WOODINVILLE — The city of Woodinville urges businesses operating in the Woodinville community and members of the public to be cautious of telephone calls from suspicious people posing as representatives of the city of Woodinville or the Woodinville Economic Development Council.
The City is aware of at least one local business-owner who received an imposter call from a person who identified him or herself as working for the city of Woodinville. The caller asked a series of questions about the business and immediately hung up when no information was provided.
The city of Woodinville does not have an Economic Development Department or Economic Development Council and will never cold-call residents or businesses to demand answers to invasive questions. When the City does reach out directly to community members, it is typically done using a phone with a local 425 area code.
Phone scam tactics are changing all the time, but it is important for everyone to be protective of personal information and remain suspicious of unknown callers who may claim to work for the government while using aggressive or pushy language. To report an imposter call or other types of scam, use the Complaint Assistant Tool on the U.S. Federal Trade Commission website.
BOTHELL — The boys of Bothell Troop 574, along with Scoutmaster Dave Keen accomplished several feats over the summer that few ever experience, having embarked on seven hikes totaling an overall elevation of 52,246 feet.
“We had an actual elevation gain of over 29,000 feet,” Keen said. “Now that is higher than the height of Mt Everest.”
The Troops' first challenge was to hike up Mt. Si in North Bend; elevation 4,000 feet.
“We use this hike as a qualifier to ensure scouts and adults are capable of the strength and mental fortitude needed for longer, more rigorous events such as a 50-miler at Philmont (Scout Ranch in New Mexico),” Keen said. “To complete the qualification, you need to carry 25 percent of your body weight (max 50 lbs.) up Mt. Si in 2.5 hours or less. We had a beautiful warm day and those of us that took the additional time to scale Haystack Rock got an incredible view of Mt. Rainier basking alluringly in the distance.”
The second quest was a Father’s Day weekend hike at Lake Serene.
“This wasn’t a summit hike but it was a wonderful part of our summer hiking adventures, Keen said. “At 8.2 miles round trip and 2000 feet of elevation gain, it was one of our more demanding annual Father’s Day hikes. The weather was beautiful and for those daring scouts, the snow-fed water in Lake Serene was clear, cold and refreshing. Although we still had over 25 people show up for this hike, I promise we’ll pick an easier hike next year.”
The next climb was a qualifier for the Troop’s Mt. Rainier team.
“Our target was Oregon’s highest point — Mt. Hood. We started off at Timberline and hiked up to about 9,000 feet to spend the night. We woke up early the next morning to find that it took each of us a lot longer to get our climbing gear on than was anticipated.
“Fortunately, our highly experienced leader, Karl Kohagen was gracious about this learning experience. As we began our final ascent, the smell of sulfur quite uncomfortable, penetrated our nostrils as Mt. Hood is still an active volcano. After navigating a steep and narrow shoot, we celebrated our summit around 8:45 a.m. The weather was calm and clear, we couldn’t have asked for better conditions.”
One lesson, the hikers took from the experience, Keen said, was to use plenty of sunscreen. “The reflective properties of glaciers redirected the sun’s rays and affected every part of exposed skin, including the underside of your nose.”
The next stop on their summer excursion was an overnight backpacking trip on June 29 and 30 to Navaho Pass in the Teanaway region. Keen said it was an ideal training hike because, "There aren’t too many places in the northwest that you can reach 7,223 feet in June without being impeded by snow.”
“One of the highlights of this adventure was waking up at 4 a.m. and hiking up the 1200 feet from Navaho Pass to Navaho Peak in order to catch the 5 o’clock sunrise. Gazing upon Mt. Stuart and the distant Enchantments while the sun illuminated the vastness of God’s creation is a mountain top breakfast I will not soon forget.”
From there it was on to the Troops' most difficult challenge; one Keen described as the “summer’s summit of summits.”
“Mt. Rainier and oh yes, it was hard! We had been organizing and planning this event since last November. Prior to making the trek, we spent an evening practicing prussic training and repelling in a warehouse and a day of mountaineer training on the snow at Stevens Pass. Thanks to Karl’s guidance, our path to fruition was smooth, cost-efficient, rewarding and successful. He truly coached us all along every step of the way.
“Eight months after inception, we found ourselves posing for pictures on the trailhead steps at Paradise with the inscription of John Muir’s words at our feet and Mt. Rainier looming with a lenticular cloud at our backs.”
With fresh legs, 50-pound packs and group prayer, the team began the five-and-a-half-hour climb to Camp Muir, where they would spend their first night at the 10,188-foot level.
“Upon arrival, the cold and unrelenting wind penetrated our tired bodies so we decided to take refuge in the public shelter. We met people from all across the country. This was my first realization that Mt. Rainier was a sought after summit for more than just Seattleites,” Keen said. “During our time in the shelter we were told that no one had summited that day, and no one would attempt it the next morning either because the winds were too powerful for it to be safe.”
Keen said he was later told that of the 10,000 people who attempt to summit Mt Rainier each year, about 50 percent succeed.
“Fortunately for us, our plans the next day were to camp at Ingram Flats in order to become better acclimated. The two-hour climb and 1000 feet of elevation gain gave us time to set up our tents, melt snow and get some rest before waking up at midnight to begin our journey to the summit.”
The weather now in their favor, at 1:30 a.m., Keen and the group team stepped out of camp in three-person teams, roped up with headlamps on.
“We climbed the bare rocks of Disappointment Cleaver, stepped over various crevasses and climbed a metal ladder to extend ourselves towards the summit. At sunrise (6 a.m.) we stopped for a brief mental pause so we could concentrate on the foot-wide path beneath our crampon boots.”
The team met the south side crater summit at about 8 a.m. July 25.
“Exhausted and elated, we realized the peak was still across the crater and up,” Keen said. “After taking time out to sign the summit notebook, we all met at the Columbia Crest Peak, Mt Rainier’s highest point at 14,411 feet. As each of us delighted in the unblemished views, we knew it was a team effort and God had blessed this journey. The rest of the day was dedicated to a 9,000-foot descent, a midnight meal at Shari’s and a three-hour drive home.”
Less than 30 hours later, the Troop boarded a plane bound for New Mexico, where they spent next two-weeks of their journey at Philmont, the Boy Scouts premier high adventure camp; 140,000 acres of stunning mountain wilderness in northern New Mexico.
An experience Keen said that could never be justified in a few short words.
“We got to listen to and sing along with the talented camp bands after certain days on the trail. We loaded our own shotgun shells and shot them at clay targets. We did cowboy action shooting with shotguns, pistols and lever-action rifles.
“We went bouldering, saw petroglyphs, threw tomahawks, went gold panning and explored an old mine. We hiked through incredibly scenic terrain and stayed at inspiring campsites and drank root beer.”
Continuing with their summit theme, the group did, “an arduous hike to the top of Mt Baldy, reaching 12,441 feet; the highest elevation at Philmont.”
“We spent an hour up there because it was so spectacular. In the eyes of the Scoutmaster, this isn’t even the best part of the trip. The best part was that the scouts led the entire 12-day trek.
The growth and leadership that took place were inspirational. I would truly like every scout in our troop to have this opportunity.”
A hike to Boulder River was next on the agenda.
Keen was not on the Boulder River hike, said he was glad that a number of scouts and families took advantage of the outdoor opportunity.
“As I conclude my summer reflections, I feel so blessed for the opportunities we share as a troop,” Keen said. “The scouting skills that were gained, the leadership that was cultivated and most importantly, the servanthood that was given and received during these times were invaluable. So grows our bonds as we experience the summits and valleys of life together.”
BOTHELL – September saw production remain at high levels on the Northshore School District’s (NSD) new elementary school and the Skyview and Canyon Creek expansion projects.
Construction crews focusing on the interior work at Elementary #21 installed the oven hood, warmers, walk-in freezer and refrigerator in the state-of-the-art kitchen.
Basketball hoops and shot clock and scoreboard were installed in the gym. Stage light fixtures were hung and the ceiling grid in various parts of the school was put in. Ceiling tiles are scheduled to be placed in October.
“Exterior work continues on the site as well. The metal roofing is complete on the school’s Large On-Site Sewage system (LOSS) building. The interior plumbing, ductwork, electrical and painting is ongoing too,” said NSD Public Information Officer Lisa Youngblood Hall. “The asphalt-treated base has been placed for 49th Drive SE, which is the new road that leads from Maltby Road to the school’s main parking lot.
“There were two-weekend closures during September to allow for the construction of the roundabout on Maltby Road, as required by WSDOT. It is now complete with ample signage and will assist in maintaining traffic flow on Maltby Road, as well as maintaining safe access to and from the school entrance.”
Youngblood Hall said materials for the 25-millimeter pad for the athletic field have arrived and are scheduled for placement in October.
Progress continued as well at the Skyview and Canyon Creek expansion site.
The gym addition exterior was enclosed at Canyon Creek and is now weather tight. The interior work is ongoing.
The new state-of-the-art kitchen at Skyview was unveiled and began serving students on the first day of school. Carpeting and flooring were laid down in the new multi-purpose building, and the painting and casework continue.
Landscaping at both campuses is in progress.
Youngblood Hall suggested folks interested in following the progress of all three projects visit the construction page website at www.nsd.org/our-district/overview/construction.
With the General Election just around the corner, The Woodinville Weekly posed one question to candidates: What is the single most important issue Woodinville is facing in the next two to three years? The following are their responses.
City of Woodinville Council Position 4
Mayor Elaine Cook Incumbent/Unopposed
One of the more important issues I know Woodinville will face in the next few years is obtaining a balance.
How do we balance our love for the small-town feel of Woodinville, with its large city designation and the growth requirements that accompany that designation?
How do we balance the desire of some to have Woodinville remain as it is and continue to thrive?
How do we balance the deep concerns about the large impacts on the environment that development can bring, with the responsibility we have to support businesses and job growth for the people who live and work here?
How do we accommodate growth and at the same time ensure that our quality of life we all appreciate here in Woodinville remains intact?
To ensure a sense of balance citizens, businesses, commercial landowners, and anyone else who has a stake in the future of this great city must all come together.
We must compromise, treat one another with fairness and look for ways to achieve our common goals and consider all the possibilities.
As your mayor, I am committed to approaching each issue with a willingness to give something up, in order to achieve balance.
City of Woodinville Council Position 2
Les Rubstello Incumbent/Unopposed
Surely, the number one issue Woodinville is facing is growth. When I started on the Planning Commission in 2004 our population was just over 10,000. Now it is 12,500. That is a 25 percent growth in 15 years.
The Civic Campus project will add 250 new units, Woodin Creek Village could add almost a thousand more, the Wine Village is proposing over 300, I believe. Add to that a couple of other big projects downtown that are brewing and we could easily exceed 15,000 in another five years.
Woodinville cannot grow into Snohomish County, and we cannot grow into the Valley (a very good thing). Therefore, all of our growth has to be in increased density.
While we want to protect our single-family neighborhoods, we should promote residents adding accessory dwelling units where possible. We also should revisit the uses that are allowed in the South Industrial area. I think apartments and condos along the river, with views of the Valley, is the highest and best use of that land.
So, Woodinville is doing its share of taking statewide growth, but how do we accept it all without degrading our unique quality of life? We have to maintain an adequate size of our police force in relation to the growing population. We have to improve existing parks and add to their number, and we need to make sure that our large housing developments bring with them open space and commercial space.
The more needs that can be satisfied within a development, the less travel those residents will have to make. We had a chance to bring another grocery store into Woodin Creek Village, but Council turned it down because it feared it would attract too much business. That was the craziest twisted logic in my eight years on Council.
The one thing that people complain to us most about is traffic. Unfortunately, in my opinion, that is something we are unable to promise to fix. With a dense, walkable downtown, car traffic is destined to get worse.
Once we get to downtown, walking will be the best mode of getting around.
Woodinville Fire & Rescue Commissioner Position 2
Jim Dorney Incumbent
The trend in the fire service, regionally, is to consolidate small departments. I believe this is and will continue to be an important issue facing Woodinville Fire & Rescue now and in the future.
Consolidation was discussed in length as recently as four years ago. An attempt to merge our department with the City of Bothell, Snohomish District 10, and the Northshore department was proposed. It was in committee for the better part of two years and no agreement was reached. We are presently in discussion with the Northshore and Shoreline departments.
There are various ways departments can merge. The three most common are; the creation of a Regional Fire Authority, merging fire districts or contracting with another department. Each has its pros and cons.
Simply stated, the key stakeholders are; the department’s firefighters, the department’s administrative personnel, and, most importantly, the citizens we serve. Not all three benefit from a merger. Firefighters (labor groups) do, however, generally support and benefit from the merger. The Administrative members do not, as consolidation of administrations means the elimination of positions.
As a Fire Commissioner, the benefits of a merger for the firefighters must be considered. The concern for administrative personal is also very important. For the citizens, who have elected me and other Fire Commissioners to represent them, we must consider the impacts on the service they receive and the cost of that service.
The primary incentive to consolidate is in “operational efficiencies”…. Simply stated, everyone on the same page. In theory, consolidation should reduce the cost of service, lower taxes, but in evaluating the costs of recently proposed mergers, that has not been the case.
Added to that, local jurisdictions may realize the loss of their identity, depending on the direction of the merger or contract, hence the reluctance of the Board of Commissioners to bring consolidation to the voters without thoroughly vetting the impacts.
As a Board member, I generally support consolidation. However, the impacts of consolidating must be considered before presenting a recommendation to the citizens and placing a proposed merger on a ballot.
This is the challenge.
Doug Halbert Challenger
In the next few years, the number one priority and largest challenge Woodinville Fire and Rescue will face are to support the mental health of our firefighters and administrators.
In the past five years, this has come to the forefront hundreds of times in our nation and several times in Washington State. Sadly this is often realized after it is too late.
If someone has been out of the Fire Service for even five years they would not have been part of this narrative.
For the first 25 years of my career, it was encouraged to talk about the traumatic things we saw then move on. We ignored the fact that every time you see and are part of severe traumatic situations it leaves a scar. Those scars add up. They do not go away. This is no longer acceptable.
The narrative is changing. There cannot be a stigma attached to talking about your stress and difficulty processing what you have seen and how it sticks with you. Supporting each other knowing that everyone is affected at some level and pain is not a weakness.
This year I spoke to a psychiatrist that specializes in Posttraumatic Stress Disorder (PTSD). She told me that in the past five years she has seen more firefighters and police officers than in her first 20 years of practice combined.
When elected I will insist that our preventative mental health network and crisis network is in place for all members of Woodinville Fire and Rescue. Doing everything we can to keep our community safe means doing everything we can to support the health of our firefighters.
I will make sure PTSD becomes a recognized issue within the culture of the Woodinville stations and support for the firefighters and their families.
Woodinville Water District Commissioner Position 2
Dale Knapinski Incumbent
After six years as a Board member, that's an easy question for me to answer. Keeping long term, experienced, dedicated people on board at the District is our most pressing issue. That's the best way to deal with the variety of issues that come our way.
Keeping great employees is a balancing act of providing a friendly work environment, adequate pay, and benefits, room for personal growth, a management team with up to date training, all coupled with maintaining reasonable rates.
The District has 34 employees and five elected Board members. We have a large number of long term people, and their combined experience makes dealing with issues much easier.
Our Staff and Board members have previously dealt with King County, Seattle Public Utilities (SPU), fire services, and local construction contractors. We understand the game, keeping us in a much better negotiating position.
Providing safe water, keeping up with growth, planning for the future, having emergency procedures in place, maintaining infrastructure and responding to changing employment trends is no easy task.
Negotiating sewer and water contracts with King County and Seattle Public Utilities requires a working knowledge of legal issues and how new contracts and franchise agreements need to be formulated to best serve ratepayers.
Experience plays a vital role in those negotiations. Keeping experienced people on board is the most pressing issue for us as a water district.
The Woodinville Water District is effectively a monopoly. If you want water or sewer service, it comes from the Woodinville Water District.
The ratepayers own it, however, and by your vote, you decide how it is run.
The most important issues facing the Woodinville Water District board over the next six years will be the renegotiation of the water supply contract with Seattle Public Utilities and the sewage contract with King County Metro.
Fees paid to SPU represent approximately 25 percent of the Water Districts' total water supply expenses. As such, any material change in this contract will impact the water rates in Woodinville for decades to come.
While no activity has been started on the sewer contract, discussions are likely to be initiated during the tenure of the position.
As a career CEO/CFO/COO working in companies large and small around the world, it will be my intent to bring my experience to the table in driving for a beneficial new SPU contract and if opened a new sewer contact.
Having negotiated private sector contracts as small as ten thousand dollars up to a billion dollars, I hope my corporate finance skill set will help fill an experience gap currently existing on the board.
My ultimate objective will be to keep rates stable, optimize water district operations and continue the provision of quality service.
Northshore School District 417, Director District 2
Bob Swain Incumbent/Unopposed
There are so many important issues that need our attention in the district. However, I feel that the single most important issue that we constantly face is the need to more rapidly close equity and achievement gaps for each of our students.
We are called to provide quality and purposeful instruction regardless of a student’s needs, challenges, or abilities. We are charged to help them all become healthy, caring, educated, and capable people that they desire to be.
Each month that a student experiences some sort of disadvantage or barrier to healthy and ideal educational progress, the harder it is for them to succeed in the long-term.
Time is of the essence to make policy and curriculum changes that impact more students as quickly as possible.
The good news is that we have been making very focused and impactful changes in the district powered by the inspiration and leadership Dr. Michelle Reid, teachers and staff at all levels, and very passionate and talented citizen advocates.
Driven by adopting one of the most focused K-12 equity and diversity policies in the country, we have instituted impactful policy and program changes just in the last two years.
Testing all K-8 student for high-cap capability and advancement; waiving fees for elementary band and providing more affordable access to instruments; formation of a dyslexia committee to formulate badly needed screening, professional development, and literacy curriculum; ending all classroom fees; hiring mental health counselors for secondary and elementary schools; adding a 7th period to the high school class schedule to give students more access to electives and to give more space in their schedules to meet graduation requirements within four years; and, creating programs and practices to help meet student’s social-emotional needs, to just name a few.
We have a long way to go, but we are all working very hard to meet the many challenges students face in today’s world.
It is the District’s goal to ensure that we can meet every student where they are and to give them what they need to be the best and most capable version of themselves.
LONDON — Kayla Mulkins has obtained a Bachelor of Arts degree in English, with First Class Honors from Royal Holloway, University of London.
The prestigious institution was established in 1879 and is ranked in the Top 30 universities in the United Kingdom.
Mulkins is a 2016 graduate of the International Baccalaureate program at Inglemoor High School.
During her three years abroad. Kayla discovered a passion for writing short stories, specifically those of the experimental nature. She wrote a play review for the university's paper, The
Founder, and was short-listed for the Streetcake experimental short story prize; a contest for young writers by Streetcake Magazine.
Following graduation, Kayla roamed the Scottish Highlands on a walking tour. She then produced a short film on Dementia to honor her grandmother. Kayla submitted the film to several film festivals and then returned to the United States to begin her creative writing career.