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Administrative Committee Findings City Of the Spokane Valley Administrative Committee Findings Presented by the Spokane Valley Administrative Committee Table of Contents Section Organizational Structure 1 2002 Salary Data— Cities & Towns 2 Benefit Plans 3 Job Descriptions 4 Employee Handbook (City of Spokane) 5 Risk Management Summary 6 Designation of official newspaper 7 Designation of an official bank 8 Congratulations —Now What? A timeline by The City of Kenmore, September 9, 2002 9 , _ , TheCityo oaneVa ey p CITIZENS 1 CITY COUNCIL 1 -I-- I I L l SEAT I SEAT L 2 SEAT J -.ATN STN SSEAT N I OPEN OPEN OPEN OPEN �_- __--� L-.- _- -T--- I L _____ City Manager I OPEN CITY CLERK CITY ATTORNEY ADMINISTRATION& T FINANCE OPEN OPEN HUMAN COMMITTEERESOURCES - DIANNA COMMITTEE DEBRA LONG INFORMATION SYSTEMS FACILITIES PLANNING,ZONING& LAW ENFORCEMENT COMMITTEE COMMITTEE BUILDING COMMITTEE COMMITTEE PATTY PLOTZKI FRANCINE SHAW FIRE PROTECTION& PUBLIC WORKS ROADS COURTS ANIMAL COMMI COMMITTEE DENNIS SCOTT DEANNA HORMANN - BILL COMMITTEE COMMITTEE FRYER JOHN HALEY SOLID WASTE WASTEWATER& COMMUNICATIONS PARKS& COMMITTEE STORMWATER MGMT COMMITTEE RECREATION LARRY WENDLE COMMITTEE MATT GIBSON CGLENMMITTEE N CLAPPER DICK DENENNEY TRANSPORTATION - ECONOMIC COMMUNITY ARTS,LIBRARY& STA DEVELOPMENT DEVELOPMENT CULTURE COMMITTEE COMMITTEE COMMITTEE COMMITTEE REGAN LANE LARRY METER DAVE JOHNSON DEE DEE LOBERG FRANCHISES CABLE TV COMMITTEE - MIKE DEVLEMING NOVEMBER 2002 Total FT Emps: 20 Openings: 10 ValleyTeCity t, Citizens — J Position I Position 2 Position 3 Position 4 Position 5 Position 6 Position 7 Diana Wilhite Steve Taylor Mike DeVleming Gary Schimmels Richard Munson Mike Flanigan Dick Denenny -- — ---------i- �-- City Manager Open Finance Director Planning Director Public Wok Director City Clerk City Attorney Open Open Open Open Open Spokane County,WA- Online Election Results Page 1 of 1 1 \ Spokane County Elections qq Saturday, November 23, 2002 _____ Spokane County Election Results NOVEMBER 5, 2002 GENERAL ELECTION Results Index Elections Index Last Updated: 11/20/2002 15:25:47 Next Update FINALPrecints Counted: 291 291 132,293 Total Precincts: 225,846 Ballots Cast 58 Total Registered Voters: Percent Votes Cast: Votes Percent Candidates CITIES CITY OF SPOKANE VALLEY-COUNCIL; POS 1 .17 HORMANN, DEANNA; NP 1 8,237 9,277 44 44.87 Wo WILHITE, DIANA ; NP Igo CITY OF SPOKANE VALLEY-COUNCIL; POS 2 9,257 42.62 MERTENS, EDWARD J; NP 12,463 42.62 TAYLOR, STEVE ; NP CITY OF SPOKANE VALLEY -COUNCIL; POS 3 ,691 54.30 DEVLEMING, MIKE; NP 11 1,891 54.300/0 0/0 1 KALLAS,JOHN G; NP CITY OF SPOKANE VALLEY-COUNCIL; POS 4 10,246 48.66 Wo COLLINS, DICK; NP 10,809 51.34 SCHIMMELS, GARY ; NP CITY OF SPOKANE VALLEY-COUNCIL; POS 5 1.70 MCCURDY,JOAN R; NP 1 g 827 8,827 4 41.70 Wo MUNSON, RICHARD M.; NP CITY OF SPOKANE VALLEY-COUNCIL; POS 6 6.5 9,905 49 ELDREDGE-UNDERDAHL, JANINE; NP 1 ,905 46.59 0/0 FLANIGAN, MIKE; NP - CITY OF SPOKANE VALLEY -COUNCIL; POS 7 12,472 58.00 6/0 DENENNY, DICK; NP 9,033 42.00 SIMS, LOUIS E; NP Spokane County Statewide Elections Local Elections I State ofWashington ElecPrecinct tions Feedback http://www.votespokane.org/results/detail_l.tpl?category=1005&id=m3mk&src=[src] 11/23/2002 1 ._ ,, _ TheCityof poaneValley ADMINISTRATION CITIZENS L-------ll-------- CITY COUNCIL CITY MANAGER 1 LCITY CLERK I ADMINISTRATIVE _ J MIASSISTSTANT . I - - - -I--- -- - MANAGER OF LCITY ATTORNEY I I MFACILITIESF f DIRECTORFINANCEOF 1 1 LABOR MANAGER NS DEPARTMENT FIRE ADMINISTRATION l -"' I 1 MANAGER OF POLICE ADMINISTRATION ADMINISTRATIVE FACILITIES ACCOUNTANT 1 HUMAN RESOURCES I 1 DEPARTMENT COMMITTEE I ASSISTANT COMMITTEE , __ I HUMAN RESOURCES MANAGER OF 1. I ACCOUNTANT 1 GENERALIST 1 INFORMATION SYSTEMS ASSISTANT � ---- CITY ATTORNEY RISK MGMT l LLL --MANAGER - 1 f HUMCOMTTECES I 1INFORMANALYSTEMS COMMITTEE PAYROLL -iCFOINMNITCTEEE I HINFORMATIONEMSJPROGRAMMR INFORMATIONTTEE SYSTEMS COMMI FEBRUARY 2004 2002 Salary Data - Cities & Towns JOB CODE JOB TITLE:Citi Summary Job Description:Appointed city or town clerk.May be an elected position in some jurisdictions. Formal Salary Range Flat Not Hours/ Number of Union Job Jurisdiction Local Title Low High Rate Settled Week Employees Status Match Cities 50,000 and over 40 1 Non Union 2 Bellevue(117,000) Asst City Mgr,Admin/Council Support 6,574 9,073 40 1 Non Union 2 Everett(96,070) City Clerk 4,441 5,775 40 1 Non Union 2 Federal Way(83,850) City Clerk 4,918 5,805 Kent(64,275) City Clerk 4,690 5,718 40 1 Non Union 2 Lakewood(58,580) General Services Dir/City Clerk 5,349 6,519 40 1 Non Union 1 Seattle(570,800) Executive Manager-Legislative 5,001 13,187 40 1 Non Union 24,706 5 726 40 1 Non Union 2 Shoreline(53,250) City Clerk NS 40 1 Non Union 2 Tacoma(194,900) City Clerk,Deputy 4,768 5,14176 40 1 Non Union 2 Yakima(79,120) City Cleric Cities 50,000 and over Average 4,821 6,667 12 Average-Formal High Steps(Flat Rates Included): 6,667 Cities 30,000 to 49,999 4,012 4,932 40 1 Non Union 2 Auburn(45,010) City Clerk 4 406 6,048 40 1 Non Union 2 Bothell(30,820) City Clerk 6,433 7,838 40 1 Non Union 1 Bremerton(37,530) Dir of Admin Services/City Clerk 5,121 6,607 40 1 Non Union 2 Kirklandallu (34,90) City Clerk 4,450 5,785 40 1 Non Union 2 Puyallup(34,920) City Clerk City Clerk 4,143 40 1 Non Union 2 Richland(40,150) 6,214 Sammamish(34,660) City Clerk 4,049 5,112 40 1 Non Union 2 Page 1 2002 Salary Data - Cities & Towns JOB COC 1 JOB TITLE:Cl; k Summary Job Description:Appointed city or town clerk.May be an elected position in some jurisdictions. Formal Salary Range Flat Not Hours/ Number of Union Job Jurisdiction Local Title Low High Rate Settled Week Employees Status Match Cities 30,000 to 49,999 Average 4,764 6,168 10 Average-Formal High Steps(Flat Rates Included): 6,168 Cities 15,000 to 29,999 Bainbridge Island(20,920) City Clerk 3,647 4,543 40 1 Non Union 2 Des Moines(29,510) City Clerk 3,569 4,338 40 1 Non Union 2 Ellensburg(15,830) City Clerk 3,088 3,773 40 1 Non Union 2 Marysville(27,580) City Clerk 3,869 5,029 40 1 Non Union 2 Mercer Island(21,955) City Clerk/Website Dev Mgr 4,728 40 1 Non Union 2 3,461 4,327 Mukilteo(18,520) City Clerk3,080 3,744 40 1 Non Union 1 Oak Harbor(19,880) City Clerk 3,346 4,364 40 1 Non Union 2 SeaTac City Clerk 4,016 5,140 40 1 Non Union 2 Tukwila(17,270) City Clerk 4,347 5,219 40 1 Non Union 2 Wenatchee(28,270) Executive Secretary/City Clerk 3,080 3,779 40 1 Non Union 2 Cities 15,000 to 29,999 Average 3,565 4,448 4,728 14 Average-Formal High Steps(Flat Rates Included): 4,468 Cities 7,500 to 14,999 Battle Ground(11,110) City Clerk 3,869 4,605 40 1 Non Union 2 Bonney Lake(12,360) City Clerk 4,076 5,534 40 1 Non Union 2 Centralia(15,040) City Clerk 2,869 3,520 40 1 Non Union 2 Edgewood(9,320) City Clerk 3,750 4,800 40 1 Non Union 2 Enumclaw(11,195) City Clerk 3,368 4,395 40 1 Non Union 2 Page 2 2002 Salary Data - Cities & Towns JOB TITLE:CI, k JOB COI ) Summary Job Description:Appointed city or town clerk.May be an elected position in some jurisdictions. Formal Salary Range Flat Not Hours/ Number of Union Job Jurisdiction Local Title Low High Rate Settled Week Employees Status Match Grandview(8,415) City Clerk 3,117 4,678 40 1 Non Union 2 Issaquah(13,790) City Clerk 4,020 5,387 40 1 Non Union 2 Lake Forest Park(12,860) City Clerk 3,750 4,412 40 1 Non Union 2 Monroe(14,670) City Clerk 3,590 4,582 40 1 Non Union 2 Newcastle(8,205) City Clerk 4,300 5,143 40 1 Non Union 2 Port Townsend(8,455) City Clerk 4,415 40 1 Non Union 2 Snohomish(8,575) Administration/Finance Manager 4,098 5,321 40 1 Non Union 2 West Richland(8,930) City Clerk 3,360 4,030 40 1 Non Union 2 Woodinville(9,215) City Clerk 4,485 5,832 40 1 Non Union 2 Cities 7,500 to 14,999 Average 3,824 4,856 4,415 19 Average-Formal High Steps(Flat Rates Included): 4,833 Cities 2,500 to 7,499 Blaine(3,975) City Clerk 4,628 5,855 40 1 Union 2 Chehalis(7,055) ,. City Clerk 3,388 4,118 40 1 Non Union 2 Chelan(3,535) City Clerk/Administrative Asst 3,251 3,951 40 1 Non Union 2 Colville(4,970) City Clerk 3,825 4,572 40 1 Non Union 2 Deer Park(3,045) City Clerk/Court Administrator 4,039 40 1 Non Union 2 3,258 4,638 East Wenatchee(7,965) City Clerk 3,273 4,909 40 1 Non Union 2 Ephrata(6,865) City Clerk 3,296 40 1 Non Union 2 3,664 4,676 Gig Harbor(6,540) City Clerk 4,213 5,266 40 1 Non Union 2 Lake Stevens(6,640) City Clerk/Administrative Asst 3,741 4,747 40 1 Non Union 2 , 3,996 Page 3 2002 Salary Data - Cities & Towns JOB COC JOB TITLE:Cit k Summary Job Description:Appointed city or town clerk.May be an elected position in some jurisdictions. Formal Salary Range Flat Not Hours/ Number of Union Job Jurisdiction Local Title Low High Rate Settled Week Employees Status Match North Bend(4,735) City Clerk 3,243 4,541 40 1 Non Union 2 Ocean Shores(3,930) City Clerk 4,311 40 1 Non Union 1 Othello(5,905) City Clerk 3,688 40 1 Non Union 2 3,613 4,189 Poulsbo(7,005) City Clerk 4,292 5,416 40 1 Non Union 2 Sequim(4,370) City Clerk 3,870 40 1 Non Union 2 4,184 4,726 Stanwood(4,085) City Clerk 3,250 4,100 40 1 Non Union 2 Union Gap(5,650) City Clerk 3,004 40 1 Non Union 2 Cities 2,500 to 7,499 Average 3,605 4,584 3,743 22 Average-Formal High Steps(Flat Rates Included): 4,317 Cities 1,500 to 2,499 Cie Elum(1,775) City Clerk 2,753 3,074 40 1 Non Union 2 Eatonville(2,070) Town Clerk 3,736 4,205 40 1 Non Union 2 Friday Harbor(2,045) Town Clerk 3,467 40 1 Non Union 2 Cities 1,500 to 2,499 Average 3,245 3,640 3,467 3 Average-Formal High Steps(Flat Rates Included): 3,582 Cities 500 to 1,499 Palouse(1,005) City Clerk 2,233 40 1 Non Union 2 Roslyn(1,020) City Clerk 2,085 35 1 Non Union 1 Waitsburg(1,210) City Clerk 1,900 2,400 35 1 Non Union 1 Cities 500 to 1,499 Average 1,900 2,400 2,159 3 Average-Formal High Steps(Flat Rates Included): 2,239 "Average for all cities-towns" 3,976 5,124 3,594 83 Average-Formal High Steps(Flat Rates Included): 4,900 Page 4 ! 1 -Th •.,'1,.,- --- .'- !..: ".insurance I s . , • - . 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I . , y()Iii• 1 )( 1C41 of mind , ,. ..„ .„, ,,,, ,if.i-riEs .1 I 1 I . • AWC Employee Benefit Trust ' Although you don't want to get sick or injured, it's comforting • to know that you have a quality health care plan to fall back on. The AWC Employee Benefit Trust has been entrusted with the welfare of over 25,000 city employees and their families. Cities can select from: • Three indemnity medical plans for active employees • Two retiree medical plans and an HMO option • 7 dental and 5 orthodontia programs for active employees • 1 retiree dental plan • 4 Vision Plans • Life insurance including group life, AD&D, dependent life and supplemental life • f • Long Term Disability • Long Term Care • An Employee Assistance Program (EAP) — a private and confidential counseling service for employees and their families. There's an option for every city at competitive rates and excellent coverages. Over the past nine years, AWC's rates stayed below or significantly below the national average for Employee Benefit Trust members. j 1 V;"'P -, Ig:i -'' Customer Service Sets Us Apart ,:i% AWC offers you a great variety of plans and "t excellent rates, but what really makes the SN „ , fir 1,j i i:; h, % difference is our customer service staff, Our ::-;,', \ :,, job is to fix your insurance problems so you 11:::•-• don't spend your valuable time chasing down .10' doctors and wading through claim receipts. �h We respond directly to your employees, N,.,,-.,4.4,12,,,::::,,,„._' giving them the information they need quickly _. "#4'; �(c z s and in a way they can understand. We know - t :44how to make things less complicated for you i by fixing your billing problems and watching ,71 r.: out for your interests in the legislative/ regulatory arena. ,,,,,,A.1:---,. is r8 r • ur • ✓ } 4 . :,,-,.'§:4!-:-.-.':-.1'..,.,9•,„„.•-s.-,:, R yi aoJ �g "4J{i s5 j a �^%f.,. M I , . ' '' l !az` -, J x 34.1ik .Yui ',. '.6-5',',., 1.'''- t , 4 T f.. r - Meet Our Partners IOur benefits programs are fully insured, providing you with the best quality and service through our partnerships with: Regence Blue Shield/Regence Northwest Health , x Washington Dental Service f. Vision Service Plan States West Life Insurance Company 1 Group Health Insurance Cooperative of Puget Sound/ } Group Health Northwest ft Standard Insurance UNUM Life Insurance Company t APS Healthcare (Employee Assistance Program) f • When employees have - questions about their insurance benefits...it is pleasing to know that THE DAVID KELLY FAMILY when I call AWC that I ki ' _r v j' , will get answers to these 't , ,�s i i; . r I / i questions in a courteous ,- k r • '..:,;141f , , yt u and efficient manner F ..,:x- DAVID KELLY .• • . . " ! HUMAN RESOURCES DIRECTOR 1" � r,' CITY OF CHEHALIS ‘^o f / ,-. \\ �, . �` - it 1 • ..4.. • Ori t •p '. te 1 t: .i`"�..7--- '' - . ! `.1l.f'z� i ':...', - - R AWC Risk Management Service Agency A couple of things can be learned just from this program's name. First is risk management and second is service. AWC RMSA understands cities. We know what it takes to help parks and rec or public works. We work with small city police departments. We understand resource and staff limitations. We can diagnose your potential problems and offer advice and training to avoid exposing your assets to risk. A Comprehensive Insurance Package The AWC RMSA offers a comprehensive package consisting of property, liability, auto, police, E&O, Employee Fidelity, Crime and Boiler & Machinery. Most coverages have no deductible with limits starting at $1 million and going to $5 million. Rates are competitive and coverages are broad. Hopefully you'll never need it, but you'll sleep well at night knowing its there. CITY OF GRANGER „7„. :7, 4900* _ter ' • %•~ _ } %.?`�` i c5'?./ ) 1 An arsonist burned Granger's city hall down to the ground. I E Instead of taking months to recuperate,the city turned to the AWC RMSA and was on its way to building a new city hall faster than anyone could have imagined. This summer,the Town of Oakesdale suffered a fire in our Town Hall.The response of the AWC RMSA was overwhelming.Within a couple of days,we had a portable office moved on site, hooked up with lights, phones, and computers.We were given assistance to get back on our feet and operating as quickly as possible. Without all the excellent help from the RMSA,we would still be trying to sort out our mess. Our hats are off to the AWC RMSA for their fine work. THOMAS ZORNES ,'t` `K MAYOR '5• : ;. =,A1 Loss Control Services Just for Cities Depending on the size and complexity of your community, we tailor AWC BMSA services to meet your needs. Services 1 for all members include: f 1 Annual on-site evaluations Access to special grant funding to help reduce your risks Personnel Hotline Regional supervisory training Video loan library 1 Immediate phone access for loss control advice 1 Newsletter and special bulletins to increase safety and liability awareness i = i 17-- ' Forks has received a lot of help from ,, ,i M� a - the Personnel Hotline.The hotline 4.1 t , 1/4,---.,,'te ; provides fast, easy and accurate tS'gi ' 'f s r ;' information on our situation right r•r':1:7�:h� 4, f; r rfi /f� tk7y:: Ire. • i l-.l.a 1 when we need it most. DAN LEINAN ROD FLECK ROD FLECK,CITY ATTORNEY DAN LEINAN,CLERK-TREASURER CITY OF FORKS i F A Cutting Edge Solution for Land Use Problems I To help with land use problems, AWC BMSA offers three unique programs: The Land Use Litigation Reduction Program Training for councils, planning commissions and staff and ; a comprehensive legal review of the city's development regulations. This program is a preventative approach to ensure Ithat a city's procedures, policies and regulations conform to the applicable law, and reduce the exposure to liability at the earliest possible stage in the process. ' The Second Opinion Service - lI Obtain a legal opinion on a dispute from the joint perspective iI of a developer's attorney and a municipal attorney at any stage in the development application review process. The Land Use Mediation/Arbitration Service Bringing the city and opposing parties together to develop solutions to the dispute without resorting to costly, time- consuming litigation. > t AWCDrug.&Alcohol Testing consortium • The AWC Drug and Alcohol Testing Consortium is a service for municipalities and affiliate members of the l AWC to conform to the drug and alcohol testing requirements under the federal Omnibus Transportation Employee Testing Act of 1991. As a member of the AWC Drug and Alcohol Consortium, we keep you up-to-date on the federally . mandated drug and alcohol regulations and help you stay in compliance with the myriad of these changes and updates. The AWC Drug and Alcohol Consortium currently has a membership of over 100 municipalities & affiliates. The AWC facilitates the random drug and alcohol testing requirements for your commercial drivers and transit workers. Additional services such as pre-employment, reasonable suspicion, post-accident, return to duty and follow-up testing is also available through the consortium. As an AWC Drug and Alcohol member, you will receive sample drug and alcohol policies and procedures; supervisor and employee training; record keeping and reporting; and regulation updates. As always with an AWC program, you'll receive the high quality customer service that you are accustomed to. Our staff is available to answer questions, and walk you through any test-positives that may occur. -�` sic �• n,41,-,;.• �t b'� '�t t'~";� ar�v J. r�f.o k' 1� r,` ;. 4',,,.yam .:4.,17, ‘`i\ 1r :Ai ! .r . ,=.; : ., syrt�w�y ~� `, r U. � ... 1. t a•l x`h."' r . '.(i' .. Ia 4 i• � C� 1 - /;�J moi, . 1-41.,!11::::-,,,.Z. �•� t •t .r 1 1 - . pj� �7' - C� �,�Jirjv�� AL ct1 Psr -s ::I.:-..g;.4.2.',.• 1.� L3 �ttr ^' • 2. ) , r - �,,.,r. ..y v��a� yW,Vr stvr>•i• o•tig iie %�fT 'Trigg; yvki1/4,1,,,,,,,:k7y0. 1,ip,11,1 i ft...Lit. i ra i POSITION DESCRIPTION Class Title: City Manager Job Code Number: Department: Grade Number: Division: Union: None Date: Location: City Hall GENERAL PURPOSE Performs high level administrative, technical and professional work in directing and supervising the administration of city government. SUPERVISION RECEIVED: Works under the broad policy guidance of the City Council. SUPERVISION EXERCISED Exercises supervision over all municipal employees either directly or through subordinate supervisors. ESSENTIAL DUTIES AND RESPONSIBILI11ES Manages and supervises all departments, agencies and offices of the city to achieve goals within available resources; plans and organizes workloads and staff assignments; trains, motivates and evaluates assigned staff;reviews progress and directs changes as needed. Provides leadership and direction in the development of short and long range plans; gathers, interprets, and prepares data for studies, reports and recommendations; coordinates department activities with other departments and agencies as needed. Provides professional advice to the city Council and department heads; makes presentations to councils,boards,commissions, civic groups and the general public. Communicates official plans,policies and procedures to staff and the general public. Assures that assigned areas of responsibility are performed within budget; performs cost control activities; monitors revenues and expenditures in assigned area to assure sound fiscal control; prepares annual budget requests; assures effective and efficient use of budgeted funds, personnel, materials, facilities,and time. Determines work procedures, prepares work schedules, and expedites workflow; studies and standardizes procedures to improve efficiency and effectiveness of operations. Issues written and oral instructions; assigns duties and examines work for exactness, neatness, and conformance to policies and procedures. • Maintains harmony among workers and resolves grievances. Performs or assists subordinates in performing duties;adjusts errors and complaints. Prepares a variety of studies,reports and related information for decision-making purposes. Appoints and removes all department heads, officers,and employees of the city,except members of the council. Sees that all laws and ordinances are faithfully performed. Prepares and submits a preliminary annual City budget. Administers the adopted budget of the City. Advises the City Council of financial conditions and current and future city needs. Attends all meetings of the Council at which attendance may be required by the Council. PERIPHERAL DUTIES Recommends for adoption by the council such measures as manager may deem necessary or expedient. Prepares and submits to the council such reports as may be required by that body or as manager may deem it advisable to submit. May serve as the head of one or more departments of city government. DESIRED MINIMUM QUALIFICATIONS Education and Experience: (A) Graduation from an accredited four-year college or university with a degree in public administration, political science, business management of a closely related field, and five (5) year of experience as a municipal administrator. Necessary Knowledge, Skills and Abilities: (A) Considerable knowledge of modern policies and practices of public administration; working knowledge of municipal finance, human resources, public works, public safety, and community development; (B) Skill in preparing and administering municipal budgets; skill in planning, directing and administering municipal programs;skill in operating the listed tools and equipment;and (C) Ability to prepare and analyze comprehensive reports; ability to carry out assigned projects to their completion; ability to communicate effectively verbally and in writing; ability to establish and maintain effective working relationships with employees, city officials and the public; ability to efficiently and effectively administer a municipal government. SPECIAL REQUIREMENTS Must be bondable. TOOLS AND EQUIPMENT USED Requires frequent use of personal computer, including word processing and spreadsheet programs; calculator,telephone,copy machine and fax machine. PHYSICAL DEMANDS • The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is frequently required to sit and talk or hear. The employee is occasionally required to walk; use hands to finger, handle, or feel objects, tools, or controls;and reach with hands and arms. The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The noise level in the work environment is usually moderately quiet. SELECTION GUIDELINES Formal application, rating of education and experience; oral interview and reference check;job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar,related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job • change. Approval: Approval: Supervisor Appointing Authority Effective Date: Revision History: POSITION DESCRIPTION Class Title: City Clerk Job Code Number: Department: Grade Number: Division: Union: Date: Location: GENERAL PURPOSE Provides a variety of routine and complex supervisory, clerical, and administrative work in the administration of the City government. SUPERVISION RECEIVED: Works under the general supervision of the City Administrator(Insert title of immediate supervisor). SUPERVISION EXERCISED Exercises supervision over clerical and other staff,as assigned. ESSENTIAL DUTIES AND RESPONSIBILI HES Manages and supervises assigned operations to achieve goals within available resources; plans and organizes workloads and staff assignments; trains, motivates and evaluates assigned staff, reviews progress and directs changes as needed. Provides leadership and direction in the development of short and long range plans; gathers, interprets, and prepares data for studies, reports and recommendations; coordinates department activities with other departments and agencies as needed. Provides professional advice to supervisors; makes presentations to supervisors, boards, commissions, civic groups and the general public. Communicates official plans,policies and procedures to staff and the general public. Assures that assigned areas of responsibility are performed within budget; performs cost control activities; monitors revenues and expenditures in assigned area to assure sound fiscal control; prepares annual budget requests; assures effective and efficient use of budgeted funds, personnel, materials, facilities,and time. Determines work procedures, prepares work schedules, and expedites workflow; studies and standardizes procedures to improve efficiency and effectiveness of operations. Issues written and oral instructions; assigns duties and examines work for exactness, neatness, and conformance to policies and procedures. • Maintains harmony among workers and resolves grievances. Performs or assists subordinates in performing duties;adjusts errors and complaints. Prepares a variety of studies,reports and related information for decision-making purposes. Serves as custodian of official City records and public documents;performs certification and recording for the City as required on legal documents and other records requiring such certification; seals and attests by signature to ordinances, resolutions, and contracts, easements, deeds, bonds or other documents requiring city certification;catalogs and files all city records. Attends regular and special city council meetings; oversees or performs an accurate recording of the proceedings, preparation of the minutes proper legislative terminology, recording, indexing and filing for the public record;distributes information as requested. Prepares and distributes agendas,materials,minutes and records of meetings. Files ordinances and resolutions of the council and oversees the codification of ordinances into the municipal code. Prepares and advertises meeting agendas, bid and other advertisements, and legal notices of public hearings and special meetings. Administers the issuance of municipal licenses, including business, animal, bicycle, various regulatory licenses as assigned, and cemetery deeds, etc. in accordance with applicable city ordinances and other regulations. Administers oath of office to public officials. Registers voters. Serves as a notary public. Prepares reports for Council Meetings as directed. Prepare surveys and other reports as directed. Provides public records and information to citizens, civic groups, the media and other agencies as requested. PERIPHERAL DUTIES Attend seminars and workshops related to City Clerks'duties and responsibilities. Types Council Member's and Mayor's correspondence; make reservations and travel arrangements for meetings,seminars, and conventions. • Assists in the preparation of ordinances and resolutions as directed. Accepts claims for damages and other legal papers served on the City. DESIRED MINIMUM QUALIFICATIONS Education and Experience: (A) Graduation from a college or university with a bachelor's degree in business management, records management,public administration or a closely related field;and (B)Two (2)years of related experience;or (C) Any equivalent combination of education and progressively responsible experience, with additional work experience substituting for the required education on a year for year basis. Necessary Knowledge, Skills and Abilities: (A) Working knowledge of the principles and practices of modern public administration; Extensive knowledge of office practices and procedures; Thorough knowledge of modern records management techniques,including legal requirements for recording, retention and disclosure; (B) Skill in operation of listed tools and equipment;and (C)Ability to accurately record and maintain records;Ability to establish and maintain effective working relationships with employees, other departments, officials and the public; Ability to communicate effectively verbally and in writing;Ability to plan,organize and supervise clerical workers and assigned staff. _ SPECIAL REQUIREMENTS: (A) Must be bondable; (B) Valid State Driver's License, or ability to obtain one; notary public certification within six months. TOOLS AND EQUIPMENT USED Typewriter, personal computer, including word processing, spreadsheet and data base software; mainframe computer terminal; 10-key calculator;phone; copy machine; fax machine. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is frequently required to sit and talk or hear, use hands to finger, handle, feel or operate objects, tools, or controls; and reach with hands and arms. The employee is occasionally required to walk. The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The noise level in the work environment is usually quiet. SELECTION GUIDELINES Formal application, rating of education and experience; oral interview and reference check;job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change. Approval: - Approval: Supervisor Appointing Authority Effective Date: Revision History: POSITION DESCRIPTION Class Title: City Attorney Job Code Number: Department: Grade Number: Division: Union: Date: Location: GENERAL PURPOSE Performs a variety of complex,high level administrative,technical and professional work in prosecuting crimes, conducting civil lawsuits, drawing up legal documents, advising city officials as to legal rights, obligations,practices other phases of applicable local, state and Federal law. SUPERVISION RECEWED: Works under the broad policy guidance of the(Insert title of immediate supervisor). SUPERVISION EXERCISED Exercises supervision over all legal staff either directly or through subordinate supervisors. ESSENTIAL DUTIES AND RESPONSIBILI I'1LS Manages and supervises the legal department of the city to achieve goals within available resources; plans and organizes workloads and staff assignments; trains, motivates and evaluates assigned staff; reviews progress and directs changes as needed. Provides leadership and direction in the development of short and long range plans; gathers, interprets, and prepares data for studies, reports and recommendations; coordinates department activities with other departments and agencies as needed. Provides professional advice to the city Council and department heads; makes presentations to councils,boards,commissions,civic groups and the general public. Communicates official plans,policies and procedures to staff and the general public. Assures that assigned areas of responsibility are performed within budget; performs cost control activities; monitors revenues and expenditures in assigned area to assure sound fiscal control;prepares annual budget requests; assures effective and efficient use of budgeted funds, personnel, materials, facilities,and time. Determines work procedures, prepares work schedules, and expedites workflow; studies and standardizes procedures to improve efficiency and effectiveness of operations. Issues written and oral instructions and opinions; assigns duties and examines work for exactness, neatness,and conformance to policies and procedures. Maintains harmony among workers and resolves grievances. Performs or assists subordinates in performing duties; adjusts errors and complaints. Prepares a variety of studies,reports and related information for decision-making purposes. Assists department directors to see that all laws and ordinances are faithfully performed. Prepares and submits a preliminary annual City budget. Administers the adopted budget of the City. Advises the City Council of legal conditions and current and future trends;issues legal opinions. Attends all meetings of the Council or administration at which attendance may be required. Approves ordinances,resolutions and contracts as to legal form;provides legal advice as to substance. Drafts ordinances, resolutions, contracts, agreements, deeds, leases, franchises, etc.; reviews documents prepared by other agencies or parties. Advises city officials of changes to state or Federal laws affecting city operations. Gathers evidence in civil,criminal, and other cases to formulate defense or to initiate legal action. Conducts research, interviews clients, and witnesses and handles other details in preparation for trial. Prepares legal briefs, develops strategy, arguments and testimony in preparation for presentation of case.Files brief with court. Represents client in court, and before quasi-judicial or administrative agencies of government. Interprets laws,rulings,and regulations for city officials and staff. Confers with colleagues with specialty in area of law to establish and verify basis for legal proceedings; serves as a liaison between outside legal counsel and city officials on specialized legal issues. PERIPHERAL DUTIES Recommends for adoption by the council such measures as City Attorney may deem necessary or expedient. Prepares and submits to the council such reports as may be required by that body or as the city attorney may deem it advisable to submit. DESIRED MINIMUM QUALIFICATIONS • Education and Experience: (A) Graduation from an accredited law school with a Juris Doctor degree in law;and three (3)years of experience as a practicing attorney. Necessary Knowledge, Skills and Abilities: (A) Considerable knowledge of state statutes relating to municipal affairs; Considerable knowledge of laws relating to the purchase of goods and services, contracting, labor, employment,land use, environment and traffic; Working knowledge of modern policies and practices of municipal law and public administration; (B) Skill in preparing briefs and other legal documents;skill in operating the listed tools and equipment; (C) Ability to prepare and analyze comprehensive legal documents; ability to carry out assigned projects to their completion; ability to communicate effectively verbally and in writing; ability to establish and maintain effective working relationships with employees, city officials, the court system, and the general public; ability to efficiently and effectively administer a municipal legal department. SPECIAL REQUIREMENTS A license to practice law in the state;member in good standing of the state Bar Association;valid State driver's license. TOOLS AND EQUIPMENT USED Requires frequent use of personal computer, including word processing and spreadsheet programs; calculator,telephone, copy machine and fax machine. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job,the employee is frequently required to sit and talk or hear. The employee is occasionally required to walk; use hands to finger, handle, or feel objects, tools, or controls;and reach with hands and arms. The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. The noise level in the work environment is usually moderately quiet. SELECTION GUIDELINES Formal application, rating of education and experience; oral interview and reference check;job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar,related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change. Approval: Approval: Supervisor Appointing Authority Effective Date: Revision History: CITY OF HAYDEN- CITY CLERK JOB DESCRIPTION GENERAL STATEMENT OF DUTIES: Prepares and maintains all city administrative and official records and documents and other records and documents resulting from meetings and policy decisions of city council meetings. Performs a wide variety of other clerical and administrative duties as required and assigned. DISTINGUISHING CHARACTERISTICS OF CLASS: In accordance with Idaho Code Title 50, Section 200,this position is appointed by the Mayor,with the consent of the City Council and serves at the will of the Mayor and City Council in accordance with statutory procedures. Requires the incumbent to be well informed in clerical and administrative procedures and knowledgeable in the content of ordinances,statutes and matters affecting the city. The incumbent supervises subordinate clerical personnel and receives general direction from the City Administrator and Mayor and Council who set policy for the City. EXAMPLES OF DUTIES: (illustrative only) CITY CLERK DUTIES • Prepares council agenda and assures that all documents and items are ready and available for council meetings. • Receives and processes all public record requests. • Records council proceedings,prepares minutes,secures council approval,and files minutes in accordance with Open Records Act; • Notifies interested parties of council action taken and follows up in cooperation with City Administrator; • Responsible for maintenance of files for official city documents, i.e.,contracts,agreements, ordinances,resolutions, licenses,etc.; • Establishes and maintains records of all city inventory,i.e.,vehicles, furnishings,equipment, etc.,serves as custodian for duplicate keys and addresses issues of building and facility security; • Coordinates with insurance carriers regarding city property, liability matters,and health care policies; • Coordinates specific work tasks with City Administrator and City's legal advisors; • Conducts registration of voters; • Acts as the election official for all municipal elections in accordance with Idaho Code. • Prepares advertisements and publishes bid information in accordance with competitive bidding statutes; • Administers City contracts for review and signature as necessary. • Assists City Administrator in coordinating community events as necessary. • Other duties as may be assigned. REQUIRED SKILLS; General knowledge of clerical and administrative practices;working knowledge of computer hardwareand software;ability to make decisions and solve problems;ability to establish effective working relationship with all employees,city,county and state officials,and the public. Must work well with others,both internally and with those who conduct business with the City. ACCEPTABLE EDUCATION AND EXPERIENCE; High school graduate,preferably supplemented by business school or college course work in administrative,and computer skills,or a combination of above. Experience required in clerical and administrative skills. Certified City Clerk in the State of Idaho(or a commitment to attain City Clerk Certification within three years). NECESSARYSPECL4L REQUIREMENTS; Ability to be bonded. CITY CLERK JOB DESCRIPTION FOREWORD This handbook applies to all permanent City employees except uniformed Police and Fire personnel. This handbook has been organized and assembled in such a fashion that with minimal effort every employee will be able to maintain, on an ongoing basis, an up-to-date copy of personnel policy even as new or revised policy is adopted. As changes are made, they will be distributed to employees for placement in the handbook. Please insert updated material as you receive it so that your handbook is current at all times. A copy of this handbook will be issued to each non-uniformed permanent employee once free of charge. Thereafter, duplicate copies or copies to non-City employees will be available for a fee to cover the cost of printing. We hope you find the handbook a useful reference. Any suggestions from employees for improving the method of communicating employee benefits and policies are welcomed and should be submitted to the Affirmative Action Office. If problems are encountered in the administration of policy, notify the City's Personnel Department so that they can be given management review. MISSION STATEMENT To provide citizens the best and most efficient services possible that protect and enhance the quality of life through planning, visionary leadership and dedicated employees. Realizing that the strength of our mission lies in our commitment to the following values, we believe in: PRIDE in our work, in our dedication to public service, and in being the best we can be; HONESTY in all our actions with employees and citizens; PARTICIPATION by citizens and City team members in setting and attaining the City's goals;- INNOVATION in meeting the present and future needs of the City; LOYALTY to our community, to this organization, and to each team member; RESPECT for, and belief in, individual differences and the worth of every person. ADOPTED BY THE SPOKANE CITY COUNCIL MARCH 22, 1993 EQUAL EMPLOYMENT OPPOR (EEO) POLICY STATEMENT It is the policy of the City of Spokane to provide equal opportunity to all employees and applicants for employment without regard to race, color, religion, sex, national origin, age, physical or mental disability, or veteran's status. This policy covers all aspects of employment including recruitment, hiring, upgrading, promotion, examination, training, performance evaluation, transfer, compensation and benefits, discipline, layoff and termination. EMPLOYEE'S Conduct yourself in a professional manner appropriate RESPONSIBILITY for a work environment. Treat co-workers in the same manner you would expect to be treated. SUPERVISOR'S Communicate and demonstrate an attitude to RESPONSIBILITY your employees in the spirit of the principles of fair and equal opportunity in employment. Ensure anti-discrimination posters and notices are placed in locations where employees assemble. Base employment decisions on fair and equitable standards and job-related criteria. Document results of employment interviews, discussions with employees regarding job advancement and training, and the basis behind employment -decisions. Make reasonable accommodation when employment- related matters conflict with an employee's religious convictions or beliefs. Make reasonable accommodation where accommodation would enable an otherwise qualified person with a disability to perform the essential functions of a job. 2-1 Employee Handbook, 7/95 COMPLAINT If you feel you have been discriminated against in any aspect of employment on the basis of your race, color, gender, religion, national origin, age, physical or mental handicap, or sexual orientation, you may file a complaint by contacting the Personnel Department or the Affirmative Action Department. 0 2-2 Employee Handbook, 7/95 SEXUAL AND OTHER FORMS OF HARASSMENT POLICY STATEMENT All employees, regardless of their status of employment, have a right to work in an environment free from intimidation, ridicule, or harassment based on gender, race, color, age, religion or national origin, or disability. Sexual or other harassment, including retaliation against employees who report harassment, constitutes illegal employment discrimination, is unacceptable conduct in the workplace, and will not be tolerated. Where it is found to exist, immediate corrective action will be taken to assure it is stopped and does not recur. Employees who commit sexual or other harassment or retaliatory acts shall be subject to disciplinary action up to and including dismissal. DEFINITION OF SEXUAL HARASSMENT: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when: 1. Submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; 2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; 3. Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating hostile or offensive working environment. "Unwelcome" is determined by the recipient of the behavior, NOT the alleged perpetrator. DEFINITION OF Ol'HER HARASSMENT Ethnic slurs, racial jokes, verbal or physical abuse or other offensive or persistently annoying conduct directed at someone's race, color, national origin, age, disability, religious beliefs or ethnic background which 1) has the purpose or effect of creating an intimidating or hostile environment; 2) unreasonably interferes with an individual's work performance; or 3) otherwise adversely affects an individual's employment opportunities. 2-3 Employee Handbook, 7/95 EXAMPLES OF SEXUAL OR OTHER HARASSMENT The list below includes some of the social behaviors that are inappropriate and unacceptable on the job: Telling jokes covering sexual, racial or ageist material. Use of slurs or slang names meant to put down women/men or persons of a particular race, age, ethnic or religious background. Displaying and/or distributing printed material of any nature which stereotypes or demeans persons of a particular race, age, ethnic or religious background. Suggestive looks or leering, "undressing with eyes." Pats, squeezes, embraces or uninvited and deliberate touching or "accidentally" brushing against someone's body. Invitations for dates which do not stop when the response is negative. Openly discussing personal sexual activity. Displaying visuals of sexual content in employee lockers, break rooms, or City vehicles. (Nude pictures, pin-ups, etc.) Using terms of endearment: sweetheart, babe, dear, honey, darling, fox, etc. ti Whistling, lip-smacking, making animal-type sounds and other similar-type behavior. EMPLOYEE'S RESPONSIBILITY If you feel you are being sexually or otherwise harassed, tell the individual to stop the offending behavior. If the incidents continue, promptly report them to one or more of the following: your supervisor or the next appropriate level of supervision or management, your department head, a collective bargaining unit representative, the Personnel and/or the Affirmative Action Departments. Each employee is expected to take responsibility for her/his own behavior and to act in a professional manner appropriate for a working environment. 2-4 Employee Handbook, 7/95 SUPERVISOR'S RESPONSIBILITIES Supervisors are to take the issue of sexual or other harassment seriously and communicate that attitude to employees by discouraging any activity in the workplace that may be perceived as harassment such as those listed in the examples above. If an employee brings a complaint to your attention, the supervisor is to investigate it or refer it for investigation immediately. Appropriate corrective action will be taken at the conclusion of the investigation. If a violation of this policy occurs, disciplinary action commensurate with the scope and severity of the occurrence will be taken against the offending employee or supervisor. This may include, but is not limited to, verbal warning, suspension, demotion, or termination. An employee proven to have filed a complaint maliciously may be subject to disciplinary action. 2-5 Employee Handbook, 7/95 COMMIJTE TRIP REDUCTION The City has a number of programs designed to encourage employees to commute to work other than by means of a single occupant vehicle. There are a number of ways in which employees can commute to work in an environmentally-sensitive way: vanpooling, carpooling, riding the bus, bicycling, or walking; or by eliminating trips to work by means of working a compressed work week or telecommuting. To encourage employees to ride the bus, the City sells bus passes for $17.50 (instead of the regular price of $25.00) and bus tokens for 600 apiece (instead of the regular 750 apiece). To encourage biking and walking to work, the City has bike racks and showers at its major facilities. To encourage its employees to work fewer than five days each week at work, the City encourages working compressed work weeks or telecommuting. The most common compressed work weeks are four ten-hour shifts or the 9/80 plan, which involves working nine days in a biweekly pay period. (Under the 9/80 plan, an employee works eight nine- hour days and one eight-hour day.) Employees wishing to work a compressed work week or to telecommute need to obtain necessary approvals from their department and other appropriate officials. To encourage vanpooling and carpooling, the City has a limited number of free parking spaces available for employees who vanpool or carpool. The City guarantees a ride home to all employees who commute to work other than by means of a single occupant vehicle and who experience an exigency requiring traveling home by means of transportation other than originally planned by the employee. The City has four sites that qualify as worksites under the Commute Trip Reduction Act: City Hall, the Public Safety Building, the Normandie/Mission complex, and the Water/Solid Waste Complex. There is an employee transportation coordinator assigned to each of those four complexes; consult that person for more information on one of these valuable programs. 0 2-6 Employee Handbook, 7/95 PERFORMANCE EVALUATION The City of Spokane's goal for the performance evaluation program is to train, promote and retain qualified employees to do their job, regardless of age, sex, pregnancy, race, creed, color, national origin, marital status, veteran status or the presence of any physical or mental disability, or actual sexual orientation. The City intends to achieve two-way communications between employees and supervisors regarding expectations, performance, and acknowledgement of employee accomplishments. * All employees will have an opportunity to provide written comments on any evaluation. If an employee disagrees with the findings or expectations stated in the performance evaluation, he/she may request a meeting with the next level supervisor or the Personnel Director. * Employee performance evaluations are reviewed by the Personnel Department for consistency and completeness. * Each employee will be provided with a copy of his or her performance evaluation for his/her records. * All documentation of performance evaluations will be considered confidential to the extent allowed by State law. * Any changes to an employee performance evaluation will be discussed with that employee and a copy of the revised evaluation will be provided to that employee and to the Personnel Department. TYPES OF PERFORMANCE EVALUATION REPORTS There are five types of performance evaluations. 2-7 Employee Handbook, 7/95 ORIGINAL APPOINTMENT PROBATION During the first year that an individual is employed with the City of Spokane, three performance evaluations will be prepared for that employee. These reports will be prepared and submitted during the fourth, eighth and eleventh months. PROMOTIONAL PROBATION When a classified employee is promoted to a higher classification, that employee is on probation for six months. Performance evaluations will be prepared and submitted during the third and fifth months of the probationary period. ANNUAL REVIEWS Each employee who successfully completes probation will have a performance evaluation prepared and submitted each year of employment. This evaluation will take place on the anniversary date of employment or date in class. Each report will be an evaluation of the employee's performance since the last performance evaluation was completed. PROMOTIONAL SCORE Each employee who signs up for a promotional test through the Civil Service system will have a special evaluation prepared and submitted if the last evaluation was completed more than six months before the date of the test. SPECIAL SUPERVISORY EVALUATIONS A rating official or a reviewing official may request a special evaluation, outside of the above cited time frames, on an employee under their supervision. These evaluations normally are used to document significant improvements or declines in an employee's job performance. Special evaluations are not to be used during the initial or promotional probationary periods. 2-8 Employee Handbook, 7/95 SMOKE-FREE WORKPLACE The City of Spokane seeks to promote a safe, healthy and pleasant work environment for all employees and members of the public. In response to new regulations issued by the Washington State Department of Labor and Industries and applicable provisions of the Washington Clean Indoor Air Act, there shall be no smoking in or near City buildings except in designated smoking rooms that have separate mechanical exhaust systems and which have "negative pressure." Smoking is banned in indoor or enclosed occupied spaces where clerical, administrative, or business activities are conducted, and in associated spaces, such as City-controlled lunch rooms, restrooms, meetings rooms and elevators. Outside smoking areas must not be less than 20 feet from air intakes or other openings that may allow airflow directly into the building. Smoking in City vehicles, except pool vehicles, may occur if all occupants agree. * "No Smoking" signs will be conspicuously posted at the entrance of all City locations. * The City will offer assistance and support to employees who wish to quit smoking by providing periodic stop smoking classes if sufficient interest is demonstrated by employees. * Visitors to any of the City's facilities will be requested to comply with the City's efforts to maintain a smoke-free environment. 2-9 Employee Handbook, 7/95 HOLIDAYS The City of Spokane usually provides paid time off to all permanent full-time and permanent part-time employees on the following holidays: • New Year's Day • Thanksgiving Day • M.L. King's Birthday* • Day after Thanksgiving Day • Memorial Day • Christmas • Independence Day • Four Floating Holidays • Labor Day Floating holidays shall be taken at a time mutually agreeable to the employee and the supervisor and must be taken in eight (8) hour increments except those employees on approved compressed work weeks. All new employees hired between January 1 and the third Monday in January shall be eligible for five floating holidays. Those hired after the third Monday in January and before July 1 shall be eligible for four floating holidays, and those hired on or after July 1 shall receive two floating holidays for use in that year. Holidays falling on a Saturday are normally observed on the preceding Friday. Holidays falling on a Sunday are normally observed on the following Monday. You will be notified before the beginning of each calendar year of the actual dates on which each of these holidays is observed. To be eligible to receive holiday pay, you are required to be in paid status the normally scheduled workday following the holiday. * Since Martin Luther King's birthday is a "designated floating holiday," employees who work in offices that are closed in commemoration of Martin L. King's birthday will have eight (8) hours of floating holiday time deducted from their account. Employees who work in offices that are open on the holiday may either observe the holiday or work at straight time and have a fifth floating holiday available to them to observe later. 3-1 Employee Handbook, 7/95 • SICK LEAVE r--� Employees accrue sick leave at the rate of four hours each biweekly pay period and may accrue sick leave without Iimit. Sick leave may be used when the employee is incapable of reporting to work due to illness or injury, has a doctor's or dentist's appointment, or must care for a sick child under the age of 18. An employee may also use sick leave as follows: Up to three days of sick leave may be used in the event of an emergency or serious illness involving a member of the employee's immediate family. Two additional days of sick leave may be granted when the one-way travel is 250 miles or more. Additional sick leave may be granted upon request to the Personnel Director. - An employee may use up to three days of sick leave in the event of a death in the immediate family. Two additional days of sick leave may be granted when the one-way travel is 250 miles or more. - A male employee may use up to three days of sick leave for paternity purposes. Such leave must be used within three months of the birth of the child. 40% of up to 960 hours of an employee's accrued sick leave shall be paid upon retirement, or to the employee's estate in the event of death. �i 3-2 Employee Handbook, 7/95 VACATION LEAVE Employees earn a number of paid vacation hours each pay period. The number of hours earned depends upon the employee's length of employment and the number of hours in a pay status. Vacation hours earned cannot exceed two times the employee's annual vacation accrual or 200 hours, whichever is greater. A new employee must first work a minimum of six months before he/she becomes eligible to use paid vacation leave. Employees who leave City employment after six months are entitled to cash payment for vacation leave up to the time of separation. Employees who leave City employment before the completion of six months shall forfeit all vacation time accrued and are not eligible for cash payment. Prior approval to use vacation leave must be obtained from the employee's supervisor so that proper scheduling of work can be accomplished. The following vacation allowance is in effect: Service Biweekly Accrual Annual Accrual First 4 years 3.70 96.57 Begin 5th - 10th 5.24 136.76 Begin 11th 5.55 144.86 Begin 12th 5.85 152.69 Begin 13th 6.16 160.78 Begin 14th 6.47 168.87 Begin 15th - 19th 6.78 176.96 Begin 20th 8.32 217.15 3-3 Employee Handbook, 7/95 JURY DUTY City employees as citizens are encouraged to serve on juries when they are called. Employees so called and asked to serve during working hours will experience no loss of pay. Employees called during the day shall report immediately by telephone to their supervisor for instructions as to whether to report for work for the remainder of the day. An employee who works graveyard shift will be excused from duty each day that there is a likelihood of performing jury duty. An employee who works swing shift will be excused from work if jury duty of four hours or more was performed that day; if the employee performed under four hours of jury duty, that employee shall be expected to work the difference between the number of regular hours scheduled for that day and the number of hours served on jury duty. 0 3-4 Employee Handbook, 7/95 MILITARY LEAVE AND . MILITARY LEAVE OF ABSENCE Every employee of the City who is a member of the Washington National Guard or the Army, Navy, Air Force, Coast Guard, or Marine Corps Reserve of the United States, or of any organized reserve or armed forces of the United States shall be entitled to and shall be granted military leave for a period not exceeding 15 working days during each calendar year. Such leave shall be granted in order that the person may report for active duty when called or take part in active training duty. Such military leave shall be in addition to any vacation or sick leave to which the employee might otherwise be entitled and shall not involve any loss of seniority, status, or pay. An employee who receives orders to report for active duty, active duty for training, or inactive duty training beyond 15 working days may request a military leave of absence. Such military leave of absence, when combined with all other periods of service in the uniformed services, may not cumulatively exceed five years. An employee returning from a military leave of absence within the required time frame will be reemployed with no loss of seniority, status, or pay. APPLICATION DEADLINES: How soon a service member must apply for reemployment is based on his/her length of absence from work. In most cases, the following deadlines apply: Length of Service Deadline 30 days or less The employee must be at work the first regular work day after a reasonable period within which to return home plus eight hours' rest. 31 - 180 days The service member must apply within 14 days after completing service. 181 days or more The service member must apply within 90 days after completing service. POSITION UPON REEMPLOYMENT: The service member is entitled to the job he/she would have had if he/she had not taken time off for military service (taking into account normal promotions and the like). If he/she is not qualified for that position, even after reasonable efforts to qualify him or her (e.g. training), he/she may be returned to the job held before the military leave of absence. 3-5 Employee Handbook, 7/95 FAMILY MEDICAL LEAVE Under the Federal Family and Medical Leave Act of 1993, the City of Spokane provides up to twelve work weeks of unpaid leave during any 12-month period for eligible employees at the time of the birth or adoption of a child or at the time of a serious health condition affecting that employee or a family member. To be eligible for family leave, an employee must have worked for the City for at least twelve months. Family leave or family medical leave is generally unpaid, but it may be a combination of authorized paid time and unpaid leave. An employee need not have exhausted his/her accrued leave balances before taking unpaid family leave. Also, employees may, with approval, stretch the family leave out over more than twelve weeks by working a reduced- leave schedule. 3-6 Employee Handbook, 7/95 CITY POLICIES PL - 1. HIRING PROCEDURES FOR FULL TIME EMPLOYEES: Unassigned. PL - 2. PRE-EMPLOYMENT PHYSICALS: All new exempt and classified employees who have been selected for new employment with the City of Spokane must pass a pre-employment physical which includes a drug screening test prior to being placed on the job. Pre-employment physicals will vary in scope depending upon the type of work the new employee will perform. PL - 3. FINGERPRINTING AND BONDING: Unassigned. PL - 4. PROMOTION POLICY: The City assists, encourages and trains employees so they may rise to the highest position possible. In accordance with Civil Service rules, the appointing authority will interview and consider each eligible in order of certification. This policy applies to all non-uniform employees. PL - 5. REST PERIODS: See PL-40. PL - 6. JURY DUTY AND SUBPOENAS: Employees who are called as jurors and employees who respond to subpoenas that are job related, shall not suffer any loss of pay, seniority or benefits. Employees may keep any stipend or fee received in connection with serving as a juror, a witness, or in some other capacity cooperating in the litigation process. PL - 7. MILITARY LEAVE OF ABSENCE: Every employee of the City who is a member of the Washington National Guard, or of the Army, Navy, Air Force, Coast Guard, or Marine Corps Reserve of the United States, or of any organized reserve or armed forces of the United States, shall be entitled to and shall be granted military leave for a period not exceeding fifteen (15) working days during each calendar year. Such leave shall be granted in order that the person may report for active duty, when called, or take part in active training duty. Employees who exercise their rights under this policy shall be returned to the position they would have had if they had not taken time off for military service, so long as they make application to return to City employment within prescribed times. PL - 8. TUITION REIMBURSEMENT: Employees continuing their education to improve their ability to perform the duties and responsibilities of their present position and for the next higher position in their line of progression will be eligible to receive tuition reimbursement if: 1) the department has a budgeted line item for that purpose; 2) approval from the department head has been received prior to enrolling in a class; and 3) a grade of "C" or better has been received. 7-1 Employee Handbook, 7/95 PL - 9. HIRING AND SUPERVISING RELATIVES: Managers, supervisors, forepersons and others with authority or practical authority shall not supervise, appoint, remove or discipline a relative, nor shall they advocate their appointment, removal, or discipline to one with authority. PL - 10. DRUG TESTING: All prospective employees for employment with the City shall pass a pre-employment physical examination which shall also include a drug testing urinalysis; there shall be an employee assistance program available to all employees for confidential counseling on problems associated with alcohol and drug abuse; and there shall be required a drug test for an employee when there is reasonable cause to believe that the employee is under the influence of alcohol or drugs while on duty. PL - 11. PERFORMANCE APPRAISAL AND ELIGIBILITY FOR STEP INCREASE: Employees must be kept apprised of their performance level by regular feedback. In addition to frequent informal feedback, at least three formal appraisals are to be conducted during a new employee probationary period and one each year thereafter. An employee must be performing satisfactorily or better in order to be eligible for a step increase. PL - 12. STATE WORK STUDY PROGRAM: The City will hire students under the work study program whenever there is bona fide part time entry level work that can be performed practicably by students under this program. PL - 13. PERSONAL LEAVE FOR MANAGEMENT EMPLOYEES: Personal leave is offered to management employees in recognition of the fact that they typically put in far more than 40 hours a week without recompense. Exempt employees may only receive personal leave; management employees may choose to accrue compensatory time for overtime hours worked or receive personal leave, but not both. PL - 14. SMOKING: There shall be no smoking in or near City buildings except in designated smoking rooms that have separate mechanical exhaust systems and which have 'negative pressure." There shall be no smoking within 20 feet of air intakes and other openings, in pool vehicles or other City vehicles unless all occupants agree. PL - 15. FAMILY BLOOD BANK: Unassigned. PL - 16. DISCRIMINATION: Employees will not be treated differently or unequally because of race, religion, color, national origin, gender, sexual orientation, age or the presence of any disability. PL - 17. RETENTION PERIODS FOR DISCIPLINARY LETTERS: Letters effecting a suspension without pay shall be kept in the employee's personnel folder a minimum of three years. Letters of reprimand, letters of warning, and records of counseling shall be kept in the employee's personnel folder a minimum of two years. 0 7-2 Employee Handbook, 7/95 PL - 18. PREDISCIPLINARY HEARINGS: A hearing shall be conducted whenever an employee's conduct or performance may result in disciplinary action such as a suspension or discharge. PL - 19. DISCIPLINARY ACTION: The City endorses the concept that disciplinary action should be positive and corrective in nature. The City also endorses the concept of progressive discipline. PL - 20. LEAVES OF ABSENCE: A leave of absence is a leave granted beyond or in addition to regular sick or annual vacation leave. Requests must be in writing and submitted through the employee's immediate supervisor or department head to the Personnel Director for approval prior to any such leave being effective. PL - 21. LIFE THREATENING ILLNESSES, CONTAGIOUS DISEASES AND OTHER DISABLING CONDITIONS: There will be no personnel distinctions in the terms and conditions of employment based on the fact or perception that an individual has a life-threatening illness, a contagious disease, or other disabling condition so long as the person can properly perform the duties of the job and so long as the condition presents no significant threat to others. PL - 22. ILLNESS LEAVE: Illness leave is provided to employees to be used when the employee is incapable of reporting to work due to illness or injury to that employee; to care for a sick child under the age of 18; in the case of a serious illness or death of a member of the employee's immediate family; paternity purposes and for doctors' appointments. PL - 23. FAMILY AND MEDICAL LEAVE: Employees may receive up to a total of 12 work weeks of unpaid leave during any 12 month period at the time of the birth or adoption of a child or at the time of a serious health condition affecting the employee or a family member. PL - 24. COMMERCIAL DRIVERS LICENSE: Employees are required to have a CDL if they drive a single vehicle with a gross vehicle weight rating (GVWR) of more than 26,000 pounds, or a trailer with a GVWR of more than 10,000 pounds if the gross weight rating of the combined vehicle(s) is more that 26,000 pounds, or a vehicle designed to transport 16 or more persons (including the driver), or any size which carries placarding amounts of hazardous materials. PL - 25. ACCIDENT REVIEW PANELS: The Accident Review Panel is established to review any vehicle-accident which involves death, bodily injury or damage to property. The Panel is to determine how similar accidents can be prevented in the future and to recommend such action that will bring about the prevention of similar accidents. 7-3 Employee Handbook, 7/95 PL - 26. ACCIDENTS WITH CITY VEHICLES: Vehicle accidents involving death or injury or property loss shall be handled in such a way as to provide first for the health and welfare of the injured and second for a prompt, thorough investigation. All • employees who drive City vehicles or operate equipment must maintain an up-to-date driver's license. An expiration, suspension or revocation of a driver's license must be reported to the employee's immediate supervisor prior to the employee's next scheduled work shift. PL - 27. LIGHT DUTY: If a non-uniformed employee, permanent or temporary, is injured on the job and subsequently released by a physician for light duty, the City will attempt to design meaningful light duty for that employee to perform. Light-duty periods will normally be for a maximum of 90 calendar days. PL - 28. LEAVE SHARING: This program permits City employees to provide vacation time, sick leave, and/or compensatory time to a fellow City employee who is suffering from an illness, injury, or other impairment, is out of sick leave, vacation time, floating holidays, and compensatory time, and who will imminently go on leave without pay or terminate City employment. PL - 29. PROBATION: There are two types of probationary periods; a one-year probation for new hires and a six-month probation for promoted employees. PL - 30. WAGE AND SALARY ADMINISTRATION: The City establishes wage and salary ranges that reflect the value to the City of the various jobs as determined by a formal system of continuing job evaluations and review, taking into account the duties and level of responsibility of each job. PL - 31. SELECTION INTERVIEWS AND REFERENCE CHECKS: Interview panels of at least two people are to be used for selection interviews for initial hire and for promotion; open-ended, job-related, nondiscriminatory questions are to be asked of all interviewees; individualized questions may be asked of candidates concerning their responses given on the application form, experience and training or as a follow-up to responses given in the interview. Appointing officials must use a formalized ranking mechanism and keep records for a period of three years. PL - 32. REASONABLE ACCOMMODATION: Reasonable accommodation will be provided to all qualified individuals with disabilities who can perform the essential functions of the position held or desired. PL - 33. •--WORKING -OUT-OF-CLASSIFICATION: Should an -employee be called upon to fill a temporary vacancy in a higher level position and that employee performs the full range of duties of that higher level position, the employee will be paid at the appropriate step of the salary range of the higher level position. 7-4 Employee H2ndbook, 7/95 PL - 34. LAY OFF OF EMPLOYEES CHARGED WITH A FELONY: An employee who has been formally charged with a felony will be laid off pending court trial determination only if the alleged crime is so heinous as to offend the sensibilities of a reasonable person, there is a job connection, the City's public relations would be adversely affected by retaining the employee on the job or the employee's presence on the job would be a disruptive factor in the work force. PL - 35. SEXUAL HARASSMENT: Sexual harassment is a form of sex discrimination and is strictly prohibited by the City. There are two main forms of sexual harassment: "quid pro quo" is a form in which employment decisions are based on an exchange of sexual favors; "hostile work environment" is a form of sexual harassment in which unwanted sex-based comments, jokes, requests for dates, cartoons, etc. are directed to a recipient because of his or her sex. PL - 36. EXIT AUDIOGRAM: Employees who are exposed to loud noises on the job or who were in City positions in which they were exposed to loud noises on the job shall have an audiogram as part of the exiting procedure when they terminate employment with the City, unless they have an audiogram on file within the twelve calendar months preceding termination of employment. PL - 37. WHISTLEBLOWER PROTECTION: Employees are encouraged to report any allegedly improper governmental action by City officers or employees. Employees who in good faith report such allegedly improper action will not be retaliated against. PL - 38. PERSONAL SERVICE CONTRACTS: Personal service contracts are to be issued in compliance with Civil Service and Internal Revenue Service rules. They are to create a truly independent contractor relationship and are not to be used to avoid an employer-employee relationship. PL - 39. WAGE AND POSITION CHANGE SCHEDULE: This policy sets prior notification deadlines for changes in wages due to reclassification, certification advancements, procedural upgrades, range changes and special promotions. PL - 40. REST PERIODS AND MEAL PERIODS: Rest periods may not be taken the last hour of the shift, in conjunction with a meal period, nor in the first hour of a shift, unless authorized by department head because of operational considerations. Employees may not go to a private home during a rest period. PL - 41. COMMUTE TRIP REDUCTION -GUARANTEED RIDE HOME: The City guarantees a Tide home to-all employees who commute to-work other-than by means of a single occupant vehicle and who experience an exigency requiring traveling home by means of transportation other than originally planned by the employee. 7-5 Employee Handbook, 7/95 PL - 42. COMMUTE TRIP REDUCTION - COMPRESSED WORK WEEK: The City encourages compressed work weeks when employees desire to work them and when the nature of the work is compatible with them. PL - 43. COMMUTE TRIP REDUCTION - : Department Heads are encouraged to review their staffing requirements to determine if flextime could be implemented for the department or for specific job functions. The primary purpose of this policy is to facilitate commuting to work other than by means of a single occupant vehicle. PL - 44. COMMUTE TRIP REDUCTION - TELECOMMUTING: Telecommuting is encouraged in situations where it will work to the mutual benefit of the employee, the City of Spokane and the City's customers. Telecommuting means working arrangements in which the work place is located at least part time at an alternate location. PL - 45. COMMUTE TRIP REDUCTION - PREFERENTIAL PARKING: Preferential parking will be provided, when available, to employees who vanpool or carpool. Vanpooling will receive first priority for limited spaces. PL - 46. INTERNSHIP: The City will utilize interns when it is mutually beneficial to the intern and the City of Spokane. PL - 47. DRUG AND ALCOHOL TESTING OF COMMERCIAL DRIVERS: This policy implements the Drug Free Workplace Act of 1988 and the Federal Highway Administration regulations. The City will take those steps necessary to ensure that its employees are free of the influence of alcohol and drugs while in the performance of their duties. Such steps shall include training, testing of prospective employees, random testing, post-accident testing, and reasonable suspicion testing. 0 7-6 Employee Handbook, 7/95 Risk Management Summary It is the opinion of this committee the following recommendations are considered for adoption by the city council. After a lengthy investigation we have found the best overall way of starting our new city on the right path not only in risk coverage, but also training the City Council in the beginning. It is our recommendation the council join the Washington Cities Insurance Authority (WCIA). WCIA is a national leader in municipal insurance pooling and is member run. There are 104 current members. The value of their service is unparalleled by the training that is provided by them to the council and subsequent managers. WCIA makes a huge annual investment in member training. They are becoming the statewide leaders in civil liability training. Some of the other training includes defensive driving, anti-harassment, personnel management, city attorney seminar, land use, and safety. Following the training program the council will have a much better understanding of risks that can and may pose threats to the city, whether it be talking with the news media to a 6 month moratorium on land use. The insurance shopping list to begin with, that are covered by WCIA would be: • Liability (things you do to others) • Property (fleet and real property) • Crime/fidelity (dishonesty/money handling) • Errors and Omissions (such as land use decisions) • Boiler and Machinery (boilers and off-road equipment) Insurance's that need to be purchased and not covered by WCIA would be: • Workers Compensation Insurance (State Fund) • Employee Health Benefits • Life Insurance Another service provided by WCIA is pre-defense review. This is pre-claim work that is carried as a pool-wide expense (rather than against your claims history) to improve the defensive posture of the city after something has happened. The costs are driven by loss experience and worker hours and can be a little more expensive, but again, the value far out ways the cost. For a better in depth view, we have included their manual for your evaluation. We have also included other insurances for quotes. Page 1 of 1 RCW 35A.21.230 Designation of official newspaper. Each code city shall designate an official newspaper by resolution. The newspaper shall be of general circulation in thf and have the qualifications prescribed by chapter 65.16 RCW. [1985 c 469§ 102.] • http://search.leg.wa.gov/pub/textsearchNiewHtml.asp?Action=Html&Item=16&X=826135122&p=1&X=82... 8/26/02 11/13/2002 11:44 FAX 509 459 5156 '+ CLASSIFIED ADS 001 The S -R +!•:uW`W P.O. BOX 2160 SPOKANE,WA 99210-2160 • Debbie Long Re:Bid Proposal for Legal Advertising Notices The Spokesman-Review has been a"legal newspaper"in the State of Washington since 1941; as shown in our attached Affidavit of Publication.We meet all the required qualifications of a"legal newspaper"under Chapter 65.16RCW. Following is our latest available circulation audit figures as reported by the Audit Bureau of Circulations.For the 12 month period ending March 31,2002 the figures are as follows: Daily 104,757 Saturday 120,660 Sunday 134,845 Our 2002-2003 legal rates are as follows: Full run. Legal notice runs in the classified section with full distribution Daily 52.81 per line,per day Sat/Sun 53.10 per line,per day Zoned Product.Legal notice runs in either the Thursday or Saturday Valley Voice with a distribution through-out the Spokane Valley and Liberty Lake areas with the following circulation: Product Circulation Rate Thursday Valley Voice 17,482 .77 cents per line,per day Saturday Valley Voice 25,168 .84 cents per line,per day The Valley Voice is distributed to the following zip codes: 99025, 99217, 99216, 99027, 99212, 99037, 99019, 99206, 99016, 99036, 99023, 99012,99030, 99039,99018_ Our Classified rates are charged by the line,no the inch, as other bids you receive might be.A classified column width is 1 '/inches wide,while our zoned Voice product column Width is 1 1/16 inches wide. For purposes of comparison only,following is an approximation of cost.Billing statements from The Spokesman-Review will be in line charges for all legal notices. REVIEW TOWER,999 WEST RIVERSIDE AVENUE, SPOKANE,WA 99201 (509)459-5000•FAX(509)459-5234 13/2002 11:44 FAX 509 459 5156 CLASSIFIED ADS 0002 Product Line Rate Inch Rate Thursday Valley Voice .77 cents per line Approx. $732 inch Saturday Valley Voice .84 cents per line Approx.$7.98 inch. Daily Full Run Classified $2.81 per line Approx.$39.34 inch Weekend Full Run Classified $3.10 per line Approx.$43.40 inch Submitted for evaluation this 13th day of November,2002,by The Spokesman Review. Submitted by:Diane Bobiak Date:November 13,2002 Title: Classified Inside Sales Manager Phone: (509)459-5122 PAX: (509)459-5156 999 W.Riverside Spokane,WA 99201 email: dianeb@spokesrnan coin BANKING From all appearances all banks are the same. What makes one stand out from the other is the customer relationship and the willingness to work with the new city. When choosing the bank that you want to work with you will need to look at the following: • Can they issue warrants? • Are there fees competitive? • What is the procedure for getting a loan? Warrw /teatte� Since 1906 FARMERS & MERCHANTS BANK MEMBER FDIC Farmers &Merchants Bank has a 40 year history with the Spokane Valley. We were founded in 1906 by a group of Rockford, Washington farmers and businessmen who saw a need for a financial institution to provide banking services for the local community. Their vision was to use local capital to provide for growth of the community. We survived the depression of the 1930's and by 1950,we were prospering. In the early 60's the Board of Directors added several Spokane businessmen to add diversity and strengthen the management of the bank It was the vision of these businessmen to expand Farmers &Merchants Bank from a rural community bank to a major Spokane financial institution. In 1961, the Directors of the bank decided to expand to the Spokane Valley and establish a branch office. The expansion to Spokane would allow the bank to become more diversified in its customer and loan base and not be dependent totally upon agriculture. In January 1962,the bank opened in the Spokane Valley and introduced the concept of Saturday Banking. In 1977, the bank was experiencing exciting growth in the Valley Office. Saturday banking was generating customer and deposit growth that could not be properly serviced by the Valley Office. The Valley Office, located in front of University East Shopping Center,was limited in the amount of space available for expansion. The Board of Directors made the decision to establish a second Valley Office at the corner of Sprague and Argonne. With the opening of the Sprague and Argonne drive-in facility, Farmers &Merchants Bank introduced 24-hour drive-in banking, becoming one of the few banks in the entire United States to offer a 24-hour manned banking facility. In 1997, Farmers &Merchants Bank entered into an agreement with Tidyman's to establish three in- store-banking facilities including one branch in their store on Argonne. Today, with over$100,000,000 in deposits in the new City limits,Farmers &Merchants Bank ranks 3`d in deposits among banks and thrifts. We are the only bank whose headquarters are in the new city limits. Farmers & Merchants Bank is committed to making the new City a success. We are the largest employer among banks and thrifts within the new City, currently employing 75 individnnls. Not only are our headquarters in the new City;we also house all of our servicing areas within the City limits. We have demonstrated our commitment to the Valley over the years, dedicating both employee and financial resources to the new City. Many of our employees serve as officers and board members of various organizations in the Valley, including the Spokane Valley Chamber,Spokane Va.11eyMeals on Wheels,the Sunrise Rotary and the Valley Rotary. We have also been active in Valleyfest. Our employees have participated in the Spokane County Growth Management Planning process from its inception. We actively participate in the Spokane Valley Chamber Transportation Committee and have been an advocate for the funding of the Valley and regional road projects. ' • ti d N.25 MULLAN ROAD • P.O. BOX 14917 • SPOKANE.WASHINGTON }99214.777 i ( oa�921 X265 F X(509)892 4599 I > - vt Farmers &Merchants Bank participated in the Valley Chamber's Governance Committee,which eventually supported incorporation,in addition to participatingin the BoundaryReview Study for incorporation. As part of the Stakeholder Group,Farmers &Merchants Bank will be very active in bridging the Valley Transportation Project from funding through completion. Farmers and Merchants Bank will continue to participate with the new city in economic development, transportation and its own Growth Management Plan as it is developed. We also provide financial resources through the taxes we pay and the bonds we purchase. Our Bank Today Farmers &Merchants Bank is a State Chartered Bank and a state member bank of the Federal Reserve Bank of San Francisco. Total assets as of September 30, 2002 were $269 million, total deposits were $240 million and loans were $239 million. Farmers &Merchants Bank corporate offices are maintained at 25 North Mullan Road. We currently have 14 branch offices, a Real Estate Office and a Private Banking Office all located in Spokane County. We provide banking services principally in the greater Spokane area. We also serve customers in Lincoln,Stevens and Whitman County,as well as Kootenai County;Idaho. Our Board of Directors is comprised of: David A.Klaue Chairman of the Board John G.Layman President Lawrence Peretti John R.Layman Richard E. Odegard Our Executive Management Team consists of: John R.Tombari Chief Operating Officer Michael D.Beasley Chief Credit Officer Lorilei Bruggink Chief Retail Officer Employees active in the Valley include: Diane E.Groh Sr.Vice President,Development, Construction&Security Frank Tombari VP,Commercial Lending Holly Montgomery AVP,Commercial Lending Toni Flager Manager,Sprague/Argonne Branch • Kelli Anderson Personal Banker,Sprague/Argonne Branch Shari Weir AVP Manager,Valley Branch Mila Bill Personal Banker,Valley Branch Our management team wears a variety of hats and participates in the majority of bank functions. Our unique ability to blend ownership and management allows us to enjoy excellent communications and be able to respond quickly to the needs of our customers. Our Products and Services Farmers & Merchants Bank provides financial services to individuals, businesses, corporations, partnerships,government bodies as well as other legal entities. For the new City; Farmers &Merchants Bank offers a variety of deposit and loan accounts to meet your banking needs. In addition to checking accounts, we also offer a variety of investment products including savings and money market accounts. Farmers & Merchants Bank has partnered with Goldman Sachs Investment Funds to provide additional investment opportunities in government funds. Our certificates of deposit are competitively priced and we offer a unique Dreamfund account, which guarantees a rate to maturity with the ability to add new funds. For business accounts and government entities, the bank offers direct deposit payroll services, ACH Origination, wire transfer and courier services. Farmers & Merchants Bank also has the ability to process warrant accounts. In April 2003 we will be expanding our services to provide Internet banking for all of our customers. Farmers & Merchants Bank will partner with the new City to offer a unique WorkStyle banking program to City employees. We will provide qualifying employees with a Totally Free Checking Account and a Totally Free Gift when opening the account. To make switching to us even easier,we will buy back their unused checks — up to $10. We will also provide rate incentives on Certificates and discounts on consumer loans. Farmers &Merchants Bank offers a wide variety of credit facilities. Fanners &Merchants Bank offers both lines and letters of credit to support the ongoing liquidity and bonding needs of its customers as well as commercial real estate facilities for the acquisitions or leveraging of commercial land or buildings. In addition, Farmers &Merchants Bank is active in the financing of General Obligation as well as Revenue Bonds. The bank's loan-servicing department provides safekeeping and time collection services. Visa and MasterCard services are offered to both business and individual customers. For businesses, we offer a variety of Merchant Services,including web-based processing. We feel that the most important financial product offered by our bank is our"Warm-hearted" customer service. Our money,buildings and loans are very similar to products offered by other institutions. Our employees and our commitment to our customers make us Extraordinary! Farmers &Merchants Bank would be honored to have an opportunity to bid on the financial services for the new City. Cityof Spokane V October 17, 2002 Bank of America Presentation to the City Council Bank of America �� Experience • The leading provider of banking services to newly incorporated Cities in Washington. • Since 1992 , 9 of the 12 new cities have selected Bank of America for depository and/or credit services. • Recognized as a leader in banking Washington municipalities. • An experienced group of professionals that focus exclusively on our over 500 municipal relationships in Washington. Bank of America. Capabilities • The Bank of America can provide the full range of banking services to the City of Spokane Valley including : — Checking and warrant accounts. — Internet and dial-up cash management services. — Direct lending to finance start-up costs. — Credit card processing. — The widest range of authorized investments as a primary dealer in US Government Securities. Bank of America �� embank, October 17, 2002 Government Banking U.S.Bank Building Post Office Box 3588 Spokane,WA 99220 509-353-7075 City of Spokane Valley City Council Candidates When selecting your bank, we believe it is important for you to consider its financial strength. In this category, U.S. Bank is widely recognized. For the last 5 quarters, LACE Financial Corporation has rated U.S. Bank as an "A". The LACE ratings are based on key financial ratios representing Liquidity, Asset quality, Capital, and Earnings. In addition, U.S. Bank's deposit ratings are "P-1"by Moody's and "A-1"by S & P. We are the 8' largest bank holding company in the nation and operate over 2,131 banking offices in 24 states. U.S. Bancorp provides comprehensive financial products and services to consumers, businessess and corporations including a large percentage of government entities, serving approximately 10.6 million customers, including over 500,000 businesses. After considering our financial strength, next consider U.S. Bank's dedication of significant resources to provide trained professionals, products, services and pricing tailored specifically for our public sector clients. The dedicated business line, Government Banking, is well known and experienced in providing banking services to public entities in the State of Washington. As a leader in the municipal market, our Relationship Managers and Government Banking staff understand your needs. Working in conjunction with our customers, this established division of U.S. Bank has a strong history of long-standing relationships. A list of some of our current customers that can be contacted by the City as a reference for U.S. Bank's Government Banking and also as points of contact that can provide knowledgeable and experienced assistance for the new City of Spokane Valley is attached. U.S. Bank's full service banking facilities are conveniently located throughout the new City boundaries and offer full accessibility to persons with disabilities. Spokane Valley Financial Center E. 9208 Sprague Avenue Rob Shyptka, Market and Branch Manager (509) 922-1289 Sandy Schmautz, Personal Banker(509) 922-3742 32nd and Pines In-Store branch at Albertson's Richard Click, Branch Manager (509) 927-0557 1 L1bank./r Five Star San ICC Guaranteed Q� Sprague and Sullivan Branch Rob Shyptka, Market and Branch Manager(509) 921-9633 As your Account Relationship Manager, Gail Heinselman, I will work as a liaison between the City of Spokane Valley's representatives and U.S. Bank and coordinate the appropriate staff to ensure the maintenance and implementation of your banking services is attained. This means an immediate response is pursued for answering any questions and solving any problems you may have. On behalf of all of us at U.S. Bank, we look forward to servicing the City of Spokane Valley in the years ahead. We would be happy to meet with you at any time during your evaluation process to discuss any questions that may arise regarding our proposal. Sincerely, a_ti.,- -1 4:22.A.----z-eA"-4-11(`-) . Gail Heinselman, Vice President Relationship Manager Government Banking 2 [bank. Ficc Srar Scnicc GuarmarJ REFERENCES: City of Pasco: James Chase, Finance Director (509) 545-9401 Anna Stroben, Accounting Supervisor (509) 545-3428 525 North 3rd Avenue Pasco, WA 99301 City of Kennewick: Marie Mosley, Finance Director (509) 585-4260 Lynne Brown, Accounting Supervisor (509) 585-4263 210 West 6th Kennewick, WA 99336 City of Ritzville: Sue Pearson, Clerk-Treasurer (509) 659-1930 209 North Adams Ritzville, WA 99169 City of Liberty Lake: Arlene Fisher, Clerk-Treasurer (509) 755-6704 P.O. Box 370 Liberty Lake, WA 99019 City of Davenport: Irene Wilkie, Treasurer Mary Hollis, Finance Director (509) 725-4352 411 Morgan Street Davenport, WA 99122 Spokane County Treasurer: Linda Wolverton, Treasurer Bob Wrigley, Chief Deputy Treasurer (509) 477-4786 (509) 477-4790 P.O. Box 2165 Spokane, WA 99210 �bank. FihrSrarS,rriceGunranrad :� U.S. Bank Municipal Investor Account — promotional offer • A unique investments account specifically for our public sector clients. U.S. Bank Municipal Investor Account is a floating rate Public Funds savings account and directly competitive with Short Term CD's and Repo's. The MIA offers a secure and flexible savings reserve for government institutions' excess cash. It provides maximum safety, liquidity, yield, and convenience to public treasurers, finance officers and other custodians of public funds. This account is particularly effective for investing excess funds late in the day after the fed wire deadline, or for obtaining funds to meet unexpected cash flow shortfalls. • FDIC Insured—Your U.S. Bank MIA is FDIC insured up to legal limits. • WPDPC protected— Covered under the Washington Public Deposit Protection Commission above the legal FDIC limit (currently $100,000 for the entire relationship). • Increased productivity for excess funds—Interest on collected balances is compounded and paid monthly. This promotional account will be indexed to Fed Funds plus and set based on the amount of the opening deposit. i • This rate continues without consideration to balance fluctuations. The following three thresholds apply: As of October 17, 2002, Fed Funds rate is 1.75% Opening Deposit: $1,000,000 Fed Funds + 5 basis points $5,000,000 Fed Funds + 10 basis points $10,000,000 Fed Funds + 15 basis points • Cost effective investing—The U.S. Bank MIA incurs no monthly maintenance fees, telephone transfer fees or normal transaction fees. Transactions are limited to six automated withdrawals per month and 100 deposited items per month. Excessive account activity may result in assessment of transaction fees. • Easy and convenient access—Deposits and withdrawals may be made at any U.S. Bank branch. Funds may also be transferred to or from a U.S. Bank checking account during regular business hours at any U.S. Bank branch or by telephone. Washington Trust Bank 1111 "O 1902•2G02 Washington Trust Bank welcomes the opportunity to respond to a Request for Proposal from the City of the Spokane Valley. We envision forming a partnership to assist you in the transition of your new municipality, and well into the future. Washington Trust Bank is uniquely qualified to provide the City of the Spokane Valley with a full array of banking products and services. It has always been our commitment to provide customers with a customized package of banking services and products that best fit their needs. Ever since Washington Trust Bank opened its doors in 1902, we have been driven by one goal - to provide the highest level of quality service and financial stability to our customers. Management and the bank's employees remain dedicated to meeting the unique financial needs of our customers and our communities. As the oldest and largest locally owned commercial bank in the Pacific Northwest, we are able to base decisions and policies on what is happening right here in the Northwest- not in distant locales. We take our commitment to quality seriously. It is our top priority in every decision we make, every product and service we offer, and in every interaction we have with our customers. What sets Washington Trust Bank apart is the time we take to become involved with the communities we serve. We make it our business to help local businesses achieve their goals, with trusted, uncompromising quality. Our relationship managers are familiar with the financial needs of area companies and communities, and can respond quickly and comprehensively to their customer's concerns. At Washington Trust we are large enough to provide the financial services our customer's need, yet small enough to personalize those services. In anticipation that we are selected to receive your Request for Proposal, please find attached a summary of Cash Management and Commercial Account Services we offer for your preview. A Request for Proposal can be mailed to: Kenneth J. Hill Vice President Washington Trust Bank Cash Management Department P.O. Box 2127 Spokane, WA 99210-2127 CASH MANAGEMENT SERVICES Cash Management identifies a business entity's cash position and uses a combination of techniques including Collection, Concentration, Disbursement, and Control to assist controllers and treasurers to achieve liquidity and profitability goals. Washington Trust Bank's Cash Management Services are designed to permit the most effective utilization of a company's cash resources. Our services include the following: COLLECTION AND CONCENTRATION SERVICES • Lock Box Service o Cash Concentration Service o Electronic Funds Transfer Service Automatic Customer Payments via Automated Clearing House (ACH) DISBURSEMENT SERVICES ° Electronic Funds Transfer Service Direct Deposit of Payroll or Vendor Payments via Automated Clearing House (ACH) 0 Controlled Disbursement Service 0 Zero Balance Transfer Accounts INFORMATION AND CONTROL SERVICES • Commercial Account Analysis o eBusiness Express Internet Information Services o Partial Account Reconciliation 0 Deposit Reconciliation 0 CD-ROM Check Imaging 0 Electronic Federal Tax Payment System (EFTPS) Washington Trust Bank provides a full range of Commercial Account Services including the following services widely used by public entities: COMMERCIAL ACCOUNT ANALYSIS Description Washington Trust Bank supplements your requirement for pertinent fmancial management information by providing a monthly account analysis statement. This comprehensive report identifies the monthly account activity for corporate demand deposit accounts held at Washington Trust Bank. The report provides average balance levels and average net collected balances in addition to itemizing account service activity. Balances required to support total activity are also provided. The cost of each service utilized including Cash Management Services is detailed. Several accounts including different corporations in the same corporate group can be tied together, and balances in one area can be used to offset service charges in another profit center. Benefits • Control Costs- Corporate analysis details account costs so they can be accurately forecasted and controlled. • Savings - Activity charges in one account can be offset by excess balances in other accounts tied to the same corporate group. • Simplicity - All activity charges and earnings allowances for balances are clearly displayed on the monthly reports. • Cost Effective - You can choose to pay for services via excess account balances or by fees, clearly demonstrated on the analysis. ADDITIONAL COiMMERCIAL CHECKING ACCOUNT SERVICES AVAILABLE Wire Transfers — Foreign and Domestic Vault Services Night Depository Special Statement Requests Warrant Processing File Download for Account Reconciliation FINANCING In the event that the City of the Spokane Valley needs interim financing prior to funding by the State and County, Washington Trust Bank can offer financing at competitive rates and terms. Washington Trust Bank can also provide the City with commercial credit cards for the business use of its employees. Specific rates and terms of any fmancing would be determined based on the needs of the City and can be outlined in a response to an RFP. Washington Trust Bank jjj 'O 7902-2002 CASH MANAGEMENT SERVICES Cash Management identifies a firm's cash and uses a combination of techniques including Collection, Concentration, Disbursement, and Control to assist the corporate treasurer to achieve liquidity and profitability goals. Washington Trust Bank's Cash Management Services are designed to permit the most effective utilization of a company's cash resources. Our services include the following: COLLECTION AND CONCENTRATION SERVICES o Lock Box Service o Cash Concentration Service • Electronic Funds Transfer Service Automatic Customer Payments via Automated Clearing House (ACH) DISBURSEMENT SERVICES • Electronic Funds Transfer Service Direct Deposit of Payroll or Vendor Payments via Automated Clearing House (ACH) • Controlled Disbursement Service • Zero Balance Transfer Accounts INFORMATION AND CONTROL SERVICES o Commercial Account Analysis • eBusiness Express • Partial Account Reconciliation o Deposit Reconciliation • CD-ROM Check Imaging • Electronic Federal Tax Payment System (EFTPS) wheatland bank October 17, 2002 To The Candidates For Council of the City of Spokane Valley We are very pleased to present you with this brief fact sheet regarding Wheatland Bank and the services we provide. At Wheatland Bank we view this as an important opportunity to present our Bank to the newest City in Washington State, we hope this conveys our strong desire to become your bank of choice for many years to come. Wheatland Bank is dedicated to being the premier independent community banking organization in Eastern and Central Washington. We are committed to serving the communities, businesses and industries throughout this region. We believe local people with the authority to make prudent decision in a timely fashion should handle these banking relationships. The staff at Wheatland Bank has extensive experience in all aspects of banking and is very capable of handling your banking needs. Once again, we are pleased to have the opportunity to apprise you of the financial services we offer and welcome an opportunity to provide these services to you, your employees and your patrons. Sincerely, • Sandy Shepard,`4VP Wheatland Bank Valley Branch 509-232-5705 Fax 509-232-5708 wheatlandbank.com 14732 E. Indiana Avenue Spokane, WA 99216 wheatland bank Who We Are: Wheatland Bank was formed in 1979 in Davenport, Washington to providing banking service to the markets of Lincoln County. In the twenty-three years since inception we have expanded to $100 million in assets and nine branches throughout Lincoln, Adams, Grant and Spokane Counties. We have a diversified portfolio providing services to public entities, agriculture, businesses, commercial real estate,residential real estate and the consumer customer. We believe our diversification is the key that will allow us to retain our commitments to these markets and to our mission of local ownership and independence. Our Mission Statement: We are a value-oriented financial services provider dedicated to serving the needs of our customers, communities, and employees while enhancing shareholder value. Our Corporate Values: High integrity and Ethics Respect for Others Responsibility and Accountability Timely Service Technical Excellence Take Ownership to Solve Problems and Get Results Extraordinary Customer Service Develop and Empower other Team Members Support Management and Board Strategic Plans Efficiency and Productivity 509-232-5705 Fax 509-232-5708 wheatlandbank.com 14732 E. Indiana Avenue Spokane, WA 99216 Wheatland bank Financial Services Financing Options Wheatland Bank has the financial capacity to meet all financing needs with fast, efficient, local decisions. We offer a full range of credit-based products from loans to warrants to letters of credit. In addition we offer corporate Visa accounts with very flexible credit limits to meet your needs. We have a merchant services department, which allows you to accept payment from almost any credit card at very competitive discount rates. Business Checking Wheatland Bank's Analyzed Checking account is designed specifically for organizations like yours, with high average balances and high transactions volumes. It has very user- friendly statements that you don't heed a CPA to read. We also provide access to a messenger service for deposit pick-up if you need or desire. 509-232-5705 Fax 509-232-5708 wheatlandbank.com 14732 E. Indiana Avenue Spokane, WA 99216 wheatland bank Financial Services • Cash Management Services Wheatland offers on-line Cash management Services with unlimited ACH debits and credits, payroll, direct deposit services, and discounted on-line wire transfer fees. Wheatland Bank will also offer on-line wire transfers to you at a reduced rate per wire. The Cash Management Services offers you theability to transfer funds between a Money Marker Investment Account and Business Checking Account, within federal regulation guidelines. These services will allow you to closely monitor your transactions and cash position on a daily basis. Merchant Services Wheatland Bank works closely with.Heartland Payment Systems in offering Merchant Bankcard Services. The latest in card processing technology is available to you and you can choose the terminal that best meets your needs. The network is designed to accept Visa, Mastercard, Discover and American Express for a low monthly maintenance. Also available is check scan services that reduce your risk of handling checks from customers. Additional fees are contingent on the services selected. 509-232-5705 Fax 509-232-5708 wheatlandbank.com 14732 E. Indiana Avenue Spokane, WA 99216 wheatland bank Financial Services Convenient Branch Locations for daily deposits Our nine branch locations are conveniently located in relation to your business locations. Convenient branch office hours and night depository capability will ensure timely crediting of your deposits. Personal Relationship and on-site visits from Branch Relationship Officer/Managers Our commitment to establishing and maintaining a personal relationship with our customers is the cornerstone of our services. Your Officer will meet with your management at your business location on a regular basis and whenever you deem it necessary. High Balance Money Market Accounts All funds deposit into a Wheatland Bank Money Market Investment account will earn a very competitive interest rate. Interest is compounded and paid weekly. Deposits in excess of$250,000.00 are currently earning a premium. Rates are subject to change at any time. Other Services Wheatland Bank is capable of processing City warrants through ACH or manually. We also offer Public Funds investments at competitive interest rates. We have a customized financial service package designed for employees of the City of Spokane Valley with many unique cost effective services. 509-232-5705 Fax 509-232-5708 wheatlandbank.com 14732 E. Indiana Avenue Spokane, WA 99216 The City of Kenmore KmmoREi September 9, 2002 CITY MANAGER CONGRATULATIONS!!! NOW WHAT!!!! PRESENTATION TO COUNCIL CANDIDATES AND GUESTS THE NEW CITY OF SPOKANE VALLEY Tuesday, September 10, 2002 Stephen L. Anderson City Manager City of Kenmore, WA 1)ocumenl2 ^ Figure 2. Central Puget Sound Region • � � ,g-- • . ik. .....,,y.::,.., , '44:. 4,..l'.:V..4:gi14..1.. •-•---•"4.-.!,•'.- •-,'•'•-.---"!...',263,11;• ,•%4 amignigqi1...?..71- . I.-- — :'••••- ' .. ' •••.' ' -''• -4' ' -- -' • • • - '� ~ • '• .'"'•-''''. •"-:•1•1z•' P JI.sbr (:•,'::•pgreline.F st Ke.nmbre%.-.1r1joodinvite :-_-.,.••....?)...."'"*. 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'_.` ,-. .- `.'^ _~-- '_^~_- ~. `.~-' —'--._ _ __ mm�axwoms�wacmx� � The City Of Kenmore ENMORE P.O. Box 82607 • Kenmore, Washington 98028-0607 III TUE LAKE O. WHAT WE NEED TO GET GOING STAFF MEMBERS PERSONNEL POLICY GUIDELINES BENEFIT PACKAGE SALARY SCHEDULE JOB DESCRIPTIONS WORKING CAPITAL BANKING SERVICES INVESTMENT POLICY BOND COUNSEL CASH BOX,RECEIPT BOOK CHECKS CITY HALL SITE OFFICE HOURS TELEPHONE SYSTEM/V-MAIL OFFICE FURNISHINGS OFFICE SUPPLIES LETTERHEAD AND ENVELOPES POSTAGE MACHINE PCs AND SOFTWARE NETWORK AND E-MAIL/INTERNET/WEBSITE PRINTER/FAX/COPIER MEETING PLACE RECORDING EQUIPMENT SOUND SYSTEM LECTURN VEHICLES) INSURANCE GENERAL LEDGER ACCOUNTING SYSTEM PAYROLL PACKAGE REVISED CODE OF WASHINGTON (RCWs) WASHINGTON ADMINISTRATIVE CODE RECORDS MANAGEMENT RECORDS STORAGE CODIFICATION RESOURCE MATERIALS MEMBERSHIPS IN REGIONAL ASSOCIATIONS/GROUPS OFFICIAL MEETING TIME PO BOX ATTORNEY SERVICES TAXING AUTHORITY FOR REVENUES BUDGET AUTHORITY FOR EXPENDITURES STRATEGY FOR COMMUNICATING WITH COUNCIL, PUBLIC AND STAFF • 6700 NE 181st Street • Office: 425-398-8900 • FAX: 425-481-3236 Incorporation Progrosed Work Program March 31. 1999 May Week One • Elect Mayor and Mayor Protem • Select management team • Interview all transition committee chairs to obtain work products. priorities • Interview each Council Member to determine program • Develop preliminary budget and cash flow projections for interim budget period • Establish interim line of credit with local bank • Open temporary bank account and establish interim banking services • Establish UBI number and Federal ID Number • Determine required cash to be borrowed for interim period * Identify sources of funds -Tax Anticipation Note (Bond) fund (upto 100k) -Borrow from the State of Washington Equalization -Borrow from another government * Council authorization for the borrowing of funds * Select interim Bond Council if required ♦ Acquire interim office space ♦ Find required space for City Council meetings and audio recording for ♦ Purchase micro phones for PA system (if required) council meetings (Required by law) • Begin setting up City Hall office * Procure office equipment and supplies * Phone system * Copier * Fax * Long-distance carrier telephone service * Bulk mail permit ♦ Begin acquiring computer system ♦ Order RCWs and WAC codes ♦ Arrange for receptionist position and office hours phone coverage e Appoint interim City Attorney (by City Council) ♦ Appoint interim City Clerk (by City Council) Week Two ♦ Establish interim accounting services * In house * Contract with outside agency * Do weekly updates for council and the community o Develop council agenda format s Develop council agenda packet format • Develop notificatioplace of council �wags by ordinance ace of meetings o Establish day, time, p o Establish city hall hours by ordinance • Selection of the official City newspaper by ordinance o Acquire liability insurance * Washington Cities Insurance Authority pool * Association of Washington Cities pool e Develop preliminary interim city staffing requirement Week Three ♦ Hold council retreat * Est2hlish service level philosophy based upon available resources * Develop interim work program priorities * Clarify council/staff roles during the interim period * Establish council committees and their role -Create committees by resolution -Clarify responsibility • Establish an interim budget revenues /expenditures (council election to the effective incorporation date, a second interim budget is required if the interim period extends beyond Jan. 1) • Review revenue estimates for first full year • Begin establishing expenditure estimates for the first full year • Acquire liability bonds for: * Finance Director * City Manager * City Attorney • Develop a process to insure compliance with state requirements for publication • Pass a land use and building development moratorium Week Four • Adopt council rules of procedure • Develop and adopt work program and costs for the interim period ♦ Develop interim finance policies by resolution * Petty cash * Travel advances if any * Payroll * Voucher approval * Credit card policy if required • Personnel - based on councils decision of what services to provide in house * Determine the number of position required * Write job descriptions * Determine when to hire * Determine what jobs are to be done in house and what functions are to be contracted for • Begin negotiating for Police services * County * Other Cities • Begin negotiating for dispatching services * County * Other Cities • Begin negotiations for jail services * County * Other Cities June Week One • Establish State RCW required accounting funds * General Fund, Street Fund * Arterial Street Fund, Capital Fund • Develop City filing system * Ordinances * Resolutions * Motions * Council minutes * Planning Agency minutes * Contracts * Interlocal Agreements * Project files * Other official city records • Begin negotiating for Animal Control Services • Develop Animal licensing process or contract with county Week Two • Adopt Uniform Building Codes and Standards • Adopt Uniform Mechanical Code • Develop interim investment polices date to Dec. 31) e Begin developing preliminary budget for the first year (incorporation e Determine optimum time to incorporate from a revenue perspective Week Three • Taxes to be considered for enactment based upon council direction on revenues philosophy * Sales tax ordinance imposing each 112 percent sales tax * Property tax * Leasehold excise tax * Business and occupation tax * Business licenses * Utility tax (up to six %) * Hotel/motel tax * Gambling tax - * Admission tax * 1/4% real estate excise tax for capital (optional e Adopt by ordinance the model traffic code RCW title 42 s Adopt by ordinance the criminal code RCW title 9 and 9A Week Four e Adopt incorporation date by resolution (sends to county who sends to state) • Adopt Uniform Plumbing Code and Standards e Adopt State Energy Code o Adopt Ventilation and Indoor Air Quality o Appoint the Fire Marshal from the Fire District e Establish a state mandated BARS fund accounting system * Payroll * Accounts payable « General Ledger o Estimate needed persomei for finance function s Acquire needed accosts:lag softwm July Week One • Adopt the Uniform Swimming Pool, Spa and Hot tub code ♦ Adopt the county Sewage code ♦ Adopt flood hazards areas map • Inventory city parks * Decide if city wants these parks or if they should stay with county for some period of time ♦ Decide if the City will contract for park maintenance or provide in house * Contract with County * Contract with other City * Contract with private company • Determine if there are recreation developer in-fees already paid to county and not used • Determine what recreation programs are offered by county * Contract with county * Contract with other agency * Provide by City • Arrange for zoning code violation enforcement • Develop a Right of Way use ordinance • Develop Right of Way vacation ordinance • Develop street development standards • Develop a Street System Improvement ordinance ♦ Arrange for road and street repair • Arrange for traffic light maintenance • Arrange for street light maintenance Week Two ♦ Decide if the city wants to do Electrical Inspection or continue having the State inspect * Adopt the National Electrical Code o Adopt the State Environmental Policy Act and develop City companion policies and procedures ♦ Surface Water Management * Arrange for the maintenance of the surface water system -Catchbasin maintenance -Pipe/culvert maintenance -Ditch maintenance -Repair * Arrange for SWM engineering and small project construction * Develop and implement Storm drainage plans * Water Quality issues - find out if the city is required to get an NPDES discharge permit ♦ Arrange for Right of Way construction inspections o Establish Right of Way inspection fee schedule Week Three • Adopt Uniform Plumbing code and standards • Adopt State Energy code • Adopt of the Ventilation and Indoor Air Quality • Develop a permitting process for building and planning permits * Review time expectations • * How many positions needed * Job descriptions * Office space required • Find current and outstanding development permits with County ♦ Establishes statutory positions * City Manager * City Clerk * Finance officer * Auditing officer * City Attorney * Pollee Chief • Establish needed accounts for the collection of taxes * Sales tax ID number * State shared revenues * Determine the procedures for property tax levy and collection * Apply for IRS tax ID number * Labor and Industries ID number * Unemployment tax ID number * Retirement system number ♦ Establish accounts for the collection of state shared revenues • Join Washington Public Employees Retirement System • Consider joining the federal social security plan or cr�:o C: a 401k alternative through ICMA • Develop an Employee benefit plan * Fain AWC employee benefit trust for health iarance • Set up a deferred compensation plan o Adoption of County Comprehensive Plan with City Council modifications as required s Adoption of County Zoning Code with City Council modific,atioas as required • Adoption of a Zoning Map with City Council modifications as required ® Develop and adopt franchises * Sewer districts * Water districts * Natural gas * Cable TV * Power * Telephone Week Four • Arrange for building and zoning code enforcement * In house -How many positions need -Job descriptions -Office space required * Contract -County -Tacoma • Hold second retreat topics * Establish Mission statement and Values Statement * Review AWC's "Knowing the Territory" (hand book for newly elected officials) * Team building/values statement * Council/staff role post incorporation * Role of citizens boards and commission • Review relationship with the Public Health department • Adoption of a Subdivision ordinance • Adoption of a Land Clearing ,Grading or Filling ordinance • Provide for fire services (no action required until the end of the first interim year) or call for an annexation vote to the fire district ♦ Arrange for the completion of in progress Capital projects by the County (projects in design through construction) ♦ Identify and arrange for the transfer of any State shared capital revenues generated by the City • Develop a Six Year Transposition Plan August Week One • Arrange for Building and Site Plans inspection (ICBO) * In-house -How many positions need -kb descriptions -Office space required * Contract -County - -Tacoma -ICBO • Arrange for building inspection * Contract * In-house • Establish advisory boards and commissions * By resolution * Specific tasks * Sunset !late • Begin recruiting council authorized positions need for Incorporation date • Develop City Newsletter • File with the Seratary of State the City's population at the time of incorporation • Adoption of a Sipa code ordinance • Adopt the Shoreline Master Program if applicable • Create or designate a Municipal Court * Identify court office space and chambers * Identify required personnel * Select a Judge * Hire a prosecutor * Acquire need office equipment * Establish a District and Municipal Court Information System terminal with the State * Provide for a public defender • Solid Waste * Develop a solid waste contract or franchise with current hauler * Develop a solid waste recycling contract * Arrange for solid waste disposal • Determine City's role in Human Services • Determine City's role in Senior Services • Determine CDBG Block Grant revenues to city Week Two • Provide for Library services * Contract with Library District * Call for an annex vote to the district • Adopt personnel polices * Vacation time * Sick leave * Smoking policy * Basic pay plan * Holidays • Other personnel polices authority delegated to the City Manager • Develop a small works roster • Develop a Purchasing Policy • Creation of the Planning Commission * Identifying their role and relationship to council * Appointing members * Setting terms of offices • Arrange for Street Sweeping • Week Three • Establish Building permit fees * Compare against cites of like size * Compare against county * Council adoption by ordinance • Establish a risk management program • Develop a Travel Reimbursement policy • • Select a Publisher for the codification of City ordinances • Develop a Code Adoption ordinance • Develop a policy of archiving City records consistent with state guidelines • Create a Hearing Examiner process • Compliance With Growth Management Act Requirements • Develop a Capital Improvement Plan * Street system improvements * New construction * Flood control projects * Street Overlay program Week Four • Establish street names and building address procedure • Emergency Management plan adoption • Develop bid for long term Banking Services • Creating a Variance process • Creating a Conditional Use process • Pass the "First Year Budget"(effective date of incorporation through Dec. 31) • Contract for Graphic information services • Begin recruiting for the permanent City Manager • Review and adopt land use development fee schedule • Establish a capital inventory process • Adopt the Commute Trip Reduction ordinance • Adoption of a Planned Unit Development ordinance • Adoption of a Environmentally Sensitive ordinance • Inventory street signs Incorporation Party! City of nore Project _ ..cking Project Title Staff Task Flag Date Deadline Council Human Services for 1999 CH Establish funding policies Land Use Forms CH Wait till planner arrives 8/10/98 Land Use Tracking CH Wait till planner arrives _ 8/10/98 Microsoft State Bid CH Get forms from State 15-Sep Public Defender CH Got name from Shoreline. To call this week. Public Defender Screener CH Shoreline recently contracted w/KC. KC to send draft 31-Aug-98 31-Aug-98 contract to Kenmore Receipt software for planning CH Transition Teams CH Compile transition team reports. 8/15/98 Transition Teams CH Recognition for celebration 30-Aug Building Codes GD To adopt KCC Title 16 23-Jul-98 31-Aug-98 Ord 98-0022 Code Enforcement GD KCC.Title 23 (8/3 hearing) 17-Aug 31-Aug Ord 98-0025 CTED Grant GD Gregg will check w/state 20-Sep-98 20-Oct-98 DDES Contract & Fire Marshal's GD City has 5th draft 16-Jul-98 20-Aug-98 Contract Fire Code GD KCC Title 17 17-Aug 31-Aug Ord 98-0021 Interim Comprehensive Plan GD Public meetings on 7/8 & 7/9 (KCC Title 20) 17-Aug-98 1-Oct-98 Ord 98-0027 Lakepointe GD RID August 24. Working on TMA 24-Aug Land Use Fees GD Adopt KC Land use fees as ours & for KC after 8/31 23-Jul-98 31-Aug-98 Ord 98-0020 (KCC Title 27) MPDES Renewal GD 09 .1-161,- t Permit Processing 1724 GD KCC Title 20 17-Aug-98 31-Aug-98 Road Standards GD KC is giving City Standards (KCC Title 14) 17-Aug-98 31-Aug-98 Ord 98-0024 School Impact Fees GD To be adopted 8/31/98 31-Aug Sensitive Areas Ordinance GD To be adopted (KCC Title 21A) 31-Aug-98 SEPA GD Greg to check w/Wayne on SEPA (KCC Title 20) Shoreline Management GD KCC Title 25 17-Aug 31-Aug Ord 98-0028 Sidewalks Curbs & gutters GD Greater flexibility than KC 17-Aug 31-Aug Subdivision Code GD KCC Title 1917-Aug 31-Aug Ord 98-0019 Traffic Mitigation GD Under review- adopted in KCC Title 14 17-Aug 31-Aug Water& Sewer Codes GD KCC Title 13 17-Aug 31-Aug Ord 98-0023 - ' As of 8/4/98 City of Dre Project TrtwKing Project Title Staff Task Flag Date Deadline Council Zoning Code & Map GD Discussion 7/14 & 7/16 (KCC Title 21A) 14-Jul-98 17-Aug-98 Ord 98-0026 Contract routing process RM Establish written procedures for contracts. All to go 15-Sep through City Clerk Council Rules RM Copy to Council - discussed at retreat 9/15/98 30-Sep List of KC Codes RM Being compiled 31-Aug-98 List of resolutions and RM Adding contracts. 31-Aug-98 1-Aug-98 ordinances and contracts adopted by Council Oath of Office RM Obtain Purchased everything but reformatter, but will share that Recording System RM w/LFP Council Retreat SA Schedule. Budgets & revenues 24-Aug Emergency Services SA Check W Fire District on Emerg. Op. Center 31-Aug 31-Aug Public Records Form As of 8/4/98 City of Kci„more Project Tracking Project Title Staff Task Flag Date Deadline Council Contract or Ordinance - King AL Meeting to be set up after 8/10 10-Aug-98 1-Oct-98 Ord 98-00?? (+c unty Library (l-u1)J is ->_-.---1-t)_36 17e41--1 ,5/t-f (C3'.- ,-,064.- ? qT Parks AL Waiting for County Proposal BN Review & Decide 15-Aug-98 1-Oct-98 Motion t- Accounting Systems (7-- AV 1-Aug-98 31-Oct-98 Acquire Labor/industries ID BN In the mail 31-Aug-98 31-Aug-98 Auditing Officers BN Waiting for OMW CodeCites Ord 98-00?? Budget- 1999 0.1,,ca94\`- BN Develop & iew Ord 98-00?? Budget- 1998 BN To Counci /j 27-Jul-98 3-Aug-98 Ord 98-0018 Deferred Comp Plan BN Meeting with ICMA - w/Personnel Policies 10-Aug-98, 31-Aug-98 Resolution Establish Accounting Funds BN On hold till 99 budget 15-Sep 1-Oct Ord 98-00?? Finance Committee BN Waiting for OMW CodeCites Ord 98-00?? Insurance Medical BN Call AWC to get info on AWC medical/dental/life 10-Aug-98 31-Aug-98 insurance (personnel policies) —,1?arks— --EN ob tacall�l fS1A------- - ---. _. .----._._.._ -_'1-S-Au 1-9_e 6-_lotion- Payroll Systems BN Prepared to sign with ADP 10-Aug-98 31-Aug-98 . PERS BN Bob has copy of resolution 10-Aug resolution Personnel policies BN To be reviewed by staff Thur 8/6 & to council 8/10 10-Aug-98 31-Aug-98 Purchase of Equipment BN In process .-� r' -),fw- .-.fv---ter 6,,. n 31-Aug 31-Augl Purchasing Policies BN Requisition/Purchasing Order Form possible retreat 10-Aug-98 31-Aug-98 material RCWs & WACs ___._.._-..—__._ BN Order after 1997 books available September 8 8-Sep-98 15-Sep-98 fogL BIT--Sche•• __.......... . ._ Sales Tax ID ----BN Got-number (1738) Get mailing ready 15-Aug-98 Small Works Roster BN In process in the purchasing policy 10-Aug-98 1-Oct-98 Social Security Replacement BN ICMA is mailing data 24-Aug-98 8-Sep-98 Resolution tcempleymeRt- ax-Nurnbef gM l8ob-to-€iU-out-info 31 Aug 98 Adult Entortainmont Roes CH GaFter to Check w/Gregg RE: roes 15-Aug Contact List for emergencies CH compiling 31-Aug 1-Oct Court Legal Services CH Called Kenyon. He'll be sending info 31-Aug-98 31-Aug-98 Franchise CH To Council 8/10 31-Aug-98 Ord 98-00?? As of 8/4/98 City of K'nmore Projec ;king Du.le Project Title Staff Task Flag Date Deadline Council Adult--Detention A-L - 1-9$ Animal-Carel AL - ' - -- ----•-• _ - -.•.'t 6-Jul-98 20 Jul-48 0fd--g8-0088 • . . . . - • - .:-•:• - -- _---•-• _ -:44{4-Gil 6 Jul 98 2-0--d41-98 Contract Business Licensing Basis- AL Adopted by City Council 7/20 20 Jul 98 Contract Motion Business Licensing Ordinance AL Noad to procoss coordinate with-Gafol-Monis 31 Aug 98 Fees .- .•- '.:•. _ _.- . •_ . AL Adopted by City Council 7/20 20 Jul 98 Ord-98-001-7 AL 6/8 Study Session 6/22 revise 7/6 council 6-Jtu1-98 Geltural-Recources AL /22 revise 7/6 council 6-Jul-98 9rd-98-0008 District Court Basic Contract AL 6/8-Study--Session-6/-1-5-approval 15 Jun-98 15 Jun-98 -act AL 6/8 Council-7/6 6-Jul-98 Police Contract A.L Adopted by City Council 7/20 20 Jul 98 1 Aug 98 Ilot c- AL 6/8-Study-Session-6/22-rovise-7/6-oouneil 6 Jul 98 Contract AL Study Sossion-6/8-Counc11746 15 Jun-98 AL Study Session 6/8 Council-7/6 15 Jun 98 AL Adopted by City Council 7/20 20 Jul 98 Ord-08-901-6 AL Adopted by City Council 7/20 20 Jul 98 31 Aug 98 AL Adopted by City Council 7/20 20 Jul 98 31 Aug 98 O42d-98-001-6 13ar - - •.. e: . ._. •• .. .:s gN Nene 1-Jan-99 ${4 Get applications from SeaFirst 1 Oct 98 h Sec of EN AAailed in State Cparfilaling--Tax- $.N - - Ordinance- Wired-revenues SN Mailed-info-to-the-state ent policies &N Joined state treasure-pool- ${ Contact state tr-easurer to get-Perms-to}sin-pool: dapeslt Res 98 0012 As of 8/4/98 City o more Project racking Done L 8g. I numbor gp� SN Done n the City g4 Got preliminary list from Fire District-done Revenues &N Get name of state depa rt-difestor-fer rovonue-organization 8. 1 Aug 98 treasurer organization ont gN Cot forms for state supplies-and-samputor oquipment nd-- 31 Aug 98 softwar-€9-pfegrams ont policy gN Transfers gpl Forms completed. To bo mailed— Prepare Org Chart CH Dene 31 Aug 08 ROW Uso GD Do this with Rows-contrast 1 Oct 98 SA Done Ord-98-0014 First 1/2 % Sales-Tax SA Done 9fd-98-0085 First 1/4 REET SA Done Ord-98-0003 SA Done Ord-08-0086 Second 1/1 REET SA Done Ofd-08-Q004 BN Compiling-elessfipations in Bob.L&€iles tEih#A## #I1rrNN It • • As of 8/4/98 CITY OF KENMORE CHRONOLOGIC ORDINANCE LIST ORDINANCE#1 DESCRIPTION OF ORDINANCE 'ADOPTED' 1998 98-0001 Payment of Claims by Check _ 1-Jun-98 98-0002 Petty Cash Fund 1-Jun-98 98-0003 j First One Quarter Percent Excise Tax 1-Jun-98 98-0004 Second One-Quarter Percent Excise Tax 1-Jun-98 98-0005 First One-Half Percent Retail Sales and Use Tax 1-Jun-98 98-0006 Second One Half Percent Retail Sales and Use Tax 1-Jun-98 98-0007 Seafirst Note tax Anticipation 1-Jun-98 98-0008 Landmark Preservation 1-Jun-98 98-0009 Animal Control Services 6-Jun-98 98-0010 City Manager, City Clerk& Finance Director Fidelity Board 6-Jun-98 98-0011 Office of City Manager 6-Jun-98 98-0012 General Penalty Provision 6-Jun-98 98-0013 Gambling Tax 6-Jun-98 98-0013 No. 1 Amendment No. 1 to Ordinance No. 98-0013 25-Nov-99 98-0014 Cable Television Franchise 6-Jun-98 98-0015 Leasehold Excise Tax _6-Jun-98 98-0016 Surface Water Service/Drainage Utility 20-Jun-98 98-0017 Business Licensing Certain Businesses 20-Jun-98 98-0018 Adopting Budget for Period May 8, 1998 through Dec. 31, 1998 3-Aug-98 98-0019 Adopting Interim Subdivision Regulations 17-Aug-98 Amended by 99-0053 98-0020 Interim Dev. Permit Fees & Interim Financial Guarantees(School Impact Fees) 17-Aug-98 Amended by 99-0058 98-0020 No. 1 Amendment No. 1 to Ordinance No. 98-0020 No. 1 25-Nov-99 98-0021 Adopting an Interim Fire Code 17-Aug-98 98-0022 Adopting Interim Building and Construction Standards 17-Aug-98 98-0023 Adopting Interim Sewer and Water Regulations 17-Aug-98 98-0024 Adopting Interim Road and Bridge Standards 17-Aug-98 98-0025 Adopting Interim Code Enforcement Regulations 17-Aug-98 98-0026 Adopting Interim Zoning Code Map; 17-Aug-98 Amended by 99-0052 Establishing Min. Lot Size; Modifying Min. Density Requirements 98-0027 Adopting Interim Planning Policies and Procedures 17-Aug-98 Amended by 98-0039 98-0028 Adopting Shoreline Management Master Program & Regulations 17-Aug-98 • 98-0029 • Appoint the City Manager as Auditing Officer 17-Aug-98 98-0030 Granting Franchises; Public Service Businesses 17-Aug-98 I:\City Clerk\Ordinance\Ord. Log 1 CITY OF KENMORE CHRONOLOGIC ORDINANCE LIST ORDINACE# DESCRIPTION OF ORDINANCE ADOPTED' 98-0031 Establishing a Mortatorium on Adult Entertainment 17-Aug-98 98-0032 Adopting Certain Traffic Infractions 17-Aug-98 98-0033 Establishing Speed Limits on City Roadways, Streets& Highways 17-Aug-98 98-0034 Providing for Days and Hours of Operation at City Hall 17-Aug-98 98-0035 Establishing Speed Limits on Waterways 17-Aug-98 98-0036 Disclosure of Public Records 21-Sep-98 98-0037 Establishing Utility Tax 21-Sep-98 98-0038 Adopt Certain Sections MTD --Traffic Engineer 5-Oct-98 98-0039 Appeal Process Type III Land Use 5-Oct-98 Amends 98-0027 98-0040 Public Safety: Parking, Inattentive Driving, Transit Property 2-Nov-98 98-0041 Public Safety: Junk Vehicles 19-Oct-98 98-0042 Public Safety: Noise 19-Oct-98 98-0043 Public Safety: Fire Lanes 19-Oct-98 98-0044 Public Safety: False Alarms 19-Oct-98 98-0045 National Flood Insurance Participation 19-Oct-98 98-0046 1999 Property Tax Levy 16-Nov-98 98-0047 Establishing Admissions Tax 16-Nov-98 98-0048 1999 Budget 7-Dec-98 98-0049 Amend Gambling Tax Ordinance— Penalties 7-Dec-98 Amends 98-0013 98-0050 Intel-fund Loan — Street to General 7-Dec-98 98-0051 Cancelled 1999 99-0052 Amending Zoning Code- For Severability 11-Jan-99 amends 98-0026 99-0053 Amending Zoning Code - For Interim Subdivision Regulations 11-Jan-99 amends 98-0019 99-0054 Supplemental to Interim Comp. Plan a Six -Year Capital Facilities Plan 25-Jan-99 99-0055 Adopting a Criminal Code from Revised King County Code & Code of WA 8-Feb-99 Ratified by 99-0075 99-0056 General Obligation Bond for$500,000 8-Feb-99 99-0057 Moratorium for Use Permits, Building Permits& License for Adult Entertainment 8-Feb-99 Replace 98-0031 99-0058 Interim Development Permit Fees 8-Feb-99 Amends 98-0020 99-0059 Creating a Planning Commission Duties& Responsibilities 22-Mar-99 99-0060 99-0061 Request for Special Election to Join &be Annexed to King Co. Rural Library Dist 26-Apr-99 99-0062 Moratorium on Gambling • 26-Apr-99 I:\City Clerk\Ordinance\Ord. Log 2 CITY OF KENMORE RESOLUTION LIST • NUMBER DESCRIPTION ADOPTED 98-001 Time, Date & Location of City Council Meetings 11-May-98 Amended by 98-024 98-002 Official City Newspaper 11-May-98 98-003 Locations for Posting Meeting Agendas 11-May-98 98-004 Agreement with Washington Cities Insurance Authority 11-May-98 98-005 Legal Representation for Conduct, Acts, and Omissions 18-May-98 Replaced by 98-007 98-006 Appreciation to the Kenmore Incorporation Committee 18-May-98 98-007 Legal Representation for Conducts, Acts and Omissions 1-Jun-98 98-008 Official Depository Bank 1-Jun-98 98-009 Establishing August 31,1998 Official Date of Incorporation 1-Jun-98 98-010 Rules of Procedure, Public Comment, and Public Hearing 1-Jun-98 98-011 Moratorium on Shortplats, Subdivisions and Rezones 1-Jun-98 98-012 Deposits in the Local Government Investment Pool 6-Jul-98 98-013 Travel Policies and Procedures 6-Jul-98 98-014 Annexation to Northshore Fire District 20-Aug-98 98-015 _ Finding of Fact, Moratorium on Shortplats and Rezones 20-Aug-98 98-016 Adopt Personnel Policies 31-Aug-98 98-017 Participation in Public Employees Retirement System (PERS) 31-Aug-98 98-018 Establishing a Defined Contribution Plan- SS Replacement 31-Aug-98 98-019 Deferred Compensation Plan- ICMA 31-Aug-98 98-020 Deferred Compensation Plan - PEBSCO 31-Aug-98 98-021 AT&T&TCI Merger 19-Oct-98 98-022 National Flood Insurance Program 19-Oct-98 98-023 Annex to Fire District No. 41 16-Nov-98 98-024 Council Meeting Location/ Dates 16-Nov-98 98-025 1999 King County Budget 16-Nov-98 98-026 Establishes Small Works Roster 7-Dec-98 99-027 Not Used 99-028 Designating Official Newspaper 3/8/99 99-029 Initiative 695 Position 9/27/99 99-030 Final Plat- Bergs Lane Subdivision 12/13/99 99-031 Final Plat-Arbor Green Subdivision 12/13/99 00-032 Final Plat- Nelson Gardens 12/13/99 I:\City Clerk\Resolution\Log 1 • CITY OF KENMORE CONTRACT LOG NUMBER DESCRIPTION AUTH. DATE EXP DATE RENEWAL COMMENTS 98-C-A Waldron Resources (interim staff) 11-May-98 "A"7/20/98; "B" 8/17/98 98-C-B Legal Services (Ogden Murphy Wallace) 11-May-98 08/31/98 no.2-adopt 4/12 98-C-C Space Agreement Interim City Hall 01-Jun-98 09/15/99 mth. to mth. 98-C-D Bucher, Willis & Ratliff 01-Jun-98 12/31/98 No.1 7/1/98 98-01 Animal Control Services 06-Jun-98 *perpetuity *30 days term notice _ 98-C2 Regulatory Licensing of Certain Businesses 06-Jun-98 *perpetuity *60 days term notice 98-C3 Permits for use of City-Owned Real Property 06-Jun-98 *perpetuity *45 days term notice 98-C4 Landmark Designation Protection Services 06-Jun-98 *perpetuity *45 days term notice 98-05 Jail Services 06-Jun-98 12/31/98 *year to year *90 days term notice 98-C6 Filing Fees for Municipal Cases Filed in KC Dist. Court 06-Jun-98 12/31/98 *year to year *July 15 preceding term 98-C7 Road Maintenance Services- King County 60 Days 06-Jun-98 60 days Interim only _ 98-C8 Management of Solid Waste ' 06-Jun-98 08/31/28 98-C8#1 Addendum 01-Aug-98 06/30/28 98-C9 Law Enforcement Services 31-Aug-98 31-Aug yr-yr thereafter *or 18 mth transition plan 98-C10 Building Permits, Land Use, Code Enforcement 20-Jul-98 12/31/02 expired and was renewed 98-011 Surface Water Services 20-Jul-98 12/31/01 *or 120 days notice 98-C12 Waldron Resources (interim staff) 17-Aug-98 98-C13 Legal Services (court) 17-Aug-98 98-C14 DDES 31-Aug-98 *12/31/1999 *60 days prior with notice ext. to 12/31/02 98-C15 Road Maintenance Services- King County 21-Sep-98 *perpetuity *or 4/1 of preceding year 98-C16 Transfer of Funds for Capitol Improvement Projects 21-Sep-98 funds expended or mutual consent 98-C17 Legal Service (Kenyon) 01-Sep-98 *perpetuity *30 days notice 98-C18 Sensitive Area Planning / Engineer Adolfson 01-Sep-98 12/31/99 *or 30 days notice 98-C19 Land Use Application Develop. Reviews (Kato &Warren; 10-Sep-98 Not known 98-C20 Driscoll & Hunter- Hearing Examiner& Tech. Asst. 01-Oct-98 12/31/99 *or 30 days notice 98-C21 3ucher,Willis &Ratliff- Planning & Land Use Application: 01-Sep-98 12/31/99 *or 30 days notice 98-C21 #2 Amendment 05-Aug-98 98-C21 #3 Amendment 05-Aug-98 98-C21 #4 Amendment 01-Sep-98 12/31/99 *or 30 days notice 98-C21 #5 Amendment 07-Dec-98 98-C21 #6 Amendment 12-Apr-99 07/13/99 98-C22 Kato &Warren Inc. - Planning/Engineering &App. 01-Sep-98 12/31/99 *or 30 days notice 98-C23 Kato &Warren Inc. - Swamp Creek review 01-Jan-99 12/31/99 *or 30 days notice I:clty clerk/contracts/LOG 1