HomeMy WebLinkAbout03-10-2022 - Agenda Packet
MEDINA CITY COUNCIL
Thursday, March 10, 2022
4:00 PM – SPECIAL MEETING
AGENDA
VISION STATEMENT
Medina is a family-friendly, diverse and inclusive community on the shores
of Lake Washington. With parks and open spaces, Medina is a quiet and
safe small city, with active and highly-engaged residents. Medina honors its
heritage while preserving its natural environment and resources for current
and future generations.
MISSION STATEMENT
Ensure efficient delivery of quality public services, act as responsible
stewards of Medina's financial and natural resources, celebrate diversity,
leverage local talent, and promote the safety, health, and quality of life of
those who live, work, and play in Medina.
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MEDINA, WASHINGTON
MEDINA CITY COUNCIL
RETREAT
Medina City Hall – Council Chambers
Thursday, March 10, 2022 – 4:00 PM
AGENDA
MAYOR | Jessica Rossman
DEPUTY MAYOR | Randy Reeves
COUNCIL MEMBERS | Cynthia F. Adkins, Jennifer Garone, Harini Gokul, Mac Johnston, Bob
Zook
INTERIM CITY MANAGER | Stephen R. Burns
CITY ATTORNEY | Scott Missall
CITY CLERK | Aimee Kellerman
1. SPECIAL MEETING - CALL TO ORDER / ROLL CALL
Council Members Adkins, Garone, Gokul, Johnston, Reeves, Rossman and Zook
2. SPECIAL MEETING TOPICS
2.1 Introductions and Icebreakers
Time estimate: 45 Minutes
2.2 City Council Priorities
Time estimate: 1.5 Hours
2.3 City Council Priorities Wrap
Time estimate: 10 Minutes
2.4 City Council Guidelines Review and Discussion
Time estimate: 20 Minutes
2.5 Good of the Order
Time estimate: 15 Minutes
3. ADJOURNMENT
Next Regular Meeting: Monday, March 14, 2022 at 4:00 PM.
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CERTIFICATION OF POSTING AGENDA
The agenda for the Thursday, March 10, 2022 Special Meeting of the Medina City Council was
posted and available for review on Friday, March 4, 2022 at City Hall of the City of Medina, 501
Evergreen Point Road, Medina, WA 98039. The agenda is also available on the city website at
www.medina-wa.gov.
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Medina City Council Retreat
March 10, 2022
Questions for City Retreat - Councilmembers
1. What inspired you to run for office?
2. What do you enjoy (or think you will enjoy) about being on the Council?
3. What brought you to Medina?
4. What is your style of learning/discussion/problem-solving?
5. What do you want out of this retreat?
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AGENDA ITEM 2.1
ATTACHMENT 4
Development Services 2022 Goals
Updates and Revisions as of 2-23-22
Planning Commission (newly added)
Form and facilitate a new Development Services Committee which will provide administrative
assistance to the Planning Commission towards successful completion of the Comprehensive Plan
Update. Development Services Director will act as Committee Chair.
Enterprise Fund
Establish essential operating process and policy then manage fund accordingly. Fee Analysis
In coordination with the newly established Enterprise Fund. Project organization is underway.
Review fees and fee structures
Establish new structures
Determine required fees considering EF targets
Public Portal
Re-evaluate eCityGov Alliance’s “My Permit” This is completed.
Evaluate alternate to SmartGov permit tracking system that would work with eCityGov Alliance
“My Permit”. This is underway with staff leading.
Work with Dude Solutions to solve unresolved public portal problems. This is underway with
staff leading.
DS Staff Development (newly added)
Professional development of our staff is on-going, However, in order to achieve the work that DS has
to do our staff must be fully functioning to the level of their job descriptions.
Clearly drafted performance evaluations in March 2022 that will cover staff goals through
December 2022. January 2023 will be regularly scheduled performance evaluations.
Director follow-up on regular basis with staff to assure progress.
MMC Code Enforcement Chapter Update
This project, or portions of it will be performed in 2022 if possible. This project was initiated by OMW,
but is not a high priority for 2022. This may need to be moved to 2023. Some parts of MMC 1.15 may
be updated in 2022 if time and funds allow through use of OMW.
Complete work started in 2021 that amends MMC Chapter 1.15
Clarify and simplify process
Update fines and fees
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AGENDA ITEM 2.2
Medina Council Retreat – March 2022 ATTACHMENT 2
Department Projects/Products
Department Project Completion Summary Capacity
Development
Services
Comprehensive Plan 2024 1. The first year of the multi-year process of updating the
Medina comprehensive plan.
2. The first year of the Enterprise budget and fee schedule.
3. Completing the tree code.
4. Ongoing Planning Commission Workplan.
Low
Enterprise Budget/Fee
Schedule
2023
Tree Code 2022
Planning Commission
Workplan
Ongoing
Police Intersection Cameras 2022 1. Upgrading intersection cameras – anticipated completion
mid-2022.
2. Hiring of police officers and possible promotions. Police
officer(s) fully certified late 2022.
3. Phase two of traffic calming tools and on-going patrol.
Medium
Staffing/hiring 2022
Traffic Calming On-going
Public Works Stormwater Drain Ongoing 1. Stormwater is a major infrastructure project covering
years throughout the entire city.
2. Fairweather Creek will require director’s time to complete
by Fall 2022.
3. Aggressive capital projects scheduled for 2022.
Low
Fairweather Creek 2022
Capital Projects 2022
Finance Finance Director 2022 1. Hiring and transitioning new Finance and HR Director.
2. Assistant Finance Director filling in as Acting Finance
Director while performing her own duties as well as
training a temp.
Low
Central
Services
Website 2022 1. Updating website to make it customer friendly.
2. Bang the Table allows for public engagement and viewing
of the status of projects, etc.
3. Records management is an on-going project to move
from paper to paperless and moving away from Public
Storage.
Medium Bang the Table 2022
Records Management Ongoing
Executive Managerial Transition 2022 1. Maintain current city operations during transition period
or the recruitment for a permanent city manager.
Low
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AGENDA ITEM 2.2
ATTACHMENT 6
2022 Central Services Goals
Clear old DS records out large offsite storage facility – add files from discs to server and clean up
(check destruction of large plans with destruction plan in (Mar/Apr)
Remodel City Clerk’s office / Assistant Finance Director Office and 2nd Floor open space for
records retention and close Public Storage Unit
Research cloud-based records management system (i.e. LaserFiche) – Schedule demo in Sep.
Clean up all files at City Hall (contracts, etc.) – ongoing (clearer picture of clean up by May) to
include creating folders that follow the retention schedule
Finish - Deleting all old/duplicate files from the H drive by May (assign folders and timelines)
Apply to obtain a grant for a Cloud based Enterprise Content Management solution
Complete website redesign with Executive, Finance and Public Works (Other departments are
ongoing for updates)
GoGov citizen notifications and helpdesk – Promote and advertise in March
Bang the Table Implementation – Community Engagement HQ (Comprehensive Plan will be the
first project/introduction of software)
Parking Lot Items:
Improve public ability to easily search public records online – included with Municode Web
redesign and MuniDocs?
Electronic Signatures Software (waiting for new Finance Director to be in place
Expand online payments beyond building permitting – animal licensing, PRR, Special Events,
Donations, etc. – (waiting for new Finance Director to be in place
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AGENDA ITEM 2.2
ATTACHMENT 7
PUBLIC WORKS PROJECT UPDATES –
2015 Medina Park Stormwater Pond Imp. – We are looking into alternate ways to dredge the
stormwater ponds. Overlake Golf & Country Club is applying for a permit to dredge the northern
ponds. Depending on the outcome, the city may use the same method.
2017 Medina Beach Park Tree Replanting – Phase III tree planting.
Medina Park Playground Improvements – Public Works is in possession of the playground
equipment. This project is scheduled to start at the end of April.
Post Office Floor Replacement – Due to potential subfloor issues, the city has hired a contractor
to evaluate the post office building and provide an assessment of the structure.
Citywide Stormwater System Mapping & Evaluation – G&O has completed most of the mapping.
We are currently working on scoping and mapping the storm infrastructure that is located on
several private properties.
2021 Traffic Calming Solar Speed Signs – Due to complete February 11th
2022 Hazardous Tree Removal – in review
NE 12th Street Sidewalk Improvements & Undergrounding – finalizing 90% construction
drawings
77th Ave NE Stormwater Repair – revised to complete Feb 18th.
TIB_NE 7th Street Overlay – 84th Ave NE to Overlake Dr – in review
77th Ave NE Storm Repair Phase 2 & Phase 3 – completed with Phase 1
2022 Localized Repair_Stormwater – in review
2022 City Hall Repairs – Miscellaneous – in review
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AGENDA ITEM 2.2
CITY OF MEDINA
501 EVERGREEN POINT ROAD | PO BOX 144 | MEDINA WA 98039-0144
TELEPHONE 425-233-6400 | www.medina-wa.gov
Date: March 10, 2022
To: Honorable Mayor and City Council
From: Stephen R. Burns, Interim City Manager
Subject: City Council Retreat
The 2022 Medina City Council Retreat will focus on setting Council priorities and efforts to
support them. This retreat may be different than previous retreats because we are holding
our first Council meeting in person since COVID restrictions went into place in 2020 and the
managerial transition. The feedback that was collected in preparation for this meeting led
to an informal discussion focusing on team building and supporting Council, staff, and the
community.
The following questions should take the bulk of our time to answer. Please review and be
prepared to answer. During the meeting, we will be recording the answers to narrow
priorities and efforts to support them.
1. What are your top 3 priorities as a Council coming into 2022?
a. City Council Goals for 2018
i. Quality Infrastructure
ii. Neighborhood Character
iii. Financial Stability
iv. Efficient City Government
b. Other examples
i. Public Safety
ii. Parks and Recreation
iii. High Quality Built and Natural Environment
iv. High Performance Government
v. Highly Valued Public Services through City Management
2. How do you see the Council working with staff to accomplish these items?
3. How do you see council working more closely with the city manager, and by extension,
city staff?
The next step is to hold a retreat in the fall to cover a more in-depth City Council Workplan.
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AGENDA ITEM 2.2
TASK ORIGIN/RANKING
% Complete Start Due/End Date
FUTURE POLICIES, PLANS & REGULATIONS
Shoreline Master Program (SMP) periodic review - Mandatory Staff/Begin 2026 2026 Next update due 2028
ENVIRONMENTAL/SUSTAINABILITY
Tree Code Regulations
(Limited Scope : Focus on new construction/redevelopment)CC/1 85%Oct. 2020
PC Public Hearing - Oct. 19;
CC Public Hearing - Nov. 8;
CC tentative adoption Dec. 13
Tree Code Enforcement - re: survival of supplemental trees PC, CC/2 Summer 2021 Dec-21
POLICIES, PLANS & REGULATIONS
Permanent Supportive and Transitional Housing Staff/3 Oct./Nov. 2021 Feb-22
Comprehensive Plan Periodic Review - Mandatory Staff, CC/4 Dec. 2021 June 30 2024
BULK REGULATIONS
Alternatives to Original Grade Staff, PC/5 Early 2022 2022
Analysis and strategic review of commuter parking Staff, CC/6 2023 2023
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AGENDA ITEM 2.2
Item Description
Shoreline Master Program
Period Review
This task involves updating the Shoreline Master Program
(SMP), which manages shoreline resources and development
in Medina, to comply with the Shoreline Management Act,
State Shoreline Master Program Guidelines and best practices
for shoreline protection. Update to ensure consistency
between the SMP and the rest of Medina's Code.
ENVIRONMENT
Tree Code Regulations
1. Review tree retention and
replacement requirements for
new single-family construction
(land under development)
Medina’s sylvan nature is something that distinguishes it from
the surrounding jurisdictions and contributes to its high-quality
residential character. Recent projects have demonstrated a
deficiency in the tree code regarding new construction. This
task would only review the sections of the tree code that
relate to new single-family site redevelopment.
2. Review the enforcement
part of the tree code,
specifically as it relates to the
survival of supplemental trees
Although the tree code requires supplemental trees to survive
for five years after planting, there is currently not a process
that oversees this. Coupled with homeowner turnover,
supplemental trees are often unknowningly cut down (due to
their small size) or left to die. This task would consider ways to
ensure the survival and/or tracking of supplemental trees by
examining what other cities do and ensuring that whatever is
proposed can be funded (if applicable) and enforced.
WA LAW / MANDATORY
Updates to WA Law
Future Tasks - Mandatory Deadline
Current Working Tasks
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AGENDA ITEM 2.2
3. Permanent supportive and
transitional housing
The legislature has mandated that in every zoning district
where single-family residential is permitted (in Medina that's
every zoning district), cities now must allow permanent
supportive and transitional housing. Although these cannot be
prevented from coming into the city, there are certain guard
rails that the city may adopt to limit potential impacts.
Periodic Review (Mandatory)
4. Comprehensive Plan 2024
Periodic Review
This will be a total update of the existing Comprehensive Plan
and will require coordination between Council, Planning
Commission, Park Board, and residents. The process will
include on-going public participation opportunities and
outreach with the goal of hearing from as many stakeholders
as possible. Comp Plan updates are a lengthy process which is
why we will be starting early.
MISCELLANEOUS
5. Alternatives to Original
Grade
Medina measures height from original grade. This is an
imperfect process that requires a Geotech to take samples of
the earth and analyze them to determine where on the lot
original grade is. Because this is an imperfect science, different
experts can reach different determinations of original grade.
Over the years the conversation of finding an alternative to
original grade has been discussed, most recently while
Planning Commission was discussing bulk. This work plan item
would be a study of the methods surrounding cities use to
measure height by taking previously submitted applications
from lots of varying topographies throughout the city and
determining what the maximum height would be.
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AGENDA ITEM 2.2
6. Analysis and strategic
review of commuter parking
This would be a review of the impacts that commuter parking
(both to utilize the 520 park-n-ride and to park-and-bike) has
on surrounding neighborhoods; specifically going block-by-
block to analyze the impacts the increased vehicle traffic is
having on the neighborhoods.
13
AGENDA ITEM 2.2
Requests to Staff Outside experts/
consultants
needed
Deliverable
Anticipated start should be no later
than 2026 to meet 2028 deadline.
Yes Update SMP to be compliant with
changes in the laws, rules and
applicable updated guidance that has
been adopted since 2019.
Staff: The first step will be to examine
the retention and replacement
requirements for lots undergoing
redevelopment.
We will be utilizing
our existing
consultants to
help with this
The initial deliverable from PC to CC
would be a high-level recommendation
regarding changes to the retention and
replacement requirement in the tree
code for new single-family
development (MMC 20.52.110) and/or
the minimum performance standards
for land under development (MMC
20.52.130).
Staff: The first step will be to examine
how surrounding cities utilize tree
code enforcement.
We will be utilizing
our existing
consultants to
help with this
The initial deliverable from PC to CC
would be a high-level recommendation
regarding implementing tree code
enforcement for supplemental trees.
Future Tasks - Mandatory Deadline
Current Working Tasks
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AGENDA ITEM 2.2
Staff: The scope of what the city can
do is limited, however some cities
have already adopted provisions that
we can similarly consider.
Staff will work
with the city
attorney
The deliverable will be a proposed
amendment to the code that includes
an update to the use table, new
definitions, and additional minor
requirements.
Staff: This will involve broad reaching
public participation that includes
Medina's residential and non-
residential stakeholders as well as
coordination between Council,
Planning Commission, and Park Board.
Yes The deliverable will be a user-friendly
document that will include a
community vision statement and serve
as a roadmap for development in the
city over the next twenty years (there
are periodic updates mandated to the
Comp Plan every 8 years).
Staff: This would be a study of the
methods surrounding cities use to
measure height. The analysis will
include taking previously submitted
applications from lots of varying
topographies throughout the city and
determining what the maximum
height would be under these
alternative methods.
We will utilize our
existing
consultants to
help with this
The deliverable will be a suggested
update to the method for measuring
height.
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AGENDA ITEM 2.2
Staff: This analysis would involve
establishing an impacted buffer and
conducting the analysis inside of that
buffer over multiple days/weeks and
multiple times of day
The study itself
would be 100%
consultant driven;
proposed
amendments to
the code once the
study was fnished
would be done by
Planning
Commission
The initial deliverable would be a
study/report outlining the impacts that
commuter parking has on the
surrounding neighborhoods.
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AGENDA ITEM 2.2
Timing and budget notes
Next mandated upate is
due in 2028. Suggested
start no later than 2026.
PC Public Hearing - Oct. 19;
CC Public Hearing - Nov. 8;
CC tentative adoption Dec.
13
Anticipated PC
recommendation by
December 2021 or January
2022
Future Tasks - Mandatory Deadline
Current Working Tasks
17
AGENDA ITEM 2.2
Anticipated
recommendation by
February 2022 at the latest
Comp Plan grants are
anticipated to open up in
the summer of 2022. In the
meantime, the city has
applied for a Housing
Action Plan which will cover
a portion of the
requirements of the Comp
Plan Housing Element. The
Comp Plan is due by June
30, 2024
Begin early 2022
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AGENDA ITEM 2.2
Begin 2023 pending
available funding
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AGENDA ITEM 2.2
ATTACHMENT 3
1
2022 City Manager Goals, Projects, and Objectives
Police
o Update Intersections Security Cameras – Complete update/replace intersection
security cameras.
o Training (on-going) – Fulfilling the expanded training requirement for the Law
Enforcement Training and Community Safety Act (LETCSA), passed in 2018 and
Law Enforcement Reform passed by the Washington State Legislature in 2021.
o Emphasis on Traffic Safety (on-going) – Continue to focus on all traffic safety –
vehicular, bicycle, and pedestrian – throughout the community through education,
engineering (where possible and cost effective), social media, and enforcement to
reduce collisions, improve awareness, and improve safety.
Increased “Direct Patrols” targeting high complaint areas:
Between the 800 block and 3200 block of Evergreen Point Road
Between the 7600 block and 8700 block of NE 12th Street
All areas of Overlake Drive East and Overlake Drive West
Between the 7600 block and 8200 block of NE 8th Street
Education using E-Lert, Facebook, and Twitter.
Use speed survey data to target problem areas and times to address high
speeds.
o Speeding and Traffic Calming – Build off recommendations made to Medina
City Council in 2021 about additional traffic calming tools to address traffic
concerns.
In 2021, speed pavement markings were added in addition four speed
digital signs to slow traffic.
Based on the data generated by the speed study, City Staff will review and
recommend further implementation of appropriate traffic calming
techniques.
o Support and promote Medina Emergency Preparedness Committee
including Schools Sub-Committee (on-going).
Police Officers routinely participate in Emergency Preparedness Radio
Group exercise on Sunday evenings.
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AGENDA ITEM 2.2
ATTACHMENT 1
1
Medina City Council Retreat
March 2022
City of Medina Departments
Lines-of-Business, Products Produced,
and Services
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AGENDA ITEM 2.2
ATTACHMENT 1
2
Police Department
Public Safety: Protect People and Property and Reduce Crime
Our Mission - “Committed to Providing Service that Exceeds Expectations”
The Medina Police Department Team:
Medina Police Department has nine (9) fully commissioned officers and two (2)
administrative personnel.
Officers provide 24 hours a day/365 days a year law enforcement coverage.
Schedule routinely evaluated to attain maximum coverage and address public safety
needs.
Officer candidates are hired after displaying a strong commitment to community policing,
exemplary communication skills, extensive training and experience, and a firm
understanding of the relationship officers must have with the Points communities
residents.
Officers bring experience to the department as special investigations, collision
technicians, Field Training Officers (FTO), DUI enforcement, civil demonstration
management, Special Operations Team, public information officers, and in homeland
security.
Officers bring a high level of service, experience, and training to each call, leaving the
citizen feeling confident in the officer(s)’ abilities.
Police department is responsible for lifeguard program and city emergency preparedness.
Mutual aid responses with Clyde Hill, Bellevue, Kirkland Police Departments and
Washington State Patrol.
Focus:
Maintain high, proactive visibility in the community
Actively patrol by vehicle and foot
Maintain strong positive relationships that promote interaction with community
Instill confidence in the community of the officers’ abilities to see a call for service
through to an appropriate resolution
Foster and uphold a shared commitment to the highest levels of integrity, accountability,
respect, compassion, and respect for civil and constitutional rights
Protect all who live, work or play in Medina and Hunts Point
Patrol:
Community coverage – 24/7/365
School visits – 225 visits per year
Park patrol – 275 visits per year
Trail patrol – 125 visits per year
Park and Ride – 200 time per year
Targeted Traffic Enforcement -
Speed Trailer – deployed throughout the year
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AGENDA ITEM 2.2
ATTACHMENT 1
3
Community Policing:
Shredder/Electronics -Recycling/Drug-Take-Back Days – two per year in April and
September
Community Forums – two per year
Coffee with a Cop – annually
Walk-to-School Days
Field Days – Medina and Three Points Elementary
Local Government Days – Medina Elementary @ City Hall, annually
Medina Days – Concert-in-the-Park, Parade, Carnival, Beach Party
SeaFair – Manage parking issues and over 1000 people in Medina Beach Park on
Saturdays and Sundays
Hunts Point Clean-Up Day
Council meetings (1/month), study sessions (1/month) and retreats (1-2/year)
Additional community/neighborhood/business meetings to address specific concerns as
they arise
Additional Services:
Concealed Pistol License (CPL)
Pistol Transfers
Fingerprinting
Parking Permits
Hunts Point Solicitation Permits
Preparedness:
School exercise participation – Medina, St. Thomas, and Three Points Schools’ drills,
including for fire, lockdown, earthquake, etc.
Emergency preparedness practice – Officers participate in the Sunday evening radio drill.
Regular attendance at Emergency Preparedness community meetings
Active Shooter training with Bellevue and Clyde Hill police departments
Washington Association of Sheriffs and Police Chiefs (WASPC) Accredited Agency –
since 2013
Updated Medina’s Comprehensive Emergency Management Plan (CEMP) in 2018
Maintain Emergency Preparedness equipment inventory and supplies
Participate in Great Shake-out earthquake exercise (annually) – in 2018, all three schools
participated with the Medina radio group
Response:
Each call for service is handled in person or, at a minimum, by phone to help develop
rapport and strengthen the relationship with the reporting party.
Response time for arrival on an emergency call for service is under three minutes from
the time of dispatch to time of arrival on scene.
A report is taken by an officer for every crime, and often on calls for service where it
would be prudent to do so or the reporting party requests one to be taken.
A thorough investigation is completed on all reported crimes until all leads are
completely exhausted or a case is filed with the prosecutor’s office.
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AGENDA ITEM 2.2
ATTACHMENT 1
4
The City’s Automated License Plate Recognition software, camera system and other
technologies are frequently used to assist with investigations.
Training:
Crisis Intervention Training – all officers receive advanced 40 hours training in addition
to the 8-hour state-mandated training.
Active shooter training with Clyde Hill and Bellevue (primary responding agencies to
Medina).
Annual diversity training for all personnel.
Regular training and applicable recertification in Hazardous Materials, Bloodborne &
Airborne Pathogens, DUI investigations, emergency vehicle operation, legislative
updates, firearms, CPR/AED use and operation, and the use, operation and application of
multiple law enforcement weapons (i.e. pepper spray, baton, taser, etc.)
Prevention:
Maintain City’s Security Camera System
Promote information sharing with community to increase suspicious activity reporting
E-Lerts/Facebook/Twitter –
House Watch –
Emergency Preparedness Committee Meetings – one per quarter/four per year
Lifeguards – Eleven/twelve lifeguards hired to work from end of June to end of August
Facilitate neighborhood watch program/map my neighborhood program
Community Forums (ID theft prevention, missing and exploited children)
Professional Associations:
International Association of Police Chiefs (IACP)
Washington Association of Sheriff and Police Chiefs (WASPC)
King County Police Chief Association
Eastside Police Chief Association
Member of Coalition of Small Police Agencies (CSPA)
CSPA Major Crimes Task Force (MCTF)
Law Enforcement Records Network (LERN)
Evidence and Property Information Network (EPIN)
International Association for Property and Evidence (IAPE)
Washington Association of Public Records Officers (WAPRO)
Law Enforcement Information and Records Association (LEIRA)
Washington Homicide Investigators Association (WHIA)
FBI National Academy Associates (FBINAA)
Demographics:
Population - 3,246 Medina and 450 Hunts Point residents.
Homes and property - 1200 homes and 4.8 square miles in Medina and 181 homes and
0.3 square miles in Hunts Point.
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AGENDA ITEM 2.2
ATTACHMENT 1
5
Parks and visitors (Medina Park, Viewpoint Park, Fairweather Park & Fairweather
Nature Preserve, Medina Beach Park, City Dock at Lake Lane, City Dock at 84th Ave
NE, pocket park at Post Office property)
Schools - Medina Elementary School (550 kids), Bellevue Christian School (preschool
and elementary, 300 students), St. Thomas School (preschool through grade 8, about 340
students), St. Thomas Church and parishioners (about 12 staff and TBD parishioners)
Businesses – Medina Market (The Green Store), Medina Nursery, Overlake Golf &
Country Club, and Chevron.
NORCOM 911:
Emergency calls answered in 2017 - 167,180
Calls answered within 10 seconds - 98.51%
After answer, high-priority calls dispatched in 53 seconds (average)
Time from 911 call answer, to dispatch, to arrival – less than three minutes in
Medina/Hunts Point
Seamless communication abilities with local police agencies (Bellevue, Clyde Hill,
Kirkland, Mercer Island & Normandy Park Police Departments)
Ability to communicate with agencies not within the NORCOM scope (Washington State
Patrol, King County Sheriff, Seattle Police Department)
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AGENDA ITEM 2.2
ATTACHMENT 1
6
Development Services Department
The Medina Development Services Department is managed by the Development Services
Director and divided into three primary functions: Permit Services, Planning, and Building/Code
Enforcement. Our Department enforces federal, state, and local mandates through formal and
informal procedures.
Development Services Director
Perform administrative tasks required to maintain operation of the Development Services
Department.
Assures that the work products of the Development Services Department meet state, local
and federal mandates.
Assures that the work produced, and manner it is produced by the Development Services
Department meets performance standards set by the City Manager and City Council.
Assures consistency of the Development Services work products.
Reviews building plans for consistency with state, local, and federal building laws by
analyzing architectural and engineering plans and documents, and drafting comment
letters.
Revises existing process and develops new processes.
Attends Planning Commission meetings in support of the Planning Manager.
Attends City Council meetings.
Trains staff in methods and code applications.
Creates staff performance expectations and conducts performance reviews based on those
expectations.
Represents Medina on State level committee(s).
Assures that the Medina Municipal Code is updated.
Coordinates with the City of Bellevue for services and consistencies.
Completes the Building Code Effectiveness Grading survey.
Answers a significant number of email and phone inquiries daily.
The Development Services Department:
Accepts, tracks and issues permit’s
Promotes land use laws which are consistent with the desires of the Medina citizens
Assures safety of occupants and quality of construction through the even enforcement of
our Municipal code
Enforces the Medina Tree Code through permit review and field inspections
Enforces Low Impact Development through permit review and field inspections (2019)
Enforces the Grading and Drainage Code through permit review and field inspections
Enforces neighborhood protection during the construction process
Promotes environmental protection through the enforcement of erosion control laws
Permit Services:
Our Development Services Coordinator schedules Pre-application and Intake meetings
with permit applicants to assist with understanding our codes, and to help assure that
documents are complete which will aid in expediting the permit process.
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AGENDA ITEM 2.2
ATTACHMENT 1
7
We accept permit applications, route to various reviewers, track status, respond to
inquiries, calculate fees due, write reminder letters, help people at our permit services
counter, track permit progress, and issue permits.
We process permits in a manner which is professional, timely, helpful, and informative to
those required to apply for permits.
Works closely with staff and consultant permit reviewers.
Answers a significant number of email and phone inquiries daily.
Planning:
Our Planner proposes ordinances which are consistent with the desires of the Medina
citizens and which conform to state and local laws.
Participate in the Pre-Application and Intake process to assist permit applicants with their
zoning questions and to ultimately assure that the permit process is as short as possible.
Review permit applications for compliance with our Zoning Code. Issue correction
letters, track work, answer technical zoning questions, approves permits.
Liaison to the Planning Commission
Regularly recommends updates to the Comprehensive Plan, Shorelines Master Plan, Tree
Ordinance and other ordinances.
Works closely with outside agencies.
Represents Medina on State level committee(s) 2019
Provides staff training regarding the Zoning Code.
Answers a significant number of email and phone inquiries daily.
Building/Code Enforcement:
The Building Official and Deputy Building Official (2019) participate in the Pre-
Application and Intake process to assist applicants with their building code questions
with the goal of assuring that the permit process is a short as possible.
Reviews building plans for consistency with state, local, and federal building laws by
analyzing architectural and engineering plans and documents, and drafting comment
letters.
Inspects building permits for compliance with the approved plans.
Provides code enforcement based on complaints.
Enforces the Construction Mitigation Plan (2019).
Inspects temporary erosion and sedimentation control (2019).
Proposes code amendments including the State Code update.
Works closely with staff of the Bellevue Fire and Utility Departments.
Answers a significant number of email and phone inquiries daily.
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Finance & Human Resources Department
The Medina Finance and Human Resources Department provides mandatory services (those
required by statute, policy, or ordinance) and essential services (those required for effective and
efficient City operations)
Mandatory Services:
Treasury
o Ensure fiscal integrity & efficient use of revenue
o Maintain City’s excellent credit rating
o Long-term financial planning
Budgeting
o Generate a balanced budget on first draft
o Provide Council with alternative balancing scenarios
o Create calendar for public engagement which includes 2-3 Public Hearings
o Meet all State mandated deadlines
o Run Council budget study session(s)
o Present at public meetings
Financial Reporting
o Monthly financial statements
o Monthly check registers
o Monthly detail-level financial reporting to Finance Committee
o Quarterly cash position report
o Q3 & Q4 Fund comparison & year-end projection report
o Annual report filing with State (requires approx. 40 hours)
Auditing
o External audits performed by State Auditor’s Office continues to achieve
unqualified audit opinion with no material weaknesses or significant deficiencies
(requires approx. 80 hours of prep, 2 weeks of on-site review & approx. 20 hours
of remote follow up). Fee = 3% of dept. budget.
o Washington Cities Insurance Authority annual survey and audit
o Example of other external audits was recent Department of Retirement Services
leasehold audit
o Internal Auditing: reconciling accounts, reviewing revenue & expense lines for
variances, etc. In 2018, $97K of unpaid franchise fee revenue was collected
because of an internal audit.
Essential Services:
Insurance/Risk Management (41% of annual department budget)
o WCIA delegate
o File claims
o Maintain property schedules & determine deductibles
Human Resources
o Arrange all Staff trainings such as recent anti-harassment
o Wellness program coordinator (qualifies City for 2% discount on health
insurance)
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9
o Serve on CBA negotiation team; analyze financial impact of proposals
o Recruitment assistance; coordinate on-boarding process with payroll (15 in 2018)
o Coordinate with payroll for terminating employees (17 in last 12 months)
o Open enrollment period for benefits
Payroll
o Monthly payroll cycle (approx. 16-20 staff hours each)
o 2 “special” payrolls (approx. 4 staff hours each)
o Monthly mid-month draw payments (approx. 1 staff hour each)
o Quarterly reporting: L&I, ESD, WA Treasurer, IRS
o Annual W2/W3
o NOTE: While our staffing total is small: 25 year-round, 12-14 seasonal & 2
LEOFF1 retirees receiving benefits; it is extremely complex for payroll
processing.
We have 18 positions represented in 3 separate union bargaining units (2
hrly/non-exempt & 16 salary/non-exempt) and 19-22 unrepresented
employees (6 exempt, 1 salary/non-exempt & 11-13 hrly/non-exempt).
We have 3 different requirements on how overtime is calculated depending on
employee classification. Additionally, the PD has 6 levels of overtime. Our
payroll software doesn’t have the ability to recognize even standard overtime.
In setting up a new employee or processing a timesheet there are potentially
30 different types of compensation of which 10 have 72 associated functional
sub-categories. The last 12 months of payroll processing had a total of 2418
compensation lines allocated across 8 cost centers, creating 21,786 lines of
financial reporting detail lines.
Accounts Payable
o 1177 payments issued (Nov 17 – Oct 18) comprised of 24,103 coded expense
lines, 263 active vendors
o 13-month payables cycle; approx. 26 batches, each taking approx. 20-24 staff
hours
o Annual 1099/1096
Other reporting
o WA DOT Financial/Street report
o AWC Salary survey
o Parks levy
o Public records & internal information research requests
o Intergovernmental comparable & courtesy exchange
o AWC grant
o WA Treasurer
o DOR Leasehold Excise return
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AGENDA ITEM 2.2
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Central Services
Central Services provides multiple public service to residents immediately upon entering City Hall,
to facilitate and streamline access to services and information during all city hall business hours.
Central Services plays an important role in every department, including technology, website
management, Council packets, Council, boards and commission support, staff back-up support,
and department director support.
The Medina Central Services & City Clerk’s Office delivers reliable, timely, cost-effective
technology capabilities and quality information & services to the City Council, city staff, and the
general public.
Central Services Team:
Central Services is comprised of three (3) full-time employees: City Clerk, Deputy City Clerk, and
Information Systems Coordinator. This is the minimum necessary to provide services at the
current level.
The City Clerk is a state mandated position and is a member of the City’s leadership team,
responsible for overseeing the daily activities and functions of the City Clerk’s office, which
includes supervision of staff, agenda management, records management and final disposition of
city contracts. Maintains official City records, legal documents and holds the City’s seal. The City
Clerk also develops, plans, and administers the Central Services budget by monitoring and
approving expenditures, forecasting of additional funds needed for staffing, projects, equipment
and supplies and implementing mid-year adjustments.
The Deputy City Clerk works under general direction of the City Clerk, provides multiple technical
duties, and assists in the preparation and distribution of the City Council, Park Board, and Planning
Commission agenda packets. Helps maintain official City records and legal documents and
responds to general public inquiries on behalf of the Central Services Department. This position
also serves as Civil Service Commission Secretary; schedules Civil Service Commission meetings;
files application forms, test papers, records and maintains Civil Service files.
The Information Systems Coordinator works under general direction of the City Clerk and
performs routine and complex administrative duties, customer service (internally and externally),
cash management, general office, and administrative and IT support. This position serves as
webmaster by managing and maintaining the City’s website; overseeing the integrity, quality of
content, design, and overall functionality of the website.
Services We Provide:
Customer service (internally and externally) – coordinate and direct public to proper
department.
IT Infrastructure and Services Management.
Public records requests and support.
Cashier/Receipting.
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AGENDA ITEM 2.2
ATTACHMENT 1
11
Staff support and back up to other departments.
Citizen helpdesk and support.
New employee onboarding.
Intake of almost all forms for house watch, public records, permits, park use, garage sale,
estate sale, special use applications.
Administration of City Council, Park Board, Planning Commission and Civil Service
agenda packets.
Support the production of the City quarterly newsletter.
Provide easy access of City records and required postings of all City business.
Passport services.
Notary services.
Pet Licensing.
Who We Support:
Development Services:
Back up to the Development Services Coordinator.
Produce Planning Commission agenda packets, post notices of their hearings, assemble
mailers, update the website as needed, update their forms as needed, process payments for
permits, help schedule intake meetings.
Provide support for special projects.
Finance:
Take in payments and process receipts for City Hall services. (As of 10/31/19 CS staff
processed $2.2 million in cash receipts)
Process and deposit checks.
Provide administrative support to the Finance Director as needed.
Public Works:
Perform and officiate bid openings as a neutral party.
Provide Park Board support.
Produce Park Board agenda packets, post notices, attend some of the same trainings.
(stormwater)
Attend Park Board meetings and record Minutes.
Public safety. Report hazards in the community on behalf of the citizen helpdesk
Provide support for special projects.
Police:
Civil Service.
Provide support when their administrative staff is out of the office.
Process payments for fingerprinting and CPL’s.
Process special event permits.
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12
City Manager
Provide administrative support and support for special projects.
IT Infrastructure and Services Management:
Planning – coordinate with TIG on annual needs, improvements, licensing, security, etc.
Purchasing – execute all orders of hardware and software, managed services, SaaS, DCM
purchases and/or renewals.
Maintenance – coordinate maintenance of Windows with TIG, repairs, issues,
blacklist/whitelist updates, etc.
Troubleshooting – coordinate repairs/fixes for all user issues for all CH and PW hardware
and software.
Inventory – maintain IT asset inventory for CH users.
Websites – maintenance and updates, domain, SSL cert. renewals for medina-wa.gov,
maintainmedina.org.
Annual Budget – research, plan, and coordinate with TIG for annual IT budget needs.
Telecommunications System – maintenance, troubleshooting and updates.
Audio/Visual System – coordinate semi-annual maintenance, repairs, updates.
Certifications:
The City Clerk is a Certified Municipal Clerk (CMC) through the International Institute of
Municipal Clerks (IIMC). To earn this designation, a clerk must complete three years of full
attendance at a recognized institute and fulfill other educational and professional requirements.
The Deputy City Clerk is a Certified Municipal Clerk and has attended public records training
through Washington Association of Public Records Officers (WAPRO).
The Information Systems Coordinator has a strong background in IT Infrastructure and services
management.
With our combined experience and training, we come with a wide range of skill sets and bring the
following to the organization:
Staff Competence – Professionalism and expertise.
Timeliness – Speed and timeliness of service delivery.
Information – Quality and completeness of information.
Reliability – Performance of providing services and availability of staff.
Fairness – Honesty and fairness of system/organization.
Access – Availability of staff, services, and records.
Look and Feel – Appearance, comfort of environment and staff.
Safety and Security – Customer Safety and Confidentiality.
Convenience – Ease of obtaining product or service.
Value and Cost – Value of the product or service compared to cost.
Central Services Budget:
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AGENDA ITEM 2.2
ATTACHMENT 1
13
Central Services Personnel Costs (including training): $396,696
This represents 5.6% of the City’s total budget for General Fund and Street Operations
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14
Public Works
The Medina Public Works Department maintains landscaping, lawns, and irrigation systems.
The Department also maintains infrastructure throughout the City.
City Infrastructure:
Streets – 39.6 Lane Miles of Streets
Sidewalks – 35,000 Linear Feet (approximately 7 miles)
Parking Lots – 7
Bridges – 7
Public Park and Natural Areas – 29.74 Acres
Power/Light Poles – 151
City Hall Building – 9,791 Square Feet
City Hall Grounds – Included in Public Park
Medina Post Office Building – 1,500 Square Feet
Medina Post Office Grounds – 21,085 Square Feet
Value Replacement Costs of City Infrastructure:
Work in progress.
Landscaping, Lawns, and Irrigation Maintenance:
City Hall
Medina Beach
Viewpoint Park
84th St Dock
Lake Lane Dock
Fairweather Park
Indian Trail
Medina Park
Roadside Planting
Rights-of-Way
City Events
Infrastructure Maintenance:
City Hall
Post Office
Picnic Shelter
Restrooms
Bocce Ball Court
Basketball Court
Tennis Courts
Dog Wash Station
Drinking Fountains and Aerators
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AGENDA ITEM 2.2
ATTACHMENT 1
15
Playground
Public Works Shop
Beach Docks
Park Bridges
Notice Boards
Dog Waste/Garbage Stations
Dog Agility Course
Benches and Tables
Bollards
Street Signs
Flags and Flag Poles
Parking Lots
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AGENDA ITEM 2.2
SMM Draft
{SXM2365230.DOCX;3/05708.000002/ }
CITY OF MEDINA
Reference Sheet for Council Meeting Rules, Procedures and Voting
Councilmember Conduct in Council Meetings.1 Councilmembers shall:
❑Act in a courteous, professional and respectful manner toward each other, Staff and the public.
❑Have reviewed Council agenda materials; be prepared to substantively address all items in a
reasonable manner.
❑Maintain a balanced, open perspective and sense of humor in conducting business.
❑Avoid surprising one another or Staff with relevant issues or questions that could be researched,
evaluated, and individually discussed before the meeting.
❑Respect and abide the majority vote of the Council ; speak with one voice on the topic going forward;
not undermine the Council decision.
❑Conduct Council business expeditiously; refrain from rehashing prior information; refrain from side
conversations with each other or the public during the meeting.
❑Not be repetitive in arguments or discussion; no personal attacks on other members.
❑Use City-provided electronic device to view the agenda packet and perform the Council's business.
See Guidelines at Chapter 6. Councilmembers may use personal or ot her electronic devices with
advance notice and permission of the Mayor. In the event a change of device during a meeting is
necessitated by, for example, a dead battery, the Councilmember will contemporaneously advise
the Mayor thereof.
Basic Procedures for Council Action.2
❑Council action may only be taken in a meeting. A quorum of the Council (4 members) is required
to convene a meeting.
❑Meetings are conducted in accordance with the Open Public Meetings Act and Roberts Rules of
Order, which should be consulted as necessary.
❑The Mayor (or designee) chairs and conducts the meeting. Procedural decisions may be appealed
by Councilmembers.
❑Action is taken by motion, which may stand alone, or may amend, approve and/or adopt resolutions
and ordinances as presented or as modified.
❑Motions must be clearly stated and receive a second before discussion. Each Councilmember may
address the motion, after which the Mayor will call for additional comments or call the vote.
❑Motions may be amended; each amendment shall be voted on serially or in reverse order in the
case of multiple pending amendments.
Basic Voting Procedures.3
❑A majority vote of the Councilmembers present is required to amend, pass or adopt any motion,
except as otherwise required by law. Tie votes do not constitute a majority vote.
❑Each Councilmember present shall vote on all motions called for vote unless s/he desires to abstain
or has an actual or potential conflict of interest and timely follows the procedures below.
1 Council Rules & Guidelines (2.2020) Sec. 4.7 (edited for brevity).
2 Council Rules & Guidelines (2.2020) Sec. 5.1—5.5 (edited for brevity).
3 Council Rules & Guidelines (2.2020) Sec. 5.6 (edited for brevity).
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AGENDA ITEM 2.4
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{SXM2365230.DOCX;3/05708.000002/ }
❑ Every vote shall be cast in a clear voice when called by the Mayor unless an electronic voting device
is used. If the Mayor requests a vote by roll call or show of hands, Councilmembers shall comply.
❑ The Mayor shall announce the vote tally and state whether the motion passes or fails. The Mayor
may comment on or explain the consequences thereof and any other pertinent information.
❑ Abstention. A Councilmember may abstain from voting but shall first advise the Mayor and Council
thereof and state the reason. Abstentions shall be ignored in counting the affirmative and negative
votes unless RRO or the law requires otherwise.
❑ Conflict. Councilmembers may on occasion have a legal or other c onflict that should or does
prevent them from participating in a specific matter and/or voting on a specific motion (known as
“recusal”). If a Councilmember believes or suspects they may have a conflic t, they should promptly
advise the City Manager who may confer with the City Attorney. Because conflicts can be complex,
Councilmembers should periodically review Chapter 7 of the Council Rules & Guidelines.
ATTACHMENT 1
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Medina City Council Rules & Guidelines (2020) -- 1 {EFM2052423.DOC;4/05708.000002/ }
CITY OF MEDINA
CITY COUNCIL RULES & GUIDELINES
Adopted by the Medina City Council
February 10, 2020
ATTACHMENT 2
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Medina City Council Rules & Guidelines (2020) -- 2 {EFM2052423.DOC;4/05708.000002/ }
MEDINA CITY COUNCIL RULES AND GUIDELINES
TABLE OF CONTENTS
Chapter 1 Overview and Information Sources
1.1 Introduction ..................................................................................................4
1.2 Independent Municipal Resources ...............................................................4
1.3 Medina Organizational Chart .......................................................................5
Chapter 2 City Council Responsibilities and Values
2.1 Governing Documents .................................................................................7
2.2 Revised Code of Washington.......................................................................7
2.3 Open Public Meetings; Public Records ......................................................7
2.4 Form of Medina Government; Separation of Powers .................................7
2.5 Medina Municipal Code ..............................................................................7
2.6 Medina Personnel Policy Manual ................................................................8
2.7 Medina Annual Budget ................................................................................8
2.8 Medina Comprehensive Plan; Coordinated Growth and Development .......8
2.9 Medina Comprehensive Emergency Management Plan .............................8
2.10 Medina City Council Values ........................................................................9
2.11 New Councilmember Orientation ...............................................................9
Chapter 3 Councilmember Roles and Duties
3.1 Introduction City Council Generally .........................................................10
3.2 Duties of City Council ...............................................................................10
3.3 Selection and Role of Mayor ....................................................................11
3.4 Selection and Role of Deputy Mayor .........................................................11
3.5 Advisory Boards and Commissions ..........................................................12
3.6 City Council Committees ..........................................................................14
Chapter 4 City Council Meetings and Rules
4.1 Regular Council Meetings .........................................................................15
4.2 Special Council Meetings ..........................................................................15
4.3 Council Study Sessions ..............................................................................15
4.4 Council Executive Sessions .......................................................................15
4.5 Public Notice of Council Meetings and Hearings......................................16
4.6 Council Meeting Agendas..........................................................................16
4.7 Council Meeting Rules for Councilmembers ............................................17
4.8 Council Meeting Rules for Public Participants .........................................17
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{EFM2052423.DOC;4/05708.000002/ }
4.9 Council Meeting Recordings and Minutes ...............................................18
Chapter 5 City Council Meeting Procedures
5.1 Parliamentary Procedure ............................................................................19
5.2 Council Meeting Decorum and Order ........................................................19
5.3 Order of Discussion ...................................................................................19
5.4 Discussion Limits.......................................................................................19
5.5 Ordinances, Resolutions and Motions ......................................................19
5.6 Council Voting and Conflicts ....................................................................20
5.7 Attendance at Council Meetings Required ................................................20
5.8 Remote Participation at Council Meetings ................................................21
Chapter 6 Councilmember Actions and Legal Duties
6.1 Importance of Open Public Meetings ........................................................22
6.2 Representatives of City Act in Accordance with City Policies .................22
6.3 City Council Communications and Records ..............................................22
6.4 Social Media Policy for Councilmembers ................................................24
Chapter 7 Councilmember Conflicts Of Interest
7.1 Conflicts of Interest....................................................................................25
7.2 Appearance of Fairness ..............................................................................26
Chapter 8 Interaction Between City Staff and Councilmembers
8.1 Overview ....................................................................................................27
8.2 City Manager .............................................................................................27
8.3 Council Rules for Interacting with City Staff ............................................27
8.4 City Attorney .............................................................................................28
Chapter 9 Consequences of Violating Rules
9.1 Consequences of Violation ........................................................................29
9.2 Process for Censure....................................................................................29
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{EFM2052423.DOC;4/05708.000002/ }
Chapter 1
OVERVIEW AND INFORMATION SOURCES
1.1 Introduction
The Medina City Council Rules & Guidelines are intended to centralize information on
common issues and procedures related to local government, the operation of the Medina
City Council, and the roles and responsibilities of Medina City Councilmembers. These
Guidelines are based on State statutes, City ordinances, court cases, parliamentary
procedure guides, and other sources, but are not a substitute for those sources. All
Councilmembers shall attend periodic training and refresher courses approved or
endorsed by the City and other municipal entities. All Councilmembers are expected to
follow these Guidelines and be bound by them unless excused by a vote of at least five
members of the City Council.
1.2 Independent Municipal Resources
Many informational resources are available to Councilmembers, starting with City staff.
Two principal organizational sources are MRSC and AWC:
1.2.1. Municipal Research & Services Center of Washington
The Municipal Research and Services Center (MRSC) is a private, non-profit
organization based in Seattle, Washington. MRSC is funded by the state legislature, with
a mission to promote excellence in Washington local government through professional
consultation, research and information services. MRSC information and research
services are available free of charge to elected officials and staff of Washington city and
county governments. MRSC serves Washington local governments by providing: (1)
Dependable advice from a multidisciplinary team of professional consultants; (2) A
comprehensive Web site; (3) Access to thousands of sample documents; (4) Timely and
informative print and electronic publications; and (5) Access to the largest local
government library collection in the Northwest. MRSC is not dedicated to representing
or supporting any particular city, however, and is not a substitute for the City's staff.
MRSC produces a number of useful guides and handbooks for Councilmembers which
are used statewide, including the following:
• Mayor & Councilmember’s Handbook. Revised August 2019. The Handbook
provides an overview of the structure of municipal government in Washington
and the role of the Councilmember in that structure. The primary focus is on
Council meetings.
• Local Government Policy-Making Process. Revised October 2017. This
publication describes the local government policy-making process, outlines
effective roles for local officials, and provides practical tips to make the local
policy-making process satisfying and productive.
• Knowing the Territory - Basic Legal Guidelines for Washington City,
County, and Special District Officials. Revised September 2019. This provides
a wealth of basic information about the nature, powers and duties of municipal
officials; how to stay "out of trouble"; limitations, regulations, and admonitions
ATTACHMENT 2
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{EFM2052423.DOC;4/05708.000002/ }
regarding the exercise of governmental powers; common conflicts of interest; the
Open Public Meetings Act; the Appearance of Fairness Doctrine; and legislative
immunities and protections.
1.2.2 The Association of Washington Cities
The Association of Washington Cities (AWC) is a longstanding private, nonprofit, non-
partisan corporation that represents Washington's cities and towns collectively before the
state legislature, executive branch and regulatory agencies. Membership is voluntary, but
AWC consistently maintains 100% participation from Washington's 281 cities and towns.
A 24-member Board of Directors oversees AWC' activities, which focus service work in
five areas:
• Legislative representation
• Educational training
• Publications and resources
• Technical assistance in personnel and labor relations, energy, transportation,
budgeting, planning, risk management and employee wellness
• Member programs such as municipal liability and property insurance,
employee drug and alcohol testing, and employee benefits
1.3 City Organizational Chart
An organizational chart of the City follows on the next page.
ATTACHMENT 2
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AGENDA ITEM 2.4
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Chapter 2
CITY COUNCIL RESPONSIBILITIES AND VALUES
2.1 Introduction to Council Service and Responsibilities
City Councilmembers not only legislate for the City and establish important and critical
community policies, but serve as the "board" members of a public municipal corporation
having an annual budget of several million dollars and extensive responsibility for
maintaining and regulating the public health, safety and welfare. The Council acts
collectively, and every Council action affects the public. Councils must exercise their
authority in accordance with federal, state and local law, and each Councilmember must
be mindful of their oath and charge to act for and on behalf of the City.
These Guidelines provide a summary of important aspects of City and Council activities,
but it cannot incorporate all material and information necessary for undertaking the
business of the Council or the role of Councilmember. The following list briefly
summarizes some of the key principles of government, sources of City and Council
authority to govern, and the procedures it must use in doing so.
2.2 Revised Code of Washington
The Revised Code of Washington (RCW) is the compilation of all permanent state laws
now in force. The RCWs are enacted by the state legislature and signed by the Governor,
or enacted via the initiative process. State laws contain many requirements affecting the
operation of every city government and administration of meetings and activities of every
city council throughout the state.
2.3 Open Public Meetings; Public Records
Two of the most important procedural laws the City and Council must follow at all times
are the Open Public Meetings Act (OPMA; RCW 42.30) and Public Records Act (PRA;
RCW 42.56). These two statutes are mentioned here and frequently throughout the
Guidelines because of their pervasive importance.
2.4 Form of Medina Government; Separation of Powers
Medina is an optional code city under RCW Title 35A (Optional Municipal Code). As
such, Medina is vested with the broadest powers of incorporated cities under the State
constitution and the RCW. Medina uses a Council-Manager plan of government pursuant
to RCW 35A.13, which separately assigns the City's legislative authority to an elected
City Council and the City's the administrative authority to the City Manager. Under that
system, the City Manager is appointed and removed by the Council, but the Council is
prohibited from interfering with the City Manager's administrative duties. The City
Manager thus functions as a chief executive officer, responsible for directing the daily
operations of City government and all of its administrative actions, departments and
functions.
2.5 Medina Municipal Code
The Medina Municipal Code (Code) is the repository for the local laws and regulations
adopted by the Council, typically through ordinances and sometimes resolutions. Title 2
of the Code addresses the role of the Medina Council and describes its organization, its
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meetings and responsibilities, and the appointment of the City Manager, City advisory
boards and City commissions. The Code compiles the broad array of local laws adopted
by the Council, including zoning and land use standards, health and safety issues, police
and traffic regulations, building standards, and revenue and finance issues.
2.6 Medina Personnel Policy Manual
The City maintains a Personnel Policy Manual which covers many subjects pertinent to
City employees. While they are not employees, Councilmembers shall follow applicable
policies, provisions and requirements of the Manual including but not limited to travel on
City business, overnight stays, and expense reimbursement for transportation,
accommodations, meals, per diem limits, incidental expense limits, use of personal
vehicles, and expense reporting.
2.7 Medina Annual Budget
The City's annual budget is the primary tool and road map for accomplishing the goals of
the City. The annual budget is prepared and proposed by the City staff and then
reviewed, altered as appropriate, and approved by the Council. It comprises one of the
most important processes the City undertakes because it sets City priorities and policies,
and establishes and allocates funding levels and tax revenues. All of that in turn provides
the framework for the governmental and administrative operations of the City for the
coming year.
2.8 Medina Comprehensive Plan; Coordinated Growth and Development
The authority for and requirements related to the City's comprehensive plan derive from
the Washington Growth Management Act (GMA; codified primarily at RCW 36.70A).
The GMA was enacted in 1990 in response to rapid population growth and concerns with
suburban sprawl. It recognized the need for comprehensive and coordinated planning
within and among adjacent jurisdictions, the need for environmental regulation to protect
Washington's resources and quality of life, and related issues. Counties and cities
planning under the GMA are required to adopt formal planning policies in their
comprehensive plan that will then guide their respective land use and development
activities. Nearly all western and some eastern Washington cities and counties are
required to plan under the GMA.
The Medina Comprehensive Plan is the blueprint for the City's physical character, its
future development and changes, and look and feel of the City. It is updated once
annually and creates the conceptual starting point for the City's specific development
regulations and procedures. The City's development regulations must be consistent with
the City's comprehensive plan, which must in turn be consistent with the comprehensive
plans of surrounding cities and King County.
2.9 Medina Comprehensive Emergency Management Plan
The City maintains a Comprehensive Emergency Management Plan (CEMP) that outlines
actions to be taken during times of extreme emergency. When the Mayor is called upon
to declare the emergency, the Police Chief then directs all disaster response activities per
the CEMP. Because the Council may be called upon during an emergency to establish
policies related to a specific incident, Councilmembers should become familiar with the
CEMP.
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2.10 Medina City Council Core Values
The Medina City Council annually adopts or reaffirms core values for its actions and the
actions of its Councilmembers, as follows:
❑ The Council will listen to the community with a goal of achieving the
community's interests and objectives.
❑ Councilmembers hold public trust and are fiduciaries of public funds. The
Council will strive for sustainable policies that support City finances and
goals, and the local economy.
❑ Councilmembers will be respectful at all times, and use their best efforts to
collaborate with each other and seek consensus wherever possible.
❑ Councilmembers will exhibit respect for the professionalism and expertise of
the City Manager and staff.
❑ Councilmembers will comply with open government laws, including the
Public Records Act and Open Public Meetings Act, to promote transparency
and maintain trust in government.
❑ Councilmembers will come to meetings prepared. Council meetings will be
focused and expeditious, and the Council will strive to make decisions
efficiently and with an eye toward finality.
❑ Councilmembers are community leaders. They will listen and act fairly, will
strive to avoid conflicts of interest, and will set a good example by following
City codes and policies.
2.11 New Councilmember Orientation
It is important for the members of the City Council to gain an understanding of the full
range of services and programs provided by the City. As new members join the Council,
the City Manager and City Clerk will host an orientation program that provides an
opportunity for members to tour municipal facilities and meet with key staff within the
first quarter of taking office. Another training opportunity for new members is the
Association of Washington Cities-sponsored newly elected officials' orientation. At any
time, if there are facilities or programs about which you would like more information,
arrangements will be made to increase your awareness of these operations.
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Chapter 3
COUNCILMEMBER ROLES AND DUTIES
3.1 Introduction
The City Council is the policy and law making body of the City. State law and local
ordinances grant the powers and responsibilities of the Council. The Council may only
act as a body and pursuant to consensus or majority vote of the applicable quorum
requirements (colloquially "majority"). No Councilmember has any extraordinary
powers beyond those of other Councilmembers. While the Mayor has some additional
responsibilities such as developing the Council agenda and chairing meetings, when it
comes to establishing policies, voting, and other matters all members are equal. It is also
important to note that policy is established by at least a majority vote of the Council.
Although individual Councilmembers may disagree with decisions of the majority, a
decision of the majority does bind the Council to a course of action. Councilmembers
should respect adopted Council policy. In turn, it is Staff’s responsibility to ensure the
policy of the Council is carried out.
The City Council is responsible for appointing one position within the City
organization—the City Manager. The City Manager serves at the pleasure of the
Council. The City Manager is responsible for all personnel within the City organization,
including the city attorney, city engineer, and hearing examiner.
Except for the purpose of inquiry, the Council and its members must deal with the
administrative personnel solely through the City Manager or the manager's designee in
accordance with law. Neither the Council nor any Councilmember may give orders to
any subordinate of the City Manager.
3.2 Duties of City Council
The following is a non-exclusive outline of City Council duties and responsibilities:
1. Establish Policy
a. Adopt goals and objectives
b. Establish priorities for public services
c. Approve/amend the operating and capital budgets
d. Approve contracts over $50,000
e. Adopt resolutions
2. Enact Local Laws
a. Adopt ordinances
3. Supervise Appointed Officials
a. Appoint City Manager
b. Evaluate performance of City Manager
c. Establish advisory boards and commissions
d. Make appointments to advisory bodies
e. Provide direction to advisory bodies
4. Provide Public Leadership
a. Relate wishes of constituents to promote representative governance
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b. Mediate conflicting interests while building a consensus
c. Call special elections as necessary
d. Communicate the City's vision and goals to constituents
e. Represent the City's interest at regional, county, state, and federal
levels as authorized by Council
5. Decision-Making
a. Study problems
b. Review alternatives
c. Determine best course of public policy
3.3 Selection and Role of Mayor
3.3.1 Selection of Mayor
Biennially at the first meeting of the new Council, the Councilmembers shall select a
Mayor using the following procedure. The City Clerk shall preside over the election.
1. Any Councilmember may nominate him or herself or a fellow member.
No second is required. Councilmembers may decline their nominations if
desired. When all nominations have been received, the nomination period
shall be closed.
2. Nominees and nominators may make a brief statement in support of their
nominations before the City Clerk closes the nomination period.
3. If more than one nomination is received, the Clerk shall ask the
Councilmembers one by one to express their votes. A nominee must
receive a majority vote to be selected as Mayor.
4. If a roll call vote fails to garner a majority of votes for a single nominee,
motions may be made, and seconded, to: (1) continue the vote to the next
meeting, with the incumbent Mayor remaining until then; or (2) remove
the nominee with the lowest number of votes and call for a re-vote; or (3)
re-open the floor for additional nominations; or (4) continue voting until a
single nominee receives a majority vote. In lieu of motions, the Council
may reach a consensus on how to proceed.
3.3.2 Role of Mayor
The Mayor serves as the presiding officer and acts as chair at all meetings of the City
Council. The Mayor may participate in all deliberations of the Council in the same
manner as any other member and is expected to vote in all proceedings unless a conflict
of interest exists. The Mayor has no veto power. The Mayor may not move an action,
but may second a motion. Responsibility to act as the City Council's ceremonial
representative at public events and functions has been assigned to the Mayor. The Mayor
is vested with the authority to initiate and execute proclamations. The Mayor shall serve
as a member of all Council standing committees.
3.4 Selection and Role of Deputy Mayor
3.4.1 Selection of Deputy Mayor
Biennially at the first meeting of the new Council, the Council shall decide by majority
vote whether to select a Deputy Mayor, or whether to appoint a Councilmember to serve
as mayor pro-tempore as the need arises. See RCW 35A. 13.035 ("Biennially at the first
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meeting of a new council, or periodically, the members thereof, by majority vote, may
designate one of their number as mayor pro tempore or deputy mayor for such period as
the council may specify, to serve in the absence or temporary disability of the mayor; or,
in lieu thereof, the council may, as the need may arise, appoint any qualified person to
serve as mayor pro tempore in the absence or temporary disability of the mayor."). If the
Council decides to appoint a deputy mayor, he or she shall be selected through the same
process for electing the mayor.
3.4.2 Role of Deputy Mayor
The Deputy Mayor shall fulfill the Mayor's duties in the absence of the Mayor. In the
absence of both the Mayor and Deputy Mayor, the Council shall appoint another
Councilmember to fulfill the duties.
3.5 Advisory Boards and Commissions
3.5.1 Role of Advisory Boards and Commissions
The City Council is empowered to create advisory boards and commissions pursuant to
the provisions of Title 35A RCW, or such advisory boards or commissions not
specifically enumerated, as the Council deems necessary or advisable. In the exercise of
this power, it is the desire of the Council to establish a consistent policy in its decision-
making role to fairly and equitably evaluate those citizens of the community who
demonstrate a desire to serve on such boards or commissions.
Boards, commissions, and citizen committees provide a great deal of assistance to the
Council when formulating public policy and transforming policy decisions into action.
The City currently has a standing Park Board and a Planning Commission. In addition,
special purpose committees and task forces may be appointed by the Council to address
issues of interest or to conduct background work on technical or politically sensitive
issues. Special purpose committees and task forces will be dissolved upon completion of
the intended task.
The Council may annually develop a work plan for the Council, a statement of the City
Manager's objectives, and work plans for its standing boards and commissions. The
Council may assist in coordinating implementation of such work plans.
Standing boards and commissions shall conduct regular meetings that are open to the
public in accordance with the Open Public Meetings Act, RCW 42.30 ("OPMA"). Upon
formation of any special purpose committee or task force, the Council shall determine,
based upon the committee's structure and function and with advice from the City
Attorney, whether such committee shall be subject to the OPMA.
3.5.2 Appointments, Qualifications, and Terms of Service
Persons wishing to be considered for appointment or reappointment to the Park Board or
Planning Commission shall submit to the City Clerk's office an application on a form
provided by that office. It is the policy of the City Council that each applicant be
evaluated on an objective basis utilizing the following criteria:
1. Residency: Members shall be residents of the City of Medina.
2. Sectional Composition: Consideration should be given toward
maintaining an equitable balance of community representation on all
boards and commissions. Multiple members from the same family or
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household will not be appointed to a single board or commission in order
to avoid the reality or appearance of improper conflict, influence or favor.
3. Occupation: A broad mix of occupational backgrounds on all boards and
commissions will be attempted as appointments are considered.
4. Knowledge of Municipal and Planning Process: When ranking equally
qualified applicants, consideration shall be given to background
experience and knowledge of the municipal process as appropriate to the
position in reaching a decision.
5. Contributive Potential: Consideration will be given to the potential
contribution that each applicant may make if appointed to a board or
commission. Criteria to guide this evaluation may include:
a. Ability to communicate effectively
b. Desire to perform public service
c. Ability to express ideas, concepts, or philosophies
d. Desire to participate in decision-making process
6. Leadership Potential: Since each appointee may be called upon to serve as
a chair, consideration will be given to each applicant's leadership abilities,
including:
a. Past or present leadership experience (current employment, special
interests, etc.)
b. Past or present participation in community services
c. Expressed interest in a leadership role
No person shall be appointed to serve as a member of more than one board or
commission at the same time. Persons serving on a board or commission who have
requested appointment to another board or commission position may be appointed to such
position if they, concurrent with the appointment, resign from the board or commission
position they are then holding.
3.5.3 Appointment Process
The following process shall govern the appointment of persons to advisory boards and
commissions.
1. The Mayor, together with two other Councilmembers designated by the
Mayor, shall constitute a personnel committee to perform the interviews
and recommendations for appointments to the Planning Commission and
Park Board. The personnel committee shall interview the applicants,
although the committee may make recommendations after reviewing
applications and without conducting interviews. Upon completing its
review, the personnel committee shall make a recommendation of
appointment (or no appointment) to the Council.
2. After the personnel committee has forwarded its recommendation to the
Council, the Council will be given copies of all applications and will have
at least ten days to review and evaluate the applicants and committee's
recommendation prior to the meeting at which the Council will be asked to
make an appointment or confirm a recommendation.
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3. The City Clerk will promptly notify each applicant and the chair of the
affected board or commission of the Council's decision made at step 2
above.
3.5.4 Councilmember Roles and Relationship with Advisory Bodies
Councilmembers, in their capacity as private citizens, should refrain from providing
comment or testimony in matters pending before an advisory board that will receive, or
could potentially receive, future review or other action before the Council. Where a
Councilmember believes they may wish to provide such comment or testimony, the
following shall apply:
1. The Councilmember shall timely advise the City Manager of their desire
to provide comment or testimony so the Manager may obtain input and
advice from the City Attorney and transmit that to the Councilmember
before any comment or testimony is provided.
2. If comment or testimony is not prohibited by law, the Councilmember will
declare in the submitted comment and/or at the outset of any testimony
upon the record that the Councilmember is present and acting in his or her
private capacity as an interested citizen, and not on behalf or at the request
of the City Council.
3. The Councilmember shall refrain from stating or implying that the
Councilmember's position or opinion is or may be that of the City Council.
4. The Councilmember shall refrain from directing City Staff or the advisory
body to take any action on behalf of the Councilmember or his/her
comment or testimony.
5. In addition to these Guidelines. the Councilmember shall observe all rules
of procedure and protocol that apply to any other private citizen making
such comment or testimony to the advisory board.
3.6 City Council Committees
Council committees are policy review and discussion arms of the Council, made up of no
more than three Council members, that discuss issues and develop recommendations for
consideration by the full Council. Committees may be ad hoc or standing.
The City Manager or Council by majority vote or consensus may send items to
committees for review on an as-needed basis. Committees shall meet as needed to carry
out their purpose. Committee meetings shall be open to the public as required by the
Open Public Meetings Act (OPMA).
Membership on each Council committee shall include the Mayor. The Mayor shall make
appointments to each committee after asking each Councilmember's preference and
taking those preferences into account.
Committees may be formed on any topic, and currently include Personnel and Finance
committees. Committees are intended to be flexible and may be dissolved and
reconstituted by the full Council depending on the needs of the City. A committee may
be dissolved upon motion and approval by a majority of Council. Committee topics and
structures should be determined in January of each biennium, but may be addressed more
frequently.
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Chapter 4
CITY COUNCIL MEETINGS AND RULES
The City Council's collective policy and law-making powers are put into action at
Council meetings. Council meetings are where the Council conducts its business and are
governed by the Council. The transparent conduct of City business is required and
regulated by statute and provides the opportunity for citizens to be present and to be
heard, and for City officials, Staff and Council guests to be available to the Council, press
and public. These attributes comprise the essential components of the democratic nature
of local government in Washington.
4.1 Regular Council Meetings
"Regular meetings" are scheduled in the Medina Code for the second and fourth Monday
of each month at 6:30 p.m. in the City Hall Council chambers, 501 Evergreen Point
Road, Medina. When these days are designated as a legal holiday, the Council meeting
will be held the next business day or on an alternative day selected by the Council. As a
general rule, at regular meetings the Council can consider and take action on any topic
regardless of whether it is posted in the meeting agenda.
All Council meetings shall be conducted in accordance with the Open Public Meetings
Act, RCW 42.30 (OPMA) and these Guidelines. Council meetings are recorded and
minutes produced by the City Clerk for Council approval.
4.2 Special Council Meetings
"Special meetings" may be called by the Mayor or by a majority of the Councilmembers
pursuant to the OPMA and require posting and distributing a meeting notice and agenda
at least 24 hours in advance of the meeting time. The notice and agenda must be
distributed by the City to a pre-existing list of recipients (which includes news media and
others requesting receipt of such notices). Other requirements for special meetings are
set forth in the OPMA.
4.3 Council Study Sessions
The Council may meet informally in a "study session" during any regular or special
meeting. The study session is the forum used by Council to review forthcoming
programs of the City, to receive progress reports on current issues, to engage in extended
discussion of pending topics, and/or to receive and comment on extensive or detailed
information from the City Manager and others. Discussions are generally informal and
need not follow a particular format. Final action may be taken in accordance with the
OPMA.
4.4 Council Executive Sessions
An executive session of the Council my called at any time as provided in the OPMA. At
the call of the Mayor or with a majority vote, the Council may convene in executive
session to privately discuss and consider matters of confidential concern to the City.
Matters discussed and documents reviewed in executive sessions may not be divulged by
any Councilmember to any other person without prior authorization of a majority of the
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Council. The purposes for which an executive session may be held are specified in the
OPMA (at RCW 42.30.110) and include the following typical reasons:
❑ Discussion with legal counsel of pending or potential litigation or agency
policies and enforcement actions
❑ Property acquisition/disposition when public knowledge of the discussion
could harm the City's bargaining position
❑ Matters affecting national security
❑ Performance review of publicly bid contracts when public knowledge of the
discussion could lead to a likelihood of increased price
❑ Review of complaints or charges against a public officer or employee
❑ Review of qualifications and performance of employees and certain applicants
❑ Evaluation of qualifications of candidates for appointment to an elective office
Before convening in executive session, the Mayor shall publicly announce the purpose
for the executive session by citation to the OPMA, and the anticipated time when the
executive session will be concluded. The Mayor shall indicate whether Council action is
likely to be taken (or not) after the executive session. An executive session may be
extended to a stated later time by announcement of the Mayor. At the conclusion of an
executive session, if it is the last item of business on the Council's agenda, the Council
shall reconvene to regular session, take action if appropriate, and adjourn its meeting.
4.5 Public Notice of Council Meetings and Hearings
Cities are charged by statute with establishing and following procedures for notifying the
public of upcoming Council meetings, hearings and agendas. The City Clerk is
responsible for publishing and posting all notices and agendas required by law and these
Guidelines.
4.5.1 Notice of Council Meetings and Agendas. The public shall be
notified of the preliminary agenda for each regular City Council meeting by posting a
copy of the agenda at City Hall and on the City's official website at least 24 hours in
advance of the meeting. Earlier notice is typically given by the Clerk.
4.5.2 Notice of Council Hearings. Except where a specific means of
notifying the public of a hearing is provided by law or ordinance, public hearings before
the City Council or the City's boards and commissions shall be noticed through one
publication on the City's website and in its official newspaper notice, at least ten days
before the hearing date, and shall contain the time, place, date, subject, and body before
whom the hearing is to be held. RCW 35.22.288.
4.6 Council Meeting Agendas
The City Manager shall have primary responsibility for placing items on the Council
agenda. The City Manager, Mayor and often the Deputy Mayor will review the agenda
prior to each regular meeting. Items of City business may be added by request of two or
more Councilmembers. So that staff have time to prepare and Councilmembers are not
prejudiced by addition of last-minute agenda items, Councilmembers must notify the City
Manager of desired agenda items at least seven calendar days in advance of the meeting.
The Council shall use a consent agenda for routine items not requiring in-depth
discussion. A Councilmember may make a motion to remove an item from the consent
agenda for full consideration by the Council.
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Councilmembers shall review the agenda and packet in advance of the meeting, and
address any questions to Staff ahead of time if possible to facilitate productive and
efficient meetings.
4.7 Council Meeting Rules for Councilmembers
❑ Councilmembers shall act in a courteous, professional and respectful manner
toward each other, the staff and the public.
❑ Councilmembers shall have reviewed the agenda materials and be prepared to
substantively address all items on the Council agenda in a reasonable manner.
❑ Councilmembers shall use their best efforts to maintain a balanced and open
perspective, and a sense of humor, in conducting Council and public
business.
❑ Councilmembers shall avoid surprising one another or Staff with relevant
issues or questions that could be researched, evaluated, and individually
discussed before the meeting.
❑ Councilmembers will respect and abide the majority vote of the Council and
speak with one voice on such topic going forward. Councilmembers should
not work to undermine the decision of the Council. Councilmembers shall
move forward expeditiously with Council decisions without rehashing
previously discussed information or engaging in conversation with the public
during the business meeting.
❑ Councilmembers shall use their City-provided electronic device to view the
agenda packet and perform and complete the Council's business. See
Guidelines at Chapter 6. Councilmembers may use personal or other
electronic devices with advance notice and permission of the Mayor. In the
event a change of device during a meeting is necessitated by, for example, a
dead battery, the Councilmember will contemporaneously advise the Mayor
thereof.
❑ Councilmembers shall not be repetitive in arguments or discussion or
personally attack other members who may have contrary views.
4.8 Council Meeting Rules for Public Participants
4.8.1 Written Communications
All persons may address the Council by written communications, including via e-mail.
Written communications timely received by the City pertaining to items for which a
public hearing has been scheduled will be made a part of the public record by the City
Clerk who shall read the comment aloud and submit the communication into the record.
4.8.2 Verbal Communications.
Council meetings are recorded. Each person addressing the Council at a regular or
special meeting (if allowed) will do so from the podium and will speak in an audible tone
of voice. Public comments shall be allowed only during the designated comment
period(s) of Council meetings and public hearings. Speakers shall comply with the
following rules:
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1. Prior to making comments the speaker shall fill out the Clerk's comment
card, and first give his/her name and address before starting comments.
2. Comments shall relate to matters of Council action and City business.
3. Comments shall be limited to three minutes unless a greater length of time
is requested and approved by the Mayor.
4. All comments shall be addressed to the Council as a body and not to any
member thereof. No comments shall be directed to Staff without the
Mayor's permission.
5. Speakers may be asked to keep their remarks courteous and respectful.
Speakers shall not engage in conduct that unreasonably disrupts the
meeting, nor make comments for commercial or other purposes unrelated
to the Council's business.
6. Councilmembers shall not engage in debate or conversations with
speakers or each other during the comment period or otherwise, but may
ask clarifying questions when recognized by the Mayor. Public comments
or questions requiring a Staff response shall typically be referred to the
City Manager for follow-up.
4.9 Council Meeting Recordings
The City Clerk shall make and keep audio recordings of all meetings of the City Council,
except those meetings or portions thereof conducted in executive session. Recordings
and related records of all Council meetings shall be retained by the City in accordance
with the Washington State Records Retention Schedule, the Public Records Act, and
other applicable statutes.
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Chapter 5
CITY COUNCIL MEETING PROCEDURES
5.1 Parliamentary Procedure
Unless otherwise addressed by these Guidelines, Council meetings shall be conducted in
accordance with traditional rules of parliamentary procedure, for which Roberts Rules of
Order (RRO) will be consulted when necessary. Parliamentary rules are intended to
assist the Council in conducting business in an orderly manner, but strict adherence to
parliamentary procedure shall not be required. Councilmembers are encouraged to work
through discussions by consensus wherever possible. In the event that the procedure for
considering a matter is unclear or in dispute after referencing RRO, the following
procedure shall be employed: (a) a motion shall be made proposing a course of action; (b)
a second shall be required; (c) thereafter, each Councilmember shall be afforded the
opportunity for discussion; and (d) the Mayor shall call for a vote. The Council shall be
bound by the results of the vote.
The Mayor or a Councilmember may ask the City Attorney for clarification or guidance
on matters of parliamentary procedure. The City Manager, City Clerk, and City Attorney
shall have the ability to raise points of order as necessary to clarify the record or a point
of contention, or assist the Council in avoiding improper or legally deficient action.
5.2 Council Meeting Decorum and Order
The Mayor shall preserve decorum and decide all questions of order, subject to appeal to
the full Council. During Council meetings, Councilmembers shall preserve order and
decorum, shall not delay or interrupt the proceedings nor refuse to obey the legitimate
directives of the Mayor or the requirements of this Guidelines and the rules of protocol.
Any person making personal, impertinent, or slanderous remarks and/or who creates an
unreasonable disruption while addressing the Council shall be directed to cease by the
Mayor. If unreasonably disruptive conduct continues, the person shall be removed from
the meeting by the City's Police Department.
5.3 Order of Discussion
The Mayor should follow the prepared agenda as much as possible. A Councilmember
may propose by motion that the order of agenda items be rearranged for necessity or
convenience.
5.4 Discussion Limits
Councilmembers are encouraged to discuss items during the decision-making process and
before taking action. A Councilmember should not speak more than once on a particular
subject until every other Councilmember has had the opportunity to speak.
5.5 Ordinances, Resolutions and Motions
Ordinances, resolutions and motions are the general mechanisms used by the Council to
take action. Motions are the most common form of Council action and must be made and
seconded before discussion. They are approved by a majority vote and should be handled
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generally as provided in RRO. Ordinances are the most formal of Council actions and
used to adopt local laws, regulations, substantive policies, budgets, taxes, etc.
Ordinances are prepared by the Staff in advance and are presented to Council for
consideration and possible action. They may be introduced in the form of a motion and a
second but must in every case be adopted via motion. Resolutions are the next most
formal Council action and used to document Council actions and decisions that do not
comprise the subject matter of an ordinance and are not required to be in ordinance form.
Resolutions are handled using the same procedure as ordinances.
5.6 Council Voting and Conflicts
Each Councilmember shall vote on all motions and questions put to the Council unless an
actual or potential conflict of interest under state law, appearance of fairness or otherwise
requires recusal of the Councilmember. See Guidelines at Chapter 7. In such event, the
Councilmember shall so advise the Mayor and Council when the matter giving rise to the
actual or potential conflict is called on the agenda, thus enabling the Councilmember and
Council to consider the issue and take the appropriate action.
Council vote tallies and procedures are as follows:
5.6.1 Affirmative and negative votes will be cast in an audible and clear
voice when called by the Mayor, unless the City has installed and is using an electronic
voting board, in which case each Councilmember shall cast and record their vote
electronically and the Mayor shall announce the vote total.
5.6.2 A Councilmember may abstain from voting on a motion or question,
but shall advise the Mayor thereof and state the reason when declaring her/his abstention.
Abstentions shall not be counted for or against any question or motion, and a majority of
the affirmative or negative votes cast shall be determined by ignoring abstentions, unless
RRO or State law requires a different calculation of the majority.
5.6.3 A tie vote results in the question or motion having failed. The
Mayor should explain the effect of the tie vote to the audience.
5.6.4 Reconsideration of a Council decision may be obtained by a majority
vote of the Council upon a new motion made by a Councilmember voting on the
prevailing side of the previous vote on the matter. Such motion shall be brought no later
than the next regular Council meeting after which the previous vote was taken. If the
vote to reconsider is approved, the previous matter is thereupon reopened for Council
discussion and further action.
5.7 Attendance at Council Meetings Required
It is important that Councilmembers personally attend all Council meetings. A
Councilmember may forfeit their office by failing to attend three consecutive Council
meetings without being excused by the Council. To be excused the Councilmember shall
advise the Mayor and City Manager prior to the meeting and state the reason for their
unavailability. During roll call at the meeting the Mayor shall inform the Council of the
absence and reason therefor. The Mayor may call for a nondebatable motion or seek
Council consensus on granting or denial of the absence. See RCW 35A.13.020 and
35A.12.060.
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5.8 Remote Participation at Council Meetings
Councilmembers may periodically be unable to personally attend a Council meeting for
reasons such as accidents, illness, emergencies, unforeseen urgent out-of-town business
or similar circumstances. In such infrequent event, Councilmembers may participate in
and vote during all or part of a regular or special Council meeting using electronic means
when all of the following conditions are met:
A. At least four Councilmembers are present in person at the meeting to
establish a quorum.
B. The majority of the entire Council membership consents to remote
participation, which consent shall not be unreasonably withheld.
C. All persons participating in the meeting, including the public and the
remote Councilmember(s), are able to talk and hear each other simultaneously so that
they are full participants in the meeting, and such connection is periodically confirmed
during the meeting by the Mayor and remote Councilmember.
D. Electronic connection devices such as speaker phones, computer video and
speakers, video connections, and/or other transmission options and devices are available
and fully functioning; and, if confidentially is required for the subject matter of any part
of the meeting (such as an executive session), the transmission medium is a verifiable
secure link.
E. The remote Councilmember(s) shall bear the cost of the electronic
equipment, connections and transmission except for equipment and connections currently
available at City Hall.
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Chapter 6
COUNCILMEMBER ACTIONS AND LEGAL DUTIES
6.1 Importance of Open Public Meetings
The City and Council shall comply with the Open Public Meetings Act at RCW 42.30
(OPMA). Councilmembers shall be mindful of OPMA laws when communicating with
each other by any means outside of a Council meeting. The OPMA mandates that four or
more Councilmembers may not discuss any item of City business outside an open public
meeting, including by phone calls or electronic means such as email, texting and social
media. Councilmembers are discouraged from sending communications concerning City
or Council business to fellow members as this tends to provoke electronic discussion that
could violate the OPMA. Councilmembers are instead encouraged to place items on the
meeting agenda for discussion, and to individually discuss matters with Staff or one-on-
one.
6.2 Representatives of City Act in Accordance with City Policies
It is a duty of Councilmembers, the Mayor and City Staff who represent the City to
advocate positions that are consistent with the Council's adopted or approved policies,
projects, and plans.
Should a circumstance occur in which a Councilmember or Staff member is in a position
of leadership in a professional association, they shall make it clear as to which entity (the
City or the professional association) s/he is representing.
Councilmembers should not be the point of contact with the media on matters of City
business. It is preferable for the City Manager or his/her designee to handle media
inquiries on matters of City business.
When making official comments on City businesses, Councilmembers shall state the
majority position of the Council, if known, on an issue. Personal opinions and comments
that differ from the Council majority may be expressed if the Councilmember clarifies
that these statements do not represent the Council's position. Before presenting the views
of another Councilmember, the Councilmember must obtain consent from that member.
In the occasion a Councilmember is expressing their personal interest or that of another
organization, the identity of the interest being expressed shall be made clear during the
speaking of such comments.
6.3 City Council Communications and Records
All elected officials, officers and employees shall comply with the Public Records Act,
RCW 42.56 (PRA), and the Open Public Meetings Act, RCW 42.30 (OPMA). To help
ensure that City business communications submitted to, from, and by Councilmembers
and City Staff complies with these acts, the following is emphasized:
6.3.1 Communications Generally. All "writings" in whatever form,
including letters, memoranda, text messages, emails, photographs, videos, social media
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postings, and recordings, the subject of which relates to the conduct of government or the
performance of any governmental function, are public records. Public records must be
retained by the City, including the City Council, and disclosed upon request. It is
unlawful to destroy or conceal a public record while a request for it is pending.
To enable the City to fulfill its core function of retaining and providing public records
upon request, each Councilmember shall be responsible for the following:
1. Forward all requests for records or documents they receive from the public
to the City Clerk for follow-up.
2. Avoid using personal email accounts, and never use text messaging, to
discuss, send, receive, create, or store public records. Councilmembers
should perform City business using their City-issued personal devices.
See Guidelines at Chapter 4.
3. Promptly transfer all received or created materials meeting the definition
of a "writing" or "public record" including emails, texts and social media
postings from personal devices or accounts to a City-owned account,
device, or server.
4. In the event of a public records request, cooperate with directions from
City Staff to access and search personal accounts and electronic devices,
provide all responsive public records and writings that may be contained
thereon, and execute a Nissen declaration provided by City Staff
evidencing such facts.
5. Refrain from deleting any public records and writings from personal
accounts and devices, and transfer them promptly to the City upon request.
6. Prior to completion of their term of office or other separation from office,
return all City equipment and devices, and transfer all public records and
writings from personal accounts and electronic devices, to the City and
execute a Nissen declaration provided by City Staff evidencing such facts.
6.3.2 Communications from Non-City Sources. Letters, memoranda,
emails, materials and all other communications received by the City which are addressed
to a Councilmember or the Council as a body will be provided to all Councilmembers,
and a copy retained according to the Records Retention Schedule and PRA.
6.3.3 Transitory Hardcopy Records. Hardcopy records that have no
retention value, such as drafts, reminders, telephone messages, informal notes, and
duplicate records may be deleted when no longer needed, provided that Councilmembers
shall first confer with the City Clerk to ascertain that the particular records have no
retention value and may be deleted and, if requested, provide copies of such records
before deletion.
6.3.4 Transitory Electronic Communications
A. Informal messages with no retention value and that do not relate to City
business or the functional responsibility of the recipient or sender as a public official,
such as meeting notices, reminders, telephone messages and informal notes, do not
constitute a public record and may be deleted once their administrative purpose is served.
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B. All other messages that relate to City business or the functional
responsibility of the recipient or sender as a public official constitute a public record and
shall be treated as such. All public records are subject to retention, public inspection and
copying.
C. Email, text or other electronic communications that are intended to be
shared among four or more Councilmembers and which deal with City business, whether
directly or indirectly, and whether concurrently or serially, shall presumptively comprise
public records and shall be treated as such. If the intended purpose of the email is to have
a discussion that should be held at an open meeting, the electronic discussion should not
occur. Further, the use of e-mail communication to form a collective decision of the
Council is prohibited.
D. Email should be used cautiously when seeking legal advice or to discuss
matters of pending litigation or other confidential City business because of the ease of
transmission and dissemination. Deleted email is not necessarily removed from the user's
system. Emails between Councilmembers. and between Councilmembers and Staff, shall
not be transmitted to the public or news media unless either an affirmative decision to do
so is authorized by the Council or City Manager, or in response to a qualifying public
records disclosure request that has been filed with the City Clerk.
6.4 Social Media Policy
Members of City Council and City boards and commissions are subject to the City's
Social Media Policy which is located in City’s Personnel Manual. All postings made by
members of City Council and City boards and commissions, in their official capacity, are
subject to disclosure under the Public Records Act.
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Chapter 7
COUNCILMEMBER CONFLICTS OF INTEREST
7.1 Conflicts of Interest
Conflicts of interest in a Councilmember's performance of their duties may arise for and
from many reasons and situations. There are many statutes concerning conflicts of
interest as well as common law judicial decisions and rules concerning such conflicts. In
general, Councilmembers should avoid conflicts of interest whenever possible, and if
they arise (or a Councilmember thinks they may arise), the Councilmember should advise
the City Manager who can confer with the City Attorney as needed. "Recusal" by a
Councilmember from the specific matter giving rise to the conflict is the most frequent
remedy, which can then prevent legal issues from tainting Council decisions.
The Washington State Code of Ethics for Municipal Officers, RCW 42.23 (Ethics Code),
is a primary source of regulations concerning conflicts of interest. The Ethics Code is
intended to ensure that the judgment of public officers is not compromised or affected by
inappropriate conflicts of interest, and that confidential matters are appropriately
safeguarded. The Ethics Code has provisions that prohibit:
• Using one's official position to obtain a special privileges or exemptions.
• Receiving compensation or gifts for the officer's services.
• Accepting employment or engaging in activities that could require or induce
an officer to disclose confidential information.
• Disclosing confidential information or using such information for the officer's
personal benefit.
• Being beneficially interested in a contract with the City.
The Ethics Code is applied on a case-by-case basis and is dependent on the facts of the
situation. The consequences of violating the Ethics Code can be severe and include: (i) a
determination that an action taken by the Council is void; (ii) financial penalties to the
City or Councilmember; (iii) consequences assessed by the Council, including censure;
and (iv) forfeiture of office through recall.
The Ethics Code is generally not intended to preclude Councilmembers from voting on
legislation with City-wide impact, such as area-wide land use regulations; police power
and public health, safety and welfare issues; and budget and taxation ordinances; but the
legal boundaries of those topics can be ambiguous. In regard to financial conflicts, a
Councilmember might be found only to have a "remote interest" in a contract or other
arrangement, such that the Council may still act on a contract so long as the interested
Councilmember abstains from the discussion and vote (i.e., recusal).
Councilmembers are encouraged to consider whether public perception and trust would
be best served by disclosure of individual interests or relationships that are related or
relevant to a policy or legislative matter under consideration. To understand the effect of
the Ethics Code and its applicability to any particular situation, Councilmembers should
contact the City Manager and City Attorney as questions arise.
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7.2 Appearance of Fairness
The Appearance of Fairness Doctrine, RCW 42.36, was enacted to ensure that public
officers hearing and deciding quasi-judicial matters1 meet basic elements of procedural
and substantive fairness. This Doctrine provides that government decision-makers shall
conduct quasi-judicial hearings in a way that is fair and unbiased in both appearance and
in fact. In other words, such hearings must not only be procedurally fair, but also appear
to be conducted by impartial decision makers.
The Council rarely acts in its quasi-judicial capacity, but Councilmembers should be
aware of the issues raised in those situations:
A. Prior to a quasi-judicial hearing before the City Council, the City
Attorney will read the responsibilities and obligations of Councilmembers and ask them
to make any disclosures regarding their ability to be impartial decisions makers in order
that they may avoid, at the outset, any violation of the Appearance of Fairness Doctrine.
B. Councilmembers may be challenged on their disclosure or lack thereof,
but the challenge must be raised as soon as the basis for disqualification is made known
or reasonably should have been made known.
C. The Mayor shall have sole authority to request that a Councilmember
excuse him/herself on the basis of an appearance of fairness violation. However, if two
or more Councilmembers believe that an appearance of fairness violation exists, such
individuals may move to request that a Councilmember excuse or recuse themselves on
the basis of an appearance of fairness violation. In arriving at these decisions, the Mayor
or other Councilmembers shall give due regard to the opinion of the City Attorney.
D. Notwithstanding the request of the Mayor or other Councilmembers, the
potentially offending Councilmember may decide to participate in the affected
proceeding, but such participation may render the Council's action null and void and give
rise to legal claims.
1 A quasi-judicial matter is one where the Council acts in the manner of court to decide specific
rights, duties, and responsibilities between specific parties.
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Chapter 8
INTERACTION BETWEEN CITY STAFF & COUNCILMEMBERS
8.1 Overview
City Council policy is implemented through dedicated and professional Staff. Therefore,
it is critical that the relationship between Council and Staff be well understood so policies
and programs may be implemented successfully. To support effective relationships, roles
and applicable law must be clearly recognized.
8.2 City Manager
A. The employment relationship between the City Council and City
Manager honors the fact that the City Manager is the chief executive of the City. All
dealings with the City Manager, whether in public or private, should respect the authority
of the City Manager in administrative matters. Disagreements should be expressed in
policy terms, rather than in terms that question satisfaction with or support of the City
Manager.
B. The City Council will evaluate the City Manager on an annual basis to
ensure that both the City Council and City Manager are in agreement about performance
and goals based upon mutual trust and common objectives. The City Manager's
performance shall be evaluated, at a minimum, in the following areas: leadership,
teamwork, job knowledge, attitude, accountability, communication, problem-solving
skills, quality of service, safety/risk-taking, implementation and administration of
adopted Council policy.
8.3 Council Rules for Interacting with City Staff
A. Councilmember contact with Staff, inclusive of the City Manager, will
be during regular business hours, except in the case of an emergency. The City Council
is to work through the City Manager when dealing with administrative services of the
City. In no manner, either directly or indirectly, shall a Councilmember attempt to
influence personnel matters that are under the direction of the City Manager.
B. Councilmembers may ask the City Manager for up to one hour of
research on a City related issue as long as the cumulative effect does not take Staff away
from accomplishing their core duties in a timely manner. In the event that more than one
hour of staff time is required, a request for additional time may be brought to the full
Council for consideration.
C. Councilmembers shall not publicly criticize Staff. If there are concerns
with Staff performance, they should be discussed with the City Manager privately. If
members of the public complain about Staff conduct or actions directly to a
Councilmember, the Councilmember shall refer the matter to the City Manager for
review.
D. Information generated by Staff at the request of a Councilmember shall
be shared with all Councilmembers.
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E. Councilmembers shall focus on policy and legislative matters and not
administrative matters. Councilmembers shall not attempt to coerce or influence Staff in
the selection of personnel, the awarding of contracts, the selection of consultants, the
processing of development applications, the granting of City licenses or permits, the
interpretation or implementation of Council policy, or in any other matter involving the
administration of City business.
F. Staff shall bring grant opportunities that would require material
matching dollars, or materially impact City policy, to the Council for authorization prior
to application for such grant. Councilmembers are encouraged to bring any grant
opportunities they discover to the attention of Staff so they may be properly handled.
8.4 City Attorney
Pursuant to recommendation of the City Manager, the City Council shall make provision
for obtaining legal counsel for the City, either by appointment of a City Attorney on a
full-time or part-time basis, or by any reasonable contractual arrangement for such
professional services. At present, the City Attorney is a contracted position appointed by
the City Manager with the contract confirmed by the Council.
The City Attorney represents the City as a corporate entity and in doing so is the legal
advisor for and provides legal advice to the City, the Council, the City's committees,
commissions and boards, the City Manager, and City officers and employees with respect
to legal questions involving an official duty or any legal matter pertaining to the affairs of
the City. However, the City Attorney does not represent individual Councilmembers or
City employees or Staff in their individual or personal capacities.
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Chapter 9
CONSEQUENCES OF VIOLATING RULES
9.1 Consequences of Violation
The Council expects and trusts that all Councilmembers elected to this important office
will act with integrity, honesty, and in accordance with the Oath of Office and these
Guidelines. Nevertheless, the Council adopts the following consequences for violations
of the Guidelines. This process should only be used for serious violations such as
deliberate or knowing breaches of confidentiality; violations of the Code of Ethics;
repeated overstepping of authority; abuse of office or disregard for conflicts of interest;
dishonesty; or refusal to follow open government protocols and requirements. Less
serious violations should be addressed with reminders and requests for compliance.
9.2 Process for Censure
Step 1: Notice and opportunity to cure
A Councilmember suspected of violating the Guidelines shall be provided notice
and an opportunity to remedy the alleged violation prior to the implementation of any
further consequence. As a first step, two Councilmembers familiar with the facts shall
confer with the City Manager and City Attorney about the matter, and may then discuss
the violation directly with the suspect Councilmember. Councilmembers shall not use
email to discuss the substance of any suspected violations.
Step 2: Council meeting discussion
If Step 1 does not remedy the alleged violation, an executive session shall be
called pursuant to RCW 42.30.110(1)(f) to consider and evaluate the complaint. All
Councilmembers (including the suspect Councilmember), the City Manager, and the City
Attorney shall receive advance written notice of the general nature of the complaint and
the date, time and place of an executive session called to discuss the complaint. If the
suspect Councilmember requests that the discussion be held in a public meeting or that a
public hearing be scheduled in lieu of an executive session, the request shall be honored.
Step 3: Censure motion
If Step 2 fails to resolve the alleged violation, a motion may be made and
seconded at a regular Council meeting to censure the Councilmember. The proposed
motion shall identify the suspect Councilmember and specific violation alleged. The
censure motion may be made no sooner than thirty (30) days after the completion of Step
2, and the suspect Councilmember must receive advance written notice that such motion
will be proposed. If the proposed motion is seconded, the suspect Councilmember shall
make a statement or decline the opportunity to do so at that time. At the conclusion of
Council discussion, the suspect Councilmember shall be officially censured upon an
affirmative vote of at least five members of the Council.
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