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Jim Torpin Kate Hansen Fire Chief Board Secretary

Northshore Fire Department King County Fire Protection District No.16

Board Meeting Materials March 20, 2018

Board of Commissioners

David Maehren Don Ellis Rick Verlinda Kae Peterson Carolyn Armanini

Board of Commissioners Regular Meeting Agenda Tuesday, March 20, 2018

5:00PM I. Open Meeting

II. Approval of Agenda

III. Public Comment

IV. Board Discussion and Possible Action Items 4.1 Northshore Agencies Joint Meeting Topics - Commissioner Armanini

o Board to discuss potential topics and timing for a joint meeting the Cities of Kenmore and Lake Forest Park and/or other agencies.

4.2 1000 Series Policy Revisions – Commissioner Maehren o Board discussion on the policy review and amendments to Policies 1300,

1400, 1500, 1630, and 1700. o Review minor house cleaning amendments to previously adopted

policies. 4.3 Annual Report – Chief Torpin

o Staff presentation of draft annual report. Board discussion and possible action to publish report.

V. Board Resolutions 5.1 None

VI. Reports 6.1 Fire Chief’s Report

6.2 Commissioner Reports VII. Consent Agenda

7.1 Approval of Vouchers 7.2 Approval of Meeting Minutes of March 6, 2018

VIII. Executive Session 8.1 None

IX. Adjournment Next Regular Meeting: April 3, 2018 at 5:00 PM

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

Fire Chief’s Report Submitted by Chief Torpin

March 20, 2018 Administration/Financial: • Chief Torpin attended a NORCOM Governing Board Meeting. • Chief Torpin attended and facilitated a Zone 1 Fire Chief’s meeting. • Chief Torpin attended a Washington Network of Innovative Careers (WANIC)

Advisory Board Meeting. Human Resources: • The draft 2017 Annual Report was provided to the Board for review. • An active hiring process has begun for up to three Firefighter/EMT

positions. Deadline for applicants to submit their test scores with National Testing Network is April 15th. General information recruitment flyers have been placed at City of Kenmore

and job binder. Posted job opening announcement for firefighter on our Department

website, Next Door, Facebook, Instagram, LinkedIn, and AWC jobnet. • Chief Torpin and HR Administrator Moore continue work on administrative job

duties, job descriptions and potential changes to administrative reporting structure. A presentation will be provided to the Board on the work at one of the April meetings.

• Chief Torpin, DC Magnuson, HR Administrator Moore, LT Hochstein, and BC Morris attended second committee meeting for the Lieutenant promotional process. Additional work continues to prepare details for the process.

Training: • Captain Harvey delivered a lesson on tactics/Incident Management System to two

shifts. • Captain Harvey continued to develop tactical scenarios for the upcoming • Captain Harvey and Kate Hansen assisted with preparations for the Zone 1

Rescue Systems 1 class scheduled for April. • Captain Harvey worked with FF Livingston to prepare an auto extrication lesson. • Captain Harvey and Kate Hansen attended the Monthly East Metro Training Group

planning meeting. • Captain Harvey participated in a work group planning the delivery of quarterly

training. Operations: • DC Magnuson attended product presentation from ESO Solutions on their

Properties and Inspection software. • DC Magnuson testing and evaluating AT&T FirstNet mobile network. Proposal

presented to Chief Torpin.

• DC Magnuson submitted updated draft proposal for Policy 2760 Wellness-Fitness to Chief Torpin.

• DC Magnuson attended monthly Zone 1 Operations meeting. • Provided personnel with updated and clarified Move-up process from NORCOM. • Chief Torpin and DC Magnuson attended quarterly North King County Chiefs

Meeting. Fire Prevention: • FI Booth and FM LaFlam attended a local training class on commercial cooking

hoods. The class focused on both the fire extinguishing systems and the hood cleaning requirements.

• FM LaFlam reviewed a proposal to host a homeless encampment at the Northlake Lutheran Church in Kenmore. The temporary use would run from May 4, 2018 through September 1, 2018.

• FM LaFlam reviewed four single-family residential plans and two commercial plans for the City of Lake Forest Park.

• FI Booth assisted operations personnel with the presentation of fire safety lessons to two fifth grade classes at Moorlands Elementary School and one sixth grade class at Lake Forest Park Elementary.

Northshore Emergency Management Coalition (NEMCo): • EM Lunak completed the last practical hands on portion of adult CPR and First Aid

training required for the Lake Forest Park Police. • NEMCo’s first CERT class of 2018 has completed 7 of 8 weeks with our final drill

scheduled for March 24th. • EM Lunak met with Northshore Utility District Staff to review that last sections of

the Comprehensive Emergency Management Plan that is ready for review.

NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

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

1 PURPOSE 1.1 To establish a systematic procedure for the adoption, review and

amendment of District policies and procedures.

2 REFERENCES 2.1 RCW 52.02.020 (1), Districts authorized

2.2 RCW 52.14.100, Meetings – Powers and duties of the board

2.3 RCW 42.56.040, Duty to publish procedures

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

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

3.2 The Board of Fire Commissioners is responsible for the drafting and maintenance of the 1000 series policies

3.1 3.23.3 The Fire Chief shall be responsible for the development of administrative and

operational policies and procedures including policy sections 2000 to 7000. 3.33.4 Department mMembers of the organization shall be familiar and comply with the

provisions of all District policies.

4 DEFINITIONS 4.1 POLICY: a declared intent or objective that shall be used as a basis

for decision making. Policies define “What” will be done regarding a specified area of operation or practice.

4.2 PROCEDURE: a prescribed or acceptable routine or method of performing or implementing a desired course of action. Procedures define “How” objectives of any given policy or practice will be accomplished.

5 POLICY 5.1 The District shall adopt and maintain a set of policies that set forth

reasonable rules and regulations to govern District operations as may be necessary to carry out the established mission of the District.

5.1.1 Established policies shall not violate any applicable statutory or regulatory provisions set forth by law or the collective bargaining agreement with IAFF Local 2459.

5.2 Policies and procedures shall be named and indexed in a manner

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Policy 1300 Version 3 03/15/18

that provides identifying information as to the content of the policy or procedure.

5.2.1 P1000 series policies and procedures will be maintained and available to all members and the public in a read-only format on the District’s SharePoint and website.

5.2.15.2.2 2000 through 7000 series policies will be maintained by the Fire Chief and available to all department members on the Districts SharePoint site.

5.2.25.2.3 All policies including Pprevious versions of any amended policy will also be maintained and available for review.

5.2.3 Policies and procedures shall be made available for public inspection and copying.

5.3 The Board shall adopt, amend or suspend organizational policies only by a majority vote of the Board.

5.3.1 New and amended policies shall become effective upon adoption; unless a specific effective date is provided in the motion for adoption.

5.3.2 Policies adopted or amended shall be made a part of the minutes of the meeting at which action was taken.

5.4 New, amended or rescinded policies shall be announced to Department members by Special Notice in a timely manner.

5.4.1 Upon notification, members shall be required to review any changes to a policy or procedure.

5.5 Policies shall be reviewed on a regular basis. The review cycle may vary depending on the policy type and its scope.

5.5.1 A three yearthree-year review cycle would be typical; however, it shall be no more than five years between policy reviews. Procedures are likely to be reviewed more frequently. See policy 6.3 for the review process.

5.6 Members are encouraged to identify areas where policies and procedures contain gaps, inconsistencies or outdated information and bring forward recommendations for necessary amendments.

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

to provide consistency. The standard format shall include the following sections:

6.1.1 HEADER – the header section of the policy shall contain the policy name and number, approved by, effective date, revision date, number of pages and attachments.

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

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

6.1.4 RESPONSIBILTY– a statement that ensures that those affected by the policy are identified and summarizes the responsibilities of those who are named in




the policy. 6.1.5 DEFINITIONS – a list of terms in alphabetical order that are used in the

policy or procedures that may not be readily understood. 6.1.6 POLICY– statement(s) written in clear, concise and simple language that

reflect the philosophies, attitudes or values related to a specific issue. The statement will provide definitive direction on what we will do related to such issue.

6.1.7 PROCEDURES/GUIDELINES – statement or sequence of statements that describe how to accomplish a particular task or goal.

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

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

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

6.3 Policies and procedures shall be reviewed as stated in section 5.6. The review process will address the following questions:

6.3.1 Is the policy and/or procedure still consistent with best practices, strategic direction, and/or changes in national standards or legislation;

6.3.2 Do current practices comply with the existing policy and/or procedures; 6.3.3 Are there inconsistencies between the existing policy and/or procedures with

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

6.4 New policies should be proposed or existing policies amended or rescinded whenever gaps, inconsistencies, or changes have occurred that affect the appropriateness or accuracy of current policy or procedure.

6.4.1 RDepartment members recommendations for the creation of a new, or the amendment or rescission of a policy or procedure should be submitted to the Board or Fire Chief with the use of the Policy Amendment Recommendation Form, 1300-A2.

6.5 Whenever deemed necessary, the process for adopting a new policy or the amendment or rescission of an existing policy shall be as follows:

6.5.1 A draft of the proposed new 1000 series policy or amendment of an existing policy shall be provided to the Board. The proposal shall be added to the agenda of a regular or special Board meeting for a first reading and discussion.

6.5.2 The Board would move to adopt or reject or approve the draft proposal at the next succeedinga subsequent regular or special Board meeting, unless



immediate action is deemed necessary. 6.5.2.1 If immediate action is required, approval must be by a majority plus

one. 6.5.2.26.5.3 NEW NUMBER ONLY The adoption, amendment or rescission of

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

6.5.3 Any new policy, or the amendment or rescinding of an existing policy shall be announced via a Special Notice immediately after approval.


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BOARD MEETINGS PURPOSE BProvides rules and guidelines for Fire Commissioner meetings REFERENCES Legal Reference: RCW 52.14.090 Office--Meetings RCW 52.14.100 Meetings--Powers and duties of board RCW 42.30 Open public meetings act RESPONSIBILITIES OF THE BOARD It is the responsibility of the Fire Commissioner Chair to conduct meetings in an orderly and businesslike manner according to the policies of this section. The Departments Legal Advisor will assist as needed. All Commissioners, the Fire Chief and participating members shall comply with the ‘Conduct’ guidelines contained in this policy. POLICY STAFF WILL ASSIGN POLICY SECTION NUMBERS AS PART OF THE FINAL FORMATING PROCESS Board meetings will be scheduled in compliance with RCW 42.30 (Open Public Meetings Act) and RCW 52.14.100 (Fire Commissioners – Meetings). ). The Act broadly defines meetings to include the transaction of the official business of the board including but not limited to “receipt of public testimony, deliberations, discussions, considerations, reviews, evaluations and final actions”. The board of fire commissioners will function through (1) regular, (2) special meetings, and (3) emergency meetings. Regular Meeting The Board of Commissioners is required to have at lease least on meeting per month. The date, time and place of the regular meeting must be established by written resolution. Special Meetings This is any meeting other than a regular board meeting. Special meetings may be called by the chair or on a petition of a majority of the fire commissioners. As a courtesy, prior to the establishment of the date, time and place of any special meeting, the chair shall contact the other members of the board to determine their availability for any special meeting. The board may not take final action on any item not specified in the meeting notice. While other items of business may be discussed at a special meeting, no action can be taken on topics which have not been identified on the printed agenda. If an item is to be

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discussed in executive session, the item of business must also appear on the agenda if final action is to be taken following the executive session. Emergency Meeting This is a special board meeting held without the usual required notice. The chair or a majority of the board may call an emergency meeting only when “an emergency involving injury or damage to persons or property or the likelihood of such injury or damage, … would make notice impractical and increase the likelihood of such injury or damage.” Notice Open Meetings. All regular or special meetings of the board must be advertised as meetings that are open to the public. If the board wishes to devote all or most of a special meeting to an issue(s) to be discussed in executive session (Policy 1410), the special meeting should be called to order and recessed to an executive session. The purpose and expected duration of theof the executive session should be announced and recorded in the minutes (e.g., personnel matters). Meeting Notices. A regular meeting does not require a public notice. If the board does not meet at its regular location or time, the meeting should be treated as a special meeting with proper notice and announcements to the media stating the time, place and purpose of the meeting. A fire district is required to notify newspapers and radio and television stations which have filed a request for such notification. Attendance Meetings may be convened in-person and/or by conference call, online, or other alternative format as determined by the chair, subject to the requirements of the Open Public Meetings Act, chapter 42.30 RCW.

Agenda The chief shall be responsible for preparing the agenda for each meeting, in conjunction with the chair and one additional board member at the chairs discretion. Copies of the agenda, draft minutes of the previous meeting and relevant supplementary information will be available to each fire commissioner at least three (3) business days in advance of the meeting and will be available to any interested citizen at the district headquarters twenty-four (24) hours prior to the meeting. The general format for the agenda document will include: I. Open Meeting II. Approval of Agenda

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III. Public Comment IV. Board Discussion and Possible Action Items V. Board Resolutions VI. Reports VII Consent Agenda VIII. Executive Session IX. Adjournment While other items of business may be discussed at a special meeting, no action can be taken on topics which have not been identified on the printed agenda. If an item is to be discussed in executive session, the item of business must also appear on the agenda a if final action is to be taken following the executive session. Quorum Three commission members shall constitute a quorum for the transaction of all business. Such a commissioner, who is present at the call for the vote, shall be counted as present for the purpose of determining the presence of a quorum. Conduct All board of fire commissioner meetings will be conducted in an orderly and businesslike manner, and when necessary using simplified parliamentary procedures as described in policy 1400P. The order of business will be that indicated in the agenda. Any additions or changes in the order of items listed in the prepared agenda will be identified at the beginning of the meeting and affirmed by voice vote of the commissioners. All votes on motions and resolutions shall be by “voice” vote unless a roll call vote is requested by the chair or other members of the board. Meetings should be conducted in accordance with the following ground rules:

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

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

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

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

5. Each member should try to keep discussions on task and efficient.

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6. Instead of invalidating others’ suggestions, share your own new idea or contribution.

7. Issues which have been decided will only be reopened in rare instances and with agreement of the majority of the Board.

8. Prior to the board voting on a motionAt the conclusion of discussion, the group chair or board secretary will quickly reviewrestate the motion.

8.9. Decisions made by the board will be summarized by the chair or board secretary prior to moving to the next topic.what has been agreed upon.

Voting The vote on all matters shall be made in person and shall be oral. Results will be announced immediately and recorded in the minutes. A commissioner may change his/her vote if the change is announced before the chair announces the results of the vote. Any commissioner may abstain from voting at any call for the vote. The reason for the abstention should be stated and recorded in the minutes of the meeting. Such a Commissioner, who is present at the call for the vote shall be counted as present for the purpose of determining the presence of a quorum. Such a commissioner, who is present at the call for the vote, shall be counted as present for the purpose of determining the presence of a quorum. Public Participation The board recognizes the value of public comment on fire and emergency medical services issues and the importance of involving members of the public in its meetings. A period for public comment shall be included in the agenda. In order to permit fair and orderly expression of such comment, the board shall provide a period at the beginning of the meeting during which, under “Changes and Additions to the Agenda”, any individual may request additions to the agenda. The board may also allow individuals to express an opinion prior to board action on agenda items. Individuals wishing to be heard by the board shall first be recognized by the chair. Individuals, after identifying themselves, are encouraged to make comments as briefly as the subject permits. The chair shall maintain order and ensure the appropriateness of discussion.

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


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Policy 1500 Version 3 031218

THE BOARD OF FIRE COMMISSIONERS PURPOSE

To establish policy and procedure to ensure the Board of Commissioners maintain a Code of Ethics as established by State Law and the adopted policies and procedures of the Northshore Fire Department.

REFERENCES

WFCA Commissioner Handbook RCW 42.23, Code of Ethics for Municipal Officers

RESPONSIBILITY

The

Conflict of Interest/Ethics RCW 42.23 identifies various conflicts of interest for municipal officers. This legislation generally applies to the Board of Commissioners, However, in some cases RCW 42.23 will apply to the Fire Chief and other employees of the District. PROHIBITED FINANCIAL CONFLICTS If any member of the Board of Commissioners has a prohibited contractual conflict of interest, the board is prohibited from entering into the contract. Abstention by the conflicted commissioner does not remove the conflict.

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

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

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

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



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5. You may not receive, accept, take, seek or solicit, directly or indirectly, anything of economic value as a gift, gratuity or favor from a person if it could be reasonably expected that the gift, gratuity or favor would influence your vote, action or judgment or be considered as part of a reward for action or inaction.

ALLOWABLE FINANCIAL CONFLITS If you have one of the following conflicts, the board may approve the contract but you must declare your financial interest and abstain from participating in any discussion and voting. These exceptions do not apply if you attempt to influence, other district officers with respect to entering into the contract.

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

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

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

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

4. You are a landlord or tenant of the contracting party. 5. Your financial interest consists of ownership of less than 1% shareholder of a

contracting corporation or cooperative. COMMISSIONER ETHICS There are many ethical rules that govern your conduct as a commissioner that can be found throughout the Revised Code of Washington, case law and common sense. The following list summarizes some of these rules:

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

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

current HIPPA (Health Insurance Privacy and Portability Act) standards. 9.11. Do not give away public funds. 10.12. Do not lend public funds. 13. Verify the appropriateness of all expenditures of public funds.




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11. 12.14. Do not use or take district resources for personal use. 13.15. Report misappropriations of public funds to the state auditor. 14.16. Do not use your position to secure special privileges or exemptions. 15.17. Do not accept payment or other benefits as a condition of voting or taking

actions. 18. Do not lie. 16.19. Do not use force to influence your fellow commissioners. 17.20. Avoid appearances of unfairness. 18.21. Do not attempt to circumvent or avoid the public bdid laws and

procedures. 22. Do not remove, alter, mutilate, destroy or conceal protected public records. 19.23. Practice non-discriminatory conduct as an example to others. 20.24. Do not use public resources in any political campaign.

References: WFCA Commissioner Handbook RCW 42.23, Code of Ethics for Municipal Officers

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3-6-2018 CA Proposal

THE BOARD OF FIRE COMMISSIONERS Fire Commissioner Compensation A fire commissioner is eligible to receive compensation at the rateas specified by RCW Title 52, for the following activities: 1. Attendance at and reasonable preparation for regular or special meetings of the

board of fire commissioners, or its standing and ad hoc committees; 2. Serving as a designated representative of the board, including but not limited to,

such activities as: fire district committees, community development and/or betterment committees, collective bargaining, special events, etc.;

3. Attending training and/or development activities, including, but not limited to:

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

4. Engaging in any other activity not listed above, as a member of the board, shall be

allowed only upon specific approval of a majority of the members of the board, which shall not be unreasonablye withheld.

Total compensation for a calendar year shall not exceed the amount specified in RCW Title 52, plus reasonable expenses incurred for travel, meals, and lodging, when approved in advance by the board. Any fire commissioner may waive all or any portion of his/her compensation for any month or months during his/her term of office by a written waiver filed with the fire district. The waiver may be filed any time after the commissioner's election and before the date on which the compensation would otherwise be paid. The waiver shall specify the month or period of months for which it is made. A commissioner is only eligible to make one compensation claim for a given day. Furthermore, a commissioner holding office for two or more special purpose districts shall receive only that per diem compensation authorized for one of his or her official positions as compensation for attending an official meeting or conducting official services or duties while representing more than one district. A commissioner shall submit a monthly claim by 9:00 AM on the first day of the following month. Requests for Compensation shall include the date of service and a specific description of each service provided for each day for which compensation is requested. which verifies the nature and amount of approved activities for which compensation is claimed during the month. A commissioner is only eligible to make one compensation claim for a given day.

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3-6-2018 CA Proposal

Commissioner compensation requests will be presented to the Fire Commissioners at the first regular or special meeting of the month for review, approval or denial.

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Policy 1630 version 3 031218

THE BOARD OF FIRE COMMISSIONERS PURPOSE To provide direction for Fire Commissioner Compensation REFERENCES RCW 52.14.010 RESPONSIBILITY The Board of Commissioners shall establish policy to define the services a Fire Commissioner may perform that meet the requirements for compensation and to provide a process for submission and approval of a compensation claim.

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Fire Commissioner Compensation A fire commissioner is eligible to receive A commissioner is only eligible to make one compensation claim for a given day. Furthermore, a commissioner holding office for two or more special purpose districts shall receive only that per diem compensation authorized for one of his or her official positions as compensation for attending an official meeting or conducting official services or duties while representing more than one district. LANGUAGE ADDED BACK A fire commissioner is eligible to receive compensation at the rate specified by RCW Title 52, for the following activities: 1. Attendance at and preparation for regular or special meetings of the board of fire

commissioners, or its standing and ad hoc committees.; 2. One additional day of service shall be allowed for commissioners to prepare each

scheduled regular of special meeting if significant preparation is needed. 3. Serving as a designated representative of the board, including but not limited to,

such activities as: fire district committees, community agenda development meetings, district sponsored events and/or betterment committees, collective bargaining, special events, etc.;such as the annual fire station pancake breakfast or awards banquet.

4 Attending or completing mandatory training. 53. Attending training and/or development activities directly related to the duties of a

fire commissioner as approved by the board, including, but not limited to: local, regional, state, or national fire district association conferences.,





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Policy 1630 version 3 031218

board in-service meetings, etc. These activitiesis may also include time involved in traveling to and from the activity.; and

64. Engaging inCompensation for any other activity not listed above, as a member of

the board, shall be allowed only upon specific approval in advance byof a majority of the members of the board. Which shall not be unreasonably withheld. INSERTED FOR DISCUSSION PURPOSES

Total compensation for a calendar year shall not exceed the amount specified in RCW Title 52, plus reasonable expenses incurred for travel, meals, and lodging, when approved in advance by the board. Any fire commissioner may waive all or any portion of his/her compensation for any month or months during his/her term of office by a written waiver filed with the fire district. The waiver may be filed any time after the commissioner's election and before the date on which the compensation would otherwise be paid. The waiver shall specify the month or period of months for which it is made. PROCEDURES / GUIDELINES All compensation must be requested by completing the Northshore Fire Commissioners Request for Compensation form and delivering the completed form to the payroll department by 9:00 AM on the first day of the following month. Requests for compensation shall include the date of service and a specific description of each service provided for each day for which compensation is requested. A submitted Request for Compensation form must include the date of service and a specific description of each service(s) provided for each day where compensation is requested. The form must be signed and dated by the Fire Commissioner. Electronic submissions in a PDF format are acceptable. ALTERNATIVE LANGUAGE Commissioners individual compensation requests will be presented to the Fire Commissioners at the first regular or special meeting of the month for review, approval or denial. A commissioner shall submit a monthly claim which verifies the nature and amount of approved activities for which compensation is claimed during the month. A commissioner is only eligible to make one compensation claim for a given day.







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NORTHSHORE FIRE DEPARTMENT ADMINISTRATIVE POLICY AND PROCEDURES/GUIDELINES

SUBJECT: Goals and Objectives Policy Number: 1700 Approved By: Board of Commissioners Effective Date: April 5, 2012 Revision Date: April 18, 2017 Pages: 2 Attachments:

1 PURPOSE 1.1 To provide policy and procedure for the establishment of broad goals and

specific objectives intended to provide direction for the enhancement of the effectiveness, efficiency and/or performance of the District’s programs and services.

2 REFERENCES 2.1 RCW 52.02.020, Fire Protection Districts-Authorized

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

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

corresponding results of meeting established goals.

4 DEFINITIONS 4.1 PLANNING SESSIONGOAL - a general statement regarding an observable

and measurable end result having one or more objective to be achieved within a more or less fixed timeframe. A goal may be related to performance, program development, a special project, or a combination of the three – A review, typically held at the beginning of the new year, to identify the department goals and initiatives for the coming year. .

4.2 NEEDS ASSESSMENT - a systematic process for identifying problems, issues and opportunitiesdepartment strengths, weaknesses, opportunities and challenges as part of a long range planning process. The process ofgoal is to identifying the gaps between current conditions and desired conditions and develop a forward looking long range plan.s.

4.24.3 GOAL - a general statement regarding an observable and measurable end result having one or more objective to be achieved within a more or less fixed timeframe. A goal may be related to performance, program development, a special project, or a combination of the three

4.34.4 OBJECTIVES - are specific, measurable strategies or implementation steps established to attain identified goals.

5 POLICY 5.1 The Board of Fire Commissioners shall conduct a planning session(s) to

identify, review and approve the goals and initiatives for the coming year. The board shall consider the value to the public and the department as well as


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the demands the goals and initiatives may have on district resources and budget. Approved goals and initiatives will be incorporated into year’s work plan by the Fire Chief.

5.15.2 The Board of Commissioners shall periodically perform a needs assessment for the purpose of determining if the current long range strategic plan should be revised. The needs assessment should identifying the department’s path forward for a 3 to 5-year term. justification and purpose for the establishment of goals and objectives. The process shall be conducted no less than every five years and provide an opportunity for input to all members of the Board, the administration, the District employees, and the community served.

5.25.3 The process shall utilize the development of goals that are: 5.2.15.3.1 Specific 5.2.25.3.2 Measurable 5.2.35.3.3 Achievable 5.2.45.3.4 Relevant 5.2.55.3.5 Time Bound

5.35.4 Goals shall be prioritized in order of importance and written in a broad manner that clearly identifies the population that will be affected and the problem or opportunity that will be influenced. 5.3.15.4.1 Each goal shall have one or more objective written in a

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

5.45.5 The Fire Chief shall report to the Board of Fire Commissioners the degree to which the goals and objectives have been accomplished.

5.55.6 The District shall also communicate to the community the goals and objectives established by the Board of Commissioners, a timeline for their completion and the progress made towards the accomplishment of the stated goals.

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

meetingsor, a special meetings or special retreat. 6.2 Prior to the needs assessment, the various groups listed in section 5.1 will be

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

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

6.4 The Board will initiate a goal setting process whenever the needs assessment identifies issues or opportunities that requires further action. The process



may be conducted during regular or special meetings.during regular meetings, a special meeting or special retreat.

Northshore Fire Department 1000 Series Policy Edits Recommendations by Legal Counsel Kinnon Williams 03/15/2018 Policy 1000 Change ‘King County Fire Protection District No. 16’ to ‘Northshore Fire Department’ and use this terminology throughout the policy documents. Policy 1112 Delete this policy. There is no need for resignation if a commissioner is no longer a registered voter since they are no longer eligible for office. Policy 1113 Add RCW References 29A.24.171 – Vacancies in Office 29A.24.181 - Regular filing period—Voids in candidacy An appointee shall meet the requirements provided by law and shall serve until the next regularly scheduled fire district election occurring more than 28 days after occurrence of the vacancy at which time a commissioner shall be elected for the unexpired term, as provided by law.

Policy 1250 Capitalize the ‘B’ in board, the ‘C’ in commissioner, the ‘C’ in chief, the ‘D’ in district and the ‘S’ in secretary. This format should be applied consistently throughout the policy document.

2017 Annual Report NORTHSHORE FIRE DEPARTMENT

PROUDLY SERVING THE COMMUNITIES OF

KENMORE AND LAKE FOREST PARK

“We are dedicated to protecting the health, life, and property of the community with professionalism, respect, and integrity.” - Northshore Fire’s Mission

Northshore Fire is staffed with 48 dedicated employees. This includes 40 Firefighters and

officers who are assigned to one of four shifts. Firefighters work 24 hour shifts and are

assigned to response apparatus. Operations and Training Divisions are led by our Deputy

Chief and Training Captain.

The Fire Prevention Division is staffed with our Fire Marshal and Fire Inspector/PIO.

Administration is led by the Fire Chief who is supported by our HR Administrator,

Finance Specialist, Administrative Specialist and part-time Administrative Assistant.

MESSAGE FROM THE FIRE CHIEF

ABOUT NORTHSHORE FIRE DEPARTMENT

It is my pleasure to present the 2017

Annual Report for the Northshore Fire

Department, highlighting some of our

activities during the year. Northshore Fire

continues to focus on providing the highest

level of service possible to the communities

we serve by focusing on innovation and

training efforts.

Our Training Division continues to work

closely with 8 other local agencies

(Bellevue, Bothell, Kirkland, Mercer Is.,

Eastside Fire & Rescue, Redmond,

Shoreline & Woodinville) as a member of

the East Metro Training Group to promote

and improve training excellence & safety

through inter-agency cooperation.

Last year we received an improved fire

protection class rating (upgraded from a

Class 4 to a Class 3) from the Washington

Surveying and Rating Bureau. We also

teamed up with neighboring agencies and

volunteers to conduct active shooter

training, as well as our annual DUI /

Distracted Driver Drill for Inglemoor High

School’s Senior class before prom night.

I would like to thank our employees for

their dedication to the District and the

community we serve, as well as to our

citizens and partner agencies for the

support and trust you place in us daily.

- Jim Torpin, Fire Chief

COMMISSIONERS

Eric

Adman,

Chairperson

Carolyn

Armanini,

Vice

Chairperson

Don

Ellis,

Member

Dave

Maehren,

Member

Kae

Peterson,

Member

2

TRAINING & OPERATIONS

In 2017, Northshore Fire responded to 3,511 incidents. Emergency medical aid

made up the largest single type of incident request, accounting for 70.8% of the

total call volume. Most emergency medical services (EMS) responses were

requests for service related to medical illnesses; the rest were primarily related

to injuries caused by accidents or other causes.

Fires represented only 2.2% of last year’s call volume. However, preparation

and training for these types of events takes the greatest amount of time due to

the inherent danger and risk fire poses to both the community and responders.

RESPONSE TIME

Northshore Fire has

established response time

standards that provide a

benchmark for our shifts’

performance goals. For all

emergency responses our

standard is a two minute

turnout time with a four

minute travel time for a total

response time of six minutes

from dispatch to arrival.

In 2017, our shifts met this

benchmark turnout time

66% for fire responses and

78% for basic life support

emergency medical

responses.

Our Department’s goal in

2018 is to achieve this

performance benchmark

90% of the time for all

emergency responses.

DID YOU KNOW?

Northshore Fire employees

trained a total of 9,922 hours

in 2017.

Northshore Fire will train often with other local fire departments, utilizing our training tower at Station 51 in Kenmore.

3

Our newest CERT graduates. It is great to have a continually growing group of emergency trained citizens in our community. Thank you to all our members for

volunteering your time to join our CERT Team!

If you'd like to know more about how you can become a CERT member, please visit our website: https://www.northshorefire.com/education/emergency-preparedness/

WHAT IS NEMCO?

Northshore Fire Department

partnered with the Cities of

Kenmore and Lake Forest

Park, as well as the

Northshore Utility District to

create the Northshore

Emergency Management

Coalition (NEMCo).

NEMCo was created in an

effort to maximize each of the

participating agency’s

emergency preparedness

efforts and resources to

efficiently serve our

community.

NEMCo’s focus is to engage

the whole community to

prevent, protect against,

mitigate, respond to, and

recover from all types of

emergencies and disasters

through education and

volunteer coordination.

NEMCo provides a number of

emergency preparedness

training opportunities

throughout the year for those

interested in volunteering, or

for those who just want to be

better prepared at home.

NORTHSHORE EMERGENCY MANAGEMENT COALITION (NEMCO)

NEMCo added 48 volunteers in 2017,

bringing our total to 252 volunteers in our

database; 48 of those volunteers are

prescreened as credentialed volunteers.

Over the past year, our volunteers

participated in numerous community

events including:

Northshore Fire Department’s

Annual Pancake Breakfast and Open

House.

Lake Forest Park’s “Pack the Park.”

Pet Parade.

The grand opening of the Kenmore

Hanger Building.

Two Fun Runs.

Special Olympics fund raiser Salmon

Bake.

Two active shooter drills.

NEMCo completed two Community

Emergency Response Team (CERT)

academies, graduating 46 new CERT

members.

We also held two free Citizen Workshops,

teaching 56 citizens basic emergency

preparedness skills.

In addition, NEMCo held two joint

Emergency Operations Center trainings

for city staff, led a public notification

system training, and ran a functional rapid

damage assessment drill for Northshore

Utility District.

4

https://www.northshorefire.com/education/emergency-preparedness/

“The Fire Prevention division of the Northshore Fire Department is passionate about safety...We provide a wide variety of services to the citizens of Kenmore and Lake Forest Park.”

Friends and Family CPR: Northshore Fire offers a “Friends and Family CPR”

class free of charge for residents of Lake Forest Park and Kenmore. This class is ideal

for community groups, new parents, grandparents, babysitters and others interested in

learning how to save a life. It teaches hands-only CPR, CPR with breaths, AED use, and

covers mild and severe airway blockages. The focus is primarily for Adult CPR, but

classes can be tailored for child and infant instruction. Groups interested in this

valuable training can contact us to schedule a class.

Smoke Alarms Save Lives: Having w orking sm oke alarm s in residences is

critical to our fire safety mission. Smoke alarms provide early warning of potential fires

in your home. We can help you to ensure that your smoke alarms are ready to operate

in case of a fire emergency. Seniors and others incapable of maintaining their own

alarms can contact us to arrange a free home visit to check your smoke alarms, install

batteries, or install a new smoke alarm as needed. To arrange a home visit, contact our

Fire Marshal at [email protected] or (425) 354-1741. Our smoke alarm

program improves community safety by helping one community member at a time!

Thank you to all the

friends, families, and

volunteers who helped at

our annual Open House

Pancake Breakfast and

Safety Fair last year!

In addition to our popular

breakfast, the Open House

included live firefighter

demos, kid firefighter

challenge, and booths

hosted by a variety of

safety and service

agencies.

Mark you calendars for

this year’s event, to be held

on Saturday, June 16th at

our Kenmore station (7220

NE 181st St). We look

forward to seeing you

there!

FIRE PREVENTION

OPEN HOUSE AND SAFETY FAIR

5

“We are an organization that continues to be innovative in meeting our mission in a changing environment.” - Northshore Fire’s Vision

Northshore Fire Department was a recipient of the 2017 Central Region Trauma Grant.

This allowed a 50/50 partnership to purchase two new rescue manikins to replace our

aging, broken manikins with new, more life-like manikins that better simulate the human

form. Both a regular “Rescue” manikin and a “Water Rescue” manikin were purchased.

They provide a more realistic level of training for Fire Rescue, Confined Space Rescue,

Trench Rescue, High Angle Rope Rescue, and Water Rescue. The new manikins also

provide real time feedback on important data points such as compression depth and rate,

ventilation volume and rate, and overall CPR performance.

BUNKER GEAR DECONTAMINATION IMPROVMENTS

NEW RESCUE MANIKINS

In 2017 Northshore Fire won a Ram

Air Gear Dryer in the “Hometown

Hero’s contest.” The Ram Air Gear

Dryer is a piece of equipment that

will dry four sets of firefighting

bunker gear in about 20% of the time

it normally takes to air dry.

The Ram Air Gear Dryer speeds the

drying time of decontaminated

personal protection equipment and

allows a firefighter to get back into

their primary bunker gear sooner. In

the past, drying has required days

and if two major incidents occurred

in a short duration of time, crews had

to work in either contaminated, wet,

or damp bunker gear.

Washing and drying gear in under

five hours allows our Department to

maintain optimum operational

readiness.

6

IMPROVED FIRE PROTECTION CLASS RATING

Washington Surveying and

Rating Bureau (WSRB) upgraded

the fire protection class rating for

Northshore Fire Department

from a Class 4 to a Class 3. Many

insurance companies use the

WSRB protection class rating to

assess insurance premium rates

for homeowners and commercial

properties.

This upgrade places the

Department’s rating in the top

10% for the state for exemplary

fire protection capabilities

The upgraded rating provides

validation of a number of

improvements made at

Northshore Fire in the last ten

years to enhance operations,

training, and fire prevention

programs.

ANNUAL AWARDS CEREMONY

During Nortshore Fire’s Annual Awards Banquet we recognized the accomplishments and

years of service milestones of our employees over the past year.

Congratulations to Firefighter Nick Lewis, Firefighter Ken Hofschulte, and Battalion

Chief Mitch Sauer who received special recognition for the following:

NICK LEWIS - 2017 EMS Excellence Award:

Awarded to the Emergency Medical Technician chosen by his/her peers for exhibiting

compassion, professionalism, and dedication to the emergency medical service.

FF Lewis was also awarded a "Lifesaving Award" for saving a human life while off duty.

This award is given to members who take actions above and beyond their normal duties

and responsibilities that are instrumental in saving a life.

KEN HOFSCHULTE - 2017 Fire Service Excellence Award:

Awarded to the firefighter or fire officer chosen by his/her peers for exhibiting consistent

execution of assigned duties where said duties have been carried out in an outstanding,

superior manner.

MITCH SAUER - 2017 Fire Department Mentoring Award:

Awarded to the employee chosen by his/her peers for being a mentor to other members

and exhibiting leadership at any rank and/or position.

PERSONNEL UPDATES

NEW HIRES

Gunnar Seefeld and

Robert Carrasquillo

were hired January 2017 as

Firefighter/EMTs.

Jennifer Kunkel,

Administrative Assistant,

was hired part-time July

2017.

They have been great

additions to the District!

RETIREMENTS

Eric Adman served the

community as a Fire

Commissioner for the last

six years. He is very active in

a number of causes

throughout our greater

community. Unfortunately,

Eric decided not to run for

reelection. We thank Eric for

his dedicated service.

Firefighter Robert Carrasquillo and Firefighter Gunnar Seefeld graduated from the East Metro Group’s (EMTG) Fire Academy April 2017.

7

A NEW LOOK FOR NORTHSHORE

Our new uniform patches are

here and look great.

A special thank you to

Firefighter Joe Heilman for

leading the project.

ANNUAL AWARDS CEREMONY CONTINUED

During our Annual Awards Banquet

the following employees were

recognized for their many dedicated

years of service to the Department

and our community:

Lieutenant Steve Loutsis (30 yrs)

Firefighter Tyler Williams (25 yrs)

Firefighter Brian Ford (20 yrs)

Firefighter Russ Holmes (20 yrs)

Firefighter Tim Tyler (20 yrs)

Firefighter Ryan Davis (15 yrs)

Firefighter Doug Thornburg

(15 yrs)

Firefighter Brian Gilbert (15 yrs)

Lieutenant Jeremiah Ingersoll

(15 yrs)

Lieutenant John Burrow (15 yrs)

HR Administrator Shannon

Moore (5 yrs)

7220 NE 181st ST

Kenmore, WA 98028

PH: 425-354-1780

Fax: 425-354-1781

www.northshorefire.com

Follow us on social media!

FINANCIAL OVERVIEW

Northshore Fire’s General Operating Budget for 2017 was $8,405,431 with wages and

benefits comprising 82% of total expenses.

We are committed to the efficient and effective use of the tax dollars we receive. The

District receives the majority of its revenue through property taxes and a fire benefit charge

assessment. The property tax is based on a property’s value and the benefit charge is based

on the square footage of the property’s structures. In 2017, the combined aggregate

effective tax rate that citizens paid to the District for fire and emergency medical services

(EMS) was $1.22 per thousand of their property’s assessed value. Voter approved fire

station bond payments add an additional $0.18 per thousand of assessed value.

Although not assessed by the District, King County Medic One / Emergency Medical

Services collected $0.24 per thousand of assessed value for advanced life support

(Paramedic) services. Paramedic services are provided by a two person paramedic unit

stationed at the Lake Forest Park fire station.

The District maintains a Reserve Fund for other liabilities such as major facility repairs and

upgrades, vehicle/apparatus/equipment replacement, post-employment benefit costs and

emergency funds for use in the case of financial and/or natural and man-made disasters. In

2017, approximately $156,000 was expensed from the Reserve Fund.

For more financial information, visit our website: www.northshorefire.com

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