HomeMy WebLinkAbout06-28-2004 - Agenda PacketMEDINA CITY COUNCIL STUD`( SESSION
AGENDA
June 28, 2004 7:00 p.m.
501 Evergreen Point Road Medina, WA
A. CALL TO ORDER 7:00 p.m.
B. ROLL CALL (Adam, Blazey, Nunn, Odermat, Phelps, Rudolph, Vail-Spinosa)
C. ANNOUNCEMENTS 7:05 p.m.
1. Mayor
2. Council
3. Staff
D. DISCUSSION
1. City Facilities 7:15 p.m.
2. City Manager Duties and Authority 7:45 p.m.
3. Historic Preservation Options 8:15 p.m.
4. 2004 Retreat Agreements 8:45 p.m.
E. CADD ANIMATION PRESENTATION BY ARCHITECT FOR MEDINA ELEMENTARY
F. ADJOURNMENT 9:00 P.M.
ITEM D - 1
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CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
_ .rnedina.Wa.gov
MEMORANDUM
DATE: June 16, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: City Facilities
RECOMMENDATION: Discussion item — provide staff direction for follow up.
POLICY IMPLICATION: Preliminary design and planning process for potential facilities.
BACKGROUND: The City Council has been involved in preliminary planning discussions
related to City facility needs since 1996. In March 2000, the City Council
reached consensus to proceed with the planning for a new law
enforcement facility. The decision to proceed with planning for a new law
enforcement facility was based on the following:
• Need to provide safety of public and police personnel, as well as
security of sensitive equipment and custodial property.
• Need for adequate and secure "booking" and "holding" areas within
the Medina Police Department. There have been an average of
125 arrest annually by the Medina Police Department since 1998.
At the same time, the seriousness of the crimes confronting officers
of this department escalated, and includes such crimes as
possession of weapons, possession of drugs, domestic violence,
possession of "silencers", possession of stolen property and drunk
driving. Such contacts pose enormous risks for the officers and the
ready availability of pertinent intelligence, as well as secure facilities
to "hold" these arrestees while they are being searched, questioned
and processed is essential.
• Need for adequate and functional space. In addition to the need for
a safe and secure facility, the police department does not have
space for meals, showering, meeting, privacy, storage and
supervisory activity. The lack of adequate and functional space
directly impacts productivity and efficiency.
As the planning process for a new law enforcement facility started, it was
clear that site selection would be one of the most challenging aspects of
the project. The scope of the project was expanded to consider needs of
the entire organization, which included meeting space, storage, and an
adequate emergency operations center. As discussions and planning
proceeded, the need for non -police space was included.
During the past seven years, the following facts have been identified:
• The upper level (mezzanine) is not A.D.A. compliant and does not
meet Fire Code standards for office space;
• Private conference space is not available at Medina City Hall;
• Parking space is not currently adequate for staff and beach users;
• Space for building records storage is not adequate;
• Current City Hall is more than 50 years old;
• City Hall was remodeled in late 1980's;
• City Hall is approximately 3,200 square feet including restrooms;
• There are typically 10 employees working at City Hall during
business hours and 2 or more consultants;
• The Police Department occupies 1,047 square feet leaving 2,150
square feet for non -police activities. The Council Chamber
accounts for more than 660 square feet leaving approximately
1,500 square feet for administration, planning and building
functions.
• The Council Chamber does not provide adequate space for public
participation during meetings, which requires citizens to stand in
the lobby and/or sit on the floor when more than 30 people attend a
meeting.
Frank Lawhead was hired to conduct a space needs analysis and assist
with preliminary design work in 2001. Since that time, Mr. Lawhead has
provided space needs information, programmatic drawings, assessment of
several potential sites, and most recently, preliminary floor plan options for
expansion of City Hall to accommodate non -police needs.
The most difficult issue has been identification of an appropriate size or
amount of space for City facilities. In addition, there has been a
considerable amount of confusion regarding the outcomes of the space
needs analysis and programmatic design. The space needs analysis
suggests that the law enforcement facility needs are approximately 6,000
square feet as a stand-alone facility. The non -police space needs are
equivalent to the police space needs as a stand-alone facility.
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How did we reach this conclusion?
Based on standards used for public buildings, the following data has been
used for space planning:
Code
Office Type
Sq Footage
Tenant
PO-5a
Private
320
CEO (mayor or city
manager)
PO-4
Private
224
Dept. Director with
more than 10 staff
PO-4a
Private
192
Dept. Director with
less than 10 staff
PO-3
Private
168
Offices where
confidential multi-
party interviews
occur
PO-2a
Private
140
Managers
PO-2
Private
120
Persons who deal
with confidential
material and have
some special
furnishings
PO-1
Private
100
Persons who deal
with confidential
materials and have
basic furnishings
OS-6
Open
144
Clerical Supervisor
or Senior
120
Professionals who
have some
specialized
furnishings
OS-5
Open
Receptionist without
counter or Clerical
with files,
professional
OS-3 Open
80
Typical Clerical
Station
The above data was applied to the staff positions as shown in the following
table. Obviously, adjustments can be made, but during the initial planning
stages it is best to start with the desirable space needs and reduce, if
necessary rather than attempt to enlarge after budget estimates have been
developed or final designs completed.
• Page 3
Police Space
Position
Office Type I Code
Sq Footage
i Chief Private PO-4
I
224
Lieutenant Private
PO-2a
140
Corporal Private
PO-1
100
Records Mgr
Open
OS-5
120
Admin. Assistant
Open OS-3
80
80
Police Officer
Open
OS-3
Police Officer
Open
OS-3
80
TOTAL OFFICE SPACE
824
Reception/Waiting
280
Booking
300
EOC/Traing/Conf
450
Kitchen
320
Interview #1
100
Interview #2
100
Property Storage
266
Evidence Storage
General Storage
Storage
Staff Restroom
! 250
260
200
200
320
60 �I
Staff Restroom
Unisex Toilet
Unisex Toilet
60
650
Sall Potarkin
Y P 9
TOTAL NON -OFFICE SPACE
3,810
TOTAL COMBINED
4,630
0 Page 4
Non -Police Space
Position
City Manager
Office Type
Private
Code
Sq Footage
PO-4
224
City Clerk
Open
OS-6
144 7
I.S. Coordinator
Open
OS-6
144
Admin Assistant
Open
OS-5
120
Finance Officer
Private PO-2
120
Dir of Comm Dev
Private PO-4a
192
Building Official
Open
OS-6
144
Planner
Open
OS-6
144
Building Inspector
Open OS-3
80
Permit Coord
Dir of PW
i
Engineering Tech
Open i OS-5
Private PO 4a
Open OS-6
120
192
144
TOTAL OFFICE SPACE
Council Chamber
1,76
1,000
Conference
�260��
Lobby/Waiting
200
Lunch Room
i
240
Records Storage
350
General Storage 1400
Unisex Toilet 60
Unisex Toilet 60 I
TOTAL NON -(OFFICE SPACE 21310
TOTAL COMBINED SPACE 4,078 ~I
Circulation and miscellaneous space needs accounts for an additional 18%
or 735 square feet.
0 Page 5
The attached Schematic Options were requested by the City Council over
the course of the past three years. It is important to emphasis that the
Schematic Options are only intended to show examples of how space
might be designed; they are not meant to be design recommendations.
Schematic Options 1 — 6 for the Medina Police Station show a stand-alone
law enforcement building without a specific site.
Schematic Options 1 — 8b for the Medina City Hall show use of the existing
City Hall with various remodels and expansions.
At this point, the next step is to identify the preferred options or
combinations so preliminary design work can begin. As preliminary design
progresses, site selection will need to be confirmed to make sure the
design fits the size, shape and topography of the site.
0 Page 6
Medina Police Station
Schematic Options 1-6 — Square Footage
OPTIONS AREA
(S.F.)
I OPTION 1 — One Story
• Square Footas e l,110
Total 7,j 10
2 OPTION 2 — One Story zv/ optional basement access
• Squarc Footage 7,340
Total ......
3 OPTION 3—IwoStory
• Upper Floor - Square Footage t 516
• Lmv er Floor - Square Footage 3,1
Tot, I ...... 5,647
4 OPTION 4—T7vo Storm
• Upper Floor Square Footage 2,538
• Lower floor - Squarc Footage 3,397
Total 5,935
5 OPTION 5—Two Storit
• Upper Floor Square Footage 2,724
• Lower Floor - Square Footage 3,397
Total 0,121
6 OPTION 6 — Tzvo Story
• Upper Floor Square Footage 2,�3s
• Lower Floor - Square Footage 3,397
Total ...... 5,935
LAWHEAD
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ARCHITECTS
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OPTION 2
SCALE.
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Schematic Options 1-5 — Square Footage
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AREA
(S.F.)
I OPTION 1 — zulElevator
• Upper Floor - Square Footage 3,108
• Lower Floor - Square Footage 3,031
Total _. 6.139
2 OPTION 2 — w10 Elevator
Upper Floor Square Footage 3,025
• Lo%v er Floor - Square Footage 2,904
Total ...... 5,979
3 OPTION 3 — wlElevator
Upper Floor Square Footage 3,108
• Lower Floor - Square Footage 3,031
Total ...... 0,139
4-11 01'1ION 4 —A zelElevalor
Upper Floor - Square Footage 3,108
• Lov,,er Floor - Square Footage 3,031
Total 6,139
4-B OPTION 4 —B zu/o Elevator
• Upper Floor Square Footage 3,000
• Lower Floor - Square Footage 2,954
Total 5,954
OPTION 5 — wlElevator
• Upper Floor Square Footage
• I_.ower Floor - Square Footage 3,307
Total 6,531
LAWHEAD
a runre��iti
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Medina City Hall
Schematic Options 6-8 — Square Footage
LAWHEAD
d RC I II TECTS
1,
■
OPTIONS AREA
(S.F.)
EXISTING BUILDING
• Upper Floor - Square Footage 826
• Main Floor - Square Footage 1,700
• Lower Floor - Square Footage 1,743
Total .... 4,269
6 OPTION 6 - zo/ Elevator _
• Upper Floor - Square Footage 870
• Main Floor - Square Footage 2,822
• Lower Floor - Square Footage 2,787
Total .... 6,479
7 OPTION 7 - w/o Elevator
• Upper Floor -Square Footage 826
• Main Floor - Square Footage 1,700
• Lower Floor - Square Footage 1,743
Total .... 4,269
8A OPTI.ON 8A - zo/Elevator
• Upper Floor - Square Footage 1,258
• Main Floor - Square Footage 2,437
• Lower Floor - Square Footage 2,480
Total .... 66 175_
8B OPTION 813 - w/ Elevator
• Upper Floor - Square Footage 1,385
• Main Floor - Square Footage 2,255
• Lower Floor - Square Footage 2,293
Total .... 5,933
I t-- 71
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Lower Floor
MAIN Floor
EXISTING / PROGRAM
SCALE- 1'16'-1'-0"
LAWHEAD
ARC HITEC"CS
P.S.
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Lower Floor
OPTION I MAIN Floor
SCALE. I'l W-1'-0'
LAWHEAD
ARCHITECTS
P.S.
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Lower Floor
Lower Floor
LAWHEAD
ARCHITECTS
P.S.
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Lower Floor
G
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MAIN Floor
LAWHEAD
OPTION 4 - A ARCHITECTS
- - - - P.S.
SCALE 1,16°-1101 ■
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Lower Floor
OPTION 4 - B MAIN Floor
SCALE. 1 i 16"=1'-0"
LAWHEAD
ARCHITECTS
P.S.
■
Lower Floor
OPTION 5 MAIN Floor
SCALE 1:16'=1 -0"
LAWHEAD
ARCHITECTS
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--' -�_ =
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Lower Floor
e " ..
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MAIN Floor
OPTION 6
SCALE 1/16'=' '
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LAWHEAD
ARCHITECTS
- P.S.
Upper Floor
Lower Floor
MAIN Floor
LAwHE 4n
OPTION
7
A RC HI"IEC T9
SCALE tt6'�' C,
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Upper Floor
-- -- - -
Lower Floor
E.
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MAIN Floor
OPTION 8A
SCALE 1 /'. C'=r -C'
LAWHEAD
ARCHITECTS
P.S.
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— -- -- ---
Upper Floor
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Lower Floor
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MAIN Floor-
LAWHEAD
OPTION 8B AacxnECrs
P.S.
SCALE.�-
ITEM D - 1A
of MFo
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
w w.medina-wa.gov
MEMORANDUM
DATE: June 22, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Parking Issues
RECOMMENDATION: Develop a position regarding City Hall/Beach Park parking and provide
staff with direction for future planning.
POLICY IMPLICATION: Parking availability for public use of park space and customer access to
City Hall as well as efficient use of staff/consultant time should be
considered.
BACKGROUND: The parking problems are not limited to City Hall/Medina Beach, but extend
throughout the community. Most streets in Medina are minimal width and
the unused right-of-way is typically landscaped rather than improved for
on -street parking, sidewalks, etc. The Police Department must enforce
parking regulations according to the adopted ordinances, which quite
clearly states:
• No person shall stand or park a vehicle in or adjacent to a roadway
other than parallel with the edge thereof headed in the direction of
lawful traffic movement and with all four wheels of the vehicle off
the surfaced portion of the roadway, with these exceptions:
(specific streets identified in MMC).
• A limited exception may be secured on written permit of the police
department for a significant assembly or gathering of people and
according to the reasonable conditions and limitations thereof in
respect to time, the hours of light and darkness, peak traffic
conditions and reasonable access for emergency vehicles,
especially firefighting equipment.
• The city manager may, from time to time, designate areas within
the city for permit parking only.
ITEM D - 1A
• The city manager may, from time to time, designate areas within
the city for restricted parking. Restricted parking may include
restrictions upon the length of time that a vehicle may be parked
and restrictions upon the types of vehicles which may be parked
such as "employee parking" or "police vehicles only."
The Police Department has been very accommodating when residents
exceptions for special events, if advanced notice is provided however
complaints are frequently received from residents when vehicles are
parked on streets or within public rights -of -way.
A more specific problem exists during summer months at City
Hall/Medina Beach. Typically, parking is extremely inadequate from
Memorial Day through Labor Day when the swimming beach is heavily
used. During this period of approximately ninety (90) days, park
patrons, city hall customers, city staff and consultants compete for the
limited parking spaces. The City Council position relative to this
problem has fluctuated over the past eight years, if not longer.
In 1996, at the time I was hired, the City Council explained that parking
was intentionally limited for the purpose of discouraging non-resident
use of the park/beach. Expansion of parking was viewed as an
invitation for more people to use the park and swimming beach, which
was considered to be an adverse impact on the community.
During the past four or five years, there have been a few suggestions
from members of the City Council that the parking shortage should be
addressed, which led to the creation of the permit parking area north of
Overlake Drive West along the west side of Evergreen Point Road,
which is used by staff and consultants. The permit parking area did not
create new parking spaces, but made the parking closest to City Hall
and the beach available to park users.
Within the past two years, at least one member of the City Council has
suggested a policy to locate staff parking at a location away from City
Hall, which would require a shuttle service to transport staff between
City Hall and their vehicles. Due to the nature of several staff positions
and the lack of a lunch facility, this could require numerous trips
between the parking area and City Hall each day. The wasted time
shuttling staff could amount to as much as two hours daily for some
employees, if parking was available within five miles and a shuttle was
always available when needed.
The trash enclosure and portable office take up five parking spaces.
When the trash enclosure was built, four additional parking spaces
were created as part of the park expansion onto the former Dustin
property. The net result was a gain of two parking space. The portable
office was intended to be a temporary solution (one year) at the time it
0 Paye 2
ITEM D - 1 A
was brought on site. Unfortunately, it has been in place almost two
years and a permanent solution does not appear likely within the next
few months at the earliest.
The City Council should first determine if there is consensus that a
parking problem exists. If consensus is reached that a parking problem
exists, the next step should be to determine if there is consensus that
the problem should be addressed. As I have previously stated,
expansion of parking will most likely result in increased use of Medina
Beach. As such, additional parking can be expected to fill up, which
simply creates another shortage and more demand on the park,
lifeguards and facilities.
Options for consideration:
1. Address parking needs as part of the facility issue. This option
will avoid temporary solutions and the potential of creating a
conflict with future facility plans. Unfortunately, this may leave
the problem unresolved for quite some time.
2. Expand parking into existing park space and street right-of-
way. This option could add a few parking spaces, but would not
meet the peak need during summer months. In addition,
improvements could be very expensive considering the
minimal gain due to slopes on the property and the need for
retaining walls.
3. Off -site parking and shuttle for staff and consultants. This would
be a very inefficient solution and costs to the City are estimated
to be at least $10,000 for two months. Would require purchase
or lease of a shuttle vehicle and a driver from 7:00 a.m. to 6:00
p.m., Monday —Friday.
4. Shuttle service during July/August from Medina Elementary,
Bellevue Christian and along Evergreen Point Road for the
public use. Would require purchase or lease of a shuttle vehicle
and a driver from 10:00 a.m. to 6:00 p.m., Monday — Friday.
5. Do nothing.
• Page 3
ITEM D - 2
,t of MJ6
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.mediina-wa .qwv
MEMORANDUM
DATE: June 22, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Clarification of City Manager Contracting Authority
RECOMMENDATION: Discussion and direction regarding clarification of contracting authority
delegated to city manager.
POLICY IMPLICATION: Delegation of City Council authority for entering into contracts and
agreements.
BACKGROUND: During the past year, questions have been raised regarding authority
delegated to the city manager for entering into contracts and agreements.
As a result of the increased level of concern regarding this matter, the City
Attorney was asked to research the subject and provide an opinion, which
is attached. As the City Attorney's memorandum concludes, "In order to
avoid misunderstandings or confusion, many cities have drafted
ordinances setting forth the extent of authority, which the council delegates
to administrative staff.'
Resolution No. 42 (attached) was adopted by the Medina City Council in
1961 and defines the duties of the city manager. The Resolution is clearly
outdated, but it has not been rescinded or amended. For example, the
resolution requires the city manager to "qualify himself to make plat,
furnace, electrical and other inspections and make such inspections to
insure compliance with the governing city ordinances, employing a
licensed surveyor for the limited purpose of checking the survey features of
each plat." Resolution No. 42 is silent regarding the subject of contracts
and agreements.
In addition to Resolution No. 42, 1 have attached Chapter 2.09 of the
Woodinville Municipal Code and Chapter 3.16 of the Kirkland Municipal
Code as examples of language used in these communities. The City of
Woodinville municipal code does not address contracts and agreements,
but authorizes the city manager to create, eliminate, consolidate and
modify such departments, offices and employment as from time to time he
or she may find necessary or advisable for the efficient operations of the
City. The City of Kirkland municipal code specifically addresses the city
manager's authority to sign agreements, but takes a much more detailed
approach to delegation of authority for departmental organization and
requires concurrence from the city council for departmental
changes/organizations.
The draft ordinance is intended for review and discussion purposes. The
City Council should feel free to make changes to the ordinance, accept it
as drafted, or reject it entirely. The primary objective of the ordinance, as
previously stated, is to clarify the delegation of authority to the city manager
and avoid future confusion.
• Page 2
MEMO
TO: MEDINA CITY MANAGER. MAYOR AND CITY COUNCIL
RE: DELEGATION OF AU 1-1IORITY
FROM: KIRK WINES
DATE: May 10, 2004
AUTHORITY OF COUNCIL AND CITY MANAGER
In general terns. the City Council is the legislative and policy making body of the Cite while
the Citv Manager is the chief administrative officer. As cities and counties are agencies of the
State, the general rule is that they only have such powers as have been delegated by the
State.
Medina is an Optional Municipal Code City. As such, it has been granted all of the powers
which have been granted to all other classes of cities within the State. See RCW 35A.I 1.020
for a list of the powers given to legislative bodies of Code cities. In the council-manager cite.
RCW 35A.13.230 gives the council all the authority given to other Code cities unless such
power and authority has been has been given to the city manager.
The powers of the city manager are set forth in RCW 35A.1 1.080, The City Managers
powers and duties include: general supervision over administrative affairs; appointment and
removal of all department heads, officers and employees, except council members:.
attendance at council meetings if required by the council: enforcement and execution of laws
and ordinances: preparation of recommendations and reports to council: advising the council
on the financial condition of the city: preparation of a proposed budget and administration of
the budget as adopted by the council: and performing other duties assigned by the council.
In most cities, some of the broad powers given to cite councils are delegated to the
administrative branch. The City Council has the authority to enter into contracts which the
Citv !Manager then manages and enforces. As a practical matter, most city councils delegate
some of their authority. For example, councils frequentlydelegate authority to enter into
small contracts. such as for the purchase of supplies. to the city manager who then may
delegate that authority to other members of the administrative staff.
In Medina. some of the authority to enter into contracts has been expressly delegated by
statute such as in Chapter 2.56, governing reimbursement of travel and other expenses. hi
other cases, delegation has been either informal or implied. such as delegation to the City
Manager of the authority to enter into maintenance agreements for equipment.
In order to avoid misunderstanding or confusion, many cities have drafted ordinances setting
forth the extent of authority which the council delegates to administrative staff.
RCVS 35 1 1 1.020 Powers Nested in lcoislatiNc bodies of noncharter and charter code cities. Pauc 1 0l
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RCW 35A.11.020 Powers vested in legislative bodies of
noncharter and charter code cities.
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RCIA 33 4.13.230 Powers o1 council.
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RCW 35A.13.230 Powers of council.
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Kl N ijA. I3.OSO Lrty mana cr Powers and duties.
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CITY OF ^:EDINA, WAS':It.G7O1,I
RESCLUTION NO.
A FESOLUTION defining the duties of the city manager and determining
other duties.
WHEREAS, by Section 6 of Chapter 337 of the Lav's of
1955 of the State of WashirLEton, presently effective and
codified at 3CW 35.18.06", the duties of the city manager in a
city organized under the council-manager plan are defined in a
general way, and
WHEREAS Sub -section (9) thereof authorizes such a
city`s council to deterrine other duroies of the city's manager,
iQow, therefore, THE CITY COJNCIL OF THE .^i' CITY OF ZDTNA
DOES =SOLvF AS FCLLOWS:
Section 1. Purpose. It is the purpose of this
resolution to conSirm, ratify, and elaborate the
statutory duties of the city manager and to
prescribe ether duties as authorized by HCW 35.18.160
so that the responsibilities of such office in the
City of Pledina will be clarified and the efficiency
and economy of their discharge be enhanced. The
provisions of this resolution shall be deemed
severable.
Section 2, kowers and duties of tile_city manager.
In addition to the rowers and du les specified in
Section 6 of Chapter 337 :,aws of 1955 or any
amendments thereof (HCYT 35.18.060) the city manar,er
of the City of Mtedira shall have powers and duties
as follows:
A. In &en.era_ the city manager shall:
(1) Be the chief administrative officer of
the city and be responsible to the udty
council for proper administration of all
affairs of the 71tty of "edina;
(2) Devote full time to the disc-harge of his
official datles;
(3) Investigate and report to the city council
any complaints in relation to the affairs
of the city or administration of service to
the citlzens; and
A _erform sucY, new duties as may -ram time
to time oe required by the council
consistent with State law or city ordinance,
and in the execution of the _efty's ordinances.
B. In respect tc meetings of the city council and
other ar-encieF. of the city, the city manager shall:
(1) Atter-d ell meetings of the city GOU'ITil
unless excused therefrom, and take part in
th,, as recut: ted by he ecurc:il
ir, ma'.:'-ers cn7lnr, before the city council;
(2) Recommend to the city council the adoption
of such policies as he may deem necessary
or expedient for the health, safety, and
welfare of the community or the improvement
of administrative services, including both
short and long range planning;
(3) Act as secretary to the planning commission --
take the minutes, advise the commission on
ordinances and laws an required, and generally
assist that body in its work; and,
(S) Act ae secretary to the board of adjustment,
take the minutes, advise the board on
ard'_nances and laws as required, and generally
assist the board in its work.
C. In respect to the execution of the „''-ty°s ordinances,
the city manager shall:
(1) See that all laws and ordinances are duly
enf creed ;
(2) Supervise services maintained by public
utilities, seeing that the conditions of all
franchises, permits, and privileges granted
by the city cca:acil are faithfully observed;
(3) Exercise full, complete and direct supervisory
responsibility for the activities of the c_tyts
police, consistinj of full time employees to
be classified simply as "police officer" and
of part time employees to be classified simply
as "auxiliary police officer", this supervisory
responsibility to ineluae the setting of
schedules and assignments anc, periodic
reviews of police activities and the making
of aperopriate reports thereon directly from
the me-iager to the council; and,
(4) Qualify himself to make Flat, furnace,
electrical and other inspections and make
such lncpectlons to insure compliance wit:_
the governing city ordinances, employing a
licensed surveyor for the limitedpurpose of
oheckiri�; the survey features of each plat,
D. In respect to persohnei, the manager shall:
(1) Apuoint and when necessary for the soai of the
service susnexid ❑r remove aonointive officers
aril e�iplcyees of the city except as othert•,'ise
prcviaed crdicancc, direct and supervise cy are
their work irclullnc; that of members of the
pol.icc force;
(2) Analyze and re'Dor, to thy-: city council on a
regular ba,i- the act'-.vitir.s and performance
of the ap o_r;teu staf`, and make ecommerdation^
on uiiail,-es and iaioroveoents and meth7ls and
proce_'�=es aryl .'01, -, ignments from �._cie to
tSme ..., _eriue;tcc by the city council; and,
(3) Hecommer to the city council a schedule of
pay for each appointive position including
minimum.., ln'--ermediaLe and maximum rates after
consultation with the personnel committee of
the council.
E. In respect to the revenues and expenditures, of the
city, the city manager shall:
(1) Prepare a -.entative budget annually, and
summit it to the council together with a
message descri'olrg the Important features
and be responsible for its administration
after adoption;
(2) Keep the council advised of the financial
condition and the future needs of the city
aad makes such reeemmendations as he may deem
desirable and necessary;
(3) Prepare and submit to the council as of the
end of the city's fiscal year, or calendar
year if that be the same, a complete report
on the finances and administrative activities
of the city for the preceding year; and,
(4) Supervise the purchase of all materials,
supplies and enuinment for which funds are
provided and ap-proved in the budget.
T iIS P SO=U 70IV adopted this if day of December, 1961.
''ulYG3
ATTEST:
HA.aY FI'ZGEaALD,CITY CLERK
Title 2 ADMINISTRATION AND PERSONNEL
rage i of
Chapter 2.09
CITY MANAGER
Sections:
2,09.010 Office of City Manager established — Appointment.
2.09.020 Duties of City Manager.
2.09,030 City organization.
2.09.010 Office of City Manager established — Appointment.
Pursuant to RCW 35A.13.010 and 35A.13.090 there is hereby established for the
City of Woodinville, the office of City Manager. Such office shall be appointive and all
appointments to such office shall be made by the City Council. (Ord. 23 § 1, 1993)
2.09.020 Duties of City Manager.
The City Manager shall be the Chief Executive Officer and head of the administrative
branch of the City. The City Manager shall be responsible to the Council for the proper
administration of all affairs of the City. The City Manager shall have all of the powers
and shall perform each and all of the duties specified by Chapter 35A.13 RCW,
together with any other duties or authority which may be conferred upon such office by
the City Council or by the laws of the State of Washington or the laws of the City as
they now exist or may hereafter be amended. (Ord. 23 § 2, 1993)
2.09.030 City organization.
The City Manager is authorized to create, eliminate, consolidate and modify such
departments, offices and employment as from time to time he or she may find
necessary or advisable for the efficient operations of the City and may determine the
powers and duties of each department or office. The City Manager may delegate to
such officer any duties required or authorized to be performed by the City Manager.
(Ord. 23 § 3, 1993)
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3.16.010 Departmental organization.
The city manager is authorized to organize the following functions of the city
into such administrative departments as he shall from time to time determine will
best serve the interests of the citizens and residents of the city and the effective
and efficient operation of the municipal corporation of the city: General
administration, accounting, building, engineering, fire control and prevention,
parks and recreation, personnel, planning and zoning, streets, sewer, violations
bureau, water, sanitation, public services, cemetery, and library. Such
departmental organization or changes thereto shall be submitted to the city
council for its concurrence, which concurrence may be given by ordinance,
resolution or motion duly adopted and entered in the city council minutes. (Ord.
2148 § 1, 1971)
3.16.020 Police department.
In addition to the foregoing, there shall be a police department which shall
have all of the duties designated and devolved upon such departments by state
law generally, and specifically as to cities organized or chartered under either
RCW Title 35 or 35A. (Ord. 2148 § 2, 1971)
3.16.030 Department of administrative services.
There shall also be a department of administrative services. The director of
the department of administrative services may, with the concurrence of the city
manager, establish within the department functional divisions such as personnel
and administration, and recording and records. The recording and records
supervisor or manager may be designated "city clerk." (Ord. 3573 § 3, 1997:
Ord. 2148 § 3, 1971)
3.16.035 Department of finance.
There shall also be a department of finance. The director of the department of
finance may, with the concurrence of the city manager, establish within the
department functional divisions such as budget and finance (including warrant
operations) and purchasing. The budget and finance supervisor or manager
may be designated "city treasurer." (Ord. 3573 § 4, 1997)
3.16.037 Other departments.
In addition to the foregoing, there shall be the following departments: parks
and community services, planning and community development, fire and
building, public works, city attorney's office, and information technology. The
director of each of these departments may, with the concurrence of the city
manager, establish within the department functional divisions. (Ord. 3753 § 1,
2000)
3.16.040 Provision for legal and engineering counsel.
The city manager, who may seek such recommendation of the council as he
deems appropriate and necessary, shall be empowered to make provision for
the obtaining of legal counsel and professional engineering counsel. Such
provision may be by appointment on a full- or part-time basis, or by any
reasonable contractual arrangement for such professional services. (Ord. 2148
§ 4, 1971)
3.16.050 Provision for professional services.
The city manager in the manner set forth in Section 3.16.040 shall also be
empowered to make provision by any reasonable contractual arrangement for
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such other professional services as casualty and liability insurance for the city,
actuarial, appraisement of properties, and similar professional services as may
from time to time be required. (Ord. 2148 § 5, 1971)
3.16.060 Department heads designated by director.
With the exception of those department heads, subject to the provisions of
any applicable law, rule or regulation relating to civil service, the person, officer
or employee designated by the city manager to be accountable or responsible to
him for the departmental function and operation shall be designated the director
thereof. (Ord. 2148 § 6, 1971)
3.16.065 Authority to sign agreements.
(a) Interlocal Agreements. The city manager or the director of finance is
authorized to execute on behalf of the city an agreement that is made pursuant
to the Interlocal Cooperation Act (see Chapter 39.34 RCW). A department
director may, on behalf of the city as the delegate of the city manager, enter into
an interlocal agreement so long as such agreement either imposes no financial
obligation on the city or the contract is for less than twenty thousand dollars. The
person who signs an interlocal agreement shall ensure that it is delivered to the
city clerk's office in order that the interlocal agreement will be recorded for
purposes of RCW 39.34.040.
(b) Professional Services Agreements. The city manager or the director of
finance is authorized to execute on behalf of the city an agreement for
professional services. A department director may enter into a professional
services agreement so long as such agreement does not impose a financial
obligation on the city of twenty thousand dollars or more.
(c) The authority delegated by this section is supplemental to the authority
provided under Chapter 3.85 of this code. In case of specific conflict, the
provisions of Chapter 3.85 will prevail. (Ord. 3902 § 1, 2003)
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CITY OF MEDINA
ORDINANCE NO.
AN ORDINANCE ESTABLISHING A PROCEDURE RELATING TO
CONTRACT APPROVALS AND AUTHORIZING THE CITY MANAGER TO
EXECUTE CERTAIN CONTRACTS WITHOUT PRIOR INDIVIDUAL APPROVAL
BY THE CITY COUNCIL.
WHEREAS, RCW 35A.11.010 provides that the City of Medina, through its
legislative body, may contract and be contracted with; and
WHEREAS, the City enters into a large number of minor and routine contracts
for which it is burdensome to individually have City Council approval; and
WHEREAS, the City Council determines that the practical needs of the City
require that the City Manager enter into certain contracts without prior individual
approval by the City Council in order to allow the City to function in an orderly
manner;
THE CITY COUNCIL OF THE CITY OF MEDINA DO ORDAIN AS
FOLLOWS:
SECTION 1. Contract Approval Authorization.
The following procedure is hereby established for the approval of certain
contracts and granting the City Manager authority with respect to such contracts:
A. The City Council authorizes the City Manager to enter into and execute on
behalf of the City the following contracts without individual approval of each contract
by the City Council, so long as the contract is consistent with the approved annual
budget for the City, and the City's liability under the contract does not exceed
available fund balances:
1. Contracts for purchases of goods, supplies, materials, or equipment
involving a cost or fee (excluding sales tax) of less than Fifteen Thousand
Dollars ($15,000).
2. Professional service contracts, including contracts for architectural,
engineering, legal, and consulting services involving a cost or fee
(excluding sales tax) of less than Fifteen Thousand Dollars ($15,000).
ORD,
3. Maintenance contracts involving a cost or fee (excluding sales tax) of less
than Ten Thousand Dollars ($10,000) per year.
4. Public Works projects involving a cost or fee of less than Thirty-five
Thousand Dollars ($35,000) involving multiple trades, and Twenty
Thousand Dollars ($20,000) involving a single trade.
5. Settlement agreements involving a cost or fee of less than Twenty
Thousand Dollars ($20,000), and retention of legal counsel and expert
consultants, involving risk management claims or suits.
6. Other routine agreements where no expenditure is involved, or the cost,
expenditure, or fee (excluding sales tax) does not exceed Ten Thousand
Dollars ($10,000).
7. Lease agreements for materials, supplies, and equipment where the
expenditure or fee does not exceed Ten Thousand Dollars ($10,000) per
year.
8. Sale of unneeded surplus personal property with an estimated cumulative
value of Ten Thousand Dollars ($10,000) or less, which has been certified
for disposition, such sale or disposition to be made by the City Manager in
accordance with informal procedures and in the best interest of the City.
9. Contracts that carry out or implement a provision of the Medina Municipal
Code or established City policy, e.g., maintenance or performance bonds
for plat improvements.
10. Emergency contracts. "Emergency" means a set of unforeseen
circumstances that either:
a. Presents a real, immediate threat to the proper performance of
essential functions; or
b. May result in material loss or damage to property, bodily injury, or
loss of life if immediate action is not taken; or
c. For public works projects, may result in a substantial loss to the
City if the contract is not immediately entered into.
11. Employment and personnel matters. Unless otherwise provided by statute
or ordinance, e.g., salaries and compensation are subject to City
ordinance.
B. The breaking down of any purchase or contract into units or phases for the
purpose of avoiding the maximum dollar amount is prohibited. The amount of a
contract includes all amendments; provided, however, that amendments that do not
exceed in total ten percent (10%) of the contract amount may be entered into without
prior City Council approval.
( )P-D.
C. The City Manager may present any contract to the City Council for prior
approval, even if the contract is allowed to be approved without prior City Council
approval.
D. The City Manager is authorized to execute on behalf of the city an
agreement that is made pursuant to the Interlocal Cooperation Act (see Chapter
39.34 RCW), provided the agreement either imposes no financial obligation on the
city or the contract is for less than five thousand dollars. The interlocal agreement
shall be delivered to the city clerk's office in order that the interlocal agreement will
be recorded for purposes of RCW 39.34.040.
E. The City Manager shall promptly, within ten (10) days, provide the City
Council a copy (or summary) of any contract (or amendment) that has not received
prior approval by the City Council.
F. "Contract" means any agreement creating a legal relationship between the
City and another person or entity, or any amendment thereto.
SECTION 2. Severability.
Should any section, paragraph, sentence, clause or phrase of this Ordinance,
or its application to any person or circumstance, be declared unconstitutional or
otherwise invalid for any reason, or should any portion of this Ordinance be pre-
empted by state or federal law or regulation, such decision or pre-emption shall not
affect the validity of the remaining portions of this Ordinance or its application to
other persons or circumstances.
SECTION 3. Effective Date.
This ordinance shall take effect five days after its publication or the
publication of a summary of its intent and contents.
ORD
PASSED BY THE CITY COUNCIL ON THIS DAY OF
2004 AND SIGNED IN AUTHENTICATION OF ITS
PASSAGE THE _ DAY OF
Approved as to form:
Kirk R. Wines, City Attorney
Attest:
Randy Reed, CIVIC, City Clerk
Passed:
Filed:
Published:
Effective Date.
P109L1
Mary Odermat, Deputy Mayor
ORD.
SUMMARY OF ORDINANCE NO.
of the City of Medina, Washington
On , 2004, the City Council of the City of Medina,
Washington, passed Ordinance No. , the main points of which are
summarized by its title as follows, and approved this summary. -
AN ORDINANCE ESTABLISHING A PROCEDURE RELATING TO
CONTRACT APPROVALS AND AUTHORIZING THE CITY MANAGER TO
EXECUTE CERTAIN CONTRACTS WITHOUT PRIOR INDIVIDUAL APPROVAL
BY THE CITY COUNCIL.
The full text of this ordinance will be mailed upon request.
Randy Reed, C.M.C., City Clerk
ORD.
ITEM D - 3
CITY OF MEDINA
Development Services
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa-qo_v
MEMORANDUM
DATE: June 22, 2004
TO: Mayor and City Council
FROM: Joseph Gellings, AICP, Planning Director
RE: Historic Preservation Options
RECOMMENDATION: It is recommended that the City Council discuss the options for a historic
preservation program and provide direction to staff if such a program is desired.
POLICY IMPLICATION: Currently, the scope of land use regulation in Medina is limited to
restrictions on building bulk and the primary uses of land. These restrictions are grounded in the public
benefit of protecting the semi -rural character sought by Medina residents as articulated in the Medina
Comprehensive Plan. Enacting a historic preservation program is another type of land use regulation that
some cities have employed where their historic landmarks are an asset to community identity.
BACKGROUND: Recently, local home designer Karen Crenshaw brought to attention of the
City Council a historic barn structure at 7722 Overlake Drive West. Ms. Crenshaw explained that an
associate of hers recently purchased this property with the intention of developing three homes on it and
she asked if the council would consider creating incentives to preserving the barn. It is my understanding
that the barn was once used for boarding the horses that were used for a tram connecting the old Medina
ferry terminal with downtown Bellevue.
Typical Structure of a Historic Preservation Program
There are three elements to a typical historic landmarks preservation program. Each one is described
below:
Landmark designation. All programs include a system for designating what landmarks in a community
are worthy of inclusion in the program. The methodology could be simple or complex but usually the
ulitimate decision on each candidate landmark is made by a preservation board. In some communities,
there is a logical historic district, the boundaries of which can be delineated to form the first criterion in
evaluating a candidate landmark.
Incentive formulation. Most programs are incentive -based — i.e. the owner of a candidate landmark
always has the fundamental right to demolish it but incentives are put in place for preservation. The most
common type of incentive is tax relief for the property owner. Another type of incentive is known as
transfer of development rights. This is used where landmarks may lie on land with a tremendous revenue
potential such a historic church in a thriving downtown office district. Incentive formulation should take into
ITEM D - 3
account the amount of public benefit in preserving a landmark as well as the economic value of
redeveloping the land without the landmark.
Owner obligations. Whenever a public agency — acting on the behalf of taxpayers — provides an
incentive to the owner of a landmark, measures must be in place to ensure that the owner maintains /
manages the landmark in a way that supports the public benefit envisioned by the agency. Often this
includes standards for repair or renovation work to the landmark. It could also include maintaining public
interpretation signs. In the case of a landmark not visible from public streets or lands, the obligations might
include a periodic opening of the landmark to the public or organized tours. In the case of a landmark
visible but separated from public land, the agency could require review and approval authority over the
design of future buildings proposed for the "foreground" of the view from the public land. This would
ensure that the landmark always has an appropriate "showcase."
Medina's Situation
Through personal observations and anecdotal information I believe that Medina has a number of
structures that serve as valuable reminders of Medina's past role of a big city getaway / summer cottage
mecca. The following are unique Medina aspects that would have to be considered before creating a
historic landmark preservation ordinance.
• While there is a geographic pattern to candidate landmarks (southwest corner of the city), there
are no logical historic district boundaries that could be drawn. This means that the designation
criteria would have to be carefully considered.
• There is tremendous variance in the income of Medina property owners. While tax incentives
have been universally valued in other communities with these programs, it could be naive to
assume that a given tax relief program will be valued by all potential owners of landmarks in
Medina. Another type of incentive, such as a lot coverage bonus, may have a more universal
value in Medina.
• Many candidate landmarks are not visible from public streets / parks and the property owners
value their privacy. This is probably the biggest issue with enacting a historic landmarks
preservation program in Medina. Beyond a few exceptions such as the Green Store, most
landmarks fall in the center of residential lots in Medina. In the case of the barn structure at 7722
Overlake Drive West it is a 20' x 30' structure located approximately 200 feet from the closest
public land (Overtake Drive West). A definition of "visible from public lands" would be needed in an
ordinance but this would probably not meet it. It also does not appear that arrangements for public
tours are compatible with the owner's plans.
Page 2
ITEM D - 4
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039
w.medina-wa.gov
MEMORANDUM
DATE: June 17, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
425.454.9222
RE: 2004 Retreat Agreements
RECOMMENDATION: Review 2004 Annual Retreat Summary Report. Provide direction to City
Manager regarding agreements and implementation.
POLICY IMPLICATION: The agreements identified in the Summary Report reflect policy
statements.
BACKGROUND: The City Council developed twenty-one agreements during its 2004 Annual
Retreat. The agreements are identified in the attached Summary Report.
The Council is asked to review the Summary Report and provide staff with
any modifications desired. The Summary Report will be placed on the July
12, 2004 City Council agenda for formal adoption.
PENDLETON CONSULTING, L.L.
THE
MICHAEL R. PENDLETON Ph.D.
34225 BRIDGEVIEW DR. N.E.
KINGSTON, WASHINGTON 98346
Phone (360) 638-1179
Fax (360) 638-1779
Cell (360) 271-0359
e-mail: mpendleton@telebvte.com
pendletonconsultingIc@msn.com
www.pendleton-consulting.com
MEDINA CITY COUNCIL
ANNUAL RETREAT
May 81h, 2004
Summary Report
Introduction
The Medina City Council annual retreat was held on May Sth, 2004 at the
Talaris Conference Center, Seattle, Washington. The retreat is located and
structured to provide an uninterrupted forum for in-depth discussion of selected
issues. The purpose of this annual retreat was to advance the understanding and
positive working relationships among council members toward the goal of crafting a
highly performing policy and administrative team. The following agenda guided the
discussions during this first council retreat:
1. Review, discussion and establishment of working agreements
2. Council and Staff working relationship
3. City Manager Performance Evaluation Process
The following report is a summary of the discussions and outcomes of the
retreat:
1
Stages of Group Development
The first session of the retreat focused on the characteristics of groups and the
phases of group development that determine the path to effective team work (see
appendix two). The session included a presentation by the consultant and a follow-
up discussion including all the participants.
Working Together: Toward A Highly Performing Leadership Team
The first discussion module focused on a standard roster of working norms
and agreements that policy teams use to promote leadership effectiveness. The
following areas were discussed:
Courtesy Norms: The participants first considered the City Council's
commitment to courtesy in its dealing with each other, staff and the public. It was
agreed that the Council is generally courteous in their interactions with each other
and with the public. The Council agreed that staff does not always get treated with
courtesy and each Council Member will work to improve their interaction NA-ith the
staff. All agreed that courtesy is important in facilitating the city business.
Public Comment Protocols. The participants discussed the importance of
public participation in city government and the importance of effective protocols for
facilitating public comment on city issues. It was noted that there are generally three
types of public comments, those that are taken as part of the City Council's regular
business meeting, those that are taken as part of a formal process such as Quasi-
judicial hearings, and those taken in specific public hearings on selected issues. It
was noted that each of these forums may require different protocols. After a long
discussion the participants agreed to the following:
Agreement One: The staff will come back to the Council with
recommended protocols for public comment and subsequent Council interaction
with the public for all three of the forums referenced above.
2
Agreement Two: Once the Council has adopted public comment protocols
they will be published and provided to the public at the beginning of each of the
public comment forums.
Learning To Count To Seven. The participants next discussed the
importance of including all members of the Council in discussions of key city issues.
It was noted that in the past some Council members would discuss issues,
informally, prior to formal meetings, creating the feeling that issues had been
decided prior to business meetings. The participants agreed this was not a desirable
practice. After a discussion the participants agreed to the following:
Agreement Three: To use the formal business meetings of the Council as
the forum for presenting and discussing city business. Every effort will be made
to fully inform and include all Council Members in discussions of city issues.
Honor Disagreement and Respect Our Differences. The participants next
discussed the value of differing perspectives on city issues. Participants noted that
this Council was very respectful of differing view's and extended that respect to staff
views as well. After a discussion the participants agreed to the following:
Agreement Four: To respect and invite different points of views on all
issues to include both the Council and the Staff.
The Meaning of a 4-3 Vote: The participants next discussed the meaning and
nature of 4-3 votes. It was agreed that 4-3 votes occur and are normal part of the
policy process. It was noted that chronic 4-3 votes (same four and same 3) is not
desirable and can signal an era of difficult if not ineffective policy making. All
participants agreed that chronic 4-3 votes are to be avoided and currently are not a
feature of council policy making in the city.
3
Council Role: Policy vs. Administration. The participants next discussed the
role of the Council and the importance of honoring the distinction between policy
making and administration. While this distinction is often viewed as a gray area in
leadership teams, it was noted that clearly the staff does and should not be making
policy and the council should not be micro -managing staff (see discussion below
under council -staff relationships).
Role of the Mayor and Meeting Management. The participants discussed
the role of the Mayor and the management of meetings. All agreed that the Mayor is
doing an excellent job in performing this role. It was noted, however, that Council
meetings are at times to long and less efficient than desirable. The participants
discussed several factors that seem to undermine meeting efficiency. After a
discussion the participants agreed to the following:
Agreement Five: The staff will no longer verbally present their staff
reports at each Council meeting.
Agreement Six: Both staff and Boards -Commission reports will be
formally placed on the Council agenda. These reports will be provided in
advance in the Council packet. During the formal Council business meeting the
Mayor will formally ask for the acceptance of these reports by the Council. Prior
to acceptance the Council will be given an opportunity to ask questions about the
reports. Council members will do their best to contact the staff in advance to
advise of any questions they will be raising in the Council business meeting.
Agreement Seven: To use a visible timing clock to alert public speakers to
the set time limits and when their time has lapsed.
Agreement Eight: To recognize that Council deliberations also can take
unnecessary time and to make every effort to be succinct in expressing comments.
Council Committees. The participants next reviewed and discussed their
current committee structure. It was noted that the use of committees has been
suspended pending this discussion because they seem to not be efficient. The
4
participants discussed the relative merits of various ways to use, or not, committees.
After a discussion the participants made the following agreements:
Agreement Nine: To ask staff to present a proposal that will review and
recommend an approach to invigorate the Emergency Management Committee,
Agreement Ten: To disband all other Council committees and operate as a
Committee of the Whole.
Boards and Commissions. The participants discussed the importance of
effective communication between the City Council and the citv's boards and
commissions. It was noted that there are times that boards and commissions set out
to work on projects with little direction or indication from the City Council on the
Councils interest in these projects. It was agreed that the system might function
more effectively if there were better guidance from the City Council to the boards
and commissions. After a discussion the participants agreed to the following:
Agreement Eleven: To ask Boards and Commissions to develop a draft
work plan at the beginning of each year. The plan will then be submitted to the
City Council for review, adjustment and then adoption.
Agreement Twelve: To ask the Boards and Commissions to provide the
Council with a quarterly report on work plan progress and activities.
Process For Engaging Legal Council. The participants discussed the process
by which the City Council can receive legal advice and services. It was noted that
while the city has on retainer, a city attorney there are times that outside advice is
necessary. After a discussion the participants agreed to the following:
Agreement Thirteen: To follow the following 4 step process:
1. To meet as a Council of the Whole and determine the need and
nature of legal advice required.
5
2. To form questions that are to be answered by the lawyer that is
to provide legal advice.
3. To determine if in house council is appropriate or if outside
council is required.
4. Once the legal advice is developed it will be
distributed/presented to all members of the Council together.
Council -Staff Working Agreements and Protocols
The final discussion module focused on a review and discussion of working
agreements between the City Council and City Staff. The goal of this discussion
module was to craft agreements that will facilitate an effective working relationship.
Council Chamber Configuration. The participants discussed the current
council chamber sitting configuration and the current practice of having some staff
members sitting at the Council Dais. It was noted that staff members are currently
participating freely in Council deliberations often in areas not associated with their
respective areas of expertise. The participants agreed that this practice is confusing
to the public and inappropriate as it effectively blurs the distinctions between the
role and responsibilities of staff and the elected officials. After a discussion the
participants agreed to the following:
Agreement Fourteen. To reconfigure the council chamber to relocate staff
sitting area off of the Council Dais.
Staff Report Recommendations. The participants next discussed the current
approach to receiving staff reports (see discussion above) and staff
recommendations. It was noted that at times the staff seem in conflict over
recommendations, often forcing the Council to choose between a staff member
recommendation and a recommendation from the City Manager. All participants
0
agreed that this is not an acceptable situation. After a long discussion the
participants agreed to the following:
Agreement Fifteen: The Council wants one staff recommendation on an
issue. If the staff is in disagreement over the recommendation the City Manager
will make the final determination.
Agreement Sixteen: Whenever possible and reasonable the Council would
like to be presented with two or more policy or decision options. These options
could include the option that is recommended by staff.
Agreement Seventeen: Any attempt by a staff member to lobby a Council
Member on an option that is NOT the formal recommendation of the staff will be
rebuffed by Council members. The Staff person will be asked to present his/her
concerns to the City Manager and the City Manager will be notified of the staff
contact with the Council member by the Council member involved.
Council Access To Staff. The participants discussed the value and potential
problems with Council members contacting staff directly on issues. It was noted
that such contact need to balance the common sense of simply getting information
with the more problematic practice of micro -management. After a long discussion
the participants agreed to the following:
Agreement Eighteen: Council members can contact Department Directors
directly for information. If the request takes more than one hour to accommodate
the request must first be presented to the full council for approval.
Agreement Nineteen: Staff will be directed to advise the City Manager of
any Council contacts to facilitate knowledge sharing.
Agreement Twenty: Any research performed for a Council Member that
results in a written report will be given to all Council Members at the same time.
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City Manager Performance Evaluation Process. The participants next
discussed the City Manager performance evaluation process. It was noted that the
current process is not complete. After a long discussion the participants agreed to
the following:
Agreement Twenty One: To complete the following four step process:
1. Present the City Manager with the Summary of The Current
Evaluation for his review
2. To provide the City Manager an opportunity to prepare a written
response to be appended to the evaluation
3. To meet with the City Manager to discuss the evaluation, his
response and to set performance goals for 2005.
4. Prepare a formal written evaluation packet that includes the
summary, the City Managers response, and the performance
goals for 2005 to include means of measuring accomplishment of
these goals.
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Appendix One
Retreat Participants
Mavor
Mary Odermat
Council Member
Miles Adam
Council Member
Drew Blazey
Council Member
Katie Phelps
Council Member
Bob Rudolph
Council Member
Pete Vall-Spinosa
Council Member
Todd Nunn
City Manager
Doug Schulze
Facilitator
Michael Pendleton
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Appendix Two
The Five Stages of Group Development
Stage
Major Processes
Characteristics
Forming
Development of attraction
Tentative interactions;
bonds; Exchange of information;
polite discourse; concern
orientation towards others and
over ambiguity, silences
situation.
Storming
Dissatisfaction with others;
Ideas are criticized;
competition among members;
speakers are interrupted;
disagreement over procedures;
attendance is poor; hostility
conflict
Norming
Development of group
Agreement on rules;
structure; increased
consensus seeking;
cohesiveness and harmony,
increased supportiveness;
establishment of roles and
we -feeling
relationships
Performing
Focus on achievement; high
Decision -making;
task orientation; emphasis on
problem solving;
performance and productivity
cooperation; decreased
emotionality
Adjourning Termination of duties; Regret; increased
reduction of dependency; emotionality,
task completion disintegration
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