HomeMy WebLinkAbout11-28-2005 - Agenda Packet•
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MEDINA CITY COUNCIL STUDY SESSION
AGENDA
November 28, 2005 7:00 p.m.
501 Evergreen Point Road Medina, WA
A. CALL TO ORDER
7:00 p.m.
B. ROLL CALL (Adam, Blazey, Nunn, Odermat, Phelps, Rudolph, Vail-Spinosa)
C. ANNOUNCEMENTS
1. Mayor
2. Council
3. Staff
D. DISCUSSION
1. 2006 Budget
2. Emergency Services Committee Facility Proposal
3. Medina Park Playground Project
4. Council Agenda Calendar
E. EXECUTIVE SESSION
1. Labor Negotiations
F. ADJOURNMENT
PUBLIC PARTICIPATION
The Medina City Council encourages public participation and values input from citizens. In an
effort to conduct meetings in a fair, but efficient manner, the City Council will follow previously
adopted procedures, which are available in the City Clerk's Office.
All comments shall be addressed to the Council as a whole in a courteous and respectful manner.
Citizens wishing to address the Council should complete a speaker card and submit it to the
recording secretary prior to the start of the meeting. Speaker cards are on the podium prior to the
start of the City Council meetings.
Meeting Agenda is subject to change prior to approval of the agenda during the meeting.
Persons interested in a specific agenda item may wish to call the City Clerk at
(425) 233-6400 before 4:00 p.m. on the date of the meeting to confirm agenda items.
ITEM D -1
r {
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.233.6400
www.medina-wa.gov
MEMORANDUM
DATE: November 22, 2005
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: 2006 Budget
RECOMMENDATION: No action required.
BACKGROUND: The most recent 2006 Budget is attached (Version C). The changes made
include the following:
➢ Increased 2006 Projected Property Tax revenues from $2,101,417
to $2,147,610 to reflect City Council action taken during the
November 14th meeting;
➢ Adjusted 2005 General Fund Revenue Projections from
$4,746,313 to $4,853,584. Includes $75,000 to Building Permits,
$3,200 to Intergovernmental Revenues, and $25,000 to Interest
earnings;
➢ Adjusted 2005 General Fund Expenditure Projections from
$4,154,878 to $4,176,258. Include increase of $20,000 in
Development Services, increase of $5,000 in Central Services and
a decrease of $4,000 in Parks.
The result of the above changes increases the 2005 Projected General
Fund Ending Balance by $85,000 to $2,296,816, which also increases the
2006 General Fund Beginning Balance by the same amount. The 2006
General Fund Budgeted Ending Fund Balance increases by $132,083 to
$1,921,849. Therefore, the use of the General Fund balance (carryover)
required to balance the 2006 Budget is $375,000, which is approximately
$45,000 less than the previous estimate.
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The adopted 2005 Budget, prior to any budget amendments, projected a
2005 General Fund Ending Fund Balance of $1,942,783, which is
$354,000 less than the current projection. Total Ending Fund Balances are
projected to exceed the adopted 2005 Budget projection of $4,715,863 by
$900,000 for a total 2005 Ending Fund Balance of $5,613,383. The Total
All Funds Balance includes:
➢ Reserve Fund Balance
$1,776,380
➢ Capital Projects Fund Balance
$1,240,000
➢ Equipment Replacement Fund Balance
$ 62,500
➢ Park Property Debt.Fund Balance
$ 66,000
➢ Street Fund Balance
$ 148,000
➢ Tree Fund Balance
$ 60,600
➢ General Fund Balance
$2,300,000
The Reserve Fund is extremely healthy with a balance equivalent to
approximately forty percent (40%) of the annual operating budget. The
purpose of the Reserve Fund is best described as a "Rainy Day Fund",
which can be drawn from in the case of emergencies or to address
temporary revenue shortfalls. It is not uncommon for cities in Washington
to maintain reserves of a much smaller amount due to financial constraints.
Reserve Funds in an amount equivalent to two or three months of the
operating budget is also commonly applied, which would be in the range of
$780,000 to $1,180,000.
The Tree Fund is a special fund, which was created for a specific use. The
use of this fund is restricted to expenditures associated with planting of
trees and vegetation within public parks and rights -of -way.
The Park Property Debt Fund was established in 1998 for the purpose of
providing funding for payment on property purchased for parks purposes.
The remaining balance due on property purchased is $284,000, which will
be paid in full during 2006. Approximately $220,000 will be transferred to
this fund from the General Fund in 2006.
The Equipment Replacement Fund was also established in 1998. The
purpose of this fund is to provide funding for expenditures related to
equipment replacement. Annual expenditure for equipment replacement
have been projected based on the estimated useful life of equipment and
replacement costs. This allows for the replacement of equipment at the
most cost-effective time in the life of the equipment.
The Street Fund is used for expenditures related to repair and
maintenance of streets, sidewalks and surface water drainage systems. A
transfer from the General Fund is required to meet annual expenditures.
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The Capital Projects Fund was created for the purpose of funding various
improvements to streets, parks, sidewalks, public facilities and surface
water drainage systems. Real Estate Excise Taxes (R.E.E.T.) are the
primary revenue source for this fund. REET is restricted to use for
expenditures related to public improvements as authorized under RCW
35.43.040 and RCW 82.45.
The General Fund Balance is surplus revenue carried over from prior
years. The General Fund Balance in 1996 was approximately $300,000,
which was sufficient to cover cash flow needs on a month -to -month basis.
Approximately $500,000 would be sufficient to meet the cash flow needs in
2006. The transfer of the remaining $1,800,000 fund balance should be
considered. Recommended transfers include:
➢ $220,000 to the Park Property Debt Fund (in 2006 Budget);
➢ $250,000 to Medical Pension Reserve Fund for the purpose of
funding the current unfunded liability associated with the
Washington Law Enforcement Officers' and Fire Fighters'
Retirement System Act of 1970 (LEOFF 1);
➢ $1,000,000 to a General Capital Reserve Fund to address
unforeseen project expenditures or external revenue shortfalls.
➢ $250,000 to a Contingency Reserve for the purpose of meeting
any municipal expense, the necessity or extent of which could not
have been reasonably foreseen at the time of adopting the annual
budget.
2006 Budget - Version C
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1
2002
12004
20d5 2005 i 2006 2006
2006
DESCRIPTION ---�
ACTUAL
-..
ACTUAL ! ACTUAL
- 1 - -
_ BUDGET PROJECTEDIPRELIMINARY! S
---- +-- -- -- ------ -+-- -- - -
YEAR END ! BUDGET
+ ----- -
GENERAL FUND
BEGINNING FUND BALANCE
$ 2,767,561.28
$ 2,484,427.09 $ 2,059,53498
____ _�_---_- _{___.___--
$ 2,Q18,490.30 ! $ 2,018,490.30 i $ 2,296,816.05 !, $ 278,325.75
4,412,518.00 4,853,583.79 4,389,318.00 $ ___23,200.00
_ _ J=-I $
1 4_,157,832.58 4,176,258.04 4,209,877.82 ! $ - 52,045.24
1 399,000.00 1 554,407.03 $ 155,407.03
13.79%
REVENUES
4,685,721.64
4,057,38�332,382.35
-0.53%
OPERATING TRANSFERS -IN
41,000.00
-
#DIV/0!
EXPENDITURES
3,684,395.83
_
3,R02,404.$4 i 3,868,427.03
_1.25%
OPERATING TRANSFERS -OUT
1,325,460.00
679,875.00 505,000.00�
3895%
_
ENDING FUND BALANCE
$ 2,484,427.U9T
2,U59,534.98 i $ 2,018,490.30
,391,000.00
$ _874,175.72 $ 2,296,816.05 ! $ 1,921,849.20 $ ____47,673.48
2.54%
EQUIPMENT FUND
- -'--
---- �-----
�----
!
BEGINNING FUND BALANCE
REVENUES —�
$ 59,590.85
! $ 102,168.77 $ 76,263.51
4,140.00; 9,045.70
$ _ 41,492.58 j $ 41,492.58 ! $ 62,492.58_ 1
4,00000 ! 4,000.00
$ 21,000.00
I $
50.61%
0.00%
OPERATING TRANSFERS -IN -{
EXPENDITURES
77,000.00
34,422.08
77,000.00 77,000.00
107,045.26 1 120,816.63
77,000.00 ! 77,000.00 _77,000.00
56,000.00 ! v56,000.U0 44,500.00
$
! $ 11,500.00
0.00%
-20.54%
OPERATING TRANSFERS -OUT
i
$
#DIV/0!
ENDING FUND BALANCE
$ 102,168.77
! $ 76,263.51 $ 41,492.58
' $ 66,492.58 $ 62,492.58 i $ 98,992.58
$ 32,500.00
48.88%
STREET FUND
BEGINNING FUND BALANCE
$ 486,985.40
$ 476,862.92 $ 173,832.14
$ 191,423.08 j $ 191,423.08 � $ 147,593.08
$ 13,830.00
2290%
REVENUES
91 434.66
63,514,55 61,163.76
62,700.00 62,700.00 i 70,000.00
$ 7,300.00
11.64%
OPERATING TRANSFERS -IN
EXPENDITURES
348,460.00
450,017.14
_ 400,000.00
366,545.33 r 443,572.82
322,000.0000 �322,000.00I 258,906.92
510,530.00 i 428,O
$ _(63,093.08)
$ 42,970.00
-19.59%
. 8.42%
-0
OPERATINGTRANSFERSUT
--------
-- i530 _471,500.00
$
#DIV/0!
OTHER NON -EXPENDITURES
$
#DIV/0!
ENDING FUND BALANCE
$ 476,862.92
$ 173,832.14 $ 191,423.08
$ 65,593.08 ; $ 147,593.08 $ 5,000.W
$ 142,593.08
-217.39%
RESERVE FUND --�-
--
i
-- - - ----- ------
BEGINNING FUND BALANCE _
-
$ 917,380.33�'i
$ 1,776,380.33 $ 1,776,38033
$ 1,776,380.33 $ 1,776,380.33 _� $ 1,776,380.33
! $
0.00%
REVENUES
T--
$
#DIV/0!
OPERATING TRANSFERS -IN
900,000.00
- -- ---
----- a ------- +-$
S -- - -
- #DIV/0!
EXPENDITURES
#DIV/0!
OPERATING TRANSFERS -OUT
41 000.00
!
$
#DIV/0!
ENDING FUND BALANCE
$ 1,776,380.33
$ I,776,38U.33� $ I,776,380.33
$ 1,776 380.33 $ 1,776,380.33 $ 1 776,380.33
$
0.00%
TREE FUND
BEGINNING FUND BALANCE
REVENUES
OPERATING TRANSFERS -IN
$ 2,571.00
$ 710.00 I $ 19,090.25
$ 47,240.97 53,924_60
$ 69,591.56' 69,591.56 $ 60,591.56
---------t
_ - I 36,000.00
- �-
! $ (9,000.00
$
$
-12.93%
#DIV/0!
#DIV/0!
EXPENDITURES
$ 1,861.00
28,860.72 3,423.29
---- -
60,000.00+ 4S,000.UU !-20,000.00
-- — - --
1 $ _ (40,000.00)
-66.67%
OPERATING TRANSFERS -OUT
$
#DIV/0!
ENDING FUND BALANCE
$ 710.00
$ 19,090.25 $ 69,591.56
$ 9,591.56 $ 60,591.56 $ 40,591.56
$ 31,000.00
323.20%
PARK PROPERTY DEBT FUND
__ _
____-__
BEGINNING FUND BALANCE
$ 211,460.00
$ 175,072.40 ' $ 138,684.80
$ 1Q2,297.2U $ 102,297.20 i $ 65,909.60
$ 36,387.60
35.57%
REVENUES
- -`
-
$
#DIV/0!
OPERATING TRANSFERS -IN
218,566.11
$ 218,500.11
#DIV/0!
EXPENDITURES
OPERATING TRANSFERS OUT
- 36,387.60
36,387.60 36,387.60
- -
36,387.60 36,387.60 284,409.71
-- - .- �- — --- -- --
$ 248,022.11
$- --
681.61%
#DIV/0!
ENDING FUND BALANCE _
CAPITAL PROJECTS FUND
BEGINNING FUND BALANCE
------- - ---
REVENUES
$ 175,U72.40
$ 106,157.71
187,726.18
$ 13R,684.80 $ 102,297.20
!
$ l 17,770.70+$ Si8 718.h
-_- -
288,735.64 11 562,227.55
$ - 65,909.60 i $ 65,909.60 $ (0.001
$ 739,599.69 $ 739,599.69$ 1,239,599.69
- - _ _-T-_.
i 575,000.00 700,000.00 698,605.00
$ 65,909.60
$ --500,000.00
1$ 123,605.00
-100.00%
67.60%
21.50%
OPERATING TRANSFERS -IN
-
602,875.00 1 28,000.00
__ !
$ -
#DIV/0!
EXPENDITURES
176,113.19
470,662.541 389,346.66
568,00000 200,000.00 1338,000.00
$ 770,000.00
135.56%
OPERATING TRANSFERS -GUT
I
!
$
#DIV/0!
ENDING FUND BALANCE
$ 117,770.70
$ 538,718.80 1 $ 739,599.69
$ 746,599.69 ' $ 1,239,599.69 ' $ 600,204.69
! $ 146,395.00
49.61%
TOTAL ALL FUNDS BUDGET
!
BEGINNING FUND BALANCE
$ 4,549,135.57
; $ 5,133,392.21 4 $ 4,782,504.81
4,461,018.89 5,018 743.96
679 875 UQ 505 WU.UU
- - -- - - 0. -
' 4,811,9 06.29 , 4,861,974.03
679,875.00 1 505,000.00
$ 4,939 274.74 ! $ 4,939,274.74 $ 5,613,382.89
5,054 218.00 5,616,283.79 5,161 923.00
399 000.U0 399,000.0U 554,407.U3
- - .
5,3R8 750.18 4,942,175.64 6,368 287 53 I
399,UW.QU - 3199.000 00 ! 554,407.03
;_ $ 674,108.15
$ 107 705 00
$ I55 407.03
--
$ _ 979 537.35
13.65%
2 13%
3R 95%
--
18.18%
REVENUES _
OPERATING TRANSFERS [N
1 4,967,453 48
+ 1,366 460 00
-
4 383 196.84
! 1,366,460M
- - -
EXPENDITURES
OPERATING TRANSFERS -OUT_
1$ 155,407A3
3895%
#DIV/0!
OTHER NON -EXPENDITURES_
$
ENDING FUND BALANCE
$ 5,133,392.21
$ 4,782,504.81 ! $ 4,939,274.74
$ 4,604,742.56 $ 5,613,382.89 $ 4,407,018.36 $ 197,724.20
-4.29%
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ITEM D - 2
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.233.6400
www.medina-wa.uov
MEMORANDUM
DATE: November 22, 2005
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Emergency Services Committee Facility Proposal
RECOMMENDATION: Discussion item only.
BACKGROUND: The City Council received the attached correspondence from the
Emergency Services Committee in late September. At that time, the City
Council added discussion of the proposal to the Council Agenda Calendar
for the November Study Session.
The current City Council will meet for the last time at its next meeting. The
proposal should be reviewed and discussed by the 2006 City Council. The
current City Council may wish to provide input for the next City Council to
consider or simply table the discussion to a meeting during the upcoming
year.
0
Date: September 26. 2005 1 SEP 2 8 2005
To: Medina City Council and City Manager
From: Emergency Preparedness Committee, Robert J. Kropp, MD
Re: Proposed New Town Hall and Emergency Medical Facility
Recent catastrophic events occurring in the southeastern United States (Hurricane Katrina
and the devastation of New Orleans) have demonstrated the need for more stringent
emergency preparedness planning and the capability to effect implementation of the
response. The chaos that followed in the wake of Katrina (lack of public compliance,
lack of effective political leadership, inadequate communications, etc., etc.) resulted in a
disintegration of the existing infrastructure causing excessive human morbidity and
mortality, property loss, and major social and economic upheaval. It is not constructive
to blame an individual, an organization, or a political entity for these lapses, but to learn
from these errors by effecting a positive change to eliminate or reduce the conditions that
prevailed.
From a medical point of view, a major disaster occurred in regard to the delivery of
health to the New Orleans community. Per Fox news and The New York Times, not one
major medical institution in the Greater New Orleans area was capable of providing
major surgical services to the community fourteen days after Katrina struck. Such a
disruption of health care delivery is unacceptable in the United States in the twenty first
century
In the Greater Seattle area (King County) eighteen hospitals with inpatient facilities are
available to assist the community in the event of a major disaster (earthquake, volcano
eruption, terrorist attack, etc.). These institutions have a surge capacity that may allow
them to increase their effective bed capacity by one hundred per cent. ( there is some
question as to the validity of this figure). Kenneth Graham, CEO of Overlake Hospital
and Medical Center, suggests that this figure in realty is five hundred beds (five hundred
acutely injured patients... i.e. burns, head injuries, thoracoabdominal trauma, noxious
fume inhalations would severely challenge health care delivery). It is also very possible
that in the event of a major disaster both Lake Washington bridges would be closed and
Evergreen and Overlake Hospitals would either be inundated with patients or
functionally inoperable.
A possible solution to providing emergency medical aid to the residents of Medina during
a catastrophic event would be to construct a new building at the current maintenance
facility site. This building would be approximately five thousand square feet, be of
international building code rating of la or Ib(steel and concrete construction capable of
withstanding flood, seismic disruption and retarding fire extension for one hour duration).
Such a site would contain space for administrative offices, the police department, a town
hall meeting place, maintenance headquarters and shop space, and a storage site.
In the event of a disaster, the town hall meeting room would convert into an emergency
medical aid center and be set up with cots, lighting, medical supplies, basic medical
equipment, and whatever else is required to provide the community with basic emergency
medical services. The area adjacent to the proposed site is treeless and would serve as a
helipad for patient pick up and transfer. The Police Department component of the new
facility would contain temporary sleeping quarters, showers, and a kitchen that will allow
officers to remain in Medina until satisfactory conditions are restored.
Estimated costs for a two story international code Ia or Ib steel and concrete structure
would be approximately one hundred seventy-eight dollars a square foot (national
average) excluding design and engineering costs. The estimate total costs of the structure
excluding landscaping would be in the range of four hundred to four hundred fifty dollars
a square.
Upon completion of the project, the existing town hall could be converted to a
community recreational center or could be sold to private developers who would be
required to maintain or improve the historical landmark concept.
-The best preparation for tomorrow is to do today's job exceedingly well. "
Sir William Osler, Fa ( ther of American Medicine)
0
it%n�t F'.t'a�y rU �odu Cvuus•�C
740
/dos/ �rrs� �40.c�sriisT.c.+T�•�. .
Dear ARDSnet Colleagues,
Thanks to all to have offered help in the aftermath of Hurricane Katrina. The
physical destruction you see on television does not begin to tell the story of
the emotional desolation felt by the tens of thousands of poor who have lost
everything. Please continue to help in any way that you feel you can. Thanks
to all, Ben.
P. S. below is a brief accounting of our ICU operations in the wake of
Katrina. Prior to landfall it was obvious that Katrina had all the
characteristics of
the hurricane experts for decades had predicted would be the worst natural
disaster in US history ... a category 5 storm hitting a city that is largely
below sea level and one that is completely surrounded by water. We were able
to reduce our ICU patient load in Charity Hospital to about 50. After
evacuating our families, our emergency activation team set up to provide .
medical support for the remaining patients. During the storm windows blew out
in the ICU flooding it with about 2 inches of water. The power went out but
the emergency generators kicked on and all seemed well. But an hour later for
some unknown reason we lost all power and began bagging our patients in total
darkness. We were able to restart the backup generators late in the day on
Monday which allowed us to start cleaning up the mess in the ICU. Although
the city was without power, we were high-fiving each other over a job well
done. The day crew went to sleep late Monday but was suddenly awakened at 3AM
on Tues to help bag patients when the emergency generators went out again. As
dawn began to break we began to understand why, water was pouring into
downtown New Orleans from every direction and had flooded the generators that
we located on the first floor. Without power for our life support systems
(suction, monitors, vents, dialysis, IV fluid pumps, radiology, laboratory, etc.) we
realized that we needed to get our patients out ASAP. Soon after, a sanitation crisis
unfolded when we lost water pressure for toilets. We were not only caring for 300
patients in the hospital but we we also providing refuge for over 1000 support
staff and their families. Before we lost communication with the outside world
FEMA instructed us to prepare for evacuation later on that day (Tues) and much
to our surprise the Governor's office was telling news agencies that we had
already been evacuated. Needles to say, no outside help came until Friday.
It began to become clear that if we were going to get out, we would have to
get ourselves out. Our HAZMAT Team had acquired 4 small diesel generators for
field use but did not have diesel fuel on site to power them. Our ICU RT used
his "Mississippi Credit Card" (a hammer and a screwdriver) and some oxygen
tubing to siphon diesel from on ambulance flooded on the ER ramp. We were
able to power up the ICU to run about 6 vents. For the others we used gas
driven portable vents or continued to hand bag. The roof of Charity Hospital
was the only cool place to get a few hours of restorative sleep each night
so we broke away form our 12-on 12-off usual staffing plan to allow each
shift to enjoy a few hours with the rats seeking higher ground. When Tues
0 rolled into Wed without any FEMA presence a morale crisis erupted. Although
many staff were incapacitated with fear, grief, and
despair, others dug deep and rose to the challenge. We could not communicate
with police, National Guard, or FEMA but our ICU residents were able to text
message and get live connection on air transmissions to CNN. Shortly
thereafter Fancesco Simeone, our Tulane ARDSnet Co -I, got a call from private
air ambulance services wanting to send in his own helicopters to start the
evacuation. The only problem was that the only commercial heliport in the
area was at the Superdome which was in the midst of a security crisis.
Joe Lasky, the Chief of Tulane Pulm/CCN paddled a canoe from Charity to find a
National Guard 5 ton truck with a driver that was not in communication with
his command. This actually worked to our advantage since he could not be
accused of disobeying an order by helping us. Wed night we put the first 4 of
our patients in the back of the truck and drove then across the street to
Tulane Hospital's parking garage. One was 23 y.o. kid with Goodpastures and
acute renal failure who had not been dialyzed in 4 days failure and who being
bagged with 100 /o 02 and 12 cm PEEP valve. We had to emergently insert a chest
tube in the back of the National Guard truck when he desaturated in the middle
of riding through the flood waters. We then used a "borrowed" pick truck to
ferry the patients to the roof top where we set up a mini ICU for the next 2
days. After removing light poles, helicopters were able to begin landing but
the sun set before we could get any ICU patients to the roof, leaving us with
4 patients and no exit strategy. The commercial guys were able to communicate
with military helicopters and by 1 IPM Wednesday the clap -clap thunder of a
Black Hawk was heard overhead. The Black Hawks were configured only as troop
carriers which meant that we would have to provide patient support for all of
the sorties. The first ride for me was surreal... moonless night, unlit
buildings & towers, pilots with night vision goggles. A triage landing site
had been established on the edge of town on the interstate. Amazingly there
were thousands of people waiting, ready to help but no one had known of our
plight. We dumped our patients with brief medical records taped to their
forearms into waiting ambulances for dispersion all over the region. A day
later I got a call that the 23 y. o. was alive and doing well. We continued
the air evacuation all day Thursday, Thursday night, and Friday
AM. Nurses cat -napped on the concrete roof by putting their heads on the legs
of colleagues who bagged and comforted those waiting for the next helicopter.
Not knowing the structural integrity of the roof top, the Black Hawk pilots
stayed powered up while we loaded our patients, does, & 02 cylinders. After
48 hours of screaming commands over the deafening sound of the Black Hawks our
entire ICU staff was both deaf & mute. By Friday afternoon we had completed
our mission and walked the three blocks back to Charity in chest deep sewage
just in time to discover that FEMA had arrived to begin evacuating our
hospital.
I cried when I left Charity, perhaps for the last time ever. Some were tears
of triumph, some were tears of profound sadness. Triumph for the miracle of
human resolve that allowed a group of civilian doctors, nurses, and
respiratory therapists to accomplish what the Federal government could not. We
got all of our patients out alive except two. One we expected to die. The
other was an incubated elderly lady with COPD whose husband we had had to
leave behind at Charity. I remember how he sat day and night fanning his wife
in the sweltering heat of the ICU ... fanning even as he seemed to slip into
sleep. She died in the arms of her resident physician who could do no more on
the roof top than comfort her with the touch of a hand. I never saw her
husband again as he was evacuated before I got back to the hospital ... I don't
even know if he knows that she had died. Even if he does know, I somehow feel
that he remains profoundly grateful. The sadness is felt because valuable
time was lost both due to the anemic early response and because valuable
resources were misused. I personally witnessed dozens and dozens of
helicopters, many military, land and fly away with able bodied citizens while
patients died on the roof top. And sadly, many of those able-bodied citizens
were physicians.
It was an experience that I will never forget. I left with one memento, a
setof keys of a John Doe with an unknown medical condition that we loaded into a
helicopter to be carried to an unknown place with an uncertain future. If you
received a John Doe looking for his keys, let me know, I'd love to one day be
able return them. Ben
•
ITEM D - 3
t CITY OF MEDINA
.°City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.233.6400
www.modina-wa.gov
MEMORANDUM
DATE: November 22, 2005
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Playground Demolition and Site Preparation
RECOMMENDATION: Discuss and provide direction to City Manager.
POLICY IMPLICATION: The budget/fiscal impact of this project is estimated at $48,500.
BACKGROUND: The City Council approved an expenditure and budget amendment of
$25,000 for playground equipment during the July 11, 2005 City Council
meeting. At the time, a request for funding was made by a group of
citizens. Initially, costs associated with demolition and site preparation were
not considered due to unique circumstances related to the manner in which
this project evolved. As a result, demolition and site preparation costs were
identified after funding had been approved.
It is not possible for the Public Works staff to complete the demolition and
site preparation in a timely manner with the equipment and resources
available. Therefore, bids have been solicited through a small works
project process. The request for bids was sent to more than twenty
contractors in late September. Unfortunately, only two bids have been
submitted and both exceed the estimated cost prepared by the Director of
Public Works. The lowest bid received is for an amount of $48,220, which
is almost double the cost of the estimate. The second bid exceeded
$100,000.
Demolition and site preparation required prior to installation of the new
playground equipment involves removal and salvaging the existing
structure, concrete curbs and foundations, and disposal of all debris, wood
chips, and materials, re -contouring slopes, excavating and grading,
installation of an edge restraint, installation of a drainage system,
installation of a gravel base and site restoration.
The City Council may wish to consider the options below.
Option 1 — Authorize expenditure for demolition and site preparation as
part of 2005 Budget. The Capital Projects Fund Budget could be used for
this project and a budget amendment would not be required.
Option 2 — Increase the 2006 Capital Projects Budget to include the cost
of demolition and site preparation.
Option 3 — Do not authorize the expenditure. The playground equipment
would not be installed and would remain in storage until funding for
demolition and site preparation is approved.
Medina Park Playground Equipment Project Timeline
June 20, 2005
Bruce Raskin (Medina Days Committee) presented idea to collect donations for play
equipment to the Park Board.
June 27, 2005
City Council agreed to amend Capital Project Budget by $30,000 for playground equipment
purchase.
July 11, 2005
City Council approved $30,000 budget amendment.
July 18, 2005
Park Board meeting to discuss work plan and process.
July 21, 2005
Meeting with playground proponents, Park Board and staff to discuss work plan and
process.
July 26, 2005
Open House to consider the equipment options and design.
August 3, 2005
Meeting with playground proponents, Park Board representatives and staff to discuss
equipment selection.
August 8, 2005
Meeting with playground proponents to discuss layout design.
August 13, 2005
Favorable community support during Medina Days for playground equipment. See -saw and
chess table donations were pledged.
August 15 — Sept 19
Playground equipment specifications, layout design, preliminary estimate of $25,477 for site
work (drainage needs to be determined).
Sept 19 — Sept 28
Prepare Bid package and design drawings.
•
Sept 28, 2005 Request for Bids sent to 20 contractors.
Oct 10, 2005 One bid received for $107,503.
Contacted more contractors and sent out bid packages.
Oct 25, 2005 Meeting with playground proponents to discuss project. Edging material in question. For
Public Works to complete the work during poor weather the work could take several
months. Possibility of early spring installation.
Nov 7, 2005 Playground equipment storage arranged, edging material still in question. Hos Bros agreed
to donate gravel. Mowat will provide for delivery of the play equipment.
Nov 21, 2005 Bid received for site preparation work for $48,220 with City to provide edging material and
chips
9 Page 2
2006
Citv Council Calendar
0
Description
1/9/2006
Regular
Meeting
1/23/2006
Study
Session
2/13/2006
Regular
Meeting
2/27/2006
Study
Session
2006 Study Sessions
Discussion
2006 Leg Action Plan
Discussion
Annual Retreat Date
Discussion
ARCH Budget
Discussion/Action
City Facilities
Discussion
Election of Mayor
Discussion/Action
Election of Deputy
Mayor
Discussion/Action
FY 2005 Year End
Financial Report
Discussion
Labor Negotiations
Discussion
Discussion
Marine Patrol Annual
Report
Discussion
Oath of Office — Newly
& Re -Elected
Action
Permit Streamlining
Discussion
Tree Preservation Ord.
Discussion
Tree Replacement —
84th Avenue N.E.
Discussion
f
11 /23/2005
Page 1 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
WIN
11
City Council Calendar
3/13/2006 3/27/2006 4/10/2006 4/24/2006
Regular Study Regular Study
Meeting Session Meeting Session
2006 Labor Agreements
11 /23/2005
Page 2 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
L_-j
•
•
2006
City Council Calendar
Description
5/8/2006
Regular
Meeting
5/22/2006
Study
Session
6/12/2006
Regular
Meeting
6/26/2006
Study
Session
CIPMP — 2006 - 2011
11 /23/2005
Page 3 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
Council Calendar
Description
7/10/2006
7/24/2006
8/14/2006
8/28/2006
Regular
Study
Regular
Study
Meeting
Session
Meeting
Session
2007 B
11/23/2005 Page 4 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
2006
City Council Calendar
9/11 /2006 9/25/2006 10/9/2006 10/23/2006
0 Regular Study Regular Study
Meeting Session Meeting Session
2007 Budget
C.M. Performance Eval
Property Tax Lev
•
11 /23/2005
Page 5 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
•
2006
City Council Calendar
Description 11/13/2006 11/27/2006 12/11/2006
Regular Study Regular
Meeting Session Meeting
2007 Budget
C.M. Performance Eval
Property Tax Lev
11 /23/2005
Page 6 of 6
P:\2005 Agenda Packets\11282005\Item D-4, 2006 City Council Calendar.doc
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.233.6400
www.medina-wa.gov
MEMORANDUM
DATE:
November 18, 2005
TO:
Mayor and City Council
FROM:
Doug Schulze, City Manager
RE:
City Council Resource Binders
COMMENT:
Please bring your City Council Resource Binder with you to the November 28th or December 12"' meeting
so City staff can update them and distribute the updated binders to the 2006 City Council.
MEMORANDUM
DATE: 22 November 2005
TO: Medina City Manager & City Council
FROM: Mary Odermat, Mayor
SUBJECT: St. Thomas School Facility Upgrade Open House
On 23 November, I attended the subject open house, enjoying the
appreciative welcome extended to me, as a representative of the City, by
members of the school community who were present. There were 15 to 20
attendees, most being school administrators or staff. Planning Commission
Chairman, Mark Nelson was also present.
Architect Steve Sutherland was spokesperson for the Miller Hull firm, the
entity which designed the 1991 school addition. Mr. Sutherland referenced
a St. Thomas School Campus Study completed in 2002, and a traffic study
underway and soon approaching conclusion. The school enhancement
project is currently in the pre -design phase, with focus on needs assessment
for both school and church. Another couple of months will be devoted to
visioning exercises leading into the conceptual drawings of options to be
considered. A site survey is expected to be available this week. Mr.
Sutherland presented an overview of a three year chart entitled St. Thomas
Campus Development. This architect is highly familiar with the MMC. He
anticipates submittal of the permit application to the City by 1 June 2006.
Preliminary findings relative to traffic flow, based on future opening of two
new school sections reveal no overstress of NE 12'b or of 84`h Avenue NE.
Therefore the total trips generated would remain within the City's standards
of an acceptable range. MES peak traffic periods are separated from St.
Thomas School peak traffic periods by 30 minutes. Mention was
forthcoming of the possibility of adding ingress/egress at the north end of
the 84 h Avenue NE frontage. The traffic study will be submitted with the
permit application.
Reference was also afforded to vehicle parking needs on the campus. An
engineer's assessment indicates the current number of parking stalls is
adequate, while the possibility exists, within the present scenario to add 3 5
more spaces. This decision will likely hinge on the decision as how to best
use the playfield and the north area of the campus. Also of concern is the
retention of the Park-n-Ride area -- to keep or to relinquish? A
consideration may be afforded to providing structured or underground
parking. The water table could be a determining factor.
Dr. Kirk Wheeler, Head of School, addressed the desire to integrate school
philosophy and to enhance learning potential with changes to the existing
facility. Emphasis will be placed on growing the school while maintaining
the function. The flow within the facility and on the campus are important
elements to address. It is anticipated the Church will also undergo some
structural change in the future, so formation of a campus master plan is a
timely, significant undertaking. Dr. Wheeler reported that newly developed
joint use agreements between church and school will factor into
conclusions.
The architect and school personnel present emphasized the desire to create a
campus that is a true asset in the community, perhaps even providing a
center for summer programs. Mark Nelson suggested that creation of a
gymnasium that could be used by other school athletic teams or community
athletic teams would be an immensely valuable asset.
The City of Medina is fortunate to house the St. Thomas Community. I was
impressed with the strong, stated desire to be outstanding citizens and to
provide a valued asset for all of Medina to enjoy.
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