Jim Torpin Kate Hansen Fire Chief Board Secretary

Northshore Fire Department King County Fire Protection District No.16

Board Meeting Materials May 15, 2018

Board of Commissioners

David Maehren Don Ellis Rick Verlinda Kae Peterson Carolyn Armanini

Board of Commissioners Regular Meeting Agenda Tuesday, May 15, 2018

5:00PM I. Open Meeting

II. Approval of Agenda

III. Public Comment

IV. Board Discussion and Possible Action Items 4.1 1000 Series Policy Review – Commissioner Armanini

o First review of amendments to Policies 1500 and 1260 after legal review. o Review and possible action to adopt suggested edits from legal counsel of recently amended Polices: 1000,

1110, 1111, 1112, 1113, 1114, 1114-A2, 1200, 1250, 1300, 1400, 1450, 1600, 1630, 1650, 1700. 4.2 2017 Annual Financial Report – Chief Torpin

o Staff presentation of draft 2017 Annual Financial Report prior submittal to the State Auditor. 4.3 Recording of Commissioner Meetings – Commissioner Verlinda

o Board discussion on the possibility of recording meetings. 4.4 Commissioner Reporting of Activities – Commissioner Verlinda

o Board discussion on the proper reporting of Commissioner activities related to District business. 4.5 Meeting Frequency – Commissioner Armanini

o Board discussion on the possibility of reducing the regular meeting frequency from two meetings to one. 4.6 Non-emergency medical transportation - Commissioner Maehren

o Board discussion of alternatives for medical transports. 4.7 Puget Sound Emergency Radio Network (PSERN) Update - Commissioner Maehren

o Report to Board regarding information provided by the King County Fire Commissioners Association on the PSERN project.

V. Board Resolutions 5.1 None

VI. Reports 6.1 Fire Chief’s Report 6.2 Commissioner Reports

VII. Consent Agenda 7.1 Approval of Vouchers 7.2 Approval of Meeting Minutes of May 1, 2017

VIII. Executive Session 8.1 None

IX. Adjournment Next Regular Meeting: June 5, 2017 at 5:00 PM

Northshore Fire Department Headquarters Station, 7220 181st Street, Kenmore, WA

Fire Chief’s Report Submitted by Chief Torpin

May 15, 2018 Administration/Financial: • Chief Torpin attended the NORCOM Governing Board Meeting. • AS Hansen attended the Washington Fire Chiefs Administrative Support

Conference in Walla Walla. • Chief Torpin met with Lake Forest Park Police to discuss scene safety for the

upcoming Farmer’s Market series at the Towne Center. • FS Killion and Chief Torpin completed work on the 2017 Annual Financial Report.

The report is under review by Accountant Broetje and will be submitted to the State Auditor by the end of May.

• Chief Torpin met with Bellevue and Redmond Fire Chiefs to discuss issues related to the East Metro Training Group.

• FS Killion attended Washington Association of Public Records Officer Spring Training Conference.

Human Resources: • Chief Torpin and DC Magnuson met with the labor group for a Labor/Management

meeting. • Review of applications for the firefighter position(s) is currently

underway. Selected applicants will be invited to complete a phone interview with the HR Administrator.

• HR Administrator Moore met with a representative from WCIF to review updates and our current benefit plan offerings.

Training: • AS Hansen attended an EMTG Admin meeting • AS Hansen attended the monthly eLogic implementation meeting. • Captain Harvey continued preparing the Lieutenant promotional tactical

assessment. Score sheets were developed and a mock assessment was conducted with Chief Torpin, BC Morris, and BC Sauer evaluating.

• Captain Harvey delivered an Incident Management System (IMS)/tactics lesson to all personnel.

• Captain Harvey conducted an Acting BC tactical evaluation for Lt. Burrow as a conclusion for his A/BC book. BC Knight assisted.

• The May Monthly Training Announcement (MTA) was completed. • Preparations were made for operations level swim training scheduled for June. • Captain Harvey participated in an East Metro Training Group (EMTG) Multi-

Company Operations (MCO) workgroup in Shoreline. • Captain Harvey instructed at the East Metro Training Group (EMTG) Multi-

Company Operations (MCO) drill in Shoreline.

Operations: • DC Magnuson continues to collaborate with NORCOM Geographic Information

Systems (GIS) specialist Chris Mast on wall map project. • DC Magnuson continues gathering information on the Puget Sound Emergency

Radio Network (PSERN) Motorola radio upgrades. • DC Magnuson attended the All Washington Cities (AWC) Labor Relations Institute

conference in Yakima. • DC Magnuson attended Zone 1 Operations meeting. • DC Magnuson assisted Kirkland Fire Department as an assessor for their

Lieutenant Promotional Test. • DC Magnuson provided personnel quality assurance feedback on ESO-FIRE

National Fire Incident Reporting System (NFIRS). • DC Magnuson assisted State Fire Marshal getting access to ESO-FIRE National

Fire Incident Reporting System (NFIRS) data. • April response statistics:

Fire Prevention: • FI Booth delivered fire safety lessons to five first grade classes at Moorlands

Elementary and two first grade classes at Kenmore Elementary. • FM LaFlam performed the review of the building plans for The Lodge at St.

Edward’s Park. The renovation of the former seminary building also includes the construction of a two-level parking garage.

• FI Booth assisted the King County Sheriff’s Office by serving as an assessor on the interview panel for the hiring of a new fire investigator.

• FM LaFlam performed the inspection of the fire sprinkler system at the new building at Spencer Square that will house the Seaplane Restaurant and additional leasable space.

Incident Type Group Station # %Fire 51 2 0.87%

57 0 0.00%Overpressure Rupture, Explosion, Overheat - no fire 51 1 0.43%

57 0 0.00%Rescue & Emergency Medical Service Incidents 51 130 56.52%

57 66 28.70%Hazardous Condition (No Fire) 51 1 0.43%

57 2 0.87%Service Call 51 10 4.35%

57 4 1.74%Good Intent 51 6 2.61%

57 3 1.30%False Alarm or False Call 51 3 1.30%

57 2 0.87%Severe Weather & Natural Disaster 51 0 0.00% Station 51 A-shift 1:10 Station 57 A-shift 0:49

57 0 0.00% B-shift 1:16 B-shift 1:12Special Incident Type, other 51 0 0.00% C-shift 1:12 C-shift 1:06

57 0 0.00% D-shift 1:00 D-shift 1:08Grand Total 230 100.00% AVG 1:09 AVG 1:04

Incident responses in Fire District 16Fire Department Aid Received

0

Mutual Aid

Kirkland

Aid Given63

Bothell 141

April 2018

Reaction Time Summary

0

30

Shoreline

Fire Suppression 1:25

Woodinville6 15

TOTAL 16

Redmond

000

Emergency Response Average Turnout Time

Other 1

EMS 1:04

Emergency Response Average Travel Time5157

3:093:47

• FM LaFlam met with the manager of the St. Vincent de Paul store in Kenmore to develop a new safety plan for the handling and storage of combustible materials.

Northshore Emergency Management Coalition (NEMCo): • NEMCo began registration for our June 2nd citizen preparedness workshop. As of

5/10 we have 14 citizens registered. • EM Lunak met with Lake Forest Park Water District to discuss coordinated

emergency response including a water distribution hub located at the Lake Forest Park Towne Center.

• NEMCo RACES group established a technical committee to handle repair and maintenance as well as provide guidance to members on equipment issues.

• Nice students that completed the NEMCo HAM radio class took FCC licensing test and passed. Originally 12 students signed up for the class.

• EM Lunak completed the complete draft of Northshore Utility Districts Emergency Plan and is awaiting review and comments.

• The HAM radio antenna has been installed at Northshore Utility District on the room of the building and NEMCo RACES will complete tuning of the antenna in the next couple of weeks.

1 757487.1 - 363936 -0004

M E M O R A N D U M TO: Kinnon W. Williams & Jim Torpin FROM: Jacob J. Stillwell DATE: May 2, 2018 RE: Board of Fire Commissioners Policy Review The purpose of this memorandum is to highlight and explain substantive and citation-related revisions made to the Northshore Fire Department Board of Fire Commissioners (Board) policies. The attached policies include revisions with track changes and comments so that members of the Board and other District staff can see what changes were made and why. Policies that were not revised have not been attached are not included in the explanatory analysis below. The below comments explain revisions in substance or in updated citations to state law. There are several attached policies that include only grammatical revisions. Those changes are not explained below because they do not include any substantive policy or legal changes. I attempted to ensure that grammatical changes impact only the writing style and not the intent behind the revised text. Please feel free to contact me with any questions or concerns. Policy 1110: Number of Members and Terms of Office. The only change to this policy was updating the controlling statutes. RCW 29.13.050 was re-codified as RCW 29A.60.270. I also included two additional statutes from Title 29A RCW that govern the commencement of term of office and requirements of being “qualified” to take office. Policy 1111: Election. Title 29 RCW was replaced by Title 29A RCW, so deleted several old citations and replaced them with the corresponding enacted statutes. I also added “Washington state citizen” to the definition of being a legally qualified commissioner, which is a requirement of RCW 42.04.020. Policy 1112: Resignation. I updated the controlling statute by replacing RCW 29.01.140 with RCW 29A.04.151, which defines “residence.” I also changed the process, because a seat becomes vacant by operation of law upon a Commissioner no longer being qualified. There is no legal authority requiring a formal resignation process. It is our legal opinion that the District should simply strike this policy. Policy 1113: Vacancies. I added RCW 52.14.050 to the referenced statutes, which specifically governs fire district vacancies. Previously, only RCW 42.12.070 was referenced, which governs vacancies of public office generally. I also added provisions covered by RCW 52.14.050, including the county’s authority to appoint commissioners if there are less than two, and the Board’s authority to remove commissioners who are absent from three consecutive meetings without an excuse.

2 757487.1 - 363936 -0004

Policy 1114-A2: New Fire Commissioner Orientation Checklist. I did not make any changes to this policy, but I did highlight a required training provision. The checklist requires “open government training” to be completed within 90 days of being sworn into office and then every four years thereafter. That is technically correct, but it is important to note that “open government training” combines two statutory requirements. Elected officials must complete training on the Public Records Act (RCW 42.56.150) and the Open Public Meetings Act (RCW 42.30.205). It is my understanding that “open government training” provided by the state and MRSC combines these curricula into a single training, but I still recommend informing newly-elected Commissioners that both statues have separate training requirements. Policy 1200: Board Organizational Structure. I added Ch. 52.14 RCW to the referenced statutes list. This chapter provides the authority for a number of provisions discussed in the policy, such as duties of Board officers. Policy 1450: Commissioner Meeting Minutes. I updated the statutory references. RCW 42.30.030 replaced the repealed RCW 42.32.030 and WAC 414-24-060 was also repealed. Policy 1630: Fire Commissioner Compensation. I specified that Commissioner compensation is governed by RCW 52.14.010, rather than Title 52 RCW, and amended the text of the policy to say that daily and annual compensation shall not exceed the amounts specified by statute. RCW 52.14.010 lists both daily and annual maximums, and the current policy only references an annual maximum.

1000 Page 1 of 1

Reviewed 2-20-2018

THE BOARD OF FIRE COMMISSIONERS Legal Status and Operation Purpose: To identify the authority for the \ District and to provide direction for policy development.

References: RCW 52.12.011 Status RCW 52.02.020 Districts authorized

Policy: The Board of Fire Commissioners of the Northshore Fire Department (District) is the corporate entity established by law in the state of Washington to provide fire prevention services, fire suppression services, and emergency medical services and for the protection of life and property in the District. The District, a municipal corporation within the laws of the state, possesses all the usual powers of a corporation for public purposes. The policies of the Board define its organization and the manner of conducting its official business. The Board will adopt operating policies from time to time to facilitate the performance of its responsibilities.

1110 Page 1 of 1

Amended 2-20-2018

THE BOARD OF FIRE COMMISSIONERS Number of Members and Terms of Office Purpose: To document the number of members and length of terms of office.

References: Cross Reference: Policy 1114 Oath of office Legal Reference: RCW 29.13.050 Commencement of district officers RCW 29A.60.270 Local officers, beginning of terms RCW 29A.60.280 Commencement of term of office RCW 29A.04.133 Qualified RCW 52.14.010 Number RCW 52.14.020 Increase from three to five commissioners-- Election RCW 52.14.060 Terms of first elected commissioners Policy: The Board of Fire Commissioners shall consist of five elected members. Except as otherwise provided by law, commissioners shall hold office for terms of six years until their successors are elected and qualified. Terms of commissioners shall be staggered as provided by law. Newly elected Commissioners shall take the oath of office after election results have been certified. The oath of office must be taken as the last step of qualification as defined in RCW 29A.04.113 but may be taken either (a) Up to ten days prior to the scheduled date of assuming office; or (b) At the last regular meeting of the Board of Fire Commissioners held before the winner is to assume office.

1111 Page 1 of 1

Reviewed 2-20-2018

THE BOARD OF FIRE COMMISSIONERS Election Purpose To identify the Fire Commissioner eElection process.

References Legal Reference: Legal Reference:

RCW 29A.04.151 Residence RCW 29A.04.321 Local general elections

RCW 29A.04.311 Primaries, RCW 29A.52.171 Local primaries RCW 29A.24.031 Declaration of candidacy RCW 29A.24.040 Declaration of candidacy – Electronic filing RCW 29A.24.050 Declaration of candidacy – Certain offices, when filed RCW 29A.24.060 Declaration of candidacy – Where filed RCW 29A.24.075 Qualifications for filing and appearing on ballot RCW 29A.52.220 When no primary RCW 42.04.020 Eligibility to hold office RCW 52.14.030 Polling places

RCW 29.01.140 Residence RCW 29.13.010 Local general elections RCW 29.13.070 Primaries, when held RCW 29.21.010 Primary elections in other towns and districts RCW 29.15.010 Declaration and affidavit of candidacy RCW 29.15.030 Declaration - where filed RCW 29.15.025 Qualifications for filing and appearing on ballot RCW 29.21.180 When no primary in certain offices RCW 42.04.020 Eligibility to hold office RCW 52.14.030 Election precincts

Policy Commissioner elections shall be held in accordance with state law. A person is legally qualified to become a Commissioner who is a United States and Washington state citizen, a qualified voter, and District resident.

1112 Page 1 of 1

Amended 3-15-2018

THE BOARD OF FIRE COMMISSIONERS Resignation Purpose To establish policy and guidelines for the resignation of a Fire Commissioner.

References Legal Reference: RCW 29.01.14029A.04.151 Residence RCW 42.12.010 Causes of vacancy Policy If a Ccommissioner ceases to be a legally registered voter in the fire Ddistrict, their seat will automatically become vacant by operation of law. commissioner shall resign immediately. Upon being informed of the Commissioner’s resignation, the Board shall acknowledge the resignation at its next regularly scheduled meeting and begin the appointment process. receipt of a commissioner’s written resignation for this or any other reason, the board shall consider the resignation at its next regular scheduled meeting. The board shall then accept the resignation by formal action and declare the board position vacant unless the resignation is withdrawn any time prior to the board’s action.

1113 Page 1 of 2

Reviewed 2-20-2018

THE BOARD OF FIRE COMMISSIONERS VACANCIES Purpose: To establish the process for filling a Board of Commissioners vacancy

References: RCW 42.12.070 Vacancies--Procedure for filling RCW 52.14.050 Vacancies RCW 29A.24.171 Vacancies in Office RCW 29A.24.181 Regular filing period – Voids in candidacy

Policy: In case of a board vacancy, the remaining commissioners shall fill such vacancy by appointment.The Board of Commissioners shall fill a vacancy on the Board by appointment. The board will receive applications from any qualified persons seeking to fill the position, after suitable public notice, and appoint a qualified person within ninety (90) days of the occurrence of the vacancy. The Board shall give public notice that it is seeking an appointment, accept applications, and appoint a new Commissioner within ninety days of vacancy. The person appointed Commissioner shall serve until a successor has been elected and qualified. If the board of commissionersBoard fails to fill the vacancy within the ninety-dayninety day period, the county legislative authority shall make the appointment. If there is more than one vacancy, and two or more Ccommissioners remain in office, the remaining Ccommissioners shall appoint a qualified person to fill one of the vacancies. Each newly appointed Ccommissioner shall then participate with the remaining Ccommissioners in appointing another commissionerin the appointment process until all vacancies are filled. If less than two Commissioners remain in office, the county legislative authority shall appoint a qualified person or persons to the Board until two Commissioners are appointed. An appointee shall meet the requirements provided by law and shall serve until the next regularly scheduled fire districtDistrict election occurring more than 28 days after occurrence of the vacancy at which time a Ccommissioner shall be elected for the unexpired term. If a Commissioner is absent from the District for three consecutive regularly scheduled meetings, unless by permission of the Board, the office shall be declared vacant by the Board. However, such an action shall not be taken unless the Commissioner is notified in writing after two consecutive unexcused absences that the position will be declared vacant if the Commissioner is absent without being excused from the next regularly scheduled meeting.

1113 Page 2 of 2

Reviewed 2-20-2018

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Oath of Office / New Commissioner Orientation Policy Number: 1114 Approved By: Board of Commissioners Effective Date: Unknown Revision Date: February 20, 2018 Pages: 1 Attachments: 2

1 PURPOSE 1.1 To ensure a new or newly reelected Commissioner has taken the required oath of office. 1.2 To provide an introduction to the District and present resources and required training to

assist a new commissioner in their role as fire commissioner.

2 REFERENCES 2.1 RCW 52.14.070 Oath of Office 2.12.2 RCW 29A.04.133 Qualified 2.22.3 1114-A1 Oath of Office 2.32.4 1114-A2 New Commissioner Orientation Checklist

3 POLICY 3.1 Before beginning the duties of office, each Commissioner shall take and subscribe the

official oath or affirmation for the faithful discharge of the duties of office as required by state law. 3.1.1 The oath of office may be taken:

• At the last regular Board meeting prior to the beginning of the term of office.

• Anytime within ten calendar days prior to the beginning of the term of office.

• As the first item of business at the first regular or special meeting after the term begins.

3.2 The executed oath shall be filed in the office of the King County Recorder’s Office with the following items. 3.2.1 Cover Sheet (http://www.kingcounty.gov/~/media/depts/records-

licensing/Recorders-office/Documents/CoverSheet_WAState.ashx?la=en) 3.2.2 An original signed and notarized Oath of Office. 3.2.3 Payment Note: Paperwork may be submitted via mail or in person. For additional information visit http://www.kingcounty.gov/depts/records-licensing/recorders-office.aspx

3.3 Prior to taking the oath of office, each commissioner shall be provided the new commissioner orientation checklist (1114-A2) which contains information regarding initial onboarding, required training and useful information.

Fire Commissioner Orientation Checklist

1114-A1 Fire Commissioner Orientation Checklist Rev. 2017-12-06 Page │ 1 of 1

HR/FINANCE/PAYROLL SETUP

• Set up payroll/direct deposit • Receive direction for submitting meeting activity • Exchange contact information • Complete W4 • Complete I9 • Receive door access card/pin

OATH OF OFFICE

• May be taken up to ten days prior to the first day of the term (January 1), but no later than the first item of business at the first regular meeting

MEET WITH FIRE CHIEF

• Meet with the fire chief to receive an overview of the state of the district in terms of finances, operations, labor relations, etc.

• Optional meetings with Fire Marshal, Deputy Chief, and/or Emergency Manager

MEET WITH LEGAL COUNSEL

• Meet with legal counsel to discuss legal aspects related to fire districts and any pending legal issues related to the District

• Overview of Public Disclosure Commission (PDC) filing requirements • Overview of municipal ethics as they pertain to fire commissioners

REQUIRED TRAINING

• Kirkland IT New User Orientation (Email and SharePoint) • Anti-harassment Training (received within 90 Days of being Sworn into office) • Open Government Training (completed within 90 Days of being Sworn into office and

then every four years thereafter) o Link to: Elected Officials’ Open Government Trainings Act o Link to: On-line Open Government Training

HELPFUL RESOURCES

o Link to: Fire Commissioner Handbook o Link to: Municipal Research Service Center (MRSC) o Link to: Title 52 RCW Fire Protection Districts

Commented [JJS1]: “Open Government” training includes training on both the Public Records Act and Open Public Meetings Act.

Amended 3-15-2018

THE BOARD OF FIRE COMMISSIONERS Policy 1200 Board Organizational Structure 1 PURPOSE

1.1 To outline the organizational structure determined by the Northshore Fire Department Board of Commissioners.

2 REFERENCES 2.1 RCW Ch. 52.02 RCW, Fire Protection Districts-AuthorizedFormation 2.12.2 Ch. 52.14 RCW – Commissioners

3 RESPONSIBILITY 3.1 The Board of Commissioners shall use this policy as a guide in establishing their

structure, and roles and responsibilities within that structure 3.2 The Fire Chief and Secretary shall use this policy as a guide for their roles and

responsibilities within that structure. 4 POLICY Chair The Chair shall preside at all Board meetings and sign all papers and documents as required by law and as authorized by the Board. The Chair shall conduct the meeting in the manner prescribed by the Board's policies, provided that the Chair shall have the full right to participate in debate without relinquishing the Chair and shall have the right to vote on all matters put to a vote. The Chair shall conduct the meeting so that deliberation is clear, concise, and directed to the issue at hand; discussion and/or action is summarized before moving on to the next agenda item; and the meeting is efficiently managed. The Chair shall confer with the Chief regarding the regular agenda and time-sensitive issues which warrant immediate attention. The Chair shall call for a special meeting if required. The Chair is not empowered to individually direct the administration nor to make decisions for the Board as a whole

Vice Chair The Vice Chair shall assume the duties of the Chair in their absence or temporary disability.

Secretary The District Secretary shall keep a record of Board proceedings, perform other duties as prescribed by the Board or by law, and take an official oath similar to that of the Commissioners, which shall be filed in the same office as the Commissioners.

Annual Organizational Meeting

Amended 3-15-2018

At the first regular meeting in January of each calendar year, the Board shall elect from among its members a Chair and a Vice Chair to serve a one-year term. If a Commissioner is unable to continue to serve as Chair, as determined by the Chair or a majority vote of the Board, the Vice Chair shall serve as Chair until the next regularly scheduled meeting, at which time the Board shall elect a Chair (and Vice Chair, if necessary). The normal order of business shall be modified for the annual organizational meeting by considering the following matters after the approval of the minutes of the previous meeting:

1. Welcome and introduction of any newly-elected Commissioner by the Chair. 2. Administer the Oath/Affirmation of Office as required. 3. Call for nominations for Chair to serve during the ensuing year. 4. Election of a Chair. 5. Assumption of office by the new Chair. 6. Call for nominations for Vice Chair to serve during the ensuing year. 7. Election of a Vice Chair. 8. Assumption of office by the new Vice Chair.

The Roles of the Board and the Fire Chief The successful operation of fire districts requires a close, effective working relationship between the board of commissioners and the fire chief. As the legally designated governing body, the board retains final authority within the district. The chief is the board's professional advisor to whom the board delegates executive responsibility. The following matrix outlines the relative roles and responsibilities of the Board and the Fire Chief:

The board shall: The Chief shall: Establish level of service standards. Implement the level of service standards Develop a strategic plan and goals Implement the strategic plan

Approve annual budget. Prepare and submit annual budget. Provide high-level direction for the scope and operation of the fire services program.

Provide leadership in the development, operation, supervision and evaluation of the fire service program.

Select the Chief and delegate to him/her all necessary administrative powers.

Serve as chief executive officer of the District.

Clarify its expectations of the duties and responsibilities of the Chief.

Clarify his/her expectations of the performance of the Board.

Adopt policies for the operation of the District.

Develop policies and procedures implementing Board policy direction and governing District operations.

Prepare an annual Chief performance appraisal

Provide the Commissioners with a review of accomplishments and project status for the year and goals for the coming year

Review and approve the annual report of the District.

Prepare an annual report of the District.

Review fiscal reports. Prepare fiscal reports.

Amended 3-15-2018

Approve staff positions based upon recommendation of the Chief.

Recommend staff positions based on service requirements of District.

Authorize Chief to select and hire District employees.

Select and hire District employees, when authorized.

Review processes for evaluating District employees.

Recommend processes for evaluating District employees.

Approve contracts for capital improvements and capital equipment.

Recommend contracts for capital improvements and capital equipment.

Approve payment of vouchers & payroll. Recommend payment of vouchers & payroll.

Approve insurance programs recommended by the Chief.

Recommend insurance policies to cover risks of the District.

Serve as final arbitrator for appeals by District employees and citizens.

Inform board of appeals and implement any such forthcoming Board decisions.

1250 Page 1 of 1

Amended 2-20-201

THE BOARD OF FIRE COMMISSIONERS SECRETARY

Purpose: To identify the appointment process for and duties of the District Secretary.

Reverences: Legal Reference: RCW 52.14.080 Secretary--Duties and oath

Policy: The Board of Fire Commissioners shall appoint a Secretary of the District, who is not a member of the Board, for such term as shall be established by resolution. The Secretary shall keep a record of Board proceedings, perform other duties as prescribed by the Board or by law, and take an official oath similar to that of the Commissioners, which shall be filed in the same office as the Commissioners. When the Secretary is unable to attend a Fire Commissioner Meeting the Fire Chief shall appoint an alternate.

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Policies and Procedures Policy Number: 1300 Approved By: Board of Commissioners Effective Date: August 6, 2013 Revision Date: April 4, 2018 Pages: 3 Attachments: 2

1 PURPOSE 1.1 To establish a procedure for the adoption, review and amendment of District policies

and procedures.

2 REFERENCES 2.1 RCW 52.02.020 (1), Districts authorized 2.2 RCW 52.14.100, Meetings – Powers and duties of the board 2.3 RCW 42.56.040, Duty to publish procedures

3 RESPONSIBILITY 3.1 The Board of Commissioners maintains the sole statutory authority to establish

policies of the District as they relate to service levels and operational goals. The Board is responsible for the adoption, amendment and rescission of District policies.

3.2 The Fire Chief is responsible for the development of administrative and operational policies and procedures, including policy sections 2000 to 7000.

3.3 District members of the organization must be familiar and comply with the provisions of all District policies.

4 DEFINITIONS 4.1 POLICY: a declared intent or objective used as a basis for decision making. Policies

define “what” will be done regarding a specified area of operation or practice. 4.2 PROCEDURE: a prescribed or acceptable routine or method of performing or

implementing a desired course of action. Procedures define “how” objectives of any given policy or practice will be accomplished.

5 POLICY 5.1 The District shall adopt and maintain policies and procedures that govern District

operations. 5.1.1 Established policies and procedures shall not violate any laws or regulations

or the collective bargaining agreement with IAFF Local 2459. 5.2 Policies and procedures shall be named and indexed in a manner that provides for

easy identification of their content. 5.2.1 1000 series policies and procedures will be maintained and available to all

members and the public in a read-only format on the District’s SharePoint and website.

5.2.2 2000 through 7000 series policies and procedures will be maintained by the Fire Chief and available to all District members on the District’s SharePoint site.

5.2.3 All policies and procedures, including previous versions of amended policies and procedures, will be maintained and available for review on the District’s

Policies and Procedures Page 2 Policy 1300

SharePoint site. 5.2.4 Policies and Procedures shall be made available for public inspection and

copying. 5.3 The Board may adopt, amend or suspend organizational policies and procedures by

majority vote. 5.3.1 New and amended policies shall become effective upon adoption, unless a

specific effective date is provided in the motion for adoption. 5.3.2 Copies of the policies or procedures adopted or amended at a meeting shall

be made a part of the minutes. 5.4 New, amended or rescinded policies or procedures shall be announced to the

members by special notice. 5.4.1 Upon notification, members shall be required to review any changes to a

policy or procedure. 5.5 Policies and procedures shall be reviewed on a regular basis. The review cycle may

vary depending on the policy or procedure type and its scope. 5.5.1 A three year review cycle would be typical; however, it shall be no more than

five years between reviews. 5.6 Members are encouraged to identify areas where policies and procedures contain

gaps, inconsistencies or outdated information and bring forward recommendations for necessary amendments.

6 PROCEDURES/GUIDELINES 6.1 District policies and procedures shall be written in a standard format to provide

consistency. The standard format shall include the following sections: 6.1.1 HEADER – the header section of the policy shall contain the policy name

and number, approved by, effective date, revision date, number of pages and attachments.

6.1.2 PURPOSE– a general statement that provides an overview of the policy and why it was created.

6.1.3 REFERENCES– a list of references that may provide justification or guidance into the development of the policy, or other policies that may be directly related.

6.1.4 RESPONSIBILTY–A statement that identifies those affected by the policy and those responsible for its operation.

6.1.5 DEFINITIONS – a list of terms in alphabetical order that are used in the policy or procedure that may not be readily understood or that require a precise description.

6.1.6 POLICY–a written statement that articulates the District’s position on a specific issue.

6.1.7 PROCEDURE – a written statement or sequence of statements that describe the District’s process for accomplishing its policy objectives.

EXCEPTION: Board policies that do not have associated procedures will be written in paragraph format.

6.2 Policies shall be given a number within the appropriate policy grouping. The following are the current groups

Policies and Procedures Page 3 Policy 1300

6.2.1 1000 Series–Board of Commissioners 6.2.2 2000 Series–Personnel 6.2.3 3000 Series–Community Relations 6.2.4 4000 Series–Operations 6.2.5 5000 Series–Non-Service Operations 6.2.6 6000 Series–Fiscal Management 6.2.7 7000 Series–Facilities

6.3 Policies and procedures shall be reviewed as stated in section 5.6. The review process will address the following questions: 6.3.1 Is the policy and/or procedure still consistent with best practices, strategic

direction, and/or changes in national standards or legislation; 6.3.2 Do current practices comply with the existing policy and/or procedures; 6.3.3 Are there inconsistencies between the existing policy and/or procedures with

other policies and procedures; 6.3.4 Is the policy obsolete and no longer needed;

6.4 New policies should be proposed or existing policies amended or rescinded whenever gaps, inconsistencies, or changes have occurred that affect the appropriateness or accuracy of current policy or procedure. 6.4.1 Members’ recommendations for the creation of a new, or the amendment or

rescission of a current, policy or procedure must be submitted to the Fire Chief on the Policy Amendment Recommendation Form, 1300-A2.

6.5 Whenever deemed necessary, the process for adopting a new, or amending or repeal of an existing, policy shall be as follows: 6.5.1 A draft of the proposed new 1000 series policy or amendment of an existing

policy shall be provided to the Board. The proposal shall be added to the agenda of a regular or special Board meeting for a first reading and discussion.

6.5.2 The Board would move to adopt, amend or reject or the draft proposal at a subsequent regular or special Board meeting, unless immediate action is deemed necessary. 6.5.2.1 If immediate action is required, approval must be by a majority plus

one. 6.5.3 The adoption, amendment or rescission of administrative or operational

policies and procedures proposed by the Chief may be approved at the first meeting as part of the Consent Calendar after the Board has been provided a copy of the proposed changes.

1400 Page 1 of 4

Amended 3-15-2018

BOARD MEETINGS Purpose: Provides rules and guidelines for Commissioner Board meetings.

References: Legal Reference: RCW 52.14.090 Office--Meetings RCW 52.14.100 Meetings--Powers and duties of board Ch. 42.30 RCW Open public meetings act

Responsibilities: It is the responsibility of the Board Chair to conduct meetings in an orderly and businesslike manner according to the policies of this section. The District’s legal counsel r will assist as needed. All Commissioners, the Fire Chief and participating members shall comply with the conduct guidelines contained in this policy.

Policy: Board meetings will be scheduled in compliance with RCW Ch. 42.30 RCW (Open Public Meetings Act, or “OPMA”) and RCW 52.14.100 (Fire Commissioners – Meetings). The Act OPMA broadly defines meetings to include the transaction of the official business of the Bboard including, but not limited to, “receipt of public testimony, deliberations, discussions, considerations, reviews, evaluations and final actions”. The Board will function through regular, special, and emergency meetings. Regular Meetings The Board shall have at least one meeting per month. The date, time and place of the regular meeting must be established by written resolution. Special Meetings A special meeting is any meeting other than a regular meeting. Special meetings may be called by the Chair or upon a petition of a majority of the Commissioners. As a courtesy, prior to the establishment of the date, time and place of any special meeting, the Chair shall contact the other members of the Board to determine their availability for any such special meeting. The Board may not take final action on any item not specified in the special meeting notice, which shall be provided to the public pursuant to RCW 42.30.080. While other items of business may be discussed at a special meeting, no action can be taken on topics which have not been identified on the printed agenda. If an item is to be discussed in executive session, the item of business must also appear on the agenda if final action is to be taken following the executive session.

1400 Page 2 of 4

Amended 3-15-2018

Emergency Meetings An emergency meeting is a special board meeting held without the usual required notice. The Cchair or a majority of the Board may call an emergency meeting only when “an emergency involving injury or damage to persons or property or the likelihood of such injury or damage, … would make notice impractical and increase the likelihood of such injury or damage.”when the conditions of RCW 42.30.070 are met. Notices All regular or special meetings of the Board must be advertised as meetings that are open to the public. If the Board wishes to devote all or most of a special meeting to an issue(s) to be discussed in executive session, the special meeting should be called to order and recessed to an executive session. The purpose and expected duration of the executive session should be announced and recorded in the minutes (e.g., personnel matters). A regular meeting does not require a public notice. If the Board does not meet at its regular location or time, the meeting should be treated as a special meeting with proper notice and announcements to the media stating the time, place and purpose of the meeting. The District will notify newspapers and radio and television stations which have filed a request for such notification. Attendance Meetings may be convened in-person and/or by conference call, online, or other alternative format as determined by the chair, subject to the requirements of the Open Public Meetings Act, chapter 42.30 RCW.OPMA.

Agenda The Chief, Chair, and one other Board member at the Chair’s discretion are responsible for preparing the agenda for each meeting. Copies of the agenda, draft minutes of the previous meeting and relevant supplementary information will be available to each Commissioner at least three business days in advance of the meeting and will be available to any interested citizen at the district headquarters twenty-four hours prior to the meeting. The general format for the agenda document will include:

I. Open Meeting

II. Approval of Agenda

III. Public Comment

IV. Board Discussion and Possible Action Items

V. Board Resolutions

VI. Reports

VII Consent Agenda

VIII. Executive Session

IX. Adjournment

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Amended 3-15-2018

Quorum Three Commission members shall constitute a quorum for the transaction of all business. Quorum shall be determined by counting each Commissioner present for the call for the vote. Conduct All Board meetings will be conducted in an orderly and businesslike manner, and when necessary using simplified parliamentary procedures as described in policy 1400P. The order of business will be indicated in the agenda. Any amendments to the agenda will be voted on at the beginning of the meeting. All votes on motions and resolutions shall be by “voice” vote unless a roll call vote is requested by a member of the Board. Meetings should be conducted in accordance with the following ground rules:

1. Members are to listen actively and respect others when they are talking. Refrain from side conversations during discussions. Wait until the presenter has finished before asking questions.

2. Consider ideas with an open mind. Ideas may be respectfully challenged by asking questions – focus on ideas and refrain from personal attacks.

3. Members wishing to bring items for discussion should provide background information to other members in advance of the meeting, in conjunction with the meeting materials packet.

4. Each member should actively participate in discussions. There may be times when members do not agree 100% with an idea. Members should share their thoughts if they can’t accept a proposal, but also consider what they can accept even without 100% agreement.

5. Each member should try to keep discussions on task and efficient. 6. Instead of invalidating others’ suggestions, share your own new idea or

contribution. 7. Issues which have been decided will only be reopened in rare instances and with

agreement of the majority of the Board. 8. Prior to the Board voting on a motion the Chair or District Secretary will restate

the motion. 9. Decisions made by the Board will be summarized by the Chair or District

Secretary prior to moving to the next topic. Voting The vote on all matters shall be oral. Results will be announced immediately and recorded in the minutes. A Commissioner may change his/her vote if the change is announced before the Chair announces the results of the vote. Any Commissioner may abstain from voting at any call for the vote. The reason for the abstention should be stated and recorded in the minutes of the meeting.

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Amended 3-15-2018

Public Participation The Board recognizes the value of public comment on fire and emergency medical services issues and the importance of involving members of the public in its meetings. A period for public comment shall be included in the agenda. The Board may also allow individuals to express an opinion prior to Board action on agenda items. Individuals wishing to be heard by the Board shall first be recognized by the Chair. Individuals, after identifying themselves, are encouraged to make comments as briefly as the subject permits. The Chair shall maintain order and ensure the appropriateness of discussion.

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Commissioner Meeting Minutes Policy Number: 1450 Approved By: Board of Commissioners Effective Date: July 1, 2008 Revision Date: March 5, 2018 Pages: 3 Attachments: 0

1 PURPOSE 1.1 To provide outline the policy and procedure related tofor the creatingon,

approving,al and retainingention of the official record of proceedings for Board of Commissioners meetings minutes.

2 REFERENCES 2.1 RCW 42.32.03042.30.030, Minutes 2.2 RCW 40.14.070, Destruction of Local Records 2.3 414-24-060 WAC, Record Retention

3 RESPONSIBILITY 3.1 The Board of Commissioners shall require a public record of Board meetings

minutes shall be developed and maintained in accordance with this policy. 3.2 The Board District Secretary or designee shall record and develop a permanent set

of minutes for the Board of Commissioners meetings as required by policy and applicable law.

4 POLICY 4.1 King County Fire Protection District No.16Northshore Fire Department shall

promptly record minutes of all regular and special Board meetings. 4.1.1 Exception: discussions held during executive sessions shall not be

recorded. 4.2 Board meeting minutes shall be a record of the items discussed and the actions

taken by the Board of Commissioners. The minutes should contain the following: 4.2.1 Date, time and location of the meeting. 4.2.2 The presiding officer. 4.2.3 Board members, Ddistrict employees, legal advisor, consultants and as

available, the number of visitors who are present. 4.2.4 Items discussed during the meeting and the results of any voting that may

have occurred. 4.2.4.1 Voting shall be recorded by name when the vote is not unanimous. 4.2.5 Documentation of action items and/or assignments and their due dates. 4.2.6 Documentation of executive sessions with a general statement of the

purpose and duration of each session. 4.2.7 Time of adjournment.

Commented [JJS1]: Repealed

Commissioner Meeting Minutes Page 2 Policy 1450

4.2.8 Documentation of attachments. 4.3 Minutes from Board meetings shall be considered an essential record and be

maintained and archived as specified by law. 4.4 Such records and minutes shall be posted to the Northshore Fire Department

website and open to the public for inspection upon request.

5 PROCEDURES/GUIDELINES 5.1 The Board Secretary or designee shall be present at Board meetings and will

document the proceedings in preparation for the development of official minutes. 5.2 The Secretary will complete and distribute a draft version of the minutes via e-

mail to the Board membersof Commissioners, Fire Chief, and Deputy Chief for their review and suggested modifications. 5.2.1 Suggested modifications shall be submitted emailed to the Board

Secretary, Board members, Fire Chief, and Deputy Chief via email by the Friday prior to the next Board meeting; submitter shall copy all other recipients from 5.2.

5.2.2 The Board Secretary shall incorporate the suggested modifications received from the reviewers into the draft. Modifications shall be indicated by highlightinghighlighted; deleted text shall be indicated with a strikethrough in addition to the highlight. The Board Secretary shall email the revised minutes to the Board on the Monday prior to the next regularly scheduled meeting.

5.2.3 In the event multiple, conflicting or questionable modifications are submitted, the Board Secretary will add each recommendation into the minutes denoting the different submitters and send email the compiled minutes to the Board via email. The Board will then discuss the items in question at the next regularly scheduled meeting.

5.3 Formal approval of meeting minutes shall be made during an open Board meeting as part of the Consent Calendar discussion. 5.3.1 Minutes ready for approval shall be listed by meeting date on the agenda

under the Consent Calendar. with their corresponding date of origination. 5.3.2 The Board will discuss any proposed minutes and take action to accept or

further modify. Once finalized, the Board shall and then officially adopt a final version of the minutes.

5.4 Approved minutes, shall be maintained along with attachments of any documents that were distributed or discussed at the meeting, i.e., agendas, correspondence and reference material, shall be maintained in accordance with state law. 5.4.1 The original minutes and associated attachments shall be maintained in a

binder organized by year in chronological order. 5.4.2 The original minutes from the current year and the preceding two years

shall be maintained at the District headquarters. 5.5 The approval of resolutions shall be documented in the minutes and the original

resolutions shall be maintained in a separate binder.

Commissioner Meeting Minutes Page 3 Policy 1450

5.5.1 The original resolutions shall be maintained in a binder organized by year in chronological order.

5.5.2 The original resolutions from the current year and the preceding two years shall be maintained at the District headquarters.

5.5.3 The resolutions shall also be uploaded on the Intranet and toposted on the Northshore Fire Department website.

5.6 After being maintained at District headquarters for the period specified in 5.4.2, original resolutions, and original minutes and associated attachments shall be transferred to, and preserved at the Regional Archive Building. 5.6.1 Such records are considered Official Public Record and are permanent

records that require secure backup. 5.6.2 After the records are archived by the State Archive the District shall

receive an electronic copy of archived records. 5.6.3 The electronic copy of the archived records from the State shall be

maintained in the District Records Room.

1600 Page 1 of 1

Reviewed 3-5-2018

THE BOARD OF FIRE COMMISSIONERS Fire Commissioner Expenses 1. PURPOSE

1.1. To establish policy and guidelines for the payment and/or reimbursement of Commissioner expenses for District activities.

2. REFERENCES 2.1. RCW 52.14.010(2)(a), (b), Compensation and Expenses 2.2. Policy 2741, Travel Expenses 2.3. Policy 2742, Non Travel Expenses

3. RESPONSIBILITY 3.1. The Finance Specialist shall process travel expenses consistent with the

provisions of this policy and policies 2741 and 2742.

4. POLICY 4.1. A ‘Travel Expense Fund’ budget amount will be established each year as part of

the budget process. The Board may adjust this amount as necessary. Each Commissioner will be allocated one-fifth of the established funds for the year for expenses incurred by the Commissioner in pursuit of District related activities as allowed by state law. The District shall reimburse Commissioners for reasonable expenses incurred in the conduct of District business up to the limit of the Commissioner Travel Expense Fund balance.

4.2. Commissioners will receive no reimbursement for a travel destination less than five miles from the Commissioner’s District residence.

4.3. No Reimbursement for lodging or meals will be made within 50 miles of the District boundary unless they are in conjunction with:

4.3.1. Meetings with other governmental agencies 4.3.2. Professional conferences/organization meetings 4.3.3. Job related training and seminars

4.4. Any Commissioner attending a conference, seminar or training session shall advise the Board on the information obtained. Relevant materials from the event shall be made available to the Board and District personnel and maintained as a reference file.

4.5. Specifics for travel related expense reimbursement is provided by Policy 2741. 4.6. Miscellaneous expenses unrelated to travel will be processed per Policy 2742.

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Amended 4-4-2018

THE BOARD OF FIRE COMMISSIONERS Fire Commissioner Compensation A Commissioner is eligible to receive compensation as specified by RCW Title 5252.14.010, for the following activities: 1. Attendance at and reasonable preparation for regular or special meetings of the

board of fire commissioners, or its ad hoc committees; 2. Serving as a designated representative of the board, including but not limited to, such activities as: District committees, community development and/or betterment committees, collective bargaining, special events, etc.; 3. Attending training and/or development activities, including, but not limited to:

regional, state, or national fire district association conferences, Board in-service meetings, etc. when approved in advance by a majority of the Board. This may also include time involved in traveling to and from the activity; and

4. Engaging in any other activity not listed above, as a member of the board, shall be allowed only upon specific approval of approved by a majority of the members of the Bboard. Total Daily and annual compensation for a calendar year shall not exceed the amounts specified in RCW Title 5252.14.010(2),, plus reasonable expenses incurred for travel, meals, and lodging, when approved in advance by the Board. Any Commissioner may waive all or any portion of his/her compensation for any month or months during his/her term of office by filing a written waiver with the District. The waiver may be filed any time after the Commissioner's election and before the date on which the compensation would otherwise be paid and shall specify the month or period of months for which it is made. A Commissioner is only eligible to make one compensation claim for a given day. Furthermore, a Commissioner holding office for two or more special purpose districts shall receive only that per diem compensation authorized for one of his or her official positions as compensation for attending an official meeting or conducting official services or duties while representing more than one district. A Commissioner shall submit a monthly claim by 9:00 AM on the first day of the following month. Requests for compensation shall include the date of service and a specific description of each service provided for which compensation is requested. Commissioner compensation requests will be presented to the Board at the first regular or special meeting of the month for review and approval or denial.

1650 Page 1 of 1

Reviewed 2-20-2018

THE BOARD OF COMMISSIONERS Fire Commissioner Issued Materials The following policy is established to standardize the issuing of District materials to Commissioners. Commissioners have legislative authority and responsibility to provide policy direction and leadership for the District. In order to perform those duties, the following materials and items will be provided when requested by individual Commissioners: Identification Card Nametag/Pocket Greeter Business Cards Office Supplies Office Key Due to the civilian status of Commissioners, no radio, protective clothing, badge or uniform shall be issued or authorized. When official letterhead stationary is used for correspondence, a copy must be immediately forwarded to the District administration for inclusion in the official records of the District. Each Commissioner shall be provided with file space at headquarters, when requested.

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Goals and Objectives Policy Number: 1700 Approved By: Board of Commissioners Effective Date: April 5, 2012 Revision Date: April 4, 2018 Pages: 2 Attachments:

1 PURPOSE 1.1 To outline the procedure for establishing goals and objectives to enhance the

effectiveness, efficiency and/or performance of the District..

2 REFERENCES 2.1 RCW 52.02.020, Fire Protection Districts-Authorized

3 RESPONSIBILITY 3.1 The Board of Commissioners shall conduct a goal setting process as detailed

in this policy. 3.2 The Fire Chief shall report to the Board as goals and objectives are met.

4 DEFINITIONS 4.1 PLANNING SESSION - a review, typically held at the beginning of the year,

to identify the District goals and initiatives for the coming year. 4.2 GOAL - A general statement regarding a tangible result achievable within a

defined timeframe. 4.3 NEEDS ASSESSMENT - a system for identifying District strengths,

weaknesses, opportunities and challenges as part of a long range planning process. The goal is to identify the gaps between current and desired conditions and develop a long range plan to close them.

4.4 OBJECTIVES - measurable strategies or steps to attain District goals.

5 POLICY 5.1 The Board shall conduct a planning session(s) to identify, review and

approve the goals and initiatives for the coming year. The Board shall consider the value to the public and the District as well as the demands the goals and initiatives may have on District resources and budget. Approved goals and initiatives will be incorporated into the year’s work plan for the Fire Chief.

5.2 The Board shall periodically perform a needs assessment to determine if the long range strategic plan should be revised. The needs assessment should identify the District’s path forward for a 3- to 5-year term. The process shall be conducted no less than every 5 years and provide an opportunity for input from all members of the Board, the administration, the District employees, and the community served.

5.3 The process shall utilize the development of goals that are:

Goals and Objectives Page 2 Policy 1700

5.3.1 Specific 5.3.2 Measurable 5.3.3 Achievable 5.3.4 Relevant 5.3.5 Time Bound

5.4 Goals shall be prioritized in order of importance and written in a broad manner that clearly identifies the population that will be affected and the problem or opportunity that will be influenced. 5.4.1 Each goal shall have one or more objective written in a manner that

describes the results to be achieved; the criteria by which results will be measured; the time frame for achieving the objective; and the specific target group toward which the objective is directed.

5.5 The Fire Chief shall report to the Board which goals and objectives have been accomplished and which are still being pursued.

5.6 The Board shall communicate to the community what District goals and objectives have been established, a timeline for their completion, and the progress made towards their accomplishment.

6 PROCEDURES/GUIDELINES 6.1 The Board will initiate the needs assessment process during regular or special

meetings. 6.2 Prior to the needs assessment, the groups listed in section 5.2 will be solicited

for input that may be considered during the needs assessment and goal setting process.

6.3 Upon completion of the needs assessment, the Board and/or District staff will collect data and information regarding the identified needs and/or opportunities in preparation of the goal and objective setting process. This process shall include identifying any resources needed for the achievement of a goal or objective.

6.4 The Board will initiate a goal setting process whenever the needs assessment identifies issues or opportunities that require further action. The process may be conducted during regular meetings, a special meeting or special retreat.

751513.1 - 363936 -0004

M E M O R A N D U M TO: Northshore Fire Department; Kinnon W. Williams FROM: Jacob J. Stillwell DATE: April 12, 2018 RE: Conflict of Interest/ Ethics Policy Enclosed is a revised copy of the proposed Board of Fire Commissioners Conflict of Interest/Ethics Policy. My revisions and comments are included in the track changes. Please feel free to contact me with any questions, comments, or concerns. The purpose of this memorandum is to provide additional context and to explain my remarks in greater detail. Under “Allowable Financial Conflicts” I included the sentence: “The declared interest must be noted in the official minutes or similar records of the department before the formation of the contract in question.” I added this language because under RCW 42.23.030 and 040, the Board may enter into a contract where there is an excepted or remote conflict of interest, but disclosure of the conflict must be noted in the meeting minutes for the Board to proceed without participation from the conflicted commissioner. Therefore, the Board needs to make sure that the minutes reflect who is being conflicted out of the discussion and vote and for what purpose.

I added a new section entitled “Prohibited Acts.” The current policy correctly outlines the financial conflicts of interest, however RCW 42.23.070 also lists prohibited acts that do not necessarily involve financial conflicts. Some of these provisions overlap with the prohibited financial conflicts, but I thought it was important to highlight them again as general prohibitions under the statute and in the policy.

I added a new section entitled “Doctrine of Necessity – RCW 42.36.090.” I provided the statutory citation because this rule comes from a different chapter of the Public Officers and Agencies Title 42 RCW than the other conflict of interest rules. The doctrine of necessity comes from the appearance of fairness doctrine, but still applies to the conflict of interest situations being discussed in the policy. The doctrine of necessity provides that a conflicted commissioner can participate in a decision, including voting, if removal of the commissioner would result in a lack of quorum or majority needed to conduct official business. The conflict needs to be disclosed and recorded beforehand. The Washington Court of Appeals has stated:

The doctrine of necessity … allows a person to continue to participate as a member of a decision-making body, even where there is a conflict of interest, provided that he or she declares the conflict prior to acting. Thus, her disqualification must yield to necessity.1

1 Jackstadt v. Washington State Patrol, 96 Wn. App. 501, 516 (1999).

751513.1 - 363936 -0004

As I state in the policy, the department should exercise caution when allowing a conflicted commissioner to participate in and vote on matters in which they have an interest. Utilize this authority when a quorum is needed to conduct vital department business, like approving necessary financial obligations, etc. Otherwise, the department will be needlessly opening itself up to ethical and legal challenges. I amended the “Allowable Financial Conflicts” section to more accurately describe “remote interests.” There are four remote interests that allow the department to approve contracts if the interested commissioner is removed from decision-making. The current policy only listed the first two, and listed the second two as separate allowable financial conflicts. There was also a question posed in the comment section about whether each of the remote conflict provisions had to be met in order for the conflict to be allowable. The answer is no – only one of the four remote interests need to be present in order for the conflict to be considered remote for purposes of voting. Overall the policy tracks almost verbatim with the WFCA Commissioner’s Handbook. The “Commissioner Ethics” list at the end of the policy is a great catch-all section that covers many common sense ethical questions. I believe that the policy as amended complies with state law.

1500 Page 1 of 4

THE BOARD OF FIRE COMMISSIONERS CONFLICT of INTEREST/ETHICS

Purpose: To establish policies and procedures to ensure the Board of Commissioners maintains a Code of Ethics as established by state law and the adopted policies and procedures of the Northshore Fire Department.

References: WFCA Commissioner Handbook RCWCh. 42.23 RCW, Code of Ethics for Municipal Officers Responsibility: RCW Chapter 42.23 RCW identifies various conflicts of interest for municipal officers. This legislation generally applies to the Board of Commissioners, However, in some cases RCW Ch. 42.23 RCW will apply to the Fire Chief and other employees of the District. Policy: Prohibited Financial Conflicts If any member of the Board of Commissioners has a prohibited contractual conflict of interest, the board is prohibited from entering into the contract. Abstention by the conflicted commissioner does not remove the conflict.

1. You may not have an interest, financial or otherwise, direct or indirect, or engage in a business, transaction, or professional activity, or incur an obligation of any nature that is in conflict with the proper discharge of the commissioner’s duties.

2. You may not have a beneficial interest, directly or indirectly, in a contract, sale, lease, purchase or grant that may be made by, through or under your supervision in whole or in part. This prevents a paid employee from serving as a commissioner for the same district and, under the Washington community property law, generally prevents the husband or wife of a paid employee (except in the capacity of a District Secretary) from serving as a commissioner of a district.

3. You may not accept, directly or indirectly, any compensation, gratuity or reward from any other person beneficially interested in any such contract, sale, lease, purchase or grant.

4. You may not give, receive, or agree to receive any compensation, gift, reward or gratuity from a source other than the fire district, for a matter connected with or related to your services as a commissioner unless provided for by law.

1500 Page 2 of 4

5. You 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 your vote, action or judgment or be considered as part of a reward for action or inaction.

Allowable Financial Conflicts If you have one of the following conflicts, the board may approve the contract but you must declare your financial interest and abstain from participating in any discussion and voting. The declared interest must be noted in the official minutes or similar records of the department before the formation of the contract in question. These exceptions do not apply if you attempt to influence, other district officers with respect to entering into the contract.

1. You, or your spouse may have a financial interest in a contract that does not exceed $1,500.00 in any calendar month.

2. Employment in an unskilled day labor position for less than $200.00/month. 3. Your financial interest meets the following definitions of a remote interest:

a. Your interest is that of a non-salaried officer of a nonprofit corporation.

b. Your interest is an employee or agent of a contracting party, and your compensation consists entirely of fixed wages or salary.

c. You are a landlord or tenant of the contracting party. d. Your financial interest consists of ownership of less than 1%

shareholder of a contracting corporation or cooperative. Prohibited Acts

While there is some layover with prohibited financial conflicts, RCW 42.23.070 lists additional prohibited acts that are not necessarily tied to a financial conflict. Under this statute, you may not:

1. Use your position to secure special privileges or exemptions for yourself or others.

2. Accept employment or engage in business or professional activity that you might reasonably expect would require or induce you to disclose confidential information acquired by reason of your official position.

3. Disclose confidential information gained by reason of your position, nor may you otherwise use such information for your personal gain or benefit.

Rule of Necessity – RCW 42.36.090.

In the event that the abstention from voting and participation of an interested commissioner would cause a lack of quorum or would result in a failure to obtain a

Commented [CA1]: Does it have to meet both or just one? The use of the word “definitions” implies it must meet both.

Commented [JJS2R1]: Only one of the remote interest provisions need to be met.

Commented [JJS3]: These are also “remote interests"

1500 Page 3 of 4

majority vote as required by law, any such interested commissioner is permitted to fully participate in the proceeding and vote as though there was no conflict of interest. However, the interested commissioner must still publicly disclose the basis for disqualification prior to voting or rendering any other decision on the conflicted matter. Commissioners should exercise this authorization with caution and apply it in cases where decision-making is necessary for district operations, such as paying financial obligations. As good practice, in addition to disclosing the conflict, the commissioner should disclose why he or she is nevertheless participating in the decision (for example, that a vote is necessary to pay the district’s utility bills.) Commissioner Ethics There are many ethical rules that govern your conduct as a commissioner that can be found throughout the Revised Code of Washington, case law and common sense. The following list summarizes some of these rules:

1. Recognize that public office involves public trust and service to the public. 2. Understand how your powers, duties and authority are limited by statute. 3. Adhere to your Oath: Faithfully and impartially discharge the duties of the

office. 4. Conduct District business in accordance with the Open Public Meeting Act. 5. Limit executive sessions to areas allowed by statute. 6. Recognize that public records belong to the public. 7. Do not disclose confidential information. 8. Protect your employees’ and constituents’ right of privacy. 9. Do not give away public funds. 10. Do not lend public funds. 10.11. Secure and maintain confidentiality of medical records in compliance with

the current HIPPA (Health Insurance Privacy and Portability Act) standards. 11.12. Verify the appropriateness of all expenditures of public funds. 12.13. Do not use or take district resources for personal use. 13.14. Report misappropriations of public funds to the state auditor. 14.15. Do not use your position to secure special privileges or exemptions. 15.16. Do not accept payment or other benefits as a condition of voting or taking

actions. 17. Do not lie. 16.18. Do not use force to influence your fellow commissioners. 17.19. Avoid appearances of unfairness. 18.20. Do not attempt to circumvent or avoid the public did laws and procedures. 21. Do not remove, alter, mutilate, destroy or conceal protected public

records. 19.22. Practice non-discriminatory conduct as an example to others. 20.23. Do not use public resources in any political campaign.

Commented [JT4]: This add is redundant to #7. Furthermore, the commissioners are not provided with access to confidential medical records. I propose deleting this and standing with #7.

Commented [JT5]: Exact verbiage from Commissioner Handbook

1500 Page 4 of 4

1

Date: May 10, 2018 To: Board of Commissioners From: Jim Torpin, Fire Chief RE: Policy 1260 Consultants

Policy 1260 – Consultants, was reviewed by legal counsel Jacob Stilwell. The following page

provides his comments and revisions to the policy in track change format. Based on his review of

the Municipal Research and Services Center (MRSC) resources and the Washington State Fire

Commissioner’s Handbook, he has concluded that only architectural and engineering services are

regulating by statute (Ch. 39.80 RCW). The procedural requirements of Ch. 39.80 RCW, were

not inserted into the policy as they are fairly straightforward.

He has further concluded that other consulting services may be procured however the Board

wants. However, MRSC provides suggested best practices, which were incorporated into the

attached draft policy.

The proposed amendments do not include any reference to public works statutes (RCW

52.14.110, RCW 39.04.155, etc.) due to the fact professional and technical consulting services

are not considered “public works.” Consultants could be used as part of a public works project,

but adding references to public works statutes may be confusing in the consulting policy.

NORTHSHORE FIRE DEPARTMENT

“Dedicated to Community Service”

MEMORANDUM

1260 Page 1 of 2

THE BOARD OF FIRE COMMISSIONERS CONSULTANTS Purpose To identify the process for procuring consulting services

References RCW 39.80 Contracts for Architectural and Engineering Services Policy When legal, technical or other skills, that are not architectural or engineering services, are required by the Board, the chief or a member of the Board shall present a description of services needed, along with an estimation of the cost likely to be incurred. If such consultative assistance is approved by the Board, the Board shall invite proposals and select, with input from district administration (when appropriate), the provider of such services. Whenever possible, the Board shall attempt to solicit proposals from two or more responsible firms competing independently to facilitate adequate price competition. The Board may consider the following non-exhaustive factors in selecting a service provider under this policy:

• Fees or costs (except for architects or engineers) • Ability and reputation • Quality of previous performance • Ability to meet deadlines for contract performance • Responsiveness to solicitation requirements • Staff readily available for the project • Experience and reputation • Compliance with statutes and rules relating to contracts or services

A contract with the selected service provider specifying the scope, cost and duration of services to be provided shall be executed by the Board or its designee prior to the commencement of the described services. Services provided under the contract shall not exceed the budgetary limits specified in the initial presentation to the Board without prior Board approval. If a contract executed under this policy is amended and the value of the amendment exceeds fifty percent (50%) of the value of the original contract, the amendment must be approved by the Board and made available for public inspection prior to the proposed starting date of services under the amendment. Substantial changes in the scope of work specified in the contract or which are substantial additions to the scope of work specified in the solicitation document must be submitted to the Board for a determination as to whether the change warrants the work to be awarded as a new contract.

Commented [JJS1]: Regulated by Ch. 39.80 RCW (see below)

Commented [JJS2]: Not legally required, but a best practice to ensure price competition is to be upfront about selection criteria.

Commented [JJS3]: Suggested language by MRSC to ensure major changes to service contracts are made publicly available. This is not required by law.

Commented [JJS4]: Suggested language by MRSC to allow for changes in a service contract without having to enter into a new contract. This is not required by law.

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Services of architects and engineers, which includes land surveying and landscape architecture, shall be procured through a qualifications-based selection process, pursuant to Chapter 39.80 RCW. Commented [JJS5]: The only type of service or

consulting contracts regulated by statute are those for architects or engineers. See Ch. 39.80 RCW. The basic framework is that an agency cannot use price as a selection criterion. Once a firm is selected, then a price can be negotiated. The idea is that architectural and engineering services cannot be based on the lowest price, but rather highest quality.

Date: May 10, 2018

To: Board of Commissioners

From: Commissioner Armanini

RE: Meeting Schedule

I am proposing that the Board consider changing the meeting schedule to one meeting per month, on the first Tuesday, with a second special meeting added as needed (i.e., during budget development and adoption, etc.).

A reduction in the number of meetings would save the District as much as $14,000 per year in commissioner wages. There would also be savings in legal fees and a reduction in staff time and wages realized.

Our colleagues at Woodinville Fire and Rescue successfully adopted this meeting schedule two years ago. It has worked very well for them and I see no reason why it wouldn’t work here at Northshore.

A single meeting per month would encourage and require the Board to conduct meetings in a more focused manner. The reduced meeting schedule could be implemented in June and run until the end of the year. An evaluation in December would allow us to determine if the change should be made permanent in 2019.

NORTHSHORE FIRE DEPARTMENT

“Dedicated to Community Service”

Monthly Training Assignments

May 2018

Company:__________

SCBA

May Face Piece Check

HOSE

Forward Lay Extended 2 1/2”

LADDERS

Shooting 24’

CBT

Vulnerable Adults & Sepsis

MTA REVIEW

May MTA

Monthly Training Assignments

May 2018

MCO

Commercial Fire

May 2018

Sun Mon Tue Wed Thu Fri Sat

1

Tactics

2

CBT

3

Tactics

4

MCO

5

6 7

8

Tactics

9

MCO

10

MCO

11 12

13 14

MCO

15

LT Exam Day

16

LT Exam Day

17

CBT

LT Exam Day

18 19

20 21

CBT

22

CBT

LT Exam Day

23

MCO

LT Exam Day

24 25 26

27 28 29

MCO

30

MCO

31

Monthly Training Assignments

May 2018 Monthly Training Calendar

Hydraulics Review

Fire ground pump operators play a critical role in firefighter safety by providing a continuous supply of water at appropriate pressures for fire attack operations. Not only do they need to know how to overcome pressure loss from appliances and friction loss in different hose sizes, they must also recognize and account for the loss of pressures due to elevation.

In today’s larger buildings, it is not uncommon to find a fire pump associated with the building’s sprinkler and standpipe systems to assist with providing pressure. Driver/Operators should understand that this will not alter pumping opera-tions. The fire pumps are variable speed pumps and are set to operate at de-signed pressures. Much like the pressure governor on a fire engine, the fire pumps will recognize incoming pressure and reduce their own pressures down to compensate for the increase coming from the fire department connection. There may be instances where the fire pump could shut down completely due to the amount of pressure being provided by the pumper at the FDC. Driver/Operators should pump to these systems as normal. Currently there are not any buildings equipped with fire pumps in Kenmore or Lake Forest Park but there are some in neighboring cities. At least seven buildings in the city of Shoreline are equipped with fire pumps.

Fire Hydraulic Knowns

Static Pressure is measured when water is not flowing.

Residual Pressure is how much pressure is left in the system when a discharge is opened.

1 pound of pressure will raise a column of water 2.304 feet

Friction Loss formula C(Q)2L (where C= Coefficient, Q= GPM/100, L=Length/100)

Coefficient for 1 ¾” is 15.5

Coefficient for 2 ½” is 2

Coefficient for 4” is .20

Coefficient for 5” is .08

Friction loss and Appliances

Gated Wye – 5 psi

Monitor – 25 psi

Manifold – 10 psi (>350 gpm)

Hydraulics Review continued

Questions for Discussion: 1. What is our rule of thumb to raise pump pressure for each floor above ground

level? 2. What is the engine pressure for deck gun operation? 3. What is the estimated (using the friction loss formula) and actual friction loss

flowing 1,000 gpm through 400’ of 4” supply hose? 4. Do we calculate friction loss for standpipes? If so, how much? If not, why not? 5. When pumping to a building with a supplemental fire pump, what is our starting

pump pressure

Fire Pump Systems Information

Buildings that have fire pumps are outfitted with a bank of 2 1/2” discharge valves that are not intended for Fire Department use. These provide the ability to conduct service testing on the fire pump system. These will typically have control valve hand wheels and male connections with a cap.

How Do Fire Pumps Work?

When a sprinkler head activates or a standpipe discharge is opened, Fire Pumps automatically turn on to provide necessary pressure in the system to keep the re-quired flow. The pump pressure is regulated by a Variable Control Module which adjusts the pump motor up or down to keep the pressure constant. When a fire department pumper connects to the standpipe, the Variable Control Module on the building’s fire pump system will recognize the incoming pressure and adjust down.

Fire Department Pump Operators should pump these systems to the normal pump pressure for a standpipe system. Many departments have begun attaching a pres-sure gauge when operating a hand line from a standpipe connection. This way the pressure can be monitored and water needs can be communicated to the pump operator.

Note: If you shut down the PIV, the fire pump will recognize this as a drop in pres-sure and adjust to provide water we need to turn off Fire Pump as well.

Safety Review

Heat Stress

As summer approaches, so does the hot weather. To make sure we keep heat-related safety at the forefront of our training and operations, review these tips plus the Heat Illness video and King County Model Procedures—Rehab Guidelines.

TIPS on Guarding Against Heat Stress

You can protect heat stress and more serious heat disorders in several ways: Maintain a high level of aerobic fitness.

Acclimate yourself to the increased heat by gradually increasing work time in the heat, taking care to replace fluids, and resting as needed.

Before work, drink 1 to 2 cups of water, juice, or a sport drink. Avoid excess cof-fee or other caffeine drinks.

While working, take several fluid breaks every hour, drinking at least 1 quart of fluid. Drink as much as you can during the lunch break.

After work, continue drinking to replace fluid losses. Always drink more than you think you need.

When on the job, wear loose-fitting garments to enhance air movement. Wear cotton T-shirts and underwear to help sweat evaporate.

Always train and work with a partner. Remind each other to drink lots of fluids and keep an eye on each other. If your partner suffers a heat disorder, start treat-ment immediately.

King County Model Procedures

Rehab Guidelines

Congratulations on your Academy Graduation and

Welcome to the team Matt!

Jeremiah Ingersoll—May 7th

Birthdays

Pete VanDusen—34 years

Mitch Sauer—27 years

Jim Harvey—27 years

Blake Pritchett—8 years

Anniversaries

Birthdays & Anniversaries