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11-22-2004 - Agenda Packet
MEDINA CITY COUNCIL STUDY SESSION AGENDA November 22, 2004 7:00 p.m. 501 Evergreen Point Road Medina, WA A. CALL TO ORDER 7:00 p.m. B. ROLL CALL (Adam, Blazey, Nunn, Odermat, Phelps, Rudolph, Vail Spinosa) C. ANNOUNCEMENTS 1. Mayor 2. Council 3. Staff D. DISCUSSION 1. 2005 Budget 2. SR-520 Bridge Replacement & HOV Project Interest Statement 3. Intersection Sight Distance Discussion 7:05 p.m. E. ADJOURNMENT 9:00 P.M. ITEM D -1 \�y 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: November 17, 2004 TO: Mayor and City Council FROM: Doug Schulze, City Manager RE: 2005 Budget RECOMMENDATION: Discuss 2005 Preliminary Budget and provide direction to City Manager for any required changes. POLICY IMPLICATION: The City Council's policies are carried out through adoption of the annual budget. The annual budget must be adopted before December 315t following a public hearing on the proposed budget. BACKGROUND: The attached 2005 Preliminary Budget (Version E) includes changes directed by the City Council during the November 8, 2004 meeting. These changes include: • Reduced Municipal Court expenditures by $6,000; • Reduced Police Professional Services by $2,500; • Reduced Police Travel & Training by $5,000; • Reduced Police Repair & Maintenance of Equipment by $5,900; • Reduced Development Services Hearing Examiner expenditures by $15,000; • Reduced Parks Department Miscellaneous expenditures by $5,000; • Reduced Capital Projects Park Improvements expenditures by $230,000; • Increased Legislative Professional Services by $20,000. 1 Attachments to this memorandum include: • 2005 Preliminary Budget • Administrative Staff memo • 2005 Park Board Work Plan Emergency Preparedness Committee funding request The budget presentation will be set up and available for review, if desired, but staff will limit introductory comments to provide time for the City Council to discuss the 2005 Budget and request additional information from staff. Key issues for the City Council to consider: • Street Fund expenditures exceed available resources. A balanced budget must be adopted. Options include reducing expenditures by $37,000 or increasing the transfer from the General Fund by $37,000. • Continue discussion regarding General Fund expenditures. Approximately $45,000 was cut as a result of direction provided during the November 8th meeting and an increase of $20,000 was added. Net result is a decrease of $25,000. • 2005 Park Board Work Plan. Preliminary budget includes funding for work plan projects in the amount of $50,000. General Fund — Parks Department. • Emergency Preparedness Committee Funding Request. Preliminary budget does not include funding for this request. Use of General Fund reserves would be an appropriate method of funding this request. Funding through grant proceeds is possible, but the City has not received notice of award of grant funding for this equipment. 9 Page 2 2005 Budget - Version E 2001 2002 2003 2004 2004 1 2005 2005 2005 ACTUAL ACTUAL ACTUAL BUDGET PROJECTED1 PRELIMINARY $ % DESCRIPTION YEAREND BUDGET GENERAL FUND BEGINNING FUND BALANCE $ 1,304,548.65 $ 2,767,561.28 $ 2,484,427,09 $ 1,952,265.76 $ 2,059,534.98 $ 1,785,178.88 $ (167,086.88) 9% REVENUES 6,139,122.22 4,685,721.64 4,057,387.73 4,248,375.00 4,105,044.01 4,412,518.00 164,143.00 4% OPERATING TRANSFERS -IN 41,000.00 - 0% EXPENDITURES 3,667,086.59 3,684,395.83 3,802,404.84 3,879,045.13 3,874,400.11 4,088,832.58 209,787.45 5% OPERATING TRANSFERS -OUT 1,009,023.00 1,325,460.00 679,875.00 505.000.00 505,000.00 362,000.00 (143,000.00) -28% ENDING FUND BALANCE $ 2,767,561.28 $ 2,484,427.09 $ 2,059,534.98 1 $ 1,816,595.63 $ 1,785,178.88 $ 1,746,864.30 $ (69,731.33) -4% EQUIPMENT FUND BEGINNING FUND BALANCE $ 35,175.74 $ 59,590.85 $ 102,168.77 $ 70,668.77 $ 76,263.51 $ 31,371.21 $ (39,297.56) -56% REVENUES 11,210.26 - 4,140.00 5,000.00 9,045.70 4,000.00 (1,000.00) -20% OPERATING TRANSFERS -IN 77,000.00 ` 77,000.00 77,000.00 77,000.00 77,000.00 77,000.00 0% EXPENDITURES 63,795.15 ''. 34,422.08 107,045.26 130,138.00 130,938.00 56,000.00 (74,138.00) -57% OPERATING TRANSFERS -OUT 0% ENDING FUND BALANCE $ 59,590.85 $ 102,168.77 $ 76,263.51 $ 22,530.77 $ 31,371.21 $ 56,371.21 $ 33,840.44 150% STREET FUND BEGINNING FUND BALANCE $ (412,660.61)',, $ 486,985.40 $ 476,962.92I $ 112,066.12 $ 173,832.14 $ 126,476.14 $ 14,410.02 13% REVENUES 92,190.17 91,434.66 63,514.55 63,250.00 59,794.00 62,700.00 (550.00) -1%a OPERATING TRANSFERS -IN 932,023.00'; 348,460.00 400,000.00 400,000.00 285,000.00 (115,000.00) 29°% EXPENDITURES 412,953.04:: 450,017.14 366,545.33 531,850.00 507,150.00 510,530.00 (21,320.00) -4% OPERATING TRANSFERS -OUT 0% OTHER NON -EXPENDITURES (288,385.88); 0% ENDING FUND BALANCE $ 486,985.40 $ 476,862.92 $ 173,832.14 $ 43,466.12 $ 126,476,14 $ (36,353.86) $ (79,819.98) -184% RESERVE FUND BEGINNING FUND BALANCE $ 917,380.33 ! $ 917,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 0% REVENUES 0% OPERATING TRANSFERS -IN 900,000.00 0% EXPENDITURES 0% OPERATING TRANSFERS -OUT 41,000.00 0% ENDING FUND BALANCE $ 917,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 1,776,380.33 $ 0% TREE FUND BEGINNING FUND BALANCE $ $ 710.00 $ 72,053.28 $ 19,090.25 $ 62,964.85 $ (9,088.43) -13% REVENUES $ 2,571.00 $ 47,240.97 10,000.00 53,874.60 (10,000.00) 100% OPERATING TRANSFERS -IN 0% EXPENDITURES $ 1,861.00 28,860.72 82,053.28 10,000.00 60,000.00 (22,053.28) -27% OPERATING TRANSFERS -OUT 0% ENDING FUND BALANCE $ $ 710.00 $ 19,090.25 $ $ 62,964.85 $ 2,964.85 $ 2,964.85 0% PARK PROPERTY DEBT FUND BEGINNING FUND BALANCE $ 247,847.60j $ 211,460.00 $ 175,072.40 $ 138,684.80 $ 138,684.80 $ 102,297.20 $ (36,387.60) 26% REVENUES 0% OPERATING TRANSFERS -IN 0% EXPENDITURES 36,387.60 36,387.60 36,387.60 36,387.60 36,387.60 36,387.60 0o% OPERATING TRANSFERS -OUT - 0% ENDING FUND BALANCE $ 211,460.00 $ 175,072.40 $ 138,684.80 $ 102,297.20 $ 102,297.20 $ 65,909.60 $ (36,387.60) -36% CAPITAL PROJECTS FUND BEGINNING FUND BALANCE $ 203,030.59 $ 106,157.71 $ 117,770.70 $ 298,018.70 $ 538,718.80 $ 863,807.83 $ 565,789.13 190% REVENUES 199,871.34 187,726.18 288,735.64 300,000.00 575,000.00 575,000.00 275,000.00 92% OPERATING TRANSFERS -IN 602,875.00 ! 28,000.00 28,000.00 (28,000.00) -100% EXPENDITURES 296,744.22 ' 176,113.19 470,662.54 568,000.00 277,910.97 568,000.00 0% OPERATING TRANSFERS -OUT 0%a ENDING FUND BALANCE $ 106,157.71 $ 117,770.70 $ 538,718.80 $ 58,018.70 $ 863,807.83 $ 870,807.83 $ 812,789.13 1401% TOTAL ALL FUNDS BUDGET BEGINNING FUND BALANCE $ 2,295,322.30 $ 4,549,135.57 $ 5,133,392.21 $ 4,420,137.76 $ 4,782,504.81 $ 4,748,476.44 $ 328,338.68 7% REVENUES 6,442,393.99 4,967,453.48 4,461,018.89 4,626,625.00 4,802,758.31 5,054,218.00 427,593.00 9% OPERATING TRANSFERS -IN 1,009,023.00 1,366,460.00 679,875.00 ' 505,000.00 505,000.00 362,000.00 (143,000.00) -28% EXPENDITURES 4,476,966.60 4,383,196.84 4,811,906.29 5,227,474.01 4,836,786.68 5,319,750.18 92,276.17 2% OPERATING TRANSFERS -OUT 1,009,023.00 1,366,460.00 679,875.00 505,000.00 505,000.00 362,000.00 (143,000.00) -28% OTHER NON -EXPENDITURES (288,385.88) 0% ENDING FUND BALANCE $ 4,549,135.57 $ 5,133,392.21 $ 4,782,504.81 $ 3,819,288.75 $ 4,748,476.44 $ 4,482,944.26 $ 663,655.51 17% 11/16/2004 O O N N W 64 b4 O O O N EOS b4 O O O O O O O 73 N :z CIAN 64 b9 O 00 O N O Z) 14 r- 11ov (n 00 M N It kn N N bR3 b4 o0 00 N kn - O N b4 64 \O v o0 O I'D 00 kf) -� v) 00 if) O U W a b9 bF3 U � U U U � � W W z o Cj F" � O � o � O � U 9 o c � kn 0 7 2 m - / m coq g g C-1 l// rq a » m m E E � k # m - - m m $ $ C) C) m % a - - m � 3 3 / / m E % 7 / / m m / ƒ / \ q q 2 % t / k \ � \ 2 \ m m \ f k / in, / U ) / / / O . � E ƒ ƒ ? 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I-- N 00 M tr) O C� '-+ l� N 00 00 N -i R% I— G1 O N O O u N N O E t~ b9 M CN CN O N �L N u c oONo — N � W cn b9 6g N u � cC W� Ln d 3 a C/)arxu o c3 W 9 i !9- o 0 � • o-0 o � Gr 6} 64 -d o 0 O U W Gl cl O .O r � N N O O O O N O O O N �n v) N N 73 0 N 64 64 M M Ef? 6S N N W U y a W a� H 0 v W 9 rN \�yofM CITY OF MEDINA City Manager's Office 501 Evergreen Point Road, Medina, WA 98039 425.454.9222 www.medina-wa.gov MEMORANDUM DATE: November 17, 2004 TO: Mayor and City Council FROM: Doug Schulze, City Manager RE: Administrative staffing RECOMMENDATION: No action is required. Information is provided for discussion purposes. POLICY IMPLICATION: Funding for administrative position(s). BACKGROUND: During the November 8, 2004 City Council meeting, discussion regarding funding for three administrative positions resulted in a request for additional information. Specifically, the City Council requested information regarding the impact on services if one position was eliminated. The City Council specifically identified the position of Information Systems Coordinator however, it should be noted that the Labor Agreement between the City of Medina and Local Union No. 763 establishes a procedure related to layoffs. The Labor Agreement states, "In case of a layoff, the employee with the shortest length of continuous service within the work group shall be laid off first. The Employer shall provide an employee with four (4) weeks advance notification prior to layoff." The administrative positions have specific duties and responsibilities assigned to them, but the City Clerk, I.S. Coordinator, Development Services Coordinator and Administrative Assistant frequently provide back- up to each other as necessary. The attachment to this memo provides more detail about the specific duties in key function areas of the three administrative positions. The areas highlighted in yellow would not be performed if one position were eliminated. In addition, special reports and support to the City Council that have been added to the administrative support based on requests during the past year would need to be eliminated. The cost of outsourcing computer network administration and help desk support, which is approximately one-third to one-half of the time currently dedicated to these tasks by the I.S. Coordinator is estimated to be $72,000 to $92,000 annually. This estimate is based on information provided by AccuNet (consultant used by the City for computer network support that exceeds the in-house capabilities). For informational purposes, the City network includes four (4) servers, twenty (20) desktop computers, three (3) VPN devices with two (2) VPN tunnels from the Public Works Shop and a router to the City of Kirkland. It is critical for the City to keep virus protection upgraded and the firewall to the Internet operating properly. The support provided would not include website administration/development, newsletter publishing, cash receipts journal entry, and back up support for the City Clerk and Development Services Coordinator as well as development of improved communications through publications, notices and a Medina Government Access channel. The City Council approved an additional administrative position in June 2004, following the resignation of the part-time recording secretary, which required 20 to 30 hours per week and did not include Park Board support. The budget for the part-time recording secretary position was $24,000 annually, which is approximately one-half of the annual budget for the full-time administrative assistant position. The City added Passport Processing services when the administrative assistant position was authorized, which was projected to generate $3,600 annually and provide partial funding for the position. Passport application processing has generated more revenue than originally estimated and based on the first six months of experience, could generate in excess of $6,000 in 2005. Therefore, the net increase in expenditure for the additional position will be approximately $20,000 annually. 0 Page 2 a) Cl) C O Q a) c0 O) -0•+>. L C >+ a O a a C U U06 a (n 'fA L -O Q. C O = += v O O to +� rn +_ _ _ N U) > m Q � 06 � � ca O E o -a c0 o 0 M a L p N E a) °(Das• O O CO QC 2°� a) M C. O Ooc— Eo6 ��a) cnOo .- CO E Mo0 C _cn) —O °' (D "O O pO a) 2 EN 0 U) EN E ia)( U a t0 o i0 06 .� E w; (n U) •i0 C a U O ch L > o — Y O E O i U Q a) O L c0 +. C O S O as a ' O c) o >O Y 3 cOi L p 06 -- -a o =- �' N a) m (n (n c`n � C E N ='� E a o EU 0 U c 0 E o p� V c o as a`) aa) - d U) o, co °ce��aU �,..0 :3CL cn�� w�ccnui o�� �,�'�.0 .E y cE a) o a) ° �' Or. 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For your information we have provided you with a "Preliminary Draft" of our Long Range Vision and Strategic Planning Document. 2005 Work Plan Action items to support 2005 Capital Improvement budget proposal_ • Upgrade 82"a Avenue parking lot • Improve appearance to five -corner entry • Park signage improvements and additions • Parking lot improvements and stairs to upper field at Fairweather Park and Nature Preserve • Medina Beach Park bench improvement in upper outlook area • Investigate need and possible design for improved playground equipment, present for public review and council approval Other Action, Planning and Discussion Items • Complete strategic plan and vision for each public Park space in Medina • Promote public awareness of ability to offer Park donations and purchases • Develop and promote tool for information distribution and community feedback regarding Parks • Develop means to obtain accurate feedback on Off -Leash policy. Participate in process for review of dog rules • Update Medina Park dog brochure • Support completion of Department of Public Works final design for Medina Beach Park • Determine Park Board participation in Medina's 5oth anniversary celebration • Employ rotating schedule to ensure regular Park Board presence at City Council Meetings CITY OF MEDINA Evergreen Point Road, Medina, WA 98039 (425) 454-9222 www.ci.medina.wa.us MEMORANDUM DATE: October 28, 2004 TO: City Council and City Manager FROM: Emergency Preparedness Committee RE: Emergency Preparedness 2005 Budget Request 1. The Citizen's Emergency Preparedness Committee and Communications Sub - Committee requests that $44,000 be included in the City's 2005 budget to support initial requirements for a back-up Emergency Preparedness Communications System for the City of Medina. 2. The Citizen's Emergency Preparedness Committee has been diligently working towards improving the City's readiness to respond to a major catastrophic event. We have identified many needs, but none more important than having a reliable back-up communications system which will allow the City to communicate and coordinate a response when all primary commercial communications systems fail. A back-up communications system is essential to effectively meeting our citizens needs in a major incident, therefore, it has been identified as the City's first priority requirement. 3. In the event of loss of commercial communications, the primary system our Police Department (PD) would use to communicate is the 800 MHz radio network (the primary system currently used everyday by the PD). This system will also be the principal communications means for all primary emergency responders including all regional Fire and Police Departments. Although the City could apply for additional 800 MHz channels, it is clear that the system would be overwhelmed and the priority bandwidth would go to fire and police responders. Therefore, in a major event, the 800 MHz system is not a viable option for a City emergency operations back-up communications system. 4. The City has several HAM operators and HAM radios will be an extremely reliable and valuable back-up communications system in an emergency. The Communications Sub -Committee feels that the HAM option should be established as part of the back-up communications system supporting emergency operations in the City. However, the Communications Sub -Committee also agrees that HAM radios are clearly not the best overall solution to meet the City's needs given the licensing and operating protocol requirements. 5. The Communications Sub -Committee has concluded that the best alternative for a reliable emergency back-up system for Medina is a VHF radio system. With a repeater antenna, this system would provide excellent coverage throughout Medina as well as to the Bellevue Emergency Operations Center and the Bellevue Emergency Coordination Center. Day Wireless Systems has conducted a coverage analysis for us and, with a repeater system mounted on one of the cell phone towers in the Overlake Golf and Country Club maintenance shop area, well over 90% of Medina would have excellent reception. Initial coordination has been made with the cell tower owner and with OGCC to mount a repeater antenna. 6. The attached communications diagram illustrates the primary communications systems which would be utilized by Medina in a major catastrophic event when all commercial communications systems fail. The Medina Emergency Operations Center (EOC) would have 800 MHz capability between the Medina Police Department (co -located with the EOC) and Kirkland Dispatch, Bellevue Fire, Bellevue EOC and our PD patrol vehicles. HAM communications would be between the Medina EOC and the Bellevue EOC, Bellevue Fire Department and various resident HAM operator support teams located in the community. The primary intra-City communications system would be the VHF system. The VHF network would include connectivity between the City's EOC and the City of Medina's representatives at the Bellevue EOC, Bellevue's Emergency Coordination Center, responding Public Works crews, and resident support teams. It would also serve as a back-up communications system to PD patrol vehicles. The repeater system would have a backup plug-in 5 KW generator capability to keep the repeater operational when the main power source fails. 7. Attached is a list of initial components determined to be necessary by the Citizen's Emergency Preparedness Committee and Communications Sub - Committee in order to establish the base communications back-up system. Listed are the minimum essential hardware and licensing requirements to establish the system. With these components installed, Medina would have the ability to maintain effective and reliable communications with key responding elements during an emergency. 8. The Citizen's Emergency Preparedness Committee requests support from the City Council in this initial step towards improving the City's ability to support our residents in an emergency situation. Scott Hannah Chair, Emergency Preparedness Committee Cy Humphreys Chair, Emergency Preparedness Communications Sub -Committee z O_ I- a O to W O W 2 W Q z W 2 z _O H a v z D O V to W N C0 000.. W z ,.� O OC z O �t W a W O W = W Lo 1- w w v v j J z W 00. Q � W w o LL LL z V N .1L O LL 00 = > z w0 oa �a W Z 0 ~O a� w w i- OZ IL) Z w � c� ~ �a wv m Z w� a� Z � 00 w w ' wCO �o a z 0 cw G W M w� J LL J ' W ' m I ` f' Z � � a00-< W =) I— w co jaw O J0w wwUU U 00 s • a = sw w w w �=Q aU av aU o.0 o>= 00 D >L) wo J LLJ w In CITY OF MEDINA EMERGENCY PREPAREDNESS COMMUNICATIONS EQUIPMENT The following list contains the initial requirements to establish a back-up Emergency Preparedness Communications System for the City of Medina in the event of a major catastrophic incident in which all primary commercial communications systems fail. This list identifies what the Citizen's Emergency Preparedness Committee and the Communications Sub -Committee has established as the minimum essential hardware and licensing requirements for the City to be able to maintain intra-City communications and communications with City liaison personnel at the Bellevue Emergency Operations Center (EOC) and the Bellevue Emergency Coordination Center. Components Cost 2-Way Radio Repeater System — includes repeater, antenna, $17,500 miscellaneous installation supplies, battery reverting charger system, custom antenna mount, labor and FCC license Portable Hand -Held Radio — VHF, 5W, 4-CH, battery, antenna, belt $11,250 clip and charger ($375 each — initial purchase of 30) Vehicle Mounted Radio (PW Vehicles and Mobile CP) — VHF, $ 4,550 25W, 4-CH, roof mount antenna, installation ($650 each — initial purchase of 7) Base Station Radios (one in City EOC and one in PD) — VHF, 25W, $ 1,600 4-CH, power supply, desktop microphone, mobile -to -base adapter, antenna with connectors ($800 each) Base Station HAM Radios (one in City EOC and on in PD) — HAM $ 3,000 radio with power supply and antenna ($1500 each) Emergency Power Generator — to power the repeater (5 KW) $ 2,500 Tax: $ 3,600 Total: $ 44,000 Lease to place repeater on cell phone tower To Be Determined 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, 84t" Avenue NE and 92nd 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 D - 3 CITY OF MEDINA Evergreen Point Road, Medina, WA 98039 (425) 454-9222 www.ci.medina.wa.us MEMORANDUM DATE: November 16, 2004 THRU: City Manager TO: City Council FROM: Director of Public Works RE: Intersection Sight Distance — Update in Preparation for Discussions at the November 22, 2004 City Council Study Session 1. Background: a. June 9, 2003 City Council Meeting - Intersection sight distance provisions were proposed to the City Council as an inclusion to the then on -going update of the Tree Preservation Code (pars 12.28.220) (Ordinance No. 743). A public hearing was held the evening of June 9, 2003 on the new ordinance and public testimony was taken. However, the Council deferred a decision on the ordinance due to the absence of one of the Council members. There was no discussion of the proposed draft language for the intersection sight distance provision that evening. b. June 23, 2003 City Council Study Session - During the June 23, 2003 Study Session, the Council went through the new Tree Preservation Code Ordinance in detail making several changes to the proposed language. The Council stopped the review at section 12.28.190 and decided to continue reviewing the new ordinance at the July 28, 2003 Study Session. Again, there was no discussion of the draft language for the intersection sight distance provision that evening. c. July 28, 2003 City Council Study Session - During the July 28, 2003 Study Session, the Council continued discussion of the Tree Preservation Code ordinance. The Council then scheduled a second public hearing on the new code for the August 11, 2003 City Council meeting. Again, there was no discussion of the draft language for the intersection sight distance provision during the July 28th Study Session. ITEM D - 3 d. August 11, 2003 City Council Meeting - At the August 11, 2003 Council meeting, a public hearing was held on Ordinance 743 and testimony was received. During discussions, the Council asked that more information on the intersection sight distance provision be provided by staff. A decision was made to again review the Tree Preservation Code at the August 25, 2003 Study Session. e. August 25, 2003 City Council Study Session - In preparation for the August 25, 2003 Study Session, the Public Works Director put together a detailed 25 page information memo for the Council (memo dated August 19, 2003, Subj: Intersection Sight Distance Information). The memo included sight distance information (with pictures and diagrams) for roads with stop signs which intersect 25 mph speed limit cross roads with no stop signage. The sight distance information and standards provided for such intersections were as established by the American Association of State Highway and Transportation Officials (AASHTO), the standards adopted by WSDOT, and the standards codified by 10 other cities in Washington State including 4 cities surrounding Medina. An evaluation was provided in the memo which compared the proposed intersection sight distance standards for Medina with the intersection sight distance standards as established by AASHTO, WSDOT and the 10 Washington cities. For all comparisons, the sight distance standards established by AASHTO, WSDOT and the 12 other cities, were either more restrictive or significantly more restrictive than the standards which were being proposed in the Medina code. At the August 25th Study Session, a proposal was made by a Council member to separate the intersection sight distance issue from the rest of the tree ordinance, and address the intersection sight distance subject during the January 2004 Council Study Session. The rest of the Council agreed. f. March 8, 2004 City Council Meeting - The intersection sight distance topic was eventually added to the March 8, 2004 City Council Meeting agenda. In preparation for the meeting, the Public Works Director prepared a second memo to the City Council (February 19, 2004). With a few minor changes, this memo was essentially a duplicate of the original August 19, 2003 memo with the same or similar pictures, diagrams and attachments. At the beginning of the March 8th meeting, the Council decided to change the agenda for the evening and defer the intersection sight distance discussion until another meeting. g. April 12, 2004 City Council Meeting - The intersection sight distance topic was rescheduled for the April 12, 2004 City Council meeting. During the meeting, intersection sight distance was again discussed by the Council. During the discussion, the Council asked staff for new proposed ordinance language which reflected something more on the order of "guidelines" for intersection sight distance. The Council then scheduled a "first reading" and public hearing of the ordinance for the May 10, 2004 City Council Meeting. However, it was also decided at the April 12th meeting that no final action would be taken on the ordinance at the May 10th meeting. ITEM D - 3 h. May 10, 2004 City Council Meeting - In preparation for the May 10tn meeting, the Public Works Director prepared a new memo (May 4, 2004, Subj: Intersection Sight Distance — New Proposed Code Language). In the memo, per guidance from the Council, the DPW attempted to meet the guidance from the Council by "softening" the approach to addressing the intersection sight distance subject. The new ordinance proposal included reduced sight distance standards depending upon the type of intersection, exemption from the standards for "all - way" stop locations, a variable implementation process based on intersection type and applied throughout the City with a timetable spread over several years, and additional language which noted that the provisions of the code are not applicable to private lanes or private driveways. After some discussion during the May 10th meeting including enforcement means, the Council directed that a final ordinance be drafted to cover the intersection sight distance issue. The minutes from the meeting reflect that Deputy Mayor Nunn was to draft some additional clarifying language for the final ordinance and e-mail it to the DPW for inclusion. A public hearing on the revised ordinance was then scheduled by the Council for the September 13, 2004 City Council meeting. i. August 9, 2004 City Council Meeting - During the August 9, 2004 meeting, while discussing upcoming agenda items, the Council decided to delay the discussion/public hearing of the intersection sight distance issue until an unspecified later date. 2. Options: The following options are available to the City Council in reference to the intersection sight distance matter - a. Adopt language for an intersection sight distance ordinance utilizing language as previously presented by staff or as modified by the Council, and schedule a public hearing. b. Provide additional guidance to the staff. c. Develop an alternate plan to address the issue. d. Reschedule the subject for a future Council meeting or Study Session. e. Suspend further discussion of the issue. 3. Documents: Copies of the intersection sight distance documents previously distributed to the Council as referenced in para 1 above are not included with this memo. If copies are needed, please inform the DPW. To: Medina City Council From: Bob Rudolph Subject: Compensation Plan, The Missing Four Positions November 12, 2004 At the last meeting 11 /8/041 didn't understand why four authorized city positions were dropped from the Compensation Plan passed by the Council. After review this seems to be what happened. 1. All positions authorized by the Medina Council were included in the Meith Classification and Salary Study. This included the four positions of Building Official, Engineering Technician, Associate Planner and Building Inspector. 2. When the compensation ranges proposed by Meith were judged to be too high by the Council, Mayor Odermat asked Doug and Miles to develop a proposal that might be acceptable to the Council 3. Miles and Doug did this and at the October 11 meeting presented a Compensation Plan that they had developed jointly to the City Council (attachment J-5). All Medina City Council authorized positions including the four positions noted above were included (attachment J5-A). Because some of the comparisons with the peer group (attachments J- 5, B and C) and with the state salary survey were confusing, the Council asked Miles and Doug to put the compensation plan in a simpler format. There was no direction from the Council to remove any positions from the Compensation Plan nor do I remember any discussion among the Council to do so. 4. Since Doug was to be out of town to a meeting, Miles developed a handout (attachment 2) that was discussed and approved with some modification by the Council at the study session on October 25. 1 did not notice that four positions had been dropped from the analysis, and Miles did not mention it. 5. The Compensation Plan was presented for passage by the Council at the Council meeting on November 8 (attachment 3). It was almost identical to the Compensation Plan developed jointly by Miles and Doug and presented to the Council on October 11 (attachment J5,A) except that it moved the City Clerk and Finance positions into separate bands. The four authorized but unfilled positions were included as they had been on October 11. At Miles' insistence they were removed on the basis that they had not been included for consideration at the preceding study session. Because of the above omission, I will bring it up at the next meeting as an agenda item under new business. ITEM J - 5 of MF,p��9 CITY OF MEDINA City Manager's Office 501 Evergreen Point Road, Medina, WA 98039 425.454.9222 www.medina-wa.aov MEMORANDUM DATE: October 4, 2004 TO: Mayor and City Council FROM: Doug Schulze, City Manager RE: 2005 Compensation Plan RECOMMENDATION: A motion to approve the attached 2005 Compensation Plan. POLICY IMPLICATION: The proposed 2005 Compensation Plan establishes a pay scale that is competitive with the Median top step of comparable cities. The proposed plan also establishes internal pay equity among different job classifications. BACKGROUND: The City Council authorized a compensation study during labor negotiations in 2003. Meith Human Resource Consulting was hired to conduct the compensation study. The City Council received a presentation and recommendation from Meith Human Resource Consulting in April 2004. The Council requested additional information, which was brought before the Council for discussion and resulted in direction to the City Manager. Based on the information provided and assistance from Council Member Adam, the proposed 2005 Compensation Plan has been developed. The proposed plan does not include a pay for performance or merit pay option, at this time. Therefore, the maximum (top step) for each pay band represents the maximum base monthly salary for each position classification within the band. Note: Employees within the Police Department are eligible for merit pay, which is established in the labor agreement. Merit pay for management employees has been considered annually during the budget process. The proposed compensation plan is consistent with wages established by labor agreements for 2005, which includes police officers and public works personnel. Attachments include the following: A. 2005 Proposed Compensation Plan B. Comparison of 2004 — 2005 Compensation by Classification C. Market Salary Survey Attachment A 2005 COMPENSATION PLAN Band Minimum Midpoint Maximum Classifications F 6,750 7,500 8,250 City Manager E 5,805 6,450 7,095 Police Chief, Director of PW, Director of DS D 4,680 5,200 5,720 Lieutenant, Finance Officer, City Clerk, Building Official C 4,351 4,710 5,070 Corporal, Maintenance Supervisor B 4,022 4,377 4,732 Police Officer, Engineering Technician, Associate Planner, Building Inspector Maintenance Worker, Admin Assistant, DS A 3,408 3,834 4,260 Coordinator, IS Coordinator, Records Manager • Page 2 Attachment B Comparison of 2004 - 2005 Compensation By Classification Classification 2004 Maximum 2005 Maximum $ Increase % Increase City Manager $7,500 $8,250 $750 10% Police Chief $6,700 $7,095 $395 6% Director of PW $6,700 $7,095 $395 6% Director of IDS $6,010 $7,095 $1,085 18% Lieutenant $5,200 $5,720 $520 10% Finance Officer $5,000 $5,720 $720 14% Ci Clerk $4,800 $5,720 $920 19% Corporal $4,665 $5,070 $405 9% Maint. Supervisor $4,880 $5,070 $190 4%° Police Officer $4,445 $4,732 $287 6.5% Admin. Assistant $3,986 $4,260 $274 7% Maint. Worker $3,970 $4,260 $290 7% Records M r $3,938 $4,260 $322 8% IS Coordinator $3,928 $4,260 $332 8.5% IDS Coordinator $3,920 $4,260 $340 9% • Page 3 Attachment C Market Salary Survey Classification Survey Maximum Survey Median Survey Average 2005 Proposed CityManager Police Chief $10,568 $8,549 $8,814 $7,109 $8,762 $7,231 $8,250 $7,095 Director of PW $9,129 $7,095 $6,931 $7,095 Director of DS $9,129 $7,211 $7,068 $7,095 Lieutenant $6,747 $5,720 $5,620 $5,720 Finance Officer $8,055 $5,254 $5,569 $5,720 _qty Clerk $5,958 $5,065 $4,983 $5,720 Cor oral $5,888 $5,043 $5,102 $5,070 Maint. Su ervisor $6,494 $5,040 $5,191 $5,070 Police Officer $5,669 $4,506 $4,640 $4,732 Admin. Assistant $3,810 $3,512 $3,490 $4,260 Maint. Worker $4,306 $3,861 $3,874 $4,260 Records Mgr $3,562 $3,211 $3,362 $4,260 IS Coordinator $4,955 $4,342 $4,231 $4,260 DS Coordinator $4,046 $3,689 $3,692 $4,260 NOTE: Survey data is based on 2004 figures. 0 Page 4 m 0 z D D m cn l4� r D cn C ;U m A*dtil/lotf, 2 city manager minimum midpoint maximum increase 2004 range $7227 $7364 $7500 proposed 2005 salary survey median $6750 $7500 $8250 10% $8814 police chief 2004 range $6200 W50 $6700 proposed ZOOS Wary survey median $5805 $6450 $7095 6% $7109 director of public works 2004 range $6200 $6450 $6700 proposed 2005 salary Bey median $5805 $6450 $7095 6% $7095 director of development services 2004 range $5833 $5897 $6010 Proposed 2005---A $5400 $6000 $6600 10•�0 —'B salary survey median $5805 W50 $7095 18% $7210 Medina has historically had a salary range for the DDS less than the range for the PC and the DPW. If you want to continue this relative salary positioning, we recommend Proposal A. if you want to have the DDS salary range equal to the PC and the DPW, we recommend proposal B. which salary policy would the council prefer in 2005? minimum midpoint maximum increase-2 Police lieutenant 2004 range $4887 $5094 $5200 proposed 2005 $4680 $5200 $5720 100/0 salary survey median $5720 city clerk 2004 range $4000 $4400 $4800 proposed 2005---A $4050 $4500 $4950 3% B $4680 $5200 $5720 salary survey median 19% Medina has historically had a lower salary range for the CC than the PL. if you want to continue this relative salary positioning, we recommend proposal A ( this salary is also consistent with the salary survey results for the CC.) if you want to have the salary range of the CC equal to the PL, we recommend proposal B. which salary policy does the council prefer for 2005? finance officer 2004 range $4500 $4750 $5000 proposed 2005---A $4275 $4750 $5225 5% ---B $4680 $5200 $5720 14% salary survey median $5254 Medina has historically had a slightly higher salary for the FO than the CC. (this salary Positioning is consistent with the salary survey results. ) the FO salary range has also been historically lower than the PL. ( this salary is also consistent with the salary survey results. ) if you want to continue this relative salary positioning, we recommend proposal A if you want the FO to have a salary range equal to the PL, we recommend proposal B. which salary policy does the council prefer for 2005? If you selected proposal A for 2005, do you also want to continue with our present salary policy of a slightly higher salary range for the FO than the CC? if so, no other action is required. However, if you would like to have the FO and the CC at the same salary range, we will need to increase the CC range. Which salary policy does the council prefer for 2005? #3 minimum midpoint maintenance supervisor maximum increase 2004 range $4183 $4532 $4880 proposed 2005 $4148 $4609 $5070 4% salary survey median $5040 before we begin our next contract negotiations, should we examine this position to determine if it should be a management position and not a bargaining unit position? police corporal 2004 range $4000 $4333 $4665 proposed 2005 $4148 $4609 $5070 9% no salary survey median information police officer 2004 range $3780 $4113 54445 proposed 2005 $3872 $4302 $4732 6% salary survey median $4506 maintenance worker 2004 range $3402 $3696 $3970 proposed 2005 $3486 $3873 $4260 7% salary survey median $3861 while the proposed salary range for 2005 is well above the salary survey, it is proposed because it is in the existing labor contract. this salary position should be considered in negotiating the next contract. #4 minimum midpoint maximum admin assistant, DS coordinator, increase IS coordinator, records mgr 2004 range $3429 $3708 $3986 proposed 2005---A $3325 $3695 $4065 2% ----B $3486 $3873 $4260. 7% salary survey median ( 4 positions ) $3600 mediaa is already above the salary survey results for three of the four support positions. while the IS coordinator position is below the suss in medina appears to be dill ��' �' results, the content of the job quite different than the other cities in the survey which would explain this job's relative salary position. if you want to start bringing these support Positions more in line with the market, we recommend proposal A - if you want to increase our above-markket' salary position for these jobs by equating them with our maintenance worker salary range, we recommend proposal B. however, it should be noted that, as explained previously, our maintenance worker salary range is also above the market. Which salary policy would the council prefer in 2005? Again, our salary position relative to the market for these support positions should be considered in our next contract negotiations. bA Q � ctt `{ O L al o y OCOD c� CA.. = a zj 'd 1 U cd to Q mcn cd 03 0 CCd � U Ok O N O O M �c N O 0 kf kr i. c •o a 0 o 0 kn 0 o 0 kn 0 o Okr) c� if) kf) 'Tt M �D lam. vri rl d t O kf) O V) r— O N kf) •� l 00 N M O O M kf d d �F d cri Police Hours Worksheet Drew Blazey 11/22/2004 This is a layman's attempt to sketch out what goes on in our PD to justify one of the highest commissioned officer rates per 1000 residents in the state. It is neither a "work study initiative" nor an attempt at telling the Medina PD how to operate. There is no implied message to reduce the service level of policing which we are currently provided. This is simply a comparative exercise to make sense out of an 11 person Police Department, which is paid for by the taxpayers. A normal 40 hr week for one person looks like this: Day/Hour S M T W T F S 0000 - 0800 0800 - 1600 1600 - 2400 40 hrs/wk x 52 weeks = 2080 hrs/yr A 24/7-work week looks like this: It takes 4,- people to cover every hour in a week working 40 hrs/wk, so the total hours per year is: 4 1 x 2080 = 8617hrs/yr. Given this, 9 police officers in Medina would average: 8617 hrs/yr _ 9 Police Officers = 957 hrs/yr per PO Let us convert the $60,000 of police overtime we spent in Medina last year into another PO. The average would be: 8617 hrs/yr _ 10 police officers = 861 hrs/yr per PO Let us say that both the Police Chief and Police Lt both work a regular 40-hour workweek in addition to the other 41 police officers. This means we have 5 police officers working on average during a normal workweek — Monday through Friday during a 24-hour period. The weekend consists of 48 hours would equate to an additional 1 1-position. In this scenario, there are four levels of supervision from the police officer to the City Manager during the normal workweek. Keeping to our equation depicted above, adding in the Police Chief and Lt would be an increase of 2, for a new total of 12,777 hrs. (6 1/7 X 2080=12,777). The overall equation now looks like this: 12,777 - 10 police officers =1,277 hrs/yr per PO FAMy Documents\Medina City\PO Hours Ver Ldoc Police Hours Worksheet Drew Blazey 11 /22/2004 For argument's sake, let us say each PO takes a month off for vacation, which would equal 160 hrs per PO. 1,277 + 160 = 1,437 hrs/yr/PO OK, we want them well trained; let us use the figure of 163 training hours per year, which is just over a month's worth of training: 1,437 + 163 =1,600 hrs/yr per PO There are 10 paid holidays per year or 80 hours worth, so let us assume each police officer is given these holidays even if they are not scheduled to work on those holidays in Medina: 1,600 + 80 =1,680 hrs/yr per PO There are still 400 hours (that is ten workweeks! (2080-1680 = 400)) per PO not accounted for in this analysis. In addition, we have two non-commissioned personnel that work in Medina's PD that provide support for the 9 police officers. This does not count the overtime FTE. In the 2005 budget, the city is requesting $30,000 for an Emergency Preparedness position, as well. Conclusion: This analysis suggests that there maybe too many police officers in Medina. Staffing levels in the Medina PD need to be evaluated and perhaps, reduced. Previously submitted chart — For Reference Only. City Law Enforcement Employee Rates Per 1000 Inhabitants Data taken from the Washington Association of Sheriff and Police ChieS Gone in Wash»gton 2003, Table 17. PP. 8"0. Medina Data taken from Medina City 2004 Budget document. Commissioned Officers Only. 3.5 3 2.5 2 1.5 0.5 0 •t-� *61, e,�� oo� so�j, t.� a 14 F:\My Documents\Medina City\PO Hours Ver l.doc ADDITIONAL THOUGHTS RELATING TO 2005 BUDGET Bob Rudolph November 22, 2004 1. Medina is a small residential community of 3000 people located between two of the largest cities in the state. Its location dictates that it will be impacted by its surroundings to a much greater extent than a comparably small city in eastern Washington or even a small city in eastern King County such as Duvall. These impacts include but are not limited to: -crime -environmental pollution including noise -transportation problems relating to the larger community such as Rt 520 To preserve the quality of life of our citizens these impacts must be mitigated to the greatest extent possible. 2. In recent years total City expenses have exceeded total revenues. 3. This is not true in the General or Operating Fund where revenues continue to exceed expenses. In addition, General or Operating Fund expenses have increased less than 2.50/o/year over the past 4 years, in line with the level of inflation in the economy. 4. The problem lies in the Street and Equipment Replacement Funds which are underfunded by $350,000-$500,000/year. This is due to decreased revenue streams secondary to the Tim Eyman initiatives and the elimination of the Utility tax by a previous Council during good economic times. In addition the City is forced to "catch-up" on infrastructure repairs due to underfunding in previous years. 5. The proper solution is to address the underfunding in Streets and Equipment Replacement. This could be accomplished by the reinstitution of a Utility tax which has been taken off the table for this year. It can also be accomplished by spending some of the undesignated reserve fund since the City's total reserve funds exceed best practice requirements by two to threefold. It should be remembered that the City's "All Fund Ending Fund Balance" has decreased only $316,000 over the past 4 years from actual 2001 to Budget 2005. This is less than $79,000/year during a difficult economic period. 6. It does not make sense to attempt to correct this underfunding in Streets and Equipment replacement by cutting the General or Operational Budget expenses which have been in line with inflation over the 4 year period unless such cuts would not adversely impact the ability of the City to conduct its business efficiently and/or would not decrease services to its citizens. Property Tax Calculations 2004 0% 1% 1% 3% 5% AV Le Increase Increase Decrease Decrease I Decrease $ 1, bUU, UUU Change $ 2,000,000 Change $ 5,000,000 Change $ 1,bbb $ 1,4b5 $ 1,470 $ 1,440 $ 1,410 $ 1,380 $ (103.00) $ (88.00) $ (118.00) $ (148.00) $ (178.00) $ 2,077 $ 1,940 $ 1,960 $ 1,920 $ 1,880 $ 1,840 $ (136.94) $ (116.94) $ (156.94) $ (196.94) $ (236.94) $ 5,192 $ 4,850 $ 4,900 $ 4,800 $ 4,700 $ 4,600 $ (342.35) $ (292.35) $ (392.35) $ (492.35) $ (592.35) To: Medina City Council From: Bob Rudolph Subject: Compensation Plan, The Missing Four Positions November 12, 2004 At the last meeting 11 /8/041 didn't understand why four authorized city positions were dropped from the Compensation Plan passed by the Council. After review this seems to be what happened. 1. All positions authorized by the Medina Council were included in the Meith Classification and Salary Study. This included the four positions of Building Official, Engineering Technician, Associate Planner and Building Inspector. 2. When the compensation ranges proposed by Meith were judged to be too high by the Council, Mayor Odermat asked Doug and Miles to develop a proposal that might be acceptable to the Council. 3. Miles and Doug did this and at the October 11 meeting presented a Compensation Plan that they had developed jointly to the City Council (attachment J-5). All Medina City Council authorized positions including the four positions noted above were included (attachment J5-A). Because some of the comparisons with the peer group (attachments J- 5, B and C) and with the state salary survey were confusing, the Council asked Miles and Doug to put the compensation plan in a simpler format. There was no direction from the Council to remove any positions from the Compensation Plan nor do I remember any discussion among the Council to do so. 4. Since Doug was to be out of town to a meeting, Miles developed a handout (attachment 2) that was discussed and approved with some modification by the Council at the study session on October 25. 1 did not notice that four positions had been dropped from the analysis, and Miles did not mention it. 5. The Compensation Plan was presented for passage by the Council at the Council meeting on November 8 (attachment 3). It was almost identical to the Compensation Plan developed jointly by Miles and Doug and presented to the Council on October 11 (attachment J5,A) except that it moved the City Clerk and Finance positions into separate bands. The four authorized but unfilled positions were included as they had been on October 11. At Miles' insistence they were removed on the basis that they had not been included for consideration at the preceding study session. Because of the above omission, I will bring it up at the next meeting as an agenda item under new business. ITEM J-5 of 67F��9 CITY OF MEDINA City Manager's Office 501 Evergreen Point Road, Medina, WA 98039 425.454.9222 www.medina-wa.gov MEMORANDUM DATE: October 4, 2004 TO: Mayor and City Council FROM: Doug Schulze, City Manager RE: 2005 Compensation Plan RECOMMENDATION: A motion to approve the attached 2005 Compensation Plan. POLICY IMPLICATION: The proposed 2005 Compensation Plan establishes a pay scale that is competitive with the Median top step of comparable cities. The proposed plan also establishes internal pay equity among different job classifications. BACKGROUND: The City Council authorized a compensation study during labor negotiations in 2003. Meith Human Resource Consulting was hired to conduct the compensation study. The City Council received a presentation and recommendation from Meith Human Resource Consulting in April 2004. The Council requested additional information, which was brought before the Council for discussion and resulted in direction to the City Manager. Based on the information provided and assistance from Council Member Adam, the proposed 2005 Compensation Plan has been developed. The proposed plan does not include a pay for performance or merit pay option, at this time. Therefore, the maximum (top step) for each pay band represents the maximum base monthly salary for each position classification within the band. Note: Employees within the Police Department are eligible for merit pay, which is established in the labor agreement. Merit pay for management employees has been considered annually during the budget process. The proposed compensation plan is consistent with wages established by labor agreements for 2005, which includes police officers and public works personnel. Attachments include the following: A. 2005 Proposed Compensation Plan B. Comparison of 2004 — 2005 Compensation by Classification C. Market Salary Survey Attachment A 2005 COMPENSATION PLAN Band Minimum Midpoint Maximum Classifications F 6,750 7,500 8,250 City Manager E 5,805 6,450 7,095 Police Chief, Director of PW, Director of DS D 4,680 5,200 5,720 Lieutenant, Finance Officer, City Clerk, Building Official C 4,351 4,710 5,070 Corporal, Maintenance Supervisor B 4,022 4,377 4,732 Police Officer, Engineering Technician, Associate Planner, Building Inspector Maintenance Worker, Admin Assistant, DS A 3,408 3,834 4,260 Coordinator, IS Coordinator, Records Manager • Page 2 Attachment B Comparison of 2004 - 2005 Compensation By Classification Classification 2004 Maximum 2005 Maximum $ Increase % Increase City Manager $7,500 $8,250 $750 10% Police Chief $6,700 $7,095 $395 6% Director of PW $6,700 $7,095 $395 6% Director of DS $6,010 $7,095 $1,085 18% Lieutenant $5,200 $5,720 $520 10% Finance Officer $5,000 $5,720 $720 14% City Clerk $4,800 $5,720 $920 19% Corporal $4,665 $5,070 $405 9% Maint. Supervisor $4,880 $5,070 $190 4% Police Officer $4,445 $4,732 $287 6.5% Admin. Assistant $3,986 $4,260 $274 7% Maint. Worker $3,970 $4,260 $290 7% Records Mgr $3,938 $4,260 $322 8% IS Coordinator $3,928 $4,260 $332 8.5% DS Coordinator $3,920 $4,260 $340 9% • Page 3 Attachment C Market Salary Survey Classification Survey Maximum Survey Median Survey Average 2005 Proposed City Manager $10,568 $8,814 $8,762 $8,250 Police Chief $8,549 $7,109 $7,231 $7,095 Director of PW $9,129 $7,095 $6,931 $7,095 Director of DS $9,129 $7,211 $7,068 $7,095 Lieutenant $6,747 $5,720 $5,620 $5,720 Finance Officer $8,055 $5,254 $5,569 $5,720 City Clerk $5,958 $5,065 $4,983 $5,720 Corporal $5,888 $5,043 $5,102 $5,070 Maint. Supervisor $6,494 $5,040 $5,191 $5,070 Police Officer $5,669 $4,506 $4,640 $4,732 Admin. Assistant $3,810 $3,512 $3,490 $4,260 Maint. Worker $4,306 $3,861 $3,874 $4,260 Records Mgr $3,562 $3,211 $3,362 $4,260 IS Coordinator $4,955 $4,342 $4,231 $4,260 DS Coordinator $4,046 $3,689 $3,692 $4,260 NOTE: Survey data is based on 2004 figures. 0 Page 4 city manager 2004 range proposed 2005 salary survey median police chief 2004 range proposed 2005 Wary survey median director of public works 2004 range proposed 2005 salary survey median director of development services minimum midpoint maximum increase $7227 $7364 $7500 $6750 $7500 $8250 10% $8814 $6200 W50 $6700 $5805 $6450 $7095 6% $7109 $6200 $6450 $6700 $5805 $6450 $7095 6% $7095 2004 range $5833 $5897 $60'10 proposed 2005—A $5400 $6000 $6600 100/0 B $5805 $6450 $7095 18% salary survey median $7210 medina has historically had a salary range for the DDS less than the range for the PC and the DPW. If you want to continue this relative salary positioning, we recommend proposal A if you want to have the DDS salary range equal to the PC and the DPW, we recommend proposal B. which salary policy would the council prefer in ZOOS? mum police lieutenant 2004 range $4887 proposed 2005 $4680 Wary survey median city clerk 2004 range $4000 proposed 2005—A $4050 midpoint maximum increase-2 $5094 $5200 $5200 $5720 100/0 $5720 $4400 $4800 $4500 $4950 3% B $4680 $5200 $5720 190/0 salary survey median $5065 medina has historically had a lower salary range for the CC than the PL. if you want to continue this relative salary positioning, we recommend proposal A ( this salary is also consistent with the salary survey results for the CC.) if you want to have the salary range of the CC equal to the PL, we recommend proposal B. which salary policy does the council prefer for 2005? finance officer 2004 range $4500 $4750 $5000 proposed 2005--A $4275 $4750 $5225 5% ----B $4680 $5200 $5720 14% salary survey median $5254 medina has historically had a slightly higher salary for the FO than the CC. (this salary positioning is consistent with the salary survey results. ) the FO salary range has also been historically lower than the PL. ( this salary is also consistent with the salary survey results. ) if you want to continue this relative salary positioning, we recommend proposal A. if you want the FO to have a salary range equal to the PL, we recommend proposal B. which salary policy does the council prefer for 2005? If you selected proposal A for 2005, do you also want to continue with our present salary policy of a slightly higher salary range for the FO than the CC? if so, no other action is required. However, if you would like to have the FO and the CC at the same salary range, we will need to increase the CC range. Which salary policy does the council prefer for 2005? #3 minimum midpoint maximum increase maintenance supervisor 2004 range $4183 $4532 $4880 proposed 2005 $4148 $4609 $5070 4% salary survey median $5040 before we begin our next contract negotiations, should we examine this position to determine if it should be a management position and not a bargaining unit position? police corporal 2004 range $4000 $4333 $4665 proposed 2005 $4148 $4609 $5070 9% no salary .survey median information police officer 2004 range $3780 $4113 $4445 proposed 2005 $3872 $4302 $4732 6% salary survey median 1 $4506 maintenance worker 2004 range $3402 $3686 $3970 proposed 2005 $3486 $3873 $4260 7% salary survey median $3861 while the proposed salary range for 2005 is well above the salary survey, it is proposed because it is in the existing labor contract. this salary position should be considered in negotiating the next contract. #4 minimum midpoint maximum increase admin assistant, DS coordinator, IS coordinator, records mgr 2004range $3429 $3708 $3986 proposed 2005--A $3325 $3695 $4065 2% ---B $3486 $3873 $4260, 7% salary survey median ( 4 positions ) $3600 medina is already above the salary survey results for three of the four support positions. while the IS coordinator position is below the salary survey results, the content of the job in medina appears to be quite different than the other cities in the survey which would explain this job's relative salary position. if you want to start bringing these support positions more in line with the market, we recommend proposal A - if you want to increase our above -market salary position for these jobs by equating them with our maintenance worker salary range, we recommend proposal B. however, it should be noted that, as explained previously, our maintenance worker salary range is also above the market. Which salary policy would the council prefer in 2005? Again, our salary position relative to the market for these support positions should be considered in our next contract negotiations. v Q � cc Q o E� a cfsbb 2) o Cd Q U CA y Cd O cC r O o Q, — a cdO U U U U O 01 N O N O C7� r— O �i •� O O kf) [� kn fn O kf) O kr) O N t/) I — O O M 1-9