HomeMy WebLinkAbout08-09-2004 - Agenda PacketMEDINA CITY COUNCIL MEETING
AGENDA
August 9, 2004 7:00 p.m.
501 Evergreen Point Road Medina, WA
A. CALL TO ORDER 7:00 p.m.
B. ROLL CALL (Council Members Adam, Blazey, Phelps, Rudolph, Vail-Spinosa,
Deputy Mayor Nunn, Mayor Odermat)
C. APPROVAL OF MEETING AGENDA
D. AWARDS AND PRESENTATIONS
E. ANNOUNCEMENTS
1. Mayor
2. Council
3. Staff
F. CONSENT AGENDA
1. Minutes from July 12, 2004 Council Meeting
2. Minutes from July 26, 2004 Council Study Session (Not yet available)
3. Approval of July 2004 Checks/Finance Officer's Report
4. Authorize Renewal of Agreement with Linda Austin for Building Inspection and
Code Enforcement Services.
G. AUDIENCE PARTICIPATION
1. Non -Agenda Items (3 minutes per person)
H. REPORTS
1. Police Department
2. Development Services
3. Public Works Department
4. City Manager's Report
I. PUBLIC HEARING
None Scheduled
J. OTHER BUSINESS
1. Consider Resolution Adopting City Position on SR-520 Project
2. Consider Ordinance Clarifying City Manager Contracting Authority
3. Consider Request for Reconsideration of Medina Elementary School Special Use
Permit
4. Consider Resolution Adopting Benefit Plan for Management Employees
5. Discussion of Meeting Minute Content
6. Discussion of Request for Support of King County Library Ballot Measure
7. Mid -Year Financial Report
8. Discussion of City Manager Performance Evaluation Process
9. Review of City Council Agenda Calendar
K. NEW BUSINESS
L. EXECUTIVE SESSION
1. Personnel Matters
M. ADJOURNMENT
Item F -1
MEDINA CITY COUNCIL
REGULAR MEETING MINUTES
Regular Meeting — July 12, 2004
ROLL CALL:
COUNCIL MEMBERS PRESENT: Mayor Mary Odermat, Deputy Mayor Todd
Nunn, Miles Adam, Drew Blazey, Katie Phelps, and Robert Rudolph.
ABSENT AND EXCUSED: Pete Vall-Spinosa
STAFF PRESENT: City Attorney, Kirk Wines, City Manager, Doug Schulze, and
Acting Recording Secretary, La Tanya Banks.
CALL TO ORDER: Mayor Odermat called the regular meeting of the Medina City
Council to order at 7:00 p.m. at the Medina City Hall Council Chambers.
Mayor Odermat addressed the audience and advised that it was the consensus of the
Council to defer the rest of the agenda until later in the evening, and move right into the
public hearing
PUBLIC HEARING: Draft Ordinance Establishing Dog Control Regulations in
Medina Park
Mayor Odermat opened the public hearing: Draft Ordinance Establishing Dog control
Regulations in Medina Park, and read a statement prepared by City Attorney, Kirk
Wines, which outlined the rules and procedures for this hearing, and reminded that the
Council was under no legal obligation to conduct a public hearing on dog regulations, but
this hearing was being conducted because the Council wanted to hear from the citizens.
City Manager, Doug Schulze addressed the Council and gave a PowerPoint presentation,
and explained that this presentation was intended to provide a common understanding of
the existing park rules established by Medina Municipal Code as well as a summary of
the options for the Council to consider which have been identified by city staff as well as
the proposed recommendation of the Medina Park Board.
Mayor Odermat opened the floor to public testimony.
Tim O'Brien 7657 N.E. 14th Street — Medina
(City of Medina Park Board)
Mr. O'Brien, addressed the Council as a resident of 3 years, and dog owner who makes
extensive use of the park, explaining that his consideration here was not to have dogs stop
MEDINA CITY COUNCIL
REGULAR MEETING MINUTES
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using the park, but to come to some sort of comfortable compromise. " I just hope for all
citizens concerned that the Council take into consideration that it seemed like a fair
compromise to have an off -leash area and an on -leash area at the same time," Mr.
O'Brien stated.
Mark Crickmore 7629 N.E. 121h Street — Medina
37 year Medina Resident
Mr. Crickmore addressed the Council advising that he was in favor of a new initiative,
and reminded that the park was dedicated to the people of Medina, and that the people
shouldn't be afraid to use the park for fear of being attacked, threatened, knocked down,
get their clothes muddied and wet, or otherwise harassed. "I'd like there to be separation,
but the most important thing is enforcement", Mr. Crickmore stressed.
Tom Bacher 918 Sunset Way - Bellevue
22 year Medina Resident
" ... the people of this state do not yield their rights to agencies who serve them. The
people delegating authority do not give the public servants the right to decide what is
good for the people... ". Mr. Bacher quoted a section of the Open Public Meeting Act
of 1971, and advised that he did not think this rule was being followed, and explained
that the nature and size of Medina Park has not changed in the last few years, and the
number of park visitors has not increased. " Ordinance 489 was based on extensive
reviews and therefore should be maintained", Mr. Bacher voiced.
Susannah Stuart 1250 801h Place — Medina
(City of Medina Park Board)
Ms. Stuart addressed the Council applauding the passion demonstrated by the dog
community, but stressed that it was important to note that Medina Park was originally
built for the people and is a park for the people and their dogs, not a dog or puppy park.
Ms. Stewart felt the proposed division of Medina Park was a compromise that addressed
the needs of all and not just those of a select segment of the community.
Lisa Fleischman 7641 N.E. 121h Street — Medina
(City of Medina Park Board)
Ms. Fleischman addressed the Council as a citizen, a dog owner, and a kid owner,
advising that she was in support of the new park ordinance, and explained how the
proposed changes reflected a park system that was more respectful and inclusive than the
current ordinance, especially for those with small children and the elderly.
Herbert Farber 10655 N.E. 4th - Bellevue
Attorney at Law representing the following:
William and Louise Kinzel 802 80th Avenue S.E. — Medina
Anthony Shapiro and Karen Sparks 853 83rd Avenue N.E. Medina
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Roger and Cathy Barbee 1687 771h Avenue N.E. — Medina
Mr. Farber addressed the Council on the behalf of the above named clients and explained
that it was the concern of his clients that the Council was being put in the position to
overreact to very few complaints made by very few people of minor significance, and
stated that this amendment was primarily fueled and driven by the memorandum dated
April 28, 2004, by the Parks Department which is full of conclusive statements. " My
clients are concerned that these are complaints that can be ameliorated much less
drastically than what is being proposed through the Council". Mr. Farber has filed a
Public Records Disclosure Act Request on behalf of his clients.
Suzanne Goodknight 12927 S.E. 71h Place — Bellevue
Ms. Goodknight addressed the Council, advising of a medical condition she has regarding
her hip, and explained how coming to the park and seeing the dogs and their owners
helped distract her from the pain, and was the best time of the day for her. " If we have
to use the east side of the park where there is hardly any shade on a hot day, there will
just be no where to go," Ms. Goodknight explained.
Karen Johnson 9620 N.E. 251h Street — Clyde Hill
Ms. Johnson addressed the Council advising that the perception in the community was
that the Council had made its decision to limit park use by dog owners and their dogs. If
this was true, Ms. Johnson questioned, why would the Council not first survey the
residents before making such a huge decision on their behalf, and went on to request
documentation which collaborated the allegations.
Douglas Jones 9406 Vineyard Crest — Bellevue
Mr. Jones addressed the Council explaining that his concern was the direction that the
resolution was taking in which there would be an on -leash path only area to the west, and
questioned what a mother who brings her child and dog on a leash is to do when she can't
leave the path, nor can she take the dog to the play area. "I'm not sure this is well
thought out at this point and I would ask that you do that before you make any decision"
Mr. Jones urged.
Tony Shapiro 853 83rd Avenue N.E. — Medina
10-year resident
Mr. Shapiro addressed the Council explaining that one of the things that troubled him
about this proceeding was the process itself, and stated that he felt there was a rush to a
conclusion without anyone stepping back and evaluating what options were available,
and questioned why the option of looking at the hours when people really walk their dogs
had not been analyzed. " The Council should step back and take a breath instead of
rushing into a decision".
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Wilma Edmonds 7721 N.E. 241h Street — Medina
Ms. Edmonds addressed the Council with 581 signatures from citizens in the community
who would like for the current ordinance to remain in effect and explained that they have
a designated representative who has spoken with the Park Board, a member of this
Council, and a staff member regarding other options and stated that she found it to be
short sided on the part of the Council not to have considered what they might ask the
citizens to do as volunteers. " We would be happy to do something and not do nothing".
Gerry Ziefers 7640 N.E. 81h Street — Medina
Mr. Ziefers addressed the Council advising that he was in favor of segregation of the park
and although he was not sure if a time based schedule or seasonal schedule would be the
best thing, he urged the Council to explore segregation with the goal of making sure there
is always an area in the park that kids feel safe in, no matter what is going on with the
dogs.
Ron Santi 7842 N.E. 86th — Medina
Mr. Santi addressed the Council advising that there was a better way to go about this, and
suggested that a leashed dog be allowed anywhere in the park, asked that the 35ft limit be
extended to 100 yards, and requested that the restrictions be made seasonal if in fact there
were going to be any, such as from June through August.
Joseph Brazen 3204 Evergreen Point Road — Medina
(City of Medina Park Board)
Mr. Brazen addressed the Council reminding that this issue was not about dogs or dogs
running amuck, but about people, and explained that the Park Board passed this motion
unanimously to open the park to more of it's residents and to allow more people to enjoy
more of the park. " The perception out there was that it was a dog park and not a people
park, so now when people move into the city, they accept this legend, and most never go
into the park because of this label", Mr. Brazen stressed.
Matt Roberts 2221 Evergreen Point Road — Medina
Mr. Roberts addressed the Council advising that he was in favor of looking at other
solutions rather than dividing the park, and stressed that there were other ideas that were
better such as enforcing the existing rules, and partnering with the members of the
community to come up with a better solution.
Paul Demitriades 2254 Evergreen Point Road — Medina
Mr. Demitriades addressed the Council advising that he was against any sub -division of
the park and any fees being imposed on non-residents because this is a regional facility,
and stated that he felt that keeping this park people and dog friendly was the way to go.
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He liked the idea of delaying the decision and studying this situation a little more to come
up with a solution that the people will be happy with.
Jeffery Smith 10013 N.E. 171h Street — Bellevue
Mr. Smith addressed the Council enlightening them of the wonderful community asset
they have with the off -leash dog policy and explained how so many times, they have
walked in the park and have come across little children, and their dogs have gone up and
licked their faces, and they now like their dogs, and how when they walk in the park and
find other dog's droppings, they pick them up to help. He would hope that the Council
delayed its decision and come up with another solution.
Lisa Johnson 907 82"d Avenue N.E. - Medina
17-year resident
Ms. Johnson addressed the Council as a resident on Medina Park, explaining that
although it was bad before the last meeting which was 15 years ago, things have come a
long way since then, as now for the most part, the people that use the park are very
respectful, most dog owners pick up after their dogs, and went on to state that she felt that
this was an asset to the community, and it would be a shame to segregate the park.
"Having the owners walking their dogs helps keep our park safer", Ms. Johnson
exclaimed.
Michelle Benholdt
Ms. Benholdt addressed the Council as a non -Medina resident explaining how the park in
her area had become empty once the on -leash law went into affect, and expounded on the
contrast Medina Park has offered with it's wonderful and relaxed atmosphere, and
friendly and playful dogs, and above all, the responsible dog owners, who of which 99%
picked up after their dogs. " That is why I am one of the signatures on the petition to
keep the park as it is".
Bill Ashe 1940 116th Avenue N.E. - Bellevue
Mr. Ashe addressed the Council as a regular park user for the last 4 years, advising that
although they may exist, he nor his wife have never seen an incidence of someone being
injured, and went on to explain that dogs are dogs and may jump on some, but stressed
that you don't come to a dog park and expect to keep your tux clean. " What concerns
me is that the complaints of a few, which I am sure are legitimate ones, outweigh the
public needs of the many, which is evidenced by the number of signatures that have been
gathered".
Nancy Biglow 2425 E. Evergreen Point Road — Medina
Ms. Biglow addressed the Council stating that she would like to see the whole park off -
leash to dogs and proposed that the off -leash reminders be re -written to be more
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specifically strict to the dog owners, and suggested that if the new ordinance is passed,
that the Council make it seasonal such as to be in effect June Is' to September 15th as
other Bellevue parks do.
Ceilia Heathcoat 3232 781h Place N.E. — Medina
25-year resident
Ms. Heathcoat addressed the Council advising that she was for an all off -leash park, and
for getting rid of the 35ft dog restriction for running, reminding that all the parks around
were unfairly unbalanced with mostly on -leash only rules. " I am for guidelines, and
volunteer policing at Medina Park to keep up and improve the quality of respectful
behavior to non -dog people", Ms. Heathcoat stated.
Meredith Shank 7863 N.E. loth Street —Medina
Ms. Shank addressed the Council advising that what she would like to encourage is that
the rules remain un-changed and that we work on educating the dog owners to be more
responsible because everyone wanted to work out a solution that worked for everyone,
and she can't believe that can't be done while keeping dogs off -leash. " Please think
these proposals through in a little more detail", Ms. Shank urged.
Allyson Jackson 7633 N.E. 14th Street — Medina
Ms. Jackson addressed the Council stating that there had been a rumor in the community
that the Council had made their decision on this issue, but as a supporter of many of the
Council members and having deep respect for them, Ms. Jackson advised that this was
not the case and that she felt that the Council would listen fairly to all the public
comments that have been received. It is noted by all the citizens that came out to speak
that there is a strong support within the community for there not to be a change to the
existing regulations in the park.
Mary Jane Digameyer 7816 N. E. 121h Street — Medina
Ms. Digameyer addressed the Council advising that as a new resident, seeing the love,
commitment and compassion in this community has moved her to tears, and she does not
own a dog, but went on to remind that indigenous people had gathering places, and that is
what Medina Park represents, the nucleus of this community. " To take it upon
yourselves to destroy it is a grave thing and I think that it needs a lot of consideration
because to make a rash or hasty judgment would certainly be a detriment to this
community."
Pamela Young 7979 N.E. 28th Street — Medina
7-year resident
Ms. Young addressed the Council explaining how she had met most of the people in
attendance at Medina Park, and how special this park was to her, and went on to state
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how she has seen residents of Medina and residents of the surrounding communities
remind dog owners to pick up after their dogs as well as nicely remind them if there dog
were to get out of line. " The people at this park are very responsible. I feel safe taking a
very little dog to this park".
Victor Melfi 7746 Overlake Drive West — Medina
Mr. Melfi addressed the Council advising that he enjoyed the kind of community aspect
that comes from the park the way it currently does and noted that he knows residents on
both sides of the issue and was surprised to hear that there were so many concerns and
incidents but stressed that the majority of them really want to work things out. " My
suggestion is to list the problems, get people from both sides to develop a mitigation plan,
implement the mitigation plan, survey the effectiveness, and develop a policy
accordingly."
Mayor Odermat closed the public hearing and requested that all questions for
consideration be submitted, and all questions to the speakers be addressed at this time.
A member of the audience questioned the Council as to how many members had dogs.
The Council Members answered accordingly.
COUNCIL MEMBER PHELPS MOVED TO ADOOPT THE PARK PROPOSAL
BEFORE THE COUNCIL. COUNCIL MEMBER NUNN SECONDED THE MOTION.
The Council began a detailed discussion of the Draft Ordinance Establishing Dog Control
Regulations in Medina Park, and gave their individual suggestions and comments.
Council Member Rudolph acknowledged that this was a controversial issue and noted
that some form of ordinance change was in order.
Council Member Rudolph stated that the ideas presented by the Park Board were
basically good, and went on to suggest a couple of ideas that the Council might consider
for discussion, which included whether or not the ordinance should be made applicable
for the summer months from mid April through mid October, and maybe limiting the
number of dogs per individual.
Council Member Phelps stated that there was not often an issue that was not dominated
my majority opinion, and noted that this one was better.
Council Member Phelps explained that this proposal encompasses not only the majority,
but it encompasses something for everyone, and stressed that this park was not a
punishment by any means to dog owners. They still have 60% of the park off -leash as
well as 40% on -leash, however it also opens up a part of the park for people who are not
pet owners who use the park for exercise, for socializing, for playing, people young and
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old, and advised that she felt that this was a compromise that fits the community
atmosphere that is enjoyed in Medina.
Council Member Adam stated that he was concerned with this legislation chipping away
at what he looks at as the "tradition and the character of Medina."
Council Member Adam explained that this was one of the unique things in Medina, and
felt that if we keep changing those things, incrementally we'll finally end up when we
say, " where did Medina go?". Council Member Adam stressed that he felt we might
have an overreaction here and as it is now, it is not a good piece of legislation and
reminded that we also have to look at the use of the park over a 12-month period and
suggested that the Council look at a seasonal issue.
Deputy Mayor Nunn advised that he supports the proposal.
Deputy Mayor Nunn stated that Medina provides an unprecedented benefit to the region
and will continue to do so. No city gives as much percentage of its park space to off -
leash dog areas as Medina, and every person who likes to take their dogs and run them
off -leash at Medina Park will be able to do it after this is passed and will continue to be
able to do so for years to come. Deputy Mayor Nunn reminded that we are leaving 60%
of the acreage of Medina Park for off -leash dog use. " This is about balance and fairness
to everybody in the City, people who want to have their dogs off -leash, and people who
are uncomfortable with it".
Council Member Blazey advised that he did not support the proposal the way it was
written and was really concerned about what he was seeing happen.
Council Member Blazey informed the Council that he felt that the report that categorized
the problems in the park and laid the problems on the dogs and the dog owners was a bad
report, and the Council should not base their decisions on that. He stressed that
enforcement was an issue as he did not think that there has been any enforcement and this
created more enforcement issues in his mind. " To me it's clear that a majority of the
people want no change in this ordinance".
Mayor Odermat stated that she came here very convinced that they were pursuing a
means of allowing all of the citizens peaceful enjoyment of the park by not taking away
the dog off -leash privilege, just diminishing it to some degree.
Mayor Odermat advised that the other issue that troubled her was the lack of reciprocity
when we want to go to other cities and take our dogs. We don't have off -leash privileges
by and large in most places, and Mayor Odermat explained that she was kind of curious
why Medina ended up in this position where we are allowing all of our open space to be
freely roamed by dogs, but we don't have that option anywhere else that we go. "We
need to sit back for the next 9 to 12 months and collect data and ask a lot of questions
and come up with a more definite answer as to what the people of this city truly want".
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COUNCIL MEMBER RUDOLPH MOVED TO APPROVE THE PROPOSAL BEFORE
THE COUNCIL AS AMENDED TO REFLECT THE FOLLOWING 4
AMENDMENTS:
1. ON -LEASH REQUIREMENT EXISIT FROM APRIL 15TH TO OCTOBER 15TH
2. THE NUMBER OF DOGS PER INDIVIDUAL IN MEDINA PARK BE LIMITED
TO 2
3. THE WEST SIDE OF THE PARK BE ON -LEASH BUT NOT ON PATH
4. EXTEND THE AREA THAT BELONGS TO THE OFF -LEASH DOGS TO THE
BIFURCATION OF THE PATHS.
MAYOR ODERMAT CALLED FOR THE VOTE OF APPROVING THE PROPOSAL
AS AMENDED. THE MOTION WAS SECONDED AND WAS PASSED WITH 5 IN
FAVOR AND 1 OPPOSED.
AWARDS AND PRESENTATIONS
Mr. Schulze informed the Council that the Coalition of Small Police Agencies, which
consists of 13 agencies, including Medina, was awarded the 2004 Association of
Washington Cities Municipal Law Enforcement Achiever of the Year Award.
ANNOUNCMENTS
Mayor Odermat informed the Council that there is an excellent speaker giving a
presentation at the AWC Budget Event in Lynnwood and suggested that anyone having
the time sign up to attend.
CONSENT AGENDA
June 7, 2004 Minutes
Mayor Odermat noted that the June 7, 2004, minutes were not listed to be approved, but
were part of the Council Packets.
COUNCIL MEMBER BLAZEY MOVED TO APPROVE THE CONSENT AGENDA.
THE MOTION WAS SECONDED AND AFTER A BRIEF DISCUSSION, THE MOTION
WAS PASSED WITH 5 IN FAVOR AND 1 ABSTENSTION.
AUDIENCE PARTICIPATION
None
REPORTS
Police Department
Council Member Phelps addressed the Chief of Police regarding false alarms and
questioned whether or not the City imposed a fee for false alarms, and was informed that
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there was a new ordinance in effect with more aggressive responses, and was also alerted
to the fact that the number of false alarms was down.
Council Member Blazey questioned the Chief of Police regarding vehicle prowls and
thefts, and was reminded that when the weather gets hot, the bad guys come out and that
they do have a theft ring that they are aware of. They are working with other
jurisdictions on this issue.
Council Member Rudolph addressed the Chief of Police regarding mailbox theft and
question if it would be of any merit to have the City make available to the citizens for an
appropriate fee, locked mailboxes and was informed by Mr. Schulze that the City had
already taken that initiative and advised that they can provide a list of vendors and run
more articles to promote the idea.
DEVELOPMENT SERVICES
Council Member Adam questioned Planning Director, Joseph Gellings reminding that on
June 14, 2004, the Council requested follow-up on options to clarify the Code regarding
utility under grounding and the sequential reconstructions, and was informed by Mr.
Gellings that he would follow-up informally in the future development services report on
sequential permits. Regarding private lanes, he advised that he was still working on that
issue.
PUBLIC WORKS
Council Member Blazey addressed Public Works Director Shel Jahn advising that he
went down to the dog park on 84th, and noted that the hand railing down the stairs was
torn out, and was informed by Mr. Jahn that it was looked into, and there was a railing on
the opposite side, so he considered it safe at this point, but advised that they do have a
plan to put in a whole new set of steps.
It was the consensus of the Council that the stairs were not safe, and questioned when this
could be handled.
Mr. Schulze explained that this was an issue that could be handled by a simple e-mail or
phone call to him as it was an administrative issue, not a policy matter.
Council Member Blazey suggested putting the 84th Street dock in their notes just so it
stays on our radar screen.
Council Member Phelps addressed Mr. Jahn regarding the BBQ pits at Medina Beach
questioning whether or not the one that was lost would be replaced and was informed that
he was not aware that one was gone but he would look into it.
Park Board
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Mr. Jahn addressed the Council explaining that the Public Works could very easily
change any of the ramps anywhere in these ponds, and had planned on improving the
ramp on the east side to enhance it so that it becomes more accessible for the dogs, so
having the limitation of where these currently are is not really a limitation.
Mr. Jahn pointed out the area on the map of Medina Park that was most sensitive,
vegetation wise, and pointed out where they were getting most of their damage and stated
that this was not heard before the decision was made because he was not allowed to speak
during public testimony.
Council Member Rudolph informed the Council that they lost the opportunity for some
valuable input by Mr. Jahn feeling inhibited that he could not make a comment during the
discussion about the ramps, and felt that it may have been helpful and would like to work
out a system where staff can comment if they have something relevant to say that might
bear on the decision of the Council.
Mr. Schulze explained that the direction received from Council did not prohibit the
Council from taking the initiative to ask a question of a staff member if something comes
up, and would encourage that.
EMERGENCY PREPAREDNESS COMMITTEE
The Emergency Preparedness Committee has elected to meet quarterly.
CITY MANAGER'S REPORT
None
OTHER BUSINESS
Commissioner Phelps questioned if the last page of the newsletter had to be blank and
suggested that the page be filled with Council information.
NEW BUSINESS
Mr. Schulze provided the Council with an updated calendar with changes in bold.
EXECUTIVE SESSION
None
ADJOURNMENT
DEPUTY MAYOR NUNN MOVED TO ADJOURN. THE MOTION WAS
SECONDED AND WAS PASSED WITH ALL IN FAVOR.
The meeting was adjourned at 10:34 p.m.
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Mayor Mary Odermat
Attest:
La Tanya Banks, Recording Secretary
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Item F-3
CITY OF MEDINA
Memorandum
DATE: August 9, 2004
TO: Mayor and City Council
FROM: Jan Burdue, CPFA
RE: Finance Report — July 2004
COMMENT:
General Fund
Revenues
➢ Sales and Use Tax is slightly below ($70,000) the projected $580,000 for
this time of year.
➢ Investment Interest is slightly above $741 the projected $29,000 for this time of
year
➢ Municipal Court Traffic Infraction is $18,990 above the projected $55,100 for this
time of year.
➢ Liquor Control Board Profits is $190 above the projected $10,440 for this time of
year.
Expenditures
➢ Departmental expenditures are meeting budget projections.
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a
v
z
F
3 v
Jb 8/9/04
City of Medina
MONTHLY REVENUE REPORT
PAGE 1
July 31,
20044
Is OF
REMAINING
ACCOUNT
NUMBER
DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
GENERAL FUND
PROPERTY & SALES TAX
001
000
000
311
10
00
00
General Property Taxes
6,076.64
1,088,165.78
2,055,701.00
52.93
967,535.22
001
000
000
311
10
00
01
Gen'1 Prop Taxes - Ad Valorem
128.63-
2,882.40-
.00
.00
2,882.40
001
000
000
313
10
00
00
Local Retail Sales & Use Tax
56,875.92
509,835.77
1,000,000.00
50.98
490,164.23
001
000
000
313
71
00
00
Criminal Justice Funding
4,587.61
32,631.30
50,000.00
65.26
17,368.70
TOTAL PROPERTY & SALES TAX
67,411.54
1,627,750.45
3,105,701.00
52.41
1,477,950.55
LICENSES & PERMITS
001
000
000
322
10
00
00
Building Permits
29,542.86
292,412.93
630,000.00
46.41
337,587.07
001
000
000
322
30
00
00
Animal Licenses
92.00
821.00
1,000.00
82.10
179.00
TOTAL LICENSES & PERMITS
29,634.86
293,233.93
631,000.00
46.47
337,766.07
INTERGOVERNMENTAL
001
000
000
334
03
50
00
State Grant -Traffic Safety Com
1,709.68
3,320.56
.00
.00
3,320.56-
001
000
000
334
06
91
00
State Grant-WASPC
.00
3,300.00
.00
.00
3,300.00-
001
000
000
334
06
99
00
State Grant -KC -Emergency Mgmt
.00
12,354.40
.00
.00
12,354.40-
001
000
000
336
06
21
00
MVET-Criminal Justice -Pop.
250.00
750.00
600.00
125.00
150.00-
001
000
000
336
06
22
00
MVET-Criminal Justice-DCD #1
.00
.00
512.00
.00
512.00
001
000
000
336
06
23
00
MVET-Criminal Justice-DCD #2
.00
.00
731.00
.00
731.00
001
000
000
336
06
24
00
MVET-Criminal Justice-DCD #3
.00
.00
731.00
.00
731.00
001
000
000
336
06
26
00
Criminal Justice -Special
545.87
1,604.95
.00
.00
1,604.95-
001
000
000
336
06
51
00
DUI/Other Criminal Justice
125.50
376.70
500.00
75.34
123.30
001
000
000
336
06
94
00
Liquor Excise Tax
2,703.85
8,535.05
10,800.00
79.03
2,264.95
001
000
000
336
06
95
00
Liquor Control Board Profits
.00
10,630.45
18,000.00
59.06
7,369.55
001
000
000
338
21
00
00
Hunts Point Police Contract
69,000.00
69,000.00
138,000.00
50.00
69,000.00
001
000
000
338
21
00
10
Hunts Point-Add'1 Police Sery
.00
300.00
.00
.00
300.00-
001
000
000
338
23
00
00
Detention/Correction-Jail
.00
872.81
.00
.00
872.81-
TOTAL INTERGOVERNMENTAL
74,334.90
111,044.92
169,874.00
65.37
58,829.08
CHGS FOR GOODS AND SERVICES
001
000
000
341
99
00
00
Passport & Naturalization Fees
210.00
1,470.00
.00
.00
1,470.00-
001
000
000
342
10
00
00
Law Enforcement Services
275.00
1,325.00
.00
.00
1,325.00-
001
000
000
347
60
00
00
Program Fees
.00
.00
1,800.00
.00
1,800.00
TOTAL CHGS FOR GOODS/SERVICES
485.00
2,795.00
1,800.00
155.28
995.00-
FINES & FORFEITURES
001
000
000
353
10
00
00
Municipal Court -Traffic Infrac
7,770.92
74,090.27
95,000.00
77.99
20,909.73
TOTAL FINES & FORFEITURES
7,770.92
74,090.27
95,000.00
77.99
20,909.73
MISCELLANEOUS REVENUE
001
000
000
361
11
00
00
Investment Interest
5,855.85
29,741.30
50,000.00
59.48
20,258.70
001
000
000
361
40
00
00
Sales Interest
53.98
1,001.44
.00
.00
1,001.44-
001
000
000
367
19
00
00
Contributions -Other
.00
1,960.49
.00
.00
1,960.49-
001
000
000
369
90
00
00
Other
944.94
5,926.68
.00
.00
5,926.68-
TOTAL MISCELLANEOUS REVENUES
6,854.77
38,629.91
50,000.00
77.26
11,370.09
NONREVENUES
001
000
000
389
00
00
00
Other Non -Revenues (pass thru)
8,601.75
155,787.98
195,000.00
79.89
39,212.02
TOTAL NONREVENUES
8,601.75
155,787.98
195,000.00
79.89
39,212.02
jb 8/9/04
City of Medina
MONTHLYJ RE}1VENUE REPORT
July , 2004 PAGE 3
M.T.D. Y.T.D. k OF REMAINING
ACCOUNT NUMBER DESCRIPTION RECEIPTS RECEIPTS ESTIMATED TOTAL EXPECTATION
TOTAL GENERAL FUND 195,093.74 2,303,332.46 4,248,375.00 54.22 1,945,042.54
j b 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July
31, t7.004
PAGE 1
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
GENERAL FUND
LEGISLATIVE SERVICES
001
000
000
511
60
41
00
Professional Services
3,000.00
12,522.39
20,000.00
62.61
7,477.61
001
000
000
511
60
43
00
Travel & Training
210.38-
1,783.97
2,500.00
71.36
716.03
001
000
000
511
60
49
00
Miscellaneous
.00
17.85
.00
.00
17.85-
001
000
000
511
80
51
00
Elections Serv-Voter Reg Costs
.00
4,142.33
6,000.00
69.04
1,857.67
TOTAL LEGISLATIVE SERVICES
2,789.62
18,466.54
28,500.00
64.79
10,033.46
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004
PAGE
2
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
MUNICIPAL COURT
001
000
000
512
50
41
10
Prosecuting Attorney
3,248.98
23,689.97
40,000.00
59.22
16,310.03
001
000
000
512
50
41
20
Public Defender
.00
6,525.00
4,500.00
145.00
2,025.00-
001
000
000
512
50
41
30
Expert Witness
.00
.00
2,000.00
.00
2,000.00
001
000
000
512
50
51
10
Municipal Court-Traffic/NonTrf
4,462.50
45,903.50
75,000.00
61.20
29,096.50
001
000
000
512
50
51
20
Municipal Court -Probation
.00
5,343.21
.00
.00
5,343.21-
TOTAL MUNICIPAL COURT
7,711.48
81,461.68
121,500.00
67.05
40,038.32
j b 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 1004
PAGE 3
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
EXECUTIVE
SALARIES & WAGES
001
000
000
513
10
11 00
Salaries & Wages
8,038.97
56,272.79
95,220.00
59.10
38,947.21
TOTAL SALARIES & WAGES
8,038.97
56,272.79
95,220.00
59.10
38,947.21
PERSONNEL BENEFITS
001
000
000
513
10
21 00
Personnel Benefits
1,801.76
12,614.23
22,400.00
56.31
9,785.77
TOTAL PERSONNEL BENEFITS
1,801.76
12,614.23
22,400.00
56.31
9,785.77
OTHER SERVICES AND CHARGES
001
000
000
513
10
43 00
Travel & Training
200.00
1,044.41
3,000.00
34.81
1,955.59
001
000
000
513
10
49 00
Miscellaneous
.00
314.21
11,000.00
2.86
10,685.79
001
000
000
513
10
49 01
Dues, Subsc. Auto Allow
250.00
3,019.74
3,000.00
100.66
19.74-
TOTAL OTHER SERVICES & CHARGES 450.00
4,378.36
17,000.00
25.76
12,621.64
TOTAL EXECUTIVE DEPARTMENT
10,290.73
73,265.38
134,620.00
54.42
61,354.62
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31,
2004
PAGE 4
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
FINANCE DEPARTMENT
SALARIES & WAGES
001
000
000
514
10
11 00
Salaries & Wages
4,885.44
34,198.08
56,920.00
60.08
22,721.92
TOTAL SALARIES & WAGES
4,885.44
34,198.08
56,920.00
60.08
22,721.92
PERSONNEL BENEFITS
-
001
000
000
514
10
21 00
Personnel Benefits
898.62
6,293.05
10,371.84
60.67
4,078.79
TOTAL PERSONNEL BENEFITS
898.62
6,293.05
10,371.84
60.67
4,078.79
OTHER SERVICES & CHARGES
001
000
000
514
10
43 00
Travel & Training
814.65
1,401.89
2,500.00
56.08
1,098.11
001
000
000
514
10
49 00
MisC-Dues,Subscriptions
115.00
265.00
750.00
35.33
485.00
001
000
000
514
10
51 00
Intergvtml Prof Serv-Auditors
.00
.00
10,000.00
.00
10,000.00
TOTAL OTHER SERVICES & CHARGES
929.65
1,666.89
13,250.00
12.58
11,583.11
CAPITAL OUTLAY
TOTAL FINANCE DEPARTMENT
6,713.71
42,158.02
80,541.84
52.34
38,383.82
J " 8/9/0
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004
PAGE 5
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT NUMBER DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
LEGAL DEPARTMENT
001 000 000 515 20 41 10 City Attorney
10,093.38
70,745.98
93,500.00
75.66
22,754.02
001 000 000 515 20 41 60 Special Counsel
.00
15,605.90
20,000.00
78.03
4,394.10
TOTAL LEGAL DEPARTMENT
10,093.38
86,351.88
113,500.00
76.08
27,148.12
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004
PAGE 6
M.T.D.
Y.T.D.
Is OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
CENTRAL SERVICES
SALARIES & WAGES
001
000
000
518
10
11
00
Salaries & Wages
14,871.98
80,674.81
101,705.00
79.32
21,030.19
001
000
000
518
10
12
00
Overtime
203.94
373.89
4,000.00
9.35
3,626.11
TOTAL SALARIES & WAGES
15,075.92
81,048.70
105,705.00
76.67
24,656.30
PERSONNEL BENEFITS
001
000
000
518
10
21
00
Personnel Benefits
2,590.21
17,315.50
28,378.92
61.02
11,063.42
TOTAL PERSONNEL BENEFITS
2,590.21
17,315.50
28,378.92
61.02
11,063.42
-
OTHER SERVICES & CHARGES
001
000
000
518
10
31
00
Office and Operating Supplies
1,783.07
12,266.42
15,000.00
81.78
2,733.58
001
000
000
518
10
41
00
Professional Services
82.31
10,633.35
10,000.00
106.33
633.35-
001
000
000
518
10
41
50
Prof Serv-Computer Tech Sery
4,933.09
23,547.85
16,000.00
147.17
7,547.85-
001
000
000
518
10
42
00
Postage/Telephone
1,232.87
11,471.80
20,000.00
57.36
8,528.20
001
000
000
518
10
43
00
Travel & Training
.00
2,910.17
2,300.00
126.53
610.17-
001
000
000
518
10
44
00
Advertising
.00
538.64
11,000.00
4.90
10,461.36
001
000
000
518
10
46
00
Insurance (WCIA)
.00
70,093.00
74,000.00
94.72
3,907.00
001
000
000
518
10
47
00
Utility Serv-Elec,Water,Waste
512.86
3,580.69
9,000.00
39.79
5,419.31
001
000
000
518
10
48
00
Repairs & Maint-Equipment
.00
5,353.30
10,000.00
53.53
4,646.70
001
000
000
518
10
49
10
Miscellaneous
443.82
1,389.79
300.00
463.26
1,089.79-
001
000
000
518
10
49
20
Dues, Subscriptions
.00
1,412.00
850.00
166.12
562.00-
001
000
000
518
10
49
30
Newsletter
.00
10,532..37
20,000.00
52.66
9,467.63
001
000
000
518
10
49
40
Photocopies
2.18
922.18
5,000.00
18.44
4,077.82
TOTAL OTHER SERVICES & CHARGES
8,990.20
154,651.56
193,450.00
79.94
38,798.44
BUILDING MAINTENANCE
001
000
000
518
30
45
00
Facility Rental
475.48
3,054.88
7,800.00
39.17
4,745.12
001
000
000
518
30
48
00
Repairs/Maint-City Hall Bldg
2,325.44
10,962.16
15,000.00
73.08
4,037.84
001
000
000
518
90
49
00
Misc.
.00
32.63
.00
.00
32.63-
TOTAL BUILDING MAINTENANCE
2,800.92
14,049.67
22,800.00
61.62
8,750.33
jb
8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July
31, 2004
PAGE 7
M.T.D.
Y.T.D.
OF
UNEXPENDED''.
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
INTERGOVERNMENTAL SERVICES
001
000
000
519
90
48
00
Repairs and Maintenance -Bldg
.00
228.48-
.00
.00
228.48
001
000
000
519
90
49
00
Association of WA Cities
.00
1,207.01
1,208.00
99.92
.99
001
000
000
519
90
49
01
Puget Sound Regional Council
.00
.00
450.00
.00
450.00
001
000
000
519
90
49
02
Suburban Cities Association
.00
1,504.51
2,000.00
75.23
495.49
001
000
000
519
90
49
03
ARCH
.00
2,026.00
12,400.00
16.34
10,374.00
001
000
000
519
90
49
04
Eastside Transportation Prog.
.00
100.00
125.00
80.00
25.00
001
000
000
519
90
49
06
E. Domestic Violence Program
.00
.00
1,700.00
.00
1,700.00
001
000
000
519
90
49
07
Bellevue Highland Center
.00
.00
1,700.00
.00
1,700.00
001
000
000
519
90
51
10
King County Health Services
.00
.00
175.00
.00
175.00
001
000
000
519
90
51
20
Clean Air Agency
.00
4,804.00
4,804.00
100.00
.00
001
000
000
519
90
51
30
King County Alcohol Control
.00
300.91
467.00
64.43
166.09
001
000
000
519
90
51
40
King County Water & Land Resou
.00
1,648.00
2,472.00
66.67
824.00
TOTAL INTERGOVERNMENTAL
.00
11,361.95
27,501.00
41.31
16,139.05
TOTAL CENTRAL SERVICES
29,457.25
278,427.38
377,834.92
73.69
99,407.54
j b
8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004 PAGE 8
M.T.D. Y.T.D. % OF UNEXPENDED
ACCOUNT NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
POLICE DEPARTMENT
SALARIES & WAGES
001
000
000
521
20
11
00
Salaries & Wages
48,748.39
360,089.77
610,377.00
58.99
250,287.23
001
000
000
521
20
12
00
Overtime
11,278.02
60,089.29
60,000.00
100.15
89.29-
001
000
000
521
20
12
01
Merit Pay
.00
15,205.45
35,000.00
43.44
19,794.55
001
000
000
521
20
12
02
Kelly Pay
.00
90.00
.00
.00
90.00-
001
000
000
521
20
13
00
Holiday Pay
.00
2,849.30
.00
.00
2,849.30-
TOTAL SALARIES & WAGES
60,026.41
438,323.81
705,377.00
62.14
267,053.19
PERSONNEL BENEFITS
001
000
000
521
20
21
00
Personnel Benefits
17,815.44
125,854.05
165,000.00
76.28
39,145.95
001
000
000
521
20
22
00
Uniforms
00
3,512.33
16,000.00
21.95
12,487.67
001
000
000
521
20
23
00
Tuition Reimbursement
4,707.00
11,135.00
8,000.00
139.19
3,135.00-
TOTAL PERSONNEL BENEFITS
22,522.44
140,501.38
189,000.00
74.34
48,498.62
SUPPLIES
001
000
000
521
20
31
00
Office Supplies
477.96
2,322.77
5,000.00
46.46
2,677.23
001
000
000
521
20
31
40
Police Operating Supplies
.00
3,176.17
4,000.00
79.40
823.83
001
000
000
521
20
31
50
Photographic Supplies
29.25
646.41
1,000.00
64.64
353.59
001
000
000
521
20
31
60
Ammo/Range (Targets, etc.)
67.25
2,465.25
6,000.00
41.09
3,534.75
001
000
000
521
20
32
00
Vehicle Expenses(fuel,lube,etc
1,729.40
12,056.66
18,000.00
66.98
5,943.34
001
000
000
521
20
35
20
Firearms (purchase & repair)
.00
.00
1,000.00
.00
1,000.00
TOTAL SUPPLIES
2,303.86
20,667.26
35,000.00
59.05
14,332.74
OTHER SERVICES & CHARGES
001
000
000
521
20
41
00
Professional Services,
600.00
3,364.37
5,000.00
67.29
1,635.63
001
000
000
521
20
41
50
Recruitment -Background
726.00
2,302.45
2,500.00
92.10
197.55
001
000
000
521
20
42
00
Communications (Phone,Pagers)
2,196.92
9,056.33
14,000.00
64.69
4,943.67
001
000
000
521
20
43
00
Travel & Training
1,636.06
4,836.17
18,000.00
26.87
13,163.83
001
000
000
521
20
43
01
Dues, Subscr., Memberships
.00
85.00
.00
.00
85.00-
001
000
000
521
20
44
50
Recruitment -Advertising
.00
.00
1,500.00
.00
1,500.00
001
000
000
521
20
45
00
Equipment -Lease & Rentals
214.11
1,513.76
3,155.00
47.98
1,641.24
001
000
000
521
20
48
00
Repairs & Maint-Equipment
605.17
3,292.95
7,000.00
47.04
3,707.05
001
000
000
521
20
48
10
Repairs & Maint-Automobiles
.00
4,986.43
5,000.00
99.73
13.57
001
000
000
521
20
48
20
Repairs & Maint-CAD
24,000.00
24,000.00
24,000.00
100.00
.00
001
000
000
521
20
49
00
Misc. (Service/supplies)
179.52
179.52
500.00
35.90
320.48
001
000
000
521
20
49
20
Bicycle Patrol
.00
.00
1,000.00
.00
1,000.00
001
000
000
521
20
49
30
Animal Control
.00
.00
1,200.00
.00
1,200.00
001
000
000
521
20
49
40
Dues,Subcriptions,Memberships
357.50
1,562.80
2,500.00
62.51
937.20
001
000
000
521
20
49
60
Crime Prevention/Public Educ
.00
1,559.92
3,000.00
52.00
1,440.08
001
000
000
521
20
49
90
Misc-investigative Fund
.00
.00
500.00
.00
500.00
TOTAL OTHER SERVICES & CHARGES
30,515.28
56,739.70
88,855.00
63.86
32,115.30
j b 8/9/U4
City of Medina
MONTHLY EXPENDITURE REPORT
PAGE 9
July
31, 2004
M.T.D.
Y.T.D.
8 OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
INTERGOVERNMENTAL SERVICES
001
000
000
521
20
51
10
Dispatch Services -Kirkland
14,354.50
29,159.06
57,991.37
50.28
28,832.31
001
000
000
521
20
51
20
Dispatch-EPSCA
505.08
3,470.26
5,600.00
61.97
2,129.74
001
000
000
521
20
51
30
Access-WSP
930.00
1,860.00
3,960.00
46.97
2,100.00
001
000
000
521
20
51
40
Marine Patrol -Mercer Island
.00
674.42
40,000.00
1.69
39,325.58
001
000
000
521
20
51
50
Jail Service -Prisoner Board
8,409.70
21,442.19
30,000.00
71.47
8,557.81
001
000
000
521
20
51
60
Prisoner Transport
1,500.00
3,450.00
6,000.00
57.50
2,550.00
001
000
000
521
20
51
90
Other Cities-Add'1 Police Sery
.00
16,730.56
.00
.00
16,730.56-
TOTAL INTERGOVERNMENTAL SERV.
25,699.28
76,786.49
143,551.37
53.49
66,764.88
TOTAL POLICE DEPARTMENT
141,067.27
733,018.64
1,161,783.37
63.09
428,764.73
City of Medina
MONTHLY EXPENDITURE REPORT
JUIV 3 1, '2004
PAGE 10
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT NUMBER DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
FIRE & MEDICAL AID DEPARTMENT
INTERGOVERNMENTAL SERVICES
001 000 000 522 20 51 00 Fire Control Services
.00
281,031.50
562,063.00
50.00
281,031.50
TOTAL INTERGOVERNMENTAL
.00
281,031.50
562,063.00
50.00
281,031.50
TOTAL FIRE & MEDICAL DEPT
.00
281,031.50
562,063.00
50.00
281,031.50
City of Medina
MONTHLY EXPENDITURE REPORT
JUly
31. 2004
PAGE 11
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
BUILDING DEPARTMENT
SALARIES & WAGES
001
000
000
524
60
11 00
Salaries & Wages
2,503.40
17,386.30
30,000.00
57.95
12,613.70
TOTAL SALARIES & WAGES
2,503.40
17,386.30
30,000.00
57.95
12,613.70
PERSONNEL BENEFITS
001
000
000
524
60
21 00
Personnel Benefits
627.27
4,394.31
6,307.00
69.67
1,912.69
TOTAL PERSONNEL BENEFITS
627.27
4,394.31
6,307.00
69.67
1,912.69
OTHER SERVICES & CHARGES
001
000
000
524
60
41 01
Engineer
60.00
62,958.65
100,000.00
62.96
37,041.35
001
000
000
524
60
41 02
Bldg Official/Bldg Inspector
14,140.91
118,996.13
230,000.00
51.74
111,003.87
001
000
000
524
60
43 00
Travel & Training
.00
12.74
2,500.00
.51
2,487.26
001
000
000
524
60
49 00
Misc-Dues, Subscriptions
.00
302.93
3,000.00
10.10
2,697.07
TOTAL OTHER SERVICES & CHARGES
14,200.91
182,270.45
335,500.00
54.33
153,229.55
TOTAL BUILDING DEPARTMENT
17,331.58
204,051.06
371,807.00
54.88
167,755.94
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
PAGE 12
July
31, 2004
M.T.D.
Y.T.D.
k OF
UNEXPENDED
ACCOUNT NUMBER DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
EMERGENCY PREPAREDNESS
001 000 000 525 60 41 00 Professional Services
2,479.24
27,434.28
10,000.00
274.34
17,434.28-
TOTAL EMERGENCY PREPAREDNESS
2,479.24
27,434.28
10,000.00
274.34
17,434.28-
j b 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
PAGE 13
July
31, 2004
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
PLANNING DEPARTMENT
SALARIES & WAGES
001
000
000
558
60
11
00
Salaries & Wages
8,186.74
56,607.18
92,000.00
61.53
35,392.82
TOTAL SALARIES & WAGES
8,186.74
56,607.18
92,000.00
61.53
35,392.82
PERSONNEL BENEFITS
001
000
000
558
60
21
00
Personnel Benefits
1,970.27
13,756.52
22,725.00
60.53
8,968.48
TOTAL PERSONNEL BENEFITS
1,970.27
13,756.52
22,725.00
60.53
8,968.48
SUPPLIES
001
000
000
558
60
31
00
Operating Supplies
.00
176.74
1,200.00
14.73
1,023.26
TOTAL SUPPLIES
.00
176.74
1,200.00
14.73
1,023.26
OTHER SERVICES & CHARGES'
001
000
000
558
60
41
00
Prof Services -Planner
.00
9,970.68
.00
.00
9,970.68-
001
000
000
558
60
41
01
Planning Consultant
3,816.05
21,372.74
75,000.00
28.50
53,627.26
001
000
000
558
60
41
02
Hearing Examiner
.00
8,105.00
50,000.00
16.21
41,895.00
001
000
000
558
60
41
50
Landscape Consultant
8,806.25
42,629.71
75,000.00
56.84
32,370.29
001
000
000
558
60
41
60
Construction Mitigation
.00
.00
20,000.00
.00
20,000.00
001
000
000
558
60
42
00
Communications
102.97
596.71
.00
.00
596.71-
001
000
000
558
60
43
00
Travel & Training
.00
2,376.06
2,600.00
91.39
223.94
001
000
000
558
60
49
00
Dues,Subscriptions,Memberships
.00
375.00
500.00
75.00
125.00
001
000
000
558
60
64
00
Furniture & Equipment
1,480.91
1,480.91
3,500.00
42.31
2,019.09
TOTAL OTHER SERVICES & CHARGES
14,206.18
86,906.81
226,600.00
38.35
139,693.19
TOTAL PLANNING DEPARTMENT
24,363.19
157,447.25
342,525.00
45.97
185,077.75
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July. 31, 2004
PAGE 14
M.T.D.
Y.T.D.
s OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
RECREATION -LIFEGUARDS
SALARIES & WAGES
001
000
000
574
20
11
00
Salaries & Wages
4,896.00
5,103.00
8,000.00
63.79
2,897.00
TOTAL SALARIES & WAGES
4,896.00
5,103.00
8,000.00
63.79
2,897.00
PERSONNEL BENEFITS
001
000
000
574
20
21
00
Personnel Benefits
614.10
640.89
1,200.00
53.41
559.11
001
000
000
574
20
22
00
Uniforms
.00
.00
650.00
.00
650.00
TOTAL PERSONNEL BENEFITS
614.10
640.89
1,850.00
34.64
1,209.11
SUPPLIES
001
000
000
574
20
31
00
Operating Supplies
199.07
199.07
200.00
99.54
.93
001
000
000
574
20
35
00
Small Tools/Minor Equipment
15.14
15.14
200.00
7.57
184.86
TOTAL SUPPLIES
214.21
214.21
400.00
53.55
185.79
OTHER SERVICES & CHARGES
001
000
000
574
20
43
00
Travel & Training
.00
.00
500.00
.00
500.00
001
000
000
574
20
44
00
Advertising
.00
.00
200.00
.00
200.00
TOTAL OTHER SERVICES & CHARGES .00
.00
700.00
.00
700.00
TOTAL RECREATION -LIFEGUARDS
5,724.31
5,958.10
10,950.00
54.41
4,991.90
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
PAGE 15
July 31, 2004
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
PARKS DEPARTMENT
SALARIES & WAGES
001
000
000
576
80
11
00
Salaries & Wages
14,731.92
114,501.62
175,000.00
65.43
60,498.38
001
000
000
576
80
12
00
Overtime
.00
.00
2,500.00
.00
2,500.00
TOTAL SALARIES & WAGES
14,731.92
114,501.62
177,500.00
64.51
62,998.38
PERSONNEL BENEFITS
001
000
000
576
80
21
00
Personnel Benefits
3,444.41
25,127.98
38,000.00
66.13
12,872.02
001
000
000
576
80
22
00
Uniforms
.00
763.52
2,200.00
34.71
1,436.48
TOTAL PERSONNEL BENEFITS
3,444.41
25,891.50
40,200.00
64.41
14,308.50
SUPPLIES
001
000
000
576
80
31
00
Operating Supplies
3,658.05
10,632.50
30,000.00
35.44
19,367.50
001
000
000
576
80
31
01
Maintenance Supplies
612.41
1,229.40
9,000.00
13.66
7,770.60
001
000
000
576
80
32
00
Vehicle Fuel & Lube
.00
3,033.27
5,500.00
55.15
2,466.73
TOTAL SUPPLIES
4,270.46
14,895.17
44,500.00
33.47
29,604.83
OTHER SERVICES & CHARGES
001
000
000
576
80
41
00
Professional Services
.00
6,946.50
35,000.00
19.85
28,053.50
001
000
000
576
80
41
04
Professional Services-Misc
887.06
4,449.69
9,000.00
49.44
4,550.31
001
000
000
576
80
42
00
Telephone/Postage
469.82
2,820.02
2,000.00
141.00
820.02-
001
000
000
576
80
43
00
Travel & Training
16.00
935.51
5,500.00
17.01
4,564.49
001
000
000
576
80
47
00
Utilities
1,065.87
2,928.13
6,000.00
48.80
3,071.87
001
000
000
576
80
48
00
Repair & Maint Equipment
549.70
1,723.70
4,000.00
43.09
2,276.30
001
000
000
576
80
49
00
Miscellaneous
.00
2,591.00
10,000.00
25.91
7,409.00
TOTAL OTHER SERVICES & CHARGES 2,988.45
22,394.55
71,500.00
31.32
49,105.45
CAPITAL OUTLAY
001
000
000
576
80
63
00
Park Improvements
534.80
7,231.01
33,000.00
21.91
25,768.99
001
000
000
576
80
64
00
Furniture and Equipment
.00
13,746.93
17,467.00
78.70
3,720.07
TOTAL CAPITAL OUTLAY
534.80
20,977.94
50,467.00
41.57
29,489.06
TOTAL PARKS DEPARTMENT
25,970.04
198,660.78
384,167.00
51.71
185,506.22
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 3 1, 21004
PAGE 16
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
OPERATING TRANSFERS
001 000 000 597 00 20
00 Equipment Replacement Fund
.00
.00
77,000.00
.00
77,000.00
001 000 000 597 00 30
00 Street Fund
.00
.00
400,000.00
.00
400,000.00
001 000 000 597 00 70
00 Capital Projects Fund
.00
00
28,000.00
.00
28,000.00
TOTAL OPERATING TRANSFERS
.00
.00
505,000.00
.00
505,000.00
TOTAL EXPENSES
283,991.80
2,187,732.49
4,204,792.13
52.03
2,017,059.64
jb 8/9/04
City of Medina
MONTHLY REVENUE REPORT
July 31, 2004
PAGE 4
M.T.D.
Y.T.D.
% OF
REMAINING
ACCOUNT NUMBER DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
EQUIPMENT REPLACEMENT FUND
OTHER FINANCING SOURCES
100 000 000 395 10 00 00 Sale of Equipment Property
.00
3,400.00
5,000.00
68.00
1,600.00
100 000 000 395 20 00 00 Equip -Insurance Recoveries
.00
5,645.70
.00
.00
5,645.70-
TOTAL OTHER FINANCING SOURCES
.00
9,045.70
5,000.00
180.91
4,045.70-
TRANSFERS
TOTAL EQUIPMENT REPLACEMENT
.00
9,045.70
5,000.00
180.91
4,045.70-
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
JUIv
31, 2004
PAGE 17
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
EQUIPMENT REPLACEMENT FUND
CAPITAL OUTLAY
100 000 000 514 50 64 00
Admin-Equipment
.00
1,864.47
4,000.00
46.61
2,135.53
100 000 000 521 50. 64 00
Police -Automobile
3,920.00
58,020.74
64,000.00
90.66
5,979.26
100 000 000 541 50 64 00
Public Works -Equipment
24,672.72
30,019.15
34,138.00
87.93
4,118.85
TOTAL CAPITAL OUTLAY
28,592.72
89,904.36
102,138.00
88.02
12,233.64
TOTAL EQUIPMENT REPLACEMENT
28,592.72
89,904.36
102,138.00
88.02
12,233.64
City of Medina
MONTHLY REVENUE REPORT
PAGE 5
July 31, 2004
M.T.D.
Y.T.D.
% OF
REMAINING
ACCOUNT NUMBER
DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
CITY STREET FUND
INTERGOVERNMENTAL REVENUE
101 000 000 336 00
87 00 Motor Fuel Tax(Unrestricted)
3,516.32
23,579.31
43,000.00
54.84
19,420.69
101 000 000 336 00
88 00 Motor Fuel Tax(Restricted)
1,644.11
11,024.90
20,250.00
54.44
9,225.10
TOTAL INTERGOVERNMENTAL
5,160.43
34,604.21
63,250.00
54.71
28,645.79
101 000 000 397 00
10 00 From General Fund
.00
.00
400,000.00
.00
400,000.00
TOTAL OPERATING TRANSFERS
.00
.00
400,000.00
.00
400,000.00
TOTAL CITY STREET FUND
5,160.43
34,604.21
463,250.00
7.47
428,645.79
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
A& 31, 2004
PAGE 18
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
CITY STREET FUND
-
SALARIES & WAGES
101
000
000
542
30
11
00
Salaries & Wages
11,563.92
97,757.65
140,000.00
69.83
42,242.35
TOTAL SALARIES & WAGES
11,563.92
97,757.65
140,000.00
69.83
42,242.35
PERSONNEL BENEFITS
101
000
000
542
30
21
00
Personnel Benefits
3,035.49
22,969.05
35,000.00
65.63
12,030.95
101
000
000
542
30
22
00
Uniforms
.00
.00
2,200.00
.00
2,200.00
TOTAL PERSONNEL BENEFITS
3,035.49
22,969.05
37,200.00
61.74
14,230.95
ROAD & STREET MAINTENANCE
101
000
000
542
30
31
00
Operating Supplies
410.48
4,708.82
8,000.00
58.86
3,291.18
101
000
000
542
30
35
00
Small Tools/Minor Equipment
.00
.00
1,500.00
.00
1,500.00
101
000
000
542
30
41
00
Professional Services
662.74
2,830.28
60,000.00
4.72
57,169.72
101
000
000
542
30
41
10
Road & Street Maintenance
767.12
48,064.45
150,000.00
32.04
101,935.55
101
000
000
542
30
45
00
Machine Rental
.00
374.03
3,500.00
10.69
3,125.97
101
000
000
542
30
47
00
Utility Services
23.10
178.20
1,000.00
17.82
821.80
101
000
000
542
30
48
00
Equipment Maintenance
.00
4,603.01
4,000.00
115.08
603.01-
101
000
000
542
40
41
00
Storm Drain Maintenance
.00
10,833.90
45,000.00
24.08
34,166.10
101
000
000
542
63
41
00
Street Light Utilities
1,863.04
12,188.68
21,000.00
58.04
8,811.32
101
000
000
542
64
41
00
Traffic Control Devices
.00
598.08
5,000.00
11.96
4,401.92
101
000
000
542
66
41
00
Snow & Ice Removal
.00
.00
1,000.00
.00
1,000.00
101
000
000
542
67
41
00
Street Cleaning
.00
974.12
15,000.00
6.49
14,025.88
TOTAL ROAD & ST MAINTENANCE
3,726.48
85,353.57
315,000.00
27.10
229,646.43
CAPITAL OUTLAY
101
000
000
595
30
64
00
Machinery and Equipment
.00
710.53
2,762.00
25.73
2,051.47
-
TOTAL CAPITAL OUTLAY
.00
710.53
2,762.00
25.73
2,051.47
TOTAL CITY STREET FUND
18,325.89
206,790.80
494,962.00
41.78
288,171.20
jb 8/9/04
City of Medina
MONTHLY REVENUE REPORT
July
31, 2004
PAGE 7
M.T.D.
Y.T.D.
OF
REMAINING
ACCOUNT NUMBER DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
TREE FUND
MISCELLANEOUS REVENUE
103 000 000 389 00 50 00 Other NonRevenues-Tree Replace
.00
53,874.60
10,000.00
538.75
43,874.60-
TOTAL MISCELLANEOUS REVENUE
.00
53,874.60
10,000.00
538.75
43,874.60-
TOTAL TREE FUND
.00
53,874.60
10,000.00
538.75
43,874.60-
jb 9/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004
PAGE 20
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT NUMBER DESCRIPTION EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
TREE FUND
OTHER SERVICES & CHARGES
103 000 000 589 00 49 10 Miscellaneous -Tree Replacement .00
2,724.79
82,053.28
3.32
79,328.49
TOTAL OTHER SERVICES & CHARGES .00
2,724.79
82,053.28
3.32
79,328.49
TOTAL TREE FUND .00
2,724.79
82,053.28
3.32
79,328.49
jb 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July 31, 2004
PAGE
21
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT NUMBER DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
PARK PROP. DEBT SERVICE FUND
PARK PROP DEBT PRINCIPAL/INT.
200 000 000 591 76 77 00 Principal
1,652.89
11,506.71
19,793.66
58.13
8,286.95
200 000 000 592 76 83 00 Interest
1,379.41
9,719.39
16,593.94
58.57
6,874.55
TOTAL PARK PROP DEBT PRIN/INT. 3,032.30
21,226.10
36,387.60
58.33
15,161.50
TOTAL PARK PROP DEBT SERV
FUND 3,032.30
21,226.10
36,387.60
58.33
15,161.50
jb 8/9/04
City of Medina
MONTHLY REVENUE REPORT
JUIv 31, 2004
PAGE 9
M.T.D.
Y.T.D.
% OF
REMAINING
ACCOUNT NUMBER DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
CAPITAL PROJECTS FUND
TAXES
307 000 000 317 30 00 00 REAL ESTATE EXCISE TAX
84,818.90
296,238.85
300,000.00
98.75
3,761.15
TOTAL TAXES
84,818.90
296,238.85
300,000.00
98.75
3,761.15
TOTAL CAPITAL PROJECTS
FUND 84,818.90
296,238.85
300,000.00
98.75
3,761.15
City of Medina
MONTHLY EXPENDITURE REPORT
PAGE
22
July 31, 2004
M.T.D.
Y.T.D.
OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION
EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
CAPITAL PROJECTS FUND
IMPROVEMENTS
307
000
000
595
30
63
01
Road Construction
168.39
14,389.28
230,000.00
6.26
215,610.72
307
000
000
595
30
63
02
Storm Sewer Construction
.00
5,115.90
.00
.00
5,115.90-
307
000
000
595
30
63
03
Park Improvements
107,381.89
127,855.11
338,000.00
37.83
210,144.89
307
000
000
595
30
63
10
Sidewalk-82nd Ave/NE 8th St
.00
8,810.97
.00
.00
8,810.97-
307
000
000
595
30
63
11
Police Facility
.00
2,570.00
.00
.00
2,570.00-
TOTAL IMPROVEMENTS
107,550.28
158,741.26
568,000.00
27.95
409,258.74
TOTAL CAPITAL PROJECTS
107,550.28
158,741.26
568,000.00
27.95
409,258.74
jb 8/9/04
City of Medina
MONTHLY REVENUE REPORT
July 31,
2004
PAGE 11
M.T.D.
Y.T.D.
$ OF
REMAINING
ACCOUNT
NUMBER
DESCRIPTION
RECEIPTS
RECEIPTS
ESTIMATED
TOTAL
EXPECTATION
NON -REVENUE TRUST FUND
NON -REVENUES
631
000
000
389
00
10
00
Security Agreement -Johnston
.00
2,500.00
.00
.00
2,500.00-
631
000
000
389
12
52
01
WA St -Bldg Code Fee
31.50
409.50
.00
.00
409.50-
631
000
000
389
12
52
03
WA St -Judicial Info Systems
1,082.70
7,992.55
.00
.00
7,992.55-
631
000
000
389
12
52
06
WA St -State Portion
3,831.81
32,944.39
.00
.00
32,944.39-
631
000
000
389
12
52
07
WA St -State 30$
2,008.05
17,549.67
.00
.00
17,549.67-
631
000
000
389
12
52
08
WA St -Trauma Care
425.77
3,164.19
.00
.00
3,164.19-
631
000
000
389
12
52
09
WA St-Lab-Bld/Breath
75.00
383.82
.00
.00
383.82-
631
000
000
389
12
52
11
WA St -School Zone
88.54
177.08
.00
.00
177.08-
631
000
000
389
12
52
87
Dept of Lic-Alien $15
.00
30.00
.00
.00
30.00-
631
000
000
389
12
52
88
Gun Permits -Dept Of Lic-$18/21
86.00
266.00
.00
.00
266.00-
631
000
000
389
12
52
89
Gun Permits -WA St Patrol ($24)
24.00
120.00
.00
.00
120.00-
631
000
000
389
12
52
90
WA St Patrol -Alien ($49)
.00
98.00
.00
.00
98.00-
631
000
000
389
12
52
99
King County -Crime Victims
132.55
1,179.87
.00
.00
1,179.87-
TOTAL NON -REVENUES
7,785.92
66,815.07
.00
.00
66,815.07-
TOTAL NON -REVENUE TRUST FUND
7,785.92
66,815.07
.00
.00
66,815.07-
j b 8/9/04
City of Medina
MONTHLY EXPENDITURE REPORT
July
31, 2004
PAGE 24
M.T.D.
Y.T.D.
% OF
UNEXPENDED
ACCOUNT
NUMBER
DESCRIPTION EXPENDITURES
EXPENDITURES
APPROPRIATED
TOTAL
BALANCE
NON -REVENUE TRUST FUND
NON -EXPENDITURES
631
000
000
589
12
52
01
WA ST-Bldg Code Fee
216.00
378.00
.00
.00
378.00-
631
000
000
589
12
52
03
WA St-JIS
3,829.50
6,909.85
.00
.00
6,909.85-
631
000
000
589
12
52
06
WA St -State Portion
15,131.30
29,112.58
.00
.00
29,112.58-
631
000
000
589
12
52
07
WA St -State 30%
7,851.14
15,541.62
.00
.00
15,541.62-
631
000
000
589
12
52
08
WA St -Trauma Care
1,547.31
2,738.42
.00
.00
2,738.42-
631
000
000
589
12
52
09
WA St-Lab-Bld/Breath
308.82
308.82
.00
.00
308.82-
631
000
000
589
12
52
11
WA St -School Zone
.00
88.54
.00
.00
88.54-
631
000
000
589
12
52
87
Dept of Lic-Alien $33
.00
30.00
.00
.00
30.00-
631
000
000
589
12
52
88
Gun Permits -Dept of Lic-$18/21
54.00
216.00
.00
.00
216.00-
631
000
000
589
12
52
89
WA St Patrol -Gun Permits ($24)
.00
96.00
.00
.00
96.00-
631
000
000
589
12
52
90
WA St Patrol -Alien ($25)
.00
122.00
.00
.00
122.00-
631
000
000
589
12
52
99
King County -Crime Victims
553.81
1,047.32
.00
.00
1,047.32-
TOTAL NON -EXPENDITURES
29,491.88
56,589.15
.00
.00
56,589.15-
ITEM F - 4
.'� of M
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: July 30, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Contract for Building Inspections/Code Enforcement Services
RECOMMENDATION: Authorize City Manager to renew the professional services agreement with
Linda Austin for Building Inspection and Code Enforcement services.
POLICY IMPLICATION: The City Council has not delegated authority to the City Manager for
renewal of professional services agreements. Renewal of this
agreement does not involve any change to the scope of services or hourly
rates to be charged.
BACKGROUND: The proposed professional services agreement is attached for City Council
review. There have been no changes proposed to the existing agreement,
which expires on July 31, 2004. Linda Austin has agreed to renewal of the
agreement.
1
AGREEMENT FOR CONSULTING SERVICES
This Agreement is made and entered into on by and
between the City of Medina (hereafter Medina) and Linda M. Austin (hereafter
Austin).
WHEREAS, Medina desires to employ a consultant as a Building &
Mechanical Inspector to provide the services set forth in this agreement, and
WHEREAS, Austin is qualified as a Certified Building & Mechanical
Inspector, now, therefore
IN CONSIDERATION of the promises and agreements herein contained
and the mutual benefits to be derived therefrom, it is mutually understood and
agreed that:
1. Medina hereby employs Austin as a Building & Mechanical
Inspector for the City of Medina for a period of twelve (12) months
from the date of this Agreement, at which time this Agreement shall
extend in three (3) month increments until a new agreement is
executed between the parties.
2. The Medina Building Official shall appoint Austin as a Building &
Mechanical Inspector for Medina.
3. Austin shall report to and work under the general supervision of the
Medina Building Official.
4. Austin's primary responsibilities shall be field inspections. When it
is mutually agreeable, additional duties may be assigned to Austin
by the Building Official or the City Manager.
5. Austin shall be authorized to perform any of the duties of the
Building Inspector as set forth in City Ordinances and the Uniform
Building Code.
6. Austin shall be available to provide services to Medina a minimum
of five days per week.
7. Medina will compensate Austin at the rate of $48.00 per hour for
plan review and field inspection. Medina will compensate Austin at
the rate of $54.00 per hour for administrative services and such
other services as may be assigned to her.
8. This agreement may be terminated upon thirty (30) days written
notice by either party.
9. This Agreement may be amended in scope and provisions at any
time it is in force by mutual agreement of the parties.
10. This Agreement is for the benefit of Medina and Austin. No
obligation of either party to this contract shall inure to the benefit of
any third party. No provision of this contract shall be construed to
create or enlarge any duty or liability of Medina or Austin to the
general public or to any individual.
11. The parties intend that an independent contractor relationship will
result by this contract. Medina is interested primarily in the results
to be achieved. The scheduling and implementation of services will
lie solely with Austin. Austin shall not be deemed to be an
employee of Medina and shall not be entitled to any benefits that
Medina provides for its employees. Austin shall bear full
responsibility for payment of all taxes resulting from this agreement
including, but not limited to, federal income taxes, social security
taxes, medicare taxes, unemployment and worker's compensation.
Although Austin shall have the authority to control and direct the
performance of the services herein contemplated, Medina shall
have general rights of inspection and review.
12. Indemnification and hold harmless. Medina agrees to defend,
indemnify and hold harmless Austin from all claims, demands,
suits, actions and liability which arise out of, are connected with or
result from any good faith conduct, act or omission of Austin
performed or omitted while performing services pursuant to the
terms of this Agreement. The protection provided under this
paragraph shall not apply to: (1) any dishonest, fraudulent, criminal
or malicious act or course of conduct; (2) any act or course of
conduct which is not performed on behalf of Medina; and/or (3) any
act or course of conduct which is outside the scope of the services
contemplated by this Agreement.
City of Medina
By:
Douglas J. Schulze Linda M. Austin
City Manager
Item H-1
"�
EDINA POLICE DEPARTMENT
17
Jeffrey T. Chen, Chief of Police
CITTY OF MEDENA
MONTHLY ACTIVITY REPORT
JULY 2004
Felonry Crimes
July
YTD
YTD
Year End
2004
2004
2003
2003
Aggravated Assault
0
0
0
0
Robbery
0
0
0
1
Sexual Assault/Rape
0
0
1
2
Burglary, Residential
1
5
8
16
Drug Violations
0
3
0
0
Forgery/Fraud
1
1'
8
15
Vehicle Prowl
0
9
3
14
Theft (Over $250)
0
5
4
9
Malicious Mischief
0
0
4
5
Arson
0
0
2
2
Auto/Boat Theft
0
4
1
2
Possession of Stolen
0
1
2
2
Property
TOTAL '
2
38
34
68
Misdemeanor
July
YTD
YTD
Year End
Crimes
2004
2004
2003
2003
Assault, Simple
0
0
2
2
Malicious Mischief
1
6
19
26
(Under $250)
Vehicle Prowl
0
6
14
26
Theft (Under $250)
0
7
6
11
Domestic Violence
0
1
0
5
Minor in Possession
0
4
3
6
Drug Violations
0
2
2
5
TOTAL
1
26
46
81
Page 2
Item H-1
r
Jeffrey T Chen, Chief of Police
CITY OF MEDINA
MONTHLY ACTIVITY REPORT
JULY2004
Accidents
July 2004
YTD 2004
YTD 2003
Year End 2003
Injury
0
1
0
1
Non -Injury
0
4
8
16
TOTAL
0
5
8
17
Traffic Citations
July 2004
YTD 2004
YTD 2003
Year End 2003
Driving Under Influence
10
60
28
42
*Other
7
104
114
206
TOTAL
17
164
142
248
Traffic Infractions
July 2004
YTD 2004
YTD 2003
Year End 200
Speeding
40
326
179
406
Parking
21
62
87
184
**Other
56
350
274
532
TOTAL
117
738
540
1122
Traffic Warnings
July 2004
YTD 2004
YTD 2003
Year End 2003
TOTAL
197
1476
1367
2635
Calls for Service
July 2004
YTD 2004
YTD 2003
Year End 2003
House Watch Checks
43
328
254
424
False Alarms
30
168
227
387
Assists -Citizen
9
114
143
217
Assists-Fire/Medic
5
48
91
139
Suspicious Circumstances
2
10
6
15
Property— Found/Lost
4
16
8
18
Animal Complaints
0
5
1
2
Missing Person
0
0
0
2
Warrant Arrests
3
38
26
68
***Other
1
23
38
60
TOTAL
97
750
794
1332
* DWLS; Fail to Transfer Title; No License
** Expired Tabs; No insurance; Fail to stop; Defective
Equipment
*** Verbal Domestic; Vandalism;
Civil Dispute; Disturbance
Item H-1
M EDINA POLICE DEPARTMENT
Town of Jeffrey T. Chen, Chief of Police
Hunts Point TOWN OF HUNTS POINT
MONTI ILY ACTIVITY REPORT
JULY 2004
Felony Crimes
July
Year To Date
Year To Date
Year End
2004
2004
2003
2003
Burglary, Residential
0
3
0
2
Forgery (Identity Theft)
1
2
5
5
Vehicle Prowl
0
3
2
4
Theft (Over $250)
0
0
1
3
Auto/Boat Theft
0
0
2
2
TOTAL
1
8
10
16
Misdemeanor
July
Year To Date
Year To Date
Year End
Crimes
2004
2004
2003
2003
Assault, Simple
0
0
0
0
Malicious Mischief
0
3
0
2
(Under $250)
Vehicle Prowl
0
1
2
2
Theft (Under $250)
0
1
0
2
Domestic Violence
0
0
0
0
Minor in Possession
0
1
0
0
Drug Violations
0
1
1
1
TOTAL'
0
7
3
7'
Page 2 Item H-1
M EDINA POLICE DEPARTMENT
Town of Jeffrey T. Chen, Chief of Police
TOWN OF HUNTS POINT
Hunts Point MONTHLY ACTIVITY' REPORT
� JULY 2004
Traffic
July
Year To Date
Year To Date
Year End
Citations
2004
2004
2003
2003
Driving Under Influence
0
5
2
5
Accidents
0
0
0
0
*Other
2
34
27
67
TOTAL
2
39
29
72
Traffic
July'
Year To Date
Year To Date
Year End
Infractions
2004'
2004
2003
2003
Speeding
0
19
41
68
Parking
1
5
4
7
**Other
31
183
105
206
TOTAL
32
207
150
281
Warnings
July
Year to Date
Year to Date
Year End
2004
2004
2003
2003
TOTAL
40`
332:
376
634
Other Calls
July
Year To Date
Year To Date
Year End
for Service
2004
2004
2003
2003
House Watch Checks
4
20
15
28
False Alarms
1
38
48
91
Assists -Citizen
0
12
13
27
Assists-Fire/Medic
0
7
11
19
Suspicious Circumstances
0
2
3
3
Property— Lost/Found
0
0
1
3
Animal Complaints
0
0
0
0
Warrant Arrests
0
7
8
20
***Other
1
7
6
10
TOTAL
6
93
105
201
* DWLS; Fail to Transfer Title; No License
** Expired Tabs; No insurance; Fail to stop; Defective Equipment
*** Verbal Domestic; Harassment; Civil Dispute; Arson
HUNTS POINT
MONTHLY SUMMARY
JULY, 2004
FELONY CRIMES
Fraud (Identity Theft) 04H0067 07/21/04 7:00 p.m.
3400 block of Hunts Point Road
Victim discovered a debit card had been cancelled by an unknown subject and a new card
was mailed to the suspect. Victim discovered before any charges were made, therefore
no loss.
MISDEMEANOR CRIMES
No incidents during the month of July, 2004
CALLS FOR SERVICE
House watches 4
False Alarms 1
Assists (total) 0
Warrant Arrests (0)
OTHER
Disturbance/Trespass 04H0068 07/23/04 1:40 p.m.
8500 block of Hunts Point Road
Father and adult son got into a verbal disagreement and the son left voluntarily.
MEDINA
MONTHLY SUMMARY
JULY, 2004
FELONY CRIMES
Fraud (Identity Theft) 04MO293 07/06/04 11:00 a.m.
2400 block of Evergreen Point Road
The victim reported unknown person(s) wrote fraudulent checks against his business
account sometime between 06/14/04 and 06/17/04. Total amount written against the
account: $1,059.33.
Burglary 04MO307 07/21/04 8:00 a.m.
300 block of Overlake Dr E
Sometime between 7/20/04 at 11:00 p.m. and 7/21/04 at 7:45 a.m. unknown person(s)
entered through an open downstairs window while the residents were sleeping. Items
stolen were a camera (with accessories), credit cards, passports, and checks.
Total loss: $1.000.
Vehicle Prowl (Theft) 04MO313 07/25/04 4:30 a.m.
8400 block of NE 9th
Between 4:30 a.m. and 11:00 p.m. on 7/25/04, unknown person(s) entered an unlocked
vehicle parked in the driveway and removed a compact disc case containing
approximately 60 CDs with an estimated value of $780 and several hair clips with an
unknown value. The garage door to the attached garage was also open, but it is unknown
if entry was made as nothing was disturbed or taken from the garage. Total loss: $780.
Theft 04MO314 07/24/04 11:45 a.m.
8000 block of NE 8th
Between 11:45 a.m. on 7/24/04 and 3:00 p.m. on 7/25/04, a baseball equipment bag left
at Medina Elementary School was emptied and dumped into a garbage can in the
southeast corner of the field. All the contents, which is various baseball equipment, from
the bag had been stolen. Total loss: $320.
MISDEMEANOR CRIMES
Malicious Mischief 04MO292 07/05/04 6:00 a.m.
501 Evergreen Point Road (Medina Beach)
Officer arrived at work and noted that unknown person(s) removed the inner metal trash
can from the rock base, located at the south end of the park, and dumped the contents
around the surrounding area. Upon talking to the graveyard officer, it was determined to
have happened sometime between 2:00 a.m. and 5:15 a.m. on 7/5/04.
Theft 04MO315 07/27/04 8:30 a.m.
8600 block of NE 6th Street
Victim reports theft of construction materials. Sometime between 7/19/04 and 7/26/04
six (6) pieces of lumber were stolen. The missing lumber includes three 2x 12 — 8 feet
and three 2x12 —10 feet. Total loss: $60.
House watches
False Alarms
Assists (total)
43
30
14
Warrant Arrests ( 3 )
04MO295
$
1,000
04MO311
$
5,050
04MO318
$
1,000
04MO319
TOTAL:
$
7,050
CALLS FOR SERVICE
Bellevue Possession of liquor by a minor
Sno County DUI
Auburn Disorderly Conduct
OTHER
Lost Property 04MO288 07/02/04 12:00
500 block of Overlake Drive E midnight
Resident reports losing his wallet at an unknown location sometime between 6/24/04 and
7/2/04. He reports the last time the wallet was in his possession was when he boarded a
flight on 6/24/04 to Burbank, CA. The wallet contains his CA driver's license, $60 in
cash, several gift cards totaling $140, and a Universal Studios pass. Total loss: $400.
Assist Agency 04MO294 07/07/04 10:20 p.m.
1400 block of 92nd Ave NE (Clyde Hill)
Officer assisted a Clyde Hill police officer in arresting a combative domestic violence
suspect.
Lost Property 04MO296 07/09/04 10:30 a.m.
8600 block of NE 12th Street
Complainant reports either losing or having his passport stolen. He reports obtaining the
passport in the 1960's and stated it's well past expired. He has recently thought about
traveling outside of the country and wanted to renew it, but has been unable to locate it.
Total loss: $85.
Suspicious Circumstances 04MO297 07/09/04 12:45 p.m.
8400 block of 61h Street
Complainant reported finding numerous dents on her vehicle and said they were not there
when she went to bed at approximately 11:00 p.m. on 7/9/04. Information only.
Found Property 04MO299 07/14/04 7:30 a.m.
8100 block of NE 12th (Medina Park)
While going to work, a contractor found a purse near the Medina Park and turned it into
the Medina Police Department. The purse contained a cell phone, wallet, identification
and various pieces of personal paperwork. Medina officers learned the purse had been
stolen in a strong-arm robbery at knifepoint in Bellevue at approximately 11:30 p.m. on
7/13/04. The purse was turned over to Bellevue Police detectives.
Found Property 04MO308 07/23/04 8:15 p.m.
2400 block of Evergreen Point Road
While on his walk a resident found a gun clip for an air pellet gun on the street. The part
is placed in evidence for safekeeping.
Suspicious Circumstances 04MO316 07/27/04 2:30 a.m.
600 block of Evergreen Point Road
Officer responded to a report of suspicious circumstances. The complainant said he was
awakened at 2:30 a.m., but could not explain what awakened him. At approximately
8:45 a.m., he found two ropes tied to the boat tie -downs on his dock. The ends that
should have been connected to a boat were hanging in the water. In addition, he found a
broken beer bottle on the walking path in his back yard. Nothing was out of place and
there was no damage done to his property.
OTHER DEPARTMENT ACCOMPLISHMENTS
On July 17, 2004 the Medina Police Department, with the support of several other
agencies provided security oversight to the National Governor's Association visit to the
Gates' Estate. Over 250 people attended the evening dinner at the estate with 37
Governor's and their spouses. After months of planning and speculation about possible
demonstrations in Seattle and Medina on both the land and waterside, our local event
went off without a hitch. In the end, our overall allocation of police resources was right
on target and created very little disruption to the community.
On July 29, 2004 the Medina Police Department executed a high -risk search warrant with
the assistance of the Kirkland Special Response Team (SRT) at a residence in the Kings
Gate/Totem Lake area. The search warrant was derived from work uncovered by
Detective Yourkoski relative to a Hunts Point identity theft case where the resident was
victimized for $4000.00. The occupants of this house were known to have a history of
drug abuse and violence. Two men were arrested without incident in connection with
crimes perpetrated against multiple victims across the area. The search warrant of the
unkempt residence yielded drug paraphernalia and numerous materials used to commit
identity theft and fraud.
Since the first of the year, the Medina Police Department was asked to provide extra
police services for multiple events in the community. To date, the Medina Police
Department has generated $4050.00 in revenue for this extra work.
MEDINA POLICE DEPARTMENT
Memorandum
DATE: August 2, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
Jeffrey Chen, Police Chief ,.
SUBJECT: Advisement of award of Urban Area Security Initiative (UASI) Pass -Through
Grant Money
On July 20, 2004 the Region 6 Homeland Security Council / Emergency Management Advisory
Committee advised that our agency's application for grant money to establish a Mobile
Emergency Operations Control Center was tentatively approved for $108, 800. This grant
specifically deals with homeland security and terrorism issues that may impact a particular
community. The City of Medina was one of only a few select agencies, regardless of size, to
receive grant approval during this round of funding.
Our police department secured this grant based upon the concept and justification that should our
primary police facility be compromised during an act of terrorism or a major earthquake, that a
mobile emergency operations center (housed at another location away from city hall) could be
temporarily activated, which would be able to sustain the continuity of law
enforcement/emergency services to our citizens. The City of Medina and Town of Hunts Point
present a unique situation that amplifies the need for a mobile command post, in the absence of an
actual Emergency Operations Center (EOC). These communities are home to an extraordinary
number of high level world leaders, executives and key operating officers of major businesses
and corporations crucial to the vitality and health of the United States and World economies. In
this time and age of domestic and international terrorism, our high profile residents or their
visitors could be likely targets for kidnapping, extortion or physical harm by terrorist groups
seeking to damage our U.S. economy.
The City of Medina has also experienced a dramatic increase in dignitary visits from high profile
personalities over the past five years to include the Governors' conference, Presidential and Heads
of State, CEO summit, etc. It is well known and publicized that our jurisdiction is home to
internationally known personalities in the world. With this notoriety, especially during these
uncertain times after the September 11, 2001 attack on our country, brings the increased risk of
terrorist acts into our community. This added ability of our police department to have a field base
of operation would provide us with critical communications relays with multiple private and
public sector entities.
UASI Pass -Through Grant Page 1 8/3/2004
Situated on the eastside of Lake Washington and across the State Route 520 and Interstate 90
bridges from Seattle, the City of Medina. and Town of Hunts Point are also exceedingly
vulnerable to terrorist threats and attack from the waterside. Although incomprehensible, should
either bridge be compromised, the City of Medina would be isolated from any major landside
support from larger agencies. If such an event were to occur, it would be imperative for Medina
to possess a mobile EOC command post fully equipped with communications and coordination
capabilities. Having such equipment would also provide the Points and other eastside
communities with a shared resource as outlined in the King County Regional Plan. At this time,
we are unaware of any other nearby castside jurisdiction with a mobile EOC that would be
available to provide mutual aid.
Lastly, the city will have the benefit of this valuable asset as a community outreach station to
deploy during community events such as the Anna White commemorative 5K run, Medina days
concert in the park, Hunts Point events or multiple school sponsored functions.
The Police Department will begin the process of identifying appropriate equipment and vendors
necessary to fulfill the grant criteria and establish this unique but vital resource for the City of
Medina and other Points Communities. We anticipate this will culminate in early June 2005.
UASI Pass -Through Grant Page 2 8/3/2004
i,POUC
a
MEDINA POLICE DEPARTMENT
Memorandum
DATE: August 3, 2004
TO: Mayor and City Council via Chief of Police Jeffrey Chen
FROM: Linda Crum, Police Records Manager/Administrator Lifeguard Program
SUBJECT: 2004 Lifeguard Program - Monthly Report — June/July 2004
JUNE:
For the 2004 Lifeguard Season, we did not have to advertise for Lifeguard positions, because five
lifeguards returned from last season. We added one new lifeguard, a female, and she is one of the Lake
Lessons instructors. All returning lifeguards contacted us as early as May to assure they would be
considered to service us again this year. All of them expressed new ideas for Lake Lessons and
improvements to the Lifeguard Program and to be considered as a Head Lifeguard. Interviews were
conducted on all Lifeguards to update personnel records and for selection of the Head Lifeguard and the
Head Lake Lesson Instructor.
The Lifeguard Season began on June 18 with a CPR Challenge, which is part of the mandatory in-service
training and attending an Orientation meeting. It was noted at the Orientation meeting itlterest in Lake
Lessons was slow for the month of July. So the Lifeguards on their own distributed flyers on the last day
of school at Medina Elementary and the Chinook Elementary School in Clyde Hill. Within the first hour, I
received more than ten reservations for Lake Lessons and filled most of the classes.
On that first weekend, there were concerns Medina Beach area and public restrooms needed attention. Two
lifeguards volunteered to work a couple of hours on the weekend of June 18 and 20`h to clean up the beach
area and restrooms, which saved overtime hours by the Public Works staff.
Before the Lifeguard Season began, it is mandatory all six Lifeguards attend in-service training on
emergency procedures and lifeguard responsibilities by attending Beach Camp offered by the Kirkland
Aquatic Department for the classroom review. An instructor from Mercer Island Parks Department came
to Medina Beach and provided in-service training on emergency rescue techniques, which was valuable to
all the lifeguards.
The first week started out with a jet -skier coming to the beach to receive first aid. He noticed the white
canopy and thought it was a first aid station, which he did receive first aid for a cut chin. Another incident
occurred during the first week when a sailboat literally came up to the swimming area, not knowing it was
a swimming beach. Thanks to the Mercer Island Patrol, an additional buoy was added to keep boats from
the swim area as well as to encourage boats to slow down so as to not cause wakes, which can be a problem
for young swimmers. There have been numerous comments from patrons on the beach on how
professional the new lifeguard station looks with the new canopy and a cement platform to stabilize the
lifeguard chair.
JULY:
The July Lake Lessons are now complete and there were a total of 10 swimmers for each session, which
brought in $400 revenue to the City of Medina. The reason for the low turnout for July is most kids attend
summer camp or take family vacations during July and would not be available until Augusta Also, some
expressed the water is still cold in July and prefer swimming in August. Therefore, all sessions in August
were booked up right away, with some overflow. A total of 35 swimmers will be attending Lake Lessons
during the month of August. The total expected revenue for August Lake Lessons will be $1,400. All
swimmers and parents have expressed very positively about the Lessons and registrations have increased
for August lessons.
During July, there was an incident a lifeguard had to call for police assistance when a large family group
tried to allow one of their young children swim to the floating dock, against the recommendation of the
lifeguard.
The Maydenbauer Yacht Club Sailboat day camp have occasionally visited the beach during a lunch break
and on one occasion the boats were loose and the lifeguards were able to assist them in "rescuing" all boats
from floating away.
On Sunday, July 25 the lifeguards saved two children, since they had difficulty meeting the required swim
test. Apparently the parent thought the children had more swimming ability than the lifeguard stated, and
upon that insistence the children went toward the dock and two lifeguards on duty quickly rescued them
from going under water. As a recommendation by the lifeguards, the lifeguard station will install a sign
indicating a swim test is required prior to swimming to the floating dock.
Due to the good weather and closing of other beaches because there are no lifeguards, the Medina Beach is
experiencing more swimmers than in the past. It has been an asset to the Lifeguard Program to have three
Lifeguards on the beach each day to keep the safety on Medina Beach possible. It is estimated by the
lifeguards there is an average of over 100 people that visit Medina Beach each day. They conduct Swim
tests to assure the safety of swimmers ability to swim to the floating dock on their own, and have logged
over 300 children ages 12 and under that passed the test, and approximately 120 children that have not
passed. That estimates an average of 500 children (including those under the age of 12) that swim at
Medina Beach so far this month. It should be noted if there were no lifeguards at Medina Beach, it could
be possible one of those 120 children that did not pass the swim test would be at risk ofdrowning.
So far this season, the Lifeguards are well received by all patrons at Medina Beach, all the swimmers enjoy
the Lake Lessons, and the beach area and restrooms are kept clean during the time they are on duty.
ITEM H - 2
CITY OF MEDINA
Development Services
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 3, 2004
TO: Mayor and City Council
FROM: Joseph Gellings, AICP, Director of Development Services
RE: Monthly Development Services Department Report
Planning Commission Meeting Recap — The Planning Commission's August 3, 2004 meeting included
one construction mitigation plan hearing and two discussion items. The construction mitigation plan was
for construction of a new house at 7815 NE 12"' Street. The commission heard testimony from two
neighbors and approved a mitigation plan with minor conditions of approval. Side Yard Setbacks /
Reconstruction ratio was the first discussion item. The commission considered alternative definitions of
house reconstruction and recommended a definition that is a small adjustment to the current definition.
The Planning Commission adjourned without discussing the remaining agenda item of Site Plan Review
due to the late hour.
Medina Store Planning — Roughly two weeks ago, a King County Superior Court judge upheld the City's
approval of the historical use permit for re -building Medina Store. The property owner has been working
with staff members on the final building permit submittal requirements. She is eager to re -open the store
and intends to expedite the construction process as much as possible.
Significance of "Community Design Inventory" Document — I would like to take this opportunity to
reacquaint the City Council with the Community Design Inventory document. This document was written
by the Tree Subcommittee of the Planning Commission in 1990. It was developed to complement the first
tree preservation ordinance (Ordinance 521 passed December, 1990). The document consists of a
survey of the conditions of unimproved right-of-way areas along every City street at that time and "goals"
for preserving or enhancing these areas. Staff have idenitified that there is at least one conflict between
the goal statements in this document and projects projects contained in the recently -approved Capital
Improvements Plan.
I have done some research with the goal of understanding exactly how the authors expected the
Community Design Inventory to be used. I spoke with then -council member Read Langenbach, then -
Planning Commission Chair Paul Saad, and then -landscape consultant Lene Farrel. The picture that has
emerged is that the document was intended to 1) emphasize that the specific conditions of unimproved
right-of-way areas in Medina — particularly the informal landscaping pattern often found here — is key to
defining the character of Medina, and 2) provide guidelines for the future use of unimproved rights -of -way
ITEM H - 2
that balance the goals of safety, views, and semi -rural character. These guidelines were envisioned to be
of use in the design of both City projects and private home projects.
There is no record that the City Council ever formally adopted the content of the Community Design
Inventory as City policy. There are references to it in the Comprehensive Plan but it was not updated
during the Comprehensive Plan updates of 1994 and 1999. The City Attorney has expressed that the
goals contained in the document should be a consideration in the shaping of current City projects, but not
a consideration that out -weight's public input or council direction currently being provided.
Page 2
ITEM H-3
CITY OF MEDINA
Evergreen Point Road, Medina, WA 98039
(425) 454-9222 www.ci.medina.wa.us
MEMORANDUM
DATE: August 3, 2004
THRU: City Manager
TO: City Council
FROM: Director of Public Works
RE: Public Works Activity Report
1. Attached is the Public Works Activity Report for the period 1 — 31 July 2004.
2. The intent of this report is to provide the City Manager and City Council with a
narrative description of the primary activities occurring within the Public Works
Department over the included period.
ITEM H-3
CITY OF MEDINA
501 Evergreen Point Road • P.O. Box 144 • Medina, WA 98039-0144
Telephone 425-454-9222 Fax 425-454-8490 • Police 425-454-1332
MEDINA PUBLIC WORKS
ACTIVITY REPORT
(1 — 31 August 2004)
This report describes the activities of the City of Medina Public Works (PW) Department
for the period shown.
1. Routine Public Works Maintenance — The Public Works Crew (PWC) continues to
work on maintaining and improving our parks, streets, storm drains, street planter strips,
right-of-way plantings, sidewalks and buildings. The summer hire employee is being
utilized almost full time to keep the various City planting strips and new plantings around
the City watered and weeded.
2. Public Works Maintenance and Repair Projects and Special Activities —
a. Work in and around City Hall - Remodeled front reception counter; moved
office partition walls in main office area and rewired; removed several desks and
counters from both the main floor and upstairs; installed new modular furniture and
cubical separation walls; installed new shelving; replaced men's restroom lock; fabricated
and installed light system for podium; installed temporary outdoor speakers for Medina
Park Ordinance hearing; installed new speakers in Council chambers and entry way;
fixed a sticking door in the Police Department; and hedged the boxwood in front of City
Hall.
b. Two signage repairs and/or replacements around the City.
c. Repaired an irrigation system break in the NE 8 h St. planting strip
d. Removed a downed tree from unopened NE 26t' St.
e. Extended the shop drip irrigation system into the plant nursery area.
£ Placed 8 new postings and removed 10; and made 6 trips to the City's records
storage facility to retrieve records.
g. Made several sidewalk repairs including grinding displaced joints and
complete slab replacement.
ITEM H-3
h. Applied herbicide in most of the right-of-way planting beds and at other City
maintained right-of-way locations.
i. Continued boom mowing at various locations around the City.
3. Parks Projects / Issues — As previously noted, this report will continue to capture
Park and Preserve related work and activities by the PWC (beyond the normal grass
cutting, weeding, routine maintenance, etc.) until the Park Board decides how it will meet
the City Council's quarterly written report requirement.
a. Performed the bi-monthly pond maintenance in Medina Park which includes
filter cleaning and Otterclear algae treatment.
b. Fertilized and aerated the irrigated portion of Medina Park in preparation for
the Medina Days celebration. Also reset the irrigation clocks and adjusted the heads.
c. Placed new tennis court posts in one of the Fairweather Park and Nature
Preserve Tennis courts, and improved the practice backboard by straightening the wall,
painting it, painting a net high strip and fabricating a top sealing cap.
d. Installed a small drip irrigation system at Viewpoint Park.
e. Started working on all of the new signage for Medina Park to display the new
pet control rules.
f. Installed garbage cans in each of the three refurbished tennis courts, moved
benches into the Fairweather courts and ordered new benches for the Medina Park court.
g. Repainted the Fairweather Nature Preserve sign (temporary upgrade until the
Park Board decides on a new Fairweather Park and Nature Preserve signage proposal).
4. Capital Improvement Plan (CIP) Projects —
a. Tennis Courts Refurbishment Project: The project is 90% complete. Still
waiting on the back -ordered mid and lower fence rails for the Medina Park court.
Anticipate the final fence work to be accomplished around August 9th. The PWC will
also be fabricating and installing signage encouraging patrons to keep the courts clean
and the gates secured.
b. Medina Beach Park Bulkhead and Dock Repair Project: The project is still
progressing well. Permits to do underwater subsurface soils exploration for the dock
designs were just received. The off -shore underwater property rights issue with the State
of Washington Department of Natural Resources (DNR) has been clarified. The State
(DNR) does own the underwater property off the majority of Medina Beach Park (the
City has second class shoreland rights for only the recently acquired Dustin property
portion of the beach, but not where the old ferry dock used to be). Therefore, the City
will have to submit an application to DNR for authorization to use state-owned aquatic
lands. Initial contact with DNR indicates that this will not likely be a significant issue for
ITEM H-3
the proposed project. The DPW will be providing the City Council with an update
presentation on the project at the August 23rd Study Session which will outline a
proposed modification to the original approved concept design.
c. NE 12th St. and Lake Washington Boulevard Pavement Rehabilitation Project:
The project has started in the Clyde Hill section. The DPW has been investigating a new
crosswalk option for the 5-corners intersection offered by Street -Print which is even an
improvement on the stamped concrete crosswalk design. A project completion date
before the start of the school year is still projected.
d. Fairweather Park and Nature Preserve Stream Rehabilitation Project: The
project has been designed and the Joint Aquatic Resources Permit Application (JARPA)
has been submitted to the US Army Corps of Engineers and the Washington State
Department of Fish and Wildlife for approval. EarthCorps will accomplish the work
once the permits are issued.
5. Committee and Seminar/Workshop and Training Attendance — No outside
committee meetings were scheduled nor training attended during July.
6. Other —
a. As the Council is aware, the first SR 520 Bridge Replacement and HOV
Project EIS discipline report (Navigable Waterways) was received by the City and is
being reviewed. The next discipline report (Cultural Resources) is due out to all
Cooperating Agencies on Friday, August 6d'.
b. As previously reported, the DPW asked Terra Associates, Inc. (Geotechnical
Engineering Consultants) to obtain an additional set of inclinometer readings from the
three test borings on Overlake Drive East. The purpose was to determine if there has
been any appreciable road surface and/or subgrade movement associated with the
adjacent Flemming development project underway at 446 Overlake Drive East. The
results are back and no significant incremental slope movements down to 40 feet were
detected. Terra will be asked to do another reading once the Flemming home is
substantially finished (full weight loading on the slope).
c. The PW Shop storm drain system upgrade with oil -water separator design
(required to meet environmental laws) has been reviewed and accepted - with a few
modifications. The project will soon be submitted for bid proposals from construction
companies on the Small Works Roster (consolidated City of Lynnwood roster).
d. Accident/Incident Report - From the best information available - On
Saturday evening (July 31st, 2004) just after dark, Ms. Cathy Morgan of 2045 East
Beaver Lake Drive SE, Sammamish, WA 98075 (425-392-1446), was walking utilizing
the City's sidewalk from her brother and sister -in-laws home (Greg & Shannon Comen)
at 2010 79th Ave NE towards the Steve Goldfarb residence at 7851 NE 21 st St. As she
passed in front of 7861 NE 21st St., she tripped over a heaved joint in the sidewalk and
fell head first onto the sidewalk. She was unable to react in time to catch herself and
ended up hitting the concrete face first. She apparently sustained fairly substantial
ITEM H-3
injuries (major gash) although no broken bones nor teeth. Ms. Morgan reported that,
with internal stitches and all, she had to have approximately 40 stitches to suture up the
cut in her lip and chin. Ms. Morgan has requested that a claim form be sent to her to file
against the City. The DPW looked at the site on August 2nd. In this instance the problem
is a concrete section of sidewalk has been heaved up by a large tree root. The displaced
joint where Ms. Morgan tripped is approximately 2 and 3/4 inches high. It is also one of
the previously identified sidewalk problems we have noted throughout over the City. PW
put up sidewalk closed signs and will get the slab cut out and replaced - and the tree root
cut with a barrier installed.
ITEM H - 4
0i
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.qov
CITY MANAGER'S ACTIVITY REPORT
DATE: August 4, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: City Manager's Activity Update
Jet Noise Report — The attached report from Williams Aviation Consultants, Inc. is provided for City
Council review. Discussion of the report and an update on the jet noise mitigation issue is scheduled for
the August 23`d Study Session. Please keep the report and bring it to the August Study Session so
additional copies do not have to be made.
Citizen Communication — The City Council and staff continue to receive communication from citizens
regarding the former Rose property and city facilities. Several attempts to communicate the City's
activities related to these issues have been made, but were not successful. I am very concerned about
some of the comments I have heard regarding City communication with the public. As such, I would
strongly encourage the City Council to consider setting aside future meeting time for discussion regarding
public relations, communicating with citizens and communicating with the media. SEE ATTACHED
MEMORANDUM.
Medina "Green Store" — I received notice on August 3, 2004, that Mrs. Lee has hired Mr. Paul Wu of Wu
Architects to complete the design and construction of the new Medina Store. Mr. Wu has replaced John
Decker who has been involved with the project for approximately two years. Mrs. Lee is in the process of
completing the application for a demolition permit, which has not been submitted as of August 4, 2004.
City staff anticipates submittal of the demolition permit application within the next two weeks. The City has
not received notice of an appeal to Superior Court, but such an appeal can be filed up until August 15,
2004.
August Meeting Schedule
Aug. 3 — Planning Commission Meeting — 7:00 p.m.
Aug. 9 -- City Council Regular Meeting — 7:00 p.m.
Aug. 16 — Park Board Meeting — 7:00 p.m.
Aug. 17 — Hearing Examiner Meeting — 7:00 p.m.
Aug. 23 ~ City Council Study Session — 7:00 p.m.
Small Cities Coalition — The City of Normandy Park is hosting a meeting of small cities (under 10,000
population) within King and Pierce Counties to explore interest in working together to find solutions to the
issues we jointly face. The concept is modeled after the Coalition of Small Police Agencies, which was
recently recognized by the Association of Washington Cities. In fact, most of the Cities invited to this
meeting are participants in the Coalition of Small Police Agencies. The meeting is scheduled for
September 18, 2004 at the Tukwila Community Center from 10:00 am to 2:00 pm.
Tent Cities Update — I received an email on August 3, 2004 from a member of the Citizens Advisory
Commission on Homeless Encampments (CACHE), which stated the email was being sent "because it is
likely that county land in or near your city limits could be on the short list for future ten cities. Additionally,
private property owners and faith based organizations within your city limits could establish tent cities and
your city will have to follow court mandated 'least evasive' permitting processes." The CACHE member
disclosed that the email was not reflective of the opinions of the full Commission and was sent without
their approval or notification. I have not seen a report from CACHE or list of potential future tent city sites,
but will attempt to track this information down and provide it to the City Council as soon as possible.
Permit Performance Report — attached for informational purposes.
Citizen Action Request Report — attached for informational purposes.
Lr` 0i M �jf9
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 426.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 3, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: 2004 Building Permit Processing Performance Report
COMMENT:
The attached report monitors performance of the permit process. Permits have been separated into ten
(10) categories or permit types: New Construction, Remodel and Repairs, Additions and Alterations,
Rockeries and Walls, Right of Way Use, Mechanical, Fences, Re -roofing, Grading, and Landscaping. The
statistics on application review time in this report reflect periods within individual reviews in which the
applicant was on notice of the City's need for revisions or clarifications. During this time, the City review
has been stopped until revisions or clarifications are provided by the applicant.
The City began tracking application review timelines at the end of 2003. The 2003 performance has been
established as a benchmark for 2004. Finally, it is important to note that there are numerous factors, which
influence the amount of time required for application review, some of those factors are completely within
the control of the applicant. For example, an applicant can shorten the timeline of an application by:
• obtaining technical, process, and other information to help prepare complete application
documents
• being responsive to requests for additional information or clarifications
New Construction — Includes permits for new residential dwellings, garages, cabanas, and accessory
structures. Fifteen (15) permit applications for new construction have been accepted since January 1,
2004. Nine (9) of the seven permit applications are still pending approval. The average time between
application acceptance and permit approval is seventy-six (76) days. The shortest time between
application acceptance and permit approval was one (1) day and the longest time between application
acceptance and permit approval was one hundred fifty nine (159) days.
Remodel and Repair — Twenty (20) permit applications for remodels and repairs have been accepted
since January 1, 2004. The average time between application acceptance and permit approval was twenty
(20) days. This category includes a repair permit application issued over-the-counter the same day of
acceptance, which is the shortest time between application acceptance and permit approval. The longest
period of time between application acceptance and permit approval was ninety-three (93) days.
Additions and Alterations — Includes permits for additions or alterations to structures including, room
additions, reconstruction, and interior alterations involving structural modifications. Nineteen (19) permit
applications for additions and alterations have been accepted since January 1, 2004. The average
processing time was thirty-five (35) days. The shortest time between application acceptance and permit
1
approval is two (2) days. The longest period of time required for processing was one hundred ten (110)
days.
Rockeries & Walls — Nine (9) permit applications for rockeries and walls have been accepted since
January 1, 2004. The average time between application acceptance and permit approval is twenty-eight
(28) days. The shortest time between acceptance and approval was four (4) days and the longest time
was ninety-five (95) days.
Right -of -Way Use — Thirty-seven (37) permit applications for right-of-way use have been accepted since
January 1, 2004. The average time between application acceptance and permit approval is nine (9) days.
The shortest time between acceptance and approval was several over-the-counter permits and the
longest time was eighty-seven (87) days.
Mechanical — Forty-seven (47) applications for mechanical permits have been accepted since January 1,
2004. The average time between application acceptance and permit approval is twenty-one (21) days.
The shortest time between acceptance and approval was several over-the-counter permits and the
longest time was one hundred fifty-nine (159) days.
Fences — Seven (7) permit applications for fences have been accepted since January 1, 2004. The
average time between application acceptance and permit approval is twelve (12) days. The shortest time
between acceptance and approval was two (2) days and the longest time was twenty-nine (29) days.
Re -Roofing — Twelve (12) applications for re -roofing permits have been accepted since January 1, 2004.
The average time between application acceptance and permit approval is one (1) day. Ten of the twelve
re -roofing permit applications were issued over-the-counter. The longest time between permit application
acceptance and approval was six (6) days.
Grading — Twenty-three (23) applications for a grading permit has been accepted since January 1, 2004.
The average time between application acceptance and permit approval is fifty-four (54) days. The shortest
time between acceptance and approval was six (6) days. The longest time between permit application
acceptance and approval was one hundred fifty-nine (159) days.
Landscaping — Nineteen (19) applications for landscaping permits have been accepted since January 1,
2004. The average time between application acceptance and permit approval is forty-four (44) days. The
shortest time between acceptance and approval was one (1) day. The longest time between permit
application acceptance and approval was one hundred fourteen (114) days.
0 Page 2
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days
New Construction
010504-0434
1/5/2004
3/17/2004
3/23/2004
71
012904-0456
1/29/2004
7/6/2004
7/14/2004
159
020404-0466
2/4/2004
6/8/2004
6/16/2004
125
022604-0480
2/26/2004
032504-0497
3/25/2004
040104-0506
4/1/2004
041304-0519
4/13/2004
4/13/2004
4/20/2004
1
050604-0558
5/6/2004
051304-0570
5/13/2004
6/4/2004
22
051404-0574
5/14/2004
052004-0587
5/20/2004
052604-0598
5/26/2004
6/16/2004
061004-0612
6/15/2004
063004-0633
6/30/2004
080304-0662
8/3/2004
Remodels Repairs - 2004
Permit Timeline Performance
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days
Remodel/Repair
010804-0438
1 /8/2004
1 /9/2004
1 /21 /2004
1
011304-0442
1 /13/2004
1 /22/2004
1 /27/2004
39
012604-0451
1/26/2004
3/15/2004
4/19/2004
48
012804-0455
1 /27/2004
1 /28/2004
2/5/2004
1
012904-0461
1 /29/2004
1 /29/2004
2/5/2004
1
021204-0475
2/12/2004
2/17/2004
2/19/2004
5
031804-0488
3/18/2004
3/30/2004
4/1/2004
12
040804-0516
4/8/2004
5/7/2004
5/12/2004
29
042004-0534
4/20/2004
7/22/2004
8/3/2004
93
042804-0544
4/22/2004
6/29/2004
7/8/2004
68
042904-0553
4/29/2004
5/11/2004
5/17/2004
12
051104-0566
5/11/2004
5/12/2004
5/13/2004
1
051404-0572
5/14/2004
5/18/2004
6/22/2004
4
051804-0579
5/18/2004
5/19/2004
6/2/2004
1
051904-0586
5/19/2004
5/19/2004
5/20/2004
1
052604-0595
5/26/2004
6/14/2004
6/21/2004
19
052704-0600
5/27/2004
070804-0642
7/8/2004
7/28/2004
8/3/2004
20
072204-0655
7/22/2004
7/29/2004
7/30/2004
7
072904-0661
7/29/2004
RAGE 20
Additions Alterations - 2004
Permit Timeline Performance
Date
Date
Date
Tota
/Permit No.
Accepted
Approved
Issued
Day:
(Alteration
012204-0448
1 /22/2004
2/24/2004
3/3/2004
2
031704-0485
3/17/2004
3/19/2004
3/24/2004
2
031804-0487
3/18/2004
3/23/2004
3/24/2004
5
031804-0489
3/18/2004
4/30/2004
5/4/2004
43
032504-0494
3/25/2004
7/14/2004
7/22/2004
110
040804-0514
4/8/2004
5/11 /2004
5/25/2004
33
042104-0535
4/21 /2004
6/1 /2004
6/7/2004
40
042104-0537
4/21 /2004
7/27/2004
98
042904-0544
4/29/2004
6/29/2004
7/8/2004
61
042904-0546
4/29/2004
042904-0550
4/29/2004
6/29/2004
7/2/2004
61
051904-0581
5/19/2004
6/11/2004
23
060304-0604
6/3/2004
060304-0607
6/3/2004
6/28/2004
7/14/2004
25
061004-0611
6/10/2004
6/21/2004
6/24/2004
11
061704-0618
6/17/2004
070804-0644
7/8/2004
071504-0647
7/15/2004
7/23/2004
8/3/2004
8
071504-0648
7/15/2004
7/23/2004
8/3/2004
8
AVERAGE 35
Rockeries Walls - 2004
Permit Timeline Performance
Right of Way Use - 2004
Permit Timeline Performance
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days_
Right of Way
2846
1 /14/2004
1 /16/2004
3/22/2004
2
2847
1 /26/2004
1 /28/2004
2/10/2004
2
2848
1 /26/2004
1 /28/2004
2/10/2004
2
2849
1 /30/2004
2/13/2004
3/31 /2004
14
2850
2/4/2004
4/28/2004
6/16/2004
87
2851
2/12/2004
2/12/2004
2/13/2004
0
2852
2/20/2004
2/20/2004
2/20/2004
0
2853
2/20/2004
3/8/2004
3/8/2004
16
2854
2/27/2004
3/16/2004
3/31/2004
18
2855
3/11/2004
3/16/2004
3/19/2004
5
2856
3/11/2004
3/16/2004
3/19/2004
5
2857
3/15/2004
3/19/2004
3/22/2004
4
2858
3/25/2004
2859
3/29/2004
4/2/2004
4/7/2004
4
2860
3/31 /2004
4/2/2004
2
2861
3/31 /2004
4/5/2004
4/21 /2004
5
2862
4/9/2004
5/11/2004
5/12/2004
32
2864
4/21 /2004
5/3/2004
6/7/2004
12
2865
4/27/2004
4/27/2004
4/27/2004
0
2866
4/29/2004
5/3/2004
5/5/2004
5
2867
5/11/2004
6/8/2004
6/15/2004
27
2868
5/12/2004
5/12/2004
5/17/2004
0
2869
5/14/2004
5/19/2004
5/24/2004
5
2870
5/20/2004
2871
6/14/2004
6/18/2004
6/24/2004
4
2872
6/17/2004
2873
6/24/2004
6/26/2004
7/8/2004
2
2874
6/30/2004
2875
7/1 /2004
2876
7/1 /2004
7/9/2004
7/22/2004
8
2877
7/14/2004
7/21 /2004
7
2878
7/20/2004
7/26/2004
8/3/2004
6
2879
7/23/2004
2880
7/29/2004
7/30/2004
8/2/2004
1
2881
7/29/2004
7/30/2004
8/2/2004
1
2882
7/30/2004
8/3/2004
4
2883
8/3/2004
AVERAGE
79�
Mechanical 2004
Permit Timeline Performance
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days
Mechanical
010504-0435
1/5/2004
3/15/2004
3/23/2004
69
010504-0433
1/5/2004
1/5/2004
1/5/2004
0
010804-0439
1/8/2004
1/8/2004
1/8/2004
0
010804-0440
1/8/2004
1/8/2004
1/8/2004
0
012204-0447
1 /22/2004
1 /22/2004
1 /22/2004
0
012204-0449
1/22/2004
2/24/2004
3/3/2004
2
012904-0457
1/29/2004
7/6/2004
7/14/2004
159
020404-0467
2/4/2004
6/8/2004
6/16/2004
125
020504-0472
2/5/2004
2/5/2004
2/5/2004
0
021004-0473
2/10/2004
2/10/2004
2/10/2004
0
021104-0474
2/11/2004
2/18/2004
2/19/2004
7
022004-0479
2/20/2004
2/20/2004
2/20/2004
0
031104-0484
3/11/2004
3/24/2004
3/26/2004
13
031704-0486
3/17/2004
3/19/2004
3/24/2004
2
030804-0490
3/18/2004
4/30/2004
5/4/2004
43
032504-0495
3/25/2004
7/14/2004
7/22/2004
111
032504-0498
3/25/2004
032904-0502
3/29/2004
4/20/2004
5/10/2004
21
040104-0507
4/1/2004
041904-0533
4/19/2004
4/19/2004
4/19/2004
0
042104-0538
4/21/2004
042604-0542
4/26/2004
4/26/2004
4/26/2004
0
042604-0543
4/26/2004
4/26/2004
4/26/2004
0
042904-0545
4/29/2004
6/29/2004
7/8/2004
60
042904-0547
4/29/2004
042904-0551
4/29/2004
6/29/2004
60
050604-0559
5/6/2004
050604-0564
5/6/2004
5/26/2004
6/7/2004
20
051404-0573
5/14/2004
5/26/2004
5/27/2004
12
051904-0582
5/19/2004
6/11/2004
22
051904-0583
5/19/2004
5/19/2004
5/19/2004
0
051904-0585
5/19/2004
5/21/2004
5/24/2004
2
052004-0588
5/20/2004
052504-0594
5/25/2004
5/25/2004
5/25/2004
0
052804-0601
5/28/2004
5/28/2004
5/28/2004
0
060304-0605
6/2/2004
061004-0613
6/13/2004
061704-0619
6/17/2004
062104-0625
6/21/2004
6/21/2004
6/21/2004
0
062204-0626
6/22/2004
6/22/2004
6/22/2004
0
063004-0631
6/30/2004
6/30/2004
7/1/2004
0
063004-0634
6/30/2004
070104-0638
7/1/2004
7/16/2004
15
070604-0639
7/6/2004
7/6/2004
7/6/2004
0
070704-0640
7/7/2004
071204-0645
7/12/2004
7/12/2004
7/12/2004
0
071304-0646
7/13/2004
7/13/2004
7/13/2004
0
AVERAGE
21
Fences 2004
Permit Timeline Performance
Re -Roofing - 2004
Permit Timeline Performance
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days
Reroof
033004-0503
3/30/2004
3/30/2004
3/30/2004
0
040704-0513
4/7/2004
4/7/2004
4/7/2004
0
040904-0517
4/9/2004
4/9/2004
4/9/2004
0
041204-0518
4/12/2004
4/14/2004
4/28/2004
2
051204-0567
5/12/2004
5/12/2004
5/12/2004
0
051304-0576
5/13/2004
5/19/2004
5/20/2004
6
052604-0596
5/26/2004
5/26/2004
5/26/2004
0
052604-0599
5/26/2004
5/26/2004
5/26/2004
0
060204-0602
6/2/2004
6/2/2004
6/2/2004
0
062104-0624
6/21 /2004
6/21 /2004
6/21 /2004
0
072004-0652
7/20/2004
7/20/2004
7/20/2004
0
072304-0656
7/23/2004
7/23/2004
7/23/2004
0
AVERAGE
F- I
Grading - 2004
Permit Timeline Performance
Date
Date
Date
Total
Type/Permit No.
Accepted
Approved
Issued
Days
Grading
010504-0436
1 /5/2004
3/15/2004
3/23/2004
70
011504-0445
1 /15/2004
012604-0452
1/26/2004
2/24/2004
4/19/2004
29
012904-0458
1/29/2004
6/11/2004
7/14/2004
159
020404-0468
2/4/2004
5/28/2004
6/16/2004
125
021904-0478
2/19/2004
2/25/2004
7/7/2004
6
022604-0481
2/26/2004
032504-0499
3/25/2004
040104-0510
4/1/2004
041304-0520
4/13/2004
4/20/2004
4/20/2004
7
042104-0536
4/21 /2004
5/11 /2004
6/7/2004
20
042104-0539
4/21 /2004
042904-0548
4/29/2004
050604-0560
5/6/2004
051304-0569
5/13/2004
6/18/2004
6/23/2004
35
051304-0571
5/13/2004
6/15/2004
6/21/2004
32
052004-0589
5/20/2004
060904-0610
6/9/2004
061004-0614
6/10/2004
061704-0620
6/17/2004
062904-0630
6/29/2004
063004-0635
6/30/2004
072304-0658
7/23/2004
AVERAGE
54
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CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 4, 2004
M. Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Communications, Public Relations and Public Involvement
COMMENT:
During the past two to three months, several issues have generated a significant amount of citizen
reaction. In most instances, the reaction has created an undesirable situation for the City Council as well
as City staff. While it is not uncommon for members of a City Council and City staff to encounter unhappy
citizens, it is never an enjoyable experience. However, the experience can be used as an opportunity to
engage citizens in their local government, which has been very difficult in Medina as well as other
communities across the Country.
My observations lead me to believe that we must do a better job of communicating with the public.
Obviously, the newsletter, public meetings and the occasional newspaper article do not effectively meet
the needs of Medina residents. The differences of opinion among members of the City Council regarding
communication of facts related to city facilities and land acquisition is concerning. RCW 42.30.010 (Open
Public Meetings Act) is specifically intended to retain the people's right to remain informed so that they
may retain control over the instruments they have created. This section of RCW specifically states, "The
people, in delegating authority, do not give their public servants the right to decide what is good for the
people to know and what is not good for them to know."
I have attached several documents/articles related to communications, public relations and public
involvement for informational purposes. As stated in the August 4, 2004 City Manager's Activity Report, I
strongly encourage the City Council to make time during a future meeting to discuss this issue and
develop a unified position, which can be implemented by staff.
1
Agency Vendor Payment Revolving Fund —Petty Cash Accounts 42.26.070
account and its proper use under this chapter and applicable
regulations of the director of financial management. The
custodian of the petty cash account shall be covered by a
surety bond in the full amount of the account at all times
and all advances to it, conditioned upon the proper account-
ing for and legal expenditure of all such funds, in addition
to other conditions required by law. [1979 c 151 § 77; 1969
ex.s. c 60 § 7•1
42.26.080 Violation of petty cash account require-
ments. If a post audit by the state auditor discloses the
amount of the petty cash account of any agency under this
chapter to be excessive or the use of the account to be in
violation of requirements governing its operation, the director
of financial management may require the return of the
account or of the excessive amount to the state treasury for
credit to the fund from which the advance was made. [1979
c 151 § 78; 1969 ex.s. c 60 § 8.1
42.26.090 Regulations for petty cash and accounts.
The director of financial management shall adopt such
regulations as may be necessary or desirable to implement
the provisions of this chapter. Such regulation shall include
but not be limited to, (1) defining limitations on the use of
petty cash, and (2) providing accounting and reporting
procedures for operation of the petty cash account. [1979 c
151 § 79; 1969 ex.s. c 60 § 9.1
42.26.900 Effective date-1969 ex.s. c 60. This
chapter shall take effect July 1, 1969. [1969 ex.s. c 60 §
12.]
Chapter 42.30
OPEN PUBLIC MEETINGS ACT
Sections
42.30.010 Legislative declaration.
42.30.020 Definitions.
42.30.030 Meetings declared open and public.
42.30.040 Conditions to attendance not to be required.
42.30.050 Interruptions —Procedure.
42.30.060 Ordinances, rules, resolutions, regulations, etc., adopted at
public meetings —Notice —Secret voting prohibited.
42.30.070 Times and places for meetings —Emergencies —Exception.
42.30.075 Schedule of regular meetings —Publication in state register —
Notice of change —"Regular" meetings defined.
42.30.080 Special meetings.
42.30.090 Adjournments.
42.30.100 Continuances.
42.30.110 Executive sessions.
42.30.120 Violations —Personal liability —Penalty —Attorney fees and
costs.
42.30.130 Violations —Mandamus or injunction.
42.30.140 Chapter controlling —Application.
42.30.200 Governing body of recognized student association at college
or university —Chapter applicability to.
42,30.900 Short title.
42.30.910 Construction-1971 ex.s. c 250.
42.30.920 Severability-1971 ex.s. c 250.
Drug reimbursement policy recommendations: RCW 43.20A.365.
42.30.010 Legislative declaration. The legislature
finds and declares that all public commissions, boards,
councils, committees, subcommittees, departments, divisions,
offices, and all other public agencies of this state and
subdivisions thereof exist to aid in the conduct of the
people's business. It is the intent of this chapter that their
actions be taken openly and that their deliberations be
conducted openly.
The people of this state do not yield their sovereignty to
the agencies which serve them. The people, in delegating
authority, do not give their public servants the right to decide
what is good for the people to know and what is not good
for them to know. The people insist on remaining informed
so that they may retain control over the instruments they
have created. [1971 ex.s. c 250 § 1.]
Reviser's note: Throughout this chapter, the phrases "this act" and
"this 1971 amendatory act" have been changed to "this chapter." "This act"
[1971 ex.s. c 250] consists of this chapter, the amendment to RCW
34.04.025, and the repeal of RCW 42.32.010 and 42.32.020.
42.30.020 Definitions. As used in this chapter unless
the context indicates otherwise:
(1) "Public agency" means:
(a) Any state board, commission, committee, depart-
ment, educational institution, or other state agency which is
created by or pursuant to statute, other than courts and the
legislature;
(b) Any county, city, school district, special purpose
district, or other municipal corporation or political subdivi-
sion of the state of Washington;
(c) Any subagency of a public agency which is created
by or pursuant to statute, ordinance, or other legislative act,
including but not limited to planning commissions, library or
park boards, commissions, and agencies;
(d) Any policy group whose membership includes
representatives of publicly owned utilities formed by or
pursuant to the laws of this state when meeting together as
or on behalf of participants who have contracted for the
output of generating plants being planned or built by an
operating agency.
(2) "Governing body" means the multimember board,
commission, committee, council, or other policy or rule -
making body of a public agency, or any committee thereof
when the committee acts on behalf of the governing body,
conducts hearings, or takes testimony or public comment.
(3) "Action" means the transaction of the official
business of a public agency by a governing body including
but not limited to receipt of public testimony, deliberations,
discussions, considerations, reviews, evaluations, and final
actions. "Final action" means a collective positive or
negative decision, or an actual vote by a majority of the
members of a governing body when sitting as a body or
entity, upon a motion, proposal, resolution, order, or ordi-
nance.
(4) "Meeting" means meetings at which action is taken.
[1985 c 366 § 1; 1983 c 155 § 1; 1982 1st ex.s. c 43 § 10;
1971 ex.s. c 250 § 2.1
Severability—Savings-1982 1st exs. c 43: See notes following
RCW 43.52.374.
42.30.030 Meetings declared open and public. All
meetings of the governing body of a public agency shall be
open and public and all persons shall be permitted to attend
any meeting of the governing body of a public agency,
(2000 Ed.) [Title 42 RCW—page 591
MARKETPLACE OF IDEAS
Public Relations on a Shoestring
Tuesday, September 25 at 1:00 P.M.
COMMON PR TOOLS - by cost
Press Releases
- free, but labor intensive
- establish a relationship with the reporters
- issue the releases frequently
- ability to reach multiple media (print, radio, TV)
E-Mail Notification
- low cost
- very little time and labor involved
- confidentiality to subscribers
- dependent upon voluntary subscription
Web Site
- minimal cost option available, but it can be much more expensive
- low maintenance (1 hour/week) to high maintenance (4-8 hours/week)
- needs to be updated frequently
- policy for content should be established from start
Newsletter
- postage and printing costs
- high cost in staff time (about 40 hours for 4 pages)
- effective in reaching almost all residents and property owners
- formats can vary (Annual Reports, Budget Summaries, Special Topic Focus)
Other Options
Welcome Packets — minimal hard costs to notify new resident that information is
available at municipal building
Inserts — small notifications can be placed within tax bill mailings, although it can
become labor intensive
Community Maps — ad based maps that leave only the cost of postage for the
municipality to cover
Cable TV — can be relatively inexpensive for slide programming (very few
hardware/software costs since simpler systems are PC driven), although it has the
potential to be labor intensive
Phone Recordings — hardware costs associated with a good phone system
FAX -on -Demand — hardware costs and dependent upon visits by user
Public Involvement
Introduction
ublic involvement is a cyclical process that includes three primary forms of communica-
tion — notification (we tell you about it), education (we explain the options to you), and partici-
pation (you tell us what you think about it). Cities have traditionally shown a tendency to
concentrate efforts on notification and participation. As is true in many areas of specialization,
city planning and development issues have become increasingly complex. Education has re-
cently been recognized as a very important process if citizens are to be empowered to make
well-informed comments and decisions.
Determining the appropriate level of public involvement for different planning processes is not
always easy. State law requires the city to post meeting agendas, notify adjacent property
owners, and hold public hearings to hear public comments before decisions are made. A
legalistic view of public involvement is often too narrow to involve those affected by planning
decisions. Local procedures that extend beyond the minimums set by state law need to be
considered to meet citizen expectations.
For example, the city recently improved the process of notification for zoning -related public
hearings. The law requires notification for zone changes and other similar matters to property
owners within 200 feet of the subject property. The city has gone beyond this by notifying
residents outside the required area as a courtesy and by posting signs on the property in
question. This was done after evaluations of the benefits of improving the notification were in
line with the cost of providing the notice. Other opportunities to improve public notification,
education, and participation should be explored and developed.
Policies
City of Denton stakeholders should be invited to participate in all stages of
city planning processes. City staff will develop procedures that actively engage
stakeholders in city planning. This approach should extend beyond planning into
design and project -specific activities. Charettes, which are used to involve groups
of people in project design, and demonstration projects should be considered to
obtain citizen input before major projects are implemented or to introduce inno-
vative design concepts.
Public involvement should serve the planning process as an educational tool.
The comprehensive plan is of only limited value if members of the community
don't understand what it means. Development concepts can be highly technical
and complex, and the plans should explain unusual concepts that may not be
easily understood.
Public Involvement
The city should find out which types of media will engage as many stakeholders in the
planning process as possible. Television, newspapers, newsletters, meetings, speak-
ing engagements, publications, resource centers, and other options should be used
as appropriate to communicate with as many stakeholders as possible.
The city must coordinate these efforts to avoid communication over -saturation.
Public Involvement Goals & Strategies
ublic participation in planning involves people who are not professional planners or gov-
ernment officials. These citizens and other stakeholders review, discuss, debate, and influence
the development of public plans, regulations, and development projects. Citizens in Denton do
take part in decision -making. They have consistently shown interest in many community issues.
Public involvement brings in individuals, interest groups, organizations, government agencies,
and corporations.
Public Involvement Goals
Citizens are invited to take part in planning for several reasons:
"J Democratic government guarantees citizens the right to have a strong voice
in all matters of public policy.
":J Citizens often provide needed information to develop, maintain, and carry
out effective public policies.
1-1 Local officials need comments and ideas from those who will be directly af-
fected by proposed policies.
Citizen involvement educates the public about governmental issues. It creates an
informed community which, in turn, leads to better decision -making.
* Giving citizens a sense of empowerment and ownership in the development of poli-
cies, plans, and projects creates a higher level of public participation and consensus
in government decision -making.
Citizen involvement is an important means of enforcing our land -use laws. Having
citizens informed about laws that affect them and acknowledging their right of access
to governmental processes ensures that the laws are applied properly.
H� �
Public Involvement
Public Involvement Strategies
Public Involvement Planning Strategies
The best way to have strong citizen involvement is to have strong planning for
citizen involvement. A successful public participation procedure must be carefully
designed and managed.
J Manage public involvement as a major element of planning.
• Provide away for the public to take part in each major action and to address
important community issues in land -use decisions.
• Develop and use formal procedures to make sure the public is notified and
involved.
Provide timely and accurate information to members of boards and commis-
sions to improve the quality of public decision -making.
Maintain a registry of stakeholders, interest groups, and individuals with expertise or
interests in specific processes or areas. Make sure appropriate information is con-
tinually distributed regarding projects, plans and development codes.
CJ
In recognition of the cost of public notification, education, or participation, the city
should provide resources (staff and funds) to support new public involvement pro-
cesses.
U The city should continue to recruit residents who express interest in serving as board
or commission members. It should improve the process if needed. Such volunteers
should continue to be recognized for their contribution of time and expertise.
Public Involvement Notification Strategies
The most common complaint from citizens about government is "Nobody told us!" In spite of
city efforts, people do not always get the information they want. State law requires some forms
of media, but these don't always do a good job of getting the word out to the public. We should
add to traditional notice and hearing procedures to let everybody in the community know about
important matters.
In the lol,, mstinued from .pW 6
R3 k. d d l lir; 1
local
to
'�Y I
tot
IAPT IWO* Labor relations and
employment law has
become a critical area
for both the private and public
sectors. lit Best & Krieger er tAA, has an
active stood expert practice Which ifwhlthl s
s wrial emphasis on negotiation, arbitration
EfH'ar . ttstfatir practiee 6argre s, employee
ternlitsatlion actions. emplovinent
disaTkilienaation acHosts, waa e.liour c4aittts. and
represettsaation liefore coterts ant.1 administrative
a rnrie%p
For over IN rears, Rest &-st & Krieger ear UP
has prm ieleil at (till ranger of the highest clttality
legal -*,svicrs in an expert. timely. and cost-
+eFte,etive< Inannc r:
•
regularly, feed therm the tough stews as well as
the good. Be the same, forthright, motive
person in bad times as you are when the city
appears
as a winner.
�,.jOhyl�R y or thej f/ ns
Club. Participate with the Chambero bpi m.
meree.. These are the relationships that will
foster better mutual understanding of the is.
sues on an ongoing basis and nurture arespon.
stye media when It counts.
4. Use availabk tools to promote your
good results t spending ar lot of
money. The City oflicial active with the civic
orpmizations has a speaking and sharing plat
form that public relations money cant buy.
Some of the resources they tarry to thre op-
poruuiWwrequireontr$Waftenflmlhekey
messaM described above prepare you to be
effective in any setting with little advance no -
am. Cityrnanagers should seethatalectshed
is wpared annually (usually at budget tune)
that gives officials and staff the fast iu wmw
Lion they need to answer questions. What is
the budget? What are the councit`s highest
priority programs for the next yeac and
achievements for last year? How many city em-
ployees? What are the district boundaries and
which councsi person represents which dis-
trW What are the key resource phone num-
bers to help ddze O 'What is the crime rate,
and how does it compare wWt amilar'
nities? Median income,housing price, keding
industry, etc. Theme SitolAe sheets not only
equip you to answer questions correctly, they
also are fast ways to ensure the aowr2cy of
those pesky details reporters so often get
wrong in a story rusited through on deadline.
And they help imma dve follow-up torte
pkW-
ing telephone tag.
5 Collect citizen mput. Don't forget the
need to collect cauxti input, too. ,Again, you
have options that cost very little. Town meet-
ings
curly staff dares. Ongoing customer
sansfactiort surveyscoriducted with dailybust-
are largely free. More kanal surveys can
be conducted in relatimly inexpensive ways,
too. Web sines are a wonderful way to collect
public input collect letters to the editors,
listen to neighbors. These are but a few
ways we can ensure that the results we
are offering match the expectations of
the public.
Freerpt wrdtex by Marty BOW a wNsuffaut
atkaw N rd firms, Garaaar uxj4# am
AdmnhW, worft primarily WA kod
pnww-
wents. &rerpted from Performancebased
ManagementA City0filciarsGuideto
oriented Government, ataexftab&r from the
League in Iuhr summer I
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WB� Ci , ApmL 1
ITEM J -1
MEMORANDUM
DATE: August 4, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: SR 520 Project Position Statement
RECOMMENDATION: Review attached Draft SR-520 Project Position Statement and provide
direction to staff for final version.
POLICY IMPLICATION: Position Statements are intended to express a policy statement adopted by
the City Council.
BACKGROUND: The City Council discussed the SR-520 Bridge Replacement and HOV
Project during the July 26, 2004 Study Session. At that time, the City
Council provided staff with direction for a City Council position statement.
The attached position statement is in draft form for City Council review and
discussion. The City Council may want to consider delaying approval of
the position(s) reached until after review of the "visual" discipline report
due out on September 10th. During the team review of the Navigable
Waters discipline report, Director of Public Works Shel Jahn noted that
the visual impact of the new bridge could end up being a significant
issue for Medina and maybe the most contentious of them all
The Director of Public Works believes the public reaction to the
appearance of the new bridge, especially when compared to the
existing bridge, could be very negative. As such, the City Council may
want to consider taking a position that the appearance (design) is
unacceptable and needs to be modified. Therefore, it may be prudent
to hold off on the consolidated position paper until the Council has had
a chance to see the visuals and decide if it is an issue the City should
weigh in on.
1
City of Medina: SR-520 Expansion Project
Draft Interest Statement
Approved by Council:
Introduction: SR 520 is an integral part of the regional transportation system.
Therefore, the functionality of SR 520 impacts the effectiveness of the entire system,
which is essential to support the economic development and livability for our region. As
such, the City of Medina generally supports the SR 520 Project as currently proposed.
Medina's continued interest in SR 520 expansion also recognizes the adverse impacts
associated with a major transportation corridor, which bisects a residential community.
Adverse impacts include, but are not limited to: air quality, noise, water quality, loss of
park and open space, loss of views, increased traffic volumes on local street networks,
and degradation of property values.
Context: The Washington State Department of Transportation is responsible for
planning, building, and operating the new SR 520. The City of Medina will play an
important role in helping to define the acceptable and reasonable concept for a future
expansion of the SR 520 corridor and floating bridge.
Guiding Principles: The future SR-520 Bridge Replacement and HOV Project
shall:
1. Measurably enhance the regional transportation system by providing
congestion relief. Ensure that the expansion project will reduce congestion
within the SR-520 corridor as well as local access routes from within the
adjacent Points Cities and Towns.
a. The City intends to support the preferred alternative, which will be
identified in the Preliminary Draft Environmental Impact Statement.
b. The City supports design features, which will provide the future option for
High Capacity Transit (HCT) within the corridor.
c. (Unless a more attractive alternative is identified), the City supports
retention of a flyer stop at Evergreen Point Road.
2. Provide ample opportunity for meaningful public involvement by
residents, neighborhood groups, and other informal and formal
stakeholders. Members of the community should have opportunities
throughout the SR 520 planning and implementation process to help shape
the ultimate configuration of the roadway in Medina and throughout the
Eastside.
a. The preliminary concept design for location of the lids and space
utilization on the lids, which has been developed through community
involvement, is supported
b. The location, design, landscaping and general architectural features of
noise walls should also include input from the community.
3. Recognize Medina's investment and preservation of its neighborhoods
and minimize local impacts. Project planning should acknowledge and be
consistent with planning that has been done to date, and should seek to
maximize providing amenities to adjacent communities while also being
sensitive to community and quality of life.
a. The City supports the current proposed northern alignment for the
Eastside landing, however, with the least additional right-of-way takings
possible.
b. The City supports and strongly encourages acquisition of entire parcels of
any property of which; a portion is taken for right-of-way, provided the
property owner is interested in selling the entire parcel.
c. Additional property acquired should be used to create natural buffers and
said property beyond what is required for right-of-way should be gifted to
the City of Medina.
d. Lids at Evergreen Point Road, 84th Avenue NE and 92"d Avenue NE must
be included as part of both the four and six lane alternatives.
e. Lids through the Points Cities and Towns shall be designed to the
maximum length feasible without requiring the use of fire suppression or
ventilation systems.
f. Access ramps should be retained at the current locations and consistent
with existing configuration.
g. The Points Loop Trail system must be retained in any design and may be
incorporated into the regional bike / pedestrian pathway system.
h. The regional bike / pedestrian pathway, as it comes ashore on the
eastside, should remain on the north side of the new freeway and must
not have an at -grade crossing at Evergreen Point Road.
i. An Eastside operations/maintenance facility under the East abutment, as
currently proposed, is acceptable if appropriately screened with native
vegetation and sound barriers.
j. The City supports the use of best available science for sound baffling at
the Eastern high rise and the application of quiet pavement, if feasible.
4. Recognize Medina's environmentally sensitive areas and avoid,
minimize or mitigate any adverse impacts. Project planning should
acknowledge and be consistent with the preservation and protection of
Wetherill Nature Preserve, Fairweather Park and Nature Preserve, Medina
Stream, adjacent wetlands, and the Points Loop Trail System.
a. The project design shall include use of best available science and apply
the best management practices for roadway surface runoff- water quality.
b. The project must comply with City of Medina Zoning Codes,
Comprehensive Plan and Shoreline Management Plan in design and
during construction.
c. A construction mitigation plan, which will address mitigation of adverse
impacts associated with project construction, shall be developed by the
WSDOT and approved by the City of Medina.
d. The taking of any portion of Fairweather Park and Nature Preserve shall
be avoided, if possible. If it is not possible to avoid taking a portion of
Fairweather Park and Nature Preserve, significant mitigation shall be
required as well as compensation.
ITEM J - 2
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wamov
MEMORANDUM
DATE: July 30, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Ordinance Establishing Procedures related to Contract Approvals and Authorizing the City
Manager to Execute Certain Contracts
RECOMMENDATION: Adopt the attached ordinance.
POLICY IMPLICATION: Adoption of the attached ordinance will clarify the authority delegated to the
City Manager by the City Council relating to contract approvals. Delegation
of authority is intended to reduce the burden and meeting time required for
the City Council to take action on minor and routine contracts.
BACKGROUND: The City Council discussed a draft ordinance related to this matter during
its June 28, 2004 Study Session. At that time, the City Council directed the
City Attorney to make changes to the draft ordinance prior to consideration
at a regular City Council meeting. The attached memorandum from the
City Attorney explains the changes that have been made, as directed.
MEMO
TO: MAYOR AND MEDINA CITY COUNCIL
RE: CITY MANAGER AUTHORITY ORDINANCE
FROM: KIRK WINES
DATE: JULY 22, 2004
The following changes have been made to the Draft City Manager authority ordinance.
In Section 1 A 5, the phrase "risk management" was replaced with "damage".
Section 1 A 11 was rewritten.
Section 3 was added to repeal Resolution No. 42, which previously described the authority of
the City Manager.
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 AND REPEALING RESOLUTION NO. 42.
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).
3. Maintenance contracts involving a cost or fee (excluding sales tax) of less
than Ten Thousand Dollars ($10,000) per year.
ORD. 1
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 damage 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 contracts for positions that have been
approved by the City Council. All compensation, including wages, salaries
and benefits such as health, dental and vision insurance, vacation time,
sick leave, severance pay and similar matters, shall be established by the
City Council through budget allocation, motion, resolution, ordinance or
approval of a contract. Compensation may be established in a fixed sum
or the City Manager may determine the exact sum if the City Council
establishes a compensation range.
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
ORD. 2
exceed in total ten percent (10%) of the contract amount may be entered into without
prior City Council approval.
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, extension or renewal)
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, extension or renewal 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. Resolution Number 42 Repealed.
Resolution Number 42, establishing powers of the City Manager, is hereby
repealed.
SECTION 4. Effective Date.
This ordinance shall take effect five days after its publication or the
publication of a summary of its intent and contents.
ORD. 3
PASSED BY THE CITY COUNCIL ON THIS DAY OF
, 2004 AND SIGNED IN AUTHENTICATION OF
ITS PASSAGE THE DAY OF 2004.
Mary Odermat, Mayor
Approved as to form:
Kirk R. Wines, City Attorney
Attest:
Randy Reed, CIVIC, City Clerk
Passed:
Filed:
Published:
Effective Date:
ORD. 4
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 AND REPEALING RESOLUTION NUMBER 42.
The full text of this ordinance will be mailed upon request.
Randy Reed, C.M.C., City Clerk
ORD.
MEMO
TO:
CC:
RONALD SANTI
BELLEVUE SCHOOL DISTRICT
CITY MANAGER, MEDINA CITY COUNCIL
RE: AUGUST 9, 2004 RECONSIDERATION HEARING
FROM: KIRK WINES, CITY ATTORNEY
DATE: AUGUST 3, 2004
I have been asked to reply to an inquiry about the procedure for considering Mr. Santi's
motion for reconsideration. This matter is scheduled for hearing at the regular August
Council Meeting of August 9, 2004. Although the City Council is free to establish its own
procedures, the procedures that Staff and I will be recommending are as follows:
1. Announce the subject of the motion for reconsideration
2. Ask Council Members to discuss any ex-parte contacts they have had with the
School District or with any persons either supporting or opposing the School District's
proposal.
3. Call for any objections to any Council Member hearing the motion for
reconsideration.
4. Ask the City Attorney to explain the issues before the Council and their options.
5. The Mayor will ask Mr. Santi to argue why his motion should be granted. He will
be given 10 minutes to argue in support of his motion. He may reserve any portion of this
argument for rebuttal following the School District's argument. Total time will be limited to
10 minutes. If it is all used in opening argument, there will be no rebuttal.
6. The School District may present any argument why the Motion for Reconsideration
should not be granted. The argument will also be limited to 10 minutes.
7. After the presentations, the Council may ask questions of either party.
8. No additional public testimony or argument will be taken.
9. The Council will deliberate and announce their decision.
These procedures are only suggestions to the Council, which may establish its own
procedures.
CITY OF MEDINA
Notice of Decision
Presiding Body: City Council
Permit Type(s): Special Use Permit
Case No. 242
Applicant(s): Bellevue School District
Property Bellevue School District
Owner:
Property 8001 Overlake Drive West
Address:
Request: The applicant is requesting a special use permit to renew the
Findings:
City of Medina
educational use of this property through the replacement of the
Medina Elementary School building.
The City Council made the following findings with respect to
the decision criteria A — L of Medina Municipal Code section
17.56.052:
A. Compatibility -- School facilities and grounds must be
compatible with the content of the Comprehensive Plan for the
city and with any neighborhood planning goals which are
adopted by the city.
The general direction of the land use element of the Medina
Comprehensive plan is to preserve the existing low -density semi -
rural character of Medina. While part of this character is the city-
wide single-family residential zoning, the plan notes that there are
several existing nonresidential uses — most of them long-standing
— that "have become an accepted an integral part of the
community." (Page 8) The Medina Elementary School is listed as
one of these. The plan then states that the City's special use
permit process is the chosen mechanism to ensure that these
uses continue to be compatible with the surrounding
neighborhoods.
No neighborhood planning goals for the community where the
school is located have been adopted.
1
Notice of Decision - Special Use Permit Application 242
Specific attributes of the applicant's design for the new school
building that further Comprehensive Plan goals include a
structural coverage that is approximately one-third of the
allowance, the articulation of the building resulting in the
appearance of several smaller buildings, the use of pitched roofs,
and proposed streetscape enhancement through the landscape
plan. The total design satisfies the requirement for compatibility.
B. Setbacks — All parts of any building shall be setback 40 feet
from any property line except that where the adjoining property is
zoned for residential use, the setback shall be 60 feet.
The applicant's proposal is compliant with this criterion. The
required and proposed setbacks are as follows: north 40' / 70',
south 40' / 45', east 40' / 330', and west 60' / 60'.
C. Landscaping — Permit applications must contain a design
for a landscaping buffer upon each of the site's property lines
which adequately mitigates visual and noise impacts of the
school on surrounding residences. The design shall detail the
location and species of proposed trees and vegetation. The
design shall include use of year-round foliage patterns where
appropriate. Lines of sight necessary for safe school operation
shall be considered in the landscaping plan. The landscaping
plan shall accomplish aesthetic goals while minimizing impacts
to safety -required lines -of -sight.
The applicant's generalized landscape plan preserves the
positive aspects of the site's current landscaping and contains
several enhancements. The recent streetscape projects which
introduced regularly spaced ornamental trees along the east
and south property lines will be preserved and matched with a
new row of deciduous trees along 8t" Street. The existing
Poplar rows along the east and south sides of the playfield will
also be preserved for their visual and noise buffering function.
The existing 25-foot-wide dense vegetative buffer along the
entire west property line will also be preserved. The new trees
along 8th Street along with shrubbery will screen the primary
parking lots from the residences to the north — the neighboring
homes with the most exposure to the school site. A final
landscape plan must be approved by the City landscape
consultant.
D. Pedestrian and vehicular circulation plan -- The application
shall include a pedestrian and vehicular circulation plan. The
circulation plan shall emphasize safety and efficiency in the
management of typical school -generated walking and traffic.
City of Medina 2
Notice of Decision - Special Use Permit Application 242
The circulation plan must include school bus loading and
unloading operations, deliveries and parking management.
The applicant's proposal responds to vehicle and pedestrian
circulation issues in several ways. The primary strategy in
vehicular circulation is complete separation of parent drop-off /
pick up from school bus loading operations. This is
accomplished through the dedication of one loop drive off of 8th
Street for parents and oriented to the predominate trip origin to
the east and another loop from 8th Street for buses with the
plan to route buses to approach the school from the west.
These traffic streams would not overlap and would not interfere
with the intersection of 8th Street and 80th Ave NE. Another
key aspect of the vehicular circulation pattern is the
designation of 34 loading spaces to serve the large incidence
of drop-off / pick-up by parents. Deliveries would be directed
to a service area accessed from Overlake Drive West.
The applicant's proposal also reflects concern for pedestrian
circulation issues. Given the short and intense nature of
vehicular traffic activity during a typical school day, several
measures have been taken to shield walking students from the
danger. A primary concern is how students will cross 8th
Street. Given that the vehicle plan involves a steady stream of
vehicles accessing the site via 8th street, the pedestrian plan
attempts to channelize pedestrian crossings of 8th Street to
one of three crosswalks — 81 st Ave. NE, 80th Ave NE, and the
west end of the site. This is accomplished by omitting a south -
side sidewalk on 8th Street and directing all site walkways from
the crosswalks into the school site.
E. Lighting — With due consideration for safety concerns, the
application shall include a lighting plan which establishes an
overall lighting level which is compatible with a single-family
neighborhood. School lighting should be designed to light only
school property.
The applicant has stated the intent to confine all lighting to
immediate site safety needs and to not impact neighborhood
character. The issue is further addressed by an approval
condition below.
F. Safety — The layout of buildings and the lighting design shall
not create dead-end paths or concealment potential.
The Medina Police Department has reviewed the application and
found that the applicant's site plan poses no safety concerns.
The City Council adopts this finding.
City of Medina 3
Notice of Decision - Special Use Permit Application 242
G. Parking -- The proposal shall include an adequate number
and size of parking spaces taking into consideration the
requirements of buses, staff, parents and deliveries.
The applicant has hired Gibson Traffic Consultants to perform a
complete traffic and parking analysis of the project. The
consultant's analysis included a great deal of surveys, traffic
counts, and other field observations. The City Council accepts
the final report, which indicates that the proposed 80 spaces of
parking along with 34 loading spaces is adequate to serve the
foreseeable parking demand from normal school operations. The
Medina Public Works director has reviewed and accepted this
analysis. The provision of 80 spaces represents a 30% increase
in the current number of spaces on the site.
H. Height -- The height at any point of any building or structure
shall not exceed 35 feet measured vertically from the original
or finished grade, whichever is lower.
The applicant's proposal is compliant with this criterion.
I. Massing — In addition to the maximum building height
restriction of subsection H, the design of the building shall
minimize the amount of three dimensional bulk existing in the
first 20 feet of the building on all sides of the building that
adjoin residential -use properties, including residential
properties which are separated from school property by a
street. This minimization of bulk shall be accomplished through
pitched roofs, step -backs or other architectural design
techniques that reduce the perceived height of the building and
eliminate flat facades facing residential properties.
The applicant's proposal meets this criterion well through the use
of pitched roofs, and an articulated building design that only
involves small wall sections facing the neighboring homes.
J. Land Use Designation -- Construction of school buildings or
associated structures shall only be allowed on parcels which
are designated as school properties on the official land use
map of the City.
The subject property is designated as "Medina Elementary" on
the official land use map.
K. Minimum lot area -- The building site shall have a minimum
lot area as follows:
1. Elementary, five acres for the first 100 students, and
one-half acre for each additional 100 students, or
fraction thereof.
2. Junior or senior high, 10 acres for the first 100
City of Medina 4
Notice of Decision - Special Use Permit Application 242
students, plus one-half acre for each additional 100
students or fraction thereof.
The applicant's proposal is compliant with this criterion. This
formula results in a minimum required site area of 6.75 acres
(based on an enrollment of 450 students.) The actual site area is
7.8 acres.
L. Maximum lot coverage — The school and all auxiliary
buildings shall not cover more than 35 percent of the building
site.
The applicant's proposal is compliant with this criterion. The
proposed structural coverage is 13%.
Decision Date: June 7, 2004
Decision: Approve special use permit application with the following
conditions of approval:
1. The sidewalks adjoining the site on Overlake Drive West
and 81 st Avenue NE shall be preserved in their current
gravel surfacing.
2. The playfield in the southeast corner of the property
shall be surfaced with grass and properly maintained.
3. Prior to issuance of a building permit, the applicant shall
submit a final lighting plan for approval by the Planning
Director. The plan shall be compatible with the
character of the surrounding neighborhood while
meeting school safety needs. All lighting shall be limited
to that required for site safety. No lighting to facilitate
after dark use of the playfield is permitted.
4. Prior to issuance of a building permit, the applicant shall
submit a final landscape plan for approval by the City
Landscape Consultant. In addition to meeting the
requirements of Medina Municipal Code Chapter 12.28
and adhering to the generalized landscape plan of this
special use permit application, the final plan shall meet
the following objectives:
a. A mixture of evergreen trees and shrubs shall be
planted along the north wall of the north
classroom pod and south of the bus loop.
b. Evergreen plantings, predominately shrubs shall
be planted along the edge of the site to provide
visual and noise screening of the following site
features: the play structure, the playfield, and the
two primary parking lots. Sightlines into the site
from public streets must not be entirely blocked.
City of Medina 5
Notice of Decision - Special Use Permit Application 242
5. The design of the school and site improvements shall
adhere to all 10 mitigation measures listed in the May
2004 report by Gibson Traffic Consultants, Inc with the
exception of the 6th item regarding sidewalks on
Overlake Drive West and 81St Ave. NE.
6. The walkway along the north side of the primary loop
road shall only extend to the last parking space and not
to NE 8th Street.
Signed:
Ma Oder t, Mayor
Date: -52 % / / 7�Zz
City of Medina
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CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: July 30, 2004
M. Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Management Employee Benefits
RECOMMENDATION:
POLICY IMPLICATION:
BACKGROUND:
1
Adopt resolution approving Management Employee Benefit Plan.
Benefits for management employees should take into consideration the
City's ability to attract and retain managers who possess the knowledge,
skill and experience required to meet the expectations of the City Council
and citizens of Medina, at an affordable cost.
Benefits for non -management employees are established through labor
agreements. Department managers and the Police Lieutenant are not
members of a bargaining unit. Therefore, the individual contracts or
employment agreements have been used to establish benefits for
department managers. Approximately one year ago, some members of the
City Council questioned the use of individual employment agreements.
This initiated a discussion regarding other options for establishing benefits
for management employees.
During the July 26, 2004 Study Session, the City Council reviewed options
and determined that management benefits should be approved through
adoption of a resolution rather than individual employment agreements.
Members of the City Council were also asked to review the benefits
included in the July 26th agenda packet and provide comments to the City
Manager by close of business on August 2, 2004. Only one member of the
Council contacted me and expressed no concern with the proposed benefit
plan.
The City Council will have an opportunity to re -visit the management
benefits plan whenever it deems appropriate, but a review every two years
should be conducted at a minimum. Existing employment agreements with
department managers will continue to be honored, but will not be renewed
when they expire. Currently, two department managers and the Police
Lieutenant are not covered by employment agreements so they will
immediately fall under the provisions of an adopted benefit plan. Three
other department managers are covered by existing agreements. One
agreement expires on July 31, 2005 and two expire on 12/31/2006.
The table below was provided to the City Council as part of the July 26,
2004 Study Session packet. The information in the table is intended to
provide the City Council with background for use in reviewing the proposed
benefit plan, which is attached.
Benefit Information
Description
Comment
Compensation
Established by adopted pay scale and annual budget.
Compensation Study conducted in 2004 requires Council
action.
Administrative Leave
Typically set at 40 to 80 hours annually for department
heads — not all management group members. May be in
lieu of sick leave and bereavement leave. Not currently
provided.
Vacation Leave
Typically 96 hours during first year; 120 hours after 5 years;
160 hours after 10 years; 168 hours after 15 years and 200
hours after 20 years. Management employees currently
earn vacation at same rate as set by union contracts. 15' yr
= 96 hrs; 2 — 41h = 104 hrs; 5 — 7 h = 128 hrs; 8 — 9'h = 136
hrs; 10 —14th = 160 hrs; 15 —19'h = 176 hrs; 20th = 192 hrs;
and 21" + = 200 hrs.
Sick Leave
96 hours is standard, but administrative leave is sometimes
used in lieu of sick leave. Same as currently provided.
Holidays
11 or 12 holidays are common (10 legal plus 1 or 2
floating). Currently, City employees receive 12 holidays
each year.
Medical Insurance
Most cities currently pay 100% of employee premium. Of
the 58 Washington cities with populations 2,500 to 7,499,
29 pay 100% of dependant premiums and 29 pay a portion
of dependant premiums. Employee's share ranges from
$13 to $469 per month.
Dental Insurance
Most cities currently pay 100% of employee premium. Of
the 58 Washington cities with populations 2,500 to 7,499,
53 pay 100% of dependant premiums as well.
Vision Care Plan
57 of the 58 Washington cities with populations 2,500 to
7,499, pay 100% of the employee and dependant
premiums.
0 Page 2
Description
Comment
Life Insurance
100% of base salary is typically with some providing benefit
of 1 %2 times base salary.
Long-term Disability
100% is standard.
Merit Pay
Tied to Performance
Retirement Plan
PERS is required. ICMA-RC is additional option for deferred
compensation. Matching contributions are frequently
provided to employees with an annual or monthly cap.
Automobile
Varies depending on city. At a minimum, reimbursement at
IRS rate is provided. Depending on employee, it may be in
best interest of the city to provide a vehicle or a vehicle
allowance.
Severance Pay
1 — 2 weeks per year of service is typical when offered to
management level employees. A maximum cap of two or
three months is also common. Severance pay is usually not
offered if termination is due to criminal act or without
adequate notice to City.
Training & Conferences
Typically provided based on annual budget. State
conferences annually and national conference biennially.
Educational Reimburse
Provided in some cases (e.g., internal promotion to position
requiring degree). Department managers are typically
required to have a related degree and/or years of
experience to qualify for the position.
Clothing/Uniforms
Police/Public Works management group members are
required to perform certain "field" duties. As such, safety
equipment, uniforms, and/or protective clothing are
necessary.
Performance Evaluation
Annual performance evaluations are conducted by the city
manager or employee's supervisor. Could be tied to Merit
Pay
Professional Dues
Typically provided with city manager approval.
Relocation Allowance
May be considered at time of hire.
0 Page 3
CITY OF MEDINA
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF MEDINA, WASHINGTON,
ADOPTING A MANAGEMENT EMPLOYEE BENEFIT PLAN.
WHEREAS, the City Council, through ratification of labor agreements, has previously
established benefits for all City employees who are members of a collective bargaining unit, and
WHEREAS, the management employees of the City are not members of a collective
bargaining unit, and
WHEREAS, the City Council has previously established benefit plans for management
employees on an individual basis through employment agreements, and
WHEREAS, the City Council has determined that adoption of a benefit plan for all
departmental management employees is more equitable and less time consuming than
individual employment agreements.
THE CITY COUNCIL OF THE CITY OF MEDINA, WASHINGTON, DOES RESOLVE AS
FOLLOWS:
Section 1. The City Council hereby adopts the Management Employee Benefit Plan
(attached as Exhibit A).
PASSED BY THE CITY COUNCIL AND SIGNED INTO AUTHENTICATION OF ITS
PASSAGE THIS DAY OF AUGUST, 2004.
Mary Odermat, Mayor
Attest:
Randy Reed, CMC, City Clerk
Resolution No.
I. CLASSIFICATIONS DESIGNATED MANAGEMENT
For the purpose of this document, the following positions are considered management:
CITY CLERK
POLICE CHIEF
DIRECTOR DEVELOPMENT SERVICES
POLICE LIEUTENANT
FINANCE OFFICER
DIRECTOR OF PUBLIC WORKS
PAY FOR PERFORMANCE PLAN
Each position in the Management Group has been assigned a target salary range.
Starting with the 2006 fiscal year, and from that time on, automatic cost -of -living
increases will not be considered for Management Employees. Each will be reviewed on
his/her employment anniversary date for future salary adjustments based on
performance in an effort to reach identified target salary ranges. The City Manager will
evaluate employees based on a City Council approved performance system and
recommend individual salary levels to the City Council
ADMINISTRATIVE LEAVE
Management employees with at least two years of service shall be eligible to receive up
to 40 hours of administrative leave per year. Management employees with ten years of
service shall be eligible to receive up to 80 hours of administrative leave per year.
Unused administrative leave may be converted into accrued vacation provided a written
request is submitted to the City Manager prior to December 31st and use of
administrative leave could not be accommodated as a result of workload or other
circumstances beyond the employee's control.
IV. HOLIDAYS
4.1 Holidays with pay for Management employees shall be as follows:
NEW YEAR'S DAY
January 1st
LABOR DAY
1 S Monday in Sept
MARTIN LUTHER
3r Monday in
VETERAN'S DAY
November 11
KING JR DAY
January
PRESIDENTS'
V Monday in
THANKSGIVING
Last Thursday in
DAY
February
DAY
November
MEMORIAL DAY
Last Monday in
DAY AFTER
Friday after
May
THANKSGIVING
Thanksgiving
INDEPENDENCE
July 4
CHRISTMAS DAY
December 25th
DAY
4.2 When any of the above holidays falls on a Sunday, the Monday following
shall be observed as the holiday. Likewise, if the holiday falls on a
Saturday, the preceding Friday will be observed as the holiday.
V. VACATION
5.1 All employees shall become eligible for vacation as it is earned. Vacation
shall be accrued according to the following schedule:
Years
Of
Service
Hours
Accrued
Per
Month
Annual
Hours
Equivalent
Days
1
8.00
96
12
3
9.34
112
14
5
10.00
120
15
10
12.00
144
18
15
13.34
160
20
20
16.68
1 200
25
5.2 An employee may defer some or all of his/her vacation to the next
following year. However, in no event shall an employee accumulate
vacation days greater than 300 hours. Employees who have accumulated
300 hours of vacation will cease to accrue vacation until the accumulated
amount is reduced below 300 hours, unless said employee is unable to
reduce said vacation due to the withholding of vacation approval by the
City Manager or due to the City Manager's cancellation of approved
vacation. A partial "sell back" of vacation time may be approved, provided
that the employee has taken a reasonable vacation leave.
5.3 An employee separating from employment with the City of Medina will be
compensated for all accrued and unused vacation provided, a minimum
notice of fifteen (15) calendar days has been given and the separation is
not the result of the commission of any illegal or dishonest act or gross
misconduct.
VI. SICK LEAVE
6.1 All employees shall accrue 8.00 hours of sick leave for each month of
employment. Employees shall accrue sick leave from their first day of
employment. Accumulation of unused sick leave shall be unlimited.
6.2 Sick leave may be used by an employee for his/her own illness or for the
purpose of doctor or dental appointments.
6.3 Sick leave may be granted to employees in the event of sudden and
serious injury or illness to a member of the employee's immediate family
who requires the employee's care. The employee will make reasonable
efforts to obtain alternative care so that he/she can resume regular work.
VII. BEREAVEMENT LEAVE
A maximum of twenty-four (24) hours paid leave, not to be subtracted from sick leave,
will be granted employees upon death or critical illness of a member of their immediate
family, including father, mother, brother, sister, spouse, or child. Additional days of sick
leave may be granted with cause upon approval of the City Manager.
Vill. MILITARY LEAVE
Military leaves shall be granted in accordance with the provisions of applicable
Washington State and Federal Law. All employees legally entitled to military leave shall
provide the department head/city manager an opportunity, within the limits of the military
orders and regulations, to determine when such leave shall be taken. Department
heads/city manager may modify the employee's work schedule to accommodate the
requirements applying to the leave.
IX. EMPLOYEE BENEFITS
9.1 Medical Plan: Management employees are eligible to participate in the
AWC Employee Benefit Trust group medical plan where under the City
shall pay the actual premium for employee and dependents. For those
employees not enrolled in the AWC group medical plan, the City will pay
an amount equal to the AWC Regence Blue Shield Plan B plus the cost of
the approved dental and vision insurance premium for the employee.
9.2 Life Insurance: The City will pay the premium for a $20,000 life insurance
policy for management employees.
9.3 Dental Plan: Management employees are eligible to participate in the
group dental plan with the same coverage available under Washington
Dental Services where under the City shall pay 100% of the premium for
employee and dependents.
9.4 Vision Care Plan: Management employees are eligible to participate in
the Vision Care Plan offered by AWC Employee Benefits Trust where
under the City shall pay 100% of the monthly premium for employee and
dependants.
9.5 Retirement Plan: On behalf of its employees, the City has contracted with
the Public Employees' Retirement System (PERS) for retirement benefits.
The Police Chief and Police Lieutenant are included in the Law
Enforcement Officers and Fire Fighters Retirement System (LEOFF) for
retirement benefits. The City shall pay to PERS and LEOFF the annual
Employer Paid Member Contribution on all compensation reported.
9.6 Deferred Compensation: Management employees are eligible to
participate in deferred compensation plans approved by the City
Manager. The City will match employee deferred compensation
contributions in an amount up to $100 per month.
9.7 Long-term Disability Insurance: The City will pay the monthly premium for
a long-term disability insurance plan. Terms of insurance shall include,
but not be limited to the following: (1) Amount of Insurance: 67% of
monthly salary for a maximum of $6,000 per month; (2) Elimination
Period: Benefits will commence on the 91st day of continuous disability;
and (3) Integration of Benefits: Full family.
X. AUTOMOBILE ALLOWANCE
10.1 Management employees may be provided with a City owned vehicle, an
auto allowance or be reimbursed for use of their private vehicle for
business activities.
10.2 Employees who do not receive a vehicle allowance or City owned vehicle
shall be reimbursed for use of their private vehicle for city business up to
the IRS allowable rate. The City Manager is authorized to establish an
automobile allowance for members of the Management group provided
the amount does not exceed $250.00 per month.
XI. CLOTHING ALLOWANCE
11.1 Police and Public Works members shall receive a uniform allowance, the
first pay period in July of each year, for the purpose of maintaining and
replacing uniforms for the ensuing year. Uniform allowance shall be paid
in an amount equal to the uniform allowance for department employees.
Uniform allowance is subject to PERS deductions.
11.2 The City will provide safety glasses, boots, city -issued shirts, and safety
vests to employees in those classifications that require such clothing and
equipment per WA OSHA regulations.
XII. LEAVE OF ABSENCE
Leaves of absence may be granted by the City, not to exceed six (6) months.
Inability to return to work due to medical necessity, after an employee's sick leave has
been exhausted, will be considered as an urgent and substantial reason and in such
cases a leave of absence will be granted. A leave of absence will commence on and
include the first work day on which the employee is absent without pay and terminates
with and includes the work day preceding the day the employee returns to work.
All applications for leave of absence shall be made in writing and the approval shall be in
writing. Such approval, by the City Manager, must be made prior to the leave. The
conditions under which an employee will be restored to employment on the termination
of leave of absence shall be clearly stated by the City in conjunction with the granting of
the leave of absence. An employee's status as a regular employee will not be impaired
by such leave of absence. If an employee fails to return immediately on the termination
of his/her leave of absence or if he/she accepts other employment while on leave without
consent of the City, he/she will forfeit the leave of absence and terminate his/her
employment with the City.
XIII. JURY DUTY
No deductions shall be made from the salary of any employee while the employee is on
jury duty provided the employee shall reimburse the City any compensation received,
less any mileage and expense allowance received as a juror.
XIV. MERIT INCENTIVE PAY PLAN
14.1 An employee shall be eligible to participate in a merit incentive pay plan
as set forth in this article upon the successful completion of the following
conditions:
a) The satisfactory completion of a minimum of two (2) continual
years of employment service.
b) A written report based upon a reasonable evaluation of said
employee's work performance by his/her supervisor, which
demonstrates that the employee's work performance merits this
additional compensation. The employee affected will receive a
copy of said written report.
c) Approval of the recommended merit increase by the City
Manager.
14.2 Any employee who has met the aforementioned merit incentive pay plan
criteria shall receive such incentive pay for a period of one year
commencing on that employee's employment anniversary date. The merit
incentive pay plan shall be administered in accordance with the following
schedule:
Years of Service
Merit Pay Rate
2 Years
2%
5 Years
4%
10 Years or more
5%
14.3 For the purpose of this article, base rate of pay shall mean the salary
classification, range and step to which the employee is assigned.
14.4 The merit increase pay received by an employer under the provisions of
this article shall terminate after one calendar year from the date first
received. Thereafter, said employee will be reviewed on the basis of the
same criteria as specified in this article and shall be eligible to receive
such pay for an additional 12-month period. There shall be no limit to the
number of years an employee can receive such pay provided that the
criteria set forth above are met.
XV. EDUCATIONAL REIMBURSEMENT
15.1 The City encourages and supports educational and training programs,
which provide career development in areas directly related to their work.
The City will provide reimbursement for courses approved by the City
Manager or City Manager's designee, subject to budget limitations. The
employee shall submit a request in writing stating the course outline and
how the course will help on the employee's job and benefit the City. The
classes will be taken on the employee's own time.
15.2 Students/employees who receive a "C" grade or better, shall be
reimbursed for tuition, fees and material costs directly related to the
approved course.
15.3 No employee shall follow any other calling or occupation or engage in any
business that will tend to impair the efficiency of such employee or be
incompatible with their position with the City or that will effect the
relationship between the City and the business community. Before
accepting any other position or engaging in any other business, the
employee will obtain the approval of his/her immediate supervisor. If the
employee's immediate supervisor finds that any particular employment
violates this policy, he shall withhold his/her approval of such outside
employment. The decision of the immediate supervisor is subject to
review by the City Manager at the request of the employee. The decision
of the City Manager shall be final.
XVI. TERMINATION AND SEVERANCE PAY
16.1 In the event a management employee is involuntarily terminated at Will,
Not For Cause, by the City Manager or voluntarily resigns following a
written request from the City Manager that an employee resign, during
such time the employee is willing and able to perform the duties of the
position, then the City shall pay the employee a lump sum according to
the following schedule:
YEARS OF SERVICE
SEVERANCE PAID
After 2 years
1 months salary
After 5 years
1 Y2 months salary
After 10 years
2 months salary
After 15 years
2 Y2 months salary
16.2 Severance pay shall include full health benefits, or the cash equivalent,
for the same period. Accrued vacation will be paid in addition to
severance pay.
16.3 In the event an employee voluntarily resigns his/her position an advanced
notice of thirty (30) days shall be given to the City Manager, unless the
parties otherwise agree, and Employee shall not be entitled to severance
pay.
August 2, 2004
To: Medina City Council Members
Medina City Manager
From: Miles Adam
Subject: Management Employee Benefits
At our last council study session, the mayor asked me to provide you my thoughts on the
proposed management employee benefits.
Based on the information we received at that meeting, I have prepared a brief summary of
my thoughts on the subject. The summary is attached for your review.
The mayor asked me to distribute this information to you before our next city council
meeting. I hope it will help you prepare for our discussion on the subject.
Medina needs the ongoing flexibility to manage the city's costs related to management
salaries and benefits. We should use an annual resolution stating the terms for the next
calendar year to achieve this objective. Everyone involved would understand that terms
may change on an annual basis. We should eliminate contracts as they mature.
When we review the proposed salaries and benefits, we should remember that the city has
had no management employee leave because of issues with our pay and/or benefits. This
track record would suggest that our present position is appropriate.
The city should do a better job of being open and clear with our communications about
our management compensation. We need to make sure our citizens understand what pay
levels are being established. However we decide to administer the annual compensation,
we should have a separate resolution explaining the details of management salaries and
not include the information as an attachment to the budget.
In general, the proposed benefits are reasonable. However, we should consider some
modifications to the proposal. These modifications follow.
We do not need to consider administrative leave at this time.
We need to be very careful with how we present any discussion of medical/dental/vision
because we know we will have major changes in 2006.
Our limit for life insurance should be 100% of base salary.
Do city employees receive social security benefits? If they do, long-term disability does
not need to be 100%.
Merit pay should more clearly state that any award is tied to an employee's annual
performance evaluation. It should also explain that an annual raise is not guaranteed but
is contingent on satisfactory performance.
PERS is satisfactory for Medina's retirement plan.
How do we better define the city's automobile policy------ when does someone qualify
for an allowance? We also need to establish an amount for the allowance ($250/month?).
Severance pay at one week per year of service with a cap of three months appears
reasonable. We need to add that there would be no severance pay if an employee was
dismissed for poor performance.
We should state that conferences are limited to a maximum of one per year. This should
be sufficient to keep all management employees up-to-date in their expertise.
Do we really need to fund educational reimbursement? Given our city's small staff, our
history is to hire employees who already have the necessary education to do the job. This
may be an expense the city does not need to assume. If it is included, we should set
annual limits ----- probably in the $1,000 range.
We probably should state an annual maximum expense for clothing/uniforms.
We may want to reword our discussion of performance evaluation to explain that it will
be used in determining annual pay increases so that this section is consistent with our
merit pay section.
We need an annual cap on the amount of professional dues the city will pay.
We need a maximum amount that the city will pay for a relocation allowance ----- $5,000
appears to be a good guideline.
ITEM J - 5
Of M
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 2, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: City Council Meeting Minute Content
RECOMMENDATION: Discuss content of meeting minutes and provide staff with input regarding
expectations for content and format of meeting minutes. Staff recommends
that meeting minute content be limited to the decisions and actions taken
during the meetings and only include councilmember remarks if a
councilmember specifically requests that his or her remarks be included in
the minutes. The meeting minute format used for the July 12 and July 26
meetings (items F-1 and F-2 of the August 9t" Agenda Packet) is
recommended as well.
POLICY IMPLICATION: RCW 42.32.030 requires the minutes of all regular and special meetings
except executive sessions be promptly recorded and open to public
inspection. RCW provides no additional information regarding the content
or format of meeting minutes.
BACKGROUND: During the past few months, the City Council has spent valuable meeting
time discussing specific content of prior meeting minutes. As such, the City
Council directed staff to include a general discussion of meeting minute
content to the Council Agenda Calendar. The content of meeting minutes
has changed considerably during the past two years. Approximately ten
years ago, meeting minutes included a brief description of the subject
matter and the action taken by the City Council. Meeting minutes did not
include statements made by individual members of the Council during
deliberation (see attached examples).
Meeting minutes are intended to be a record of the actions taken regarding
the business of the City. A paraphrased or verbatim written record of the
discussion is not only unnecessary, but it is very time consuming to
produce. In addition, attempting to paraphrase comments increases the
potential for misunderstood or misinterpreted written minutes. Of course, it
will be necessary to create a more detailed written record of testimony
during public hearings. Robert's Rules of Order, Newly Revised, 48 (2000)
MEDINA CITY COUNCIL
REGULAR MEETING
MINUTES
March 9, 1992 Medina City Hall
7 00 PM 501 Evergreen Point Rd.
CALL TO ORDER: The regular meeting of the Medina City Council
was called to order at 7:00 PM by Mayor Pro Tem
Tom Hull.
ROLL CALL: Present: Mayor Pro Tem Hull
Councilmembers Anderson, Guyton, Kelly, Scholl
and Zubko
Absent: Mayor Ray Cory
City Staff Present: City Clerk Davis, Public
Works Supt. Beauclair, City Attorney Wines,
City Engineer Hill and Planning Consultant
Burke. Interim City Manager Larse.
MINUTES OF PREVIOUS MEETINGS:
Anderson moved to approve the minutes of February 10, 1992,
seconded by Kelly, passed.
Confirmation of Interim City Manager
Mayor Pro Tem Hull stated there is an Agreement in place with
Larry Larse which requires approval by the Council.
Zubko moved to accept the Agreement as written to instate Larry
Larse as Interim City Manager, seconded by Scholl, passed.
Mayor Pro Tem Hull introduced Larry Larse and reviewed his
extensive background. He stated that he has many years of
experience working in Municipal Government.
AUDIENCE PARTICIPATION
Thornton Thomas, 3335 Evergreen Point Road, spoke on the
deterioration of the walking paths and sidewalks along 24th to
28th on Evergreen Point Road.
REPORTS & DISCUSSIONS
Cellular One Appeal on the Planning Commission's Decision
Mayor Pro Tem Hull excused himself from this portion of the
meeting because of a conflict of interest.
Councilmember Anderson chaired.
The City Attorney reviewed the background on the Cellular One
Appeal.
Discussion followed.
City Council Minutes
March 9, 1992
Page Two
Planning Consultant Burke stated Cellular One submitted a
conditional use permit in November, 1991, to allow installation
of a 50 ft. antenna tower and equipment vault on D.O. T. Right of
Way on SR 520 adjacent to Bellevue Christian School. He stated
the Planning Commission denied the request based on their
findings that the facility would adversely impact the surrounding
neighborhood; and the facility expanded a visually undesirable
area which essentially is the "entry" to the City.
Discussion followed.
Scholl moved to schedule a public hearing on the Cellular One
Appeal onto the Planning Commission's decision to the next
Council meeting on April 13, 1992, seconded by Kelly, passed with
Guyton abstaining.
Scholl recommended the City Manager and City Attorney look into
developing some language that allows for procedure of public
meeting notices on these items in the future.
Medina 4th Grade Elementary Class Community Service Program
Scholl stated he was approached by the Bellevue School District
Community Resource Department on behalf of one of the 4th grade
classes of Medina Elementary School. The 4th grade class would
like to do some type of community service project in the city
such as tree planting, trash pick-up, etc., and receive some
recognition for it.
Discussion followed.
Interim City Manager Larse recommended getting a written proposal
with which the City can work.
Interlocal Agreement with Clyde Hill for the 1992 Street Overlay
Program
Mayor Pro Tem Hull stated this is an agreement between Medina and
Clyde Hill which provides for joint engineering and bidding for
the 1992 street overlay work to be done in both cities.
Public Works Supt. Beauclair gave an overall review of the
proposed work to be accomplished on the overlay program on 84th
Ave. NE.
City Engineer Hill stated that the joint Clyde Hill/City of
Medina overlay project would be put out to bid this week and that
bids would be submitted and a recommendation for a contractor
would be submitted at the next meeting.
City Engineer Hill stated that Clyde Hill is the lead agent in
this project. He also noted that bids for the NE 12th to Midland
Road reconstruction project will also be submitted. These
projects were bid together to take advantage of potential cost
savings from bidders.
City Engineer Hill went into more detail pertaining to the
project. He stated that a general informational meeting will be
held at City Hall on March 23, 1992 at 7:00 P.M., for residents
to learn more about the project and to discuss any questions they
might have. He also stated that letters will be going out to the
property owners adjacent to the project site to inform them of
the meeting. The boundary of notification was reviewed and
approved by the Council.
City Council Minutes
March 9, 1992
Page Three
City Engineer Hill stated that after the March 23, 1992 meeting,
a better feel of who is interested in this project and who is not
could be determined. He stated that he would get more
information on the overhead wiring in the City from Puget Power,
and also research the cost of providing crossings along 84th Ave.
N.E., in lieu of undergrounding the utilities.
The consensus of the Council was to go ahead with the Public
Information Meeting to be held by staff and the Public Works
Committee.
Zubko moved to adopt the Interlocal Agreement with Clyde Hill for
the 1992 St. Overlay Program, seconded by Guyton, passed.
Civil Service Commission openings
Mayor Pro Tem Hull recommended postponing any appointment to the
Civil Service Commission until the April meeting. He encouraged
any resident who is interested in serving, or knows of anyone who
would be interested, to let City staff know and an application
will be sent to them.
Indian Trail Plan
Mayor Pro Tem Hull gave some background on this project.
Discussion followed.
Council agreed to have City Staff review the current plan for
landscaping and any additional draining activities to be
conducted on the Indian Trail and insure that they are optimized
to balance all the different requirements we have along the trail
such as:
1) Public use & enjoyment of the trail
2) Adjoining residents need for access to their homes
3) The need to comply with fire department regulations
4) The need for rights of way that are used to gain access
to the homes at the trail head.
5) The need to maintain adequate drainage in the area and
the need to do all this in the manner that is consistent
with the budget limitations.
Discussion followed.
The consensus of the Council was to go ahead with the project as
discussed.
Susie Marglin, 2617 Evergreen Point Road, was present to voice
her concerns about the Indian Trail. She stated that she had
addressed a letter to the Mayor and Council, concerning a
property owner adjoining Indian Trail. She stated it was a
personal letter sent to the Council and should have been treated
as confidential, however, one of the Councilmembers had a copy
sent to the resident in question.
Mayor Pro Tem Hull stated that any documents received by the
Council are public information and citizens have a right to
review them.
Susie Marglin voiced her continuing concerns about the Indian
Trail drainage and the adjoining property owners, the Milnes and
the Danzs' licenses to use the city right of way.
Lengthy discussion followed.
City Council Minutes
February 10, 1992
Page Three
Interoovernmental
Burke, Planning Consultant, summarized the report he submitted to
the Council:
1. Status of planning activities his firm does for the City
including: staff services for the Planning Commission, Board of
Adjustment and City Council; efforts to meet the provisions of
the State's Growth Management Act involving the Critical Areas
Inventory, Ordinance and Comprehensive Plan update.
2. Ongoing services and Growth Management Work program prepared
last year with status report and budget.
3. Specific planning and regulatory issues being addressed in
the growth management effort by the Planning Commission were
summarized. He requested that if any member of City Council had
additional items or felt certain items should be addressed, they
should contact him.
4. He recommended permit fee increases for various permit
applications.
Questions and discussion of various items followed. It was
determined that the recommended fees could not be instituted
until a City Manager was hired and formally submitted to the
Council for review.
Police Report - Sgt. Elliott
Accepted as submitted.
ORDINANCES/RESOLUTIONS - FINAL ACTION
Ordinance 548- Prohibiting Making or Possessing Burglar Tools
Scholl moved to adopt Ord. No. 548, seconded by Anderson, passed.
Ord. No. 551- Establishing Travel and Expense Reimbursement
Policies and Regulations for City Employees and Officials Acting
on Official Business
Hull moved to adopt Ord. No. 551, seconded by Kelly, passed.
Ord. No. 553 - Establishing a Small Works Roster Pursuant to
R. C.W. 35. 23. 352
Hull moved to adopt Ord. No. 553 as amended, seconded by Scholl,
passed.
Res. No. 209 - Regarding Washington State Department of Community
Development Act grant funds for 1991-1992.
Hull moved to adopt Res. No. 209, seconded by Zubko, passed.
OTHER BUSINESS
Old Business
Scholl recommended the Public Works Superintendent follow up on
the contract bids for fuel and maintenance service for city
vehicles.
New Business
Hull recommended anyone wishing to place an article in the
newsletter, should drop it off at City Hall.
Scholl stated a major road improvement for 84th between 12th and
Midland is scheduled in the future and he would like to look into
the possibility of undergrounding utility wires at that time.
Executive Session - Personnel
The regular meeting adjourned to executive session at 8:30 PM.
The executive session returned to the regular meeting at 10:25
PM.
City Council Minutes
February 10, 1992
Page Four
It was moved, seconded and passed that an annual adjustment
increase to the salaries of all active employees of the City,
except members of the Police Dept. be 3.8% effective January 1,
1992.
ADJOURNMENT
The meeting was adjourned at 10:28 PM.
Tom Hull, Mayor Pro Tem
ty%fClerk, Margaret Davis
MEDINA CITY COUNCIL
Regular Meeting
MINUTES
June 13, 1994 Medina City Hall
7:00 PM 501 Evergreen Point Rd.
CALL TO ORDER: The regular meeting of the Medina City Council
was called to order at 7:00 PM by Mayor Pro Tem
Scholl. The meeting was tape recorded.
ROLL CALL: Present: Councilmembers, Cory, Potts
Ross and Mayor Pro Tem Scholl
Absent: Guyton and Mayor Taylor
City Staff Present: City Manager Papke, City
Clerk Batchelor, Public Works Supt. Weigle,
Police Chief Race, Planner Don Largen and
City Attorney Wines
MINUTES OF PREVIOUS MEETING:
Cory moved to approve the minutes of the May 9, 1994 meeting.
Potts seconded the motion, passed unanimously.
ANNOUNCEMENTS
Mayor
Mayor Pro Tem Scholl informed the audience that the City of
Medina had recently been notified by the Town of Clyde Hill that
the Clyde Hill BP was proposing an extensive expansion/remodel of
their current facilities. He noted that Clyde Hill has a public
hearing scheduled for July 7, 1994, 7:00 PM, at their Town Hall
to review and take public comment on Clyde Hill BP's multiple
variance requests. Scholl also noted that, although not one of
their variance requests, Clyde Hill BP was also applying for a
state liquor license for their establishment. Scholl encouraged
the public to contact the Town of Clyde Hill if they should have
any questions and/or attend the public hearing on July 7th.
Mayor Pro Tem Scholl announced for the record that there would be
a 15-20 minute executive session at the conclusion of the meeting
to discuss personnel related issues.
AUDIENCE PARTICIPATION
Mike Higgins, 8601 NE 12th, was present to submit a petition
signed by residents on NE 12th requesting that the City lower the
current speed limit on NE 12th from 39 M.P.H. to 25 M.P.H.
It was decided to turn the issue over to the Public Safety
Committee for further review.
PUBLIC HEARING
Ordinance No. 589 - A proposed ordinance restricting the height
of structures in the R-16 District.
states that minutes "should contain mainly a record of what was done at
the meeting, not what was said by the members."
The Washington Municipal Clerks' Association provides suggestions as to
format and content of meeting minutes, however the format and content of
minutes varies from city to city. Some city councils require "action only'
minutes, where little, if any, narrative is included, and only motions and
votes are shown in the record. Other city councils require more extensive
minutes, which may include not only detail of each agenda item listed, but
discussion thereon. Other city clerks, as a matter of course, make no
reference in the minutes regarding councilmember's remarks, except
where a councilmember specifically requests that his or her remarks be
included in the minutes.
The format and content of meeting minutes should be standardized to
ensure uniformity of minute entries and to save time in composing the
record. The content of meeting minutes should not require the recording
secretary to interpret comments or selectively exclude comments that one
might not want included in a permanent record. Therefore, it is suggested
that meeting minute content be limited to the decisions and actions taken
during the meetings and only include councilmember remarks if a
councilmember specifically requests that his or her remarks be included in
the minutes.
0 Page 2
City Council Minutes
June 13, 1994
Page Two
Mayor Pro Ten Scholl reviewed that Ordinance No. 589 had been
drafted as a result of a recommendation from,the Planning
commission regarding height limitations in R-16 zones. He noted
that the passage of this ordinance would mean changing the method
of measuring height in the R-16 zone back to the same method that
had been used prior to July 1993.
Discussion followed.
Cory moved to approve Ordinance No. 589. seconded by Potts,
passed unanimously.
REPORTS/DISCUSSION
Asphalt Concrete Pavement Overlays/Street Reconstruction
Cory moved to authorize the City Manager to enter into a contract
with Western Apphalt, Inc., for asphalt concrete pavement
overlays (Contract 2-94), Evergreen Point Rd. Ph. 1, 77th Ave NE,
Upland & Ridge Roads for the bid amount of $124,211.75. Potts
seconded the motion, passed unanimously.
Cory moved to authorize the City Manager to enter into a contract
with Gary Merlino Construction Company, Inc. for 84th Ave. NE &
Overlake Drive W. Phase 2 Street Reconstruction (Contract 1-94),
for the bid amount of $80,640.00. Potts seconded the motion,
passed unanimously.
Proposed Expansion of SR 520
John Geise & Dick Paige, Public Affairs Consultants, and Jim
Pippen, of Morrison Knudson Engineering/Construction Co., were
present to discuss the proposed SR 520 Corridor Improvement
Program. They clarified that this discussion was preliminary and
that the State would be scheduling several upcoming public
meetings to take public comment regarding this issue.
Park Board Presentation
Chairperson Mark Lostrom, Laurie Haslund and Betsy Weyer of the
Medina Park Board, gave a presentation on their proposal for the
addition of playground equipment in Medina Park.
It was the consensus of the City Council and the audience present
that they were in favor of the proposal.
Ordinance No 575 - An Ordinance Regarding View & Sun Obstruction
and Tree Removal
City Attorney Wines briefly reviewed his recommendations as
outlined in a memorandum to the Mayor and City Councilmembers,
dated June 1, 1994.
It was decided to schedule a Special City Council Workshop for
June 27, 1994, 7:00 PM, to allow further council review of the
proposed ordinance before the next City Council meeting. It was
noted that this meeting was a workshop only and, although the
public was invited to attend, no public testimony would be
allowed.
City Council Minutes
June 13, 1994
Page Three
Police Report
Accepted as submitted.
Public Works Report
Accepted as submitted.
I
ORDINANCES/RESOLUTIONS
Ordinance No. 587 - An Ordinance adopting RCW 88.12.085 requiring
effective mufflers or underwater exhaust systems on vessels and
Chapter 352-67 WAC relating to vessel sound level measurement
procedures, prohibiting excessive noise and providing penalties.
Cory moved to approve Ordinance No. 587. Seconded by Potts,
passed unanimously.
Ordinance No. 588 - An Ordinance regulating size and location of
residential structures and requiring mitigation plans for major
construction activities.
It was decided to divide proposed Ordinance No. 588 into two
separate ordinances. Ordinance No. 588 would be an ordinance
requiring mitigation plans for major construction activities and
would be brought back at the next council meeting as a public
hearing. The other ordinance (no number assigned) would come
back for further discussion at the next council meeting and would
relate to regulating the size and location of residential
structures.
Ordinance No. 590 - An Ordinance adopting Washington State Law by
reference relating' to persons convicted of driving while under
the influence of intoxicating liquor or drug or being in actual
physical control of a motor vehicle while under the influence of
intoxicating liquor or drug.
Cory moved to approve Ordinance No. 590. Ross seconded the
motion, passed unanimously.
Financial Report & Claims
Scholl moved to approve the May claim warrants #7402-7474
totalling $51,035.74 payroll warrants #13498-13516 totalling
$57,790.82. Seconded by Potts, passed unanimously.
OTHER BUSINESS
It was the consensus of the Council that there would be no August
City Council meeting.
Executive Session
The regular meeting was adjourned to executive session at 11:05
PM.
The executive session reconvened to regular session at 11:10 PM.
City Council Minutes
June 13, 1994
Page Four
Adiournment
The meeting adjourned at 11:11 PM.
.c---�
Dewey Taylo a or
L B chelor, City Clerk
MEDINA CITY COUNCIL
Regular Meeting
MINUTES
May 9, 1994 Medina City Hall
6:30 PM 501 Evergreen Pt. Rd.
CALL TO ORDER: The regular meeting of the Medina City Council
was called to order at 6:30 PM by Mayor Dewey
Taylor. The meeting was tape recorded.
ROLL CALL: Present: Councilmembers Cory, Guyton, Kelly,
Potts, Scholl and Mayor Taylor
Absent: Ross
City Staff Present: City Manager Papke, City
Clerk Batchelor, Public Works Supt. Weigle,
Police Chief Race, Planner Largen and City
Attorney Wines
Executive Session
The regular meeting was adjourned to executive session at 6:35 PM.
The executive session returned to regular session at 7:10 PM.
MINUTES OF THE PREVIOUS MEETING:
Scholl moved to approve the minutes of the April 11, 1994 meeting.
Cory seconded the motion, passed unanimously.
ANNOUNCEMENTS
Assisted Listening Devices
City Manager Papke announced that the City has recently installed
an assisted listening system for use during public meetings. Papke
stated that the City has installed this system in compliance with
the Americans with Disabilities Act in order to accommodate people
who have difficulty hearing at public meetings.
Walk-a-Thon
Councilmember Potts noted that the annual Medina Elementary School
Walk-a-Thon is scheduled for May 20, 1994.
Audience Participation
Art Dietrich, 707 Overlake Dr. E., asked for an update regarding
the issue of jet noise. Mayor Taylor gave a brief review of the
most recent meeting between the City, ECAAN, Lisa Piccione, Chief
of Staff for Maria Cantwell, and Temple Johnson of the FAA. Mayor
Taylor stated that he is pleased with the continued efforts that
are being made to resolve this issue.
City Council Minutes
May 9, 1994
Page Two
Public Hearin
City Attorney Wines stated that the public hearing is a
continuation of the public hearing from the April 11, 1994
meeting regarding the proposed Medina Comprehensive Plan.
Planning Consultant Largen reviewed the comments that have been
received from State agencies after their review of Medina's Draft
Comprehensive Plan. He noted that many of the comments and
suggested responses from the State Agencies either aren't
applicable to Medina or have already been addressed. Although,
he did state that language would be added as a result of comments
received from the Dept. of Community, Trade and Economic
Development regarding deficiencies in addressing sidewalks and
bike paths.
Further discussion followed regarding the Comprehensive Plan.
Resolution No. 225 - A resolution of the City of Medina adopting
a revised Comprehensive Plan.
Cory moved to approve Resolution No. 225. Seconded by Kelly,
passed unanimously.
DISCUSSION/REPORTS
Continued discussion regarding regulating size and location of
residential structures and requiring mitigation plans for major
construction activities.
Planning Consultant Largen reviewed the proposed draft ordinance.
He stated that the ordinance is broken down into sections, with
the main sections dealing with: Section 1. REQUIREMENTS FOR A
MINIMUM SIDE YARD SETBACK FOR SIDE LOTS. Section 2. HEIGHT
ADJACENT TO THE SIDE YARD. Section 3. PROPORTIONAL LOT
COVERAGE. Section 4. CONSTRUCTION MITIGATION REQUIRED.
The following residents were present to discuss this issue:
Earl Johnson, 8711 Ridge Rd.
Debra Wilson, 2539 82nd Ave. NE
Art Dietrich, 707 Overlake Dr. E.
It was the consensus of the Council that the discussion of this
ordinance be continued to the next meeting, pending the submittal
of further information from the Planning Consultant regarding
this issue.
Financial Report & Claims
Scholl moved to approve the April claim warrants #7333-7401,
totalling $56,519.78 and April payroll warrants #13428-13470,
totalling $54,628.00. Seconded by Cory, passed unanimously.
Police Report
Accepted as submitted.
Public Works Report
Accepted as submitted.
City Council Minutes
May 9, 1994
Page Three
ORDINANCES/RESOLUTIONS
Ordinance No. 586 - an Ordinance adopting portions of RCW Title
9, Crimes and Punishments and RCW Title 9A, Washington Criminal
Code Amending Medina Municipal Code Section 9.04.030.
Discussion.
Scholl moved to approve Ordinance No. 586. Seconded by Cory,
passed unanimously.
OTHER BUSINESS
League of Women Voters
Mayor Pro Tem Scholl stated that recently the League of Women
Voters had held a meeting for Eastside Leaders. He noted that
the City of Medina, as well as other small eastside cities, had
not been invited to attend the meeting. He stated that the City
of Medina has many regional concerns and that it would be
beneficial for the City of Medina to be involved in these type of
meetings. Although Suburban Cities had already sent a letter to
the League of Women Voters outlining the importance of including
all Eastside cities at these meetings, there was discussion
regarding the City of Medina also sending a letter. Mayor Pro
Tem Scholl volunteered to draft this response.
Executive Session
The regular meeting was adjourned to executive session at 8:50
PM.
The executive session reconvened to regular session at 9:09 PM.
Adiournment
The meeting adjourned at 9:10 PM.
1
Dew y Taylor, Mayor
Lynn B chelor, City Clerk
ITEM J - 6
0i�
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 2, 2004
M. Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Request for Support of King County Library Ballot Measure
RECOMMENDATION: Take no position.
BACKGROUND: See attached memorandum from King County Library System Director Bill
Ptacek and attached information.
MEMO
Members of the Medina City Council
Bill Ptacek, Director, King County Library System
Library Election September 14, 2004
July 12, 2004
The King County Library System would like to take this opportunity to inform you about our
upcoming Capital Replacement Bond on the September 14 ballot. We feel it is important to
inform the City Councils of the areas we serve about this important library issue well in
advance of the election.
Library Election September 14, 2004
King County Library System engaged in an extensive outreach project in 2002/2003 to identify
the priority needs for each community we serve and developed a plan to meet those needs
over the next decade. We heard directly from more than 2,600 community members through
public meetings at every library and via e-mail, telephone and online survey.
We learned a lot about what your community values and the important role the library plays in
the lives of children, youth, adults and seniors. You told us that libraries make lifelong learning
available to everyone and provide essential educational resources to help children succeed.
You told us that quality facilities, expanded collections and excellent access to services are
important to you. You told us that meeting the growing needs of our patrons, the public and
the communities the library serves is important, and you want us to continue to maintain the
high -quality facilities and services currently enjoyed. You rely on the library as a key resource.
We weren't surprised, since the system itself was created by our community in 1942 and has
enjoyed consistent support of the voters since that time. Based on this information, and the
upcoming expiration of the capital funds provided through the 1988 bond, the Library Board
voted unanimously to place a $172 million bond measure on the September 14, 2004 ballot to
replace the expiring measure and ensure the Library System has the resources needed to
continue to meet the needs and expectations of a supportive community over the next ten
years.
The $172 million capital replacement bond will cost each household less than the bond it will
replace —an average of $25* per year or the cost of one book.
To find out what is planned for your library, visit www.kcis.org , call 425.369.FACT or
425.369.3275 or inquire with local library staff.
*Based on eight cents per $1,000 assessed valuation for a $300,000 home.
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MEDINA,
WASHINGTON, STATING THE CITY COUNCIL'S SUPPORT FOR THE
KING COUNTY LIBRARY SYSTEM'S PROPOSITION 41 (CAPITAL
REPLACEMENT BOND MEASURE).
WHEREAS on September 14, 2004, voters in the City of Medina will decide whether to approve a $172
million capital replacement bond measure; and
WHEREAS the King County Library System has been community funded for more than 60 years; and
WHEREAS library use has increased 40 percent in the past 10 years, limiting patron access to services
due to increased demand; and
WHEREAS the libraries are aging, maintenance costs continue to escalate, and increased usage has
resulted in extensive wear and tear; and
WHEREAS Initiative 747, approved by the voters in 2001, has limited the ability of the System to set
aside operating funds for capital needs; and
WHEREAS approval of the $172 million capital bond would replace the expiring 1988 bond revenue and
provide funding for the Library System's 10-year capital budget; and
WHEREAS the facilities plan ensures that the Library System can meet community needs, maintain a
vibrant collection and sound infrastructure, and effectively prepare for the next decade of service to patrons; and
WHEREAS the investment in top-quality library facilities is an important part of the quality of life
enjoyed by Medina residents; and
WHEREAS pursuant to State law, RCW 42.17.130, the City Council of Medina desires to show its
support for the King County Library System's Capital Replacement Bond Measure,
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MEDINA, WASHINGTON, HEREBY
RESOLVES AS FOLLOWS:
Section l : The City Council hereby supports Proposition #l, King County Library System General
Obligation Bonds--$172,000,000.
Section 2: The City Council hereby urges Medina voters to support the capital replacement bond measure
to ensure continued high quality library service to the benefit of our community and quality of life.
PASSED by the City Council this day of 2004.
ATTEST:
RANDY REED, CMC, CITY CLERK
TODD NUNN, DEPUTY MAYOR
MARY ODERMAT, MAYOR
The King County Library System has been community funded and supported for more than
60 years. But our current capital bond will soon expire. To meet community needs,
maintain a strong Library System and plan appropriate facilities for the next decade,
replacement funding is needed.
If passed by 60% of voters, the $172 million library replacement bond measure on the
September 14, 2004 ballot will replace the expiring 1988 bond revenue and provide funding
for the Library System's 10-year capital budget.
Plans for Bellevue Regional Library
► Parking expansion to double the amount of
available parking spaces and an additional
5,000 sq. ft. community meeting room
► Essential upkeep and maintenance of your
library over the next ten years
► Automated materials -handling system to speed
delivery and reduce theft
► Access to more books and materials
► Proposed start date: 2009
See reverse for plans on other near -by libraries...
1
Bellevue Regional Library
/ Parking expansion to double the amount of
available parking spaces and an additional 5,000
sq. ft. community meeting room
Essential upkeep and maintenance of your library
over the next ten years
/ Automated materials -handling system to speed
delivery and reduce theft
► Access to more books and materials
/ Proposed start date: 2009
Fall City Library
► A new 5,000 sq. ft. replacement library on the
current site, including a community meeting
room (current library is 2,960 sq. ft.)
/ More books, materials, computers and wireless
access
/ Essential upkeep and maintenance of your library
over the next ten years
/ Automated materials -handling system to speed
delivery and reduce theft
/ Proposed start date: 2009
Issaquah Library
/ Essential maintenance and upkeep over the next
ten years to protect your investment in top-
quality library facilities
/ Access to more books and materials
/ Automated materials -handling system to speed
delivery and reduce theft
Lake Hills Library
/ 10,000 sq. ft. library on a new, highly visible and
accessible site (current library is 9,100 sq. ft.)
/ More books and materials
► Additional computers and wireless access
/ Essential upkeep and maintenance of your library
over the next ten years
► Automated materials -handling system to speed
delivery and reduce theft
/ Proposed start date: 2008
Library Connection @ Crossroads
/ Essential upkeep and maintenance of your library
over the next ten years
/ Access to more books and materials
/ Automated materials -handling system to speed
delivery and reduce theft
Mercer Island Library
/ Essential maintenance and upkeep over the next
ten years to protect your investment in top-
quality library facilities
(Mercer Island continued)
/ Access to more books and materials
► Automated materials -handling system to speed
delivery and reduce theft
Newport Way Library
/ A 2,000 sq. ft. expansion of the current 8,025 sq.
ft. library
/ More books and materials
/ Additional computers and wireless access
/ Essential upkeep and maintenance of your library
over the next ten years
► Automated materials -handling system to speed
delivery and reduce theft
► Proposed start date: 2009
North Bend Library
► Essential upkeep and maintenance of your library
over the next ten years
/ Access to more books and materials
/ Automated materials -handling system to speed
delivery and reduce theft
Sammamish Library
/ 20,000 sq. ft. library on a new, highly visible and
accessible site (current library is 10,000 sq. ft.)
► Essential maintenance and upkeep over the next
ten years to protect your investment in top-
quality library facilities
/ More books, materials, computers and wireless
access
/ Access to more books and materials
► Automated materials -handling system to speed
delivery and reduce theft
► Proposed start date: 2008
Snoqualmie Library
/ A new 6,000 sq. ft. library on Snoqualmie Ridge
/ More books, materials and computers
/ Essential upkeep and maintenance of your library
over the next ten years
/ Automated materials -handling system to speed
delivery and reduce theft
► Proposed start date: 2009
OTHER
Traveling Library Center (TLC)
/ Nearly a million dollars worth of new large print
books, videos, books -on -tape and other materials
/ New, larger delivery vehicles
► Automated materials -handling system to speed
delivery and reduce theft
2
2004 Bond Election
K 1 N Fact Sheet
COUNTY
LIBRARY
i
Background
► King County Library System is highly valued by the community and has enjoyed strong community
support for more than 60 years.
► In 2002 and 2003 we engaged in an extensive community involvement and outreach project to identify
the priority needs for each community we serve.
► We heard directly from over 2,600 community members through public meetings at every library in every
community and via e-mail, telephone and online survey.
Planning
► Based on what we heard, the Library System developed a 10-year capital facilities plan to help meet the
community identified needs.
/ The facilities plan ensures that the Library System can meet community needs, maintain a vibrant
collection and sound infrastructure, and effectively prepare for our next decade of service to patrons.
► Based on this plan, the Library System board voted unanimously to place a replacement bond measure
on the September 14, 2004 ballot.
Need
/ Our libraries are aging and maintenance costs will continue to increase. Over the next ten years, it will
cost $50 million to keep the Library System just as it is, with absolutely not changes or improvements.
In 2004 alone, maintenance of our facilities will cost $10.5 million.
/ Initiative 747 prevents the Library System from setting aside current operating funds for future capital
needs. Without the replacement bond, the Library System will not have a capital budget to pay for
things like upkeep, major repairs or structural modifications to our current libraries.
/ In the past 10 years, library use has increased 40 percent, which has limited patron access to services
due to increased demand for materials, inadequate parking, etc. And, increased usage has also resulted
in extensive wear and tear on KCLS libraries.
Outcomes
Library patrons told us that they want the library's collection of books, materials and resources to continue
to grow. They also want expanded access to technology and new libraries to serve their communities. The
bond gives the Library System the resources to meet needs by funding:
• Essential upkeep and preventive maintenance to ensure that our libraries continue to be safe ad in
excellent condition
• Three new libraries in underserved areas or those without nearby access to a library
• Increased parking at severely crowded locations
• More library space to accommodate overcrowding
• More books and materials to keep the collection up to date
• More computers to keep pace with current technologies
Three Key Messages
/ This capital replacement bond will replace the expiring 1988 bond revenue and provides funding for
the library's 10-year capital budget.
► This bond will cost each household less than the current bond -an average of $25* per year, or the cost
of one book.
► The bond must be approved by 60 percent of voters in order to pass.
'Based on .08/$1000 ossessed valuation for o $300,000 home.
ITEM J - 7
ni�f�
CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: August 2, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: Mid -Year Financial Report
RECOMMENDATION: No action necessary. I
BACKGROUND: The June 30, 2004 Fin
nformational item only.
ancial Report is attached.
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ITEM J - 8
Of M
` CITY OF MEDINA
City Manager's Office
501 Evergreen Point Road, Medina, WA 98039 425.454.9222
www.medina-wa.gov
MEMORANDUM
DATE: July 28, 2004
TO: Mayor and City Council
FROM: Doug Schulze, City Manager
RE: City Manager Performance Evaluation Form
RECOMMENDATION: 1) Reach agreement on the purpose(s) of the evaluation.
2) Agree on what the Council expects of the City Manager.
3) Agree on the frequency and timing of the evaluation.
4) Agree on who will be involved.
5) Agree on an evaluation form to be used.
BACKGROUND: The City Council recently directed the City Manager to provide three
examples of performance evaluations, which could be used by the City
Council for the annual city manager performance evaluation. During the
process of researching performance evaluation forms, I found an article
titled, "How Are We Doing?" Evaluating the Performance of the Chief
Administrator, which was published in Public Management magazine in
March 1997. The article was written by Margaret S. Carlson, a faculty
member of the Institute of Government, The University of North Carolina at
Chapel Hill. The information provided in the article is very useful and could
serve as a "lessons learned" review of the 2003 process, which was
recently completed. A copy of the article is attached. A summary of the
article is provided below:
The article is designed to show a governing board how to evaluate a chief
administrative officer who reports to the board. Ms. Carlson points out that
it is vital for managers to get regular, accurate feedback about whether
they are meeting the expectations of the board. She believes this can be
accomplished with planning and a commitment to open lines of
communication, which increase the chances for a new level of cooperation
and understanding between the manager and board. Ultimately leading to
a more effective working relationship.
1
Common Pitfalls
The performance evaluation is often approached with reluctance because
board members will be required to talk openly and honestly about the
positive and negative aspects of a person's performance, which is difficult
for many people. The manager must also be able to receive feedback in a
non -defensive manner. Common problems encountered by boards and
managers include:
• Board evaluates the manager only when there are serious
problems, or when all or some of the board members already have
decided they want to fire the manager.
• It is time to review the manager's annual salary so a performance
evaluation is scheduled without discussing the format or process.
• Discussion during the evaluation is unfocused, with board
members disagreeing about what expectations were to be met as
well as whether the manager met them.
• The manager is excluded from the evaluation discussion by the
board.
• The manager's interactions with and behavior toward the board are
the only focus of the evaluation; not other responsibilities and
interactions.
• An evaluation form from another jurisdiction is used and may not
appropriately address the needs of the board and manager.
Planning the Evaluation
1. Agree on the purpose(s) of the evaluation.
■ To give manager feedback and identify areas needing
improvement
■ Clarify and strengthen the relationship between the manager
and the board
■ Make a decision about the manager's salary/employment
agreement for the upcoming year
2. Agree on what the board expects of the manager.
■ Evaluation can only be useful if an earlier discussion has
taken place in which the board and manager outlined
expectations for the manager's performance
■ Expectations and organizational goals should be aligned
■ One or two specific performance objectives for the manager
related to each organizational goal
• Page 2
■ Frequently represent a mix of general areas of knowledge
and skills that every manager should possess - also take into
account specific expectations based on board's composition,
organization's history, or special circumstances of the city.
3. Agree on the frequency and timing of the evaluation.
■ Board and manager should agree on frequency of
evaluations and adhere to that schedule.
■ May want evaluation cycle and budget cycle to coincide or,
may choose to conduct evaluation before budget process so
full attention to the evaluation isnT impacted by time required
for budget process
■ Avoid scheduling evaluation just before or after an election.
Too soon after election doesn Y give new members sufficient
time to gather information and form a judgment, just after an
election results in evaluation by a board whose composition
will change
4. Agree on who will be involved.
■ All members of the board and the manager should
participate.
■ Full board's participation is necessary because all members
have relevant information about the manager's performance.
■ Consider whether there are other parties who have an
important perspective on manager's performance.
■ Not a good idea for board members to go directly to staff and
poll employees on their views of the managers'strengths and
weaknesses because it puts the board in an inappropriate
administrative role and may put staff members in an
uncomfortable position. Instead, manager might conduct an
"upward review session(s) "with staff and include feedback in
self -assessment.
5. Agree on an evaluation form to be used.
■ Once the board has discussed and agreed on expectations
of the manager, agreeing on an evaluation form becomes
much easier.
■ Should simply be a matter of translating expectations into
performance criteria in a clear and measurable format.
■ Numerical systems are less useful in an evaluation of the
manager than it is for an organization -wide evaluation of all
employees. In fact, a potential problem with using a
numerical rating system is that it is easy to focus on the
• Page 3
number as the end in itself, rather than simply a shorthand
way to express the evaluation. Thus, a board may discuss at
length whether a manager's performance on a given
dimension is a 3 or a 4, and perhaps conclude that it is a 3.5,
without fully exploring what these numbers represent.
Conducting the Evaluation
1. Have individual board members complete the evaluation form prior
to the evaluation session.
Individual assessment before the group discussion increases
the likelihood that each member will form his or her own
opinion without influence from the judgments or experiences
of other members — although, this does not suggest
members cannot change their minds as a result of the group
discussion.
2. Have the manager do a self -assessment.
■ Comparison of the self -assessment with the assessment of
others provides an opportunity for insight into the manager's
own overestimation or underestimation of performance level
as compared with the expectations of the board.
■ For the board, hearing how the manager rates his or her own
performance (and, more important, how he or she arrived at
that rating) can help members gain insight into whether the
board and manager are communicating effectively.
3. Agree on a setting for the evaluation discussion.
■ Setting should be private and comfortable, free from
interruptions, and considered neutral by all parties.
■ Set aside a time and place to address a single topic, away
from the pressure of a loaded agenda.
4. Have the manager present during the evaluation.
■ A manager present during the discussion can respond to
questions from the board, ask questions, and provide
relevant information.
■ Board's first impulse is to exclude the manager because
some members may be reluctant to share negative feedback
in the manager's presence, members may fear the evaluation
will turn into an analysis of the manager's handling of a single
incident, with the manager defending his or her actions. Still
others may want to shield the manager from what they
perceive to be unduly harsh criticism from a few board
members.
• Page 4
■ Many of the problems anticipated by the board stem from a
lack of planning rather than from the manager's presence at
the evaluation. A good evaluation form will help ensure that
the discussion focuses on job -related behaviors rather than
personal traits and will look at the previous year's
performance rather than that of the previous week.
■ After discussion of the manager's performance, the board
may wish to excuse the manager while it makes a decision
about the manager's compensation.
5. Consider using a facilitator
■ Performance evaluation is a complex task, particularly when
an entire group is participating in the evaluation. Members
may have different views of the manager's past performance
or different expectations for the future. Board members may
also be reluctant to share negative feedback, or they may be
concerned that their feedback will be misinterpreted.
■ A facilitator can help the group by monitoring the group's
process, while leaving all members free to focus on the task
of the evaluation.
■ With or without a facilitator, the group should consider using a
set of ground rules to help accomplish the work more
effectively.
6. Allow sufficient time.
■ A "round robin" technique is a useful format for the actual
evaluation discussion, but even with a small group that is in
general agreement, this is a time-consuming process.
Therefore, setting aside adequate time important.
■ It may be necessary to divide the evaluation into two
sessions for scheduling and energy levels.
7. Include a portion in which the board evaluates its own
performance.
■ In theory, it is possible for a board to specify expectations for
the manager and then to evaluate the degree to which a
manager has met these expectations. In practice, however,
meeting expectations is usually a two-way street, and it is
helpful for a board to examine its own functioning and how it
contributes to — or hinders — the manager's effectiveness.
8. Decide on the next steps, and critique the process.
■ While the actual evaluation may seem like the last step in the
evaluation process, there are still a number of decisions to be
made for the next evaluation cycle.
0 Page 5
■ Separate sessions to make a decision about the manager's
compensation may be desired.
■ Expectations and goals for the coming year as well as a date
in the near future to set expectations and performance
measures for the next evaluation might should be set as a
next step.
■ Before the process is concluded, all members should assess
the process itself. This will help the group look at its own
process and learn from its experiences in working together.
■ Identification of components of the process that worked well
and aspects that could have been more effective should also
be discussed while members are still familiar with the
process.
The attached examples are from the International City/County
Management Association website. The rating system for all three formats
uses a "meets," "exceeds," or "fails to meet' scale rather than a numerical
value. The actual evaluation criteria in the attached evaluation forms
should be used as a starting point. Additional criteria can be added and
criteria determined to be unnecessary can be deleted. The ICMA Practices
for Effective Local Government Management are attached. The list may be
helpful in determining the expected level of knowledge and skills.
Attachment A — This performance evaluation form is very simple and only
includes eight evaluation elements. This format would require very little
time to complete and compiling the individual evaluations into a single
"council" evaluation would be quite easy. This format may not be an
effective tool because the performance areas evaluated are extremely
general.
Attachment B — This form is more detailed than Attachment A, but
performance is evaluated in seven general categories. Each of the seven
categories includes specific performance duties/responsibilities that are
rated. A total of twenty-four duties/responsibilities are identified within the
seven categories. This form also provides an opportunity for each member
of the Council to express concurrence or non -concurrence with the
performance evaluation. I am not convinced that the individual expression
of concurrence with the council majority evaluation would necessarily serve
any useful purpose. In fact, it seems counter productive toward
communicating a council position on the work performance. If this form is
used the concurrence section should be removed.
Attachment C — This form is similar to Attachment B, but uses nine
general categories and forty-one specific performance
duties/responsibilities. The Council may wish to use a combination of the
specific duties/responsibilities from Attachment B and Attachment C to
create an evaluation more specific to the city manager position in Medina.
0 Page 6
Attachment A
Management Performance and Development Evaluation
For The City Manager
PURPOSE
In order to establish and maintain effective City Council and City Manager relations, it is essential that the
Council establish an ongoing evaluation process that offers an opportunity for each party to review the
performance of the Manager. This evaluation should focus on how effectively the Manager is
accomplishing the goals established by the Council and how she/he is carrying out her/his responsibilities
in key performance areas.
Specifically, the evaluation should serve the following needs:
1. Allow the City Manager and the Council to test, identify and refine their respective roles,
relationships and expectations of responsibilities to each other.
2. Allow discussion of the City Manager's strengths and weaknesses as demonstrated by past
performance with the objective of increasing the Manager's effectiveness; that is, give the Council
the opportunity to provide positive feedback in areas that have been handled well and to clarify
areas where the Manager could become more effective through improved performance.
PROCESS
1. One month before the evaluation is scheduled, the City Manager completes the City Manager's
Self -Evaluation Form.
2. Two weeks before the evaluation is scheduled, the Mayor will provide each Council Member with
a copy of the evaluation form and the completed City Manager Self -Evaluation Form.
3. Each Council Member and the Mayor completes an evaluation form, signs it, and returns one
copy to the Mayor.
4. The Mayor tabulates the results of the evaluation forms.
5. The composite evaluation of the Mayor and City Council, along with the City Manager's Self -
Evaluation Form, are distributed by the Mayor to the Council prior to the executive session
evaluation meeting.
6. The Mayor and Council meet with the City Manager in executive session to jointly review the
evaluation.
7. The operating ground rules shall be established by the Mayor and Council for the executive
session including, but not limited to, such considerations as location, time or time considerations
for any particular subject matter.
8. The evaluation process shall occur in September of each year, except that the Council may
require an additional evaluation at any time during the year.
9. Following the evaluation, the City Manager shall present to the Mayor any request regarding
changes to the Employment Agreement including salary adjustments.
10. In executive session, the Mayor shall present to the City Council the City Manager's Employment
Agreement adjustment requests. At the executive session, the Mayor shall also solicit additional
adjustment suggestions from the Council. At any point during the executive session, the Council
may choose to excuse the City Manager from deliberations regarding these items. Following
consensus of a majority on any adjustments, the Council shall inform the Manager of its pending
decision in executive session and then reconvene in open session to ratify the changes.
Attachment A
INSTRUCTIONS
Attached is the evaluation form for the City Manager. It encompasses three primary areas: (1) evaluation
of key performance areas; (2) goal accomplishments as well as establishing future goals; and (3) general
strengths and areas for improvement.
The rating system for key performance areas has been established for an "exceeds standards," "meets
standards," or "fails to meet standards" determination by the evaluator.
A space has been provided for each performance area to include your comments. Each person preparing
the form is encouraged to select specific examples of why a particular rating has been chosen. The
comments included should give the City Manager enough information to correct problem areas and allow
her/him to place specific items on her/his work plan for the following year.
Upon completion of the form, please return it to the Mayor for tabulation.
CITY MANAGER SELF -EVALUATION FORM
The response to the questions on this form should be completed and provided to the City Council two
weeks before their evaluations of the Manager are due. Additional pages may be added as needed. Your
comments on these self -evaluation questions will be attached to the performance evaluation.
1. What progress have you made in accomplishing your goals and/or work assignments since your
last evaluation?
2. What other job -related accomplishments have you had that were not part of the goals set at your
last evaluation?
3. What obstacles or setbacks did you encounter during the year?
4. What do you see as your major goals for this next evaluation period?
5. What can the Council do to help you accomplish these goals?
6. What suggestions do you have for improving the effectiveness between you and the Council?
7. Do you have specific training needs, which the Council can facilitate, and how will these needs
help you in meeting your goals?
8. Are there any other issues or comments you wish to share?
City Manager's Signature DATE
Attachment A
CITY MANAGER PERFORMANCE EVALUATION FORM
(If additional pages are needed for comments, please attach them.)
1. Communication with Council, including effective written and oral presentation and openness to
Mayor and Council feedback or direction.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
2. Implementation of Council policy and assists Council in the development of annual and long-
range goals.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
3. Staff support for Council; anticipates and provides reports and recommendations as required by
the Council
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
4. Staff relations; demonstrates leadership and promotes professional staff performance.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
5. Financial planning and administration; prepares and administers annual budget, which maintains
a multiyear vision.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
6. Personal and professional development; strives to maintain current knowledge and skill levels.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
7. Effective delivery of City services and community relations.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
8. Intergovernmental relationships at the state and local levels.
_Exceeds Standards
_Meets Standards
Fails to Meet Standards
9. Overall evaluation of City Manager's performance.
_Satisfactory
_Unsatisfactory
Attachment A
10. Accomplishments: Has the City Manager accomplished or worked toward accomplishing the
goals established by the Council? Why or why not?
11. Strengths: Based upon your overall evaluation of the City Manager, what areas would you list as
her/his strong points as a manager?
12. Improvements suggested: Based upon your evaluation, what areas would you suggest the City
Manager work on to improve her/his skills and to be more effective in specific areas or situations?
13. Goals for next year: What are the major goals on which the City Manager needs to focus in the
coming year?
Evaluator's Signature Date
Attachment B
Performance Evaluation
City Manager
PURPOSE
The purpose of the employee performance evaluation and development report is to increase
communication between the city council and the city manager concerning the performance of the
city manager in the accomplishment of his/her assigned duties and responsibilities, and the
establishment of specific work -related goals and objectives.
PROCESS
The city council shall conduct an annual review and evaluation of the city manager's work
performance. The results of such evaluation shall commend areas of good performance and point
out areas for improvement. It shall also be the basis for contract extension and compensation
decisions.
1. One month before the evaluation is scheduled, the City Manager prepares a
memorandum to the council including his/her self -evaluation in a narrative format.
2. Two weeks before the evaluation is scheduled, the Mayor will provide each Council
Member with a copy of the evaluation form and the completed City Manager Self -
Evaluation memorandum.
3. Each Council Member and the Mayor completes an evaluation form, signs it, and returns
one copy to the Mayor.
4. The Mayor tabulates the results of the evaluation forms.
5. The composite evaluation of the Mayor and City Council, along with the City Manager's
Self- Evaluation memorandum, are distributed by the Mayor to the Council prior to the
executive session evaluation meeting.
6. The Mayor and Council meet with the City Manager in executive session to jointly review
the evaluation.
7. The operating ground rules shall be established by the Mayor and Council for the
executive session including, but not limited to, such considerations as location, time or
time considerations for any particular subject matter.
8. The evaluation process shall occur in September of each year, except that the Council
may require an additional evaluation at any time during the year.
9. Following the evaluation, the City Manager shall present to the Mayor any request
regarding changes to the Employment Agreement including salary adjustments.
10. In executive session, the Mayor shall present to the City Council the City Manager's
Employment Agreement adjustment requests. At the executive session, the Mayor shall
also solicit additional adjustment suggestions from the Council. At any point during the
executive session, the Council may choose to excuse the City Manager from
deliberations regarding these items. Following consensus of a majority on any
adjustments, the Council shall inform the Manager of its pending decision in executive
session and then reconvene in open session to ratify the changes.
INSTRUCTIONS
Review the city manager's work performance for the entire period; try to refrain from basing
judgment on recent events or isolated incidents only. Disregard your general impression of the
city manager and concentrate on one factor at a time.
Evaluate the city manager on the basis of standards you expect to be met for the job to which
assigned considering the length of time in the job. Check the rating which most accurately reflects
the level of performance for the factor appraised.
Attachment B
City Manager
Performance Evaluation
I_ PERFORMANCE EVALUATION AND ACHIEVEMENTS
Date:
1. City Council Relationships
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Effectively implements policies and programs
approved by the city council.
Reporting to the city council is timely, clear,
concise and thorough.
Accepts direction/instructions in a positive manner.
Effectively aids the city council in establishing long
range goals.
Keeps the city council informed of current plans
and activities of administration and new
developments in technology, legislation,
governmental practices and regulations, etc.
Provides the city council with clear reports of
anticipated issues that could come before the city
council.
Comments:
2. Public Relations
Fails to Meet
Standard
Meets
Standard
Exceeds
Standard
Projects a positive public image.
Is courteous to the public at all times.
Maintains effective relations with media
representatives.
Comments:
3. Effective Leadership of Staff
Fails to Meet
Standard
Meets
Standard
Exceeds
Standard
Delegates appropriate responsibilities.
Comments:
4. Fiscal Management
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Prepares realistic annual budget.
Controls expenditures in accordance with approved
budget.
Keeps city council informed about revenues and
expenditures, actual and projected.
Ensures that the budget addresses the city
council's goals and objectives, including read-
ability.
Comments:
Attachment B
5. Communication
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Oral communication is clear, concise and
articulate.
Written communications are clear, concise and
accurate.
Comments:
6. Personal Traits
Fails to Meet
Standard
Meets
Standard
Exceeds
Standard
Initiative.
Judgment.
Fairness and Impartiality.
Creativity.
Comments:
7. Intergovernmental Affairs
7. Intergovernmental Affairs
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Maintains effective communication with local,
regional, state and federal government agencies.
Financial resources (grants) from other agencies
are pusued.
Contributions to good government through regular
participation in local, regional and state committees
and organizations.
Lobbies effectively with legislators and state
agencies regarding City programs and pro'ects.
Comments:
11. ACHIEVEMENTS RELATIVE TO OBJECTIVES FOR THIS EVALUATION PERIOD:
III. SUMMARY RATING
Overall Performance Rating — Considering the results obtained against established performance
standards as well as overall job performance, the following rating is provided:
UnsatisfactoryImprovement Meets Job Exceeds Job Outstanding
Needed Standards Standards
Comments:
Attachment B
IV. FUTURE GOALS AND OBJECTIVES
This evaluation has been reviewed and discussed between the city council and city manager on
City Council Concurrence
YES/NO
Mary Odermat, Mayor
YES/NO
Miles Adam
YES/NO
Drew Blazey
YES/NO
Todd Nunn
YES/NO
Katie Phelps
YES/NO
Robert Rudolph
YES/NO
Pete Vall-Spinosa
City Manager
Signature Next Evaluation Date
Attachment C
City Manager Evaluation
I. Personal
Fails to Meet
Standard
Meets
Standard
Exceeds
Standard
Invests sufficient efforts toward being diligent and
thorough in the discharge of duties.
Composure, appearance, and attitude fitting for an
individual in his/her executive position.
II. Professional Skills and Status
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Knowledgeable of current developments affecting
the management field.
Respected in management profession.
Has a capacity for innovation.
Anticipates problems and develops effective
approaches for solving them.
Willing to try new ideas proposed by council
members or staff.
Ill. Relations with Council
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Carries out directives of the council as a whole
rather than those of any one council member.
Assists the council in resolving problems at the
administrative level to avoid unnecessary council
action.
Assists the council in establishing policy while
acknowledging the ultimate authority of the council.
Responds to requests for information or assistance
by the council.
Informs the council of administrative developments.
Receptive to constructive criticism and advice.
IV. Policy Execution
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Implements council action in accordance with the
intent of the council.
Supports the actions of the city council after a
decision has been reached.
Enforces city policies.
Understands city's laws and ordinances.
Reviews enforcement procedures periodically to
improve effectiveness.
Offers workable alternatives to the council for
changes in the law when an ordinance or policy
roves impractical in actual administration.
Attachment C
V. Reporting
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Provides the council with reports concerning
matters of importance to the city.
Reports are accurate and comprehensive.
Reports are generally produced through own
initiative rather than when requested by the council.
Prepares a sound agenda which prevents trivial,
administrative matters from being reviewed by the
council.
VI. Citizen Relations
Fails to Meet
Standard
Meets
Standard
Exceeds
Standard
Accommodates complaints from citizens.
Dedicated to the community and to its citizens.
Skillful with the news media — avoiding political
positions and partisanship.
Has the capacity to listen to others and to
recognize their interest — works well with others.
Willing to meet with members of the community to
discuss their real concerns.
Cooperates with neighboring communities.
Cooperates with the county, state and federal
governments.
VII. Staffing
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Recruits and retains competent personnel for city
positions.
Aware of weak or inefficient administrative
personnel and works to improve their performance.
Accurately informed and concerned about
employee insurance, fringe benefits, promotions
and pensions.
Impartially administers the merit system.
Fails to Meet
Meets
Exceeds
Vill. Supervision
Standard
Standard
Standard
Encourages department heads to make decisions
within their own jurisdictions without city manager
approval, yet maintains general control of
administrative operations.
Instills confidence and initiative in subordinates and
emphasizes support rather than restrictive controls
for their programs.
Has developed a friendly and informal relationship
with the work force as a whole, yet maintains the
prestige and dignity of the manager office.
Evaluates personnel periodically and points out
staff weaknesses and strengths.
Attachment C
IX. Fiscal Management
Fails to Meet
Meets
Exceeds
Standard
Standard
Standard
Prepares a balanced budget to provide services at
a level intended b the council.
Makes the best possible use of available funds,
conscious of the need to operate the city efficiently
and effectively.
Prepared budget is in an g intelliible format.
X. What have been the finest accomplishments of the city manager this past
year?
XI. What areas need the most improvement? Why? What constructive, positive
ideas can you offer the city manager to improve these areas?
XII. What major goals/objectives should the city manager focus on during the
next year?
Signature
500104
` ,"How Are We Doing ■
iPerformancef
Evauat n__ tl�e o the
� fAdministrator
C e
Margaret Carlson
2 icture a governing board meeting at a hectic
time of year. Perhaps it is budget season and
difficult funding decisions loom. Or the mem-
bers are still recovering from stinging criticism
over a hot community issue. Suddenly, someone says,
==Hey, didn't we say last year that we were going to evaluate
the manager around this time?" Other members groan in-
wardly as they envision yet another series of meetings and
potential conflict with other board; members. One member
says, "Everything seems to be going OK. Let's II I
just go ahead and decide on a salary increase
now. Is an evaluation really that important?" Avoid
Yes.Pitfalls by
Evaluating the performance of the chief
administrative officer —whether the title is1 Using
local government manager or healthdirector' Systematic
or school superintendent or social services
director --is critically' important. EValUation
In recent years, jurisdictions increasingly
have recognized the importance of a useful Process
performance evaluation system to the overall
effectiveness of their organizations. T'heyy have taken steps to
improve their methods of evaluating line workers, supervi-
6
MARCH 1997
sors, and department heads. But one
taking specific performance expectations ■ The board evaluates only the man -
important individual is frequently over-
for the first time, or that the board is €o- ager's interactionswith and behavior
looked at performance evaluation times'
cused on the manager's conduct in the toward the board, even though mem-
the person who reports to the governing
most recent crisis, rather than his or her bers recognize that this may represent
board. Governing boards have a respon-
overall performance. a relatively small portion of the man-
sibility to get an with that job. This arti-
Here are some common problems agees responsibilities.
cle isdesigned .to show how to evaluate a
that boards and managers encounter ■ The board borrows an evaluation
chief administrative officer who reports
when they plan for and conduct perfor- form from another jurisdiction or
to a governing board for simplicity
manse evaluations: from a consultant without assuring
called here the "manager."
that the form matches the needs of its
Ironically,
the reasons that a'manager
0 The board evaluates the manager own board and manager.
may not receive
a regular performance
only when there are serious perfor-
, evaluation are the very reasons that an
mane problems, or whets all or some Most of these pitfalls can be avoided
evaluation can be helpful:
of the board members already haw by planning; and conducting a system -
decided that they want to fire the atic process for evaluating the manager's
e This individual " a unique posi-
manager. performance. A thorough evaluation
lion in the organiaation.
■ The board realizes it is time to deter- process, like the one suggested below,
u Her or she serves at the pleasure of the
mine the manager's salary for the up- contains several essential components
board.
coming year, and it schedules a per- (see Figure 1).
e He or she may frequently receive con-
formance evaluation . for the next
flieting messages about priorities and
muting without discussing the for- A Suggested Evaluation
direction from board membem
rat or process of the evaluation. Process
11 The discussion during the evalua-
lt is vital for managers to get regular,
tion is unfocused with board
mem- Planting the Evahutdon.
accurate feedback about whether they
bers disagreeing' about
what the I. Agree on the purposes) of the evahiu-
are meeting the expectations of the
manager was expected to accom- tion. Typically, boards identify one or
board, but it is unlikely thaithe organi-
plish as well as whether the manager more of the following goals when de-
zation will have a useful process in place
met expectations. scribing the purpose of an evaluation:
for administrators to get that informs-
■ The board excludes the. manager
tion in the absence of a well -conceived
from the evaluation, discussion. ■ To give the manager feedback on his
performance evaluation system.
Conducting an effective evaluation is
hard work, but it doesn't have to be a
Figure 1. Steps In Planning and Conducting an
bad ''experience for the board or the
Evaluation Process
manager. With planning and a commit-
ment to open lines of communication,
Planning dw Evaluation.
chances are good that the experience
I. Agree on the purposes) of the evaluation.
will result in'a new level of cooperation
2. Agree on what the board expects of the manager.
and understanding between' manager
3. Agree on the frequency and timing of the evaluation.
and board and, ultimately, a more effec-
4. Agree on who will be involved.
tine working relationship.
5. Agree on an evaluation form to be used.
Common Pitfalls
CondactMg the Evaluation.
1. Have individual board members complete the evaluation form before the
Both the board and the manager may ap-
evaluation session.
proach an evaluation with reluctance.
2. Have the manager do a self -assessment.
Board members will be required to talk
3. Agree on a setting for the evaluation discussion.
openly and honestly about the positive
4. Have the manager present during the evaluation.
and negative aspects of a person's perfor-
S. Consider using a facilitator.
mane —a difficult task for many people.
6. Allow sufficient time.
The manager must be able to receive this
7. Include a portion during which the board evaluates its own performance.
feedback in a nondefensive manner, even
8. Decide on the next steps, and critique the process.
when it appears that the board is articu-
PUBLIC MANAGEMENT
7
or her; performance and to identify
areas in which improvement may be
needed.
• To clarify and strengthen the rela-
tionship between the manager and
the board
■ To make a decision about the man-
agees salary for the upcoming year.
These goals are not incompatible,
and it is possibleto accomplish all of
these tasks at once. However, it is essen-
tial that board members and the man-
ager discuss and reach agreement on the
purpose of the evaluation before deed-
ing what the rest of the process will be.
For example, a board member who
thinks the main reason for doing an
evaluation is to make a decision about
compensation may think that a brief
consultation among board members --
minus the manager —is sufficient to en-
sure that no members have any major
concerns about the manager's perfor-
mance. This member also may ask for
input from a personnel specialist who
can provide information about man-
agers' salaries in comparable jurisdic-
tions. By, contrast, a board member
whose main interest is improving com-
munication between the board and the
manager may suggest a process that in --
chides a conversation between the board
and the manager,' with the manager
present throughout the evaluation.
A board might question whether the
manager should be: involved in planning
the evaluation process, as the evaluation
may be seers as the board's responsibil-
ity, with the manager as the recipient of
the evaluation. Yet most boards want to
conduct an evaluation that is helpful to
the manager and provides guidance for
his or her future actions. Because it can
be difficult for the board to anticipate
fully what the manager would —or
would not —fired useful in an evalua-
tion, it is wise to consult with the man-
ager early in the planning process.
For instance, the board may feel that
the manager would be uncomfortable
hearing board members talk about his
or her performance at first hand and so
may design a process that "protects" the
manager from hearing any negative
feedback Although the board's motives
may be good, such a design may not
meet the manager's needs if the manager
actually wants to be part of the discus-
sion, negative comments and all. Spend-
ing some time talking about the purpose
Of an evaluation at the beginning of the
process will reduce the possibility of
misunderstandings and conflicting pri-
orities later on.
1. Agree as what the bomtrl expects of the
manager. A job is essentially a set of ac-
pectations. It is possible to assess
whether or not an individual holding
that job has met expectations. But an
evaluation can be tl only if an earlier
discussion has taken place in which the
board and manager have outlined expec-
tations for the Manager's performance. A
board and manager may discuss expect i-
dons in conjunction with•setting organi-
zational goals for the upcoming year,
perhaps as part of an annual retreat
After setting goals, the board may
specify objectives for the manager that
define his or her role in meeting these
goals. These objectives, then, are the
board's expectations concerning the
manager. For example, a city council
may set a goal of working with agencies
and community groups to reduce drug -
related crime$ in the cityy. The council
MAY list one or more objectives for the
manager related to this goal; identifying
groups and agencies that 'already are
working to reduce drug -related crime,
forming a partnership that includes
members of all relevant groups, or "ex-
plaining new programs to the local
media. If the manager needs clarifica-
tion of the objectives or has some con-
cerns about his or her ability to meet the
board's expectations, these issues are
best discussed at the time these objec-
tives are set, rather than a year later,
when the board wants to know why its
expectations have not been met.
In addition to `identifying what the
board wants the manager to achieve, a
board typically has an interest in how
the manager achieves these objectives; it
expects the manager to have certain
knowledge and to ettltibit certain skills
while performing his or her duties. Ex-
pectations about the manager's knowl-
edge and skills also should be articulated
by the board. The board may expect the
manager, for example, to have oral and
written presentation skills that enable
him or her to present ideas clearly and
concisely to diverse groups. It also may
expect the manager to be able to allocate
resources in a way that ensures equitable
service delivery to citizens and to be able"
to delegate work effectively and evaluate
the performance of his or her staff
A board's expectations'' for the man-
ager often represent a mix of general
areas of knowledge and skills everyman-
ager should possess, as well as specific
expectations based on the board's com-
position, the organizatiods history, or
special feat?ures`of the city or region.
Therefore, it may be helpful for the
board to use an existing list of manage-
rial expectations as input for its discus-
sion, then to customize these expecta-
tions to fit the needs of the jurisdiction.
Many professional organizations like
ICMA-can supply such a list; or the
board and manager may contact other
communities in their area. Remember
that a list of expectations for the man-
ager that comes from a source outside
the board is intended to begin a discus-
sion of the board's expectations for the
manager; not to replace this discussion.
3. Agree on the fregttenq and timing of
the evaluation. The board and manager
Should agree on how often evaluations
should be conducted (perhaps once a'
year) and adhere to that schedule. The
timing of the evaluation also should be
considered. For instance, the board may
wish to have the evaluation cycle and
budget cycle coincide and to make deci-
sions about the manager's compensation
at such a time. Or, it may choose to con-
duct the evaluation before the budget
process gets underway if it''feds that it
would not be able to give its full atten-
tion to the evaluation during the "
MARC" 1997
months leading up to the adoption of
edge that many people may have relevant
management" may look like Figure 2
the budget.
information about the manager's perfor-
Following each criterion on the evalu-
The board should avoid scheduling
mance and that the board should not be
ation form is a scale ranging from "does
the evaluation just before or after an
expected to know everything about the
not meet expectations" to "exceeds ex -
election. if the evaluation is held too
manager's work if the board and man-
pectations,"with an option of marking
soon after an election, new members
ager choose not to incorporate other
"unable to rate." A board may choose to
may not have had the time they need to
sources of information in the evaluation,
assign numbers to this scale (say, 1
gather information about and form a
the board may want to consider omitting
through 5, with 1 corresponding to
judgment of the manager's' perfor-
performance
criteria that it feels unable
"does not meet expectations" and S cor-
mance. Likewise, it is not a good idea to
to judge
(such as the coaching and men-
responding to "exceeds expectations').
schedule an evaluation just before an
toring of subordinates).
But a numerical rating system is less use -
election if a change in the composition
ful in an evaluation of the manager than
of the board is expected.
S. Agree on an evaluation form to be use&
it is in an organization -wide evaluation
Frequently, this is the first `step that
of A employees, where standardized
4. Agree on who will be mvolvcd All
boards consider when planning an evil-
comparisons; may have some value. to
members of the board and the manager
uation, and they find 3t to be a difficult
fact, a potential problem with using a
should participate in the evaluation,
task However, if the board already has
numerical rating system is that it is easy
(more about the manager's presence at
discussed and agreed on what it expects
to focus on the number as the end in it -
the evaluation, below). The full board's
of the manager (see Step 2), agreeing on
self, rather than simply a shorthand way ,
participation is necessary because
all
an evaluation foam becomes much eas-
to express the evaluation. Thus, a board
members have relevant information
ier. It is simply a matter of translating
may discuss at, length whether a man -
about the manager's 'performance. In
expectations into performance criteria,
agees performance on a given dimension
addition, during the planning process,
making sure that the criteria' are clear
is it 3 or a 4, and perhaps conclude that it
the board and manager should consider
and measurable. For example, three ex-
is a 3.5. without fully exploring what
whether there are other parties who
p&tations in the area of "knowledge and
these numbers represent
have an important perspective on the
skills necessary for local government
Samples of evaluation forms may be
manager's performance. A common
problem is for the board to focus en-
tirely on the manager's interactions with
Figure 2. Portion Of Sample Evaluation Form
the board, even though the manager
spends only a fraction of his or her time
�d� Skills. The ability to understated
an audience and to present
in direct contact with
the board.
an idea clearly
y and concisely, in an engaging way, to a group whose interests, ed-
Although both the
board and man-
ucation, culture, ethnicity, age, etc., represent a broad spectrum of community
alter may feel that the perceptions of
interests and needs.
staff, citizens, and others are important,
1 2 3
4 5
they may be concerned about how these
I ...... ........ .......... # ~< .
........ ........,1 I
perceptions will be collected and shared.
Does Not Meets
Exceeds Unable
It is .not a good idea
for board members
Meet Expectations Expectations
Expectations to Rate
to go directly
ployees on
to staff and to poll em-
their views of the managers'
CE Imm Serwka. The ability to determine
citizen needs, provide equitable ser-
strengths and weaknesses. Such actions
vice, allocate resources, deliver services or
products, and evaluate results.
would put board members in an inap-
1 2 3'
4 5
propriate administrative role and may
I.... , ........ .....I.. I .......;
..>...... .........I I
put staff members --including the man-
Does Not Meets
Exceeds Unable
ager-in an uncomfortable position. In-
Meet Expectations Expectations
Expectations to Rate
stead, the manager might hold "upward'
review sessions" with his or her staff in
DeNigaftil.The ability to assign work, clarify expectations, and define how
order to receive feedback from subordi-
individual performance will be measured.
nates' and to report general themes that
1 2 3
4 5
came out of these sessions as part of his
or her self -assessment:
I ...... ... ...... .......... I .......
Does Not Meets
........ .......I
Exceeds Unable
The goal is not to make the manager
Meet Expectations Expectations
Expectations to Rate
feel under attack; rather, it is to acknowl-
PUBLIC MIAKAGEMENT
9
obtained from ICMA (contact Anthony
Crowell by fax, 202f962-3500) and other
professional organizations. Again, it is
essential for boards and managers to tai-
lor forms to meet their needs.
Gonda fto attralssSSM.
1. Have individual board members com-
plete the evaluationfarm prior to the
evaluation session. Setting aside some
time for individual reflection is impor-
tant preparation for ,the evaluation ses-
sion. It reinforces the message that this is
an important task, worthy of the board
members' attention. Making individual
assessments before beginning a group
discussion also increases the likelihood
that each number will form his or her
own opinion without being influenced
by the judgments or experiences of
other members.
This is not meant to imply that board
members cannot change their minds as
a result of group discussion, on the con-
trary, members frequently change their
views of a manager's performance as
they hear the perspectives of other
members and learn information that
was not available to them when making
their individual assessments.
2. Have the manager do a self -assess-
ment. Inviting the manager to assess
his or her own performance can add a
helpful —and unique —perspective to
the evaluation process. In most cases,
the manager can simply complete the
same evaluation form being used by
the board. For the manager, the com-
parison of the self -assessment with the
assessments of others provides an op-
portunity for insight into his or her
own overestimation or underestima-
tion of performance level as compared
with the expectations of the board. For
the board, hearing how the manager
rates his or her own performance
(and, more important, how he or she
arrived at that rating) can help mem-
bers gain some insight into whether
the board and manager are communi-
cating effectively.
As an example, board members might
10
rate the manager as not meeting expecta-
tions in a given area because a land use
study has notbeen completed. Upon dis-
cussion with the manager, however, the
board might learn that the study has
been completed but not yet been pre-
sented to the board. This distinction
would be important because it would
suggest different areas for improvement.
If the manager has not completed the
study, the discussion might have focused
on the importance of meeting deadlines.
Instead, the group could develop strate-
gies for improving communication so
that board members will receive infor-
mation in a timely manner.
3. Agree on''a setting for the evaluation
discussion. The evaluation should be
conducted in a setting that is private and
comfortable, free from interruptions,
and considered neutral by all parties.
These are the same characteristics a
board .may look for in a retreat setting
when it meets to develop a long-range
plan, discuss roles and responsibilities +of
new board members, and the like. The
idea is to set aside a time and place to
address a single topic, away' from the
pressure of a loaded agenda.
Boards frequently ask whether the
manager's evaluation is defined as an
open meeting. Because the board is con-
sidering the, performance of the man-
ager --a public employee -during an
evaluation, such a meeting may be held
in executive session. According to the
North Carolina open -meetings statute,
for instance, a public' body may hold an
executive session to "consider the quali-
fications, competence, performance,
character, fitness, conditions of appoint-
ment, or conditions of initial employ-
ment of a public officer or employee."
4. Have the manager present during the
evaluation. The above example, in which
the board learns important information
from the manager during the evalua-
tion, illustrates the benefit of having the
manager in the room, playing an active
role in the evaluation. A manager pre-
sent during the discussion can respond
to questions from the board, ask ques-
tions, and provide relevant information.
Frequently, a board's first impulse is
to -exclude the manager from the evalua-
tion session. Some members may be re-
luctant to share negative feedback in the
manager's presence. Other members
may fear that the evaluation will turn
into an analysis of the manager's han-
dling of a single incident, with the man-
ager defending his or her actions. Still
others may want to shield the manager
from what they perceive to be unduly;
harsh criticism from a few board mem-
hers. These are valid concerns.
However, many of the problems an-
ticipated by the board stem from a lack
of planning rather than from the man-
age?s presence at the evaluation; conse-
quently, many of these issues can be ad-
dressed in earlier phases of the planning
process. For example, a good evaluation
form will help ensure that the discussion
focuses on job -related behaviors rather
than personal traits and will look at the
previous year's performance rather than
that of the previous week.
Some boards choose to exclude -the
manager from the evaluation session
and select one member to summarize
the board's' discussion for the manager
after the evaluation has been completed.
Appointing a "designated spokesperson"
to communicate the board's evaluation'
to the manager is often frustrating for
both parties. It is difficult for one person
to summarize a complex discussion in
,an accurate and balanced way, and the
spokesperson may end up overempha-
sizing some points and underemphasiz-
ing or eliminating others. To a manager
who is seeking feedback and guidance,
this one-way communication usually
does not give a full picture of the board's
perceptions;` consequently, the manager
may make future decisions that are not
consistent with the board's expectations.
Even with a careful planning process,
board members still may have concerns
about sharing negative feedback with
the "manager. As described in the next
section, a skilled facilitator frequently
can diminish these concerns by helping
MARCH 1997
the group discuss these issues in a con-
structive way.
After the board has concluded its dis-
cussion of the manager's performance, it
may wish to excuse the manager while it
makes a decision about the manager's
compensation. The manager presum-
ably will receive any feedback and guid-
ance from the board before the salary
discussion, so his or her presence is not
necessary at this point. However, the
board should keep in mind that the ac-
tual setting of the manager's salary may
not be covered under apersonnel excep-
tion to an open -meetings law, and for
this reason this determination should
take place in an open session.
5. Consider using facilitator. A, perfor-
mance evaluation is a complex task, par-
ticuladywhen an entire group is partici-
pating in the evaluation. Members may
have different views of the manager's
past performance or different expects'-
tions for the future. Board members also
may be reluctant to share negative feed-
back or they may be concerned that
their feedback will be misinterpreted.
For all of these reasons, it often is
helpful to use a facilitator when conduct-
ing the evaluation. A facilitator can help
the group by monitoring the group's
process, while leaving all members free
to focus on the task of the evaluation. Fa-
cilitators often' suggest that groups use a
set of ground rules to help them accom-
plish their work more effectively.
The board might look to local busi-
ness, civic, and academic leaders for rec-
ommendations for qualified facilitators;
or it might contact the Institute of Gov-
ernment at the University of North Car-
olina at Chapel Hill, or the state's associ-
ation of county commissioners, league
of municipalities, school board associa-
tion, or similar organizations for help in
this area.
b. Allow sufficient time. A useful tech-
nique for the actual evaluation is a
"round robin" format. Each member in
turn expresses his or her judgment of
the managers.' performance on a given
PUsuc MANAGEMENT
criterion, and the entire group then dis-
cusses any differences' among ndividu-
ale ratings, with the goal of reaching
group consensus on the manager's per-
formance in this area before progressing
to the next performance criterion. Even
with a small board that is in general
agreement about the manager's perfor-
mance, this is a time-consuming pro-
cess. Therefore, setting aside a full day
for the evaluation session is a good idea.
Although this may seem like a lot of
time -to devote to one issue, the conse-
quences of failing to reach agreement on
what the board expects of the manager
can ultimately require far more time and
energyy. The group may wish to divide
the evaluation session into two half -
days, if that is more manageable (both in
terms of scheduling and energy levels).
Z Include a portion in which the board
evaluates its own pet finance In theory,
it is possible for a board to specify ex-
pectations for the manager and then to
evaluate the degree to which a manager
has met these expectations. In practice,
however, meeting expectations is usually
a two-way street, and it is helpful for a
board to examine its own functioning
and how it contributes to —or hinders --
the managees;efiectivenem In one case,
a board set a number of high; -priority
objectives for the manager to meet, after
which individual board members
brought new "high -priority" projects to
the manager throughout the year. In this
case, the board was partly responsible
for the manager's failure to meet the ex-
pectations initially set by the board.
8. Decide on the next steps! and critique
the process. The actual evaluation of the
manager's (arid the board's) perfor-
mance may seem like the last step in the
evaluation process, but there still are a
number of decisions to be made before
the next evaluation cycle can begin. The
board may wish to have a separate ses-
sion to make a decision about the man-
ager's compensation. This is also a logi-
cal time to talk about expectations and
goals for the coming year, and the board,
may wish to set a date in the near future
when it will set expectations and perfor-
mance measures in preparation for the
next', evaluation.
An important final step: Before the
evaluation is concluded, all members
should assess the evaluation process it-
set£ This self -critique helps the group
look' at its own process and learn from
its experiences in working together. B
reflecting on the task just completed, the
group frequently identifies components
of the process that worked well and as-
pects that could have been more effec-
tive.:For example, it may decide that it
did not clearly define the manager's role
in reaching board goals before the evalu-
ation and resolve to address this lack by
a specified date.
A Process, Not aim Event
As the sups described here illustrate,
the evaluation of a chief administrative
officer is a process, not an event. Careful
planning and a commitment: to com-
munication between the board and the
manager throughout the year will
greatly facilitate the actual evaluation
and increase the likelihood that it will:
be a valuable, experience for all involved.'
One last word: Don't let the fear that
your board has not laid the proper''
groundwork prevent you from getting'
on with the job. You will probably see
some things' that you would like to
change after the first evaluation (and
the second, and the third ... ). That is
what the self -critique is for. The impor-
tant thing is to begin the process. Mak-
ing the evaluation a regular part of the
boards work is the best way to ensure
its success. hill
Margaret S. Carlson is, a faculty member
of the Institute of Government, The Uni-
versity of North Carolina at Chapel Hill,
Chapel Hill, N.C.
Reprinted by permission from Popular Gov-
ernment published by the Institute of Govern-
ment, The University of North Carolina at
Chapel Hill.
The I MA University Practices for
Effective Local Government
Management
ICMA members have agreed that certain defined practices are
essential for effective local government management. For
convenience, these practices were originally organized into eight groupings.With the development of the Management
Practices Assessment, it became clear that for professional development purposes the practices more clearly fall into 17 "core
content areas," as shown below. These are the same Practices that members developed and approved. They are simply
organized differently.
1. Staff Effectiveness. Promoting the development and
S. 'Functional and Operational Expertise and Planning
performance of staff and employees throughout the or-
(a component of Service ;Delivery Management): Prac-
ganzation (requires knowledge of interpersonal rela-°
tices that contribute to this core content area are:
tions, skill in motivation techniques; ability to identify
« FUNCTIONAI/OPERATIONAL EXPERTISE Understanding the
others' strengths and weaknesses). Practices that contrib-
basic principles of service delivery in functional areas—
ute to this core content area are:
e,g., public safety, community and economic develop-
* COACHING/MENTOMNG Providing direction, support, and
ment, human and social services, administrative services,
feedback to enable others to meet their full potential (requites
public works (requires knowledge of service areas and
knowledge of feedback techniques; ability to assess per-
delivery options)
formance and identify others` developmental needs)
. OPERATIONAL PLANNING Anticipating future needs, orga-
* TEAM LEADERSHIP Facilitating teamwork (requires knowl-
nizing work operations, and establishing, timetables for
edge of team relations; ability to direct and coordinate
work units or projects (requires knowledge of techno-
group efforts; skill in leadership techniques)
logical advances and changing standards; skill in Identi-
EMPOWERMENT Creating a work environment that en-
fying and understanding trends; skill in predicting the
courages responsibility and decision making at all organiza'
impact of service delivery decisions)
tional ie%els (requires skill in sharing authority and
4. Citizen Serving (a component of Service Delivery Man -
removing barriers to creativity)
agement): Determining
citizen needs and providing re-
* DELEGATING Assigning responsibility to others (requires
sponsive, equitable
services to the community (requires
skill in defining expectations, providing direction and
skill In assessing community needs and allocating resources;
knowledge of information techniques)
support, and evaluating results)
gathering
2. Policy Facilitation: Helping elected officials and other
S. Quality Assurance (a component of Service Delivery
community actors identify, work toward, and achieve
Management): Maintaining a consistently high level of
common goals and objectives (requires knowledge of
quality in staff work, operational procedures, and service
group dynamics and political' behavior; skill in commu-
delivery (requires knowledge of organizational processes;
nication, facilitation,' and consensus -building techniques;
ability to facilitate organizational improvements; ability
ability to engage others in identifying issues and outcomes),
to set performance/productivity standards and objectives
Practices that contribute to this core content area are:
and measure results)
�
# FACILITATIVE LEADERSHIP Building cooperation and con-'
S. ' Initiative, Risk Taking,
Vision, Creativity, and Innovation
sensus among and within diverse groups, helping them
(a component of Strategic
Leadership): Setting an ex -
identify common goals and act effectively
to achieve
ample that urges the organization and the community
them; recognizing interdependent
relationships and mul-
toward experimentation, change, creative problem soly-
tiple causes of community issues and anticipating the
ing, and Prompt
action (requires knowledge of personal
consequences of policy decisions (requites knowledge of
"leadership style;
skill in visioning, shifting perspectives,
community actors and their interrelationships)
and identifying options; ability to create an environment
* FACILITATING COUNCIL E"ECTIVENESS Helping elected offi-
that encourages initiative and innovation). Practices that
cials develop a policy' agenda that can be implemented
contribute to this core content area are:
effectively and that serves the best interests of the com-
munity (requires knowledge of role/authority relation-;,
entation toward action and accepting responsibility for the
ships between elected and appointed officials; skill in
results; resisting the status quo and removing stumbling
responsibly following the lead of others when appropri-
blocks that delay progress toward goals and objectives
ate, ability to communicate sound information and rec-
* VISION Conceptualizing an ideal future state and com-
ommendations)
municating it to the organization and the community
* MEDIATION/NEGOTiATioN Acting as neutral party in the
` CREATIVITY AND INNOVATION Developing new ideas or
resolution of policy disputes (requires knowledge of me-
practices; applying existing ideas and practices to new
diation/negotiation principles; skill in mediation/nego-
situations
tiation techniques)
1 1
7. Technological Utoracy (a component of Strategic Lead-
ership): Demonstrating an understanding of informa-
tion technology and ensuring that it is incorporated
appropriately In plans to improve service delivery, infor-
mation sharing, organizational communication, and citi-
zen access (requires knowledge of technological options
and their application)
S. Democratic Advocacy and Citizen Participation: Dem-
onstrating a commitment to democratic principles by re-
specting elected officials, community interest groups,
and the decision making process', educating citizens
about local government; and acquiring knowledge of the
social, economic, and political history of the community
(requires knowledge of democratic principles, political
processes, and local government law, skill in group dy-
namics, communication, and facilitation; ability to ap-
preciate and work with diverse individuals and groups
and to follow the community's lead in thedemocratic
process). Practices that contribute to this core content
and strategic planning techniques; skill in identifying
trends that will affect the community; ability to analyze
and facilitate policy choices that will benefit the commu-
nity in the long run)
14. Advocacy and Interpersonal Comrnunication: Facilltat-
Ing the flow of ideas, information, and understanding
between and among individuals; advocating effectively
in the community interest (requires knowledge of inter-
personal and group communication principles: skill in
listening, speaking, and writing; ability to persuade with-
out diminishing the views of others). Practices that con-
tribute to this core content area are:
• ADVOCACY Communicating personal support for policies,
programs, or ideals that serve the best interests of the
community
• INTERPERSONAL COWAUMCATION Exchanging verbal and
nonverbal messages with others in a way that demon-
strates respect for the individual and furthers organtza-
2004
Citv Council Calendar
Description
January 12,
2004 Regular
Meeting
January 26,
2004 Study
Session
February 9,
2004 Regular
Meeting
February 23,
2004 Study
Session
Oath of Office
Completed
2004 — 2005 Mayor
Completed
2004 — 2005 Deputy
Mayor
Completed
2004 Study Sessions
Completed
2004 Committees
Completed
2004 City Work Plan
Council Policy Manual
Tabled
Intersection Sight Dist
Building Code Update
Discussion
84t Ave NE Trees
Discussion
Parking Regulations
Tabled
Completed
Site Plan Review
Tabled
Discussion
M.I. Marine Patrol
Completed
2004 Fee Schedule
Adopted
Resolution Health Care
Completed
Zoning Code
Housekeeping
Moved forward
Adopted
NE 12 Street Project
Discussion
2003 — 2005 Police
Labor Agreement
Moved forward
2003 — 2005 PW Labor
Agreement
Moved forward
ARCH Budget & Work
Plan
Approved
Fairweather Park &
Preserve Name
Approved
2003 Year End
Financial Report
Completed
School Zoning Issues
Moved forward
Discussion
2004 Leg Action Plan
Moved forward
Approved
School SUP Hearings
Adopted
Boarding Houses
Discussion
Mgmt Employment
Agreements
Discussion
Discussion
Approved
08/04/2004
Page 1 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
2004
Citv Council Calendar
March 8, 2004
Regular
Meeting
March 22,
2004 Study
Session
April 12, 2004
Regular
Meeting
April 26, 2004
Study Session
84 th Ave Trees
Completed
Action
Boarding Houses
Discussion
Building Code Update
Moved forward
CIP/TIP — 2005 - 2010
Moved to June
14th
Citizen Request for
Refund
Moved to May
10th
City Facilities
City Mgr P.I.P.
Moved forward
Moved to Special
Mt
Compensation Study
Moved to June
14th
Council Annual Retreat
Completed
Council Policy Manual
Moved forward
Adopted
Financial Report — 1 S
Quarter
Completed
Health Insurance Costs
Moved to
November
Intersection Sight
Distance
Tabled
Moved forward
Jail Assembly
Appointment
Approved
Medina Beach Project
Completed
Mgmt Employment
Agreements
Moved forward
NE 12t Project
Approved
Park Board
Appointments
Completed
Park Board Ord Amend
Adopted
Park Property
Acquisition
Authorized
Police Labor Agreement
Tabled
Moved forward
Approved
Pool/Spa Locations
Public Works Labor
Agreement
Approved
Approved
Regional Comm JPA
Approved
School Zoning
Adopted
Side and Setbacks
Site Plan Review
Moved forward
Weymouth Rezone
Denied
08/04/2004
Page 2 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
2004
City Council Calendar
Description
May 10, 2004
Regular
Meeting
May 24, 2004
Study Session
June 14, 2004
Regular
Meeting
June 28, 2004
Study Session
Budget Goals - 2005
Completed
Building Code Update
Moved to 6/14
Adopted
Building Permit Process
Completed
Cable TV Franchise
ILA Authorized
CIP/TIP — 2005 - 2010
Adopted
Citizen Request for
Refund
Completed
City Hall Summer Hours
Moved to 6/14
Completed
City Facilities/Parking
Completed
City Manager Authority
Ordinance
Moved to 8/9
City Manager
Performance Review
Not
Completed
Compensation Study
Not Completed
Emergency
Preparedness
Completed
Intersection Sight Dist
Moved to Sept. for
hearing
Management
Employment
Agreements
Not
Completed
Medina Elementary
Project
Approved
SUP
CAD
Presentation
Medina Park Dog
Control
Moved to Public
Hearin
Park Board
Appointment
Completed
Park Commission Ord.
Amendments
Adopted
Planning Commission
Appointments
Completed
Pool/Spa Locations
Property Acquisition
Moved to 6/14
Moved to 6/21
Retreat Agreements
Completed
School Si na a
Completed
Side and Setbacks
Site Plan Review
SR-520 Project
Partially
Completed
SR-520 Roundtable
Representation
Not
Completed
Work Plans — 2004-05
08/04/2004
Page 3 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
2004
City Council Calendar
Description
July 12, 2004
Regular
Meeting
July 26, 2004
Study Session
August 9, 2004
Regular Meeting
August 23,
2004 Study
Session
Cable TV Franchise
Approved
City Manager Authority
Ordinance
Discussion/Action
City Manager
Performance Review
X
Move to 8/9
Discussion/Action
City Facilities/Parkin
Compensation Study
Discussion
Financial Report — Mid
Year
Discussion
Jet Noise Update
Discussion
King County Library
Ballot Measure
Discussion/Action
Management
Employment
Agreements
Moved to 8/9
Discussion/Action
Medina Beach Project
Discussion
Medina Elementary
S.U.P. Reconsideration
Discussion/Action
Medina Park Dog
Control
Adopted Ord
Meeting Minutes
Content
Discussion
Pool/Spa Locations
Move to 9/13
Side and Setbacks
Site Plan Review
SR 520 Position
Move to 8/9
Action
SR 520 Roundtable
Representation
Completed
Tree Replacement —
84th Avenue NE
Work Plans — 2004-05
Move to 10/11
08/04/2004
Page 4 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
2004
City Council Calendar
September 13,
2004 Regular
Meeting
September 27,
2004 Study
Session
October 11,
2004 Regular
Meeting
October 25,
2004 Study
Session
Budget - 2005
Discussion
Discussion
Cable TV Franchise
Discussion
City Manager
Employment Agreement
Discussion/Action
City Manager
Performance Eval
Discussion
Discussion
Financial Report — 3r
Quarter
Discussion
Intersection Sight
Distance
Public Hearing
Permitting
Discussion
Pool & Spa Locations
Public Hearin
Property Tax Levy
Discussion
Side and Setbacks
Discussion
Site Plan Review
Discussion
Tree Replacement —
841h Avenue NE
Discussion
Utility Undergrounding —
Development Related
Discussion
WCIA Risk M mt
Discussion
Work Plans — 2004-05
Discussion
08/04/2004
Page 5 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
2004
City Council Calendar
Description
November 8,
2004 Regular
Meeting
November 22,
2004 Study
Session
December 13,
2004 Regular
Meeting
December 27,
2004 Study
Session
Budget - 2005
Hearing
Discussion
Hearing/Action
Cable TV Franchise
Action
City Manager
Performance Review
Discussion
Health Insurance Costs
Discussion
Property Tax Levy
Hearing/Action
Tree Replacement —
84th Avenue NE
08/04/2004 Page 6 of 6
P:\2004 Agenda Packets\08092004 Agenda Packet\Item J-9, Council Agenda Calendar.doc
CITY OF MEDINA
Evergreen Point Road, Medina, WA 98039
(425) 454-9222 www.ci.medina.wa.us
MEMORANDUM
DATE: August 9, 2004
THRU: City Manager
TO: City Council
FROM: Director of Public Works
RE: Change - SR 520 Bridge Replacement and HOV Project EIS
Cooperating Agency (CA) Discipline Reports
1. Last Thursday 1 was contacted by the SR 520 Project Team and informed that
the EIS Discipline Reports were not to be shared with the general public to include
elected officials. This is the first I had been made aware of such a restriction.
Nothing was stated to this effect when the City received the letter from WSDOT
requesting Medina become a Cooperating Agency (CA). In fact, the Project Team
had been made completely aware of how Medina was participating as a CA and,
until now, had not voiced any objection nor concern.
2. Given the situation, the Project Team stated that additional guidance would be
provided with the distribution of the next Discipline Report (Cultural Resources).
Attached is a copy of what was sent out with the announcement of the availability
of the next Discipline Report.
3. In light of the new guidance, Discipline Reports will no longer be distributed to
the City Council. Further, to avoid any perception that the DPW could be
determining or establishing City policy, no further comments on the Discipline
Reports will be prepared by the DPW and submitted to the SR 520 Project Team.
1
SR 520 Bridge: Cultural Resources Discipline Report for Review
To our Cooperating Agencies and Signatory Agency Committee Agencies
We appreciate your willingness to help the SR 520 Bridge Replacement and HOV Project co -lead
agencies by reviewing our draft Discipline Reports and Preliminary DEIS. This review is both a
privilege and obligation of being a Cooperating Agency or a member of the Signatory Agency
Committee (SAC). Your review will help us ensure that our documents are accurate. We know
that you, not we, know the most about your jurisdiction or resource, and though we've done our
best to get the facts right, you may know things that we don't.
We ask that you do not share this preliminary document with others — including elected officials,
the press, and the public. This document is not ready for public review. Until we receive your
comments and make revisions, we cannot ensure that the document is accurate. Premature
release of this material to any segment of the public could give some sectors an unfair
advantage. Premature release would also mean that we would no longer share our draft
documents with you and it would have a chilling effect on intergovernmental coordination and the
success of our relationship with you and the other cooperating agencies and SAC agencies.
Please do not share your project website login with anyone. The license is yours and yours alone.
If you want other technical staff at your jurisdiction or agency to help you with the review, you can
of course make copies of the document for their review. But do make sure that they understand
that the document is a draft and not to be shared with the public.
By 7:00 pm tonight, the Cultural Resources Discipline Report will be ready for your
Cooperating/Signatory Agency review. The report will be available on the internal project website
at ...... password for Cooperating/Signatory Agency Reviewers is ....... and is case sensitive)
Click on the Document Library, then the Cooperating Agency Review Document Library, and then
the folder for Cultural Resources. The document is meant to be read in color, so either print it in
color or look at the graphics on your computer screen so that you see them in color.
The comment form and instructions for the review are attached to this email; they are also on the
website under the Cooperating Agency Review Document Library, under folder Reviewer
Instructions and Comment Form.
Your review comments are due to Paul Krueger no later than 10:00 a.m. on Friday,
August 20. Send the completed comment form to Paul electronically
<maiIto: KruegeP(o)wsdot.wa.gov>, with a cc: to Anne.Behn@ch2m.com
<mailto:Anne.Behn anch2m.com> .
<<commentform.xls>> <<DisciplineReportDueDates_072104.xls>>
<<Instructions Sig_Coop Ag Reviewers.doc>>
WHATHA_PPENED?
CITY ACQUISITION OF THE T.A. ROSE PROPERTY
520 EVERGREEN POINT ROAD
MEDINA, WA
Recent circulation of an e-mail to many Medina residents from Dr. Howard Maron and Mary
Razore Maron contains significant misinformation about the City's interest in the property of
Dr. and Mrs. T. A. Rose. Residents have contacted C� Hall and Council members to
question the contents of this e-mail. Below is an accurate summary of events.
In 1997 Dr. T.A. Rose approached the City Manager to offer to sell their property to the
City. A written proffer was reviewed and declined by the City Council.
In the summer of 2003 the City Council directed the City Manager to ask the Roses for a
leasehold interest for the unused southern portion of their properly. The City wished to use
this space for temporary public beach parking during the summer months and possibly as a
site for temporary placement of the Public Works Director's portable office. The Roses did
not wish to lease to the City, but Dr. Rose again suggested that the City consider buying
their property. Dr. Rose suggested price and terms.
In October 2003 the City Council authorized the City Manager and the City Attorney to
negotiate the purchase. An agreement was reached between the two parties, and on 24
May 2004 the City Council directed that the agreement be signed. The purchase
agreement stated that the Roses could live in their home for three years after the sale. On
14 June 2004, with no knowledge of other prospective purchasers pursuing ownership, the
City was informed that the Rose property had been acquired by Dr. and Mrs. Maron.
While the City recognizes the disadvantages of enacting eminent domain, it was
recommended that the Council perform due diligence and consider its advantages with
respect to this property. No decision n made.
Additional facts concerning this issue and the City's legal right to pursue the purchase of land
are available at City Hall.