aid facilities, and on-the-job safety
practices.
Employees will also be provided the hazard communications guidelines supporting the Worker's
Right to Know requirements, which provides instructional information on hazardous materials
used in the workplace, proper labeling of chemicals used, and emergency procedures for the
employee to use in the event of a hazardous exposure or spill. Workers will be provided with
proper personal protective equipment while working with hazardous materials and are required
to use such safety equipment. Each worksite must also have a designated Safety Bulletin
Board for displaying safety bulletins, posters, accident statistic, and other safety educational
materials.
Additionally, the Human Resources Office will maintain a comprehensive Accident Prevention
Plan (APP) for the City. Compliance updates for the plan are to be provided regularly to Human
Resources by each of the affected departments. APP training will be provided to their affected
employees by their respective departments. All employees are expected to work safely and
comply with work safety practices as outlined in the APP. Copies of safety meeting minutes and
safety training records for all departments (with the exception of the Police Department, which
maintains its own records) will be provided to Human Resources.
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CHAPTER XIV
COMPLAINT PROCEDURES
14.1 COMPLAINT PROCEDURES
The City recognizes that sometimes situations arise in which employees feel that they have not
been treated fairly or in accordance with City policies. For this reason the City provides
employees with procedures for resolving complaints.
Step 1: Employees should first try to resolve any problem or complaint with their supervisor.
Step 2: When normal communication between an employee and the supervisor is not
successful, or when an employee disagrees with the application of City policies and procedures,
the employee should attempt to resolve the problem with his/her department head. The
complaint must be filed within ten (10) working days of the occurrence leading to the complaint,
or ten (10) working days after the employee becomes aware of the circumstances. The
department head will usually respond to the employee [in writing] within five (5) days after
meeting with him/her, if possible.
Step 3: If the employee is not satisfied with the response from the department head, the
employee may submit the problem, in writing, to the Mayor. The written complaint must contain,
at a minimum:
(1) A description of the problem;
(2) A specific policy or procedure which the employee believes has been violated or
misapplied;
(3) The date of the circumstances leading to the complaint or the date when the
employee first became aware of those circumstances;
(4) The remedy sought by the employee to resolve the complaint.
The written complaint must be filed within ten (10) working days from receipt of the department
head’s response.
The Mayor may meet with the parties, either individually or together, and will usually respond in
writing to the aggrieved employee within ten (10) days of the meeting. The Mayor's response
and decision shall be final and binding.
Certain employees may have more than one source of dispute resolution rights, i.e., the City's
Civil Service rules, a collective bargaining agreement, if any, and this complaint process.
Employees represented by a bargaining unit or who are covered under civil service rules should
follow grievance procedures set out in their respective labor contracts or civil service rules,
where applicable. In all other cases, the procedures described in this section shall be used.
Under no circumstances shall an employee have the right to utilize both this process and any
other complaint or appeal procedure that may be available to an employee.
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APPENDIX A
Information Services
Acceptable Use Policy
1.0 Purpose
This documents acceptable use of City of Edmonds Device and Systems Policy, and provides
guidance for managing the use of electronic devices and systems by all departments,
employees and users of City systems.
2.0 Background
The City of Edmonds provides employees with a variety of devices, and technology systems
such as telephones, voice mail, computers, facsimile machines, instant messaging, electronic
bulletin boards, electronic mail (email) systems, cellular phones, wireless devices, Internet
access, and social media.
The City recognizes the importance of electronic devices and tools in accomplishing work in an
efficient manner. Access to these systems provides rapid exchange of information that improves
productivity. It is important, however, that these devices and systems be used in a manner
which benefits the government and which is responsible to City taxpayers.
The goal of this policy is to ensure economical, effective, and efficient management of
communication systems and to ensure that employees use these systems in a professional
manner that reflects positively upon the City.
This policy establishes privileges and responsibilities for employees, and employees must agree
to, and abide by this policy to utilize these systems.
3.0 Scope
This policy applies to all employees, contractors, consultants, temporary employees, vendors
and any others that are provided access to City of Edmonds communication systems, including
those workers associated with any third parties who access these systems. Throughout this
document, the word "employee" will be used to collectively refer to all such individuals. This
policy also applies to all communications and data systems owned by and/or administered by
the City of Edmonds both on and off City property.
4.0 Authority
RCW 42.17 Public Disclosure
RCW 40.14 Public Records
5.0 Device & Systems Usage Policy
The City of Edmonds provides access to the vast information resources available through
communication devices and systems including, computers, servers, email, voice mail, bulletin
boards, instant messaging, cell phones, telephones, wireless devices, tablets, and other
telecommunications and information systems. These information resources are for use to help
employees work better, faster and smarter, and be well-informed about effective business
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practices.
The facilities to provide that access represent a considerable commitment of City resources.
This usage policy is designed to help employees understand the City’s expectations for the use
of those resources.
First and foremost, the City’s supplied devices, software, and systems, are provided at
significant cost. That means that the City expects these systems to be used for City business-
related purposes: to accomplish tasks, communicate with customers, suppliers, and associates,
to research relevant topics and obtain useful business information. With rare exceptions, these
systems are not to be used for private purposes. Employees should have no expectation of
personal privacy in using them.
The City requires employees to conduct themselves honestly and appropriately in the use of the
use of technology provided, and respect copyrights, software licensing rules, proprietary rights
and prerogatives of others, just as in any other business dealings. To be absolutely clear on this
point, all existing City policies apply to employees conducting business with these devices,
software, and systems. This includes especially, but not exclusively, those that deal with
intellectual property protection, misuse of City resources, harassment, including sexual
harassment, information and data security, and confidentiality.
Unnecessary or unauthorized device and system usage costs money, and causes network and
server congestion. It slows other users, takes away from work time, consumes supplies, and
ties up printers and other shared resources. Unlawful devices or systems usage may also
garner negative publicity for the City and expose Edmonds to significant legal liabilities.
Internet, postings, blogs, chat groups, social media, newsgroups, and email systems give each
user an immense and unprecedented reach to propagate City messages and tell the City story.
Because of that power the City must take special care to maintain the clarity, consistency and
integrity of the City of Edmonds image and posture. Anything any one employee writes in the
course of acting for the City on the communication systems can be interpreted as a formal
representation of the City’s position.
While the City’s use of these devices and connections to systems offer many potential benefits,
it can also open the door to significant risks to our data and systems if employees do not follow
appropriate security discipline. As presented in greater detail, that may mean preventing
machines with sensitive data or applications from connecting to a communication system
entirely, or it may mean that certain users must be prevented from using certain communication
systems or their features, for example remote file access or file transfers. The overriding
principle is that security is to be a primary concern of every user. Employees can be held
accountable for any breaches of security or confidentiality.
Certain terms in this policy should be understood expansively to include related concepts.
Document Covers any kind of file, or stream of data, that can be st ored, printed, read, or
viewed. This would include files for browsers, desktop applications, such as word
processing or desk-top publishing, and specialized software programs databases,
GIS, and their viewers.
Graphics Includes photographs, pictures, video, images, animations, movies, or drawings.
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Display Includes monitors, flat-panel active or passive matrix displays, monochrome LCDs,
projectors, televisions, handheld screens and virtual-reality tools.
Audio Includes any sounds, recordings and files containing sounds or voice.
All employees provided or granted device, software or systems access will be provided a copy
of this policy or a “link” to the policy where it may be viewed and/or printed. Any questions
concerning the policy should be directed to the employee’s supervisor.
If there is any portion of this policy that is not clearly understood by the employee, it is the
employee’s responsibility to bring the question to the attention of their supervisor for
clarification.
6.0 Detailed Policy Provisions
1. Management and Administration
1.1. The City of Edmonds has software and systems in place that can monitor and record
all software and systems usage. Most systems such as electronic mail, facsimile
transmissions, Internet traffic, and voice mail are technologies that create an electronic
record. This is what separates these from other forms of communication such as a
telephone conversation. An electronic record, like a paper record, is reproducible and
therefore special care must be taken to avoid improper dissemination of protected or
confidential information. Electronic records are subject to public disclosure laws to the
same extent as are paper records. Electronic records may be inspected for audit or
legitimate operational or management purposes. The City reserves the right to inspect
any and all files stored in any areas of City systems in order to assure compliance with
policy.
Electronic records are to be kept, maintained, released, withheld, and destroyed only in
accordance with the Public Disclosure Act (RCW 42.17) and the law governing
preservation and destruction of public records (RCW 40.14).
1.2. The City’s security systems are capable of recording (for each and every user) each
World Wide Web site visit, each chat newsgroup or email message, and each file
transfer into and out of City systems, and other communications related information.
The City reserves the right to monitor and record such uses at any time. No employee
should have any expectation of personal privacy as to their communication systems
usage or use of any software or hardware provided by the City. The City will review
communication systems activity and analyze usage patterns, and may use this data to
assure that City communication systems resources are devoted to maintaining the
highest levels of productivity.
1.3. The creation or transmission of any kind of sexually explicit image or document on any
City system is a violation of the City’s policy on sexual harassment (see Personnel
Policies Section 2.4, Sexual Harassment Prohibited). Some images or documents do
not apply to this policy, such as the legitimate needs of public safety agencies. In
addition sexually explicit material may not be accessed, viewed, down loaded, archived,
stored, distributed, edited or recorded using our network or communication systems. The
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City of Edmonds uses independently supplied software and data to identify
inappropriate or sexually-explicit material. The City may block access to all such sites
of which the City becomes aware. If an employee is inadvertently connected to a site
that contains sexually explicit or offensive material, the employee must disconnect from
that site immediately, regardless of whether that site had been previously deemed
acceptable by any screening or rating program.
1.4. The creation or transmission of derogatory, inflammatory or harassing messages or
content (including, without limitation, derogatory, inflammatory or harassing remarks
about an individual's race, age, gender, disability, religion, national origin, marital
status, military or honorably discharged veteran status, sexual orientation, including
gender expression or identity, genetic information or any other protected characteristic )
is a violation both of this policy and of the City’s Anti-Harassment Policy.
1.5. Use of City communication systems for solicitation of non-City business or for personal
gain is prohibited.
1.6. The City of Edmonds communication systems and computing resources must not be
used to violate the laws and regulations of the United States or any other nation or the
laws and regulations of any county, city, province or other local jurisdiction in any
material way. Use of any City resources for illegal activity is grounds for discipline, up
to and including immediate dismissal and consistent with applicable law. The City will
cooperate with legitimate law enforcement and regulatory agencies for logs, diaries
and archives on employee activities.
1.7. Any software or files downloaded via the City’s devices, software, or systems into the
City’s systems may be used only in ways that are consistent with their licenses or
copyrights.
1.8. No employee may use City systems to knowingly download or distribute pirated
software or data. Any file that is downloaded must be scanned for viruses before it is run
or accessed.
1.9. No employee may use a City device, software, or its systems to deliberately propagate
any viruses or other code harmful to City data or systems.
1.10. No employee may use City devices, software, or systems to knowingly disable or
overload any computer system or network or to circumvent any security feature of the
systems.
1.11. Each employee shall identify themselves honestly, accurately and completely
(including City department and function where requested) when participating in
authorized chats or newsgroups, or when setting up accounts on outside computer
systems.
1.12. Only those employees or officials who are duly authorized to speak on behalf of the
City to the media, to analysts or in public gatherings may speak/write in the name of
the City to any electronic media, such as newsgroup, chat room, blog, or social
media. Other employees may participate in electronic media in the course of business
when authorized and relevant to their duties, and should be cautious to make it clear
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when they are expressing an individual opinion as opposed to establishing or
representing the City’s position or policy on a matter. Where an individual participant
is identified as an employee or agent of the City of Edmonds, the employee must
refrain from political advocacy and must refrain from the unauthorized endorsement or
appearance of endorsement by the City of any commercial product or service.
1.13. The City of Edmonds retains proprietary rights and the copyright to any material
posted to any electronic media (including, without limitation, any social media, forum,
newsgroup, chat room or World Wide Web) by any employee in the course of his or
her duties with the City, unless otherwise provided by law.
1.14. Electronic transmission of protected or confidential City information is governed by the
same rules and principles that govern paper transmittals. Protected or confidential
City information may include, but is not limited to, certain financial data, personal
data, certain proprietary information, security information, trade secrets, and any other
material exempted from disclosure, or required to be held confidential by law and City
policies and/or procedures. The unauthorized release of protected information -
whether or not the release is inadvertent - may subject an employee to penalties or
discipline under existing policies and procedures.
1.15. A wide variety of materials may be deemed offensive by colleagues, customers or
business suppliers. Employees must be aware of this and not store, view, print or
redistribute any document or graphic file that is not directly related to the user's job or
City activities, or that is likely to be deemed offensive by a r easonable person.
(Exception: Viewing of unsolicited material sent to the employee.)
1.16. Employees must understand that copyright, trademarks, libel, slander and public
speech control laws of all jurisdictions in which the City conducts business apply to
the City and its employees. Care must be taken so that the use of the communication
systems does not inadvertently violate any laws which might be enforceable against
the City.
1.16.1. Employees with device and communication systems access may only
download software for direct business use, and they must arrange to have
such software properly licensed and/or registered with Information Services.
Downloaded software if subject to a license must be used only under the
terms of its license.
1.16.2. Employees may not download entertainment software or games or play
games with others over the communication systems.
1.16.3. Employees may not download audio, images or videos unless there is an
explicit business-related use for the material and such downloading does not
violate any copyright or licensing requirements.
1.17. Employees may not upload any software licensed to the City or data owned or
licensed by the City without explicit authorization from the manager responsible for
the system, software or data.
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2. Technical
2.1. User identification (IDs) and passwords help maintain individual accountability for
communication systems resource usage. However, the issuance of ID's and
passwords is not intended to create any personal privacy rights. Any employee who
obtains a password of or for a device or system resource must keep that password
confidential, except for communication with authorized personnel. City policy prohibits
the sharing of user IDs or passwords obtained for access to devices, software and
systems. Employees shall not use the password or ID of another user, except in
cases of job related necessity as approved by the Department Head. Employees
shall not reveal the password or ID to an unauthorized person or entity.
2.2. Video and audio streaming and downloading technologies represent significant data
traffic which cause local network congestion. Employees should schedule
communications-intensive operations such as large file transfers, video or audio
downloads, mass e-mailings and the like so as not to impact other users of the City’s
systems. The preferred time for such transfers are the off peak hours between 6:00
PM and 7:00 AM Pacific time.
3. Security
3.1. The City has installed a variety of firewalls, application, network address screening
programs and other security systems to assure the safety and security of systems.
Any employee who attempts to disable, defeat or circumvent any security facility is
subject to discipline up to and including dismissal and possible criminal prosecution.
3.2. Files containing confidential and/or protected data that are transferred in any way
across communication systems must be protected.
3.3. Devices that use their own network to create an independent data connection can
sidestep network security mechanisms. These independent connections to outside
networks can be used by an attacker to compromise City software, systems and
networks. Any device used for an independent network connection must be isolated
from the City’s internal networks and approved in advance by Information Services.
3.4. Only those communication systems, services and functions with documented City
business purpose will be enabled at the systems firewall.
4. Incidental use
4.1. De minimis use is an infrequent or occasional use that results in little or no actual cost
to the City. An occasional brief local phone call, Internet access or email to make a
medical or dental appointment is an allowable de minimis use of communications
systems. The cost of a brief local phone call is negligible and need not interfere with
job performance.
4.2. The proper stewardship of City resources, including funds, facilities, tools, property,
and employees and their time, is a responsibility that all employees share.
Accordingly, employees may not use devices, software, or systems for personal benefit
or gain or for the benefit or gain of other individuals or outside organizations. Personal
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benefit or gain may include a use solely for personal convenience, or a use to avoid
personal expense.
4.3. Responsibility and accountability for the appropriate use of devices, software, or
systems ultimately rests with the individual City official and City employee, or with the
City official or City employee who authorizes such use. Employees and officials are
cautioned that their own personal use of devices, software, or systems should never
interfere with another City official or employee, or obligate another employee to make
personal use of City resources. In addition, City employees have an affirmative duty
to ensure that any personal use of devices, software, and systems is the most
efficient in terms of time and resources.
4.4. Extensive or repeated personal misuse of City resources, including time, significantly
undermines public trust in government. Nevertheless, a very limited personal use of
City devices, software, and systems that supports organizational effectiveness would
not undermine public trust and confidence.
4.5. Subject to restrictions elsewhere in this policy, a City official or employee may make an
occasional, but limited, personal use of devices, software, or system resources only if
each of the following conditions are met:
4.6. There is little or no cost to the City;
4.6.1. Any use is brief in duration, occurs infrequently, and is the most effective use
of time or resources;
4.6.2. The use does not interfere with the performance of the officer's or employee's
official duties;
4.6.3. The use does not disrupt or distract from the conduct of City business due to
volume or frequency;
4.6.4. The use does not disrupt other City employees and does not obligate them to
make a personal use of City resources; and
4.6.5. The use does not compromise the security or integrity of City property,
information, or software.
4.7. The City Code, state and federal laws, strictly prohibit uses of taxpayer resources for
private benefit or partisan political purposes. Any use of City resources to support
such activity clearly undermines public confidence in government and reflects
negatively on City employees generally. In compliance with these provisions, this
policy explicitly prohibits, at all times and to any degree, the following private uses of
devices, software, and systems and resources:
4.7.1. Any use for the purpose of conducting an outside business or private
employment.
4.7.2. Any use for the purpose of supporting, promoting the interests of, or soliciting
for an outside organization or group, including, but not limited to: a private
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business, a nonprofit organization, political candidate, a political party, or a
ballot issue (unless provided for by law, City code, or other policy). (Note: It is
not intended to prohibit forwarding information related to United Way or other
organizations related to city government such as the Association of
Washington Cities (AWC)).
4.7.3. Any use for the purpose of assisting a campaign for election of a person to an
office or for the promotion of or opposition to a ballot proposition.
4.7.4. Any use related to conduct that is prohibited by a federal or state law or rule,
or a City code or policy; and
4.7.5. Any private use of any devices, software, or systems property that has been
removed from City facilities or other official duty stations, even if there is no
cost to the City.
4.8. The general ethics standard is that any use of devices, software, or systems
resources other than for official business purposes needs to be brief in duration and
frequency to ensure there is little or no cost and the use does not interfere with the
performance of official duties.
5. Policy Changes; Other City of Edmonds Policies
5.1. The City of Edmonds Information Services may modify or revise its devices, software,
and systems use policies (including these specific regulations) at any time, in its sole
discretion. The City will notify the Union of any changes in policy that may affect
wages, hours, or working conditions prior to implementation. Employees are required
to comply with all such subsequent modifications or revisions. Modifications and/or
revisions will be posted on a shared network resource, posted on City Web sites,
distributed through email, staff meetings or other communication method.
5.2. These devices, software, and systems use policies are in addition to, and do not
replace or supersede, any and all other policies promulgated by the City from time to
time which are applicable to its employees (including general policies relating to
misuse of City assets or resources, sexual harassment, unauthorized public speaking
and misappropriation or theft of intellectual property). Misuse or inappropriate use of
devices, software, or resources, in violation of these or any other City policy, may
result in discipline, up to and including discharge.
5.3. Violation of these policies may result in discipline, up to and including discharge,
regardless of whether the particular section or paragraph refers to disciplinary action.
6. References:
6.2. Regulatory Codes of Washington (RCW) 42.52.160, 42.52.180, 42.17.190
6.3. Washington Administrative Code (WAC) 292-120-035
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Appendix B
Drug and Alcohol Testing Policies and Procedures
Introduction: The City of Edmonds has adopted a substance abuse policy as part of the
Personnel Policies that establishes that any employee may be required to submit to alcohol or
controlled substance testing for reasons described in this policy. The City reserves the right to
designate certain positions as “safety sensitive,” which may require pre-employment drug
screening and random drug testing. Additionally, drug and alcohol testing policies and
procedures are required by the U.S. Department of Transportation for employees who are
required to have a Commercial Driver’s License (CDL) to perform their job.
This document has three parts: 1) policies that apply to employees who are not required to
have a CDL (non-CDL employees); 2) policies that apply to employees who are required to
have a CDL; and 3) procedures applicable to all employees .
PART I: POLICIES THAT APPLY TO ALL EMPLOYEES WHO ARE NOT REQUIRED TO
HAVE A CDL (NON-CDL EMPLOYEES)
Policy
The City of Edmonds is committed to protecting the health, safety and well-being of its
employees and all individuals who come into contact with our employees and workplace. In
addition, we strive to create and maintain a productive and efficient work environment in which
all employees have an opportunity to thrive and be successful. Recognizing that drug and
alcohol use and abuse can pose a serious threat to these goals, the City of Edmonds is
committed to providing a drug and alcohol-free workplace for all of its employees.
Definitions
Drugs - For purposes of Part I of this policy, “drugs” refers to any illegal substance or controlled
substance as defined by the federal Controlled Substances Act, taken without a valid
prescription, including but not limited to: marijuana (THC), cocaine, opiates, synthetic opiates,
phencyclidine (PCP), and amphetamines.
Alcohol – “Alcohol” means ethyl alcohol, the intoxicating agent in alcoholic beverages, or other
low molecular weight alcohols, including methyl or isopropyl alcohol.
Medical Review Officer (MRO) - The Medical Review Officer is the licensed physician
responsible for receiving and interpreting laboratory results from the urine drug tests.
Reasonable Suspicion – Reasonable suspicion is based on specific personal observations
that a City of Edmonds Human Resource representative or a supervisor can describe and
document (using a Reasonable Suspicion Testing and Documentation Form) regarding an
employee’s appearance, behavior, speech, breath odor, or other factors that indicate the
employee may be under the influence of alcohol or drugs.
Substance Abuse Professional (SAP) - A Substance Abuse Professional is a licensed
physician, a licensed or certified psychologist, social worker, employee assistance professional,
or addiction counselor (certified by the National Association of Alcoholism and Drug Abuse
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Counselors Certification Commission) with knowledge of and clinical experience in the
diagnosis and treatment of alcohol and drug-related disorders.
Drug and Alcohol Testing
Tests
The City of Edmonds may test any employee or applicant for drugs or alcohol as set forth in this
policy. This includes urine drug testing and evidential breath alcohol testing. Alcohol and drug
testing required by this policy is a mandatory condition of employment. Refusing to submit to
such tests constitutes a violation of City policy and will result in termination of employment (or,
for an applicant, withdrawal of the conditional job offer.)
Reasonable Suspicion – Whenever a City of Edmonds Human Resource representative, or a
supervisor has reasonable suspicion (described and documented using a Reasonable
Suspicion Testing and Documentation Form) suggesting that the employee is under the
influence of alcohol or drugs, the employee shall submit to a reasonable suspicion drug and/or
alcohol test. Only supervisors who have been trained in detecting the symptoms of alcohol
misuse or drug use and who have directly observed behaviors, appearance or physical
symptoms can subject an employee to reasonable suspicion testing. Supervisors should
complete a Documentation Form and, if possible, have the form signed by a witness.
If a supervisor has reasonable suspicion to believe that an employee who is on duty, about to
go on duty, or just completed duty is under any influence of drugs or alcohol, the supervisor will
remove the employee from duty immediately. The employee will be advised of the reasons for
reasonable suspicion and will be transported to the collection site by the supervisor for testing.
If a reasonable suspicion alcohol test is not conducted within two hours of determination that it
is necessary, the supervisor will prepare and maintain documentation of the reasons why it did
not occur within that time frame.
Post-Accident – An employee who is involved in an accident while driving a vehicle for City
business will be required to submit to a drug and alcohol test if the accident results in (1) a
fatality; (2) bodily injury to a person who, as a result of the injury, immediately receives medical
treatment away from the scene of the accident; or (3) one or more motor vehicles incurring
disabling damage requiring the vehicle to be transported away from the scene by a tow truck or
other vehicle.
After an accident, employees are responsible for contacting their immediate supervisor or other
management personnel. If the above conditions are met, the employee must make himself or
herself available for post-accident testing as soon as possible. Post-accident testing for alcohol
should occur within two hours if possible, but may not exceed eight hours. Testing for drugs
should occur within 32 hours.
An employee who does not comply with the post-accident testing will be considered to have
refused testing and will be subject to disciplinary action. An employee in a post-accident
situation should cooperate with law enforcement personnel investigating the scene.
Supervisors are responsible for determining if the accident qualifies the driver for post-accident
testing and should escort the employee to the collection site if possible. If an employee is
unable to provide consent to testing due to their medical condition, the supervisor will document
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the reasons why the employee was not tested. If testing is not completed within the required
time following an accident, the supervisor will document in writing why the tests were not
administered.
Return to Duty – Employees who have violated this policy but are allowed to return to work
must test negative prior to being released for duty. A return-to-duty test following alcohol
misuse may not exceed an alcohol concentration of 0.02.
Follow Up – An employee who is referred for assistance related to alcohol misuse and/or use of
drugs may be subject to unannounced follow-up testing for a period not to exceed twenty-four
(24) months as directed by a Substance Abuse Professional. The number and frequency of
follow-up testing will be determined by the Substance Abuse Professional, but will not be less
than six (6) tests in the first twelve (12) months following the employee’s return to duty.
PROHIBITED CONDUCT
The City of Edmonds strictly prohibits the following:
Reporting to work or remaining on duty under the influence of alcohol or drugs.
Testing positive for alcohol or drugs. An alcohol concentration of 0.02 or higher is
considered a positive test.
The use, possession, manufacture, distribution, dispensing, transfer or trafficking of
alcohol or drugs and their paraphernalia in any amount or any manner on City premises,
in City vehicles, or while on duty at any time.
Operating a City vehicle within four (4) hours after consuming any amount of alcohol. An
on-call employee who consumes any amount of alcohol within four (4) hours of being
called in must acknowledge the use of alcohol and may not report for duty.
The unauthorized use or distribution of prescription drugs on City premises, in City
vehicles, or while on duty at any time.
The use of any legally obtained drug (prescription or over-the-counter) when such use
adversely affects an employee’s job performance, their safety or the safety of others, or
any combination thereof.
Violations of this policy.
Employees who are taking medically prescribed or over-the-counter drugs should notify their
supervisor if the medication may cause a direct threat by impairing job performance of safety-
sensitive functions. Employees are prohibited from distributing, possessing, or reporting to work
under the influence of marijuana under all circumstances, including where the employee has a
medical prescription or a medical marijuana green card.
Any employee found in violation of the above stated prohibitions will be subject to disciplinary
action up to and including termination.
REFUSAL TO SUBMIT
An employee may not refuse to submit to a post-accident, reasonable suspicion, or follow-up
alcohol or drug test as directed by this policy. A refusal is treated as thoug h the test, if taken,
was positive.
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An employee may not tamper with, adulterate, alter, substitute or otherwise obstruct any testing
process required under this policy. Tampering, adulteration, substitution, or other interference
with the collection and testing process are considered a refusal to test.
CONSEQUENCES OF ENGAGING IN PROHIBITED CONDUCT
Employees are subject to disciplinary action up to and including termination (and as specified in
the Personnel Policies) for violating this policy. All employees, regardless of disciplinary action,
will be advised of resources available for assistance with drug or alcohol misuse.
Employees who violate this policy but whose employment is not terminated will not be permitted
to return to work unless the employee:
1. has been evaluated by a SAP; and
2. if recommended by a SAP, has properly followed any rehabilitation
prescribed; and
3. has had a post-treatment evaluation by the original SAP and is released to
return to work; and,
4. has a verified negative return-to-duty test. A return to duty test following
alcohol misuse may not exceed an alcohol concentration of 0.02.
An employee who successfully returns to work will be subject to follow-up random testing as
recommended by the SAP with a minimum of six (6) such unscheduled tests within the first
twelve (12) months of returning to duty.
PART II: POLICIES THAT APPLY TO EMPLOYEES WITH COMMERCIAL DRIVER’S
LICENSES
Purpose
The purpose of this part of this policy is to establish compliance with the Federal Motor Carriers
Safety Administration regulations requiring drug and alcohol testing for Commercial Driver’s
License holders. Regulations issued by the United States Department of Transportation
mandate urine drug and evidential breath alcohol testing for employees in safety sensitive
positions, including those who are required to hold certain Commercial Driver’s Licenses.
These regulations may be found in 49 CFR Part 40 and Part 382 of the U.S. Code. This policy
sets forth the City of Edmonds alcohol and drug testing program and the testing and reporting
requirements as required by those regulations.
Application
Part II applies to all employees of the City who are required to have and maintain a Commercial
Driver’s License in order to perform the duties of their job.
Policy
The City has a significant interest in the health and safety of its employees and the citizens of
the City of Edmonds. In furtherance of that interest, it is the policy of the City to take those
steps necessary to ensure that its employees perform their duties and responsibilities free of the
influence of drugs and alcohol. Employees are encouraged to seek confidential counseling on
problems associated with alcohol and drug abuse through the Employee Assistance Program.
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There will be mandatory drug and alcohol testing for employees and job applicants as outlined
in this part of this policy.
Definitions
Commercial Vehicle - A commercial vehicle is one that either: 1) has a gross vehicle weight of
over 26,000 pounds (including combined weight if towed unit weighs over 10,000 pounds); 2) is
designed to transport 16 or more persons, including the driver; or 3) is used to transport
hazardous materials.
Driver - All employees whose positions may involve driving a commercial vehicle and which
require the possession of a Commercial Driver’s License.
Drugs - For the purposes of this policy, in accordance with the applicable federal regulations for
Commercial Driver’s License holders, “drugs” refers to the following five substances: marijuana
(THC), cocaine, opiates, phencyclidine (PCP), and amphetamines. Nothing in this policy shall
preclude the City from requesting testing for additional illegal or controlled substances taken
without a valid prescription, including but not limited to synthetic opiates.
Follow Up-An employee who is referred for assistance related to alcohol misuse and/or use of
drugs may be subject to unannounced follow-up testing for a period not to exceed sixty (60)
months as directed by a Substance Abuse Professional. The number and frequency of follow-
up testing will be determined by the Substance Abuse Professional, but will not be less than six
(6) tests in the first twelve (12) months following the employee’s return to duty.
Medical Review Officer (MRO) - The Medical Review Officer is the licensed physician
responsible for receiving and interpreting laboratory results from the urine drug tests.
Pre-Employment – After receiving a conditional offer of employment, applicants whose position
requires a CDL are required to submit to, and successfully pass, a drug test.
Reasonable Suspicion – Reasonable suspicion is based on specific personal observations
that a City of Edmonds Human Resource representative or a supervisor can describe and
document (using a Reasonable Suspicion Testing and Documentation Form) regarding an
employee’s current appearance, behavior, speech and breath odor or other factors that
suggests the employee is under the influence of alcohol or drugs.
Return to Duty-Employees who have violated this policy and who under the discipline policy
are allowed to return to work, must test negative prior to being released for duty. A retur n to
duty test following alcohol misuse may not exceed an alcohol concentration of 0.02.
Safety Sensitive Position - For purposes of this part (Part II) of this policy, these are positions
that require a Commercial Driver’s License.
Substance Abuse Professional (SAP) - A Substance Abuse Professional is a licensed
physician, or a licensed or certified psychologist, social worker, employee assistance
professional, or addiction counselor (certified by the National Association of Alcoholism and
Drug Abuse Counselors Certification Commission) with knowledge of and clinical experience in
the diagnosis and treatment of alcohol and drug-related disorders. The SAP is responsible for
evaluating employees with positive test results.
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Prohibited Conduct.
The following conduct regarding alcohol and drug use or abuse is prohibited:
A. Alcohol
An employee may not report for or remain on duty requiring the performance of duties
covered under this policy while having an alcohol concentration of 0.02 or greater.
An employee may not possess or use alcohol while on duty or while operating a City
vehicle.
An employee may not operate a commercial vehicle within four (4) hours after
consuming alcohol. An on-call employee who consumes alcohol within four (4)
hours of being called in must acknowledge the use of alcohol and may not report for
duty.
B. Drugs
Reporting for duty or remaining on duty when the employee has used a drug or drugs is
strictly prohibited, as defined with these adopted policies.
C. Use of Prescription Medication
Except for medical marijuana, use of prescription medication or over-the-counter
medication pursuant to instructions of a physician who has advised the employee that
the substance does not adversely affect the employee’s ability to safely operate a
commercial vehicle is not a violation of this policy. Employees who are taking a
prescription or over-the-counter medication that may impair their ability to perform their
duties safely and effectively must inform their supervisor and may be required to provide
written notice from their physician or pharmacist with respect to the effects of such
substances and their ability to safely and effectively perform their job. Employees are
prohibited from distributing, possessing, or reporting to work under the influence of
marijuana even if the employee has a medical marijuana prescription or medical
marijuana green card.
D. Refusal to Submit to a Required Test
An employee may not refuse to submit to a post-accident, random, reasonable
suspicion, or follow-up alcohol or drug test as directed by this part of this policy. A
refusal is treated as though the test, if taken, was positive.
E. Positive Drug Test
An employee may not report for duty or remain on duty requiring the performance of
duties covered under this policy if the employee tests positive for drugs or alcohol.
F. Tampering with a Required Test
An employee may not tamper with, adulterate, alter, substitute or otherwise obstruct any
testing process required under this policy. Tampering, adulteration, substitution, or other
interference with the collection and testing process are considered a refusal to test.
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Testing
1. Pre-employment Drug Testing
All individuals who are covered by this part of this policy must pass a drug test as a post-
offer condition of employment.
2. Reasonable Suspicion Testing
Employees subject to this part of this policy shall submit to a drug and/or alcohol test
when the City reasonably suspects that this policy may have been or is presently being
violated. A referral for testing will be based on contemporaneous, articulated
observations. Only supervisors who have been trained in detecting the symptoms of
alcohol misuse or drug use and who have directly observed behaviors, appearance or
physical symptoms can subject an employee to reasonable suspicion testing.
Alcohol testing for reasonable suspicion may only be conducted just before, during or
after an employee operates a commercial vehicle. If removed from duty based on
reasonable suspicion of alcohol use and an alcohol test is not administered within eight
hours, the employee will not be allowed to perform or continue to perform covered
functions until:
a) an alcohol test is administered and the driver’s breath alcohol concentration
measures less than 0.02; or
b) Twenty-four (24) hours have elapsed following the determination that there is
reasonable suspicion to believe that the employee has violated this policy
concerning the use of alcohol.
3. Post-Accident Testing
All employees covered by Part II of this policy will be subject to post-accident testing if
they are involved in an accident with a commercial vehicle on a public road or right-of-
way which results in:
a) A fatality OR
b) The driver receives a citation under state or local law for a moving violation
AND
i. there is bodily injury to a person who, as a result of the inj ury,
immediately receives medical treatment away from the scene OR
ii. one or more motor vehicles incurs disabling damage requiring the
vehicle to be transported away from the scene by a tow truck or other
vehicle.
Post-accident testing for alcohol should occur within two hours if possible, but may not
exceed eight hours. Testing for drugs should occur within thirty-two (32) hours.
After an accident, employees are responsible for contacting the immediate supervisor or
other management personnel and remaining readily available for testing. An employee
who does not comply with the post-accident testing will be considered to have refused
testing and will be subject to disciplinary action. An employee in a post -accident
situation should cooperate with law enforcement personnel investigating the scene.
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Supervisors are responsible for determining if the accident qualifies the driver for post-
accident testing and should escort the employee to the collection site if possible. If an
employee is unable to provide consent to testing due to a medical condition, the
supervisor will document the reasons why the employee was not tested. If testing is not
completed within the required time following an accident, the supervisor will document in
writing why the tests were not administered.
4. Random Testing
Employees covered by these procedures have been included in the AWC Drug and
Alcohol Testing Consortium pool. This pool contains all eligible individuals from all of the
consortium members. The pool database is managed by HealthForce Partners and is
updated monthly as changes in personnel occur.
The annual random testing rate required under federal regulations is fifty (50) percent of
the pool of employees covered by this policy for drug testing and ten (10) percent of the
pool for alcohol testing. This means that if the pool contains 1,000 members, there will
be at least 500 random drug tests and at least 100 random alcohol tests conducted
throughout the year.
HealthForce Partners uses a software program to randomly select individuals for random
testing on a monthly basis. Some individuals will be selected for drug testing and others
will be selected for both drug and alcohol testing.
Employees selected for random testing will be scheduled for a test by the Designated
Employer Representative at some time during the month that the name was selected.
Employees selected for alcohol testing may only be tested just before, during or after
driving a commercial vehicle. Employees will not be notified until just prior to the testing.
Upon notification of selection for random testing, the employee will receive an Employee
Notification of Scheduled Drug and/or Alcohol Test letter from the Designated Employer
Representative. The employee will be asked to sign this letter and a Testing Consent
form. The employee must present the Employee Notification of Scheduled Drug and/or
Alcohol Test letter at the collection site along with picture identification at the time of
testing. A copy of all of the forms will be retained by the City.
After notification, the employee must proceed immediately and directly to the collection
site for testing.
If an employee scheduled for an alcohol test receives a confirmed test result with a
breath alcohol level of 0.02 or above and is unaccompanied at the collection site, a
supervisor will be called to the site to transport the employee.
Refusing to submit to a test will be considered the same as a positive test result and will
subject the employee to the same consequences as receiving a positive test result.
5. Return to Duty Testing
Employees who have violated Part II of this policy, including those who have tested
positive on a drug or alcohol test, and who are allowed to return to work, must test
negative prior to being released for duty. A return to duty test following alcohol misuse
may not exceed an alcohol concentration of 0.02.
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6. Follow-up Testing
An employee who is referred for assistance related to alcohol misuse and/or use of
drugs is subject to unannounced follow-up testing for a period not to exceed sixty (60)
months as directed by a Substance Abuse Professional. The number and frequency of
follow-up testing will be determined by the Substance Abuse Professional, but will not be
less than six (6) tests in the first twelve (12) months following the employee’s return to
duty.
7. Split Sample Testing
Employees who test positive for drugs may request a second test of the remaining
portion of the split sample within 72 hours of notification of a positive test result by the
Medical Review Officer.
Refusal To Take An Alcohol Or Drug Test.
No employee shall refuse to submit to an alcohol or drug test as directed under this
policy. A refusal to submit shall include, but is not limited to:
a. a failure to provide adequate breath for testing without a valid medical
explanation;
b. failure to provide adequate urine for drug testing without a valid medical
explanation;
c. engaging in conduct that obstructs the testing process;
d. failure to appear for a test;
e. failure to remain at the testing site until the testing process is completed;
f. failure to permit the monitoring of the provision of a specimen as directed by
the collector;
g. failure to take a second test as directed by the collector;
h. tampering with a urine sample;
i. failure to complete all required forms and documents.
Refusal to submit to a test shall be considered the same as a positive test result.
Securing Information From Previous Employers.
If a person is to be hired into a position subject to this part of this policy and during the
previous two (2) years has worked as a driver of a commercial vehicle, that person must
authorize a request of all employers of the driver within the past two (2) years to release
information on the following:
a. Positive alcohol or drug tests
b. Refusal to be tested
The City will make a good faith effort to obtain and review the information from pri or
employers within twenty-eight (28) days of the person performing safety sensitive duties
for the first time.
Applicants are directed to disclose to the City any positive federal drug tests taken for
entities other than bona fide employers within the previous two years.
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If the City obtains information that indicates either a positive test or that a refusal to be
tested occurred within the past two (2) years, that person will not be permitted to drive
commercial vehicles unless subsequent information indicates that an evaluation by a
Substance Abuse Professional (SAP) was made, return to duty testing was
administered, and the individual remains in compliance with the return to duty provisions
outlined by the original SAP.
Confidentiality and Record Retention.
All records related to drug and alcohol testing will be maintained in a secure location with
controlled access. These records will be kept separate from records pertaining to all
other employees.
Consequences of Engaging in Prohibited Conduct or Positive Drug or Alcohol Tests.
A. Discipline
An employee will be subject to appropriate disciplinary action as specified in the
Personnel Policies up to and including termination from employment if:
1. the employee tests positive for a drug or drugs;
2. results from an alcohol test indicate a breath alcohol level of 0.04 or greater;
and/or,
3. the employee has engaged in prohibited conduct as outlined in the Personnel
Policies.
All employees, regardless of disciplinary action taken, will be advised of resources
available to the employee in evaluating or resolving problems associated with drug use
or alcohol misuse.
B. Positive Test Result and/or Engaging in Prohibited Conduct.
The following provisions apply to employees who are not terminated for violating this
policy:
If an employee tests positive for drugs or has an alcohol test that indicates a breath alcohol
level of 0.02 or greater from a random, reasonable suspicion or post-accident test, or
engages in prohibited conduct as outlined in the Personnel Policies, the employee will be
immediately removed from duties requiring the driving of a commercial vehicle. The
employee will not be permitted to return to work unless he/she:
1. has been evaluated by a qualified Substance Abuse Professional; and,
2. if recommended by a Substance Abuse Professional, has properly followed
any rehabilitation prescribed; and,
3. has had a post-treatment evaluation by the original SAP; and,
4. has a verified negative result on a return-to-duty alcohol (<0.02) and/or drug
test.
Upon completion of a recommended rehabilitation program and successful return to
work, an employee will be subject to follow-up random testing for up to sixty (60) months
as recommended by the Substance Abuse Professional, with a minimum of six (6) such
unscheduled tests within the first twelve (12) months of returning to duty.
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Employee Assistance Program/Voluntary Referral.
The City supports employees who voluntarily seek assistance with alcohol or drug abuse.
Employees are encouraged to seek treatment voluntarily and to utilize the Employee Assistance
Program described in Part III. Any employee who comes forth and notifies the City of alcohol or
drug abuse problems will be given the assistance extended to employees with any other illness .
Any such program, however, may not interfere with the tests required by these rules. For
example, a driver may not identify himself/herself as unfit to drive after having been notified of a
random or reasonable suspicion test and expect to avoid the consequences for a positive test or
a refusal to test. In addition, voluntarily seeking assistance does not excuse any failure to
comply with all of the provisions of this part of this policy or other policies of the City.
Sick leave, vacation leave or leave of absence without pay may be granted for treatment and
rehabilitation as with other illnesses. Insurance coverage for treatment will be provided to the
extent of individual coverage. Confidentiality of information will be maintained as much as
possible at all times.
PART III: POLICIES APPLICABLE TO ALL EMPLOYEES
RESOURCES
A. Designated Employer Representative (DER)
The Human Resources Manager has been designated by the City to answer questions
about the program and program materials and may provide employees with resource
materials or referral assistance.
B. Employee Assistance Program
The City offers an Employee Assistance Program (EAP) designed to assist employees
and their families who are experiencing personal or job-related problems. The EAP is
available to employees who need assistance in dealing with a substance abuse problem.
Employees are encouraged to contact the EAP for assistance in early detection of
substance abuse problems and referral for treatment programs. All EAP services are
confidential and at no cost to the employee. Employees who would like information on
benefits of the Employee Assistance Program should contact the Human Resources
Department.
C. Testing, Evaluation and Referral Services
The City has joined the Association of Washington Cities (AWC) Drug and Alcohol
Testing Consortium for the administration of this program. The AWC Consortium has
contracted with HealthForce Partners to conduct the random testing services, provide
the testing laboratory facilities, arrange the testing collection sites, and provide the
Medical Review Officer (MRO) functions. The services of a Substance Abuse
Professional (SAP) are also available for employees with positive test results.
Drug and Alcohol Testing Collection Sites:
CarePlus Medical Center
14330 Aurora Avenue N
Shoreline, WA 98133
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206.365.0220
Swedish/Stevens (after hours testing)
PacLab
21601 76th Ave. W.
Edmonds, WA 98026
(425) 640-4179
Testing Laboratory, as approved by the US Substance Abuse & Mental Health
Services Administration (SAMHSA):
LabCorp
1229 Madison Street, Suite 500
Seattle, WA 98104
206.386.2661
Medical Review Officer
Paragon MRO
Kirby Griffin, MD
9370 SW Greenburg Rd. Ste. 200
Portland, OR 97223
1-877-3225
Substance Abuse Professional
Compsych
1.800.570.9315
Compsych will refer caller to a Substance Abuse Professional in the local area.
TESTING PROCEDURES
A. Pre-Employment Testing
Following a conditional offer of employment, prospective employees will be tested for the
presence of drugs if being hired into a job requiring a CDL, or as determined by the City.
Current employees who are transferring from a position that does not req uire a
Commercial Driver’s License to a position that does require one, will be tested for the
presence of drugs prior to performing duties that require driving or operating a
commercial vehicle.
A positive drug test result for an employment candidate wil l result in the City rescinding
the conditional offer of employment. The individual will only be eligible to re -apply for a
position covered by these procedures after six (6) months. Proof of compliance with
USDOT return-to-duty regulations will be required. A positive drug test result for an
employee seeking to transfer to a position requiring the driving of a commercial vehicle
will result in denial of the transfer and the employee will be subject to discipline as
described in the Drug and Alcohol Testing Policy.
B. Random Testing
1. After Hours Testing
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If the need for testing occurs outside of the normal hours of operation of the designated
collection site, a supervisor or manager will be responsible for following the procedures
established by HealthForce Partners for such occurrences.
2. Dilute Specimens
If a test is reported to the City with a result of “Negative Dilute”, the City will require the
employee to take another test immediately in the following circumstances: for pre-
employment, return to duty, reasonable cause, and follow up. The result of the
recollection shall become the official test of record.
TESTING COSTS AND COMPENSATION
A. Testing Costs
1. The City will pay for the following alcohol and or initial drug tests:
a. Random testing
b. Reasonable suspicion testing
c. Post-accident testing
d. Pre-employment
e. Follow-up testing
f. Return to duty testing
2. Employees are responsible for the costs associated with the following tests:
a. Split sample re-tests made at the employee’s request
Split sample testing will be initiated by the MRO immediately upon the request of
the donor without regard to which party will ultimately be responsible for
payment. However, the City will pursue reimbursement from the donor if the split
test reconfirms the original positive result.
3. Substance Abuse Professional and rehabilitation costs will be the
responsibility of the employee.
B. Pay Status
1. For Time Spent Testing
Employees will be compensated for time spent to report to the testing facility and
be tested for the following alcohol and/or initial drug tests:
a. Random testing
b. Reasonable suspicion testing
c. Post-accident testing
e. Follow-up testing
2. Waiting for Results
Employees who have been asked to submit to a reasonable suspicion drug test
will be placed on paid leave pending the outcome of the test results. Such
employees are eligible to use accrued vacation or sick leave during this time. If
the test result is negative, the time will be paid and any sick or vacation leave
used will be credited.
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3. Waiting to Return to Duty
An employee who receives a positive drug test or who tests 0.02 or greater on an
alcohol test is not allowed to return to work until all of the applicable requirements
are met as outlined in the above policies. Such employee may use accrued
vacation or sick leave during this absence.
TESTING METHODS
A. Drug Testing
Drug testing requires donors to provide a urine specimen of at least 45 ml to be
tested. The specimen will be sent to LabCorp, a laboratory certified by the
Substance Abuse and Mental Health Services Administration (SAMSHA) to
conduct screening and confirmation tests according to the protocols identified in
the Department of Transportation Rules. All test results will be reviewed by the
Medical Review Officer (MRO).
B. Alcohol Testing
Alcohol testing will be conducted using an approved evidential breath testing (EBT)
device operated by a trained breath alcohol technician (BAT) at the collection site.
TRAINING AND EDUCATION
The City will provide all affected employees with copies of the Drug and Alcohol Testing Policy
and other information as may be required by the federal regulations. Each employee must sign
a receipt upon having been provided the above referenced information.
Managers and supervisors designated to determine whether reasonable suspicion exists to
require an employee to undergo alcohol or drug testing will receive at least sixty (60) minutes of
training on alcohol and sixty (60) additional minutes of training on drug abuse. The training will
cover the physical, behavioral, speech and performance indicators of probable alcohol misuse
and use of controlled substances.
POLICY MODIFICATIONS
The City reserves the right to amend this policy as required by changes to Federal law, State
law, accepted industry practice, or for minor administrative modifications. Employees will be
notified in writing of any changes made that affect them. A current copy of this policy will be
kept in the office of the Drug Enforcement Representative and is to be incorporated as Appendix
B to the City of Edmonds Personnel Policies.
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APPENDIX C
RECEIPT OF PERSONNEL POLICIES
All employees should read the following; then sign, date and return the form to Human
Resources Office. The form will be placed in the employee's personnel file.
Enclosed are the City of Edmonds Personnel Policies. These policies supersede any prior oral
or written statements of the City’s Personnel Policies. It is your responsibility to read these
policies, as they will acquaint you with your employee benefits, our personnel practices and
rules, and some organizational philosophy. It is important to understand that these policies do
not create an employment contract or a guarantee of employment of any specific duration
between the City and its employees. Although we hope that your employment relationship with
us will be long term, we recognize that at times things do not always work out as hoped, and
either of us may decide to terminate the employment relationship. Unless specific rights are
granted to you in employment contracts, civil service rules, or elsewhere, all employees of the
City are considered at-will employees and may be terminated from City employment at any time,
with or without cause and with or without notice.
As the City grows and changes, personnel policies may change. The City, therefore, reserves
the right to revise, supplement, clarify or rescind any policy or portion of a policy when deemed
appropriate by the Mayor. Please refer to the on-line version or contact Human Resources for
the most up-to-date version. Please also understand that no supervisor, manager or
representative of the City other than the Mayor has the authority to make any written or verbal
statements or representations which are inconsistent with these policies.
The City, as the employer, reserves the right to deduct from an employee’s final paycheck
and/or accrued benefits of any amounts advanced to an employee that remains unearned when
his or her employment with the City ends.
If you have any questions about these policies or any other policies of the City, please feel free
to ask your supervisor, department head or the Mayor.
Your signature below signifies you have received and understand the information stated above.
______________________________
Employee Signature
______________________________
Employee Printed Name
____________________Date
AM-7527 10.
City Council Meeting
Meeting Date:04/14/2015
Time:45 Minutes
Submitted For:Council President Fraley Monillas Submitted By:Jana Spellman
Department:City Council
Committee: Type: Information
Information
Subject Title
Discussion regarding Code of Ethics
Recommendation
Previous Council Action
2012 Council Retreat: Council made this subject a priority for 2012 (minutes attached)
April 10, 2012 Public Safety and Personal Committee : This agenda items was discussed (minutes
attached).
2013 Council Retreat: This item was discussed (minutes attached).
March 12, 2013 Public Safety and Personnel Committee: This item was discussed (minutes attached).
April 9, 2013 Public Safety and Personnel Committee: This item was discussed (minutes attached).
July 9, 2013 PS/P Committee: This item was discussed (minutes attached).
July 30, 2013 Council Meeting: This item was put on the August 20, 2013 Council Agenda. See excerpt
from July 30, 2013 minutes below:
"DISCUSSION REGARDING CODE OF ETHICS This item was moved to the August 20, 2013 Council
meeting via action taken under Agenda Item 2."
August 20, 2013 Council Meeting: Council President Petso suggested due to the late hour and remaining
items on the agenda items that this item be postponed to a future meeting.
August 27, 2013 Council Meeting: This item was discussed (minutes attached).
September 9, 2014 PS/P Committee: This item was discussed (minutes attached).
December 9, 2014 Council Meeting: Due to the lateness of the hour, this item was rescheduled for the
December 16, 2014 Council Meeting.
December 16, 2014 Council Meeting: See attached minutes.
See attached minutes.
January 13, 2015 Council Meeting: See attached minutes.
February 24, 2015 Council Meeting: Due to the lateness of the hour, the Code of Ethics was put on this
agenda for discussion.
Narrative
Discussion regarding a Code of Ethics has been ongoing since 2013. A Code of Ethics document has
been placed on this agenda for discussion.
Attachments
Attach 1: 2012 Council Retreat Minutes
Attach 2 April-10-12 Minutes Public Safety, Personnel Committee
Attach 3 - Exerpt from 2012 FINAL Edmonds Personnel Policies
Attach 4 - Ord 3689 Conflict of Interest
Attach 5: Excerpt from 2013 Council Retreat Minutes
Attach 6: Minutes 3/12/13 PS/P Committee
Attach 7: Minutes 7/9/13 PS/P Committee
Attach 8 - 8/27/13 Council Minutes
Attach - 9 - 09-09-14 Public Safety and Personnel Committee
_Attach 10 - Dec. 16 2014 Approved Council Minutes
Attach 11- 04-09-13 Public Safety and Personnel Committee
Attach 12 - Jan 13 2015 APPROVED Council Minutes
Attach 13 - Code of Ethics
Form Review
Inbox Reviewed By Date
City Clerk Linda Hynd 04/07/2015 10:44 AM
Mayor Dave Earling 04/07/2015 10:53 AM
Finalize for Agenda Linda Hynd 04/07/2015 11:01 AM
Form Started By: Jana Spellman Started On: 02/26/2015 10:06 AM
Final Approval Date: 04/07/2015
Edmonds City Council Retreat Draft Minutes
February 2-3, 2011
Page 17
before the Council is first a committee meeting or work session. Issues that have a financial impact will be
discussed at a work session rather than just by the Finance Committee.
It was the consensus of the Council to change the name of the Community Services/Development Services
Committee to the Public Works, Parks and Planning Committees.
• Mission Statements
Committees will determine whether to develop a mission statement. Councilmembers Buckshnis and Yamamoto
will develop a mission statement for the Finance Committee.
• Clarify the Public Safety/Human Resources Committee
It was the consensus of the Council to change the name of the Public Safety/Human Resources to Committee to
the Public Safety and Personnel Committee.
• Community Outreach, Tree Board
Council President Peterson explained there has been a proposal to restart the Community Outreach Committee.
Councilmember Plunkett recalled the Community Outreach Committee was discontinued after 3 years; no new
methods of communicating were identified. Mayor Earling commented on the potential for an electronic
newsletter.
Discussion followed regarding whether to form a code rewrite committee so that the code rewrite is Council and
citizen driven, technical expertise required for the code rewrite, having staff make periodic presentations at
Council work sessions regarding the rewrite, the proposal by staff to restructure the code, providing opportunity
for citizen comment but having professionals assemble the changes, citizen knowledge that could benefit the
process, concern with citizens participating for their own benefit or at least that perception, proposal to have
user groups test the model, ability for any citizen to identify code conflicts regardless of whether there is a
committee structure, and asking staff whether forming a committee in the future could be helpful.
The Council agreed to seek feedback from Planning Manager Rob Chave and Building Official Leonard
Yarberry regarding forming a code rewrite committee and schedule further discussion on a work session agenda.
Council President Peterson suggested enhancing the Council portion of the website with more updates, etc. and
working with the Mayor on an electronic newsletter and then consider whether a Community Outreach
Committee is needed. It was the consensus of the Council to add a Council liaison to the Tree Board and to
make it a paid committee position.
• Ethics
Council President Peterson recalled there has been discussion about developing a code of ethics for
Councilmembers. Councilmembers Fraley-Monillas, Bloom and Petso offered to serve on an ad hoc committee
that would review other cities’ codes and present a draft to the Council.
• Miscellaneous
Mr. Taraday explained a special meeting notice must be issued for Tuesday committee meetings that begin at
6:00 p.m. If the Council wished to continue holding committee meetings at 6:00 p.m., he suggested revising the
code to reflect that start time.
1
PUBLIC SAFETY/PERSONNEL COMMITTEE
MEETING MINUTES
April 10, 2012
Committee members present: Council Member K. Michael Plunkett
Council Member Joan Bloom
Others present: HR Manager Mary Ann Hardie
Citizen Don Hall
Council Member Plunkett called the meeting to order at 7:19 pm.
DISCUSSION ON CODE OF ETHICS (RELATING TO COUNCIL MEMBERS)
Council Member Michael Plunkett opened the discussion by stating it was unclear as to what action/direction
should be taken at this point with regard to this as Council had not given any specific direction regarding this
topic although one or some council member(s) may have wanted to discuss this further. Council Member Joan
Bloom stated that she had reviewed the City of Kirkland’s Code of Ethics and the Mountlake Terrace Code of
Ethics and there were some concerns that she had with using a code of ethics similar to theirs.
Council Member Bloom further stated that she was not aware that there was a code of ethics for Council
Members. HR Manager Mary Ann Hardie affirmed this. Council Member Bloom stated that she would like to
build a policy regarding a code of ethics and that this process needs to move forward. Council Member
Plunkett stated that he was willing to discuss this topic since it was on the agenda, but that that he may not be
interested in moving this forward [for Council consideration].
Ms. Hardie stated that she had discussed this HR Committee subject with Carrie Hite (Parks, Recreation &
Cultural Services Director) prior to the meeting and that they both agreed that HR would likely not be the best
(nor most appropriate) committee for this forum. Additionally, while HR had provided samples of codes of
ethics from other cities it would seem that the City Attorney and/or the City Clerk’s Office [or Council] may be
more appropriate for this process. Ms. Hardie also emphasized that HR was willing to continue to provide
information as needed to the committee to assist with the process, but that this was not a [specific to] HR
function since it did not pertain to employee related policies.
There was some discussion that followed by the committee about what the process would be to create a code
of ethics policy for Council members, creating a committee for this and whether or not the HR Committee was
the appropriate committee for the discussion.
Council Member Plunkett emphasized his concern about the subjectivity of some of the other policies from
other cities and that [while the City may not have a specific code of ethics for Council Members] there are state
laws that Council Members must follow. Council Member Bloom stated that she understood Council Member
Plunkett’s concerns but that due to the expressed interest/concern from the citizens about the possible need
for this policy, she felt it was important for: 1) The City of Edmonds to have this policy; 2) this information to be
available to citizens (as well as being part of transparency of information and citizen participation); and 3) there
to be continued work toward the creation of such a policy. Council Member Plunkett stated that he would like to
make this information easier for citizens to access.
Council Member Bloom stated that since there does not usually appear to be a large agenda for the HR
Committee, that the work on this code of ethics policy could be done at this committee and that the Cities of
Kirkland, Mountlake Terrace and another city may be reviewed for further policy consideration. Council
Member Plunkett agreed that this could be kept on the HR Committee Meeting agenda and that further review
of the policy will occur at the next meeting.
2
PUBLIC COMMENT PERIOD
Citizen Don Hall stated that he agreed with Council Member Plunkett that some of the code of ethics policies from
other cities that he had come across did appear to be too subjective. Citizen Hall further stated that he became
more interested in this topic of discussion after it was discovered that Council Members were not considered to be
employees of the City and are not held to the same City Personnel Policy standards although [perhaps] they should
be. This process will likely require a lot of “hands on” work and will be a difficult process.
The meeting adjourned at 7:44 pm
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CHAPTER X
EMPLOYEE RESPONSIBILITIES AND CODE OF ETHICS
10.1 GENERAL CODE OF CONDUCT The City’s primary function is to provide
service to the citizens of Edmonds. To achieve that goal, all employees are expected to
treat the public as their most valued customer. All employees are expected to serve the
public in a professional manner, which is courteous, efficient and helpful. Employees
must maintain a clean and neat appearance appropriate to their work assignment, as
determined by their position and department head.
Since the proper working relationship between employees and the City depends on
each employee's on-going job performance, professional conduct and behavior, the City
has established certain minimum standards of personal and professional conduct.
Among the City's expectations are: tact and courtesy towards the public and fellow
employees; adherence to City policies, procedures, safety rules and safe work
practices; compliance with directions from supervisors; preserving and protecting the
City's equipment, grounds, facilities and resources; and providing orderly and cost
efficient services to its citizens. In addition, all persons representing the City of
Edmonds are expected to conduct business in the following manner:
All persons, representing the City of Edmonds, shall conduct business in a
professional manner, respecting all citizens’ rights, and showing courtesy to all.
Their actions shall be conducted within compliance of the laws and regulations
governing the City’s actions, including but not limited to RCW Title 42.
City representatives are expected to conduct business in an open manner.
They shall not engage in any conduct which wo uld reflect unfavorably upon City
government or any of the services it provides.
They must avoid any action which might result in or create the impression of
using their position for private gain, giving preferential treatment or privileged
information to any person, or losing impartiality in conducting the City’s business.
10.2 OUTSIDE EMPLOYMENT AND CONFLICTS OF INTEREST Employees
shall not, directly or indirectly, engage in any outside employment or financial interest
which may conflict, in the City's opinion, with the best interests of the City or interfere
with the employee's ability to perform his/her assigned City job. Examples include, but
are not limited to, outside employment which:
54
(1) prevents the employee from being available for work beyo nd normal
working hours, such as emergencies or peak work periods, when such
availability is a regular part of the employee's job;
(2) is conducted during the employee's work hours;
(3) utilizes City telephones, computers, supplies, credit, or any other
resources, facilities or equipment;
(4) is employed with a firm which has contracts with or does business with the
City; or
(5) may reasonably be perceived by members of the public as a conflict of
interest or otherwise discredits public service.
10.3 REPORTING IMPROPER GOVERNMENT ACTION In compliance with the
Local Government Employee Whistleblower Protection Act, RCW 42.41.050, this policy
is created to encourage employees to disclose any improper governmental action taken
by city officials or employees without fear of retaliation. This policy also safeguards
legitimate employer interests by encouraging complaints to be made first to the City,
with a process provided for speedy dispute resolution.
Key Definitions:
Improper Governmental Action is any action by a city officer or employee that is:
(1) undertaken in the performance of the official's or employee's official
duties, whether or not the action is within the scope of the employee's
employment, and
(2) in violation of any federal, state or local law or rule, is an abuse of
authority, is of substantial and specific danger to the public health or
safety, or is a gross waste of public funds.
(3) "improper governmental action" does not include personnel actions (hiring,
firing, complaints, promotions, reassignment, for example). In addition,
employees are not free to disclose matters that would affect a person's
right to legally protected confidential communications.
City employees who become aware of improper governmental action shoul d follow this
procedure:
Bring the matter to the attention of his/her supervisor, if non-involved, in writing,
stating in detail the basis for the employee's belief that an improper action has
occurred. This should be done as soon as the employee becomes aware of the
improper action.
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Where the employee believes the improper action involves their supervisor, the
employee may raise the issue directly with Human Resources, their Department
Director or the Mayor. Where the employee believes the improper action involves
the Mayor, the employee may raise the issue with Human Resources or the City
Attorney.
The Mayor or his/her designee, as the case may be, shall promptly investigate the
report of improper government action. After the investigation is completed (within
thirty (30) days of the employee's report), the employee shall be advised of the
results of the investigation, except that personnel actions taken as a result of the
investigation may be kept confidential.
An employee who fails to make a good faith effort to follow this policy shall not be
entitled to the protection of this policy against retaliation, pursuant to RCW 42.41.030.
In the case of an emergency, where the employee believes that damage to persons or
property may result if action is not taken immediately, the employee may bypass the
above procedure and report the improper action directly to the appropriate government
agency responsible for investigating the improper action. For the purposes of this
section, an emergency is a circumstance that if not immediately changed may cause
damage to persons or property.
Employees may report information about improper governmental action directly to an
outside agency if the employee reasonably believes that an adequate investigation was
not undertaken by the City to determine whether an improper government action
occurred, or that insufficient action was taken by the City to address the improper action
or that for other reasons the improper action is lik ely to recur. Outside agencies to
which reports may be directed include:
Snohomish County Prosecuting Attorney Washington State Auditor
M/S 504 Capital Campus
Everett, WA 98201 P.O. Box 40021
(425)388-3333 Olympia, WA 98504
(360)902-0370
Washington State Attorney General
1125 Washington Street SE
P.O. Box 40100
Olympia, WA 98504
(360)753-6200
If the above-listed agencies do not appear to appropriate in light of the nature of the
improper action to be reported, contact information for other state and county agencies
may be obtained via the following link: http://access.wa.gov/agency/agency.aspx. It is
unlawful for a local government to take retaliatory action because an employee, in good
faith, provided information that improper government action occurred. Retaliatory
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Action is any material adverse change in the terms and conditions of an employee's
employment. Employees who believe they have been retaliated against for reporting an
improper government action should follow this procedure:
Procedure for Seeking Relief against Retaliation :
(1) Employees must provide a written complaint to the supervisor within thirty
(30) days of the occurrence of the alleged retaliatory action. If the
supervisor is involved, the notice should go to the Mayor. If the Mayor is
involved, the notice should go to the City Attorney. The written charge
shall specify the alleged retaliatory action and the relief requested.
(2) The Mayor or his/her designee, as the case may be, shall investigate the
complaint and respond in writing within thirty (30) days of re ceipt of the
written charge. Additional time to respond may be necessary depending
on the nature and complexity of the complaint.
(3) After receiving the City's response, the employee may request a hearing
before a state administrative law judges (ALJ) to establish that a
retaliatory action occurred and to obtain appropriate relief under the law.
The request for hearing must be delivered within the earlier of either
fifteen (15) days of receipt of the City's response to the charge of
retaliatory action or forty-five (45) days of receipt of the charge of
retaliation to the Mayor for response.
(4) Within five (5) working days of receipt of a request for hearing the City
shall apply to the State Office of Administrative Hearing's for an
adjudicative proceeding before an administrative law judge.
Office of Administrative Hearings
PO Box 42488
Olympia, WA 98504-2488
360.407.2700
800.558.4857
360.664.8721 Fax
(5) At the hearing, the employee must prove that a retaliatory action occurred
by a preponderance of the evidence in the hearing. The ALJ will issue a
final decision not later than forty-five (45) days after the date of the
request for hearing, unless an extension is granted.
The Mayor or designee is responsible for implementing these policies and procedures.
This includes posting the policy on the City bulletin board, making the policy available to
any employee upon request, and providing the policy to all newly hired employees.
Officers, managers and supervisors are responsible for ensuring the procedures are
fully implemented within their areas of responsibility.
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Violations of this policy and these procedures may result in appropriate disciplinary
action, up to and including dismissal.
10.4 POLITICAL ACTIVITIES City employees may participate in political or partisan
activities of their choosing provided that City resources and property are not utilized,
and the activity does not adversely affect the responsibilities of the employees in their
positions. Employees may not campaign on City time or in a City uniform or while
representing the City in any way. Employees may not allow others to use City facilities
or funds for political activities without a paid rental agreement.
Any City employee who meets with or may be observed by the public or otherwise
represents the City to the public, while performing his/her regular duties, may not wear
or display any button, badge or sticker relevant to any candidate or ballot issue during
working hours. Employees shall not solicit, on City property or City time, for a
contribution for a partisan political cause.
Except as noted in this policy, City employees are otherwise free to fully exercise their
constitutional First Amendment rights.
10.5 NO SMOKING POLICY The City maintains a smoke-free workplace. No
smoking of tobacco products or electronic smoking devices is permitted anywhere in the
City’s buildings or vehicles, and offices or other facilities rented or leased by the City. If
an employee chooses to smoke, it must be done outside at least 25 feet from
entrances, exits, windows that open, and ventilation air intakes.
10.6 PERSONAL POSSESSIONS AND ELECTRONIC COMMUNICATIONS
The City cannot assume responsibility for any theft or damage to the personal
belongings of City employees. Therefore, the City requests that employees avoid
bringing valuable personal articles to work. Employees are solely responsible for
ensuring that their personal belongings are secure while at work. Employees should
have no expectation of privacy as to any items or information generated/stored on City
systems. Employees are advised that work-related searches of an employee’s work
area, workspace, computer and electronic mail on the City’s property may be conducted
without advance notice. The City reserves the right to search employee desks, lockers
and personal belongings brought onto City premises if necessary. Employees who do
not consent to inspections may be subject to discipline, up to an d including immediate
termination.
Please see Attachment A - INFORMATION SERVICES - ACCEPTABLE USE POLICY -
for guidelines on use of City computers.
10.7 USE OF TELEPHONES AND CITY VEHICLES Use of City phones and
City cellular phones for local personal phone calls and text messaging should be kept to
a minimum; long distance personal use is prohibited. Other City equipment, including
vehicles, should be used by employees for City business only, unless otherwise
58
approved by the Department Director. Employees' misuse of City services, telephones,
vehicles, equipment or supplies can result in disciplinary action up to and including
termination. The City reminds employees that Washington state law restricts the use of
cell phones and PDA’s while driving. Employees must comply with applicable laws
while engaging in work for the City.
10.8 BULLETIN BOARDS Information of special interest to all employees is
posted regularly on the City bulletin boards. Employees may not post any information
on these bulletin boards without the authorization of the Department Head.
10.9 MEDIA RELATIONS The Mayor or designated department heads shall be
responsible for all official contacts with the news media during working hours, including
answering of questions from the media. The Mayor or department head may desi gnate
specific employees to give out procedural, factual or historical information on particular
subjects.
10.10 USE OF SAFETY BELTS Per Washington law, anyone operating or riding in
City vehicles must wear seat belts at all times.
10.11 DRIVER'S LICENSE REQUIREMENTS As part of the requirements for
certain specific City positions, an employee may be required to hold a valid Washington
State Driver's license and/or a Commercial Driver’s License (CDL). If an employee fails
his or her CDL physical examination or the license is revoked, suspended or lost, or is
in any other way not current, valid, and in the employee's possession, the employee
shall promptly notify his/her department head and will be immediately suspended from
driving duties. The employee may not resume driving until proof of a valid, current
license is provided to his/her department head. Depending on the duration of license
suspension, revocation or other inability to drive, an employee may be subject to
disciplinary action, up to and including termination. Failure on the part of an employee
to notify their department director of the revocation, suspens ion, or loss of driving
privileges may subject the employee to disciplinary action, up to and including
termination.
10.12 SOLICITATIONS Most forms of selling and solicitations are inappropriate in
the workplace. They can be an intrusion on employees and citizens and may present a
risk to employee safety or to the security of City or employee property. The following
limitations apply:
Persons not employed by the City may not solicit, survey, petition, or distribute literature
on our premises at any time. This includes persons soliciting for charities,
salespersons, questionnaire surveyors, labor union organizers, or any other solicitor or
distributor. Exceptions to this rule may be made in special circumstances where the
City determines that an exception would serve the best interests of the organization and
our employees. An example of an exception might be the United Way campaign or a
similar, community-based fund raising effort.
59
Employees may not solicit for any purpose during work time. Reasonable forms of
solicitation are permitted during non -work time, such as before or after work or during
meal or break periods. Soliciting employees who are on non -work time may not solicit
other employees who are on work time. Employees may not distribute literature for any
purpose during work time or in work areas, or through the City’s electronic systems.
The employee lunchroom is considered a non-work area under this policy.
10.13 USE OF CITY CREDIT Unless otherwise authorized by City policy or
specifically authorized by the Mayor, no City employee is authorized to commit the City
to any contractual agreement, especially an agreement that lends the City’s credit in
any way. Employees are prohibited from conducting personal business with companies
in any way which improperly implies the employee is acting as an agent of the City.
10.14 SUBSTANCE ABUSE The City's philosophy on substance abuse has two
focuses: (1) a concern for the well being of the employee and (2) a concern for the
safety of other employees and members of the public.
As part of our employee assistance program, we encourage employees who are
concerned about their alcohol or drug use to seek counseling, treatment and
rehabilitation. Although the decision to seek diagnosis and accept treatment is
completely voluntary, the City is fully committed to helping employees who voluntarily
seek assistance to overcome substance abuse problems. In most cases, the expense
of treatment may be fully or partially covered by the City's benefit program. Please see
the EAP counselor for more information. In recognition of the sensitive nature of these
matters, all discussions will be kept confidential. Employers who se ek advice or
treatment will not be subject to retaliation or discrimination.
Although the City is concerned with rehabilitation, it must be understood that disciplinary
action may be taken when an employee's job performance is impaired because he/she
is under the influence of drugs or alcohol on the job. The City may discipline or
terminate an employee possessing, consuming, selling or using alcohol, or controlled
substances (other than legally prescribed) during work hours or on City premises,
including break times and meal periods. The City may also discipline or terminate an
employee who reports for duty or works under the influence of alcohol or controlled
substances. Employees may also not report for work when their performance is
impaired by the use of prescribed or over-the-counter medications.
The City reserves the right to search employee work areas, offices, desks, filing
cabinets etc. to ensure compliance with this policy. Employees shall have no
expectation of privacy in such areas.
Any employee who is convicted of a criminal drug violation in the workplace must notify
the organization in writing within five calendar days of the conviction. The organization
will take appropriate action within 30 days of notification. Federal c ontracting agencies
will be notified when appropriate.
60
Testing: Certain employees of the City, including those who must possess CDLs or
who have safety sensitive positions, are subject to random d rug and alcohol testing.
Any employee may also be required to submit to alcohol or controlled substance testing
when the City has reasonable suspicion that the employee is under the influence of
controlled substances or alcohol. Refusal to submit to testing, when requested, may
result in immediate disciplinary action, including termination. The City may also choose
to pursue criminal charges, if violations of law are suspected.
The City has adopted Drug and Alcohol Testing Policies and Procedures, which more
specifically describe the City’s substance abuse policy, and these are incorporated
herein by reference as Appendix B.
Edmonds City Council Retreat Draft Minutes
February 1-2, 2013
Page 21
to watch the January 23 joint meeting with the Planning Board, Economic Development Commission and the
consultant. With regard to student volunteers, he recalled his son was a student volunteer on the skate park and
worked three years to design and build it. He used that experience in college. If the Council pursues a parks
levy, he recommended including a project for students in order to engage them in campaigning for the levy. He
agreed with Mr. Hertrich’s suggestion for the Council to appoint a representative to the School District and also
suggested Councilmembers attend the Superintendent’s monthly roundtable meetings.
9. ETHICS BOARD AND CODE OF ETHICS
Councilmember Bloom explained she wanted the Council to adopt an ethics policy that addresses
board/commission, elected officials and staff. There are many policies in Washington could be adapted for
Edmonds. The next step is to form an ethics committee; if a citizen has a question about something such as a
conflict of interest, they can go to the ethics committee and determine whether something is potentially an ethics
violation. She recommended the Council, 1) adopt an ethics policy, and 2) form an ethics committee. She sought
Council approval for the Public Safety & Personnel Committee to pursue this.
Ms. Hite explained the recently adopted personnel policy has an extensive ethics policy for employees; that is
the best place for policies regarding employees. She encouraged the Council to develop an ethics policy for
boards/commissions and elected officials but not to include employees.
Discussion followed regarding other cities’ ethics policies, past unsuccessful efforts to develop a code of ethics
policy, developing a policy with enough examples to provide direction, and the difference between a code of
conduct and code of ethics.
Summary: Refer development of code of ethics to Public Safety and Personnel Committee.
11. POTENTIAL ACTION AS A RESULT OF MEETING IN EXECUTIVE SESSION
No action.
10. MISCELLANEOUS
Based on yesterday’s discussion regarding public comment at committee meetings, Council President Petso
distributed language for committee meeting notices and asked Councilmember to submit comments/concerns to
Ms. Chase.
The retreat was adjourned at 11:37 p.m.
Public Safety & Personnel Committee
March 12, 2013
Page 2 of 3
Action: Take item to full Council for further discussion after draft discussion points and
possible ordinance language received from Officer Dawson.
C. Discussion and potential action regarding possible amendment of City
Code 8.48, Parking, Paragraph 8.48.215 B.2.
Joan Ferebee, Court Administrator, explained she attended a Parking Committee
Meeting to bring to their attention the difficulty the Municipal Court is experiencing with
the section of the City Code that allows citizens who receive a parking ticket to pay a
reduced fine if the individual pays the fine by the end of the next business day after the
issuance of the parking ticket. Generally, the Court does not have the tickets in their
system that quickly. Therefore, the individuals can become very angry and upset when
they come to the Municipal Court and are not able to pay. Ms. Ferebee stated that the
Parking Committee recommended removing the section of the Code that allows for a
reduced fine if it is paid by the end of the next business day.
Councilmember Peterson stated that he was in agreement with eliminating the reduced
fine. He stated that he would work with the City Attorney to create an ordinance to place
on the consent agenda. Councilmember Bloom was in agreement.
Action: Councilmember Peterson will work with the City Attorney to create an ordinance
eliminating the reduced fine. The Ordinance is to be placed on a future Consent Agenda
for approval.
D. Student and Senior Volunteers
Councilmember Bloom stated she would like to support the Boards and Commissions in
obtaining student volunteers. She suggested that a senior volunteer could assist Jana
Spellman, Senior Executive Council Assistant, in getting the word out to the various
schools.
Councilmember Peterson suggested Ms. Spellman could email the school board or a
volunteer coordinator in the school system to determine if there are students interested
in volunteering. Councilmember Bloom suggested a senior volunteer could work with
Jana to develop a framework for contacting all of the schools with the appropriate person
to contact and to advertise.
Councilmember Peterson cautioned that managing a volunteer can take more time. He
suggested talking with the Council President as she is in charge of Ms. Spellman’s
schedule.
Councilmember Bloom also recalled that at the Council Retreat, Councilmember
Johnson suggested an event be held to recognize city volunteers. Councilmember
Bloom stated she will discuss with the Mayor the idea of scheduling a yearly event.
E. Ethics Board and Code of Ethics
Councilmember Bloom suggested narrowing down the list of sample policies from other
cities for the City Attorney to work with in developing the policy for Edmonds. She
suggested using the policies from the cities of Bainbridge Island, Lynnwood and Monroe.
Public Safety & Personnel Committee
March 12, 2013
Page 3 of 3
Councilmember Bloom stated that she would like the policy to include appointed officials
(directors) in addition to elected officials and members of boards and commissions.
Councilmember Peterson stated that he did not think the policy needed to address
appointed officials (directors) as they answer to the Mayor.
The Committee concluded that a further discussion on a Code of Ethics policy would be
scheduled for the April Committee Meeting to determine which policy will be sent to the
City Attorney.
F. Discussion regarding taking minutes during Council Committee Meetings.
Councilmember Peterson stated that if detailed/complete minutes are desired it would be
necessary to pay someone to attend the meetings for this purpose. If action minutes are
prepared (which is the way it has generally always been done), then he did not think
councilmembers should take the minutes as it is difficult to participate in the discussion
and take minutes.
Councilmember Bloom agreed that councilmembers should not take minutes.
After discussion, Councilmembers Bloom and Peterson agreed on the following
recommendation:
• Action minutes for committee meetings, prepared by staff members in
attendance.
• If a controversial item is scheduled, arrangements for more detailed minutes will
be made.
• Summary comments made by citizens should be included. Committee members
will summarize citizen comments if no staff is available.
• Work with Council President related to agenda items to make sure a staff
member is available for each item discussed at the committee meeting.
• Committee minutes are to be forwarded to committee chairs for review (as time
allows).
G. Public Comments
There were no public comments.
The committee meeting adjourned at 8:17 p.m.
Public Safety & Personnel Committee
July 9, 2013
Page 5 of 5
Councilmember Peterson suggested dropping reference to 2.10.050 in this section of the
code.
Councilmember Bloom next pointed out that 2.10.050 refers to both finance director and
community services director, however the title of the section does not reflect this.
Further, Councilmember Bloom believes the positions of Executive Assistant to the
Council and the Mayor’s Executive Assistant should not be part of this chapter as they
are not City Officers.
Committee members agreed to request the City Attorney to determine if these positions
should be in a different section of the code.
D. Discussion regarding Code of Ethics.
Committee members discussed ethics policies from Bainbridge Island, Lynnwood and
Kirkland.
Councilmember Bloom referred to the policy from Bainbridge Island and would like to
include the requirement for members to “disclose a conflict of interest” as a standing
requirement at all city meetings for all officials. Councilmember Peterson commented
that he believes the Council does a good job at this disclosure; however, having it on
each agenda is a good reminder.
Further discussion occurred related to policies, including the possible consideration of a
Code of Ethics Officer.
After discussion the committee agreed to forward to the next work session of the City
Council the Bellevue and Kirkland ethics policies and the Kirkland Code of Conduct for
discussion. The committee also recommended including the statement from Bainbridge
Island related to disclosure of conflict of interest for all officials. After full Council
discussion, direction can then be given to the City Attorney on how to proceed.
Ms. Hite indicated she would bring back information on a Code of Ethics Officer.
The meeting adjourned at 8:07 p.m.
Edmonds City Council Draft Minutes
August 27, 2013
Page 12
Councilmember Johnson said longevity compensation makes sense for employees who are at the top of
their scale and have no opportunity for further advancement. She expressed interest in further information
about the fiscal impact of longevity compensation retroactive to 2013 as well as the fiscal impact for
outlying years.
Councilmember Fraley-Monillas commented the pay scale for nonrepresented employees is a separate
issue and should be addressed separately rather than piecemealed via longevity pay. She noted longevity
pay would not motivate employees to seek promotion or to remain in the City’s employment. Longevity
pay is part of a compensation package that was negotiated with the other groups. She preferred to
consider longevity pay for nonrepresented employees as part of a compensation package. Ms. Hite
pointed out longevity compensation was part of a package for nonrepresented employees that the
compensation consultant presented to the Council. The Council asked to have it pulled out for continued
discussion.
Councilmember Peterson agreed the Council was provided a compensation package for nonrepresented
that was similar to represented employees. It was the Council’s decision to separate out some items. He
suggested the next agenda memo include the complete compensation package that was presented by the
compensation consultant.
Ms. Hite summarized the information the Council was requesting in addition to the original compensation
package includes, 1) the fiscal impact for retroactivity in 2013, 2) fiscal impact for outlying years, 3) a
flat rate approach and the fiscal impact.
Due to the absence of 3 Councilmembers from the September 17 and 24 meetings, Mayor Earling
suggested information be provided at next week’s meeting or a full Council meeting be held on
September 10. Council President Petso suggested either staff return with the information soon or it be
addressed as a decision package in the 2014 budget.
11. DISCUSSION REGARDING CODE OF ETHICS
Parks & Recreation/Reporting Human Resources Director Carrie Hite explained the Personnel Committee
has been comparing and contrasting Codes of Ethics for cities throughout the Puget Sound region. Two
documents the committee has been considering include Kirkland and Bellevue’s Code of Ethics. The
committee has also discussed Bainbridge Island’s code. Kirkland adopted a Code of Conduct in addition
to a Code of Ethics. She explained a Code of Conduct describes professional responsibilities; a Code of
Ethics describes legal responsibilities. A Code of Ethics would apply to the Council, boards and
commissions; staff is guided by a Code of Conduct in the City’s personnel policies. The Personnel
Committee has also expressed interest in identifying an Ethics Officer. Some of the comparable models
reviewed by the Personnel Committee identify an Ethics Officer outside the organization in order to have
an objective, non-vested perspective in researching a Code of Ethics issues. For example Kirkland and
Bellevue contract with an Ethics Officer on an as needed basis who is only paid when a Code of Ethics
issue needs to be investigated. Neither Kirkland nor Bellevue had incurred any expenses for outside
review of a Code of Ethics violation.
Councilmember Bloom noted the attachments are in the August 20, 2013 packet. She clarified in addition
to Councilmembers, boards and commissions, the Code of Ethics would cover all elected officials
including the Mayor. Kirkland and Bellevue’s Codes of Ethics do not include a Mayor because they have
a City Manager form of government.
Councilmember Bloom expressed concern with including the requirement in 3.14.040 of Kirkland’s
policy related to financial disclosure for all officials. Officials are defined as all members of boards and
commissions. Kirkland’s policy excludes the Mayor and Council because elected officials must present
Edmonds City Council Draft Minutes
August 27, 2013
Page 13
all financial information on a yearly basis. She did not support requiring all members of boards and
commissions to disclose their financial information and suggested that be excluded that from Edmonds’
Code of Ethics; Bellevue’s Code of Ethics does not have that requirement. She also suggested
consideration be given to the complaint process and who handles complaints. For example Kirkland
involves the Hearing Examiner and the City Council in the event of a complaint regarding a
Councilmember.
Councilmember Peterson agreed with Councilmember Bloom’s concern about requiring members of
boards and commissions to disclose financial information. He agreed with the Council considering a Code
of Ethics in a proactive approach rather than a reactive approach. He supported the City having a Code of
Ethics for elected officials and boards and commissions, anticipating a Code of Ethics would make the
Council’s work easier if an ethical issue arose. As Councilmember Buckshnis indicated, a Code of Ethics
can be subjective, but responding to an ethical complaint would be even more subjective without a Code
of Ethics.
Councilmember Fraley-Monillas advised Snohomish County adopted a Code of Conduct for all boards
and commissions and every commission and board member must acknowledge they have read and
understand the Code of Conduct. She encouraged Councilmembers to review Snohomish County’s Code
of Conduct for elected and appointed officials.
Councilmember Bloom asked whether Snohomish County’s Code of Conduct was similar to Kirkland’s.
Councilmember Fraley-Monillas responded Snohomish County may be more thorough and
straightforward.
Council President Petso said she was pleased to see Kirkland’s Code of Conduct in the packet and was
interested in pursuing a Code of Conduct. She was concerned about the Code of Ethics and Ethics Officer
and complaint enforcement. She feared a person who did not agree with an official’s position on an issue
could file an ethics complaint. She indicated she was unlikely to support a Code of Ethics that included a
complaint process, an Ethics Officer and enforcement. She found Bellevue’s Code of Ethics less
objectionable; the statement of intent is to not to limit people who could serve on boards and commissions
and elected officials. She agreed the financial disclosure in Kirkland’s Code of Ethics would likely deter
citizens from volunteering for a board or commission.
Council President Petso noted there are other aspects, particularly in Kirkland’s Code of Ethics that would
deter citizens from volunteering to serve on a board or commission. There are events that do not
constitute an ethics issue but might under a poorly drafted policy. For example when she was appointed to
Council, a relative was serving on the Sister City Commission; that did not create an issue for her or him.
It would have been unfortunate if the Code of Ethics forced one of them to resign their position. One of
Kirkland’s policies indicated it would be a conflict if a person serving on a board of commission lived in
your household. In the example she provided, the person did live in her household for a period of time but
it had no impact on his ability to serve on the Sister City Commission.
Council President Petso relayed the City Attorney wanted the Council to discuss whether they were
interested in developing a Code of Ethics for Edmonds because it will take him a great deal of time to
develop it. Less legal time would be involved in drafting a Code of Conduct.
Councilmember Buckshnis preferred the Bainbridge Island Code of Ethics. She agreed with not requiring
boards and commissions to disclose financial information, commenting Councilmembers file with the
Public Disclosure Commission. She liked the Code of Conduct although she feared it could be subjective.
She recalled recent emotionally charged conversations with a fellow Councilmember that could have been
interpreted as an argument. She preferred to start with a Code of Conduct using Snohomish County as an
example.
Edmonds City Council Draft Minutes
August 27, 2013
Page 14
Councilmember Bloom also liked Bainbridge Island’s Code of Ethics policy the best. She recalled
Councilmember Peterson’s concern with Bainbridge Island’s creation of an Ethics Board and the need for
staff support for such a board. She supported adopting a Code of Ethics for the Council, boards and
commissions. She explained an ethics violation was not related to conduct but rather conflicts of interest.
She asked the City Attorney to describe an ethics violation. City Attorney Sharon Cates answered Code of
Ethics are related to conflict of interest issues, not interpersonal interaction.
Councilmember Bloom commented Bainbridge Island’s policy allows citizens to ask questions about
potential ethics violations and the Ethics Board decides whether to pursue a complaint. Bainbridge
Island’s policy also has consequences for bringing a frivolous or unsubstantiated complaint. She asked if
that was typical of ethics policies. Ms. Cates answered a solid ethics code includes a process for
determining whether a complaint is an ethics violation. Councilmember Bloom noted an ethics complaint
is required to be notarized and to include information about the violation.
Councilmember Buckshnis expressed support for the Personnel Committee working on a Code of
Conduct similar to Kirkland’s.
Councilmember Yamamoto agreed with the Committee continuing to consider a Code of Conduct and a
Code of Ethics. He encouraged Councilmembers to submit suggestions/comments/concerns to the
committee.
Councilmember Fraley-Monillas suggested scheduling further discussion on either the September 17 or
24 Council meetings. Council President Petso agreed it could be scheduled with the understanding it
would be discussion only due to the absence of three Councilmembers.
Councilmember Peterson suggested Councilmembers review Bainbridge Island’s ethics policy on their
website. He agreed there were good ideas in the policy; he was opposed to creating an Ethics Board.
Councilmember Bloom agreed with first establishing a Code of Conduct but did not want to abandon the
idea of a Code of Ethics. The Personnel Committee has discussed it at length and the community would
like the City to have an ethics policy.
Councilmember Buckshnis agreed with Councilmember Peterson’s concern with creating an Ethics
Board. She preferred to use a professional Ethics Officer.
14. REPORT ON OUTSIDE BOARD AND COMMITTEE MEETINGS
Councilmember Johnson reported on her participation on the review of arts and cultural aspects of the
Parks, Recreation and Open Space Plan. She described efforts to gather input from the public including a
survey at the recent concert in the park. There is also an online survey available.
Councilmember Bloom reported the Tree Board discussed definitions in the Tree Code including
hazardous trees, nuisance trees and trees.
Councilmember Bloom reported the Council interviewed a new member for the Lodging Tax Advisory
Committee tonight.
Councilmember Bloom reported on her first meeting as the Council liaison to the Port of Edmonds
liaison. The Commission discussed budget issues and promotional efforts. The Commission was also
provided a project update including expansion of Anthony’s Beach Café as well as the roof on Harbor
Square building 2 which is $30,000 under budget and will last 20-30 years.
Minutes
PUBLIC SAFETY & PERSONNEL COMMITTEE MEETING
September 9, 2014
Elected Officials Present Staff Present
Councilmember Adrienne Fraley-Monillas
Councilmember Strom Peterson
The meeting was called to order at 7:29 p.m.
A. Discussion Regarding Code of Ethics
Councilmember Fraley-Monillas explained the proposed code of ethics was a simplified version and
was intended to cover staff, elected officials, volunteers, etc. She reviewed the bulleted items in the
proposed code and suggested that enforcement be a separate policy. Committee members discussed
minor amendments to the wording of the code of ethics.
Action: Councilmember Fraley-Monillas will edit the code and email to Councilmember Peterson.
Schedule for full Council in the future.
B. Public Comment – None
The meeting was adjourned at 7:36 p.m.
Edmonds City Council Approved Minutes
December 16, 2014
Page 25
Councilmember Peterson relayed the ECA/EPFD has been looking for different funding sources. The roof
is a key element of the structure. If the roof fails the City will still own the building in the future. It seems
logical to add that capital project to the City’s capital budget request.
COUNCILMEMBER MESAROS CALLED FOR THE QUESTION, SECONDED BY COUNCIL
PRESIDENT BUCKSHNIS. CALL FOR THE QUESTION FAILED (4-3) FOR LACK OF A
SUPER MAJORITY; COUNCILMEMBERS BLOOM, PETSO AND FRALEY-MONILLAS
VOTING NO.
Councilmember Fraley-Monillas preferred to delay a vote until her questions were answered. She was
concerned about the Frances Anderson Center versus the ECA. Mayor Earling relayed his conversation
with staff; the Frances Anderson Center needs attention but Mr. Stevens indicated it can last a while
longer whereas the failure of the ECA roof is affecting rentals. Mr. Williams felt the Frances Anderson
Center roof could be delayed a year.
Councilmember Fraley-Monillas preferred speak to Mr. Stevens and determine how he prioritized
projects and why funding for the Frances Anderson Center roof was moved from 2015 to 2016.
Councilmember Petso relayed the ECA/EPFD has undertaken a small project to stop the leaks for now
but she did not know the longevity of that project.
MAIN MOTION CARRIED (4-2-1), COUNCILMEMBERS BLOOM AND FRALEY-MONILLAS
VOTING NO AND COUNCILMEMBER PETSO ABSTAINING.
13. DISCUSSION REGARDING CODE OF ETHICS
Mayor Earling advised this item will be rescheduled to a January meeting.
14. MAYOR'S COMMENTS
Mayor Earling announced all the Giving Tree requests at City Hall and Frances Anderson Center have
been picked up. He announced Kernen Lien was selected as Employee of the Year. He wished the
Community and the Council Happy Holidays.
15. COUNCIL COMMENTS
Student Representative Eslami wished everyone Happy Holidays and a Happy New Year.
Councilmember Mesaros reported on his December 4 tour of the Police Department. He thanked Officer
Barker for the visit to the Prism Range and Officer Sutton for the ridealong. He attended the Seashore
Forum on December 5 and was the only non-King County person at the Climate and Clean Energy
Meeting on Mercer Island on December 9. The meeting was very informative and included discussion
regarding climate issues that will be before the legislature this session. On December 11 he attended the
SnoCom Board meeting; the New World system will be launched soon.
Councilmember Mesaros announced his reappointment of John Rubenkonig to the Economic
Development Commission (EDC).
Councilmember Peterson wished everyone a Happy Holiday and looked forward to the New Year.
Councilmember Bloom announced her reappointment of Douglas Swartz to the EDC and her appointment
of Jenny Antilla to the EDC.
Attachment 10
Public Safety & Personnel Committee
April 9, 2013
Page 2 of 4
Chief Compaan talked about the limitations about citing and with court appearances. He
prefers voluntary compliance and an education program. This seems to be difficult to
enforce with compliance.
Councilmember Bloom asked PR Director Hite for clarification about the recreational
immunity law. PR Director Hite clarified the issue with requiring helmets at the
skateboard park, and/or in parks, and if the city can't enforce it, it could impact our ability
to satisfy the recreational immunity law if someone gets injured.
Councilmember Peterson asked if Cascade Bicycle Club and Edmonds Bicycle Club
supports this. He stated that he could support this, but really would emphasize public
education.
Fire Marshal Westfall commented regarding the public education aspects of sports and
bicycle usage. Fire District #1 has conducted Edmonds community bike rodeos at fire
station open houses in the past. All fire stations have available, during daytime hours,
bicycle and multi-sport helmets that can be fitted to children. The helmets are offered
with a suggested donation that can be mailed to our headquarters later. The helmet
fitting is also a great opportunity to discuss safety items with the kids and their parents.
Additionally, FD#1 is a member of the Safe Kids Coalition of Snohomish County, part of
a worldwide kids' safety network. McDonalds Corporation provided "citations" for
uniformed fire and police to encourage safe riding when kids are found wearing helmets.
These citations are valid for exchange of a happy meal at local McDonalds.
Councilmember Bloom would also agree to a bicycle helmet ordinance.
Next steps: Committee requests the City Attorney to work on an ordinance and research.
Chief Compaan stated he will contact the City attorney and work with him on this.
D. Resolution regarding Robert’s Rules.
A presentation to Council on Robert's Rules of Order is on the extended agenda for the
April 16 council meeting. Council President Petso will be asked to put the draft resolution
adopting Roberts Rules of Order on the agenda for discussion and vote at a council
meeting following this (April 23 or later).
E. Code of Ethics
The Bainbridge Island Code of Ethics will be used as the framework for our policy.
Councilmember Peterson will email passages from other code of ethics that he thinks
should be considered for inclusion. The City Attorney will be asked to draft a policy for
Council review. Council will also discuss forming an Ethics Board.
F. Public Comments
Citizen Don Hall stated that when a complaint was filed by an attorney, it was revealed
that there is no code of ethics for officials of the City of Edmonds. He was supportive of
moving forward with putting a code of ethics in place, noting that it has been in the works
for over a year. He is also of the opinion that once we have a code of ethics, we should
Public Safety & Personnel Committee
April 9, 2013
Page 3 of 4
go ahead with forming an Ethics Board as well, because it means nothing if there is no
means of enforcement.
Citizen Ken Reidy commented that the helmet law for the skateboard park of the city of
Milton was repealed in response to legal advice. He questioned whether or not renewal
of the Development Services Director position can go on the consent agenda due to
necessity of Council approval of the appointment.
Following is the text of the remainder of Mr. Reidy’s three minute comments: “I am here
to express my strong support for the adoption of a comprehensive Code of Ethics and
eventually an Ethics Board. In my opinion, the City Councils’ greatest priorities should
be the prompt completion of the Code Rewrite, the adoption of a Code of Ethics and the
establishment of an Ethics Board.
During his recent State of the City Address, Mayor Earling lamented that in Edmonds,
we simply do not trust each other. The City’s need to rebuild trust is critical and it
requires strong action. The City can’t just simply ask for more trust – the City needs to
take bold action to earn more trust. Prioritizing the Code rewrite and Ethics must be at
the foundation of the City’s efforts to regain trust.
Citizens should not receive emails like I have in the past stating that “By the way, Snyder
mentioned they think you have been hit hard in the market and may choose not to
proceed for financial reasons.” Why would the City even consider my financial situation
in any City decision making process, including whether or not to employ the tool of
government known as Code Enforcement?
A strong commitment to Ethics is absolutely critical at the City. When Ethics don’t
govern conduct, innocent citizens can be greatly harmed.
In March of 2009, during an alley vacation, the City retained an easement on my
property for the sole benefit of a private developer. For years, I have searched online all
over the country to try and find a similar easement. I have never found one like the one
retained on my property.
The City Council retained the Easement in March of 2009 after Snyder told them the City
was trying to balance my interests with the developer’s interests. The City Council was
told right before their vote that one goal of the City was to save my shed. The City
Council was not advised as to the related State (RCW 35.79.030) and City laws.
The City didn’t try to balance my interests or save my shed. They immediately Code
Enforced against my shed. I was able to get the City to admit that the developer's
planned retaining wall ended well before my shed, but the City wouldn’t drop its Code
Enforcement. Every time I convinced the City their Code Enforcement efforts were
improper, they simply replaced it with a new, refined Code Enforcement order. Look at
the multiple Code Enforcements I was subject to (Show multiple orders) related to the
same shed.
On July 17, 2009, a "Framework for Resolution" was discussed between Snyder and the
local developer's attorney in which the developer offered to drop the legal action if
Reidys' shed and trees were removed by the Deadline Date of August 6, 2009. I had no
knowledge at that time of these private "Framework for Resolution" discussions.
Public Safety & Personnel Committee
April 9, 2013
Page 4 of 4
There were no Executive Sessions during the time period but the City actually took steps
to get my shed and trees removed by the Deadline Date of August 6, 2009!!
I am a great example of why an Ethics Board is needed. Please adopt a comprehensive
Code of Ethics and an Ethics Board.”
The meeting was adjourned at 7:05 PM.
Edmonds City Council Approved Minutes
January 13, 2015
Page 16
voting block; she voted for the candidate she felt was best and she made a very reasoned choice. She
preferred Councilmember Mesaros’ suggestion but starting with a large number of applicants.
Councilmember Petso said the process Councilmember Mesaros described is exactly what she is trying to
avoid as it reminded her of the City Attorney process where a compromise choice was eliminated with
only two candidates. She encouraged the Council not to do that, finding it very manipulative.
Councilmember Bloom suggested the Council may want to go into executive session more frequently to
discuss the candidates if there are deadlocks.
Council President Fraley-Monillas summarized:
•Consensus reached to make a decision on February 3 regarding whether all candidates will be
interviewed
•Consensus reached regarding the 40 minute interview length and informing applicants about the
length of time
•No consensus reached regarding the voting process (discuss at future Council meeting)
13. DISCUSSION REGARDING CODE OF ETHICS
Councilmember Bloom said the code of ethics proposed by Council President Fraley-Monillas and
Councilmember Peterson was essentially the major bullet points in Shoreline’s Code of Ethics but not the
sub-points. Her research found a lot of confusion between what ethics are and what conduct is. Ethics is a
field of study and many professions are required to take code of ethics classes to maintain their licenses.
Not including the sub-points expects the public to know what is meant by the bullet points. Shoreline’s
policy is succinct and gives examples under each bullet. She did not want to eliminate the specific
examples, finding that watered the code down to where it was not understandable. A citizen reading the
code needs those details to determine whether someone has committed a breach of ethics.
Councilmember Bloom referred to Shoreline’s policy, specifically seek no favor; believe that personal
benefit or profit secured by confidential information or by misuse of public time is dishonest. She asked
Mr. Taraday to explain the last bullet point regarding reference checking: reference checking and
responding to agency requests are a normal function of municipal business and is not prohibited if it does
not adversely affect the operation of the City. Mr. Taraday suggested asking Shoreline. Councilmember
Bloom summarized that was the only thing in Shoreline’s policy that may need to be removed.
Council President Fraley-Monillas read from the proposed code of ethics, The purpose of the Edmonds
Code of Ethics is to strengthen the quality of government through ethical principles which shall govern
the conducted of elected and appointed officials and employees. She pointed out appointed officials and
employees are covered under the code of ethics that exists for staff including department directors. The
proposed code of ethics addresses only Councilmembers.
Councilmember Bloom said all other codes of ethics include elected and appointed officials which would
include all the directors who are nominated by the Mayor and approved by Council. Council President
Fraley-Monillas reiterated there is a separate code of ethics for staff. Councilmember Bloom asked to see
staff’s code of ethics. Mr. Taraday explained all employees are subject to the personnel policies which
include obligations that could be considered ethical obligations. To the extent Council feels there is a gap
in the obligations already placed on employees in the personnel policies, he recommended fixing that gap
by supplementing the personnel policies so that anything that applies to an employee is contained in the
personnel policies. He cautioned against having 2-3 different documents that outline staff’s obligations.
Attachment 12
Edmonds City Council Approved Minutes
January 13, 2015
Page 17
Councilmember Bloom said she was not talking about all the employees; she was talking about appointed
officials or officers, the directors who make decisions related to the code. Every ethical policy she has
reviewed includes the officers. Mr. Taraday commented it is difficult to discuss in the abstract without
knowing exactly what ethical obligation she was interested in imposing on a particular officer; it may
already be in the personnel policies. Councilmember Bloom said what she has seen does not include what
is in the code of ethics. She asked that the ethics policy in the personnel policy to be presented to the
Council. Council President Fraley-Monillas referred to Attachment 3, Employee Responsibilities and
Code of Ethics. She read from Attachment 3,
• All persons, representing the City of Edmonds, shall conduct business in a professional manner,
respecting all citizens’ rights, and showing courtesy to all.
• Their actions shall be conducted within compliance of the laws and regulations governing the
City’s actions, including but not limited to RCW Title 42.
• City representatives are expected to conduct business in an open manner
• They shall not engage in any conduct which would reflect unfavorably upon City government or
any of the services it provides.
• They must avoid any action which might result in or create the impression of using their position
for private gain, giving preferential treatment or privileged information to any person, or losing
impartiality in conducting the City’s business
Council President Fraley-Monillas said Attachment 3 also includes a section on outside employment and
conflicts of interest and how to report improper government action. She was uncertain what else needed
to be addressed in a code of ethics. The department directors are City staff and should adhere to the
employee responsibilities and code of ethics in the personnel policies, not the proposed code of ethics.
Councilmember Petso shared her concern with the code of ethics concept: there are questions regarding
who it applies to, whether it only applies to Councilmembers, where it applies to appointed officers which
she was told also includes members of boards and commissions. She referred to one of the vouchers the
Council approved where the payee is a member of a board or commission and the service purchased from
that person was related to the commission on which that person serves. She questioned whether that was
somewhere the City wanted to go and what was the motivation. She discovered for each ethical conflict
there are a variety of responses including, 1) do nothing and approve the voucher, or 2) investigate. She
summarized possibly complying with the law is good enough.
Councilmember Buckshnis recalled two instances of commissioners acting inappropriately in the last two
years. She preferred the code of ethics not apply to staff as there are already personnel policies in place.
She suggested starting small and expanding as necessary. Some people believe a code of ethics is very
important; she believed in treating others like you want to be treated, be professional, be an adult, make
decisions and move forward. She suggested minor changes could be made to the proposed code of ethics.
Council President Fraley-Monillas commented ethics mean different things to different people which is
why the code was shortened and bulleted. She and Councilmember Peterson began with Shoreline’s
language but eliminated portions because it can be so subjective.
Councilmember Mesaros suggested the Council consider the code of ethics presented by Council
President Fraley-Monillas, correcting the opening paragraph to remove employees. He felt the code of
ethics should apply to boards and commissions and elected officials. He liked the brevity, simplicity and
clarity of the proposed code.
Mayor Earling advised the directors are employees of the City and he would reject any other
interpretation. If the Council included boards and commissions, he suggested the Council consider how
they would present it to each board and commission to ensure they understood their responsibilities.
Edmonds City Council Approved Minutes
January 13, 2015
Page 18
If this comes back to the Council again, Councilmember Johnson requested including the code of conduct
that was adopted at the end of 2013.
For Councilmember Petso, Council President Fraley-Monillas advised the proposed code of ethics is
contained in Attachment 10.
Councilmember Bloom did not agree with including the code of conduct, relaying it is different than a
code of ethic and the City needs to have both. A code of ethics addresses conflict of interest; a code of
conduct addresses contact and how people treat each other. She disagreed with watering down the code of
ethics as people do not understand what ethics are. The bullet points in Shoreline’s code offer clarity and
help people understand. She recommended having an ethic officer which could be a contract position.
Councilmember Buckshnis was strongly opposed to an ethics commission because she feared it would
turn into a political issue. She suggested starting small and expanding as necessary. She did not support
including staff as they are already covered by the personnel policies.
Council President Fraley-Monillas suggested moving this to another study session. She agreed the code of
conduct was far different than a code of ethics.
14. CONTINUED DISCUSSIONS ON THE STUDY SESSIONS
Due to the late hour, this item was postponed to a future meeting.
15. MAYOR'S COMMENTS
Mayor Earling reminded of the Snohomish County Cities meeting this Thursday. The meeting will
include Congresswoman DelBene and election of AWC and other positions.
To Councilmember Buckshnis, Mayor Earling said Go Seahawks.
16. COUNCIL COMMENTS
Councilmember Buckshnis said Go Pack Go. She will be not be in town for Sunday’s game but will be
watching game with her husband. She thanked everyone who called her; she received numerous
compliments about the last year and about various Councilmembers. She looked forward to this being a
wonderful year.
Councilmember Johnson also said Go Hawks.
Councilmember Petso said Go Hawks. She relayed the Historic Preservation Commission is reviewing a
certificate of appropriateness for work to the exterior and grounds of the museum property. She will make
information available at the Council office.
Councilmember Bloom concurred it will be good year.
Councilmember Mesaros said he will be in Phoenix on February 1 and offered to be the City’s official
representative at the Super Bowl.
Council President Fraley-Monillas said Seahawks.
CODE OF ETHICS
The purpose of the Edmonds Code of Ethics is to strengthen the quality
of government through ethical principles which shall govern the conduct
of elected officials and appointed citizen volunteers serving in an official
capacity (i.e. Boards and Commissions).
.
We shall:
• Be dedicated to the concepts of effective and democratic government.
• Affirm the dignity and worth of the services rendered by government and
maintain a sense of social responsibility.
• Be dedicated to the highest ideals of honor and integrity in all public and
personal relationships.
• Recognize that the chief function of local government at all times is to serve
the best interest of all the people.
• Keep the community informed on municipal affairs encourage
communications between the citizens and all municipal officers.
Emphasize friendly and courteous service to public and each other; seek to
improve the quality of public service, and confidence of citizens.
• Seek no favor; do not personally benefit or profit by confidential
information or by misuse of public resources.
• Conduct business of the city in a manner which is not only fair in fact, but
also in appearance.
• Follow Washington statutes, city ordinances or regulations in the course of
performing duties.
Attachment 13
C:\Users\SPELLMAN\Documents\WORDATA\2015 UPCOMING AGENDA MEMOS\1-13-15 Code of Ethics - AFM-Peterson\Code of Ethics UPDATED 2-25-15.docx
AM-7623 11.
City Council Meeting
Meeting Date:04/14/2015
Time:30 Minutes
Submitted By:Carrie Hite
Department:Parks and Recreation
Type: Action
Information
Subject Title
Diversity Task Force Recommendation
Recommendation
Council receive the Diversity Task Force recommendation establishing ECC 10.65, forming the Edmonds
Diversity Commission. Council forward to the consent agenda for adoption.
Council consider the recommendation for staff support and a small budget for the commission and
forward for approval on the consent agenda.
Previous Council Action
On August 2, 2011, Council discussed the formation of a Diversity Commission and adoption of a
resolution of intent to form a Diversity Commission. The Council forwarded this to the Community
Services/Development Services Council committee for further discussion.
On September 13, 2011, the CS/DS committee discussed this, but did not form a recommendation.
On December 2, 2014, the Council again discussed the formation of a Diversity Commission. The
Council charged Councilmembers Buckshnis, Petso, and Peterson with inviting interested citizens to form
a task force for the purpose of bringing forth a recommendation to Council on the formation of a
Diversity Commission.
On February 24th, Council discussed this recommendation in a study session and requested a few changes
to the ECC 10.65.
Narrative
Over the past several years, City Council has had various discussions about the formation of a Diversity
Commission for Edmonds. In December, Council charged three Councilmembers to work with staff to
form a task force with the intent on bringing a recommendation back to the City Council.
The Councilmembers met with staff Carrie Hite and discussed the compilation of the task force. There
were several citizens that had already reached out and expressed interest. There were also a few members
in the community that came up in conversations, and some targeted recruitment ensued. The
Councilmembers agreed on the following list of members: Mario Brown, Tung Bui, Venue Deming,
Emily Hill, Jeanne Park, Gayle Ketzel, and Diane Talmadge.
The Task Force met on January 9th and 30th. Attached are the agenda’s and minutes for each of these
meetings. These meetings were also noticed on the City’s website.
Mario Brown, Venus Gomez Deming, and Gayle Ketzel presented the final recommendation to the City
Council. The Task Force is recommended the formation of a Diversity Commission.
After thorough discussion, the Council recommended some changes.
Here is a summary of the changes to the ECC that was originally presented by the Task Force:
1. Clarify in section 10.65.030 that the City is responsible for giving notice of such meetings to be in
compliance with the OPMA.
2. Limit the commission to only those who reside in Edmonds.
3. Add the potential for a Council liaison to the commission.
4. Add a student representative.
5. Request that the commission present an annual report to the City Council.
Attached is a redline version of the originally proposed ECC 10.65. Also attached is the final Ordinance
and new ECC 10.65 for Council’s consideration.
In addition to the Task Force recommendation, staff Hite met with Councilmembers Buckshnis and Petso
to discuss staff support and budget for this commission. In order for this commission to be successful, it is
recommended that the Council consider providing a budget of $10,000 to hire a contract staff to support
the commission, and provide a small budget for any kind of events and/or celebrations the Commission
would like to implement.
Attachments
Diversity Commission Ordinance
Attachment A ECC 10.65
ECC 10.65 redline
January 9 agenda and minutes
January 30 agenda and minutes
Form Review
Inbox Reviewed By Date
City Clerk Linda Hynd 04/08/2015 09:01 AM
Mayor Dave Earling 04/08/2015 09:57 AM
Finalize for Agenda Linda Hynd 04/08/2015 11:17 AM
Form Started By: Carrie Hite Started On: 04/07/2015 05:52 PM
Final Approval Date: 04/08/2015
ORDINANCE NO.XXX
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING
EDMONDS CITY CODE, TITLE 10, TO ADD A NEW CHAPTER 10.65 CREATING A
DIVERSITY COMMISSION
___________________________________________________________________
WHEREAS, the City of Edmonds is committed to ensuring the rights of all citizens; and
WHEREAS, the City of Edmonds honors the Civil Rights Act of 1964 confirming the values of
freedom and justice in our City; and
WHEREAS, the City of Edmonds recognizes other legal protections have since been granted to
certain groups who have been subjected to discrimination; and
WHEREAS, these legal protections must continue to recognize and ultimately prevent the
discrimination that still exists; and
WHEREAS, the City of Edmonds adopted Resolution 1202 on July 7, 2009, supporting the
creation of the Human Rights Commission in Snohomish County; and
WHEREAS, the local community can better identify resources that may be missed or not utilized
by the State or County to address local concerns and issues; and
WHEREAS, on December 2, 2014, the Edmonds City Council gave direction to three
Councilmembers to work with a Diversity Task Force to bring forth recommendations to the full Council
about forming a Diversity Commission;
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. The Edmonds City Code, Title 10, is hereby amended by the adoption of a new
chapter 10.65 Edmonds Diversity Commission to read as set forth in Exhibit A, which is attached hereto
and incorporated herein by this reference as if set forth in full.
Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance
should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining
portions of this ordinance.
Section 3. Effective Date. Effective Date. This ordinance is subject to referendum and shall take
effect thirty (30) days after final passage of this ordinance.
APPROVED:
MAYOR DAVE EARLING
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
BY:
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
SUMMARY OF ORDINANCE NO. __________
of the City of Edmonds, Washington
On the ____ day of ___________, 2015, the City Council of the City of Edmonds, passed Ordinance No.
_____________. A summary of the content of said ordinance, consisting of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING EDMONDS CITY CODE, TITLE 10,
TO ADD A NEW CHAPTER 10.65 CREATING A DIVERSITY COMMISSION
The full text of this Ordinance will be mailed upon request.
DATED this _____ day of ________________, 2015.
CITY CLERK, SCOTT PASSEY
4840-7251-8158, v. 1
Attachment A
Chapter 10.65
Edmonds Diversity Commission
Sections:
10.65.010: Establishment and purpose of the Commission
10.65.020: Appointment, membership and terms of appointment
10.65.030: Officers of Commission – Meetings-Quorum
10.65.040: Powers and Duties
10.65.010: Establishment and purpose of the Commission
A. There is hereby created an Edmonds Diversity Commission consisting of 9 members.
B. The mission of the Edmonds Diversity Commission is to promote and embrace diversity through
action, education, and guidance. The Commission seeks to foster an understanding that
includes, accepts, respects and appreciates each individual member of our community.
10.65.020: Appointment, membership and terms of appointment
A. The Edmonds Diversity Commission will seek to attract members that are interested in
diversity issues, can respect different viewpoints, are action oriented, and have personal
experience that will provide empathy and community understanding regarding issues of
diversity and will contribute to a diverse commission. The Mayor, City Council and Commission
will consider the EEOC goals in selecting the initial slate of commission members. Members of
the commission must be residents of the city of Edmonds.
B. The first slate of commissioners seated will be selected by the Mayor and City Council. The
Mayor will appoint two members, and each of the seven Council members will appoint one
member to the commission. Subsequent appointments will be made by the seated Commission
and will be subject to Council confirmation.
C. Terms of the commission members will be three years, except as set forth below. There will
be no term limits.
D. In the event that any commissioner resigns or fails to attend three consecutive commission
meetings, that position will be deemed vacant, and a subsequent appointment will be made by
a vote of the seated commission, subject to Council confirmation.
E. In order to ensure the fewest terms will expire in any one year, the initial terms of the
appointed positions will be staggered in the following manner:
Position #1: Expires after one year: Appointed by the Mayor
Position #2: Expires after one year: Appointed by Council seat #1
Attachment A
Position #3: Expires after one year; Appointed by Council seat #2
Position #4: Expires after two years: Appointed by Council seat #3
Position #5: Expires after two years: Appointed by Council seat #4
Position #6: Expires after two years: Appointed by Council seat #5
Position #7: Expires after three years: Appointed by Council seat #6
Position #8: Expires after three years: Appointed by Council seat #7
Position #9: Expires after three years: Appointed by the Mayor
F. Members may be removed by the Mayor with the approval of City Council after a public
hearing before the City Council, for inefficiency, neglect of duty, or malfeasance in office. Any
vacancy on the commission shall be advertised, and the new appointee shall be selected from
the applications received. Any appointment to a position vacated other than by the expiration of
the term of the appointment shall be to fill the unexpired portion of the term.
G. The seated commission will adhere to the code of conduct adopted by City Council and
pertinent to Boards and Commissions. Violations of the code of conduct shall constitute
malfeasance in office.
H. The City Council President may appoint one Councilmember to serve as a nonvoting, ex
officio member of the commission.
I. In accordance with ECC 10.03, the commission may appoint a high school or college student to
participate as a nonvoting member of the commission.
10.65.030: Officers of Commission – Meetings-Quorum
Members of the commission shall meet and organize by electing from the members of the
commission a chair, vice chair, and such other officers as may be determined by the
commission. It shall be the duty of the chair to preside at all meetings. The vice chair shall
perform this duty in the absence of the chair. Five members shall constitute a quorum for the
transaction of business. A majority of the quorum may transact any particular business of the
commission. The commission shall set its own meeting dates and the City shall give notice of
such meeting in compliance with the Open Public Meeting Act of the State of Washington, as it
now exists and as it may be amended from time to time. Professional and general staff will be
provided at the discretion of the Mayor and City Council.
10.65.040: Powers and Duties
A. The commission is empowered to advise and make recommendations to the Mayor and City
Council, and as appropriate to other boards and commissions on such matters as may be specifically
referred to the commission by the Mayor or City Council, including, but not limited to:
Attachment A
1. Serve as a commission for City government and the community by providing information,
education, and communication that facilitates understanding of diversity and to celebrate and
respect individual differences.
2. Recommend to the Mayor and City Council diversity opportunities to promote programs, and
provide guidance to assure an accessible, safe, welcoming and inclusive government and
community.
3. Support, challenge, and guide government and the community to eliminate and prevent all
forms of discrimination.
4. The commission shall deliver an annual report to the City Council in written and oral form on
or about the first meeting in December every year, and when appropriate, during other times as
directed by the Mayor or Council.
Attachment A
Chapter 10.65
Edmonds Diversity Commission
Sections:
10.65.010: Establishment and purpose of the Commission
10.65.020: Appointment, membership and terms of appointment
10.65.030: Officers of Commission – Meetings-Quorum
10.65.040: Powers and Duties
10.65.010: Establishment and purpose of the Commission
A. There is hereby created an Edmonds Diversity Commission consisting of 9 members.
B. The mission of the Edmonds Diversity Commission is to promote and embrace diversity through
action, education, and guidance. The Commission seeks to foster an understanding that
includes, accepts, respects and appreciates each individual member of our community.
10.65.020: Appointment, membership and terms of appointment
A. The Edmonds Diversity Commission will seek to attract members that are interested in
diversity issues, can respect different viewpoints, are action oriented, and have personal
experience that will provide empathy and community understanding regarding issues of
diversity and will contribute to a diverse commission. The Mayor, City Council and Commission
will consider the EEOC goals in selecting the initial slate of commission members. Members of
the commission should live, work, and/or go to school in the city of Edmonds, Esperance area,
and/or the town of Woodway.must be residents of the city of Edmonds.
B. The first slate of commissioners seated will be selected by the Mayor and City Council. The
Mayor will appoint two members, and each of the seven Council members will appoint one
member to the commission. Subsequent appointments will be made by the seated Commission
and will be subject to Council confirmation.
C. Terms of the commission members will be three years, except as set forth below. There will
be no term limits.
D. In the event that any commissioner resigns or fails to attend three consecutive commission
meetings, that position will be deemed vacant, and a subsequent appointment will be made by
a vote of the seated commission, subject to Council confirmation.
E. In order to ensure the fewest terms will expire in any one year, the initial terms of the
appointed positions will be staggered in the following manner:
Position #1: Expires after one year: Appointed by the Mayor
Attachment A
Position #2: Expires after one year: Appointed by Council seat #1
Position #3: Expires after one year; Appointed by Council seat #2
Position #4: Expires after two years: Appointed by Council seat #3
Position #5: Expires after two years: Appointed by Council seat #4
Position #6: Expires after two years: Appointed by Council seat #5
Position #7: Expires after three years: Appointed by Council seat #6
Position #8: Expires after three years: Appointed by Council seat #7
Position #9: Expires after three years: Appointed by the Mayor
F. Members may be removed by the Mayor with the approval of City Council after a public
hearing before the City Council, for inefficiency, neglect of duty, or malfeasance in office. Any
vacancy on the commission shall be advertised, and the new appointee shall be selected from
the applications received. Any appointment to a position vacated other than by the expiration of
the term of the appointment shall be to fill the unexpired portion of the term.
G. The seated commission will adhere to the code of conduct adopted by City Council and
pertinent to Boards and Commissions. Violations of the code of conduct shall constitute
malfeasance in office.
H. The City Council President may appoint one Councilmember to serve as a nonvoting, ex
officio member of the commission.
I. In accordance with ECC 10.03, the commission may appoint a high school or college student to
participate as a nonvoting member of the commission.
10.65.030: Officers of Commission – Meetings-Quorum
Members of the commission shall meet and organize by electing from the members of the
commission a chair, vice chair, and such other officers as may be determined by the
commission. It shall be the duty of the chair to preside at all meetings. The vice chair shall
perform this duty in the absence of the chair. Five members shall constitute a quorum for the
transaction of business. A majority of the quorum may transact any particular business of the
commission. The commission shall set its own meeting dates and the City shall give notice of
such meeting in compliance with the Open Public Meeting Act of the State of Washington, as it
now exists and as it may be amended from time to time. Professional and general staff will be
provided at the discretion of the Mayor and City Council.
10.65.040: Powers and Duties
A. The commission is empowered to advise and make recommendations to the mayor Mayor and
Ccity councilCouncil, and as appropriate to other boards and commissions on such matters as may
Attachment A
be specifically referred to the commission by the Mmayor or Ccity Ccouncil, including, but not
limited to:
1. Serve as a commission for City government and the community by providing information,
education, and communication that facilitates understanding of diversity and to celebrate and
respect individual differences.
2. Recommend to the Mayor and City Council diversity opportunities to promote programs, and
provide guidance to assure an accessible, safe, welcoming and inclusive government and
community.
3. Support, challenge, and guide government and the community to eliminate and prevent all
forms of discrimination.
4. The commission shall deliver an annual report to the ciCity Ccouncil in written and oral form
on or about the first meeting in December every year, and when appropriate, during other times
as directed by the Mmayor or Ccouncil.
City of Edmonds
Diversity Task Force
Agenda
January 9, 2014
Edmonds City Hall, 3rd Floor
3:00-5:00 pm
Members of the Diversity Task Force
Mario Brown
Tung Bui
Venus Deming
Emily Hill
Jeanne Park
Gayle Ketzel
Diane Talmadge
Councilmember Diane Buckshnis
Councilmember Lora Petso
21st District Representative: Strom Peterson
Edmonds Staff facilitator: Carrie Hite
1. Introductions
2. Councilmembers hopes/expectations of the Task Force
3. Goals of the Task Force
• Assist in the formation of a Diversity Commission
• Define diversity
• Draft a mission statement, purpose for the Commission, ordinance to form a
Commission
• Make recommendations for recruitment and selection of a Commission
4. Other considerations
5. Timeline/Next steps
City of Edmonds
Diversity Task Force
January 9, 2015
Minutes
In attendance: Mario Brown, Tung Bui, Emily Hill, Jeanne Park, Gayle Ketzel, Diane Talmadge,
Councilmember Petso, Carrie Hite
1. Introductions were made, and members discussed why they were interested in being on the
task force and helping with a recommendation for Council.
2. Councilmember Buckshnis, although not able to attend, reflected in a statement that she
thought everyone has a right to feel safe and comfortable in the City of Edmonds and that no
one has a right to put anyone in a box according to their world. Councilmember Petso reflected
her interest for a Diversity commission similarly.
3. The task force discussed the nuts and bolts of the commission first. The Task force agreed on
the Commission being made up of up to 9 members. They also discussed the selection of
candidates, and reflected that the first commission should be seated by the Council and Mayor,
with staggered terms. They then discussed their interest in having this Commission be self -
selecting after the first commission is formed. The task force discussed the merits of having
diverse members of the commission select future members, and that it may contribute to a
more diverse commission. The task force also wanted candidates that would have interest,
personal experience, and would be diverse themselves to be potential candidates for the
commission. They thought 3 year terms, and no term limits would be appropriate. They also
discussed including those who live, work, or go to school in Edmonds, Woodway, or Esperance
as viable candidates.
4. There was some discussion about the definition of diversity, and one member reflected on the
EEOC definition, and that we should be all inclusive. Several members agreed. One member
offered the resolution from Washington State Human Rights Commission Honoring the 50th
Anniversary of the Civil Rights Act of 1964. Others discussed the definitions and missions from
Tukwila, Lynnwood.
5. As far as the mission, there was some discussion of including education, fostering acceptance,
creating a place where people can go, being proactive, hosting events, cherishing and embracing
through action, promoting awareness. The task force discussed this at length, and staff Hite
recommended that they come up with key words, and she would draft something to work with
for the next meeting.
6. Next steps: Hite requested that members respond to her email next week, asking for 2-3 key
words and 1-2 statements that each member thought would be important to be included in a
mission statement for the Commission. In addition, Hite would use the task force’s agreements
on the composition of a commission, and draft a new ECC that the group could review at the
next meeting.
Meeting adjourned at 5:00 pm.
City of Edmonds
Diversity Task Force
Agenda
January 30, 2015
Edmonds City Hall, 3rd Floor
3:00-5:00 pm
Members of the Diversity Task Force
Mario Brown
Tung Bui
Venus Deming
Emily Hill
Jeanne Park
Gayle Ketzel
Diane Talmadge
Councilmember Diane Buckshnis
Councilmember Lora Petso
21st District Representative: Strom Peterson
Edmonds Staff facilitator: Carrie Hite
1. Introductions
2. Brief recap from last meeting
3. Review, discuss and approve for recommendation to City Council:
a. Mission statement and purpose for a Diversity Commission.
b. Edmonds City Code and Ordinance forming a Diversity Commission.
c. Recommendations for recruitment and selection of a Commission.
4. Other considerations
5. Next steps
City of Edmonds
Diversity Task Force
January 30, 2015
Minutes
Members present included: Councilmembers Buckshnis and Petso, Tung Bui, Venus Deming, Emily Hill,
Diane Talmadge, Mario Brown, staff Carrie Hite.
1. Prior to the meeting, and based on the input from the task force, Carrie Hite emailed out a draft
Mission and objectives for a commission, draft ECC 10.65, and a draft ordinance. They are
attached.
2. The meeting started out with introductions again, and a brief recap of the previous meeting.
3. The task force reviewed the draft material and spent time editing. The final mission and
objectives that are recommended by the task force are the following:
Mission:
The mission of the Edmonds Diversity Commission is to promote and embrace diversity through
action, education, and guidance. The Commission seeks to foster an understanding that
includes, accepts, respects and appreciates each individual member of our community.
Objectives:
• Serve as a commission for City government and the community by providing
information, education, and communication that facilitates understanding of diversity
and to celebrate and respect individual differences.
• Recommend to the Mayor and City Council diversity opportunities to promote
programs, and provide guidance to assure an accessible, safe, welcoming and inclusive
government and community.
• Support, challenge, and guide government and the community to eliminate and prevent
all forms of discrimination.
4. The task force then spent time editing the draft ordinance.
5. The task force also discussed the recruitment and selection of the Commission. The task force
offered their assistance in recruiting members for the first commission.
6. Staff Hite offered to clean up and edit all documents and send them out for final review.
7. Next Steps: City Council meeting on either February 10 or 24th. Mario Brown offered to present
the recommendation for the Task Force.
DRAFT
ORDINANCE NO.XXX
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING THE
EDMONDS CITY CODE, TITLE 10, TO ADD A NEW CHAPTER 10.65 CREATING A
DIVERSITY COMMISSION
___________________________________________________________________
WHEREAS, the City of Edmonds has an interest in ensuring the rights of all citizens; and
WHEREAS, the City of Edmonds adopted Resolution 1202 supporting the creation of the Human
Rights Commission in Snohomish County; and
WHEREAS, the City honors the Civil Rights Act of 1964 confirming the values of freedom and
justice in our City; and
WHEREAS, the City recognizes other legal protections have since been granted to other groups
who have been subjected to discrimination; and
WHEREAS, these legal protections must continue to recognize and ultimately prevent the
discrimination that still exists;
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. The Edmonds City Code, Title 10, is hereby amended by the adoption of a new
chapter 10.65 Edmonds Diversity Commission to read as follows:
( INSERT NEW CODE LANGUAGE HERE)
DRAFT
Mission
The purpose of the Edmonds Diversity Commission is to promote and embrace through action,
education and guidance, an understanding that accepts, celebrates, and appreciates diversity within the
community.
Vision:
1. To serve as a resource for City government and the community by providing information, education,
and communication that facilitates a better understanding and celebrates our differences.
2. To provide recommendations to the Mayor and City Council that would identify opportunities to
address diversity issues, promote diversity programs, and/or provide guidance to create a more
accessible, safe, welcoming and inclusive government and community.
3. The City of Edmonds will support and challenge all areas of government and the community to
eliminate and prevent all forms of discrimination. This includes those protected by federal law,
including discrimination based on age, gender, race, national origin, religion, disability, color, marital
status, political affiliation, and sexual orientation/gender identity.
Chapter 10.65
Edmonds Diversity Commission
--DRAFT—
Sections:
10.65.010: Establishment and purpose of the Commission
10.65.020: Appointment, membership and terms of appointment
10.65.030: Officers of Commission – Meetings-Quorum
10.65.040: Powers and Duties
10.65.010: Establishment and purpose of the Commission
A. There is hereby created an Edmonds Diversity Commission consisting of up to 9 members.
B. The purpose of the Edmonds Diversity Commission is to promote and embrace through action,
education and guidance, an understanding that accepts, celebrates, and appreciates diversity
within the community.
10.65.020: Appointment, membership and terms of appointment
A. The Edmonds Diversity Commission will seek to attract candidates that are interested in
diversity issues, can respect different views, are action oriented, and have some personal
experience that will contribute to a diverse commission. The Mayor, City Council and
Commission will consider the EEOC goals in selecting members. Members of the commission
should live, work, and/or go to school in the city of Edmonds, Esperance area, and/or the town
of Woodway.
B. The first commission seated will be selected by the Mayor and City Council. The Mayor will
appoint two members, and each of seven Council members will appoint one member to the
commission. Subsequent appointments will be selected by the seated Commission and will be
subject to Council confirmation.
C. Terms of the commission will be three years. There will be no term limits.
D. In the event that any commissioner resigns or fails to attend three consecutive commission
meetings, that position will be deemed vacant, and will be replaced by a vote of the seated
commission.
E. In order to ensure the fewest terms will expire in any one year, the initial terms of the
appointed positions will be staggered in the following manner:
Position 1: Expires after one year: Appointed by the Mayor
Position 2: Expires after one year: Appointed by Council seat #1
Positon 3: Expires after after one year; Appointed by Council seat #2
Position #4: expires after two years: Appointed by Council seat #3
Position #5: expires after two years: Appointed by Council seat #4
Position #6: expires after two years: Appointed by Council seat #5
Position #7: expires after three years: Appointed by Council seat #6
Position #8: expires after three years: Appointed by Council seat #7
Position #9: expires after three years: Appointed by the Mayor
F. Members may be removed by the Mayor with the approval of City Council after a public hearing
before the City Council, for inefficiency, neglect of duty, or malfeasance in office. In the event that any
commissioner resigns or fails to attend three consecutive commission meetings, that position will be
deemed vacant, and will be replaced by a vote of the seated commission. Any vacancy on the
commission will be advertised, and the new appointee will be selected form the applications received.
Any appointment to a position vacated other than by the expiration of the term of the appointment
shall be to fill the unexpired portion of the term.
G. The seated commission will adhere to the code of conduct adopted by City Council and pertinent to
Boards and Commissions.
10.65.030: Officers of Commission – Meetings-Quorum
Members of the commission shall meet and organize by electing from the members of the commission a
chair, vice chair, and such other officers as may be determined by the commission. It shall be the duty
of the chair to preside at all meetings. The vice chair shall perform this duty in the absence of the chair.
A majority of the filled positions on the commission shall constitute a quorum for the transaction of
business. A majority of the quorum may transact any particular business of the commission. The
commission shall set its own meeting dates and shall give notice of such meeting in compliance with the
Open Public Meeting Act of the State of Washington, as it now exists and as it may be amended from
time to time. Professional and general staff will be provided at the discretion of the Mayor and City
Council.
10.65.040: Powers and Duties
A. The commission is empowered to advise and make recommendations to the mayor and city council,
and as appropriate to other boards and commissions on such matters as may be specifically referred to
the commission by the mayor or city council, including, but not limited to:
4. To serve as a resource for City government and the community by providing information, education,
and communication that facilitates a better understanding and celebrates our differences.
5. To provide recommendations to the Mayor and City Council that would identify opportunities to
address diversity issues, promote diversity programs, and/or provide guidance to create a more
accessible, safe, welcoming and inclusive government and community.
6. Assist the City of Edmonds to support and challenge all areas of government and the community to
eliminate and prevent all forms of discrimination. This includes those protected by federal law,
including discrimination based on age, gender, race, national origin, religion, disability, color, marital
status, political affiliation, and sexual orientation/gender identity.
AM-7624 12.
City Council Meeting
Meeting Date:04/14/2015
Time:15 Minutes
Submitted For:Phil Williams Submitted By:Scott James
Department:Finance
Review Committee: Committee Action:
Type: Action
Information
Subject Title
Amending the City Code regarding delinquency charges, threshold account balances, and turn-on and
turn-off charges.
Recommendation
Previous Council Action
Narrative
The attached Ordinance proposes:
1a) Amend the City's utility billing delinquency charge of 10% of the outstanding balance to a flat fee of
$25.00, and
1b) Amend the threshold for account balances to be considered delinquent from $21.00 to $40.00, in
other words accounts with overdue balances under $40.00 will not be considered delinquent and will not
be charged the delinquent charge, and
2) Amend the City's Turn-on and Turn-off charges for non-regular working hours from $75.00 to $125.00.
Background:
Delinquency Charges
Current City Code Section 7.10.025 for delinquency charges states: "A charge equal to 10 percent of the
outstanding balance of the delinquent utility bill shall be added as a fee..."
The basis for amending the delinquent charge is to standardize the charge for all accounts and bring the
City's delinquent charges in line with how other utilities are assessing this charge.
Turn on and Turn off Charges
Current City Code Section 7.10.070 for turn on and turn off charges states"....If the water is turned in or
off at any time other than during regular working hours, the charge shall be $75.00.
The basis for amending this charge is to recover the costs incurred by staff working after normal business
hours. Please see attached cost analysis.
Attachments
Ordinance to Amend Utility Delinqunet Charge
Cost Analysis
Form Review
Inbox Reviewed By Date
Finance Scott James 04/09/2015 11:42 AM
City Clerk Linda Hynd 04/09/2015 11:53 AM
Mayor Dave Earling 04/09/2015 12:24 PM
Finalize for Agenda Linda Hynd 04/09/2015 02:29 PM
Form Started By: Scott James Started On: 04/08/2015 02:22 PM
Final Approval Date: 04/09/2015
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING EDMONDS CITY CODE 7.10
REGARDING WATER SERVICE TO CLARIFY THE
CALCULATION OF DELINQUENCY CHARGES, AND TO
AMEND THE TURN ON AND TURN OFF CHARGES;
PROVIDING FOR SEVERABILITY; AND SETTING AN
EFFECTIVE DATE.
WHEREAS, the Edmonds City Code does not clarify the method of calculation of
delinquency charges for utility bills; and,
WHEREAS, the City Council has determined that the delinquency charge should be
imposed using a flat $25 fee; and,
WHEREAS, the City Council has determined to raise the dollar amount at which an
account is considered delinquent; and
WHEREAS, the City Council has determined that turn on and turn off charges for the
water utility shall be raised where a water customer requests a turn on after regular working
hours;
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN
AS FOLLOWS:
Section 1. Section 7.10.025 of the ECC, entitled “Delinquency charge,” is hereby
amended to read as follows (new text is shown in underline; deleted text is shown in strike-
through):
7.10.025 Delinquency charge.
A charge equal to 10 percent of the outstanding balance of the delinquent utility bill
twenty five (25) dollars shall be added as a fee, except in cases of extraordinary hardship as
determined by the administrative services director or his/her designee. The decision of the
administrative services director can be appealed to the finance committee of the Edmonds city
council. The account shall be considered delinquent 35 days after the sending of the regular
billing. Such delinquency notice and billing will be provided 35 days following the mailing of a
regular utility bill. This charge shall be applicable to all delinquent utility billing accounts. In
order to be considered delinquent an account must total $21 40.00 or more of delinquency, and
no delinquency charge shall be levied against any delinquent account under $21 40.00. This
delinquency charge shall be paid prior to the application of any payment against the fee or charge
initially assessed and nothing herein shall be interpreted to limit the city’s collection of its
attorneys’ fees and other reasonable costs and charges in the event it is forced to seek judicial
remedy for collection. Nothing herein shall be interpreted to limit the city’s ability to enforce a
sewerage lien on properties for delinquent and unpaid sewerage utility bills, as authorized by
RCW 35.67.200 through 35.67.290, including terminating water service until charges are paid
and/or pursuing sewerage lien foreclosure.
Section 2. Section 7.10.070 of the ECC, entitled “Turn on and turn off charges,” is
hereby amended to read as follows (new text is shown in underline; deleted text is shown in
strike-through):
7.10.070 Turn on and turn off charges.
The charge for turning off the water at the main shall be $20.00 and the charge for
turning on or off the water other than at the main shall be $20.00 if done during regular working
hours. If the water is turned on or off at any time other than during regular working hours, there
charge shall be an additional charge of $75.00 $125.00.
Section 3. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of
the remaining portions of this ordinance.
Section 4. Effective Date. This ordinance, being administrative in nature, is not
subject to referendum and shall take effect five (5) days after passage and publication of an
approved summary thereof consisting of the title.
APPROVED:
MAYOR DAVE EARLING
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
BY
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
SUMMARY OF ORDINANCE NO. __________
of the City of Edmonds, Washington
On the ____ day of ___________, 2015, the City Council of the City of Edmonds, passed
Ordinance No. _____________. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING EDMONDS CITY CODE
7.10 REGARDING WATER SERVICE TO CLARIFY
THE CALCULATION OF DELINQUENCY CHARGES,
AND TO AMEND THE TURN ON AND TURN OFF
CHARGES; PROVIDING FOR SEVERABILITY; AND
SETTING AN EFFECTIVE DATE.
The full text of this Ordinance will be mailed upon request.
DATED this _____ day of ________________, 2015.
CITY CLERK, SCOTT PASSEY
4
Turn on and Turn off Cost Analysis
Edmonds Costs:
Maintenance Worker II
Grade 1 Step V Hourlyly Rates:$30.34 $31.84
Time & Half $45.51 $47.76
Benefits @ 35%$15.93 $16.72
Total Labor Cost $61.44 $64.48
Minimum Hours 2.00 2.00
Labor Costs $122.88 $128.95
Average Rate for these two costs is:$125.91
Proposed Rate $125.00