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HomeMy WebLinkAbout07-06-20 REVISED Council Meeting SPECIAL ACCOMMODATIONS: The City of Arlington strives to provide accessible meetings for people with disabilities. Please contact the ADA coordinator at (360) 403-3441 or 711 (TDD only) prior to the meeting date if special accommodations are required. To join meeting, click here Meeting ID: 867 1375 1254 Password: 240408 CALL TO ORDER Mayor Barb Tolbert PLEDGE OF ALLEGIANCE ROLL CALL Mayor Barb Tolbert – Ashleigh APPROVAL OF THE AGENDA Mayor Pro Tem Jesica Stickles INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS Appreciation from Chief Hovis of Collaborative COVID-19 Operations Center PROCLAMATIONS PUBLIC COMMENT For members of the public who wish to speak to the Council about any matter not on the Public Hearing portion of the meeting. Please limit remarks to three minutes. CONSENT AGENDA Mayor Pro Tem Jesica Stickles 1. Minutes of the June 15 and June 22, 2020 Council meetings ATTACHMENT A 2. Accounts Payable Approval of EFT Payments and Claims Checks #99925 through #100095 dated June 16, 2020 through July 6, 2020 for $758,248.25 3. Memorandum of Understanding with IAFF for Captain/Paramedic ATTACHMENT B Pay Assignment PUBLIC HEARING 1. Development Agreement for SMARTCAP 188th Development QOZB, LLC. ATTACHMENT C Staff Presentation: Marc Hayes Council Liaison: Mayor Pro Tem Jesica Stickles 2. Development Agreement for Corner 9 Properties, LLC ATTACHMENT D Staff Presentation: Marc Hayes Council Liaison: Mayor Pro Tem Jesica Stickles Arlington City Council Meeting Monday, July 6, 2020 at 7:00 pm City Council Chambers – 110 E Third Street SPECIAL ACCOMMODATIONS: The City of Arlington strives to provide accessible meetings for people with disabilities. Please contact the ADA coordinator at (360) 403-3441 or 711 (TDD only) prior to the meeting date if special accommodations are required. NEW BUSINESS 1. Bid Award to Holt Services, Inc. for New Water Source Test Wells ATTACHMENT E Staff Presentation: Jim Kelly Council Liaison: Debora Nelson 2. Geotechnical Services Contract with Pacific Groundwater Group for ATTACHMENT F Test Well Drilling Staff Presentation: Jim Kelly Council Liaison: Debora Nelson 3. Construction Management Contract with KBA, Inc. for ATTACHMENT G 204th St NE / 77th Ave NE Roundabout Project Staff Presentation: Jim Kelly Council Liaison: Jan Schuette 4. Resolution to Extend Emergency Waiver of Utility Bill Late Fees and ATTACHMENT H Suspension of Water Shutoffs until Governor’s Phase 4 Reopening Staff Presentation: Paul Ellis Council Liaison: Mayor Pro Tem Jesica Stickles 5. Review of Police Policies and HR Hiring Policies ATTACHMENT I Staff Presentation: Jonathan Ventura / James Trefry Council Liaison: Mayor Pro Tem Jesica Stickles 6. Resolution in Support of Arlington Police Department Personnel ATTACHMENT J Staff Presentation: Mayor Barb Tolbert Council Liaison: Mayor Pro Tem Jesica Stickles COMMENTS FROM COUNCILMEMBERS INFORMATION/ADMINISTRATOR & STAFF REPORTS MAYOR’S REPORT EXECUTIVE SESSION RECONVENE ADJOURNMENT Mayor Pro Tem Jesica Stickles / Mayor Barb Tolbert DRAFT Page 1 of 5 Council Chambers 110 East Third Street June 15, 2020 Councilmembers Present: Mike Hopson, Michele Blythe, Jan Schuette, Marilyn Oertle, Jesica Stickles, Debora Nelson, and Don Vanney. Council Members Absent: None. Staff Present: Mayor Barb Tolbert, Paul Ellis, James Trefry, Kristin Garcia, Jim Kelly, City Attorney Steve Peiffle, and Wendy Van Der Meersche. Also Known to be Present: Twenty-one YouTube viewers. Mayor Barb Tolbert called the meeting to order at 7:00 p.m., and the Pledge of Allegiance and roll call followed. APPROVAL OF THE AGENDA Mayor Pro Tem Jesica Stickles moved to approve the agenda as presented. Councilmember Marilyn Oertle seconded the motion, which passed with a unanimous vote. INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS None. PROCLAMATIONS None. PUBLIC COMMENT None. CONSENT AGENDA Mayor Pro Tem Jesica Stickles moved and Councilmember Marilyn Oertle seconded the motion to approve the Consent Agenda that was unanimously carried: 1. Minutes of the June 1 RFA Council Retreat, and June 1 and June 8, 2020 Council meetings 2. Accounts Payable: EFT Payments and Claims Checks #99819 through #99924 dated June 2, 2020 through June 15, 2020 for $729,185.29; and Payroll EFT Payments and Checks #29545 through #29552 dated May 1, 2020 through May 31, 2020 for $1,465,471.21. 3. Conveyance of Real Property for Right-of-Way Purposes Related to the Villas at Arlington Project Minutes of the Arlington City Council Meeting Minutes of the City of Arlington City Council Meeting June 15, 2020 Page 2 of 5 PUBLIC HEARING None. NEW BUSINESS Business Rent Relief Grant Program Funding Finance Director Kristin Garcia requested Council approve the award of $95,372 in business relief grants from CARES Act funding, distributed by the Washington State Department of Commerce. Forty-two applications for the rent relief program were received totaling approximately $107,000. Thirty-six of the applications met all the required eligibility to receive funding. The total amount eligible to be awarded for the 36 applications is $95,372. Applications were required to meet basic criteria and were scored on a variety of metrics. The maximum amount to award per application was up to two month’s rent or $3,500. Mayor Pro Tem Jesica Stickles moved and Councilmember Don Vanney seconded the motion to award $95,372 in business relief grants as presented on the grant application summary. The motion passed unanimously. Resolution Directing the Cessation of Processing Special Events Permits City Administrator Paul Ellis requested Council approve the resolution directing the cessation of processing special events permits. The Governor has extended the “Stay Home, Stay Healthy” proclamation through at least July 1, 2020, and the Governor’s “Safe Start” extension of the original Proclamation is effective through at least July 1, 2020, as well. The spread of COVID-19, a respiratory disease that spreads easily from person to person and may result in serious illness or death, continues throughout the State, without any expectation of ending in the immediate future. Public health experts are concerned about a “second wave” of COVID-19 infections which could occur as Washington and other states begin re-opening. Public events attract large numbers of people to the City of Arlington, and under the Governor’s “Safe Start” plan, large gatherings are prohibited until the County reaches “Phase 4” status. These recommendations and restrictions are intended to protect the health and safety of the citizens of Washington and the citizens of Arlington. The City wishes to limit social gatherings which might be encouraged by the issuance of special events permits within the City. Special events create staffing challenges for the City staff, which is already stretched thin by virtue of the Governor’s order. The City shall not accept applications for, or approve, any special events permits nor allow City facility reservations for activities in City parks, facilities, or other City-owned or controlled property through August 30, 2020. This Resolution shall be effective immediately and staff is directed to implement it immediately for the protection of the public. This resolution aligns with the Governor’s proclamation. Mayor Pro Tem Jesica Stickles listed recommendations for edits. City Administrator Paul Ellis stated that those changes would be made to the resolution. Minutes of the City of Arlington City Council Meeting June 15, 2020 Page 3 of 5 Mayor Pro Tem Jesica Stickles moved and Councilmember Debora Nelson seconded the motion to approve the amended resolution and authorized the Mayor to sign it. The motion passed unanimously. The Mayor indicated it will be subject to review by the City Attorney. Termination of Interlocal Agreement with Snohomish County for Twin Rivers Park Maintenance Administrative Services Director James Trefry requested Council approve the termination of an interlocal agreement with Snohomish County for maintenance of Twin Rivers Park. Councilmember Marilyn Oertle moved and Councilmember Don Vanney seconded the motion to terminate the interlocal agreement with Snohomish County for the maintenance of Twin Rivers Park, due to reduced revenues and available funding and resources pursuant to Section 15.2 of the interlocal agreement. The motion passed unanimously. Resolution Rejecting Bid Protest letter to 2020 Utility and Pavement Preservation Bid Award Public Works Director Jim Kelly requested Council approve the resolution rejecting the bid protest letter from Reece Construction Company to the 2020 Utility and Pavement Preservation Project bid. JB Asphalt Paving, Inc. submitted the lowest qualified bid, the bid complies with the requirements of RCW 39.30.060, and it is in the best interests of the City and the taxpayers to accept the JB Asphalt bid and waive all irregularities in the bid, if any exist. A brief discussion followed with Mr. Kelly answering Council questions. Councilmember Debora Nelson moved and Councilmember Jesica Stickles seconded the motion to approve the resolution rejecting the Reece Construction Company challenge to the 2020 Utility and Pavement Preservation Bid, submitted by JB Asphalt & Paving, and find JB Asphalt & Paving, Inc. to be the qualified low bidder for the 2020 Utility Improvement and Pavement Preservation Project, and authorized the Mayor to sign the resolution. The motion passed unanimously. Bid Award for 2020 Utility and Pavement Preservation Project Public Works Director Jim Kelly requested Council approve the bid award for the 2020 Utility Improvement and Pavement Preservation project. The capital improvements and pavement preservation program for year 2020 were advertised for bid in early May. Bids were opened on May 21, and JB Asphalt & Paving is the qualified low bidder. Councilmember Debora Nelson moved and Councilmember Marilyn Oertle seconded the motion to award the 2020 Utility Improvement and Pavement Preservation Project to JB Asphalt & Paving in the amount of $2,497,643.04, and authorized the Mayor to sign the construction contract, pending final review by the City Attorney. The motion passed unanimously. Minutes of the City of Arlington City Council Meeting June 15, 2020 Page 4 of 5 Resolution Condemning Racism and Supporting Peaceful Protests in Snohomish County Mayor Pro Tem Jesica Stickles presented and read aloud a resolution in response to the death of George Floyd, condemning racism, and supporting peaceful protests in Snohomish County. Councilmember Mike Hopson read from a prepared statement, recommending Councilmembers review Arlington Police Department’s policies. Mayor Pro Tem Stickles stated that she would like Councilmembers to take next steps. Mayor Pro Tem Jesica Stickles moved and Councilmember Debora Nelson seconded the motion to approve the resolution, and authorized the Mayor to sign it. The motion passed unanimously. COMMENTS FROM COUNCILMEMBERS Councilmember Hopson would like Council to review employee policy manual and 8 Can’t Wait police campaign. Mayor Pro Tem Jesica Stickles would like Councilmembers to form small groups to divide work and review. The Mayor would like this to be a public process, (workshop) and will talk with City Administrator Paul Ellis and Chief Ventura. Councilmember Nelson would like this done publically whether task force, hear citizens of color, and possibly Mr. Nelson to get different people/business owners/students involved, and incorporate those affected by this to be included. Councilmember Vanney agreed and would like diversified public involvement. Mayor would like to ensure resources, tools and partnerships are available to police department. Councilmember Blythe would like police representation included in everything pertaining to their department. The Mayor indicated she would like the Chief and Administrative Services Director James Trefry to prepare presentation for Council meeting. Councilmember Blythe stated she is discouraged by the number of citizens in the community not wearing face masks. ADMINISTRATOR & STAFF REPORTS City Administrator Paul Ellis stated that the Resolution suspending utility shutoffs will expire June 30. The Governor has extended that order until July 28. Mr. Ellis would like Council to approve a new resolution with the July 28 extension. He would also like an additional resolution brought forward at a later date providing an additional extension for citizens who are on a payment plan. MAYOR’S REPORT Mayor Tolbert spoke of the peaceful protest she attended in Arlington Friday night where she saw Councilmembers in attendance. She indicated that the City will be partnering with Mr. Will Nelson, from Arlington School District, to educate the community regarding racism. Minutes of the City of Arlington City Council Meeting June 15, 2020 Page 5 of 5 Department of Emergency Management will be distribute 16,000 face masks to low income citizens in the community. EXECUTIVE SESSION None. ADJOURNMENT With no further business to come before the Council, the meeting was adjourned at 7:46 p.m. _________________________________________ Barbara Tolbert, Mayor DRAFT Page 1 of 6 Council Chambers 110 East Third Street June 22, 2020 Councilmembers Present: Mike Hopson, Marilyn Oertle, Debora Nelson, Don Vanney, Jan Schuette, Jesica Stickles and Michele Blythe. Council Members Absent: None. Staff Present: Mayor Barb Tolbert, Paul Ellis, James Trefry, Marc Hayes, Kristin Garcia, Jim Kelly, City Attorney Steve Peiffle, and Ashleigh Scott. Also Known to be Present: Twenty-one YouTube viewers. Mayor Barb Tolbert called the meeting to order at 7:00 pm, and the Pledge of Allegiance and roll call followed. APPROVAL OF THE AGENDA Mayor Pro Tem Jesica Stickles moved to approve the agenda as presented. Councilmember Marilyn Oertle seconded the motion, which passed with a unanimous vote. INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS None. WORKSHOP ITEMS – NO ACTION WAS TAKEN Development Agreement for SMARTCAP 188th Development QOZB, LLC. Community & Economic Development Director Marc Hayes reviewed the proposed Development Agreement for SMARTCAP 188th St. development QOZB, LLC., and described certain conditions and allowing for the use of projects Traffic Impact Fees (TIF) to be utilized for the construction of 63rd Ave. NE between the subject property and the 63rd Ave. improvements that were constructed by the Dantrawl project on 180th St., along the frontage improvements on 188th St. NE. This will provide for a complete connection, (3/4 street improvements) between the project site and 180th St. Ultimately, 63rd Ave. will provide a connection between 188th St. NE and SR 531, to serve the needs of the manufacturing/industrial business being constructed in the CIC. Development Agreements are utilized to ensure that certain terms and/or conditions are addressed. The City requested that a portion of 63rd Ave. be constructed in conjunction with the SMARTCAP 188th St. project, as well as dedication of Rights of Way for both the 63rd alignment and the 188th St. frontage improvements. SMARTCAP offered to construct 63rd Ave. from their project site to 180th St. so that a viable roadway connection was created to Minutes of the Arlington City Council Zoom Workshop Minutes of the City of Arlington City Council Workshop June 22, 2020 Page 2 of 6 serve properties in the area, including the second SWIRE Coca-Cola parcel that affronts the 63rd Ave. alignment. The City realizes the benefits from the 63rd Ave. construction for both the developing businesses and the general public, along with the burden of both dedication of property and the construction of the roadway placed upon the development. The City acknowledges this and has agreed to allow credit of traffic impact fees, in lieu of payment, to be applied to the construction of 63rd Ave, and the 188th St. improvements. This Development Agreement memorializes these items. This agreement addresses lots 1-3 of the SMARTCAP 188th St. Development QOZB, LLC. Per AMC 20.39.040, a public hearing is required to be held prior to a decision by City Council on Development Agreements. A public hearing is scheduled to be held at the regular City Council meeting on July 6, 2020. Discussion followed with Councilmember Jan Schuette having questions related to the project location and clarification on items within the agreement. Development Agreement for Corner 9 Properties, LLC Community & Economic Development Director Marc Hayes reviewed the proposed Development Agreement for Corner 9 Properties, LLC. And described certain conditions and allowing for the use of the projects Traffic Impact Fees (TIF) to be utilized for the additional transportation improvements associated with the extension of Gilman Ave., the public parking lot and the park access road. Community Park Impact Fees (CPIF) to be utilized for the dedication of a nine (9) acre parcel (Track P) and the dedication of a 1.8 acre parcel (Track Q) as additional park property, in lieu of payment. Development Agreements are utilized to ensure that certain terms and/or conditions are addressed. The City requested that a 12 foot wide multi-modal trail be installed adjacent to Gilman Ave., a public parking lot and asphalt access road to the Country Charm Park be constructed in conjunction with the Gilman Walk at Country Charm project, as well as dedication of Right of Way for the Gilman Ave. extension. Currently there exists no legal, vehicular access, to the Country Charm Park, nor is there a parking facility to accommodate park users. Corner 9 Properties LLC. has agreed to construct both the access road and the parking facility, so that a safe, functional connection is created to serve the general public wishing to use the park property. The City realizes the benefits from both the transportation improvements and the additional park property, allowing for a viable community park for generations to come, and has agreed to allow credit of traffic impact fees, and community park impact fees in lieu of payment, to be applied to the transportation improvements and the additional park property dedication. This Development Agreement memorializes these items. This agreement addresses the Gilman Walk at Country Charm project in its entirety. Per AMC 20.39.040, a public hearing is required to be held prior to a decision by City Council on Development Agreements. A public hearing is scheduled to be held at the regular City Council meeting on July 6, 2020. Discussion followed with Councilmember Jan Schuette and Councilmember Michele Blythe having questions related to the farm access, location of the road on the map handout and if city sponsored events could be held at this location. Minutes of the City of Arlington City Council Workshop June 22, 2020 Page 3 of 6 Bid Award to Holt Services, Inc. for New Water Source Test Wells Public Works Director Jim Kelly reviewed a bid tabulation for the 2020 Exploratory Drilling, Testing and Monitoring Well Installation Project. Public Works has been working for several years on securing and developing new water sources to ensure future water availability for Arlington’s future. This project was included in the City’s 2019-2020 budget with work associated with installation of test wells and monitoring wells scheduled for 2019. Complications prevented the City from moving forward with well installation in 2019, so the work was delayed until 2020. The Exploratory Drilling, Testing, and Monitoring project was advertised for bid on the MRSC Small Works Roster and two bids were received. Holt Services Inc. submitted the lowest qualified bid and staff is recommending this contract be awarded to Holt Services, Inc. in the amount of $208,088.79. Discussion followed with Councilmembers Debora Nelson, Michele Blythe, Jan Schuette, Jessica Stickles and Don Vanney having questions regarding water rights, how many wells the project was going to test, locations of the possible well sites and the land lease options, project timelines and the drilling process. Geotechnical Services Contract with Pacific Groundwater Group Public Works Director Jim Kelly reviewed the proposed contract with Pacific Groundwater Group to provide geotechnical and hydrogeological services with the drilling and testing of five potable water exploration wells. Public Works has been working for several years on securing and developing new water sources to ensure future water availability for Arlington’s future. The City is now moving forward with contracting for installation of testing, and monitoring wells and is in need of a geotechnical firm to log the borings and evaluate hydraulic performance of the test wells. Pacific Groundwater Group (PGG) has developed the preliminary planning and permitting work with the Department of Ecology to support these five test wells as possible future potable water production wells. PGG is well qualified to perform the geotechnical and hydrogeological work as needed to support the drilling and testing of five potable water exploration wells. The contract is in the amount of $159,419. There was no further discussion from Councilmembers. Construction Management Contract with KBA for 204th St NE/77th Ave NE Roundabout Project Public Works Director Jim Kelly reviewed the scope of work and fee with KBA for Construction Management (CM) services for the 204th/77th Roundabout project. Minutes of the City of Arlington City Council Workshop June 22, 2020 Page 4 of 6 Construction of the 204th/77th Roundabout project bid in April 2020 and awarded to Reece Construction, Inc. in early June 2020. Due to number of active Public Works projects and the need for full time management of this very important transportation project, staff is contracting with a CM firm to provide assistance with the management of this project. There is sufficient funding available within the existing budget to accommodate contracting the work. Staff reviewed CM qualifications from several firms and selected KBA, Inc. as best qualified to provide CM oversight for this project. Following consultant selection, staff negotiated scope of services and fee for CM services. Staff is recommending Council accept the attached Scope of Services and Fee for CM services for the 204th St Roundabout project in the amount of $183,000.00. Discussion followed with Mayor Tolbert, Councilmembers Jesica Stickles and Don Vanney having questions related to a project start and end date, when the information boards would be ready and posted for the community, as well as a reminder that City staff will be handling all forms of communication to other staff and the public as the project process continues. Resolution to Extend Emergency Waiver of Utility Bill Late Fees and Suspension of Water Shutoffs until Governor’s Phase 4 Reopening City Administrator Paul Ellis reviewed a proposed Resolution extending the Utility Late Fee and Shut Off Waiver. On April 6, 2020, City Council approved Resolution No. 2020-004 providing economic relief to city residents which authorized a waiver for utility late fees and shut off. The waiver currently expires on June 30, 2020. On May 29, 2020, the Governor issued Proclamation 20 -23.4 prohibiting residential disconnects, refusal to reconnect and charging late fees until July 28, 2020. The attached resolution proposes an extension to the city’s waiver of late fees and shut offs to all city customers (both residential and commercial) to align with the Governor’s proclamation. On March 25, 2020, the Governor issued the Stay Home, Stay Healthy order to stop spread of the COVID19. This order, along with social distancing restrictions, has resulted in significant financial impacts for businesses and residents within the City of Arlington. Discussion followed with Councilmember Marilyn Oertle and Debora Nelson having questions regarding how residents would be notified; letters mailed out or direct phone calls from department staff, and if there was communication to residents in need about assistance options through the Resource Center. It was confirmed that staff has been giving that information about to residents and both mailings and phone calls would be made. Memorandum of Understanding with IAFF for Captain/Paramedic Pay Assignment Administrative Services Director James Trefry reviewed a Memorandum of Understanding (MOU) between the City of Arlington and the IAFF Local No. 3728 representing uniformed firefighters regarding pay plan assignment for Captains who are also Paramedics. Minutes of the City of Arlington City Council Workshop June 22, 2020 Page 5 of 6 Council is asked to approve the Memorandum of Understanding between the City of Arlington and the IAFF Local No. 3728 amending the pay scale in the 2019-2021 Collective Bargaining Agreement for Captains who also possess a Paramedic certification and authorize the Mayor to sign it. The City had previously entered into a temporary agreement regarding the pay assignment for Jason Abrahamson when he assumed the floating Captain position, as he also possesses a paramedic certification. This temporary agreement set the rate for Captain/Paramedic at 126% of Firefighter/EMT 1st Class ($7,455/month), which equals $9,393/month. The current pay assignment for Captain ($8,946/month) in the Collective Bargaining Agreement is 120% of Firefighter/EMT 1st Class and the current pay assignment for Firefighter/Paramedic 1st Class ($8,350) is 112% of Firefighter/EMT 1st Class. The City has an interest in having Captains that are also certified Paramedics, as they can fill more than one role on a crew and have the potential to reduce backfill overtime cost. The prior temporary Memorandum of Understanding was entered into earlier this year and is attached. The current Collective Bargaining Agreement covers the period from January 1, 2019 – December 31, 2021. There was no further discussion from Councilmembers. May Financial Report Finance Director Kristin Garcia reviewed the May 2020 Financial Report. Discussion followed with Mrs. Garcia answering Council questions. ADMINISTRATOR AND STAFF REPORTS None. MAYOR’S REPORT Mayor Tolbert discussed shortly that the Department of Health is seeing an increase in COVID-19 cases within our county. Due to the increase, moving forward to Phase 3 has been put on hold. COMMENTS FROM COUNCILMEMBERS None. COUNCILMEMBER REPORTS Councilmembers Michele Blyth, Mike Hopson, Don Vanney and Jesica Stickles provided brief updates, while Councilmembers Marilyn Oertle, Debora Nelson and Jan Shuette had nothing to report this evening. PUBLIC COMMENT None. Minutes of the City of Arlington City Council Workshop June 22, 2020 Page 6 of 6 REVIEW OF CONSENT AGENDA ITEMS FOR NEXT MEETING City Council discussed and agreed to place Item No. 7 on the Consent Agenda for the July 6, 2020 Council meeting. EXECUTIVE SESSION None. ADJOURNMENT With no further business to come before the Council, the meeting was adjourned at 8:00 p.m. _________________________________________ Barbara Tolbert, Mayor City of Arlington Council Agenda Bill Item: CA #3 Attachment B also possess a Paramedic certification and authorize the Mayor to sign it. This temporary agreement set the rate for Captain/Paramedic at 126% of Firefighter/EMT 1st Class ($7,455/month), which equals $9,393/month. The current pay assignment for Captain ($8,946/month) in the Collective Bargaining Agreement is 120% of Firefighter/EMT 1st Class and the current pay assignment for Firefighter/Paramedic 1st Class ($8,350) is 112% of Firefighter/EMT 1st Class. City of Arlington Council Agenda Bill Item: CA #3 Attachment B Page 1 of 2 MEMORANDUM OF UNDERSTANDING by and between THE CITY OF ARLINGTON, WASHINGTON and INTERNATIONAL ASSOCIATION OF FIREFIGHTERS LOCAL 3728 CAPTAIN/PARAMEDIC PAY ASSIGNMENT THIS AGREEMENT is entered into by and between the City of Arlington, Washington, hereinafter referred to as the City, and the International Association of Firefighters Local 3728, hereinafter referred to as IAFF. During the bargaining of the current 2019-2021 collective bargaining agreement the parties were able to come to an agreement on the use of “floating” captain and firefighter positions to avoid backfill with a temporary position when a firefighter/EMT attends paramedic school. Sam Johnston, a firefighter/EMT member of the bargaining unit is attending the new Snohomish County paramedic training program beginning in 2020, with such training potentially extending into the first quarter of 2021, necessitating the assignment of a floating captain. One of the items that remained unresolved regarding such an assignment was when a paramedic is assigned to the floating captain position. Previously, none of the existing regular captains were also paramedics. Both the City and Jason Abrahamson had an interest in him maintaining his paramedic certification and being able to perform such work on the shifts to which he was assigned as the floating captain during the period stated above. The parties previously reached the attached MOU agreement titled “JASON ABRAHAMSON – FLOATING CAPTAIN ASSIGNMENT” as it relates to the pay assignment Abrahamson received during the period of floating captain assignment, conditioned upon his successful maintenance and possession of his paramedic certification. Subsequent to the execution of the MOU on floating captain pay for Jason Abrahamson, there has been a retirement of one of the regular captains resulting in a pending promotion of Jason Abrahamson to a regular captain position. Based on this change in circumstances, the parties have met and conferred and wish to enter into a new agreement that permanently amends the existing pay plan in the collective bargaining agreement and replaces the prior executed MOU regarding Abrahamson’s wage assignment while assigned the floating captain duties: 1. Any paramedic acting as a floating captain, or as a result of promotion to a regular shift captain position, shall receive 126% of Firefighter 1st Class pay for the period of time as Page 2 of 2 performing the duties of floating or regular captain, conditioned upon the successful maintenance and possession of a paramedic certification 2.This MOU Addendum is effective once executed by both parties. No modification to this MOU is valid unless in writing and signed by the parties, except for any extension as provided for by the terms herein stated. 3.This MOU shall remain in full force and effect until December 31, 2021, or until such time as a successor collective bargaining agreement is in place, whichever occurs later. CITY OF ARLINGTON IAFF Barbara Tolbert, Mayor Greg Koontz, President Date: Date: City of Arlington Council Agenda Bill Item: PH #1 Attachment C certain conditions and construction of 63rd Ave. NE between the subject property and the 63rd constructed by the Dantrawl project on 180th St., along with frontage improvements on 188th St. NE. This will provide for a complete connection, (¾ street improvements) between the project site and 180th St. Ultimately, rd th project, as well as dedication of Rights of Way for both the 63rd alignment and the 188th St. frontage improvements. SMARTCAP offered to construct 63rd Ave. from their project site to 180th St. so that a viable roadway connection was created to serve properties in the area, including the second SWIRE Coca-Cola parcel that affronts the 63rd Ave. alignment. The City realizes the benefits from the 63rd Ave. construction for both the developing businesses and the general public, along with the burden of both dedication of property and the construction of the roadway placed upon the development. The City acknowledges this and has agreed to allow credit of traffic impact fees, in lieu of payment, to be applied to the construction of 63rd Ave, and the 188th St. improvements. This Development Agreement memorializes these items. This agreement th City of Arlington Council Agenda Bill Item: PH #1 Attachment C Development Agreement 1 AFTER RECORDING, RETURN TO: CITY OF ARLINGTON 18204 59TH AVENUE NE ARLINGTON, WA 98223 DEVELOPMENT AGREEMENT DEVELOPER(S): SMARTCAP 188th St. Development QOZB, LLC GRANTEE(S): City of Arlington, Washington LEGAL (Abbrev.): ASSESSOR'S TAX#: 31052200102700, 31052200102500, 31052200103000, 1052200101000, 310522001032000 REFERENCE #: SMARTCAP 188th St. Roadway Extension of 63rd Avenue The parties to this agreement are the City of Arlington, a Washington municipal corporation ("City"), and SMARTCAP 188th St. Development QOZB, LLC, a Washington limited liability company (“Developer"). All references herein to Developer shall be deemed to include any successors and/or assigns of SMARTCAP 188th St. Development QOZB, LLC. The parties do enter into the following agreement to promote the development of certain real property located within the City, upon the following terms and conditions ("Agreement"). 1.0 RECITALS 1.1 Location of Property. Developer warrants that it controls certain real property located at 6108 188th Street NE., ARLINGTON, WA 98223, being more particularly described in Exhibit A (hereafter “The Property”). 1.2 Zoning. The Developer is the owner of a tract of land, zoned General Industrial (GI), located in the City of Arlington, Washington, containing approximately 12.18 acres. 1.3 Permanent Use. The Developer wishes to develop the Property to construct a roadway extension of 63rd Avenue from the Dantrawl site north through the SWIRE site onto the Developer’s site. 1.4 Binding Site Plan. As part of the proposed development, the Developer has filed a Binding Site Plan Application, filed under City File No. PLN-587 (“the Project”). Through this application, the Developer seeks approval of a Binding Site Plan that will fix and Development Agreement 2 establish the development of the Property in a form that is consistent with the requirements of the City. The Binding Site Plan proposes a division of the 12.18 acres into three (3) parcels (Parcels A-C) with Lot A (comprised of 2.96 acres) being developed for industrial development, Parcel B (comprised of 3.01 acres) being developed for industrial development and Parcel C (comprised of 6.21 acres) being developed for industrial development. 1.5 Use of Traffic Impact Fees. As a condition of the Binding Site Plan, the City and the Developer have agreed that 63rd Avenue, a north-south connector street between 180th Street NE and the future connection with 188th Street NE, will be constructed as a public roadway by the Developer. The developer is only obligated to construct the 63rd Avenue roadway as detailed in attached construction drawings from the north property line of the Dantrawl site to the northern terminus of the SMARTCAP project. The developer is not obligated to construct street lighting, sidewalks or community trail along 63rd Avenue roadway. The City has agreed to allow Developer to construct 63rd Avenue in lieu of paying a cash monetary amount for traffic impact fees associated with the development of Parcels A-C. The Developer may also utilize Traffic Impact fees for the frontage improvements along 188th Street NE and future 63rd Avenue that abut Parcels A and C. The total amount allowed for the roadway construction (the “Allowed Construction Amount”) is identified within this agreement, and any amount of fees identified in a traffic impact analysis exceeding the Allowed Construction Amount will be paid in cash to the City. 1.6 Dedication. The dedication of Developer’s real property for Public Right of Way purposes, (to construct 63rd Avenue frontage) must occur on or before issuance of a certificate of occupancy for any project proposed in the Development. The Developer shall provide performance security in a form acceptable to the City per AMC 20.12 Part IX.-Security Mechanisms, until such time as the infrastructure is accepted by the City of Arlington. 1.7 Benefits. The City recognizes the public benefits which will occur from the permanent development of the property as proposed by the Developer, including the installation of 63rd Avenue and 188th Street NE frontage improvements. Likewise, Developer recognizes the benefit of this agreement allowing the use of traffic impact fees to construct 63rd Avenue, and the 188th Street NE frontage improvements in lieu of paying said fees in cash. 1.8 Consistency with Development Regulations. The City and the Developer wish to ensure that the Property will be developed in accordance, specifically, with the provisions of the City’s Development Regulations, and the Binding Site Plan, in compliance with all applicable City codes, plans, and development regulations, and in a manner acceptable to the City. These include, but are not limited to, the current edition of the Arlington Comprehensive Plan (January 2018) and the Arlington Municipal Code (AMC) specifically including, but not limited to, Water and Sewers (Title13), Fire Regulations (Title 15), Buildings and Construction (Title 16), Zoning (Title 20) and the most current edition of the City of Arlington Construction Standards and Specifications. 1.9 The City and Developer agree that each has entered into this Development Agreement Development Agreement 3 knowingly and voluntarily and agree to be bound by the terms and conditions of this Development Agreement. 1.10 The City and the Developer agree that the foregoing terms and recitals are material to this Development Agreement, and that each party has relied on the material nature of such terms and recitals in entering this Development Agreement. 1.11 The City Council has authorized the Mayor or City Administrator to enter into this Agreement following a public hearing held in accordance with RCW 36.70B.200. 2.0 ADOPTION OF BINDING SITE PLAN/REQUIREMENTS OF CITY CODE 2.1 The parties agree as follows regarding the conditions of approval required by AMC 20.39.060: a. A site plan for the entire project, showing locations of sensitive areas and buffers, required open spaces, perimeter buffers, location and range of densities for residential development, and location and size of nonresidential development: The parties agree to, and incorporate by reference herein, the provisions of the Binding Site Plan (BSP) and all conditions thereof. b. The expected build-out time period for the entire project and the various phases: The term of this agreement shall be for a period of five (5) years from the date hereof. The parties may extend this agreement by written agreement, provided the same is approved by the City Council. c. Project phasing and other project-specific conditions to mitigate impacts on the environment, on public facilities and services including transportation, utilities, drainage, police and fire protection, schools, and parks: the Development shall be phased by having each separate lot or parcel make application for permits to develop. The City shall follow all requirements of the State Environmental Policy Act (SEPA) and all applicable city and state regulations, including the then-applicable city mitigation requirements; provided, however, the provisions of this agreement relating to the Construction of 63rd Avenue improvements and associated Transportation Impact Fees (section 3 of this Agreement) shall be binding and conclusive on all parties hereto. d. A yearly evaluation of the project status and phasing shall be provided by the applicant and reviewed with city staff: The Developer shall provide a written summary of development status for each Parcel to the city not less than annually during the term of this agreement. e. All agreements shall be reviewed during each ten-year update of the comprehensive plan to ensure every project maintains consistency with the city's goals and policies: The parties agree that the City shall take the provisions of this agreement into consideration when developing any update to its comprehensive plans. f. Road and storm water design standards that shall apply to the various phases of Development Agreement 4 the project: The road and storm water design standards that shall apply to the various phases of the project shall be those provisions of the City codes, plans, and development regulations, including, but are not limited to, the current edition of the Arlington Comprehensive Plan (January 2018); the City’s Development Regulations in effect as of the date of this ordinance; and all other provisions of the Arlington Municipal Code (AMC) as of the date of the submission of a complete building permit application specifically including, but not limited to, Water and Sewers (Title13), Fire Regulations (Title 15), Buildings and Construction (Title 16), Zoning (Title 20); and the most current edition of the City of Arlington Construction Standards and Specifications effective as of the date of the submission of a complete building permit application. g. Bulk design and dimensional standards that shall be implemented throughout subsequent development within the project: The parties agree that all development shall strictly conform to the City’s Development Regulations in effect as of the date of this ordinance. The developer agrees that all development throughout the Binding Site Plan shall also share a commonality between the building forms and architectural features, so that the entire development shall appear to be well planned, designed and constructed, despite any lapse of time in the full development of the Project. The parties agree that the intent of this paragraph is satisfied if a proposed project complies with Design Review Board approval. h. Any sewer and/or water comprehensive utility plans or amendments required to be completed before development can occur: Not applicable. i. Provisions for the applicant's surrender of an approved development agreement before commencement of construction or cessation of development based upon causes beyond the applicant's control or other circumstances, with the property to develop thereafter under the base zoning in effect prior to the development agreement approval. Should the applicant fail to construct the project in accordance with the terms and conditions of the Binding Site Plan within the term of this agreement (5 years from the date hereof) or any extension of this Agreement, this Agreement shall expire and be of no further force or effect, and any future development shall comply with all City development regulations then in effect. j. Vested rights. Complete applications for land use entitlements necessary to effect the purposes of the BSP described in ¶ 2.1a above, submitted during the effective term of this Development Agreement, shall vest to the zoning and other land use controls in effect on the date of this ordinance, which govern development under this Development Agreement. For purposes of this agreement the parties acknowledge the interpretation of “land use controls” in Snohomish Cty. v. Pollution Control Hearings Bd., 187 Wash. 2d 346, 386 P.3d 1064, 1075 (2016), as amended (May 2, 2017). Such vested rights shall survive the termination or expiration of this Development Agreement and shall themselves terminate only upon the City’s final decision to grant, grant with conditions, or deny the applications for said entitlements. Development Agreement 5 3.0 CONSTRUCTION OF 63rd AVENUE NORTHEAST. 3.1 Required Road Improvements. The City and developer agree that the Developer will construct, on Developer’s private property and at Developer’s sole expense, a street as illustrated in Exhibit A. The street shall be constructed per the approved engineered drawings for the SMARTCAP 188th St. Development (permit #1936). The elements of 63rd Avenue, shall consist of, but not be limited to, curb/gutter, sidewalk, asphalt concrete paving and sub grade features, traffic signalization, storm drainage, street lighting, planted medians, pavement markings, signage, street trees and landscaping, all constructed in full compliance with city codes and the City of Arlington Construction Standards and Specifications in effect at the time of construction. The Developer recognizes that construction and dedication of the roadway shall be required to be completed on or before issuance of a certificate of occupancy for any project proposed in the Development. 3.2 Use of Traffic Impact Fees for Street Construction. The City and Developer hereby agree that the Development will require the payment of Transportation Impact Fees pursuant to AMC Chapter 20.90. The City agrees that in lieu of payment of the full amount of Transportation Impact Fees, the Developer should receive a credit for the cost of construction for the installation of a public street improvements (63rd Avenue), and the required frontage improvements along 188th Street, abutting Parcels A and C. The agreed upon amount which would otherwise be due and payable for Transportation Impact Fees is $312,000.00, which both parties agree are reasonable. 3.3 Credit for Cost of Construction for 63rd Avenue. Based upon the Project Cost Proposal submitted by Coast Construction Group dated 06/09/2020, the City agrees that the estimated cost for the construction of 63rd Avenue is $389,678.07, which amount includes both 6% overhead, insurance and fees. The City agrees that upon being provided verified proof of the cost of construction in a form acceptable to the City, the City shall then credit up to $312,000.00 towards the amounts which would otherwise be due and payable for Transportation Impact Fees as set forth in paragraph 2.2, above. 3.5 Compliance with State Law. The implementation of the provisions in this Agreement for Required Road Improvements will be done in a manner that is consistent with applicable Washington law, including the City of Arlington impact fee ordinances. 4.0 CERTAINTY OF DEVELOPMENT AGREEMENT 4.1 Development Agreement Deemed Controlling. This Agreement, once recorded, and any terms, conditions, maps, notes, references, or regulations which are a part of the Agreement shall be considered enforceable elements of the Arlington Municipal Code. In the case of an explicit conflict with any other provisions of the Arlington Municipal Code, this Agreement shall take precedence. Unless otherwise provided by this Agreement, the City’s ordinances, resolutions, rules and regulations, and official policies governing permitted land uses, density, Development Agreement 6 design, improvement, and construction standards shall be those City ordinances, resolutions, rules and regulations, and official policies in force at the time of the execution of this Agreement. 4.2 Subsequent Actions. This Agreement shall not prevent the City, in subsequent actions applicable to the property and not governed by this agreement, from applying new rules, regulations, and policies which do not conflict with those rules, regulations, and policies applicable to the subject property, nor shall this Agreement prevent the City from denying or conditionally approving any subsequent development project application on the basis of such new rules, regulations, and policies. 4.3 Changes in the Law. In the event that state or federal laws or regulations, enacted after this Agreement has been entered into, prevent or preclude compliance with one (1) or more of the provisions of the Agreement, such provisions of the Agreement shall be modified or suspended as may be necessary to comply with such state or federal laws or regulations following modification procedures in Section 5.5 for an amendment or cancellation. 4.4 Emergency Situations. The City may suspend the issuance of building permits for the planned Project, if it finds that continued construction would place surrounding residents or the immediate community, or both, in a condition dangerous to their health or safety, or both. The City further reserves the authority to impose new or different regulations to the extent required by a serious threat to public health and safety. 5.0 DISPUTE RESOLUTION 5.1 Party Consultation. In event of any dispute as to interpretation or application of the terms or conditions of this Agreement, the Developer, the principal of the project applicant, and the City Administrator shall meet within ten (10) business days after request from any party for the purpose of attempting, in good faith, to resolve the dispute. The meeting may, by mutual agreement, be continued to a date certain in order to include other parties or persons, or to obtain additional information. The parties agree that any meetings so held shall be privileged as specified in RCW 7.07.030, regardless of whether a mediator is involved in the discussions. 5.2 Decision of City Administrator. In the event the parties are unable to reach agreement as to any dispute, the City Administrator shall issue his or her written determination concerning the disputed issues, which shall be the final decision of the City. 5.3 Dispute Resolution In the event a dispute arises out of or relates to this Agreement, or the breach thereof, and if said dispute cannot be settled through negotiation, Parties agree first to try in good faith to settle the dispute by mediation, before resorting to arbitration, litigation, or some other dispute resolution procedure. The cost thereof shall be borne equally by each party. Development Agreement 7 6.0 GENERAL PROVISIONS 6.1 Recording. This Agreement shall, within ten (10) days of being approved by the City Council and executed by the parties hereto, be filed as a matter of public record in the office of the Snohomish County Auditor and shall be in the nature of a covenant running with the property. It is the intent to have this Agreement, so long as it is in force, to be considered, interpreted, and regarded as a covenant running with the land as to Developer's Property. 6.2 Applicable Law. This Agreement shall be governed by and be interpreted in accordance with the laws of the State of Washington. Venue for any legal action brought hereunder shall be in the Snohomish County Superior Court. 6.3 Binding Effect. This Agreement shall be binding upon and inure to the benefit of the successors and assigns of each party hereto. The parties acknowledge that Developer shall have the right to assign or transfer all or any portion of the interests, rights and obligations under this Agreement to other parties acquiring an interest or estate in the property. Consent by the City shall not be required for any transfer or rights pursuant to this Agreement. 6.4 Severability. If any provision of this Agreement is determined to be unenforceable or invalid by a court of law, then this Agreement shall thereafter be modified to implement intent of the parties to the maximum extent allowable under law. 6.5 Modification. This agreement may be amended, modified or terminated in conformity with the requirements of RCW 36.70B.170-200, and other applicable laws, rules or regulations, and upon mutual consent of the parties, which mutual consent of the parties shall be evidenced by a written agreement therefore, signed by the parties hereto. It is provided, however, that nothing in this Section shall limit or otherwise affect the City’s ability to terminate unilaterally or modify this Agreement as a result of periodic review, in conformity with the requirements of RCW 36.70B.170-200, and other applicable laws, rules or regulations. 6.6 Merger. This Agreement represents the entire agreement of the parties with respect to the subject matter hereof. There are no other agreements, oral or written, except as expressly set forth herein. 6.7 Duty of Good Faith. Each party hereto shall cooperate with the other in good faith to achieve the objectives of this Agreement. The parties shall not unreasonably withhold requests for information, approvals or consents provided for, or implicit, in this Agreement. The parties shall execute any additional documentation reasonably required to carry out the intent and obligations under this Agreement. Development Agreement 8 6.8 Disclosure upon Transfer. Developer agrees that in the event of a proposed sale, gift, transfer, segregation, assignment or devise of the Property, Developer shall disclose the existence of this Agreement to the interested party. 6.9 No Presumption against Drafter. This Agreement has been reviewed and revised by legal counsel for all parties and no presumption or rule that ambiguity shall be construed against the party drafting the document shall apply to the interpretation or enforcement of this agreement. 6.10 Notices. All communications, notices and demands of any kind which a party under this Agreement is required or desires to give to any other party and be either (1) delivered personally, (2) sent by email transmission with an additional copy mailed first class, or (3) deposited in the U.S. mail, certified mail postage prepaid, return receipt requested, and addressed as follows: If to the City: City of Arlington 18204 59th Avenue NE Arlington, WA 98223 If to the Developer: SMARTCAP 188th St. Development QOZB, LLC 8201 164th Ave. NE, suite 110 Redmond, WA 98052 If to the Property Owner: Same Notice by hand delivery or facsimile shall be effective upon receipt. If deposited in the mail, notice shall be deemed received 48 hours after deposit. Any party at any time by notice to the other party may designate a different address or person to which such notice shall be given. 6.11 Term. This Agreement shall automatically expire and the obligations of the parties cease seven (7) years after the date of its execution, without the need for further act or documentation. 6.12 Merger. This Agreement constitutes the entire understanding and agreement of the parties. None of the provisions of this Agreement shall be merged by the Statutory Warranty Deeds or dedication of the Property. IN WITNESS WHEREOF, the undersigned have set their hands the day and date set out next to their signatures. Development Agreement 9 Approved as to Form: Chapter 20.39 - DEVELOPMENT AGREEMENTS 20.39.005 - Development agreements—Authorized. The city may enter into a development agreement with a person having ownership or control of real property within its jurisdiction. The city may enter into a development agreement for real property outside its boundaries as part of a proposed annexation. A development agreement must set forth the development standards and other provisions that shall apply to and govern and vest the development, use, and mitigation of the development of the real property for the duration specified in the agreement. (Ord. No. 1452, 9-26-2008) 20.39.010 - Development standards defined. For purposes of this chapter, the term "development standards" means and includes, but is not limited to: (1) Project elements such as permitted uses, residential densities, and nonresidential densities and intensities or building sizes; (2) The amount and payment of impact fees imposed or agreed to in accordance with any applicable provisions of state law, any reimbursement provisions, other financial contributions by the property owner, application fees, administrative charges, inspection fees, drafting fees, or dedications; (3) Mitigation measures, development conditions, and other requirements under AMC Chapter 20.98; (4) Design standards such as maximum heights, setbacks, lot coverage, drainage and water quality requirements, landscaping, and design guidelines; (5) Affordable housing; (6) Parks and open space preservation; (7) Phasing; (8) Review procedures and standards for implementing decisions; (9) A build-out or vesting period for applicable standards; and (10) Any other development requirement or procedure deemed appropriate by the city council. (Ord. No. 1452, 9-26-2008) 20.39.020 - Development standards—Flexibility. A development agreement shall be consistent with applicable development regulations to the fullest extent possible; provided, a development agreement may allow development standards different from those otherwise imposed under the Arlington Municipal Code in order to provide flexibility to achieve public benefits, respond to changing community needs, or encourage modifications which provide the functional equivalent or adequately achieve the purposes of otherwise applicable city standards. Any approved development standards that differ from those in the code shall not require any further zoning reclassification, variance from city standards or other city approval apart from development agreement approval, except that no deviation from airport protection district regulations or critical areas regulations shall be permitted. The development standards as approved through a development agreement shall apply to and govern the development and implementation of each covered site in lieu of any conflicting or different standards or requirements elsewhere in the Arlington Municipal Code. Subsequently adopted standards which differ from those of a development agreement adopted by the city as provided in this chapter shall apply to the covered development project only where necessary to address imminent public health and safety hazards or where the development agreement specifies a time period or phase after which certain identified standards can be modified. Determination of the appropriate standards for future phases which are not fully defined during the initial approval process may be postponed. Building permit applications shall be subject to the building codes in effect when the permit is applied for. (Ord. No. 1452, 9-26-2008) 20.39.030 - Exercise of city police power and contract authority. As provided in RCW 36.70B.170(4), the execution of a development agreement is a proper exercise of the city's police power and contract authority. Accordingly, a development agreement may obligate a party to fund or provide services, infrastructure, or other facilities. A development agreement shall reserve authority to impose new or different regulations to the extent required by a serious threat to public health and safety. (Ord. No. 1452, 9-26-2008) 20.39.040 - Form—Public hearing required. Development agreements shall be consistent with RCW 36.70B.170 through 36.70B.210. All development agreements shall be in form and content as approved by the city attorney and shall be subject to review and approval by the city council after a duly noticed public hearing pursuant to AMC 20.24.020 Public Notice Requirements. (Ord. No. 1452, 9-26-2008) 20.39.050 - Referral to hearing examiner. By motion of the city council, development agreements proposing standards that differ from those otherwise applicable under AMC Title 20, Zoning, may first be referred to the hearing examiner for his or her recommendation and report, and the hearing examiner shall promptly report to the council thereon, making such recommendations and giving such counsel as he or she may deem proper. (Ord. No. 1452, 9-26-2008) 20.39.060 - Conditions of approval. In approving a development agreement, conditions of approval should at a minimum establish the following, or reference approved plans, conditions, or existing codes addressing such items: (1) A site plan for the entire project, showing locations of sensitive areas and buffers, required open spaces, perimeter buffers, location and range of densities for residential development, and location and size of nonresidential development; (2) The expected build-out time period for the entire project and the various phases; (3) Project phasing and other project-specific conditions to mitigate impacts on the environment, on public facilities and services including transportation, utilities, drainage, police and fire protection, schools, and parks; (4) A yearly evaluation of the project status and phasing shall be provided by the applicant and reviewed with city staff; (5) All agreements shall be reviewed during each ten-year update of the comprehensive plan to ensure every project maintains consistency with the city's goals and policies. Road and storm water design standards that shall apply to the various phases of the project; (6) Bulk design and dimensional standards that shall be implemented throughout subsequent development within the project; (7) The size and range of uses authorized for any nonresidential development within the project; (8) The minimum and maximum number of residential units for the project; (9) Any sewer and/or water comprehensive utility plans or amendments required to be completed before development can occur; and (10) Provisions for the applicant's surrender of an approved development agreement before commencement of construction or cessation of development based upon causes beyond the applicant's control or other circumstances, with the property to develop thereafter under the base zoning in effect prior to the development agreement approval. (Ord. No. 1452, 9-26-2008) 20.39.070 - Discretionary, legislative act. The decision of the city council to approve or reject a request for a development agreement shall be a discretionary, legislative act and an exercise of the city's police power and contract authority. (Ord. No. 1452, 9-26-2008) Maps and GIS data are distributed “AS-IS” without warranties of any kind, either express or implied,including but not limited to warranties of suitability for a particular purpose or use. Map data arecompiled from a variety of sources which may contain errors and users who rely upon the information doso at their own risk. Users agree to indemnify, defend, and hold harmless the City of Arlington for anyand all liability of any nature arising out of or resulting from the lack of accuracy or correctness of thedata, or the use of the data presented in the maps. 63rd Ave C onstruction perSmartcap Developer Agreement ± City of Arlington Date: File: Cartographer: Scale:SmartcapAgrmnt_8.5x11_20 6/16/2020 kdh 1 inch = 4 25 fe et Legend Buildings 63rd Ave NE (new road) Smartcap Parcels 188th St NE Frontage Improvements Prop osed 63rd AveRoadway Imp rovementsPer Deve loper Ag reement Sw ire Coke Cola Pa rce ls Existing Da ntra wlRoadway Imp rovement SmartcapParcels 58TH AVE NE 59TH DR NE 63RD AVE NE 66TH AVE NE 188TH PL NE 180TH ST NE 59TH DR NE 67TH AVE NE 59TH AVE NE 63RD AVE NE 188TH ST NE ±Aerial flown in 2017 City of Arlington Council Agenda Bill Item: PH #2 Attachment D certain conditions and allowing for the use of the projects Traffic Impact Fees (TIF) to be utilized for the additional transportation improvements associated with the extension of Gilman Ave., the public parking lot and the park access road. Community Park Impact Fees (CPIF) to be utilized for the dedication of a 9 parking lot and asphalt access road to the Country Charm Park be constructed in conjunction with the Gilman Walk at Country Charm project, as well as dedication of Right of Way for the Gilman Ave. extension. Currently there exists no legal, vehicular access, to the Country Charm Park, nor is there a parking facility to accommodate park users. Corner 9 Properties LLC. has agreed to construct both the access road and the parking facility, so that a safe, functional connection is created to serve the general public wishing to use the park property. The City realizes the benefits from both the transportation improvements and the additional park property, allowing for a viable community park for generations to come, and has agreed to allow credit of traffic impact fees, and community park impact fees in lieu of payment, to be applied to the transportation improvements and the additional park property dedication. This Development Agreement memorializes these items. This agreement addresses the City of Arlington Council Agenda Bill Item: PH #2 Attachment D Development Agreement 1 AFTER RECORDING, RETURN TO: CITY OF ARLINGTON 18204 59TH AVENUE NE ARLINGTON, WA 98223 DEVELOPMENT AGREEMENT DEVELOPER(S): Corner 9 Properties LLC. PROPERTY OWNERS Henry Graafstra and Betty Graafstra as to Parcel A Graafstra Enterprises LLC, as to Parcel B and Cathy Dionne as to parcel 31050100300200. GRANTEE(S): City of Arlington, Washington LEGAL (Abbrev.): NW ¼, SW ¼ S 1, T 31 N, R 05 E W.M. ASSESSOR'S TAX#: 31050100302200, 31050100300200 REFERENCE #: Gilman Walk at Country Charm -PLN#648 The parties to this agreement are the City of Arlington, a Washington municipal corporation ("City"), and Corner 9 Properties, LLC, a Washington limited liability company (“Developer"). All references herein to Developer shall be deemed to include any successors and/or assigns of Corner 9 Properties, LLC. The parties do enter into the following agreement to promote the development of certain real property located within the City, upon the following terms and conditions ("Agreement"). 1.0 RECITALS 1.1 Location of Property. Developer warrants that it controls certain real property located at 605 N. Alcazar Ave. and 604 East Gilman Ave., ARLINGTON, WA 98223, being more particularly described in Exhibit A (hereafter “the Property”). 1.2 Zoning. The Property is zoned Residential High Density (RHD), Neighborhood Commercial (NC) and Public/Semi-Public (P/SP). 1.3 Permanent Use. The Developer wishes to develop a residential townhome community Development Agreement 2 on the Property in accordance with the City’s Unit Lot Subdivision process, Chapter 20.44.020 AMC, Ordinance No. 2019-010, adopted on May 6, 2019 (“Unit Lot Subdivisions”). 1.4 Unit Lot Subdivision. As part of the proposed development, the Developer will utilize the Unit Lot Subdivision process, which provides for “common wall construction” of structures, but allows for the creation of fee simple parcels for each individual townhome unit, filed under City File No. PLN# 648 –Unit Lot Subdivision/Conditional Use Permit (ULS/CUP), for a townhome project identified as Gilman Walk at Country Charm being more particularly described in Exhibit B (“the Project”). Through this application and subsequent March 4, 2020 decision of the City’s Hearing Examiner, the Developer received approval of a Unit Lot Subdivision/Conditional Use Permit that will fix and establish the development of the Property in a form that is consistent with the requirements of the City. The Unit Lot Subdivision (ULS) proposes a division of approximately 21.4 acres into one hundred fifteen (115) unit lots. Unit Lot Subdivision shall be referred to herein as the “ULS”, and the Conditional Use Permit shall be referred to herein as the “CUP” 1.5 Use of Manure Lagoon as Water Quality Pond for Storm Water. The City has agreed to allow the use of the existing manure lagoon, located on park property, to be utilized as a water quality pond for treatment of stormwater generated by the development of the upland area, including the public roadway. Upon completion of the Final Phase of the subdivision the City will accept maintenance responsibilities of the pond, stormwater conveyance line and pond maintenance access road. 1.6 Vegetation Management. The City agrees to allow vegetation management, with City oversight, in Tract A, Tract D, Tract J, Tract K, Tract O and Tract Q for trimming of tree branches to create and maintain view corridors, subject to protection of slope stability and tree health. A Vegetation Management Plan will be recorded with the applicable final unit lot subdivision for on-going management. 1.7 Dedication of Tract Q. The Developer agrees to dedicate a 1.8 acre parcel, Tract Q, for additional Park Property. Tract Q is the location where the terminus of E Gilman Avenue will occur with a Public Parking Lot, to be constructed by the developer utilizing Traffic Impact Fees (TIF) credits. The developer will also construct an asphalt access road from the parking lot to the base of the hill, at the location identified on the civil engineering plans for the project. This dedication will occur in conjunction with recordation of Phase 4 Final Plat. 1.8 Use of Community Parks Impact Fees. As a condition of the ULS/CUP, the City and Developer have agreed that the development of all lots within the Unit Lot Subdivision will require the payment of Community Parks Impact Fees (CPIF) pursuant to AMC Chapter 20.90.400 in the amount of $172,155.00. The Developer will dedicate an approximately 9- acre parcel (Tract P), as additional park property, in lieu of paying the CPIF. This dedication will occur in conjunction with recordation of Phase 1 Final Plat. 1.9 Use of Traffic Impact Fees. As a condition of the ULS/CUP, the City and the Developer, have agreed that E. Gilman Avenue, an east-west local access street be extended Development Agreement 3 between Alcazar Street and the identified terminus within the project to a public parking lot, that will serve the City owned park property situated primarily north and west of the parking lot. The City is requiring that the developer construct an asphalt public parking lot as the terminus of E Gilman Avenue. The City has agreed to address the additional construction cost for this improvement, as described below. The City is also requiring that a 12-foot-wide multi-modal trail, with associated amenities, be constructed in conjunction with the E. Gilman Avenue roadway extension. This trail requirement exceeds the minimum development standards as required by the City (typically a five foot wide sidewalk), and the City has agreed to address the difference in additional construction cost, as described below. The City has agreed to allow Developer to construct the additional Transportation Improvements in lieu of paying the total amount of traffic impact fees associated with the development of the project (the “TIF Credits”), up to the total amount allowed for the construction of the Road Improvements (the “Allowed Construction Amount”). All remaining TIF Credits after the Allowed Construction Amount has been expended, shall be imposed as traffic impact fees on the project and paid in cash to the City. 1.10 Dedication. The dedication of real property for Public Right of Way purposes (to construct the Transportation Improvements) or real properties dedicated for Public Park purposes, must occur on or before issuance of a certificate of occupancy for the applicable townhome unit in the Development. In this instance the project will be constructed in phases, so dedication will occur incrementally as each phase is completed, i.e. Dedication of Tract P shall occur with the recordation of Phase 1Final Plat and the Dedication of Tract Q shall occur with the recordation of Phase 4 Final Plat. With each phase, extinguishment of the sixty foot wide access easement will occur in conjunction with dedication of Public Right of Way. The Developer shall provide performance security for the Transportation Improvements in a form acceptable to the City per AMC 20.12 Part IX.-Security Mechanisms, until such time as the Improvements are accepted by the City of Arlington. 1.11 Benefits. The City recognizes the public benefits which will occur from the permanent development of the property and dedication of land for public use as proposed by the Developer, including the Transportation and Park Improvements. Likewise, Developer recognizes the benefit of this agreement allowing the use of the lagoon for stormwater treatement, vegetation management, credit of traffic impact fees for constructing the Transportation Improvements, and credit of Community Parks Impact Fees for dedicating land and constructing the Park Improvements in lieu of paying said fees in cash. 1.12 Consistency with Development Regulations. The City and the Developer wish to ensure that the Property will be developed in accordance, specifically, with the provisions of the ULS/CUP, in compliance with all applicable City codes, plans, and development regulations, and in a manner acceptable to the City. These include, but are not limited to, the current edition of the Arlington Comprehensive Plan (January 2018) and the Arlington Municipal Code (AMC) specifically including, but not limited to, Water and Sewers (Title13), Fire Regulations (Title 15), Buildings and Construction (Title 16), Zoning (Title 20) and the most current edition of the City of Arlington Construction Standards and Specifications. 1.13 The City and Developer agree that each has entered into this Development Agreement Development Agreement 4 knowingly and voluntarily and agree to be bound by the terms and conditions of this Development Agreement. 1.14 The City and the Developer agree that the foregoing terms and recitals are material to this Development Agreement, and that each party has relied on the material nature of such terms and recitals in entering this Development Agreement. 1.15 The City Council has authorized the Mayor or City Administrator to enter into this Agreement following a public hearing held in accordance with RCW 36.70B.200. 2.0 DEVELOPMENT AGREEMENT CONDITIONS OF APPROVAL 2.1 The parties agree as follows regarding the conditions of approval required by AMC 20.39.060: a. A site plan for the entire project, showing locations of sensitive areas and buffers, required open spaces, perimeter buffers, location and range of densities for residential development, and location and size of nonresidential development: The parties agree to, and incorporate by reference herein, the site plan in Exhibit B which is also known as Exhibit 24 through 30 of the March 4, 2020 Hearing Examiner decision. b. The expected build-out time period for the entire project and the various phases: The term of this agreement shall be for a period of seven (7) years from July 6, 2020. The parties may extend this agreement by written agreement, provided the same is approved by the City Council and is no longer than the term in Section 6.11. c. Project phasing and other project-specific conditions to mitigate impacts on the environment, on public facilities and services including transportation, utilities, drainage, police and fire protection, schools, and parks: The development of the Property shall occur as described in the March 4, 2020 Hearing Examiner decision. Each delineated phase of the ULS shall make application for permits to develop. The City shall follow all requirements of the State Environmental Policy Act (SEPA) and all applicable city and state regulations; provided, however, the provisions of this agreement relating to the use of the lagoon for stormwater (Section 1.5 of this Agreement), vegetation management (Section 1.6 of this Agreement), TIF Credits for the construction of the Transportation Improvements (Section 1.9, 1.10 and 3.0 of this Agreement) and the Community Park Impact Fees (Section 1.7 and 1.8 of this Agreement) shall be binding and conclusive on all parties hereto. d. A yearly evaluation of the project status and phasing shall be provided by the applicant and reviewed with city staff: The Developer shall provide a written summary of development status for each project phase to the City not less than annually during the term of this agreement. e. All agreements shall be reviewed during each ten-year update of the comprehensive plan to ensure every project maintains consistency with the city's goals and policies: The parties agree that the City shall take the provisions of this agreement into consideration when developing any update to its comprehensive plans. Development Agreement 5 f. Bulk design and dimensional standards that shall be implemented throughout subsequent development within the project: The parties agree that all development shall strictly conform to the City’s Unit Lot Subdivision regulations, the conditions within the March 4, 2020 approved Conditional Use Permit and Unit Lot Subdivision and the building forms and architectural features, as approved on January 28, 2020 by the Design Review Board, so that the entire development shall appear to be well planned, designed and constructed, despite any lapse of time in the full development of the property. g. The size and range of uses authorized for any nonresidential development within the project: Not applicable, this project is for residential use only. h. The minimum and maximum number of residential units for the project: Not to exceed 115 townhome units. i. Any sewer and/or water comprehensive utility plans or amendments required to be completed before development can occur: No amendments are required. The City has adequate capacity in its current infrastructure to serve the proposed development. j. Provisions for the applicant's surrender of an approved development agreement before commencement of construction or cessation of development based upon causes beyond the applicant's control or other circumstances, with the property to develop thereafter under the base zoning in effect prior to the development agreement approval. Consistent with Condition 19. of the March 4, 2020 Hearing Examiner decision, no new residential use is allowed for the NC zoned area of the site until such time as a rezone to RHD is approved or approval is granted in compliance with the Mixed Use Overlay. 3.0 CONSTRUCTION OF IDENTIFIED TRANSPORTATION IMPROVEMENTS 3.1 Required Transportation Improvements. The City and Developer agree that E. Gilman Avenue, to be dedicated as a public street, shall be constructed by the Developer at the Developer’s expense upon and across the subject property as illustrated in Exhibit B. The street shall be constructed in phases per the approved engineered drawings for the Gilman Walk at Country Charm project (permit # PWD -1474). The elements of E. Gilman Avenue, shall consist of, but not be limited to, curb/gutter, sidewalk, multi-modal trail, asphalt concrete paving and sub grade features, storm drainage, street lighting, pavement markings, signage, street trees, tree grates, landscaping, and associated amenities all constructed in full compliance with city codes and the City of Arlington Construction Standards and Specifications. The Developer recognizes that construction and dedication of the roadway shall be required to be completed on or before issuance of a certificate of occupancy for the townhomes constructed within the identified phase of the project. 3.2 Use of Traffic Impact Fees for Street Construction. The City and Developer hereby agree that the development of all lots within the Unit Lot Subdivision will require the payment of Transportation Impact Fees pursuant to AMC Chapter 20.90. The City agrees that in lieu of payment of the full amount of Transportation Impact Fees, the developer will receive a credit for the cost of construction for the identified Transportation Improvements. The agreed upon Development Agreement 6 amount which would otherwise be due and payable for Transportation Impact Fees is estimated to be $228,140.00,which both parties agree are reasonable. 3.3 Credit for Cost of Construction for the Identified Transportation Improvements. Based upon the Engineer’s Estimated Cost of Construction (EECC) by CORE Design, Inc. dated March 2, 2020 and March 18,2020, the City agrees that the estimated cost for the construction of the Pedestrian Trail Improvements is $102,878.00, the estimated cost for the construction of the Public Parking Lot is $ 47,008.00, and the cost for construction of the Park Access Road is $ 25,255.00. The final amount of the TIF credit will be based on the actual cost of these improvements and the dedication of land, provided the amount of the credit may not exceed the impact fee due. 3.4 Compliance with State Law. The implementation of the provisions in this Agreement for required Road Improvements will be done in a manner that is consistent with applicable Washington law, including the City of Arlington impact fee ordinances. 4.0 CERTAINTY OF DEVELOPMENT AGREEMENT 4.1 Development Agreement Deemed Controlling. This Agreement, once recorded, and any terms, conditions, maps, notes, references, or regulations which are a part of the Agreement shall be considered enforceable elements of the Arlington Municipal Code. In the case of an explicit conflict with any other provisions of the Arlington Municipal Code, this Agreement shall take precedence. Unless otherwise provided by this Agreement, the City’s ordinances, resolutions, rules and regulations, and official policies governing permitted land uses, density, design, improvement, and construction standards shall be those City ordinances, resolutions, rules and regulations, and official policies in force at the time of the execution of this Agreement. 4.2 Subsequent Actions. This Agreement shall not prevent the City, in subsequent actions applicable to the property, from applying new rules, regulations, and policies which do not conflict with those rules, regulations, and policies applicable to the subject property at the time of this Agreement, nor shall this Agreement prevent the City from denying or conditionally approving any subsequent development project application on the basis of such new rules, regulations, and policies. 4.3 Changes in the Law. In the event that state or federal laws or regulations, enacted after this Agreement has been entered into, prevent or preclude compliance with one (1) or more of the provisions of the Agreement, such provisions of the Agreement shall be modified or suspended in accordance with Section 6.4 as may be necessary to comply with such state or federal laws or regulations following modification procedures in Section 6.5 for an amendment or cancellation. 4.4 Emergency Situations. The City may suspend the issuance of building permits for the planned Project, if it finds that continued construction would place surrounding residents or the immediate community, or both, in a condition dangerous to their health or safety, or both. Development Agreement 7 5.0 DISPUTE RESOLUTION 5.1 Party Consultation. In event of any dispute as to interpretation or application of the terms or conditions of this Agreement, the Developer, the principal of the project applicant, and the City Administrator shall meet within ten (10) business days after request from any party for the purpose of attempting, in good faith, to resolve the dispute. The meeting may, by mutual agreement, be continued to a date certain in order to include other parties or persons, or to obtain additional information. The parties agree that any meetings so held shall be privileged as specified in RCW 7.07.030, regardless of whether a mediator is involved in the discussions. 5.2 Decision of City Administrator. In the event the parties are unable to reach agreement as to any dispute, the City Administrator shall issue his or her written determination concerning the disputed issues, which shall be the final decision of the City. 5.3 Judicial Appeal. Any aggrieved party may appeal the decision of the City Administrator to the Snohomish County Superior Court, or as may otherwise be allowed by law and court rules. 6.0 GENERAL PROVISIONS 6.1 Recording. This Agreement shall, following approval by the City Council and the Developer’s acquisition of any portion of the Property, be filed as a matter of public record in the office of the Snohomish County Auditor and shall be in the nature of a covenant running with the Property. It is the intent to have this Agreement, so long as it is in force, to be considered, interpreted, and regarded as a covenant running with the land as to Developer's Property. 6.2 Applicable Law. This Agreement shall be governed by and be interpreted in accordance with the laws of the State of Washington. Venue for any legal action brought hereunder shall be in the Snohomish County Superior Court. 6.3 Binding Effect. This Agreement shall be binding upon and inure to the benefit of the successors and assigns of each party hereto. The parties acknowledge that Developer shall have the right to assign or transfer all or any portion of the interests, rights and obligations under this Agreement to other parties acquiring an interest or estate in the property. Consent by the City shall not be required for any transfer or rights pursuant to this Agreement. 6.4 Severability. If any provision of this Agreement is determined to be unenforceable or invalid by a court of law, then this Agreement shall thereafter be modified to implement intent of the parties to the maximum extent allowable under law. 6.5 Modification. This agreement may be amended, modified or terminated in conformity with the requirements of RCW 36.70B.170-200, and other applicable laws, rules or regulations, and upon mutual consent of the parties, which mutual consent of the parties shall be evidenced by a written agreement therefore, signed by the parties hereto. Development Agreement 8 6.6 Merger. This Agreement represents the entire agreement of the parties with respect to the subject matter hereof. There are no other agreements, oral or written, except as expressly set forth herein. None of the provisions of this Agreement shall be merged by the Statutory Warranty Deeds or dedication of the Property. 6.7 Duty of Good Faith. Each party hereto shall cooperate with the other in good faith to achieve the objectives of this Agreement. The parties shall not unreasonably withhold requests for information, approvals or consents provided for, or implicit, in this Agreement. The parties shall execute any additional documentation reasonably required to carry out the intent and obligations under this Agreement. 6.8 Disclosure upon Transfer. Developer agrees that in the event of a proposed sale, gift, transfer, segregation, assignment or devise of the Property, Developer shall disclose the existence of this Agreement to the interested party. 6.9 No Presumption against Drafter. This Agreement has been reviewed and revised by legal counsel for all parties and no presumption or rule that ambiguity shall be construed against the party drafting the document shall apply to the interpretation or enforcement of this agreement. 6.10 Notices. All communications, notices and demands of any kind which a party under this Agreement is required or desires to give to any other party and be either (1) delivered personally, (2) sent by email transmission with an additional copy mailed first class, or (3) deposited in the U.S. mail, certified mail postage prepaid, return receipt requested, and addressed as follows: If to the City: City of Arlington 8204 59th Avenue NE Arlington, WA 98223 Attn: Email: Fax: If to the Developer: Corner 9 Properties, LLC 504 East Fairhaven Ave. Burlington, WA 98233 Attn: Brian Gentry Email: brian@landedgentry.com If to the Property Owners: Same Notice by hand delivery or facsimile shall be effective upon receipt. If deposited in the Development Agreement 9 mail, notice shall be deemed received 48 hours after deposit. Any party at any time by notice to the other party may designate a different address or person to which such notice shall be given. 6.11 Term. Unless extended this Agreement shall automatically expire and the obligations of the parties cease ten(10) years after the date of its execution, without the need for further act or documentation. The parties acknowledge and agree that this Agreement may be extended if necessary, to enable Developer to recoup the cost of the Transportation Improvements. IN WITNESS WHEREOF, the undersigned have set their hands the day and date set out next to their signatures. Development Agreement 10 Company Approved as to Form: Chapter 20.39 - DEVELOPMENT AGREEMENTS 20.39.005 - Development agreements—Authorized. The city may enter into a development agreement with a person having ownership or control of real property within its jurisdiction. The city may enter into a development agreement for real property outside its boundaries as part of a proposed annexation. A development agreement must set forth the development standards and other provisions that shall apply to and govern and vest the development, use, and mitigation of the development of the real property for the duration specified in the agreement. (Ord. No. 1452, 9-26-2008) 20.39.010 - Development standards defined. For purposes of this chapter, the term "development standards" means and includes, but is not limited to: (1) Project elements such as permitted uses, residential densities, and nonresidential densities and intensities or building sizes; (2) The amount and payment of impact fees imposed or agreed to in accordance with any applicable provisions of state law, any reimbursement provisions, other financial contributions by the property owner, application fees, administrative charges, inspection fees, drafting fees, or dedications; (3) Mitigation measures, development conditions, and other requirements under AMC Chapter 20.98; (4) Design standards such as maximum heights, setbacks, lot coverage, drainage and water quality requirements, landscaping, and design guidelines; (5) Affordable housing; (6) Parks and open space preservation; (7) Phasing; (8) Review procedures and standards for implementing decisions; (9) A build-out or vesting period for applicable standards; and (10) Any other development requirement or procedure deemed appropriate by the city council. (Ord. No. 1452, 9-26-2008) 20.39.020 - Development standards—Flexibility. A development agreement shall be consistent with applicable development regulations to the fullest extent possible; provided, a development agreement may allow development standards different from those otherwise imposed under the Arlington Municipal Code in order to provide flexibility to achieve public benefits, respond to changing community needs, or encourage modifications which provide the functional equivalent or adequately achieve the purposes of otherwise applicable city standards. Any approved development standards that differ from those in the code shall not require any further zoning reclassification, variance from city standards or other city approval apart from development agreement approval, except that no deviation from airport protection district regulations or critical areas regulations shall be permitted. The development standards as approved through a development agreement shall apply to and govern the development and implementation of each covered site in lieu of any conflicting or different standards or requirements elsewhere in the Arlington Municipal Code. Subsequently adopted standards which differ from those of a development agreement adopted by the city as provided in this chapter shall apply to the covered development project only where necessary to address imminent public health and safety hazards or where the development agreement specifies a time period or phase after which certain identified standards can be modified. Determination of the appropriate standards for future phases which are not fully defined during the initial approval process may be postponed. Building permit applications shall be subject to the building codes in effect when the permit is applied for. (Ord. No. 1452, 9-26-2008) 20.39.030 - Exercise of city police power and contract authority. As provided in RCW 36.70B.170(4), the execution of a development agreement is a proper exercise of the city's police power and contract authority. Accordingly, a development agreement may obligate a party to fund or provide services, infrastructure, or other facilities. A development agreement shall reserve authority to impose new or different regulations to the extent required by a serious threat to public health and safety. (Ord. No. 1452, 9-26-2008) 20.39.040 - Form—Public hearing required. Development agreements shall be consistent with RCW 36.70B.170 through 36.70B.210. All development agreements shall be in form and content as approved by the city attorney and shall be subject to review and approval by the city council after a duly noticed public hearing pursuant to AMC 20.24.020 Public Notice Requirements. (Ord. No. 1452, 9-26-2008) 20.39.050 - Referral to hearing examiner. By motion of the city council, development agreements proposing standards that differ from those otherwise applicable under AMC Title 20, Zoning, may first be referred to the hearing examiner for his or her recommendation and report, and the hearing examiner shall promptly report to the council thereon, making such recommendations and giving such counsel as he or she may deem proper. (Ord. No. 1452, 9-26-2008) 20.39.060 - Conditions of approval. In approving a development agreement, conditions of approval should at a minimum establish the following, or reference approved plans, conditions, or existing codes addressing such items: (1) A site plan for the entire project, showing locations of sensitive areas and buffers, required open spaces, perimeter buffers, location and range of densities for residential development, and location and size of nonresidential development; (2) The expected build-out time period for the entire project and the various phases; (3) Project phasing and other project-specific conditions to mitigate impacts on the environment, on public facilities and services including transportation, utilities, drainage, police and fire protection, schools, and parks; (4) A yearly evaluation of the project status and phasing shall be provided by the applicant and reviewed with city staff; (5) All agreements shall be reviewed during each ten-year update of the comprehensive plan to ensure every project maintains consistency with the city's goals and policies. Road and storm water design standards that shall apply to the various phases of the project; (6) Bulk design and dimensional standards that shall be implemented throughout subsequent development within the project; (7) The size and range of uses authorized for any nonresidential development within the project; (8) The minimum and maximum number of residential units for the project; (9) Any sewer and/or water comprehensive utility plans or amendments required to be completed before development can occur; and (10) Provisions for the applicant's surrender of an approved development agreement before commencement of construction or cessation of development based upon causes beyond the applicant's control or other circumstances, with the property to develop thereafter under the base zoning in effect prior to the development agreement approval. (Ord. No. 1452, 9-26-2008) 20.39.070 - Discretionary, legislative act. The decision of the city council to approve or reject a request for a development agreement shall be a discretionary, legislative act and an exercise of the city's police power and contract authority. (Ord. No. 1452, 9-26-2008) City of Arlington Maps and GIS data are distributed “AS-IS” w ithout warranties of any kind, either express or implied,including but not limited to warranties of suitability for a particular purpose or use. Map data are compiledfrom a variety of sources w hich m ay contain errors and users who rely upon the information do so at theirown risk. Users agree to indem nify, defend, and hold harmless the City of Arlington for any and all liabilityof any nature arising out of or resulting from the lack of accuracy or correctness of the data, or the use ofthe data presented in the m aps. kdh/akc GilmanWalkDevAgrmt_11x17_20 6/16/2020 Scale: Date: File: Cartographer: Gilman WalkDeveloper Agre ementTract Q (1.8 acres) Tra ct P(1 0 a cre s) Gilman Ave Roadway Improvements Country Charm Park N ALCAZAR AVE PARKHILLDR EGILMANAVE ± 1 inch = 183 feet Legend Gilman Walk Tracts Gilman Road Improvements Graafstra Enterprises LLC Parcel Assessor Parcels Arlington City Limits Projects with an asterisk (*) after the number are on the 6 year plan City of Arlington Council Agenda Bill Item: NB #1 Attachment E COUNCIL MEETING DATE: July 6, 2020 SUBJECT: Award of the Exploratory Drilling, Testing, and Monitoring Well Installation Project ATTACHMENTS: Preliminary Bid Tab Sheet DEPARTMENT OF ORIGIN Public Works; Jim Kelly, Director EXPENDITURES REQUESTED: $208,088.79 (Low Bid) BUDGET CATEGORY: Water Capital Improvement Fund (Fund 405) BUDGETED AMOUNT: $ 75,000 Budgeted in 2020, An amendment will be made to 2020 budget LEGAL REVIEW: DESCRIPTION: Review of bid tabulation for the 2020 Exploratory Drilling, Testing, and Monitoring Well Installation Project HISTORY: Public Works has been working for several years on securing and developing new water sources to ensure future water availability for Arlington’s future. This project was included in the City’s 2019-2020 biennium budget as summarized below. The test wells were to be installed in 2019 with follow-up permitting in 2020, complications prevented the City from moving forward with well installation in 2019 and it is now scheduled for summer 2020. City of Arlington Council Agenda Bill Item: NB #1 Attachment E RECOMMENDED MOTION: I move to award the Exploratory Drilling, Testing, and Monitoring Well Installation Project to Holt Services, Inc. in the amount of $208,088.79 and authorize the Mayor to sign the contract, pending final review by the City Attorney. Item No. DESCRIPTION Approx. Quantity Unit Unit Price Total Price Unit Price Total Price Unit Price Total Price 1 Mobilization / Demobilization 1 LS 4,565.00$ 4,565.00$ 6,000.00$ 6,000.00$ 31,000.00$ 31,000.00$ 2 Sonic Drilling 700 LF 50.00$ 35,000.00$ 60.00$ 42,000.00$ 65.00$ 45,500.00$ 3a 30 and 50 Slot Test Well Screens Cost Plus 15% N/A -$ 18,000.00$ -$ 15,525.00$ -$ 15,525.00$ 3b 10 Slot Test Well Screens Cost Plus 15% N/A -$ 2,500.00$ -$ 1,552.50$ -$ 1,552.50$ 4 Test Well Screen Refund 50 LF 20.00$ 1,000.00$ 20.00$ 1,000.00$ (50.00)$ (2,500.00)$ 5 Test Well Screen Assembly Authorized Hourly 70 HR 200.00$ 14,000.00$ 400.00$ 28,000.00$ 465.00$ 32,550.00$ 6 Pumping Test Equipment for 5 x 12 Hour Tests 5 EA 1,500.00$ 7,500.00$ 2,800.00$ 14,000.00$ 1,200.00$ 6,000.00$ 7 Test Water Conveyance System 300 LF 8.00$ 2,400.00$ 5.00$ 1,500.00$ 5.00$ 1,500.00$ 8 Hourly Work for Pumping Tests (5 Wells x 12 Hrs) 120 HR 200.00$ 24,000.00$ 200.00$ 24,000.00$ 600.00$ 72,000.00$ 9 Supply and Install Monitoring Wells 716 LF 35.00$ 25,060.00$ 30.00$ 21,480.00$ 35.00$ 25,060.00$ 10 Adandonment Sealing Materials 50 LF 20.00$ 1,000.00$ 20.00$ 1,000.00$ 20.00$ 1,000.00$ 11 Supply/Install Monuments, Concrete Pads, & Bollards (5 Wells)5 EA 1,700.00$ 8,500.00$ 2,000.00$ 10,000.00$ 1,500.00$ 7,500.00$ 12 Miscellaneous Erosion Control 1 LS 1.00$ 1,500.00$ 1,500.00$ 1,500.00$ 2,500.00$ 2,500.00$ 13 Line 13 Does Not Exist on Bid Form N/A ----$ -$ -$ -$ -$ -$ 14 Stanby Time 16 HR 50.00$ 800.00$ 500.00$ 8,000.00$ 600.00$ 9,600.00$ 15 Force Account Work 1 LS 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 160,825.00$ 190,557.50$ 263,787.50$ 14,795.90$ 17,531.29$ 24,268.45$ 175,620.90$ 208,088.79$ 288,055.95$ June 11, 2020 Exploratory Drilling, Testing and Monitoring Wells Installation Project Subtotal Tax (9.2%) Total Yellow Jacket DrillingEngineer's Estimate Holt Services Inc. City of Arlington Council Agenda Bill Item: NB #2 Attachment F An amendment will be made to the 2020 budget LEGAL REVIEW: DESCRIPTION: Contract with Pacific Groundwater Group (PGG) to provide geotechnical and hydrogeological services with the drilling and testing of five potable water exploration wells. HISTORY: Public Works has been working for several years on securing and developing new water sources to ensure future water availability for Arlington’s future. This project was included in the City’s 2019-2020 biennium budget as summarized below. Geotechnical anwith well installation in 2019 and work is now scheduled for summer 2020. PGG is a strong consultant who has provided exceptional service for the City on previous projects and is well qualified to perform the geotechnical and hydrogeological work as needed to support the drilling City of Arlington Council Agenda Bill Item: NB #2 Attachment F Scope of Work: City of Arlington Sonic Well Drilling, Testing, Yield Analysis & Monitoring This document presents Pacific Groundwater Group’s (PGG’s) proposed scope of work for assisting the City of Arlington (City) in drilling and testing five exploration wells using the sonic drilling approach, assessing likely yields for potential nearby production wells and performing ongoing monitoring to better understand site conditions. The wells will be temporarily configured to perform pumping tests (“test wells”) and then will be converted to accommodate ongoing monitoring (“monitoring wells”). PGG’s project approach includes the following: 1. Preparation for Drilling; 2. Observing Well Installation and Overseeing Testing; 3. Analyzing Drilling and Testing Results; 4. Assisting with Development of a Monitoring Plan, Advising on Monitoring Activities, and Analyzing Monitoring Results; 5. Document Study Findings 6. Project Management. Task 1: Preparation for Drilling Prior to site mobilization, PGG will seek a written variance for the proposed drilling/testing approach and final well configurations from the Department of Ecology (Ecology). The proposed approach is unconventional in that it involves installing a high performance well screen within the sonic drilling outer casing, using the outer casing as a pump chamber to perform a pumping test, and installing a monitoring well within the remnant well screen as the drill casing is removed. PGG has already discussed this approach with Ecology and they indicated a variance from WAC 173-160-191 would likely be granted. PGG will submit a formal variance request with an associated schematic to Ecology. PGG anticipates that we will likely need to shepherd this request through Ecology’s approval process and answer any remaining questions before a written variance is issued. PGG will coordinate with the City and their selected contractor (“driller”) prior to the driller arriving on site. PGG will provide input on drilling locations and the City’s pre-purchase of monitoring equipment prior to initiation of drilling. PGG will attend one field meeting with the City and the driller to view the five drilling locations, discuss the project approach, and for the City to identify discharge locations for each pumping test. In addition, PGG will work with City Staff to identify the suite of water-quality parameters to be analyzed from samples taken during testing, and will work with the lab to set up water-quality analyses and bottle orders before fieldwork begins. Scope of Work City of Arlington Sonic Well Exploration 2 JUNE 11, 2020 Task 2: Well Installation & Testing This task includes observing the drilling and overseeing testing of five exploration wells on three sites. Drilling will proceed in the following order: two 50-foot wells at the existing Haller Wellfield, two (up to) 200-foot wells at the Stormwater Wetland Park site, and one (up to) 200- foot well at the Haller North site. During drilling, a PGG hydrogeologist will be onsite to observe geologic and hydrologic conditions. In the first well, PGG will observe test-screen installation and portions of well development; however, for the remaining four wells, PGG will be offsite but remain in close communication with the driller during screen installation and development. PGG will also communicate remotely with the driller during pump installation (which may include some additional pumping for continued well development). For each well, PGG will communicate with the driller (remotely) to request preliminary pumping and water-level observations on which to design aquifer tests. PGG will work with City Staff to identify observation wells and support the City’s arrangement of access to these wells. PGG will work with both the driller and City Staff to confirm that management of pumped discharge water conforms with the City’s requirements, as established during the field meeting (Task 1). PGG will also assemble monitoring and sampling equipment for the test well prior to aquifer testing; the City will provide transducers, and if necessary communication cables and software, for the observation wells. On the day of testing, PGG will install transducers in the test well and select observation wells, observe a (minimum) 8-hour pumping test and the first couple of hours of recovery. Transducers will be left in the wells for several days to record water-level recovery and ambient water-level trends. PGG will communicate with the driller (remotely) to answer questions when the test wells are converted to monitoring wells and to ensure that a datalogger is re-installed in the monitoring well. PGG’s hydrogeologist will return to the site to retrieve the transducers from the monitoring well and will download the dataloggers in the office. Water-level monitoring in the two monitoring wells installed at the Haller Wellfield will continue for an extended period (e.g. several weeks), during which time PGG will work with City Staff to develop a controlled pumping regime optimized (as possible) which will enhance PGG’s efficiency and accuracy of analysis of aquifer response to pumping at production rates. We will return to the site to download the data at the end of the extended monitoring period. PGG will work with the City to ensure that they collect and provide needed pumping data during the extended monitoring period. PGG will collect water-quality samples from the test wells during the five aquifer tests and will provide samples and completed chain-of-custody forms to the City for delivery to the lab. Assumptions: • City will provide all datalogging transducers for observation wells and barometric pressure during pumping tests and subsequent monitoring based on PGG’s purchase recommendation (Task 1). • PGG will observe test-screen installation and portions of well development in the first test well only; for the remaining four wells, PGG will be offsite but remain in close communication with the driller during screen installation and development Scope of Work City of Arlington Sonic Well Exploration 3 JUNE 11, 2020 • During aquifer tests, PGG will install a high-range transducer in each test well, which will be replaced by one of the City’s (lower-range) transducers during recovery and ambient monitoring. • Aquifer tests assume that City will arrange access to up to three observation wells (e.g. neighboring private wells, piezometers, Hammer Well) for monitoring and will assist with manual water-level measurements. Depending on the configuration of private wells, PGG may recommend limiting monitoring to manual measurements rather to manual plus transducer monitoring • Water levels in the test wells and select observation wells could potentially be influenced by routine pumping from the Haller Wellfield to meet customer demands. City Staff will work with PGG to develop a pumping regime that minimizes change (i.e. most constant pumping condition) immediately before, during and after the aquifer test. PGG understands that the City will likely discontinue pumping of the Haller Wellfield during actual drilling of the 50- foot test wells. • After the extended monitoring period immediately following the aquifer testing at the Haller Wellfield, City Staff will provide PGG with detailed pumping data for individual Haller Wells in digital format (spreadsheet or database). • PGG will collect water quality samples from test wells during aquifer testing. However, during testing at the stormwater wetland, City Staff will sample the Hammer Well. • City Staff will coordinate with the water quality lab to be invoiced directly and will deliver water-quality samples to lab. • Sampling during aquifer tests does not include microparticulate analysis (MPA) for GWI assessment. Task 3: Drilling/Testing Data Analysis PGG will prepare geologic logs and as-builts for each of the five new wells. At the City’s request, PGG will update two hydrogeologic cross sections that details subsurface conditions in the exploration vicinity (this is an optional task and must be authorized by the City). PGG will analyze aquifer tests for each of the five exploration wells and associated observation wells. We will process the data and employ the Aqtesolv analysis software package to estimate aquifer properties, identify hydraulic boundaries effecting pumping response, and estimate well efficiencies. PGG will analyze water-level responses in the two new Haller Wellfield monitoring wells to controlled pumping of the Haller production wells (conducted over a 1-2 week period after installation of the Haller monitoring wells). Our analysis will include: processing water-level data from the monitoring wells, the river, and pumping data from the productions wells (provided by the City in digital format). PGG will recalibrate the Aqtesolv model previously developed to assess Haller Wellfield capacity. PGG will estimate potential production capacity at each of the three sites and provide associated production well design recommendations. For the Haller Wellfield, PGG will apply the Scope of Work City of Arlington Sonic Well Exploration 4 JUNE 11, 2020 recalibrated Aqtesolv model along with evaluation of observed well efficiencies to optimize a pumping strategy that includes new production wells. Design recommendations will include consideration of the design/performance of existing/historic wells along with the occurrence of shallow bedrock. PGG will estimate production well capacities at the other two explorations sites based on aquifer properties, expected boundary responses, bedrock occurrence and likely efficiencies; and will recommend designs to maximize well efficiency. PGG will characterize and assess water-quality observations from samples obtained during testing along with any historic raw water quality data provided by the City for the Haller Wellfield. Assumptions: • Time-series river stage data from Haller Bridge can be obtained by the City from the County. • Historic raw water-quality data from the Haller Wellfield will be provided in a usable digital format (e.g. spreadsheets or database). • City to provide digital Haller pumping data to PGG for extended monitoring period. Task 4: Monitoring Assistance PGG will work with City Staff to develop an approach for continued monitoring after completion of Task 2 and partial completion of Task 3. Developing the monitoring approach can begin immediately after project kickoff if decisions need to be made early on; however, most of monitoring planning will occur after completion of Task 2. Monitoring approach development will consider: which wells to monitor (e.g. monitoring wells, production wells, irrigation wells, piezometers); other monitoring points (e.g. river, rain gage); which parameters to monitor (e.g. groundwater levels, pumping, rainfall, river stage, water-quality sampling for select analytes); and the City’s goals (e.g. better understanding of water quality, groundwater flow patterns, groundwater/surface-water interactions, anticipated regulatory considerations). PGG will assist the City with acquisition of monitoring equipment by identifying makes and models suitable to the monitoring program. City Staff will be responsible for all monitoring field activities; however, PGG will provide advice as needed. After the first quarter of monitoring, the City will provide PGG with digital datasets (raw transducer files, laboratory-provided electronic data deliverables, and digital production well pumping rates for each well – optimally expressed as hourly averages) for all selected monitoring parameters. PGG will analyze the monitoring data to address the goals of the monitoring program to the extent supported by available data. Monitoring will continue over three subsequent quarters. The City will provide PGG with quarterly digital data “dumps” and PGG will review the data to check for unexpected issues or instrument failures. After one year of monitoring, PGG will update our monitoring data analysis to reflect possible seasonal variations observed over an annual data-collection period. Scope of Work City of Arlington Sonic Well Exploration 5 JUNE 11, 2020 Assumptions: • The monitoring approach will be finalized after completion of Task 2 and partial completion of Task 3. The approach will be summarized in a simple internal “working memorandum”. • City will survey the locations and wellhead measuring-point elevations to accuracy recommended by PGG of all new monitoring wells, observation wells used during testing, and other key monitoring locations. • PGG’s cost estimate for monitoring assistance assumes that the program is predominantly geared towards water-level monitoring (e.g. assessing gradients with respect to the river, assessing responses to variations in recharge, river level, and pumping). Although the monitoring program may include limited water-quality sampling and laboratory analysis (i.e. for several key selected “indicator parameters” identified via PGG/City collaboration), PGG assumes that the program will not include extensive water-quality sampling and analysis. PGG will interpret how the selected indicator parameters reflect groundwater quality associated with site processes (e.g. river variation, recharge from precipitation, stormwater and reclaimed water) to the extent supported by the data. However, water-quality impact analysis of reclaimed water (and to a lesser extent stormwater) can become complex, and our current cost estimate assumes a relatively simple analysis. • Advising City Staff as part of monitoring assistance is limited to 24 PGG hours. • PGG’s cost estimate for monitoring assistance will depend on the actual monitoring activities selected by the City. Cost estimates for advising, data analysis and interpretation may change if the selected monitoring program differs from the assumptions listed above. • City will provide pumping-rate data from Haller Wells over the monitoring period as requested by PGG (preferably as hourly average rates). • City will provide all referenced monitoring data to PGG in workable digital format (e.g. downloaded (raw) transducer files, spreadsheets, databases, but not PDF’s). • All monitoring fieldwork will be performed by City Staff. City will pay lab directly for any required water-quality analysis. City will purchase or rent all required monitoring equipment. Deliverables: • Simple internal “working memorandum” describing the monitoring approach. Task 5: Documentation PGG will document the results of drilling, testing, and associated data analysis (Tasks 2 and 3) in a final report. The report will include well logs and as-built diagrams, hydrogeologic cross- sections (if authorized), time-series plots of collected data, tabulated water-quality data, and other project-related elements. The report will include analysis of aquifer properties, hydraulic responses to pumping, expected pumping capacities from properly-constructed production wells, and recommendations for production-well designs and drilling approaches. PGG will provide the City with a draft report, discuss City comments by phone, and finalize the report accordingly. Scope of Work City of Arlington Sonic Well Exploration 6 JUNE 11, 2020 After the first quarter of monitoring, PGG will document the monitoring data along with our analysis and interpretation in a memorandum. Contents of the “First Quarter Monitoring Memorandum” will depend on the scope of the monitoring approach. PGG will provide the City with a draft memorandum, discuss City comments by phone, and finalize the report accordingly. After the fourth quarter of monitoring, PGG will document the monitoring data along with our analysis and interpretation in a memorandum. Contents of the “Year-1 Monitoring Memorandum” will depend on the scope of the monitoring approach. PGG will provide the City with a draft memorandum, discuss City comments by phone, and finalize the report accordingly. Assumptions: • Reports and memoranda to be provided in Microsoft Word and PDF formats. • City to provide review comments by phone, in email, and/or using “track changes” and “comments” within a single Word document; City will resolve internally inconsistent edits or comments • Report and memo finalization includes corrections and additions, but no significant reorganization. Deliverables: • Draft and final drilling, testing, and yield assessment report • Draft and final First Quarter Monitoring Memorandum • Draft and final Year-1 Monitoring Memorandum Task 5: Project Management Project management includes: contracting, task tracking, invoicing and generation of monthly progress reports, general project coordination and client communications for administrative purposes. Project management also assumes one meeting each with Ecology and Washington Department of Health, along with preparation for these meetings. Cost Estimate A preliminary cost estimate for the proposed scope is presented on Table 1. The cost estimate shows the billing rates and projected levels of effort (per task) for each PGG staff. The estimated cost of the proposed scope outlined above is $159,419 and may require modification once the monitoring approach is fully developed under Task 4.1. Assumptions: • PGG’s work will be tracked and invoiced on a time-and-materials basis. PGG will track actual hours relative to allocated hours, and will notify the City if actual hours for general support tasks (e.g. general phone advising/support) are exhausted or projected to be exceeded. Scope of Work City of Arlington Sonic Well Exploration 7 JUNE 11, 2020 • If unexpected conditions dictate that approved tasks will require more effort than expected, PGG will notify the City of why this is needed and discuss how to best complete the project tasks most efficiently under a scope amendment. • If the project scope is completed using less hours that shown on Table 1, the City will only be charged for actual hours and expenses. TABLE 1 PROJECT COST ESTIMATE CITY OF ARLINGTON SONIC WELL DRILLING, TESTING AND YIELD ANALYSIS ESTIMATED HOURS OTHER COSTS Senior Staff Subtask TOTAL Admin GIS Hydrogeol Hydrogeol Principal Labor Direct Cost TASK $60 $130 $145 $130 $175 Cost Cost Total COST (Item) (Cost) TASK/SUBTASK 1 PREPARATION FOR DRILLING $3,571 1.1 OBTAIN FORMAL VARIANCE FROM ECOLOGY 4 0.5 $668 TRAVEL (1X)$58 $726 1.2 COORDINATION WITH CITY & DRILLER (INC. ONE FIELD MTG)12 2 $2,090 $2,090 1.3 COORDINATION OF WATER-QUALITY SAMPLING 4 1 $755 $755 2 WELL INSTALLATION & TESTING $43,549 2.1 LOG HALLER 50' WELL #1 16 2 $2,670 TRAVEL (3X)$174 $2,844 2.2 TEST HALLER 50' WELL #1 18 2 $2,960 TRANSDUCER RENTAL $100 $3,060 2.3 LOG HALLER 50' WELL #2 16 2 $2,670 TRAVEL (3X)$174 $2,844 2.4 TEST HALLER 50' WELL #2 18 2 $2,960 TRANSDUCER RENTAL $100 $3,060 28 3 $4,585 TRAVEL (4X)$232 $4,817 20 2 $3,250 TRANSDUCER RENTAL $100 $3,350 28 3 $4,585 TRAVEL (4X)$232 $4,817 2.5 LOG STORMWATER WETLAND 200' WELL #1 2.6 TEST STORMWATER WETLAND 200' WELL #1 2.7 LOG STORMWATER WETLAND 200' WELL #2 2.8 TEST STORMWATER WETLAND 200' WELL #2 20 2 $3,250 TRANSDUCER RENTAL $100 $3,350 2.9 LOG HALLER NORTH 200' WELL 28 3 $4,585 TRAVEL (4X)$232 $4,817 2.10 TEST HALLER NORTH 200' WELL 22 2 $3,540 TRANSDUCER RENTAL $100 $3,640 2.11 ADD'L WL MONITORING @ HALLER FOR PRODUCTION RESPONSE 5 $725 TRAVEL (1X)$58 $783 2.12 WATER QUALITY SAMPLE COORDINATION 6 1 $1,045 $1,045 2.13 GENERAL DRILLING/TESTING COMMUNICATION/COORDINATION 16 16 $5,120 $5,120 3 DRILLING/TESTING DATA ANALYSIS $39,160 3.1 WELL LOGS (5)36 2 $5,570 $5,570 3.2 UPDATED HYDROGEOLOGIC CROSS SECTIONS (2) OPTIONAL 14 6 20 $5,290 $5,290 3.3 ANALYZE AQUIFER TESTS (5) + HALLER PROD PUMPING RESPONSE 24 36 50 $16,910 $16,910 3.4 POTENTIAL WELL YIELD ANALYSIS (3 SITES)4 24 32 $9,300 $9,300 3.5 WATER QUALITY ANALYSIS 12 2 $2,090 $2,090 4 MONITORING ASSISTANCE $23,650 4.1 DEVELOP MONITORING APPROACH (WORK W CITY)10 6 $2,500 $2,500 4.2 ASSIST WITH INSTRUMENT ACQUISITION 8 2 $1,510 $1,510 4.3 FIRST QUARTER DATA ANALYSIS & INTERPRETATION 40 12 $7,900 $7,900 4.4 ADVISE CITY STAFF ON ONGOING MONITORING 12 12 $3,840 $3,840 4.5 YEAR 1 DATA ANALYSIS AND INTERPRETATION 40 12 $7,900 $7,900 5 DOCUMENTATION $27,750 5.1 DRAFT WELL DRILLING/TESTING/YIELD ASSESSMENT REPORT 8 64 20 $13,820 $13,820 5.2 DISCUSSION OF CITY COMMENTS 4 6 $1,630 $1,630 5.3 FINAL WELL DRILLING/TESTING/YIELD ASSESSMENT REPORT 3 16 6 $3,760 $3,760 5.4 DRAFT FIRST-QUARTER MONITORING MEMO 2 12 5 $2,875 $2,875 5.5 DISCUSSION OF CITY COMMENTS 2 2 $640 $640 5.6 FINAL FIRST QUARTER MONITORING MEMO 4 1 $755 $755 5.7 DRAFT YEAR-1 MONITORING MEMO 2 12 5 $2,875 $2,875 5.8 DISCUSSION OF CITY COMMENTS 2 2 $640 $640 5.9 FINAL YEAR-1 MONITORING MEMO 4 1 $755 $755 6 PROJECT MANAGEMENT $21,740 6.1 CONTRACTING, INVOICING, TRACKING 6 6 24 $5,430 TRAVEL $200 $5,630 6.2 PROJECT COORDINATION, COMMUNICATIONS W CITY 30 40 $11,350 PHOTO/TELE.$50 $11,400 6.3 AGENCY MEETINGS AND PREPARATION 8 20 $4,660 TRAVEL $50 $4,710 TOTAL HOUR ESTIMATES 6 29 617 80 305.5 SUBTOTAL DOLLARS $360 $3,770 $89,465 $10,400 $53,463 $1,962 $159,419 ESTIMATED TOTAL COST $159,419 City of Arlington Council Agenda Bill Item: NB #3 Attachment G management of this very important transportation project, staff is contracting with a CM firm to provide assistance with the management of this project. There is sufficient funding available within the existing budget to accommodate contracting the work, construction management was part of the planned project budget. Staff reviewed CM qualifications from several firms and selected KBA, Inc. as best qualified to provide CM th th KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx1 of 6 EXHIBIT A SCOPE OF SERVICES Construction Management Services for 204th Street Roundabout Project Contract No. P02-467 KBA, Inc. (Consultant) will provide Construction Management (CM) services to The City of Arlington (Client) for the project known as 204th Street Roundabout (Project). These services will include consultation, contract administration, field inspection, and documentation, as required during the construction of the Project, as detailed below. Project Description: The City of Arlington is upgrading the intersection at 204th Street NE and 77th Avenue NE with the installation of a roundabout to improve vehicle safety and mobility through the intersection. Additional project benefits include improved pedestrian crosswalks, street lighting, transit stop pullouts, and site amenities and landscaping to enhance this neighborhood gateway. The Designer of Record on this project is Perteet, Inc. (Designer). I. CONSTRUCTION MANAGEMENT SERVICES A. Consultant Contract Management. Provide overall day-to-day management of the consultant contract and staff, including: 1. Decide on best modes and frequency of communication with Client and Designer. Liaison and coordinate with Client on a regular basis to discuss Project issues and status. 2. Review monthly expenditures and CM team scope activities. Prepare and submit to Client monthly, an invoice and progress report describing CM services provided that month. Deliverables  Monthly invoices and progress reports B. Preconstruction Services 1. Review Contract Documents to familiarize team with Project requirements. a. Assist Designer in researching and preparing Addenda, as needed. 2. Organize and lead preconstruction conference: a. Prepare and distribute notices. b. Prepare agenda. c. Conduct the meeting. d. Prepare and distribute meeting notes to attendees and affected agencies. 3. Provide one set of preconstruction photographs. Deliverables  Preconstruction Conference Notice, Agenda, and Notes  Preconstruction photos, digital files on electronic storage medium C. Construction Phase Services – Contract Administration 1. Liaison with the Client, construction contractor, Designer, appropriate agencies, property owners, and utilities. 2. Provide the Client with brief monthly construction progress reports, highlighting progress and advising of issues which are likely to impact cost, schedule, or quality/scope. KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx2 of 6 3. Schedule Review: a. Review construction contractor’s schedules for compliance with Contract Documents. b. Monitor the construction contractor’s conformance to schedule and require revised schedules when needed. Advise Client of schedule changes. 4. Progress Meetings. Lead regular (usually weekly) progress meetings with the construction contractor, including Client pre-briefing. Prepare weekly meeting agenda and meeting notes and distribute copies to attendees. Track outstanding issues on a weekly basis. 5. Manage Submittal Process. Track and review, or cause to be reviewed by other appropriate party, work plans, shop drawings, samples, test reports, and other data submitted by the construction contractor, for general conformance to the Contract Documents. 6. Record of Materials. Provide and maintain Record of Materials indicating anticipated material approvals, material compliance documentation, and materials testing requirements. Retain records of material compliance documentation received and advise of any known deficiencies. 7. Prepare W eekly Statement of W orking Days and distribute to the Client and Contractor. 8. Manage RFI (Request for Information) process. Track and review/evaluate, or cause to be reviewed/evaluated by other appropriate party, RFIs. Manage responses to RFIs. 9. Change Management. Evaluate entitlement, and prepare scope, impact, and independent estimate for change orders. Facilitate resolution of change orders. 10. Monthly Pay Requests. Prepare monthly requests for payment. Review with Client and construction contractor, and recommend approval, as appropriate. 11. Evaluate construction contractor’s Schedule of Values for lump sum items. Review the Contract Price allocations and verify that such allocations are made in accordance with the requirements of the Contract Documents. 12. Notify construction contractor of Work found in noncompliance with the requirements of the contract. 13. Prevailing Wage Monitoring: a. Monitor Payroll Compliance. Review Statements of Intent to Pay Prevailing Wage against the Contract Document requirements. Collect, record, and check monthly certified payrolls. 14. Assist the Client in the investigation of malfunctions or failures observed during construction. 15. Public Information. Provide information for Client to prepare media communications and public notices on Project status. Provide information for Client’s inclusion into a Project website and/or newsletters, if requested. 16. Record Drawings. Review not less than monthly, the construction contractor’s redline set of contract plans. Maintain a CM Team set of conformed drawings tracking plan changes, location of discovered anomalies and other items, as encountered by the CM team. Use these markups to check the progress of the Contractor-prepared Record Drawings. 17. Document Control. Establish and maintain document filing and tracking systems, following Client guidelines and meeting funding agency requirements. Collect, organize, and prepare documentation on the Project. a. One hard copy of files will be kept in the Project field office. b. Electronic documentation will be stored in a Project Website, using SharePoint software, managed and hosted by the Consultant. The Client will be provided with up to three licenses for their and the construction contractor’s use of the SharePoint website during KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx3 of 6 the Project. If requested, Consultant will provide one training session each for Client and construction contractor users of the SharePoint system. c. The Project SharePoint site will transition to “read-only” access upon expiration of the Agreement, or upon project completion and transfer of final records, whichever occurs first. Transference of final records will include a digital copy of the files stored in the Project SharePoint site. Access to SharePoint will expire following that date. 18. Project Closeout. Prepare Letters of Substantial (including punch list), Physical, and Final Completion for Client approval and signature. Prepare final pay estimate for Client approval and processing. 19. Final Records. Compile and convey final Project records, transferring to the Client for archiving at final acceptance of the Project. Records will consist of hard copy originals and electronic records on electronic storage medium. Deliverables  Monthly Construction Progr ess Reports  Schedule Review Comments  Meeting Agendas and Notes  Submittal Log  Record of Materials  RFI Log  Change Order(s)  Progress Pay Requests  Certificates of Completion  Final records – hard copy and electronic D. Construction Phase Services – Field 1. Observe the technical conduct of the construction, including providing day-to-day contact with the construction contractor, Client, utilities, and other stakeholders, and monitor for adherence to the Contract Documents. The Consultant’s personnel will act in accordance with Sections 1-05.1 and 1-05.2 of the WSDOT/APWA Standard Specifications. 2. Observe material, workmanship, and construction areas for compliance with the Contract Documents and applicable codes. Advise the Client of any non-conforming work observed during site visits. 3. Prepare Inspector Daily Reports (IDRs), recording the construction contractor’s operations as actually observed by the Consultant; includes quantities of work placed that day, contractor’s equipment and crews, photos of work performed, and other pertinent information. 4. Interpret Construction Contract Documents, in coordination with Designer. 5. Evaluate issues which may arise as to the quality and acceptability of material furnished, work performed, and rate of progress of work performed by the construction contractor. 6. Establish communications with adjacent property owners. Respond to questions from property owners and the general public. 7. Coordinate with permit holders on the Project to monitor compliance with approved permits, if applicable. 8. Prepare field records, daily reports of force account worked, and other payment source documents to help facilitate administration of the Project in accordance with funding agency requirements. 9. Attend and actively participate in regular on-site meetings. KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx4 of 6 10. Take periodic digital photographs during the course of construction. Photographs to be labeled and organized in accordance with Client protocol. 11. Punch List. Upon substantial completion of work, coordinate with the Client and affected agencies, to prepare a ‘punch list’ of items to be completed or corrected. Coordinate final inspection with those agencies. 12. Testing. Cause to be conducted, materials and laboratory tests. Coordinate the work of the Field Representative(s) and testing laboratories in the observation and testing of materials used in the construction; document and evaluate results of testing; and inform Client and construction contractor of deficiencies. Deliverables  IDRs with Project photos – submitted on a weekly basis  Field Note Records and Daily Reports of Force Account Worked  Additional Project photos not included on IDRs  Punch List(s)  Test reports E. Assumptions 1. Budget: a. Staffing levels are anticipated in accordance with the attached budget estimate. Consultant services are budgeted from June 22, 2020 through early December 2020. This is intended to span the originally planned construction duration of 90 contractor working days, plus time allotted for Project setup and closeout. Overtime has not been figured into the budget. b. Consultant will work up to the limitations of the authorized budget. If additional budget is needed to cover such instances as the following, Client and Consultant will negotiate a supplement to this Agreement: i. The contractor’s schedule requires inspection coverage of extra crews and shifts. ii. The construction contract runs longer than the time period detailed above. iii. Any added scope tasks. iv. The work is anticipated to be performed during daytime hours. Should night work be necessary, a 15 percent differential for labor will be applied to all night shift hours worked by Consultant’s employees. c. The budget allocations shown on Exhibit B are itemized to aid in Project tracking purposes only. The budget may be transferred between people, or between labor and expenses, provided the total contracted amount is not exceeded without prior authorization. d. The budget assumes that Consultant’s standard forms, logs, and processes will be used on the Project SharePoint site. Any customization to meet specialized Client requirements will be Extra Work. e. Should Consultant’s level of effort extend beyond the time period detailed in the attached Exhibit B - Estimate, and into a new year, labor rates will adjust annually on January 1, with 30-day written notice to Agency. 2. Items and Services Client will provide: a. Meeting arrangements and facilities for pre-bid and preconstruction meetings. Prepare and distribute meeting notes from pre-bid meeting(s), if any. b. Field office, including: i. workstations (desk, chair, and storage) for two staff KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx5 of 6 ii. conference table and chairs iii. combination printer/copier/scanner machine with these capabilities: 11x17 si ze, color iv. high speed, dedicated connection, preferably with a static IP miscellaneous office supplies v. utilities and sanitary facilities c. Retain Engineer of Record for shop drawing review, RFIs, design changes, and final record drawings. d. Coordination with and enforcement of utility franchise agreements and/or contracts and schedules for services related to this Project. e. Verify that the required permits, bonds, and insurance have been obtained and submitted by the construction contractor. Obtain all permits not required to be provided by construction contractor. f. Construction Survey. Provide project control survey and staking that is not already assigned to the construction contractor. 3. Scope: a. The SharePoint tool being used on this Project is proprietary to the Consultant (KBA, Inc.), and may not be used by any other party or on any other project without the written permission and involvement of KBA, Inc. b. Consultant will provide inspection services for the days/hours that its’ Inspector(s) personnel is/are on-site. The Inspector(s) will not be able to observe or report construction activities, or collect documentation, during the time they are not on-site. c. The Consultant’s monitoring of the construction contractor's activities is to ascertain whether or not they are performing the work in accordance with the Contract Documents; in case of noncompliance, Consultant will reject non-conforming work and pursue the other remedies in the interests of the Client, as detailed in the Contract Documents. The Consultant cannot guarantee the construction contractor’s performance, and it is understood that Consultant shall assume no responsibility for proper construction means, methods, techniques, Project site safety, safety precautions or programs, or for the failure of any other entity to perform its work in accordance with laws, contracts, regulations, or Client’s expectations. d. Definitions and Roles. The use of the term “inspect” in relation to Consultant services is synonymous with “construction observation,” and reference to the “Inspector” role is synonymous with “Field Representative,” and means: performing on-site observations of the progress and quality of the Work and determining, in general, if the Work is being performed in conformance with the Contract Documents; and notifying the Client if Work does not conform to the Contract Documents or requires special inspection or testing. Where “Specialty Inspector” or “specialty inspection” is used, it refers to inspection by a Building Official or independent agent of the Building Official, or other licensed/certified inspector who provides a certified inspection report in accordance with an established standard. e. Because of the prior use of the Project site, there is a possibility of the presence of toxic or hazardous materials. Consultant shall have no responsibility for the discovery, presence, handling, removal or disposal of toxic or hazardous materials, or for exposure of persons to toxic or hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB), or other toxic substances. If the Consultant suspects the presence of hazardous materials, they will notify the Client immediately for resolution. f. Review of Shop Drawings, samples, and other submittals will be for general conformance with the design concept and general compliance with the requirements of the contract for KBA, Inc. June 10, 2020 \\arlington\city\PW_Admin\Contracts\KBA\06_204th Roundabout\Exhibit-A-SCOPE-Arlington-204th-v4 (Rev_JXK).docx\\Kba-server\kba- data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Exhibit-A-SCOPE-Arlington-204th-v4.docx6 of 6 construction. Such review will not relieve the Contractor from its responsibility for performance in accordance with the contract for construction, nor is such review a guarantee that the work covered by the shop drawings, samples and submittals is free of errors, inconsistencies or omissions. g. Any opinions of probable construction cost provided by the Consultant will be on the basis of experience and professional judgment. However, since Consultant has no control over competitive bidding or market conditions, the Consultant cannot and does not warrant that bids or ultimate construction costs will not vary from these opinions of probable construction costs. h. Development of construction schedules and/or sequencing, and/or reviewing and commenting on contractor’s schedules, is for the purpose of estimating number of days to complete a project, and for identifying potential schedule and coordination challenges and determining compliance with the construction contract. It is not a guarantee that a construction contractor will complete the Project in that sequence or timeline, as means and methods are the responsibility of the construction contractor. i. Consultant is not responsible for any costs, claims or judgments arising from or in any way connected with errors, omissions, conflicts or ambiguities in the Contract Documents prepared by others. The Consultant does not have responsibility for the professional quality or technical adequacy or accuracy of the design plans or specifications, nor for their timely completion by others. j. Consultant’s indemnity and defense obligations are limited to the extent of those damages directly caused by the negligent acts, errors, or omissions of the Consultant. Any damages and/or costs that may be recovered shall be limited to the total amount authorized of Consultant’s insurance required for this Project. k. RCW 4.24.115 is applicable to Consultant’s services provided under this Agreement. l. Services provided by the Consultant under this Agreement will be performed in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances, in the same geographical area and time period. Nothing in the Agreement is intended to create, nor shall it be construed to create, a fiduciary duty owed by either party to the other. Consultant makes no warranties, guarantees, express or implied, under this Agreement or otherwise in connection with Consultant’s services. m. Client agrees that Consultant will not be held liable for the completeness, correctness, readability, or compatibility of any electronic media submitted to Client, after an acceptance period of 30 days after delivery of the electronic files , because data stored on electronic media can deteriorate undetected or can be modified without Consultant’s knowledge. n. Consultant will not be liable for any damage to the field office premises or utilities provided by Client, unless caused by Consultant’s own negligence. II. OPTIONAL SERVICES All services not detailed above, are considered Optional Services, which, along with any other Extra Work requested by the Client, will be performed only when a mutually negotiated Supplement to this Agreement is executed, specifying scope of services and budget. Project Name:Arlington 204th Roundabout Month Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Client Project No.: P02-467 Days/Mo 22 22 21 21 22 19 22 KBA Project No.: B18081-01 Hr/Mo 176 176 168 168 176 152 176 Contract Type: Cost + Fixed Fee (on DSC only) Extra Work 12% 12% 12% 12% 11% 10% 4% Date Prepared:dj Hr/Mo 197 197 188 188 195 167 183 Prepared by: Sam Schuyle Salary Escalation 5% KBA Labor Hours [90 Contractor Working Days] Employee Title 2020 Rate 2021 Rate Total Hours 2020 Total Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Sam Schuyle (M2) Project Manage $75.24 $79.00 26 26 4 4 4 4 4 4 2 TBD (M1) CA/Project Controls $63.00 $66.15 16 16 4 2 2 2 2 2 2 Micael Serrano (E4) RE/OE $46.00 $48.30 880 880 40 176 168 168 176 132 20 Ian Laursen (T1) Inspecto $25.00 $26.25 760 760 - 120 168 168 176 128 - Subtotal - KBA Labor Hours 1,682 1,682 48 302 342 342 358 266 24 Direct Expenses Item Total Costs 2020 Total Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Vehicles @ $950/month (plus tax) for RE/OE and Inspecto 8,776$ 8,776 - 1,097 2,194 2,194 2,194 1,097 - Vehicles @ $6/hour (plus tax) for prorated periods 1,774$ 1,774 - 794 - - - 847 132 Misc: Supplies, Equipment, Copies, Postage 116$ 116 - 24 23 23 23 23 - Subtotal - Direct Expenses 10,666$ 10,666 - 1,915 2,217 2,217 2,217 1,967 132 Combined Costs Employee Title 2020 Rate 2021 Rate Total DSC 2020 Total Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Sam Schuyle (M2) Project Manage $75.24 $79.00 1,956$ 1,956 301 301 301 301 301 301 150 TBD (M1) CA/Project Controls $63.00 $66.15 1,008$ 1,008 252 126 126 126 126 126 126 Micael Serrano (E4) RE/OE $46.00 $48.30 40,480$ 40,480 1,840 8,096 7,728 7,728 8,096 6,072 920 Ian Laursen (T1) Inspecto $25.00 $26.25 19,000$ 19,000 - 3,000 4,200 4,200 4,400 3,200 - Direct Salary Costs 62,444$ 62,444 2,393 11,523 12,355 12,355 12,923 9,699 1,196 Overhead (Home) @ 4,970$ 4,970 927 716 716 716 716 716 464 Overhead (Field) @ 86,187$ 86,187 2,666 16,078 17,284 17,284 18,107 13,435 1,333 Subtotal (DSC + OH)153,600$ 153,600 5,986 28,317 30,354 30,354 31,745 23,850 2,993 Fixed Fee (on DSC only) @ 18,733$ 18,733 718 3,457 3,706 3,706 3,877 2,910 359 Subtotal (DSC + OH + Fee)172,334$ 172,334 6,704 31,774 34,061 34,061 35,622 26,760 3,352 Direct Expenses (No Markup)10,666$ 10,666 - 1,915 2,217 2,217 2,217 1,967 132 TOTAL ESTIMATED COSTS 183,000$ 183,000 6,704 33,689 36,278 36,278 37,839 28,727 3,484 Rounded to nearest whole dollar. CONFIDENTIAL & PROPRIETARY TO KBA, INC. 144.90% 30.00% 6/10/2020 Sc h e d u l e 167.65% CONSTRUCTION - 110 total working days CLOSE-OUT De t e r m i n a t i o n of H o u r s START-UP Printed: 6/10/2020 1:24 PM \\Kba-server\kba-data\Projects\Contracts\Client\Arlington\BP-18-081-01 Arlington 204th Roundabout\Drafts&NegotiationRecords\In-houseDrafts\Ex-B-Estimate-Arlington-204th-v2 City of Arlington Council Agenda Bill Item: NB #4 Attachment H June 30, 2020. On May 29, 2020, the Governor issued Proclamation 20 -23.4 prohibiting residential disconnects, refusal to reconnect and charging late fees until July 28, 2020. The attached resolution RESOLUTION NO. 2020-XXX RESOLUTION NO. 2020-XXX A RESOLUTION OF THE CITY OF ARLINGTON EXTENDING THE UTILITY LATE FEE AND SHUT OFF WAIVER WHEREAS, on February 29, 2020, the Governor of the State of Washington proclaimed that a State of Emergency existed in all counties in the State of Washington due to the outbreak of novel coronavirus (COVID-19); and WHEREAS, on April 6, 2020 City Council adopted Resolution 2020-004 Authorizing COVID-19 Economic Relief which waived late fees and shut off for utility customers until June 30, 2020; and WHEREAS, on March 29, 2020 the Governor issued Proclamation 20 – 23.4 extending the prohibition on residential disconnects, refusal to reconnect and charging late fee until July 28, 2020; and WHEREAS, the City proposes to extend the late fee and shut off waiver to all utility customers and extend the payment arrangement program through July 28, 2020; and NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ARLINGTON, WASHINGTON AS FOLLOWS: 1. Utility Customers: a. City staff is authorized to extend the late fee and shut off waiver until July 28, 2020. b. City staff is authorized to extend the payment arrangement program from 10 days to three months. The three-month agreement would be a one-time agreement which could be entered into through July 28, 2020. No late fees or shut off would be applied during the payment arrangement period as long as the terms are being met. RESOLUTION NO. 2020-XXX ADOPTED by the City Council and APPROVED by the Mayor this 6th day of July, 2020. CITY OF ARLINGTON _______________________________ Barbara Tolbert, Mayor ATTEST: ________________________________ Wendy Van Der Meersche, City Clerk APPROVED AS TO FORM: ________________________________ Steven J. Peiffle, City Attorney City of Arlington Council Agenda Bill Item: NB #5 Attachment I COUNCIL MEETING DATE: July 6, 2020 SUBJECT: Community Policing, Policy and Accountability ATTACHMENTS: Presentation, Org Chart, IAPRO, BlueTeam, 2018 Strategic Planning, APD Planning Recommendations DEPARTMENT OF ORIGIN Police; Jonathan Ventura, Chief and Human Resources; James Trefry, Administrative Services Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: N/A BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: Presentation by the Chief of Police and the Administrative Services Director regarding the Arlington Police Department. Topics covered include community policing, policy and accountability. HISTORY: The Mayor and Councilmembers have requested a presentation about the current state of the police department in light of current events and feedback received from the community. ALTERNATIVES: Remand to staff for further information. RECOMMENDED MOTION: Information only; no action required. Arlington Police Department COMMUNITY POLICING / POLICY / ACCOUNTABILITY Community Policing Community Outreach Team / LE Embedded Social Worker (LEESW) (2018) Domestic Violence Coordinator (2019) School Resource Officer All-In Program / Conversations with Cops COP’s Building Trust Grant –Funding for 2 Officers (2015) Boards and Commissions Community Meetings 21st Century Policing Initiative Strategic Plan (2018) Virtual Training Simulator (2019) Crime Data (2019) Traffic Enforcement up 32% DUI Enforcement up 14% Burglary reports down 15% Robbery reports down 38% Overall Theft Reporting Down 1% Vehicle Theft reports down 32% Standard Hiring Process Post Position Review Applications Interview Reference Check WSP WATCH Background Check Employment Offer (Hire) Police Officer Hiring Process Pull names from Public Safety Testing Interview (aka Oral Board Interview) Compilation of Applicant Scores and Eligibility List Civil Service Commission Meeting for Certification of Eligibility List Chief’s Interview (Rule of 5) Conditional Employment Offer Background Investigation Begins Polygraph Examination Psychological Examination Medical Examination Background Investigation Completed Employment Offer or Disqualification/Voluntary Removal New Employee attends Academy Recruit graduates from Academy Employee completes APD Field Training Program How much does it cost to hire a Police Officer? Public Safety Testing Annual Fee $1,200 Background Investigation $2,000 (avg) Polygraph Examination $225 (avg) Psychological Examination $800 (avg) Medical Examination $700 (avg) Police Academy $8,000 (Our Cost) State $10,000 Uniform and Gear $2,000 (avg) Example (2016) The Mayor signed 12 conditional offers of employment ◦8 entry level ◦4 laterals 18 candidates were in background –some holdover from 2015 12 voluntarily removed themselves or were disqualified 2 were hired (1 entry and 1 lateral) 1 didn’t pass Field Training Basic Law Enforcement Academy (BLEA) Washington State Criminal Justice Training Commission (WSCJTC) conducts the 720 hour Basic Law Enforcement Academy (BLEA). BLEA curriculum is designed to provide recruit officers with the basic knowledge and skills necessary for safe, proper, and effective law enforcement service. Instructional blocks include: Criminal law and procedures, Emergency Vehicle Operations Course, Cultural awareness, Communication skills, Firearms, Crisis Intervention Patrol Tactics, De-escalation, Criminal investigation, Defensive and Control Tactics, Mock Scenes Crisis Intervention Training (CIT) Law enforcement practitioners know that mental health training is useful, given how frequently officers deal with people in crisis since states began moving away from institutionalizations in the 1960s. WSCJTC provides crisis intervention training to every new full-time law enforcement officer employed after July 1, 2017. ◦Requires all officers receive a minimum of 8 hours of Crisis Intervention (CIT) training by 2021. ◦Requires a minimum of 2 hours CIT refresher incorporated into mandated annual training. Law Enforcement Training and Community Safety Act (LETCSA) After the passage of I-940 in 2018, the WSCJTC was tasked with creating new training requirements for officers. This became known as the Law Enforcement Training and Community Safety Act. ◦Beginning December 7, 2019, all new general authority peace officers must complete a minimum of two hundred hours of initial violence de-escalation and mental health training in the BLEA. Law Enforcement Training and Community Safety Act (LETCSA) All peace officers certified in Washington before December 7, 2019, and lateral peace officers certified in Washington after December 7, 2019, must complete a minimum of forty hours of continuing de-escalation and mental health training every three years after receiving their initial peace officer certification. Basic Law Enforcement Academy (BLEA) Crisis Intervention Tactics and De-escalation are spread throughout the BLEA curriculum in nearly all areas to include; Patrol Response to crisis training, Mock Scenes, Criminal and Patrol Procedures, Defensive Tactics and Firearms training. Effective de-escalation requires not only effective patrol tactics, but also knowledge about human psychology and mental illness. All police officers in WA are now receiving training in communication techniques, implicit/explicit bias, alternatives to [jail] booking, the historical intersection of race and policing, and understanding local cultures. Field Training and Probation The purpose of the Field Training and Evaluation Program is to train new officers so that each is prepared to function as a solo beat officer at the conclusion of their training cycle. ◦The training cycle consists of 16-20 weeks of intensive on-the-job training and daily performance evaluations. Training is conducted and staffed by field training officers (FTOs) and overseen by an FTO Sergeant. ◦A new officer’s 1 year probationary period begins the day they graduate BLEA. Mandated 24-Hour In-Service Effective January 1, 2006, every certified peace officer is required to complete a minimum of 24 hours of In-Service training annually. Effective January 1, 2016, every reserve peace officer will complete a minimum of twenty-four hours of in-service training annually. Lexipol provides comprehensive, state-specific policies developed by a team of over 300 public safety attorneys and law enforcement experts. They carefully monitor and research changing federal and state case law to continuously update our policies to comply with the most current legal standards and best practices. Without this continuous legal compliance, APD could be exposed to costly civil liability. Lexipol helps APD develop and comply with constitutional policing practices, supporting the protection of civil rights and community safety. 8 Can’t Wait Accountability Recruitment Testing Background Annual Review / Evaluations / Training Policy (Lexipol) Collective Bargaining Agreement National Incident Based Reporting System (FBI) Annual Reporting Personnel Complaints Internal / External Informal / Formal Written / Email / Telephone / In-Person Administrative Leave Unfounded / Exonerated / Not- Sustained / Sustained Training / Oral Reprimand / Written Warning / Suspension / Termination Collective Bargaining Agreement (CBA) 320.2 DISCIPLINE POLICY The continued employment of every employee of this department shall be based on conduct that reasonably conforms to the guidelines set forth herein. Failure of any employee to meet the guidelines set forth in this policy, whether on-duty or off-duty, may be cause for disciplinary action. An employee's off-duty conduct shall be governed by this policy to the extent that it is related to act(s) that may materially affect or arise from the employee's ability to perform official duties or to the extent that it may be indicative of unfitness for his/her position. 320.2.1 PROGRESSIVE DISCIPLINE The administration of discipline is generally expected to be progressive in nature, with relatively minor violations of rules resulting in minor disciplinary action for first offenders. Repetitive similar violations, or more serious violations, would generally result in progressively more serious forms of discipline being administered. Nothing in this policy is intended to preclude the administration of more serious forms of discipline, including termination, for a first offense when warranted by the seriousness of the offense. Annual Reports Professional Standards Management Software Professional standards software provides for the tracking of officer behavior through data analysis that can produce various types of "alerts" if a problem exists. The software provides for alert by type of incident, i.e., can set different thresholds for different incident types, such as citizen complaints or , use-of- force incidents. Professional standards software also helps professional standards personnel with caseload management through reminders that actions are required on a case or that a case is approaching overdue status. Reports, graphs, and charts can be easily generated for command staff and policy makers to review and for use in strategic planning and policy analysis. Questions? THE LEADING PROFESSIONAL STANDARDS SOFTWARE. WORLDWIDE. Let The Pride Shine Through 1-800-620-8504 www.iapro.com If you can’t, IAPro will. Unnoticed and unchecked acts of errant conduct and behavior can lead to incidents that seriously tarnish your agency’s image. So what do you do if your current Professional Standards software leaves you feeling exposed to such a critical risk? LOOK TO IAPRO FOR THE PROTECTION YOU NEED. IAPRO IS FEATURE RICH, USER FRIENDLY AND BEST OF ALL, EVER ALERT. LOOK TO IAPRO FOR THE PROTECTION YOU NEED. IAPro has been developed to meet the demanding needs of the modern public safety agency. It has become the gold standard for Professional Standards software solutions, and is today the eyes and ears on all matters related to the integrity of over 790 public safety agencies in five countries. IAPRO IS FEATURE RICH, USER FRIENDLY AND BEST OF ALL, EVER ALERT. IAPro is uniquely tailored to fit the requirements of your Professional Standards or Internal Affairs unit. IAPro’s comprehensive case management features assist in monitoring and reporting on complaints and other incidents that may indicate patterns of employee misconduct and behavioral shortfalls. In-depth support for use of force, pursuit, and other critical incident reporting is also offered. However, the single most important benefit of IAPro is its ability to alert in advance of issues that could, if left unchecked, put the community and the reputation of your agency at risk. Finally, the IAPro solution is more than just software. It includes on-site training, with each IAPro training specialist bringing years of Professional Standards experience to the table. This is supplemented by comprehensive online user documentation in wiki format, and a three-day annual users conference tailored to a variety of customer needs THE 2 019 CONFERENCE WILL INCLUDE: • Detailed review of new features in the latest release • Basic training classes for new users • Advanced usage sessions • Customer feedback forum • Future directions session • Guest speakers • Plus, invaluable opportunities to meet and network with fellow customers For further information or to register, please contact us at conference@iapro.com Join IAPro and BlueTeam users in Nashville, Tennessee this November for 3 days of learning and exploration of the premier Public Safety Integrity solution. During this once-a-year gathering, attendees will learn new skills, network with users from 5 countries, and discover best practices, tips and tricks. IAPro 15th Annual Users Conference Tuesday, November 19th through Thursday, November 21st, 2019 Gaylord Opryland Resort & Convention Center • 2800 Opryland Drive • Nashville, Tennessee 37214 Whatever the task, IAPro is there to cover you. Because IAPro is a 360 degree solution, it gives you the opportunity to upgrade and streamline your entire Professional Standards process. And that can lead to a more effective, more efficient use of your agency’s resources. ORGANIZEORGANIZE ANALYZEANALYZE MANAGEMANAGE ALERTALERT • COMPREHENSIVE EARLY INTERVENTION AT YOUR FINGERTIPS Support for a proactive, “best practices” approach is an essential part of the IAPro solution. Early intervention program support in IAPro includes an array of features such as “heads up” alerts when employees exceed pre- set thresholds, advanced analytical interfaces and a selection of chart-based dashboards. • ALERT BY TYPE OF INCIDENT Incident types such as a ‘citizen complaint’ or ‘use-of-force’ are each assigned an alert threshold, based on an employee being involved in a given number of incidents within a specified time period. • OVERALL ALERT Triggered regardless of incident type. • MONITORED OFFICER ALERT The agency can designate an employee as ‘monitored‚’ so that each time a monitored individual is involved in an incident, an alert is generated. • TOP PERCENTILE ALERT Instant identification of employees in a designated top percentile, for a specific unit or time period. • DETAIL ALERT Alert by ‘allegation’ and ‘use-of-force’ type. • Regardless of the quality of data collected, it’s of little use unless it can be properly categorized and quickly formatted for analysis and presentation. To this end, a multitude of statistical reports and charts are available with just a few clicks of the mouse. • IAPro offers a array of time-saving features. Reminders are displayed when pre-assigned tasks come due. Microsoft Word template integration means that forms can automatically be filled in by IAPro, saving hours of work. And IAPro’s linked files feature means that a truly paperless process can finally be realized. IAPro’s intuitive interface promotes fast entry, search and reporting of information. Enhanced search capabilities include ad-hoc query and report builder features. • • Daytona Beach PD • Doral PD • Escambia County Corrections • Escambia County SO • Florida Dept. of Law Enf. • Fort Lauderdale PD • Fort Myers PD • Gainesville PD • Hillsborough County SO • Hollywood PD • Indian River County SO • Jacksonville SO • Kissimmee PD • Lake City PD • Lauderhill PD • Lee County SO • Manatee County SO • Margate PD • Marion County SO • Martin County SO • Miami Beach PD • Miami Civilian Oversite • Miami PD • Miramar PD • New Smyrna Beach PD • Naples PD • Ocoee PD • Okaloosa PD • Ormond Beach PD • Oviedo PD • Palm Beach County Sheriff • Pensacola PD • Pinellas County SO • Pinellas Park PD • Plantation PD • Port Orange PD • Port St. Lucie PD • Rockledge PD • Santa Rosa County SO • Sarasota PD • St. Johns County SO • St. Lucie County SO • St. Petersburg PD • Tallahassee PD • Tampa Intl. Airport Police • Tarpon Springs PD • University of Central Florida • Walton County SO • West Melbourne PD • West Palm Beach PD • Winter Garden PD Georgia • Atlanta Citizen Review • Atlanta Dept. of Corrections • Atlanta Fire Dept. • Atlanta PD • Brunswick PD • Chatham County SO • Clayton County PD • Clayton County SO • Dekalb County SO • Duluth PD • Fulton County Sheriff’s Dept. • Georgia Tech Univ. Police • Gwinnett County Police • Henry County PD • Macon PD • McDonough PD • Norcross PD • Roswell PD • Sandy Springs PD • Statesboro PD Hawaii • Hawaii PD • Honolulu PD • Kauai PD • Maui County Police Idaho • Boise PD • Caldwell PD • City of Boise HR • Garden City PD • Lewiston PD • Meridian PD • Nampa PD • Twin Falls PD Illinois • Aurora PD • Bloomington PD • Cook County SO • Gurnee PD • Joliet PD • Mundelein PD • Niles PD • Rockford PD • Springfield PD • Village of Schaumburg PD • Waukegan PD • Will County SO • Zion PD Indiana • Fishers PD • Fort Wayne PD • Hammond PD • Indianapolis Metropolitan PD • Noblesville PD • South Bend PD Iowa • Ankeny PD • Des Moines PD • Iowa State Dept. of PS • University of Iowa Police Kansas • Emporia PD • Hutchinson PD • Kansas Highway Patrol • Lenexa PD • Sedgwick County SO • Shawnee PD • Wichita PD Kentucky • Lexington-Fayette PD • Louisville Metro Police Louisiana • Baton Rouge PD • Lafayette Parish SO • Lafayette PD • Monroe PD • New Orleans Independent Police Monitor • New Orleans PD • Plaquemines Parish SO • St. Tammany Parish SO • Tulane University PD Maine • Auburn PD • Cumberland County SO • Maine Dept. of Corrections • Maine State Police • Portland PD • York County SO Maryland • Anne Arundel County Police • Baltimore County Police • Baltimore PD • Bowie PD • Calvert County SD • Hagerstown PD • Howard County Police • MD Nat. Cap. Park Police • Maryland State Police • Maryland Trans. Auth. Police • Montgomery County PD • Ocean City PD • Prince George’s County Police • Prince George’s County SO • St. Mary’s County SO • Takoma Park PD Massachusetts • Boston PD • Cambridge PD • Chelsea PD • Everett PD • Framingham PD • Haverhill PD • Lawrence PD • Mass. Bay Transit Auth. Police • Massachusetts State Police • Pittsfield PD • Somerville PD • Quincy PD Michigan • Battlecreek PD • Canton PD • Grand Rapids PD • Inkster PD • Kalamazoo PD • Lansing PD • Massachusetts Trial Courts • Michigan State Dept. of NR • Michigan State Police • Monroe PD • Northville PD • Roseville PD • Univ. of Michigan Police • Wyoming DPS (EMS Fire & Police) Minnesota • Brooklyn Park PD • Duluth PD • Ramsey County SO • St. Paul PD Mississippi • Gulfport PD • Olive Branch PD Missouri • Columbia PD • Joplin PD • Raytown PD • St. Louis County SO • St. Louis Metropolitan PD Montana • Montana Highway Patrol Nebraska • Omaha PD Nevada • City of Las Vegas Detentions • Clark County School District • Hastings PD • Henderson PD • Lander County SO • Las Vegas Metro PD • North Las Vegas PD • Nye County SO • Reno Communications Ctr. • Reno PD • UNLV PD • Washoe County SO New Hampshire • New Hampshire State Police New Jersey • Atlantic Co. Prosecutor’s Off. • Bayonne PD • Belleville PD • Bergen County PD • Berkeley Township PD • Bloomfield PD • Borough of Fort Lee PD • Brick Township PD • Camden County PD • Cherry Hill PD • Clifton PD • Delaware River Port Auth. • East Orange PD • Egg Harbor Township PD • Elizabeth PD • Essex County Corrections • Essex Co. Prosecutors Off. • Essex County SO • Ewing PD • Hamilton Twp. PD • Hudson County • Prosecutors Office • Irvington PD • Jersey City PD • Lawrence Township PD • Linden PD • Livingston PD • Long Branch PD • Mercer County SO • Montclair PD • New Brunswick PD • New Jersey State Police • New Jersey Transit Police • Newark PD • North Brunswick PD • Nutley PD • Ocean City PO • Ocean County SO • Ocean Township PD • Orange PD • Passaic County SD • Paterson PD • Plainfield PD • Pompton Lakes PD • Rahway PD • Rutgers University PD • South Orange PD • Trenton PD • Union Township PD • Vineland PD • West Orange PD • Westfield PD New Mexico • Albuquerque PD • Bloomfield PD • Dona Anna SO • Hobbs City PD • Las Cruces PD • New Mexico DPS • NM Dept. of Corrections • Rio Rancho DPS • San Juan County SO • Santa Fe PD New York • Albany PD • Buffalo PD • Cheektowaga PD • Clarkstown PD • Mt. Vernon PD • Nassau County Equal Employment Opp. Office • Nassau County Police • New York City PD • New York State Police Australia • New South Wales Police • Northern Territory Police • South Australia Police • Tasmania Police • Western Australia Police New Zealand • New Zealand Police Canada Alberta • Alberta College of Paramedics • Blood Tribe Police Service • Calgary Police Service • Camrose Police Service • C.P. Railway Police • Edmonton Police Service • Lethbridge Police Service • Medicine Hat Police Service • Province of Alberta Solicitor General (Ministry of Justice) Federal Agencies • Canadian Border Services Agency • Global Affairs Canada Manitoba • Winnipeg Police Service Ontario • Anishinabek Police Service • Barrie Police Service • City of Kingston Police • Essex County EMS Paramedic • Guelph Police Service • Hamilton Police Service • Niagara Police Service • Nishnawbe-Aski Police Service • Ontario Ministry of Community Safety and Correctional Services • Ontario Provincial Police • Ottawa Police Service • Peel Regional Police • Thunder Bay Police Service • Toronto Police Service • Toronto Transit Commission • Treaty-Three Police Service • Waterloo Regional Police • Windsor Police Service • York Regional Police Saskatchewan • Saskatchewan Public Complaints Commission • Saskatoon Police Service Trinidad • Trinidad and Tobago PS United States Alabama • Auburn PD • Baldwin County SO • Birmingham PD • Huntsville PD • Mobile PD • Northport PD • Opelika PD • Tuscaloosa PD Alaska • Alaska Dept. of PS • Anchorage PD Arizona • Apache Junction PD • Arizona Dept. of PS • Arizona State Univ. Police • Avondale PD • Benton County SO • Benton PD • Chandler PD • El Mirage PD • Flagstaff PD • Gila River PD • Gilbert PD • Goodyear PD • Maricopa County Attorney General Office • Maricopa County AG • Maricopa County SO • Maricopa PD • Mesa PD • Peoria PD • Phoenix PD • Pima County SO • Pinal County SO • Prescott PD • Prescott Valley PD • Sahuarita PD • Salt River PD • Scottsdale PD • Surprise PD • Tempe PD • Tolleson PD • Tucson PD • Yuma PD Arkansas • Benton County SO • Benton PD • Fort Smith PD • Little Rock PD • North Little Rock PD • Rogers PD California • Alameda County SO • Alameda PD • Albany PD • Alhambra PD • Antioch PD • Arcadia PD • Bakersfield PD • Bay Area Rapid Transit PD • Berkeley PD • Beverly Hills PD • Brea PD • Buena Park PD • Burbank PD • Cal. Dept. of Game and Fish • California Highway Patrol • California State Hospitals • Cathedral City PD • Chino PD • Chula Vista PD • Citrus Heights PD • City of San Jose Independent Police Auditor • Contra Costa County SO • Coronado PD • Cypress PD • Daly City PD • Desert Hot Springs PD • El Cerrito PD • El Dorado County SO • Elk Grove PD • Fairfield PD • Fremont PD • Fresno PD • Fullerton PD • Galt PD • Gardena PD • Glendale PD • Grass Valley PD • Hanford PD • Hayward PD • Hemet PD • Hermosa Beach PD • Huntington Beach PD • Indio PD • Inglewood PD • Irvine PD • Kern County SO • La Habra PD • Livermore PD • Lodi PD • Long Beach Civilian Oversite • Long Beach PD • Los Angeles Airport Police • Los Angeles Port Police • Los Angeles School PD • Manteca PD • Modesto PD • Murrieta PD • Newark PD • Newport Beach PD • Novato PD • Oakland Housing Authority • Oceanside PD • Palm Springs PD • Palo Alto PD • Pasadena PD • Petaluma PD • Pittsburg PD • Placer PD • Pomona PD • Redlands PD • Redwood City PD • Rialto PD • Richmond PD • Riverside County SO • Rocklin PD • Roseville PD • Sacramento Civilian Oversight Board • Sacramento County SO • Sacramento Fire Dept. • Sacramento Probation Office • Sacramento PD • San Bernardino County SO • San Bernardino PD • San Diego PD • San Francisco SO • San Jose PD • San Leandro PD • San Luis Obispo County SO • San Luis Obispo PD • San Marino PD • San Pablo PD • Santa Ana PD • Santa Barbara PD • Santa Clara County SO • Santa Cruz PD • Santa Maria PD • Santa Monica PD • Santa Rosa PD • Solano County SO • South Gate PD • South Pasadena PD • Suisun PD • Tehachapi PD • Torrance PD • Tustin PD • Union City PD • University of California • University of San Diego PD • Upland PD • Vallejo PD • Ventura SO • Visalia PD • Watsonville PD • West Covina PD • West Sacramento PD • Westminster PD Colorado • Adams County SO • Arvada PD • Boulder PD • Broomfield PD • Colorado Highway Patrol • Colorado Springs PD • Colorado State Univ. PD • Commerce City PD • Denver PD • Denver SO • Douglas County SO • El Paso County SO • Fort Collins PD • Golden PD • Jefferson County SO • Larimer County SO • Littleton PD • Lone Tree PD • Loveland PD • Mesa County SO • Northglenn PD • Parker PD • Colorado State Univ. Police • Steamboat Springs PD • Thornton PD • University of Colorado PD • Weld County SO Connecticut • Bridgeport PD • Hartford PD • New Haven PD • New London PD • Norwich PD • Stamford PD • Torrington PD • Waterbury PD • Yale University PD Delaware • Delaware State Police • Delaware State University PD • Dover PD • New Castle County Police • University of Delaware PD • Wilmington PD District of Columbia • DC Metropolitan PD • DC Public Schools • Office of Citizen Complaint Review Florida • Apopka PD • Aventura PD • Boca Raton PD • Broward County SO • City of West Palm Beach HR • Clearwater PD • Clermont PD • Coconut Creek PD • Collier County SO • Coral Gables PD • Coral Springs Fire Dept. • Coral Springs PD • CSX Railroad Police 1998 • IAPro is introduced. 2001 • First IAPro mouse pad and pen are introduced. 2004 • BlueTeam — IAPro’s companion product for the frontline — is introduced. 2010 • IAPro is run by 400 customers across four countries. 2018 • IAPro in-use by over 790 public safety agencies in five countries. 2000 • IAPro is adopted by NYPD._______________________________ • New Jersey State Police selects IAPro to assist in responding to USDOJ consent decree requirements. 2002 • IAPro goes international with adoption by Ontario Provincial Police and Toronto Police Service. 2005 • First Annual IAPro Users Conference. 2007 • First Australian customer Western Australia Police. 2009 • New Zealand Police up and running. 2012 • Significant enhancements to Use of Force reporting in BlueTeam, including clickable body image. 2014 • 10th Annual IAPro Users Conference in St. Pete Beach, Florida. 2013 • Complete coverage in the Hawaiian islands with the adoption by Big Island, Honolulu, and Kauai. CI Technologies, Inc. • Vancouver, BC Canada • Amherst, NH USA 1-800-620-8504 • www.iapro.com ©2018 CI Technologies Inc. All rights reserved. IAPro is a registered trademark of CI Technologies Inc. in the US, with application pending in Canada.THE LEADING PROFESSIONAL STANDARDS SOFTWARE • NY Metro Transit Auth. Police • NY-NJ Port Authority Police • Rochester Office of Public Integrity • Rochester PD • Schenectady PD • Southampton PD • Suffolk County Police • Syracuse Civilian Oversite • Syracuse PD • Town of Greece PD • Utica PD • Warren County SO • Yonkers PD North Carolina • Asheville PD • Chapel Hill PD • Durham County SO • Durham PD • Fayetteville PD • Greensboro PD • Guilford County SD • Henderson County SO • Huntersville PD • Mecklenburg County SO • NC Highway Patrol • NC State Bureau of Inv. • New Bern PD • Raleigh PD • Salisbury PD • Thomasville PD • Wilmington PD • Wilson PD Ohio • Akron Fire Dept • Akron PD • Cleveland Div. of Police • Dayton PD • Licking County SO • Mansfield PD • Piqua PD • Warren PD Oklahoma • Broken Arrow PD • Edmond PD • Muskogee PD • Norman PD • Oklahoma City PD • Oklahoma County SD • Tulsa County SO • Tulsa PD Oregon • Albany PD • Corvallis PD • Eugene Civilian Oversite • Eugene PD • Grants Pass DPS • Hillsboro PD • Medford PD • Portland Police Bureau • Salem Fire Dept. • Sherwood PD • Washington County SO Pennsylvania • Abington Township PD • Allentown PD • Altoona PD • Amtrak PD • Lancaster Bureau of Police • Penn. Attorney General • Penn. Dept. of Corrections • Pennsylvania State Police • Philadelphia PD • Pittsburgh Bureau of Police • Somerville PD • Stroud Area Regional PD • Upper Macungie Township PD Rhode Island • Providence Ext. 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BlueTeam has also played a key role in supporting their use-of-force Collaborative Reform Model in cooperation with the US DOJ. 7www.blueteam.com • 1-800-620-8504 frontline support Designed to simplify and assist —not to further complicate Early intervention and supervisory support Identify out of standard indicators Agencies in Australia, Canada, New Zealand and the United States count on BlueTeam 8www.blueteam.com • 1-800-620-8504 CANADA Barrie Police Service Blood Tribe Police Service Calgary Police Service Canadian Pacific Police Service Essex Windsor EMS Hamilton Police Service Medicine Hat Police Service Treaty Three Police Service Winnipeg Police Service (Manitoba) NEW ZEALAND New Zealand Police AUSTRALIA Northern Territory Police South Australia Police Tasmania Police Western Australia Police ALABAMA Decatur Police Department Huntsville Police Department ALASKA Alaska Department of Public Safety Anchorage Police Department ARIZONA Apache Junction Police Department Arizona State University Police Department Avondale Police Department Buckeye Police Department Gila River Police Department Gilbert Police Department Glendale Police Department Goodyear Police Department Maricopa County Attorney General Maricopa County Sheriff’s Office Maricopa Police Department Mesa Police Department Peoria Police Department Pima County Sheriff’s Office Pinal County Sheriff’s Office Prescott Police Department Prescott Valley Police Department Sahuarita Police Department Salt River Pima Maricopa Indian Community Police Department Scottsdale Police Department Surprise Police Department Tempe Police Department Tolleson Police Department Tucson Police Department Yuma Police Department ARKANSAS Benton County Sheriff’s Office Benton Police Department Fort Smith Police Department Little Rock Police Department North Little Rock Police Department Rogers Police Department CALIFORNIA Alameda County Sheriff’s Office Alameda Police Department Alhambra Police Department Antioch Police Department Arcadia Police Department Bakersfield Police Department Bay Area Rapid Transit Berkeley Police Department Beverly Hills Police Department Brea Police Department Buena Park Police Department Burbank Police Department California Department of Fish and Game California State Hospitals Cathedral City Police Department Chula Vista Police Department Citrus Heights Police Department City of Irvine Police Department Contra Costa County Sheriff’s Office Culver City Police Department Daly City Police Department Desert Hot Springs Police Department El Cerrito Police Department El Dorado County Sheriff’s Office Elk Grove Police Department Fairfield Police Department Fremont Police Department Fresno Police Department Fullerton Police Department Galt Police Department Gardena Police Department Grass Valley Police Department Hayward Police Department Hemet Police Department Huntington Police Department Indio Police Department Inglewood Police Department Kern County Sheriff’s Office La Habra Police Department Livermore Police Department Lodi Police Department Long Beach Police Department Los Angeles Department of Airports Los Angeles Port Authority Police Los Angeles School Police Manteca Police Department Modesto Police Department Morgan Hill Police Department Murrieta Police Department Newark Police Department Newport Beach Police Department Novato Police Department Oakland Housing Authority Police Department Oceanside Police Department Palm Springs Police Department Pasadena Police Department Petaluma Police Department Pittsburg Police Department Placer County Sheriff’s Office Pomona Police Department Redlands Police Department Rialto Police Department Richmond Police Department Riverside County Sheriff’s Office Rocklin Police Department Roseville Police Department Sacramento County Sheriff’s Office Sacramento Police Department San Bernardino Police Department San Diego Police Department San Leandro Police Department San Marino Police Department San Pablo Police Department Santa Ana Police Department Santa Clara County Sheriff’s Office Santa Maria Police Department Santa Monica Police Department Solano County Sheriff’s Office South Pasadena Police Department Suisun Police Department Tehachapi Police Department Tustin Police Department Union City Police Department University of California - San Diego Police Department Upland Police Department Visalia Police Department West Sacramento Police Department Westminster Police Department Woodland Police Department COLORADO Adams County Sheriff’s Office Arvada Police Department Boulder Police Department Broomfield Police Department Colorado Springs Police Department Colorado Police Department Colorado State University Police Department Commerce City Police Department 9www.blueteam.com • 1-800-620-8504 10www.blueteam.com • 1-800-620-8504 Seattle Police Department – BlueTeam has played a key role in the Department meeting the requirements of their Consent Decree. 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Amtrak Police Department US Capitol Police WEST VIRGINIA Huntington Police Department West Virginia State Police WISCONSIN Dane County Sheriff’s Office Madison Police Department WYOMING Casper Police Department Laramie Police Department US VIRGIN ISLANDS Virgin Islands Bureau of Corrections Virgin Islands Police Service 15www.blueteam.com • 1-800-620-8504 CI Technologies, Inc. Amherst, NH USA • Vancouver, BC Canada 1-800-620-8504 • www.blueteam.com ©2018 CI Technologies Inc. All rights reserved. BlueTeam is a registered trademark of CI Technologies Inc. Supporting the frontline ARLINGTON POLICE DEPARTMENT Strategic Planning 2018 Arlington Police Department Strategic Planning 2 EXECUTIVE SUMMARY ……………………………………………………………… 3 1. INTRODUCTION AND PLANNING PROCESS ….…….……………. 4 1.1 Purpose and Organization of the Report ….……………………… 4 1.2 Planning Process ……………………………………………………..……….5 1.3 History and Structure of the Department ………………………….6 1.4 Arlington’s Matrix Police Department Study …………………… 8 1.5 Arlington’s Crime Trends …………………………………………………13 1.6 Community Profile ………………………………………………………… 13 2. OPERATIONAL ANALYSIS AND RECOMMENDATIONS …… 14 2.1 Overarching Direction …………………………………………………… 14 2.2 Crime Prevention and Response ………………………………………16 2.3 Police Services Division …………………………………………………. 25 2.4 Community Relationships ……………………………………………… 25 2.5 Performance Measurement …………………………………………. 27 3. ADAPTING TO A CHANGING ENVIRONMENT ………………… 29 3.1 Management of Data and Technology ……………………………. 29 3.2 Emerging Data Analysis Tools and Other Technologies …… 29 3.3 Adapting to Regulatory Changes …………………………………… 31 3.4 Evolving Social Challenges ………………………………………………. 32 3.5 Partnerships …………………………………………………………………… 33 4. STRENGTHENING THE ORGANIZATION …………………………… 35 4.1 Overall Situation Assessment …...……………………………………. 35 4.2 Communication, Connection, & Collaborative Leadership . 35 4.3 Performance Evaluation and Professional Development … 36 4.4 Retention, Succession Management, and Recruitment …. 37 5. CONCLUSION ………………………………………………………………………… 39 APPENDICES ……………………………………………………………………..…………………………….……….. 40 REFERENCES …………………………………………………………………………………………………………….. 43 SUMMARY OF RECOMMENDATIONS (ENUMERATED) ……………………………………………. 44 Arlington Police Department Strategic Planning 3 EXECUTIVE SUMMARY Thank you to the citizens, council and staff that engaged in the planning sessions to develop the next five year strategic plan for Arlington Police Department. It is common knowledge that many current day social challenges are impacting communities of all size. Much of this burden has shifted to law enforcement and has impacted the ability and resources to provide effective service. The Arlington Police Department’s annual planning process allows them to manage daily operations while remaining focused on the challenges and opportunities ahead. They have accomplished much over the last several years, but are committed to stay on the path to reduce the impacts of crime that affects our quality of life in Arlington. APD continues to move toward the vision of the President’s 21st Century Policing Task Force model and continues to employ the highest standards of professionalism and accountability. This year the new department leadership has taken time to review the results of past practices during a time of internal cultural transformation in our organization. We realize that if we don’t make changes in how we police we won’t see changes in our community’s crime rate or quality of life. This plan provides a path forward to make progress towards a high performing Police Department with tools to address the challenges ahead. The strategies in this plan will provide the City Council a roadmap for continuous improvement and resource planning. Individual strategies will be prioritized for the most effective impact to our goals of providing a safe community for all our residents and businesses. I am confident that our Police Chief and his committee have provided a strategic planning document with the vision and strategies needed to meet the future head-on. Sincerely, Barbara Tolbert Mayor Arlington Police Department Strategic Planning 4 1. INTRODUCTION AND PLANNING PROCESS 1.1 Purpose and Organization of this Report This report is the result of several months of assessment and planning t hat involved a diverse strategic planning committee representing the Arlington Police Department , City of Arlington, Council Members, and community stakeholders. This document and the accompanying appendices compile the findings and recommendations of the Chief of Police as discussed and vetted by the planning committee. Together with the issuance of this report, APD will engage City leadership in a dialogue around implementation of some or all the recommendations contained in these pages. The Police Department will develop a work plan to implement the final direction as established in subsequent conversations with the Mayor, City Administrator and City Council. This document and accompanying appendices are organized as follows:  Section 1 provides additional context by summarizing the planning process and presenting a brief history of the Department. An overview of crime trends and community profile are provided for added context.  Section 2 reviews existing conditions based chiefly on data analysis, observations, and employee input. Topics include:  Department philosophy, vision, mission, and values.  Resource levels, deployment and performance.  Section 3 looks forward, considering the following:  Changes occurring in Arlington and the surrounding region.  Regulatory changes affecting policing.  Opportunities to use current and emerging data tools and other technologies.  Section 4 provides a situational assessment of the internal functions of the Department and offers strategies to strengthen the organization through:  Communication, connection, and collaborative leadership.  Performance evaluation and professional development protocols.  Retention, succession management and recruitment.  Community relationships.  Performance measurement.  Section 5 concludes the report with a brief summary, comments and suggestions for next steps. Arlington Police Department Strategic Planning 5 1.2 Planning Process This strategic planning process centered on meetings with the Strategic Planning Committee. This Committee included members from the Arlington Police Department, City of Arlington, Council Members, and community stakeholders. The Committee met four times between November 2017 and March 2018. Department members and City employees provided guidance on draft materials prior to each meeting. A professional facilitator served to steward the overall planning process. Stakeholder Engagement The Strategic Planning Committee discussed what they viewed to be the strengths and challenges for the Arlington Police Department. From these conversations, the following themes emerged: 1. Arlington Officers are Professional and Personable a. It was expressed that APD officers are professional and personable. b. APD made significant progress with community engagement and outreach efforts such as attending neighborhood meetings, National Night Out, Conversations with Cops, and various ASD School Events. 2. There is an increasing perception that Arlington is not a safe community a. The police department has been slow to grow with the growing challenges and needs within the community. b. A lack of officers has resulted in slow response times. c. Slow response times result in the perception of poor customer service. d. The police department has become reactive vs. proactive. e. Property Crimes have risen significantly over the last couple years. 3. The Department needs to conduct a workload analysis to accomplish a. Adequate Staffing levels to ensure a 60/40 (proactive patrol vs. 911 response) b. Increased Officer Safety c. Decreased Call load per officer d. Improve response times (goal of > 3minutes for Emergency and Priority 1 calls) e. Improved police presence help communities feel more secure. APD Strategic Planning Committee  Barbara Davis, Facilitator  Chris Raezer, City Council  Jesica Stickles, City Council  Sue Weiss, City Council  Paul Ellis, City Administrator  Jonathan Ventura, Police Chief  Dave Kraski, Fire Chief  Kristin Garcia, Finance Director  Daniel Cone, Deputy Police Chief  Mike Gilbert, Police Sergeant  Mike Simpson, Grocery Outlet  Cory Duskin, Arlington Pharmacy  Carla Gastineau, S.A.C.  Jen Bilow, Starbucks Coffee Jenn Bilow, Starbucks Arlington Police Department Strategic Planning 6 1.3 History and Structure of the Department Arlington was incorporated in 1903 with approximately 500 residents and its police force consisted of a single town marshal. The police department remained very small until the 1970’s when steady growth of population, businesses and later annexations created the size it is today. The Arlington Police Department is larger now, attempting to address the needs and demands of the community it serves, including:  A larger geographic area.  A larger, growing, and increasingly diverse population.  Significant increase in property crime rates.  Increasing community expectations.  Significant increases in social issues such as homelessness, mental health and substance addiction.  Increasing expectations for data-driven policing and the associated technology to support it. The Arlington Police Department’s evolution from a small rural department to a growing professional suburban law enforcement agency is a work in progress. Relationship to the City of Arlington The Arlington Police Department is a City of Arlington department. As such, the Police Chief is responsible to the City Administrator, who is hired by the Mayor with the authority of the City Council. The City Council has Public Safety Liaisons that meet to discuss Police, Fire and EMS issues and challenges. It is important that the police department have a productive relationship with the Mayor, City Council, City Administrator and other City Departments. It is important to keep this context in mind when building a plan that is aligned with the City’s priorities and cognizant of the Police Department’s part of this larger whole. Organizational Structure The current organizational structure of the Department, represented in Exhibit 1, is within industry standards, structured around a Patrol Division, Investigations Division, and Police Services Division. Arlington Police Department Strategic Planning 7 Exhibit 1. Organizational Structure, January 2018 Arlington Police Department Strategic Planning 8 1.4 Arlington’s Matrix Police Department Study In 2014 the City of Arlington commissioned a comprehensive Police Department Study conducted by the Matrix Consulting Group of Mountain View, CA. In 2018 we completed a thorough review of the department’s 2017 statistics to assist in formulating a five-year strategic plan and have reevaluated the original Matrix Study as to assess our progress. Exhibit 2 summarizes the document’s Goals and Objectives and provides a brief status update. Exhibit 2. 2014 Matrix Police Department Study Define APD’s partnership with the community  Establish a procedure to regularly engage community as a partner . National Night Out, All-In Campaign, Conversations with Cops, Neighborhood Liaisons. The Department has no Long Term Goals or Strategic Planning Process  Develop a formal strategic plan that includes Vision, goals and objectives with accountability for results . Department conducted strategic planning in 2015, 2016 and 2017. Supervisor and Management roles have become blurred  Analyze current roles and determine if they are correctly aligned  Revise job descriptions as appropriate . Complete restructure of department was completed in 2015 and 2016 (3 Commanders to 1 Deputy Chief; new Chief of Police.) A lack of communication between Chief and Command Staff causes conflicts  Develop effective time management skills for managers and supervisors  Chief should establish effective internal communication process for each level of department  Supervisor need to be seen as “change agents” . All managers and supervisors provided with additional leadership training and professional development plans. Chief, Managers, and Supervisors provide weekly department-wide communication letters. Supervisors meet every month to address ongoing challenges and planning. Supervisors conduct regular “roll call” briefings for information sharing with their teams. Arlington Police Department Strategic Planning 9 Exhibit 2 Continued... 2014 Matrix Police Department Study There is no formal established internal or external performance objectives or reports  Develop system of data collection regarding meeting goals and objectives  Explore organization options for performance management . Transitioned to new records management and CAD system in 2016. Currently utilize police volunteers for statistical data processing but have a need for dedicated crime analyst. Invested in data analyzing and predictive software to be utilized by a dedicated crime analyst. Now conduct ongoing employee coaching and annual evaluations. Chief needs to develop more effective public presentation techniques  Support Chief in training and use of more effective public presentations . Recent efforts have been so successful that the Chief and Deputy Chief were invited to the White House to discuss their experience and success. Hire a contract Public Safety Director for a maximum of 2 years  A Public Safety Director will oversee the process of improved management and supervisory systems recommended in this report . A Public Safety Director was hired to oversee the complete reorganization of department to include selecting and appointing a new Chief of Police. Arlington Police Department Strategic Planning 10 Exhibit 2 Continued... 2014 Matrix Police Department Study Hire an additional police officer  An agency the size of APD should set a target goal of 50% Proactive Patrol time.  The current (2013) level of police proactive time is 47% and will require an additional officer to maintain this service level. Current (2013) patrol officer level is 10 (FTE’s). . Current level of patrol officers is 13 (FTE’s). The Matrix Study identified target goal of 50% Proactive Patrol Time. Proactive Patrol time Is currently 39% (2017). An updated workload study concluded that 3 additional officers (FTE’s) would be required to reach/maintain a 40% proactive patrol time over the next 5 years. Create Administrative Staff Position  An executive assistant provides administrative and clerical support to command staff  Fields administrative requests from the public  Provides logistical support for public meetings  Conducts comparative research  Maintains administrative and personnel records within the department  These functions are currently not covered on a consistent basis. The Police Department had a half-time Administrative Assistant during the police department reorganization under the Public Safety Director which greatly improved documentation, communications, statistical collection, processing, analysis and efficiencies. The position is not currently funded. These duties are spread amongst the command staff as best as possible with similar results and deficiencies as documented in the original Matrix Study. Arlington Police Department Strategic Planning 11 Exhibit 2 Continued... 2014 Matrix Police Department Study Training for the Managers and Chief is inadequate  Develop a training schedule for all supervisors and managers that includes leadership, organizational change, discipline, and ethics. . All managers and supervisors have obtained appropriate career level certifications and continue to attend training towards professional development. Career Development and succession planning does not exist  Develop a system for career development and succession planning  Improve the performance evaluation system for supervisors and managers The Police Department has implemented a training plan for every level and position. The department now conducts annual evaluations with every employee and has implemented 360 degree evaluations for all supervisors and managers. Fund one additional Support Service Officer (Police Services Technician, also referred to as a PST)  This position could be assigned responsibility for property and evidence function similar to the Police Support Officer (PSO) Hired an additional Police PST, however, current property and evidence workload does not justify a full-time position; whereas the Police Services Division experienced a significant increase in workload which justified a staffing increase as case entry had fallen behind by nearly 5 months. We went from 2 PST’s to 3 PST’s. No change in PSO’s (1) FTE. Arlington Police Department Strategic Planning 12 Exhibit 2 Continued... 2014 Matrix Police Department Study Department Fleet Needs Funding  (2013) The APD Fleet is 21 Vehicles, 15 of which have more than 100,000 miles.  “This is one of the oldest fleets that the project team has encountered throughout the United States”  According to the Matrix group, a reasonable replacement policy is 100,000 miles for frontline emergency response vehicles. (Verified through *Government- fleet.com) (2018) The Department currently has 20 vehicles not including ATV’s and Bicycles. 5 current vehicles are over 100,000 miles, 2 are approaching 100,000 miles, and the remaining fleet will reach more than 100,000 miles long before the current replacement schedule. Current funding only allows for approximately 1.5 vehicles to be replaced per year. It will take the replacement/addition of approximately 4 vehicles per year to maintain the current fleet over the next 5 years. The Department suffers from a culture of conflict and distrust  Implement yearly offsite planning sessions  Implement yearly offsite supervisor/management sessions  Maintain effective formal and informal communications with collective bargaining group . Budgetary conditions are prohibitive of offsite sessions. New Chief and Deputy Chief appointed as “Change Agents.” Chief, Managers and Supervisors provide weekly department- wide communication letter. Replaced 3 Sergeants. Supervisors meet every month to address ongoing challenges and planning. Supervisors conduct regular “roll call” briefings for information sharing. Frequent informal meetings with APOA bargaining group. Now conducting Annual Awards Recognition. Arlington Police Department Strategic Planning 13 1.5 Arlington’s Crime Trends Arlington has a noticeably higher Property Crime rate (45.57 per 1,000 members of the population) as compared to Washington State overall (34.9). The national median Property Crime Index is (25). Violent Crime in Arlington is relatively low (2.67 per 1,000) as compared to the State average of (3.02) and nationally (4.0). More details of Arlington’s Crime trends available in Appendix 1. 1.6 Community Profile Population and Demographics Arlington has a population of 18,690 people with a median age of 34.8 and a median household income of $64,086. Between 2014 and 2015 the population of Arlington, WA grew from 18,370 to 18,578, a 1.13% increase and its median household income grew from $61,131 to $64,086, a 4.83% increase. The population of Arlington is 84.4% White, 8.84% Hispanic, 2.8% Asian, 1.5% Native American, 1.2% African-American and 2.41% listed as other. 9.2% of Arlington residents speak a language other than English, and 96.9% are U.S. citizens. The median property value in Arlington is $229,200 and the homeownership rate is 64.1%. Most people in Arlington commute to work with an average commute time of 28.3 minutes. The average Arlington resident household owns 2 vehicles. Arlington has updated its Comprehensive Plan to comply with the Growth Management Act; this plan accommodates expected housing and employment growth through the year 2035. Arlington is planning for an additional 7,533 new residents between 2018 and 2035, for a population total of approximately 26,111 by the year 2035. Such growth will require an increase in residential and commercial development to meet demand. This anticipated growth will likely create a significant increase in demand for police services. Appendix 2. Arlington Police Department Strategic Planning 14 2. OPERATIONAL ANALYSIS AND RECOMMENDATIONS 2.1 Overarching Direction: Departmental Philosophy, Vision, Mission and Values Nationwide, effective policing strategies are increasingly guided by four variables: 1. Successful crime control depends on a close relationship between the police and community. 2. Fear in the community is a problem itself, regardless of the traditional measures of crime and arrest rates. Police are being asked to reduce this fear and the means used to reduce fear may not be the same traditionally used to address crime. 3. Community members increasingly want to use the police for services other than crime control, often to address disorder, unsettling behavior in their neighborhoods, or to access other service providers. 4. What police see as disparate incidents are often indicators of a continuing, fundamental problem that demands more than the first police response to resolve. The Community Policing Style continues to be a popular approach because of its focus on (1) community partnerships, (2) organizational transformation, and (3) problem solving. It also reflects a way of policing that does not rely on patrolling in vehicles to reduce crime, detective work to solve crimes, or quick response times to calls-for-service to reduce crimes. It does promote closer community relationships, the systematic assessment of problems, and an organizational approach to solving problems, focusing on addressing crime, the fear of crime, and disorder. Further, it encourages the development of critical thinking: strategic planning; communication skills; organization skills; and initiative, all desired skills in employees and good for encouraging teamwork and building morale among employees. Recommendation 1(A) Establish a clear and meaningful description of APD’s guiding philosophy. The following key ideas were discussed over the course of the planning process and found to be an accurate description of how APD approaches its work:  The Arlington Police Department exists to serve Arlington’s residents, businesses, and visitors. Our top priority is to build a trusting, collaborative relationship with our community and to respond to what is important to community members. Our appro ach to our work is informed by and focused by what is important to the community, as we ask ourselves: is this what the community wants?  The Arlington Police Department embraces the President’s Task Force on 21st Century Policing Initiative. We seek to serve ethically, effectively, and efficiently. We believe in procedural justice and must have strong policies and procedures in place to guide our work. Arlington Police Department Strategic Planning 15  The Arlington Police Department is a progressive department. We are open to innovative policing models and appropriate use of technology to strengthen the effectiveness of our work. We are a learning organization, seeking to continually improve and adapt to dynamic operating environments. We seek creative ways to provide efficient and effective service, collaborating with others in the region when appropriate.  The Arlington Police Department practices collaborative leadership. Our people are empowered to make decisions consistent with our Vision, Mission, Values and department directives. Clear direction, a collaborative approach to leadership, strong communication, and opportunities to excel support individual and collective success. As with the Department’s Vision, Mission, and Values, this philosophy should be true to our community’s desire for its police department, and it should be formed by members of APD itself. Ultimately, however, it is the responsibility of the Chief of Police to provide leadership to guide the organization toward its vision. Recommendation 1(B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. The Department’s Vision Statement seeks to be an aspirational and inspiring statement describing the organization that APD strives to be: The vision of the Arlington Police Department is to be a leader in law enforcement through strong community partnerships, professionally developed employees, enhanced technology, and strategic and succession planning. The Department’s Mission Statement seeks to describe the organization’s purpose, focusing on what the Department does and its role in the community; be an aspirational and inspiring statement describing the organization that APD strives to be: The Arlington Police Department, in partnership with the community, provides exceptional law enforcement services to improve the quality of life in Arlington. Organization Values describe the spirit by which the Department approaches its work. Committee discussion emphasized the importance of these in distinguishing what defines the Department, perhaps distinguishing it from other police departments. To avoid dilution, the Department limited itself to a small number of values that focused on what matters most: Teamwork, Respect, Integrity, Professionalism, and Innovation Arlington Police Department Strategic Planning 16 Recommendation 2 Animate these governing statements by promoting them and using them. Unless the Department puts the listed governing statements to work, they are nothing more than words. The statements and what is intended by them must be actively promoted with current and new team members. They must be actively used and referred to whenever the appropriate opportunity arises in making budget requests, in work planning, and in making personnel decisions, including hiring, evaluations, promotions, and terminations. Organizational values in particular are well-suited to inform personnel decisions; it is most important that they be used to attract and screen new employees who are well suited to serve the Arlington community. 2.2 Crime Prevention and Response This section considers the many interlinked components related to APD’s capacity for preventing and responding to crime. The Arlington Police Department enjoys a positive public image and shares the City Council’s desire for a community-based approach to crime prevention. Public stakeholders report appreciation for the Police Department and desire for more police involvement in community development and social support functions, both of which require more consistent and dedicated resources. At the same time, personnel across the Department report feeling overextended and would like to be less reactive in their work. Quantitative analysis of Patrol described on the following pages confirms this self -reported perception that officers go from call to call, with little opportunity for proactive community engagement and preventative policing. Increasing such activities through a model shift that focuses on crime prevention and community policing will have ripple effects throughout the rest of the Department with implications on technology, support functions, crime analysis, command structure, and investigations. To support community partnerships and problem solving, an organizational transformation is needed to align all parts of the organization. This organizational ch ange will require leadership to demonstrate the value of this shift through their actions as well as by investing in resources that align with this model. Staffing Levels Rather than basing staffing levels on a simple ratio of officers per 1,000 residents, police staffing is increasingly determined based on performance relative to community expectations. To evaluate the adequacy of the current staffing levels, the Department engaged City leadership and community in a discussion, as listed in Section 1.2, about service expectations. Based on this discussion, current staffing levels do not meet these expectations. Arlington Police Department Strategic Planning 17 The following sections describe how staffing levels for Patrol and Investigations can be determined by response and clearance rates, while staffing levels related to community engagement are determined by community-specific expectations. Staffing Levels Related to Response and Clearance Rates for Patrol and Investigations There are many factors and various approaches to consider in determining appropriate staffing levels. Some departments use the “per capita” approach that look at the number of officers and the population of a jurisdiction and compares the officer number with similar sized cities. This approach is simple, but does not take into account community conditions, community expectations, or quality of service provided. Another method is to set a minimum staffing level for the jurisdiction at different times of day. There are differing standards for setting minimum levels. Departments can consider call load, crime rate, and other variables such as whether there are other police resources performing duties who can be deployed (e.g. administrative officers, or other specially assigned officers) to accommodate fluctuating workload. The most comprehensive approach is to engage stakeholders in detailed conversations about performance expectations based upon workload in a “performance-based” staffing study. This workload approach analyzes staffing needs based upon workload demand while accounting for the specific community characteristics and service expectations. There is no universally accepted standard for this assessment; the work relies instead on the specific characteristics of each jurisdiction such as type of crime, geography, travel times, and desired time for community policing activities. The U.S. Department of Justice Office of Community Oriented Policing Services (COPS) issued a comprehensive report: A Performance-Based Approach to Police Staffing and Allocation by Jeremy M. Wilson and Alexander Weiss, 2012. This report described a step-by-step approach for conducting a workload based assessment that includes: 1. Examining the distribution of calls for service by hour of the day, day of the week and month. 2. Examining the nature of the calls for service. 3. Estimating time consumed on calls for service. 4. Calculating an agency shift-relief factor. 5. Establishing performance objectives. 6. Providing staffing estimates. In 2014, the Matrix Consulting Group was commissioned by City of Arlington to complete a comprehensive Police Department Staffing Study. This staffing study used a modified version of the methods described in A Performance-Based Approach to Police Staffing and Allocation. This strategic planning report is the culmination of using stat istic data from 2017 to complete an updated performance-based staffing study. Appendix 3. Arlington Police Department Strategic Planning 18 The last step prior to providing the staffing estimates is to establish and apply a “performance objective.” A performance objective determines what portion of an officer’s time should be dedicated to calls for service, and therefore, how much time is available for other activities such as cultivating positive relationships with the community and engaging in proactive, data-driven policing. To determine the appropriate performance objective for our analysis, we took direction from multiple sources, all of which described a more proactive model with capacity to engage in preventative policing and community engagement. These sources included the Mayor and City Council’s public safety goals which emphasized community based approaches to preventing problems, stakeholder input for stronger community-police relationships (see page 5), and Department leadership and line staff. Based on these inputs and the many well-recognized benefits associated with this model as described in Recommendation 3, we targeted a performance objective established by the International Association of Police Chiefs (IACP) which dedicates one-third of an officer’s time to citizen-generated calls for service. This is a less reactive model than the current one, in which patrol spends approximately 61% of their time responding to calls for service. The following recommendations emphasize a shift towards a more proactive police department focused on increased crime prevention and community policing. As you will see in Recommendation 4, additional patrol officers are required, not only to make this shift, but also to maintain the current level of service. Our workload -based assessment and performance- based staffing study estimated a specific number of positions, but the reality is that the police department will add these positions over time, seeking the greatest possible gain from the existing and added resources. The implementation of other recommendation s contained in this report may cause the precise number of additional positions to shift up or down. Recommendation 3 Align the Patrol policing model to increase focus on crime prevention and community policing. This foundational recommendation entails aligning the Department’s policing style to match community expectations and reflects the overarching Department Philosophy and the Mayor and City Council’s public safety goals. This shift would focus the Department towards community-based policing and proactive crime prevention. Community policing uses trust-building and collaboration between a city and its police department to effectively address the underlying issues causing crime. The shift to community policing will include continuing to build community partnerships that can lead to creative problem solving and also serve to bolster community trust in police, which is critical in this time of tense community-police relations elsewhere in the state and nation. Problem solving entails Arlington Police Department Strategic Planning 19 Obligated Time Unobligated Obligated Time Unobligated Time proactively examining identified challenges, using the best data, and developing effective strategies to address them. (COPS, U.S. Department of Justice, 2014). Recommendation 4 Increase Patrol staffing to create time for preventative, data-driven policing and directed patrol. A workload-based analysis and performance-based assessment of the Patrol Division found that additional capacity, equal to 3 additional full-time officers, over the current authorized levels (14 patrol officers), would be required to create time for community policing, including community relationship building and proactive crime prevention through directed patrol. Our analysis of the Patrol Division’s typical day found that much of it (~61%) is currently spent being reactive as shown in Exhibit 3. This data analysis was reflected in engagement with patrol officers who described their day as largely running from call to call and handling the paperwork that accompanies those calls. The status quo model, with 45% of time spent responding to calls for service, and it is the Matrix Groups’ recommendation of 50%, are both lower than our current staffing allows, substantially more than the 33% recommended by the IACP, one standard that can be used to define a patrol unit’s performance objective. Exhibit 3. APD Typical Day on Patrol, 2017 Source: (APD, 2017-2018) Arlington Police Department Strategic Planning 20 To be effective in community policing, police must have time for positive interactions, unrelated to criminal activity, with residents on the street. In addition to having time to build positive relationships, the Department must also utilize data to be proactive in policing by determining where crimes are occurring and having the time and resources to dedicate officers to those areas. This type of directed patrol based on sound data analysis and coupled with strong community relationships is known to reduce crimes, such as motor vehicle prowls and stolen vehicles. (Recommendation 5) Additional patrol officer capacity is required if the Department wants to become less reactive and create time for community-focused preventative policing. Increasing patrol staffing is only one way to increase capacity. Patrol operations may also benefit from process improvements and increased use of non-commissioned personnel where appropriate. (Recommendation 6) Recommendation 5 Create Professional Standards Unit. Mutual trust and respect are at the heart of effective policing and we strongly believe that the Arlington Police Department is comprised of principled men and women who provide professional services to our community with honor and distinction. The responsibilities they shoulder are great, and Department and community expectations are high. Unfortunately, on the rare occasion when an officer is accused of misconduct, he or she may be subject to investigation. Implementing an honest and fair fact-finding process that uncovers the truth is an important role of the Department, and it is essential to maintain a process that protects the rights of all involved, including the accused officer. The Department currently does not have a dedicated Professional Standards Division, as is fast becoming the norm across organizations of all sizes. Where Professional Standards Divisions are usually stand-alone units in larger organizations, small to mid-sized agencies frequently combine use-of-force and pursuit review, accreditation management, policy development, and department training oversight under the umbrella of professional standards. The creation of a “command level” position equal to 1 additional full-time commissioned command level employee, such as a Lieutenant or Captain, is necessary for the establishment of a Professional Standards Unit as non-supervisory employees are ordinarily not trained to investigate employment related complaints, not generally authorized to do so, and may have conflicts of interest in accepting complaints against their peers. The most pressing conflict of interest to avoid is that of one employee investigating a complaint against a co-worker with whom the employee may have or benefit from a personal relationship. The Professional Standards Unit would be utilized to develop curricula and provide instruction to police officers after graduating from the Basic Law Enforcement Academy (BLEA) and prior to beginning their field training, oversee the Field Training Program, and all in-service training requirements, including maintaining the training records system. Arlington Police Department Strategic Planning 21 Recommendation 6 Consider the use of an additional limited-commission Police Support Officer (PSO). The Arlington Police Department currently employees one (1) limited-commission Police Support Officer as a way to add capacity for specific roles. Limited-commission PSO’s may direct traffic, complete paperwork at a crime scene, conduct jail transfers in pairs, package evidence , and perform other functions that do not require a commissioned officer. Exhibit 4. Exhibit 4: Limited-Commission Opportunity Call Types Lost Property Lost property such as a wallet, purse, etc. Civil Neighbor complaints and other non-criminal calls or disputes Illegal Dumping Something left in a spot other than where it should have been Abandoned Vehicle Citizen report of cars parked in odd or unauthorized places Animal Any animal related call that is not immediate threat to people Found Property Found property such as a wallet, purse, etc. Cold No Suspect Thefts Specific crimes with no suspect information such as stolen phone Recommendation 7 Reestablish Free Standing Proactive Anti-Crime Team (PROACT). Increasing Patrol capacity equal to three additional full-time officers over the current authorized level (14 patrol officers) may help the Department to reestablish a two-person PROACT. This option focuses on crime prevention and decreases the amount of time that Patrol could spend building community relationships and data drive n directed patrols. If a standalone PROACT is desired, in addition to extra capacity of patrol to focus on community policing, the number of full-time officers required for the unit would be in addition to the three full-time officers needed to make time for community policing. Recommendation 8 Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. Online reporting is easy for victims, eliminates duplicate data entry, and can free up an officer to respond to other calls. Personnel across the organization indicated numerous calls for service where an online reporting system could be used for citizen reports of crime an d scheduled patrol responses. The calls with the most opportunity are identified in Exhibit 5. While online reporting produces some efficiency, it also lessons contact between officers and the public. Each incremental change from in-person to electronic contact needs to be evaluated as to how it changes the relationship between the police department and the community. Arlington Police Department Strategic Planning 22 Exhibit 5: Online Reporting Opportunity Call Types Lost Property Lost property such as a wallet, purse, etc. Civil Neighbor complaints and other non-criminal calls or disputes Illegal Dumping Something left in a spot other than where it should have been Abandoned Vehicle Citizen report of cars parked in odd or unauthorized places Animal Any animal related call that is not immediate threat to people Found Property Found property such as a wallet, purse, etc. Cold No Suspect Thefts Specific crimes with no suspect information such as stolen phone Malicious Mischief Graffiti, broken windows, etc. when no burglary or prowl involved Recommendation 9 Increase data-informed policing with the support of a Crime Analyst. The defunding of the Department’s Crime Analyst position in 2017 did not eliminate the need for data driven analytics and analysis. The community expects that the police department makes data driven operational and strategic planning decisions. The resulting unfunded mandate has challenged the Department’s ability to maintain access to and the processing of, information, data, and potential criminal intelligence. Crime analysis is a critical function of law enforcement. Effective crime analysis can reduce crime using strategies that direct limited patrol resources efficiently. In addition to providing reports such as weekly crime summaries and year over year comparisons, crime analysis can also be used operationally to identify hot-spots and commonalities in crimes to reveal serial cases. At the command-level crime analytics can be used strategically for long-term planning and to optimize the workforce. (VERA Institute of Justice, 2014). Recommendation 10 Contract Domestic Violence (DV) Coordinator. The criminal justice process can be confusing and difficult to navigate, especially for crime victims of domestic violence (DV). The City of Arlington is currently one of the only municipalities its size in Snohomish County that does not assign its citizen victims to a domestic violence coordinator/advocate who help guide them through the process and provide updates. For the last several years, the Law Offices of Zachor & Thomas, Inc., P.S., which provides prosecuting services to the City of Arlington and several other cities, has recommended, advocated and even directly requested the City obtain victim services. Zachor & Thomas have advised that having prosecution directly providing victim services can create conflict, inadvertently place the prosecution into the role of witness in a criminal case, and increases liability to the City and Prosecutor. Arlington Police Department Strategic Planning 23 DV Coordinators are the liaison between the victim, law enforcement and the prosecutor’s office with a focus on strengthening and encouraging communication and partnership. Their goal is to address victim concerns and bridge the information gap, regardless of the filing of criminal charges. According to the International Association of Chiefs of Police (IACP) in the developed strategy, “Enhancing Law Enforcement Response to Victims: a 21st Century Strategy,” law enforcement agencies which have implemented victim-centered responses to domestic violence have found that by enhancing the victim response, “even in the early stages of implementation, law enforcement agencies will recognize the benefits of this effort.” On average, it takes four (4) hours of victim services (non-attorney related) work per filed misdemeanor DV case. As the City continues to grow, so does our criminal justice needs including increased demands on our prosecution. This increased demand directly translates into increased costs and liability. APD investigated about 360 domestic violence incidents in 2017. If only one- quarter of these cases had been referred for criminal prosecution, it equate to a minimum of ninety (90) additional hours the prosecuting attorney will spend conducting victim services in lieu of prosecution. In 2017, the City of Arlington received revenue funds distributed under RCW 82.14.320 – “High Crime” from the State for having a crime rate of 125% in excess of the state-wide average. By law, these funds have to be used, “exclusively for criminal justice purposes.” The legislature defined “criminal justice purpose” to be: Activities that substantially assist the criminal justice system, which may include circumstances where ancillary benefit to the civil justice system occurs, and which includes domestic violence services such as those provided by domestic violence programs, community advocates, and legal advocates as defined in RCW 70.123.020, and publications and public educational efforts dealing with runaway or at-risk youth. The City should contract approximately twenty (20) hours per week of Domestic Violence Victim Services to provide our citizen victims with a Domestic Violence Coordinator. Recommendation 11 Create an Executive Assistant position to support the Department and Command Staff. This was a recommendation of the Matrix Study as noted in Exhibit 2. It is true that technologies like e-mail, voicemail, mobile devices and online calendars have allowed managers to operate with greater self-sufficiency. Access to an assistant can increase productivity and capacity in areas related to budgeting, technology, administrative support, clerical support, and logistical support for public meetings, all of which are not currently covered on a consistent basis within the Department. Some successes in this area were temporarily experienced and achieved during the recent Department reorganization under a Public Safety Director who had the benefit of an Executive Assistant. Arlington Police Department Strategic Planning 24 Recommendation 12 Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. The current staffing level of the Investigations Division is reasonable. However, making the best use of the detective’s skills requires thought about support. Is there adequate crime analyst and clerical support? Are the detectives getting adequate training and mentoring? With additional demands on Patrol related to preventative policing, the current level of felony case investigations could increase creating a demand for additional investigative support or additional detectives. Investigative workloads are directly tied to which cases are filed and prosecuted. We will need to communicate regularly with the City Prosecutors and City policy makers to maintain a shared understanding of the prosecution priorities and filing standards for the City. These filing standards and enforcement priorities affect the Department’s deployment and resource utilization. APD should regularly provide city leadership with current data to help inform these decisions. The City may adjust its prioritization of low-level property crimes, or choose to implement deferral programs. Any policy direction of enforcement priorities will have an impact on deployment and support resource levels. For example, some cities choose not to prosecute or have a very high threshold for certain types of crimes such as misdemeanors. Cities with a high threshold have determined that they will not file a case unless the suspect has a specified number of previous arrests or convictions. This filing standard reduces the workload of investigations by removing the need to file the case for use in a criminal proceeding. Alternatively, having a lower threshold for certain types of crime would require additional police resources for those cases in order to investigate the crimes and prepare the file to the level required to prosecute the crime. Recommendation 13 Reevaluate staffing needs regularly to adapt to City development and population growth. Changes in policing and new mixed residential/commercial development that includes greater residential density will change the demand for police services and should be monitored. To better understand the potential impact of current development in Arlington, the Department should utilize a Crime Analyst (Recommendation 9) to anticipate crime and appropriate service response by assessing the experiences of neighboring communities that can share changes in crime stats related to developments of comparable size, density, volume of public transit, and other factors. Arlington Police Department Strategic Planning 25 2.3 Police Services Division The Police Services Division processes and maintains the bulk of our police records , a core operation of the Department. This division recently underwent a structural change as part of the Department’s overall reorganization to include the reclassification of a Supervisor position to a Manager position. Also, an additional Police Services Technician was hired full -time to assist with a substantial backlog of work and data entry. The workload of the Police Services Division is impacted by the large volume of work in archiving and public disclosure requests. Public records requests for law enforcement records are often more complicated because of conflicting statutes and rapidly evolving case law. The number of Arlington’s requests increased approximately 40% in the last five years. The Police Services Manager (PSM) will need to continually monitor and assess the need to address staff workload issues while being mindful of opportunities to increase operational efficiencies. The PSM is responsible for creating a training plan that supports on boarding new employees as well as annual training, an important component of professional development and succession planning. There may be a need to increase staffing as the Police Services Division workload increases. 2.4 Community Relationships As previously described in Section 1.2, the Arlington community generally appreciates its relationship with its police department but would like more engagement and more non- enforcement interactions. The proposed model shift introduced in Recommendation 3 increases capacity for crime prevention and community policing, creating additional ability to engage community members in non-enforcement interactions. This investment seeks to preserve the goodwill that currently exists between the community and Department, and will also pay dividends in building effective crime prevention and crime response as described below. Recommendation 14 Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. Dedicated effort will be necessary to maintain/improve positive relations with specific populations. Studies demonstrate close police-community relationships are often the reason crimes are solved. The Department will want to have an established trusting relationship with individuals and groups that might be able to help in solving and preventing crimes. These relationships can be slow to develop, must be nurtured over time, and are fragile. Reaching these individuals and groups can be done in several ways: visits by department employees, Arlington Police Department Strategic Planning 26 invitations to attend informational meetings facilitated by department employees, and use of electronic media. Recommendation 15 Increase the Department’s overall cultural competency. Trust and relationships between police and diverse communities and individ uals may take time. Relationship building cannot be rushed. The Department should acknowledge that this will be a process; there is no inoculations that can make everything better. The Chief may want to be the face of the Department in reaching out to diverse communities and individuals. Strategies may include:  The Department may use its training cadre to develop a resource list of readings, websites, presentations, and other available learning resources to be used by the Department employees to gain knowledge about current events, history, and challenges.  The Department training cadre may arrange a speaker’s forum where members of the community are invited to interact with the department employees on topical issues of race and ethnicity or similarly sensitive matters.  Create a welcoming environment by hosting social events at the police department where diverse community members can interact with department employees in a loosely structured way. Recommendation 16 Increase electronic access to departmental information. The City has recently launched a more dynamic website. The Department needs to provide content that adds value to the public’s interaction with law enforcement and update it regularly. Most law enforcement job applicants find information ab out police departments via the internet, and specifically on the department’s website. Adding visual appeal and more information about APD could assist with both recruitment and community outreach. Recommendation 17 Improve use of social media. The Arlington Police Department should expand its use of popular social media platforms to continue its positive image and good relationship with the community. Continued proactive use of the Department’s Facebook account and the addition of other platforms such a s Twitter, Snapchat, and Instagram could provide an opportunity for the Department to promote the good work it does in the community. The Department should strive to create opportunities for social media interactions (two-way communication) with the community. Arlington Police Department Strategic Planning 27 2.5 Performance Measurement Performance measurement is critical to an organization. Performance measures inform a department’s policing priorities and form the standards that a department delivers against. They are also complex, easy to get wrong, and can demand disproportionate resources to implement. Many common measures are flawed or insufficient, and many departments remain focused on outdated indicators. Like other police departments, Arlington emphasizes indicators such as enforcement productivity, (e.g. arrests, tickets), response times, and clearance rates. Though productivity and response times show effort, they don’t reveal if the department or individual police officers are engaging in smart policing or if they are positively impacting the community. The Department should be moving towards a “balanced scorecard” approach for law enforcement, initially proposed by Kaplan and Norton in 1996. By broadening the focus of the police mission, Mark Moore suggested in his book titled, Recognizing Value in Policing, the focus should be framed around the follow dimensions:  Reducing criminal victimization  Calling offenders to account  Reducing fear and enhancing personal security, guaranteeing safety in public spaces  Using financial resources fairly, efficiently, and effectively  Using force and authority fairly, efficiently, and effectively to achieve legitimacy with those policed Recommendation 18 Obtain Accreditation. Accreditation is an assessment of our organization’s ability to fulfill its missio n and evaluate compliance with industry standards, best practices, and the requirements of an accrediting body. The accreditation process seeks to ensure that a level of quality is maintained by our organization while also raising our collective competencies. Accreditation is a statement of our continuing commitment to our employees and to our community that this agency provides effective programs and services. Successfully achieving accreditation is also evidence that our organization is self-regulating in a reliable and responsible manner and reaffirms that effectiveness of our public-private partnership. The accreditation process and standard can be managed in accordance with Recommendation 5 and Recommendation 21. Recommendation 19 Measure organizational success based on indicators the community cares about. Use of a community satisfaction survey could create indicators based on community desires, such as citizen willingness to report crime, citizen fearfulness, and citizens’ perceived crime and disorder issues. Indicators should be chosen carefully, thinking about the ripple effects through the Department and any perverse incentives it could create. For example, if officers are given targets for traffic tickets, they may devote free time and resources to meeting this target Arlington Police Department Strategic Planning 28 instead of addressing other emerging crimes or being visible in the community. The community survey could create an important feedback loop, informing priorities of Arlington citizens and measuring departmental performance. Questions for residents that can help lead to meaningful indicators may include: 1. What do you think the current priorities are of the Arlington Police Department? 2. What do you think the current priorities of the Arlington Police Department should be? 3. Have you had an encounter with the Police? If yes, was the Department empathetic? If yes; was your issue resolved satisfactorily? 4. Do you feel informed about crime trends and safety issues in your community? 5. Have you accessed the Arlington Police Department website? If so, did it answer your questions or provide the information requested? Recommendation 20 Create quality metrics to accompany department-wide quantity metrics. Quantity metrics are the most familiar and easiest to identify and measure, but quantity measures for the Department should be accompanied by quality metrics. Those quality metrics should be rooted in the organization’s mission, vision, and values (see Section 2.1) and based on the type of work, measure dimensions such as: significance, professionalism, accuracy, timeliness, cost-efficiency, or client satisfaction. Performance measurements shouldn’t be a single point in time measurement. It should be rooted in the larger organizational culture. Moving toward this model will require investment and support of those in every position, from leadership to officers and non-commissioned staff. Making results of performance measures broadly available, both internally and externally, can encourage continuous support of the program. Arlington Police Department Strategic Planning 29 3. ADAPTING TO A CHANGING ENVIRONMENT 3.1 Management of Data and Technology Technology plays an increasingly important role in the daily work of law enforcement officers in the field, equipping them with enforcement and investigative tools that have the poten tial to make them safer, better informed, and more effective and efficient. The City of Arlington has a centralized Information Technologies (IT) Department that provides services to the Police Department. The IT Manager has a well-developed understanding of the unique challenges related to criminal justice information management. The Police Department is in a good position to move forward with new technology, and the officers have indicated a desire to embrace new technologies to create efficiencies and enhance their service. Important considerations: For all technology improvements or enhancements, the Department needs to consider the impacts on the Police Services Division as well as privacy concerns of the public. Many of the current APD officers and the upcoming generation of potential recruits have high technology expectations. Keeping current and progressive with technology tools may draw in new employees, as well as retain current employees. The Department should be progressive, but not overly aggressive with regard to technology. It should find ways to engage staff, community members, and community partners in new and emerging technologies. Technology leadership will uphold the expectations of a tech -savvy community and aid in staff retention and recruitment. The Department should maintain currency with technology advances in public safety, monitor current tools while evaluating future tools with the collaborate partnership of the City’s IT Manger. 3.2 Emerging Data Analysis Tools and Other Technologies Contemporary policing is being affected by rapidly emerging new technologies. Technology is becoming an increasingly important means by which law enforcement agencies accomplish their missions and meet the evolving expectations of their community. Implementing new technologies can give police departments an opportunity to fully engage and educate communities in a dialogue about their expectations for transparency, accountability, and privacy. – President’s Task Force on 21st Century Policing, 2015. Arlington Police Department Strategic Planning 30 Law enforcement data systems are being developed to gather large amounts of data from multiple sources, analyze the data, and used to make rapid deployment and response decisions. This information can also be used for predictive and intelligence-led policing strategies for more efficient deployment of resources and increased apprehension rates. The Department currently does not have the capacity to take advantage of these advances as addressed in Recommendation 9, which speaks to the need of a Crime Analyst. Recommendation 21 Invest in Professional Standards Management Software. Professional standards software provides for the tracking of officer behavior through data analysis that can produce various types of "alerts" if a problem exists. The software provides for alert by type of incident, i.e., an agency can set different thresholds for different incident types, such as citizen complaints, use-of-force incidents, or lack-of-service situations. An "overall" alert can also be indicated; this alert is triggered regardless of incident type. The software provides for a "monitored officer alert," which targets a specific employee/unit with an alert whenever the individual/unit is involved in an incident. A "top percentile alert" allows an agency to identify instantly persons/units that appear in a designated top percentile for a specific time period. A "detail alert" is an alert by allegation and by use-of-force type. Professional standards software also helps professional standards personnel with caseload management through reminders that actions are required on a case or that a case is approaching overdue status. Reports, graphs, and charts can be easily generated for command staff and policy makers to review and for use in strategic planning and policy analysis. This investment will be essential to support Recommendation 5 and Recommendation 18. Recommendation 22 Evaluate new forensic tools that become available. New truth detection systems are becoming available that can be used in lieu of polygraphs by detectives in some circumstances and are inexpensive and easy to learn. Mobile fingerprint units could aid the Department in making instant identifications and reduce mistaken identity. Mobile laser scanners can be used to record and 3D map crime scenes and process fatal vehicle collisions much quicker and more accurately than officers can do by hand. These tools can aid in confirming identity of witnesses and suspects, gather ing evidence, completing forms, and even pushing information out to officers on mobile devices. Any acquisition of new tools should be carefully evaluated by the IT Manager to make sure that it is compatible with other equipment. Arlington Police Department Strategic Planning 31 Recommendation 23 Invest in automated license plate readers for patrol vehicles. Automated license plate readers can assist officers with identifying and recovering stolen vehicles, locating wanted vehicles, and providing information for various types of investigations. Automating this activity can also improve officer safety. This function is currently conducted manually by the officer through a mobile data terminal (in-car computer) and can be an additional distraction to safely operating a motor vehicle. 3.3 Adapting to Regulatory Changes The following recent and potential future changes in state and federal laws and regulations could impact APD’s future operations: Sentencing requirements. The trend in Washington State is toward less jail time, and more diversion or referral to treatment services or community service, especially for those involved in low level drug or property crimes. Because the level of supervision of individuals who commit such crimes and who are no longer being incarcerated is minimal, especially if they were convicted of committing a misdemeanor crime (bike theft, car prowls, shoplifting, etc.), their criminal behavior may be more likely to continue. Marijuana legalization. After legalization of recreational marijuana, Washington law enforcement agencies are still working out the practical aspects of their relationship and involvement with marijuana possession, consumption, and distribution crimes. The State Legislature continues to modify roles and responsibilities between local law enforcement and the State’s Liquor and Cannabis Board, especially as it relates to pers onal growing operations. Washington State Public Records Act. Washington State Public Records Act requires that all records maintained by state and local agencies be made available to all members of the public with only narrow statutory exemptions. Due to the potential liability related to disclosure errors and the complicated web of rules related to law enforcement records, police departments, including Arlington, devote sizeable resources to managing the public records process, taking resources away from other priorities. Disparate impact of criminal justice system. Policy makers at all levels of government are concerned about the overrepresentation of minorities in arrests, convictions, and sentences. Police departments are being asked to collect more demographic data to help study these issues, which can be time consuming and may require new forms and data aggregation tools. Arlington Police Department Strategic Planning 32 Recommendation 24 APD should publish all department policies and use of force data on its website. The President’s Task Force on 21st Century Policing recommends the following: To embrace a culture of transparency, law enforcement agencies should make all department policies available for public review and regularly post on the department’s website information about stops, summonses, arrests, reported crime, and other law enforcement data aggregated by demographics. 3.4 Evolving Social Challenges Broad social conditions will continue to create challenges for the City of Arlington and other communities in Washington State. Mental Health and Substance Abuse. Washington State does not have enough services for individuals experiencing mental illness or substance abuse crises. Consequently, police are called upon when these untreated or unhoused individuals commit crimes, caus e disorder, or endanger others. Law enforcement contacts with individuals in crisis continues to grow. Officers find inadequate options available to assist with these encounters. Even individuals who desire treatment find that treatment centers have no capacity. Opioid abuse is widespread throughout our region and often contributes to three types of crime: use-related crime by individuals who take drugs that affect their behavior, economic- related crime to fund a drug addiction, and system-related crime that result from the structure of drug manufacture and delivery of drugs. Homelessness. The entire region is experiencing a large increase in individuals and families experiencing homelessness, some of whom sleep or camp in unauthorized areas or live in the ir vehicles. Police often are the first service provider called to respond to citizen complaints about these individuals. Some individuals are experiencing mental health or substance abuse issues, or are engaging in low-level property and/or drug crimes. In many cases, police have a legal basis to arrest and/or book a person for these crimes, but there is a trend toward diversion or referral to services instead of arrest, booking, or charging. Privacy concerns. With the enhanced ability of police departments and other public agencies to gather and store large quantities of data and connect regional data systems, civil rights organizations and some citizens are concerned about privacy. There are calls to limit the amount of information that is gathered, especially in the context of law enforcement activities. Tools such as video surveillance, body-worn or in-car video, and facial recognition software are becoming the focus of privacy concerns, especially in the context of Washington’s Public Records Act. Arlington Police Department Strategic Planning 33 Recommendation 25 APD will increase its capacity and expertise for handling social challenges. The opioid epidemic experienced across our country in recent years has had a severe impact on Snohomish County and Arlington in particular. Thirty seven people in Snohomish County, to include Arlington, recently overdosed on opioids in a one week period. While heroin and other opioids have always been a serious concern for public safety and health professionals, over the last five years this issue has become a full-fledged public health crisis. In response to this crisis, the Arlington Police Department has made efforts to conduct education and outreach throughout our community with only limited success. Approximately two years ago, both the City of Everett [PD] and the Snohomish County Sheriff’s Office (SCSO), following the lead of other law enforcement agencies across the country, initiated Community Opioid Outreach Programs (CO-OP). CO-OP models with an emphasis on non-commissioned embedded social workers as the program’s cornerstone. APD has agreed to participate in a North Snohomish County multi-jurisdictional CO-OP in partnership with Snohomish County Human Services, SCSO, and Marysville. This pilot program will begin in March of 2018 to include the hiring of an additional police officer position to backfill the open patrol position created by APD assigning an experienced officer to the new CO-OP. The rational and strengths of forming a multi-jurisdictional CO-OP in North Snohomish County versus APD, Marysville [PD], or SCSO forming individual or separate CO-OP’s rests in that much of the CO-OP’s target population is transient, not recognizing jurisdiction boundaries. If one agency is successful in its efforts without coordinating with the neighboring or ad joining jurisdictions, said results may only be temporary. Recent experience has taught us that as one agency engages in outreach and/or enforcement, target populations may merely relocate into the neighboring communities. This will often force the neighboring jurisdiction to respond in kind, essentially pushing back, which becomes a never-ending cycle. 3.5 Partnerships Effective partnerships can provide the benefit of a large amount of expertise for emergencies with a reasonable amount of officer resource commitment. These partnerships also give officers an opportunity to develop professional relationships and skills. Arlington Police currently participate in the Seattle Internet Crimes against Children Taskforce, the Allied Law Enforcement Response Team, the Snohomish County Multiple Agency Response Team and the Pacific Northwest Violent Offender Taskforce. Arlington Police Department Strategic Planning 34 Recommendation 26 Partner with other public safety agencies in the region. Explore partnership opportunities to address challenges that more efficiently or more effectively addressed in collaboration with others. Regional collaboration may make sense related to:  Water and Bike Patrols  Tactical EMS. Tactical EMS provides emergency medical care during high-risk special operations, such a search warrant execution or active shooter scenarios. Tactical EMS can save officer and civilian lives.  Community Engagement. This may take the form of coordinating outreach by City of Arlington entities (Police, Fire, Parks, Airport, etc.) to align messages, leverage outreach efforts to carry multiple messages, and sharing effective tools, techniques, and partners.  Narcotics, Gang, and Auto-Theft Taskforces  Special Events  Human Services and Social Services  Community Resource Center  Ministerial Arlington Police Department Strategic Planning 35 4. STRENGTHENING THE ORGANIZATION 4.1 Overall Situation Assessment The Arlington Police Department has undergone major change, including the recent appointment of a new Chief and Deputy Chief of Police. The recent changes, including the significant department-wide reorganization, while presenting challenges, also offer an opportunity for the new Chief to inspire a course for transformational progress. Organizational culture can be defined as the way the Department operates and the interactions among its members. It encompasses the work atmosphere, bonds among employees, how the Department learns, and the norms and values of the department. It is the deep identity of the organization and can enhance the Department or damage it. 4.2 Communication, Connection, and Collaborative Leadership The function of any organization is as dependent on internal communications and culture as it is on having the proper people, training, equipment, and procedures. The assessment work found that there are opportunities to improve vertical and horizontal communication flow within APD. Communication systems should support the effective dissemination of command direction, organizational and individual performance expectations, and revisions in departmental policies and procedures. In addition, vertical communication improvements are required for identifying decision-making processes and promoting constructive feedback and input from employees. Recommendation 27 Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. APD is a relatively small but diverse organization. While individuals naturally feel most connected to their individual work groups, it is critical for the success of the organization to maintain a strong Department-wide identity that embraces all work units, both civilian and commissioned personnel. Recommendation 28 Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. APD’s philosophy encourages independent decision-making and leadership when it is informed by, aligned with, and accountable to community and departmental values. Arlington Police Department Strategic Planning 36 “Collaborative Leadership,” the systematic development of all formal and infor mal leadership throughout the Department at all levels, including commissioned and non-commissioned personnel, is a way to enhance the flexibility and responsiveness of the organization to anticipate and respond to evolving environments and associated service expectations. It acknowledges that neither the Chief nor any centralized authority can make all the decisions necessary to ensure the efficient and effective functioning of such a complex organization. Collaborative Leadership has five characteristics: 1. A shared understanding of what leadership means in the department. 2. A commitment to shared goals and values by leaders at all levels of the department. 3. A recognition that leaders at different levels in the Department have varying responsibilities and therefore must be trained according to their needs. 4. Formal training to develop leader knowledge and skills at all levels. 5. A means to assess where leaders are in the Department and their evolution as leaders. Collaborative Leadership has many benefits, includ ing:  Creating a more intelligent and adaptive agency.  Cultivating future leaders (succession planning).  Creating a positive workplace environment in which employees feel valued, respected, and that they have opportunities for growth (retention and attracti on). Recommendation 29 Create opportunities to match individual interest and talents with organizational needs. Department staff bring a variety of strengths and interests to the workplace, not all of which may be actively utilized. Professional development plans can be used to link individual talents to departmental initiatives, encouraging staff members to contribute in a well -managed way where they have interest and or strengths. These contributions and special duty assignments simultaneously strengthen the department, provide professional development and succession planning opportunities, and enhance engagement and job satisfaction, leading to retention. 4.3 Performance Evaluation and Professional Development As an agency seeking to once again obtain accreditation, APD is required to do annual employee performance evaluations. There is a strong desire for a more meaningful evaluation and professional development process for both commissioned and non-commissioned employees. Arlington Police Department Strategic Planning 37 Recommendation 30 Revise the evaluation process. Staff currently evaluate their superiors just prior to being evaluated themselves, a sequence which, warranted or not, may create a fear of reprisal. This practice creates strong disincentives for honest feedback. The Department should create a process for subordinates to evaluate superiors in a way that promotes a productive critique, ensures anonymity of the subordinate, and protects them from retaliation. This should include separating supervisor evaluations from subordinate evaluations. The employee whose performance is being evaluated and the supervisor conducting the performance evaluation should collaborate to draft a Professional Development Plan for the employee to develop the knowledge and skills helpful for the employee to assume higher responsibility or a desired position. The plan may consist of readings, discussions via mentoring, training classes, or experiences. The current focus in professional development is very short, approximately the current year, resulting in goals that are modest as staff are incentivized to show attainment of stated goals. Instead, this process should have a long-term focus, looking out five years or longer. Supervisors should be mentors and advocates, helping people achieve their long-term goals. If someone aspires to an unreasonable goal, it is the responsibility of the supervisor to have an honest conversation, or to give them the opportunity to succeed or fail. Supervisors may need training and skill development to perform this core function. 4.4 Retention, Succession Management, and Recruitment The Arlington Police Department pays close attention to the composition of its workforce as it relates to age, seniority, and retirement. The Department enjoys a good reputation in the ar ea with competitive pay and benefits. That said, as with other public agencies in the region, the Department is facing a pending wave of retirements creating concerns about retention, leadership succession and recruitment. Approximately 10% of APD’s staff are currently eligible for retirement. In the next ten years, almost 40% of Arlington’s staff will become eligible for retirement. Though all eligible staff will not choose to retire , the number of staff with eligible retirements remains a risk for the Department. Recommendations related to retention, succession management and recruitment are made here, but many other sections of the plan make recommendations related to making APD a great place to work, which will contribute to the retention of existing employees. Arlington Police Department Strategic Planning 38 Recommendation 31 Establish a succession management approach. Establish a deliberate and systematic effort to encourage individual advancement and ensure continuity in key positions, including management, technical and professional specialist roles. Succession Management proactively identifies, trains, and develops internal staff to fill leadership positions, expanding the availability of experienced and capable employees when retirement occurs. Successful succession management can shape an organization’s leadership culture and build a leadership pipeline by concentrating resources on talent development. Recommendation 32 Hire for future leaders. Include considerations of quality and character, key ingredients for future leaders, when hir ing at all levels and for all positions. Arlington Police Department Strategic Planning 39 5. CONCLUSION Arlington Police began this strategic planning process in a strong position, with a robust positive relationship with community members, a healthy and respectful affiliation w ith other partners in the City of Arlington organization, and strong leadership, people, and infrastructure. Perhaps most important, the Department has confidence and aspirations for excellence that are well - founded based on its long history of being an effective and professional agency. The Administration of the Arlington Police Department strongly believe that the recommendations contained in this report will further strengthen the organization by:  Articulating what is most important to the community and the Department.  Executing a significant shift in operations, from a reactive model to a more proactive model focused on community policing and crime prevention, relying on strong data systems, strengthened community relations, and enhanced officer trainin g.  Strengthening internal communications, performance evaluations and other important tools. Next steps include presenting this report and its recommendations at the Arlington City Council Spring Retreat. The spring retreat offers the City Council an opportunity to focus on long-term goals and strategies to inform policy decisions. From the retreat the Department will use the Council’s priorities to develop plans that link long-term objectives as we enter the budget process. With a budget in place, the Department will implement its strategic plan while continually assessing progress against long–term objectives, service levels, and productivity, while revising as needed. The results of this hard and important work should be stronger community connections and demonstrable performance improvements. Further, the Department will be well prepared for ongoing and upcoming changes in its environment, including new technologies and new regulations, as well as ongoing population growth and increasing commercial and residential density in the City of Arlington. Arlington Police Department Strategic Planning 40 Source: Uniform Crime Report (FBI, 2017) Source: (APD, 2017) APPENDIX 1 Arlington Police Department Strategic Planning 41 APPENDIX 2 Source: (United States Census Bureau, 2017) Source: COA (CED) 0 5000 10000 15000 20000 25000 30000 20 1 6 20 1 7 20 1 8 20 1 9 20 2 0 20 2 1 20 2 2 20 2 3 20 2 4 20 2 5 20 2 6 20 2 7 20 2 8 20 2 9 20 3 0 20 3 1 20 3 2 20 3 3 20 3 4 20 3 5 City of Arlington 20 Year Growth Projection Arlington Police Department Strategic Planning 42 Source: (APD, 2017) APPENDIX 3 Proactive Verses Committed Time in 2017 0000 - 0400 0400 - 0800 0800 - 1200 1200 - 1600 1600 - 2000 2000 - 2400 Total Patrol Staff Allocation 14.3% 11.4% 14.3% 17.1% 22.9% 20.0% 100.0% Hours Staffed 3,995 3,196 3,995 4,794 6,393 5,594 27,968 Administrative Time 766 613 766 919 1,225 1,072 5,361 Available Work Hours 3,229 2,584 3,229 3,875 5,167 4,521 22,606 Calls for Service (CFS) 1,180 1,033 2,371 3,238 3,179 2,380 13,381 % of Total CFS 8.8% 7.7% 17.7% 24.2% 23.8% 17.8% 100% 1st Officer Minutes / CFS 32 32 32 32 32 32 32 1st Unit Hours 629.3 550.9 1,264.5 1,726.9 1,695.5 1,269.3 7,136.5 Back-Up Unit Responses 590 517 1,186 1,619 1,590 1,190 6,691 Back Up Minutes / CFS 22.0 22.0 22.0 22.0 22.0 22.0 22.0 Back Up Officer(s) Hours 216 189 435 594 583 436 2,453 Reports Written 286 253 756 816 675 534 3320 Report Writing Hours 214.5 189.8 567.0 612.0 506.3 400.5 2490 Bookings 90 35 68 91 113 142 539 Booking Hours 144 56 108.8 145.6 180.8 227.2 862.4 Total Committed Hours 1,204 986 2,375 3,078 2,965 2,333 12,942 Total "Proactive" Hours 2,025 1,598 854 797 2,202 2,188 9,664 Committed Time Percent 37.3% 38.2% 73.5% 79.4% 57.4% 51.6% 57.3% "Proactive Time" Percent 62.7% 61.8% 26.5% 20.6% 42.6% 48.4% 42.7% Arlington Police Department Strategic Planning 43 City of Arlington. (2017-2018) Strategic Planning Committee City of Arlington. (2018). Community Economic Development. Comprehensive Plan Update. FBI Uniform Crime Reports. (2017). City of Arlington. (2017). Calls for Service. City of Arlington. (2017). Crime Statistics. City of Arlington. (2017). Clearance Rates. City of Arlington. (2017). Logged Overtime Hours. City of Arlington. (2017). Response Times by Call Type (Average). Snohomish County 911, formerly SNOPAC (2017). Calls-for-service data. City of Arlington. (2017). Response Times by Call Type (Average). WASPC. (2017). Crime in Washington. U.S. Census Bureau. (2015). Census 20015 Population Group. Washington State Office of Financial Management (OFM). (2017) Population, County Census Estimate, City of Arlington Matrix Consulting Group. (2014). City of Arlington Police Department Study. President’s Task Force on 21st Century Policing. (2015). Final Report U.S. Department of Justice, COPS. (2012). A Performance-Based Approach to Police Staffing and Allocation U.S. Department of Justice, COPS. (2014). Community Oriented Policing IACP. (2015). Workload-based Assessments ACLU. (2015). Responses from the Field Sexual Assault, Domestic Violence, & Policing IACP. (2003) Enhancing Law Enforcement Response to Victims: A 21st Century Strategy Washington, DC Council for Higher Education. (2006). An Overview of U.S. Accreditation. Mark Moore. (2002). Recognizing Value in Policing: The Challenge of Measuring Police Performance. REFERENCES Arlington Police Department Strategic Planning 44 SUMMARY OF RECOMMENDATIONS (ENUMERATED) 1. (A) Establish a clear and meaningful description of APD’s guiding philosophy. (B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. (Page 14-15) 2. Animate these governing statements by promoting them and using them. (Page 16) 3. Align the Patrol policing model with an increased focus on crime prevention and community policing. (Page 18) 4. Increase Patrol capacity to create time for preventative, data-driven policing and directed patrol. (Page 19) 5. Create Professional Standards Unit. (Page 20) 6. Consider the use of an additional limited-commission Police Support Officer (PSO). (Page 21) 7. Reestablish Free Standing Proactive Anti-Crime Team (PROACT). (Page 21) 8. Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. (Page 21) 9. Increase data-informed policing with the support of a Crime Analyst. (Page 22) 10. Contract Domestic Violence (DV) Coordinator. (Page 22) 11. Create an Executive Assistant position to support the Department and Command Staff. (Page 23) Arlington Police Department Strategic Planning 45 12. Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. (Page 24) 13. Reevaluate staffing needs regularly to adapt to City development and population growth. (Page 24) 14. Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. (Page 25) 15. Increase the Department’s overall cultural competency. (Page 26) 16. Increase electronic access to departmental information. (Page 26) 17. Improve use of social media. (Page 26) 18. Move the Arlington Police Department towards obtaining Accreditation. (Page 27) 19. Measure organizational success based on indicators the community cares about. (Page 27) 20. Create quality metrics to accompany department-wide quantity metrics. (Page 28) 21. Invest in Professional Standards Management Software. (Page 30) 22. Evaluate new forensic tools that become available. (Page 30) 23. Invest in automated license plate readers for patrol vehicles. (Page 31) Arlington Police Department Strategic Planning 46 24. APD should publish all department policies and use of force data on its website. (Page 32) 25. APD will increase its capacity and expertise for handling social challenges. (Page 33) 26. Partner with other public safety agencies in the region. (Page 34) 27. Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. (Page 35) 28. Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. (Page 35) 29. Create opportunities to match individual interest and talents with organizational needs. (Page 36) 30. Revise the evaluation process. (Page 37) 31. Establish a succession management approach. (Page 38) 32. Hire for future leaders. (Page 38) Arlington Police Department Strategic Planning SUMMARY OF RECOMMENDATIONS (ENUMERATED) *Highlighted Recommendations have been implemented or are in process of implementation. 1. (A) Establish a clear and meaningful description of APD’s guiding philosophy. (B) Establish strong Vision, Mission, and Values statements that distinctly represent the Arlington Police Department. (Page 14-15) 2. Animate these governing statements by promoting them and using them. (Page 16) 3. Align the Patrol policing model with an increased focus on crime prevention and community policing. (Page 18) 4. Increase Patrol capacity to create time for preventative, data-driven policing and directed patrol. (Page 19) 5. Create Professional Standards Unit. (Page 20) 6. Consider the use of an additional limited-commission Police Support Officer (PSO). (Page 21) 7. Reestablish Free Standing Proactive Anti-Crime Team (PROACT). (Page 21) 8. Implement technologies to alleviate burdens on Patrol and increase capacity for crime prevention and community policing. (Page 21) 9. Increase data-informed policing with the support of a Crime Analyst. (Page 22) 10. Contract Domestic Violence (DV) Coordinator. (Page 22) 11. Create an Executive Assistant position to support the Department and Command Staff. (Page 23) 12. Continue to monitor workload of Investigations Division and Special Programs with shift toward new policing model. (Page 24) 13. Reevaluate staffing needs regularly to adapt to City development and population growth. (Page 24) 14. Increase the frequency and depth of non-enforcement interactions with community members, building a stronger partnership with the community. This includes building organization capacity to develop these community relationships and training officers on community policing techniques. (Page 25) 15. Increase the Department’s overall cultural competency. (Page 26) 16. Increase electronic access to departmental information. (Page 26) 17. Improve use of social media. (Page 26) 18. Move the Arlington Police Department towards obtaining Accreditation. (Page 27) 19. Measure organizational success based on indicators the community cares about. (Page 27) 20. Create quality metrics to accompany department-wide quantity metrics. (Page 28) 21. Invest in Professional Standards Management Software. (Page 30) 22. Evaluate new forensic tools that become available. (Page 30) 23. Invest in automated license plate readers for patrol vehicles. (Page 31) 24. APD should publish all department policies and use of force data on its website. (Page 32) 25. APD will increase its capacity and expertise for handling social challenges. (Page 33) 26. Partner with other public safety agencies in the region. (Page 34) 27. Strive to create department-wide culture that unites diverse work groups under the Arlington Police Department banner. (Page 35) 28. Continue to preach and practice collaborative leadership in which personal initiative and suggestions for improvement are welcome. (Page 35) 29. Create opportunities to match individual interest and talents with organizational needs. (Page 36) 30. Revise the evaluation process. (Page 37) 31. Establish a succession management approach. (Page 38) 32. Hire for future leaders. (Page 38) City of Arlington Council Agenda Bill Item: NB #6 Attachment J RESOLUTION NO. 2020-XXX 1 RESOLUTION NO. 2020-XXX A RESOLUTION OF THE CITY OF ARLINGTON IN SUPPORT OF ARLINGTON POLICE DEPARTMENT PERSONNEL WHEREAS, the City Council of the City of Arlington recognizes the need for effective and professional law enforcement services for Arlington to enhance and protect the quality of life for all citizens; and WHEREAS, in 2015 the City of Arlington Police Department fully embraced a community policing model and thereafter adopted policies in 2017 to modernize the Police Department, and these policies can be found on the City of Arlington website. These policies specifically identify policing practices to be used in an effort to keep citizens and officers safe, and the Department continues to strive to adopt and utilize new best practices and technology as they evolve over time; and WHEREAS, the Arlington Police Department recognizes that the foundation for a culture of professional law enforcement service that is respected by the community consists of rigorous hiring standards and exceptional training, meeting or exceeding best practices and research- based standards, both of which are accomplished and continually strived for by the Arlington Police Department; and WHEREAS, the Arlington Police Department’s community-based policing model fully embraces the role of the community and building trust and relationships with our community, from our schools to our senior centers to our businesses and our neighborhoods; and WHEREAS, the City Council of the City of Arlington recognizes and supports the Arlington Police Department’s continuing pursuit of innovative practices such as utilizing a co-deployed Embedded Social Worker team, Domestic Violence Service Coordinator, the use of Crisis Intervention training, Implicit Bias training and Social Interaction training; and WHEREAS, we acknowledge and appreciate the brave men and women who work to keep us safe; that they often must make split-second decisions that could save a life, and therefore they deserve our praise and support; and WHEREAS, we believe law enforcement is essential to maintaining the rights and dignity of all members of our community, and we firmly support our City of Arlington Police Department personnel who put their lives at risk every day to protect, serve, and participate as an integrated part of the community. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Arlington, on behalf of the citizens and Council of the City of Arlington, do hereby proclaim our sincere appreciation for and continued support of the City of Arlington Police Department, its officers and support RESOLUTION NO. 2020-XXX 2 staff, and acknowledge that the hard work and diligence of these individuals is deeply appreciated by this Council and the citizens we represent. PASSED BY the City Council and APPROVED by the Mayor this 6th day of July, 2020. CITY OF ARLINGTON _____________________________ Barbara Tolbert, Mayor Attest: ________________________________ Wendy Van Der Meersche, City Clerk Approved as to form: ________________________________ Steven J. Peiffle City Attorney