2009, 09-01 Study Session
AMENDi:ll .aGENUA
CITY nF SPnK ANF VALLI:Y
C[TY CUC'NC1L NN"ORkSHFF.,T
sTUnY sEssIoN
Tuesdav, September l, 2009 6:00 p.m.
CITY IIALL COi1NCIL CHAMBERS
11707 East SprHguc Menue, First Ftoor
(Please Silence Your Cel1 Phones During the Meeiing)
DiSCi.1SSION LFADFR SUf3JFC7'/ACTIVTTY GOAL
REG[TL4R STUnV' SESSInN ITF!1IS:
1. Morgan Koudelka, Coimliute Trip Reductiuii lnterlucal Agreement Discussionflnformation
Aurora Crouks Updatc
2. Rick VanLeuveil, Police Department Hut Spots/PRISM Discussion/lnformation
Doug Silver
i. N1i1:e Stone Contract Upcl:ttes I)iticu~~i~~►~`i~~i:~rn~~iti,~t~
4. tilike Jacksiin PiiI1CIe1tlic Itepurt I)I>CUtisloCl I1lIC?flllalloil
5. Mike C'onnelly Governance Manual Proposed Change, Discus,ii►n'lnforitiation
l•. (~~~in~iln~~•~iih~r• C~~~uncil I-.xtcrnal Comniirtee ilepk?c•t, I)I~i'll>~It~11~Iflll?flj11i1011
7. \1~s~c>r ~Iu~~,~,1: ;~cl~:~t~~•~• :1~~~»~i,9 Ui~~u~~i~~n 1ni-Onnation
1~,1~"~rI ~'~llll~~~II < <~+1111~1I ~ IICC~+ lll 1)[~~:U,~I~~li~il~llflll~illl~ll
ii~ tikira!,cr t~->>>ni::ntN hit't,iir1.►ti41i1
II). LXCCI'T1VG.SLSSIO\: I_anJ:1c(jtii;it1oii. f cn.iiwr l,itig,iti;w. I~~h~~r'~~~~.~~ti::ti~~ii•
AnJouRN
n'otc: l'nless othentiise notecl above, there N% ill be no public cnmments at Cnuncil Stud3• SeWons. Noae%ert Cunncil ah~~ays resenres
the right to requrst information from the puhlic and staff As apprUpriaic. During meciings hcld by the City of Spokane Valley Gouncil,
the Cauncil reservcs the right to tale "action" on any itcm tisted or sutasequc:ntly adijed to the agecxla. 1'he term "action" mPans to delitrerate,
discuss, review, consider, evaluate, ar malce acallectivc positive or mgative drrision.
N4T1CE: individuals planning to attend the mcxting who reqLiire special ascisiancc to accommodate ph),sical, hearing, nt otfier impaimtents, pleasc conwct the
Cicy Clerl: at (509) 92I-104U m scrc►n ag possible so that arrangemrnts may tx made.
Study SGCSion Ag:rxia, Stptesrt+rr, 1.?rw39 Pagr 1 of 1
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CITY OF SPOKANE VALLEY
Request for Council Action Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information 0 admin. report ❑ pending legislation
AGENDA ITEM TITLE: Intergovernmental Agreement for Commute Trip RedUCtion
GOVERNING LEGISLATION: RCW 70.94
PREVIOUS COUNCIL ACTION TAKEN: The Council previously approved interlocal
agreement C03-69 on November 12, 2003, interlocal agreement C05-103 on September 13,
2005, and interlocal agreement C07-63 on August 15, 2007.
BACKGROUND: The attached interlocal agreement is between Spokane County and the City
of Spokane Valley. The agreement allows the Spokane County Commute Trip Reduction (CTR)
department to retain the City's state-issued CTR funds in return for developing, implementing,
and administering CTR plans and ordinances for all affected employers within the City of
Spokane Valley.
This agreement replaces the previous agreement, C07-63, which expired on June 30, 2009.
The agreement is for two years and expires on June 30, 2011. The language below was
modified to make it consistent with other agreements. These changes have been reviewed by
the legal department.
• Aclding language to Section 6(Compliance with Laws) to make it clear that the County will
make available all our records to you relative to our responsibilities under the Interlocal
Agreement.
■ Niodifying Sectian 7(Notices) so that it is consistent with other interlocal agreements
betwee» the County and City.
■ Adding additional Sections so that the Interlocal Agreement is consistent with other
agreements behveen the County and City such as (1) Section 11 (Liability), Section 12 ( Anti-
Kickback, Section 13 ( Venue Stipulation0 Section 14 (Counterparts), Section 15 (
Severability), and Sertion 16 (RCW 39.34 Required Clauses).
RECOMMENDED ACTION OR NfOTION: Staff recommends that Council approve this
agreement by placing it on the consent agenda for September 8, 2009.
BUDGETIFINANCIAL IMPACTS: The County would retain the City's state funds of
$68,625.72. If the agreement was not approved the City would have to dedicate these funds to
the CTR program and administer the CTR programs of all affected employers in Spokane
Valley.
. STAFF CONTACT: Morgan Koudelka, Senior Administrative Analyst
ATTACHMENTS
1. Intergovernmental Agreement
INTERGOVERNMENTAL AGREEMENT
Between Spokane County and the City of Spokane Valley
Regarding Commute Trip Reduction Implementation
THIS AGREEMENT, made and entered into this day of , 2009 by
and between the City of Spokane Valley, a mLUlicipal corporation of the State of Washington,
having offices for the transaction of business at 11707 E. Sprague Avenue, Suite 106, Spokane
Valley, WA, 99206, hereinafter referred to as the "City" and Spokane County, a political
subdivision of the State of Washington, having offices for the transaction of business at West
1026 Broadway Avenue, Spokane, Washington, 99260, hereinafter referred to as the "County,"
jointly hereinafter referred to as the "Parties."
WITNESSETH
WHEREAS, the Washington State Legislature has adopted legislation codified in RCW
70.94.521 thxough 551, the purpose of which is to improve air quality, improve transportation
system efficiency and reduce the consumption of petroleum fuels through employer-based
programs that encourage the use of alternatives to the single occupant vehicle for commute trips
and reduce vehicle miles traveled (VMT); and WHEREAS, RCW 70.94.527 requires countie's containing urban growth areas and cities
and towns with "major employers," that are locafied within urban growth areas with a state
highway segment exceeding the threshold of one hundred person hours of delay or jurisdictions
that are located in contiguous urban growth areas, or are within an urban growth area with a
population greater than seventy thousand people that adopted an ordinance before the year 2000
or jurisdictions that are located in contiguous urban growth areas, or contain a major
employment installation in an affected county to develop ordinances, plans and programs to
reduce Vehicle Miles Traveled (VMT) and Single Occupant Vehicle (SOV) commute trips, and
thereby reduce vehicle-related air pollution, traffic congestion and energy use, and
WHEREAS, the County and each affected city within Spokane County have adopted
Commute Trip Reduction Ordinances and must implement a Commute Trip Reduction (CTR)
Plan for all major employers; and
WHEREAS, the Washington Sta.te Department of Transportation has the statutory
authority under Section 2 of RCW 70.94.541 to provide assistance to local governments serving
the communities of the State for the purpose of implementing Commute Trip Reduction Plans
and Ordinances; and
WHEREAS, RCW 70.94.544 provides for distribution of funds for local CTR
implementation efforts, and
WHEREAS, Spokane County has entered into an agreement with the Washington State
. Department of Transportation under Agreement No. GCA6253, hereinafter referred to as
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"WSDOT Agreement," pursuant to which Spokane County is eligible to receive a reimbursable
amount of funds which the County will distribute to itself and cities to implement and administer
Commute Trip Reduction Plans and Ordinances; and
WHEREAS, pursuant to the provisions of RCW 70.94.527 (5), counties and cities may
enter into agreements through the Interlocal Cooperation Act to coordinate the development and
implementation of Commute Trip Reduction Plans and Ordinances; and
WHEREAS, Spokane County has allocated $68,625.72 to the City from the grant
Agreement No. GCA6253 which the City is now desirous of making available to ihe County to
perform those tasks which are the responsibility of the City.
NOW, THEREFORE, for and in consideration of the mutual promises set forth
hereinafter, and as authorized under chapter RCW 70.94.527 (5), the parties hereto do mutually
agree as follows:
Section 1: PURPOSE
The County has entered into a WSDOT Agreement vvith the Washington State
Department of Transportation under which it will receive $397,306 for two years. This funding is
to be allocated io the County and cities within Spokane County for their use in the
implementation and administration of their Commute "rrip Reduction Plans and Ordinances. The
County, based upon an allocation formula established by the Washington State Department of
Transportation, has determined that the City shall receive $68,625.72 froin the WSDOT -Agreement from which it shall perforrn certain tasks. The City agrees to its proportionate share
of the monies made available to the County in the WSDOT Agreement and agrees to allow
Spokane County to retain its proportionate share in consideration of the County performing those
tasks as more particularly set forth in Attachment "A" attached hereto and incorporated herein by
reference. In conjunction with allowing the County to retain its proportionate share of monies,
the City will execute any and all necessary documents vvhich may be required by the Washington
State Department of 'rransportation.
It is understood by the parties hereto, that in order for the County to perform those tasks
as set forth in Attachment "A" for the City, the Cit}, must perform certain tasks. Attached hereto
as Attachment "B" and incorporated herein by reference, is a listing of tasks which the City
agrees to perform in conjunction with the County performing those tasks set forth in Attachment
"A "
Section 2: DUItATION
The County agrees to provide those tasks set forth in Section 1 and complete performing
such tasks on or before June 30, 2011.
Section 3: TERMINATION
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The parties agree that this Agreement may be terminated by either party for material
- breach of any provision set forth herein, upon ninety (90) days advance written notice to the
other party at the address set forth hereinabove. Provided, however, the parties agree that any
notification of termination shall set forth the specific provision(s) for which such notification is
being provided and additionally, advise that if such default is cured within such ninety (90) day
time frame, said termination notification shall be of no force and effect.
In the event of tennination, the County agrees to provide to the City all written
documentation which it has completed to the date of termination under the terms of this
Agreement. Additionally, the County agrees to return to the City that portion of the monies set
forth in Section 1 hereinabove, which has not been expended by the county, prior to the date of
termination, on the City's behalf in providing those tasks as set forth in Attachment "A."
Provided, furfiher, the parties recognize that the Washington State Department of
Transportation in Agreement No. GCA6253, has retained the right to unilaterally terminate all or
a part of such contract if there is a reduction of funds from the funding source. Accordingly, in
the event that the Washington State Department of Transportation terminates all or part of the
WSDOT Agreement with Spokane County, and such action affects the allocation of funds by the
County to the City herein, and/or modifies the tasks to be performed hereunder, the parties will
immediately meet to renegotiate the provisions of this Agreement.
Section 4: DESIGNATION OF ADNIINISTR.A,TOR
The County hereby designated Ms. Aurora J. Crooks, the Spokane County Transportation
Demand Managelnent Manager, as its designee for the purpose of administering and
coordinating the Cou.nty's responsibilities under the terms of this Agreement.
Section 5: ACQUISITION/DISPOSITION OF PROPERTY
The parties hereto agree that any real or personal property acquired by the County with
those monies made available to the County by the City under Section 1 hereinabove shall be and
remain the sole property of the County upon acquisition and/or ternunation of this Agreement.
Section 6: COMPLIANCE WITH LAWS
The County agrees to observe all applicable federal, state and local laws, ordinances and
regulations including, but no necessarily limited to, the Americans with Disabilities Act and
chapter 49.60 RCW, to the extent that they may have any bearing on performing those tasks for
the City as set forth in Section 1 hereinabove. Additionally, the County agrees to comply with all
applicable funding audit requirements of the Washington State Department of Transportation in
conjunction with performing those tasks for the City. The County agrees to make available to the
City or its duly authorized representative during normal County business hours and all records
which it has kept in conjunction with providing those services for the City as set forth herein
above.
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Section 7: NOTICES " .
All notices or other communications given under this Agreement shall be considered given
on the day such notices or other communications are receivcd when sent by personal delivery; or the
third day following the day on which the notice or communication has been mailed by certified mail
delivery, receipt requested and postage prepaid addressed to the other Party at the address set forth
below, or at such other address as the Parties sha11 from time-to-time designate by notice in Nvriting
to the other Party:
CITY: Mayor or designee
City of Spokane Va11ey
11707 E. Sprague Avenue, Suite 106
Spokane Valley, WA, 99206
COLJNTY: Board of County Commissioners
Spokane County Courthouse
1116 West Broadway Avenue
Spokane, Washington 99260
Section 8: HEADINGS
The section headings in this Agreement have been inserted solely for fihe purpose of _convenience and ready reference. In no way do they purport to, and shall not be deemed to,
define, limit or extend the scope or intent of the sections to which they appertain.
Section 9: MODIFICATION
No modification or amendment of this Agreement shall be valid until the same is reduced
to Nvriting and executed with the same formalities as this present Agreement.
Section 10: ALL WRITINGS CONTAYNED HEREIN
This Agreement contains all the terms and conditions agreed upon by the Parties. No
other understandings, oral or otherwise, regarding the subject matter of this Agreement shall be
deemed to exist or to bind any of the Parties hereto. The City has read and understands all of this
Agreement, and now states that no representation, promise or agreement not expressed in this
Agreement has been made to induce the City to execute the same.
Section 11: LIABILITY
The County shall indemnify, defend and hold harmless the City, its officers and
employees from all claims, demands, or suits in law or equity arising from the County's
intentional or negligent acts or breach of its obligations under the Agreement. The County's Paqe - 4
' duty to indemnify shall not apply to loss or liability caused by the intentional or negligent acts of
- the City, its officers and employees.
The City shall indemnify, defend and hold harmless the County, its officers and
employees from all clauns, -demands, or suits in law or equity arising from the City's intentional
or negligent acts or breach of its obligations under the Agreement. The City's duty to indemnify
shall not apply to loss or liability caused by the intentional or negligent acts of the County, its
officers and employees.
If the comparative negligence of the Parties and their officers and employees is a cause of
such damage or injury, the liability, loss, cost, or expense shall be shared between the Parties in
proportion to their relative degree of negligence and the right of indemnity shall apply to such
proportion.
Where an officer or employee of a Party is acting under the direction and control of the
other Party, the Party directing and controlling the officer or employee in the activiiy and/or
omission giving rise to liability shall accept all liability for the otber Party's officer or
employee's negligence.
Each Party's duty to indemnify shall survive the termination or expiration of the
Agreement.
Each Party waives, with respect to the other Party only, its immunity under RCW Title
51, Industrial Insurance. The Parties have specifically negotiated this provision.
Section 12: ANTI-KICKBACK
No off'icer or employee of the City, having the power or duiy to perform an official acfi
or action related to this Agreement shall have or acquire any interest in the Agreement, or have
solicited, accepted or granted a present or ftiture gift, favor, service or other thing of value from or
to any person involved in the Agreement.
Section 13: VENUE STIPULATION
This Agreement has been and shall be construed as having been made and delivered
within the State of Washington. This Agreement shall be governed by the laws of the State of
Washington both as to interpretation and performance. Any action at law, suit in equity or judicial
proceeding for the enforcement of this Agreement, or any of its provisions, shall be instituted only
in coLirts of competent jurisdiction within Spokane County, Washington.
Section 14: COiTNTERPARTS
This Agreement may be executed in any number of counterparts, each of which, when so
executed and delivered, shall be an original, but such counterparts shall together constitute but
one and the same.
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Section 15: SEVERABILITY
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If any parts, terms or provisions of this Agreement are held by the courts to be illegal, the
validity of the remaining portions or provisions shall not be affected and the rights and
obligations of the Pa.i-ties shall not be affected in regard to the remainder of the Agreement. If it
should appear that any part, term or provision of this Agreement is in conflict with any statutory
provision of the Sta.te of Washington, then the part, term or provision thereof that may be in
conflict shall be deemed inoperative and null and void insofar as it may be in conflict therewith
and this Agreement shall be deemed to modify to conform to such statutory provision.
Section 16: RCW 39.34 REQUIRED CLAUSES
A. PURPOSE: See Section 1.
B. DURATION: See Section 2.
C. ORGANI7ATION OF SEPARATE ENTITY AND ITS POWERS: No new or separafie
legal or administrafiive entity is created to administer the provisions of this Agreement.
D. RESPONSIBILITIES OF THE PARTIES: See Agreement provisions. E. AGREEMENT TO BE FILED: The City shall file this Agreement with its City Clerk. The
County shall file this Agreement with its County Auditor or place it on its web site or other
electxonically retrievable public source. . F. FINANCING: See Section 1.
G. TERMINATION: See Section 3.
H. PROPERTY UPON TERMINATION: See Section 5.
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- IN WITNESS WHEREOF, the parties hereto have hereunto set their hands and seals
the day and year first above written.
BOARD OF COUNTY COMMISSIONERS
OF SPOKANE COUNTY, WASHINGTON
Todd Mielke, Chair
CITY OF SPOKANE VALLEY
By: Mark Richard, Vice Chair
David Mercier, City Manager
Bonnie Mager, Commissioner
ATTEST:
Title:
ATTEST:
_ BY
Daniela Erickson
Clerk of the Board
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Eahibit I Funding Allocation Methodology
RCW 70.94.544 authorizes the CTR Board to determine the allocation of program funds made
available for thc purpose of implementing CTR plans. The funding allocated for local
implementation of CTR activities in July 1, 2009 through June 30, 2011 is based on the decision
taken by the CTR Board at its May 29, 2009 meeting. At that meeting, the CTR board decided to
allocate funding for the period between July 1, 2009 and June 30, 2011.
For the period between July 1, 2009 and June 30; 2011, fiinding will be allocated based on the
decision of the CTR 13oard according to its funding policy.
base trips to fiscal year biennial
county worksites funding reduce VMT to reduce trip funding total total
Clark 61 $88,450 1,385 9,3071200 $18,209 $106,659 $213,318
King 534 $774,300 13,354 89,738,880 $175,571 $949,871 $1,899,742
Kitsap 28 $70,000 985 6,619,200 $12,950 $82,950 $165,900
Pierce 73 $105,850 2,528 16,988,160 $33,237 $139,087 $278,174
Snohomish 106 $153,700 2,818 18,936,960 $37,050 $190,750 $381,499
Spokane 110 $159,500 2,978 20,012,160 $39,153 $198,653 $397,306
Thurston 76 $110,200 1,573 10,570,560 $20,681 $130,881 $261,762
Whatcom 22 $70,000 515 3,460,800 $6,771 $76,771 $153,542
Yakima 20 $70,000 333 2,237,760 $4,378 $74,378 $148,756
Distribution of worksites, trips _
reduced, and funding $3,900,000
percent of trips percent j
to of ~
county percent of worksites reduce funding
Clark 5.9% 5.2% 5.5% ~
King 51.8% 50.5% 48.7%
Kitsap 2.7% 3.7% 4.3% Pierce 7.1 % 9.6% 7.1 %
Snohomish 10.3% 10.6% 9.8%
Spokane 10.7% 11.3% 10.2%
Thurston 7.4% 5.9% 6.7%
Whatcom 2.1 % 1.9% 3.9%
Yakima 1.9% 1.3% 3.8%
Metrics
Total worksites 1,030
Total trips to
reduce 26,469
Total VMT to
reduce 177,871,680
FY total for
allocation $ 1,950,000
Base funding ,
portion $ 1,602,000 i
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Performarace
, funding portion $ 345,000
$ltri p $ 13.15
$NMT $ 0.002
$
Cost per worksite $ 1,450 1,893
Variabies
Minimum per
county $ 70,000
Total $1,957,500
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ATTACHMENT "A" '
STATEMENT OF WORK ~
The County will:
1. Promote consistency within all affected local government jurisdictions within Spokane
County, while serving the City's specific needs.
2. Maintain and administer the City's CTR Ordinances and Plan.
3. Employ a full-time Transportation Demand Management Manager to administer the
County's and City's CTR Plans and Ordinances.
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4. Take reasonable measures to identify and notify all affected employers within the
County.
5. Assist each affected employer within the City in preparing a program and promoting
the principles of Transportation Demand Management (rrDIV) with the employer's ~
employees.
6. Maintain an appeals process consistent with RCW 70.94.537(2)(e) by which major
employers, who as a result of special characteristics of their business or its locations
would be unable to meet the requirements of a commute trip reduction plan, may obtain a
waiver or modification of those requirements and criteria for determining eligibility for
waiver or modification. Within 30 days from the date of approval, submit to WSDOT the
name and eniployer identification code for any worksite that has been granted an
eaemption. Include information about the duration of all exenlptions and information on
the type of modification granted.
7. Submit to Washington State Department of Transportation periodic progress reports
summarizing the overall CTR implementation costs incurred by the County and shall be
reported in a format provided by WSDOT.
8. Provide WSDOT with a public hearing notice and copies of any proposed amendments to ~
the CTR ordinance, plan, and/or administrative guidelines within the first week of the ,
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public review period and final copies of all actions within one (1) month of adoption. ,
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9. Coordinate and administer baseline and measurement CTR employer surveys. Provide '
employer survey assistance, training and state-supplied survey forms.
10. Notify Washington State Department of Transportation prior to sending any surveys to -
University of Washington for processing. The notification must include the name of the .
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: warksite, employer identificativn code and type af survey for each survey being
--submitted for processing. The natif cation shall be submitted as an electronic spxeadsheet
via electranic mail. The County' agrees to wait far canfx-rmatian from WSDUT prior to
sending or deliverin,g the surveys for processing.
11. Provide NVSDOT with updated lists of affected worlcsites and jurisdiction contacts on a
periodic basis or as requested by WSD4T. These updates will be submitted elecironically
in a fonriat speci~'ied by WSDOT.
12. Cantinue to rnonitor the programs of each of the aff'ected ernplvyers in the City to
detexmine compliance with the CTR [3rdinance and Plan. Carriplete annual review of
employer CTR progzams including a determination as to whether the employer is actxng
in gaod faith to meet the goals established by th,e CTR Lavv. S-Llbmit ta WSDOT orie
electranic or hard capy of any approved employer anxual reports.
13. Provide on-going support to all employer desi,gnated Employee Transportation
Caordinatozs (ETCs) and assist ETCs in facilitating regul,ar employer n~tworking
opportunities and obtaining ixxfoarmatian necessary to perfozm their du#-les including
infvrmation rnaterials that explain a range of measures and activities to encouxage
emplayee use of cammute alternatives.
14. Market available services to affected employers ta assist in, a,ccomplishin,g CTR goals.
`_-15. Work callaboratively with and provide technical guidance an.d support to ernployers in
develnping successfial CTR prograrns.
16. Coan,duct. at lea,st one Basic ETC T'raining Course,per year, using WSDO"X'-provided
ETC Handbaok and other training xnaterials xeviewed and appraved by WSDOT.
1.7. Provide ernplayers with, written infoxmatian on basic requiarements of tlae CTR
ordinance and goaAs set forth in appxaved CTR p1ans.
18. Attend transportation or healthl`benef~ts fairs at affected employer vvorksXtes to encourage
laigh-occupancy vehicle commuting and pramo#e the erriployer's CTR prograrn.
19. Design, construct and distribute worksite Com.muting Dptians Boards. Provide
professional materials such as brochures, flyers, posters, newsletters, clip art and ather
too1s ta assist employer amplementation of warksite CTR programs.
20. Provide all affected employers with the WSDOT-appraved "Program L7escription &
Emplvyer Arnual Report" form. Ensure completed reports a7re subrnitted by affected
emgioyers to meet applicable deadlines.
21. Subrnit to Washington State Deparhment of Transpartation periodic i-nvoices alang with
--pragress reports that accurately assess the progress made by County, on behaif of City, in
implementing RCW 70.94.521-551,
Paqe - 11
Report contents include:
a. Detailed surnmary of CTR events and projects, including implementation assistance ~
provided to affected employers within the City;
b. Actual total CTR expenditures used by the County for all state CTR funds
expended by the County during the previous quarter for the purpose of CTR
implementation using WSDOT pre-approved format;
c. Updated list of affected employers and worksites (electronic);
d. Total number of worksites by jurisdiction;
e. List of sites which have applied for exemptions or modifications;
f. Hard copies of any employer annual reports approved during quarter.
22. Establish and maintain books, records, documents and other evidence and accounting
procedures and practices sufficient to reflect properly all direct and indirect costs of
whatever nature claimed to have been incurred and anticipated to be incurred solely
for the performance of this Agreement. Establish and maintain a separate "CTR
Account" within Spokalle County along with supporting documentation such as payroll
and time records, invoices, contracts, vouchers or products proving in proper detail the
nature and propriety of the charges.
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23. Participate in local implementation of statewide CTR public awareness and
recognition programs developed by Washington State Department of. Transportation.
24. Offer recommendations to the City for policies on parking and site design which will encourage the use of alternative transportafiion modes.
25. Encourage employers to develop site designs and improvements to office and
industrial sites that promote the use of alternative transportation modes.
26. Assist Washington State Department of Transportation with CTR evaluation.
27. Offer and assist with the marketing of the statewide RideshareOnline.com., electronic
ridemafiching service.
28. Serve as liaison between Washington State Department of Transportation and cities,
towns, transit agencies and regional transportation planning organizations for the
purpose of RCW 70.94.521-5 51.
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29. Continue applying for funding opportunities to further encourage the use of commute
alternatives.
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ATTACHMENT "B"
STATEMENT OF WORK
The City will:
1. Provide Spokane County with copies of any proposed amendments to the CTR Plan
and Ordinance.
2. Provide Spokane County with copies of any CTR-related amendments to parking
ordinances prior to public review.
3. Develop, implement and maintain its own CTR Program as an affected employer or as
otherwise specified in the CTR Board Guidelines or RCW 70.94.521-551.
4. Reimburse the County for the services provided by this Agreement in an amount equal
to the City's share of the CTR funding as provided in RCW 70.94.544.
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- CITY OF SPOKANE VALLEYRequest for Council Action
Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ Information ~ admin. report ❑ pending legislation
AGENDA ITEM TITLE : Hotspot Data Presentation
GOVERNING LEGISLATION:,
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND: Council asked for an administrative report on response and prevention
efforts associated with activities noted in the "hot spots" areas identified in monthly PD reports.
I'm requesting to address the topic and present an overview of some specific locations.
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS: N/A
STAFF CONTACT: Chief of Police Rick VanLeuven
ATTACHMENTS PowerPoint Presentation
i
H ots pot Data
Purpose
To proactively reduce and prevent
crime
Analyze and distribute
Monthly
Six Months
Yearly
Analyze Crimes and Pafterns
• Date
• Day of week
• Time of day
• Suspect information
• Individual vs group
1
j-What Determines a Hotspot or
Location of Interest
• Number of crimes within a geographic
area
• Proximity of location in relation to each
other
• Vehicle Prowling to Commercial Burglary
example
;
.
Quality of Life Calls
• List high call locations per district
- Capability of a ILP plan working at that
location
- Detailed call information
- Officers ILP plans
• Analysis on specific suspects
• To improve quality of life issues
• Citizen concerns that we impact
2
,
•
I LP
• Analyst group is the central hub
- Collection, analysis and dissemination of
information
- WATPA, ID Theft/Fraud grants
• Strategic planning group
- Determine priority and resources
• Tactical planning group
- Specific plans for response
,
Strategic& Tactica Plans
• ILP Process
- Examples
• South Dishman - stolen vehicles
• Pines and Mansfield - burglary, veh prowling
• North Cherry - burglary, mal mis, veh prowling
• East Nora- drugs, guns, stolen property
• Rite Aid robberies
• Traffic - Education, Engineering, Enforcement
Reduced collisions with increased enforcement
3
~
South Dishman Rd
Problem: Several stolen vehicles were seen or recovered
in that area. Hotspot for recovered vehicles. Possible
Chop Shop.
Response: Patrol and detectives developed an ILP plan to
deal with the issue. Incorporated neighbor contacts and
frequent emphasis patrols to identify suspects and stolen
vehicles.
Result: The WATPA group arrested the suspect for several
felonies and recovered parts and evidence from stolen
vehicles. Stolen vehicles diminished in this area.
Pines and Mansfield
Problem: Burglary and Vehicle Prowling hotspots
Response: Analysts compiled a list of suspects along
with their residences and vehicles. PCTF and Patrol
developed an ILP plan to deal with the cause of the
hotspots.
ReSUlts: Numerous arrests of these active criminals.
Reduction of crime in this area.
4
~
" North Cherry St Problem: Identified hotspots for six month and yearly
analysis. Crimes included Burglary, Robbery, Theft,
Vehicle Prowling and Malicious Mischief.
Response: Determined to be a high density complex in
the vicinity of other high density complexes. An ILP plan
was completed by patrol to include emphasis patrols,
security guard contacts and increased communications
in the area for intelligence gathering.
' Result: Arrests of several subjects for warrants and other
crimes with ongoing efforts to maintain control in that
area. Continues to be an area we are working on.
East Nora Area
Problem: Crimes included Drugs, Forgery, Identity
Theft and Trafficking in Stolen Property in the area.
Response: PCTF and Patrol developed an ILP plan to
deal with the cause of the hotspots.
ReSUIt: Numerous felony arrests were made with the
seizure of several firearms and several pounds of
controlled substance.
5
Rite Aid Robberies
Problem: Several prescription drug robberies at Rite Aid.
Response: Regional ILP plan prepared between SPD,
SCSO and SVPD. Included summary of crime facts and
predictions. Surveillance was conducted at numerous
locations in the region as a result of the predictions.
ReSUIt: Subject involved in the robberies was arrested.
Three additional suspects were identified and arrested
that were involved in illegal sale and transportation of
Oxycotin pills.
r~
PRISM
Parcel Records Information System Mapper
• Used for the collection of specific crime
information by Patrol and Detectives to
develop I LP plans.
• Demo
6
~
QUESTIONS
7
CITY C3F S POKA1V E 11ALLEY
. Request for Cauncil Action
Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check ali that apply: ~ consent 0 old business new business ❑ public hearing
❑ inforrnation ~ admin. repart ❑ pending legislation
AGENDA ITEM 7f7`LE. Park Maintenance Contract Update
GQ1lERNING LEGISLA7iON: NJA
PREV1OLJS COUNCIL ACTION TAKEN: Gurrent Park llFlaintenance contract varith Senske vvas
approved for 2009 by Council in December 2008.
BACkCGROUND: The fourth and final one-year renewal option wtth Senske tor park
ma3ntenance in 2009 has been exercised.
Currently staff is develaping a nevv park maintenance cantract to haue in place prior ta January
2010. The scape af work has been determined to be a cornbination of generaf masntenance
services and "public workS" services. Yo break this cantracf up Ento two separa#e contracts is
not feasible or efficient. Nlanagement and coardina#ion of twa separate contacts would be
difficul# and time cansuming. Therefore, s#aff is proceeding vtirith the develapment of
specificatiarrs and a bid package in arder ta facilitate the issuance of a formal bid for the park
- maintenance services.
Items being discussed and develaped include the scope vf vxrork, bidder qualificatians, camplete
inventories af all aur parks and open spaces, instructions to bidders and minimum requirements.
This is a camplex contract. It is important to have a well developed bid package and a length of
term that will be beneficial to ba#h the City and #he Con#ractor. Currently our existing contract
had a term of five years with each year having an annual reneuval clause. Options for length of
contract will be discussed with the City Council.
Staff anticipates advertising far this bid within the next several uveeks and will be looking to
award a contract in October.
OP7IQNS; 1) provide additianal directian to s#aff.
RECOMMENDEa ~CTION OR MDTIOhf: Nane.
BUDCET#FINANCIAL IMPACTS: Funding for this cantract is included in the proposed 2010
Park and Recreation budget.
STAFF CONTACT: Michaei D. Stnne, Director of Parks and Recreation
ATTAC HMENTS: Na ne
ClTY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information 19 admin. report ❑ pending legislation
AGENDA ITEM TITLE : Pandemic Response Plan
GOVERNlNG LEGISL,4TION:
PREVIOUS COUNCIL ACTION TAKIEN: Discussion at 8/18/09 study session.
BACKGROUND:
As discussed previously, the City of Spokane Valley is preparing its Continuity of Operations for
Pandemic Plan to ensure the delivery of essential services in the event spread of the illness
disrupts normal City operations.
An updated draft of the Plan has been prepared including Department Continuity of Operations
Plans.
. In addition to creation of the COOPs, pro-active measures that can be taken now have been
identified to ensure we are logistically prepared to implement our COOP if such measures
should be required.
In consideration of advance planning for the potential severity of an emergency health crisis, a
draft resolution 09-013 regarding pay for employees is submitted for Council consideration. Also
attached is a 2006 opinion from the Attorney General of Washington regarding this same
matter.
OPTIONS: Discussion, revisions and direction from Council.
RECOMiUiENDED ACTION OR MOTION: Consensus to move Pandemic Plan and Resolution
09-013 to September 8, 2009 agenda for motion consideration.
BUDGET/FINANCIAL IMPACTS: Budget impact not anticipated unless severe and extended
pandemic should occur.
STAFF CONTACT: Mike Jackson, Deputy City Manager
ATTA~HMENTS: (1) Draft Resolution 09-013; (2) Letter from Attorney General dated August 2,
2006; and (3) Updated Draft Pandemic Response Plan
DRAFT
CITY OF SPOKANE VALLEY
SPOKANE COUNTY, WASHINGTON
, RESOLUTION NO. 09-013
A RESOLUTION REGARDING PAY FOR EMPLOYEES OF THE CITY OF SPOKANE
VALLEY DURING CERTAIN EMERGENCY HEALTH CRISES, AND OTHER MATTERS
RELATING THERE'TO. .
WHEREAS, the City Council adopted Ordinance 03-044 in 2003 outlining the basic personnel
policies for City employees; and
WHEREAS, Ordinance 03-044, Section 1(C) states that personnel policies relating to wages,
benefits and conditions of employment shall be submitted to the City Council for revieNv and approval;
and
WH:EREAS, the City has reviewed an Attorney General opinion dated August 2, 2006, in which
the Attorney General's Office stated that it is up to individual cities to adopt specific policies regarding
payment of employees during times of health crisis, such as pandemic flu; and
WHEREAS, the City Council desires to establish a policy whereby employees who are ready,
willing and able to work, but for Ilealtll and safety reasons are precluded from doing so due to social
distancing requirements imposed by the State of Washington, Spokane Regional Health District, or City
of Spokane Valley due to risk of contagion, would receive their normal compensation.
NOW THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane
Couilty, Washington, as follows:
- Section 1. Adoution of Policv to Pav Emolovees DurinLy Certain Health Crises and
Authorizina Imvlementation of Same. The City of Spokane Valley hereby adopts a policy where, in the
eve»t of an emergency health crisis in which the State of Washington, Spokane Regional Health District,
or City of Spokane Valley requires social distancing to reduce the likelihood of contagion, City
employees shall receive their norcnal compensation. This policy applies to those employees who are
ready, willing and able to work, but for health and safety reasons would be precluded from doing so by
the requirement for social distancing. The City Manager is further authorized to implement this
Resolution and execute any administrative policies and procedure deemed necessary and appropriate.
Section 2. Effective Date. This Resolution shall be effective upon adoption.
Adopted this day of )2009.
City of Spokane Valley
ATTEST: Mayor Richard Munson:
City Clerk, Christine Bainbridge
Approved as to Form:
. . Office of the City Attorney
Resolution 09-013 Pandemic Page 1 of 1
r
` • = ~ ~ , ~`,.y - ' -
T'Ir
~-~5NIt3
Rob McKenria
ATT~~~~~ ~ENERAL OF ~~~HINGTON
1 125 Washington Street SE $ PD Box 40100 • OIympia WA 98504-01 00
A'ugust 2, 2006
The Hannrable Bob IVlcCaslin
State Sena#or, 4th I}istrict
P. 0. Box. 40404
O1ympia, WA 98504-0444 Dear Senatar McCaslin:
By letter previously acknowledged, you have asked #br an infornal optnion asking what
responsibilities cities would have to pay their employees, i#' a health mfficial arders them to stay
away from their workglaces in a pandetriie f1u, ar similar health emergency. SpecificalXy, You
, pose the following scenariv and question:
A health official cauld order peaple nut to congregate an graups, -
incIuding the workplac.e; this ordex wou~~ ~~quire non-essential ci#y .
emplnyees to stay hvme fnr an unkmowrt periad of time. What respunsfihitity wnuld a crty have to pay salaries and benefits for employees nn extended
leaves af absence, when therc is such an order to stay away frarn, the
workplace?
_ BRIEF ANSWER
For reasans explained in the follow#ng Analysis, yo-ur quesYian is potentially~ affected by
sa many variab2es that it is not passible to give a single defunitive answer. Therefare, we
resgQnd to yaur guestian by first generally describing the authurity of local bealth officers. We
then ex,amine local gavernments' authori,ty an.d options for structuring their employment
relationshigs to address the circumstances described by yaurr question.
ANALYSTS
Authnrity Of Hea1tYr Offj'cers With Respect Ta Controlling Tnfectiaus Disease .
Yo-ur quesfiivn assumes that, in responding to a health emergency, a 1oca1 health officer
could order a city's ernptvyees to refrain from attending work. We d,a iiat examine this
assurnption in degth, bu# note #he general autharity of heedth officials under Washing#on Iaw. Tn
Washington, public health issues-such as the corttrQl af znfectious diseases-are under the
authori#y of 1ocal health afficers appainted by cvunty comrriissianers, a 1ocal health district, or a
~
ATTORNEY GENERAL OF WASHINGTON
- Honorable Bob McCaslin
. August 2, 2006
Page 2
local board of health. See generally RCW 70.05.010-.060. Local health officers, acting under
the direction of the local board of health or its appointed administrative officer, have the
authority to 1) "[c]ontrol and prevent the spread of any dangerous, contagious or infectious
diseases that may occur within his or her jurisdiction"; and 2) "[t]ake such measures as he or she
deems necessary in order to promote the public health". RCW 70.05.070(3), (9).1
In AGO 1993 No. 20, the Attorney General summarized the statutory and case law
goveming the powers of local health boards and officers. Protecting and preserving the health of
citizens from disease is an important govemment function that requires liberal construction of
the public health statutes and the powers of local health boards. Snohomish Cy. Builders Ass'n v.
Snohomish Health Dist., 8 Wn. App. 589, 595, 508 P.2d 617 (1973); Brown v. Pierce Cy., 28
. Wash. 345, 349, 350, 352, 68 P. 872 (1902); State ex rel. McBride v. Superior Court for King
Cy., 103 Wash. 409, 419-20, 174 P. 973 (1918). The legislatively delegated power to cities and
health boards to control contagious diseases gives them extraordinary power which might be
unreasonable in another context. State eac rel. McBride, 103 Wash. at 420.
Although I could find no Washington case law on the subject, it has been determined in
other states that a municipality or board of health may temporarily take possession of and control
private buildings if necessary to make effective quarantine, decontamination, or measures to
check an epidemic or to protect the public health against the spread of disease. See 7 Eugene
McQuillin, The Law of Municipal Corporations § 24:237, at 119 (2005). It is therefore possible
-that, under appropriate circumstances, a local health officer could order a city to close city
facilities or offices to prevent the spread of infection. How that authority would interact with a
city's responsibilities to provide essential services is not addressed in this opinion. As a practical
matter, it seems likely (and certainly, reasonable) that a local health officer would confer with
the city regarding altemative measures to closure, and the scope and duration of any closure. In
that vein, it is apparent that certain city services are more critical than others. In a health
emergency, maintaining critical government operations may be even more important than in non-
emergency circumstances.
Autho: ii.y Of Citg~s To Manage City Affairs 4aVith RQSpeet To Terms amd Conditions Of
Employment
Although the power of the local health officer is broadly construed, that power does not
extend to determining the terms and condirions of city employment. Accordingly, I next turn to
the authority of cities to manage their relationships with their employees and pertinent legal
restrictions that may arise.
RCW 35.21.175 states that "[a]11 city and town offices shall be kept open for the
transaction of business during such days and hours as the municipal legislative authority shall by
1 The Govemor has emergency powers in the event of public disasters. RCW 43.06.010(12). This opinion does not
- address how those powers might relate to the circumstances posed by your question .
,
' ATTORNEY GENERAL OF WASHINGTON
Honorable Bob McCaslin
August 2, 2006 _
Page 3
ordinance prescribe." Therefore, as a general matter, cities and towns determine their hours of
business. As set forth in the preceding section of this letter, the local health officers may have
authority in the appropriate circumstances to suspend normal cifiy operations. Accordingly, if
city operations are suspended due to the order of a health officer, the city could in its discretion
alter the city's official business hours, or alter the manner in which the city delivers services.
The Legislature has left it to each individual city and town to make decisions regarding
the number and duties of city employees and to fix the compensation and working conditions of
city employees. See, e.g., RCW 35A.11.020; 35A.13.090. This authority also includes decisions
regarding the circumstances under which employees will receive paid leave time from work.
Thus, a city's options with respect to compensating employees under such circumstances would
depend to a significant extent on its then-existing employrnent regulations, policies and contracts
governing its relationship with city-employees. For example, in AGO 1989 No. 3, at 4, the
Attomey General stated: "The Legislature has not established by statute the vacation leave
entitlements of various classes of municipal employees, but has left that to each individual
municipal corporation."
As a general matter, it is therefore within the discretion of each city to determine the
number of employees it needs to operate the city, what their tenns and conditions of employment
will be and what compen.sation and benefits it will pay. For a particular city or town, existing -
ordinances, employment rules or labor contract terms would detennine how the city could ,
address circumstances of the sort contemplated by your question, and the answer could well vary
from city to city depending on its employment rules. One thing seems clear, however: A city
would be well-advised to consider circumstances of the sort posed in your inquiry, and to
establish employment rules and policies that the city deems appropriate to address.
Against this background, -several possibilities come to mind regarding how a city might
exercise its discretion in establishing employment policies or rules that would apply in the event
of a partial or full closure of city operations. The first is suggested by your question-the city
could elect to continue to pay salaries and benefits to its employees, who are not allowed to
report to work for a11 or part of a closure period. In the al±ernative, if city operations are
curtailed due to an order of a health officer, the city could decide that reduced city operations
require a reduced city work force and lay off certain city employees. Another approach might be
to adopt a policy that requires city employees to take leave without pay. Or, a city might decide
that employees should use accrued leave or compensatory time under such circumstances and
adopt a policy fo that effect. For example, the State of Washington has adopted a rule regarding
pay during the suspension of government 'operations. This rule affords state employees the
opportunity to use personal holidays and accrued vacation and compensatory time in those
circumstances. WAC 357-31-265 (Supp. 1999). Another possibility is that a city may determine
to reassign work stations to allow city employees to continue to work without congregating in
the workplace. In this regard, I note that the State of Washington's rule requires that employees
be given the opportunity to make up lost work time. WAC 357-31-265 (Supp. 1999).
ATTORNEY GENERAL OF WASHINGTON
Honorabte Bob McCaslin
August 2, 2006
Page 4
Certain legal constraints could affect how a city may exercise authority in this area. As
with other policy decisions made by the legislative authority of a local government, thought must
be given to whether a particular decision would impair a city contract. Pursuant to article 1,
section 23 of the Washington Constitution, no "law impairing the obligarions of cvntracts shall
ever be passed." This constitutional provision prohibits a substantial impairment of a contractual
right unless the government can show that the impairment was reasanable and necessary to serve
a legitimate public purpose. Caritas Services, Inc. v. DSNS, 123 Wn.2d 391, 403, 869 P.2d 28
(1994). Cities therefore would need to consider whether the desired approach would cause the
city to impair the tcrms of city contracts, including collective bargaining agreements. In this
regard, the provisions of RCW 41.56 (relating to collective bargaining) and civil service statutes
and rules (RCW 41.08; RCW 41.12) should also be considered. In addition, as discussed above,
a city would need to follow existing employment rules and policies or update or revise them if
necessary. Where such constraints apply, they could be quite significant and it may prove time-
consuming to cooduct the necessary bargaining or process to amend existing employment
policies. In addition, absent em lo ent rovisions that rovide for a ent durin eriods of
citv c~ losure- as part n he te cand con itiQns-af c' employment, the constitutionai
prohibition on ei section 7) or payment of additional
compensation after re 'cle I tion 25 ar abl could constrain a city s
iscrehon to pay emploYee who are not urovidin~ services to tbe cit~!. See Chri.stie v. Port of
Olympia, 27 Wn.2d 534, 179 P.2d 294 (1947) (distinguishing between impermissible payment of
Additional compensation after services have been rendered, and advance agreement to pay
compensation under particular circumstances.) For this reason, too, it would seem advisable for
a city to examine its existing employment rules and regulations and implement changes that it
determines appropriate to respond to such circumstances.
I note that the Municipal Research Services Council acts as an adviser to cities and towns
on legal and poiicy matters, and this Council may be of further assistance to cities as they
consider their options for addressing whether to pay employees, if they are unable to work due to
a health officer's closure order.
I trust the foregoing will be of assistance to you. Please be advised that this opinion is
the considered opinion of the author, but will not be published as an official opinion of the
Attomey General.
Sincerely,
AN M. WILKINSON
enior Counsel
(360) 586-0812
JMW:sh
CITY OF
~
7al ley
CONTINUITY OF OPERATIONS
FOR PANDEMIC
Table of Contents
1) Purpose of the Plan . . . . . . . 3
2) The Scope of the Pian . . . . . . . 3
3) Planning Assumptions . . . . . . . 4
4) Potentiallmpacts . . . . . . . . 5
5) City's Response . . . . . . . . 5-7
6) Authority . . . . . . . . . 7
7) Vll. City Function Hierarchy . . . . . . 8
8) City of Spokane Vailey . . . . . . . 9
Continuity of Operations (COOP) by Department
a) Function . . . . . . . . 9
b) Content . . . . . . . . 9
c) Department Plans . . . . . . . 10 - 56
9) Elements of the City of Spokane Valley Contlnuity of Operations. . 57
a) Communlcatlons . . . . . . . 57
b) Pollcy and Procedures. . . . . . . 58
cJ lnfluenza Protection Measures. . . . . . 59
dJ Oiher Essentla/ Funcdons . . . . . . 61
10) Internet Resources. . . . . . . . 61
11) Exhibit A . . . . . . . . . 62
12) Background . . . . . . . . 63 - 67
Attachments
Resolution # 09-013
Computer and Phone Instructions
Direct Deposit Form
2
I ~ ft
Continuity of Operations (COOP) for a Pandemic
City of Spokane Valley
(June 16, 2009)
l. PURPOSE OF THE PLAN
The purpose of this plan is to ensure continuity of government and essential services if an
influenza pandemic event occurs affecting the City of Spokane Valley. The severity of risk
associated «rith pandemic flu warrants the City's investment in preparation. Health
of~icials feel that a pandemic will occur at some time in the future and that it is wise to be
prepared. Accordingly, Spokane Regional Health District urges all businesses to address
this issue and have a contingency staffing plan in place.
The plan for the City of Spokane Vallzy provides guidance regarding detection of,
response to, and recovery from an influenza pandemic. The plan describes the unique
challenges posed by a pandemic that may necessitate specific leadership decisions,
response actions, and communication mechanisms. Specifically, the plan is to:
• Define preparedness procedures before a pandemic occurs that will enhance the
effectiveness of response measurzs.
• Define roles and responsibilities during all phases of a pandemic.
• Ensure and validate readiness through the creation of training exercises to support
implementation of COOP plans and prograins.
During an influenza pa.ndemic, the City of Spokane Valley will utilize the plan to achieve
the followring goals:
• Presenle continuity of essential govemment functions.
• Limit the number of illnesses and deaths.
• Implement as required, successful succession in the event a disruption renders
leadership unable, unavailable, or incapable of performing their responsibilities.
• Reduce or mitigate disruptions to operations.
• Achieve a timely and orderly recovery from a COOP situation and resumption of
fiill services to the citv.
2. THE SCOPE OF THE PLAN
The Plan primarily focuses on the roles, responsibilities, and activities of all personnel of
the City of Spokane Valley. The plan addresses measures for consideration during the
stages of increased likelihood of an influenza outbreak that may severely degrade the
cantinued essential services of city government.
3
i
3. PLANNING ASSUMPTIONS
1. An influenza pandemic will result in the rapid spread of the infection with
outbreaks throughout the world.
2. Based on national assumptions, approximately 25% - 35% of the
workforce will be absent from the work place due to illness personally or
by caring for family members who are ill.
3. There will be time to phase in actions as the pandemic develops.
4. Businesses and schools will close as the pandemic impacts employees,
teachers and students which will add stresses to City employees.
5. City services with direct public interaction will be at greater risk of
exposure.
6. There could be significant disruption of public and privately owned
critical infrastructure including transportation, commerce, utilities, public
safety, agriculture and communications.
7. Social distancing strategies aimed at reducing the spread of infection such
as closing CenterPlace, the City's Permit Center, schools and other public
gathering points, and canceling public events may be implemented during
a pandemic.
8. City employees who travel by public transportation or have children in
school will be at greater risk of exposure.
9. Isolation or quarantine may impact employee's ability to come to work.
10. Antiviral medications may be in extremely short supply. Loca1 supplies of
antiviral medications may be prioritized by Spokane Regional Health
District (SRHD) for use in hospitalized influenza patients and other
priority groups.
11. As vaccine becomes available, it will be distributed and administered by
SRHD based on current national guidelines and in consultation with the
Washington DOH. 12. Insufficient supplies of vaccines and antiviral medicines will place greater
emphasis on social distancing strategies and public education to control
the spread of the disease in the City and County.
13. Law enforcement may be called upon to enforce quarantine.
4
4. POTENTIAL IMPACTS ,
Potential Impacts
There may be shortages of the following essentials:
Food & Water
Gasoline
Heating fuels - natural gas/propane, heating oil
Pharmaceuticals - antibiotics, routine vaccines, etc.
Cash - financial institution closures
There may be periodic interruptions in the following services:
Water Emergency Services: Public Safety
Sewage Fire
Garbage/refuse Hospitals
Recycling - resulting in excess refuse
Power - electricity
Routine medical care/pharmacy
Business continuity:
Business closures - voluntary and non-voluntary, including schools
Public events cancellations - voluntary and non-voluntary
Revenue losses
Business failures
Up to 35% staff attrition due to fear, illness, care of family, etc.
Other: Orphaned children and animals
Mass fatalities
Resurgence of vaccine-preventable diseases - measles, etc.
Social unrest
5. CITY'S RESPONSE
In accordance with the U.S. Department of Health and Human Services (HHS) Pandemic
Influenza Strategic Plan, HHS will deternune and communicate the pandemic phase level
for the U.S. based on the global pandemic phase and the extent of disease spread
throughout the country.
The City of Spokane Valley will respond based on the information provided by the
SRHD. Each level within the plan responds depending upon whether human infection is
occurring within our LOCAL region. Appropriate preparedness and response measures
are identified for each level, with full implementation of the COOP based in part on the
severity with which Spokane County is affected.
To remain flexible as we respond to the pandemic and its effects on the City of Spokane
Valley, a core team has been established to determine the appropriate plan of action for
the city as each new alert arises, whether from SRHD or within the city itself. The chart
.
below is not inclusive of all that may take place, but gives an overview of the potential risk levels and corresponding actions by the city.
5
'RISK LEVEL RESPONSE LEVEL CITY'S ACTION
No local alert Response Level 1 ■ Planning - Update plan
Mitigation actions taken documents/information
■ Identify essential personnel in the event
. SRHD limits social exposure.
■ Establish administrative procedure for
flexible worksites.
■ Communicating/training employees on
family preparedness
■ Identify and make available resources
needed in the event of pandemic
■ Establish/test/improve backup systems
(outside access to city computers)
■ Encourage automatic bank deposit for
paychecks
Seasonal flu alert as Response Leve12 ■ Department Director review & revise
declared by local health department action plan
district ■ Distribute flu prevention/care information
to employees
■ Encourage irnrnunizations
■ Conduct desktop training to city
continuity of operations
■ Test backup systems (IT, outside access to
city computers, telephones
■ Order/replace Personal Protective
Equipment (PPE) supplies
State/Local health district Response Leve13 ■ Coordinate as needed with
declaration of SRHD/SherifflEmergency Operations
heightened Center (EOC)
incidence/severity of flu ■ Coordinate vaccination of essential
cases and/or confirmed officials/employees
pandemic cases in local ■ Schedule and conduct exercises and drills
area and incorporate any resulting revisions to
the plan.
■ Notify and alert essential personnel.
■ Directors report employee absences daily
to HR office.
State/Local Health Response Leve14 ■ Coordinate as needed with
District limits social SRHD/Sheriff/EOC
exposure ■ Consider limiting city operations to
reduce risk of exposure
■ Provide deta.iled training to essential
personnel regarding family preparedness
■ Administrators review and update their
' lists of essential personnel and review
6
essential operations in the event of a possible suspension. -
■ Implement social distancing among staff
■ Per City policy, send employees home
with flu like symptoms and return with
clearance from a physician.
State/Local Health Response Leve15 ■ Implementation of City Continuity of
District declares social Operations Plan
isolation o Telecommute plan
o Emergency communications
protocol
o Restrict workplace entry
o Core business function
o Possible office closure
o Use of PPE's
■ Coordinate as needed with
SRHD/Sheriff/EOC
Recovery Response Leve16 ■ In consultation with the SRHID/EOC the
City Manager/Deputy City Manager will
deternune when the City of Spokane
Valley will resume normal operations.
■ Debrief out oflthrough pandemic levels
■ Update and revise plans as needed '
6. AUTHORITY
a. The City of Spokane Valley has the authority to declare an emergency or disaster
exists based on the following powers granted pursuant to:
RCW 35A.33 - Emergency Expenditures
RCW 38.52 - Emergency Management
b. In addition, the City of Spokane Valley is a party to the regional Amended
Interlocal Agreement for Emergency Management Services which was
established pursuant to:
RCW 39.34 - Interlocal Cooperation Act
RCW 38.52.070 - Local organizations and joint local organizations authorized
Establishment, operation Emergency powers, procedures.
c. The City of Spokane Valley has adopted a policy to pay employees during
certain health crises. See Emergency Management Resolution Number 09-013.
The City of Spokane Va11ey's powers are not contingent on a proclamation of emergency
by the Local Health Officer.
7
- 7. CITY FUNCTION HIERARCHY
In order to prioritize City services and functions, three categories have been created to
identify levels of response. The City of Spokane Valley is unique as a contract city and
most of its essential functions will begin at Priority II, with the exception of traffic
signals as described below:
Priority I- Essential to preservation of life and property and generally subj ect to a high
degree of exposure to risk
• Police 1 St response
• 911 Communications
• Fire lst response
• Utilities/Streets - water supply, traffic signals, transportation access, etc.
• Wastewater Treatment - general operation
• Cemetery - emergency burials
• Communications - public and employee
• City Attorney
Priority II - While generally not providing direct service to customers, they are necessary
in order to support Priority I functions and typically can be done from remote locations.
• Information Technology
• Payroll
• Financial transactions
• City Council
Priority III - Those functions which do not meet the standards for Priority I or II and for
whom the primary response will be suspension of the activities.
• Parks & Recreation
• Permitting/Inspection
• Comprehensive Planning
• Hearing Examiner
8
8. CITY OF SPOKANE VALLEY COOP BY DEPARTMENT
a. Function: To outline department response to the occurrence of a pandemic
influenza that results in a workforce reduction of 25% to 35%.
b. Content:
■ Essential "Daily" functions that need to be provided during an event although at a
reduced level.
■ Standard operating procedures of essential functions
■ Positions identified to carry out essential functions
■ Team leads and alternate personnel identified to perform essential functions
■ Team members identified and assigned
■ Staff identified who is cross-trained to backfill essential functions
■ Personnel phone numbers and contact information provided
■ Essential functions identified that can be performed via telecommuting andlor
manual processes if IT systems,are overloaded
■ Essential functions defined which can be performed through flex shifting
9
Department Continuitv of Operations Plan
Department or Division Name: I:xecutive arid Legislative Support
A. Create plans & procedores that address pandemic ilu assumptions.
l. Continuity of Govemment issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
Mike Jackson, Deputy City Manager
Ken ?hompson, Finance Director
Available Department Directors (CCD, PWD, P&RD)
b. Institute delegation of authority to implement your line of succession.
Formal delegation of authority to the Deputy City Manager and alternately to the
Finance Director has been rnemorialized in writing kept on file in the City
Attorney Office.
2. Identify any critical times of year v,-hen certain functions must be performed.
Year-rouad support of legislative body and supervision of municipal affairs is
necessary.
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
Impaixment of ability to effectively coordinate with neighboring jurisdictions and
other echelons of government may result during periods of pandeniic response.
Lack of healthy essential personnel or means of comruunications could adversely
affect the City's delivery of services.
4. Ideotify all intemaUextemal customers with which you regularly do business.
City Gouncilmembers, municipal staff, the public, representatives of other public
and private agencies and the media
5. Identify goods and services you receive from others.
Work products, analysis and communications.
6. Identify a single point of contact in your department who will record and transmit ~
Information about employee absentee rates and the ability to deliver essential
service.
10
~
John Whitehead, FIlZ i-ianager
7. Identify a metllod of notifying employees of changing information.
PIO, HR emails and telephone tree.
8. If job functions are rotated to different employees, how will those needing services be
advised?
By any means of commtjnications still in operation.
B. Identify essential fuactions
1. Identify mission essential functions for your department.
Coiitinuity of government: executive aild legal suppurt for City Council,
supervision of and delegated authority to city departments, public reladons and
maiotenance of city services.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Response to less pressing issues, legislative matters that are amenable to delay,
ongoing administrative projects and reports not deemed of high priarity.
C. Identify essenrial staff
1. Identify positions needed to carry out mission essential functions. Identify key
emploNlees and multiple backups.
Deputy City Manager, City Clerk, Deputy City Clerk, City Attorney and Deputy
City Attorney.
Identify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
Sue Passmore
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
Interim employees secured through Prothman Company.
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to preveot spread of disease) in
the delivery of essential services.
11
` Maximize use of telecommuting from home or other hygienic locations and
_ reliance on technological resources (VPN, email, web-interface, telephone et al).
2. Can you achieva social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, altemate work hours, alternate work locations, conference calls instead of
meetings.
Yes to all.
3. Identify changes in facility needs associated with altemate work locations.
None
4. Determine whether critical funcrions could be performed through flex shifting.
Flex shifting is currently in use.
5. Employ use of employee direct deposit for payroll.
Direct deposit for payroll is currently in use.
E. Technology Quesrionnaire
I. Describe any plans to expand staffs ability to work remotely?
Authorize telecommuting for those with essential functions and appropriate
computer equipment and broadband connections.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
.As required.
3. Describe any other significant changes to your operations that would impact services
provided by or coord.inated through ITS (e.g. establishment of alternative work facilities).
Where possible, identify when changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers on issues like
telephone services.
Loss of face-to-face contart with other esszntial personnel and elected officials,
although contact can be maintained electroaically.
F. Proactive measnres to put in place now:
I
Adoption of continuation of operations plan, further experimentaiion with
flexible schedules, maintain technology level able to support remote operaiions.
12
Department Continuitv of Operations Plan
DepartmentorDivisionYame: Opel'afi0I15 & Acitnhiistt'ation - 1'ublic Infoi•mation
Office
A. Create plans & procedures t6at address pandemic ilu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession for essential services.
Line of succession: (refer to Emergency Telephone Contact List maintained by
Administrative Assistant in Executive and Legislative Support Department for
emergency coritact inforniation)
Carolbelle E3ranch, Public Intormation Officer (PIQ)
Office: x3001 or 688-0232
Julie Brown, Public Information Intern
Office: x3008 or 688-0183
Greg "Bing: Bingaman, IT specialist (webhelephone updates)
Office: 0102 or 688-0187
Request assistance from PIOs in confidential 24-7 Contact List (updated version
is kept in PIO Emereency CoiTimunications binder)
b. Institute delegation of authority to modify or address anomalies in line of
succession.
Deputy City Manager/(or Finance Manager for IT specialist)
City Manager
City Manager designee
2. Identif}, any critical times of year when certain fiinctions must be perfonned.
iriter for snow emergency communications standby
Spring/Summer/Fall for road obstruction notifications
Summer/Fall for fire emergency communications standby
3. Identify any changes that yow reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federa] programs.
• Impacts our ability to issue formal communications on behalf of the city to, and
coordinate communications with:
o Council
13
o City staff
_ o General public
o Media
o Businesses
o Spokane County Emergency Operations Ceoter
o Enlergency response and recovery entities including laNv ~
enforcement and fire departments
o Other governmental entities at local, state and federal levels
o Non governmental organizations
o EducationalInstitutions
o Health entities, including Spokane Regional Health District
o Spokane Regional Clean Air Agency
4. Identify all internal/external customers with which you regularly do business.
• City Cowicil
• City staff in all departments, particularly Department Directors/Program and
Project Managers
• General Public ~
• Media - print and broadcast
• Spokane County Emergency nperatio»,:
• Spokane Valley Police Chie i
• Spokane Valley Fire Depart► :1 ~
- • Spokane County Fire District
• Community groups
o S.C.O.P.E. Stations
o Greater Spokane Valley Chamber of Commerce
5. Identify goods and services you receive from others.
Internal -
• Information and reports from City Council, City staff on programs,
projects and issues
• lnformation technology, internet and telephone services through IT
EYternal -
• Newspapers
o Spokesman-Review
o Valley News Herald
o Journal of Business
o Inlander
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
Public Information Officer/designee
7. Identify a method of notifying employees of changing information.
14
Employees' City email addresses
Employee information telephone number for incoming calls
Website
Telephone call
8. If job functions are rotated to different employees, how will those needing services be
advised?
Email notification
Out of oflFice message on email
Out of office message or call forwarding on phone
Telephone (1T staffcan set up phone and computer referrals if employee is
unavailable)
B. Identifv essential funcrions
i. Identify mission essential functions for your department.
• Coordination and implementation of emergency communications information
gathering and dissemination via phone, email, web, conferences, media
releases (also possibly via WebEOC if that process is up and
functioning) with:
o Council
o Staff
o Public
o Media
o Spokane County Emergency Operations
o Emergency response and recovery entities including law
enforcement and fire departments
o Community organizations
• Emergency response media coverage review/update/correct
• Printed emergency informatio❑ (handouts, posters) as appropriate
• Identification of issues/potential issues/risk communication
• NTaintaining records of emergency communications activity
2. Identif}- functions that can be suspended while staff is reassigned to more critical
roles.
• Non-emergency-related cornmunications including
o Employee newsletter
o Community newsletter
o Media releases on non-emergency functions
o Non-emergency emaiVtelephone messages
o Weekly traffic alerts on non-arterial roadways
o Media releases on City programs, projects and activities
o Council meeting attendance
o Non-emergency website maintenance
C. Identify essential staff
15
1. Identify posirions needed to carry out mission essential fuactions. Identify key
employees and multiple backups.
• Carolbelle Branch, Public Information Officer
Office: x3001 or 688-0232
• Julie Brown, Public Information Intern
Office: x3008 or 688-0183
• Greg "Bing: Bingaman, IT specialist
Office: x3102 or 688-0187
(webltelephone updates and IT support - in a pinch, may be called into
service as backup PIO due to his personal experience in military public
affairs)
• Identify staff from non-missioD essential areas that can be cross trained to
backfill critical functions.
• Chris 7'hompson, Administrative Assistant (website update, review and
posting)
• Roxanne Wyatt, Office Assistant II, Reception (website update, review and
posting)
• Lindsey Skinfill, Human Resources Technician, (website update, review and
posting)
• Heather Morris, Community Development Office Assistant (website updates)
• Carrie Acosta, Deputy City Clerk (website updates)
• Darla Arnold, Public `'Vorks Administrative Assistant (website updates)
• Jennifer Papich, Recreation Coordinator (website updates)
• Deanna Griffith, Community Development Administrative Assistant (website
updates)
• Karen Parsoa, Senior Center Specialist (website updates)
2. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
See confidential Emergency 24-7 PIO list (updated version kept in PIO
Emergency Communications Plan binder)
D. Identify atternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Conduct communications information gathering and dissemination via email,
telephone, internet, website, teleconference.
Telework from home from other alternative location.
16
~
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
Yes, see above
3. Identify changes in facility needs associated with alternate work locations.
No facility changes necessary as long as have laptop set up for remote access
with wireless internet access.
Detennine whether critical functions could be Uerformed througll flex shifting.
Yes, assuming 24 hour operations were necesyary, in which case PIO would neecl
to work in alternating shifts with backups in line of succession.
Employ use of employee direct deposit for payroll.
Already subscribe to direct deposit.
4. Determine wlletlier critical functions could be perfornled through flex shifting.
Yes, assuming 24 hour operatioiis wtre necessary, in «hich case PIO NVould need
to work in alternating shifts with backups in line of succession
5. Employ use of employee direct deposit for payroll.
Already slibscribe to direct deposit
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotel}•?
When/if a spare laptop becomes available, one has already been requested of 1T
to be set up for remote access via either land-line or satellite.
Failing that, PIO home computer can be set up for remote access.
PIO has Emergeocy Communications Binder with emergency communications
instructions, as well as a binder of information needed to operate from home.
PIO also has this information on a thumb drive that is carried at all times.
Subscribe to dialup telepbone/internet teleconferencing program to have on
statldby.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.)
See above
17
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
Telephone numbers 688-0311 and 720-0311 have already been reserved by IT to
be used as an information line on which inforniation for the commun i:.
pre-recorded. Instructions are outlined in Attachment _ Emergem:..
Communicatians Protocol.
Employee information telephone line needs tu be established and instructians for
updating/routing callers should be added to Emergency Communications
Protocol, with information about the line and its use communicated to
employees.
Television/radio cable feeds need to be connected to PIO office along witli .
television monitor, video recorder and a radio for moiiitoring news coveraL,
F. Proactive measures to put in place now: • Set up laptop or setup home computer to access city files remotely
• Continue training PI Intern so prepared to provide backup PI servicc
• Place television/radio cable feed and television monitor and radio in
office
• Finalize line of succession and document, communicate, train and drill in
procedures
• Finalize delegation of authority to implement line of sUCCession and
document, communicate, train and drill in process.
• Review Emergency Communications Plan and finalize "cookbook-style"
instructions on all aspects of emergency public infarmation function
(see PIO Desk Manual for roles & responsibilities) as well as templates
for various public information assignments and documents that may be
needed.
• Train Lindsey Skinfill and Roxanne Wyatt on how to update and post
website changes.
• Subscribe to telephone/web telecoaferencing progra,m.
• Set up group voice mail distribution lists that departmeot beads can access
and implement from either in-off ice or remotely to notify employees of
, closure/reporting status in case af a clasure.
• Ensure all employees have been trained and know how to set up computers
and phones for out-of-office messages and call forwarding.
• Employee information
o Promote flu prevention and care information, including stay at
home if sick.
o Promote flu vaccination when available
o Encourage all employees to use direct deposit.
o Encourage employees to devetop home preparedness plan
18
Department Contifluitv of [~perations Plan
I}epartment or Divisian 1'W`ame; Operations and Admiilistt•a#ion - Goiitract
:~dm1n7sti•ation
A. Create p1ans & pracedures tha# address paademic flu assumgtions.
1. Cvntinuity of Government issues in~lude:
a. Provide your line of successiQn (names and phone nwmbers) for essen#ial
senrices.
Line of successiaa:
Meirgan Kou~~lka, Sr, Adiiiinisfiratitre AiiaIyst, wk: 688-0186, x3002
.Ivlin Pietro, Ad.rninistrative Analyst, wk: 688-0426, x3009
Mike Jaclson, Deputy City Manager wk; 688-0250, x3000
(Cansult Emergencyr Cotrtact List if necessary)
b. institute delegatian vf authority to implement your line of succession,
Mike Jackson, Deputy City iMansger
2. Identifyr any cfitical times of year when certa'tn function:s must b~ ~erformed.
?ay riiortlthly invcrices to 5pokane County for Psubtic Safety services, 3e for Lawv
Enforcement an+d 5h f+or aIZ otlier eontracts.
Approve estirnated contract costs - Januar-~ of each year.
Respond to settl~ and adjUst catculatfons - w%thin 60 davs of receipt.
Prepa-re budget estiriiates for City budget - Jtine -JuIv,
3, Identify any clianges that yaur reduced level of service wil1 t~ave on other
agencies not only witliin the City of Spakane'Valley government but also ather Iocal,
state, or federal pro,grams.
Failure to pay for public safety contracts cauId cause cash flow shorffalls fQr
Spokane County and interruption of services for Spokane ValIey.
4. Idtnt.ify all intemaUexternat customers with whiclt you regularly do business.
Intemal: Emplayees, Management, L]epartment H~ads
Exte~ial; Spok~~~e CotJnty, Coaneast 5ubscribersa Citi7ens.
5. Identify gaods and services you receive from others.
19
l'UL711i;
GIS Services Spokane CountN
Hearing Examiner Services Spokane Count:.
Jiulitorial Services Argus
HVAC Standard
Landscaping Senske
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
Michelle Rasmusst.
7. Identify a method of notifyin g
B. Identify essential funct i011-•
1. Identify mission essential functions for your department.
Service payment and service delivery coordination.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
All other items can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
Morgan Koudelka
John Pietro
Cary Driskel]
2. Identify stafffrom non-mission essential areas that can be cross trained to backfill critical
functions.
Michelle Rasmussen, Administrative Asst. to the Deputy City Manager
3. Identify an additional workfome, for example retired employees, to complete
mission essential functions.
20
None
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
With access to contact information and electronic documents, essential service
delivery can be continued from home; this will also require electronic signatures
for approval, and access to the nehvork.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alteraate work hours, alternate work locations, conference calls instead of
meetings.
Could telecommute and teleconference with access to electronic documents.
3. Identify changes in facility needs associated with alternate work locations.
Home - Nenvork and telephone access
Alternate -Nenvork suggest offsite redundant servers and backup network.
4. Deterniine whether critical functions could be performed through flex shifting.
Yes
5. Ernploy use of employee direct deposit for payroll
Already utilizing.
E. Technology Questionnaire
1. Describe any plans to expand staffs ability to work remotely?
We can currently access e-mail and voicemail remotely but would most likely
need access to the network and call forwarding.
2. Describe any changes to youu telephone service requirements? (call eonfereneing, call
forwarding, additional automated messaging systems, etc.).
Not sure if we can set up call forwarding remotely.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
faciliries). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
21
Home - Network access, call forwarding, have cetl phone but a land line may be
needed through Comcast.
Altemative Site - Netxvork, Internet, Phone.
F. Proactive measures to put io place now:
Setup remote access to electronic documents ancl net«"ork.
Implement plan for posting instructions for accessing nettivork, documents, and
voicemail that would be accessible from offsite.
Automatic aotification to all current service providers.
22
Department Continuitv of Operations Plan
Departmeot or Division Name: Uperations ancl Administration - lIunian lZesourres
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
senf ices.
lolln VVhitehead wk: 688-0021, c: 9814371
Lindsey Skinfill wk: 688-0207, c: 999-2778
Mike Jackson wk: 688-0250, c: 688-7575
Depending on the situation, the succession might move directly from Job.n to
Mike. Issues may also go to a contracted service.
b. Iilstittite delegation of autliority to implement your line of succession.
In most cases, this would flow back to Mike Jackson.
2. Identify any critiral timzs of year -when certain functions must be perfonned.
Any changes need to be made to information in EDEN before each
payroll is run.
E3enefit reports need to be reconciled multiple times each month.
Upen L•'nrollment is at the end of each year, but dvs may be flexible in an
ciliergency.
OSHA accident reporting is due to be cornpleted and pwsteci each
rebniary i.
3. Identify any chanaes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley govemment but also other local, state, or federal
programs.
Responding to requests for information from other agencies, such as
DOT.
Benefits issues raised by ANk'C needing responses.
4. Identify all intemaUexternal customers with which you regularly do business.
External: Union, citizens, benefit providers
23
Internal: employees, management, department heads. Citv pavTo ? '
5. Identify goods and services you receive from others.
Benefits, temporary stsffing, IT Support, internet service (if working remotely),
VPN.
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
John Whitehead, Human Resources Managt
7. Idenrify a method of notifying employees of changinb intorniatik).`,
Email contact will be preferable, using phone calls as a backup. We will n«(i
~know which employees have internet access at home. We could also use the
website or a recorded phone message.
8. If job functions are rotated to different employees, how will those needing services be
advised?
Emails would be sent out stating who is responsible for certain duties.
i
This inforniation can atso be put into an automaric etnail response.
Forwarding pl- ; t ,T , , , i ~ , , .
13. l(letitif) tisscnlial functiuil"
1. Identify mission essential tuuctiuri., tor )uur cieparUnt;::.
Payroll, benefits, critical staffing, employee contact, advisory cunta~c v, 11i1
citie.;, Pc►licv/Collective F3:~r~~:~inin~,!Ft~~~lc~~•rnent interprct"Ition.
Non-essential recniitmeii;
C. Identify essential statf
1. Identifypositionsnec;lcd co t::irr` 01.;:
( in:_!,. . ~!;~,,:'ill. I I4: 1 i::T~ - ~ I;.._l.. .t ~1,:~ i:~:_.._..! i ,i;_ ~I . ,
2_4
lohn «'tlite}lead, HR Nlanager -(Backup, Lilldsey Skinfill for routiile HR
questians, Mike Jackson for complex HR issues)
2. Identify staff from non-mission essential areas that can ba cross trained to backfill critical
functions.
None
3. Identify an additional workforce, for example retired employees, to complete mission
esscntial functions.
"I'emporary staffing
D. Identify alternate facitities or service delivery
1. Identify ways in wliich you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
.Many of the HR functions can be done whi(e working from home or off-site. We
could conduct phone interviews for critical recruitment. Policy issues and
employee questions can be handled by phone, email or web meetings. For tasks
that must be done from the office, we could stagger work schedules to minimize
exposure.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, altemate work hours, alternate work locations, conference calls instead of
meetings.
In general, social distancing can be achieved by the HR departttient. The
exceptions would be when files must be accessed that are in hardcopy form only.
We would also need to gather and fa.X any benefit enrollment or change forms.
3. Identif}, changes in facility needs associated with alternate work locations.
Cxplore the expanded use of Eden to house employee information. This will
allow HR staffto access a greaier amount of information remotely.
The more employee and benefit information is available electronically, the more
NN-e Nvill be able to w-ork at an alternate %vork locatian.
4. Deterniine «hether critical functions could be performed through rlex shifting.
The types of functions that could be done with flex sliifting are those that are not
electronic. This i.ncludes personnel files, benefit enrollment, new hire
paperwork, benefits reporting and other critical files.
5. Employ use of employee direct deposit for payroll.
25
E. Tec6nology Questionnatre
1. Describe any plans to expand stafPs ability to %vork remotely?
Staff wiU need to be set up Nti-ith the proper tools sucli as coiliptiters, telepholles,
and internet service. Many HR documents and files may also be saved
electronically to provide remote access. Staffwill also need to be trainecl in any
web meeting or document sharing programs.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work facilities).
Where possible, identify wheo changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers oa
issues like telephone services.
Proper equipment will need to be installed and tested whether the person will be
working from home or another work-site. Each remote site would need internet
access, and a telephone. Those who may need to video conference will need the
necessary video equipment.
F. Proactive measares to put in ptace now:
There should be a backup person for running payroll, as well as someone who
can make minor changes to EDEN (a person's address, for example)
As much as possible, personnel, benefit, and recruitrnent files should be
eIectronic.
A I I emergency contact information must be up to date.
Instruct employees on how to prepare to minimize the risk to themselves aod
their families.
Encourage or require direct deposit for City employees.
26
Department Continuitv of Operations Plan
Department orDivision Name: 01),cI'ZtlOI1S at1ti AdI111I11S1!'allOIl - Financc
A. Create Plans & procedures t6at address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of successiun:
Ken Thompson, Finance Director
Uan Duffey, Accounting Manager
b. Institute delegation of authority to implement your line of succession.
Ken Thompson, Finance Director
Dave Mercier, City Manager
Mike Jackson, Deputy City Manager
2. Identify any critical times of year when certaia functions must be performed.
- Bank Positive Pay eYCeption report - daily
- Information Technology - daily
- Processing and payment of invoices - weekly
- Semimonthly payroll by 5'" and 20`h of each month
- Capital Projects Grant Progress Billing - Quarterly
- Annual Financial Report Completion - March to June
- Annual Audit - as scheduled with the State Auditors Office
- Budget Preparation - April through October
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
- Decreased Grant Progress Billings could cause casb flow issues within the
City, as well as with the agency providing the grant funds
- Increase in time to pay invoices could result in suspension or loss of various
services (utilities, construction, nerivork, ete.)
- Increase in Audit timeline has potential affect on auditors oice as well as all
other organizations audited by same office.
- Payroll delays due to inability to process
- Monthly council Budget Variance Reports could be delayed or not processed
- Help desk responses will be delayed
27
4. Identify all intemaUexternal customers with which you regularly do business.
Intemal
All emptoyees (Payroll, expense reimbursements)
All departments
External
Spokane County
Transportation Improvement Board
WSDOT
Banner Bank
Mountain West Bank
5. Identify goods and services you receive from others.
Internal
Budget informatioa
Parks Department deposits
Building Department deposits
Invoices to pay
PR info
External
Audit - WA State Auditors Office
Banking - Banner bank, Mountain West Bank
County
6. Identify a single point of contact in your departrnent who will record and mansmit
Information about employee absentee rates and the ability to deliver essential
service.
Samh Davenport
Melissa Holten
7. Identify a method of notifying employees of changing information.
E-mail and/or telephone
8. If job func'ons are rotated to different employees, how wiU those needing services be
advised?
- Notification to banks, change of access rights through delegation
- Mass email to employees
B. Identify essential fanctions
1. ldentify mission essential functions for yaur departrnent.
28
- Pavroll
.
- Accounts Payable
- Grant Reimbursement Requests
- Banking
- Maintain GL entries
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
All other scrvices
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
Pay7o11- Raba Nimri
Contact Eden
AP - Sarah Davenport
Melissa Holten
Daniel Domrese
Saydee Wilson
Grant Reimbursement Requests - Daniel Domrese
Saydee Wilson
Banking - Dan Duffey
Ken Tllompson
2. Identify staff from non-mission essential areas that can be cross trained to backfill critical
fUI1Ct IOi1S.
AI1 tinance employees can be cross trained to back fill critical functions etcept
banking.
3. Identify an additional %vorkforce, for example retirc;d empluyees, to complete
mission essential functions.
- Temp agencies
- CPA firms
- Jason Faulkner
- Dan Cenas
D. Identify alteraate fscilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Alternating work schedules
Alternate locatians (depending on 1T limitations)
29
CeiiterPlace
Home (limite(i)
2. Can you achieve social distancing (to prevent spread ot disease)? Conside.r ideas sucb as
teleeommuting, alternate work hours, alternate work locatians. conference calls instead o1'
►ileetin,-, S.
Yc;
:i. Idetitif}- cllanges uI lac.ility nc:ecls a-s suc ia ted «itii alternate \k ork loc atiu»S.
Placement of eomputing hardware to work from other city locatiuns.
Need of network access form non city locations.
4. Determine whether critical fiinctions could be performed throuah flex shifting.
y e>
5. Employ use of employee dirNCt deposit tor
Curnenily in use by all finance emplo\ cz s
E. Technology Questionnairc
1. nc'-CI'Ih: ;'.ilN' rl"!iC to ev:!mi :!l`1l1?\ 1,l wl)fk I'C111ot:I
fonvardinQ, additional automnted messaginLy systems, et<:.
3. Describe aliy other signiticaut clianges to your operations that would impacc sen i~ts
provided by or coordinated through ITS (e.g. establislunent of alternative work
facilities). Where possible, identify when changes to services woutd need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
Nerivork access, phone access to include conference call and or call fonvarding
Alternate locations - Setup of llardware ancl network far access
F. Proactive measnres to put in place now:
- Increase cross training amoog the finance department
30
Department Continuitv of Operations Plan
Department or Division Name: Operations and Administration (Fiuauce)
- Tnformation Tcchnolo~-
A. Create plans & procedures that address panclemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
Bing Bingaman
Bill Miller
Plul f-ierman
b. lnstitute delegation of authority to implement your line of succession.
Ken Thompson, Finance Director
Dave Mercier, City Manager
Mike Jackson, Deputy City Manager
2. Identify any critical times of year,*vhen certain functions must be performed.
%'Iaintaining the City's computer nenvork and servers is critical at all times in
order for the City of Spokane Valley to continue daily operations.
3. Ideutifjr any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
Internal - The Coniinuity of Government plans for all City departments are at risk
with a reduced level of IT service. In order for departments to perform their
plans, access to the network must be available, whether onsite or by remote
access.
4. Identify all internaUexternal customers with which you regularly do business.
lnternal - Employees, Management, Department Heads, Council
Extemal - Cable and phone service, Laserfische Tech Support, Tech support for
servers, Microsoft.
5. Identify goods and sen1ces you receive from others.
31
Network/server support from, Laserfische support, Soffivare support.
6. Identify a single point of contact in yow department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
Bing Bingaman
7. Identify a method of notifying employees of changing information.
Website, ofFce email, pnone calls.
8. If job functions are rotated to different employees, how will those neediug services be
advised?
Website, office email, phone calls.
B. Identify essential functions
1. Identify mission essenti,al functions for your departrnent.
Maintaining the City's computer server/nerivork function, both onsite and remote
access
Ability to access computers
Maintaining the City's phone system
Ability to forward numbers
VOIP (voice over internet protocol)
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
C. Identify essential staff
l. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
Bing Bingaman
Bill Miller
Ph i I Herman
32
Identify stafffrom non-mission essential areas that can be cross trained to backfill critical
functions.
3. Identify an additional workforce, for example retired emplo}'ees, to complete
mission essential functions.
Bob Maddy
D. Identify alternate facilities or sen-ice delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Through IP address access, city employees' computers can be accessed remotely.
Use of telephoiie and emlils to discuss computer problems.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, altemate work hours, alternate work locations, conference calls instead of
meetings.
If able, network malfunctions will be addressed via remote access.
As necessary, server repairs can be addressed during altemate work hours when
ptiblic access to the building is decreased.
Conference calls x,.-ill be utilized to address problems.
3. Identify changes in facility needs associated with alternate vvork locations.
4. Determine whether critical functions could be performed through flex shifting.
yes
5. Employ use of employet direct deposit for payrull.
Wil) encourage use if not alreadv utilizina.
E. Technology Questioanaire
1. Describe any plans to expand staff's ability to work remotely?
Accessing computers off-site through VPN, Microsoft Sharepoint.
33
Accessing emails through City website;
-log on to website www.sQokanevallev.org, access through "Employee
Access" icon at the bottom of the home page, know your user name and
(same as office login/password).
VOLP (City has 5 spare phones, CenterPlace and PW have phoaes);
-plug VOIP phones into any broadband connecdon for alternate site use.
Office phone forwarding capability;
-phone calls to 921-1000 forwarded to an offsite locaiion
-fonvarding desk phones to other employees, cell, or home for offsite
usage.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
Call Forwarding: See attached documents for call forwarding instructions.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when TTS needs to coordinate with outside service
providers on issues like telephone services.
F. Prnactive measures to put in place now:
Testing and training of phone forwarding system.
VOIP training and list of phones to departments (number the phones).
Laptop and computer program installation and training for off-site use.
Cross training of IT personnel on essential IT functions to provide
multiple personnel capable of maintaining phone and computer senrices in
the event of pandemic.
~
34
Department Continuitv of 4perations Plan
DeQartment or Division Name: Com in u n ity I)evelopment
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession for essential services.
Line; of successian: (refer to Emergency Telephone Contact List maintained by
Administrative Assistant in Executive and Legislative Support Department for
emergency contact information)
Kathy McClung, Community Development Director
Office: x1010 or 688-0030
Mary Kate McGee, Building Official
Office: Y 1100 or 688-0024
John Hahman, Senior Engineer-Development
Office: x l 200 or 688-0185
Greg McCormick, Planaing Management
OffiCe: x1300 or 688-0023
b. Institute delegation of authority to modify or address anomalies in line of
succession.
-Dircctor
-Building Official
Identify any critical times of year when certain functiuns must be performed.
All departmental functions performed year round.
3. Identify any changes that your reduced level of service will have on other agencies within
not only the City of Spokane Valley govemment but also other local, state, or federal
programs.
Impacts our ability to issue formal communications on behalf of the city to, and
coordinate communications -tvith:
Utility providers
City staff
General public
Businesses
35
Other governmental entities at local, state and federal levels
o Non governmental organizations
4. Idenrify all internaUexiemal customers with which you regularly do business.
City Council
Public Works Department
IT Department
City Managers Office
General Public
Spokane Valley Fire Deparnnent
Spokane County Fire District #8
Spokane County Utilities
Water Districts
Health District
WSDOT
5. Identify goods and services you receive from others.
Internal -
-Information and reports froni City Council, City staff on programs, projects and
issues
-Information technology, internet and telephone services through IT
-Comments from interna] divisions for pzrmitting activitizs
-City Attorney's Office
Fxiernal -
-Comments from outside agencies for permitting activities and Development
projects
-Spokane County Assessors Office - recording of plat, easements, ROW
dedications, etc
-Spokane County- houses permit information on County server
-Consultants providing review services
-Newspapers
Valley News Herald-public notices
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
services.
Deanna Griffith, Administrative Assistant to Director
Of'ice: x1001 or 688-0050
36
7. IdeIltlf~, a metllod of aotifying employees of changing information.
• Employees' City email addresses
• City website
• Telephone call to employee home phone
• Text messages to employee cell phones
8. If job functions are rotated to different employees, how will those needing services be
advised?
~ Posting of information on website
• Physical posting at permit center/front desk
• Email notification
• Out of office message on email
• Out of office message or call fonvarding on phone
•'I'elephone (IT staff can set up phone and computer refenals if employee is
unavailable)
• Plloning customers with updated informatioa regarding change in service
B. Identify essentiai fvnctions
1. Identify mission essential functions for your department.
Statutorily required functions.
2. Identify functions that can be suspended while staff is reassigned to more critical roles.
• Permitting
• Plan reviews (building and civil)
• Hearings
• Pre-application meeting
• Application processing
• Recording of plats
• Inspections (building and civil)
• Code enforcement
• Non-emergency-related communications including
o Non-emergency emaiVtelephone messages
o Council meeting attendance
o Non-emergency website maintenance
o Public Hearings
o Planning Commission Hearings
C. Identify esseatial staff
1. Identify positions needed to carry out mission essential functions. Ideniify key
employees and multiple backups.
37
• Natural Disasters staff for essential functions
o Inspection staff(damage assessments)
o Engineering staff (damage assessments)
o Planning staff with GIS skills provide existing data and create
databases/maps that will assist recovery efforts
• SocialIsolation
o Staff requireti to perform statutorily required functions
2. Identify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
• Natural Disasters staffcross training
o Public Works inspection and engineering staff may be help tivith
building damage assessments
o Permitting staffcross trained to assist building inspectors
• Social Isolation staff cross training
o Planning and Development Engineering Technicians trained to do
permitting
o Development Engineering Technicians already crossing training to
facilitate pre-application meetings
o The department has a total of 6 positions, which perform inspection
tasks. 7'he inspection staff has already been conducting cross
training activities. In the case of social isolation, a rotating schedule
will be implemented.
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• Temporary or contract staffing
• Staff from other jurisdictions within the local area jurisdictionslagencies
(interlocal agreements may be required).
D. Identify alternate facilities or sen•ice delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Conduct communications information gathering and dissecnination via email,
telephone, internet, website, teleconference
• Telework from home from other alternative locaiion
• Chang routing pracedure for submitted documents to reduce staff contact, no
person to person delivery, pick up of documents from division in boxes
• Eliminate internal meetings (staff, coordinaiion, etc) use phone and email
• Use portable data storage devices (thumb drives) to
o Work from altemative locations
o Store vital documents
~
38
2. Can y°ou achieve social dist:eaicing (to prevent spread of disease)? Consider ideas such as
telecommuting, aItemate work hours, a1temate work locatioas, conferene+~ calls instead of
meetings.
• Alfiemate work schedules
• Mailing do+cuinents inst~ad of rneetings (pre-apps docs, tech review docs,
etc)
• Iiicreased responses to customers via phone cat1s $nd emails instead of at
counter or in meetings
• A1low submit#aI of permittfng documents via email instead of in persvn.
• A1low payment of fees oniirie
• A11ow document to be faxed
3. Identify changes in facility needs associated with alterflaie wark locations.
+Upda#ed permit center website to a1[ow subrrri#ta1 ofpermit applications
electrcanically
• l.lpdate permit center website to allow applicant to elleck status of permit
• Update department website to atlow customer to cbeck sta#us of application
online
0 Irtstall plastic dividers at permit and planning coun#er to heIp reduce contact
leve1 behween staff andgeneral public
• Use only front con,ference roc+ms ar City Council chambers for meeting to
prevent general public from interacti~g with s#a.ff
a Restriet non-employee visitars (famiEy, friertds, etc) frpm g;eneral work amas
4. Determine wh:ether critical functions could he performed thrtaugh flex shi~'ting.
Yes
5. Empioy use of employee diaec[ deposit for payroll.
E. Techno[ogry Questionaaire
l. I7escrihe any plaiis to expanc3 staff's abiliiy ~o work rerttutely?
a Inspectors already fia,ve Captop carnpUters, these laptops need to he checked
to ensure they are updated with 1atest $vailable technalogy for wireless
connections to network and permitting systeni
• Citri.x safhvare (eoordination with Spokane Cvunty required) ttpdated to
al1ow
* Remate access by stafftQ input and read data
vRemote aceess by rev~ew'mg agencies to input and read data
* Remate access hy customers to view staffof apptications
2. Descrabe any changes to your te[epllone service requirements? (call conferencin- g, ca1l
forvvarding, additional automated messaging systems, etc.).
~9
• Call confereacing /teleconferencing/video conferencing
• Automated messaging system needed
• Cail fonvarding to alternarive work locarions
• Additional cell phone services for essential staff
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work facilities).
Where possible, idendfy when changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers o0
issues like telephone services.
Implement telephone line for those with permii applications and a separate line
for review agencies to leave comments and questions
Employee infarmation telephone line needs to be established and instructions for
updating/routing callers should be added to Emergency Communications rotocol.
F. Proactive measures to put in place now:
• Finalize line of succession and document, communicate, train and drill in procedures
• Finalize delegation of authority to implement line of succession and document,
communicate, train and drill in process.
• Set up group voice mail distribution lists that department heads can access and
implement from either in-office or remotely to notify employees of
closure/reporting status in case of a closure.
• Ensure all employees have been trained and know how to set up computers and
phones for out-of-office messages and call forwarding.
~ Put posters in common areas regarding hand Nvashing, staying home if sick, etc
• Start providing hand sanitizer and other supplies now
• Promote clean work rire-a (motivate employees to keep clean work area with some
type of incentive)
• Train stat'f who work outside of City Hall on measures to prevent spread of flu
o No hand shaking
o Wear personal protective equipment (face masks) whea in close
eontact with general public
• Employee information
o Perform survey of staff to determine potential number impacted
by schooUdaycare ctosures, public transit/transportation to work
reliability, household members in high risk categories' (see
Flu.gov for sample survey, have legal and HR review survey
prior to having employees complete)
o Promote flu prevention and care information, including stay at
home if sick.
o Promote flu vaccinatioo when available
o Encourage all employees to use direct depasit.
o Encourage employees to develop home preparedness plan
o Provide resource information to employees (nurse line numbers, i
websites, handouts, etc)
40
Departmeot Continuitv of Operations Plan
Department or Division Name:, 1''1rh~ .111d 1Zt'cvt',-Ifion
A. Create plans & procedures that address paademic flu assumptions. '
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
Nlike Scone, Director: 688-00-;0 - 638-9835c
Carol Carter, Facilities Supervisor: 688-0042 - 994-9857ce11
Jennifer Papich, Recreation Coordinator: 688-0190 - 385-3592 cell
Brian Moat, Maintenance: 688-0302 - 217-6971 cell
Chris Dobbins, Maintenance: 688-0302 - 263-0513ce11
b. Institute delegation of authority to implement your line of succession.
Mike Stone will implement line of succession.
2. Identify any critieal times of year when certain functions must be performed.
Summer is a critical time due to scheduled weddings and corporate park outings.
Fall is critical to corporate meetings.
3. Identify any changes that your reduced level of service will have on other
agencies oot only within the City of Spokane Valley government but also other local,
state, or federal programs.
Reduced (evel of service will not impact other local, state, or federal programs
with the etception of Spokaiie Community College classes.
4. Identify all internaUexternal customers witli which you regularly do business.
The list of customers varies and is very large. Simply, our parks, recreation
programs and CenterPlace are used by residents of the community. CenterPlace
also daes business with a variety of corporate and community organizations,
Spokane community Colleges and the Spokane Valley Senior Center.
Additionally we have our park and aquatic maintenance contracted out to private
contractors and we utilize a tivide variety of vendors to supply goods and services
to CenterPlace.
5. Identify goods and services you receive from others.
41
We have oogoing maintenance contracts for services within our Parks, Pools and
CenterPlace. We also work with a variety of vendors to supply CenterPlace with
goods and equipment we use in our operations.
6. Identify g single point of contact in your department who will record and transmit
tnformation about employee absentee rates aild the ability to deliver essential
service.
M ike Stone, Director
7. Identify a method of notifying employees of changing information.
Employee's City email addresses
Employee telephone
Website
8. If job functions are rotated to different employees, how will those needing services be
advised?
Email notificntion
Out of Office message on emai!
4ut of Office message on phone
Telephone
B. Identify essential funcdons
1. IdEntify mission essential functions for your department.
Commuiiication. The public needs to be able to schedule the use of CenterPlace
and Parks
Essential since our facilities are the actual host of tlie event or activity.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Recreational programs
Senior Center
C. Idennfy essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
For CenterPlace: Carol Carter, Brandon Newbill and Brian Moat with Becky
Gilbreath and Chris Dobbins as backup.
For Recreation: Jennifer Papich
42
~
For Sellior Center Karen Clark-Parson
For Parks: N-Iike Stone %vith Pariy Bischoff as backup
2. Identify staff from non-mission essential areas that can be cross ri-ained to backfill critical
functioas.
yiike Stone, Karen Clark-Parson and Patty Bischoff could be cross-trained to
take reservations etc,
Jennifer Papich - website updates
3. Identify an additiorial workforce, for examp(e retired employees, to complete
mission essential functiorls.
Nane.
D. Identify alternate facilities or service deGvery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
CenterPlace could be closed for events and programs. This would not only
impact scheduled events, but Community College classes, Meals on Wheels and
tlie Spokane Valley Senior Center.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
If CenterPlace remains opea for any events or activities, social distancing could
not be achieved as staff Nvould need tu work the evt;illS.
3. Identify changes in facility needs asscx:iated with altemate work locations.
None
4. Determine whether critical funetions could be performed through flex shifting.
Yes
5. Employ use of employee direct deposit for payTOll.
All nine pernianent emplayees have direct deposit.
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
43
Need would be for City 1aptops availa~le.
w. Describe any changes t+~ your telephone service requiremen&w`? (cal[ cor7fereiieritig. caI1
fQrwarding, additional automated messaging systerns, etc.)•
Norie
z~:~°~
i. De~ti+~ ~~ji~ ~wt~~~r si~;i~ifluat~t ~:~1a~~g~:; i~~ ~~~~~ii- -~p~r~tt.i~,r~s i1az3t ~~~,uld tzII~~act ,4:t'N
provided byor covrdinated through ITS (e,g, establishment of attemative w4rk-
facilities). Where possible, identify when changes tv services Nvould need to bt: in
place. `Ihis is especiafly importa.nt when ITS rie~ds to coordinat.~ '%vitki outside sen icc
pr~viders an issues like te1ephor~e seTices,
Noiie
F. lProactive rr3neasures to put in place now:
a Provide necessary staff cross-training.
* Determirte availabili#y of +City laptops.
iReview platy, with staff and make necessary changes.
+ Discuss pI'an wrth Senior Center Assnciation.
• N,~cuss t~lai~ i~~ith~'~eb~ls r~n'4'lice2s.
~
~
Department Continuitv of Operations Plan
Department or Di<<ision Name: Pu blic «Forl:s -(_'apit:31 Pro.jcct;
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essenrial
services.
Steve Worley 979-7480
Craiy Aldworth 747-0100
b. Institute delegation of authority to implernent N'our lirie of succession.
Will be done by ivleriiu.
2. Identify any critical times of year when certain functions must be performed.
Construction inspections, management during summer.
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
vi.a
4. Identify all internaUetternal customers with which you regularly do business.
County & State agencies, WSDOT, Contractors, Citizens
Identify goods and services you receive from others.
N/A
6. Identify a single point of contact in your department who will record and transmit
lnformation about employee absentee rates and the ability to deliver essential
service.
Kristin Peart
7. Identif~,, a method of aotifying employees of changing iaforrnation.
City Administration
If job functions are rotated to different employees, how will those needing services be
advised?
45
Via telepbone by City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
Construction inspection/management.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Design work can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essenlial functions. Identify key
employees and multiple backups.
PW Director, Maint Superintendent, Senior Capital Projects Engineer,
Stormwater Engineer, Senior Traffic Engineer.
2. Identify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
None
3. Identify an additional wurkforce, for example retired employees, to complete
mission essential functions.
By Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distanci.ag (to prevent spread of disease) in
the delivery of essential services.
Some employees could work from hame.
2. Can yrou achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecominuting, alternate work hours, altemate work locations, conference calls instead of
meetings.
Can be investigated if necessary.
3. Identify changes in facility needs associated with alternate work locations.
Unknown.
46
4. Deteniiine Nvhetlier critica1 fi.it'ctions couid be perfomied through flex shifting.
No.
5. Employ use ot employee direct deposit for payroi1.
Most employees use airect depvsif.
E. T'echnalogy Qoesfionaaire
1. Descnbe any plans to expand stafr-s abi1ity #o work remotely{?'
Clty Sh+(]llld Set Up iemote CC)I7IleCt1Q!TY €lbillty Yo aGCeSS [letw£1Tk.
2. Describe any clian~es #a yt~ur telephone servi+~e r+~c~uirements? (c~.ll cor~ferencing, c-all
fnrwarding, additianal automated messaging systems, etc.).
Establishin,~ co~ferencir~g service, so staff can all cali irrta a ~centrallc~catinn from
dff#`erence sikes.
3. Describe ariv other sigraife.ant changes to yowr operations that would impact services
prnvided by or coordinated through TTS (e.g. establishment af altemative work
facilities). Where passible, identify when cbanges #o services wou~d need to he in
place. fihis is espe~cially inxportant wher~ ITS needs to coordina#e with outside service
providers on iSsLieS like telephone services.
F. Proactive measures to put in place naw:
47
Department ContinuitwF of [)perations Flan
~pai'tI'I1eI]t ot' Dl4'~siOtl fi'F;a[3'1e:
A. Crcate pla~~ & procec~ures tlittt diclclress paix(lemic fiu assumptions.
1. Continuity of Gouemment issues include:
a. Provide your line of successwon (nanies and phone aumbers) far eswnfial
services.
Line of succession.
~
Art JenkEns 844-5066
Aaron Claryy 993-$958
b. Institute delegation of arathority tQ implement ya~ur iine o#`succession.
Wi1l ie done by Memo,
2. IdeYltlfy any Cf'1t1cAl tI:Ines (7f year %YheI] i:eitc3.3_Cl ~)e
Large run-off events or spi11s yeaur rouiicl,
3. Identify any cbanges that your reduced level of service wi11 have ozt other agene iL ~ 11 (11
only wit.hin the City of 5pokane Vai1ey govemrnent but also otlYer local, state, or federal
proggrrams.
4. ldelltit~ all illtt'E71aI,lexwrnaI cuSt(3111c1•s %~ith kvhicli)ou regulariy clo busiiless.
County & State agencies, Contractcars, Citi7en; of Sp~-~~ane '~~~icy
5. ICIeWlfV Ml(l 44°r+l'3cc~, N''Ca!! CcCetti'e '~ro111
F lac`1
6, lden L I ty a s 7n~a~: ~~l~I r~t ct)ritE:Ct 1iI ~.jui- ~iep~.rttziez~t N9,~ ~11 ~-e~~~~t-d ~2r~.E.i tr~li~~:za~it
Infon-nation about employee abse.ntee rates a.nd the abilitv to tlLlavei° ~:s,~ciilrnI
service.
Kris9ii7 E'caf-t
7. Ident€fy a niet}iod of nottifyying ennploy-ces of clYajiging intorniatit)r11
City AdministratiOD
48
8. If job functioils are rotated to different employees, how will those needing services be
advised`I
City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
I.ocal urban flooding, spilis in ROW.
2. Identify functions that cari be suspended while staft is reassigned to more critical
roles.
On~...l,Olllg perniit wurk, planning, anif design work can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. ldentify key
employees and multiple backups.
Sr. Storm Water Engineer, Storm Water Engineer, Interns
2. Identify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
N1A
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
By Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in whicb you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Some employees could work from home, stay in vehicles, use cell phones rather
than in-person meetings, phone conferencing.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate wcrrk hours, altemate work locations, conference calls instead of
meetYngs.
.
Can be investigated if necessary.
49
I~~~,~taa?r~;.
Identify, cl»nges in facility need~ ~~~soci'aiec:l 4ti itlt altertrYate %r,or~
Can be inv+estigated if nec;es~ar.%
4. De~ermiIle wheCCheI' ICI`iticaI f111113CtloI1s Ced_k)~l he 1i4-11101-Til:'L.l 111]°tryilLA? '11tiN ti~il~l9~3t~
~",5; 9-~_~ ~•S~', 'r' ~fi " _
,%t
E. Techaology Questioanaire
1, Describe any plans to e.rpatid s~affs ability to work rernot~l'y"
City s1iotiId set t~l) t'ettio-te conri-Nt2on ability to nccc;'s awm oi-L
`~t r tc I opl1o11e scCk"Ic-- 1'~4~aIIP'~i71t'.~7E~{' Ica I I co1~fcl'filclflg, c a
Desct°lbL m1y Ch:tll~~~t4 fck N tl
forwardinadditional automated messa,g,ing svstenis, etc. s.
To be handled by Cfty administratioti.
3. L?escribe any o#:hear significant changes ta your operations tlaat would iinpact se.-v ic,,-, s
provided by or covrdi-nated through ITS (e.g, establisliment of altemative work
facilities). Where passible, ident~fy wben changes to services would need to be
piace. Th1S 1Sespec12il1y 1T1'1portSi1twheri 11-~`, Tie 015 fi:y C00rCl iT1'40C W 1111 OUt%-nd C
rro,~ o:i lekk~~ tc-lqyhn!!c ~t~•~ i~~°-:.
F. Proactive r~~~~ures ta put ira p#ace aow:
Phane conferencing
Cell phone far select heads
Hani radiv Iist (those t11at have one from City) - Nexiell
*Cali fvnwarding to Hame+'Ce11
50
Department Continuli#v of Opera#ions Plan
De~artmentor DivisionName:
A. Crea#e plaaas & prvcedares that address pandemfc flu assumptions.
1. Cantinuity of Govexnment issues include:
a. Prnvide yTc,ur line ofsuccession (names and phone numbers) for essentsal
5erv3ce5.
Liiie of suecession:
`I'iiTi Kleira 294-1(}38
B:rant Collier 86$-71 84
Tom Danielsan 294-6079
b. Inst9tute delegation of authority to irnplemen# your liine of succession.
Will be dane by Memo.
2. ldentifv any critical times of vear w~hen certain functions niust be performed.
Winter operations and Spring flooding.
3. Identif~f ariy changes t.hat yaur reduced Ievel of service wi.il liave on other agencies not
only within the Caty of Spokane VOley guverrment but also other 1ocal, state, or federal
prograins.
Vehicuxar traffic would be affected with a reductivn of 5ervice.
4. Iderztif
y ,all intemallexterna1 customers Nvith which }tou regalarly do business.
COlIliky State agencies, Contractors, C1tIzeI1S tlt7d cITIp1oyees of Spokaile
Va1Cey
5, Identify ~c~ods a~uud services ~~ou rereive ~a.m~ r~the~.
Cantraet Maintenance
Nlaterials
6. identify a singIe paint of contact in your deparrtment who NviIl record and h•ansmit
Informatio-n about employee absentee rates and the ability to deliver essential
service.
:Kristin Peart
51
I ' 4 f ~II
II'~4Y ~ ~ _
7. Identify a method of notifying emplayees of changing information.
City Administration
8. If job functions are rotated to different employees, how will those needing senrices be
advised?
City Administration
B. Identify essential functioas
1. Identify mission essential functions for your department.
Street maintenance/signalization maintenance of all infrastrvctures.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Street maintenance functions considered high priority and must iiot be
suspended.
Minor activities such as sweeping, paving may be suspended
Emergency operations cannot be suspended.
C. Identify esseatial staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
Public Works staffand Contractors
2. Identify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
N/A
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Some employets could work from home on intemet.
52
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
Can be investigated as needed.
3. Identify changes in facility needs associated with alternate work locations.
Can be investigated as needed.
4. Detennine whether critical functions couId be performed tllrou¢h tlex shifting.
CaIl bf: IllVestigated as needed.
5. Employ use of employee direct deposit for payroll.
Most employees use direct deposit.
E. Technology Questionnaire
1. Describe any plans to expand staffs ability to work remotely?
Need laptops with chips (or access to aerivork?).
2. Describe any changes to yow telephone service requirements? (ca11 conferencing, call
fonvarding, additional automated messaging systems, etc.).
"i'o be handled by administration.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. 7his is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
53
Department Continuitv of Operations Plan
Deaartment or Diyision Name: Public Works - Street Fund - Traffic
A. Create plans & procedures that address paademic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
Inga Note 844-8790
Ryan Kipp 721-810-1110
Tim Klein 294-1038
b. Institute delegation of authority to i.mplement your line of succession.
Wi11 be done by Memo.
2. Identify any critical times of year when certain functions must be performed.
Same year round.
3. Identify any changes dhat your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
Coordinating signal & sign operation. Delay in time to respond to CAR approval.
Review traffic control plans for construction projects.
4. Ideotify all internaUexternal customers w-ith which you regularly do business.
County & State agencies, Contracton, Citizens of Spokane Valley
5. Identify goods and services you receive from others.
Electricity
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
Kristin Peart
54
7. Identify a method of notif}•ing employees of changing information.
City fldministration
8. If job functions are rotated to different employees, how will those needing services be
advised?
City Administration
B. Identify essential functlons
1. Identifv mission essential filnctions for your department.
Coordinating signal orerations,'mainteiiance with WSDOT & County Tra(fic
Control
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Handling citizen actian requests for traffic issues.
C. Identifv essential staff
1. Identify positions aeeded to carry out mission essential functions. Identify key
employees and multiple backups.
Sr. Traffic Engineer, Traffic Engineer, Traffic Intern
2. Ideatify staff from non-mission essential areas that can be cross trained to backfill critical
functions.
N/A
3. Identify an additional Nr-orkforce, for example retired employees, to complete
mission essential functions.
Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
Some employees could work from home depending on time of year.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
55
Can be investigated if needed.
3. Identify changes in facility needs associated with altemate work locaiions.
Can be investigated if needed.
4. Determine whether critical functions could be performed through flex shifting.
Can be investigated if needed.
5. Employ use of employee direct deposit for payroll.
Most employees use direct deposit.
E. Tec6nology Qaestionnaire
1. Describe any plans to expand stafes ability to work remotely?
City should set up remote login.
2. Describe any changes to your telephone service requirements? (call conferencing, call
fonwarding, additional automated messaging systems, etc.).
To be handled by administration
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of altemative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place aow:
56
9. ELEMENTS OF THE CITY OF SPOKANE VALLEY CONTINUITY OF
OPERATIONS
A. Communications
a) Tlus plan Ilas been posted on the City of Spokane Va11ey Website. It will be
reviewed with staff again if a.nd when the Spokane Regional Health District
issues a pandemic alert or as the core team determines necessary based on the
heightened incidence/severity of flu cases andlor confirmed pandemic cases in
our local area.
b) The following information is reviewed with staff at least bi-annually:
i. Possible health and safety issues - Attached to this plan are documents
to provide an overview of what to expect if there is a pandemic along
with steps staff can take to protect itself and family.
ii. Potential for office closure -City of Spokane Valley is not likely to
completely shut down during a pandemic - unless there is a
declaration of emergency that orders the closure of all businesses.
Voluntary closure of the office on the part of the City of Spokane
Valley could place us in a position of fa.iling to perfonn our statutorily
required duties.
c) Emergency Communications management plan - Upon a decision to suspend
city operations, the City Manager or authorized designee (Deputy City
Manager) will trigger notifications and communications as appropriate
1. Telephone tree notificarions
a. City Manager - NotYfy Deputy City Manager and
Council
b. Deputy City Manager notifies Senior Staff, Public
Information Officer and Executive Support Staff
c. Public Information Officer notifies Ops & Admin Staff
d. Department heads notify employees and ensure
department/citizen interaction telephone lines are
updated with appropriate message or forwarded to 921-
1000.
i. For future considerations: Upload emergency
employee contact list accessible via website for
management to implement phone tree
2. Confirming email notification to all City staff and Council
a. Primary responsibility - Public Infonnation Officer
b. Secondary responsibility - Information Technology
Specialist
c. Tertiary responsibility - Deputy City Manager
d. E-mails w-ill be sent to work e•mail addresses.
i. Message includes
1. Gity Hall closure status
57
2. Employee report or work from home
status
3. Employee information line number
4. Employees check
website/emaiUemployee information line
for status updates
3. Update 921-1000 temporary message record/update
a. To be completed between 6:30 a.m. - 7:00 a.m. daily or
as status changes
b. Change temporary greeting to reflect status (Date in
effect, closure, emergency status, where to call or
number to select for more information or to leave a
message, etc.)
i. Primary responsibility: Information
Technology Specialist (Bing)
ii. Secondary responsibility: Public Information
Officer (Carolbelle)
- iii. Tertiary responsibility: Deputy City Manager
(Mike J.)
4. Update website
a. To be completed between 6:30 a.m. and 7:00 a.m. daily
or as status changes
i. Primary responsibility: Public Information
Officer (Carolbelle)
ii. Secondary responsibility: Information
Technology Specialist (Bing)
iii. Tertiary responsibility: Deputy City Manager
5. Post closure, information resources and contacts on
main page
. a. Situation updates/links on main page
6. Media releases/updates
a. Public Information Officer to check with City Manager
or Designee for situational updates at 9:00 a.m. with
goal of having media releases out and updates posted to
website within one hour.
7. Communication with local officials - City of Spokane Va11ey
will use the Web to let local officials of other jurisdictions know
about the City of Spokane Valley operations during a pandemic
situation.
B. Policies and Procedures
a) All staff should review the City of Spokane Va11ey's Policies and Procedures
on a regular basis. Polices specifically related to the Pandemic Plan include,
but are not limited to:
~Q
feet) away from each other if possible; avoid shaki.ng hands or
hugging. Consider holding meetings in the open air;
ix. Encourage staff to avoid recreational or other leisure classes / meetings
etc. where they might come into contact with infectious people.
e) Disposable surgical masks - Even though the SRHD declares schools closed,
the rate of infections may continue to increase following social distancing.
During this level of risk there is increased and sustained transmission in the
general population. Any mask must be disposed as soon as it becomes moist
or after any cough or sneeze, in an appropriate waste receptacle, and hands
must be thoroughly washed and dried after the used mask has been discarded.
fl Ventilation - There is scientific and medical evidence that influenza can
spread in inadequately ventilated internal spaces. According to WEB
Properties, Redwood Plaza does not circulate any air from other floors of the
building. The HVAC system has separate zones on each floor and each zone
has a fresh air intake with charcoal filters installed.
D. Other Essential Functions:
a) City of Spokane Valley has set up a system to monitor staff who are ill or
suspected to be ill during a pandemic, including contacting staff who are
unexpectedly absent from work. This includes the process to
facilitate/encourage the return of staff to work once they are better or at end of
a quarantine period.
b) City of Spokane Valley will have adequate supplies of tissues, medical and
hand hygiene products, cleaning supplies and masks for people who become
ill at work. It may be difficult to purchase such products once a pandemic
begins.
c) Supplies may be disrupted. City of Spokane Va11ey will examine our supply
needs and make sure we have at least a three month supply of critical items at
all times.
10. Internet Resources:
www.flu.2ov
httn://www.srhd.org/
httD://www.doh.wa.gov/Danflu/Ddf/PanfluPocket.Ddf
httn://www. srhd.or2/documents/SwineFlu/Stop%20Germs.%20Clean%20Your%20Hand
s.%20Color.pdf
61
11.
Exhibit A
INFLUENZA
NOTIFICATION
Influenza is a contagious disease. There is currently an increase in
the numbers of people in Spokane County with influenza. In order to
reduce the spread of influenza in this workplace, the following is
required of everybody:
DO NOT COME TO WORK if you have:
• chills, shivering and a fever
• onset of muscle aches and pains
• sore throat
• dry cough
• trouble breathing • sneezing
• stuffy or runny nose
• tiredness.
If some of the above apply to you, please stay home and wait until you have
recovered and have a temperature <100 and have gone at least 24 hours without
fever reducing medication. You also may be asked to obtain a fitness-for-duty
examination before returning to work.
f you sta rt to fee i at wo rk, DO N OT eave your
work area to come in contact with other
emp oyees. Use your phone to contact your
supervisor.
62
12. Background Seasonal influenza epidemics occur yearly due to subtypes of influenza that
circulate worldwide. These epidemics are responsible for an average of 36,000
deaths annually in the United States. Seasonal influenza primarily impacts those in
the community with weaker immune responses (the very young, old and chronically
ill) since most people develop some degree of immunity to the viruses through
annual illness or vaccine. This immune response helps protect from the serious
consequences of influenza.
Influenza nandemics, however, are distinct from seasonal influenza epidemics and
represent one of the greatest potential threats to the public's health. Pandemic influenza
refers to a worldwide epidemic due to a new, dramatically different strain of influenza
virus. A pandemic virus strain can spread rapidly from person to person and, if severe,
can cause high levels of disease and death around the world.
There are several characteristics of influenza pandemic that differentiate it from other
public health emergencies. First, it has the potential to suddenly cause illness
in a very large number of people, who could easily overwhelm the health care
system throughout the nation. A pandemic outbreak could also jeopardize essential
community services by causing high levels of absenteeism in critical workplace positions.
It is likely that vaccines against the new virus will not be available
for six to eight months following the emergence of the virus. Basic services, such -
as health care, law enforcement, fire, emergency response, communications,
transportation, and utilities, could be disrupted during a pandemic. Finally, the
pandemic, un.like many other emergency events, could last for several weeks, if not
months.
During the peak of a pandemic; non essential governmental services may need to be shut
down or seriously cut back. Telecommunications will likely be overwhelmed early in the
pandemic. Some experts think that the Internet could shut down within 2 to 4 days of an
outbreak and that telecommuting will not be a viable option. The population may be
directed to stay in their homes but many people may not comply. Governments may need
to assume responsibility for the "last mile" of delivery of food and other supplies.
Schools will probably be shut down. Absentee rates will be high. There are estimates
that as much as 25% to 35% of the workforce will take 5-8 days off over a period of three
months.
There are five potential stages leading to a pandemic:
• Virus Alert Stage - Detection in on or more people of a virus for which there is no
immunity in the general population. Potential, but not inevitable, precursor to a
pandemic.
• Pandemic Alert Stage - Virus demonstrates person-to-person transmission and causes
multiple cases in the same geographic area.
63
- • Pandemic Imminent Stage - Virus causing an unusually high rate of new cases and
mortality in widespread geographic areas.
• Pandemic Stage - Further spread of the virus with world-wide involvement.
• Second Wave - After the number of cases falls and the pandemic appears to be ending,
typically a second wave of cases occurs within several months.
Authorities
Various state and local public officials have overlapping authorities with regard to
protecting public health and safety. The Governor, the State Board of Health, the State
Secretary of Health, the County Executive, the local Board of Health, the Executive
Heads of Cities, and the Local Health Officer each can implement authorities within the
scope of their jurisdiction aimed at protecting public health, including increasing social
distancing by closing public or private facilities. During a pandemic, the presence of
overlapping authorities vrrill necessitate close communication and coordination between
elected leaders and the Local Health Officer to ensure decisions and response actions are
clear and consistent.
1. Governor of Washington State
The Governor has authority to proclaim a state of emergency after finding
that a disaster affects life, health, property, or the public peace. RCW
43.06.010(12). The Governor may assume direct operational control over
all or part of local emergency management functions if the disaster is
beyond local control. RCW 38.52.050. After proclaiming a state of emergency,
the Governor has the authority to restrict public assembly,
order periods of curfew, and prohibit activities that he or she believes
should be prohibited in order to maintain life and health. RCW 43.06.220.
2. State Board of Health
The State Board of Health has authority to adopt rules to protect the public
health, including rules for the imposition and use of isolation and
quarantine and for the prevention and control of infectious diseases. RCW
43.20.050(2). Local boards of health, health officials, law enforcement
officials, and all other officers of the state or any county, city or town shall
enforce a11 rules that are adopted by the State Board of Health. RCW
43.20.050(4).
3. The State Secretary of Health
The Secretary of Health sha11 enforce all laws for the protection of the
public health, and all rules, regulations, and orders of the State Board of
Health. RCW 43.70.130(3). The Secretary also shall investigate outbreaks
and epidemics of disease and advise Local Health Officers about measures
, to prevent and control outbreaks. RCW 43.70.130(5). The Secretary shall
- enforce public health laws rules, regulations and orders in local matters
64
when there is an emergency and the local board of health has failed to act
with sufficient promptness or efficiency, or is unable to act for reasons
beyond its control. RCW 43.70.130(4). The secretary has the same
authority as local health officers but will not exercise that authority unless:
(a) the Local Health Off'icer fails or is unable to do so; (b) by agreement
with the Local Health Officer or local board of health; or (c) when in an
emergency the safety of the public health demands it. RCW 43.70.130(7).
4. Health Officer / Spokane Regional Health District
The Local Health Officer acts under the direction of the local Board of
Health. RCW 70.05.070. The Loca1 Health Officer enforces the public
health statutes, rules and regulations of the state and the local Board of
Health. RCW 70.05.070(1). The Local Health Officer has the authority to
control and prevent the spread of any dangerous, contagious or infectious
diseases that may occur within his or her jurisdiction. RCW 70.05.070(3). The Local Health Officer shall, when necessary, conduct investigations
and institute disease control measures, including medical examination,
testing, counseling, treatment, vaccination, decontamination of persons or
animals, isolation, quarantine, and inspection and closure of facilities.
WAC 246-100-036(3). The Local Health Officer may initiate involuntary
detention for isolation and quarantine of individuals or groups pursuant to
provisions of state regulations. WAC 246-100-040 through 070. The Loca1 Health Officer has the authority to carry out steps needed to
verify a diagnosis reported by a health care provider, and to require any
person suspected of having a reportable disease or condition to submit to
examinations to determine the presence of the disease. The Local Health
Officer may also investigate any suspected case of a reportable disease or
other condition if necessary, and require notification of additional
conditions of public health importance occumng within the j urisdiction.
WAC 246-101-505(11).
The Local Health Officer shall esta.blish, in consultation with local health
care providers, health facilities, emergency management personnel, law
enforcement agencies, and other entities deemed necessary, plans,
policies, and procedures for instituting emergency measures to prevent the
spread of communicable disease. WAC 246-100-036(1).
The Loca1 Health Officer may take all necessary actions to protect the
public health in the event of a contagious disease occurring in a school or
day care center. Those actions may include, but are not limited to, closing
the affected school, closing other schools, ordering cessation of certain
activities, and excluding persons who are infected with the disease. WAC
246-110-020(2).
65
The Local Health Officer may request County Emergency Operation Center
(EOC) activation. During an influenza pandemic, the City of Spokane Valley will
obtain updated information from the County EOC; a single focal point for
centralized management of information, decision-making, situation assessment,
resource support, and resource allocation. The structure of the EOC gives
response agencies the ability to efficiently communicate and coordinate among
departments, agencies, and a111evels of government.
The Local Health Officer's powers are not contingent on a proclamation
of emergency by the executive head of a city or town.
PHASES OF A PANDEMIC
The World Health Organization (WHO) has developed global influenza preparedness
plan that includes a classification system,for guiding planning and response activities for
an influenza pandemic. This classification system is comprised of six phases of
increasing public health risk associated with the emergency and spread of a new
influenza virus subtype that may lead to a pandemic. The Director General of WHO
formally declares the current global pandemic phase and adjust the phase level to
correspond with pandemic conditions around the vvorld. For each phase, the global
influenza preparedness plan identifies response measures WHO will take, and
recommends actions that countries around t11e world should implement.
Interpandemic Period
Plzase 1- No new influenza virus subtypes detected in humans. An influenza
virus subtype that has caused human infection may be present in animals. If
present in animals, the risk of human infection or disease is considered low.
Phase 2- No new influenza virus subtypes detected in humans. However, a
circulating animal influenza virus subtype poses substantial risk of human
disease. Strengthen influenza pandemic preparedness at all levels. Closely
monitor human and animal surveillance data. Minimize the risk of transmission
of animal influenza virus to humans; detect and report such transmission rapidly if
it occurs.
Pandemic Alert Period
Phase 3- Human infection(s) are occurring with a new subtype, but no human-
to-human spread, or at most rare instances of spread to a close contact.
Phase Q- Small cluster(s) of human infection with limited human-to-human
transmission but spread is highly localized suggesting that the virus is not well
adapted to humans.
66
Phase S- Larger cluster(s) of human infection but human-to-human spread is
localized, suggesting that the virus is becoming increasingly better adapted to
humans, but may not yet be fully transmissible (substantial pandemic risk).
Ensure rapid characterization of the new virus subtype and early detection,
notification and response to additional cases. Contain the new virus within
limited focus or delay spread to gain time to implement preparedness measures,
including vaccine development. Maximize efforts to contain or delay spread to
possibly avert a pandemic, and to gain time to implement response measures.
Pandemic Period
Phase 6- Pandemic is declared. Increased and sustained transmission in the
general population. Implement response measures including social distancing to
minimize pandemic impacts.
67
CITY OF SPOKANE VALLEY
- Request for Council Action
Meeting Date: 09-01-09 City Manager Sign-off:
Item: Check all t6at apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information Z admin. report ❑ pending legislation
AGENDA ITEM TITLE: Draft Resolution 09-012 Amending Resolution 07-020, Govea-nance
Coordination Manual
PREVIOUS COUNCIL ACTION TAKEN: Council generally reviews the Governance Coordination
Manual annually to determine if there is a need to make any changes, and the last review was in 2007.
This document in redline form, contains updates, amendments, and corrections for Council review and
discussion.
RECOMIVIENDED ACTION OR MOTION: Council consensus to place this draft resolution on an
upcoming Council agenda for approval consideration.
BUDGET/FINANCTAL IMPACTS:
STAFF/COUNCIL CONTACT: City Attorney Mike Connelly
ATTACHMENTS Governance Coordination Manual R.edline Version
DRAFT
CITY OF SPOKANE VALLEY
SPOKANE COUNTY, WASHINGTON
RESOLUTION NO. 09-012
A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY,
WASHINGTON, REPEALING AND REPLACING THE COMPREHENSIVE COLLECTION OF
MEETING RULES, COORDINATION PROCEDURES, AND ADMINISTRATIVE PUBLIC
HEARING PROCEDURES, OTHERWISE KNOWN AS THE "GOVERNANCE
COORDINATION MANUAL."
WHEREAS, the City Council acknowledges that all Council meetings must be open to the public; and
WHEREAS, such meetings should be responsive to the public and carried out efficiently and uniformly
to promote public participation; and
WHEREAS, written rules of procedure best assure an atmosphere conducive to said efficiency and
uniformity and help assure that no member of the Council or public will be embarrassed in the exercise
of his or her right of free expression; and
WIIEREAS, the rules and procedures adopted by the Council need to be amended from time to time.
NOW THEREFOFtE, be it resolved by the City Council of the City of Spokane Valley, Spokane County,
Washington, as follows:
Section 1. On May 13, 2003, Council adopted Resolution 03-028, establishing rules and procedures for
conducting public hearings and meetings, including the May 13, 2003 "City of Spokane Valley
Governance Coordination Manual."
Section 2. On May 25, 2004, Council adopted Resolution 04-013, repealing and replacing the previously
adopted City of Spokane Valley Governance Coordination Manual of May 13, 2003.
Section 3. On September 13, 2005, Council adopted Resolution 05-021, repealing and replacing the
previously adopted City of Spokane Valley Governance Coordination Manual of May 25; 2004.
Section 4. On November 14, 2006, Council adopted Resolution 06-022 repealing and replacing the
previously adopted City of Spokane Valley Governance Coordination Manual of September 13, 2005.
Section 5. On December 11, 2007, Council adopted Resolution 07-020 repealing and replacing the
previously adopted City of Spokane Valley Governance Coordination Manual of November 14, 2006.
Section 6. The Council hereby repeals the "City of Spokane Valley Governance Coordination Manual"
dated December 11, 2007 and replaces it with the "City of Spokane Valley Governance Coordination
Manual" dated , 2009, which is attached to this Resolution as Attachment A,
and which is incorporated herein by reference.
Section 7. Effective Date. This Resolution shall be in full force and effective upon adoption.
Adopted this day of 12009.
Resolution 09-012 Governance Manual Page 1 of 2
DRAFT
City of Spokane Valley
ATTEST: Richard Munson, Mayor
Christine Bainbridge, City Clerk
Approved as to Form:
Office of the City Attorney
Resolution 09-412 Governance Manual Page 2 of 2
CIT~' OF
o ne
~
Val
Governance Coordination
Manual
Resolution 09-012~~9 Attachment A
A Comprehensive Collection of Meeting Rtiles,
Coordination Procedures, Administrative Public
Hearing Procedures, and Applicable References from
the Revised Code of Washington
Adopted , 2009r eeember ",-007,
Resolution 03•028 adoptcd 5-13•2003, rcplaced by
Resolutian 04-013 adapted 5-25-2004, reptaccd b}•
Resolution 05-021 adapted 9-13-2005, replaced by,
Resolucion 06-022 adopted 11-14-2046, replaced by
Resolution 07-020, adopted 12•11-2007,Wlaceci 12X
Resolution 09-01,2, adontcd
Oovernanoe Manual ~
TABLE OF CONTENTS
ARTICLE 1 - COUtiClL NlEE'TI`GS ...4
1.01.1 Council Meetings - Time and Location 4
1.01.2 Council Mettings - Open to the Pubiic 4
1.02 Election of Officxcs ................................................................................................................4
1.03 Presiding Officer S
1.04 Mayor/Couacil Correspondence S
1.05 Quorum S
1.06 Attendancc, Excused Abscnces S
1.07 Special Council Nleetings S
1.08 Council Maierial S
1.09 Council Pacl:ets ......................................................................................................................6
1.10 Council Merting Agenda / Consent Agenda / Amended Agendas 6
1.11 Approaching the Dais 6
1.12 Study Sessions and Workshops b
1.13 Council Travel Provlsions 7
1.14 Telephone Tree 7
1.15 "Three Touch Principle" 8
1.16 City Manager 8
1.17 City Clerk - Minutes - Public Inf'ormation Access 8
1.18 City Staff-Attendance at Mextings 8
ART[CLE 2- DUTIES AND PRIVILEGES OF MEMBERS ...................................................................9
2.01 Respect and Decontm 9
2.01A Forms of Address 9
2.02 Seating Arrangement 9
2.03 Dissents and Protests.............................................................................................................. 9
2.04 Filling Council Yacancics ......................................................................................................9
ARTICLE 3 - COUNCII., PROCEDURES 9
3.0I Rulcs of Ordcr 9
3.02 Motions and Discussion 10
3.03 Urder af Business (including Executive Sessions) 10
3.04 Adjoumment Due to Emcrgency or Disruption ...................................................................12
3.05 Permission Required to Address the Council .......................................................................12
3.06 Voting and Tele/video Conferencing ...................................................................................12
3.07 Enacted Ordinances, Resolutions and Motions ....................................................................14
3.08 Ordinances ............................................................................................................................14
3.09 Rcsolutions ...........................................................................................................................13
3.10 Rec:onsideration ....................................................................................................................15
3.11 Legislative Process, Preparation, Introduction and Flow of Ordinances, Resolutions and
%,iotions 15
3.12 Complaints and Suggestions to Council ...............................................................................16
3.13 Photogaphs, Motion Pictures, Vidco Tape Permission Required far Artificial
I Iltimination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...16
C'~nvernance Manunl 2
TABLE OF CON'TE1V"I'S, Coatinued
ARTICLE 4- COAM1I7"TEES, BOARDS & COMMISSIONS 16
4.41 Committees ..........................................................................................................................16
4.02 Council Rclations with Boards, Commi~.sions and Council Citizen AdN7sory Badies 17
ARTICLE S- RELATIOtiS W1TH CITl' MANAGER & ADMLN'ISTRATION .................................17
5.01 Role af the City Managtr 17
5.02 Adminis7rative Interference by Councilmembers ................................................................18
5.02.1 Informal Communications Encouraged ...............................................................................18
5.03 Administrative Complaints Made Directly to Individual Councitmembers .........................18
5.04 Administratiti•eCompiaints - "Best Practice" 18
ART'ICLE 6- PUBLIC HEARII'~G PROCEDURES ................................................................................18
6.00 Ty-pes of Puhlic Hearings .....................................................................................................18
6.01 Legisladvc Public Htaring ...................................................................................................19
6.02 Quasi-Judicial Fublic Hcaring . 10
1. Specific Statutory Provisions 20
2. Actions~Procedures for Quasi-Judicial Public Hcaring 20
3. Public Hearing Format 21
4. Appearance of Fairness Doctrine 22
6.03 Site Specific Compreheasive Plan and Zoting Amendments (ReZOncs) 24
ARTICL.E 7 - USE OF . MM.......NH.N....H. M..... N.H........ NMM.. _Hti..25
7.01 Purpose .................................................................................................................................25
7.02 Use .......................................................................................................................................26
_
7.03 Public Use or Reliance hot Intended ?
Exhibits and attachments:
Exhibit A-1 Telephone "I ree N-icnio 2;
Exhibit A-2 Telephone Tree for Councll / Manager Chart 28
Exhibit A-3 Parliamentary Procedure at a Glance ......................................................................29
Exhibit A4 Legislative Process Flow Chart . ii►
Exhibit A-S Committee Structure and Rules . I 1
Exhibit A-6( l) 'iask Faccell'own Hall Meetings Gtneral Model
Exhibit A-6(2 ) hiulti-Agency CoordinatiQn Task Force Modcl 34
Exhibit A-7 Citizen's Task Force General Model Chart .............................................................35
Exhibit A-8 Revised Code of VI%ashingtan, 35A.13, CounciUNianager Plan 36
E!chibit A-9 Amended General Policy Rcsulution of Core Beliefs 43
Governance NM anual 3
ARTICLE [ - COCJNCIL MEE7INGS
1.01.1 Council Meeting - Time aad Locadon. Ueltss otherwiae aoecified in a meetinQ notice. AR
regular mertings of the City Council shall be hcld at Snokanc Valley Citv Ha11 Council Chambets
f4 t#e on Tuesdavs beejnnjng at 6:00 p.m. _ ,
~
~~K=::~-E>:
1.01.2 Council Meetings - Open to the Public. All mectings of the Cit}, Council and of committees
thereof shall be open to the public, except as provided for in RCW 42.30.110 or RCW 42.30.140.
Councitmcmbcrs will notify appropriate staff of Councilmember's plans to attend any of the
various outsidc public mcetings hosted by other orgauiiations or agencies, so that notice may bc
published conetrning such attendance in order not to risk any real or perceived violation of the
Open Public Meetings Aci.
1.02 Elecdon of OtYicers. Proccdures for electing ofi3cera ore as follows:
(n) Bienniali}•, at the first meeting of the ne« Cauncil, the members thereof shall choose a
presiding officer fram their number who shall have the title of Mayor. In additian to thc
powers canferred upon himlher as Mayor, helshe shall continue to have all the rights,
privileges and immunities of a member of the Council. If a permanent vacancy occurs in
the office of Mayor, the membcrs of the Council at their next regular meeting shall select
a Mayor from their number for the unexpired term. Following thc election of the Mayor,
there shall be an election for a Deput}• Mayor. The term of the Deputy Mayor shall run
concumently with that ofthe Mayor. (RCW 35A.13.030)
(h) I he clection for Mayor shall be conducted by the City Clerk. The City Cierk shall call for
nomination. Each membcr of the City Council shall he permiued to nominate one (1)
person, and nomination shall not require a second. A nominee who wishes to decline the
nnmination shall so state ai thai time. Nominations are then closed. The election for
Deputy Mayor shall be conducted by the Mayor, and nominatioas shall be made in the
manner previously described for thc elcction of the Mayor.
(c) Except when there is only one (1) nominee, eleceion shall bt by written ballot Each
ballot shall contain the name of the Counciimember who catt it The City Clerk shall
publicly announce the results of the election. ThereaRer, the City Clerk shall record the
individual votes by councilmembers in the minutes of the mceting.
ln the event the Council is unable to agree on a Mayor by majoritv vote of inembers present, the Office of
Mayor shall be temporarily filled by an Actiag Mayor. Ties shall be resolved in a contest by chance.
The office af Acting Mayor shalI be filled b}• the Councilmcmbcr who just previously served as Deputy
Mayar, or if such person is not a member of the Council, the Councilmember with the next highest
seniority. The Acting Mayor and Acting Depury hiayor shall continue in office and exercise such
authorit-v as is described in RCW 35 A.13 until the members of the Council agree on a Mayor, at which
tirne the role of Acting Mayor and Acting Deputy Mayor shall cease and terminaie.
1.03 Presiding Officer. The Mayor shall preside at meetings of the Council and be recognized as the
head of the City for all ceremonial purposes. The A4ayor shall have no regular administrative or
executive duties. In case of the Mayor's absence or temporary disability, the Deputy Mayor shall
act as Mayor during the continuance of the absence. In case of the absence or temporary inability
of the Mayor and Deputy Mayor, an actine Mayor Pro Tempore selected by members of the
Council shall act as Mayor during the continuance of the absences. The Mayor, Deputy Mayor
(in the Mati•or's abscnce) or Mnyor Pro Tem arc referred to as "Presiding Officcr" from
time-ta-time in these kules oF Procedure.
Govcrnance Manual 4
~r f`- - fII
•
1.04 Mayor/Council Correspondence. Councilmembers recognize tha.t in thc Council/Mianagcr form
of govemment, the Mayor is rccognized by community members as a point-of-contact. To
facilitatc full communications, staff will work -,v7th the Mayor to circulate to Councilmcmbers,
copies of cmails and written correspondence directed to the h4ayor rcgarding city business. This
provision will not apply to invitations for meyoral comments at vsrious fimctions nor rcquests for
appointments nor other incidental contact between citizeas and the Office of the Mayor.
1.05 Quoram. At all meetings of the Council, a majority of the Councilmembers who hold officc
shall constitute a quonun far the trensaction of busincss. A lesser number may adjoum fmm
time-tatimc., provided thst written notict of said adjournmcnt be postcd on the exterior Council
Chamber doors pet RCW 42.30.090. Council meetings adjourned under the previous provisioa
shall be considered regular mcttings for all purpases. (RCW 3SA.13.170, 35A.12.124)
1.06 Attendance, Excased Absences. RCW 35A.12.060 provides that a Councilmember shall forfeit
hic'hcr office b}• failing to attcnd three consecutive regular meetings of the Council without being
excused by the Council. Membtrs of the Council ma}• be so excused by complying uith this
section. The member shall contact the Presiding Officer, City Cicrk, or Gity Manager prior to the
mceting and state the reason for hislher inabilin to attend the meeting. Following roll caU, the
Presiding Officer shall infarm the Council of the membees absence, and inquire if there is a
moaon to excuse the member. This motion shall be nondebatable. Upon passage of such motion
by a majority of inembers preseat, the absent member shall bt considered excused and tfie City
Cleck «711 mak-e an appropriaic notation in the minutes.
1.07 Special Council Meetings. Pcocedures tor aettiag a special meeting are as foliows:
(a) A special meeting may be calied by the Mayor or any three (3) members of the Couacil.
(RCW 35A.13.170, 35A.12.110)
(b) Notice of the special meccing shall be prepared in writing by the City Clerk. The natice
shall contain the following information ahout the mceting: time, place, and business to be
transacted.
~ (c) The notice shall be deliverzd in person~ by regular or electronic maiL or personally to the
residence of each Councilmember, thc City Manager, and thc business officc of e$ch
local newspaper, radio and television staiion which has on file a written request for notice
of special mcetings. The natice must be delivered at least twenty-four (24) hours prior to
the meeting.
(d) The noticcs provided in thi.s secdon may be dispcnsed within thc circumstanccs provided
by RC W 42.30.080, that is: (1) As to any member who, at or priar to the time the
meeting convcnes, files with the Citr Clerl: a viTitten waiver of noticc, (2) As to any
member who was actually present at the meeting at the timc it convenes, and (3) In the
event a special meeting is called to deal ~Nith an emergency involving injun• ar damage to
persons or property or the likelihood of such iujury or damagc, when timc rcquirements
of such notire w•ould makc notice impracdcal and incrcw the likeiihood of such injury
or damagc; or as otherwise provided by law.
1.08 Council Material. Cauncilmembers and affected staff should read the agenda material and ask
clarificatian questions of appropriate naffprior to the Council meeting, when passible.
Dovtrnance Manual 5
_ ,
1.09 Council Packets. Councilmcmbers shall personally pick up their agcnda packcts from the
individual mailboxe* provided by the City Clerl:, unless otherwise arranged by the member or
further directai by Councit. (youncilmembets have the option of accessing their Council packet
via thc Citv's websitc and unlcss notificd otherwise the City Clcrk will not,prcaare a hard canv
agenda Raeket for individual Councilmcmbers.
1.10 Council Meeting Ageada/Consent Ageada. The City Clerk, under the dirertion of the City
Manager in consultarion with the Presiding Officer, shall arrange a list of proposed cnatters
according to the order of business and prepare an agenda for the Council. ARer the proposed
agenda has been reviewed and approved by the Mayor, the Presiding Officer shall have the option
of adjusting the agenda as necessary. A copy of the agenda and supporting materials shalt be
prepared for Councilmembers, the City Manager, and the media who have filed a natification
request, on or before close of business on a Friday preceding a Tuesday regular Cauncil meeting,
or at the close of business at least 24 hours preceding a special Council mecting. Agendas may
be amended es required, and expedidously distributed to Council and appropriate stnff.
-
, Comment (cbi]: Akeady wn►od ia
1.09 ahv% e
Requests for presentations to be scheduled an thc foanal agenda imply that the presentalion is the
af~icial busines.s of the City, and such reQUests sh4uld be submitted to thc City Clerk si kast five
(,5) days prior to the annropriate council meeting. Playing of video tapes, DVD's. PowerPoints.
or other electronic prescntations shail be pro-screened by the Presiding Officer or designee who
shall rule on the appropriateness of the matcrialvidee4epxx.
The Presid.ing Officer, three (3) Councilmembers, a majority of the Councilmembtrs present, or
the City Manager may introduce a new item W the agenda at a mecting.
(a) 'I'he City Manager, in consultation %-ith the Presiding Officer, shttll place matters on the
consent agenda which: (1) have been previously discussed by the Council; or (2) based
on tht informetion delivered to mcmbers ef the Council by administration c,an bc
reviewed by a Councilmember without further explanation; (3) are so routine, technical
ur "housekeeping" in nature that passage without discussian is likely; or (4) othenwise
dcemed in the best interest of the City.
(b) The proper Council motion on the consent agenda is as follows: "I mave approval of the
consent agenda." This motion ,r-ill have the effect of moving to approvc all itcros on the
Consent Agenda. Since approval of any item on the consent agenda implies unanimous
consent, any member of the Council shall have the right to remove any item from the
consent agenda. Therefore, prior to the vote on the morion to approve the consent
agenda, thc Presiding Officer shatl inquirc if any Councilmember wishes an itcm to be
«•ithdrawn from the consent agenda. lf any matter is «-ithdrawn, the Presiding Officer
shall plact the item at an appropriate place on the agenda for the current or a future
meeting.
1.11 Approaching the Dais. The intent of adding this item specifically to our Governance Manual is
to make it cleaz to Staff, Council and the general public once a Council meeting has been called
to ordcr, stepping between the podium and the dais will not be allowed. This includes, but is not
limited to, video recording, still photography, tape recording, and written handouts.
Approaehing the dais will not be pernutted eftcr ttn minutes prior ta the start of thc meeting. Conunent tWl: CmWasn" of
whetha to ksep this io t6c govecaaaoe
maaual ?
Go%em:u=-tiianual 6
Thc Council reserves the right to invitc anyone forward to be addressed ai the dais.
1.12 Study Sessians and Workshops.
' W
The
purpose of Study Sasiong-~~ces~ms is to a11ow~Councilmembers to be made aware of
impending business and ellow intormal discussion of issues that might be acted on at a
future meeting. The purpose of Workshops is to allow Councilmembers to do coacentrated
prelimiaary work with admiaistradon on single subjects but time consuming, compiez
matters (i.c., budget, complex legjslation or reports, etc.). Workshops and Study Sessions
shall be in a less formal sctting, couacil may be seated ather than at the dais, but ahAli aot
~ discourage publjc observatioa. There will be no nFublic commeat ls-"t-"e+rcd at study
sessions although the Council may request participatioa in the same manaer as a regular
Council meeting. The City Clerl:, under the directlon of the City Manager, sliaU nrrange a
~ Council atudy sessloa or workshop seends ~4~ for the meeting. Tlie gyenda.,~r'.:-►Y~
shall, for each item, contain the disciission subject, the disrussion leader, the activin, and tlie
discussion goal. After the proposed AQCnda ++or6hcet has been approved by the Presiding
Ofticer, a copy of the aQenda aad accomnanvinQ backQround materiels shall be prepared
for Councilmembcrs, the Cit} Manager, and the press, on or beforc 4:30 p.m., one (1) day
before the Council study session or workshop. As stated in 1.09 ebvvc. S.ouncilmcmbers have
the option of acccssing their GQuncil packct Yia the Citv's wc siu and unless nadficd otherwi%
cht Citv Clerk will not p== a hard conti,agGn pmkd far individual Councitmembers
During tAe Councli swdy sesslon or worlbshop, tht diseusston leader should:
(a) Introduce the subject aud givc background informatiofl;
(b) Identify the discussion goal;
(c) Act as facilitator to kccp the discussion focused toward the goal; and
(d) Alert the Presiding Officer when it is appropriate to call for a consensus, motion or
official dinction of the Council.
The mle of the Presiding Officer is to facilitate Councilmembers engaged in free flowing
discussion without the necessity of tach councilmember being rer.ognized by the presid'wg
officer. ne Presiding Officer retains the option of assuming the funetion of the discussion lcader
at any time in order to maintain decarum and ensure all councitmembers have the opportunity to
be heard, and to kcep the discussion properly focused.
1.13 Council Travet Provisions. This section is intcnded to provide guidance on the utilizatian ofthe
Council budget for city business relaied travel expenses. The total allocation of travel funding
budgeted for the Legislaiive Branch for the fiscal year will bc appactioned (1/7) to each
Councilmcmber. These monies tnay be used to de&ay cxpcnses for transportation, lodging, mcals
and incidental expensc;s incurrcd in the conduct of city business. Periodic unslated statements of
expenditures te-dote wrill be provided W each Councilmember by the Finance Department.
Should a CQUncilmcmbcr exhaust their apportionmcnt of funds, that pecson wili be
responsible for payment of any travcl end related c.rpeases or thcy may requtst a voluntary allacation
from anoehcr Councilmember «•ho has a balance in their travel account.
GorYrnance bianual 7
.
vuring the last six (6) months of n Councilmember's current term of office, incurring Ciry
business-related travel ex}enditures require the prior auihorization of the Finance Commitiet,
except when such travel fulfills the obligations of the Councilmember's service on st8tewide or
regional boards, commissions or task forces.
1.14 Telephone Tree. Occasionally thcre are very important or emergcncy happenings in the
community w-here members of the Council should receive briefings as quickly as possible. A
City Council telephone tree system has been adopted by Council motion and is attached as
Exhibit A-1 & A-2.
1.14 "Three Touch Principle." Dtcision makers and citizcns et all levels of thc City should have
adequatc time to thoughtfuliy consider the issues prior to final decisions. It is the inteet of the
Council that the Council and Administrption s6a11 abide by the "Three touch principle"
whenever possible. The following proccdural guidelines are designed to avoid "surprises" to the
City Council, Citizens aild Administrativc personncl:
• An} request or proposal fur adopting or chsnging public policy, Ordinanres, Resolutions
or City Council Directives which will require a decision of the City Council, or
Administration, should "touch" the Dcxision makers three separate times. This
includes oral or written reports, "information only" agenda items, or any combination
chereof To facilitate the Council's strategic use of legislative time at its meeting, staff
may satisfy the first touch by issuing an informational memorandum, unless the subject
matter is complex in nature. Quasi judicial matters and acry subject discussed in
eaecutive sessions are excluded from application of the "Three Touch Principle."
• It is recognized that decis' . ~#--no;-be-ti e~tiftfteeesseFA~,:
':=~nexpected circumstsnces may arise wherein observance of the "Three Touch
Principlc" is impractiral. However, when unusual circumstances srise which justify a
"first discussion" decision, the persons requesting the expcdited decision should also
explain the timing circumstances. This Prtnciple ezcludes staff reports and other
general communications not requiring a Council deeision.
1.16 City hianager. The City Manager, as the chief executive officer and head of the-administrative
branch of citv govcrnment, or his/her designee, shall attend all meetings of the City Council,
unless excused by the Presiding Officer or Council. 'fhe City Manager shall be responsible to thc
Council for the proper administration of alI affairs of the City. Tht Ciq- Manager shall
recommend for adoptioa by the Council such measures a5 he/she mg}• dcem nccessary or
expedient; prepare and submit to the Council such repocts as msy be required by the body or as
the City Manager deoms advisablc to submit; keep the Council fully 8dvised as to the busincss of
the City; and shall take part in the Council's discussion on all matters concxrning the welfare of
thc City. . , .
~ ppa' . . s .
(RCW 35A.13.080) convnene (eb3js n+e 20'hne ot1.ts
alrcaey uxatioaes "arc eaigaa" - ids
1.17 City C{erk - Minutes - Public Information Access. The City Clerk shall be ex-officio NPPCM "`d""d'a`
Clerk-of-the-Council and shall keep minutes as required by law, and shall perfarm such other
duties in the mezting as may be requircd by the Council, Presiding Officer, or City Manager. In
the absence of the City Clerk, the City Clerk shall appoint a replacement to act as
~ Clerk•of the-Council. The Clerk-of-the-Cauncil shall kecp minutes which identifsXr- the general
discussion of the issue and complete detail of the official action or consensus reaehed, if any.
VVhen practical, and w-ith the exception of Executive Sessions, the Cit-v Clerk shall audio rccord
Govcrnauce Manual 8
the proceedings of all City Council meetings, and shall kecp cund nial:e u%uilable an indea of the
topics of rach meeting which will facilitate locadion of the item in the appmpriate meeting
minutes. Access ta the audio recordings shall be made reasanably available to any party who su
requcsts, according to City public information proccdwes.
1.18 City statfi - Attendance st Meetings. Attendance at meetings by Cit}• staff shall be at the
~ ptcasure of the City Manager. It is the intent of the Council that the Cfty_Manager sc6edulc
adequatc administrative support for the business ai hand but also prutect the productive capabilicy
~ of Dcpartinent Heads. When sound system or other ruonitoring capabilitics exist, the Cit
Manager may allow personnel to utiliu producdve time in their officcs or othcr areas while
waiting for the specifie item of business for which their app.arance bcfore ttic Councii is
necessan.
Ei1d of.}rticle 1- ['ntinci1.11eetir,;s
ARTiCLE Z- DU'fEES AND PRIVLLEGES UF MEMBERS
2.01 Respect 4ad Decorum. It is the duty of the Mayor and Councilmembers to maintain dignity and
respect for thcir offices, Ciry staff and the public. While the Council is in session, the
Councilmembers shall preserve order and decorum and a member shall neither, by eonversation
or ocherwise, delay or inteRUpt the proceedings of the Council, nor disrupt or disparage any
member while speaking. Cauncilmembers and the public shall com~..at,y withi+`:--: the
I directivcsc-~'.-ef~i oftheChair.
Any person making disruptive, dispsirraging or impertincnt remarl:s or unreasonably disturbing the
business of the Council, either while addressing the Council or attending its proceedings, shall be
asked to leave, ar be removed from the meeting. Continued disruptions msy result in a recess or
adjownmcnt as set forth ia section 3.04 below.
2.01A Forms ot Address. The Mayor shall be addressed as "I'vlayur (surnane)" or "Your
Honor." The Deputy Mayor shall be addresscd as "Deput}• Mayor (surnamc)." Member-;
of the Council sh.ill bz addre~;.~ 2~ ..C'oun::ilrn_niher
Presiding Officcr.
Z.0Z Seating ArrAngement. COIiIlC1I[ilCtllticfi 0,~c.'.t'`" tliC l'0l!ii,:i1
Chamber assigned to them by the Mayo-
2.03 Dissents and Protests. Aay Councilniembcr shall hu~c tlie riglit to express diss.nt f'To~;: e,r
protcst, orall}• or in NN-riting, against an>, motion, ordinance or resolution af the Council and h:j% c
the reason therefore entered or reteined iu tIrc .»inutc;.
2.04 Fjlling Council Vacancies. If a vacanc,. occui-s on the cit~ C«tIni il. t:i: l'ouncil «il: f01 lov. tfic
procrdures outliaed in RCW 35A.13.020. ln order to fill the vacattcy with the most qualified
person available until an election is held, the Council w•ill publish a notice of the vacancy=- r ci
the procedure, and distribute the application form for applying. The Council will have an
apulication ¢raRed dFeFw-~p iLg appli~-~tie- which cantains relevant information to answer sct
questions posetl by the Council. Thc application fo=6 will be used in conjunction -,rith e-:
intervieAvi of eac-h-candidatej to aid la~tht FeE3w+l'; selection of the seA-Councitmzmbzr.
EnCJ oI:lrtt:'le 2 - Duties .l!;cf P1'!L'Iles,•es of;lfentbr•rs
(.iavern.znce Manua1 9
ARTICLE 3- COUNCIL MEETING PROCEDIiRES
3.01 Rules of Order. Rules of order not specificd by statute, ordinancc or resolution shall bt
govemed by the chart of the most common "Rules of Order" questions. Attached as Ezhlbit A-3.
The City Clerk shall kttp a copy of the most cwrent "Robert's Rules of Ordrr" in Council
Chambers during Council meetines.
(a) Out of Order Requests.
Occasionally a member of the public may %r7sh to speak on an agenda item but cannot
remain tuttil the item is rtached an the agenda During Open Comments From the Public,
such person may request permission to speak by explaining the circumstances. The
Presiding Officer in his/her sole discretion shall rule on allowing or disallowing the out of
order request.
3.02 Motions and Discussion.
(a) All items of business placed before the Council that require the expenditure of Council
and/or administration resources shall be in the form of an affirmative motion.
Aftirmarive mations are preferrcd to prevent "appraval by default" of a failed negative
mation.
(b) Agenda items scheduled as New or Old Business sha11 require a motion by a
Councilmember before discussion unless the Council shall suspend the requirement by
majority vote. Upon failure of either a prior motion or rule suspension, the agenda itcm
shall be passed over and may not be reinvoduced until the ncxt regular meeting. comment (cb4l: tcematkm rnih
eonaal cia aiwarys bring it up se any
(c Nkhen ossible, Councilmembers should direet uestions PrimarilY to the Cit) ~ ManaBer R°~`~~'0f~"~"~~
) P 9 w.ats w'rcconsi'de the motion - the
or the designatcd presenter. rbmal reyuesc musc be m.,ae by.
manbcr ef the prcvailing side of avrote,
within osu dav of whcn the vott ass
tekm. Sa a"iaQtion te rewn.sidd m~nt
3.03 Order of Business. The business of all regular meetings of the Council shall be transacted as cfther be at the ~~tin& or at wme
follows: providc.~d, however, that the Presiding Officer may, during a Council meeting, rearrangc moe°ng in the fu=e
items on the atrcnda to conduct the husiness before the Council more expeditiously.
(a) Call to order hy t}ic Presiding Qfticer.
(l,) InNocation
(c) Pledge of Allegiance.
(d) Roll Call (see Section 1.06 for procedure to excuse an absence).
( c ) Approval of Agenda
( t) Introduction of Special Gucsts and Presentations.
(g) Councilmember Rcports of Couneil Qr government-related activities (e.g. symopsis of
Committee or board mcetings). These aral reporis are intended to be brief, ciry work-
related," heads-up in natwe" or othenwise of significance in keeping the Councit
Govcrnxmce ?,lanual 10
informed of pertincnt policy issucs or events stcmming from their rcprescntaiion of the
city on a regional Board or Commissioa Extendcd roports shall be placcd as agenda
items far presentadon or submitted in writing as an informational memo.
(h) Prcsiding Officees report.
(i) Comments fmm the public on subjects nat on the agenda for action • limit 3 minutes
each, unless modified by the Presiding Officer.
Note: the City Conncil desires to aliow a maximum opportunity for public
commenL However, the business of the City must proceed in an orderly, timely
maaner. At any time, the Presiding Officer, in the Presiding Officer's sole
discretion, may set such reasonable limits as are necesaary to prevent disruptlan of
other necessary business.
l. Subjtcts not on the enrrent agendn. The Presiding Ofiicer mky invoke a sign-
in procedure for speakers. Any member of the public miky reyutsi time to
address the Council after first staiing their oame, address, 8nd the subject of thcir
comments. The Presiding Qfficer may then allow the comments subject to such
timt limitations as the Presiding Officer deems neccssary. Folloiving such
comments, the Presiding Officer may place the mattcr on the agmda or a future
egtnda, Qr rcfer the mattcr to administration or a Council committee for
investigation and roport.
2. Subjeets on the eurcent ageada. An}' member of the public who wishes to
address the Cauncil ou an action item on the current agenda shall make such
request to the Presiding Officer at ihe time when comments from the public are
requested dwing ihe agenda item discussion. The Council may hear auch
commeats before or after initisl Council discussion. As en optioa, the
Presiding Officer may invoke a sign in procedure. The Mayor, in consultation
%vith the City Attorney, shall rule on the appropriateness of public comments as
the agenda item is reached and shall rule on a specific individunl or group time
timit for public comment. The Presiding Officer may change the order of
speakers so that comment is heard in the most logical groupings.
3. Comments shall be made from the microphone, Srst giving name, address and
subject. No comments shall be made fmm any other locadon, and anyone
making "out of order" comments shall be subjcct to rcmaval from the mccting. I
4. 'Iherc will be no demoastrations during or at the conclusion of anyone's
presentation. Any disniptive behavior, as dctermined by thc Presiding Ogicer,
shall be cause for removal from the meei'tng room.
5. These rules arc intended to promote an orderty systan of holding a public
mecting, to givc persons opportunity to be heard, and to create an environment in
which na individuals are embarrassed by exereising their right of free speech.
6. Any ruling by the Presiding Offictr relative to the subsections 1 and 2 above may
be overruled by a vote of a msjority of inembers present.
Governancc blanual 11
7. Council shall not pernut public comments if the}• relate to sny matter upon which
a quasi judicial hearing has been required, schcdulcd, or held. Sce Article 6.01
for procxdure for taking public commcnt on legislative matters.
(j ) Public Hearings (see Article 6 for procedural details).
(k) Consent Agenda (see Sectioa 1.10 for procedural details).
(1) Old Business.
(m) New Business.
(n) Public Commenis. [same as "i" above] (3-minute time limit each)
(o) Adminiscrative Reports. Reports or tracking of an adminisorative nature.
(p) Information only items.
(q) Executive Session (as required). If Council holds an Executive session, it will be held in
accordance with the Open Meetings Act, RCW Chapter 42.30. Zhe Council may hold an
executive session during a regular ar special meeting.
Before convening in executive session, the Presiding Officer shall ask for a Motion from
C'auncil to publicly announce
* the purposc for adjouming into Executive Session
• the approximate lengih of time for the executive sessian, and
a- the likelihood of Council taking action at the close of the Executive session and
return to regular session, or
b. that at the close of the Executive srssion and return to regular session, Council
wzll likcly talce no action but wzll adjourn the meeting.
The announced dme limit for exocutive sessions may be extended by aimouncement-e€
t
At the close of the Executive Session and upon Council's retum to chambers:
• The Presiding Officer will declare Council out of Executive Sessian
•The Presiding Officer ~Nill ask for the eppropriate motion (i.e. an action motion or
adjourn).
~,y,,,Councilmembcrs must keep confidential all oral
"1 o p.,rotect the best tntercsts of the Q
and Nvritten infocmation provided during executive session
t;-r-Ckt:. Confidentiality also includes information provided to Councilmembers outside
of executive sessions when the information is coasidered exempt from disclosure under
the Code of F.thics for Municipal OfTicers.
(r) Adjoumment. lf at the diseretion of the Presiding Off7cer, the meeting is continuin$ late
into the evenin& the Presiding Officer may sugAcst the mccting bc adiourned and anv
agcnda items not covtrcd be pastponcd until anotha moetina. If Counci) concuts. a
motion ta AdiQUrn would be in order. .
r . . . ,
. g . .
60vzR13IICe N13IIU31 12
. _ -te:lec~trig.-4 .
C-Olffleil, VOW BfFH0FAbeFS FFOW , dtft"HiRN -
3.04 Adjourament Due to Emergeecy or DisrnpNon. In the event of emcrgcncy, such as a Bre,
~ threatened violeace, or inability to regain good order, the Presiding Officer :l,~- shall forthwith
declare the meeting adjourncd or continued and the City Council shall unmediatcly leave the
meeting room.
3.05 Permission Required to Address ths Councit. Persons other than Councilmambers and
administration shall be pecmitted to address the Council upon re,cognition and/or intrc>duction by
the Presiding Officer or the chair of the appropriate Council committee.
3.06 Vottng and Telelvldeo Conferenciag. Tht votcs during all mettings of the Council shall be
transacted as follows:
(a) Unless otherwise provided by statute, ordinance, ar re.wlation, all votes shall be taken by
voice, except that at the request of any Councilmember, a roll call vote shall be taken by
the Cin• Clerk. The order of thc rall call votr shall be determined by the City Clerk.
(b) In case of a tie vote on any proposal, the mation shall be considered lost.
(c) Every member who was in the Council chambers when the questian tivps put, shall give
his/her vote unless the Council, for special reasons, shall excuse the membcr by motion.
1f any Councilmember refusts to vate "aye" or "nay," thcir vote shall be counted as a
"nay" vote unless the Couneilmember is abstaini.ng due to actual, or eppearance ot a
conflict of interest.
(d) The passage of any ordinance, grant or revocation af franchise or license, any resolution
for thc payment of money, any approval of wairants, and any resolution for the removal
ofthe Gity Manager shall fl,j'.ilre ff:C Not: l!f i!: of tl"'.e til(;olc
membership of the Gounci!
(e) The passage of an}' public rmcrgeney ordinance (an ordinancc; that ta}:es effei:i
immediatelyl expenditures for any calamity or violence of natwe or riot or insurrectior
or war (exccpt for the statutory powers of the Mayor in accordance with RCV
35A.13.030), and provisions far a lesser emergency, such as a budgct amendment, shall
require the affirmative vote of at least a majority plus one (1) of the whole membership of
the Council. (RCW 35A.13.190) In the event calamitous conditions should prevent
~ assembly of such majority through„pandemic, death,-fw injuries or othec emcrecncv. the
pro`isions of RC W 35A.13.035 may be invoked.
Ihe passago of any motion or resolution not subject to the provisions of Washington law,
the Spokane Valley Municipal Code, or this Rcsolution as amcnded requiring a"super
mejority" for approval, shall rcquire the affirmative vote of at least a majorit}• of the
membership of the Council who are present and eligible to vote.
(g) 1. TeleJvideo conferenee participation by Councilmcmbers may be allowerl
provided technical availability and compatibility of electronic equipment shall enable the
Govcrnancc Manual 13
~
Councilmcmber to hear thc proceedings, be heard b}r those present and participate in
Council discussion.
(a) Requests to use tele/video conference participatiaa for voting purposes
shall be limited to extraordinary circumstances and must be rulcd upon
by the Council-of-the-Whole by spocific motion before the Council main
agenda begins.
(b) In such case, adequate equipment must allow the tele/video conference
participant to engage in Council discussion and be heard.
Telephone/computer system charges are to be at the Councilmembees
oNvn expense, unless waived in the Council motion. Adequate natice
must be given to allow hookup in time for the main agenda.
2. Requests to monitor by tele/video confereace in a narvoting capacit}• shall be
grantcd providcd technical capability exists and adequate notice is given, and
shall be at the Councilmember's own expense, unless waived in the Council
motion.
3. No tele/video conference participatian for voting purposes shall be allowed for
public hearings or any quasi judicial procecdings. Video conferencing may be
permitted upon a majority vate of the Council present at the meeting site for such
proceedings provided that all documents and e.xhibits are clearly r•isible and
legible to all participants and provided that a video and audio record of the
videoconference is made and proNrided to the clerk. The cost af such
videoconfcrcncing and record thereof shall be paid by the Councilmembtr
requesting videoconfcrencing, unless waived by vote of the City Council.
4. Examples of extraordinary circumstances would be emergencies or illness,
accident, unforescen urgent business, ete.
3.07 Enacted Ordinances, Resolutions and NZotions.
(a) An enacted ordinance is a legislative act prescribing gencral rules of organiutivn or
ronduct rtlating to the corparate affairs of the municipality. Council action shall be
taken by ordinance when required by la«•, or whcre prescribed conduct may be enforced
by pcnalty.
(h) An enacted resolution is an administra,tive act which is a formal statement of policy
concerni.ng mauers uf spec'sal or temporary chcuacter. Couneil action shall be taken by
resolution when required by law and in those instances where an expression of policy
more formal than a motion is desired.
(c) :1n enacted motion is a form of action taken by the Council to direct that a specific
zczion be taken on bchalf of the municipaliry. A motion, once approvcd and entcrcd into
thc record, is the equivalent of a rasolution in thase instances where a resolution is not
required by law, and where svch motion is not in conflict with existing State or Fedecal
statutes, City Ordinances or Resolutions.
3.08 Ordinanees. The procedures for ordinancts are ns follows:
Governance Nlanual 14
. . ..,.t: . . c j . . . _ . . . i; _ ~ ~ _ .
~ consider ; • enacting an orciinance for a snecific up aosc. "Ihc
Presiding Officer then may assign the progosed ordinance to the administration, a
committee or the Council-of-thc-Vti'holc for cvnsideration. Thc committec or
administration sha11 report its findings to the Council. The Ciry Manager may propose
~ thc drafting of ordinances (RCW 35A.13). Gitizens,_-eff# Boards and Commissions ma}
also propasc consideration of ordinances and resolutions, see Exhibit A4 aitachcd.
(b) Sponsorship. When a Cauncilmember wishes to assume sponsorship of an ordinance or
rtsolution, he or she should so announce, makc the initial motion and provide an
~ introduction Qfef tht mcasurc.
~ (c) A44--Qerdinances shall normally have two (2) separate rcadings at separaie Council
meetings. Unless waivtd by ths City Council at each reading, thc title vf an ordinance
shall be read by the City Clerk prior to its passage; pravided that should a
Councilmember request that the entire ardinance or certain of its sections be read, such
roquest shall be granted. Printed capies shall be made availablc upan requcsi to any
persoo attending a Council meeting.
(d ) The provision requiriag two (2) separate rcadings of an ordinance may be waived at any
meeting of tht Council by a majority vote of all members present.
(e) If a motion to pass sn ordinana to a second reading fails, the ordinance shall be
cansidered lost, ualess a subscquent motion directs its revision and resubmission to
second reading.
( fl Any ordinancc repealing any portioa of the 5pokane Valley 114unicipal Code shall also
repeal the respective portions of the underlying ordinance(s). Ordinances repealing
earlier ordinances shall not apply to acts, inciderrts, transactions or dccisions occurring
before such repeal.
3.04 Resolutions. A resolution may be put to its final passage on the same day on which it was
~ introduced. Whik it is not neces.W to have the title of a Resolution read aloud Hewevt",
Council may invoke the two (2) reading procedures described in SecNon 3.0$ (e) above to
facilitate public understanding andlor comment on the resolution. If Cauncil invokes the two
readin¢ procedwM . ~~e~-r~~-~---i~ .
a C-gouncilmember may request thst the entire resolution or certain of its
sections be read, nnd such request shall be granted. Printed copies shall be made available upon
request to any person attending a Council meeting.
3.10 Recoasideration. Any action of the Council, including final action on applications for legislative
changes in land use status, shaU bc subject to a motion to rcconsider except:
• any acdon previously reconsidereti,
6 motions to adjourn ar motians to suspend the rules,
• an affirmative vote to lay an item on, or take en item from, the table,
• or a vote clecting to office one who is present and does nat decline.
Governsnce Manuul 15
Such motion for reconsideration can only be made by a member of the prevailing side on the
original aciion. A motion to reconsidu must be made during the same Council meeting. A
motion to reconsider is debatable only if the action being reeonsideccd is debatable. Upon
pazsage of a motion to reconsider, the subject matter is rcturned to the table anew at the next
regular Council metting for any actian the Council deems advisable. Any motion for tomment [cbs]: Awordiq b
reconsideration of a matter which was the subject of a required public hearing or which is a quasi- R°bem' Rule': the °f0aw °a' be takC°
j udicial matter may not bt discussed or acted upon unless and until the parties or their attomeys °a` ~ u~"
and the persons testifying have becn given ai least five (5) days advance notice of such discussion
and/or action.
3.11 Legislative Process, Preparation, Introduction aad Flow of Ordinaaces and ResoluNons and
Motions. Ordinances and Resolutions will customarily be prepared, introduced and proceed in
the manner described on the flow chart attached heroto as Eihibit A4, and by this refercnce
incorporated herein. Prior to final passage of all ordinances, resolutions or motions, sucb
documents or proposals shall be designated as DRAFTS. All such dra.fts shall also be datcd to
includc: the most recent revision.
f=
t~-.
,
. E-4iiaeas ev- by Be&ds; Go other "i gFeups. eoeranut [eb6l: oder deu couxtex
ordinw~ a lus acver beea done: wd b
C. . r DRAFTS . .'-rw . . Mas oevst been doae st all l:eep ot
deleinT
E ~•Ci: :c,-r?t~ c?`~ f't-+:-f:if-;~a"r
3.11 Compisinta and Suggestiaas to Couaeil. When citizen complaints or suggestiuns are brought
before the City Council un matters not on a Council agenda, the Presiding Officer shall, in
consulwtion with the City Manager, first determine whether the issue is lcgistative or
adminisvative in nature and then:
(a) If legislative, and a complaint is about the language or intent of legislative azts or
suggestions for changes ta such acts, and if the Cauncil finds such complsint suggests a
change to an ordinance or resolution of the City, the Presiding Officer may refer the
matter to a committee, administration, or the Council-of-the-Whole for study and
recummendation.
(b) If administrativ., and n curnplaint regards administrative staff performance, execution of
legislativc policy or administrative policy %N7thin the authority of the Ciry Managcr, the
E'residing Officer should then refer tht complaint directly to the City Manager for review,
if said complaint has not heen so reviewed. The Ciry Council may direct that the City
Nlanager brief the Council when the City Manager's response is made.
3.13 Photographs, modon pictures or video tape requiring artificial illumination - Prior
Permission Required. No overhead projection, photographs, motion pictures, or videa tapes
that requirc the use of floodlights, or similar artificial illumination shall be used by the public at
Citv Council mettings without the prior consent of the Presiding Officer or the CinI ivianager.
£'r:d of Article 3- Counci! Procetlures
Governan:,e htanaal 16
ARTICLE 4 - COMiNiffTEEs, Bc~AIWs 8c CvNiNvsSIvNS
4.01 Cammirices.
(B) A!1 standing Committees. Boards, and ~ommissions which are reqljired hy sratc h9w shall
be appointed by the Msyor with confirmativn by #he Gounci9.
(b) Al other Council Cornmittee°s, Citizen Tas3c Force grOL~.- W:d rUlt, Or ~~~Cn1,i;:~
procedures thereof shall kae esmblished by Council DErcctive wfit1 5p'L+CIal attcntion to
RCW 35A.13.120, and after con-sultstion 4mriih the City Manager. Su+ch committees sha] I.
be conunissianed far a tune cert$in. not ta exceed twa (2) years or the term af tht
appainting Mayar, whichevcr is 1ess and prvvided with a clear sask description anci
":sunset" pt`ovision. Appaimt:ment shall be by Che Mayor. Council mkv waive
confirmatian in the instrument creating said rornminee- or graup. 5uch Conimtittees shali
be subject to rer°iew, whenever a new Council is 5c$ted follc~~ving elections, so as to
determine whether thc committ" and its functions continrae to bc apgropriate and
necesssary. Membcrs of anv C+amrnitteet Board or Cammis5inn which hav~ betn
appointed Or confirrr~ed b}° & CouncKl, ma;y- be, reinoved without cause by a niajoritN
votL of the Cuuncil. A copy oC thc mation(s), ,ar as hercattc,r arnended, estab'lish~~.-
comnitiecs, Iiaisors and eitizen"s tas3c force groups shall be attnched hcreto, as Eahibit
A-5. (See the attached reiated charrts Exhibits A-6 (1) (2) & A,-7.) Comment jcb7j: lxm x~s read
cc~al~i,ti-~
(c) Qther special ad hoc: COmrnittCes and COu.Mil 6iEkOns for a pa,rticular puurpose may be
appointeti bv t~e Mavor, 44"lt.fiiQDllt coffIE~LTIiIaE:LflT3 of C4UIlciS for t3 tLmL Cc[ta1n, not Lo eXCec:Li
the terxi o~ th: appoinring Mayor, nlprac ~.vr*h a c1car t~~~ ~~scripC?on and i`su-1-2...
provwo..
(i~) ~ornrn1[tti:'.~-', iiiSl^_i[.ifi5 il.'lw~ iyl'. Zu 11l:',1he i:
recommendation, when approprioe, on proposed ordina.nces, rmtutxons and matiog-S
within iheir afea of responsibitit,a or interest, before acdon is takcn by° the CounCil. 'I-he ~
appropsiate spokesperson shall presetit the recomrnendation(s) during, discussicm af that
businas item an a Council ageada.
(e) Council rncmbcr{s} mav te designated by thc Cit}, Council to tahe the ieac€ on particuliLr
f significant issuues and to prvwide ef, appropriate feedback- of inforrmation to Cauncil, in
order to g€in corporate approya3 and coordination 4f corporate eff~ts. N4
Cout3ci.latiemb,~r mav 4Peak for the Council unteis f`oupcit hac desio-riated thLgt
the Jleaad on th:i. } . _
f~ No .~dv:
rneecin2.
4.42 Council Relations with Boards, CumtuiNsiuns and C't,uneil Gitiien Adi•isoU bodlt--.
A11 statutor}• War& and commissions and Council ciCixen advisory bodie-S oftlle Cit; oi
Valleti° sha11 pmvide the Council uith copies vf minutes af all meetings. Cornmunications frvsn
such boards, cornmissiors and bodies tc) the City Council shali be acknowledged b}j the CousrcEl.
Any member of the Cvuncil msy also bring suctt commusticatian to the Presiding Clff°'iccr's
attention under the agcnda itcm "Gammstt", F3oard and Liaisewn Reporrts," ShouYd aay member
caf the Council dctcrniine that art}r such commrunication bc officisl3y atsw•ered bv the Council, t,he
Goveryanee NCenuB] 17
Presiding OtTicer shall place the matter on the agenda under New Business for the current
meeting or any subsequent meeting.
End oJArtYCle 4- Comnrittees, Boardr & Commissforrs
ARTICLE S- RELATIONS WI'I'H CITY MAlr'AGER & ADhiM1STRATION
5.01 Role of the City Manager. The City Manager is the chief administrative officer of the City of
~ Spoksne Valley. Thc QJ~LManager is directly accounteble to the City Council for the execution
af the City CounciPs policy directives, and for the administration and manastement of all City
departments. Thc powers and duties of the City Manager are defined by R'ashington law, RCW
35A.13.080. Such duties may be expanded by Ordinance or Resolution. Balanced aith City
Manager's accountability to the Ciq, Council for policy implementarioa is thc need for the
Council to allow the City Manager to perf'orm legally deFined duties and responsibilities without
interference by the Citv Council in the da}•-ta-dav mwiagement decisions of the Cit}• Manager.
5.02 Administrative Interference by Councilrnembers. Nei[her the Council nor any of its
committees or members shall direct or request the appointment of an}• person to, or his/her
removal from, any office by the City Manager or any of hislher subordinaies. Except far the
purpose of inquiry, the Council and its members shall deal with the administrative branch solely
through the City Manager and neither the Couacil nor eny committee or member thereof shall
give any orders to any subordinatc of the City Manager, either publicly or privately; provided,
hawever, that nothing herein shall be construed to prohibit the Council, «fiile in opcn sessian,
from fully and freely discussing w-ith the City Manager anything pertaining to appointments and
removals of City officers and emplayecs and City affairs. (RCW 35A.13.120.)
~ 5.02.1 Informal CommuaieaNons Encouraged. The above RCW requirement eFRC-W-is not
to bc construed as to prcvent infarmal communicaiions with City staff that do not involve
orders, direction, or are meant to influence actions or administrative policy. Mcmbers of
the Council ane encouraged to interact informally and casually with City staff for the
purpose of gathering inforcnaiion, obtaining cxplanations of policies and programs or
providing incidental information to staff relevant to their assignrnent. Such infvrma]
contacts can serve to promote bettcr undecstanding of specific City funetions and
problcros. However, Councilmembers must be careful in such interaction to avoid giving
directioa or advice ta members of City staff. While maintaining open lines of
communication, City st$ff responding to information requests from Councilmtmbers will
inform their supervisor of such contact and provide the supervisor with the same
information shared --vith the Councilmember.
5.03 Administrstive Complnints Made Directly to Individual Councilmembers. Whcn
administrative policy or administrative performanee complaints are made directly to individual
Councilmembers, the Councilmember shall then refer the matter directly to the City Manager for
review andlor action. The individual Councilmcmbzr may request to be Informed of the action or
response madc to the complaint. However, the City R4anager shall not be required to diwlge
information he/she deems confidential, in conform.ity with applicablc statute,s, ordinances,
regulations, policies or practices.
5.04 Administrative Complainta -•'Best Praetice." Although citizens' direct access to elected
officials is to be encousagcd to hclp develop public policy, City Councilmembers should not
develop a"personal intervention" pattern in minor calls for senice or administrative appeals
Governurscc Alanual 18
%%-hich may actuall~ dclay u timcly customcr service response. The best policy is to get the citizen
inro direct contact with customer servicc: unless an unsatisfactory result has occurred. In that case
refer to Section 5.03 above.
End afArNcle S- Relatiors with Ciry 3lanager R.4dministratloir
ART[CLE 6- PUBI.IC HE.4RfNG PRUCEDURES
6.00 Thzrc :ire two types of public hcarings, lc:gitilutk: and qua_,i judicial:
(a) Ltgislative public hearing are hearings held to obtain public input on leg,islative decisions on
matters of policy. Legislative public hearings are required by state IaK• when a city or county
addresses such matters as comprehensive land use plans, or the annual or biennial budget. They
are generally less formal than quasi judicial public hearings. They do not involve the legal rights
of specific, private parties in a contested setting, but rather affect a wider range of citizrns or
perhaps the encire jurisdiction. The w7sdom of legislativc decisions reached as a result of such
hearings is not second-gutssed by the courts; if challenged, they are re%7ewed oniy to determinc if
they arc constitutional or violate state law. For example, a court «-ill nat nview whether thc
basic budgetary decisions made by a city were cornectly made.
(b) Quasi judicial public hearings involve the lcgal rights of specific parties, and the decision,~
made as u result of such hearings must be based upon and supported by the "record" developed rit
the hearing. Quasi judicial hearings are subject to stricter procedural requirements than legislative
hearings. Most quasi judicial htarings held by local govemmrnt bodies involve land use matters,
including site spccific rezones, preliminary pIats, variances, and conditional uses. (MRSC Public
Hearings Wmen and liaw• to Hold Them b} Bob Meinig, MRSC Legal Consultant August 1998)
6.01 Legislative Public Hearings:
(a) State statutcs do n(it ;recifj hc,%% public heariiigs SIIOUId be conducted. Becatise lcaislative
hearings are generally informal, the main concem is to provide an opportunit)• far all attending
mcmbers of the public to spcak if they so desire. Time limits should be placed on iudividual
comments if many people are Intending to sptak, and the public should he advised that comments
must relaie to the mattcr at hand. The "ground rules' far the conduct of the hcaring should tx
ststed by thc presiding official at the beginning of the hearing.
(b) Actions for a Public Hearing. Prior to the start of thz public tiearing, the Presiding Oflicer
announces the fol lo,%ing Rulcs of C?rder:
~ l. All pubtic commenis shall be made from the speal:er's rastcvm, and any 4Individual
ma}:ing comments shall first give their name and address. This is required because an
official recorded transcript of the public hearing is being mxde.
2. No comments shaIl be made from any othet locaiion, fuid anyone making "out of
order" comments shall be subject ta removal from the meeting.
3. linless othern-ise determined by the Prcsiding Officer, all commencs b}, the public
~ shall be limited to three minutes_per ~al►tr.
Governance Manual 19
4 There wilI be ao demonstraiions, applause or other audience participation, before,
during or ai the conclusion of anyone's presentetion. Such expressions are disruptive and
tal:e time away from the spealcers.
5. These rules are intended to promote an orderly system of hoiding a public hearing, to
~ givc persons an oppartunity to be heard, and to tnsure that iudividuals are aot
embarrassed by exercising their right of frte spe+cch.
c. The Presiding officer declares the public hesring on (topic) open. notes the time
far such opgga and asks siaff to make their prcsentation.
d. After staff presentaiions, the Presiding Officer calls for public testimony.
c. The presiding officer asks if any members of Council have questions of any of the speakers or
staff. If any Councilmember has questions, the appropriate individual wiU be recalled to the
podium.
~ f. The presiding officer declares the public hearing closed and notes the time for such elosinQ.
6.02 Quasi-Judicial Public Headngs:
l. Sneciflc Statutorv Pravisions.
a. Candidates for the City Council may express their opinions aboui pending or proposed quasi-judicial
actions while campaigning, RCW 42.36.040, except that sitting Councilmembtrs shall not rxpress their
opinions on any such matter which is or may come before the Council.
b. A candidate for the Cin• Council who complies with all provisions of applicable public disclosure and
~ cthics laws, shall not be limited under the Appearance of Fairness Doctrine from aecepting campa'sgn
contriburions to finance the campaign, including outstanding debts. (RCW 42.36.050)
c. Ex Parte communicatians should be avoided whenever possible. During the pendency of any
quasi judicial proceeding, no Councilmember may, engage in ex parte communications with proponents
or oppanents about a proposal invoived in the pending proceeding= unless the Councilmember. (1) places
on the record the substance of such aral or written communications; and (2) provide*d thai a public
announcement of the content of the communication and of the parties' righti to rebut the substance of the
communication shall be made at each henring where artion is taken or considered on the subject. This
does not prohibit eorrespondence betweea a citizen and his or her elected official if the correspondence is
made a part of the record, when it pertains to the subject matter of a quasi judicial proceeding. (RCW
42.36.060)
d. Public Diselosure File. The Ciri• Clcrk shall maintain a public disclosure file, wfiich shall be available
for inspection by the public. As to elected officials, the file shall contain copies of all disclosure forcns
filed with the Washington State Public Disclosure Commission.
e. Procedure On Application. Any person making applicaiion for any action leading to a quasi judicial
hearing beforc the Planning Coaunission and City Council shall be provided with a document containing
the following information: (1) the namcs and address of all members of the City Council, and the
Ptanning CoAUnission, (2) a statement that public disclosure information is available fur public inspection
regarding all such Councilmembers, and (3) a statement that if the applicant intends to raise any
appearance of fairness issue, the applicant should do so ai least two (2) weeks prior to eny public hearing,
Governance Manual 20
I
li _ . . . . . . . . I i . . _ . , - , , , _ .
public hearing. '1'he applicant shaJt sign a receipt for such di-~
2. Actions/Procedures for a Ouesi-.ludiclal Public Hcarin~
it--T ...-c-?N-~??~-':*'t:~: , r'-:~.'."t`-f'ti'~'~it ti:c»::i:u_s!c;..:..'=A• .:=:i:i~---:... ..r ~:ci::::t-....:t-... -~'Ct:-;-::.-~t-._--; . `
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rmis, appefieftis; od~eeew f
b--Sa ths followina Spokaw Valley MuntcWa! Code ADpendix C for City Council enveal hearin~
o ures•
Anpendia C
CITY COUNC[L APPEAL HEARING PROCEDURES
The council shall not considcr anv new facts or evidencc Qutside the vcrbatim transcri,Rt and
ccrtified record submitted by thc hearing examincr. except for:
1. Grounds for disapalification ofthc hearing examiner, when such pmunds were uaknown bv
tht apucllant at tht timc the rccord was creatFd; or
2. Mattecs that wcre imigoaerlv excluded from the record after being offcrod by apaW to the
hearing before the hearing examiner. nr
3. Mattcn that were autsidc the juriictian of the hearing examiner.
Thc council shall allow the rocord to be supplemcnted if the offcring party demoastrates ¢rounds for
su,Qplementation es set f rth in subsections (Ax 11 (2 or (3) of this eppcndix.
& An,y,j2artvm,quesfina that the rer.ord bc suvnlemented sha11 submit such reauest, along
with the sRecific evidence to be offerai to the eouncil. within 14 ealendar dsvs of the date the app,sW
heariqg was schcduled,
h. 7he council may mgpire or permit the canyrtion of ministerial errors or inadvertcnt
Qmi~sjo~1„ in the ponwation of the record.
g. The council will allow the submitcal of inemoranda by the anoellanL or a a.= of record
in oanosition to the appeal• suhiect to the following reguirements:
i. The opellant may file a memorandum in suppa afthe appeal. The memorartdum
must be filai no later than I 2:00 noon on the third Fridayprcceding.the daic set by the council for
consideration of the appcal.
ii. Anv p,aiy of record in oDoosition to the aM&al ma}• submit a reply memorandum
in aanasition to the appreal. &v reg(k memorandum must bc filed no latec than 12:00 noon on the second
Friday prcccding thc datc set for consideration of the anpeal.
iii. All memora,nda shall be limited to stating Nfiy the record or applicablc laws or
tggulations do or do not sunvort the decision and shall not cQntain anv new facts or evidcnce. or discuss
matters outside the record, except as permitted above,
iv. Thc offcring DAM, shaU pgmpily submit a copy of thc mcmorandwn or reauest to
syloplemcat the rccord to the citv aitarnev, and co opRosing oariies as rraccicable.
B. The council will allow oral ar¢ument b~ thY e 692ellant. ar a p@M of record in opposition to the
lippeal, subject to the follawina requirements:
1. It is cxpectcd that all,parties can reasonably be aligned as tither in suqport ofthe appW or
oaaoscd to thc appeal. Accordingl,y. all naEties who desire to malce oral areumcnt shall communicate «•ith
Qther paties aligncd on the same side of the apveal and attemrat to rcach a¢retment in sclectinR a
Governance Maaual 21
~
revresentative. or othenwise arrange for the allocation of time allowed undu thcu rulcs to those in
SUDf?Ott Of O[ tiQ optQsed to thc an2caj-
2. Oral gr¢ument shall tx prescnted first by thc $apellant followed by those Rarties of record in
Qpoosition to the aansal. and then rcbuttal and sucrtbuttal.
3. Ora] arRUment s6a11 tx limited to siaeingwhv the record or anQlicable laws or rc¢ulatioru do
aot suQWrt ihe dccision. and shall not contain anv new facts or evidence unless allow•cd by subsertion A
of this appendix.
4. Oral argment shall bs limited to 20 minutes total for thc aQpcllanL and 20 minutes tQtal for
those ctarties in opposition to the anveal, rcstardlcss of how msny 2arties makc up each side.
5. The res&ctive times allowed for oral ar¢um t aliavc include thc combincd timc uscd by e
sidc for opsning ~rgRumcaL rcbuttal and surrebuttal. TUe timc ta~cn tQ r+cs npo d to qucstians from thc
council is not included in the time allowed for argument.
C. The council mav affirm or rcversc the hearing examiner's dccision. or remand tt for further
proccrdings. The hearing exxminer's decision will bz pcrsumed to be cornct and supported by the record
and law. A tie vote oa anv motion "l have thc cffect of aMmung thc hearin¢ examincr's decision.
D. The council may ceverse the hearing examincr's decisioa or remand it for further orocredings. if
the appellant has carried the burdcn of establishing that one or more of the fo11oHing standards is met:
L The hcaring cxaminer cng"ed in unlawful procedure or failcd to follow e prescribed process.
unltss the error was harmless:
2. Ttie dccision is an erroneQUS int=rctation of lhe law, after allowing & such deferaice as is
due to construction of law by a local jwisdiction with cxpertise:
3. The decision is not suR d v evidenct that is substantial when viewed in li¢ht of the entire
•
record.
4. 'the decision is a clearly erroneous anolicaiion of the law to tht facts:
5. 'Ihe decision is outsidc thc authority of the hcarina examinoc.
E. The council may also remand the decisian to the hearing examiner if the aDptllattt affcrs newly
discoverni evidence that would reasonably have affected the decision had it been admittcd in the
procadines bef4rc the hearin¢ examiner. "Netiviy discovered evidcnce" is evidence thai with reasonahle
diligence could not have been discovered and lproduced at the dme the procttdings beforc the hcarine
examiner were conductcd.
F 7he council shall adopt wTitten findings and canclusion in suQaort of its decision. If the council
concludes that a finding of fact bY the hearing ex iner, upon H•hich the decision is based, is not
supnortod by substantial_ avidonm the council may modify the finding or substitute its owm findin - ci ina
substantial evidcnce in the record that supports the modified or substitutc findin& In the event of a dc
vote on theprqposcd findiRgs of facL that N•ote shall be considered a final action_ the findings shall reflect
the same, and thc dccision of the hearing e~caminu shall be affirmcd.
G. The council's dccisioa shall include a noticc staUn that the decision can be apMale-d within 21
caltndar days fiom the date the decisian w•as issucd by filing a tand use petidon %Nith the suptrior court as
providcd in Chapter 36.70C RCw' and meeting the other provisions of such chapter. and that the decision
shall act as official notict under RCVV 43.21 G.075.
11. ?he notice included in the council's deGisiQn shall also seate that affected 12roR= owners may
reguest the Spokane CountY assessor for a change in valuaiion for propcrtv taY pumoses not,%vithstanding
anknrogm of revaluaiion, pursuant to RCW 36.70B.134.
1. The citv clerk shall. within five business davs from the date of the council's dccision on the anpeal.
mail a copy of the council's decision to the appellanL the aoplicant (if diffGCcnt than the anpellant), anv
otliec,pazty who testified or submittod a memorandum at the closcd recurd apueal hearing before the
council. anv oenon «ho requesicd noticc of the decision, and anv person who submitted substantive
comments on thc apalication. The city clerl: shall al provide nouce of the decision to the caunty I
alssessor.
J. Where the hcaring examincr's dccision recommcnds Wmval of the proposal and na appeal has betn
_filed,%tirithin the timeperiod set farth above, ttu cin~ manarer or desi,gnee shall modifi• the offtciel zoning
Govcrnavce Munual 22 II
II
mgn of thc City accor+dine to the hGerina examiner's decision. Thc modification of the zonin~ mav
compJctcs thc hcarinQ examiaer's decisiQn and shall he considered thc final Iceislative ection of the citv
council. Such final action, for zoai.aQ ourooses is cansiderad an official control of the Cily bv exer~ise of
its zoning and planning authotity uursusut to WashiqQton law. (Qrd. 08-022. 20481.
. OtYlecer . ~e ageitdn--=t~►--c•t~-i4e pt~Nie -#m--i.. _ _
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Governance Manual 23
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Governance Ni~zual 24
"The test of whether the appearance of faimess doctrine has bcea violated is a.s fo1lows: Would a
disinterested person, hnving bcen apprised of the totality of a board member's personal interest in a mattcr
being actcd upon, be rcasnnably justified in thinling that partialiry may exist? If answerod in the
aff'irmative, such delibzrations, and any course of conduct reached thereon, should be voided." Swift vs.
Jsland Countv. 87 Wn.2d 348 (1976). Smith vs. SkAit Couniy. 75 Wn.2d 715 114641.
b. Types of Hearings to Which the Doctrine Applics. The Appearance of Faimess Doctrine shall apply
only to those actions of the Council which are quasi judicial in natune. Quasi judicial actions are defined
as actions of the City Council which determine the legal rights, duties, or privileges of specific parries in a
hearing or other contested proceeding. Quasi judicial actions do not include the legislative actions
adopting, amending, or revising comprehensive, community, or neighborhood plans or other land use
planning documents or the adoption of area-wide zoning ordinances or the adoption of a zoning
amendment that is of area-wide (versus site-spxific) significauce (RCW 42.36.410). Strctt vacations are
t}pically legislaiive actions, unless clearlti• tied to, and integrated into, s site-specific development
proposal which is quasi ;judicial in nature.
c. Obligations of Councitmembers - Procedure.
1. Immediate self-disclosure of interests that may appea.- to constitute a conflict of interest is
hereby ancouraged. Councilmembers should recognize that the Appearance of Faimess Doctrine
does aot require establishinent of a conflict of interest, but «•hether there is an appearance of
conflict of interest to the everage person. This may involvc the Councilmember or a
Councilmember's business associate, or a member of the Councilmembees immediate family. It
could invoh'e ex parte (outside the hearing) c~ommunications, ownership of property in the
vicinity, business dealings with the proponeats or opponznts before or after the heuring, business
dealings of the Councilmember's employer with the proponeats or opponents, annaunced
predisposition, and the like. Prior to any quasi judicial hearing, ea.ch councilmemtfer should give
consideratiQn to whether a potential vialatian of the Appearance of Fairness Doctrine exists. If'
the answer is in the aff'irmattive, no mntter how remote, the Councilmember should disclose such
facts to the City Manager who will sak the opinion of the City Attomev as to whether a potential
violation of the Appearance of Fairness Doctrine exists. Th~
such opinion to the Councilmember and to the Presiding Offict:r.
2. Anyone secking to disqualify a Councilmember from participating in a decision on the basis a:
a violation of the Appearance of Fairuess Ductrine must raise the chatlenge as soon as the basiz
for disqualification is made knoa•n, or reasonabty should have been made known, prior to the
issuance of the decision. Upon failure to do so, the Doctrinc may noi be relied upan to invalidate
the decisian. The party seeking to disqualify the Councilmember shall state with spccificity the
basis for disqualification; for exampie: demonstrated bias or prejudice for or against a party to the
proccedings, a monetary interest in outcome of the proceedings, prejudgment of the issue grior to
hearing the facu on the record, or ex parte contact. Should such challenge be made prior to the
hearing, the City Manager shall direct the Gity Attomey to interview the Councilmember and
render an opinion as to the likelihood that an Appearance of Faimess violation would be
susta.ined in Superior Court. Should such challenge be made in the course of a quasi judicial
hearing, the Councilmember shall either rccuse him/herself or the Presiding Ofrirer shr,ll catl
reccss ta permit the City Attarney to make such interview and rendtr such apinio?~
3. The Presiding Officer shall have authoriry to mquest a Councilmember to ekc..;,-
on the basis of an Appearance of Fairness violatioa Further, if rivo (2) or more Councilmember~
believe that an Appearance of Fairness violation exists, such individuals may move to request a
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arriving at this decision, the Presiding Ot3icer or other Councilmembers shnll give due regard to
the opinian of the City Attorney.
d. w'hen Council conducts a hearing to which the Appearance of Fairness Doctrine applies, the Presiding
Officer (or in the case of a potential violation by that individual, the Mayor Pro Tem) will ask if any
Councilmember lcnows of any reason which would require such member to excuse themselvcs pursuant to
the Appearancc af Fairness Doctrine. The form of the announcement is as follows:
All Councilmembers should now give consideration as to whether they have:
1. A demonstrated bias or prejudice for or against any party to the proceedings;
A direct ar indirect monetary interest in the outcome of the proceedings;
3. A prejudgmznt of c}ie issue prior to tlcaring thc faets on the recorci; ur
4. Had ez parte cnntact with «n), individual, excluding fidministrative staff. with reeard to a.n
issue prior to the hearing. If any Councilmember should answer in the affirmative, then the
Councilmembers should state the reason for his/her answer at this time, so that the Chair may
inquire of administration as to whether a violation of the .Appearance of Fairness Dortrine exists.
~ ~•~tr-~+~3~tFc~ (~ve~~~tif~e~st~e-~~st~-e~t~-enri ~ :~tllrflf~ft}~itE:r t==~Yf~3fteS'=}.- ~~f3~-~~~•~~:~ -~::r
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GoNernance M;uiual 26
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AR'!'IC'LE - LfSE OF FtL'LES
crn$ncc hlantaal 27
7.01 Purposc. T]iese City Council Rules of Procedure are designed to provide guidance for the CinCouncil. They are not to be considered restrictions or expansions of Ciry Council authority.
"Ihese rules have been prepared fmm review of many statutes, orclinances, court cases and other
sourcts but they arc not intended to be an amendmeot nr substitute for those statutes, ordinances,
court decisions or other authority.
7.02 Use. No action taken by a Councilmember or by the Council which is not in compliance with
chese rules, but which is other►vise lawful, shall invalidate such Councilmember's or Council
action or be deemed a violation of oath of oPfice, misfeasanct or malfeasance. No authority othcr
than the Ciry Council may enforce these rules or rely on these rulas. Failure of the City Council
to follow any of these rules shall be considered a Council decision to waive such rule. No notice
of such waiver nccd bc given.
7.03 Publie Use or Reliance Not Intended. Becnuse these rules are designed to assist the City Council
and not to provide substantive rules a.ffecting constituents, it is expressly stated that these rules do
not constitute land use regulations, official controls, "appearance of faimess rules," public
hearing rules or other substantive rules binding upon or to be used by or relied upon by members
of the public. "Ibese rules do not amend statutory or other regulatory• (such as ordinancc)
requiremeats.
L•'►rd ofA i•ticle 7- Cl.se ofRule
Governance Uiantial 28
EXHIBIT A-1
AiEMORANDUM
DATE: 4PRil_ . 200
-
TO: CfIY COLTNCIL
FR0N1: CcrY MA.tiAGER
SUBJECT: EXIERGENCy TELEPHONE ?REE FOR SPO~ANE YALLEY GOVER.11;11E.VT
Sometimes an important happeninQ occurs in the Citywhere CounciImembers should be briefed:
For example:
Major News! Accident, Disaster, Major Utilihy Fallure:
Storm Damage
Major Police Problem
Civil Emergency
A pre-arranged "telephone tree" informs the entire Council of important happenings in the
shortest possible time. An informed Councilmember can avoid embarrassment when asked by a
citizen about a major event even when it does not involve the Council in any direct wa}.
The telephone tree for timely briefings of major emergency news is shown on the attached sheet.
T1ie Mayor should assign the tree according to availability of the members.
Govecnance Menual 29
E?tEiIE31TA-2
Telephone Tree for Council/Manager Government
COUNCILMEMBER
~ 'Name
Phone (work)
Phone (homo)
First caU by NLyor or I" COtJNCILMEMBER Cellular ,
City Manager
' Name COUNCILMEMBER
NL=1YOR OR CITY MANAGER Phone (WQrk)
Phone (home) Name
tiame J-ccu-ui~ ~ Phone (work)
Phone (work) Phoiat (home)
Phone (hame) Ceiluler
Celtular Name
Phone (work)
Phonc (home) COUNCLLMEMBER
C'cllular
2-"~ COiJNC[LMEMBER Name
Phone (work)
~
Phone (hame)
1`ame elular
- Phone (work) C -
Phone (homc)
Ccllular COLRtiC[Lh'IENIBER
Name
- Phone (worl:)
Phone (home)
Cellular
Gavcrnance hianual 30
Pariiameatary Procedu: i:: i.:;:: ~
~Y you Masr be [s motbn
To do this: You aay thls: lnterrupe "conded. debatabk' VOte req°1'`d
apeakrr'
Introdnce busfnesa "I mm-e that NO YES YES btAJORI'IY
Amcad a mot[oo °I move to unend thla motian" NO YES YES hL+►JORTI'Y
RlqUdt IafOf'RlAti00 "Potst af lafornaarioa" YES NO NO h0 VOTE
Suspcnd turtber dtscassba "I move v►r tabk h" NO YES NO riAJORI'n'
Eod debatc aud brfng matter to an "I move the prcvious quesifoo hiAJORITY
hnmedLts Yote (call tor the question) or "1 aU tor the question" NO Y'ES NO
Postpone discnssba "I move we postpooe thb matter
until..." NO YES YES htAJORTIY
Havc wmething turther studled by a "I move Nre rcfer
committce NO YES YES MAJORTIY
Ask lor s vou count to vsrtty a vola "1 call Ibr a divisian ot the Loux"
vote NO NO NO NO N'OTE
Object tn consWering some matter °I abJact to contMcration oi thb" 2'ES N0 NO AiAJORTIY
Taicc up a tastta prer•busty tabled "I move to take from the tabk NO YES h0 AIAJORTIY
Rrrunsidcr aomethtng alrady dlsposcd "i move we rccomfder actlon on
of YES YES YES MAdOR1T1'
nslder something in unschedulod "I move we saspcnd the ruks and
Itr NO YES lti0 bi4.10RTTY
Vote on : ruling by the ehair `I appal the c6ales declsbn" YES 1'ES YES MAJORI7Y
Objtd to proccdurc or penoaa! "Polnt of order"
atfiroat-chsly dcddts YES NO r0 HO VOTE
Complatn abont aolse. room "Polat of prtv[kgr"
temperature, etc 17ES NO r0 NO N'OTE
Reress the meetiag °I mave tbst wr rccess nntil " NO YES ?~O NlAJORI'n'
Ad journ thr mceting "I movr tiut v►e adJourn" NO ~'FS !~O AWJORtiY
Govrrnana Msnunl 31
EXHHIBIT A4
LIE+GISLATI4'E PROCESS F~OW CHART
C#tizens
> City Courzcil -4 (pr~pose€1 draft)
City Manager
(proposed draft)
~
A ' Council Study Session
ouneil dr~,~t ar surnrn~
.~n ~+C IniNative filed
~ (oniv fnr rrrari°r~ ~U~ject to
,Adtninistration ~ initiative in accardance %tith
studv Washirigton 1sw)
d 4 (proposed dratl)
~r
+City Council 1" Reading Elertion helci
Fublic Meetjng
(Coutlcil draft) ~
rr r
City Counct12"d Readiog If approved by voters,
(]rdinanees ordinance prepared
(C'ouncil nrciinance)
~ t1DOPTED PC}LIC'ILAW C3f- THE. CI,I.Y
G4sverr~anec Manua,l 3 2
~
EkHIBIT A-5
1. Staading Committeea or Commissbas required by law shall bc appointed by Mayor for a time cxrtain not
to exceed the term provided by law or the terai of affice of the appointing Nisyor and confumed by Council:
Finaoce 3 members
Planning Commission members
Lodging Taz Advisory Commhtte - S members.
Committet Procedures: The Finance Committee shall have ao regular prescribed duties or mertuigs excrpt the
bills/payroll and wan-ant procxdurrs required by state law, ualess specifically chargcd by the City Council.
Committcr meetings (when held) should be open to the public, including thc media, unless discussing matters
which wbuld qualify for an executive session if discussed within the whole Council. All Council Committa
meetings shall be for the purpose of considsring legislative policy matters, rather than administrative matters
unless requested by the City Manager. Ltgislative policy considcrations should be brought to the
Council-of-the-W'hole, unlcss rcferred to a oommittee for pre-study.
The Mayor may appoint such other ad hoc advisory committees or liaisvas from the Couneil or community for
the purpose af advising the Council in legislative policy matters. Atl ad hoc committees shaU be defined by a
clear task and a m~zthod of "sunsetting" the commitree at the conclusion of the essigned task.
2. Council Itsisoa appointees shall be appoiwted by thc Mayor and confirmcd by the Council for a time certain
not w exceed the term of the appointing Mayor.
3. Llalson Procedures. lndividual members of the Council may be assigned as liaisons whose duties involve
keeping currzat with a group or activiry by either ettcndance when the group or activity takes plaa or
communicaiion with appropciate leaders so the liaisoa Councilmember can keep Council infomicd. Liaisons
may, st rimes, advocate Council actions on behalf of their assigned group or activity. Extreme care must tx
taken to avoid an Appeararrce ojFairness Dactrine violation, or conflict of interest possibilities with agencies
or circumstances wficre such possibilities may exist (i.e.: Planning Commission quasi-judiciat). Liaisons
functions and dutits may be further defined and/or directed by the Presiding Officer with concunence of
Council.
4. Task Fnrce Crestion Criterta. The City Council may, fram time to time, create, and appoint members to,
small Task Force Groups for ffie purpose of examining issues and making rccommendatians important to the
City Council but not requiring the more formalized process stated in (S) below. In all cases, the instrument
appointing a Task Forc= shall prescribc a time certain for the wor1: of the Task Force, contain a clear task
assignment and a method of "sunsetting" the group upon completion of the task.
5. Task ForceJPublic Forum Steeriag Group for Public Issucs of hjgh Interestl6igh tmpacL Upon mation of
, the City Council, a Councilmember may bc appointed by the Mnyor a.s a liaison lestckc to organizr a steering
group to strategiZe a particular community subject or issue. The steering group shall consist of tK-o
Councilmembers and onc reprcsenttitive of City Administration. The Councilmembers shall be appointed by
the Mayor and the technical support shall be eppointed by tht City Manager. Sueh appointmeats a6sll
[dentify the task(s) aad a method ot detennining how the graup s6alt "suaset" w•hen the tesk [s
completed. Thc steering group shall secve as a collCCdon point fur infurmntion and ttctivity pectaining to the
task or issue assigned. Various City- rcpresrntation roles and Council liaisons may be involvod in bringing
informaiion together on the task or issue. The steering group liaison informs Council of the group's activity at
Council meetings (when appropriatc). A task force group may then be created by Council mation (directive)
to function accarding to the model attsched as Eihibit A6(1).
Governsacx Manunt 33
~
6. Task Force/Public Torum Procedures. %1'hen major public policy de~-elopment wgrrants, and after
adequate preparation of issues and alternatives, the steering group mey conduct Ixrger citizea forums to help
ckvelop a public consensus on the issues. The produet of such citizea forums, when held, shtill be presenied
to the City Council prior to the customary City Council deliberations (i.e., agenda actions, public hearings,
etc.) which could normally result in final action. 'I-he proccdures arr further illustrated in Exhibit A6(1)
attached.
The Ciry Mnnager may also appaint such ad hoc or special projects administrative advLsory task groups as
he or she may decm necessAry to assist City- administrative activity. Such appaintrnents shall idenrify the
task(s) and a method of determining how the group shall "sunseP' when the task is completed.
7. Citizeos Task Force Steeriog Procedures. When the nature of a major issue indicates a necd for increased
citizen invotvement or eYptrtise at the ateering Irvel of a task torce, the Council ma}•, by legisladve
dimctive, commissioa a Citizens Taak Force Steering Group consisting of one (1) councilmember, one (1)
qualified citizen, and the City Manager. The Citizens Task Force shall function in a mannor similar to the
Task Force Procedures contained in Sections 4 and S above. The procedures are further illustrated in Fxhibit
A7, attached.
8. NIulti-Agency Coordinating Task Force Steering Procedures. U'hen a cnajor publiriprkatc eRort involves
key agencies outside of City Government but vitzil to couuuunity coordination, the Council mn}• crcate by
legisladve directive, an appropriately named (tiiulti-.Agency) Coordinating Task Force Steering Gronp.
Membership shall consist of one (1) councilmember, the City Manager, one (1) representative from each City
Borird or Commission key to the issue or project and ane (1) member fram each private, non-profit agency
«•ith key interest or resources rital m the issue or project.
Each agency shall appoint anc (1) member tu sene on the Steering Gruup aiid onc (1) menibzr to servr as
altemate. Except for the fust organizational swrt-up meeting, alteruates shnll not attend Steering Group
meetings. Suering Group members shall func:tion in a manner similar to the task force procedures described in
Secrions 4, 5, and 6 above. The procedures are further illustrated ia Exhtbit A6(2) attac6ed.
9. Geaeral Towa Hall/Neighborhood NItetings. The public sh4uld be encouraged to attend regulnr and special
Cit}• Council meetings to participate in their governmenL The City Council Rules of Procedure are designed to
facilitate an open aimosphere for citizen participation. However, any two (2), but not more than three (3),
members of the City Council may desire to convene a citizens' town baWneighborhood meeting or series of
meetings for the purpose of providing a general forum on city operations. Such tc»tin hall mcetings shall, when
convened, provide information pertaining to any known issues tis wvU as opportunity for citiuns to eacpress
their views on any svbject. The Councilmembers may reqvest that the City Manager or his/her designec attend
thest meetings to answer questions on adaunistradve matters. Although not ot'ticial council meetings,
members of the City Council shall report issues to the City Cauncil. Councilmembers should avoid discussian
or receiving testimoay «;hich pertains or may pertain to potential lawsuits, land use issues, or other quasi-
judicial proceedinas which might later come before the Cauncil.
~
Ciowmance Nlanual ±-l
E.XlMI'f A-6(I)
TAsSK FC3itC£J'TOWN ~.:~LL 14EEETriGS GENERAL MI]DEL
' EXEMA-6(l) . .
TasK FORC£,vowN tL= mE'iiNGS GENERAL MODEL
. cl"
Liahoa lnL $a~ic Ts~est ; re~t. }
~ ~ t two ~ ~ Me.
Rtlpmi 1p CamiO b;P
S Co UII{di (qY*.".." by _ • " •
~YI~}
d . .
PubliIG Pri'bGC1s RQl[s .
t~~ • ~~~~j~;2C+~m~T lIt{~ ~3~C~'~[~~ .
(T'acbi&m.t
4Po~ 6y GM ~ ~ - ~ ~~t~s:1L~" . . ~it~
~Qrdm:4ta T&Cmfa" dL
~~~am~m . .
71-di; ~pyrC~a ...o.,E-c;
ad
*Qnbt aa cm guap Via ~
;~e.-al pp:ati~ ~ o~ ~syr~1 g~a
: bdOMN "'to 6ppnsre tL4lhuklwnntnm
IW Geaaaullifzdd Radcs C1ntntaed uod
Llwrpora14 m txkibitA60) alWo (lly ad
Terhnkd Crrouw ~!k LaKWLdauS [tiaupj SpaTcynt YaLIoy Caan4.Rn1cs aUr+scr,9 ¢rs.•
, i .
~ ns
,4`'` , ~ . ~ .
GDr'emarsce N^4mna 35
V
r ui
U ~ ' wM • ~ ~
N F . a,
~ ~ ~ ~ ~ ~ ~ ~'~A~ • ~
x ~ a b~ ~
. . . ~ i
u p
th
~ ~ ~ . .
W , ~ ~ ~ M 01
~
~ ~ .
i
~ ~
F.JtHIBIT A-7
CITIZEN'S TASK FORCE GENERAL MODEL CHART
• ~li~.l
D~dm-roll~pevnLMM CfbdlpoiWYWet0IuxAW0 ~afhoce&s.'
CRQEIiS TASK FORCE t a~ y~ ~rw n~s qw ra..
GEtdERAL k10DEL , . y. or ■ wMo--
.m~a. pAk P.
~ - 1
j~k Fora~ ~4t~~lna '
ey rm'! ' csre r~.e,rr
'~"Ilpo4f~ LwodOl i~rYo/ ~q
1 Clum •
0 .
- °'~-t IPPRNW Co~
CAdai ~p~c1. . l~i~ ~
C~n bD 'WIIiO FOfuM
1 6ti!! - . ~ cauo ror Cmwe.o F«~w
~ cay ~'~4~ . . • Tdc Porw ~ ►0n~eWe.leou► ~is. -
•TcemHalWetlw ad4~►+•wrP~
Itbea~o~ aio~ae~% b ' OCh~I
~f~duie~ &RPo+O + ~ MM -+n~ ~ _ y Comc! Y~ t~Y~~ v dsc~
lo ~imlfc Ynt btu lorotfu
_ftpvuomu 1 Coa~a RAY~
~r ~ G'6~an w 51alt ~ ~
• ~ . .
I , .
1
tOalldurt
. Y • • '
Governance Maauai 37
I .
F.XHIBiT A-R
Chapter 35A.13 RCW
Council-manager plan of government
cnapiK usto
Rcw sections
35A.13.010 Ciry officers - Stze of counal.
15A. 13.020 Eledion of councdimen Ellgibliity - Terms - Vacanc(es - Forfetture of office - CounGl chalrtnan.
35A.13 030 Mayor - Electlon Chairman to be mayor Duties.
.A5A 13 013 ElecNon on proposition !o desfgnate person eleded to posidon one as chalrman - Subsequenl holders of
position one to be chalrman.
35A 13.035 Mayor pro tempore or deputy mayor.
35: tA 3.040 Compensation of councilmen - Expenses.
35.A 13,050 ciry mar►afler - QuaiMcab«,s.
356 13,06Q City manager may serve two or more citles.
~5A.13.Q70 City manager Bond and aath.
35A 1 Ciry manager - Powers and duties.
a5A.1 3.090 Creation of departments, offices, end employmertt - Comperisatlon.
35A.13.100 Ctty manager Department heads Authority.
35A.1 3.110 City manager - Appointrnent of subordinates - Qualifkationa - Tem►s.
35A.13.120 City manager Interference by council members.
35A.13-13Q City menager Removal - Resoludon and notce.
35A.13.140 City manager Removal - Reply and hearing.
35A13. I SQ City manager - SubsUtute.
35A.1_3. 160 Oath and bond of officers.
35A 11170 Councii meetings Ouorum - Rufes - Voting.
35A.13.180 Adoption of codes by reference.
35A 13.190 Ordinarxes - Styie - Requisites - Veto.
35A-13.200 Authentlcation, recarding and publicatIon of ordinances.
55A 13.210 Audit and allowanc8 of demands against ciry.
35A,13.220 Optional division of city Into wards.
3 ,,5a 13.230 Powers of cauncil.
3bA13.010
Ctqr oRfcors - 8tr.e of counclt.
The cauncilmembers shall be the onty elective ofl9cers of a code city eledinp to adopt the oouncll-manager pian af
govemment authorized by this chapter, exaept where statutes provfde for an eledive munldpai Judge. The council
shall appant an offlcer whose Mie shall be "city manaper' who shalt be the chief executive officer and head of the
administra6ve branch of the Gty govemment. The Gty manager shaii be responsible to the council tor the propef
adminfstraUon of all alfatrs of the cods Gty. The council of a noncharter code city having less than twenty-five
hundred inhabitants shall conskst ot fnie members; when there are Mrenry-five hundred or more inhabttants the
council shall conslst of seven members: PROVIDED, That ff the populatlon ot a clty aftef having become a code city
decreases from twenty-five hundred or more to less than twenty-frve hundred, It shall contlnue to have a seven
member coundl. If, after a city has become a councll•manafle{ code aty its popufaUon inaeases to twenty-ftve
hundred or more Inhabitanta, the number of coundlmaniC offx;es (n such c.tty may increase from five to seven
members upon the afffrmadve vote of a meJority of the existing council to increase the number af coundlmanlc ofices
in the cfry. When the populatlon of a councii-manager code city having five councilmanic oftices Increases to five
thousand or more inhabitants, the number of councilmanic offices in the clty shall inuease from five to seven
members. In the event af an increase tn the number oi councflmanic offices, the city council shall, by majority vote,
pursuant to RCW 35A.13.Q20, appolnt two persons to serve (n these offices unGl the nexd muNcipai penerat elecHon,
at which election one person shail be elected ior a twa-year term and one person shall be elected for a four-year
term. The number oi Inhabitants strali be determined by the most recent officlal state or federal census or
determinatlon by the state office oi flnancial manaBement. A c.ltarter sdopted urxfer the provtsions of this UUe,
incorporaGng the councif-manager plan of govemment set forth in this chapter rrtay provide tor an uneven number oi
cauncilmembers not exceeding eleven.
Governance Manual 38
A nancharter code city of less than flve thousand Inhabitants which has elected the oounal-manafler plan of
prnremment and whfch has seven caunGlmanlc oRices may establlsh a five-member councll in acoordance with the
fallawing procedure. At least aix morrths prior to a mun}dpal generat electian, the city vouncll shall adopt an ordinance
providinp for reducUon in the number ot councllmenic offices to five. The ordinance shall speciy which two
counc(Imanic offices, the terrns of whkh expire at the nsxt penerai eledian, are lo be terminated. Ths ordinance ehalt
provide for the renumbering of councll pasfUons and shall also provide for a two-year extenslon of the term of office of
a retained oouncllmanic office, N nec8ssary, fn order to comply with RCVN 35A.12.040.
However, a noncharter code city that has retalned Its old council-manager ptan of povemment, as provided In RCW
35AA2.130, is sub]ed to the laws appl4cab4e to that oki plan of pavemmea
(19W c 223 § 3b:1 S94 t B1 § 72: t oB7 c 3 S 18;1966 c 108 §2; 1983 c 128 § 2:1979 w_a c 18 124; t 976 c 151 134:1987 exs. t 119 §
35A.11010.)
Notes:
Severability -198T c 3: Ses nate tdlawing RCW 3.46.020.
Severablifty -19T9 ex.s. c 18: See note followinp RCW 35A.01.070.
PopulaUon determinaUons, office of flrumdal management: Chapter 43.82 RCW. I
36J1.13.OZ0
Electian of caunctimn - EQpibiilty - Temn - V:ancNs - Forfilturo of dflcf - CouncN chahman.
In ooundf-manager code clUes, ellgibility for election to the counGl, the manner of electing cawncllmen, the numberlng
of coundl positions, the ternu of councilmen, the occumence and the fillinq of vacandes, the grounds for forfelture M
vftice, and appointment of a mayar pro tempore or deputy meyor or cauncilman pro Eempore shall be Qovemed by the
correspanding pfovisions of RCW 35A.12.030, 35A.12.040. 35A.12.050, 35A.12.060, and 35A.12.065 relating to the
council of a oode aty arganized under the mayor-oouncil pian, except that in councihmanager cities where atl coundl
positions are at-large pasitions, the city council may, pursuant to RCW 35A13.033. provide that the person elected to
oouncil position one shall be the coundl chairman and shaU carry out the duNes prescxibed by RCW al&13.030
(1994 c 223 g 36: t97a 1st aoc.s. c 155 § 1: 1967 ex.s. c 119 SN&UM0•1
saA.1s.o3o
Mayor - Eteclfon - Chalmrn to be maya - Dutta.
Biennlally at the flrst rneeWng of the new coundl the members thereaf shall choose a chalrman irom among their
number unless the chairman Is elecled pursuant ta RCW 13,0~. The chalrman of the cauncil shall have the tittfe
of mayor and shall preside at mestings of the councll. In addnlon to the parnrers confeRed upon hIm as mayor, he
shall coMinue to have all the rights, privilsges, and Immunities of a rnember of tfie counc3l. The rtlayor shall be
recognized as the head of the dry for ceremonlal purposes and by the 8ovemor for purpo5es of military law. He shall
have no regular adminisVaifve duties, but In Ume of pu6fic dangef or emerpency, if so authorized by ordinance, shall
lake oarnmend a# the police, ma3ntain law, and enforce arder.
(19751 ei ex.s. c 155§ 2;1987 eoc.s. C 119 J35k.1.J
aaA.1a.oss
Elaction on proposidon to daignats pfrson ehcted to posltlon one as chatman - Subsequsnt holders of
posltbn one to be ehatmmn.
The Gty councll of a council-manager ctty may by resolution place before the voters of the clty, a propositlon to
designate the person elected to councH posltion oRe as the chalrman of the council with the powers and dutiss set
forth fn RC1N M.13.030. If a maJority of those voting on the propositian cast a poslttve vote, then at all subsequent
generat elecUons at which posltan one ls on the ballot, the person who Is efected to posttlon one shall become the
chalrman upon taking office.
(18751at ex.s. c 155 J 9.I
Govtrnance Manual 39
i
35A.13.oaa
Mayor pro ternporo or deputy msyor.
Biennially at the flrst meeting ot a new cauncil, or periodicalty, the members thereof, by majority vote, may desfgnate
ane of thelr number as mayor pro tempore or deputy mayor ior such period as the councll may specify, to serve in tfie
absence or temporary disability of the mayor, or, In tieu thereof, the council may, as the need may arlse, appoirtt any
qualifled person to serve as maycx pro tempore in the ebsence or temporary disabti'rty of the mayor. In the event of
tfie extended excused abser►ce or disability oi a councilman, the remaining members by maJorfty vote may appoint a
councilman pro tempore to serve during the absenoe or disabllity.
(t989 ex-9. c et § t.)Notes: Effective date -1869 ox.s. c 81: "This 1969 amendatory ect shall take efFect Juty 1,
1969 "(1969 ex.s. c 81 § 7.1
3SA.13.040
ComVenssNon of counclirtwn - Expansos.
The salaries of the oounciimen, Inciuding the mayor, shafl be fixed by ordinance and may be revised from time ro time
by ordinance, but any incmase or reduction in the compensation attaching to an office shall not beoome effective uMil
the expiration of the tenn then being served by the incumbent: PROVIDED. That compensatlon of counGlmen may
not ba increased or diminished after their eledion nor may the compensatian of the mayor be incrsased or diminkshed
after the mayor has been chosen by the coundl.
UnUl councilmen of a newly-orQanized council-manager code city may tawfufty be pald es provided by saiary
ordinance, such councitmen shall be enttded to compensatfon in the same manner and In the same amount as
counaimen of such city prior tp the adoptfon of this coundt-manaper plan.
Until a salary ordlnance can be passed and become effecGve as to electlve officers at a newty incorporated code Gty,
tne first counGlrnen shall be entltted io compensation as fdbws: In dtles he+►ing less than five thousand inhabitants -
twenty doltars per meeting far not more than two meetings per month; in cftles having more than fire thousand but
less than fifteen thousand inhabitants - a salary of one hundred and fifty dollars per calendar month; In citiles having
more than fifteen thousand inhabitants - a salary of four hundred dollars per calendar mortth. A councilman who is
occupying the positian of mayor, ln addltlon to his salary as a councilman, shall be entiUed, white serving as mayor, to
an additional amount per calendar month, or porUon thereof, equal to twertty-five percent of the coundlmanic salary:
PROVIDED, That such interim comperissation shaU remain in effed onty until a salary adinance is passed and
becomes effectlve as to such officers, and the campensation provided hetein shall not be consVued as fixinQ the
usual compensatlon ot such officers. Counciimen shall recelve relmbursement for their actual and necessary
expenses IncuRed in the performara:e of the dutiss of thetr oflice, or the council by ordinance may provide for a per
dhem al{owance. Procedure fw approval oi claims for expensas shall be as provided by ordlnanoe.
11979 ex.a. c 1e g 25;1987 ac.s. c 119 §35k13,4!44•I
Notes:
Severability -1979 ex.s. c 18: See note following RCW 35A.01.070.
36A.'i 3.050
City managor -QwiHtcatlons.
The dty manager need not be a teslderrt at the bme of his appolnVnent, but shali r+eside in the coae city afier hls
appointmertt unless such res(dence is waived by the oouncil. He shall be chosen by the council sotely on the basis of
his executlve and adminlstrative qualifications with speclal reference to his actua( experience in, or hls knowledge of,
accepted practicce in respeci to the duUes of his office. No persan elected to membership on the council shall be
eligible far appdntment as Gty manager untll one year has elapsed following the expiration of tfie term far which he
vras elected.
11967 ax.s. c t t e 3Wk13~•)
Gavcrnance hinnual 40
. _ I ! Gtty manaqsr may serve two or more cit~, :
Whether the dty manager shail devote his fun
A city manager may serv.
11987 ett.s. c 119 ~ ~SA.13.Cf`
36A.13.070
Clty manager - Bond and oath.
Bebre entering upon the duties of hia offlce ttfe dty manaper sha11 take an oath or affirmadon fw the faftMul
pertomiance of his dutles and sM1 execute and fite with the Geric of the counGl a bond in favor of the code Gty in
such sum as may be fted by the ooundl. The premium on such bond shall be paid by the ctty.
[1987 es e c 1 19 1
~d~•1
36/1.13.Oa0
Ciqr munayer - PowQrs mnd duties.
The povvers and dutbs of tt►e city manager shall be:
(1) To have peneral supervislw over the administrative afFahs of the code cfty;
(2) To appolnt and rertwve at arry gme all department heads, officers, and employees of the code city, except
members of the councll, end subject to the provlsians of any applicable law, rule, or regulatlon relafinfl to civtl servke;
PROVIDED, That the cauncil may provide tor the appolntment by the mayor, subjeci to oonflrmatlon by lhe counctl, of
a clty planninp commission, and other advisory dtizens' commitiees, commissions, and baards advisary to the cfty
councli: PROVIDED FURTHER, That If the munidpal judge of the code city Is appointed, such appdntment shall be
made by the city manager subjeG to canfirmatlon by the council, for a faur year term. The council may cause an audit
to be rttade of any department or office of the code city govemment and may select ths persons to make it, wfthout
the advice or consent of the ciy manager,
(3) To attend ail meetlnga of the caundl at whlch his attendanoe may be required by that body;
(4) To see that all laws and ordinances are fabfuily executed, sub}ed ta the euthotfty wh}ch the counGi may grarn
the mayor to malntain law and order In flmes et emewwncy;
(5) To recommend tar adopUon by the ooundl such measures as he may deem necessary or expedent;
(6) To prepare and submft to the coundl such reports as may be requfred by that body or ea he may deem ft
advlsable to submlt;
(7) To keep the ooundi fully advised of the firtiancfal condftion of the code city and its future needs;
(8) To prepane and submit to the councll a proposed budget for the fiscal year, ss required hy chapter 35A,33 RCW,
and to be responsible for its admintstrstlon upon adoption;
(9) To perform such other duUes as the ooundl may determine by ordinance or resolution.
11987 c 3§ 17: 1967 ax.s. c 116 1 ,35M•1
Notes: SeverabUfry -1887 c 3: See note followinfl RCW 3.48.020.
MA1.13.090
Cnadon of departffwrrts, offias, Rnd wmploymertt - Componsatton.
On recomrnendation of the city manager or upon its own adfon, the council may create such departmertts, offices,
and employments as it may flnd necessary or sdvisable snd may determtne the powers and dudes of eac;h
Governance Itianual 41
department or office. Compensation of appaintive off►cers and employees may be fixed by ordinance after
recommendations are made by the city manager. The appoint}ve officers shell inciude e dty derfc and a chlef of
pdice or other law entarcemeM ofka. Pursuant to recommendatlon of the dty manager, the councll shall make
proviston for obtalning le8al counsel for the citty, either by appolntmerd of a dty attomey on a fu11 Ume or part time
basls, or by any reasanable carrtradual arranpement for such professional servkes,
(1e67 eoc.s, c t19 § 35&1.3.QQ•1
36A.1S.100
City mansger - Depsrtmont heads - Authority.
The cfty manager may authorize the head of a department or office responsible to him to appoint and remrnre
subordinates ln such department or offics. Any officer or employe8 who may be appofnted by the aty martager, or by
the head of a department or office, except one who holds his posttion subject to clvil service, may be removed by the
manaper or other such appofrrting offrcer at any time subject bo any appiipble law, rule, or regulation relaUng to dvil
service. SubJect to the provisions of RCW 35A.13,08Q and any appiicable civli servioe provlsions, the deds6on of the
managar or other appointing officer, shali be final and there shalt be no appeal therefrom to any other affice, body, or
court whatsoever.
(11967ex.a.c 1ta§3sA.t3.t00.1
saa1a.11o
City manager - Appofntrr~nt of subordimtes - Qwttfksdons - Ttrms.
Appointments made by or under the authority of the dty manager shall be on the basfs of ability and Vaining or
expeflence of the appaintees in the dutles wh4ch they are to perform, and shall be ln oompliance with provfsions of
any merit system appifcable to such city. Resldenoe witfiin the code city shall nvt be a requirement. All sucfi
appointmeMs shatl be without deflrdte term.
11967 ex.s. c 119 §$M 13110.)
ssals.1zo
City managor - Interterence by council mgmbers.
NBIifiEr the council, nor any of i:s committeas or members, snall direct the appointment o` any person to, ar his
removal from, office by the city manager or any of hEs subordinaies. Excepi for the purpose of inquiry, the council and
its memhers shatl deal with the adrninistrative service solely through the manager and neither the council nor any
committee or mamber thereaf shall glve orders to any subordinate of the city manager, either pubiicly or privately.
The provisiflns of this sectfan do not prohibft the couridl, whEle in open session, from hully and freely discussing with
the city manager anyttiing pertaininfl to eppointments and removais of clty officers and employees and dty sffajrs.
11967 ex.a. c 119 §M. 13,1 20.j
ssa1s.1so
Ciry managQr - Remaval - Resohitlon and natlcs.
The city manager shall be appolnted 1or an indefinitL term and may be removad by a ma;ority vote of the council. At
Ieast thlrty days before the effective date of his removal, ttie ciry manager must be fumished with a farmal statamenl
In the torm of a resolution passed by a majority vate of the city coundl stating the council's Intentlon to remove him
and the reasons therefor. Upon passage of the resolution stating the coundl's intenti~on Go remove the manager, the
council by a similar vote may suspend htm from duty, but his pay shell cortdnue until his removal becomes efFectlve.
11987 exa. c 119 § MkI3.130•1
asata.14o
Ctty manaper - Ranwval - Reply and h"rtnp.
The dry manafler may, within thlrty days from the date of aervlce upon hlm of a copy thereof, reply ln writing to the
resolution stating lhe council's lntention to remave him. In the event ta repty fs timely filed, the resoludon shall upon
the thirty-flrst day from the date of such service, constitute the final resolutfon remaving the manager and hls servfcas
shall lerminate upon that day. li a reply shall be Umely filed with the city clerk. the council shall flx a time for a public
Governance Manval 42
hearfng upon the qusstlon of the manaper's removal and a final resolutlon removinp lhe managef shall not be
adopted until e pubiic hearinp hea been had. The aGion of the council In removing the manager shall be flnal.
(1987 ex.s. C 119 § MA_13.1140.1
aaa1s.1ao
cny mana0.r- subs!lcua.
The council may designate a quallfied adminlstrative offlcer of the city or town to perfonn the dutles of manager.
(1) Upan the adoption of the coundi-manager ptan, pending the seledion and appoirttment of a manaper; or
(2) Upon tfie tsrminatlfln of the services af a manager, pending the selection and eppoirnment of a new manager; or
(3) Durinfl the absence, disabllity, or suspenslon ot the manager.
11967 ex.s. c 119 §35M3,!311 j
S6/L18.160
Oath and bond d OffiCots.
Atl provisions of RCVN 3&A.12.080 relatlnQ to oaths end bonds of offuwe, shall be applicable to oode dUes organizecl
under this counc(I-manager plan.
11987 e". c 119 4~u'.J~:Wl
S6A.13.1T0
Councll rtteetinps - puorum - RuNs - VoMtq.
All provislons ot RCW 35A.12.110, es now or hereafter amended, and 35A.12.120, relatiny to council meetinga, a
quorum for transacdon of business, rules and votlng at coundl meetinQs, shall be eppllcable to oode cities orgenized
under this ooundl-martager plan.
(1979ex.e. c ie 4 ze; 1es7ax.,. c lle y35k1i.1IQ•I
Notes: 3everability -1978 ex.a. c 18: See note following RCVN 35A.01.070.
aa4►.Weo
Adoptton ot codes by [ehrence.
Ordinances of cities organized under thia chapber may adopt codes by referenoe as provlded in RCW 35A12.140.
11ee7 ex.s c its 43S.13?~.1
36A.13.190
Ordinanus - 8tylt - Roquistbs - Veto.
The enading ctause of a11 oM(nances shatl be as follows: "The dty coundl of the city of do ondaln as follows:"
No ordlnartoe shail contain mor+e than ane subJed and that must be dearty expnegsed in its Utfe.
No onJinance or any section or subsecdon thereol shali be revised or amended unless the new ordlnance seta forth
the revised ordinance or the amended sedlon or subsectlon at full fength.
No onfinance shall take effect uniil fnre days after the date of its publlca8on unless otherwise provided by statute or
charter, except thai an ordlnance passed by a majority plu5 one of the whole membership of Ihe counGl, deslgnated
ther+eln as a public err►esgertcy ordlnance necessary for the prolecilon of public health, pubiic safety, publlc property
or the publiC peace, may be made effedive upon adoption, but such ordinance may not levy taxes, Qrartt, renew, or
extend a franchiae, or authodze the bortvwin9 of money.
11987 ex-a. c 119 gMkill 3-lia1
Governsna Msnual 43
t
~ a
.
-
3bA 13.200
Authentlcation, ncardlng and pubtkation of onilnanc.w
Ordinances of code citfes organized under this chapter shali be authenGcated, recorded and pubiished as provided In
RCW 35A.12.150 and 35A.12.160.
11ee7 eoc.s. c1ta g35A.13,.2.94•I
33A13.Z10
Audtt and sllowancA ot derrrnds pslnst city.
RC1/V 35A.12.170 shall apply to the audit and aibwance ot demands egelnst the Gry.
[t 987 exs. c 119 5 a35A.L3.Z1Q•)
3bA.13.220
Optlonal dlvbion oi city into waMs.
A code city organized under thls chapter may be divkied into wards as provided in RCW 35A.12.180.
( 1967 ex.a c 119 $ 35& 13,2M•l
asa1a.z3o
Pow.rs a councp.
The council of any code city arganized under the ooundl-manager plan provided In this chapter shail have the powers
and sutfiority grartted to leglslative bodlss oi cldes governed by this tfde as more partic:ularfy described In chapter
35A.11 RCW, except insofar as such power and authority ks vested In the city manaper.
11967 dc.s. c 119 § 35/l 13.230.j
Governnnce Maaual 44
~EW.Iarr A-~
CITY OF SPOKANE VALLEY
SPOKANE COUNTY, WASBIINGTOnx
RESOLUTION NO. 07-019
AMENDED GENERAL POLICY RESOLUTION OF CORE BELIEFS
A RESOLUTI0N OF THE CITY OF SPOKANE VALLEY A1VTENDING RESOLUTION 03-027,
ESTABLISHING A GER'ERAL POLICY RESOLUTIOiV EvIANAT11%TG FROV1 THE CORE BELIEFS
OF TH;E CITY COUNCIL AND COiMMLTNITY AND SETTING FORTH DUTIES OF BOTH
ELECTED AND APPOINTED OFFICIALS OF THE CITY TO HELP GUIDE LEGISLATIVE AND
EXECUTTVE DECISIONS TOWARD EFFECTIVE, RESPONSNE, AND OPEN GOVERNMENT
WHEREAS, the City Council of the City of Spokane Valley, as the elective legislative body, is charged
with promulgating Ordinances and Resolutions which become the law of the city; and
WAEREAS, such Ordinances and Resolutions must provide enforceable provisions subordinate to, and
in harrriony with, all other applicable federal and state statutes and regulations; and
WHEREAS, the City Council desires to provide a clear set of general policy guidelines for the conduct
of city government;
Section 1. Modifvine Resolution 03-027 as set forth below bv adding new section 7. The remainder
of the resolution 03-027 is unchanged:
NOW, THEREFORE, the City Council of the City of Spokane Valley does hereby affirm and resolve
that the following core beliefs shall serve as guidelines for the conduct of affairs by all branches of
Spokane Valley City Government.
Section 1. We believe that Spokane Valley should be a visionary city encouraging its citizens and
their govemment to look to the future beyond the present generation and to bring such
ideas to public discussion and to enhance a sense of community identity.
Section 2. We believe that elected body decision-making is the only lawful and effective way to
conduct the public's legislative business and that careful observance of a clear set of
Governance Coordination rules of procedure can best enhance public participation and
decision mal:ing.
Section 3. We believe in the City Council as policy leaders of the City. One or more City
Councilmembers are encouraged to take the lead; where practical, in sponsoring
Ordinances or Resolutions excepting quasi-judicial or other public hearings and the
statutory duties of the City Manager as set forth in RCW 35A.13.020.
Section 4. We believe in hearing the public view. `'Ve affirm that members of the public should be
encouraged to speak and be heard through reasonable rules of procedure when the public
business is being considered; thus giving elected officials the broadest perspecrives from
which to make decisions.
Govemance Manual 45
Section 5. We believe that the City of Spokane Valley's governance should be known as "user
friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. -
Section 6. We believe that the econornic and commercial job base of the community should be
preserved and encouraged to grow as an alternative to increasing property taxes. We
believe it imperative to have an expanded and diverse economic base,
Section 7. We believe that Councilmembers set the tone for civic discussion and should set an
example by:
(a) Setting high standards of decorum and civility.
(b) Encouraging open and productive conversation amongst themselves and with the
community about legislative matters.
(c) Demonstrating respect for divergent points of view expressed by citizens; fellow
Councilmembers and the staff:
(d) Honoring each other and the public by debating issues within City Hall and the
Community without casting aspersions on members of Council, the staff, or the public.
(e) Accepting the principle of majority rule and working to advance the success of
"corporate" decisions.
Section 8. We solicit the City Manager's support in conducting the affairs of the city with due
regard for:
(a) Promoting mutual respect beriveen the Citizens, City staff and the City Council by creating the
organizational teamwork necessary for effective, responsive and open government.
(b) Providing the City Council and public reasonable advance notice when issues aze to be brought
fonyard for discussion.
(c) Establishing and maintaining a formal city-wide customer service program with emphasis on
timely response, a user-friendly atmosphere, and an attitude of facilitation and accommodation
within the bounds of responsibility, integrity, and financial capability of the city, including organizational and job description documents while pursuing "best practices" in customer service. -
(d) Seeking creative ways to contain or impede the rising cost of governmental services, including
examination of private sector altematives in lieu of govemmentally provided services.
(e) Providing a database of future projects and dreams for the new City of Spokane Valley so that
good ideas from its citizens and leaders are not lost and the status of projects can be readily
determined.
Approved by the City Council this 11`h day of December, 2007.
ATTEST:
Diana Wilhite; Mayor
Christine Bainbridge, City Clerk
Approved as to form:
Office of the City Attorney
Govemance Manual 46
CITY OF SPOKANE VALLEY
. Request for Council Action
Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information 0 admin. report ❑ pending legislation
AGENDA ITEM TITLE: Council External Committee Reports
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND: City Councilmembers serve on various local and/or regional
committees. The purpose of this item is if any committee or board that Council is
involved with has significant policy questions that are being posed and which
need Council feedback, this is the opportunity for Council to gather that feedback
, so that a Council position could be registered on any given item.
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS:
STAFF/COUNCIL CONTACT: Councilmembers
ATTAC H MENTS:
DRAFT
ADVANCE AGENDA
For Planning Discussion Purposes Only
as of August 26, 2009; 3:30 p.m.
Please note this is a work in progress; items are tentative
To: Council & Staff
From: City Manager
Re: Draft Schedule for Upcoming Council Meetings
September 8, 2009, Reizular Meeting, 6:00 p.m. [due date Monday, August 311
Proclamation Childhood Cancer Awareness Month
1. PUBLIC HEARING: Interim Ordinance 09-015 Developer Agreement Process - M. Connelly(10 minutes)
2. BUDGET HEARING: 2010 Budget - Ken Thompson (10 minutes)
3. Consent Agenda: Payroll, Claim Vouchers, Minutes• CTR Irlterlocal (5 minutes)
~ - - -
4. First Reading Proposed Property Taac Levying Ordinance - Ken Thompson (10 minutes)
5. First Reading Proposed Property Tax Confirmation Ordinance - Ken Thompson (10 minutes)
6. First Reading Proposed False Alarm Ordinance - Cary Driskell (20 minutes)
7. First Reading Proposed Ordinance Amending Hearing Examiner Rules of Procedure - M.Connelly (15 min)
8. Pandemic: (a) Proposed Resolution Regarding Employees; (b) Motion to Adopt Plan - Mike Jackson (15 mins)
9. Motion Consideration: Pines/Mansfield Project Change Order Approval - Steve Worley (10 minutes)
10. Motion Consideration: Outside Agencies Funding Allocations - Ken Thompson (15 minutes)
11. Motion Consideration: Mayoral Appointment to Wastewater Policy Advisory Board - Mayor Munson (5 min)
12. Info Only: Draft RFP Alarm System; Affoi-dable Housing Densities [*estimated meeting: 125 minutes]
Seatember 15, 2009, ReLyular Meetinfz: Studv Session, 6:00 a.m. [due date Monday, Sept 7]
Action Items:
1. Second Reading Ordinance Amending Hearing Examiner Rules of Procedure -M.Connelly (10 minutes)
2. Motion Consideration: Site Selector Agreement - Scott Kuhta (10 minutes)
nTon-action Items:
3. Federal Delegation Reports (McMorris, Marrray, Cantwell) - Mayor Munson (60 minutes)
4. SRTC Reorganization - Councilmember Wilhite (20 minutes)
5. Council External Committee Reports - Councilmembers (15 minutes)
6. Cable Ordinance Amendment Discussion - Cary Driskell (15 minutes)
7. Admin Report: 2010 Fee Schedule - Ken Thompson (20 minutes)
8. Info Only: Aquatics Contract; Parks Maintenance Contract [Total Meeting: 150 minutes]
September 22 2009, Regular MeetinLy 6:00 a.m. [due date Monday, Sept 14[
1. BUDGET HEARING: 2010 Budget - Ken Thompson (10 minutes)
2. Consent Agenda: Payroll, Claim Vouchers, Minutes (5 minutes)
3. Second Reading Proposed Property Tax Levying Ordinance - Ken Thompson (5 minutes)
4. Second Reading Proposed Property Tax Confirmation Ordinance - Ken Thompson (5 minutes)
5. Second Reading Proposed False Alarm Ordinance - Cary Driskell (10 minutes)
6. First Reading Proposed 2010 Budget Ordinance - Ken Thompson (15 minutes)
7. Motion Consideration: Alarm Contract Award - Rick VanLeuven (10 minutes)
8. Admin Report: Department Highlights and Work Plan for 2010 - Mike Jackson (30 minutes)
9. County Contracts Presentation - Morgan Koudelka (30 minutes)
10. Admin Report: Aquatics Contract - Mike Stone (15 minutes)
11 Admin Report: Maintenance Contract - Mike Stone (15 minutes)
, 12. Info Only: Department Reports [*estimated meeting: 150 minutes]
Draft Advance Agenda 8/26/2009 3:33:07 PM Page 1 of 3
Septein6er 29, 2009, Reizular MeetinR: Studv Session, 6:00 p.m. [due date Monday, Sept 211
Action Items:
1. First Reading Proposed Ordinance Amending Cable - Cary Driskell (15 minutes) -
2. Motion Consideration: Aquatics Contract - Mike Stone (10 minutes) 3. Motion Consideration: Park Maintenance Contract - Mike Stone (10 minutes) Non-action Items:
4. Council E.cternal Committee Reports - Councilmembers (10 minutes)
[Total Meeting: 35 minutes]
October 6. 2009, ReLyular Meetiniz: Studv Session, 6:00 a.m. [due date Monday, Sept 28]
Action Items:
1. Second Reading Proposed Ordinance Code Amendment CTA-0 1-09 - Karen Kendall (15 minutes)
2. Emergency Resolution and Motion, Contract Snow Removal - Neil Kersten (15 minutes)
Non-action Ytems:
3. CTA 05-09 Amendment - Mike Basinger (20 minutes)
4. Residential Lighting - Christina Janssen (20 minutes)
5. Fall Batch Code Amendments (includes ADU & Ord 08-006)- Tavis Schmidt (20 minutes)
6. Council External Committee Reports - Councilmembers (10 minutes)
[Total Meeting: 100 minutes]
October 13, 2009. Reizular Meetin2, 6:00 n.m. [due date Monday, Oct SJ
1. Consent Agenda: Payroll, Claims, Minutes (5 minutes)
2. Second Reading Proposed Ordinance Adopfiing 2010 Budget - Ken Thompson (5 minutes)
3. Second Reading Proposed Ordinance Amending Cable - Cary Driskell (10 minutes)
4. iVlotion Consideration: Mayoral Appointment for Planning Commission Vacancy_: Mayor Munson (10 min)
5. Admin Report: Comp Plan Quarterly Update - Greg McCormick (10 minutes)
[*estimated meeting: 40 mioutes]
October 20, 2009, ReRular Meetinp-: Studv Session, 6:00 p.m. [due date Monday, Oct 121
Action Items:
1. T'irst Reading Proposed Ordinance CTA 05-09 - Mike Basinger (15 minutes)
Non-action Items:
2. Admin Report on Amend,ing 2009 $udget - Ken Thompson (15 minutes)
3. Council External Committee Reports - Councilmembers (10 minutes)
[Total Meeting: minutes]
October 27 2009, Reeular Meetin2 6:00 p.m. [due date Monday, Oct 191
1. PUBLIC HEARING: Amend 2009 Budget - Ken Thompson (10 minutes)
2. Consent Agenda: Payroll, Claim Vouchers, Minutes (5 minutes)
3. Second Reading Proposed Ordinance C1'A 05-09 - Mike Basinger 0 minutes)
4. Proposed Resolution Adopting Fee Schedule - Ken Thompson (10 minutes)
[*estimated meeting: minutes]
November 3, 2009. Tentative No Meetioti (election nieht)
November 10, 2009, No Meetine, Council Attends NLC, San Antonio Nov 10-14
November 17, 2009, ReLyular 1VZeetini! 6:00 A.m. [due date Monday, Nov 9J
1. Consent Agenda: Payroll, Claims, Minutes (5 minutes) 2. First Reading Proposed Ordinance to Amend 2009 Budget - Ken Thompson (10 minutes)
3. Motion : Court Alternative Analysis - Morgan Koudelka (15 minutes) '
November 24, 2009, No Meetine, Thanksgiving Week
Draft Advance Agenda 8/26/2009 3:33:07 PM Page 2 of 3-
December 1, 2009, Resular Meetiniz: Studv Session, 6:00 Q.m. [due date Mon, Nov 231
Action Items:
1. Second Reading Proposed Ordinance to Amend 2009 Budget - Ken Thompson (10 minutes)
Non-action Items:
2. Council External Committee Reports - Councilmembers
December 8, 2009, Reiaular Meetin2: 6:00 a.m. [due date Mon, Nov 30]
1. Consent Agenda: Payroll, Claims, Minutes (S minutes)
December 15, 2009, Re2ular Meetina: Studv Session, 6:00 p.m. [due date Mon, Dec 7]
Action Items:
1. Mayoral Appointments to Planning Commission - Mayor Munson (15 minutes)
2. Appointments of Councilmembers to Various Committees - Mayor
Non-actioo Items:
3. Council External Committee Reports - Councilmembers
December 22, 2009, No MeetinLy. Christmas week
December 29, 2009, Reaular Meetiniz: 6:00 p.m. [due date Mon, Dec 21 ]
1. Consent Agenda: Payroll, Claims, Minutes (5 minutes)
Januarv 5, 2010 Re2ular Meetine: Studv Session, 6:00 n.m. [due date Mon, Dec 28
Action Items:
1. Council officer elections - Mayor Munson (20 minutes)
Non-action Items:
2. Council External Committee Reports - Councilmembers
Saturdav, Jan 9, 2010: Tentative Winter Retreat
OTHER PENDrNG AND/OR UPCOMING ISSUES/MEETINGS:
ADA Plan Northeast Housing Solutions City Membership #
Affordable Housing Participation Overweight/over size vehicle ordinance (2009)
Alternative Analysis (contracts) Stimulus, Phase 2
City Center Report to Council Strategic Transp. Financial Plan - Dave Mercier
City Hall Sales Purchase Agreement Street Standards (and tTDC Title 24)
Comp Plan Qrtrly Update (Jan, April, July, Oct) Transnortation Benefit Dist (2009) a. Establish ord.;
Concurt'ency (b) set public hearing; (c) draft resolution; (cl) ballot
Contracts - 7-year renewals (pros/cons) language
Court Services Alternative Analysis Transportation Impacts
~ eelopment greement s 09-0S ex 2-1 -20 0 Use Agreement (Cary Driskell)
East Gateway Monument Structure # Water rights
Firearms Code Amendrnents - Cary Driskell
Impact Fee Request Central Valley School District = Awaiting action by others;
Lexipol Policies - Police Dept doesn't allow for time for public comments]
Lodging Tax
Draft Advance Agenda 8/26/2009 3:33:07 PM Page 3 of 3
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: September 1, 2009 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ❑ admin. report ❑ pending legislation N executive session
AGENDA ITEM TITLE: EXECUTIVE SESSION: Pending Litigation; Land Acquisition
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND:
OPTIONS:
RECOMMENDED ACTION OR MOTION: Move to adjourn into executive session for
approximately minutes to discuss Pending Litigation and Land Acquisition; and that
no action is anticipated thereafter.
BUDGETIFINANCIAL IMPACTS:
STAFF CONTACT:
ATTACHMENTS: