HomeMy WebLinkAbout03-28-2011 - Supplemental MaterialsRachel Baker
From: Rachel Baker
Sent: Friday, March 19, 2010 4:57 PM
To: City Council Mail
Cc: Donna Hanson; 'steve@ keyondisend.com'
Subject: Study Session Materials
Attachments: city council guidelines manual revised 2010.doc; city council guidelines manual 12222009.doc
The following two documents are attached to help you prepare for discussion item OB-4 on Monday's study session
agenda:
1. Current City Council Guidelines
2. Edited Guidelines incorporating suggested and already approved changes not previously added
Key for edited document:
a. Gray highlights: areas for council consideration regarding current relevancy of information
b. Strikeouts: areas not current
c. Bold/underline: areas added either due to council approved changes or suggested changes for discussion
Please note the city attorney has not yet reviewed the edited document, particularly regarding social media which will
require legal review and revisions.
Feel free to call/email if you have questions.
Rachel
..
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City of Medina City Council Ground Rules for
City Council Meetings and Council/Staff Interaction
The following ground rules are established by the Medina City Council to guide how the city council
conducts its business at city council meetings and interacts with city staff. The goal is to provide
direction in how council members are expected to treat one another, city staff, constituents and others
they come into contact with in representing the city of Medina. It further clarifies the city council's
expectations of citizens and staff in the conduct of city business.
1. City Council Meetings
City council meetings are most effective when
a. Everyone on the council participates in discussion and voting (unless an individual
member has a conflict).
b. Meetings start on time and end on time (or early).
c. The goal for each agenda item is clear and results in a decision.
d. The council moves forward expeditiously without rehashing previously discussed
information or engaging in conversation with the public during the business meeting.
e. The city council conducts itself in a courteous, professional and respectful manner
toward each other, the staff and the public.
f. Council members maintain a balanced perspective, a sense of humor and have some
fun in conducting the public's business.
g. The staff (especially the city manager and city attorney) participate in council
discussions by offering guidance, advice, options and draws upon their professional
experience.
h. The mayor uses the gavel to control the meeting and move it along including
exercising the prerogative of the chair to call for timely breaks.
L Council members do not surprise one another or staff at a public meeting with
anything that could be discussed before- hand so that council members and staff can
be prepared to respond.
j. Council members speak with one voice once a vote has been taken and do not work
to undermine the decision of the council.
k. Council members read the agenda packet before hand and come to council meetings
well prepared.
I. Council members contact the appropriate staff with questions before the meeting.
m. There is effective citizen participation/comment which is:
I. Courteous.
ii. Respectful.
iii. To take place during the public comment portion of a Regular meeting only.
iv. Not interrupting a presentation or Council discussion.
V. Limited to three minutes and Council members do not engage the speaker in a
discussion but rather refer the matter to the City Manager for an appropriate
response and the public is informed of this practice '0�the beginning of the
meeting.
vi. On any issue on the Council agenda or any other item on which they choose to
address.
vii. A summary of more lengthy written material being submitted.
viii. Not simply a reading of an item into the record.
n. Items on the council agenda will be addressed in the following order:
i. An introductory staff presentation including background, analysis, options and a
recommendation.
ii. City council questions of staff.
iii. City council discussion among itself.
iv. Public comment is limited to one minute each and only if they have new
information that has not already been mentioned or provided.
V. Final city council discussion.
vi. City council decision.
2. Other City Council Ground Rules
a. Council member contact outside council meetings: It is considered acceptable for
council members to contact each other outside council meetings for the purpose of
obtaining information, answers to questions, etc. It is not appropriate to use such
contact for the purpose "locking up" votes on an issue prior to a Council meeting to
the exclusion of full debate, discussion and considered decision making among all
members of the city council.
b. Attendance via speaker phone: Each member of the city council is granted one
meeting per year where he/she may be in attendance via speaker phone.
3. City Council/Staff Interaction Ground Rules
In addition to the ground rules above which apply to the staff, the following also apply to
council/staff interaction.
a. Council members may ask for up to one hour of research on a city related topic or
issue as long as the cumulative effect does not take staff away from accomplishing
the council's work plan or work authorized by the city council. Anything requiring
more staff time should be brought to the full city council consideration.
b. Information generated by staff or addressed to the city council will be sent to the city
council first and anything going to one Council Member will be sent to all council
members.
c. City staff should not lobby individual council members on any matters but rather
should work through the city manager.
d. Council members should not publicly criticize the city staff. If there are concerns it
should be discussed with the city manager privately.
e. Council members should at all times be respectful of staff and treat them as
professionals.
Approved by city council October 12, 2009.
Medina City Council 2009 Strategic Goals
Adopted 5-11-09
The following goals are not listed in priority order but reflect the City
Council's Strategic Goals for roughly the next five to ten years.
A. Highway 520: Protect Medina's interests impacted by the SR 520
construction project including but not limited to lid design, tolling,
transit, park and ride, noise walls, access to Seattle via 84Ih and
control of land use adjacent to the 520 right-of-way
B. Local Traffic: Develop a plan and implementation strategies for
traffic safety and calming, which may include more visible entry
points into the City, to discourage speeding and cut -through traffic
and encourage safe pedestrian and bicycle access
C. Public Safety: Reach a full complement of police staff and promote
public safety through policies that support education, emergency
preparedness, and effective and efficient use of technology in order to
maintain a safe and secure community
D. Facilities and Infrastructure: Develop and implement a capital
improvement plan that identifies needed projects and financing
strategies for city hall remodel, public works shop facilities, park
expansion, underground utilities, pedestrian walkways and trails, and
storm water improvements
E. Land Use: Ensure that Medina's Comprehensive Plan, building and
zoning codes protects the natural suburban environment and the
quality and character of the City through processes that are clear and
well understood and serve both owners and neighbors
8398 NORTHEAST 12 STREET I PO BOX 144 1 MEDINA WA 98039-0144
TELEPHONE 425-233-6400 1 www.medina-wa.gov
March 28, 2011
To: Mayor and City Council
Via: Donna Hanson, City Manager
From: Rachel Baker, Central Services Director
Subject: Communications Goals/Strategies
The information below presents both potential challenges and goals associated with the City's
communication efforts to reach, engage and educate citizens and other civic participants. Current
methods used to share information and recommended solutions to enhance communication efforts
are also incorporated.
Communication Challenges
Communication challenges to consider may include:
• Staff and financial resource constraints for providing accurate and timely messages
• Legal requirements associated with Public Records Act and records retention guidelines
• How to avoid burdening communication recipients with too much information
• How to keep messages fresh and appealing
• Audience members without Internet access
Communication Goals
Communication goals may include the following:
• Driving public to the City's website
• Increasing E-notice subscriptions
• Delivering timely information about City services, programs, and events
• Providing well-timed messages concerning decisions and issues affecting the community
• Communicating City Council goals and directives
• Encouraging citizen awareness and participation of City issues
• Enhancing the City's role as a proactive and interactive provider of services and information
• Creating a positive and interconnected sense of community
Methods of Communication
Current approaches employed to deliver news, events, records and information include:
• A -board signs
• Banners, posters
• Citizen Help Desk
• City hall customer service, reception and
telephone
• Direct periodic mailings (ie: notices,
postcards, etc.)
• Electronic mail (staff, city council mail,
etc.)
• E-lerts
• E-notices
• File Pro
• Govdelivery
Current Costs
• Informational brochures
• Monthly and annual reports
• Paid legal notices
• Press releases
• Public hearings
• Public meetings
• Publicly posted notices
• Voice mail (inspection, main, and
emergency lines)
• Website
• Social media (future consideration)
Annual costs related to current communication resources include:
• City council directed monthly postcard: $10,000 (projected); $2,600 (budgeted)
• City staff time
• City website: $900
• FilePro: $4,000
• Govdelivery: $2,400
Recommended Solution
• Monthly postcard mailing to all Medina addresses replacing quarterly newsletter. (The
first postcard was received in mailboxes March 23 and mailings are planned to continue
once per month during 2011.)
• Monthly postcard highlighted on home page of City's website to extend usefulness.
• Postcard headlines linked into website to direct viewers to more information.
• Adding and maintaining current, relevant and regular news headlines on City's home
page with fixed links for viewing remainder of item.
• Increase Govdelivery subscription base and email alerts to subscribers
• Install terminal for public access to website city hall
w
SIGN UP FOR MEDINA E-NOTICES.
RECEIVE THE CITY UPDATES YOU WANT DELIVERED RIGHT TO YOUR EMAIL INBOX!
Visit www.medina-wa.eov and click on E-Notice Program.
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CITY OF MEDINA
CITY COUNCIL GUIDELINES
Adopted April 12, 2004
Updated: December. 2WO
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53 Suggestions for
Successful Public Service
Learn all you can about your city, its history, its operation,
its financing. Do your homework. Know your city ordinances. Dust
off your comprehensive plan.
2 Devote sufficient time to your office
and to studying the present and future
problems of your community.
3 Don't burn yourself out on the little
things, but recognize that they are often
important to the public. Save some energy —
and time — for the important matters.
4 Don't act as a committee of one; governing a city requires
a team effort — practically and legally.
5 Don't let honest differences of opinion within the
governing body degenerate into personality conflicts.
6 Remember that you represent all the people of your
community, not just neighbors and friends. Be wary of personal
experiences coloring your public decisions.
7 Take your budget preparation job seriously for it
determines what your city does or does not do for the coming
year, and will influence what happens in future years as well.
8 Establish policy statements. Written policy statements let
the public, and the city staff, know where they stand.They help the
governing body govern, and writing them provides a process to
develop consensus.
9 Make decisions on the basis of public policy, and be
consistent. Treat similar situations similarly and avoid favoritism.
10 Focus your attention on ways to prevent problems
rather than just trying to solve them as they occur. Filling potholes
is one approach to governing — developing plans to prevent them is
more important.
11 Don't be misled by the
strong demands of special
interest groups who want it
done now, their way.Your job
is to find the long-term public
interest of the community as a
whole, and you may be hearing from the wrong people.
12 Don't be afraid of change. Don't be content to just follow
the routine of your predecessors. Charge your appointed officers
and employees with being responsible for new ideas and better
ways. Listen to what they have to say.
1 3 Don't rush to judgment. Few final actions have to be taken
at the first meeting they are considered. Avoid crisis management.
14 Don't give quick answers when you are not sure of the
real answer. It may be embarrassing to appear ignorant, but it can
be more embarrassing, and damaging, to tell a person something
that is wrong.
1 5 As an individual, even if you are the mayor, don't make
promises you can't deliver! Most decisions and actions require
approval of the governing body, and this takes a majority vote.
P)
6 Remember that you have legal authority as a governing
body member only when the governing body is in legal session.
1 7 Don't spring surprises on your fellow governing body
members or your city staff, especially at formal meetings. If a
matter is worth bringing up for discussion, it's worth being on the
agenda. Surprises may get you some publicity, at the embarrassment
of others, and tend to erode the team approach to governance.
8 Conduct your official public meetings with some
formality, and follow rules of procedure. Have an agenda,
and follow it. Most governing body members agree that formal
meetings expedite the process,
and tend to promote better
decision making.
19 Participate in official
meetings with the dignity
and decorum fitting those who
hold a position of public trust.
Personal dress and courteous behavior at meetings help create an
environment for making sound public decisions.
20 Don't be afraid to ask questions. It is one of the ways we
learn. But do your homework by studying agenda material before
meetings.
21 Vote yes or no on motions. Don't cop out by abstaining,
except when you have a conflict of interest.A pass does not relieve
you of responsibility when some decision must be made.
3
22 Once a majority decision of the governing body has been
made, respect that official position, and defend it if needed,
even if you personally disagree.
23 Respect the letter and intent of the open meetings
law. But also keep private and confidential matters to yourself —
don't gossip.
24 Retain competent,
key employees. Pay them
well, trust their professional
judgment and recognize their
authority and responsibilities.
2 5 Don't bypass the system! If you have a manager or
other chief administrative officer, stick to policymaking and avoid
personal involvement in the day-to-day operations of the city. If
you do not have an administrative officer, make sure you have
some management system that officers, employees, and the public
understand.
26 Don't let others bypass the system. Insist that people
such as equipment or service suppliers first work with your city
staff. If direct contact with governing body members is necessary, it
should be with the governing body as a whole, or a committee, and
not on a one-on-one basis.
27 Don't pass the buck to the staff or employees when they
are only following your policies or decisions.
28 Don't always take no for an answer. The right question
may be "How can we do this?" instead of "May we do this?" Be
positive!
4
29 Learn to evaluate recommendations and alternative
courses of action.Ask your staff to provide options. Encourage
imaginative solutions.
30 Avoid taking short-term gains at the expense of long-
term losses. Be concerned with the long-term future of the city.
31 Be friendly and deal effectively with the news
media. Make sure what you say is what you mean. Lack of good
communication, with the media and the public, is one of the big
problems of cities.
3 2 Remember that what
you say, privately and publicly,
will often be news. You live
in a glass house. Avoid over -
publicizing minor problems.
33 In determining the public
interest, balance personal
rights and property interests, the possible harm to a few
versus the good of the many. Recognize that in some situations,
everyone can't be a winner.
34 Remember that cities are for people! Be concerned
with the total development — physical, economic and social — of
your community.
3 rJ Don't act as if the city operates in a vacuum. Cities
must work within the intergovernmental system to be effective.
Keep in contact and cooperate with your federal, state, county and
school officials.
5
3 6 Know your neighbors. Get to know the officials of
neighboring and similar size cities.Visit other cities, particularly
those with a reputation of being well run.
3 7 Keep your constituents
informed, and encourage citizen
participation.
3 8 Learn to listen — really
listen — to your fellow governing
body members and the public.
Hear what they are trying to say, not just the words spoken.
3 9 Expect and respect citizen complaints. Make sure
that your governing body members, and your city, have a way to
effectively deal with them. Have a follow-up system.
40 Be careful about rumors. Check them out. Help squelch
them when you know they are false.
41 Appoint citizen advisory committees and task forces
when you need them, but be prepared to follow their advice if you
use them.
42 Take care in your appointments to boards and
commissions. Make sure they are willing and capable as well as
representative of the whole community.
43 Never allow conflicts of interest to arise between your public
duties and your private interests. Be sensitive to actions you
take that might even give the appearance of impropriety.
0
44 Seek help. Use manuals, guides and other technical
assistance and information available from AWC and other agencies.
Attend workshops and conferences put on for the benefit of you
and your city.
45 Pace yourself. Limit the number of meetings you attend. Set
some priorities, including the need to spend time with your family.
Recognize that life — and the city — is dependent on a lot of things
you have little control over.
46 Be a leader, as well as part of the team of elected and
appointed officials who were selected to make your city an even
better place to live.
47 Establish some personal goals and objectives. What do
you want to help accomplish this year? Next year?
48 Help develop some short-term and long-term goals
and objectives for your city and check your progress at least every
six months.
49 Help your city develop a vision of the future. Plan going
from the future to the present and listen to different community
voices along the way.
550 Focus on the future, and try to
leave your city better than that which
you inherited as a city officer.
5
7
51 At least once a year, schedule a governing body
discussion about how you are governing. Review the
processes and procedures. Sit back and ask,"How are we doing?
How can we do things better?"
52 Be enthusiastic about your public service, and the
privilege you have, and let the public know it. But maintain your
sense of humor. Don't take yourself or the business of government
so seriously that you don't enjoy it. It should be fun as well as a
rewarding experience.
5 3 Celebrate! Always focusing on problems
and issues may lead you and the public to
believe that nothing positive ever happens.
Good things do happen. Let the public share
our successes.
0
Approaches to Governing
Public officials have different styles or approaches to governing. It
is vital that a governing body, and its members, spend at least some
time on governing — leadership, providing direction, and making
policy.
Once in a while sit back and think about "Where do I, an individual,
spend most of my time?" "Where does my governing body spend
most of its time?" "Where should we spend more of our time?"
Ask yourself the following questions:
• Do you often propose, or do you usually dispose of those
matters brought before you?
• Do you act, or do you primarily react?
• Do you plan ahead, or do you spend most of your time
responding to the immediate issues confronting you?
• Are you concerned about tomorrow, or mostly about today?
• Do you initiate, or do you mostly review?
• Are you more concerned with preventing problems, or in
solving problems once they occur?
• Are you responsive to change, or more interested in
preserving the status quo?
• Are you a homemaker, or a housekeeper? (There is a
difference between the two.)
• Do you try to exercise control, or are you primarily
controlled by events and the actions of others?
• Do you provide some sense of direction to your government,
or do you muddle through?
• Do you manage, or are you managed?
0
• Are you part of an organized team, or a collection of
people?
• Do you lead, or do you follow?
• Do you set goals, or do you specialize in crisis management?
• Do you make policy, or simply accumulate policy by
individual actions?
• And finally, do you govern, or are you governed?
Use the table on the following page to summarize your answers.
For each approach, write down the percentage of time you spend,
totaling 100%. For example, you may spend 10% for propose, and
90% for dispose.Then do the same thing for your governing body
as a whole on the table that follows.
Looking at the proportionate amount of time spent on each of
the options can bring some misleading connotations.The quality of
effort may be much more significant than quantity of time.A typical
governing body may spend less than 10% of its time on the left
hand side. Given the nature of public service at the local level, the
great bulk of time must normally be spent on day-to-day concerns,
commonly on the right hand side of the ledger.
In helping you more clearly see where you and your governing
body spend most of your time, these tables may help you answer
the question "Where should we spend more time?"
E
Percentage of time spent by you:
I.
Propose
Dispose
2.
Act
React
3.
Plan Ahead
Respond
4.
Tomorrow
Today
5.
Initiate
Review
6.
Prevent Problems
Solve Problems
7.
Responsive to Change
Preserve Status Quo
8.
Homemaker
Housekeeper
9.
Control
Controlled
10.
Direct
Muddle Through
II.
Manage
Managed
12.
Organized Team
Collection of People
13.
Lead
Follow
14.
Set Goals
Crisis Management
15.
Make Policy
Accumulate Policy
16.
Govern
Governed
Percentage of time spent by governing body:
I.
Propose
Dispose
2.
Act
React
3.
Plan Ahead
Respond
4.
Tomorrow
Today
5.
Initiate
Review
6.
Prevent Problems
Solve Problems
7.
Responsive to Change
Preserve Status Quo
8.
Homemaker
Housekeeper
9.
Control
Controlled
10.
Direct
Muddle Through
II.
Manage
Managed
12.
Organized Team
Collection of People
13.
Lead
Follow
14.
Set Goals
Crisis Management
15.
Make Policy
Accumulate Policy
16.
Govern
Governed
12
MEDINA CITY COUNCIL GUIDELINES
TABLE OF CONTENTS:
Forward................................................................................................................................................ 5
Oathof Office...................................................................................................................................... 6
OrganizationalChart.......................................................................................................................... 7
1.01 Council — Manager Form of Government
1.02 Association of Washington Cities and Municipal Research & Services Center of Washington
1.03 Purpose of City Council Guidelines
1.04 Overview of Basic City Documents
1.05 Orientation of New Members
2.01 City Council Generally
2.02 Role of Council Members
2.03 Role of Mayor
2.04 Absence of Mayor and Council Members
2.05 Resignation of Mayor or Mayor Pro-tem
2.06 Emergency Response
2.07 Appointment of Officer
2.08 Advisory Bodies
2.09 Incompatibility of Offices
3.01
Staff/Clerical Support
3.02
Office Equipment
3.03
Meeting Rooms
3.04
Mail, Deliveries
:;Chapter 4 ,�Financial Matters r ` � .y} .�4
4.01 Council Compensation
4.02 Budget
4.03 Financial Disclosure
4.04 Travel Policy
Chapter.5 Communications 3
5.01 Overview
5.02 Correspondence from Council Members
5.03 Electronic Communications
5.0-3 Local Ballot Measures
5.04 Proclamations
3:85 State Public Disclosure Act
&-8-7 Medina Newsletter —"Council Corner"
3
6.01 Conflicts of Interest
6.02 Liability
�hapter7 .,���,Ir►teractior�Fwith City StaCs
7.01 Overview
7.02 Council -Manager Plan of Government
7.03 City Council Non -Interference
7.04 City Council/City Manager Relationship
7.05 City Council/City Staff Relationship
7.06 Code of Ethics
7.07 City Council/City Attorney Relationship
7.08 Roles and Information Flow
7.09 Dissemination of Information
7.10 Magnitude of Information Request
7.11 Staff Relationship to Advisory Bodies
7.12 Restrictions on Political Involvement by Staff
7.13 Council Attendance Policy
Chapter8 City !CounWMeet�rgs 3 .... ..ii..,,. ....9
8.01 Meeting Schedule
8.02 Public Notice of Meetings and Hearings
8.03 Special Meetings
8.04 Study Sessions
8.05 Placing Items on the Agenda
8.06 Development of the Agenda
8.07 Audio Recording of Meetings
8.08 Alarm System
8.09 Order of Business
8.10 General Procedures
8.11 Open Meeting Law
9.01
Customs of Formality
9.02
Meeting Decorum and Order
9.03
Order of Discussion
9.04
Obtaining the Floor
9.05
Questions to Staff
9.06
Interruptions
9.07
Discussion Limit
9.08
Basic Steps to Conducting Business
9.09
Making a Motion
9.10
Seconding a Motion
9.11
Stating the Question
9.12
Amendment of the Main Motion
2
9.13
Postponement of Business
9.14
Debate
9.15
Voting Procedures
9.16
Right of Protest
9.17
General Rules of Procedure
9.18
Specific Rules of Procedure
9.19
Suggested Forms
9.20
Other Protocol
9.21 Parliamentarian
9.22 Procedures for Small Boards
9.23 Rules of Conduct for TV Camera Crews in Council Chambers
`.Chapterl0 Administration .,..... . �.. . , . ,; ...0
10.01 Biennial Review
11.06 Municipal Research & Services Center of Washington
11.07 Appendix
11.08 Other Reference Materials on File
:-Chip
ter`12 ;leaving Office ...... ......: ... g8,.,.
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12.01 Return of Materials and Equipment
12.02 Filling Council Vacancies
Appendix
ICMA Code of Ethics
Tips for Successful Public Service
Reference Guide to Motions
Reference Locator Guide
Glossary of Terms
Board & Commission Qualification Matrix
RCW 35.18 (this document is not available with the electronic version of this manual)
RCW 35A.13 (this document is not available with the electronic version of this manual)
The Revised Code of Washington may be accessed via the Internet at the following address:
http://www.leg.wa.gov/wsladm/`rcw.htm
5
The City Council Guidelines Manual is intended to centralize information on common issues
related to local government and your role as a member of the Medina City Council. A majority of
the content of this Manual has also been adopted through the Revised Code of Washington,
Washington Administrative Code, or Medina Municipal Code.
The issues that are addressed in this publication are often complex and subjective. This manual
is intended to be a guide and is not a substitute for the counsel, guidance, or opinion of the city
attorney.
• The manual includes excerpts from the Code of the City of Medina and the Revised Code
of the State of Washington. Unless otherwise noted, the text of the manual is assumed
to be Council policies and procedures in addition to those established in law. The
manual serves as a quick reference for resolving policy and procedural questions during
meetings and work sessions.
R
CITY OF MEDINA
OATH OF OFFICE
STATE OF WASHINGTON
)SS.
COUNTY OF KING
I, having been duly elected to the office of City of Medina City council, do solemnly swear (or
affirm) that I will faithfully and impartially discharge the duties of this office as prescribed by law
and to the best of my ability, and that I will support and maintain the Constitution of the State
of Washington and of the United States of America.
Signed:
Term of Office:
Subscribed and sworn to before me
This
Acknowledging Official
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As a city council member, you not only establish important and often critical policies for the community,
you are also a board member of a public corporation having an annual budget of several million dollars.
The scope of services and issues addressed by the city organization go well beyond those frequently
reported in the newspaper or discussed at city council meetings.
1.01 Council -Manager Form of Government
The city of Medina is a council-manager form of government. As described in the municipal code and
Revised Code of Washington, certain responsibilities are vested in the city council and the city manager.
Basically, this form of government prescribes that a city council's role is that of a legislative policy -
making body which determines not only the local laws that regulate the community life, but also
determines what public policy is and gives direction to the city manager to administer the affairs of the
city government in a businesslike and prudent manner.
1.02 Association of Washington Cities and Municipal Research & Services Center of Washington
The Code City Handbook, Report No. 37, published by the Municipal Research & Services Center,
provides a wealth of general information on the major functions of a Council Member's job as a locally
elected official. Another publication that compliments the handbook is, Knowing the Territory, Basic
Legal Guidelines for Washington Municipal Officials, published by Municipal Research & Services Center
of Washington. This report discusses basic powers; basic duties, liabilities, and immunities of officers;
conflict of interest and appearance of fairness; prohibited uses of public funds, property, or credit;
competitive bidding requirements; the Open Public Meeting Act; Open Government -Public Records -
Freedom of Information; immunities from tort liability.
1.03 Purpose of City Council Guidelines Manual
The city of Medina has prepared its own set of guidelines to assist the city council by documenting
accepted practices and clarifying expectations. Administration of city council affairs is greatly enhanced
by the agreement of the city council and staff to be bound by these practices. While attempting not to
be overly restrictive, procedures are established so that expectations and practices can be clearly
articulated to guide council members in their actions.
1.04 Overview of Basic City Documents
This manual provides a summary of important aspects of city council activities. However, it cannot
incorporate all material and information necessary for undertaking the business of the city council.
Many other laws, plans, and documents exist which bind the city council to certain courses of action and
practices. The following is a summary of some of the most notable documents, which establish city
council direction.
A. Medina Municipal Code
The municipal code contains local laws and regulations adopted by ordinances. Title 2 of the
code addresses the role of the city council, describes the organization of city council meetings
and responsibilities and appointment of certain city staff positions and advisory boards and
commissions. In addition to these administrative matters, the municipal code contains a variety
of laws including, but not limited to, zoning standards, health and safety issues, traffic
regulations, building standards, and revenue and finance issues.
B. Revised Code of Washington
The state laws contain many requirements for the operation of city government and
administration of meetings of city councils throughout the state. Medina is an "optional code
city," which means it operates under the general laws of the state. As an optional code city of
the State of Washington, Medina is vested with all the powers of incorporated cities as set forth
in the Revised Code of Washington (RCW), Constitution of the State of Washington, and Medina
Municipal Code. Conversely, there are a number of cities within Washington that are "charter
cities" and have adopted local provisions that establish basic governing procedures for local
government. There are also 1". 2"d, 3", and 4t' Class cities that have variable statutory authority
based on population. (Please see RCW Titles 35 and 35 A in general, and RCW 35.18 and 35 A.13
for more specific information relating to the Council — Manager Plan of government.
C. Annual Budget
The annual budget is the primary tool and road map for accomplishing the goals of the city. The
budget document is the result of one of the most important processes the city undertakes. By
adopting the annual budget, the city council makes policy decisions, sets priorities, allocates
resources, and provides the framework for government operations.
D. Annual Financial Report
The annual financial report includes the financial statements of the city for a calendar year. It
includes the financial condition of the city as reflected in the balance sheet, the results of
operations as reflected in income statements, an analysis of the uses of city funds, and related
footnotes. The annual financial report includes statements for the various groups of funds and a
consolidated group of statements for the city as a whole.
E. Comprehensive Plan
A state -mandated comprehensive plan addresses the city's long-range planning needs relative
to land use, transportation, economic development, and other planning elements. The city's
comprehensive plan is reviewed on an ongoing basis, but may only be revised once a year,
except as provided by state law.
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F. Six -Year Capital Improvement Program
The Six -Year Capital Improvement Program serves as a guide for determining priorities,
planning, financing, and constructing capital projects which add to, support, or improve the
physical infrastructure, capital assets, or productive capacity of city services.
G. Comprehensive Emergency Management Program
The city maintains a Comprehensive Emergency Management Plan that outlines actions to be
taken during times of extreme emergency. The mayor is called upon to declare the emergency,
and then the police chief directs all disaster response activities. The city council may be called
upon during an emergency to establish policies related to a specific incident.
1.05 Orientation of New Members
It is important for the members of the city council to gain an understanding of the full range of services
and programs provided by the city. As new members join the city council, the city manager, city clerk
and city attorney will host an orientation program, which will provide an opportunity for members to
tour municipal facilities and meet with key staff. Another training opportunity for new members is a
workshop for newly elected officials presented by the Association of Washington Cities. At any time, if
there are facilities or programs about which you would like more information, arrangements will be
made to increase your awareness of these operations.
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2.01 City Council Generally
Fundamentally, the powers of the city council are utilized for the good of the community and its
residents; to provide for the health, safety and general welfare of the citizenry. The city council is the
policy making and law making body of the city. State law and local ordinances grant the powers and
responsibilities of the council.
It is important to note that the council acts as a body. No member has any extraordinary powers beyond
those of other members. While the mayor has some additional ceremonial and presiding officer
responsibilities as described below, when it comes to establishing policies, voting, and in other
significant areas, all members are equal. It is also important to note that policy is established by at least
a majority vote of the council. While individual members may disagree with decisions of the majority, a
decision of the majority does bind the council to a course of action. Council members should respect
adopted council policy. In turn, it is staff's responsibility to ensure the policy of the council is upheld.
Actions of staff to pursue the policy direction established by a majority of council do not reflect any bias
against council members who held a minority opinion on an issue.
A. Council Non -Participation in Administration
In order to uphold the integrity of the council — manager form of government, and to provide
proper checks and balances, members of the city council refrain from becoming directly
involved in the administrative affairs of the city. As the council is the policy making body and the
maker of local laws, its involvement in enforcement of ordinances would only damage the
credibility of the system. RCW 35A.13.120 specifically prohibits interference by council members
in the city's administrative service, including the hiring, firing, and work of city staff, with the
exception of the city manager.
Except for the purpose of inquiry, the council and its members will deal with the administrative
service solely through the city manager or designee, and neither the council nor any committee
or member of a committee shall give orders to any subordinate of the city manager. Subject to
RCW 42.30.110 and holding the executive sessions to discuss and review personnel matters, the
council is not prohibited, while in open session, from fully and freely discussing with the city
manager anything pertaining to appointments and removals of city officers and employees and
city affairs.
2.02 Role of Council Members
Members of the Medina City Council are collectively responsible for establishing policy, adopting an
annual budget, and providing vision and goals to the city manager. The following outline is a brief
description of the various duties of council members. The description is not intended to be
comprehensive, but rather it is an effort to summarize the primary responsibilities of the council.
A. Summary of council duties and responsibilities as provided in, but not limited to, the Washington
Administrative Code and Revised Code of Washington
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1. Establish Policy
a. Adopt goals and objectives
b. Establish priorities for public services
C. Approve/amend the operating and capital budgets
d. Approve contracts over $10,000
e. Adopt resolutions
2. Enact Local Laws
a. Adopt ordinances
Supervise Appointed Officials
a. Appoint city manager
b. Evaluate performance of city manager
c. Establish advisory boards and commissions
d. Make/confirm appointments to advisory bodies
e. Provide direction to advisory bodies
4. Provide Public Leadership
a. Relate wishes of constituents to promote representative governance
b. Mediate conflicting interests while building a consensus
c. Call special elections as necessary
d. Communicate the city's vision and goals to constituents
e. Represent the city's interest at regional, county, state, and federal levels
5. Decision -Making
a. Study problems
b. Review alternatives
c. Determine best course of public policy
2.03 Role of Mayor
A. Presiding Officer
The mayor serves as the presiding officer and acts as chair at all meetings of the city council. The
mayor may participate in all deliberations of the council in the same manner as any other
members and is expected to vote in all proceedings, unless a conflict of interest exists. The
mayor has no veto power. The mayor may not move an action, but may second a motion.
B. Ceremonial Representative
Responsibility to act as the city council's ceremonial representative at public events and
functions has been assigned to the mayor. The mayor is vested with the authority to initiate and
execute proclamations. In the mayor's absence, the deputy mayor assumes this responsibility.
Should both the mayor and deputy mayor be absent, the mayor will appoint another council
member to assume this responsibility.
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2.04 Absence of Mayor and Council Members
In the absence of the mayor, the deputy mayor shall perform the duties of the mayor. When both the
mayor and deputy mayor are absent, the council may choose from among its members a person to
serve as acting mayor, who shall, for the term of such absence, have the powers of the mayor.
If the mayor or other council members are absent from the city for more than 15 days, they shall notify
the other council members and the city manager of such absence.
2.05 Resignation of Mayor or Deputy Mayor
If the mayor or deputy mayor resign, the city council will appoint a new mayor or deputy mayor.
2.06 Declaration of Emergency
The mayor shall sign the declaration of emergency.
2.07 Appointment of Officer
The city council is responsible for appointing one position within the city organization —the city
manager. The city manager serves at the pleasure of the council. The city manager is responsible for all
personnel within the city organization, including the city attorney, hearing examiner, municipal court
judge, municipal prosecutor, and public defender. The city manager's appointment of the municipal
court judge is subject to confirmation by the city council.
2.08 Advisory Bodies
A. Appointments Made by the Mayor and Confirmed by Council
Boards, commissions and citizen committees provide a great deal of assistance to the Medina
City Council when formulating public policy and transforming policy decisions into action. The
city has several standing boards and commissions. In addition, special purpose committees and
task forces are often appointed by the mayor and city council to address issues of interest or to
conduct background work on technical or politically sensitive issues. Special or ad hoc
committees will be dissolved upon completion of the intended task.
The procedures established in this manual reflect the policy of the city council regarding the
appointment of volunteer citizens to the various advisory bodies of the city. The establishment
of these procedures ensures that well -qualified, responsible, and willing citizens are given the
opportunity to serve the city and participate in the governing of their community.
The city council is specifically empowered to create all advisory boards and commissions
pursuant to the provisions of Chapter 35A (Optional Municipal Code), or such advisory boards or
commissions not specifically enumerated, as the council deems necessary or advisable. In the
exercise of this power, it is the desire of the city council to establish a consistent policy in its
decision -making role to fairly and equitably evaluate those citizens of the community who
demonstrate desire to serve on such boards or commissions.
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1. For full -term vacancies, the following filing period is established: first Wednesday of
January through last week of February. The city clerk will:
a. Publicly announce the position vacancy and filing period by publication of same in the
official newspaper of the city of Medina.
b. Post notices of the position vacancy and filing period in the three public places
established in Section 8.02(B) of this manual.
c. Post notice of position vacancy on the city of Medina website.
e. d. Notify by mail (standard or electronic) all residents of the community not currently
a member of an advisory board or commission who have indicated interest in serving
on a city board or commission.
4.e. Notify by mail (standard or electronic) the chairpersons of advisory boards and
commissions of the vacancy.
e.f. Notify by mail (standard or electronic) the incumbents of advisory boards and.
commissions whose terms are expiring of such term expiration and inviting
incumbent to consider reapplying.
2. For partial -term vacancies, a minimum 30-day filing period applies, with dates to be
determined by the city clerk. Partial -term vacancies will be filled as outlined in Section 2.08(A)
(la-4 e), above.
B. Qualifications, Terms of Service, Forms
Persons wishing to be considered for appointment or reappointment will submit to the city
clerk's office an application on a form provided by that office. The FAaY9F personnel committee
will review applications and make recommend appointments subject to confirmation by the city
council.
Inasmuch as the qualifications and terms of service for each advisory body set forth in the
Medina Municipal Code may differ from each other, a membership and qualification matrix is
appended to this document for council reference. It is the policy of the city council for each
applicant to be evaluated on an objective basis, utilizing the following criteria:
Residency - Residency requirements for advisory boards and commissions are noted in
applicable sections of the Medina Municipal Code, and summarized on the Membership
and Qualification Matrix appended hereto.
Sectional Composition - Normally, consideration should be given toward maintaining an
equitable balance of community representation on all boards and commissions.
Multiple members from the same family or household will not be appointed to a single
board or commission, in order to avoid the reality or appearance of improper influence
or favor.
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3. Occupation - A broad mix of occupational backgrounds on all boards and commissions
will be attempted as appointments are considered.
4. Knowledge of Municipal and Planning Process - When ranking equally qualified
applicants, consideration shall be given to background experience and knowledge of the
municipal process as appropriate to the position, in reaching a decision.
5. Contributive Potential — Consideration will be given to the potential contribution that
each applicant may make if appointed to a board or commission. Criteria to guide this
evaluation may include:
a. Ability to communicate
b. Desire to perform public service
c. Ability to express ideas, concepts, or philosophies
d. Desire to participate in decision -making process
6. Leadership Potential - Since each appointee may be called upon to serve as a chair,
consideration will be given to the applicant's leadership abilities, such as:
a. Past or present leadership experience (current employment, special interests, etc.)
b. Past or present participation in community services
c. Expressed interest in a leadership role
7. No person shall be appointed to serve as a member of more than one board or
commission at the same time; however, persons serving on a board or commission who
have requested appointment to another board or commission position may be
appointed to such position if they, concurrent with the appointment, resign from the
board or commission position they are holding at the time of the new appointment.
C. Reappointment Criteria
At such time as reappointment is considered, the following performance criteria shall serve as a
guide:
1. Regularity of attendance
2. Understanding of board or commission function
3. Demonstrated leadership
4. Effectiveness
5. Demonstrated contribution during past term of office on issues, programs, policies, etc.,
of the advisory board or commission
6. Objectivity
D. Appointment Process
(Amended by Resolution Number 332; March 10, 2008)
1. Council Personnel Committee. The mayor, together with two other
council members designated by the mayor, shall constitute a personnel
committee to perform the interviews and recommendations for
appointments to the planning commission and park board. The
personnel committee shall interview the applicants, although the
committee reserves the right to make recommendations after reviewing
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applications and without conducting interviews. Subsequent to the
personnel committee's review, the personnel committee shall make a
recommendation of appointment to the council.
2. After the personnel committee has forwarded is recommendation for
appointment to the council, the city council will be given copies of all
applications. The city council will be given at least ten days to review the
applicants' and the committee's recommendation prior to the meeting
at which the council will be asked to confirm the appointment.
Decision and Announcement. Each applicant will be notified by mail of
the decision after council confirmation has been made. The city clerk
will also notify the chair of the affected board or commission of its
decision.
E. Resignations
In the interest of timely noticing of vacancies, and to minimize the impact of such vacancies on
boards and commissions, the city council delegates to the mayor the authority to accept
resignations. Following the mayor's acceptance of the resignation, the city clerk is authorized to
advertise such vacancies according to the process set forth in Section 2.07(A).
F. Representation by Council Members
Council members are often requested to serve on outside boards, councils, commissions, or
committees. This type of representation serves to facilitate communication and provide
interaction with other governmental bodies. The city council appoints -members to some of
these groups on an as -needed or as -requested basis.
Council members participating in policy discussions at regional meetings will represent the
consensus of the council, except where regional appointment requires regional opinion.
Personal positions, when given, will be identified and not represented as the position of the city.
assignment and direction of staff in relation to regional meetings are at the discretion of the city
manager.
G. Rules of Conduct
By accepting appointment to any city board or commission, members thereby agree to conduct
themselves in accordance with the following rules of conduct.
1. All members of city boards and commissions will abide by all applicable state laws, city
ordinances, and other doctrines relating to the conduct of board or commission
members, including, but not limited to, the Appearance of Fairness Doctrine, conflict of
interest statutes, and the State Open Public Meetings Act.
Members of city boards and commissions will not testify in their capacity as a board or
commission member, before any other board, commission, administrative officer or
agency of the federal government, the State of Washington, or of any county or other
municipal corporation, including cities and towns, except as hereinafter provided.
Exceptions to the policy set forth above shall be as follows:
17
a. If the member is testifying in such a capacity pursuant to a lawfully issued subpoena; or
In the event the board or commission has designated the member or members to act
as a spokesperson for the board or commission to explain the majority vote and
recommendation of that board or commission; or
c. In the event the City council appoints the member or members to represent the city
before another tribunal.
3. Notwithstanding the foregoing, nothing contained herein is intended to preclude a
board or commission member from speaking as an individual citizen, so long as the
following conditions are met:
a. The individual clearly identifies that he/she is speaking only as an individual citizen
and is not in any manner representing or speaking on behalf of the board or
commission of which he/she is a member; and
b. No board or commission member testifies orally or in writing as to any quasi-judicial
matter being heard, or having the possibility of being heard, by the board or
commission of which the person is a member.
H. Council Members' Role and Relationship with City Advisory Bodies
1. In accordance with the provisions of state law, council members shall not be appointed to city
advisory bodies concurrent with their term of office as council member.
Unless specifically authorized by majority vote of a quorum of the council, no council member
shall be authorized to state or testify to the policy or position of the council before any
advisory board or commission of the city.
3. Limitations on the conduct of council members before the city's advisory boards and
commissions should be voluntarily undertaken in order to assure public confidence in the
decision -making process and avoid the appearance of bias, prejudice, or improper influence.
Toward this purpose, the following protocol should be observed:
a. Council members shall not testify in quasi-judicial matters pending before any advisory
board or commission that will receive, or could potentially receive future appeal or review
before the city council. Violation of this protocol may require the council member to
refrain from participating in any appeal or review proceedings before the city council.
b. Council members, in their capacity as private citizens, should refrain from providing
testimony in legislative or administrative matters pending before any advisory board that
will receive, or could potentially receive, future review or other action before the council.
Where a council member elects to provide such testimony, the following rules shall apply:
(i) The council member shall declare at the outset and upon the record that the
council member is present in his or her private capacity as an interested citizen,
and not on behalf or at the request of the city council.
(ii) The council member shall refrain from stating or implying that the council
member's position or opinion is that of the city council.
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(iii) The Council member shall refrain from directing city staff or the advisory body
to take any action on behalf of the council member.
(iv) The council member shall observe any rules of procedure or protocol that apply
to any other private citizen testifying before the advisory board.
2.09 Incompatibility of Offices
There is no single statutory provision governing dual office -holding. Statutory law is usually silent on that
question except where the legislature has deemed it best either to prohibit or permit particular offices
to be held by the same person regardless of whether they may or may not be compatible under
common law principles. Chapters 35.24 and 35A.12 RCW expressly permit the offices of clerk and
treasurer to be combined in certain cases. However, RCW 35A.12.030 and 35A.13.020 prohibit a mayor
or Council Member in a code city from holding any other public office or employment within Medina's
government "except as permitted under the provisions of Chapter 42.23 RCW." A statute expressly
permits council members to hold the position of volunteer fire fighter (but not chief or other officer).
RCW 35A.13.060 expressly authorizes a city manager to serve two or more cities in that capacity at the
same time, but also provides that a city council may require the city manager to devote his or her full
time to the affairs of that code city.
For additional information or clarification, please refer to Knowing the Territory, Basic Legal Guidelines
for Washington Municipal Officials, published by the Municipal Research & Services Center.
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3.01 Staff/Clerical Support
Staff and administrative support to members of the city council is provided through the city manager's
office. Secretarial services, including scheduling of appointments, receipt of telephone messages, and
word processing, are available as needed. Sensitivity to the workload of support staff members in the
city manager's office is appreciated. Please note that individuals may have work assignments with high
priority.
3.02 Office Equipment
To enhance council members' service to the community and their ability to communicate with the
It is important to note that all letters, memoranda, and email communication involving city council
members and members of advisory boards and commissions, the subject of which relates to the conduct
of government or the performance of any governmental function, with few exceptions stated by the
Public Disclosure Act (RCW 42.56), are public records.
A. Business Use and Limited Personal Use
The city's electronic equipment and information systems are intended for professional
business use in performing the duties of a council member. Limited personal use may be
permitted, according to the following guiding principles:
1. It is incidental, occasional and of short duration;
2. It does not result in incremental expense to the city. Examples of "incremental expense"
include, but are not limited to
a) if the city were paying for an hourly "dial -up" connection to the internet, and a
council member's personal use incurred additional charges;
b) Long-distance telephone, cellular phone or fax charges;
3. It does not solicit for or promote commercial ventures, religious or political causes,
outside organizations or other solicitations not directly related to the duties of a council
member;
C
4. It does not violate the other "prohibited uses" or other specific limitations outlined in
this policy.
B. Prohibited Uses
The creation, transmission, downloading or storage of any document, data or message
which reasonably can be construed as relating to or promoting the following, are
prohibited:
1. Discrimination or harassment on the basis of age, race, color, gender, creed, marital
status, national origin, disability or sexual orientation;
2. An expression regarding personal political or religious beliefs;
3. An expression of rumors or gossip about any individual or group of individuals.-
4. Any business or non-profit organization as defined by the IRS;
5. Any language and subject matter that is objectionable, offensive, obscene, threatening
or otherwise inappropriate.
6. Any communication to solicit for or promote commercial ventures, religious or political
causes, outside organizations or other non -job related solicitations;
7. Any information that violates copyright laws;
8. Copying any city -licensed computer software for personal use is prohibited;
9. See also specific prohibitions relating to individual types of system use, below.
C, inter -net Wsn-SFffivsin', List teFys; N,,wsgFeups, `t6
-1. It is the policy of the city to maximize the cost-effective use of its computer systems as a
means to improve efficiency and productivity. All council members are responsible for
using the Internet resources in an effective, ethical and lawful manner, and in
accordance with this policy.
4. Using city equipment or city Internet connection to violate the integrity of another
system (hacking) is prohibited.
DE. System Security
1. Acquisition of computer equipment. All acquisitions of information systems components
will be coordinated through the city manager's Office. This includes demonstration
hardware and software used for evaluation purposes as well as products acquired for
ongoing use.
21
2. Conscientious care. All council members are responsible to care for the personal
computer system components that they are assigned or using. Employees are
responsible for promptly reporting any equipment, software and data damage and/or
destruction of which they become aware. Any damage caused by personal use, including
repair costs, will be the responsibility of the council member.
3. Downloading/installing software (including upgrades and screensaversl. The city
computer system is designed to work in a network environment. Installation of
unauthorized software can result in damaging the integrity of the system. Council
members are responsible for obtaining the approval of the city manager before
downloading or installing software on any city -owned computer.
4. Downloading files from the Internet. Council members are individually and directly
responsible for checking files for viruses using the latest version of the recommended
virus -checking program. Downloading or uploading files is restricted to city business.
5. Unauthorized access. Council members are prohibited from using "loopholes" or
knowledge of a special password to damage computer systems, obtain extra resources,
or to gain access to systems for which proper authorization has not been given. Council
members are responsible for keeping their password confidential and not sharing it with
other users.
6. Use of aliases. Use of aliases while using the Internet or Internal e-mail is prohibited.
Anonymous messages and anonymous newsgroup postings are prohibited.
7. Unlicensed or copied software is prohibited on any City computer. No Council member
may use unlicensed or copied software on any city computer. In addition to the
disciplinary penalties provided for in Section 10.02, the city shall seek reimbursement
from any council member who installs, downloads, uses or authorizes the use of any
unlicensed or copied software on any city computer, of any fines, costs or other
expenses incurred by the city resulting from such use.
€F. Computer Printers, Photocopy Machines
1. Computers & Printers. Council members may use city computers for personal use if said
use meets the criteria outlined in Subsection 3.02(A) above and does not violate
Subsection 3.02(B) of this policy, said council members will reimburse the city at the
rate of 15 cents per page for use of city printers.
2. Photocopy Machines. Council members may use city photocopy machines for personal
use by paying a photocopy charge of 15 cents per page.
3. Other equipment. Except as provided in this policy, council members will not use city
equipment for personal use. ic�pt'a provited,ilere�n.�nnoeentshai a causcil
€G. Monitoring, Enforcement and Penalties
1. All hardware, software, programs, applications, templates, data and data files residing
on city information systems or storage media, whether city business or personal, are the
property of the city of Medina. The city retains the right to access, copy and change,
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alter, modify, destroy, delete or erase this property without prior notice to council
members.
2. The city retains the right to monitor and audit the use of e-mail and Internet use. The
right to use these technologies does not include the right to privacy.
3. Deleted documents, messages and data may be retrieved from a variety of points in the
network. Council members should assume that electronic evidence discovery might
recover deleted or unsaved data.
4. Council members' use of a personal Internet account on city equipment, and council
members' use of a city Internet account on personal equipment, are to be arranged
through the city manager, and are subject to the provisions of this policy.
Said council members should be aware that their personal e-mail and electronic files
could be monitored by the city, and could be reviewed as part of a public records
request.
5. . In addition to any other
penalty, fine or cost reimbursement required by any provision of this policy, violation of
this policy may result in discipline including, but not limited to, the provisions set forth
in Section 10.02.
3.03 Meeting Rooms
Council members may utilize the office space provided in the council chambers. Use of the conference
room located at city hall must be scheduled in advance with the city clerk's office.
3.04 Mail, Deliveries
Members of the city council receive a large volume of mail and other materials that are delivered
primarily through the use of mailboxes located at the entrance to the city clerk's office. Council
members are encouraged to check mailboxes often. City staff will fax, email or personally deliver
materials that are time -sensitive to a member's home or office, if appropriate.
Correspondence addressed to one Council member will be copied for all council members.
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4.01 Council Compensation
The municipal code does not provide for payment to members of the city council. A seated city council
may not increase or decrease its own compensation. Councils may only pass an ordinance to adjust the
compensation of an incoming city council (Constitutional Article 2, Section 25 and Article 30, Section 1).
4.02 Budget
The annual city budget includes appropriations for expenses necessary for members to undertake
official city business. Funding provided includes membership in professional organizations, attendance
at conferences or educational seminars, purchase of publications and office supplies. Reference is made
to the attached city manager's budget instructions.
4.03 Financial Disclosure
Candidates for the office of council member shall file a financial disclosure statement with the State
Public Disclosure Commission within two weeks of filing a nomination paper. When appointed to fill a
vacancy on the council, the appointee shall file a financial disclosure statement with the commission,
covering the preceding 12-month period, within two weeks of being so appointed. Council members are
required to file a financial disclosure statement with the commission on an annual basis after January 1
and before April 15 of each year covering the previous calendar year. Council members whose terms
expire on December 31 shall file the statement for the year that ended on that December 31.
Statements filed in any of the above cases will be available for public inspection.
Failure to file or filing a false or incomplete financial disclosure statement, if done knowingly, is a Class 1
Misdemeanor. There are also civil penalties for violations.
4.04 Travel Policy
Members of the city`
A. Travel Involving an Overnight Stay
are subject to the following travel policy:
All reasonable transportation expenses for approved travel (as defined in the following
paragraphs) will be reimbursed. Any travel involving an overnight stay should have the prior
approval of the city manager.
Elected and appointed officials should endeavor to attend training and conferences in the
state whenever possible, if such training or conference is of comparable value to that offered
out of state.
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B. Pre -authorization of Travel Involving an Overnight Stay
Anyone traveling on city business on a trip that involves an overnight stay shall submit a travel
authorization form to the1ance epartrhen. The travel authorization form will include a
complete estimate of the costs of the trip, including conference registration, transportation,
lodging, meals, vehicle rentals, and incidentals. The travel authorization form will also include
the purpose of the trip, the dates of travel, and other pertinent details.
The completed travel authorization form, including the appropriate authorizing signatures,
must be subm�ttetl„ to the finance department before departure. The city manager will
authorize travel expenses within the legislative budget approved by the Council. The city
manager will authorize:
a. Overnight travel by elected or appointed officials
b. Use of a rental vehicle by elected or appointed officials
C. Out-of-state travel by elected or appointed officials
d. Any interpretations to the policies stated herein
C. Reimbursement of Travel Expenses
A fully itemized claim for expense reimbursement, along with any unexpended portion of the
advance, must be submitted to the finance department within 15 days of the close of the
authorized travel period for which expenses have been advanced. Any amounts not accounted
for within the 15-day period shall bear interest at the rate of 10 percent per annum from the
date of default until paid (RCW 42.24.150).
1. Transportation Costs - Reimbursement costs for transportation will be at the cost of the
most reasonable means of transport. For example, airline costs will be reimbursed at a
coach rate. If an elected or appointed official chooses to fly first class, the city will reimburse
only at the coach rate and the official must pay for the difference. Efforts should be made to
book air travel at least two weeks or more in advance to take advantage of lower rates.
Frequent flyer miles earned accrue to the individual and not the city, but should not be the
criteria for selecting a flight if lower -cost alternatives are available.
2. Hotel/Motel Accommodations — Actual and necessary hotel/motel accommodations will be
reimbursed or paid in advance, limited to the maximum single -room rate of the specific
hotel or motel. A vendor's receipt is required for all accommodations. In the event the
receipt includes non -reimbursable expenses, the claimant shall be responsible for such
expenses. Government or discount rates should be obtained wherever possible.
3. Individual Meals - Same Day Travel - Reasonable costs of necessary meals while conducting
city business are reimbursable, to the following maximum amounts*, including tip:
Breakfast - $ 10.00 Lunch - $20.00 Dinner - $30.00
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*These amounts are ieviewednnually.y}�eyfirna►e director and may be adjusted from
time to time by resolution of the city council. For travel to high -expense areas, i.e.,
Washington, DC, meals may be reimbursed at a higher rate than the amounts listed above,
subject to prior approval of the city manager.
(a) Receipts must accompany all reimbursement claims.
(b) The cost of meals for official functions (political or professional organizations -
usually include speaker and/or room rental) will be paid at full actual cost, even
if the cost exceeds the rates above.
(c) Tips are allowable up to 15% and should be considered as a part of the
maximum allowable amount.
(d) Reimbursement will not be paid for alcoholic beverages.
(e) Reimbursement will not be paid for expenses for spouses, guests, non -
employees, or other persons not authorized to receive reimbursement under
this policy or state regulations.
(f) Reimbursement may be claimed by one person for several employees or
officials eating together, as long as all the names are listed on the
reimbursement claim.
4. Per Diem for Out -of -Town, Overnight Meals. When traveling out of town overnight, officials
will receive a per diem allowance for meals rather than submitting a request for individual
meal reimbursements. The daily per diem rates for meals shall be sixty dollars, tip included.
If meals are provided as part of the registration fee, no per diem will be paid for those
meals. Officials can claim the daily per diem rates only for those meals they pay for directly.
5. Incidental Expenses - Reasonable costs for parking, taxis, buses, rental cars (if necessary),
etc., will be paid if itemized on the claim form and accompanied by a receipt. Use of rental
cars must have prior approval via the travel authorization form. The cost of long distance
telephone calls to the city for city business will be reimbursed, and one telephone call home
per day of reasonable length (i.e., 15 minutes) will be reimbursed.
6. Personal Vehicles - Mileage for the pre -approved use of personal vehicles will be
reimbursed at the IRS allowable mileage rate. City officials using their personal vehicle from
home to a destination different from their usual work site are reimbursed for miles driven in
excess of their usual commute to and from work. The IRS rate will be published by the
finance director by memo at the beginning of each calendar year. All officials using their
personal vehicles for city business must file proof of liability insurance with the finance
director.
7. Reporting of Actual Expenses - All actual eligible expenses should be reported on an expense
reimbursement request form to be filled out by the official within 15 days after completion
of travel. Receipts must be attached for all expenses claimed. Expense reimbursement
requests should be signed by the same party originally approving the travel and filed with
the finance department for processing.
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5.01 Overview
Perhaps the most fundamental role of a council member is communication:
• Communication with the public to assess community opinions and needs, and to share
the vision and goals of the city with constituents;
• Communication with staff to provide policy direction and to gain an understanding of
the implications of various policy alternatives.
Because the city council performs as a body (that is, acting based on the will of the majority as opposed
to individuals), it is important that general guidelines be understood when speaking for the council.
Equally important, when members are expressing personal views and not those of the council, the
public should be so advised.
5.02 Correspondence from Council Members
Members of the city council will often be called upon to write letters to citizens, businesses, or other
public agencies. Typically, the mayor will be charged with transmitting the city's position on policy
matters to outside agencies on behalf of the city council. Individual members of council will often
prepare letters for constituents in response to inquiries, or to provide requested information. City
letterhead is available for this purpose, and staff can assist in the preparation of such correspondence.
On occasion, members may wish to correspond on an issue on which the council has yet to take a
position, or about an issue for which the Council has no position. In these circumstances, members
should clearly indicate that they are not speaking for the city council as a whole, but for themselves as
one member of council. City letterhead and office support may be utilized in these circumstances.
Council members may occasionally be asked to prepare letters of recommendation for students or
others seeking employment or appointment. It is appropriate for council members to utilize city
letterhead and their council titles for such letters.
City letterhead and staff support cannot be utilized for personal or political purposes.
5.03 Electronic Communications
A. Email
1. City staff will create a city email account for individual city council members. Council
members are encouraged to utilize individual city email accounts for all electronic
correspondence related to the conduct of agency business. Council members are highly
discouraged from using personal email accounts for official city business. All email
correspondence, regardless of whether it is sent or received from a personal or city
email account, is a public record when transmitted as a part of conducting agency
business.
2. Informal messages with no retention value and that do not relate to the functional
responsibility of the recipient or sender as a public official, such as meeting notices,
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reminders, telephone messages and informal notes, do not constitute a public record.
Users should delete these messages once their administrative purpose is served.
2. All other messages that relate to the functional responsibility of the recipient or sender as
a public official constitute a public record. Such records are subject to public inspection
and copying.
3. Email communications intended to be shared among four or more council members,
whether concurrently or serially, must be considered in light of the Open Public Meetings
Act. If the intended purpose of the e-mail is to have a discussion that should be held at an
open meeting, the electronic discussion should not occur.
4. Email should be used cautiously when seeking legal advice or to discuss matters of
pending litigation or other "confidential" city business. In general, email is discoverable in
litigation, and even deleted email is not necessarily removed from the system.
Confidential email communications should not be shared with individuals other than the
intended recipients, or the attorney -client privilege protecting the document from
disclosure may be waived.
5. Email between council members and between council members and staff shall not be
transmitted to the public or news media without the filing of a public disclosure request
with the city clerk.
B. Use of Social Media by City Council Members.
This policy outlines the roles, responsibilities and best practice recommendations for the use
of social media/new media by individual council members in their capacity as elected officials.
To the extent possible all forms of communication will be embraced and all online
technologies are eligible for consideration. These guidelines apply to any social media site or
tool used by individual councilmembers in their official capacity to communicate with
constituents or the general public. It is the individual council member's responsibility to
ensure compliance with this policy.
1. Definitions.
a. Social Media, aka web 2.0, is defined_ _here as the use of third -party hosted online
technologies that facilitate social interactions and dialogue. These online technologies
are operated by non -city hosted services and are a means to communicate with others
online. Such third -party hosted services/tools may include, but are not limited to:
social networking sites (MvSpace, facebook, linked -In), micro-blogging tools (Twitter,
RSS feeds), audiovisual networking sites (YouTube. Flickr), blogs. etc.
2. General Policy.
a. While social media, with its use of popular abbreviations and shorthand. does not
adhere to standard conventions of correspondence, the context and tenor of online
conversations, discussions, and information posts should model the same professional
behavior displayed during council sessions and community meetings.
b. Social media are not to be used as mechanisms for conducting official city business
other than to informally communicate with the public. Examples of business that may
not be conducted through social media include making policy decisions official public
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noticing, and discussing items of legal or fiscal significance that have not previously
been released to the public.
C. Council members' social media site(s) should contain links directing users back to the
city's official website for in -death information, forms, documents or online services
necessary to conduct official city business.
d. At the discretion of the city council, social media applications tools or sites may be
limited or banned if they are not or cannot be used in compliance with this policy.
e. Notify visitors that individual council member social media sites are not intended to
be used to conduct official city business.
3. Ethics.
a. All content posted on individual council member social media sites shall comply with
Washington State law regulating public officials.
b. No content that promotes or advertises commercial services entities or products may
be posted.
C. Council members shall not post comments or links to any content that endorses or
opposes political candidates or ballot propositions, including links to a council
member's campaign site (RCW 41.06.250; RCW 42.17.130; RCW 42.17.190).
4. Records Retention Act Compliance.
a. State and local records retention laws and schedules apply to social media content. All
social media content with retention value must be maintained for the required
retention period in an easily accessible format that preserves the integrity of the
original record to the extent possible. It is the responsibility of each council member
to maintain current, approved retention procedures and to ensure that those
procedures are followed.
b. As with any correspondence sent in his or her capacity as a council member, council
member postings to social media sites maintained by others must be retained by the
posting council member.
S. Public Records Act Compliance.
a. Any content maintained in a social media format, ie facebook, YouTube. Twitter, etc
that is related to city business, including communication between an individual
council member and constituents or the general public and a site's listing of "friends"
or "followers" may be considered a public record subiect to disclosure under that
state Public Records Act.
b. Any social media tools used should clearly state that all content submitted by
members of the public is potentially subject to public disclosure pursuant to the Public
Records Act RCW 42.56.
6. Open Public Meetings Act Compliance.
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a. Communication between council members via social media, as with telephone and
email, may constitute a "meeting" under the Open Public meetings Act. For this
reason, council members are strongly discouraged from "friending" other council
members.
b. Making or receiving constituent comments regarding quasi-judicial matters via social
media may violate the Appearance of Fairness Doctrine.
7. Content Guidelines.
a. Users of social media sites who submit comments should be clearly notified that the
intended purpose of the site is to serve as a mechanism for informal communication
between council members and the public regarding the topics discussed.
8. Equal Access.
a. Sites requiring membership or subscription should be avoided. When postin
information or soliciting feedback on such a site, always provide an alternate source
for the same information or mechanism for feedback on the city's public website so
that those who are not members of the social media site may have equal access. Sites
should use the most open settings possible to allow the public to view content
without requiring membership or login.
C. Electronic Devices.
1. The use of electronic devices during council meetings is discouraged.
2. Regardless of whether_a device used is paid or reimbursed by public funds. business
conducted in the official capacity as a council member is a public record. Care should be taken
to ensure that records created are maintained and can be provided if requested. Know your
device's capabilities and devise a strategy for archiving texts. call logs and other
communications.
5.03 Local Ballot Measures
At times, initiatives may be placed on the ballots that affect city council policy. There are restrictions
regarding what actions the city may take on ballot measures. Specifically, state statutes prohibit the city
from using its personnel, equipment, materials, buildings, or other resources to influence the outcome
of elections. What the city can do is distribute informational reports or pamphlets for the purpose of
informing the public of the facts of an issue.
5.04 Proclamations
Proclamations are issued by the mayor as a ceremonial commemoration of an event or issue (i.e.,
National Night Out). Proclamations are not statements of policy, and do not require the approval or
action of the council. Proclamations are a manner in which the city can make special recognition of an
individual, event, or issue.
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5.05 State Public Disclosure Act
To ensure that business communications submitted to and by elected and appointed officials comply
with the State Public Disclosure Act, RCW 42.56, and the State Open Meetings Act, RCW 42.30, the
following is set forth:
A. Communications — Generally
All letters, memoranda, and interactive computer communication involving city council
members and members of advisory boards and commissions, the subject of which relates to
the conduct of government or the performance of any governmental function, with few
exceptions as stated by the Public Disclosure Act, are public records. Copies of such letters,
memoranda, and interactive computer communication may not be provided to the public or
news media without the filing of a public disclosure request with the city clerk.
B. Written Communications
Written letters, aR4 memoranda, and email received by the city addressed to a council
member or the council as a body are public record and must be kept according to the city's
records retention schedule. Correspondence received at city hall addressed to individual
council members will be photocopied and provided to all city council members, and a copy
kept according to the city's records retention schedule.
,
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6.01 Conflicts of Interest
The conflict of interest law is one of the most complicated laws on the books. It is intended to ensure
citizens that the judgment of public officers and employees is not compromised or affected by
inappropriate conflicts. Violation is a criminal offense. To keep standards of conduct uniform throughout
the State, no local government may regulate conflict of interest more strictly than the Revised Code of
Washington. In basic interpretation, the law requires all Council members to:
• Disclose financial interests each year.
• Refrain from contracting for business with the local government.
• Abstain from voting on items of personal interest that apply solely to the Council member or
that prevent impartial voting.
• Not engage in unethical conduct, such as accepting anything of value or disclosing confidential
information.
To understand its effect on a council member's actions, it is suggested that members discuss the law
and potential conflicts with a private attorney, the city attorney and the State Attorney General's office.
As a member of a local governing body, council members are entitled by statute to obtain a formal
opinion from the State Attorney General. A council member cannot be prosecuted for violating the Act if
the council member acts based on a written opinion of the State Attorney General (assuming full
disclosure of all the relevant facts). It is imperative that Council Members identify in advance what their
conflicts are.
It is illegal to fail to declare a conflict of interest, or to participate or otherwise be involved in discussions
on issues or contracts where such an interest exists. Violations of the conflict of interest law may result
in significant penalties, including criminal prosecution.
In circumstances where only a "remote interest" (see below) exists, after disclosure of the interest to
other council members and in the meeting minutes, the council may approve the contract to which a
council member has a remote interest, absent participation in the voting by the council member with
the remote interest, but only if the council member refrains from any attempt to influence other
members to approve the contract.
A. Applicability
All city officers, elected and appointed, are subject to the conflict of interest law in RCW 42.23.
This includes council members.
B. Definition
Remote Interests are so minor that they do not constitute illegal conflicts of interest. Remote
interest exists when a city official is:
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• A non -salaried officer or member of a nonprofit corporation doing business or requesting
money from the city. Therefore, being such an officer or member would not constitute a
conflict.
• The landlord or tenant of a contracting party. For instance, a council member may lease
office space to a party, which has a private interest in a public matter without it resulting in
a conflict of interest.
• The owner of less than 1 percent of the shares of a corporation or a cooperative doing
business with the city.
• Being reimbursed only for actual and necessary expenses incurred in performance of official
duties.
C. Acts not Constituting a Conflict of Interest
• Receiving municipal services on the same terms and conditions as if not a city official. Thus,
when a council member who owns a business within the city votes for or against an increase
in the business license fees, a conflict would not exist because this action would apply to all
businesses in the corporate limits
• An officer or employee of another political subdivision or public agency unless it is the same
governmental entity being served who is voting on a contract or decision which would not
confer a direct economic benefit or detriment upon the officer. Therefore, a council
member who is a school teacher may vote to enter into an intergovernmental agreement
with the school district, unless such agreement would confer some direct economic benefit,
such as a salary increase, upon the council member
• A member of a trade, business, occupation, profession, or class of persons and has no
greater interest than the other members of that trade, business, occupation, or class of
persons. A class must consist of at least ten members to qualify the interest as remote.
A city official may sell equipment, material, supplies, or services to the city if this is done through
an award or contract let after public competitive bidding. An exception to this law permits the
city council to approve a policy on an annual basis to allow the city to purchase supplies,
materials, and equipment from a member of the council without going to public competitive bid
as long as the single transaction does not exceed $300 and the annual total of such transactions
does not exceed $1,000.
D. Declaration of a Conflict
When a substantial interest exists, the city official must:
1. Refrain from voting or in any way influencing a decision of the city council; and
2. Declare that a conflict of interest exists and make it known in the official records of the
city.
Should a situation arise wherein a majority of council members or a majority of a quorum of
those present at a council meeting have a substantial conflict of interest, state law provides that
if the conflict of interest statutes prevent the city council from acting as required by law in its
official capacity, such action shall be allowed if the members of the council with the apparent
conflicts of interest make them known.
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E. City Attorney Opinions
A council member's request for an opinion from the city attorney concerning conflict of interest
is confidential. However, formal final opinions are a matter of public record and must be filed
with the city clerk. This filing requirement does not apply to verbal communications between
Council Members and the city attorney.
Council members may seek advice from a private attorney, at their own expense, concerning
potential conflicts. In such cases, no disclosure policy would apply.
F. Filing of Disclosures
The city clerk maintains a special file for all disclosures and legal opinions of conflicts of interest.
G. Prohibited Acts (RCW 42. 23.070)
• No municipal officer may use his or her position to secure special privileges or exemptions for
himself, herself, or others.
• No municipal officer may, directly or indirectly, give or receive or agree to receive any
compensation, gift, reward, or gratuity from a source except the employing municipality, for a
matter connected with or related to the officer's services as such an officer unless otherwise
provided for by law.
• No municipal officer may accept employment or engage in business or professional activity
that the officer might reasonably expect would require or induce him or her by reason of his
or her official position to disclose confidential information acquired by reason of his or her
official position.
• No municipal officer may disclose confidential information gained by reason of the officer's
position, nor may the officer otherwise use such information for his or her personal gain or
benefit.
6.02 Liability
The city must always approach its responsibilities in a manner that reduces risk to all involved.
Nevertheless, with such a wide variety of high profile services (i.e., police, parks, roads, land use), risk
cannot be eliminated. To better manage insurance and risk, the city participates in risk- and loss -control
activities.
It is important to note that violations of certain laws and regulations by individual members of the city
council may result in the member being personally liable for damages which would not be covered by
the city's insurance. Examples may include discrimination, harassment, or fraud.
Chapter 2.76 of the Medina Municipal Code addresses indemnification of employees and officers.
Elected and appointed officials will participate in risk management training to reduce liability due to
actions taken, especially in the areas of land use.
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7.01 Overview
City council policy is implemented through dedicated and professional staff. Therefore, it is critical that
the relationship between council and staff be well understood by all parties so policies and programs
may be implemented successfully. To support effective relationships, it is important that roles are
clearly recognized.
7.02 Council -Manager Plan of Government
Medina has a council-manager plan of government. Basically, with this structure, the city council's role is
to establish city policies and priorities. The council appoints a city manager to implement those policies
and undertake the administration of the organization.
The city manager is appointed by the city council to enforce its laws, to direct the daily operations of city
government, to prepare and monitor the principal budget, and to implement the policies and programs
initiated by the city council. The city manager is responsible to the city council, rather than to individual
council members, and directs and coordinates the various departments. The city manager is responsible
for appointing all department directors and authorizing all other personnel positions. The city council
authorizes positions through the budget process; based upon that authorization, the city manager
makes the appointments. The city manager appoints members to the civil service commission.
The council-manager plan of government is outlined in RCW 35A.13. The powers and duties of the city
manager include:
*General supervision over the administrative affairs of the city
*Appoint and remove at any time all department directors and employees
*Attend all meetings of the council at which the manager's attendance may be required by that body
*See that all laws and ordinances are faithfully executed, subject to the authority which the council
may grant the mayor to maintain law and order in times of emergency
• Recommend for adoption by the council such measures as the manager may deem necessary or
expedient
• Prepare and submit to the council such reports as may be required by that body, or as deemed
advisable to submit
• Keep the council fully advised of the financial condition of the city and its future needs
• Prepare and submit to the council a proposed budget for the fiscal year, and to be responsible for its
administration upon adoption
• Perform such other duties as the council may determine by ordinance or resolution
• Implements and administers city council policy
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7.03 City Council Non -Interference
The city council is to work through the city manager when dealing with administrative services of the
city.
In no manner, either directly or indirectly, shall a council member become involved in, or attempt to
influence, personnel matters that are under the direction of the city manager. Nor shall the city council
be involved in, or influence, the purchase of any supplies beyond the requirements of the city
procurement code/procedures.
Except for the purpose of inquiry, the council and its members will deal with the administrative service
solely through the city manager or designee, and neither the council nor any committee or member of a
committee shall give orders to any subordinate of the city manager. Subject to RCW 42.30.110 and the
holding of executive sessions to discuss and review personnel matters, the council is not prohibited,
while in open session, from fully and freely discussing with the city manager anything pertaining to
appointments and removals of city officers and employees and city affairs.
7.04 City Council/City Manager Relationship
The employment relationship between the city council and city manager honors the fact that the city
manager is the chief executive of the city. All dealings with the city manager, whether in public or
private, should respect the authority of the city manager in administrative matters. Disagreements
should be expressed in policy terms, rather than in terms that question satisfaction with or support of
the city manager.
The city manager respects and is sensitive to the policy responsibilities of the city council and
acknowledges that the final responsibility for establishing the policy direction of the city is held by the
city council.
A. Performance Evaluation
The city council is to evaluate the city manager on an annual basis to ensure that both the city
council and city manager are in agreement about performance and goals based upon mutual
trust and common objectives. The city manager's performance is evaluated in the following
areas: leadership, teamwork, job knowledge, attitude, accountability, empowerment,
communication, problem -solving skills, quality of service, safety/risk-taking, implementation and
administration of adopted council policy.
7.05 City Council/City Staff Relationship
City council member contact with city staff members, inclusive of the city manager, will be during
regular business hours, except in the case of an emergency.
A. City Council/Staff Interaction Ground Rules (adopted October 12. 2009)
1. Council members may ask for up to one hour of research on a city related topic or
issue as lone as the cumulative effect does not take staff away from accomplishing the
council's work plan or work authorized by the city council. Anything requiring more
staff time should be brought to the full city council consideration.
37
2. Information generated by staff or addressed to the city council will be sent to the city
council first and anything going to one Council Member will be sent to all council
members.
3. City staff should not lobby individual council members on any matters but rather
should work through the city manager.
4. Council members should not publicly criticize the city staff. If there are concerns it
should be discussed with the city manager privately.
S. Council members should at all times be respectful of staff and treat them as
professionals.
7.06 Code of Ethics
The city manager is subject to a professional code of ethics as a member of the International
City/County Management Association (ICMA). These principles appear in the Appendix of this manual. It
should be noted that this code binds the city manager to certain practices, which are designed to ensure
actions are in support of the city's best interests. Violations of such principles can result in censure by
ICMA.
7.07 City Council/City Attorney Relationship
Pursuant to recommendation of the city manager, the city council shall make provision for obtaining
legal counsel for the city, either by appointment of a city attorney on a full-time or part-time basis, or by
any reasonable contractual arrangement for such professional services. The city attorney is a contract
employee appointed by the city manager; such contract is confirmed by the city council. The city
attorney is the legal advisor for the council, its committees, commissions and boards, the city manager,
and all city officers and employees with respect to any legal question involving an official duty or any
legal matter pertaining to the affairs of the city. The general legal responsibilities of the city attorney are
to:
1. Provide legal assistance necessary for formulation and implementation of legislative
policies and projects;
2. Represent the city's interest, as determined by the city council, in litigation,
administrative hearings, negotiations, and similar proceedings;
3. Prepare or approve as to form ordinances, resolutions, contracts, and other legal
documents to best reflect and implement the purposes and intentions of the city
council; and
4. Keep city council and staff apprised of court rulings and legislation affecting the legal
interest of the city.
It is important to note that the city attorney does not represent individual members of council, but
rather the city as a corporate entity.
7.08 Roles and Information Flow
A. Council Roles
The full city council retains the authority to accept, reject, or amend the staff recommendation on
policy matters.
Members of the city council must avoid intrusion into those areas that are the responsibility of
staff. Individual council members may not intervene in staff decision -making, the development
38
of staff recommendations, scheduling of work, and executing department priorities without the
prior knowledge and approval of the city council as a whole. This is necessary to protect staff
from undue influence and pressure from individual council members, and to allow staff to
execute priorities given by management and the council as a whole without fear of reprisal. If a
council member wishes to influence the actions, decisions, recommendations, workloads, work
schedule, or priorities of staff, that member must prevail upon the council to do so as a matter
of council policy.
While it is inappropriate for any council member to instruct a city employee, it is entirely
appropriate to inquire since information is the basis for understanding and action. Information
that would be difficult or time consuming to produce, however, or that relates to a current or
future agenda item should be formally requested of the city manager, preferably during a city
council meeting, rather than requested of an individual staff member. Work assignments and
policy directions should come from the elected body as a whole and not from individual
members.
B. Access to Information
The city manager is the information liaison between council and city staff. Requests for
information from council members are to be directed to the city manager and will be responded
to promptly. The information requested will be copied to all members of council so that each
member may be equally informed. The sharing of information with city council is one of the city
manager's highest priorities.
There are limited restrictions when information cannot be provided. The city is legally bound not
to release certain confidential personnel information. Likewise, certain aspects of police.
department affairs (i.e., access to restricted or confidential information related to crimes) may
not be available to members of the city council.
C. Staff Roles
The council recognizes the primary functions of staff as executing council policy and actions
taken by the council and in keeping the council informed. Staff is obligated to take guidance and
direction only from the city manager or department director. This direction follows the policy
guidance of the city council as a whole. Staff is directed to reject any attempts of individual
council members to unduly direct or otherwise pressure them into making, changing, or
otherwise influencing recommendations.
City staff will make every effort to respond in a timely and professional manner to all requests
for information or assistance made by individual council members; provided that, in the
judgment of the city manager, the request is not of a magnitude, either in terms of workload or
policy, which would require that it would be more appropriately assigned to staff through the
direction of the full city council.
7.09 Dissemination of Information
In addition to regular, comprehensive memoranda written by the city manager directly to city council
concerning all aspects of city operations (exclusive of confidential personnel issues), all council members
receive copies of all correspondence received by the city manager that will assist in them in their policy -
making role. The city manager also provides other documents to council on a regular basis, such as
status reports, executive summaries, and weekly activity reports.
39
A variety of methods are used to share information with council. Workshops and study sessions are held
to provide detailed presentations of matters. Council/staff retreats serve to focus on topics and enhance
information exchange. The city manager's open-door policy allows individual council members to meet
with the manager on an impromptu or one-on-one basis.
7.10 Magnitude of Information Request
Any information, service -related needs, or policy positions perceived as necessary by individual council
members that cannot be fulfilled based upon the above guidelines should be considered as an item for
the agenda of a city council meeting. If so directed by action of the council, staff will proceed to
complete the work within a council -established timeline.
To avoid confusion and conflicting priorities, certain guidelines for council/staff relationships must be
followed. Council members initiatives generally fall into one of four categories:
1) Requests for information readily available.
2) Follow-up for a constituent relative to a municipal problem or question.
3) Requests for information not readily available and requiring considerable staff time and
research effort.
4) Initiation of a new priority or program.
Normally, items 1 and 2 can be handled directly between the city council member and the city staff.
Items 3 and 4 should be channeled through the city manager. In the past, understanding and common
sense have guided council/staff relationships and difficulties have seldom developed.
If a council member is less than satisfied with the channels of communication, he or she should
approach the city manager who will work to improve the flow of information to and from key staff
members.
Emergencies and significant events shall be communicated to the council members as expeditiously as
possible. In the event of an emergencies or a significant activity, the city staff member involved shall
immediately contact his/her department head. The department head will contact the city manager, as
soon as time permits, based on the circumstances. The city manager will be responsible for contacting
council members as soon as time permits, based on the circumstances.
In all cases, initiation of appropriate actions to protect life, safety and property shall take precedence
over communications.
Examples of events considered to fall within this category are:
➢ Any event attracting media interest.
➢ Any accident or injury of an elected official, city employee, or immediate family member of an
elected official or employee.
40
7.11 Staff Relationship to Advisory Bodies
Staff support and assistance may be provided to advisory boards, commissions, and task forces. Advisory
bodies, however, do not have supervisory authority over city employees. While staff may work closely
with advisory bodies, staff members remain responsible to their immediate supervisors and, ultimately,
the city manager. The members of the commissions, boards, or committees are responsible for the
functions of the advisory body. The chairperson is responsible for committee compliance with the
municipal code and/or committee bylaws. Staff members are to assist the advisory body chair to ensure
appropriate compliance with state and local laws and regulations.
Staff support includes: (1) preparation of a summary agenda after approval by the chairperson; (2)
preparation of reports providing a brief background of the issues, a list of alternatives,
recommendations, and appropriate backup materials, if necessary; and (3) preparation of minutes of
advisory body meetings. Advisory body members should have sufficient information to reach decisions
based upon a clear explanation of the issues.
Advisory bodies wishing to communicate recommendations to the city council shall do so through
adopted council agenda procedures as outlined in Section 8.05(C) of this manual. In addition, when an
advisory body wishes to correspond with an outside agency, correspondence shall be reviewed and
approved by the city council.
7.12 Restrictions on Political Involvement by Staff
Medina is a nonpartisan local government. Professional staff formulates recommendations in
compliance with council policy for the good of the community, not influenced by political factors. For
this reason, it is very important to understand the restrictions of political involvement of staff.
By working for the city, staff members do not surrender rights to be involved in political activities.
Employees may privately express their personal opinions. They may register to vote, sign nominating or
recall petitions, and they may vote in any election.
7.13 Council Attendance Policy
RCW 35A.13.020 (Council -Manager Plan of Government) directs us to RCW 35A.12.060 (Mayor -Council
Plan of Government) - Vacancy for Nonattendance. A council position shall become vacant if the council
member fails to attend three consecutive regular meetings of the council without being excused by the
council.
At the start of each city council meeting, the mayor or city clerk, or designee, will call the roll. Any
absent council member who has called the mayor or city manager's office prior to 5 0Q prn on the day of
the meeting to advise of such absence will be deemed excused.
41
The city council's collective policy and law -making powers are put into action at the council meetings. It
is here that the Council conducts its business. The opportunity for citizens to be heard, the availability of
local officials to the citizenry, and the openness of council meetings all lend themselves to the essential
democratic nature of local government.
The city council recoanizes meetings are most effective when !City Council Ground Rules; October 12
2009
1. Everyone on the council participates in discussion and voting (unless an individual member
has a conflict)
2. Meetinas start on time and end on time (or early).
3. The goal for each agenda item is clear and results in a decision.
4. The council moves forward expeditiously without rehashing previously discussed
information or engaging in conversation with the public during the business meeting
5. The city council conducts itself in a courteous, professional and respectful manner toward
each other, the staff and the public.
6. Council members maintain a balanced perspective, a sense of humor and have some fun in
conducting the public's business.
7. The staff (especially the city manager and city attorney) participate in council discussions by
offerina guidance, advice, options and draws upon their professional experience
8. The mayor uses the gavel to control the meeting and move it along including exercising the
prerogative of the chair to call for timely breaks.
9. Council members do not surprise one another or staff at a public meeting with anything
that could be discussed beforehand so that council members and staff can be prepared to
respond.
10. Council members speak with one voice once a vote has been taken and do not work to
undermine the decision of the council.
11. Council members read the agenda packet before hand and come to council meetings well
prepared.
12. Council members contact the appropriate staff with auestions before the meeting
8.01 Meeting Schedule
Regular meetings are held the second Mondays of each month at 6:30 p.m., in the council chambers,
501 Evergreen Point Road, Medina, as provided in MMC 2.04. Should these days happen to be
designated as a legal holiday; the Council meeting will be held the next business day.
8.02 Public Notice of Meetings and Hearings
Pursuant to RCW 35.22.288, cities are charged with establishing a procedure for notifying the public of
upcoming hearings and the preliminary agenda for the forthcoming council meeting. The procedure
followed by the city of Medina is as follows:
42
A. Notices
Except where a specific means of notifying the public of a public hearing is otherwise provided
by law or ordinance, notice of upcoming public hearings before the city council 9F the e'�s
shall be given by one publication of a notice containing the time, place,
date, subject, and body before whom the hearing is to be held, in the city's official newspaper at
least ten days before the date set for the hearing.
B. Preliminary Agenda of Council Meeting
The public shall be notified of the preliminary agenda for the forthcoming regular and special
city council meetings by posting a copy of the preliminary agenda in the following three public
places in the city at least 24 hours in advance of the meeting:
Medina City Hall City Notice Board
501 Evergreen Point Road Vicinity of 3400 Evergreen Pt Road
Medina, WA 98039 Medina, WA 98039
Medina Post Office
816 Evergreen Point Road
Medina, WA 98039
The public shall also be notified of the preliminary agenda for regular and special city council
meetings by posting a copy of the preliminary agenda on the city's official website.
C. Duties of City Clerk
The city clerk is directed to publish notices and post agendas as required by Section 8.02 of the
Medina City Council Guidelines Manual.
RCW 42.30.080 addresses the subject of special meetings. For special meetings, only those items
specifically listed on the agenda may be discussed, considered, or decided.
The city clerk is responsible for posting the notice of public meeting at least 24 hours in advance
of the meeting. Posting locations include the Medina Post Office, the city notice board, and the
public notice board at the entrance to Medina City Hall.
The city clerk will also notify the public, by way of a potential quorum notice, of any social
function (i.e., receptions, dinners) where a quorum of the council may be in attendance.
The city clerk, or designee, is responsible for recording action minutes for all city council
meetings. Action minutes shall include (City Council Action; August 9, 2004):
1. Timestamp for actions
2. Timestamp for votes
3. Voting record to include council member name
4. Individual comments transcribed into record. if reauested
S. Essence of citizen comment recorded into minutes
43
8.03 Special Meetings
Special meetings may be called by either the mayor or deputy mayor, or by the written request of any
three council members. Notice of a special meeting will be made by the city clerk by delivering
personally, by mail, email, or facsimile, written notice to each member of the council, the official city
newspaper, and to each local radio or television station which has on file with the city a written request
to be notified of such special meeting or of all special meetings at least 24 hours before the time of such
meeting as specified in the notice. The call and notice shall specify the time and place of the special
meeting and the business to be transacted.
The notices provided in this section may be dispensed with in the event a special meeting is called to
deal with an emergency involving injury or damage to persons or property or the likelihood of such
injury or damage, when time requirements of such notice would make notice impractical, and increase
the likelihood of such injury or damage.
8.04 Study Sessions
The city council may meet informally in a study session. The study session is the forum used by council
to review forthcoming programs of the city, to receive progress reports on current issues, or to receive
similar information from the city manager and others. All discussions and conclusions held during a
workshop are of an informal nature. Generally, final action is not taken while in a study session unless
delayed action may result in adverse consequences.
8 05 _ Placing Items onathe;Agenda
A ' Agenda P/anrirng Carnmittee:
The, city`manager and mayor vuill rev�euu ithe agenda prior tohthe`�i �gular meetrig
44
17 Members o the Public
8.06 Development of the Agenda
Staff is required to submit an agenda bill or study session memorandum form for each topic of
discussion on the citv council agenda. The deadlinefor suil�rtiftiiie these"forms=is:'noon:°on`Mortdav`nriar
documentation, including any information requested
heluied The forms must include
council at the previous council meeti
45
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Given the rigorous time frame for agenda development, it is extremely difficult for staff to compile or
prepare information requested at a Monday night meeting in time for toe a following Monday agenda
bill/study session memoranda deadline. This gives staff only four full days to obtain and prepare the
information requested.
The council will receive follow-up information at the second council meeting following the date it is
requested. This would allow staff sufficient time to prepare reports that require additional investigative
research and/or additional time due to complexity of subject matter.
8.07 Audio Recording of Meetings
The city clerk, or designee, shall make and keep audio recordings of all meetings of the Medina city
council, except those meetings or portions of meetings conducted in executive session. Recordings of all
U1
city council meetings, except as referenced above, shall be retained by the city in accordance with the
State of Washington, Office of the Secretary of State, Division of Archives and Records Management,
Local Government Retention Schedule.
8.08 Alarm System
There currently is no emergency alarm system in the council chambers.
8.09 Order of Business
The city council establishes the general order of meetings (Ordinance Number 809; July 9, 2007).
Items on the council agenda will be addressed in the following order (City Council Guidelines, October
12 2009):
1. An introductory staff Presentation including background, analysis, options and a
recommendation.
2. City council questions of staff.
3. City council discussion among itself.
4. Public comment is limited to one minute each and only if they have new information that
has not already been mentioned or Provided.
5. Final city council discussion.
6. City council decision.
This section summarizes each meeting component. The council may, at any time, by simple majority of
those present, vote to consider items in a different order.
A. Call to Order
The mayor, or in the mayor's absence the deputy mayor, presides over all meetings of the city
council, and after determining that a quorum is present, calls the meeting to order. In the
absence of the mayor or deputy mayor, the city manager shall call the council to order,
whereupon a temporary mayor pro-tem shall be elected by the members of the council present.
B. Roll Call
The mayor or city clerk, or designee, takes roll and announces the presence or absence of
individual council members.
C. Announcements
The city council may receive awards or special recognitions from various agencies, committees,
or individuals during this segment of the meeting. chairpersons or other representatives of
various municipal committees or agencies may be asked to report to the council concerning the
activities for which they are responsible. For discussion to occur on these reports, they must be
listed with some specificity on the agenda.
Council may also take the opportunity to acknowledge outstanding achievements or present
awards to employees, groups, or other individuals. Pursuant to Section 2.03(B) of this manual,
the mayor is vested with the authority to initiate and execute proclamations.
47
D. Consent Agenda
Those matters of business that require action by the council which are considered to be of a
routine and non -controversial nature are placed on the consent agenda. The individual items on
the consent agenda shall be approved, adopted, or enacted by one motion of the council.
Examples of such items include:
• Approval of all council minutes;
• Finance Director's report;
• Approval of vouchers;
• Final approval of leases and agreements;
• Final acceptance of grants, deeds, or easements;
• Setting dates for public hearings/meetings;
• Acknowledging receipt of claims for damages against the city;
• Passage of resolutions and/or ordinances, which the council has given directions to place on
the consent agenda;
• Final acceptance of public works construction projects as complete.
No discussion shall take place regarding any item on the consent agenda beyond asking
questions for simple clarification.
Unless a member of the council requests a reading of the minutes of a council meeting, such
minutes may be approved without reading, if the clerk has previously furnished each member
with a copy thereof.
Prior to approving the items on the consent agenda, council members may request to withdraw
any item and take action separately on that item. Council will consider each withdrawn item
during the course of the meeting after the amended consent agenda has been approved.
E. Audience Participation
During this portion of the meeting, the mayor will invite citizens to
tepees .• high are „„t s„trod„ led F„r „ubli . testi en on the eyening's age address the City
Council regarding any issue on the council agenda and any non -agenda items related to city
business, excluding public hearings. To ensure equal opportunity for the public to comment a
speaker's comments shall be limited to three minutes per person, per meeting. Those who have
service requests or complaints are encouraged to first bring such matters to the city manager
for prompt attention and resolution.
Council meetings are business meetings where City Council may hear from residents and take
action on official City business. In order to accomplish all the business on the agenda and be
respectful of everyone's time. Council Members will not be able to engage in dialogue with
individual members of the audience.
F. Public Hearings (on items other than ordinances and resolutions)
Public meetings, public hearings, open record reviews, and closed record reviews shall be held
at 6:30 p.m. or later, unless otherwise noticed in accordance with law.
Individuals desiring to speak during a public hearing are to address the council from the speaker
podium after giving their name and address. Comments are limited to the specific matter for
B]
which the public hearing is held. Written comments are encouraged during the public hearings.
When materials are presented during public hearings, they should be submitted to the city clerk
before the public hearing is closed on the item. Unless the presiding officer grants an extension
of time, comments are limited to three minutes.
After a public hearing is closed, no member of the public shall be permitted to address the
council or the staff. In fairness to members of the public, the city council shall be considered to
be in deliberations from that point forward. Additional public testimony either that evening or
at a future meeting would be precluded until public hearing notification procedures required by
the Medina Municipal Code are concluded.
G. Reports of Standing Committees
The chairperson or designee of the finance committee, personnel committee, facilities
committee and organizational committee may take this opportunity to share current activities
on the committees on which they serve. The chairperson of the planning commission and park
board may also take this opportunity to share current activities of the planning commission and
park board.
H. Reports of Special Committees
The chairperson or designee of ad hoc or special committees appointed by the council may take
this opportunity to share current activities on committees on which they serve.
L Reports of Officers
Members of the council, the city manager and department managers may take this opportunity
to make comments, extend compliments, express concerns, or make announcements
concerning any topic they wish to share with staff or the public.
During this portion of the agenda, council members will share current activities on regional,
state, and federal committees, boards, or commissions on which they serve.
J. Ordinances & Resolutions
Ordinances, resolutions, and other matters or subjects requiring action by the council must be
introduced by a member of the council, except that the city manager, city attorney, or
department directors may present ordinances, resolutions, and other matters or subject to the
council, and any council member may assume sponsorship thereof by moving that such
ordinances, resolutions, matters, or subjects be adopted; otherwise, they shall not be
considered. No ordinance shall be brought before the council at a regular city council meeting
prior to discussion and review at a council study session, unless unique circumstances exist or
emergency action is necessary.
Prior Administrative Review
All ordinances and resolutions shall, before presentation to the council, have been approved as
to form and legality by the city attorney or the city attorney's authorized representative, and
shall have been first referred for review to the head of the department under whose jurisdiction
49
the administration of the subject matter of the ordinance or resolution would devolve, and shall
further have been presented to the city manager or authorized representative for review.
Ordinance Preparation
The city attorney shall review all ordinances. The city attorney shall prepare no ordinance unless
ordered by a majority vote of the council or requested by the city manager.
Ordinance Passage
(i) No ordinance shall contain more than one subject that shall be fully and clearly expressed in
its title. Ordinances shall be presented to each member of the city council and the city manager
in written form prior to any vote thereon; provided, however, that revisions and amendments
may be made by voice at such meeting.
(ii) Ordinances which have not been placed on the consent agenda, and which meet the
requirements of subsection (i) of this section may be passed by having only the title read aloud
and without having the full ordinance read aloud unless a motion approved by a majority of the
council members present requests that the ordinance be read aloud in full.
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M. Executive Session
At the call of the presiding officer, or with a majority vote, the city council may recess to
executive session to privately discuss and consider matters of confidential concern to the well
being of the city. The purposes for which an executive session may be held are identified in
RCW 42.30.110:
*Discussion with legal counsel of pending or potential litigation
*Personnel matters
*Property acquisition/disposition
•Matters affecting national security
*Performance review of publicly bid contracts
*Complaints or charges brought against a public officer or employee
*Qualification/performance review of job applicants and employees
*Evaluate qualifications of candidates for appointment to an elective office
The city council may also hold an executive session to receive confidential advice from the city
attorney under the attorney -client privilege.
50
Before convening in executive session, the presiding officer shall publicly announce the
purpose for excluding the public from the meeting place, and the time when the executive
session will be concluded. An executive session may be extended to a stated later time by
announcement of the presiding officer.
N. Addressing the Council -- Generally
Written Communications. All persons may address the council by written communication,
including e-mail. Such written communication pertaining to items subject to public hearing
procedures will be made a part of the public record.
Oral Communications. All persons may address the council verbally, either:
a) During the visitor's portion of the agenda for items not on the agenda;
b) During public hearings, following staff (and applicant, if applicable) comments;
c) During items on the agenda that are not public hearings, etc., following staff comments
at the discretion of the council.
Addressing the Council — Manner -- Limits. Each person addressing the council will give his or
her name and address in an audible tone of voice for the record, and, unless the council grants
further time, shall limit the address to three minutes. All remarks will be addressed to the
council as a body and not to any member thereof. No person other than the council and the
person having the floor will be permitted to enter into any discussion, either directly or
through a member of the council, without the permission of the mayor.
13. Effective citizen participation/comment is (City Council Guidelines, October 12, 2009):
i. Courteous.
ii. Respectful.
iii. To take place during the public comment portion of a Regular meeting only.
iv. Not interrupting a presentation or Council discussion.
V. Limited to three minutes and Council members do not engage the speaker in a
discussion but rather refer the matter to the City Manager for an appropriate
response and the public is informed of this practice a the beginning of the
meeting.
vi. On any issue on the Council agenda or any other item on which they choose to
address.
vii. A summary of more lengthy written material being submitted.
viii. Not simply a reading of an item into the record.
O. Addressing the Council -- After a Motion is made
After the council makes a motion, no person will address the council without first securing the
permission of the mayor or presiding officer to do so.
P. Adjournment
A Council member may propose to close the meeting entirely by moving to adjourn. The
meeting will close upon the majority vote of the council. A motion to adjourn will always be in
order and decided without debate All council meetings uv�ll conclude no later than p9w30,p.'rne
51
8.10 General Procedures
A. Seating Arrangement of the Council
While the deputy mayor is customarily seated immediately next to the mayor, he or she may
choose to sit anywhere at the dais. The mayor shall establish other seating arrangements for
regular council meetings.
B. Signing of City Documents
The mayor, unless unavailable, shall sign all ordinances, resolutions, and other documents which
have been adopted by the city council and require an official signature; except when the city
manager has been authorized by council action to sign documents. In the event the mayor is
unavailable, the deputy mayor may sign such documents.
C. Quorum
Four members of the council shall constitute a quorum and are necessary for the transaction of
city business. In the absence of a quorum, the mayor shall, at the request of any two members
present, compel the attendance of absent members.
D. Minutes
The city clerk or designee shall take minutes at all meetings of the city council. The minutes shall
be made available for public inspection.
Unless a member of the council requests a reading of the minutes of a council meeting, such
minutes may be approved without reading, if the clerk has previously furnished each member
with a copy thereof.
E. How Many Votes are Required for Passage?
For all ordinances, resolutions, and motions, except for the following, a simple majority of the
council members present (assuming a quorum) is sufficient for passage:
The passage of any ordinance, grant or revocation of a franchise or license, and any resolution
for the payment of money, requires an affirmative vote of at least a majority of the whole
membership of the council.
Public emergency ordinances, necessary for the protection of public health, public safety, public
property, or public peace, may take effect immediately upon final passage (instead of after a
five-day delay), if passed by a majority plus one of the whole membership of the council.
Passage of an ordinance for an emergency expenditure requires a vote of more than a majority
of all members of the council.
52
8.11 Open Meeting law
A. Applicability
The open meeting law applies to the city council, all quasi-judicial bodies, and all standing,
special or advisory boards, commissions, committees or subcommittees of, or appointed by, the
city council.
B. Meetings
All meetings of the council shall be open to the public, except in the special instances as
provided in RCW 42.30.110, as hereafter amended. A meeting takes place when a quorum (a
majority of the total number of council members currently seated on the council) is present and
information concerning city business is received, discussed, and/or acted upon. The label
applied to a public meeting does not affect compliance with the law. Whether the meeting is
referred to as regular or special, workshop or study session, the notice, agenda and minute -
taking requirements must be met. The only exception to the public meeting requirement is an
executive session, which was discussed in Section 8.09(0).
C. ADA Requirements
The city of Medina strives to provide accessible meetings for people with disabilities. Assisted -
listening devices are available for use in the Council Chambers. If these or other
accommodations are required, please contact the city clerk's office at (425) 233-6400 at least
three days prior to the meeting.
D. Actions
No legal action can be taken by the council, except in a public meeting. At a Special Meeting,
action can be taken only on those items appearing on the posted agenda, except for emergency
items as defined in Section 8.05(E). At a Regular Meeting of the city council, the council is free to
take action on non -agenda items, subject to applicable notice requirements in state statutes or
local ordinances for the subject matter being considered.
E. Correspondence
All writings distributed for discussion or consideration at a public meeting are public records,
with the exception of written materials protected by the attorney/client privilege. The content
of documents protected by the attorney -client privilege must not be cited or quoted in order to
protect the privilege.
F. Council Member Contact Outside Council Meetings
It is considered acceptable for council members to contact each other outside council meetings
for the purpose of obtaining information, answers to questions, etc. It is not appropriate to use
such contact for the purpose "locking up" votes on an issue prior to a Council meeting to the
exclusion of full debate, discussion and considered decision making among all members of the
city council. (Approved October 12, 2009, City Council Guidelines)
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8.45 Remote Meeting Attendance
(Adopted 2-11-2008 City Council Meeting)
Occasionally, a Council Member will be prevented from physically attending a Council Meeting
and may wish to participate via teleconferencing or videoconferencing connection Such
Participation enables full representation and deliberation of the body, however inherent
limitations exist which dictate that remote participation should be restricted in frequency, and
subiect to the following rules:
A. Remote attendance shall not be permitted unless a quorum of the Council is physically
present.
B. Remote participation should be reserved for special circumstances and is limited to once
Per year per council member. (Confirmed October 12,209City Council Ground Rules)
C. Remote participation should be limited to time sensitive items and those agenda items
where it is especially important for all members of the body to participate in the
deliberative process: remote participation for the full duration of any meeting is highlv
discouraged.
D. Requests to participate in meetings remotely shall be made to the City Clerk with
sufficient notice to enable equipment set-up and transmittal of agenda packet materials
E. When multiple requests are received to participate remotely in the same meeting and
where equipment limitations restrict the number of participants priority will be given in
order that the requests were made to the City Clerk.
F. Council Members who participate remotely must have reviewed all agenda packet
materials, have access to all exhibits listen to all public testimony, and participate in the
body's deliberative process.
G. The Mayor, or alternate presiding officer, shall make it clear for the public record when a
Member is participating remotely, and when such participation is terminated; it is his
responsibility to insure compliance with the provisions of this Council Guideline
H. Any or all of the rules pertaining to remote attendance and participation can be suspended
by Council action, or unilaterally by the Mayor, if a quorum is needed in the event the
body must deliberate or take action in the event of an emergency, or to preserve public
welfare and safety.
I. Any or all of the rules pertaining to remote attendance and participation may be
invalidated, or altered, to conform to applicable state or federal law which from time to
time, may be enacted.
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Robert's Rules of Order is the classic statement of present day parliamentary procedure. Familiarity with
and use of Robert's Rules provides the means whereby the affairs of the council can be controlled by the
general will of the members. Council meetings can proceed in a controlled and predictable manner,
allowing the business of the citizens of Medina to be handled in a direct, constructive and democratic
manner. The following rules of conduct are adapted from the pages of Henry M. Robert's time-honored
book and merit the council's special attention.
By approval of the Council Protocol Manual, the city council has adopted a modified version of Robert's
Rules of Order. The abridged rules of order that will be entertained by the Medina City Council can be
found in the Appendix.
9.01 Customs of Formality
The presentation and disposition of motions at a city council meeting involves significant interaction
between the presiding officer and the members of the council. Therefore, members should understand
the customs of formality that are followed by the presiding officer and members in conformance with
parliamentary procedure.
A. Customs Observed by Members
The regular presiding officer of the council is addressed as "Mayor " or Mr.
(or Madam) Mayor." Even at meetings where no citizens are present, the presiding officer is
called by the individual's proper title and is never addressed or referred to by his or her first
name or the personal pronoun "you".
As a general rule, the presiding, officer is addressed as "the chair" when additional reference is
required. For example, "Mr. Mayor, do I understand the chair to state..." The presiding officer's
place or station in the chambers is also called "the chair." Therefore, the term "the chair"
applies to both the presiding officer and to that person's station in the council chambers.
Members address only the chair, or address each other through the chair, and generally refer to
each other by title. For example, "Mr. Mayor, may I ask Councilwoman A to explain..."
B. Customs Observed by the Presiding Officer
The presiding officer refers to himself or herself as the chair and never uses the personal
pronoun "I." For example, "The chair rules that..." The presiding officer also does not address
an individual member as "you," but refers to members by their proper title.
9.02 Meeting Decorum and Order
The presiding officer shall preserve decorum and decide all questions of order, subject to appeal by the
council. During council meetings, council members shall preserve order and decorum and shall not delay
or interrupt the proceedings or refuse to obey the orders of the chair or the rules of protocol.
Any council member may request the presiding officer to enforce the rules of protocol. Upon motion
and majority vote, the presiding officer shall be required to do so. Any person making personal,
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impertinent, or slanderous remarks, or who becomes boisterous while addressing the council shall be
forthwith, by the mayor, barred from further audience before the council.
9.03 Order of Discussion
The presiding officer should follow the prepared agenda as much as possible. However, for those
occasions when deviations are necessary or convenient, the presiding officer will clearly announce that
the council has decided to rearrange the agenda. When changing the order of discussion, it must be
done so as not to prevent or deny any member of the public the opportunity to listen to the discussion
of any agenda item.
9.04 Obtaining the Floor
A council member shall address the presiding officer and gain recognition prior to making a motion or
engaging in debate. The presiding officer will recognize council members by their last name, such as
"Council Member Jones." Council members will address each other as council member, followed by last
name, such as "Council Member Jones." Cross -exchange between council members and the public
should be avoided. This is to prevent general conversation and to keep the order necessary to maintain
decorum and accomplish the business of the council.
After a member has concluded comments and yielded the floor, if two or more members are trying to
obtain the floor at the same time, the general rule is that the person who addresses the chair first is
entitled to be recognized. When a motion is open to debate, however, there are three instances in
which the presiding officer should assign the floor to a person who may not have been the first to
address the chair. These are:
1. The council member who made the motion currently under debate is entitled to be
recognized in preference to other members if that individual is claiming the floor and
has not already spoken on the question.
2. No member is entitled to the floor a second time in the meeting on the same motion as
long as another member who has not spoken on the motion desires the floor.
3. In instances where the person to be recognized is not determined by (1) or (2) above,
and where the presiding officer knows that members who are seeking the floor have
opposite opinions on the motion, the chair should let the floor alternate as much as
possible between those favoring and those opposing the motion.
9.05 Questions to Staff
A council member may, after recognition by the presiding officer, address questions to staff members.
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9.06 Interruptions
Once recognized, a council member should not be interrupted while speaking, except to make a point of
order or personal privilege. If a council member is called to order while speaking, the individual shall
cease speaking until the question order is determined.
Upon being recognized by the presiding officer, members of the staff shall hold the floor until
completion of their remarks or until recognition is withdrawn by the presiding officer.
9.07 Discussion Limit
A council member should not speak more than once on a particular subject until every other council
member has had the opportunity to speak. Council members are encouraged to discuss items during the
decision -making process.
9.08 Basic Steps to Conducting Business
Specific requests or proposals that are presented to council for consideration and possible action must
be introduced in the form of a motion. For the proper presentation and disposition of most motions, 13
separate steps are required. The basic steps to conducting business include:
The Presiding Officer (Chair):
1. Introduces the item to be considered as presented on the agenda
2. Opens a public hearing
3. Closes the public hearing after receiving comments (if any) from the public
4. Calls for discussion
A Member of the Council:
5. Addresses the chair
6. Is recognized by the chair
7. Proposes the motion
A second member of the Council:
8. Seconds the motion
The Presiding Officer (Chair):
9. States the motion
10. Calls for any further discussion or debate
11. Restates the motion and puts the motion to a vote
The City Clerk:
12. Takes the vote
13. Announces the results
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9.09 Making a Motion
Under parliamentary procedure, there are three steps required to bring a motion before the council for
its consideration:
1. A council member makes a motion;
2. Another council member seconds the motion, and
3. The chair states the motion.
Unless the motion can interrupt a speaker as explained in Robert's Rules of Order, a member must
obtain the floor to make a motion. Once the chair has recognized a council member, the individual
makes the motion by saying, "I move that..." or "I move to..." and announcing what is proposed.
Council members should attempt as much as possible to state motions in the positive form ---that is, "I
move to..." rather than "I move not to..." Motions where one must vote "yes" to vote against a proposal
are confusing not only for council members, but also for staff and citizens.
If a proposal has only minimal support, a council member might state "I make this motion in order to put
it on the floor for discussion. I am not sure of my position on it at the present time."
9.10 Seconding a Motion
After a motion has been made, and if it requires a second, another council member who wishes to see
the motion considered says, without obtaining the floor, "I second the motion," or simply, "Second." A
second merely implies that the member agrees the motion should come before the meeting, not
necessarily that the member favors it. If another member of the council does not second the motion,
the chair normally asks, "Is there a second to the motion?" If there is no second, the chair should say
"Since there is no second, the motion is not before this meeting." If seconded, the maker of the motion
should then be regarded as having the refusal of the floor in preference to all other members.
The purpose of a second is to prevent time being spent on motions that only one person wants to
discuss. After the council makes a motion, no person shall address the council without first securing the
permission of the mayor or Council to do so.
9.11 Stating the Question
Under parliamentary procedure, making and seconding a motion does not put it before the council for
consideration. This can be done only by the chair when the presiding officer repeats the exact motion
and indicates that the motion is open for debate by stating: "It has been moved and seconded that ... Is
there any discussion?"
A. Right to Withdraw or Modify a Motion
Until the chair has stated the question, the maker has the right to modify or withdraw the
motion. After the motion has been stated, however, it can be withdrawn only with the council's
consent. If any objection is made, it will be necessary to obtain leave to withdraw by a motion
for that purpose. When a motion is withdrawn, the effect is the same as if it had never been
made.
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B. Pending Motions
When the chair has stated a motion, it is said to be pending. When several motions are pending,
the last one stated by the chair, and the first to be disposed of, is called the immediately
pending question. Thereafter, other pending motions are considered in descending order of
rank.
9.12 Amendment of the Main Motion
When the main motion does not exactly suit the members of the council, it may be changed by means of
amendment before it is finally voted upon. Once recognized by the chair, a council member may make
the motion to amend by stating, "I move to amend the motion by..." ---adding, striking out, inserting, or
substituting. An amendment to the main motion requires a second; it is debatable, requires a majority
vote, and must be germane ---that is, closely related to or having bearing on the subject of the motion to
be amended.
If the motion on the amendment passes, the chair puts the main motion, as amended, to a vote. If the
motion on the amendment fails, the chair puts the main motion, as originally presented, to a vote.
The member, who offers the motion, until it has been stated by the chair, can modify the motion, or
withdraw it entirely; after it is stated, he/she can do neither without the consent of the body (majority).
For example, the mover may state, "With the consent of the body I will modify my motion to state as
follows..." If no one objects, it shall be deemed that he/she has the consent of the body to modify
his/her motion. When the mover modifies his/her motion, the one who seconds it can withdraw his/her
second.
A friendly amendment may be made, which clarifies the intent of the maker of the motion and is
accepted by the maker of, and second to, the motion without requiring a vote by the council on the
amendment.
9.13 Postponement of Business
A. Postpone to a Time Certain
Council may delay action on a pending question by making a motion to postpone the item
either indefinitely or to a time certain. This motion can be made regardless of how much
debate has taken place. The question may be postponed either so that it may be considered at
a more convenient time or because debate has shown reasons for delaying a decision.
B. Postpone Indefinitely
Council may decline to take a position on a pending question by moving to postpone the item
indefinitely. Voting to postpone indefinitely kills the main motion and avoids a direct vote on the
question. This motion is useful for disposing of a badly expressed main motion that cannot be
either adopted or expressly rejected without possibly undesirable consequences.
C. Table
Commonly misused in place of a motion to postpone, council may lay the pending question
aside temporarily when some other issue of immediate urgency has arisen. Lay on the Table is
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out of order if the evident intent is to kill or avoid dealing with an item. This motion requires a
majority vote and halts consideration of a question immediately and without debate.
After a question has been laid on the table, it can be taken from the table by a majority vote as
soon as the interrupting business is disposed of and when no other question is pending.
9.14 Debate
The term "debate" applies to the discussion of the merits of any pending question during a council
meeting. All main motions and certain other motions are entitled to debate.
Any member of the city council may move to close debate by saying, "I move that debate on the motion
be closed," or "I move the previous question." However, council members should refrain from using the
term, "call the question," as a means to end debate. The audience better understands, "Move that
debate on the motion be closed," rather than "calling the question." The motion must be seconded. The
presiding officer immediately requests a vote, to which a two-thirds vote is required to close debate.
A motion to close debate can neither be debated nor amended. The motion to close debate effects the
immediately pending question, whether it be an amendment or the main motion. Should the motion
fail, debate is reopened. If the motion passes, then the council shall vote on the motion for which
debate was closed.
The presiding officer cannot close debate as long as any member who has not exhausted the right to
speak desires the floor.
While debate on a main motion is under way, amendments and subsidiary, privileged and incidental
motions may be introduced (if they are in order), debated (if debatable) and disposed of.
In addition to the customs of formality discussed in Section 9.01, observance of the following practices
will make debate smooth and orderly. Members of the council should:
• Confine their comments to the merits of the pending question;
• Refrain from speaking against their own motions;
• Refrain from reading reports, quotations, etc., without permission of the council; and
• Speakers should yield the floor to the chair whenever the chair interrupts to give a ruling or
information, or to otherwise speak
9.15 Voting Procedures
Each council member shall vote on all questions put to the city council, unless a conflict of interest
under state law or appearance of fairness question is present. Unless a member of the council states
that he or she is not voting, his or her silence shall be recorded as an affirmative vote.
If a member asserts a conflict of interest under state law or appearance of fairness question, and it is
not apparent to all council members present, the member shall be excused from voting on an issue only
by majority vote of the council members present.
If it is determined by majority vote of the city council as a whole, plus one, that a council member has a
conflict of interest under state law or would violate the appearance of fairness doctrine by participating
in, and/or voting on, a matter coming before the council, then the member determined to have the
conflict of interest or appearance of fairness doctrine violation shall not participate in or vote on said
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matter. In the event a challenged member or members requests additional time prior to the challenge
having been voted on by the city council in order for the council member to present further information
to the council, then the city council's determination with respect to the challenge shall be continued to
the next regularly scheduled meeting of the city council, at which time the member or members
requesting the additional time shall present such additional information. At the conclusion of the
presentation, the city council shall make its determination as provided hereinabove.
When the debate appears to be over and if no one indicates a desire to continue discussion, the chair
puts the motion to a vote by stating, "If there is no further discussion, cast your votes."
Only those ordinances, resolutions, or motions that receive an affirmative vote by the majority of the
city council shall be passed or become effective. In order for an ordinance or resolution to become
effective immediately, the city council must declare that an emergency exists and approve the
ordinance or resolution by the affirmative vote of three -fourths of the members of the city council. (See
Section 8.10E)
A conflict of interest shall be declared whenever appropriate and in compliance with state law. The
affected council member will not participate in the discussion and will abstain from the voting process
by leaving the council chambers until such time as consideration of the item has been concluded.
A. Affirmative Vote: Affirmative votes will be case in an audible tone of voice.
B. Abstention from Voting: Any member may abstain from voting on any question; provided, at the
time of declaring his/her abstention, he/she shall state the reason.
C. Tie Vote: A tie vote results in the motion having failed. The presiding officer may publicly explain
the effect of the tie vote for the audience.
D. Reconsideration: Reconsideration of an item will be considered by a majority vote of the
Council. A member of the prevailing majority must make a motion for reconsideration when the
previous vote was taken, and can be made no later than the next regular meeting after which
the previous vote was taken.
9.16 Right of Protest
A council member is never required to state reasons for a dissenting vote; provided, however, that any
member of the city council shall have the right to have the reasons for his or her dissent from, or protest
against, any action of the council entered on the minutes.
9.17 General Rules of Procedure
A. Standing to Question Procedures
These rules shall govern the parliamentary procedures of the members and by the members
only. Procedures may be questioned only by members of the body, and then only in accordance
with these rules. The decision of the chair will be final and conclusive as to all, subject only to a
motion by a member of the body, duly and timely made, in which case the ruling of the body
shall be final and conclusive. Nothing in these rules will be construed to prevent the chair or a
member from requesting aid in the interpretation of these rules or other matters from the city
staff or officials.
B. Precedence
Motions having precedence on those that may be made while another motion is pending.
C. To Yield
Motions yield when they are pending and another matter can be considered while the yielding
motion still pends.
D. Applied
Where a motion can have no subordinate motion applied to it, the fact is stated. For example,
the motion to continue may not be applied to the motion to lay on the table.
E. Debate
Debate shall not take place until the chair has stated the question. Debate shall be limited to the
immediately pending question, except that the main question is also open when the following
motions are pending: postpone indefinitely, or reconsider a debatable question.
F. Putting the Question
When the debate appears to have closed, the chair will ask, "Are you ready for the question?" If
no one asks for the floor, the chair shall put the question to a vote, making it clear what the
question is.
G. Majority
A majority of those present shall constitute a majority of the body assuming a quorum is
present. The chair has the tie -breaking vote and may second a motion.
9.18 Specific Rules of Procedure
The following motions are permissible in considering any matter on the agenda, and unless otherwise
specified, shall rank in precedence and application as set forth below:
A. Undebatable Motions
1. Question of Order and Appeal.
A question of order takes precedence of the question giving rise to it, may be put when
another member has the floor, needs no second, and must be decided by the chairman
without debate. If a member objects he may appeal, which if seconded, will immediately be
put to the body. An appeal is waived if not made immediately. On appeal, the decision of the
chair is sustained on a tie vote.
2. Suspension of Rules.
This motion may not be amended, nor another motion be applied to it, nor a vote on it
reconsidered. Rules of the body may not be suspended except for a definite and specific
purpose and by a vote of one more than a majority present. Nothing else may be done under
the suspension. It may not be renewed at the same meeting if once defeated. It shall be in
order to change the order of the agenda. No rule can be suspended when the negative vote is
as large as the minority protected by that rule.
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3. To Lay on the Table
This motion may not be used for purposes of continuance of a matter that has been specially
called for public hearing, which is done by a motion to continue. It may not be amended, nor
an affirmative vote on it be reconsidered.
If carried, the subject tabled may not be considered again until the body votes to take it from
the table, which motion is also undebatable.
The object of the motion is to postpone the subject in such a manner that it can be taken up
at any time, either at the same or some future meeting. It may be used to suppress a
question for that meeting, but not for a matter for which a public meeting has been specially
set. The effect of the motion is to place on the table everything that adheres to the subject,
so that if an amendment be ordered to lie on the table, the subject which it is proposed to
amend is also tabled. However, it may be limited to the particular pending matter and if so
adopted the remaining matters shall still be before the body.
4. The Previous Question
This motion is not amendable and applies to any debatable question, but is not debatable
itself. It requires the vote of one more than a majority of the members present for its
adoption. When called and seconded, the chair shall immediately put the question. If the
motion fails to carry by a majority plus one of the members present, the debate will continue
as if the motion had not been made. If adopted, the chair shall immediately bring the body to
vote upon the pending question.
If applied to an amendment to a pending question, it brings to a vote not only the motion to
amend, but also the question to be amended. However, the motion for the previous question
may be limited to the pending amendment and, if adopted, debate will be closed only to the
motion to amend.
It shall be proper for a member to submit a motion and at the same time move the previous
question thereon and thus cut off debate on the motion. In this case, the chair shall first put
the motion for previous question to vote.
B. Debatable Motions
1. Continue to a Certain Day
This motion yields to all undebatable motions, and takes precedence of all other
debatable motions, except that it may be amended by altering the time, and the
previous question can be applied to it without affecting any other motions pending.
2. To Commit or Refer
This motion is to commit or refer a matter to a committee. It can be amended by
altering the committee, or giving the committee instructions. The debate on the motion
opens the debate on the main question it is proposed to commit.
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3. To Amend
This motion takes precedence over nothing but the question that it is proposed to
amend and yields to all questions except to postpone indefinitely. It can be applied to all
but undebatable questions, an amendment of an amendment, to postpone indefinitely,
or to reconsider. It can be amended itself, but an amendment of an amendment cannot
be amended.
An amendment may be inconsistent with the one already adopted, or may be directly in
conflict with the spirit of the original motion, but it must have a direct bearing upon the
subject of that motion. A motion to amend by inserting new words once past may not
be the subject matter of a new amendment to change the same words. The proper
motion is the motion to reconsider the vote by which the words were inserted.
A motion to amend may be made to "divide the question" into two or more questions as
the mover specifies, so as to get a separate vote on any particular point or points.
4. To Postpone Indefinitely
This motion takes precedence of nothing except the question to which it is applied and
yields to all motions except to amend. It cannot be amended, and opens to debate the
entire question which it is proposed to postpone.
Its effect is to entirely remove the question from the body for that session. The previous
question, if ordered when this motion is pending, applies only to it without affecting the
main question.
It cannot be applied to a matter that has been specifically set for public hearing. A
negative vote on it cannot be reconsidered.
5. Principal Question
The main or principal question is a motion to bring before the body for its consideration
any particular subject. No principal motion can be made when any other motion is
before the body. It takes precedence over nothing and yields to all.
C. Miscellaneous Motions
1. To Rescind
This motion cannot be made for a matter that has been voted upon for which a matter
has been specifically called for public hearing. However, for other matters to which it is
appropriately addressed, as where it is too late to reconsider the vote, the motion is the
course to pursue to rescind an objectionable policy, order or motion; it is debatable.
2. To Reconsider
This motion is not in order after the body has voted upon the principal question which is
the subject matter of a specially called public hearing, unless made immediately after
thereon and before the council has moved to the next item of business. It is otherwise
in order at any time, even when another member has the floor, but not after the council
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has adjourned the meeting. Nothing herein shall be construed as preventing the council
from considering the same item at a subsequent_ meeting as a new item of business.
A member who voted with the prevailing side must make the motion. It can be applied
to the vote of every other question, except as noted above, and except to suspend the
rules and an affirmative vote to lay on the table or to take from the table.
The motion may not be amended. Whether or not it is debatable depends upon
whether the question to be reconsidered is debatable or undebatable. It may be laid on
the table, in which case, the reconsider, like any other question, can be taken from the
table.
3. Roll Call
Any member may demand a roll call vote any time before or after any question is put.
The demand needs no second and the chair must ask for a roll call vote on demand. It is
not debatable and may be applied to any question. It is waived if after the vote it is not
immediately made and prior to the next matter being considered.
9.19 Suggested Forms
1. Undebatable Motions
a. Question of order
Member: "I raise a point of order."
Chair: "State your point of order."
Member: States his/her point of order
Chair: Ruling by the chair, who may give reasons.
Member: ".I appeal from the decision of the chair."
Chair: (If seconded) "Shall the decision of the chair stand as the decision of the
body?"
b. Suspension of rules (majority plus one)
Member: "I move to suspend the rules requiring..."
c. To lay on the table (maiority plus one)
Member: "I move to lay the question (stating it) on the table."
Chair: If seconded) "Shall the main question be now put?"
Member: "I call for the previous question on the amendment."
Chair: (If seconded) "Shall the question be now put on the amendment?"
2. Debatable Motions
a. Continue to a certain day (majority)
Member: "I move to continue the question of (stating it) to the next regular (or
recessed) meeting of (date)."
NOTE: Confirm date of meeting with city attorney in matters of land use to ensure compliance with the MMC.
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b. To commit or refer (maiority)
Member: "I move to refer the subject to a committee."
c. To amend (maiority)
Member: "I move to amend the motion to 'add', or'insert', to'strike', to 'strike out
XYZ and insert ABC', to 'divide the question' (into two or more questions), etc."
d. To postpone indefinitely (maiority)
Member: "I move to postpone the question indefinitely."
e. Principal question (maiority)
Member: "I move that..."
3. Miscellaneous Motions
a. To rescind (maiority)
Member: "I move to rescind that motion, policy, etc."
b. To reconsider (maiority)
Member: "Having voted on the prevailing side, I move that were consider the vote on
the motion to (stating it) and have such motion entered on the record."
c. Roll call (any member)
Member: "I demand a roll call vote." No second needed.
Chair: "The clerk will please call the roll."
9.20 Other Protocol
Other guidelines are also in place to ensure meetings of the council emphasize the importance of the
business being conducted in a professional manner. Council members and staff shall:
• Work to preserve appropriate order and decorum during all meetings.
• Address council members as council member, followed by last name, such as "Council
Member Jones," and staff by staff member's last name.
• Discourage side conversations, disruptions, interruptions or delaying efforts.
• Inform the presiding officer when departing from a meeting.
• Limit disruptive behavior. The presiding officer will call persons demonstrating rude,
boisterous, or profane behavior to order. If such conduct continues, the presiding officer
may call a recess, request the removal of such person(s) from the council chambers, adjourn
the meeting, or take such other appropriate action as permitted by the law. The city council
discourages applause, booing or other similar behaviors from the public during meetings.
• Recognize that only the city council, staff, advisory body chairs or designated
representatives, and those authorized by the presiding officer shall be permitted to sit at the
council or staff stations.
A. Enforcement of Order
The chief of police (or designee) acts as the sergeant -at -arms. It shall be the duty of the
sergeant -at -arms to carry out all instructions of the presiding officer to preserve the peace and
maintain order and decorum at council meetings.
A portion or all of the public may be removed from the meeting site if willful disruption makes
conducting the meeting unfeasible. Upon instructions of the mayor, it shall be the duty of the
sergeant -at -arms, or any of them present, to place any person who violates the order and
decorum of the meeting under arrest, and cause him or her to be prosecuted in accordance
with law.
B. Values of Respect
The city council recognizes the importance of approaching the public's business in an
environment of personal respect that places emphasis on the consideration of policy and
avoids personalization of comments. Some general guidelines utilized by the city council
include:
• Discussion should focus on policy matters.
• Personal criticism of members is inappropriate.
• Proper decorum should be displayed as other members express their views.
9.21 Parliamentarian
The mayor, or in the absence of the mayor, the deputy mayor, shall serve as parliamentarian for the city
council and as such shall decide all questions of parliamentary procedure in accordance with the
parliamentary rules contained in Robert's Rules of Order. Before deciding any question of parliamentary
procedure, the mayor may request advice from the city attorney or city clerk or designee. In cases
where serious errors in procedure are being used or being contemplated, the city attorney should give
advice even when it has not been requested.
9.22 Procedures for Small Boards
Since the city council is relatively small compared with other organizations using Robert's Rules, some of
the procedural formality can be dispensed with.
The following "Procedures for Small Boards" from Robert's Rules is modified for use by the Medina City
Council. Modifications to Robert's Rules for Small Boards are noted in italics.
• While members are required to obtain the floor before making motions or speaking, they may do
so while seated. (Text normally reads that members are not required to obtain the floor before
hand.)
• Motions must be seconded. (Text normally reads, "Motions need not be seconded.")
67
• No limit is placed on the number of times a member may speak to a question. However, motions
to close or limit debate may be entertained. (Text normally reads that such motions "should not be
entertained. ")
• Informal discussion of a subject is permitted while no motion is pending. It is normally expected,
however, that discussion will follow a motion on the floor.
• Sometimes when a proposal is perfectly clear to all present, a vote can be taken without a motion
having been introduced. Unless agreed to by general consent, however, all proposed actions of a
board must be approved by vote under the same rules as other assemblies, except that a vote can
be taken initially by a show of hands. Normally, the ayes and noes on any question must be
recorded.
• The Mayor can speak in discussion without rising or leaving the chair, can make motions, and
votes on all questions.
9.23 Rules of Conduct for TV Camera Crews in Council Chamber
To preserve council chamber decorum, and minimize council and audience distractions, television
cameras are to be confined to areas that do not obstruct seated audience view of council members.
Interviews in the chamber are permissible before and after meetings. However, no interview or live
narration will be allowed in the chamber during the proceedings of a meeting.
M.
The city cou`nc►I will review and rev«e the City Council Guidelines Manua} as needed, or every four years;
.•
11.01 Association of Washington Cities [(800) 562-8981 ]
www.awcnet.org [AWC is linked to the MRSC web site] The Association is a voluntary, nonpartisan,
nonprofit association comprised of all incorporated cities and towns in Washington. The Association:
• serves as a resource for information
• provides news, reports, and reminders affecting cities and towns
• acts as liaison to State agencies
• represents the interests of cities before the state legislature
• publishes training and information manuals for municipal leaders
11.02 National League of Cities [(202) 626-3000]
www.nk.org A non -partisan organization serving municipal governments, the NLC works to establish
unified policy positions, advocates those policies forcefully, and shares information that strengthens
municipal government throughout the nation. Services include:
• publications and news services
• inquiry, technical assistance, and project services
• awards program
• research programs
11.03 International City/County Management Association [(202) 289-4262]
www.icma.org ICMA is a professional and educational association of local government administrators
that serves to enhance the quality of local government through professional management and to
support and assist professional local government administration. The Association's Elected Officials
Handbook series can be of great value to Council Members. Publications are also available through ICMA
concerning every basic city service.
11.04 International Institute of Municipal Clerks [(909) 592-44621
www.iimc.com IIMC is a professional, nonprofit association that assists its membership by providing
services, resource materials, sample documents, and continuing educational development
opportunities.
11.05 Government Finance Officers Association [(312) 977-9700]
www.gfoo.org GFOA is a professional association of state and local finance officers. The Association
administers a broad range of services and programs related to government financial management,
including:
• accounting, auditing, and financial reporting
• budgeting and financial planning
• capital finance and debt administration
70
• cash management and investments
• retirement administration and finance
• health care and other employee benefits
11.06 Municipal Research & Services Center of Washington [(206) 625-1300]
www.mrsc.ora MRSC is a nonprofit, independent organization created in 1969 to continue programs
established in 1934 under the Bureau of Governmental Research at the University of Washington. One
of the principal services of MRSC is to respond to inquiries on virtually every facet of local government.
MRSC's resources include professional staff members that are local government experts, a
comprehensive local government reference library, and an information -packed site on the World Wide
Web. Staff experience includes:
• budgeting and finance
• municipal law
• public management and administration
• planning and growth management
• public works and utilities
• local government policies
11.07 Appendix
Reference materials are provided in the Appendix of this manual.
Materials include:
• City manager Code of Ethics
• Tips for Successful Public Service
• Reference Guide to Motions
• Reference Locator Guide
• Glossary of Terms
• Board & Commission Membership and Qualifications Matrix
• Sections 8.1, 8.2, 8.3, and 8.4 of Personnel Policies
• RCW 35.18
• RCW35A.13
11.08 Other Reference Materials
Other reference materials that may be of interest to Council are:
• AWC's Welcome to City Hall. A Handbook for New Mayors and Council Members
• NLC's Tools for Leadership: A Handbook for Elected Officials
• MRSC's Knowing the Territory: Basic Legal Guidelines for Washington Municipal Officials
• MRSC's Handbook for Council Members
• MRSC's Mayor's Handbook
• ICMA's Elected Officials Handbook series
• GFOA's An Elected Official's Guide series
• Robert's Rules of Order latest edition
• United States Constitution
• Washington State Constitution
• Revised Code of Washington
71
• Washington Administrative Code
• Medina Municipal Code
• Medina Adopted Annual Budget
• Medina Comprehensive Plan
• Medina Capital Improvement Plan
72
12.01 Return of Materials and Equipment
During their service on the city council, members may have acquired or been provided with equipment
such as computers or other items entailing a significant expense, as well as copies of the Medina
Municipal Code, Medina Comprehensive Plan, etc. These items are to be returned to the city at the
conclusion of a member's term.
12.02 Filling Council Vacancies
If a vacancy occurs on the city council during a member's term, the council shall, by majority vote,
appoint an individual to serve the remainder of the term, as provided by law.
73
APPENDIX
ICMA Code of Ethics
Adopted by the ICMA Executive Board in 1924 and most recently revised in May 1998.
The purposes of ICMA are to enhance the quality of local government and to support and assist
professional local administrators in the United States and other countries. To further these objectives,
certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of
ICMA, who shall:
• Be dedicated to the concepts of effective and democratic local government by responsible
elected officials and believe that professional general management is essential to the
achievement of this objective.
• Affirm the dignity and worth of the services rendered by government and maintain a
constructive, creative, and practical attitude toward local government affairs and a deep sense
of social responsibility as a trusted public servant.
• Be dedicated to the highest ideals of honor and integrity in all public and personal relationships
in order that the member may merit the respect and confidence of the elected officials, of other
officials and employees, and of the public.
• Recognize that the chief function of local government at all times is to serve the best interests of
all the people.
• Submit policy proposals to elected officials; provide them with facts and advice on matters of
policy as a basis for making decisions and setting community goals; and uphold and implement
local government policies adopted by elected officials.
• Recognize that elected representatives of the people are entitled to the credit for the
establishment of local government policies,' responsibility for policy execution rests with the
members.
• Refrain from all political activities that undermine public confidence in professional
administrators. Refrain from participation in the election of the members of the employing
legislative body.
• Make it a duty continually to improve the member's professional ability and to develop the
competence of associates in the use of management techniques.
• Keep the community informed on local government affairs; encourage communication between
the citizens and all local government officers; emphasize friendly and courteous service to the
public; and to seek to improve the quality and image of public service.
• Resist any encroachment on professional responsibilities, believing the member should be free to
carry out official policies without interference, and handle each problem without discrimination
on the basis of principle and justice.
• Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a
member's decisions pertaining to appointments, pay adjustments, promotions and discipline.
• Seek no favor,' believe that personal aggrandizement or profit secured by confidential
information or by misuse of public time is dishonest.
74
Tips for Successful Public Service
• Learn all you can about your city, its operation, it's financing. Do your homework. Know your
city ordinances.
• Devote sufficient time to your job and to studying the present and future problems of your
community.
• Don't bum yourself out on the little things. Save some energy for the important matters.
• Don't act as a committee of one. Governing a city requires a team effort --practically and legally.
• Don't let honest differences of opinion degenerate into personality conflicts.
• Remember that you represent all the people of your community, not just neighbors and friends.
• Take your budget preparation job seriously. It determines what yourcity does or doesn't do for
the coming year and will influence decisions and actions in future years as well. The budget is
the most important policy development tool available to govern a city.
• Establish policy statements. Written policy statements let the public and the city staff knows
where they stand. They help the City council govern, and writing them provides a process to
develop consensus. "That's the way it's always been done" is not good enough either to stay out
of trouble or to get things done.
• Make decisions on the basis of public policy and be consistent. Treat similar situations similarly.
• Don't be stampeded into action. Don't be misled by the strong demands of special interest
groups who want it done now, their way. Your job is to find the long-term public interest of the
community as a whole, and you may be hearing from the wrong people.
• Don't be afraid of change. Don't be content just to follow the routine of your predecessors.
Charge your appointed officers and their employees with being responsible for new ideas and
better ways. Listen to what they have to say.
• Don't give quick answers when you're not sure of the real answer. It may be embarrassing to
appear ignorant, but it can be more embarrassing and damaging to tell a person something that
is wrong.
• As an individual, even if you're the mayor, don't make promises you can't deliver! Most
decisions and actions require approval of the City council, and that takes a majority vote.
• Don't spring surprises on your fellow Council Members or your city staff, especially at formal
meetings. If a mater is worth bringing up for discussion, it is worth being on the agenda. While
surprises may get you some publicity, at the embarrassment of others, they tend to erode the
"team" approach to governance.
• Retain competent key employees. Pay them well. Trust their professional judgment and
recognize their responsibilities.
• Don't bypass the system! You have a city manager. Council Members should stick to policy -
making and avoid personal involvement in the day-to-day operations of the city.
• Don't let others bypass your system --insist that people such as vendors or service providers first
work with your city staff. If direct contact with Council Members is
advisable, this should be with the Council as a whole, not on a one-to-one basis.
• Learn to evaluate recommendations and alternative courses of action. Request your staff to
provide options. Encourage imaginative solutions.
• Be concerned with the long-term future to avoid unnecessary expense and delay and to avoid
taking short-term gains at the expense of long-term losses.
• Balance personal rights and property interests. Balance the possible harm to a few versus the
good of the many.
• Be concerned with the total development (physical, economic, social) of your community.
• Visit other cities, particularly those with a reputation of being well run. Get to know the officials
of neighboring and similarly sized cities.
75
• Don't act as if the city operates in a vacuum. Cities must work within the intergovernmental
system to be effective. Keep in contact and cooperate with your federal, state, county, and
school officials.
• Keep your constituents informed, by such means as a weekly "open letter" in the local
newspaper, radio interviews, or news releases. Be friendly and deal effectively with the news
media. Lack of good communications is one of the big problems of cities.
• Remember that what you say, privately and publicly, will often be news. Avoid over -publicizing
minor problems.
• Appoint citizen advisory committees when you need them, but be prepared to follow their
advice if you use them.
• Have some goals and objectives. What do you want to accomplish this year? Next year? What
do you want the city to accomplish this year? During the next five years?
• Be a leader as well as part of the team of elected and appointed officials who were selected to
make your city an even better place to live.
---from the League of Kansas Municipalities
76
Reference Guide to Motions
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ACTION
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Main or question
Move to adjourn
1*
No
Yes
No
No
Majority
No
21
Nlov to take recess
1*
No
Yes
No
s
aiar�y
No
CCkp
Question of privilege
Yes
No
No
No
No Vote
No
19
Itllove to tay;�the question�on
No
Yes �
hF
Move to close debate
No
Yes
No
No
2/3
Yes
16
Move to 1imIt, debate*
Mo
Ye$
No
Yes
2 3
Move to postpone
1*
No
Yes
Yes
Yes
Majority
Yes
14
Move to refer the matter
w�
4*
No
Yes
Yes
e
Y s
a on
J ty
s
3 Yh
INN
Move to amend the motion
5*
No
Yes
10*
Yes
Majority
Yes
12
Movefto postpone,
No
Yes 5r
Yes
No f
Ma�ar�tx
13
k1
Move to introduce business
No
Yes
Yes
Yes
Majority
Yes
10
s
k
92
MEN"
k A
w
Appeal the decision of the
Yes
Yes
Yes
No
9*
Yes
24
chair
Parliamentary inquiry
12*
No
No
No
No Vote
No
32
Mode to take from;the #able
6
:No
Yes..
No
F IUo r=
Majonty
No
.:
:
„ :.33
,
1* To date and time. Not necessary with "Move to adjourn."
2* "...That interfere with ." The motion must state its purpose or objective
3* Specify what limitations: i.e., time, number of speeches, etc.
4* Specify to whom and for what reason
5* Specify amendment
6* During same meeting at which the item was tabled or at the next meeting
7* Maker of motion must have been on prevailing side
77
8* Specify action to be rescinded
9* The question is, "Shall the decision of the chair stand?" A majority negative vote is necessary to
overrule the decision
10* Only if the motion in question is itself debatable
11* Whatever vote was required to pass the motion in question
12* Can only interrupt speaker with speaker's permission, but does interrupt proceedings
13* Affirmative votes may be reconsidered
14* Negative votes may be reconsidered
15* No vote unless the chair submits to the assembly for a decision
16* For circumstances where a greater than majority vote is required for approval, see Section 8.10E
of this manual
17* Ruling on question of privilege is made by chair
78
Reference Locator Guide
The following citations include some common issues related to local government. The League of Cities
and Towns is the source of the bulk of the items listed.
The Washington Constitution, Revised Code of Washington, United States Constitution, United States
Code, and United States Code of Federal Regulations are available on the Internet at:
Washington Constitution
http:Hwww.leg.wa.gov/pub/other/washington constitution.txt
Revised Code of Washington
http:Hwww.leg.wa.gov/wsladm/rcw.htm
United States Constitution
http:Hwww.lcweb2.loc.goy/const/constguery.html
United States Code
http://www.access. gpo.gov/congress/cong013.htmi
United States Code of Federal Regulations
http://www.access.gpo.gov/nara/cfr/index.htmi
Abandonment of alleys, rights -of -way
Accident claims, municipal
Administration; City
Agendas - Council meetings & hearings
Airport Authority; joint operation
Animals
Annexation
Attorney General opinion; State register
Audits
Ballots
Bids, Notice for
Bid Rigging; Bidding offenses
Board of Adjustment
RCW 35.79
RCW 35A.31
MMC Title 2
RCW 35A.12.160
RCW 14.08.200
MMC Title 6
RCW 35A.14
RCW 34.08.020
RCW 43.09.200-.282
RCW 29.30
RCW 35A.40.210
RCW 35.22.620
RCW 9.18
RCW 35A.63.110
MMC 2.32
M
Bonds RCW 35A.40.010
RCW 35A.40.080
Budget
Taxation, Excises
RCW 35A.8
Taxation, Property
RCW 35A.84
Transfer of funds
RCW 35A.33.120
Building code
RCW 19.27
MMC 15.04
Cable television
MMC 5.08
Cemeteries
RCW Title 68
Census
RCW 35A.44
Charitable organizations; Regulation of
RCW 19.09
Charter government
WA Const Art XI,
Section 10
RCW 35A.07 - .10
Claims against the City
RCW 35A.21.195
MMC 2.82
Code of ethics; municipal officers and employees
RCW 42.20
RCW 42.23
Compensation; councilmember
RCW 35A.13.040
Condemnation by cities
RCW 8.12
Conduct of municipal officers and employees
RCW 35A.42.050
RCW 42.23
RCW 42.20
Conflict of interest; Contracts
RCW 42.23
Construction contracts; Indemnity
RCW 4.24.360
Council -Manager plan
RCW 35A.13
Council meetings
RCW 35A.13.170
RCW 35A.12.110 - .120
Court; municipal
RCW 3.50
Crime Victims' Rights
RCW 9.94A.140
WA Const Art. I,
Section 35
m
RCW 7.68 - .69A
Criminal profiteering
RCW 9A.82
Development Agreements
RCW 36.70B.170-.210
- Fees
RCW 82.02.050-.100
MMC 17.44
- Rights vesting
RCW 58.17.033
Development impacts; mitigation
RCW 82.02
MMC 15.20
Disincorporation
RCW 35A.15
Dogs; liability for bites
RCW 16.08.040
Drug free school zones
RCW 69.50.435
Drug free work place
41 USC 701
Elections
- Campaign finance
RCW 42.17
- City employee misconduct
RCW 35A.42.050
RCW 29.85
- Dates
RCW 29.13
- Nomination petitions
RCW 29.15.060 - .080
- Primary election
RCW 29.18
- Prohibited acts
RCW 29.85
- Recounts
RCW 29.64
Emergency meetings
RCW 42.30.070
Emergency ordinance
RCW 35A.13.190
Emergency medical services; Regulation
RCW 18.73
Eminent domain (See condemnation)
Encumbrances and liens
RCW 35A.60
Expenditure limitation
RCW 35A.33.120
Executive sessions
RCW 42.30.110
Fair Labor Standards Act (FLSA)
29 CFR Part 553
01
Finance
RCW 35A.33
RCW 35A.21.170
RCW 35A.40
MMC Title 3
Financial disclosure/report
RCW 43.09.230
Fire protection districts
Title 52 RCW
Flood control
Title 86 RCW
Franchises
RCW 35A.11.030
RCW 35A.47.040
- Cable television
MMC 5.08
Garbage
RCW 35A.21.060
RCW 35A.21.150
MMC 8.20
Handicapped — parking
RCW 46.61.581 -.583
Health and safety
MMC Title 8
Historic/Landmark preservation
RCW 27.34
Home rule charter
WA Const. Art. XI,
Section 16
Incorporation
WA Const. Art. XI,
Section 10
RCW 35A.03
Industrial development corporations
RCW 31.24
Initiative/Referendum
WA Const. Art. II, Section I
RCW 29.79
Insurance
- Liability for officers and employees
RCW 35.21.205
RCW 36.16.138
Interlocal agreements
RCW 39.34
Investment of municipal funds
RCW 35.39
RCW 39.59
RCW 39.60
RCW 35A.40
Joint exercise of power agreements (see Interlocal agreements)
Juvenile courts RCW 13.04
82
Libraries - library board
RCW 35A.27
RCW 35.22.280 (19)
MMC 2.72
Library district
RCW 27.12
Licensing
- Business
RCW 35A.82.020
MMC Title 5
- Liquor
RCW 66.20
RCW 66.24
RCW 35A.66.020
Liquor regulation; Preemption
RCW 66.08.120
Litter control
RCW 70.93
MMC 8.04
Lobbying restrictions
RCW 42.17.150. — 230
Lobbyist registration
RCW 42.17.150
Limitations on expenditures
RCW 35A.33.120
Local Improvements
RCW 35A.43.010
RCW 35.43 - .45
RCW 35.47 - .51
RCW 35.53 - .55
Marriage; licenses & certificates
RCW 26.04
Military leave; public employees
RCW 38.40.060
Motor vehicles; abandoned
RCW 46.55
MMC 10.40.040
MMC 8.04.040
Minutes; Recordation of
RCW 42.32
Municipal officer remote interest in contract
RCW 42.23.040
Nonprofit corporations
RCW 24.03
Nuisances
RCW 9.66
RCW 7.48
MMC 8.04
Oath of office
RCW 35A.13.160
RCW 35A.12.080
83
Obscenity & pornography
RCW 9.68
Offenses
MMC 9.04.030
- Relating to persons
- Against public peace
- Relating to property
- Involving minors
- Involving public officers
Open meetings
RCW 42.30
Ordinances
- Notice
RCW 42.30.060
- Adoption by reference
RCW 35A.13.180
RCW 35A.12.140
- Codification
RCW 35A.21.130
RCW 35.21.500 - .510
- Adoption by reference
RCW 35A.13.180
RCW 35A.12.140
- Effective date
RCW 35A.13.190
- Emergency clause
RCW 35A.13.190
MMC 1.01.090
- Publication
RCW 35A.13.190
- Validity
RCW 35A.21.010
Parade and special event permits
MMC 10.56
Parking
RCW 35A.46.010
RCW 46.61.560-.590
MMC Title 10
Pawnbrokers
RCW 19.60
Personnel; City
MMC Title 2
Planning; Municipal
RCW 35A.63
RCW 36.70A
Police overtime compensation
RCW 49.46.130
WAC 356-15-030
Political activity; employee
- Police officer
RCW 41.12.160
- Firefighter
RCW 41.08.160
Powers of city
WA Const. Art. XI,
Sections 10 —11
RCW 35A.11.010
Prisoners
RCW 9.94
Prohibited acts Defenses
MMC Title 9
84
Property disposal RCW 35A.11.020
- Intergovernmental disposition RCW 39.33
Property maintenance RCW 35A.11.020
Property tax
RCW 35A.84
Public body; definition
E.g., RCW 39.53.010
Public peace, morals and welfare
MMC Title 9
Public records
RCW 42.56
Public safety personnel retirement
RCW 41.26
Publication; general
RCW 65.16
Recall elections
RCW 35A.29.180
RCW 29.82
WA Const. Art. I,
Section 33
Records management RCW 35A.11.030
Records; public (see public records)
Recycling RCW 35A.21.153-.155
MMC 8.20
Referendums (see Initiative and referendum)
Reduction of city limits RCW 35A.16
Rent control preemption RCW 35.21.830
Robert's Rules of Order, codified Res. 1099 (2000), Ch. 9
(Protocol Manual)
Sale of public property (see property disposal) RCW 82.14.030
Sales tax; local RCW 82.14.030
MMC 3.52
Scrap metal dealers (see Pawnbrokers)
Sewer systems, sanitary MMC 13.04
RCW 35A.21.150
RCW 35.67
85
Smoking in public places and workplaces
RCW 70.160
Solid waste and garbage
RCW 70.95
MMC 8.20
- Management
RCW 35A.21.150
RCW 35.67
Smoke detection systems
RCW 48.48.140
Staggered terms; Councilmembers
RCW 35A.13.020
RCW 35A.12.040
RCW 35A.02.050
State shared excise taxes
RCW 35A.82.010
Streets, abandonment and vacation
RCW 35A.47.020
RCW 35.79
Subdivision regulation
RCW 58.17
MMC Title 16
Surety bonds; street construction
MMC 12.08.010
- Performance and maintenance bonds; frontage improvements
Tax levies
RCW 35.43
Unclaimed property; Police disposition of
RCW 63.32
Utilities; municipal ownership
RCW 35A.11.020
RCW 35A.21.120
RCW 35A.80
Vacancy in office
RCW 35A.13.020
Vehicles and traffic
MMC Title 10
Voting Rights Act
42 U.S.C. 1973c
Ward system option
RCW 35A.13.220
RCW 35A.12.180
Washington Public Disclosure Act
RCW 42.17
Washington Law Against Discrimination
RCW 49.60
Weapons; generally
RCW 9.41
-Juveniles; school grounds
RCW 9.41.280
RCW 9.11.010
86
Zoning classifications and sources
Zoning; municipal
MMC 17.16
RCW 35A.63
M M C Title 17
m
Glossary of Terms
Adjourn: to end the meeting
Agenda: a summarization of items scheduled to be heard and acted upon at a public meeting
Amend: to change a motion
Conflict of interest: exists when a Council Member may have a personal interest in the outcome of a
Council action. When a substantial conflict of interest exists, a City official must declare such and refrain
from participating in or influencing the discussion or vote on the item
Consent agenda: a listing of non -controversial items presented to Council for their collective approval
Council packet: a compilation of Council Communications with reports and supporting documentation
for items to be considered by Council
Debate: discussion about a motion
Decorum: behavior that is conducive to carrying on debate in a smooth and orderly manner. To
maintain proper decorum and order, the following practices and customs are observed by members of
the assembly: (1) confining remarks to the merits of the pending question; (2) refraining from attacking
a member's motives; (3) addressing all remarks through the chair; (4) avoiding the use of members'
names; (5) refraining from speaking adversely on a prior action not pending; (6) reading from reports,
quotations, etc., only with permission; and, (7) refraining from disturbing the assembly
Emergency clause: a clause added to ordinances or resolutions declaring them to be of more than
ordinary public need and necessity and putting them into effect immediately upon adoption. Ordinances
and resolutions adopted without the emergency clause go into effect 30 days from the date of adoption.
Formal action: an act or direction of the City council directing things to be done or recorded, but not
requiring an ordinance or resolution
Germane: closely related to, or having bearing on, the subject
In order: relevant to the business at hand
Incidental motion: is a question of procedure that arises out of other motions. An incidental motion
must be considered before the other motion. Incidental motions yield to privileged motions and to the
motion to table. They are not debatable, except "appeal" and in this case, the presiding officer may
submit to the assembly for a decision. Motions of this classification include (listed in order of
precedence): (1) point of order; (2) appeal the decision of the chair; (3) suspension of rules; and, (4)
parliamentary inquiry
Main motion: introduces an item of business to the Council for its consideration. A main motion cannot
be made when another motion is before the Council. A main motion yields to privileged, subsidiary and
incidental motions
Majority: more than one-half of the members present
WV
Miscellaneous motions: not conveniently classified as subsidiary, incidental, or privileged, but which are
in common use. These include: (1) take from the table; (2) reconsider; and (3) rescind
Motion: a proposal that Council take a stand or take action on some issue
Municipal code: the codification of general ordinances adopted by Council. The City clerk maintains the
municipal codebook.
Ordinance: an action that has the effect of making or amending or repealing substantive city law
Parliamentary procedure: a set of rules for conduct at meetings. It allows everyone to be heard and to
make decisions without confusion
Point of order: to raise a question of order. Point of order is pronounced when a member thinks that
the rules of the assembly are being violated, thereby calling upon the chair for a ruling and an
enforcement of the regular rules
Privileged motions: concern special or important matters not related to pending business. Privileged
motions are most urgent and are of highest importance. Such a motion takes precedence over any
pending question. Privileged motions are not debatable. They must be concerned with the rights of the
assembly as a whole and the rights of each member in relation to the assembly. Privileged motions
include the following and are listed in order of precedence: (1) adjourn; (2) recess; (3) question of
privilege
Protocol: a code prescribing strict adherence to correct etiquette and precedence
Quasi-judicial proceedings: those proceedings in which the City council is required to make findings
based on an evidentiary record. In quasi-judicial proceedings, the City council sits as the judge and jury,
and is required to make findings based on the evidence and records presented. Examples of quasi-
judicial proceedings heard by the City council include open record reviews, closed record reviews, and
subdivision map approvals.
Quorum: the number of members that must be present for the meeting to be called to order and to
conduct business legally. A quorum of the Medina City council consists of four members, when all seven
Council seats are filled.
Resolution: a formal, permanent, or long-standing expression of intent or public policy of the City
Second: a verbal signal from a member that he or she wishes to consider a motion just made
Special meeting: an unscheduled public meeting of the City council held to act on an item(s) requiring
immediate consideration. Special meetings must be posted 24 hours prior to the time of the meeting in
order to be held
Subsidiary motion: changes or affects how the main motion is handled. This motion is voted on before
the main motion. Subsidiary motions yield to all privileged and incidental motions and subsidiary
motions above it in order of rank: (1) lay on the table (postpone temporarily); (2) the previous question
(close debate); (3) limit or extend limits of debate; (4) postpone definitely or to a time certain; (5)
commit, refer, or recommit to committee; (6) amend (change or modify a motion); (7) postpone
indefinitely (kill a motion)
Title: the lead-in paragraph of an ordinance or resolution declaring its purpose. The title appears on the
meeting agenda
Voting: the means by which motions are accepted or rejected by the Council
a
Board & Commission Membership & Qualification Matrix
City of Medina
Advisory Boards & Commissions
Membership & Qualification Matrix
Membership
Term
Appointing
Residency
Special
Length
Authority
Requirements
Requirements
Civil Service
3 members
6-year
city manager
Resident of the
Citizen of the
Commission
term
city of Medina
United States
for at least one
and an elector
MMC 2.20
year
of King County
immediately
preceding
appointment
Parks and
7 members
4-year
mayor, with
Resident of city
None
Recreation
term
city council
Commissioner
consent
MMC 2.40
Planning
7 members
4-year
mayor, with
Resident of city
None
Commission
term
city council
consent
MMC 2.44
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