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Pre-Incorportion Manager Newsletters 11/22/02 - 2/25/03 MEMO CITY OF SPOKANE VALLEY TO: SV CITY COUNCIL FROM: Lee Walton DATE: Nov 22 SUBJECT: Newsletter Again, greetings, congratulations and welcome to the wide (and sometimes whacky) wonderful world of"public service"_ Also thank you for your vote of confidence and"the team"will certainly do it's best to get Spokane Valley off to a good start. Frankly,most of us are doing this because we miss the"action"and enjoy being back in harness. (And I suspect our wives and husbands appreciate the break)This is the first edition of the "Walton Wail"that I will use intermittently to pass on general information, review issues and occasionally run ideas up the "flag pole". Please feel free to respond for more information or if asked I can disseminate your or your ideas to the other members. I promise that the next few weeks will be intellectually stimulating, challenging as well as frequently frustrating for all of us. They can also be very satisfying if you can adjust to the realities of being a"public servant". Those of you from the private sector may have some initial difficulty adjusting to the need for reaching consensus and responding to the barrage of often-hostile scrutiny from uniformed but well meaning citizens. It can also be frustrating because although,we would like to run the City as we would a private business, state laws and political inhibitions often make this objective impossible, However, I assure you that by maintaining a sense of humor, patience and emotional discipline we will get through it and are most likely to enjoy the experience. Probably the most important factor affecting your effectiveness and enjoyment will be your ability to integrate your official duties into your routine without jeopardizing other important duties and relationships. Over some thirty years in the business I have too often observed the breakdown or severe strain on work and family relationships caused by "excessive involvement" in City affairs. The next few weeks are likely to require a lot of time and effort by each member but it's important to keep it in perspective and"get a life"or keep the one you have apart from the City. Basically this means learning to say" no"to some of the many +on-essential demands that will be made on your time and energy I assure you tha Ott virtually all situations, your son or daughter's little league game is "more important" so don't hold back on asking another Council Member or a staff person to fill in. Enuf preaching, onto more mundane matters. Office Space ,r Based on my experience, a(contract) city of this size wc(uld initially require about 5., 0 sq ft of usable office space exclusive of a council chamber. Space for a chamber seating at least 80-100 plus an adjoining conference is a very desirable option. This meeting facility would be used not only by Council, but the inevitable City commissions and committees as well as community groups. Makeshift use of school auditoriums etc is a real bummer because of the necessary set-up usually required and the need to bring equipment such as projectors or recorder-sound systems to each meeting. Invariably the ambience and sound of such temporary meetings are not conducive to effective discussion or public participation. Of course there may be an existing facility such as a school board chamber room available in which case it might be practical to work to work something out for a nominal cost. My initial impression of the"Redwood Plaza"facility is that it will.work very well. The only draw back is that it is larger than initially necessary and the awkward layout insures a considerable amount of unusable space. However, at the offered price it is still a pretty good deal and I suspect that by moving partitions all the space can eventually be utilized if the Council decides to stay long term. Nevertheless, as time permits, perhaps the rV Council should consider authorizing me to explore alternative long-term alternatives just in case. The management company is getting a bit anxious to get an official decision on our use of this space so I propose that the matter be discussed at the Monday afternoon work session. Incidentally, it strikes me that an almost idle solution for meeting room would be the space you have been using across the hall, after knocking down the existing partition. Being separate but adjacent to the City office this space it could be utilized at all hours by the City or community organizations without disturbing normal operations. It is also about the right size and shape for such a purpose. I would guess that after about a month of meetings that normal Council meeting attendance would be about 40 to 60 and it looks like that room would accommodate at least 100. Later if you opt in favor of live TV that number will number will probably drop further. Of course there will still be occasions when dealing with a very controversial issue that a large auditorium will be necessary. I have found that where a city is able and willing to develop high quality meeting space it invariably becomes a very popular and well used community facility. The initial cost for the bells and whistles can be a bit steep,including rostrum,high quality sound and reordering system but the intensive use can make it a good community investment. The building management(Rick Bert-holf) seems open to the idea and may be willing to provide it to us at an even lower rate. His only reservation would be security but will check it out and let me know in case the Council is interested. Tourist Information? If perchance a Council Member happens to have extra time,I would appreciate an escorted tour of SV to get a quick fix on the geography and issues associated therewith. Also, as time permits I would appreciate an invitation to meet individually with members in an informal setting(I'll even pop for coffee)just to get aquatinted and get a handle on your goals and aspirations. He who laughs last usually thinks slowest! Orientation Earlier I distributed a memo outlining my approach to managing a city. Please let me know if any of the issues or policies I describe create a problem for you so we negotiate a settlement early on. For example, I typically include some humorous items in the newsletter. If this offends your funny bone or sense of decorum please let me know. Contacts Karin has provided me a list of your contact numbers such as Telephones fax and/or e- mail. Please let me know which if any of these numbers are private or if they can be available to the public. We will try not to impose unnecessarily but do need a reliable way of contacting Members. Incidentally, it is not uncommon for a city to provide a phone (for official use only) to Council Members to avoid tying up personal equipment. These numbers are typically listed in the phone book with your title_ We should discuss alternatives for such communication at an early study meeting. I will give you my phone# and address as soon as I have one. Temporarily you are welcome to use my personnel e-mail, which I will try to monitor daily. I am also using my wife's cell phone (206 972 0791) but would warn that this is long distance call. Hope to have local cell# shortly. Incidentally, I am enrolled at the Crossroads Motel for now but am looking for more permanent quarters. I would be grateful for any information regarding a small-furnished apartment or a house sitting assignment. (For someone who spends the winter in Hawaii)Alternatively, a furnished house that three to five of the interim staff could share. By joining together we could pay a.fairly substantial rent. Staffing I understand from Greg that the Council is concerned about eliminating unnecessary staffing during the start up phase. This concern is appreciated and I assure you that I concur with this objective. Of course the actual level of staffing will depend largely on Council goals for SV. However, I would also caution Council to be sure that less spending doesn't cost morel If w 4pn't get things right during the startup phase our shortcomings will come back to bite us later. Our initial plan is to begin with just a basic team and then add additional staff only as a need develops_ This is appropriate strategy but be aware the danger of this "just in time" approach can be insufficient time for employee training if the Council decides to undertake some basic municipal operations. I realize that Council may well continue with County services for most major functions. However,I should point out that some services such as Building Inspection and Planning services tend to be strong "profit centers" for cities. These services also represent areas where a new city can quickly demonstrate a favorable contrast with large county departments by offering"close by" and personalized services. For these reasons new cities typically attempt to undertake some basic services upon incorporation or ASAP thereafter. These are policy questions for council to consider early on,hopefully at the second retreat. Please understand that I 3 7 gi have no problem with using County services but given ` inevitable large "overhead" costs inherent with unionized public agencies I suggest 'at alternatives at least be evaluated. Nothing is foolproof to a talentedfooll Press Relations I would appreciate any information you can provide me regarding relations with local newspaper and reporters assigned to Spokane Valley. Unfortunately, young and inexperienced reporters are typically assigned to smaller cities. Thus I usually find it necessary to invest a considerable amount of time "training" them in the vagaries of local government. This "schmoozing" is also helpful in establishing ground rules and relationships. I also try to be pretty open with the press to build a level of trust that I find tends to pay off when major problems develop. 1 try never to lie to the press but don't feel compelled to tell everything, PS- 1 have since met"Lorie Hutson" with the SIR and I think we have lucked out this time. She seems to be very knowledgeable and fair minded so I don't think we need to worry about this matter_ Public Comment The public comment item on the agenda frequently presents a dilemma for new council members wanting to be responsive to citizens. It is usually not a problem if a Council or staff member responds immediately to simple questions or routine comments. However, if the question involves an important policy matter or controversial issue not included on _ the agenda then it becomes more problematical. Rules of procedure do allow for the rules to be suspended so unscheduled items can added. I suggest that this action be avoided and debate on unscheduled subjects generally be avoided(except in urgent circumstances) since this is unfair to those not present who might want to express opinions on the matter. I suggest the proper response is generally to 1. Direct staff to investigate and report back or; 2 instruct the Clerk to place the matter on a future agenda. Obviously this practice is also a good way to avoid being pressured at the moment to make a decision that you may come to regret. Telephones Thanks to very valuable assistance from Jim Prussack we were able to get our phone order in to Quest and as a result expect to have 6 lines installed This Monday instead of a week from now. Of course it will take some more time to make the actual connection to our system. At Jim's suggestion I will try to borrow some used phone sets pending review and acceptance of RFP for hardware. Incidentally, our official City phone number will be 921-1000 with 921 1008 for fax. We also propose to dedicate one number to serve as a 2417 information and/or message line. With a little bit of luck we should be in business by mid week. Meanwhile, back at the ranch,Robin will be working with Stan to develop a plan to fit our long term need for TT technology. 4 PS to the above: I am really am quite delighted by the fr jndliness of the vendors I have been working with. All three of them have offered to install this temporary system at minimal cost without obligation. I guess I will need to draw straws. Retreat Greg P and Stan are working up an agenda for the Monday afternoon retreat. I expect it to focus on setting up a work schedule and some time for Stan M to talk about building an effective Council-staff relationship. The work schedule is important for me because I am concerned about the"two meeting a week"program in this early period. Even assuming that the second meeting will be a work session I am worried that we may not be able to provide good staff work including appropriate research for a weekly set of action items. However, after meeting with Stan S I feel a bit more comfortable and am willing to give it a go,reserving the right to call my union steward if we can't handle it..Perhaps this will also be a good time for the Council to comment on the several letterhead samples I have received. That way we can get some"Interim" stationary and cards ordered. Next week I will give you a proposal to initiate a"logo" contest for SV students. It would be nice to have a logo adopted by mid march so it can be used on police cars and"lapel pins"for the incorporation celebration. We will be meeting at noon on Monday in the second floor conference room which is a very impressive facility. Karen will arrange for appropriate goodies so it can be a working lunch. If too many"public" show up we can always move downstairs. I would also like some time in this workshop to resolve some resolving logistical problems associated with start up. If the outcome of this workshop is positive then perhaps I could coax you into another one in January for the purpose of identifying and developing consensus on City goals, both short and long term. Reading material I received a call from Steve Taylor asking if I could provide a reading list that might be helpful for new Council members. Thanks for asking Steve and yes we certainly can, Attached is such a list, some of which I will issue in segments as we Move through the start up period, not wanting to overwhelm you with too much homework early on. Attached is the first such handout called So You are a new Council Member. Next week you will get a detailed description of 13 ways to destroy your City's image. Other more elaborate material will also be forthcoming as we build a simple reference library. Oh yes, on a personal note I will also attach a pictorial regarding"Dimensions of the City Manager's Job" PS: again I apologize if this and future letters seems disjointed and sometimes deficient in grammar and structure. However,the newsletter is a ongoing"as I think of it" project and I don't have time or inclination to proof it. 5 Moratorium Issue I understand that the Council may not be interested in establishing a temporary moratorium on development while a new planning policy is established. This will be the first city that I have worked with that has passed on this option but I have no problem with that direction. However, I am attaching a staff report on the subject that we issued in Sammamish because it will give you some feel for the subject. You will note that after all the exemptions to the moratorium are listed, about it's only applications remaining were large residential and commercial developments that the Council wanted time to "vet" before proceeding. I have no way of knowing if there is any controversial land use pending that needs or warrants this special attention_ AWOL I waited too long to make a reservation so won't be able to fly home until Wednesday evening, returning mid morning Monday. With a little luck will see you at noon on Monday. ATTACHMMENTS A, Preliminary reading list B. "So you are the new Councilrnember" C. Moratorium memo, Sammamish D. Suggested Agenda format—sample E. Suggested Agenda Bill (Staff report) format F. Some letter head suggestions-source unknown(six pages) G. Dimensions of the job • 6 MEMO CITY OF SPOKANE VALLEY TO: SV CITY COUNCIL FROM: Lee Walton DALE: 11/27 SUBJECT: Newsletter So far so good • - I must tell you that I am very impressed, and yes even a bit surprised, with the professionalism and ability of this Council to get up to speed so quickly. Perhaps it was the input of the Transitions Committees or just your individual hard work but at this point you are certainly well above average. What ever, you seem to be unusually knowledgeable and quick to grasp the issues. For me, and I'm sure the others, this is a welcome change from the usual start up where we must spend considerable time in"basic training". We will still have periods of confusion and breakdowns in the process but on welcome your participation in gathering information and background on issues. If individually you would provide me a list of topics in which you have special interest and expertise I will to match you up with the appropriate staff person. . Facilities Based on the direction we received at the Monday retreat it seems clear that we will be providing a number of basic municipals services to the citizens on April 1. These include "backroom" and field services such as Building Permit and Inspection,Public Works permits, project supervision-inspection and Engineering coordination one stop permit center)With that in mind I would urge the Council to set aside the "backrooms"of our current quarters for these functions. Having a separate entrance at the rear would avoid the problem of having contractors and engineers with their dirty boots tracking through • the building lobby and our more "dainty" front offices. (Clerk, finance and Manager) Separating these_noisy/dirty field functions from the general administrative group but still have them close by is an ideal situation. Water Park. You may be"lobbied"by a Debbie Weisman(sp?) regarding an existing Water Park located near Hi-way 90. This facility is located on property leased from the County and they believe title will be transferred to the City upon incorporation.(I'm not sure this is necessarily correct)In any case they want to obtain a loan to expand the facility and • " claim they need a longer lease from the City to obtain it. I have"punted"for now assuring her that if they would provide a written proposal and explanation I will check it out. If you are contacted I suggest you do the same. Also, if anybody happens to have a handleon this particular subject I would appreciate a briefing. Res: Authorizing investment of City funds in Washington LOW Authorize the securing of Bonds for City Mgr,Dep. CM and Finance Director. Outa here I have a 6 PM flight to SEATAC but my wife tells me that fog has been a problem so I will probably go out mid-afternoon to see if I can wiggle on earlier on standby. Also have a 7 AM flight Monday so should be back by mid morning unless there is a fog problem. ATTACHMENTS a. Letter Fr: R Olstad Re: Phone system loan. b. Construction activity in SV c. Memo Fr: Bob Ely Re: Tentative Department schedule d. "Baker's Dozen" • e. Mgr Council relations f News article (happened to find this in my files this morning) g. Memo Fr: Lee W Re: Coordination. Phones PS CORPORATE TELECOMMUNICATIONS Lee Walton City of Spokane Valley 11707 E. Sprague #106 Spokane, WA 99206 • 11/25/02 Phones Plus wants to help the new City of Spokane Valley in their need for interim phone system. We'll install a used phone system with 6 lines and 6 phones for the City to use for appx 60 days until the new system can be ordered and installed. The City will be charged a nominal installation fee (5-7 hours) and when the new system is installed, Phones Plus will take the system back. Phones Plus makes this offer with no strings attached. The City is under no obligation whatsoever to favor our proposal over any other, and fully understands that the new system contract could be awarded to another vendor. • Sincerely, Roy Olstad 1048 N. Third Street • Coeur d'Alene, ID 83814 • Tel: 208.664.5500 • Fax: 208.765.7158 10020 E. Knox, Suite 350 • Spokane, WA 99206 • Tel: 509.232.0600 • Fax: 509.232.0601 1 City of Spokane Valley Activity Comparison to "All County" 3 year average (1999-2001) PERMITS All County Valley All Building 5,236 2,025 39% Commercial 1,087 703 65% Residential 4,149 1,322 32% Plumbing 2,077 883 43% Mechanical 4,338 1,512 35% • VALUATION All County Valley Total Building $333,504,878 $103,172,771 31% Commercial $136,838,878 $ 64,836,589 47% Residential $196,666,000 $ 38,336,182 19% REVENUE All County Valley All Building $2,449,639 $795,671 32% Commercial $947,024 $471,906 50% Residential $1,502,6715 $323,675 22% Plumbing $179,619 $65,227 36% Mechanical $275,074 $94,827 34% • Bob Ely revised 11-20-02 SCHEDULE FOR THE CITY OF SPOKANE VALLEY TO FORM A BUILDING DEPARTMENT ORGANIZATION The work to performed under this arrangement will include, but not be limited to: 1. BUILDING DEPARTMENT STAFFING Nov A. Attend meetings with interim City staff as necessary and appropriate for the work to be performed. Jan 2 B. Create or review position descriptions for building department personnel, including, but not limited to, Building Official, Inspectors, Plans Examiner, and Permit Technician. Feb C. Assist in the recruitment for selection of staff positions: if needed. 2.. BUILDING DEPARTMENT PROCEDURES AND OPERATION Oct. 1. Prioritize tasks to be accomplished. OK Nov. 2 Identify and recommend department space requirements and arrangements. OK Nov. 3. Act as liaison with internal Interim City departments for Building Department operations. OK Dec. 4. Contact all outside agencies that affect the Building Department operations (i.e., water department, sewer department, fire and police departments, garbage disposal company, Spokane County Building Department, Spokane County Fire Marshal, Health Department,etc.). Dec. 4a. Contact Washington Association of Building Officials and the Stsate Building Code Council. Dec./ 5. Provide recommendations on a start-up budget for the building department, if Jan requested or needed. Jan. 6. Arrange for contractors to make recommendations to the Building Department for such operations as plans examination, inspections, code interpretation, et al.. Dec. 7. Review with the fire department in regards to the enforcing the fire code and work with the local fire department to that end. Dec. 8. Determine if the City wants to conduct electrical inspections and enforcement of the electrical code OR have the State do that. Feb. 9. Prepare for consideration, ordinances adopting all appropriate building, fire, mechanical, plumbing, air quality, swimming pool, fireworks, electrical and other applicable in the State of Washington. snovalc 11-15-02 v i , page two of Bldg Dept priorities Jan. 10. Advise and/or prepare department office equipment and supplies list (including official stamps, forms, etc.). Feb. 11. Establish permit application check lists. Feb. 12. Recommend building department fees. Feb. 13. Prepare draft operation budget (list of items and categories to be included without dollar figures). Jan. 14. Identify reference books to be purchased and their source. Feb. 14a. Procure reference books needed for code enforcement Mar. 15. Recommend and prepare department operating policies and procedures. Mar. 16. Make recommendations and prepare a Filing System. Bob Ely snovalc 11-15-02 Le-L, VP . A Baker's Dozen Good Ways to . Wreck Your City's Public Image • by Larry D. Cole How city councilors conduct them- With that in mind, I'd like to give thoughtless. The cumulative impres- selves in the decision-making pro- you my pointers in the negative. sion Is that you really don't care what cess can be as important as the Let's say you've just been elected to people have to say. decisions they make.- The council's the city council on a mission from role in image building—or image hell. What would the devil make you Now let's hear a little 'City destruction—is a huge one. The do? Well, here are my nominations: 3 Council Rag.' Not the kind reason: The council's actions are A baker's dozen good ways that the that Scott Joplin played. news. A long-standing assumption city council can wreck the image of This kind of'Rag" doesn't sound of the press is that what local your city and make the newspaper good to anyone (except perhaps the government does is news, by , reporter's job easy at the same time. press). • definition. • 'Get the Guest.' This is Here's how to play it. During The actions of local government 1 done by council members council meetings, take the time to have an Impact on the readers. The openly challenging state- rag on the staff. Berate and criticize assumption is that readers deserve ments and rebutting testimony pre- them. Maybe you can come to the to know what's going on (whether sented by the public when they dis-' meeting with a list of recent failures they may want to know or not). agree with what they hear. During to talk about. For example, remind When conflict and color are a part of my years in public life, I've found that someone of deadlines they've the story, it makes the headline this is an excellent way to get missed, or the bid estimates they've writers very happy, so they may ordinary citizens really provoked.. blown. prefer it that way. Thepoint is, make sure the A proven technique during public Y If your community has a local hearings is for a council member to understand how disappointed you newspaper, the chances are good subject a citizen to an uncomfort- are in their performance. Ask staff to that the actions of your city council able, or even hostile cross-examina- do things in-public so you can get . are reported to the public regularly. tion followed by a really patronizing credit for bringing it up, set arbitrary The chances are even better that you lecture. This works at planning deadlines for them, and then berate have one or more reporters attending commission meetings, too. Some of staff for not getting them done. This your city council meetings. In many the best practitioners can get the shows staff and the public who the cases, what happens at the weekly, whole audience muttering oaths and boss is and that you are in control. bi-weekly or monthly city council threats. Public good will and the When you do this in front of an meeting constitutes a local news- city's credibility go down the drain. audience, the effect on staff can be paper's sole attention to local government, and your constituents' This is a more subtle way dispiriting, or even humiliating. sole source of information about it. 2 council members can Bonus points are awarded if the damage their city's image. audience comes away with the After all, most citizens don't go to It's called 'Tuning Out.' When a impression that the council lacks city council meetings—unless they citizen is addressing the council, confidence in the city's staff and have an axe to grind. So they rely appear not to be listening. Instead, doesn't know the meaning of the for information about city govern- sort through the council mail or word teamwork. That way everyone ment pretty much on what they read shuffle paper—preferably with the appears incompetent. in the local paper. microphone on. Have a little chat 'Leak it.' This is one of I know this is prettyelementarywith the city recorder, or city • attorney, or the councilor next to 4 government's most popular stuff. But it's worth remembering if ways of damaging its cretli- you. Pass notes to staff or other • you're interested in maintaining a government,It happens at all levels of good reputation—and who doesn't councilors. Then, if the citizen is still p droning on, lean back in your chair a but city council value his/her reputation? and 'rest your eyes' a little. The memberso have a special advantage in that sooner or later they are privy The image your city council citizens like to see their officials get a to a city's most sensitive information projects is important if you want to little rest. —information that can cause real have the citizens of your city look At first, this kind of activity is only harm whether it is leaked for a upon their local government as com- irritating. People are usually willing punitive or altruistic purpose, or for petent, caring and conscientious, to overlook it the first time or two. "political' reasons. and their decisions as credible. You need to be persistent and ci • •The subjects of teaks are fre- that the city council violated the law 'Feeding Frenzy.' When quently matters that come before the in order to keep the taxpayers from 8 a citizen brings in an idea or city councii.in executive session. finding out about something they're concern they want The press may attend the executive entitled to know. This is a very addressed, or something they would session, but it can be prohibited from effective credibility wrecker. like to see accomplished In the city, reporting on such Items—unless compete with one another for the they can get the Information some- 'The Buddy System.' attention of that citizen. Tell the where else. -This is what you use to audience how much you know about promote good intergovern- the subject and give instructions to And sometimes they do get it— mental relations. First, get involved staff right away about how to deal under the table, over the phone, or in with another government agency, . with it and tell them to Implement that an unmarked manila envelope. It's perhaps on one of their committees. idea right away. Then the next usually pretty juicy. You do this to Then, side with them on all issues, councilor will have to come up with make someone else look bad, so especially when your own staff or better ideas and more emphasis on that way you look better. peers have different opinions or how wonderful the ideals, etc., etc., it could be a report from the information. until you develop a feeding frenzy for personnel director or city manager This way you will make this the attention of this citizen. about a pending disciplinary action governmental agency happy Not only does the public then get against a city employee. It could be because they will have a friend in a chance to question the sanity of a union or personal grievance. your city and will not have to nego- councilors, but this is a wonderful Maybe it's a sexual harassment com- tiate anything as hard, as you will- opportunity to shoot each other in plaint that is under investigation, or carry the ball for them, or at least the foot. This is the time when the working draft of an audit that help them carry the ball. Never mind commitments are made before raises troubling questions about the that the result may cost your tax- research is done as to feasibility of purchasing manager's activities and payers more; it's worth it. the idea. This makes it really difficult perhaps without management to getyourselves out of commit- response attached. It could be a Promises, Promises? to 7report on property the city is looking It's a common failing— ments or holes that are dug for each more of a political mis- other. Into acquiring for a street or a park. demeanor than a crime. It consists 'Never Give an Inch.' These are the kinds of things that, of promising, as a council member 9 Always battle every issue to if disclosed prematurely, can do or a candidate, to do things that the bitter end, even if you're more than hurt your city's credibility. 1) are plainly illegal (unbeknownst to outnumbered. Death before dis- They can end up costing your city's the councilor or candidate, I honor. Compromise is for weanies. • taxpayers a lot of money as well, in assume), or 2) require approval of a It's a sure-fire way to fray the • legal costs, tort claims and settle- majority of the city council. patience of your fellow council ments, as well as higher land and members. Their property costs. Take the council member who, at tempers will get a neighborhood meeting, promises shorter, even as the meetings get This is the flip side of that the city will put in.a stop sign to longer. • 5 Number 4. It's called "I slow down traffic in front of the day- 'What Public Hearing?' Have a Secret(But Not for care center. Sounds good to the Long).' Under Oregon law, a city neighbors. Later, the council 10 This is one of my favorites.It's especially useful when council can be accused of commit- member learns from the city engineer the hearing is later in the evening. ting this offense when a quorum of that the city's policy on stop signs is What you do is talk and argue about the council happens to show up at governed by something called the the issue and the staff report prior to the same dinner party without letting 'Manual of Uniform Traffic Control the public hearing long enough that the press know about it in advance. Devices.' maybe everyone in the audience will That could be found to be a violation of Oregon's open meetings law. If The city engineer explains that leave—then you won't have to listen they did it innocently, by accident, installing a stop sign in front of the to the public's narrow-minded atti- they at least should know better than day-care center would be a violation tulles and uninformed opinions. to sit together, due to the perception of adopted city policy and also rep- If anyone is left, then you have at that it may have been by design. resent a potential hazard to pedes- least given them some examples • trians, not to mention a potential tort they can use in giving their testimony If they did it deliberately, say for claim liability. What does the council to you. When you get expert the purpose of discussing city busi- do now? Apologize to the consti- enough at this, then all the audience ness out of public earshot, they tuents . . . or go for bonus points by will have to say is, 'I agree with could be tarred and feathered. The complaining about red tape and Councilor X." This also would be a press likes nothing better than a • government bureaucracy, or the rest good time to follow with Number 2, secret meeting of public officials. of the council for not doing it "Tuning Out," if anyone is left. They will gleefully respond by duti- anyway? fully reporting to your constituents - ' IP 'What You Don't Know Don't Prepare for the 'How to Get Attention.' 11 Won't Hurt You.' This 12 Council Meeting. 13 Councilors who like Number consists of not bothering to Message: You can't be 12 usually like this one, too. understand Oregon's property tax bothered to get up to speed where It consists of raising issues at a city system. I suppose it is something all the public interest is concerned. By council meeting that will arouse the of us are guilty of to some degree. skipping your homework, you'll concern of the community and its And now, under Measure 5, quickly find yourself retreating to the citizens. If you work it right, you can Oregon's property tax system is • refuge of the unprepared— imply that anyone disagreeing with more complex and cumbersome Oversimplification. you can be accused of trying to with- than ever. Believe me, the less you hold this information from the public Don't give a thought to the know about the property tax system, or trying to sweep it under the rug. It the more likely you are as an elected complexity of a situation; think like a works best if you haven't tried to get public official to accidently step Into bumper sticker Instead. Over- any information on the subject first. something unpleasant over the tops simplify. You'll find that It will pay off After all, honest facts may ruin this richlyin bad PR for the city. As of your shoes in public. If you don't tY opportunity. know anything about the tax system, some wise philosopher once said, it's going to be pretty hard for you to "For every complex problem there is Favorite subjects are rising crime help the public understand it, or to a simple solution—and it's almost rates, inadequate police protection, do anything to fix It. • always wrong? anything involving gangs or drugs or house burglaries. Overcrowding of ' ^ schools due to'recent growth is a 4,11,,,p good one, too. If you get your Issue established then you can go out and champion it and show the public how good a city councilor you are. If the facts later on show that there r should have been no concern or a lesser concern, so what! You can probably find a way to take credit for h because of your efforts in solving this problem. That concludes my list of a baker's dozen good ways to wreck your city's credibility. There are a lot more than 13. In fact, there probably are an endless number of ways to screw up. - Fortunately, there are some things we, as local elected officials, can do to limit self-inflicted damage. I want to share a few of them with you. Adopt Council Rules. retreat to brief the council, in 10 dirt. They can also get the same 1 These will spell out proce- minutes or less, on their depart- idea when the council Is arguing and dures to follow at meetings, ment's mission and goals. Discuss fighting and making remarks about council relations with staff, and a the issues in your community and incompetent staff in public. whole lot of helpful stuff. One of the what should be done about them. ' recently adopted council rules in The bottom line is that the citizen Beaverton was that council members Criticize In Private, dislikes disruption, whatever the refrain from replying to visitors' com- 3 Praise in Public. Make that cause, and what councilors some- mems or remonstrances during the o1 your personal policy and try times fail to understand is that every- to follow it. This is part of team- one is tainted by this. If one coun- Visitor comments come at the begin- building. cilor embarrasses another, or if staff ning of each meeting. The new rule I'll give you a little analogy. If you is reflecting criticized in everypublone, itends up has proven to be a time-saver as have ever flown in a plane and makerkering theoenincludingthe well as helping to prevent intern- pulled the tray down to find it dirty, of comments. In other n perate remarks which council mem- or a piece of carpet pulled up, or public, lest your wash your laundry i e bers are prone to make on occasion wallcovering frayed, used kleenex in olest own underwear be and always regret afterwards. the pocket in front of you, or paper shown, too.' Hold an Annual Council - on the floor, have you ever Don't try to solve citizen 2 Retreat. You can use it for wondered ifthe mechanics have left complaints from the council goal setting, which Is always a wrench in the engine or are paying dais on the spot. Refer helpful. You can use it for council as much attention as they should? them to staff and request a response training. Bring in a facilitator. Work People can get the same idea within a reasonable timeline, or let on team-building. Let the depart- about how well the city is run If a city staff recommend a timeline. ment heads come for part of the vehicle is rusty or full of mud and 1 '1 Be Professional. The Get to the Public How to conduct yourself in a 5 more controversial an issue, Hearing. Limit your public meeting is mostly a matter of the more important it is for 8 discussion prior to opening common sense and courtesy if you council members to behave in a the public hearing to questions or think about It. Be considerate of businesslike manner at meetings. clarification of staff reports. Don't your fellow councilors, staff and the When emotions flare, reason may go offer opinions on an issue before public; be courteous; be cool; be a up in smoke. hearing from the public. Remember, team. Give Your Staff and you are supposed to give a fair 6 Peers Some Credit They hearing on the Issues before making Have a good image) may have good, accurate a decision. • information, too. The "out-of-town" Even If you are anxious to tell the person, consultant, or agency isn't audience or members of the audi- ofth Cole is the former Mayor/CEO always the expert on what Is best for ence what you think they want to of the Cityl ofwasente Beaverton, Mr.Oregon. C your city. Avoid trying to be some- hear—don't. Don't be anxious to at This article eof Oregon by e Cole, one's hero and think of your consti- tell the audience how much you request,the League following Cities' luents and the City Team while trying know about the Issue. Let them jectt his Newly Elected to work things out. • speak first and then tell them after on the subject at the Elected the public hearing has closed. Then Offic /s Workshop during the Understand the Value of League's annual conference in 7 they may feel that they have made a Compromise. Think about difference and that you have listened Novemberrgiven199The ors presentation how the public perception was later to mayors at the to them. of your city is affected by persistent Who knows? They may Oregon Mayors Association annual bickering and close votes. Make it even be happier. Even if they don't conference in August, 1992. one of your goals to encourage and agree with you they may be less build consensus on the council, in ur d to think that you already had • instead of trying to find ways to roll Your mind made up. your opponents. When ft's a hot issue, a 5-to-0 or 4-to-1 vote is a lot • better than.3-to-2. The 3 side should. • be willing to give a little to bring the 2 side to consensus. This is better in • the long run. Of course, I'm talking • about the larger issues only. Smaller issues can be decided with a 3-to-2 vote with far less problems. as Those Elected 3.. TYPICAL SUPPORTIVE COUNCIL Officials t ct* irifoi .).,a l i . 1 ....\ irZI:411:1 9—_ L „it % ( ,' Managers and elected officials always hada love/hate r f I Ir1"t4N relationship. Managers came into existence because � f elected officials couldn't run local government without • �/ tA1.1 R T�. : professional help. But, managers can't do without the /Y 0I t elected officials either. �� l 1 The relationship between the two has a level of stress I LAL CI because deep down elected officials generally want the l in-depth knowledge of the manager about the details of government. The manager typically wants to have the power of the elected official. The solution is for them to () l I . 3 exchange positions every few years. a 3 ESTAI3Lz 4IHG A RELATIONShIP Wirt+ m£ mRYoR i • lA ..;;;; kir 10 ti1 "di f . ) l la C. l „,,,,. w iacnnupninspuseattle-pi.cum 10.4111 TI Sammamish: County will provide some services in new city 28.t"T. From Page BI Huckabay, a CPA, is on a finance • lands Center strip mall. �ittee that will focus on budget AflPa�.1:4 a:1'3\4''I r;S `„� .� '� I y n+ '”'naz,, n r !. r +►y oalf n Toda , Walton " i dY` ' t� a•.../';'.'‘'Vvk+' r "`•'. nor ai � t[;"r 1" .. �, " of FI[ Y hopes to finalize' Councilman Ken Kilroy works •' ,r 1, 'i'{g)v* <. e"r.ta,.r E;'f .3 „ f 6:30 TI an agreement to use a nearby H & R with law-enforcement officers almost +r n of _Mt ,z' tom' Block Co. office, vacant between tax daily in his job as a special agent in . : Fry S + ` ,s .p " a; -4n, I, seasons,until the bakery is ready investigations with the U.S. GWstoms "% ' i, ail " c 40' -� v.t v, .4.;:•;•''''' e "�" ""' t°' 'ic.:; •Ii. 4°` "' �!' head Sammamish,perched on the east- Service. He's w a public-safety tom 1,, J p 4� ! I R-r ' •,,✓" "'° ' "H^ `'=r '�_ merge em shore mi Lake Sammamish the be- mittee that will work with the county `+?x5„6 #7,� " .� ,�firit�u° ,: ,r .' �` r�- <' - wa11 ter tween Redmond and Issaquah, is the office to arrange Samma- ,9'\ , 1�3 n ., + / g ®.. jr. �. {� RY l .. � � 3 -I:" Sha N' latest of a handful of recent start-up sheriffs police service. ,q 4 a {r • ' f the Ki a cities in King County. Dyer said he's "It's actually much A S'+ 4.7-2,..-$.1 j ,;; • �'" _ s been talking to officials in Covington, smoother than Iexpected,"said er people• Newcastle, Shoreline and other new thumbing through paperwork m his ':� '', q, 0 r, r ;, i' rr ar e,' i I cities for pointers. home office one recent evening I ''h ,,dr it x.12 L . `.• s£, s` . •.„ Nit-picking details must be ad- thought it would be utter chaos -j �idtr,.t- ,, ^Y "7r `' S'r' " ji r♦ jumper dressed so a new city can operate. A City Council members, now with ?I',:;•.,,';‘ ,1•-','lpa,xr v A + 9%-'_ iva attaint city council must pass ordinances scarcely one month under their belts, + d ".'7.-.., a 3 ;•.,, CPR r spe allowing phone and cable companies meet on the second and fourth •.' ,, ,...„,,r.....,!,;...„.„ , f to keep providing service and letting Wednesday of each month in boy .i41-+ -' F s} ' . . `'` rats, sheriffs deputies write tickets and rowed chambers at the n h in bash - `,?;;:',`tpl t��"`i' 'r z` '' ''' x Jr'"� i _ i i she sir city staff members write checks. Plateau Water and Sewer District. -`.-i r �2*' ".;It„ 1 °'' x , , �/� .•' -' " rafting "Eighty percent of it is going to o They hired Walton and a team of ; " x ._ „ '9... s �- •-s ;" '' "t' a - she sat really unsexy sluff,"Dyer said. interim staff to lead them. Most of the '---^-^• "" 'm �"`'�"�p +'r�*i tilt:,,../,,t.,-,,,,it;',, :1�_/ ., < T. %'� "' '"`t City officials plan to hammer out staff- includinga planningmanager, • y�r g ens ,G�" 4 ,5, .^�`"4�° �y,�r "� r ,( '� s' 7 - BRED contracts with the county to continue a finance manager and a cityclerk ''� wj` - i , c ' t a t many services to the city's almost are retired from full-time ci admmis ,.Y' "'.,• ,,-,‘.,..-1.., ,. > ',..b1 �� '� ,_ resig 30,000 residents. ty - Mss " �,i e ��' tmtion jobs and act as consultants to The citywill likelyair de la" ` 'i " d+ °`+ ra •. ` �; resig pay for cities just getting off the ground. °- , -� ` ;+x 3 ra .�„ ''w � continued protection fshenfffor the— -Permanentaff thewilplace them ,,... ..;,t.; x9rTfi r,9:17; 'V a :^ai ""r` '`; — s Le; s { t " ty -KII, ties and county firefighters, and for in the coming months, ideally begin ' .i . 2 �'. ` h j '�a and Si business licensing and animal control. ring with a city manager,Walton said " „�;.z v. ,i,,j ,' 1 stealiin It's also expected to mnlmct for Walton and the interim staff work ir' u li t` , v z : t shined. services at the county district court in for Waldron Resources, a Seattle , -e,' _ t \ - `: r, n„ r,t+,,rfp. , . sig ned. i Issaquah and may contract with either consulting firm that provides new ,a" '� r .�",� `'�" ix :' ` nTc the county or a neighboring city for cities the staff to get started. Walton . N 1 ( ,. .,- �,' Mi• si?s� anon c use of a jail helped launch Covington in the sum- -' • t �; taking Planning and community develop- mer of 1997, and several California t , + 4 An and ment, however, is one area where the cities before that. {� a a r. pp f �� .the /ay _ this yt city's own department, Walton said. his home on Bainbridge Island to Interim City Manager Lee Walton works mostly with a cellular phone from the front seat of his ForJEFF d Ranger r ale use Growth and traffic were the driving Sammamish, meeting with council as he helps the city of Sammamish begin operations.Authorities may use a former bakery as City Hall. forces behind Sammamish voters' de- members,property owners,sewer dis- $250,110 cision to incorporate, a sign they trict officials, bankers and a host of hold the city over until its first payday Last November,residents voted to "I'm not sure this area,as Samma- land p e wanted more control. others to get the city on track later this year,when second-halfprop- . switch from King County's jurisdiction mish, can support itself,'.said Boyer, The One of the council's first policy Hiring experienced staff like Wal- a taxes come due. . I ppoAttome decisions was to approve a building ton is the way to get organized fast, Dyer said he could not yet esti- controlto r ownruleashe otter'way to 30. _ Stockin wahine moratorium, halting many new devel- Ron Todd, a Newcastle city council- mate the city's budget for its first full brought thousands of new houses amd rambler on the Sast decade Jim am amishl% . %,,, ' wrung opments through the end of August. man who led his city's 1994 incorpora- year,2000. He said the council would suburban traffic to the woodsy, Hao th I The time-out- which the council may tion effort. Todd remembers the tre- strive to keep property taxes level with rural community. once for 12 years, has seen a rural y where into the extend - will let the citylashion the mendous work of getting a city up and what residents now pay the county. Shari Boyer, who moved into the hne says evtolve intofic makes ae crowded trip deputy I building regulations that will shape its running. Sammamish's tax base is lopsided, Demery Hill area almost two years the grocery a time-consuming endeav- the ette future growth,Walton said. It gets better - the intensity will with ample housing for property-tax ago, hopes the new city will bring or. "I hope they do something about and offi Dyer, a former state legislator, diminish,"he said with a laugh. revenue but few businesses to bring in perks - like a slowdown in growth the roads,"he said. said he has divided the council into A penniless soon-to-be city, Sam- sales tax. A state tax-equalization. and safe sidewalks for her children to for the i two-person committees assigned ac- mamish recently got a $1 million program that provides extra money to walk to school. actions c cording to their expertise for the credit line through Seafirst Bank. suchrcities could give Sammamish$2 But she's worried they will be' can rbeoreached Tracat 425-49.7-1660 Johnson Stor incorporation. Councilwoman Kathy Dyer said it was more than enough to million next year alone. 'evident on her property-tax bill, or tracyjohnson@seattle-pi.com avaiThe - The 'f) petition MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,F (509)921-1008 TO: *MAYOR* Mike DeVleming Via Fax-921-9759 FROM: Lee Walton - DA1'E: 11/26/02 SUBJECT: Coordination First- congratulations on your promotion. Staff and I look forward to a productive relationship during this critical period of City history. I suggest that the next step is to work out a satisfactory means of coordinating your efforts on behalf of the City with ours for max results. First question is whether you want to become involved in preparation of the tentative agenda or simply be briefed at some point in advance of the meeting. If the former, do you want to join with us some time on the',proceeding Thursday or Friday or should we simply e-mail you a rough draft when ready? If you think a briefing is appropriate would you care to come in, perhaps on the proceeding Monday to review the agenda so you are up to speed on the matters being presented? In any case, attached is a very tentative outline of items for the 3r11, 5th and 10th all subject to change. Please understand that it's going to be particularly hectic for the next three or four meetings because the"normal" flow of business is being interrupted by the holidays. Once we get on a regular schedule it should go easier. If you would like us to set aside some workspace for you to meet with constituents or fellow Council Members etc let us know and we will set it up. My NEW cell phone is 993-8619 CC: Council, The "Stan" • C- I MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 TO: Council FROM: Lee Waltoh DATE: 12/6 SUBJECT: Newsletter for 12/10 Loan First,the news article and the info I gave to the Council Tues eve regarding the loan from the County was incorrect! I am a bit puzzled by this in that I received the info by phone from Francine Boxer that day. However, when I talked to her Wednesday she noted that "technically"the matter was still pending a final decision as to whether this would be an advance from the Road Fund or a line of credit. In any case she assured me that, whatever, it would be at zero interest. Yesterday,Jim Emacio (?) called me to say that a straight loan seemed to be the easiest way to go but they were trying to figure out the zero interest issue. Since they would be giving us money from their reserve the County would be forfeiting interest they would otherwise be earning. They asked if they could transfer smaller amounts to the City only as needed, allowing the County to continue earning normal interest on the unused balance. I suggested that this would involve a lot of paperwork and a simpler way would be to transfer the entire amount to us, which we would deposit in the State Investment Pool agreeing to return any interest we accrue to the County. They seemed agreeable to this although the Treasurer thinks their reserves now are earning a bit more than the State Pool. Meeting I am very pleased that we are having a joint meeting with the County Commissioners next week. I see this as a chance to develop a personal relationship that may well ease us through the start up period. During the process of negotiating contracts for County services, I can assure you that tensions will develop and having a strong relationship with the Commissioners may well be a critical factor. I would suggest that the Mayor propose scheduling a series of these informal lunches over the next three months with us hosting the next one in late January. Mayor Mike would like an agenda for this meeting so I will try to think something up by Tuesday, suggestions welcome. Public Works Dick Warren is making excellent progress.in scoping out the various PW functions. He has been busy meeting with County and Spokane folks lining out the issues and alternatives. He will b e working at home for a few days but will be here Dec 10,11 & 12 plus Jan 6 to 10 . If you need to talk with him before then he can generally be reached at home. Also, I am attaching a summary of his work plan. (attach a) 1 Planning Dick Harris will check in Monday ready for action. In addition to his normal targets IK will ask him to check out the "asphalt plant" matter to see if there is any role the City can play at this point. Eagles may soar but weasels don't get sucked into jet engines. Network Well, I have already managed to accomplish a major goof by exceeding my spending authority. As you know, Robin and Company are working on a long range design for an IT system suitable for the City. I suspect that actual implementation is a few months away. Terry Lynch and son offered to install a very basic system that would get us by in the interim. I authorized a go on this now because a discount currently available for the server we need will expire tomorrow. The total cost is about$1600 (a bargain)but Terry assures me that most of it can be utilized in the ultimate system. I remembered after the fact that there is a $1,000 limit in place, sorry. To be honest I am just not used to this kind of limitation so it will need getting used to. May I suggest that we make an arrangement whereby we can get a telephone authorization from a Finance Committee member for expenditures for amounts of$5 to 10,000? (attachment b) Subsequently, I understand that Bob also exceed the current limit for some office equipment. My fault because I forgot to tell him about it. Impact Fees Interestingly enuff, Spokane County apparently does not have an impact fee system for new development. Well and good I guess, but of course that means that the cost of providing infrastructure for such development must fall on existing property owners. This is a bit puzzling because legitimate developers seldom object to underwriting the cost of needed improvements for their project. Anyway, attached is a Q & A sheet on this subject in case you decide to revisit this matter latter.(attachment e) His Honor's Hours Mike has established his official office hours to be 4-5 on Tuesday, Wednesday and Thursday. If you decide to cop out by"sicing"an angry citizen on the Mayor just urge that he/she call Karin to make an appointment. Incidentally, I don't mind if if you want to lay off difficult contact to me or one of the Department heads. Transition Committees In listening to the Committee Chairs on Monday it appears that it will be necessary to schedule "face time" with at least some of the committees. I would suggest that these presentations could best be handled at study sessions in order of priority. Perhaps one or two each meeting. The informality would probably facilitate a better exchange of ideas. 2 Police Contract I have heard several comments from Council indicating some concern about our relationship with the Sheriff's Department. You are correct in perceiving that this can be a difficult problem, with the Department striving to maintain status quo and our insistence on having a strong voice in policies and procedures including selecting of the Chief and senior officers. I think Cal Walker is an excellent candidate,but on principal this should be the City's choice not the Sheriffs. I'm revising a policy I helped developed which covers some of this concern which I plan presenting to Council at a Study Session. The early bird may get the worm but the second mouse gets the cheese. Manager recruitment Since Greg will soon be interviewing each of you regarding your ideas on appropriate qualifications for this position. I thought I would give you a heads up on"possibilities" and characteristics you might be seeking in this person. I hate to admit it but there is more truth than fiction in the attachments. 0 Holidays I would like to get Council consensus by Saturday regarding office hours during the up coming holidays. Next year when we are officially a city I suspect we will follow the normal pattern of being closed Christmas day and New Years day. In addition I usually urge most of the staff to take off the afternoon of Christmas and New Year leaving a skeleton crew to keep the office open. However, this year, since we are working on an hourly basis, I am asking staff not to come in unless they feel they can be productive. Karin will be here to greet the public and others will be in intermittent depending on the meeting schedule you select. It doesn't make sense for them to be bouncing back and forth across the hills for just one or two days each of the two holiday week Meetings We meet on the 10`s for a regular meeting and so far we have scheduled the following items for action, most of which are necessary to meet RCW requirements. • Fix date of incorporation- We are recommending 3/31 • Authorize investment of funds in the Wash Local Gov Pool • Ord re Bonds and oaths • Ord re records and public disclosure • Authorize credit card account • Ord re indemnification • Ord Establishing acou0nting funds • Establish an Imprest (petty cash) fund • Ord establishing a"Small works Roster" • Discuss agenda for joint meeting w/Commissioners 3 At this point we don't have any pressing"action" items for the 17th so would recommend that this could be a study session covering the following; • A short review by the Sheriff Dept of their proposal • A 30 minute presentation by the Law Enforcement Transition Committee • General discussion of the police issue • Presentation by WCIA (insurance)if available • Review revised work program and staffing plan • Other The next two Tuesdays are Christmas Eve and New Years Eve. I assume that nobody except Rich wants to meet on those days. Possible alternatives would be Monday the 23`d, or the 26th and 2nd which are Thursdays. If you feel a great need for such a meeting we will have staff available. However after meeting with Stan S today I think we of the opinion that a regular meeting would not really be necessary until the 7d'. Indeed Stan an I also agree that at this stage in the incorporation process that we would probably all be better served with a"normal meeting"schedule"to allow a more systematic approach to issues and adequate time for better staff work. With our limited staff, weekly meetings, without adequate staff to support them,tend to encourage"confusion" instead of careful deliberation. At this point most of the agenda items are"boilerplate" stuff and staff really need to spend more time preparing for the difficult matter s that will coming up in late January and February. I suggest that a regular meetings be held either Dec 23`d or 26th , then on the 14th, and 28th of January with study sessions scheduled the 7th and 215'. In February with the work load beginning to build we may well need a more accelerated schedule. Staffing Speaking of staffing, we are putting together a staffing plan and work schedule for Council consideration on the 10th. It's still tentative, but the list will certainly include a Public Works Supervisor to coordinate and oversee PW contracts to insure that the County is actually doing the work we will be paying for. In the Interim this position would make sure that we are getting the service that would normally be provided if we had not incorporated. Also Dick needs an engineer type to start picking up some critical engineering functions. Bob Noack has also reached the point where he is ready for an Accountant to begin building an accounting system. Jim Harris will probably need two Planners; one for current planning and another for long range work. This staffing level assumes that much of the detail; planning work will be out-sourced . Another Office Assistant is certainly needed to take some of the load off of Karen and Ruth, and to support Dick Warren and Jim Harris. W are also considering recruiting someone who is flexible enough to handle a variety of functions such as HR, PR, grant writing and helping out with contract negotiations. We need these services but simply can't afford to hire individuals for each of these duties. I think Greg has a person in mind who could meet this requirement but not sure if he is available. 4 (Attachment D) ATTACHMENTS A. Memo's Fr: Dick W Re: Work schedule and contacts B. Interim network proposal C. Management styles D. List of e-mail addresses E. Impact Fee Q & A F. Calendar G. Letter To: H Huestis Re Civil Service H. Voice Mail box comments Incorporation date An ordinance establishing the official date will be on the agenda Tuesday recommending that it be March 31. I favor this date in lieu of February 28 because it gives us sufficient time to accomplish all the pre incorporation work in reasonably good order. However, the question properly raised by Council is what financial impact this selection might have. My"gut" response along with Bob and Stan Finklestein etc is that the March date would result in a positive financial credit, in that savings in expenditures would exceed forfeited revenues. Unfortunately, we still don't have the numbers yet to prove this. The trouble is all previous incorporations have been on the Aug 31 schedule so we don't have that precedent to fall back on. Bob is trying to track numbers down but not sure they will be ready by Tuesday since he has a commitment in Seattle today returning Sunday night. So I will may ask that this item be table to the next regular meeting. As I understand it now, these are some key points; • Unlike August incorporations, we can not expect to receive any property taxes in 2003. If correct, one wonders why, ( if County is keeping property taxes paid by SK property owners in 2003 thus supporting the Sheriff's office) we should pay for that service in 2003? • We will receive all our accumulated Road tax • Whether Feb or March makes no difference in Sales tax collection since we lose the first quarter in either case. Collections will start April 1 (2"d quarter) and be received in July. Cee Cf/a-X76)-t_. • ft CITY OF SPOKANE VALLEY MEETING REPORT From: Dick Warren, Interim Public Works Director Meeting: Washington State DOT Eastern Region 2714 North Mayfair Street Spokane, WA 99207-2090 Attendees: Ted Trepanier, 509-324-6550 Al Gilson, 509-324-6015 Regional Traffic Engineer Public Information Officer Date: December 2, 2002 Purpose: To discuss future O&M of State roads to be turned over to the City as of April 1, 2003. Roads are: Trent (SR 290);-East Trent Avenue (SR 290); Fancher Road to Wellesley; Pines Road (SR 27); Trent to south City limits. Notes: 1. WSDOT will prepare the documents to transfer ownership of all affected right of way (ROW) to the City together with ROW maps and street drawings. Portions of Trent are on easements from the railroad. These will also be transferred. 2. WSDOT remains responsible for surface condition and repairs or improvements. 3. The City is required to maintain street lighting, traffic signals, drainage, general housekeeping (sweeping, etc.), and snow and ice removal. 4. Until April 1, 2003, snow removal and deicing will be done by WSDOT at their cost. The same is true for all other O&M activity. 5. After April 1, it appears best to contract with WSDOT for street light and traffic signal maintenance, as their facilities are different than the County's. 6. After April 1, the City will be responsible for power for street lights and traffic signals. WSDOT will segregate power accounts and transfer billing to the City. I City of Spokane Valley Meeting Report from Dick Warren December 2, 2002 Page 2 7. Housekeeping, drainage, and other routine maintenance is probably better contracted with the County for the near term (one to two years). This could be part of the general street O&M contract with the County. 8. WSDOT plans to do an upgrade of their traffic signals on Pines. They will pay all costs but the City will be responsible for future maintenance. 9. WSDOT will put up freeway signs for the new City when the City name is final. All other signs are better done by the County at City direction. 10. Agreements with WSDOT will be on a cost basis. They are preparing an estimate based on the above. I am getting copies of the City of Federal Way agreements with WSDOT, as the Eastern Region doesn't have examples. We will ask Stan to do the final agreements. 11. Ted asked that the City join the Spokane Regional Transportation Management Center. This is funded primarily by Federal grants through the Regional Planning Council (MPO). For 2003 the dues will be $20,000 and the City should have Public Works staff attend the monthly meetings. The Center is working on a coordinated traffic signal and control system that will benefit the City. 12. The plan is to have agreements with WSDOT in late February 2003. kb copy: Bpb Noack V(ee Walton • f&' t3 G-i C uiG ft/t) G��c City of Spokane Valley V Public Works Issues, Work Plan Issues: Water Sewer Collection & O&M Wastewater Treatment Solid Waste StreetDrainage O&M Stormwater Management Development Review . Support Parks and Other City Activity To Do Lists: • Water Contact DOH. Obtained contact,left message,see 12/3 Contact Fire District 1 11/26. They have plans Mtg w/ FDl Sch. 12/4 Obtain Maps From County and FD1 Obtain Master List From FDI and DOH Prepare City policy draft . JaniFeb Sewer Collection & O&M Mtg w/ County Sch 12 Mtg wI City of Spokane 11/26 w/ Stan S. Draft agree3ment for 2003 Dec/Jan Complete agreement for 2003 Jan Seek O&M proposal from City of Spokane Recommend City policy for 2004 Wastewater Treatmenmt Mtg w/ City of Spokane 11126 Mtg w' Spokane County 12/4 Letter to County Dec/Jan Pursue regional agreement Jan-Mar Draft of agreement (Pv Solid Waste Discussions W/ City of Spokane 11/26 Briefing by County 12/4 Draft City policy Letter or MOU Street/Drainage O&M Letter re Co responsibility wk 1212 Mtg w/ Copunty Roads wk 12/2 Determine 2003 program Jan Consider future program Jan-Feb Draft City Policy Consider small City crew Jan-Feb Street CIP/TIP Mtg w/ County roads Wk 12/2 Mtg w/WSDOT Mtg w/ 1113 • sch 12/10 Analyse 6 yr Plan Dec Draft City Policy • MOU Stormwater Management Mtg w/County 12/4 Obtain Co. plans Dec-Jan Consider City policy Jan-Feb Transfer Utility to City Jan. Stan S to do Development Review Work w/ Bob E Develop review PV1' staff(2-3) Set up standards , Jan-Mar • 1 &Oat/ Dec.5 2002 To: City manager Walton From : Deputy City Manager McNutt Subject: Temporary Computer System I have ordered a simple"band aid fix" for the immediate crying need to fill 3 temporary gaps in our ability to efficiently do business. We will use a small temporary (6 months to 1 year)server which will: 1. Network the existing loaner computers which must talk to each other for best efficiency. 2. Establish the ability to interface the mainline printer(s) thus avoiding the temporary necessity to buy too many temporary stand alone printers. Where some departments heads will need an inexpensive computer at the desk, others can easily use the main printers with efficiency. 3. Create a simple temporary redundancy as back up until we develop a fully designed and phased installation of the final city computer systems. The price is no more than the extra printers we could otherwise buy and we would still be running back and forth trying to load documents and necessary info on each other's computers. Now we will have time to get out RFQs, select a designer and later, an RFP for the big system. December 5, 2002 4+ Age Stan McNutt, Deputy City Manager 0 / i e.0 City of Spokane Valley City Hall v /' • Redwood Plaza Building 1� • I 11707 East Sprague Avenue, /� Spokane Valley, Washington 99206 Regarding: Networking the offices for Staff and City Council Members HARDWARE 1. We provide a used 24 port HUB, 10/100 stackable unit similar to those used for small office networks. This would work well later in a department. Your cost $75.00. 2. Patch cables to tie all computers and appliances together (40) at $5.00 each. Your cost $200.00. 3. New work group network server mirrored 50+gigs. Your cost $700.00. SYSTEM SPECIFICATION PowerEdge 500 SC (Service Tag No. 6220Y11) Dell PowerEdge 500SC Server: Intel®Celeron'"' 1.2GHz System Price $790.00 Promotion Discount ($100.00) Discounted Price $690.00 Promotion End Date Dec 05, 2002 128MB SDRAM(1 DIMM) "y' ��,e ... .. ... .., e,., .•N�_c.. ,Sa'�.x�.,..a .. . r. ._ ... ,..x r.. P„u .'.l1�x .3a.., ..,.:..x.+ Floppy Drive: 1.44 MB Floppy Disk Drive Hard Dlsk Dnve + 80 GB'EIDE Haiti Drive(7200,RPM) ._✓..<��,.;: ._..r.' �t.l'£.ab�}. sj�r ; _ �,.,, _ .,.,,.eve +>�lr,F„^.cnt .�. . . ..._ 80 GB EIDE Hard Drive (7200 RPM) y�� -Cr H`q r P .fi.a..r+ es )errs ref t e'fvz .t Y CDROM Onvex' 4': ``” F 48X Max Vanabte CD-ROM Dnve � � Software: No Operating System /. ✓ r�4'i y)�f �r� '.'�' f - _'N T f a tl vcr,s7 /.�yZ•$J y ; Misc < n nv� Cyt a to Shipping Matena{E r K y''/ Logitec 2-button Mouse (Gray) aR s.As�t Stand_ ani•Keyboard "1.Y% `1 1?r_v rVtg e saw,.,_:_ {.� ..:.* r_q.3SNON ._k, s �_-.�ksC`,.','ll Dell OpenManage Kit yxlC1ACable* srw` Vri ` trr, Documentation Total Hardware Cost: $1,053.98 Tax Included LABOR Configure the LAN(Local Area Network) Configure the Server; Users/Folders Configure Network Printers Configure Work Stations (Computers) Total Labor Cost: $500.00 Consulting on 12/3/02 for wide range of options on networking: No Charge Two Phones Configured+ Training Receptionist on Email Use: No Charge We can network your office for4Vegards, a total of$1,553.98 tax included. My It Terry Lynch,lepublic.com 4412 East Sprague Avenue Spokane Valley, Washington 99212-0803 535-1626 terry@zepublic.com 535-1627 l ; • Management Styles for Everyone y jt Managers are a special breed—a hybrid to be precise. of the actual stereotypes of the persons working in the They come from many different backgrounds. Some field. These faithful renderings provide an opportunity jcome directly from universities and graduate schools, for self-identification. others from the military, finance, engineering, and other Place a check next to the type which best represents professional fields. Each background has a large in- your management style. Place an X next to the style yj fluence on the manager's perspective. most others associate with you. Take the results into The following manager-types are a scientific sampling account in selecting your next occupation. 1.1 I Ms is mAst4A66R BUDGET ORIENTATION liar I 11 1111 1::;\)(k 1.\\60,,......---., cep l t 1 ,„, . (ir' ,r,m,) .. . gallikillar..1 1 4. SSTEMS-eomPUTeR TYPE -rliEIt R ACTIONAL« MANAGER CGRouw(Es-FEEuES 'TYPE) a i I: a V? 0 ..- er 0 c. N434 .\i` (- ' 0 1,1,`28 \\ r - MANASE- (C ) / 11 '1 M r,. ' . I 1 ii WI-FEELER-DEALER TYPE . Tt1EORY X mpNAGER I (foRlhtR FEU€RRL AUb COORDtNffroe) if —51)) ,ii, (_I/ k ____--s:::: :' 1 70,411 ij ow, if) F:-. 0 / ° IrC=.'. =e 1 ,,, • i TYPIcAL WomM4 InRNAGE-R RET IRED In LITRY INPE r -116 Iq/1111 I .I 4 • 4-- -n ; : : THE DYNAMIC POSITION MANAGER'S EYCrTIns PUBLIC =AGE R OF TH6 MAN AGER S •fi ,i -,:it l \ _pc‘,,,14:2? t11W 0 . `\eco co 4. qg - r, - iir . ..r, lti ., /.� 2 a • .eF ,fin, 1PEER DRESS -FDR ThE PROPER DRESS FOR Th E" Na- l", MDURE mANAGERpLsihN " so-PURE rnANAGE� PLAN/ e . CIL., )1 II _0.1;7.7\I.e., ,:(€9)re: :: cc_ e ca5.1._ Nt, , ...1 / \ . _A City of Spokane Valley Email Address List as of 12-5-02 Name Email Address Staff Lee Walton Iwalton@spokanevalley.org Stan McNutt smcnutt@spokanevalley.org Bob Noack bnoack@spokanevalley.org Dick Warren dwarren@spokanevalley.org Ruth Muller rmuller@spokanevalley.org Bob Ely bely@spokanevalley.orq Jim Harris jharris@spokanevalley.org Karin Bosworth kbosworth@spokanevalley.org Council Mike DeVleming mdevleming@spokanevalley.org Rich Munson rmunson@spokanevalley.org Gary Schimmels gschimmels@spokanevalley.org Diana Wilhite dwilhite@spokanevalley.org Mike Flanigan mflanigan@spokanevalley.org Dick Denenny ddenenny@spokanevalley.org Steve Taylor staylor@spokanevalley.org Stanley Schwartz, Esq. sms@wkdtlaw.com -I) Ask MRSC IMPACT FEES ,z What are impact fees? Impact fees are charges assessed against newly-developing property that attempt to recover the cost incurred by a local government in providing the public facilities required to serve the new development. Who pays impact fees? The developer of a proposed development pays the impact fee. The local government examines the proposed development, determines what facilities will be required to sustain the desired level of service and charges the developer a fee to cover the cost of the needed facilities. Must a city charge impact fees? No. Impact fees are strictly optional. The Growth Management Act requires that cities plan for future growth and provide the facilities necessary for accommodating that growth. Impact fees provide another way for cities and counties to pay for these facilities. What means are available to Washington cities to insure that developers install and/or pay for public facilities necessitated by new development? Washington municipalities impose development fees and exactions upon developers as a means of insuring the provision of public facilities necessitated by new development. The Growth Management Act authorizes those cities and counties that are planning under the Act to charge impact fees. In addition, the following statutes provide authorization to impose these development fees and exactions: ► Subdivision Exactions—Ch. 58.17 RCW ► Water/Sewer Connection Fees—RCW 35.92.025 ► Water/Sewer Latecomer Fees—RCW 35.91.020 ► Street Latecomer Fees—Ch. 35.72 RCW ► Local Improvement Districts—Chs. 35.43 - 35.56 RCW and Ch. 35A.43 RCW ► State Environmental Policy Act (Mitigation Measures)—Ch. 43.21C RCW ► Growth Management Act—RCW 82.02.050 - .090 What options are available to Washington cities for imposing traffic impact fees on new development? Washington cities have a variety of options available for imposing traffic impact fees on new development. The following statutes provide the authorization to impose traffic impact fees: ► State Environmental Policy Act (Mitigation Measures)—Ch. 43.2IC RCW ► Voluntary Agreements—RCW 82.02.020 ► Transportation Benefit District Act—RCW 35.21.225 and Ch. 36.73 RCW 29 Ask MRSC ► Local Transportation Act—Ch. 39.92 RCW ► Growth Management Act—Ch. 82.02 RCW What can these different types of impact fees be used for? Subdivision Exactions—Under Ch. 58.17 RCW, the state subdivision law, cities may apply a subdivision requirement that developers install, at their expense, the improvements necessary for a full range of urban services in new subdivisions. Such improvements usually include streets, curbs and gutters, sidewalks, water mains, fire hydrants, sewer and drainage lines, and in some instances, parks and/or playgrounds, and sites for schools and school grounds. Installation of improvements is usually required as a condition of subdivision approval. Also a performance bond or similar obligation is required as assurance that improvements will be installed in accordance with city requirements. If a proposed plat does not make "appropriate provisions" for public health, safety, and general welfare and such needed improvements, the legislative body may deny the proposed plat. (See also the limitations under the Voluntary Agreement section.) Water and Sewer Connection Fees—RCW 35.92.025 does allow a city to charge an additional connection fee in addition to the actual cost of the connection. The legislative body of the city or town is to determine what the additional charge shall be in order that such property owners bear their equitable share of the cost of the system. Case law has made clear that this equitable share of the cost of the system is to be based on historical costs. This was the specific holding in the case Boe v. City of Seattle, 66 Wn.2d 152 (1965). The State Supreme Court concluded in that case that the city of Seattle could charge the property owner a reasonable fee for sewer connection which represents an equitable share of the cost of the sewer system. The court included a limitation which indicated that this cost should be based upon the historical costs of the system and not upon a replacement cost standard of what the system would cost to construct in present dollars. Therefore, it appears that the historical cost may not be adjusted for inflation. Water and Sewer Latecomer Fees—RCW 35.91.020 authorizes contracts between a municipality and a developer for construction of water and sewer facilities, and it authorizes, for a 15-year period, reimbursement of a developer by other property owners who did not contribute to the original cost of the facilities and who subsequently tap into or use the facilities. Street Latecomer Fees—Chapter 35.72 RCW authorizes cities and counties to contract with a developer for the construction or improvement of street projects, and it authorizes, for a 15-year period, reimbursement of the developer by other property owners who subsequently develop their property and who meet certain criteria. Local Improvement Districts—Chapters 35.43 through 35.56 RCW and Ch. 35A.43 for optional code cities authorize and establish the mechanisms for cities to carry out a wide range of public improvements including items such as streets, parking facilities, water and sewer systems, parks and recreational facilities,underground utilities, and transportation facilities, and to assess benefitted property owners the costs of such improvements. SEPA—The Washington State Environmental Policy Act, Ch. 43.21C RCW, grants wide-ranging authority to impose mitigating conditions relating to a project's environmental impacts. Many cities have interpreted SEPA's authority to mitigate environmental impacts to include authority to impose ..{ impact fees to pay for the mitigation of adverse traffic impacts. We note, however, that a municipality pursuing this course must establish a proper foundation. Local SEPA policies authorizing exercise of SEPA substantive authority must be adopted and each action must be rationally related to mitigating 30 -`I Ask MRSC impacts identified in threshold determination documents (primarily environmental checklists) or environmental impact statements. Transportation Benefit District Act—Pursuant to RCW 35.21.225 cities are authorized to establish one or more transportation benefit districts to fund the capital improvement of city streets within the district. The improvements must be: (1) consistent with state, regional and local transportation plans; (2) necessitated by congestion levels attributable to economic growth; and (3) partially funded by local government and/or private developer contributions. Transportation benefit districts are quasi-municipal corporations with independent taxing authority. RCW 36.73.04.0. Transportation benefit districts are ,given authority to levy a property tax (RCW 36.73.060), issue general obligation bonds (RCW 36.73.070), establish LIDs (RCW 36.73.080), and impose impact fees (RCW 36.73.120)to fund transportation improvements. Local Transportation Act—Chapter 39.92 RCW, enacted by the 1988 Washington Legislature, authorizes local governments to develop and adopt programs for the purpose of jointly funding, from public and private sources, transportation improvements necessitated in whole or in part by economic development and growth within their respective jurisdictions. Cities operating under this chapter are authorized to impose transportation impact fees on development to pay for "reasonable and necessary off-site transportation improvements to solve the cumulative impacts of planned growth and development in the plan area." RCW 39.92.030(4). The Act specifies various requirements for transportation programs. The authorized programs must be based on an adopted transportation plan and the fee must be calculated from a specified list of capital projects. Traffic impact fees cannot exceed an amount that the city can demonstrate is reasonably necessary as a direct result of the proposed development. Voluntary Agreements—Most of the preceding forms of impact fees are limited by RCW 82.02.020. This statute prohibits fees on development unless: (1) they are collected as part of a voluntary agreement between the developer and the permitting agency in lieu of a dedication of land; (2) they mitigate a direct impact that has been identified as a consequence of a proposed development or; (3) they are collected thron-h an impact fee ordinance as authorized by the Growth Management Act (RCW 82.02.050 - .090). The permitting agency must be able to establish that an impact fee collected pursuant to a voluntary agreement is "reasonably necessary as a direct result of the proposed development or plat." Funds collected under voluntary agreements must be held in a reserve account and expended on agreed upon capital improvements. Fees must also be expended within five years or be refunded with interest. Growth Management Act—With the passage of the state Growth Management Act, cities have an additional source of authority for imposing impact fees. The Act authorizes cities choosing or required to plan under the Act to impose impact fees on development activity in order to finance certain public facility improvements which are addressed by a capital facilities plan element of a comprehensive land use plan. Impact fees are specifically authorized only for: "(I) public streets and roads; (2) publicly owned parks, open space, and recreation facilities; (3) school facilities; and (4) fire protection facilities in jurisdictions that are not part of a fire district." RCW 82.02.090(7). May impact fees for water and sewer be imposed under the Growth Management Act? Impact fees for water and sewer facilities are not allowed under the GMA. 31 Ask MRSC Is there an impact fee exemption for affordable housing under the Growth Management Act? RCW 82.02.060(2) does state that a city "may provide exemption for low-income housing and other development activities with broad public purposes, from these impact fees." One of the goals in the Growth Management Act stated in RCW 36.70A.020(4) is to "encourage the availability of affordable housing to all economic segments of the population..." It would appear that these provisions would give flexibility to provide an exemption for affordable housing (other than low-income housing), but a case could be made in either direction. It would be important to have a record of the basis for the decision. It would also be important to document the clear need for moderate-income housing and to demonstrate the public purpose served by providing an exemption. King County, as an example, has made the decision to exempt only low-income housing. They exempt impact fees for anyone at 80 percent of median income with adjustments for family size. King County staff feels comfortable that low-income housing and an 80 percent of median income criteria is clearly supported by RCW 82.02.060(2), RCW 35.21.685, and other places in the statutes. The question of whether moderate-income housing exemptions serve broad public purposes is more open to public debate. One might argue that this goal is the type of "other development activity with a broad public purpose contemplated by RCW 82.02.060(2). There may be a practical policy question as well since an exemption for moderate-income families could exempt a large percentage of the households in a given community. Again, this question could be argued either way, but an exemption for moderate-income housing may require more rigorous documentation. If, under RCW 82.02.060(4), a city adjusts impact fee downward, must it make up for adjustment with public funds? The city is not required to make up for, with public funds, an adjustment from the standard impact fee for which the city must allow in order to ensure fairness in the imposition of such fees. Unlike RCW 82.02.060(2), in which the city provides an exemption for low-income housing or for "other development activity with broad public purposes," the city is not required by RCW 82.02.060(4) to use public funds to cover the fees that are "lost" by an adjustment. The same logic does not operate for adjustments as for exemptions. An adjustment to ensure fairness should be made where the impact for a project is, for some documented reason (see RCW 2.02.060(5)), less than it would be for other similar projects and, thus, application of the standard fee would be excessive. For instance, it may be possible to demonstrate that residents living near a rapid transit station will generate less vehicle traffic than the standard development. In theory, the lower impact would require fewer improvements. A city would allow an exemption for low-income housing for public policy reasons and not because the fee would be disproportionate to the impact. Thus, where an exemption is allowed, the impact would not be mitigated unless the fees are made up from some other source (other than the developer). What is the effect of impact fees on affordable housing? Although impact fees do not alter total costs, they do affect the distribution of costs, or who pays for the facilities. Each community will need to make a policy decision about whether the cost of new infrastructure is charged directly to the new users or spread, via higher taxes, across the community. • Infrastructure costs in areas where there is little current development can be substantial. The developer is likely to pass these costs on to the home buyer. Most local governments levying impact fees do not levy the full cost of new infrastructure. In fact, the Growth Management Act requires that part of the cost of financing infrastructure for new developments should come from other funds. 32 e December 2002 January 2003 December 2002 S M TWT F- 5 SMTWIFS ,, ° v,' _ '- .. -1 . 2 3 4 6 6 .7 1, 2 3 4. 8 9 '10 11 12'-13 . 14: S 6^• ]-+ 8 9 • ID • 31 15 16" '17 18 19 '"20 `21 12 13 '1 '16'. 17 19 r 'p - 22 2? 24 25 26 U 2B 19 20 _211 22 22 23 24 25 - - - - - - _ 29 30 31 - 26. 27-° 29 29 3D 31 Monday Tuesday Wednesday Thursday - - Friday Sat/Sun ---'r- - emb ..- -. - December1 4:30pm Terry Lynch 1:30pm Len Brouge 926 1:30pm Schwartz 7:00am Retreat 5300(4th&Conklin) 6:30pm SCOPE 12:00pm C of C goy Bill 6:00pm CC Meet Crawford (C of C office) 8 ' 9 10'. - _- ,1i ,__..' 12 13'7' - .r':14 6:00pm CC Meet _ - 15 - .> °, _.• 16 - ,_ „_ .. 17a - ..18 - _:�� :, 19 . . ._^ .. 20. :.: . _ .:t '-.,:21 6:00pm CC—Meeting- 6:00pm Hotel Accnc Recptlon —�--- — (Davenport Hotel) s -VYy 5(53, Gy 22 Z4`. , -_ .2 - :.-. 26 -: ' -- 27 .•:r,-.-" . _:_" 28 USS/ .. 30 - 31 - -14-N (c. ::,. 44N 2-- . . ,.1 Avy . 3. 7"._.x - . /4.3.176/2 107>71;-6,‘ Lee Walton 1 12/5/2002 11:49 PM • City of Spokane Valley 11707 East Sprague Avenue, Suite 106 Spokane Valley, WA 99206 • (509) 921-1000— Office (509) 921-1008 — Fax December 5, 2002 Mr. Henry G. Huestis East 10819 Third Avenue South, #46 Spokane Valley, WA 99206 Dear Mr. Huestis: Mayor DeVleming has referred your letter to me asking that I review your offer to assist the City in developing a Civil Service plan. As a new City with a minimal number of employees (about 15 now and perhaps 25 after a year), I don't anticipate we will reach the point where a Civil Service system is needed for at least a few years. Until that time, we will rely on the typical merit system-that is commonly found in smaller Washington cities. A Civil Service system would simply be too complex and expensive for this City to use in the startup phase. Thank you for your interest; I will certainly keep your letter on file as a reference when we do develop a new personnel system. On a personal basis, I would note that as a Veteran, I can certainly understand and sympathize with youF concern regarding this matter. Sincerely, Interim City Manager kb copy: Mayor DeVleming Replies to:. Spokane Valley council hires interim staff // I would like to be involved in community involvement processes, and would hope these are already part of the start- up plan, but if not I would be very disappointed. sti llwal kn?:icehouse.net • Replies to: Our new city needs a few good people — 8-1-02 - • Valley leaders should be visionaries. Enough with the political ties and preferences. We've had enough city council drama. Our Valley leaders focus should be on preserving the quality of life we share, attracting businesses beyond the minimum wage lifestyle Lets develop our city to encourage social activity with more events like ValleyFest. We need to focus our tax revenues to those specific areas that are needed. Lets establish a city council that embraces positive change and forward balanced growth. kbergdahl ',worldnet.att.net . • . Replies to: Incorporation foes still hopeful— 7-13-02 S-R Instead of trying to build a good city Jackson is proving what is wrong with this country. Her side lost the election so now she is trying to destroy the vote of the people who went out and voted. • I found it interesting when she was out campaigning against incorporation, all she could do was make personal attacks. • Congradulations to the people working hard to build a city. • jmdspk0,,lvcos.com • • it MEMO CITY OF SPOKANE VALLEY 11707 Sprague Avenue, Suite 106. Spokane,Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 TO: Council FROM: Lee Walton DATE: Friday 13th!!!! SUBJECT: Newsletter for 12/17/02 December 17 Meeting I had hoped that this meeting would be strictly a study session but I guess that was expecting too much. The issue of appointment to regional boards is becoming more "critical" as various agencies check in find out if SV will be a player in their area of interest. I'm not at all sure we have a complete listing yet but it should include most of them. Also, I would urge that you let Greg get started with recruiting permanent Department Directors. We all love you dearly but most of us old geezers would like to get our work here completed ASAP and move on to more important things like golf and fishing. Since it is entirely possible that some of these recruitments may take 90 days or even longer, it would seem prudent to get started as early as possible. Intern • Attached is a"letter of Interest" via Terry Novak, from a Valley resident (a graduate student at EWU) seeking an internship with the City. This can be a "good deal" for both the City and student. We get slave labor at a fraction of the normal cost and he gets to build his resume. Typically, such internship pays an hourly stipend of$8 to $12 for 20 to 30 hours a month. I have asked him to come in for a"conversation" so I can check him out to see if he is as qualified as his resume suggests. Police Contract I have suggested to Terry Lynch that he do allow "pro-City Department" advocates be allowed to speak their piece as well as the pro contract group if only to remind the "powers that be" that this remains a possibility in the future if we are not satisfied with contract services. You should now have a copy of the Transition Committee report on feasibility of an independent Police Department. I will read it this weekend and try to get a copy to Bob Jean to review as well. Page 1 of 5 I would emphasize that I am not an advocate of establishing a separate Police Department at this early stage of City existence. However, if in ensuing months, Council decides to go in that direction I would very strongly urge that you allow one full year to implement a new department. I have done one in six months and another in a year. The former was a "cut and paste"job that was only semi-satisfactory and took a long time to sort out. The latter was immediately a first-class professional organization. Also attached is a"policy" document that I was peripherally involved in drafting way back in '99. Its acceptance by the King County Sheriff as the controlling document clarifying the relationship between the cities and the Department was instrumental in preserving the contract system in King County. In particular, note pages 6 & 7 which describe mutual responsibilities. Insurance In my humble opinion, the WCIA insurance program is the only viable option for a city of this size. Like other pools around the County, it was formed during a period when (because of some court cases) many cities could not find insurance at a reasonable cost. They have now grown into a very sophisticated provider that is envied by cities in other states. Perhaps the best description and overview of their services is in the attached e- mail to Darrell Beaman, a member of a Transition Committee. (I allowed 45 minutes but will ask Leigh to keep it under 30 because of the heavy agenda.) Roger Chamberlain representing Canfield & Associates of Ephrata will also be there to give the pitch for his organization. Normally I would defer to the private sector, but WCIA is so clearly superior that I suggest that it remains the best choice for keeping the City out of trouble. I drive way too fast to worry about cholesterol! Copy Board I was approached a couple of days ago by a Steve Isherwood regarding our possible purchase of a Copy Board. Apparently he has been talking with at least a couple of Councilmembers who he said were very interested in this product. He says that it is a $2,500 unit(which is about right) that he will sell to the City for $500. This is indeed a very useful device but probably would not be on my list of priorities during this first year of operation. However, if Council is interested and feel it's a one time opportunity that is too good to pass up, let me know, otherwise I will pass. (see attachment) Sign in? Each of you now has a City e-mail address. However, it is necessary that you go through some exotic procedures to activate this address. Note attachment from Kevin Lynch that outlines this procedure. Page 2 of 5 Chamber of Commerce The City of SV is now an official member of the Chamber. I realizethat many of you have individual or business memberships already but cities traditional join which make you all members again under the City sponsorship. Investment Pools The question has been raised by several as to why we don't join the Spokane County investment pool since its current return is a bit more than the State pool. The answer is that the County does not accept money from public agencies not utilizing the services of the County Treasurer. State law does allow county treasurers to serve special districts but not cities. Per Diem The question was raised Tuesday night as to the $600 Per Diem for interim staff. Just for general information, I found my original analysis (attached) outlining the least expensive housing solution I could find. It didn't work out so we are each making our own arrangements which range from $700 to $ 1150 per month. I don't know about the others, but I figure that my actual Per Diem costs including housing and meals are about $65 per day, so I don't feel guilty about$20 being provided by the City. Greg's contract also provides for mileage but I don't think any of us are, except I have asked Karin to do so. There is no good reason, with all the driving she is doing for us, that she should subsidize the City. If I seem lost in thought it's because this is unfamiliar territory for me. Logo Contest I had a call from a professional design artist (Darrin Gute) who is quite upset that we didn't farm the logo design to a commercial firm. I explained that the primary purpose of the contest is not just a logo but a public relations event designed to build a sense of community. In my experience, getting the schools involved in this effort has been very effective in achieving that purpose. I would suggest that by March 21 the majority of kids in SV and their parents will be aware that the City exists and have some sense of ownership. I also pointed out that we can't expect to receive a finished product and that the winning "concept" (probably more than one) will be turned over to a professional for a final version. Oddly enough, I have never had this issue come up before in new cities. Also, it's important to note that a professionally designed logo might well cost $10,000 to $20,000, and I'm not sure that would be a good expenditure at this early date. Page 3 of 5 Office Equipment Thanks to Gary, we have located the "mother lode" of dirt cheap office equipment from an outfit called Telect. We propose to buy a large quantity of files,tables, etc., to accommodate the Public Works and Planning files we will soon inherit from the County. Stan is very excited and drooling because it's a chance to get high quality stuff for about 25% of the retail price. Much of it we will need to store in the back room temporarily. Yes, it appears we do have time for Bob to run this by the Finance Committee, although I would again point out that this kind of decision is normally an administrative process if funds are budgeted. Staff Support Ruth and Karin are truly being overwhelmed trying to do their work and also provide clerical support for Dick, Jim, etc. I know you will be discussing and hopefully approving additional staffing on Tuesday, so I have instructed Ruth to start interviewing so that we might have someone available to start Wednesday morning. While I do most of my own typing and filing, the others don't. It simply doesn't make sense to be paying these guys professional rates and have them spending a lot of their time performing clerical work. Incidentally, my practice is to start most clerical positions as "generalists". Then after a period of evaluation, move them in to slots where they are a good fit. Of course, in this evaluation some one does not measure up to our standards of providing excellent customer service, a quick change is fairly easy to accomplish. P.S. Greg tells me that this clerical position is already authorized, so you can ignore the above paragraph. City Celebration This is an item that definitely requires Council sanction. In my previous lives as Interim CM with new cities, Councils have invariably asked staff to organize a community celebration to coincide with the official incorporation date. On the West Side, these celebrations have usually involved a Community picnic and music festival at a local park. Too often this decision was late in coming so the results involved a lot of frantic wheel spinning. So, if your inclination is to do this, it would behoove us to start early by: (1) selecting a Steering Committee of talented citizens plus at least one Councilmember and a chamber member; and (2) ordering the usual paraphernalia associated with this sort of thing. In Sammamish, for example, we ordered about a thousand logo lapel pins which were distributed for free. In addition, we had a very ample supply of mugs, shirts, wine glasses, etc. (all with logo), which were sold at cost. No question that this would be a strain and hassle, so you need to decide whether it's worth the effort and cost. To give you some sense of the scope and potential scope and cost of such an effort, I am enclosing a copy of a celebration `prospectus" we developed at Sammamish keep in mind that their population was only 35,000. Page 4 of 5 Legal Newspaper You will note that I am recommending that the Spokesman Review be selected for our legal publications. Daily papers tend to be much more expensive than weekly publications, but Ruth got the Spokesman to offer a lower rate for a one-year contract. It's still a bit higher, but during this start up period, the "prior day deadline" can be a major benefit in meeting RCW requirements. However, if you prefer to go with the weekly to save a few bucks, we can deal with that. Appointments The Mayor now has a preliminary list of Boards and Committees that need appointments now. Also included is an even longer list of organizations and committees that frankly we haven't sorted out. Most of them appear to be County committees that may not involve the City or ones that you would rather not even get involved with. As we (you) inevitably uncover other such committees, please let Stan know. There is a meeting of the County Lodging Tax committee at noon on Wednesday the 18`h. This conflicts with our meeting with the County Commissioners. I suspect the Commission meeting is more important, so unless someone has a better idea, I will send Stan McNutt to represent the City. Commission Meeting For those of you who like me are not familiar with the Coop extension/Conservation building, I am told that it is located at 222 North Havana. You will find a copy of the meeting notice and agenda in your box. However, Francine assures me that items can be added. Frankly, I did not realize that this was going to be such a "big production" meeting including extensive staff. I guess I had better bring Stan Schwartz, Dick, and Jim Harris along to defend our positions. ATTACHMENTS: a. Letter From B. Nitteberg, re: Internship b. Memo re: "Roles and responsibilities" c. Letter To: D. Beaman, re: WCIA services d. Product information, re: "Copy Board" e. Memo From: Bill Hutsinpiller, Re: Brief work outline f Memo From: Kevin Lynch, Re: instruction to activate e-mail account g. Report re: Community celebration Page 5 of 5 • , • • • LETTER OF INTEREST November 22, 2002 RECEIVED Terry Novak, PhD Eastern Washington University DEC 0 9 ?n02 668 N Riverpoiht Blvd . Spokane, WA 99202-1660 BY: Dear Mr. Novak: It is with great interest that I provide my resume for consideration to fill an MPA internship. In addition to my proven skills and experience, I would also like to draw from current academic theories and practices as emphasized in the combined MBA/MPA programs. My diverse education, experience, and leadership skills related to program, project, account, and general management should be an excellent match for many positions. My extensive cross-functional background with operations, production, engineering, installation, sales, and marketing along with related support and training responsibilities enhance this match. During my career, I have been accountable for all phases of many business functions and high-level initiatives. While addressing strategic objectives, I have been a key contributor in creating best practice environments to meet • competitive business demands and leading edge expectations of customers, executives and employees. My accomplishments illustrate a high level of proficiency building teams, creating understanding, gaining commitment and invoking enthusiasm around company initiatives. I have a proven track record for presenting issues, evaluating opportunities, and gaining confidence and support of internal and external customers. This approach has led to an environment of trust, cooperation, and successful delivery of results. I am particularly interested in responsibilities and goals supporting organizational and performance improvements. Based on my experience, in-depth consideration must be given to people, process, technology, and training to successfully optimize resources, ensure high-level performance, and provide world class customer service. With my depth of cross-functional experience, I have been a successful driver for change and advancement. I firmly believe that" can bring value to this position through my experience and comprehensive understanding of managing successful businesses. Thank you for your time to review my qualifications as an addition to your internship program. I welcome the Opportunity to discuss my qualifications and interests with you, or others, in more detail. Sincerely, Bruce L. Nitteberg 3021 S Bolivar Veradale, WA 99037 (509) 927-8146 binitteberg@aol.com RESUME Bruce L. Nitteberg 3021 S Bolivar • Veradale, WA 99037 (509) 927-8146 binitteberg@aol.com JOB OBJECTIVES To secure a position allowing me to leverage my diverse leadership skills and experience related to program, project, account, and general management. I would also like to utilize my extensive background with operations, production, engineering, installation, sales, and marketing along with related support and training responsibilities. QUALIFICATIONS (Summary of Career Duties &Accomplishments) Over 15 years successful work history including extensive management and leadership responsibilities. Demonstrated significant experience leading numerous enterprise-wide program and project management efforts within small and mid-sized businesses. • • Bachelor's (BA)degree in Business Administration -Operations Management with an emphasis on resources, services, processes, and systems. Formal education included extensive training in engineering, information systems and technology, and quality management. Applied modern leadership principles to enhance personal, staff, and team member effectiveness. Instilled a commitment to success and generated enthusiasm to accomplish objectives. Mentored staff and developed unique career planning, training, and promotional goals. Leveraged situational leadership with individuals and teams. Completed external and company provided supervisory and management training programs. Responsible for global strategic customer program management. Accountable as the single point of customer contact while coordinating activities across product lines, departments, and global regions. Maintained up to 32 concurrent customer projects ranging from 3 weeks to 2 years in duration. Managed concurrent projects with over $10 million in revenues. • Accountable for managing strategies, relationships, product development, process improvement, and installation projects related to key strategic customers. Optimized vendor to customer supply chains. Ensured that product, processes, and resources were in place to comply with customer contract obligations. Established and coordinated cross-functional customer support teams. Demonstrated competency to gain leadership's confidence, create vision, and promote effective change initiatives. Developed strategies, executed plans, improved processes, implemented technology, and managed customer sales and support projects to achieve corporate objectives.. Established and led executive level advisory and prioritization teams including the CEO, CFO, vice presidents and managers as key members. Utilized solid business judgement and decision-making techniques to enhance team member effectiveness. Recognized for presentation, facilitation, and adaptive skill sets. Developed multiple cross-functional competencies. Demonstrated success leading over 20 staff members and 175 indirect resources in a highly team oriented, fast paced, and dynamic environment supporting over 2000 employees. • Managed and reported status of work in process, resource allocations, schedules, problems, and goals. - • Responsible for developing products, estimating costs, negotiating pricing, creating proposals, developing terms and conditions of contracts, and creating marketing and communications plans, as well as, leading artistic and D visual design efforts. Conducted closed project reviews to ensure that expectations were achieved. Created, analyzed, and communicated accurate labor, timeline, quality, and financial status reports. Ensured quality deliverables through appropriate planning, implementation, testing, documentation, and training. Achieved timely, accurate, and cost controlled results. Developed and maintained annual operating budgets of approximately •$6 million. Successfully completed process and technology projects to support corporate growth from $54 million in actual sales to $300+ million in budgeted sales. 4 Established accurate performance measurements and metrics, analyzed results, and implemented corrective actions. Identified unrecognized revenue contributions for department of 25% or more of total corporate revenue. 'Gained upper-level management support to reallocate resources and establish new priorities to leverage these findings. Managed the creation of systems and processes to support custom configured products. Leveraged Lean Manufacturing and Just-In-Time (JIT) philosophies to establish a "one phone call" approach to customer orders. Reduced 6800 potential standard Bill of Materials (BOMs) to a single model BOM. Improvements reduced booked orders to production cycles from 3 days to 15-minutes. Overall production lead-times reduced from 15 days to 1-3 days. Analyzed and established revenue and material forecasts. Set and maintained accurate inventory levels. Improved delivery performance for intemally sourced products from four weeks to one. Reduced international logistics costs by 75% for critical path materials by implementing unique forecast and replenishment practices. Implemented inventory management measures to reduce excess inventory, establish appropriate safety stock " levels and accurate lead-times for critical path materials. Identified $2.4 million in annual savings through improved forecast accuracy, supplier-managed inventories, and enhanced coordination between departments. Accountable for managing supply chain of custom designed sheet metal, machined metals and plastics, and related tooling. Planned, scheduled, and procured quality materials, products, and services in a timely and cost effective manner. Developed strategic alliances and ensured quality supplier performance(managed all four of the top vendors awarded "Vendors of the Year" for 1996). Actively participated in cross-functional, quality, commodity, and product design teams. Responsible for developing and maintaining processes and systems to meet I80-9001 and Telecommunications TL-9000 quality guidelines. Established policies and procedures, and ensured compliance. Completed industrial safety training programs and practiced requirements. Gained considerable international business and cultural diversity experience while supporting North America, South America, Europe, Middle East, and Africa based programs, projects, and customers. Used discretion while dealing with sensitive personnel issues, as well as, customer and company proprietary information. EXPERIENCE Te/ect, Spokane, WA (1994— 2002) Program Manager, Customer Care- Network Engineering Services Project Manager, Information Systems and Technology— Project Planning and Facilitation Buyer/Planner, Operations- Purchasing Wagstaff Inc., Spokane, WA (1991 - 1994) Communications Specialist, Sales and Marketing Customer Service/Sales Coordinator, Sales and Marketing . Dorian Studio, Spokane and Kennewick, WA (1978- 1991) Manager, Sales and Marketing, Photography EDUCATION Eastern Washington University (1990) • BA, Business Administration - Operations Management • • ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL • I. ROLES & RELATIONSHIPS A. Contract service police chiefs, as well as other commissioned personnel, will be responsive to the public safety needs of the contracting entity,as well as its officials, residents, and/or population served. B: CONTRACT POLICE CHIEF 1. Command Structure a) Reports directly to Precinct Commander If the contract police chief is a KCSO Major, then he or she shall report directly to Division Chief b) Works at the direction of Chief Executive Officer or contract manager/administrator, and in compliance with KCSO Policy, Procedures, and Directives. 2. Title/Insignia a) Police chiefs shall wear one star on each collar point signifying their role as "Police Chief" of a contracting entity . Regardless of KCSO rank, contract chiefs will be addressed as "Chief of Police" in public settings, such as city council meetings, public meetings, and contract service staff meetings. 3. Interaction With Contracting Entity a) The police chief shall interact with contract entity staff and officials in accordance with RCW 35.18.110 b) The police chief shall discuss and agree upon protocols for routine, daily • interactions with the contract service CEO or manager/administrator as deemed appropriate by the contracting entity. c) The police chief shall function as a department head within the contracting entity's organizational structure, and is expected to conduct .himself or herself in a manner that supports and maintains trust in the contracting entity. d) At the direction of the contract service CEO or manager/administrator, • and as needed, the police chief shall attend and participate in the contracting entity's staff and council meetings, and official functions, celebrations, and commissions. As requested by the CEO or manager/administrator and as needed, the police chief will also represent the contract service police department at community meetings and functions. • e) The Police Chief is the City's Director of Police Services and represents the Chief Executive of the City for all law enforcement matters in the community/city. This may include working with i Created by King County Prosecutor / Created on 06/03/99 9:09 AM • e 1�/// C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Pag Printed on 6/9/99 10:28 AM . • ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL other relevant city departments and or other public agencies (e.g. courts, schools, etc.) on behalf of the City. f) The Sheriff's Office views the contract cities as customers and will maintain a customer service orientation to managing the contracts. Consistent with this philosophy Police Chiefs are expected to represent the City's point of view, consider City needs in carrying out their duties and advocate on behalf of their City similar to other City departmental directors. 4. Duties a) Supervision Received: • KCSO command staff maintains authority and responsibility over police chiefs and the precinct. • In the event a contracting entity's procedure, policy, goal or operation differs from that of the King County Sheriffs Office, that entity shall negotiate with the KCSO to reach a final determination. • • • . The entity's Chief Executive Officer or manager/administrator • shall have the general duty and responsibility of providing the assigned police chief with general direction relative to the furnishing of law enforcement services to the contracting entity. • The police chief shall maintain communication between command structures to ensure that changes in the Sheriffs Office are agreeable to the contracting entity and that changes in the entity are agreeable to the Sheriffs Office. b) Duties Include: • Operations - The police chief shall direct overall contract city service police operations, ensuring law enforcement services within the city. - The police chief shall analyze operations and develop plans to manage resources and ensure effective and efficient delivery of services. - The police chief shall oversee the,implementation of all policies and procedures relating to police services that are established by the contracting entity, and shall provide to the KCSO any written information relative to police services created by the • entity. The chief shall notify the KCSO of all procedures that differ from King County Sheriffs Office policies and procedures. - The police chief shall utilize analysis of crime data to establish a plan for deploying resources to address identified needs. - The police chief shall coordinate police activities for the contracting entity, including hours of operation and contract- specific protocols and procedures. - The police chief shall prepare, in coordination with the King County Sheriffs Office Contracting Unit, a budget for the contract police department. Created by King County Prosecutor Created on 06/03/99 9:09 AM • C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 2 Printed on 6/9/99 10:28 AM 2- ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL - The police chief shall coordinate the response of support services used for law enforcement for the contracting entity (e.g., CID, Special Operations). - The police chief shall establish policies and protocols for the response of services that are not purchased by the entity in advance (e.g., optional services). - The police chief shall notify the contracting entity's CEO or manager/administrator of any use of support services that were not purchased in advance upon their deployment for enforcing laws for the contracting entity. - The police chief shall notify the contracting entity's CEO or manager/administrator of all major crimes or incidents. • Goals, Objectives. and Performance Indicators - The police chief shall establish goals and objectives for contract police services in conjunction with the City Executive that reflect the specific needs of the contracting entity. The chief shall also identify performance indicators for the entity to measure the established goals and objectives. - The police chief shall oversee the implementation of all KCSO policies and procedures within the contract services, and maintain a copy of current police procedures on file at the entity's chosen central location for the entity's reference. The chief shall notify the entity's CEO or manager/administrator of any Sheriffs Office procedures or changes that either supplement or affect the entity's established goals and objectives for police services. - The police chief shall review the entity's performance indicators for police services against the its stated goals and objectives, and shall report to the CEO or manager/administrator on progress of goal attainment. • Personnel Management and Training - The police chief shall establish standards of performance for officers assigned to the contracting entity. - The police chief shall identify areas of supplemental training for officers assigned to the entity, and make recommendations to the KCSO for supplemental training. The chief shall also make recommendations to the contracting entity's CEO or manager/administrator for training not provided by KCSO. - The police chief shall periodically review the performance of officers assigned to the contracting entity and report to entity's CEO or manager/administrator and precinct command staff or Division Chief any recommendations for performance improvement. - The police chief shall perform selected roll calls of contract- assigned officers. - The police chief shall coordinate and direct duties of officers assigned to the contracting entity as specific needs arise, and Created by King County Prosecutor Created on 06/03/99 9:09 AM . C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 3 Printed on 6/9/99 10:28 AM • ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL as requested by entity's CEO or manager/administrator within the context of established policies and procedures. The chief shall report to the precinct any changes in duty of contract- assigned officers. • C. CONTRACTING ENTITY POLICE MID-MANAGER 1. Command Structure a) The mid-manager shall report directly to police chief b) The mid-manager shall function as "Acting Police Chief' in the absence of the police chief 2. Title /Insignia a) The mid-manager shall wears appropriate rank insignia on contract • entity uniform consistent with KCSO rank 3. Interaction With Contracting Entity a) The mid-manager shall interact with contracting entity staff and officials in accordance with RCW 35.18.110 b) The mid-manager shall function as a police department mid-manager within contracting entity structure and shall present himself or herself in the community in a manner that supports and maintains trust in the contracting entity. 4. Duties a) The mid-manager shall directly assist police.chief in carrying out duties outlined in I.B(4) D. FIRST LEVEL SUPERVISOR/LINE OFFICERS/DETECTIVES/STAFF 1. Command Structure a) These individuals shall report directly to the police chief, mid-manager, or supervisor as appropriate. 2. Title/Insignia a) These individuals shall wear rank insignia on uniform consistent with KCSO rank 3. Interaction With Contracting Entity a) These individuals shall interact with contracting entity staff and officials in accordance with RCW 35.18.110 b) These individuals shall present themselves in the community in a manner consistent with being a member of the entity's staff and in a manner that supports and maintains trust in the contracting entity. 4. Duties a) Will be commensurate with other KCSO assignments II. AUTHORITY • Created by King County Prosecutor Created on 06/03/99 9:09 AM C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 4 Printed on 6/9/99 10:28 AM . y ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL A. The contracting entity police chief shall have authority commensurate with his or her responsibility, which is recognized internally and externally. B. Issues that fall within the purview of the police chief of a contracting entity 1. Prioritization of reactive patrol time 2. Awards Program 3. Travel and Expense Guidelines 4. False Alarm Ordinances/Response 5. Impound Procedures 6. Community Policing 7. Crime Prevention Standards 8. Additional Training • 9. Supplemental Reports 10. Incident Notification Policies 11. Job Description of Supplemental full-time employees (FTE's) 12. Expenditure of the contracting entity's police budget 13. Direct access to department support services 14. Staffing assignments and deployment within confines of f dedicated city positions 15. Prioritize meeting attendance (meetings for the contracting entity take priority over county meetings; county meetings will be kept to a minimum and conducted as efficiently as possible) 16. Authorization of support services. 17. Use of volunteers and volunteer programs (except reserve officer). C. Issues that must have input and approval from the King County Sheriff's Office 1. Accident Response Criteria 2. Court Attendance Policies 3. Call-out Procedures 4. Uniform/EquipmentNehicles (including appearance regulations) 5. Reserve Program 6. Communications Center Procedures 7. Traffic Enforcement Policy and Procedures 8. K-9 Response Policy 9. Response Priorities 10. Shift Hours 11. Specialty Unit Personnel Selection (Street Crimes Units, Crime Prevention, D.A.R.E., etc.) 12. Prioritization of Precinct Detective Unit Workload D. Issues that fall within the purview of the Sheriff's Office and must be consistent between the King County Sheriffs Office and the contracting entities. 1. Pursuit Policy 2. Seized Property 3. Basic Skills Training Created by King County Prosecutor Created on 06/03/999:09 AM C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 5 Printed on 6/9/99 10:28 AM ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL a) Emergency Vehicle Operations; Firearms (Include Reviews) 4. Use of Force 5. Off-Duty Work . - 6. Field Training Officer Program 7. Personnel Evaluation System/Annual Performance Evaluation 8. Internal Investigations Unit Policies & Procedures 9. Reporting Forms 10. Hostage Negotiations and Tactical Team Deployment 11. Alternative Work Schedules 12. Standards of Conduct 13. Arrest Warrant Policies' 14. Labor Contracts (4) 15. Supervisory Standards E. Issues governed exclusively by KCSO policies & procedures: 1. DV Response 2. Search & Rescue 3. Civil Process 4. Landlord - Tenant Policies 5. Abandoned/Unclaimed Property 6. Training 7. Basic Law Enforcement Training Academy 8. BAC - State 9. First Aid - L&I 10. CPR - L&I 11. Computer Info Access Training • 12. Airborne/Bloodborne Pathogens 13. OSHA/WSHA/EPA Requirements 14. King County Code of Ethics 15. Public Disclosure and Records 16. Gun Permits and Concealed Pistol Licenses 17. Federal Labor Standards Act 18. Family Leave and Benefits Policies 19. Americans with Disabilities Act 20. Civil Service Rules 21. King County Career Service Rules 22. EEOC Guidelines/Requirements 23. Discipline III. INCENTIVES/REWARDS A. Contracting entities may award incentives or other recognition within existing guidelines, ethics guidelines, department rules and contract language, interlocal agreements and the award systems of the entity, Sheriffs Office and county. Created by King County Prosecutor Created on 06/03/99 9:09 AM • C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 6 Printed on 6/9/99 10:28 AM . L • ROLES, RESPONSIBILITIES, AND AUTHORITY OF CONTRACT SERVICE COMMISSIONED PERSONNEL B. Note: The issue of premium pay was dropped from consideration by mutual agreement. IV. COMMITMENTS, TRANSFERS, and PROMOTIONS A. KCSO staff requesting assignment to a contracting entity will make a two-year commitment to work as a member of the entity's police force, except in cases of promotion or other special circumstances. Such special circumstances require the concurrence of the entity's CEO or manager/administrator) and applicable KCSO Division Chief. B. Contracting entities may not make de facto promotions by their selection of personnel except in instances in which a pool of candidates is made available for selection by the KCSO. • V. STATISTICAL REPORTS • A. Whenever possible, reports shall be generated by the Research, Planning, and Information Services Unit B. All reports are to be routed through RP&IS Unit C. A courtesy copy of all unique reports that are generated by contract police departments need to be sent to RP&IS Unit. D. Reports will include footnotes identifying the source of the information. E. Service enhancement proposals must be routed through RP&IS Unit. SHARED SUPERVISION PROTOCOL A. The City's Police Chief is responsible for police services within the contract city. If desired by the City, the City Police Chief, Precinct Commander and appropriate staff shall develop an agreement that addresses in-city Precinct directed field services. B. Dedicated City officers will be assigned to respond to calls within the City in line with City protocols, and consistent with section II of this document. Created by King County Prosecutor Created on 06/03/99 9:09 AM . C:\WINDOWS\TEMP\Roles and Responsibilities of Contract City Chiefs 06-03-99.doc Page 7 Printed on 6/9/99 10:28 AM \. Mr. Beaman: Congratulations on your successful incorporation. You have a lot of work ahead of you, but it is rewarding and fun to set up your new city. I responded to several inquiries from an incorporation committee member during the drive, but his name escapes me. As with those responses, I will give you straight talk from the city manager's perspective rather than politic fence • sitting. I am an executive board member of WCIA, so you might wonder if I have bias with the level of endorsement, but I hope my response puts objectivity to my support of WCIA. I have also been in the CIAW smaller '( cities pool (based in Ephrata) , but not the AWC pool, (based in Olympia) . WCIA is a national leader in municipal pooling. It is where . .' ' p you want to be. I hope you invite Executive Director Lew Leigh over for a presentation to the new Council when it is elected (425) 277-7237. WCIA is a little more expensive in its quote: If your city is looking for "insurance" on a "premium" basis, WCIA may or may not be your pool. WCIA is a truly member-run organization that combines the best in the "municipal way" with the best in pooling risk with its comprehensive risk management approach. WCIA offers $14 million in liability insurance on a no, small, or large deductible basis. It 1 has a two-part $3 million self-retention' layer in which the entire pool shares risk. Our self-insured layer in liability and property has insulated us from the hard market more than other pools. The remainder is:provided by the reinsurance market, usually in one or two outer layers, depending on the way the market quotes. Coverage limits vary for other programs. No other pool can touch these liability limits. Coverage is on an occurrence basis, stronger coverage than a claims-made basis, as one of the pools does. WCIA has total assets in the $80 million range and undesignated reserves (rainy day strength) of $25 million range. The other municipal pools can't touch these reserves. By the "municipal way", we do things as a true pool at WCIA. We have an annual member compact that places a floor under minimum behaviors required to be a member in good standing -- organizational attentiveness (meeting attendance, reporting and payments) , training (provided or paid by WCIA) , risk audits (provided by WCIA) . This is the carrot to allow all to willingly contribute to the strength of the pool by loss prevention. We also have a member action plan, which is gentle, but progressive discipline to work an errant member back into good standing (such as requiring training for a mayor or city manager who fired someone without following due process) . This is the stick, but an important one to correct a member who is unnecessarily risking the assets of the pool. We have once carried progressive discipline to expulsion of one of our 104 members, but usually the member action plan is well-received as it points out something that was very out-of-balance between the internal city organization and its external responsibilities. WCIA makes a huge annual investment in member training. Although created to help its own members, the Member Services Division is becoming the statewide leader in civil liability training and now is branching into training non-member cities. During this economic downturn, WCIA is hugely popular with members to keep staff trained. Of course, the training also pays off for the pool (defensive driving, anti-harassment, personnel management, city attorney seminar, for example) . A final service provided by WCIA is pre-defense review. This is pre-claim work that is carried as a pool-wide expense (rather than against your claims history) to improve the defensive posture of the city after something has happened. For example, when I was with the City of Medical Lake, we had a youth drown off 'a public pier. Pre-defense review helped us work to identify G and gather all data to place in a file until after the long statute-of-limitations you face with underage potential claimants. Another example would be pre-defense legal consultation in a tough personnel situation. WCIA will assign a lawyer to consult. They will help the City Attorney and management through the situation and will take over if it becomes a claim. This is again an invaluable service provided in amount and quality -- that uality-that no other pool can touch if it does it at all. Shopping list: You need liability (things you do to others) , property (fleet and real property) , crime/fidelity (dishonesty/money handling) , errors and omissions (such as land use decisions) , boiler & machinery (boilers and off-road equipment) . Worker's Compensation, employee health benefits and life insurance are not currently in the WCIA product line (but under study) . In closing, nearly all our members realize they have something special in WCIA. I have had the contrast of being in. two pools, and there is no comparison. If you want insurance, you can get it through WCIA or another source. If you want a full risk-management program with the sharing and benefits of pooling, WCIA has no municipal equal. The others will try to show they are equal, or that they offer "enough", but if you ask enough discerning , questions, you will begin to understand-the value added. For a check on my statements, the closest member to you is Medical Lake. Larger member cities • east of the mountains you can quiz are Pullman, Richland and Pasco. Good luck, Pete Rose City Manager Original Message From: Darrell Beaman [mailto:DBeaman@ernwest.com] Sent: Tuesday, September 17, 2002 10:51 AM To: Pete Rose _ Subject: New City Pete, Hello, my name is Darrell Beaman and am currently sitting on a committee for our new city (City of Spokane Valley) . The committee is Finance and Administration. More pointedly I am in charge of reserching risk management. We are voting the primaries today for the council positions and the final date for incorporation is Febrary 28th -03. My background is loss control and not alot of insurance other than workers compensation, so I am not always sure of what questions I should be asking. However, I would like to ask how satisfied you are with WIAC? They seem to be what I am looking for as a begining point for the city. The insurance market seems to be quite hard at this time and my choices are very few (it appears) , I've had the door closed a few times. Next, as I know you agree we never want to re-invent the wheel. I am , begining to look for policies that will need to be written and in place ASAP. Maybe even just a laundry list of insurances and policies. Any help would be appreciated! Thank you in advance! Darrell Beaman MEMORANDUM To: Lee Walton From: Bill Hutsinpiller Re: Work Program Date: December 10, 2002 The following is a brief starting outline of work I will start with related to Parks and Recreation: • Meet with county to obtain information about existing and planned facilities. • Discuss County plans related to the operation of existing and future Parks. • Review current and planned Recreation activities the County plans on running. • Collect information from council and review same as part of the work plan process. • Gather related materials for Parks Ordinance. • Gather Policy and Procedure materials • Develop Comprehensive Plan Outline This will change as we proceed into the process of developing a program for parks and recreation within the City. If you have any suggestions, let me know. Page 1 of 1 Karin Bosworth From: R. Terry Lynch [terry@parklanemotel.com] Sent: Thursday, December 12, 2002 8:02 AM To: kbosworth@spokanevalley.org Cc: Kevin Lynch Subject: Here's a rough outline I don't know how helpful this is but it is on our website http://www.zepublic.net/support/e- mail/index.htm . The best solution in my opinion is for the individual council members to call KEVIN at 869- 0319 in the early evening (after 7:00 PM) and have him talk them through the procedure. Terry http://www.zepublic.netisupport/e-mail/index.htm Specific to users of Outlook Express The individual user has their own : name@spokanevalley.org identification for the Pop and SMTP. Dial In Number: (509)638-0007 Step 1 Open Outlook Express Step 2 Click on the TOOLS pull down menu Step 3 Pick the ACCOUNTS option Step 4 Choose the MAIL tab Pick the ADD button -> MAIL Step 6 Check for your first& last name Step 7 Enter your new e-mail address name@spokanevalley.org Step 8 Enter your Incoming mail (POP3)server: mail.spokanevalley.org Step 9 Enter your Outging mail (SMTP) server: mail.spokanevalley.org Step 10 Enter your account name and password & check mark remember password. 12/12/2002 . • Printer must be purchased separately. Compatible printer: HP LaserJet 6L, 6Lse, 6Lxi, 6MP, 6Pse, 6Pxi *Compatible printers are subject to change without notice. Please call PLUS @ 1-800-289-7587 with question regarding printer • compatibility. - *PLUS BF-030PP plain paper electronic copy board dose not have a • built-in thermal printer. 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Please confirm that all parts have been included before using the equipment. '- Copy board 1 MAIN UNIT ACCESSORIES BOARD WARE ACCESSORIES i .1. •Special markers (one each of •Interface cable(D-Sub 9 pin,2 black,red,blue) m):1 I.. •Special eraser(1) •Set-up disk(floppy disk): 1 • •Instruction Manual(1 copy with •Set-up manual:1 copy • Guarantee) •User registration card: 1 • Power cord (1 cord, 4 meters long) F •Printer power cord(2 cord, 1.1 and 2.5 meters long) • Printer cable (1 cable, 1.3 meters long) t Note: HP LaserJet 6L, 6Lse, 6Lxi, 6MP, 6Pse, 6Pxi and Extension PCL 5 are trademarks of Hewlett-Packard Company in the United States. MS-DOS,Windows,Windows 3.1,and Windows 95 are registered trademarks of Microsoft Corporation in the United States and in other countries. • _ - _ __ _ All other product names and company names are the registered trademarks °n I or trademarks of the respective companies. 1 j — _ ] • / o PRODUCT• FEATURES Back Side ) (Front Side) /Wpp and r SOmm=50mm(2"x2') cross-ruled II 11111101Iiin • Writing surface ' ALAP ccessory trayeSR g PLUS Ilir ...tfr � �� fir Control � ) ports 1!� '- 11..!.w...-i..------- Connection -eir _ ]]II • II• 'o T-frame •" • • i i �, Power cord o It Caster UN OR`1 �• •XTEN FULLY �ar,a COM NOTE: Printer not included. Printer must be purchased separately. I'PLUSv a Compatible printer: HP LaserJet 6L, 6L, 6Lse, 6Lxi, 6MP, 6Pse, 6Pxi *Compatible printers are subject to change without notice. Please call PLUS @ 1-800-289-7587 with qucstion regarding printer compatibility. *PLUS BF-030PP plain paper electronic copy board dose not have a built-in thermal printer. . • (Connection ports) PC COM PC LPT PORT PORT PRINTER PORT Tir 00000 O O(00009io c1) 0 o00000O=A0 O 3 . City of Sammamish Human Services Committee Report Date: August 4, 1999 Issue: INCORPORATION CELEBRATION Submitted to: City Council Back round: The Committee has moved rapidly ahead to secure a location, confirm music, acquire food vendors, plan activities for kids, develop a parking plan, handle clean-up, address water and electric power issues, plan security and address advertising issues. This week we will need to sign contracts for entertainment, order commemorative items to sell and begin advertising the event. Location/Setting: The event will be located at the East Sammamish Park on 16th Street NE. The setting provides a somewhat natural amphitheater for people to sit and listen the symphony. The symphony will be placed in left center field of a baseball field. There is a separate area and soccer field for kids to play. Surrounding the baseball field is grass and an entrance area for setting up food vendors; a parking lot for the antique cars and space for buses to maneuver in dropping off and picking up people. Time: August 28, 1999--- 5:00 to 9:00 a.m. Activities: The main activity will be a selection of music for two hours from players from the Seattle and Vancouver Symphonies. They will begin on or around 6:00 following a brief commemorative ceremony regarding incorporation. This will take place on the baseball field. Face painting, balloons, cotton candy, popcorn and kids crafts will be available starting at 5:00pm at the soccer field. Antique cars and historical photos of Sammamish will be placed near the entrance to the park. Three different food vendors will be available for people to choose. Commemorative items will be made available for sale. Parking/Security/Traffic Control: A free shuttle service will be provided from Eastlake High School for people to park. Some parking will be available at the Margaret Mead Elementary School and along the street. The 100 parking stalls available at the park will be used for vendors, symphony members and volunteers involved in the festivities. Handicapped parking will also be made available at the entrance. The Sheriff's Office will develop a security plan to handle any potential problems. Volunteers will help out with parking issues and directing traffic. Advertising: A minimum of two double sided banners are planned for north and south on 228th street. Signs will be placed in businesses in both commercial areas. Flyers are planned for the grocery stores. Flyers will also be placed in the City newsletter. An advertisement will be placed in the Issaquah Press and/or the Eastside Journal. C—( i . Insurance/Health & Safety/Clean-up: The City will need to insure all food vendors have insurance. Hold harmless agreements will need to be signed. My volunteers handling food will need to obtain health permits. Clean-up and garbage pick-up will be coordinated with County Parks. Port-A-Potties will be rented for sanitation. A public announcement will also be made for people to pick up any trash and deposit it at the end of the festivities. Additional volunteers will be asked to police the area. Food: We are attempting to have a variety of foods. Three local vendors are currently being considered: Sherm's Barbecue(for pork and beef), Simone's Italian(pasta and salad), QFC(fish, salad and bread). We are trying to avoid having electrical generators which would make noise during the symphony. All will plan for or be able to handle a large crowd if it occurs. Invitations: Appropriate formal invitations will be sent out to elected officials in the surrounding areas and prominent local citizens. Photographer/Master of Ceremonies: A professional photographer will be on hand to capture the ceremony. The ceremony will be an unveiling of the logo and a brief statement by the Mayor welcoming the new city. We are considering having a Master of Ceremonies announce the beginning of the ceremony, welcome citizens and make any other announcements. Additional Considerations/Contingencies: There are several additional considerations being reviewed by the Committee. These include the following: • Historic pictures for the back drop for the ceremony • Kiwanis to do the selling of Commemorative items • Tent rental for the symphony • Booth/tent rental for the City • Additional historical pictures for a display • Wine and cheese tasting area • Antique cars • Display boards • Purchase of safety vests for volunteers • Security for the money taken in • Volunteers coordination for food, parking, clean-up These items will need to be resolved before the 28th. 2- Proposed Activities Budget: ACTIVITY/ITEM AMOUNT Seattle Symphony $3,500 Advertising Banner 2,250 Port-A-Potties 1,000 Dumpsters/Cans 350 Printing/Advertising 500 Clean-up 350 Popcorn Machine 113 Cotton Candy Machine 187 Sno-Cones 180 Clown 250 Face Painter 250 Shuttle Rental 800 Contingency 2,000 TOTAL $14,530 Commemorative Sales Items Budget: ITEM PROPOSED QUANTITY AMOUNT Pens (Less Expensive) 250 $225 (Higher Quality) 50 $500 Cups (Ceramic w/gold) 150 $210 (Glass w/gold) 50 $180 T-Shirts (with Logo on front) 500 $2,500 Polo (embroidered logo on pocket) 75 $1,728 Caps/Cloth Visors 100 $750 Umbrellas 20 $257 Kids —Mini Footballs/Neff Balls 250 $225 Kids—Frisbees 200 $225 Set Up fees $350 Total $7,150 3 r Recommendation: 1) Accept the proposed activity budget and allow the Committee to make some final decisions on remaining items. 2) Accept the proposed commemorative items budget with the qualification that all current and future proceeds will be placed in a human services fund for later distribution to non-profit agencies. The Human Services Committee will develop a process early next year for this program. Submitted by: Jack Barry, Chair of Human Services • • Law and Order N, . II 11 Every experienced manager probably has warm to THE CRIEF - A MoNUME.14T IN warmly-violent memories of involvement in police mat- ters. Usually the police chief has been in the community only 20 to 30 years longer than the manager when he comes for his 1-to 3-year stay. As a result, it is not uncommon for the chief to feel I somewhat settled into a routine which he may deem •! €1_,,,,. outside the legitimate concern of the manager. "Young !' 1 whipper-snapper" is the term many chiefs use to de- i �� scribe their managers at public meetings; in private ,. . SO 1 meetings, somewhat more critical terms have been 1 used. d \ e^ If the manager is lucky, the police leadership will per- mit a moderate degree of interaction with the civilian officials. But, these relationships must be treated with caution because they may lead the manager to have delusions of grandeur. Only after the manager has been berated publicly ?r 1. over a police brutality case, blue flu, efforts to integrate Silt LII. • police and fire services, and police unionism can he irtei fully appreciate the potential fun in the police field. I •ether 1905—OM T ^...__,_L. I CHIEF'S VIEW OF }1IMSELF+POLITICS .L ______ J Sr / ' _ , r MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 TO: Council FROM: Lee Walton DATE: 12/f9.° SUBJECT: Newsletter for the Jan 7 meeting City Newsletter It's a bit early but at some point you need to begin thinking whether you want to publish a City Newsletter prior to the March 31 incorporation date. If you do there are two or three options to consider. First, I'm sure you could get a"real deal" if we arranged for the local weekly newspaper to print a four page supplement. They might even write it for a nominal cost. This supplement would be distributed with the regular edition and in addition they would print a few thousand extra copies for distribution via super markets, Chamber, delivery by Boy Scouts etc. Second alternative is the more typical City published letter which is mailed via a"mail service" or through one or more utilities such as water. This tends to be a more expensivealternativeif mailed to all residents but can also be more impressive. I guess this would be a good topic for the Jan 9 th Study Session at which time I can show you some examples. Open House As noted earlier, block out 4-6 on Jan 16th for the City open house. I'm sure Karen would appreciate any volunteer help that might be available. However. It's very difficult to anticipate attendance so at the Mayor's advice we will not make a"big deal" of it. We will get a barrels of cookies from Costco and a few gallons of punch and let it go at that.. Despite the high cost of living, have you noticed how popular it is? Office lease The designer has presented a plan for a meeting room across the hall and will provide a cost estimate soon so we can pin down the rent. I asked for another version putting the podium at the north end of the space but because of the existing pillar and door locations he is strongly discouraging this. I have also asked for a plan putting the meeting room in our existing space. There seem to be two logical options. One is the space adjacent to the double door at the rear of the building. By removing several existing partitions this room could accommodate an audience of about 45. I will argue against this because I believe the space could better be used for the Building, Planning and Engineering Departments. The outside entrance would be particularly accommodating for contractors, engineers (the dirty boots brigade) coming directly off the parking lot instead of through the carpeted hall. Also, a separate entrance is good because these offices typically open at 7:00 to better serve the building and construction trades. 1 It would also be possible to utilize the existing big room in the middle of our current space but the only workable access would be through the existing kitchen. By removing one partition this space would seat about 50. My primary argument against this alternative, as well as the former is that it restricts your future options. Based on the Sammamish experience, I would estimate that within two years, with normal growth, you will find it necessary to move the meeting room elsewhere to provide additional office space for a growing City. I made this mistake in Sammamish because the Council was certain that they would not exceed about 30 employees. When Bob checked last week they were at 70 and spending a considerable sum to covert the Council chamber. According to Stan's layout, (attached) virtually all of our existing cubicles will be occupied by the Interim staff and Council by February. By mid March we will need to make new arrangements for the Building Department crew of 5 to 6 people, about 7 in Planning plus 3-4 engineer types. Even if Council volunteers to give up their offices I am confident you will need to use the big room for work and office space with in a year or so. (see attached layout) It's you decision but I would ask that you make it soon because our landlord is pushing for resolution. Also, you need to decide on a lease term. I would recommend 4 years with an option to extend. I think that gives you the best break on flexibility and cost. I understand there are some possible alternatives that should be considered for long term office needs. One for example is the current library (18,000 sq ft) building. If the City finds this an acceptable alternative the decision would accelerate construction of a new library (50,000 sq ft-subject to a vote) more suited to Valley needs. Another option might be the Intermediate school on Pines which may be abandoned in a couple of years. Then of course there are the various vacant parcels along Sprague that might be acquired at a good value. In any case I don't see that any alternative will become a reality in less than four years so that period would be sufficient amortize our investment in tenant improvements and still not tie you down for too long a period. Can we get this resolved no later than Jan 7 or 9th at the latest?. P.S. Just received the attached cost breakdown for the meeting room. It allows for a first class set up including all the bell and whistles such as wiring power point presentations and a good sound system. The $25,000;price seems reasonable but if you are inclined to scrimp I'm sure this could be cut a few things such as new carpeting. Remember, this is not a cash outlay because it would be amortized in the rent. Also, keep in mind that if we did move in four years that much of the installed equipment could be salvaged for a new location. Pre meeting tidbits Still no consensus on meeting night snacks so again it's our treat. 2 Cary Driskill Cary has "volunteered`.'to spend some time with Jim and his interim crew working on the Comp Plan and other land use issues. Unless the Council has some objection I propose to take him up on this offer. His main contribution will be in knowing the territory as it relates to planning issues in the area. I ran it past Stan S and he has no objection so long as he doesn't represent himself as the City Attorney and that Stan continues to vet any legal advice that he provides to staff. Remember, half oldie people you know are below average. Signs The issue of billboards has come up and it appears that the Commissioners are going to dump this hot potato in you lap. Beyond the immediate matter of billboards, I suspect you sooner or later will also be become involved with the sign question in connection with planning. For what it's worth I am attaching a"white paper" on the subject that was presented in Federal Way a few years ago. I have used it before as a good overview of the sign issue and offering a slightly different approach. As I recall, the business community was, after a false start, was quite active and participated in developing the revised regulations. Thus, if you do want to design your own sign ordinance, I suggest that you get the business community involved early in the process if you expect their support. Library Issue There are as you probably know, four alternatives for library service; 1. Not have any, 2., establish our own,3, contract with the existing district or 4, annex to the district. Assuming that the first two options are out of the picture it's a question of selecting one of the latter two. Of these, annexation is most common if the City is generally satisfied with the level of service and library program. I would recommend annexation in our case except I'm not sure that we can "gracefully" meet the schedule for an early election. I understand that school districts elections are currently schedule for Feb 4 and March 11`h. The former is almost out of the question given the 45 day (I think) lead time required. The 3/11 is probably doable if you acted no later than Jan 14. However this is just a school district election which means costs would be shared only the school district and us which would be rather expensive. By putting it on the September primary or November ballot I think the cost would likely be shared by more agencies. That might also be the time to put the Fire District annexation on the ballot thus additional savings. Unless you want to push for a March election, I will ask Stan S to bring you a contract for 2003 with the intention of an election in Sept or November. Incidentally, I note Stan S's memo that any election on a City Name would go to the November election so it would seem to make sense to consolidate all three issue on one ballot. (If that issue should come to pass). P.S. S. Note the attached fax from Mike Wirt which seems to confirm my assumptions on timing. (attachment h) 3 Interim Staffing After all the dust settled from our last meeting, I understand Council direction to be that we will proceed to bring on four new staffers plus the Office Assistant approved earlier. Hopefully the latter will be board ASAP. Staffing Review. I'm pleased that we are having the study session on the 9`h to talk abut long range staffing goals. In effect, this subject will be about what you want your City to be and your directions will impact almost everything we do from now on. Perhaps this will be the single most important decision you will make during this interim period. For what it its worth, I see three main scenarios from which to choose plus some variations. I. SK to be strictly a contract city, simply acting as a"broker' or intermediary providing all essential services to the citizens of your community through other agencies or private contactors. This approach certainly has considerable appeal and there are some obvious advantages. However, when applied to "sensitive"public services such as Planning, Building, Recreation and of course Police, are you willing to delegate "command and control" and face to face public contact to people over whom you have limited influence? In the case of police, we don't have much choice at this point but frankly I am very impressed with the professionalism of the Department. If we can emphasize the unique identity of the officers as being "City" people it should work. This can be achieved in large part with distinctive uniforms and patrol cars plus a pro-City attitude by the officers. Other public services for which you will be "judged" are Planning, Building and Recreation. If you are willing to rely on contractors to represent the City and carry out your policies then this will be a good way to go. However, if you take this direction, it should be with the understanding that it will, in most cases be a more expensive alternative. No, I probably can't give you a dollar difference because cost will depend on variables such as the amount of cost recovery and level of service that Council will determine over time. Based on experience I can only generalize that, while County staff is generally competent their services are invariably more expensive due to very high overhead. This overhead is the natural result of a large and unionized bureaucracy. 2. Going in the opposite direction is to aim toward a"full service" city over a period of years. This could include not only the standard array of programs like police and public works but might also incorporate other basic services such as fire and water utilities. Clearly this Council is not interested in even exploring these options, so any such considerations will be left to future generations of officials. 3. The remaining option is an "in-between" approach. This would be to initially contract for basic programs including police, animal control and public works, etc. These services can then be evaluated over time and decisions made to retain them, contract to private sector or build an in-house capability. However, certain services, such as planning, building and recreation could be considered critical functions that provide an opportunity to reflect our values as a city. I suggest that these are also areas where you as a Council can make the biggest impact and most lasting influence. The Building division, of course, 4 is invariably a"profit center" for cities while Planning and recreations generally operate at a deficit unless you want to load them with a very high fee structure. So, the bottom line is that I really can't give you solid financial comparisons between contracting and providing these services except my gut feeling that for an equivalent level of service, "in house" will be less expensive. My basis reference for this is the experience of other contract cities that have previously come to this conclusion after experimenting. I suggest that the real question is, even if these programs should ultimately prove to be slightly more expensive, how that factor compares with the value of local control and the importance of controlling the quality of our"public face". I never forget this is your City not mine so having had my say; (in private) I will strongly support your direction. Moving on, if Council selects option three as I would recommend then the next issue is the level of staffing. In my opinion, if you decide to offer any of these services in house, it is important that they be not just adequate but excellent because they will become the face of the City. Jim Harris has prepared two alternatives for Planning. First is what he calls a "core" Department which in time (depending on economic conditions) could consist of 10 people.*This would obviously be the most responsive to the need of our Citizens (including a one stop permit center)and have the least dependency on outside consultant for planning work. The second option is a smaller 7 member "framework" Department requiring us to farm out more work. I believe that both options could offer excellence although the Framework version might fall short over time. My suggestion would be to approve the Framework version now but be prepared to move up if we find it can't handle the level of development that actually occurs. (See attached space layout) Also, in case you think our initial staffing proposal is "gilding the lily" I am attaching the current staffing chart for Sammamish (population-35,000) and just the Finance Department for Shoreline (population 53,000). Both are contract cities. When I left Sammamish the Council was certain that 30 employees would be the maximum now they are about 70. Jim, Dick and Bob will price out their"in-house" options and we will try to get realistic figures from the County for planning and PW. These may be difficult to come by. I suspect they will offer a sort of"cost plus" arrangement based on work load and fees collected. Sorry for my long winded diatribe, but this is an important turning point that needs to be well defined before we can proceed intelligently. I realize that starting a new city can be an almost "scary" thing and it is natural that you want to feel you way along to avoid making mistakes. So, let us know what and where you want to go and we will do our best to get you there. * I'm not sure that it is a valid comparison but in San Luis Obispo,(population 40,000) and Puyallup (population 35,000)both full service cities, we had 18 and 12 respectively in their planning departments. 5 Telephone System Attached are memo from Jim Prussack and Stan M regarding our need to move ahead with a permanent phone system? A perquisite is 'A of a T-1 line which take 30 to 45 days to get after an order is placed. So! I have authorized Stan to place a tentative order for same. If Council or Finance Committee thinks this is a lousy idea I will cancel. The only substitute for good manners-is fast reflexes Job Descriptions: Council has expressed concern that job descriptions for permanent employees should emphasize high standard of service to the public. Attached is an insert that Stan M has drafted to address this matter. I would also remind you that we will (I hope) operate under a"Merit System" meaning no Civil Service and no unions at least for a considerable period of time. This means that anyone who doesn't measure up can be fairly easily dismissed. Obviously, such a dismissal must still meet the basic test of fairness with some basic documentation but it's fairly simple in our situation. Ultimately, the absence of a union and more restrictive rules will depend on the Manager and Council treating employees with respect and fairness. ATTACHMENTS a. Memo Fr: Jim H Re: Asphalt Plant b. Preliminary Work Plan for Community Development c. Report Fr: Bill H Re: Park and Rec d. Memo Fr: J Harris Re: Cary D services+ Resume e. Report: Sign Compliance (Federal Way) f Memo Fr: Stan M RE: Computer systems update g. Memo Fr: Mike Wirt Re: Library annexation schedule h. Memo Fr: Dick W Re" PW contracts schedule. i. Memo Fr Jim H Re: Preliminary contacts j. Outline By: J Harris Re Planning alternatives. k. Flyer Fr: Spokane PFD Re: Update 1. Memo Fr: J Prussack/Stan M W/estimate m. Outline Fr: Burke: Re: some ideas for incorporation celebration n. Letter Fr SC Elections Re: schedule o. Letter Fr: Ruth M Re: Legal notices . p. Memo Fr Lee W Re: Space Utilization q. Organization charts-Sammamish/Shoreline r. .Service standards for job descriptions s. Flow Chart/ The organization game t. Very draft space layout V , 1/14rwI0 1y f3,iI kl Ar', £ck -troAt V. r spa FA 0;14 M r yN/�c /d t vv/ 6 LOOKING AHEAD (TENTATIVE as of 12/19) Following is a preliminary list of agenda items for January. This look ahead should give us all time to prepare more complete Agenda Bills and staff reports as necessary. Look it over and'let me or Ruth know if something doesn't fit or you want to add. Jan 7th Regular Meeting Agenda Bill/Report a. RFQ Computer system design Stan b. Award Telephone System Contract Stan c. Award Bank Services Contract Bob d. Resolution for State Procurement Bob e Sales Tax (both halves) Bob e. REET (both Quarters) Bob f. Governance Committee Report Stan g. January 9th (Thursday) Study Session a. Discuss Intermediate City goals relating to services Lee/Staff b. Consider staffing requirements to meet goals Lee/Staff c. Review space and logistics requirements Lee/Staff d. Review preliminary schedule for contract negotiations Lee/Staff e. Review City Newsletter options Lee f. Review Governance Committee program - Stan g. Discuss appropriateness of internship program Lee January 14th Regular Meeting a. Resolution approving Finance Procedures Bob b. Resolution approving Purchasing Policy Bob c. Resolution approving Leasehold Excise tax Bob d. Ordinance establishing an estimated gross/rate prop Tax Bob e. Resolution approving insurance agreement Lee f. Authorize appropriation for Intern program 24 hrx$10x4 months=400 hrs=$4,000 g. Presentation by Transition Committee January 21 Study Session a. Review tax policies (gambling, admissions, etc) Bob b. Review-Cable-Franchise -- Stan c. Discuss possible need for moratoriums relating to Adult Entertainment and NEW gambling establishments Lee d. Presentation by Park & Rec Trans Committee e. Review Park and Rec program potential Bill January 28 Regular Meeting a. • b. MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Asphalt Plant Status DATE: December 16, 2002 A meeting, concerning the status of the Asphalt plant located on the westerly boarder of Spokane Valley, was held at the Spokane County Public Works Permit Center on Wednesday, December 11`h. Attending that meeting was: • Gary Schimmels, Spokane Valley City Council member • Jeff Forry, Senior Building Technician, Division of Building and Code Enforcement, Spokane County • Jim Harris, Interim Planning Director, Spokane Valley Chronological Order of Events: 1. Mining started on the site in the 1950s; original zoning was industrial. 2. Was Spokane Rock Products— late 1999. • Had a reclamation program underway • Wanted to recycle concrete 3. Requested to continue mining designation; went through Department of Natural Resources. 4. Next applied for an asphalt operation; went through Air Pollution Control permitting process. 5. Were told they needed a building permit for a building for processing asphalt. 6. They were issued a building permit for an office on January 15, 2002. 7. All mining land designations were deleted in the GMA plan and reverted to residential. This left the building without legal status • 8. This designation was appealed . Superior Court allowed the office to be built. 9. All land use appeals have been remanded to the Spokane County Planning Commission, including the Asphalt appeal of the land use designation of residential; P/C will make final recommendation to the Spokane County Board of Commissioners soon; the Board will probably have a hearing in mid a- January. 10. The Asphalt people are asking, in their appeal, that the land use designation go back to Industrial so that they can run an asphalt operation. Stt 7772p0 2'ftsc{,z1 p R f 1-!M n' /J fi y t v I/' (�— Gnt-i ". vire P71"" Week Task Action Lead Done 1 City Council fie—tern—nines if Planning and Gathering Plan Permitine is a_in house or contracted service information, Organize—Obtain pertinent Codes and draft ord. Ordinances from Spokane County and State RCWs and WACs: • Zoning • Subdivision • Comp. Plan • Shoreline Master Program • Transportation Plan • SEPA • Others as needed Begin draft of land use and building moratorium ordinance. 2 PassFinalize land use and building moratorium Research, Plan. ordinance. draft Ord. Begin framework on Spokane Valley's permitting system. • One stop system • Coordination with other jurisdictions (Fire Districts, County, etc.) Determine which permits County will carry through on; what permits will Spokane Valley take over and when? Determine format for Community Development staff reports that will go to P/C, C/C, H.E., etc. 3 Council adopts land use and building Ord. Id be done during the first or second-week-)- Begin review of Zoning Code and what Review Plan. elements should be contained within it: • Administrative procedures • • Zoning districts • Appeals • Rezones • Conditional Use Permits • Variances • Landscaping • Clustering and PUD • Signs Plan. Begin review of Subdivision Ordinance. Begin review of Environmental policy. • 1 baa Move thi_s_to week 9 ori 0 as I think they are not need until after the incorporation date.. Lee would know Begin work on the formulation of a Planning Commission: • 7 members, 9 members? • Agenda Format • Their duties 4 Review County Growth Management Plan as it Plan. pertains to Spokane Valley (the County has just adopted its first Comp. Plan under the Growth Management Act). Review County Shoreline Master Program as it pertains to the Spokane River in Spokane Valley. Review County Transportation Plan and six— year street improvement program as they pertain to Spokane Valley. Determine sensitive areas. 5 Interim Zoning Code draft Draft Ord. Plan. Council adopts Planning Commission Ordinance Ordinance Adopt State SEPA regulations (RCW 197-11) by reference. Plan. Review concurrency management. 6 Draft Hearing Examiner ordinance: Draft Ord. Plan. • Who hires City Manager in this_form oof Gov I heleive • Duties • Relationship to staff, Council. Council Appointment of Planning Commission (first meeting in 7th week; staff drafts P/C bylaws for P/C approval_ Plan. Draft Code Enforcement process. 7 Planning Commission meets: Meeting Plan, • Staff reviews their duties (attorney attorney reviews open meetings act) • Staff, working with the State sets up a Plan. P/C training session. Draft Transportation Plan. Plan. Finalize permitting procedures: Plan. • One stop system • Automated system (tough decision to be made on what computer system to use— make it simple!) Determine types of forms for permit Plan. 2 applications. 8 Review Subdivision Ordinance: Plan. • Short Plats to be considered by staff Finalize zoning code. 8 City€etmei-I-IvIgnager_appoints Hearing Examiner. Plan. Review permit fees Review Permit Application process (This task can be moved up to the Week 7 finalizing permitting procedures category: • Concentrate on customer service • Determine time-lines for issuance of minor and major permits 9 Review Impact Fees: Plan. • Parks • Schools • Streets Adopt Comprehensive Plan: Ordinance • Use County Plan as framework Code Enforcement Ordinance adopted. Ordinance Subdivision Ordinance Adopted. Ordinance Adopt Shoreline Master Program Ordinance. Ordinance Adopt Sensitive Areas Ordinance. Ordinance Adopt SEPA procedures as per RCW 43.21. Ordinance 10 Adopt Permit Fee Ordinance. Ordinance Adopt Impact Fees Ordinance. Ordinance Adopt forms for issuance of permits. Plan. Implement one stop permit system: Plan. • City issues all permits for development • County continues the permitting process for all County vested developments and follows through on inspections. 11 Concentrate on fine tuning the permitting Plan. process(this will take a lot work and time): • Automated system—does it work? • All permitting departments and agencies— are they onboard? • Are customers satisfied with the process 12 Adopt Annexation policies. Plan. Explore Housing and Community Development strategy (with a population over 3 50,000, Spokane Valley can become an Entitlement community with Block Grants received directly by the City for eligible programs and projects. Explore the possibility of forming a Human Services Commission. Revise work program to make up for slippage. Add tasks that need to be carried out over the next few weeks. 4 WEEKLY REPORT 12-12-02 Bill Hutsinpiller Parks and Recreation • Met with Council members and Greg Bever to discuss and visit Maribeau Point site. • Set up office • Met with County Parks staff who provided an orientation on those facilities within the City. • Took a field trip with Doug Chase and Bob Hughes to the county maintenance shop facility. • Prepared and sent job description to Greg Prothman as requested • Collected data on current parks in the City. Gl MEMORANDUM To: Lee Walton No: 2 Fr: Bill Hutsinpiller Re: Work Program Date: December 18, 2002 The following is an update of my work program from the previous week. • Meet with County staff regarding facilities and programs • Prepare presentation on options for addressing park and recreation needs • Review current and proposed recreation programs • Prepare Park and Recreation Ordinance for review • Prepare Policy and Procedure materials for Park and Recreation Activities • Review and prepare report on County Comprehensive Park and Recreation Plan for the area identified as Spokane Valley. • Meet with and prepare regular reports on status of Maribeau Point Project. • Assess condition of parks and buildings within the City of Spokane Valley • Meet with School officials and assess facility availability for recreation purposes. • Obtain and review any contracts or leases related to parks and recreation within the City of Spokane Valley. Supersedes December 10 Work Program • MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Cary Driskell, Attorney DATE: December 16, 2002 I met with Cary Driskell on Friday afternoon, December 13`h. Among other things we discussed the Comprehensive Plan and the idea that the City should adopt the County's Growth Management Plan (GMA) and make amendments as needed rather than adopting the old Comp. Plan. He stated that he has litigated numerous land use issues and is very aware of land use issues in Spokane Valley. He wants to do volunteer work with the City, specifically Planning, as soon as we are ready for him. I am going to lunch with him on Thursday and hope to learn more about his philosophy about planning issues and more specifically what he will do for us in this interim period. At this point I cannot form an in depth judgment on the quality of his work. I can say he seems knowledgeable concerning planning matters, especially as they affect Spokane Valley. dl Vt `, CARYP. DRISKELL RECEIVED 11014 East 21"`Avenue DEC 1 3 2002 Spokane,WA.99206 BY: Home: (509)891-0884 e-mail-driskell@worldshare.net WORK HISTORY Spokane County Public Defender Attorney 1: March 2002-present Represent clients on misdemeanor and gross misdemeanor charges in District Court Trunkenbolz I Rohr I Driskell PLLC Partner: November 1999-February 2002 Associate Attorney: September 1996-November 1999 -Civil litigation, including zoning,permitting,Growth Management Act, Shoreline Management Act,public records act,commercial,contract negotiation - Staff management,business development, office management,and client development -Primary source for research and brief writing for all three attorneys in office Charles S. Dorn & Brian O'Brien, P.S. Associate Attorney:October 1994-September 1996 Law Clerk June 1992-February 1993 -Practice criminal law at Federal, Appellate, Superior and District Court levels; -Family law litigation in Superior Court -Personal injury litigation in Superior and District Courts McBride& McKinney, P.S. Legal Intern: March 1993-May 1994 Presented motions;drafted pleadings;performed client interviews;case management; legal research on family law,personal injury and commercial litigation Idaho State Supreme Court Law Library Assistant Legal Research Librarian 1990-1991 Assisted attorneys and laypersons in conducting legal research EDUCATION Gonzaga University School of Law Juris Doctorate- 1994 • -Negotiation Competition,Regionals -William O. Douglas Lecture Committee Boise State University B.A. Political Science,Minor English- 1991 -National Political Science Honor Society -Dean's List,Highest Honors-Four semesters • -Dean's List,Honors-Two semesters J 2^ • COMMUNITY • PARTICIPATION -Board of Advisors, Gonzaga University School of Law,2002-present -WSBA Court Rules and Procedures Committee, 2002-present -Gonzaga Univ. School of Law Luvera Lecture planning committee, 2002-present -Spokane County Bar Association Judicial Candidate Evaluation Committee-present -Gonzaga Univ. School of Law,judged Moot Court and negotiation skills, 1996-2002 -City of Spokane Valley Courts Transition committee,present -City of Spokane Valley-Drafting entire municipal criminal code,present -Campaign Chair and Finance Chair, Spokane Valley Incorporation,2000-2002 -Board of Directors, Spokane Valley Chamber of Commerce,2000-2002 -Taught CLEs on land use issues(1999)and access to public records(2001) -Guest taught at Gonzaga Univ. School of Law on land use issues,2001 -Young Lawyer of the Year, Washington State Young Lawyers,2001 • -Young Lawyer of the Year, Spokane County Young Lawyers, 2001 -President, Spokane County Young Lawyer's, 1998-99 -Co-Chair of Public Service Comm., WSBA Young Lawyers, 1998-2000 -Chair, WSBA Young Lawyers Aspiring Youth Committee, 1998-2001 -WSBA Celebration 2000 planning committee, 1998-2000 -Former Chair of CLE Committee, Spokane County Bar Association, 1999-2000 PERSONAL 37 years old; married 13 years with two children,five and six. I remain very active in basketball, softball and golf. T SIGN COMPLIANCE IN FEDERAL WAY The City of Federal Way Sign Compliance Program has been a ten-year commitment that has brought together citizens, business owners, elected Officials and City staff in united efforts to establish and enforce signs regulation, remove sign clutter, and improve the appearance of the City of Federal Way. Why was it needed? Prior to city incorporation, there was little evidence of sign enforcement. Signs were installed in the right of way and portable signs cluttered the landscape. Pole signs dominated the visual field of many major city streets. This visual blight contributed to poor property and business image. It was found that the unregulated proliferation of signs detracts from the economic value of the community. The proliferation of signs created a visual distraction for drivers of motor vehicles, detracting from traffic safety. In 1990, Federal Way incorporated as the sixth largest city in the state. The drive to incorporate was fueled by changing growth patterns, increasing traffic congestion, and desire for local control. At incorporation, the City Council adopted zoning regulations patterned after those in Kirkland, including sign regulations. It was apparent that these standards did not reflect the retail and business character of Federal Way, so development of a revised or new code was authorized. The intent was to provide for signage more appropriate to Federal Way's needs, yet maintain control over significant issues relating to design aesthetics and sign clutter. City staff recognized early in the process that sign regulations were pointless unless they were actively enforced. Staff also realized that there could be no significant change in appearance of the city unless a realistic amortization period was established and backed by incentive programs. With these points in mind, sign regulations and enforcement measures were created to change the look of Federal Way. What is the program? The Sign Compliance Program is a layered approach conducted over several years, resulting in comprehensive sign regulations and enforcement measures. The components include: ❑ 1990 SIGN ENFORCEMENT: On February 28, 1990, the City of Federal Way incorporates. A 1995 sign amortization date is established with new city code. City staff review all sign permit applications and pick up signs in the right-of-way. ❑ ROW SIGNS: Weekend sign sweeps are conducted. Over 100 nonconforming signs are picked up each month. ❑ 1994 REVISIONS TO THE SIGN CODE PLANNED: In 1994, a Citizen Advisory Committee was formed and works for 9 months with staff on sign code revisions. The Federal Way Planning Commission held 7 public hearings on sign issues. ❑ 1995 NEW SIGN CODE ADOPTED: Features of the new sign code include the extension of the amortization period to February 28, 2000, prohibition of pole signs, adoption of citation procedures for nonconforming signs, and portable signs and banners require immediate compliance. A systemic approach to enforcement was adopted with the highest priority area being the downtown followed by outlying business areas, and residential neighborhoods last. • • i ❑ 1995 SUMMER SIGN INVENTORY: Notification was sent to all businesses about the new sign regulations and that an inventory would be conducted. The first intern crew was hired to inventory 2,900 signs within the city. The inventory established which signs did not meet the adopted code standards. ci SUBSTANTIAL PUBLIC OUTREACH: From 1995 to 2000, the City made a significant effort to notify businesses and property owners of the regulations and compliance deadlines. In 1995, initial letters were sent to all businesses and property owners alerting them to sign code regulations and identifying specific information through nonconformance permits. Over 50 newspaper and newsletter articles about signs were published by local press. Staff held individual meetings with approximately 200 business and property owners to discuss sign conformance options and held a sign contractors workshop. ❑ 1996-1997 ANALYSIS: The interns analyzed the signs and issued nonconforming sign notices to over 800 businesses. ❑ .1998 INCENTIVES TO COMPLY: Sign code incentive program adopted by City Council. $200,000 of utility tax money was designated by council to assist businesses owners with sign compliance. Formed partnership with Chamber of Commerce for outreach and administration of program. Low interest loan program was also made available through a local bank. ❑ 1999 D-DAY PREPARATION: As the amortization deadline approaches, the sign code is fine tuned for clarity, the City Council approves the Sign Compliance Plan, city staff invite business owners to come and speak with staff to learn about sign options for their business and properties (128 take advantage of these meetings), and staff conduct a sign contractors forum to provide training on the sign code to sign contractors. ❑ SIGN COMPLIANCE 2000: On February 28, 2000, the sign amortization period expires. Applicants rush to submit sign permit applications before the deadline. 89 applications are received in February and March alone. Site inspections confirm 597 nonconforming sign sites. 384 cases are closed in 14 months. ❑ Implementation: 2001 — Over 725 business and property owners have brought their signs into compliance with the sign code. What are the costs? Costs of the Sign Compliance Program include the following: ❑ SIGN INCENTIVE PROGRAM—The city created a sign incentive program to assist business owners with costs associated with sign compliance. Staff recognized that implementing the sign compliance program was furthered by providing monetary incentives to those seeking to comply with the requirements. The City Council designated the use of $200,000 of utility tax funds to assist business owners with sign compliance and low interest loan program available. Owners could apply for 25 percent reimbursement of sign costs up to $20,000. The sign incentive program was administered by the Chamber of Commerce and the City of Federal Way. A low interest loan program was also offered. ❑ CODE ENFORCEMENT STAFF— Staff time included one full time staff person at $50,000 per year with benefits. ❑ SIGN INTERNS —The first intern crew was hired in 1995 to inventory 2,900 signs within City limits. Teams worked during summers to inventory signs, and input the findings into a database developed to track sign conformance. Over the 10 years of the Sign Federal Way Sign Compliance Program Page 2 f•: . Compliance Program, 15 interns were hired. The interns worked approximately 40 hours per week up to 30 weeks per year and were paid $10.00 per hour. What are the benefits? The benefits of the sign compliance program is renewed pride in the community, commitment to the visual aesthetic in the city, and improvement in the appearance and function of the built community. The City has found that reasonable regulation of signs serves to alleviate visual clutter and thereby preserves community scenic, economic and aesthetic values. The regulation of signs supports and enhances the economic well-being of all businesses within the City while providing the opportunity for all businesses to identify their premises and advertise their products. The ten year amortization period, which ended on February 28, 2000, for the removal of nonconforming signs was sufficient to ease the economic impact of the adoption of the sign code and allowed such signs to have their value amortized. As the sign amortization period ended, staff identified 597 nonconforming sign cases. 384 cased were closed in 14 months following the end of the amortization program. Today, 116 non conforming sign cases remain primarily in multifamily complexes. Because of the 2000 amortization deadline, the most striking changes in sign compliance have occurred from 1999 to the present. Downtown Federal Way has been transformed from a disorderly array of signs and symbols to predictable business identifiers. Visual clutter is gone from major thoroughfares. Pole signs which once towered over businesses, sometimes 30 feet in the air, have been replaced by monument and pedestal signs that complement the scale of the adjacent businesses, not the roadway. Several keys to the success of the Federal Way Sign Compliance Program are: o Strong City Council support for the Program o Partnership with the Chamber of Commerce o Resources to get the job done o Community outreach Summary: As a civic effort to beautify the City of Federal Way, the Sign Compliance Program incorporated sign code fine tuning, identification of nonconforming signs, systematic enforcement of nonconforming signs, adoption of incentives coupled with agency partnerships and active public outreach. With nonconforming signs removed, changes to the landscape are profound and economic well-being of the city is preserved. Enclosures Copy of the Federal Way Sign Code Then and Now Photos Public outreach materials Newspaper Articles Federal Way Sign Compliance Program Page 3 Computer system report 12/16/2002 Stan McNutt City of Spokane Valley Memorandum Date: December 16, 2002 • To: Robert W. Noack, Interim Finance Director From: Stan McNutt, Interim Deputy City Manag��,iiY� Subject: Status Report — Computer Systems We are experiencing the normal conflict between trying to generate a long-range plan for our permanent computer system and the necessary timing for startup incorporation of a new City. The problem is related to the statutory timing of elections, the necessities of a fast interim startup, combined with incorporation in time to receive revenues in March 2003. The IT report is based on the best information assumptions available during the pre incorporation period. However, our need for importing, processing, sharing, and storage of documents actually started on Day 1, when no facilities were available. A good example was how we had to carry out the city's business using personal cell phones. As difficult as that may sound, it was necessary for the interim team to begin working effectively. We immediately needed email document processing and storage. With no telephones, a loaner system was procured, and then I discovered that our PCs had no modems. In addition, the loaner telephones were digital and the modems are analog, which creates a problem using the standard modem switching approach. The answer was outboard modems and use of two lines. The IT report calls for ALL data to be available on the servers only, which would have been impossible until we had a complete networked server system. The data capability of the loaner PCs is adequate for now. Networking hard wire is the same for a temporary or a permanent system. Thus the wiring to the hub center is a good investment. Our first challenge was to tone, tag, and install the telephone lines and data lines needed for a temporary (and permanent) system. We discovered that many of the telephone and data lines were wired to the third floor only, and did not return to the telephone terminal room in a way we could use them. It was simpler to reinstall some of the lines over the ceiling to the terminal boards. Also the cubicles near the windows had some good data lines to the terminal room but no power to the internal power strips while those on the north side of the room had power but the data lines only went to the 3rd floor. Getting work spaces functioning has taken some effort ! The overall phasing challenge has been one of timing, lawful purchase procedures, budget authority, council decisions, and interim department decisions (staffing, etc.). It makes it impossible in the first few weeks to plan a permanent computer system. Financial software must be considered before specifying the permanent server and its security systems. In addition, the planning and permitting software must also be determined so the specifications for the system will fit the software plan. Finance accounting can run (as you have said) on Excel until decisions on the financial software building and administration software have been made. In the meantime, we have pursued the following strategy: C:\Documents and Settings\smcnutt\My Documents\Memorandum Computer systen report Stan -12-16-02.doc Page of 3 -1 � Computer system report 12/16/2002 Stan McNutt • Hard wire networking to the temporary server: new lines where necessary (PARTIALLY DONE) • Utilize central printing with temporary server(DONE). This has already saved the purchase of 6 printers to go with the original loaner computers. Now we will save the cost of additional printers as the next wave of staff comes on board • Some document shared use for draft/redraft between departments; Saves disk transfers to upload and download every modification (DONE); • Minor instant PC screen messaging between workstations (DONE); • Some limited redundancy in the temporary server hard drives (DONE); • We also could use a power supply backup and will need a small, inexpensive to protect your temporary financial information. With the temporary system functioning, the following are actions which can phase us into a • permanent system: (ASAP) 1. Hardwire (tone tag, and punch) all work office and cubicle workstations to the server room. We will need two data and one analog for each workstation. Most of these exist but must be identified and tagged. (ASAP) (ASAP) 2. Purchase the ten existing PCs or replace them. (ASAP) 3. Purchase 16 additional PCs to prepare for the staffing proposal which is before the Council. We should negotiate a price which includes internal modem cards. They are very inexpensive and may be added with no additional cost, depending on the package. This gives us temporary flexibility in dialup until a permanent, sophisticated system is completely installed (ASAP) 4. Issue an RFP for a telephone system as soon as possible, to replace the loaner system which will be completely maxed out within two weeks. (Jan-Feb) 5. Issue a Request for Qualifications to choose a system designer. (Feb-Mar) 6. Issue an RFP for a permanent computer system and installation/service. (Apr-May) 7. Bring on staff a qualified IT person (as recommended by the IT transition report) or a mid-level, part time IT person with an associated consultant backup contract. (2004 ?) 8. Hire a full-time (?) IT manager. (if not done earlier) I have given the IT transition committee chair a full briefing on the process thus far. I appreciate his efforts and those on the committee. He has been very willing to assist in any way he can. I will have pricing options and budget impact estimates for you as soon as the vendor(s) have responded to further questions. C:\Documents and Settings\smcnutt\My Documents\Memorandum Computer systen report Stan -12-16-02.doc 2 Page of 3 • DEC-17-2002 TUE 02:56 PM SPOK CTY LIBR DIST ADMIN FAX NO. 509 9284157 P. 01 Spokane County Library District • Voice (509) 924-4122 Administrative Offices • FAX (509)928-4157 fax transmittal • TO; lee Walton DATE:December 17,2002 FROM: Mike Wirt • FAX#: 921-1008 if OF PAGES (including this page): 3 SUBJECT: ELECTIONS Lee: • I'm faxing you documents I received in today's mail from the county elections office showing 2003 election dates and issues currently confirmed. You'll see that March 11 is the school district M&O date. However, the filling deadline for that election is January 24. The only way to p,,et library district and/or fire district cumexations on the ballot for that election would for the council to take almost immediate action so it could gel through the district hoards and the county commissioners. Doesn't look doable. It looks to me like the most reasonable approach if the council wants to propose annexation is to plan for the issue to be on either the September or November 2003 ballots to be effective in 2005 and to use an interlocal agreement to bridge the one-year gap in 2004. As we discussed at lunch, if the council annexed to FD #i1 for the period that's allowed, the total property tax levy allowed within the city limits would be the maximum$3,60 per$1,000 minus the fire district rate and the library district contract fee—the same as it would be with annexation—so it's a wash. Of course the April and possibly May 2003 dates possible,but it doesn't look like the ballot would be shared with any other issues. • Mike • • 1 . k City of Spokane Valley MEMORANDUM Date: December 16, 2002 To: Lee Walton From: Dick Warren RE: Public Works Contracts and Schedules Here is my cut of the Pubic Works contracts we will need in place by incorporation date, if possible. Activity Contract Party Term Schedule STREETS Spokane County 1-2 years • Mid-March • • Routine Maintenance • Street Sweeping • Snow response • Storm Drainage • Signals • Street lights • Signs • Permitting (coordinated with City) STREETS WSDOT 1-2 years Mid-March • Routine Maintenance, Highway 27, 290 • All above • Major Maintenance • Pavement maintenance, not resurfacing C:\Dick Warren\Memo to Lee-12-16-02.doc 1a Page 2 Activity Contract Party Term Schedule STREETS Spokane County 2 years Mid-Feb. • Capital Projects (2003/2004) • Design • ROW • Construction • Construction Administration SURFACE WATER Spokane County 2 years Mid-March • Ongoing planning • NPDES and permit negotiations/coordination • Inventory and mapping SEWERS, COLLECTION Spokane County 10 years January • Design • ROW • Construction, including road restoration • Construction Administration • Coordination with DOE • Funding • Permitting and inspection (coordination with City) WASTEWATER TREATMENT Spokane County After 3//31 • Regional Plan • Coordination with City of Spokane • Funding SOLID WASTE To Be Determined Awaiting Transition Committee Report due in January C:\Dick Warren\Memo to Lee-12-16-02.doc MEMO TO: Lee Walton CC: Stan McNutt FROM: Jim Harris SUBJECT: Preliminary Contracts for Planning DATE: December 17, 2002 1. COMPREHENSIVE PLAN Will need contract services using an "expert" with knowledge of the pitfalls and areas of needed change to the County's Growth Management (GMA) Plan. This contract can only realistically begin after the Long Range Planning Manager is on board, which is scheduled to happen on January 13th. The work program for the GMA plan calls for review during the first two weeks in January and work on necessary changes to begin in the third or fourth week of January. Draft changes would begin in the first week of February. A contract person would be of value to the GMA plan during the work on the review and draft changes phase of the GMA work plan. The contract person could be an employee of the County or a person not working for the County, but who is very knowledgeable concerning how the County's GMA plan was put together. 2. CURRENT PLANNING I do not see a need for contracts with Current Planning in the near future. The Current Planning Manager is schedules to come on board on January 20th along with the Current Planner. The Current Planning Division's areas of responsibility: Zoning Code, revisions and adoption, administration; Permit Center, collaborative design, staffing; State Environmental Policy Act (SEPA), revise, adopt, administer; Administration of Development regulations, will begin to need help sometime in February. 3. LONG RANGE PLANNING As stated, the Long Range Planning Manager is scheduled to start on January 13th. The Long Range Planner will begin work on January 27th. The Long Range Planning work program, in addition to the GMA plan, currently consists of: Shoreline Master Program, revise, adopt, administer; 1/ O f Subdivision Code, revise, adopt; Review, draft implementation of Washington State mandated timelines for public hearings, SEPA review, etc. (known as 1724). I see a need for help on the Subdivision Code after February 10`h. The contract person could very well be some one from the County who knows this code forward and backward. This is my spin on contacting at this time. The most immediate need is work on the GMA plan. Soon I hope to have identified the persons who we could contract with. I have some good leads now, both in the County and private sector. 2 r: PLANNING FUNCTION ALTERNATIVES CORE PLANNING DEPARTMENT • Would maintain a basic framework to include: • Planning Director • Long Range Planning Manager • Current Planning Manager • 4 Planners • 2 Planning Technicians • 1 Secretary • PROS • Establishes an in house expertise concerning planning issues. • Facilitates responsiveness to the needs of citizens (those seeking information, developers, etc.), City Council, Planning Commission, Hearing Examiner, outside agencies. • Maintains strong continuity for the planning function. • CONS • Majority of projects done in house with possibility of escalating staff needs and additional long term costs (salaries, benefits, etc.) • Learning curve would be in the range of six months to a year. • Any necessary contracting services would add to basic long term costs. II. FRAMEWORK PLANNING DEPARTMENT • Would maintain a small core Planning Department consisting of: • Planning Director • Long Range Planning Manager • Current Planning Manager • 2 Planners • 1 Technician • I shared secretary • PROS 1 •n ■ Allows for numerous contracts for various planning services, including permit processing, code review and amendments. • Cuts long term costs considerably. • More concentration on customer service, while detracting projects are contracted out. • CONS • Even with contacting out some planning services, a smaller staff will be hard pressed to keep up with activity generated by a city with a population of over 80,000 persons. • The possibility of staff frustration and burn out is very real with a high rate of staff turn over and a somewhat chaotic work environment. This may result in a fall off of service to planning constituencies. • Public perception that Planning is not considered a vital function for the City. Page 1 of 1 Stan McNutt From: "Prussack, Jim S" cjim.s.prussack@xo.com> • To: <smcnutt@spokanevalley.org>; <lwalton@spokanevalley.org> Sent: Tuesday, December 17, 2002 1:32 PM Attach: cityofspokanevalley.xls Subject: T1 phone service Stan & Lee-pursuant to our conversations I have attached a proposal from XO on the costs associated with providing you with your phase 1 phone trunk requirements over a digital T1 circuit. I know the 2 of you have been drowned in information and hopefully I can address a few things that will make sense for you and help in the decision process. PS-I also convinced management to waive 50% of your installation fees to get this T1 installed-I think you will find between our installation cost and monthly service fees we will come out about 35% less than Qwest. XO is confident in our ability to develop a strong partnership with the City to act in your best interests as your needs grow and change and feel our experience in serving the city& county in Spokane, CDA ID, Lewiston & Clarkston has helped us get a good pulse on the needs of local government so we can consult and support you more effectively. XO would assign a 3 person team to perform hands on service assistance after the initial conversion-Myself, a technical engineer and a customer service representative. Our competition would treat you like any other business and that your needs would be supported via a national call center. While XO also has a national call center we feel it is important that you also have local support as the complexities of this Industry cannot resolved • in many situations just by talking over the phone. *T1 provisioning time takes approximately 30-45 business days so I would urge you to formalize things ASAP to prevent any difficulties of meeting your needs. Please bear in mind that if you chose to modify or cancel things prior to installation it will not impact costs or service liabilities-I would suggest we get together wed/thurs at latest. I wanted to address a confusing item and that is T1 service as it is a term used very generally but has some very specific applications and types. Bottom line is that a T1 is a digital transmissions facility that features higher reliability and service options than the age old analog copper wire we are accustomed to. There are about 5 types of T1's-1 for voice 1-for a combination of voice & data 1-for transporting voice or data between 2 or more points 1- for Internet & for long-distance used for high volume users. Our economy is migrating quickly from analog to digital technology and thru this application you will have a very reliable voice service that can grow to add data to secondary locations or to add Internet once your needs become more mission critical. XO offers several service packages that integrate local, internet, web-hosting & long-distance and once you have reached phase 2 it may be effective to migrate you to one of those plans. I will follow up shortly or feel free to give me a call-444-8797 office or 370-3472 cell Thanks for your time & consideration-Jim • • 1L l) • 12/18/2002 SPOKANE PUBLIC FACILITIES DISTRICT . IS E C I ON AL PR OJEC TS Regional Projects Update: December 15, 2002 Seven months ago, Spokane County voters approved the Regional Projects including a significant expansion of the Spokane Convention Center and new projects at both the Fair and Expo Center and at Mirabeau Point. It has been another busy month for the Spokane Public Facilities District Board. The following update will focus on the six Agreements that have been drafted and are being discussed by the parties to the Agreements. Note that these Agreements are not final. 1) Interlocal Agreement— County and District The Interlocal was first circulated in September. This Agreement creates the framework for the County to issue the bonds, and covers distribution of the proceeds, financing costs, the loan to the District of the bond proceeds, the interest allocation and various conditions, representations and warranties. It also covers the development of the Fair and Expo Center projects. 2) Loan Agreement— County and District This Agreement covers how the County's loan of the bond proceeds will be repaid by the District's tax revenues. 3) Contingent Loan Agreement — City, County and District This Agreement indicates that the PFD will make all debt service payments using the intended three tax revenues. In case tax revenues are not adequate, the PFD will create a $2M reserve fund using Arena operating profits. Finally, in a catastrophic occurrence, the City, County and PFD will each take one-third of the responsibility to make sure all bond payments are made. If this participation is necessary, the City and County's portions will be loans to the PFD. These loans will be repaid before the PFD retires the bonds. 4) Interlocal Agreement— City and District The first draft of this agreement was circulated in September. It includes termination of the Arena Operating Agreement and the transfer of the OH, CC, and ATC and the related land to the east and south of the existing facilities to the PFD to allow for Convention Center Expansion (CCX). Also covered is acquisition of the new property required for CCX and reimbursement of the City's acquisition effort and any legal expenses resulting from eminent domain proceedings. This Agreement transfers the Admission and Lodging Tax to the PFD to cover the existing debt service on the OH, CC, and ATC and fund the Convention and Visitors Bureau. It covers the City's annual Operating Payment and how it is computed and capped and obligates the PFD to complete the CCX project. 5) Property Transfer Agreement— City and District This Agreement provides the details of the transfer of the OH, CC and ATC and related city property from the City to the PFD. 6) Arena Parking Lot Transfer Agreement—City and District This Agreement covers the purchase of the Arena parking lots by the District. This sale was anticipated at the time the Arena was developed and included in previous Interlocal Agreements. The PFD will accept the lots "as is" and "where is". The PFD will also continue the City Ticket Program, which is part of the City's air quality compliance plan. The District is suggesting that all of the Agreements be completed by the end of the year. This will allow the sale of the bonds to take place in January when interest rates are expected to be low, thus permitting the District to obtain the full $96 million authorized by the voters. The District Board continues to meet weekly to advance the Regional Projects. Meeting agendas, minutes, and previous updates can be found at www.spokanepfd.com. • K Proposal For City Of Spokane Valley • • XO Services • December 18, 2002 PRODUCT DESCRIPTION Current Monthly XO Monthly XO Installation Local QUANTITY Current Rate `Charges XO rate charges charges 12-2 way DID Trunks over T1 12 $0.00 . $10.61 $127.32 $252.00 T1 facility charge I $0.00 $224.00 $224.00 $825.00 DID#s 40 $0.00 $4.80 S192.00 $34.00 fcc fees 12 $0.00 $5.92 $71.04 $0.00 $0.00 $0.00 $0.00 • $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 data this fractional T1 will allow for either $0.00 $0.00 growth of adding 12 more business trunks or $0.00 $0.00 up to 768k Internet. I $0.00 $0.00 T1 internet vs DSL is substantially more reliable and $0.00 $0.00 easier to resolve trouble issues. • $0.00 $0.00 $0.00 $0.00 Long-Distance outbound instate/interstate . 0.065 $0.00 • Local Monthly Charges $0.00 - $614.36 $1,111.00 Data/Internet fees $0.00 $0.00 $0.00 Estimated Monthly Long Distance Charges $0.00 $0.00 $0.00 SUMMARY $1,111.00 CURRENT MONTHLY COSTS n/a MONTHLY COST WITH XO $614.3600 MONTHLY SAVINGS WITH XO ANNUAL SAVINGS SAVINGS OVER TERM 3 Year PERCENTAGE OF SAVINGS WITH XO *Management has agreed to waive 50%installation fees if signed by 12/28/02 County,State and Federal Charges such as"pass through charges"(State Enhanced 911,County Excise Tax,Washington State TRS Excise Tax-Federal American Disabilities Act Requirement),Telephone Assistance Program,or Carrier Line Charges not included in above proposal. NEXTLINK Confidential and Proprietary Information 4- 2" RR 1.y1F =ICY�j-'OOOBg/OCPOinesiiiens City of Spokane Valley Proposed Incorporation Celebration Tuesday, March 25, 2003 School/Student,Projects----- -- --- ---- ---- - . - Chamber Networking Historic Display Media Coverage Wednesday, March 26, 2003 School/Student Projects Retail Promotion Historic Display Media Coverage Thursday, March 27, 2003 School/Student Projects Retail Promotion Neighborhood/Business District Cleanup Valley Business Fair Time Capsule Historic Display Media Coverage Friday, March 28, 2003 Mayor's Breakfast (business people) School/Student Projects Retail Promotion Neighborhood/Business District Cleanup Valley Business Fair Time Capsule Historic Display Mayor's Talent Show 7-1 Youth Concert Media Coverage o Saturday, March 29, 2003 Mayor's Breakfast (citizens) Sprague Avenue Parade Neighborhood/Business District Cleanup Retail Promotion Historic Display Valley Business Fair New City Gala/Ball ° Media Coverage a 0 0 0- L N O I • ' Sunday, March 30, 2003 Retail Promotion Neighborhood/Business District Cleanup Spokane Valley Marathon Historic Display Media Coverage Monday, March 31, 2003 Historic Display Official Ceremony Media-Coverage--- — — — — — Spokane County Elections Vicky M. Dalton, CPA 1116 W Broadway, Spokane,WA 99260 - Spokane County Auditor Phone 509.477.2320 • Fax 509.477.6607 "> r, Tn www.spokanecounty.org/elections I lir RECEIVED DEC 1 7 2002 Dear Election District In order to plan for the 2003 election year, we need to know your plans for placing issues on the ballot. By knowing your plans, we can help you coordinate the timing of your elections with other districts; which can significantly reduce • your share of elections costs. In addition, advance planning helps us put on efficient, well-run elections. Each election requires scheduling a large temporary work force, including hundreds of poll workers and dozens of absentee ballot workers. We would also like time to work with you and your attorneys to ensure that the ballot title formats clearly on the new optical scan ballots. • A few districts have already confirmed dates with us, as noted below. Dates for possible elections in 2003 are as follows: Date Type Confirmed Issues & Number February 4 Special Election Municipal issue (1 district) March 11 Special Election School issues (several districts) •April 22 -Special Election None May 20 Special Election School issues Of March fails) September 16- - Primary Election November 4 General Election Other than the municipal candidate elections in the fall, please provide us with the type of issue, the number of issues and whether you (especially school districts) plan to schedule a contingency election if the first election fails. You can complete the enclosed form or, if you prefer, give me a call. - Regards, Paul Brandt Elections Manager, . (509) 477-2791 CITY OF SPOKANE VALLEY 11707 East Sprague Avenue, Suite 106 Spokane Valley, WA 99206 Telephone: 509-921-1000 FAX: 509-921-1008 le- December 18, 2002 1C,I SU ,�C` cb �f° Kelly McGillis Journal of Business 429 East Third Avenue Spokane, WA 99202-1423 Re: Official Newspaper Dear Mr. McGillis: I wish to thank you for providing the City of Spokane Valley with a proposal to provide legal publishing services for the City. Information on all proposals received was presented to the City Council at its regular meeting December 17, 2002. After thorough review of information submitted by the Valley newspapers, the Council adopted Resolution No. 02-12 appointing The Spokesman-Review as the City's official newspaper for publishing of legal notices. The City will review its needs after a one-year period to determine if there should be a change to its official newspaper. It is my practice to provide information on public hearings, special meetings and other such information to all newspapers in the community. I appreciate your assistance as we compiled the information for review by the Council. Sincere. , Ruth M ller Interim City Clerk Cc:‘ terim City Manager . - MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 TO: Council FROM: Lee Walton DATE: 12/17 SUBJECT: Space Utilization I wrote the following item for the Jan 7 Newsletter. However given the uncertainty expressed at the meeting tonight regarding staffing, I will distribute it early to facilitate your thinking on the subject prior to thel/9 meeting. I still recommend proceeding with the Council chamber across the hall but if the Council intends to contract with County for all planning, building and engineering services then obviously our space needs change substantially. . Needless to say,full contracting would make my job easier but I not at all sure it's the most economical alternative. The problem is that it will be hard to quantify the difference in costs because so many variables are involved. Office lease The designer has presented a plan for a meeting room across the hall and will provide a cost estimate soon so we can pin down the rent. I asked for another version putting the podium at the north end of the space but because of the existing pillar and door locations he is strongly discouraging this. I have also asked for a plan putting the meeting room in the existing wing. There seem to be two logical options. One is the space adjacent to the double door at the rear of the building. By removing several existing partitions this room could accommodate an audience of about 45. I will argue against this because I believe the space could better be use for the Building, Planning and Engineering Departments. The outside entrance would be particularly accommodating for contractors, engineers (the dirty boots brigade) coming directly off the parking lot instead of through the carpeted hall. Also, a separate entrance is good because these offices typically open at 7:00 to better serve the building and construction trades. It would also be possible to utilize the existing big room in the middle of our current space-but the-only workable access would be through-the existing kitchen.Byremoving-- one partition this space would seat about 50. My primary argument against this alternative, as well as the former is that it restricts your future options. Based on the Sammamish experience, I would estimate that within two years, with normal growth, you will find it necessary to move the meeting room elsewhere to provide additional office space for a growing City. I made this mistake in Sammamish because the Council was certain that they would not exceed 35 to 40 employees. When Bob checked last week they were at 75 and spending a considerable sum to covert the Council chamber. This change in direction was simply a 09 ) 1 realization that they could provide many services in house at a significantly lower cost than contracting. This is primarily because the County is encumbered by a large bureaucracy, unions etc. According to Stan's layout, (attached) virtually all of our existing cubicles will be occupied by the Interim staff and Council by February. By mid March we will need to make new arrangements for the Building Department crew of 5 to 6 people plus 3-4 engineer types. Even if Council volunteers to give up their offices I am confident you will need to use the big room for work and office space with in two years. It's you decision but I would ask that you make it soon because our landlord is pushing for resolution. Also, you need to decide soon on a lease term. I would recommend 4 years with an option to extend. I think that gives you the best break on flexibility and cost. I understand there are some possible alternative that should be considered for long term office needs. One for example is the current library (18,000 sq ft) building. If the City finds this an acceptable alternative the decision would accelerate construction of a new library (50,000 sq ft) more suited to Valley needs. Another option might be the Intermediate school on Pines which may be abandoned in a couple of years. Then of course there are the various vacant parcels along Sprague that might be acquired at a good value. In any case I don't see that any alternative will become a reality in less than four years so that periods would be sufficient amortize our investment in tenant improvements and still not tie you down for too long a period. Can we get this resolved no later than Jan 7. P.S. Just received theattached cost breakdown for the meeting room. It allows for a first class set up including all the bell and whistles such as wiring power point presentations and a good sound system. The ($25,000) price seems reasonable but if you are inclined to scrimp I'm sure this could be cut by as much as 20%. . Remember, this is not a cash outlay because it would be amortized in the rent. Also, keep in mind that if we did move in four years that much of the installed equipment could be salvaged for a new location. 2 DEC. 10.2002 4:35PM 3E DESIGN GROUP P.S. NO.742 P.22 I ' II I1 ' HALFWAY NEW DOOR AND FRAME LIQ] ,1rDEr .1[ ,.nnII I I nrcomrc it- in r-1 J---SEATING (82 SEATS)nf-DnI Mill (nnI i I . . Mini 1_ L iT a� r i LECTERN _ PRESS J j pp 1 1 EXHIBIT — , DIS PLAY f--r' r 1 PROJECTION BOARD ----___ STAFF SCREEN RECORDING SECRETARY INIII.-L- \/2,+ 2 ._ - - _lipPERMANE — PERMANENT EXHIBIT NT ► \ i I P EXHIBIT SPACE P\ R\ P " ( ��.: / SPACE RAISED PLATFORM +14" i/i • vnn..... .... ..... ........a.,.—.wt,.. M......- NEW DRAPERY • O OP I . _ Suite 101 - COUNCIL CHAMBERS rlh , o s . ' DEC. 17.2662 11:54AN 3E DESIGN GROUP P.S. I ' NO.774 P.2/3 `` ' i r WI 3 E d e s i g ng r jo u p e=e arc itecture planning interior design a December 17, 2002 Lee Walton Intel' City Manager City o Spokane Valley 1170 Last Sprague Ave. Spol tie, WA. 99206 Re: Cost estimate for proposed Council Chambers Dear Ilee, Here is a cost breakdown for the Council Chambers remodeling.; This is a rough11 estimate,. For a more accurate cost, a General Contractor should review the plans. These rices do not include a prevailing wage cost, . Demo 'tion $3800.00 I Remodeling Carpeting $3000.00 Door,Frame &Hardware 900.00 Ceiling 3000.00 Stage Framing 2800.00 Wall 250.00 ' Painting 1200.00 Cabinets 4200.00 Display Board 350.00 • Projection Screen 300.00 Curtains 500.00 HVAC I 1000.00 • _ _Lighting _ . - 2500.00 D�tiWiiing 2000.-00 Larry S Chalmers,AIA GaryT Connor,ALA Total , $25,800.00 Roberti Kasberger ' StevenJ PiscFtello,MA This estimate does not include Washington State Sales Tax, permit fees or any -other tees that may be required fora building permit. Architectural fees are not 11111111111111111111 includ d in this estimate. 27 2 or sunset blvd spokane wa 99224 v 509 456 218 f 509 747 8345 3e esign.com II N CITY OF SAMMAMISH CITIZENS OF ORGANIZATION CHARTto SAMMAMISH • CD CD N Y N CITY SananAMISN Youth Board planning advisory bOARd COUNCIL ARfSUSX FORCE pinta & :EC. cO)AUSSION Tray Romero I BarryTSCHNDLOOY COMMITTEE ' rr Doc(elmd Attica ss N KmMay RmHgwVth N. al m A>pagSM' p KSIdamF�rJalhay �� m Mucha.Icattitti co FIE:6 \ - o' cn CITY Aniaam City =CM} CM MANAGER eity mind )• Um Wart Fkuce Dioad(wIDa'tod) ' information 1ytemS p. EXECUTIVE COMMUNICATIONS l,. •ammamiab commons .- n coo,DINATOR • ASSISTANT MANAGER oomtroclioamn3r. H to D 3 3 FIE 4 FTE 5 FIB IS FIE21 FIE6 Bemai•I •ervicea Admin Unpins Diremm/ - Community Development public works Director? parka & rectuation • n•ielant city m•nagar mislaid city maw: airettor bitarail-foo.ezd,Dinacton FeteBulokn RayWnlmme,Damtra JdmCkmndwn (vacant) • •Mnanc Analjm •PdiceOrie(a graded) •Deptay flinectar •C+4'Rnglater •Pab&RmamaeMmmger •FhmnceSpartU •Fire Ad hmvvt for(int- •BadditgOffena! •T ansporfaticnAmager •ParkliewnvaeSupmisra •FinanceSpmialW! &acted) •SeniorPlannos(2) - •SenirProjectEngrnrn •Recrm6lon Coc ctinmca• •CayC7knt •Senior Building Gupatcr •SrPrgicawaso-2hsepc ta. •ParksPtarner •AtuMtfm6'teAseidat •Btdldr'nglnspectors(2) Nan •'Administrative Assistant(2004) •OjfceAseiftt.M•Oak •Plan;Bmvk Examiners(2) •Sr Praia,angiw -Drainage •OfficcAs¢stant•Police •Cak&f(nnrntlOfficr •AsaxitueSngiewv •Associate Planners(3) •ProjectFregieaer-Div Review •-PennftCer�rMaager ••A19kvEngines- 4w D •Pomt!Cacrd6mfrr •ProjeaEngineer-&reatar m •Administrative Assistant •Maki IftelaSupoinandatt •Office Assistants(2) •Administrative Assistant m •0_I Updated:Ocmbv2002 •Maintenance!hien(4) FullTmtEenloycs(FI'E)=60 •ParbMaintereance Ifb rs(4) - CITY OF FINANCE DEPARTMENT SHORELINE • (Revised 1125!02) No r _ _ r Ca Ca >7 / 3- Debbie Tarry Director — ^' 0 m en Beau Slnkler :_ a m Administrative Assistant III ? • J m J€ V ( • Cathy Robinson �j Tho Dao Purchasing Office, t Al Juarez Patti Rader +�, Information Systems 0.. , * Finance Operations Senior Budget Analyst 3-rs t; =?ds�;._� -.4,. Manager 4Vi. Manager o, raau m'+"Y h� x a.b„..4 x:: .e r. - z - Janet Bulmanp:. n Purchasing Technician 11 Vii. ti / 1 -1' _n e 4 ,, al al Jay Clark George Anderson RoberWaner f% Steve Olescn Geographic Information Network Administrator p., Staff Accountant S, Budget Analyst ! Systems Specialist 4F° \ V d f r Jr 1 i.. .,-1 LL . ! EFii5m — Arent • r'- nild2,e.,r4 4= ;:ca, e^d' / I David Brendible Joan Herrick . C= eork r': Nan Peterson ,; : Gayle n e HIII Bob Blyzka . Nrv Database Administrator 4:= Finance Technician _. Payroll Officer r ; • Specialist Specialist { } .ak:T.1 .- f�3r 1.F.xJ a-pi : N. s. �fY.-�� 'Y o'-. �baa - z � _cc�_ � u r ; t; S --_� s rr4 ir ;e . . Jackie Moravec - '. Jason Boettcher ,, Finance Technician -_ Project Manager ..i t-. ` s-, f# life ' viy- _t ,1 :x•14=.e" (� IS �) o w Dec16 2002 To: Department Heads From : Deputy City Manager eb Subject: Job description language Below is some wordage which seems to accomplish what the City Council wants to accomplish in the hiring practice of all employees who will come in contact with citizens in the performance of their duties. SPECIAL REQUIREMENTS A good basic understanding of the principles of excellent customer service practiced in the competitive private sector. • A pleasant voice and personal demeanor when greeting or responding to customers. Ability to cheerfully deal with the public in difficult service or communications circumstances. • A willingness to apply extra effort to help the public find answers or information relative to their inquiry or complaint. Don Morrison is checking it out for"cultural validation" Stan • • • • • J ___ it;. The I. rganization Game Every manager likes to claim an expertise in the science MANAGER'S MANPOWER PLAN p.'. of management organization. Before the public and elected officials, managers unveil their new administra- tive structures as though they are works of art. These new structures often are called the ultimate .+. solution for current needs. Only when managers are �J 4, away from their cities and the local press do they reveal C/ their true feelings about the so-called science of ganization. i for- 0itOJ• f \\.9%,.....a just:„.4-e TYPIcML. FRIEN'LY nun li i $ETNEEN KEY AEPPRTmENTS ......" k.. f • . • • AMANN' . .........-\,--i—f� �� _ —. e---- !�rs. ' - SEEKING PROFESSIONAL ADVICE • iii ON 'REORGANIZATIONS 11/c IP h OW. rtowa _ ! .r SLOGS?" •�.e e .nom ..� S • I r V co ii yr IC.") lid) ' . Nilr j er"°. S..„. .3/4. Ar \ )1,11): ,* i ,,,,,...2 5 1\I DCM report to CM 6:54 PM 12/19/2002 1 December 19 2002 To: City manager From: Deputy City Manager Subject: Misc. Activities Report P YSa3db*A41�6'453Pu N'&Y a ?�:x :.Cg,23S Pa:�xi omputerandYelephonevsyste evolution has been covered in separate memos. ContractNegotiatione: I am starting parallel files for all of the Contract negotiations so I will be informed and capable of assisting or taking lead when necessary or as backup. The Animal control contacts are being established. I am curious why Liberty Lake pulled out of the County contract. I will talk to Lew Griffin about that. The Insurance coverage is just getting of the ground with the presentations at the last Council meeting. We should establish the procedure for comparison and determination in discussion at a Council Study Session. Office f ru niture.andquipm n[: The Telect Office furniture and misc. supply items authorized by the Finance Committee will be moved in by Christmas. When we need more because of increased staffing I am hopeful they will not have sold all of the remaining Items. If Council were to make a decision to outsource Planning or Building, we would probably not need much more furniture for a while. I will try to phase the furniture planning to fit the Council's corporately expressed policies. We will have to be on hold on some things until the desired makeup of the City is clear. G vo ernance;Coor'dinationlCommittee The committee will be giving verbal "touches" on the elements of procedural recommendations at almost every regular Council meeting. A committee member will generally do that as part of the Council Committee reports. Then the committee will want to discuss the elements in more detail at the following Study Session. Something about that activity would be on almost all agendas in some form or other. The committee is going to recommend that the Council try out a different setting and procedure for Study Sessions. It would entail a less formal setting (roundtable principle) and an agenda worksheet which will help the Council reach clear consensus or direction on the subjects discussed. Sound Qualityy atfCouncalrmeetings From my observations, it is sometimes difficult for the public to hear some discussions of the Council and public comments. This may eventually discourage public participation for those who have no "axe to grind". Also, the Council has said they want to be able to have neighborhood meetings at various locations when things settle down enough to allow the time. Sound quality is very important to our in-house process and doubly important from a citizen interest standpoint. There are several options to consider. K • DCM report to CM 6:54 PM 12/19/2002 2 Opti in I Wait until we remodel some section of City Hall or elsewhere for the permanent Council Chambers. This means that we must pay special attention to talking louder so the public can hear what is said in the regular meetings. We should also have people who speak, do so clearly and loudly for the same reasons. The chair might find the necessity of"nagging"people annoying but good communications is important to good government. Opt ont21 Invest now in a portable system which can function in the environment we are in as well as be available for having meetings in other locations. the cost should be reasonable ( approx 4K) and the components might be integrated into a future permanently constructed Council console. The city may want 2 systems eventually. One permanently installed in a permanent Council table. Then if Council wanted to have town hall meetings in various locations, a portable system would save having to set up the regular fixed system all over again. The Governance Coordination Committee will probably discuss the concepts Dec. 20th since the subject is closely related to their charge. 1 `"J MEMORANDUM 12/30/02 • To: Lee Walton Fr: Bill Hutsinpiller Re: Looking Ahead Recreation Services Contract: By end of January We will need to get someone on board (Park and Recreation Coordinator) by the middle of January if we are going to pick up summer recreation activities which could include staffing and operation of the three public pools in the city. This would make a difference in any negotiations we might have with the county regarding a contract of services for an interim period. In addition to the above mentioned activities we might consider taking over the operation of the senior center. Currently they have a half time position trying to keep things together. It is imperative this facility have at least a full time person handling this program on a daily basis if we are going to have a viable program for this age group. I will look into the cost of converting the current position from half to full time. Once the Senior Activity Center moves to the new Key Point facility, additional staff will need to be considered. I expect it will be a couple years before this facility is finished and on line. Preparing and advertising for bids to provide Recreational Services for the City of Spokane Valley would be one approach. I suggest we discuss hiring a permanent position to pick up these activities and start building a program designed to meet the expressed needs of the community utilizing schools and other facilities that should be available. A good recreation person could develop a fee based program in addition to activities normally funded through the General Fund. Additional staff could be hired and funded through fee based activities. Another option would be to contract with the county to continue services as before with no change. This would put off any decision making regarding these program until a later date which you may find logical at this time. I do feel in the long run you will have a full park and recreation service that will identify and provide for the needs of the people residing within the City of Spokane Valley. v t_. Parks Contract: • By end of February The Parks contract needs to consider short term and long term conditions. I expect the City of Spokane Valley would contract park maintenance for at least the first year or two. This would allow the City of Spokane Valley time to evaluate performance by the contractor and make appropriate arrangements for handling this program in the future. If the City of Spokane Valley intends to take over the maintenance and operation of parks, they would need to make arrangements for a shop facility complex, acquire equipment to make the shop operational, acquire maintenance equipment, purchase supplies and hire Maintenance personnel and a Superintendent to oversee and manage park maintenance operations. The City of Spokane Valley may want to pick up personnel that would otherwise be let go by the county due to the reduction they would experience with the reduction of maintenance responsibilities. Another option might be to put out to bid the maintenance and operation of the parks system to a contractor. I am not sure there is a firm other than county parks that has the personnel, equipment, and experience to handle this program. MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave.Spokane Valley WA 99206 Tel:(509)921-1000.Fax(509)921-1008 TO: Council FROM: Lee Walton DATE: Jan 3 SUBJECT: Notes for Jan 7th and 9 Insurance I am recommending that the City Join the WCIA insurance Pool at the Jan 7th meeting. Perhaps I should have run this by the Council in a study session first but am a bit anxious to get a binder for coverage ASAP. Also, I am of the opinion that WCIA "pool" is clearly the best choice for a city of our size and character. I do acknowledge a strong bias in their favor because I have used them with great success in three other cities and am aware of problems that non-member cities that have encountered problems with alternate coverage. Study Session Format Attached is a memo from Stan M describing progress the Governance Committee is making. One of their first products is a revision of the Study Session format. With Committee approval, on the 9th we will be meeting at a circular table (s) in order to facilitate informal discussion. If it works, it can become the standard practice. My experience is that the discussions involving a round table may last a bit longer but you will leave feeling more satisfied with the result. Office Lease I have assured our"patient" landlord that a decision will be forthcoming on Jan 9th that will allow finalizing a lease. If Council proceeds along the lines I have suggested, the 3E design group (who work with Webb properties) will be here Friday morning to draft up "build out" plans so that the modifications can be priced and incorporated in the lease. You will note that the rough draft layout that I show you Thursday seems a bit awkward. This is because I have tried to avoid removing walls as much as possible to keep the cost down. The landlord is responsible for all demolition and we are responsible for new improvements. "Experience" is something you usually don't get until after you need it! Celebration I put this item on the agenda for Tuesday because at the meeting with the Chamber Burke was quite insistent that he needed an answer in early January to allow enough time to organize the affair. (he also assured me that no City contribution would be necessary) However, at this writing I understand the Chamber has not officially taken on this project so I may be jumping the gun. So, if Chamber approval is not in place by Tuesday night this should probably be pulled off the agenda. Staffing Just as an update on staffing, we are looking forward to the following additions as authorized by Council: • First come in and welcome Sue Larson who will be managing the front desk and welcoming the public. Her pleasant manner and efficiency will be a positive benefit and contribute to our "public service" efforts. • We are interviewing now for the position of Accounting Manager and expect to have a person on board by the 13`h. • Public Works Superintendent "Mac" MacDonald will report in on the 13`h. We do need to rent a pick-up for him since he will be spending a large portion of his time in the field and coordinating with the County in planning a work program. • Our long range Planner (sorry, have forgotten his name) is expected to arrive on the 13`h • We are now interviewing for the additional Office Assistant who will support Community Development and Public Works. • Finally, Don Morrison should be arriving sometime next week. ATTACHMENTS a. Memo Fr: Stan M Re: Governance Committee b. Memo Fr: Stan N Re: Computer System Status Reporttemplate Deputy City Manager to City Council • City of Spokane Valley WA Date: 12-23-02 To: City Council From: Deputy City Manager Subject: Governance Coordination Committee activity This memo is to brief the whole Council on the progress of the Governance Coordination Committee's activity(since only 3 are involved at this stage). To begin, let me repeat what I said in the seminar about the long range effect on our new city this effort can have. The seemingly simple things which work together shaping the way we do business and relate to our citizens can have more long term effect(on citizen satisfaction)than some other routine things we do (unless we do something radical). The second consideration is to keep the public well informed as to how carefully we are striving to make this new government"user friendly".The press,generally, may not devote much space in telling the ongoing story of how you want your city to be the best in that area.They are just, by nature,drawn to the more immediate debates as you make the hard decisions. It is easy.to be consumed with the myriad "nuts and bolts" of putting a city operation together. However, now there will be elements of recommended citizen friendly practices brought to the whole Council by the committee at almost every meeting over the next 2 months or so. By giving this long range project public exposure and discussion, you can reinforce how serious you are that your"core beliefs"be formally manifested in policies and performance throughout the organization. Nobody will "toot your horn"about this but you! Few people understand the difference at this stage of the game. The Committee will want to give short progress reports at regular council meetings. Some discussion may be appropriate at that time. Then each study session will review the recommendations in more detail with an opportunity for Council discussion and revision. Any procedure the Council likes can be tried out on a trial basis until time to adopt the whole resolution and publish. The first example is the study session procedure when not combined with a regular formal meeting. The suggested procedure calls for a less formal setting and an agenda designed to keep the informal environment focused to some kind of identified goal or direction.The committee would like to try out the procedure January 9`". This memo is your first"touch"on the subject. If you would like information about it before the committee"touches" it again on the 7`h of January,please ask one of us. Because of the time constraints at the seminar, we postponed a useful exercise I use to solidify the"core beliefs"part of this effort. I believe it still has value in helping me develop the whole package of "Governmental Coordination" options for you. We could do it at a study session soon. It takes about a half hour. CC: City Manager City Attorney • 1d City of Spokane Valley Memorandum Date: December 31, 2002 To: Lee Walton, Interim City Manager From: Stan McNutt, Interim Deputy City Manager Subject: Computer System Status Update Reference: DCM Memos December 5 and 16, 2002 (attached) The action plan proposed December 16 lists several ASAP items, reference page 2. 1. Hardwire— will be accomplished for all of the existing work stations in the existing leased space (carpeted office areas) by the first week of January. 2. RFP for phone system is out. Closes January 3, 2003. I am requesting authorization to use Robin Palachuk as a neutral consultant for a few hours to help review the technical specifications of the system's bid. We will then make a recommendation to the City Council on January 7. Estimated cost: 6 hours at $100 =$600 (see attached correspondence). 3. Items 2, 3, and 5 are still are pending. I feel it is important to settle the status of the temporary loaner PC system before buying more PCs for the work stations and people coming on board. We need to do this right away. All of the PC hardware after that can simply be purchased by State bid contract. What we need most at this time is a consulting advisor to help with the decision on the advance hardware purchases to keep the temporary system integrated and protected until a permanent design is accomplished. Permanent design cannot be accomplished until the complete operations picture of the City is more clear (i.e., departments such as Planning, Building, Inspections, customer service systems, etc.). In the meantime, we must phase in the necessary PCs and continue the temporary networking operation properly. C:\Stan\Memorandum to City Manager-12-31-02.doc Page 1 of 2 I do not believe an RFQ is really needed at this time for this short-term work. It would be good, however, if we selected a firm (or person) who could serve until such time as an on-staff person is recruited as an IT tech. The sample rates I have obtained for this type of service run from $100 to $150 per hour, depending on the level of technical complexity. We need this kind of help to make the right decisions from this point on. The budgetary impact through March 31 is difficult to estimate, but I will make a guess. Temporary system —approximately 20 hours @ $125 per hour average=$2,500 Permanent system design —60 hours @$125 per hour=$7,500 Total: $10,000 for Consulting Services Conclusion and Recommendation: Bring in an experienced local consultant as needed to help make the phased hardware and software decisions compatible with the future system. kb Attachments C:\stan\Memorandum to City Manager-12-31-02.doc Page 2 of 2 {,L xi-Ln Lx<izotini><xaaxLaxx<alaax <a<aeu aaaE<a1 Page 1 of l Stan McNutt From: "PALACHUK, ROBIN" <ROBPAL@SAFECO.com> To: -Stan McNutt"' <smcnutt@spokanevalley.org> Sent: Friday, December 27, 2002 5:19 PM Subject: RE: telephone system Spokane ValleySpecs 12-13-02.doc Stan, • I did some looking and the going rate in the larger cities for IT Network consulting is $125.00 to $150.00 per hour. I know our cost of living is not as high as theirs, but want to feel like I am compensated fairly for my knowledge. How does $100. per hour sound. P.S. I'll be off Monday and Tuesday all day if you want to cover anything. I'll be at my home e-mail address: mailto:palachuk@earthlink.net Robin Palachuk Spokane System Support Unit • Original Message From: Stan McNutt [mailto:smcnutt@spokanevailey.org] Sent:Thursday, December 26, 2002 9:12 AM To: Robin Palachuk Subject: Fw: telephone system Spokane ValleySpecs 12-13-02.doc Here it is in a new address. ---Original Message-- Stan McNutt palachuck@earthlink.net Sent:Tuesday, December 24, 2002 12:55 PM • Subject: telephone system Spokane ValleySpecs 12-13-02.doc • Robin: I left a voice mail on your phone. Here is the RFP. I am requesting to hire you to review the proposals with us so we key in to the transition report as much as possible. It is appropraite that we pay you properly for this service if you are available. You might think about your charges for this. Talk to you later. Stan • 12/31/2002 r Computer system report 12/16/2002 Stan McNutt City of Spokane Valley Memorandum Date: December 16, 2002 To: Robert W. Noack, Interim Finance Director From: Stan McNutt, Interim Deputy City Manag Subject: Status Report — Computer Systems We are experiencing the normal conflict between trying to generate a long-range plan for our permanent computer system and the necessary timing for startup incorporation of a new City. The problem is related to the statutory timing of elections, the necessities of a fast interim startup, combined with incorporation in time to receive revenues in March 2003. The IT report is based on the best information assumptions available during the pre incorporation period. However, our need for importing, processing, sharing, and storage of documents actually started on Day 1, when no facilities were available. A good example was how we had to carry out the city's business using personal cell phones. As difficult as that may sound, it was necessary for the interim team to begin working effectively. We immediately needed email document processing and storage. With no telephones, a loaner system was procured, and then I discovered that our PCs had no modems. In addition, the loaner telephones were digital and the modems are analog, which creates a problem using the standard modem switching approach. The answer was outboard modems and use of two lines. The IT report calls for ALL data to be available on the servers only, which would have been impossible until we had a complete networked server system. The data capability of the loaner PCs is adequate for now. Networking hard wire is the same for a temporary or a permanent system. Thus the wiring to the hub center is a good investment. Our first challenge was to tone, tag, and install the telephone lines and data lines needed for a temporary (and permanent) system. We discovered that many of the telephone and data lines were wired to the third floor only, and did not return to the telephone terminal room in a way we could use them. It was simpler to reinstall some of the lines over the ceiling to the terminal boards. Also the cubicles near the windows had some good data lines to the terminal room but no power to the internal power strips while those on the north side of the room had power but the data lines only went to the 3rd floor. Getting work spaces functioning has taken some effort ! The overall phasing challenge has been one of timing, lawful purchase procedures, budget authority, council decisions, and interim department decisions (staffing, etc.). It makes it impossible in the first few weeks to plan a permanent computer system. Financial software must be considered before specifying the permanent server and its security systems. In addition, the planning and permitting software must also be determined so the specifications for the system will fit the software plan. Finance accounting can run (as you have said) on Excel until decisions on the financial software building and administration software have been made. In the meantime, we have pursued the following strategy: C:\Documents and Settings\smcnutt\My Documents\Memorandum Computer systen report Stan -12-16-02.doc Page of 2 t r Computer system report 12/16/2002 Stan McNutt • Hard wire networking to the temporary server: new lines where necessary PARTIALLY DONE) • Utilize central printing with temporary server(DONE) • Some document shared use for draft/redraft between departments; Saves disk transfers to upload and download every modification (DONE); • Minor instant PC screen messaging between workstations (DONE); • Some limited redundancy in the temporary server hard drives (DONE); • We also could use a power supply backup and will need a small, inexpensive to protect your temporary financial information. With the temporary system functioning, the following are actions which can phase us into a permanent system: (ASAP) 1. Hardwire (tone tag, and punch) all work office and cubicle workstations to the server room.We will need two data and one analog for each workstation. Most of these exist but must be identified and tagged. (ASAP) (ASAP) 2. Purchase the ten existing PCs or replace them. (ASAP) 3. Purchase 16 additional PCs to prepare for the staffing proposal which is before the Council. We should negotiate a price which includes internal modem cards. They are very inexpensive and may be added with no additional cost, depending on the package. This gives us temporary flexibility in dialup until a permanent, sophisticated system is completely installed (ASAP) 4. Issue an RFP for a telephone system as soon as possible,to replace the loaner system which will be completely maxed out within two weeks. (Jan-Feb) 5. Issue a Request for Qualifications to choose a system designer. (Feb-Mar) 6. Issue an RFP for a permanent computer system and installation/service. (Apr-May) 7. Bring on staff a qualified IT person (as recommended by the IT transition report) or a mid-level, part time IT person with an associated consultant backup contract. (2004 ?) 8. Hire a full-time (?) IT manager. (if not done earlier) I will have pricing options and budget impact estimates for you as soon as the vendor(s) have responded to further questions. C:\Documents and Settings\smcnutt\My Documents\Memorandum Computersysten report Stan -12-16-02.doc 2 Page oft 0,0 eq Dec.5 2002 To: City manager Walton From : Deputy City Manager McNutt Subject: Temporary Computer System I have ordered a simple "band aid fix" for the immediate crying need to fill 3 temporary gaps in our ability to efficiently do business. We will use a small temporary (6 months to 1 year) server which will: 1. Network the existing loaner computers which must talk to each other for best efficiency. 2. Establish the ability to interface the mainline printer(s) thus avoiding the temporary necessity to buy too many temporary stand alone printers. Where some departments heads will need an inexpensive computer at the desk, others can easily use the main printers with efficiency. 3. Create a simple temporary redundancy as back up until we develop a fully designed and phased installation of the final city computer systems. The price is no more than the extra printers we could otherwise buy and we would still be running back and forth trying to load documents and necessary info on each other's computers. Now we will have time to get out RFQs, select a designer and later, an RFP for the big system. • MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail Iwalton@spokaneval I ey.org TO: City Council From: Lee Walton Date: 1/9 RE: Planning costs Attached is a memo from Jim Harris summarizing his initial conversation with-the County Planning office regarding the potential cost of a contract with the County for planning services. Essentially,I think it confirms our assumption that this option would be more expensive than establishing our own in-house program. They estimate informally that we would be charged at least $540,000 plus appropriate hourly costs for complicated projects. While Bob hasn't giving me a figure yet, my quick and dirty estimate for the six person staff shown on the chart is perhaps $360,000. It's true, that we would expect to recover a majority of these costs in either case but we would still be paying more for less control if you opt for the County contract alternative. Incidentally, my experience in Sammamish and Covington was that when presenting cases to the Council and Hearing Examiner, (before we established our Department) the County would show up with three or four people most of whom had little to contribute but for which we were being charged "time and on half' because these were evening meetings. P.S. Please do not refer directly to this information at the meeting because its source is concerned that his bosses would not be happy that the figures were provided informally. 1 1 • S MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Contracting with Spokane County DATE: January 8, 2003 I talked with Gerald Gemmill, Spokane County Public Works Administrator and Jon Perderson, Senior Planner on January 7`h concerning contracting for the Current Planning Function. They informed me that Spokane County's Current Planning operation is an enterprise fund, totally paid for out of permit and other fees. They stated that 40% of Current Planning's work load is in Spokane Valley. They came up with the 40% figure by actually tracking permit activity by file numbers. They also pointed out that the Current Planning budget for 2003 is $1,341,000; 40% of this amount is just over$540,000. Theoretically if Spokane Valley were to contract all of its Current Planning function with the County, the $540,000 would cover a basic level of service. If a project got "messy" and caused staff to go beyond the basic service, then an hourly surcharge would likely be added on to the basic cost. They said that the City of Sammamish's contract with King County calls for a $150 per hour fee above and beyond the basic contract amount. If Spokane Valley wants to contract for less than the full service package (which includes all applications, SEPA, staff reports, presentations to the Hearing Examiner and County Commissioners) we would likely be looking at an hourly rate plus benefits plus overhead. C.. 7 . Staffing Review. 0"` I'm pleased that we are having the study session on the 9th to talk abut long range staffing goals. In effect, this subject will be about what you want your City to be and your ,f directions will impact almost everything we do from now on. Perhaps this will be the • single most important decision you will make during this interim period. For what it its a. worth,.I see three main scenarios from which to choose plus some variations. 1. SK to be strictly a contract city, simply acting as a"broker' or intermediary providing I all essential services to the citizens of your community through other agencies or private contactors. This approach certainly has considerable appeal and there are some obvious ht advantages. However, when applied to "sensitive"public services such as Planning, p Building,Recreation and of course Police, are you willing to delegate "command and @ control" and face to face public contact to people over whom you have limited influence? hi the case of police, we don't have much choice at this point but frankly I am very I impressed with the professionalism of the Department. If we can emphasize the unique l identity of the officers as being "City" people it should work. This can be achieved in .ai., large part with distinctive uniforms and patrol cars plus a pro-City attitude by the t officers. Other public services for which you will be "judged" are Planning, Building and I Recreation. If you are willing to rely on contractors to represent the City and carry out . ' your policies then this will be a good way to go. However, if you take this direction, it should be with the understanding that it will, in most cases be a more expensive _ alternative. No, I probably can't give you a dollar difference because cost will depend on ' - variables such as the amount of cost recovery and level of service that Council'will ,_ determine over time. Based on experience I can only generalize that, while County staff b. is generally competent their services are invariably more expensive due to very high _ I�a� overhead. This overhead is the natural result of a large and unionized bureaucracy: ;`. 2. Going in the opposite direction is to aim toward a"full service" city over a period of ii, years. This could include not only the standard array of programs like police and public works but might also incorporate other basic services such as fire and water utilities. ii.. Clearly this Council is not interested in even exploring these options, so any such considerations will be left to future generations of officials. t•% 3. The remaining option is an "in-between" approach. This would be to initially contract . i. 1l1 for basic programs including police, animal control and public works, etc. These services = j can then be evaluated over time and decisions made to retain them, contract to private sector or build an in-house capability. However, certain services, such as planning, building and recreation could be considered critical functions that provide an opportunity 1 to reflect our values as a city. I suggest that these are also areas where you as a Council t can make the biggest impact and most lasting influence. The Building division, of course, I 3 1 4 t I N I �. is invariably a "profit center"for cities while Planning and recreations generally operate at a deficit unless you want to load them with a very high fee structure. N So, the bottom line is that I really can't give you solid financial comparisons between "N contracting and providing these services except my gut feeling that for an equivalent level of service, "in house" will be less expensive. My basis reference for this is the experience of other contract cities that have previously come to this conclusion after experimenting. I suggest that the real question is, even if these programs should ultimately prove to be slightly more expensive, how that factor compares with the value of local control and the importance of controlling the quality of our "public face". I never forget this is your City not mine so having had my say; (in private) I will strongly support your direction. Moving on, if Council selects option three as I would recommend then the next issue is the level of staffing. In my opinion, if you decide to offer any of these services in house, it is important that they be not just adequate but excellent because they will become the face of the City. Jim Harris has prepared two alternatives for Planning. First is what he calls a "core" Department which in time (depending on economic conditions) could consist of 10 people.*This would obviously be the most responsive to the need of our Citizens (including a'one stop permit center)and have the least dependency on outside consultant for planning work. The second option is a smaller 7 member "framework" Department requiring us to farm out more work. I believe that both options could offer excellence although the Framework version might fall short over time. My suggestion would be to approve the Framework version now but be prepared to move up if we find it can't handle the level of development that actually occurs. (See attached space layout) ",.I' Also, in case you think our initial staffing proposal is "gilding the lily" I am attaching the current staffing chart for Sammamish (population-35,000) and just the Finance Department for Shoreline (population 53,000). Both are contract cities. When I left Sammamish the Council was certain that 30 employees would be the maximum now they . i are about 70. 5{ Jim, Dick and Bob will price out their "in-house" options and we will try to get realistic figures from the County for planning and PW. These may be difficult to come by. I suspect they will offer a sort of"cost plus" arrangement based on work load and fees collected. Sorry for my long winded diatribe, but this is an important turning point that needs to be well defined before we can proceed intelligently. I realize that starting a new city can be an almost"scary" thing and it is natural that you want to feel you way along to avoid making mistakes. So, let us know what and where you want to go and we will do our best to get you there. * I'm not sure that it is a valid comparison but inSan Luis Obispo,(population 40,000) and Puyallup (population 35,000)both full service cities, we had 18 and 12 respectively in their planning departments. 5 • MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 • TO: Council FROM: Lee Walton DATE: Jan 3 SUBJECT: Notes for Jan 14 meeting Billboards Note the attached letter from County Planning to Jim Harris trying to throw this hot potato to us. It seems unlikely that the Council would want to pick up this issue now considering everything else that is on your plate. Thus, if the topic comes up I suggest it be referred to the CM who will kick it to Planning with instructions that it be at he bottom of their priority list. Municipal Pool I know the County will be turning over $1.6 Mill for a new swimming pool. The proposed new pool would be standard outdoor recreation facility similar to others already existing. . In the realm of"brainstorming" I suggest that some consideration be given to exploring with the School Districts (and possibly the Community college) the building of a Regional Olympic Competition and Diving Center instead. Yes, it would be a lot more money but it would provide a high profile, well used facility for your citizens and be a major boon for the hotel and restaurant industry. I suspect the High schools would make good use of a 12 month facility and almost certainly it would draw numerous State meets and tournaments. This is, of course, based on the assumption that there is not already such a regional facility in this area. Ideally, the cost could be split with the School Districts and I don't know if they have capital funds remaining from the recent school bond to participate. The City could issue Councilmanic bonds for the City's share. The cost of servicing these bonds could be divided between the General Fund and Hotel Tax. (The latter because, as a regional competition facility it would almost certainly provide a boost to hotels and restaurants.) For the General fund share, I would suggest a small mitigation fee on new development might be appropriate and of course, grant funding is a good possibility. If the Districts did not have capital available for their share, perhaps they would be interested in a long term "use contract" instead. If there is any interest in this possibility, I would ask Bill to scope it out. Then it would be a matter of Council members contacting District Board members to see if there was any interest. Also, if council is at all interested in this possibility I will ask Don Morrison to investigate possible grants since he is an experienced grant writer. (see attached)Anyway, this is not a specific proposal on my part,just an idea that you might want to kick around as time permits. 1 k Incorporation Celebration. I was initially skeptical but Burke is clearly a professional who knows the business. Providing that the City won't incur any financial liability, I see no downside for supporting it. Clearly it will involve a fair amount of staff time even in a support role. I'm thinking that we could share the cost of an Intern with the Chamber to liaison and coordinate our role in the event. Chamber has expressed interest in this approach. Billboards Attached is a letter to Jim Harris from Francine Boxer re the Billboard issue. I don't sense any overwhelming desire by the Council to take on this subject, at least during this initial period of City development. So, unless I hear otherwise I will just "punt" and reserve it for future review with a low priority. Mirabeau Point I'm not sure of the source for the attached article by a Clark Hager but I thought if might be of interest for those of you who haven't seen it. The interesting thing for me was the reference (in a separate note from Dick Behem) to an 8 or 9 million SPFD surplus part of which might be available for Mirabeau Point. Apparently, at least one Board Member suggested this might be a possibility. If any of the Council has a relationship with a SPFD Member, perhaps you could check it out this rumor. Transition Committee Reports I still haven't heard from some of you regarding what Transition reports you don't have (or lost) that you want. If you still have the"form" that Karin provided, please mark any reports that you want and we will have a copy made. Support bacteria, they may be the only culture we can depend on . Gambling Tax. The several taxes you will be adopting at this meeting are pretty much the standard issue taxes authorized by the State and almost universally adopted by Washington Cities. The situation is a bit different for the gambling and admission taxes since they tend to vary considerably by jurisdiction. Attached is a letter from H. T. Higgins suggesting a 10%tax for gambling establishments in the City which I understand only affects two locations. In my discussions with them, they argue that while Spokane City is 20% and the County is 15%, current competition from Indian casinos make this level of tax un-tenantable. This is one of those situations where, without reviewing their tax return, it's difficult to make an accurate assessment. I can only point out that they paid the County $729,000 in 2000, $574,000 in 2001 and $ 369,000 for the first three quarters in 2002.However, it is also • true that the most common tax on gambling in Washington is 10%. Since the gambling tax, like the admissions tax is a very "flexible" issue, these items could be placed on the January 21 Study sessions for public discussion or we could simply filter the issue through the Finance Committee. 2 Cable Franchise Attached is a memo summarizing a Spokane meeting regarding cable franchising? This is a good kick off to a very important decision for SV. Indeed if we can get a handle on the opportunities available to us through the franchise process it can result in significant service improvements for the public as well as financial benefits for the City. Also, since this is such a rapidly changing industry this is another case where it would be prudent to obtain some expert advice to make sure we are aware of all the alternatives available to us. I have "worked"cable franchises before but given the increasing complexity of this technology I wouldn't want "us"to tackle it without some good advice. Fortunate, the costs of this advice can easily be absorbed by the cable revenue. Parenthetically, I would note that in my home town, the existing cable company was recently purchased by AT&T. When the dust settled the City ended up with more revenue along with the donation of a building and a fully equipped studio to be managed by a local non-profit group.Note, hiz Honor was in and has added this subject to the 1/21 agenda. A conclusion is the place where you got tired of thinking. Meeting with Commissioners As we speak the next meeting with the County "Commishes" is tentatively set for either a morning or lunch time meeting on Monday the 27th at our house. Hopefully, this will be resolved by Tuesday. City Entry Signs Attached are letters requesting the State and County to install "regulation" City identification signs at appropriate locations. Yes, I realize that our"friend" will object to the cost pending a final determination on a City handle. However, I suggest it is not reasonable to wait several months to let people know how to get here or let them know when they have arrived. Thinking ahead, I suggest that consideration also be given to designing and installing more elaborate City welcome signs in the median at each end of Sprague Ave, (perhaps later on at other major entrances) incorporating the logo and perhaps a slogan. Also, you might consider adoption of a different colored street name sign to distinguish City from County. I am not suggesting immediate wholesale replacement of the old street name signs. However, once a theme is adopted, a replacement sign program could be implemented over a number of years. If well designed, unique signs can help promote a stronger sense of community identity. Waste Management I am going to have a get "acquainted" lunch with a W/M management later this week and try to get some basic info on the rate matter. From what I have learned so far it appears that at least a portion of the request it could well be justified. If the rate increase becomes an issue I should probably recluse myself and let Stan handle it because I have a fairly large position in W/M stock. 3 Also, I finally got a hold of the State Utilities gal that handles this matter. The way it works is that when the Company files a request for a rate adjustment the Commission has 45 days to act. A Commission Analyst is first assigned to review the "books" and make a recommendation. If the Analyst finds the request to be justified the Commission routinely approves it at a meeting within the 45 days. (Jan 29 in this case) if the Company does not agree with the findings then it reverts to a formal process and the City would be welcome to participate. The report will be available on the web on Jan 27 so if I don't forget I will download it then. Pub Facilities District. I don't know who gave it to me or where it came from but am attaching a letter I found on my desk from Stephen Eugster regarding the District. I have no idea if his analysis is accurate but I thought it might be interesting for you. Human Resources Plan Attached is a draft work plan for HR by the always resourceful Stan M, the original Energizer Bunny" and workaholic. I like his schedule for action although I will probably argue that we do not yet need all the policy and procedures he has outlined in the memo. Police Contract I have scheduled an "introductory" meeting with the Department on Friday to lay out a procedure and schedule for contract negotiations. I understand that at some point, after we have a working draft, the Commission has expressed interest in having a representative sit in so I think it would be a good idea for one or even two C/M on tap to sit in as well. Based on some very informal conversations with Cal Walker, it appears that we may not be too far apart on organizational and policy issues. However, I would invite you all to give me a list of issues and questions that need to be raised. ATTACHMENTS a. Letter to Jim H Re: Billboards b. Memo Fr: Dick W Re: Meeting with Spokane County c. Letter Fr: Terry Novak Re: Metropolitan Agencies d. Article by Clark Hager Re: Spokane Public Facilities District e. Memo Fr: Stan M Re Cable Franchise Meeting f. Letter Fr: Waste Mgt Re: rate increase g. Letter from H. T. Higgins Re: Tax h. Letter to Wash DOT Re; City ID signs i. Letter to Spokane County Re: City Entry Signs j. Bulletin Fr: AWC Re: Grant opportunities k. Announcement Re: C of C Business connections Breakfast 4 "!2/20/2002 FRI 14:40 FAX ZJ001/004 • • y RECEIVED DEC 2 0 2002 S P O IC A N C O Ti 1V t Y OFFICE OF COUNTY COMMISSIONERS FRANCINE M.BOXER CHIEF EXECUTIVE OFFICER December 20, 2002 Mr.Jim Harris VIA FACSIMILE AND MAIL Planning Director (509)921-1008 City of Spokane Valley 11707 East Sprague Avenue,Suite 106 Spokane Valley,Washington 99206 Re: Amortization ofExistingAdvertising Displays/Structures (Billboards) Dear Mt Harris; On November 16, 1999, the Board of County Commissioners ("Board") adopted Resolution No. 99-1030. This Resolution prohibited new outdoor advertising displays/structures ("billboards") in the unincorporated area of Spokane County. Subsequent to this action, the Board requested that the Spokane County Planning Division conduct public hearings on an amendment to the Spokane County Zoning Code that would (1) regulate billboards, which were in existence prior to Resolution No. 99-1030 and/or (2) amortization billboards which were in existence prior to Resolution No. 99-1030. On October 26; 2000, the Spokane County Planning Commission recommended that thea Board amend its zoning ordinance to amortize within a seven (7) year time frame all i billboards which were in existence prior to Resolution No. 99-1030. The Board, after holding.s its own public hearings on the Planning Commission's recommendation, determined to call for an advisory election within the unincorporated area of Spokane County relative to whether or not the County should adopt an ordinance amortizing billboards which were in existence prior to Resolution No. 99-1030. 1116 WEST BROADWAY AVENUE • SPOKANE,WA 99260-0100 • (509)477-2265 • FAX;(509)477-2274 • fboxerespakanecountyorg "412/20/2002 FRI 14:40 FAX 1002/004 e � Mr. Jim Harris December 20,2002 • Page 2 The advisory ballot proposition submitted to the electors in the unincorporated area read as follows: PROPOSITION NO. 2 SPOKANE COUNTY ADVISORY BALLOT PROPOSITION CONCERNING ELIMINATING CERTAIN BILLBOARDS IN 1999 THE BOARD OF COUNTY COMMISSIONERS ADOPTED AN ORDINANCE PROHIBITING THE CONSTRUCTION OR INSTALLATION OF ANY NEW BILLBOARDS WITHIN THE UNINCORPORATED AREA OF SPOKANE COUNTY. CURRENTLY THE COMMISSIONERS ARE CONSIDERING ENACTING AN ORDINANCE THAT WOULD ELIMINATE, OVER A NUMBER OF YEARS, EXISTING BILLBOARDS THAT ARE ADJACENT TO COUNTY ROADS AND NOT SUBJECT TO THE SCENIC VISTAS ACT. SHALL THE BOARD OF COUNTY COMMISSIONERS ENACT AN ORDINANCE THAT WOULD ELIMINATE, OVER A CERTAIN NUMBER OF YEARS, EXISTING BILLBOARDS WHICH ARE ADJACENT TO COUNTY ROADS AND NOT SUBJECT TO THE SCENIC VISTAS ACT? YES [ ] NO [ The certified results of the November 5, 2002, advisory ballot proposition were: YES NO Total unincorporated area: 57.63% 42.37% City of Spokane Valley vote: 54.75% 45.25% Unincorporated area exclusive of Spokane Valley:57.98% 42.02% X12/20/2002 FRI 14:41 FAX Ij 003/004 •f Mr. Jim Harris December 20,2002 Page 3 The Board discussed the advisory election results at its Tuesday, December 10, 2002, CEO Briefing. At that briefing, the Prosecuting Attorney's Office advised the Board that it was highly likely at least one or more of the billboard companies would file litigation against the County in the event the Board enacted an ordinance amortizing billboards. Although only an estimate, the Prosecuting Attorney's Office indicated that a lengthy legal challenge could cost the tax payers in staff time and expenses an amount in excess of $50,000, Likewise, additional Planning staff time will be required prior to the enactment of any ordinance to examine the type and nature of each billboard, its location, the costs of the billboard, its salvage value, depreciated value, its fair market value, and its remaining useful life in order to sustain a legal challenge to the ordinance. Planning Department records document the number of billboards as follows: Total structures* within in the unincorporated area not subject to the Scenic Vistas Act 117 This number is further broken down between the unincorporated area and the City of Spokane Valley as follows: Total structures within the City of Spokane Valley not subject to the Scenic Vistas Act 98 Total structures within unincorporated not within the City of Spokane Valley and not subject to the Scenic Vistas Act: 19** *Structures means billboards having two sides **Two billboards were deleted from this total that is now at 17 After considering the above information, Commissioner Roskelley, in light of the voters approval rating, proposed that the County move forward with amortization. Commissioner Harris declined to participate in any billboard legislation. Commissioner McCaslin proposed not expending any further staff time on enacting an ordinance amortizing the remaining 17 billboards in the unincorporated area of Spokane County unless the City of the Spokane Valley, after due consideration, agreed to (1) direct its staff to develop an appropriate record to support amortization of the billboards in the City of Spokane Valley, (2) enact a joint ordinance with the County of Spokane amortizing pre-existing billboard not subject to the Scenic Vistas Act, and(3)jointly defend and share on an equal basis all defense costs and/or Z12/20/2002 FRI 14:41 FAX Z1004/004 Mr.Jim Harris December 20, 2002 Page 4 damages in conjunction with any challenge to the adopted ordinances. Commissioner McCaslin further recommended that a similar proposal be made to the City of Spokane. Commissioner Roskelley compromised his position and agreed to Commissioner McCaslin's proposal. Accordingly, the purpose of my correspondence is to share with you background regarding the proposed amortization of billboards within the unincorporated area of Spokane County. Additionally, it is my hope that after your review of this correspondence a meeting can be scheduled with appropriate City staff to discuss the amortization of billboard matter in more detail with the ultimate goal of obtaining a decision from the City as to whether or not it is desirous of working with Spokane County on this issue as outlined herein above. Very truly yours, FRANCINE M. BOXER Chief Executive Officer cc: Board of County Commissioners • t H:\LQW¢llim Heti,'121302doc t City of Spokane Valley Memorandum Meeting: Spokane County Utilities Division Sewers, Wastewater Treatment, Stormwater, Solid Waste Date: December 4, 2002 1:30 p.m. From: Dick Warren Attendees: City: Dick Warren, Interim Public Works Director Stanley Schwartz, Interim City Attorney County: Bruce Rawls, Utilities Director Kevin Cooke, Design Manager Brenda Sims, Stormwater Manager Bill Wedlake, Solid Waste Purpose: To begin discussions of how to continue the septic tank elimination program, sewer and wastewater treatment services, solid waste services, and to determine work performed by the County stormwater program Notes: Septic Tank Elimination— Sewers 1. Bruce described the County sewer program for the Spokane Valley area and how funding has been achieved in the past. 2. We asked for more detail on the 2003 and 2004 program— they will provide a map and list next week. C:\Documents and Settings\lwalton\Local Settings\Temporary Internet Files\OLKS\Memorandum-Meeting on 12-4- 02.doc Page 1 of 3 3. We asked for a funding and cash flow table to 2010, the year the sewer program is to be completed. Our criteria were: • Full roadway reconstruction after sewer construction with all costs charged to the sewer program. • Partial County subsidy from sales tax. • No contribution from City of Spokane Valley. The historic subsidy to come from more than$32,000,000 reserves in sewer fund, most of which was from the Valley. 4. We indicated an interest in having the County complete the sewer program under contract with the City, provided the above funding is acceptable. Wastewater Treatment 1. We discussed treatment capacity and the studies and thinking that went into the County's current plan to build a new wastewater treatment plant at a site in the City of Spokane. 2. We told Bruce that no action should be taken for several months until the City could better evaluate options. He agreed to the delay but said they would finish their planning and get the City a copy shortly. 3. We briefly discussed current capacity and told Bruce any contract would be for unlimited future capacity as we would see the County as a utility service more than a partner. Solid Waste Service 1. Both the City of Spokane and the County seem concerned that the City of Spokane Valley would not continue to be part of the current regional solid waste program. We see no value in the City of Spokane Valley trying to go it alone. A revised interlocal agreement will be needed to recognize the City as an equal participant. 2. As to the Waste Management franchise for local pick up, we think the City should put the UTC on notice of its intent to void the Waste Management franchise at the end of the seven year period required by law. This will coincide with the 2010 payout of the bonds for the regional waste/energy C:\Documents and Settings\Iwalton\Local Settings\Temporary Internet Files\OLKS\Memorandum-Meeting on 12-4- 02.doc Page 2 of 3 1 plant. The City can then take bids for waste collection and disposal and set terms to meet the public's needs. Stormwater 1. The County stormwater utility does mostly planning. They have a good inventory of the stormwater facilities in Spokane Valley and will provide us with maps and printouts. 2. We advised that the City will be assuming the stormwater utility within its boundaries and collecting the nearly $900,000 in service charges. We may contract with the County for some planning, but will want to do our own development review. 3. All stormwater maintenance is done by the County Roads department. We will be exploring a roads/stormwater maintenance contract with County Roads. 4. The City of Spokane Valley will become liable for a NPDES stormwater permit. The City should participate with the City of Spokane and the County in working with the DOE on the NPDES permit requirements. NEXT MEETING - is on December 12, at 3 p.m. kb c:\Documents and Settings\lwalton\Local Settings\Temporary Internet Files\OLKS\Memorandum-Meeting on 12-4- 02.doc Page 3 of 3 1 V MEMO Jt$ Date: December 20, 2002 / ZOOZ 0 g 330 To: Lee Walton /IA ✓ QAI3022I From: Terry Novak�� Re: Information on metropolitan agencies I offered some information on the local economy and on metropolitan agencies with which you would be involved. Behold and lo, the Journal of Business this week carried a special insert on the economic trends and a table of local firms and agencies. It is attached and corroborates our discussion about the dominance of governmental employment in this region. I copied only that chart for you; I'm sure you already get or can quickly find this week's JOB. The Journal has a good reputation for their accuracy and fairness. The blue Infrastructure Review Summary attached is now 4 years old but still basically valid. It was prepared by a committee of the Regional Chamber of Commerce under guidance of Mike Taylor of Taylor Engineering. (Mike is also the immediate past Chair of the EDC.) The document was presented to Spokane City Council and the County Commissioners,but never officially adopted as a guide. Still great info though. The article on"Piecemeal Reorganization" was written by yours truly as a chapter in a book prepared by the Council on International Education for a seminar I attended in Bonn. That was 1982,but the situation has not really changed much since then. The major change would have been the passage of the joint charter on the ballot about 5 years ago. It failed and I'm convinced one of the reasons is because we have eliminated so much duplication by this pattern of intergovernmental agreements that the proponents of the merger could claim little in savings. Final item is an overhead I use in class to explain the various joint enterprises in the region. Some are joint operations, in which the agency has it's own staff and budget but the central city and county sit on their boards, often with representatives of the smaller cities. The second group, under joint funding, has that characteristic but also have board seats for private individuals and city/county/town budget contributions. The third set (service contracts) are arrangements by which one entity does the job for both or all and gets paid by some sort of formula. The joint operations all have some sort of interagency board of directors;you can contact them directly and determine what role the new city should pay. The joint funding list provides you an opportunity to contribute from your budget, but in my judgment, they are all worthy and pay back their expenses readily. The service contracts are simply opportunities to become a participant. You can call each and make a civic judgment of whether that is worthwhile or not. /iv4-0 _spa Joint CiWitounty Enterprises Joint Operations Employment and training consortium Spokane International and Felts Field Airports Air Pollution Control Agency Spokane Transit Authority Solid Waste Disposal System Spokane Regional Transportation Council Airport Business Park Agency on Aging Industrial Revenue Bond Corporation Joint Funding Veterans Memorial Arena Aquifer Protection Program Economic Development Council Convention and Visitors Bureau International Trade Alliance 911 Emergency Communications System Service Contracts By County: By City: Commute Trip Reduction Wastewater Treatment Disaster Preparedness Historic Preservation Public Safety Building Public Safety Records Jail Management Municipal Court Small Business Develop- ment Corporation FROM FAX NO. : Dec. 23 2002 10:19AM P2 Hager Publications Report Clark E. Huger, Sr. Publisher December 21, 2002 S0000 ! .... here we are. Down to the wire to the final days before the Spokane City Council, Spokane County Commissioners and the remaining members of the un-elected, County-wide, Spokane Public Facilities District Board of Directors are panicked into signing the appropriate, secretly prepared "Interlocal Agreements" that will forever indebt all Spokane County citizens to pay the bonds and other remaining debts required to fund the financial sinkhole known as the Convention Center Project. By now you should know that charter member of the SPFD Board, Carl Lind, resigned in disgust and to avoid any potential of having any personal legal RESPONSIBILITY in what could turn into SPOKANE COUNTY RIVERPARK SQUARE #2, Immense pressure is being placed on the Spokane City Council to vote favorably on the agreements Monday, December 23rd. Council members are altering their holiday plans to accommodate Mayor Powers, his former law partner & SPFD Board member Shawn Cross, bond council Roy Koegen, Finance Advisor Alan Dashen and Lehman Brothers advisor Sean Keatts, who claim this needs to be done immediately to sell the FROM FAX N0. : Dec. 23 2002 10:19AM P3 bonds by the end of January. They claim the targeted $96 million dollar bonds needed could be jeopardized by not acting now and taking advantage of a favorable bond climate that could evaporate. I'm not sure all those involved are duped intobelieving that the Fed will raise interest rates to cool an over- heated economy any time soon, so could there be another scenario that makes more sense? We were treated last Summer to an article from the Bond Buyer magazine. It stated that Standard & Poor's had downgraded Spokane County's "Outlook" to NEGATIVE. This did not affect the County's AA Bond Rating. However, in questioning Roy Koegen about future implications of that action, Roy told me this constituted a warning, a scrutiny usually lasting " 6 months " and if the financial environment stays the same or worsens could lead to a downgrade in the County's bond rating. Guess what ... that 6 month scrutiny ends in January or February. A real reason for panic because if the County, which is being counted on to fund 100% of the bonds, has their bond rating lowered, $96 million might be out of reach or too costly. So who needs a holiday? Now, about that pre-election great FIREWALL of China PROMISE to the voters separating the carefully crafted Arena reserves from any involvement with the Convention Center Project. As a condition of FROM : FAX NO. : Dec. 23 2002 10:19RM P4 ss s � � � . the County funding the bends 1009, x, , The;C}#yp County and the SPFD each;pledge 1/3.rd..cresponsibiiaty for expected operating losses sufficient;to;affect bond payments. City & County will tap:their.general funds. SPFD will place $2 million of their Arena reserves in a separate catastrophe reserve fund, claimed:to have been raised through unexplained=profits. The,$14million balance of the reserves could be:tapped in a very creative way. They are currently allowed to be, used solely for the Arena. By setting up a separate account called the'convention center account, you,borrow from yourself ( reserve account), charge yourself,interest, place the borrowed money into the ConventionCenter account, where'it may be spent. If the.catastrophici . losses ever cease and moneyig ev:er.gained, it can be paid back into the Arena Reserve fund NO FOUL :. NO -.HARM `' :r :; R , : City Council President, Rob.Higgins asked Alan.Dashen an important question last Monday. No one picked up the significance of Alan's response. Rob asized ,"how do you get funds back into thoseaccounts?"" :{ cai Well, yesterday, December 20th; >I' had this;discussion, with Alan Dashen, in front of Council person Cherie Rogers. Hager: "Alan, you had a question from Rob Higgins about'haw you get the funds:.back into those accounts. You stated that there were taxes available after the bonds were paid off to fang:any deficiencies such as the Arena'reserve.:funds, Alan„what funds .. FROM, : FAX NO. : Dec. 23 2002 10:20AM PS would they be?" Alan said, "Well Clark, as you know, , the BALLOT LANGUAGE (Proposition "A"), passed by the voters, had no sun-setting provision for the .1% safes; tax. So they could continue to collect them. Likewise, (Proposition #2) the Hotel/Motel tax language stipulated it would end when ALL DEBT has ended. So, they could use those taxes as well." I thanked Alan for his honesty, that I thought they were the funds he was suggesting. BINGO ... real problem! One day, last April when the ballot language had been cast in concrete this dialogue occurred at a SPFD Board meeting. With Councilman Steve Corker present, ex-Board member Carl Lind brought up that the language didn't sun-set the sales tax. It went on ... FOREVER. Steve Corker asked Chair Bill Williams how come because the prospective voters were promised the tax would end when the bonds were paid off. Chairman Bill Williams reply was that they didn't want to put future Boards in the same fix they were in by having to go back to the voters for funds. All hell must have broken out before the next SPFD Board meeting because all the talk was that the voters would never buy this, and the CCX Project would go down to defeat if they ever found out. So they suggested telling the voters it was an oversight. Roy Koege crafted a resolution that was then passed unanimously. I told them I didn't think it was worth the paper it was written on because future, sharp attorneys or judges would certainly say that a FROM : FAX NO. : Dec. 23 2002 10:20AM P6 resolution from an un-elected Board doesn't trump legal ballot language passed by the voters. GEE ... I must have been right about something because here they are, already, the sharp lawyers, now that they've got the voters trapped, suggesting they can use those funds. • Only in Spokane County River Park Sgare #2 ! ! ! 1 r c City of Spokane Valley Memorandum Date: December 30, 2002 To: City Council From: Stan McNutt, Interim Deputy City Manager Subject: Comcast Franchise Renewal The cable company serving Spokane Valley is franchised to Spokane County at the present time. Effective March 31, 2003, the jurisdiction for the franchise changes to the City of Spokane Valley. Cable service for communities has become very convoluted and • things are changing rapidly. Cable companies are merging with each other, the lawyers are changing, and technology is changing. The existing franchise expires in two years. There are some renewal milestones which should be met. Spokane City held a meeting December 27 to talk about some of the detail and about the position of the City of Spokane Valley regarding jurisdiction, etc. Mayor DeVleming and I attended that meeting. He and I will brief the Council as to what we learned about our responsibilities and our options. Some core issues will likely be the capabilities of the franchisee to perform, as well as benefits that the City of Spokane Valley would require. Performance and equipment/channel usage should be part of the franchise requirements. It was pointed out that the franchisee has not been performance or equipment evaluated for 5 years. Normally, enforceable franchise issues are determined by a community needs assessment, which usually requires a consultant. There are a number of questions connected with that issue; the first would be, why go through such a process?To answer that question we would have to ask additional questions: 1) Can it encourage economic development? (This may leverage support or funding.) 2) Have we looked at what other communities have accomplished in this process? Some have done well, others have horror stories! C:\Documents and Settings\smcnutt\Local Settings\Temporary Internet Files\Content.IE5\016V8HIZ\Cable Franshise Memorandum DCM to Council -12-30-02.doc Page 1 of 2 C‘. 411l r 1 0 I 3) What are our public access needs, and how can we design a plan to accomplish them? The City of Spokane had asked the cable operators to perform a community needs assessment at the cable company's cost( est. 200K). The cable operators challenged the requirement to do so. That issue remains to be settled. If Spokane, Spokane Valley and the County are together on this, the chances of getting cable company assistance are much better. Another question is whether the City of Spokane Valley could or should join Spokane in doing the assessment. It may also be that a consultant should be used to look at our basic options before making any larger decisions. The City of Spokane did this 12 years ago. The Government channel (Channel 5) was one of Spokane's benefits. Spokane has five channels in total, and different uses are allocated to them including schools, fire department training, education, etc. The County doesn't use Channel 5 at this time. Another consideration might be the changing technology regarding Internet. In order to evaluate the issue for Spokane Valley, it may be useful to talk further with Laurie DeVamey, Cable Advisory Board Chair, about some of these possibilities. The Cable Advisory Board is a consortium of representatives, four from the County and seven from the City of Spokane. Theoretically, Spokane Valley would also now warrant some representation. One Spokane City Council liaison was delegated to keep track. That delegate is Cherie Rodgers. She was also at the meeting Dec. 27th. The Spokane City Council must make a decision prior to February 28 regarding the Franchise Renewal. We should be able to tell Spokane whether we are interested in participating with them in some manner prior to that time. cc: City Manager City Attorney C:\Documents and Settings\smcnutt\Local Settings\Temporary Internet Files\Content.I E5\016 V8 HIZ\Cable Franshise Memorandum DCM to Council -12-30-02.doc Page 2 of 2 • Page 1 of I Stan McNutt From: "Laurie DeVarney" <heronswing@earthlink.net> To: <smcnutt@spokanevalley.org>; <mdevleming@spokanevalley.org> Sent: Saturday, December 28, 2002 12:52 PM Subject: Thank you for your time! Hello, Stan and Mike: It was fabulous that you could both come to the meeting yesterday regarding the cable franchise agreements and the upcoming renewal process. I believe that this will be a very important task for Spokane Valley, and clearly appreciate that your plates are more than full with issues that are more urgent and basic to general service delivery. What is critical about this process right now is the timing of both the transfer of control of the franchise to Spokane Valley, and the development of a renewal strategy for the new city. Additionally, I believe the door is wide open for Spokane Valley to consider other options that might give it a stronger revenue source and a broader span of technology options for government, business and the community, as a whole. It's exciting to be doing business in a time where the sky truly is the limit. Bob Hamacher and I are very enthused about meeting with you. Bob is a terrific resource. I will send some possible dates and times in the next few days and hope we can meet in the next couple of weeks. Until then, best wishes for a very happy new year to you both. As a resident of this new city, I am very excited about the possibilities and would be very happy to donate time and expertise (almost 20 years in local government as a member of the city manager's executive team) toward its success. I am also very fortunate to be married to one of Los Angeles County Fire Department's premiere fire guys--my husband was the Special Operations Chief there and is known nationally for his innovative programs in USAR, Air Operations and other special ops. programs. He was the Southern California FEMA Task Force Leader and is really quite a gift. He is officially retired, in June of this year I joined him, am running my own business and giving back to my community. I offer our time to you, as volunteers. I look forward to our meeting! Laurie DeVarney 12/30/2002 l / 00,Apea_ 12828 East SpragueQ �aJ\� AmCrfCBn Spokane,WA 99216 Diabetes + phone:(509)924-5141 ShgVi,n 4i99in2 A•Fax:(509)924-6247Merl ohigl Fund tt\ wvnv.playersandspec[a[ors.com �wwyaanV�ein uereamm,en Wlm e„eae RECEIVED von- January 2, 2003 JAN-2--(rp2 BY: ._...- Mr. Lee Walton Interim City Manager New Valley City 11707 East Sprague Avenue, Suite 106 Spokane, Washington 99206 Dear Lee: Per your request I have provided a simple alternative to the flat 10% card room tax. It is based on charging 10%on gross card room revenues up to $1,000,000 in a quarter and then 15%on the amount over$1,000,000 up to $1,200,000, and finally 20%on any revenue over$1,200,000. Thank you for your help in this matter and at your convenience I would love to have lunch with you and show you around our facility. As we go into January, please keep me informed if you need additional information or I can be of assistance. Sin , a,.•; H.T. Huggins ' iti it` President '; 1M - 'S Players and Spectators 1,i �''i Enclosure Ai • - — New Valley City Proposed Card Room Tax Rate Proposal A: • 10% tax per quarter on Card Room Gross Receipts Proposal B: • 10% tax on any Card Room Gross Receipts up to $1,000,000 per quarter • 15% tax on any Card Room Gross Receipts over $1,000,000 per quarter • 20% tax on any Card Room Gross Receipts over $1,200,000 per quarter. t • City of Spokane Valley 11707 East Sprague Avenue, Suite 106 Spokane Valley, Washington 99206 December 16, 2002 Washington State Department of Transportation Eastern Region 2714 North Mayfair Street Spokane, WA 99207-2090 Attention: Ted Trepanier, Regional Traffic Engineer Re: City Limit Signs Dear Ted: - This is to follow up on our recent conversation regarding signs indicating entry into the City of Spokane Valley. We would like to request that the signs say: Entering City of Spokane Valley The signs should be installed at the following locations: • Trent Avenue westbound at Flora • Trent Avenue eastbound at Fancher • SR 27 northbound at 32nd • Sprague Avenue ramp eastbound at Eastern • SR 27 southbound at Pines Road exit • I-90 westbound at Hodges • • • 1-90 eastbound at Havana Y' Mr. Ted Trepanier December 16, 2002 Page 2 • If possible, we would also like signs on the east and westbound off-ramps at: • Argonne • Pines • Sullivan We assume the signs will be to your standards in terms of size and color. Could you please advise us as to what schedule is possible? As you can imagine, the City is anxious to become recognized. Please call if you have any questions. Best Regards, CITY OF SPOKANE VALLEY Richard E. Warren, P.E. Interim Director of Public Works kb City of Spokane Valley 11707 East Sprague Avenue, Suite 106 Spokane Valley, Washington 99206 December 16, 2002 Spokane County Office of the County Engineer 1026 West Broadway Spokane, WA 99260 Attention: Phil Barto Re: City Limit Signs Dear Phil: To follow up on our earlier discussion about placing City Limit signs at entry points to the City, we would like to request signs be placed at the following locations: • Appleway at Hodges, westbound • Barker at Trent, southbound • Barker at City Limits, northbound • Flora at Trent, southbound • Sullivan at Trent, southbound • Sullivan at Saltese, northbound • Argonne at Trent, southbound • Dishman-Mica at Thorpe, northbound • Sprague at Havana, eastbound • Broadway at Havana, eastbound • Broadway at City Limits, westbound • Fancher at Railroad, southbound • Forker at Progress, southbound Mr. Phil Barto December 16, 2002 Page 2 In addition, we would like a sign on Pines, both north and southbound, saying: City of Spokane Valley City Hall with an arrow indicating the turn on Sprague. The signs should be to County standards as to color and size and should be placed to be readily seen by motorists. It is my understanding that there will be no cost to the new City for this initial installation. We would appreciate receiving a schedule for the work, as the Council is anxious to create visibility for the new City. Please call if you have questions. Thanks for the help. Best Regards, CITY OF SPOKANE VALLEY Richard E. Warren, P.E. Interim Director of Public Works kb 611t27.25' n f �a ; , awc - AWC ' Assoctaiioa of L GRANT ALERT (°;,-,-,-vl�. 1 = Washington-Cities 1076 Franklin SC SE For More Grant Info See AWC Web Site: Olympia,WA 9S501-1346 http://www.awcnet.org/grants.htm Phone '360-753`4137 Z 011 Free 1800-562-8981. Fax: 360-7,53=0140 Contact Person: Sharon Fasnacht sharonf(a,awcnet.org (Website: 'ww.awcnet.org R25th Edition, December 31, 2002 Training Opportunity Community Development Interagency Committee(IAC) for Outdoor Recreation Interagency Committee(IAC) for Outdoor 2003 Application Workshops Recreation Grant dollars available Registration Due January 21, 2003 If you think your agency or organization might be These workshops provide an opportunity for IAC staff to making an application in 2003,you are encouraged share materials and information needed to prepare an to visit http://www.iac.wa.gov/IACGRANTS.htm application for IAC grant programs. You will learn about a and download the Letter of Intent Form. variety of grants, funds available,eligibility requirements, evaluation processes, application requirements and For Land and Water Conservation Fund applicants procedures, and important dates/deadlines. Policy manuals these forms are due to IAC by February 14. and application workbooks will be available. And,yes,there For all other programs,grant applicants are will be time for staff to answer your questions. encouraged to submit a Letter of Intent Form by March 3. Meeting Locations: Feb 4,2003 Kennewick Boating Facilities Program BFP, $1,745,740 City Council Chambers Boating Infrastructure Prog. BIG, to be Det. Feb 5,2003 EphrataFirearms/Archery Rg Rec. FARR, $400,000 m Grant Co Pub Wks Dept Tmg R \�t Feb 6,2003 Everett Land/Water1Cons Fund LWCF, to be Det. The Station, Nat'l Rec. Traits Program NRTP, $1,063,000 Multipurpose Room,4th floor Nonhighway Off-Road Vehicle Feb 7, 2003 Kelso Prog.NOVA, $3,559,386 Co Admin Bldg, 3rd floor, Commissioner's Mgt Rm Local Parks, acquisition WWRP, $937,500 Youth Athletic Facilities Program Time Frame and Agenda: 9:30 a.m. to 3:00 p.m. • YAFA, to be Det. An agenda will be available by January 20,2003. *Dollar amounts are based on the Governor's Contact: Jennice Kelly at(360)902-3000 or proposed budget. JenniceK@iac.wa.gov Contact: Lorinda A.Anderson, IAC P.O. Box 40917 Olympia, WA 98504-0917 (360)902 3009 LorindaA@iac.wa.gov Or see: http://www.iac.wa.00v/IACGRANTS.htm AWC Grant Alert Page 1 of 4 December 31, 2002 • r' 1 • o,. s • E v- MP4 p Y t til 5 • Friday.. • c, `. ?v.- • ; 5 { . January 17,2003 e, • • ti ,ri 7:00 a.m.+ ,;:+ Elonbletree Hotel I Spokane Valley i .1.1 Speaker: - 1 • Bob Williams, President - 4.4 6 Evergreen Freedom Foundation aa• ` Program: ' ' Ten Ways to Create a Business - •;, y • Friendly Washington State . + ••. Sponsor] •1 . 1? Sterling. Hospitality --. - •i • Quality Inn S Holiday inn • • . Franchises - p, Cost: Sts-00 with an RSVP $2O.00 with no RSVP ,. Please call.the Valley' Chamber office • at 924-4994 to.RSVP! _ ,1 Major Sponsor or purchasing a I isp[av,:Tribe a Jor an upcoming brei kfasit • , tt - i l� r • 1 UI Sb I r:f aI 13;171,1-r: � f 7^b. dl c "�_ ° za ..a.$. h n k 4, < f t w h r i I I TRE. BASIC PRINCIPLE. of MAIN ISTRATN£ R£ORGAN IZ AT I O N al y Tf*E MANAGER EVERYBODY E►.se "TODAY'S ADMINISTRATIVE. BOKYfRD tEPARTMENT StRUICTURE W)LL RE , , ," CfoRmeR DEPT HEADS HOT FIRED) j r BLPCK BOARD C°}4t. AS .401rik ' z c-EN llib-ill ,fe „._fr,a,-- j f! 1 -5L . Ft iIiiLi , , I L=- i Stephen K. Eugster Spokane City Council Member Monday, January 06, 2003 • Spokane County Commissioners Spokane County Court House West Broadway Spokane, Washington 99260 Re: Public Facilities District—Convention Center Financing Commissioners: My purpose in writing to you is tell you of some of my concerns regarding the proposals of the Public Facilities District concerning the financing of the expansion of convention and other facilies in Spokane County. Agreements—County Undertaking The county is being asked to use its bond capacity to issue $90 million plus worth of bonds for the purposes of the District. The undertaking of the county will be based upon an elaborate and discrete set of undertakings by various parties. There will not be one agreement between all parties. Instead, there will be separate agreements between various parties but not all parties. Despite the separate agreements, each will he related to the other and have implications regarding the other. Public Facilities District Desires—Spokane City Council Efforts For the period of September through December the primary focus of the City Council's atttention has been the budget of the city of Spokane. This function took most of the council's time. Because of it, and the day to day responsibilities of the council, the council has not had the time to study and understand the complicated set of agreements being proposed by the Public Facilities District regarding the convention center matters. Process?— Nonsense • The promoters of this web of agreements would like the public, you, and the council to believe that the agreements are the result of extensive process and that process makes them good—good for all. Furthermore, as we know, process does not make something good when it in fact is bad. Process does not consist of endless self-congratulation. It does not consist of endless drafts of documents setting forth deals which non-elected people have agreed to. Process does not consist of elected representative engaging in discussions about personality issues as between themselves. Process only consists of true give and take and understanding about what is being proposed and opportunity for elected officials to structure the deal so that it fulfills the responsibilities of good stewardship as decided by the elected officials themselves. There has been no valid process as to the agreements as far as the facts and the council are concerned. Except for the special meeting this past Thursday (January 2, 2003) the council has not had one substantive meeting regarding the agreements. There have been meetings, but each of these has been limited in time. And, as to each of these meetings four things were also at work—(1)the council was primarily focused on other more pressing issues such as the city budget for 2003, (2) most of the meeting time was spent on self-congratulatory expressions by one person or the other, (3)the various documents making up the various agreements were not complete expressions of the ideas of the so-called leadership group engaged in the drafting of the agreements, and (4)the incomplete agreement drafts did not include critical exhibits—exhibits which in and of themselves included much of the substantive aspects of the agreement drafts. At each of these meetings, the President of the Council, Rob Higgins, actively supported whatever was placed before the body and would not let council members engage in substantive discussion or question and answer regarding the agreements. Thus, you should not be deceived; in fact there has been no process as far as the council is concerned. Where Does the Council Stand? I do not know where the council is on this matter, at least not at this time. We have been told that we have to act and we have to act fast. The action was to take place on December 23, 2002. Then, it was to take place on January 2, 2003 at a meeting specially called for the purpose. Now,we hear that final decisions are to be made at the council meeting on January 13, 2003. Sometimes I have found that a council member will vote for anything placed in front of him or her if the matter has the imprimatur of Spokane's"local business community." Sometimes a council member will vote for something despite serious personal and , 1 objective reservations. Sometimes a council member may vote for a proposal for political reasons but will do so saying how unhappy they are about the process and how concerned they are about the elements making up the proposal. I can predict the vote of council president Rob Higgins—he is in favor of the agreements whatever they are. I cannot predict the vote of the remainder of the council members. There is one thing I know for sure, and that is this—under no circumstances should the agreements be approved at this time or in their present formation. Problems Mr. Cross, as that representative of the Public Facilities District made some sadly interesting representations to the council this past Thursday. One of the documents—the contingency loan agreement—provided that the city was to bare 1/3`d of the responsibility for a shortfall in an annual loan repayment from the District to the County. The fact was that by time of the meeting the so-called leadership group had concluded that the City was to be responsible for 2/3`ds of the shortfall. If Mr. Cross knew this on Thursday why did he not disclose that fact,what could be the meaning of such a failure? The Closing Mr. Cross, in response to substantive concerns, suggested that the city need not be really concerned because if it had the concerns at the time for the closing of the agreements or one of them the concerns could be raised then and the city could back out. He actually referred to conditions precedent to closing from one of the agreements. Mr. Cross is a lawyer and what he told the city council was bad law—very bad law. If it was not bad law you as county commissioners should, at least, be put on notice and should be concerned about Mr. Cross' attitude. If Mr. Cross is right that the city could walk away from the agreements at the time of closing then I would presume that the county would have to repay the bonds immediately. Surely, the county would not use the proceeds of the bonds without a proper agreement with the city. But what would be the effect of the immediate repayment. My guess is that a large sum of money would have been wasted—that sum would he about $3 million in fees. underwriting costs, early payment premiums. In addition, there would be another problem and that is the impression the bond market would have about the county and the city regarding the issue of bonds? We have problems enough, do you not think? Disclosure The county cannot engage in the bonding unless all of the agreements are in place and cannot be abandoned. A final point—any disclosure the county must makc will have to include Mr. Cross' cavalier advice to the city council. More Problems 1. Condemnation: One of the agreements includes provisions which would give the PFD the power to direct the city to use its power of condemnation for the District. There were reasons why the legislature did not give public facilities districts the power of condemnation. The city cannot do what the legislature decided not to do. Mention was made that the Schreiner Case makes it possible for the city to do this. This is in error and is based upon a rigor less reading of the case. In any event, please be advised that I will resist to the extent I can, including litigation, any attempt by the city to allow its condemnation powers to be used by and/or at the direction of the PFD. • 2. City Guaranty. The city is being asked to guaranty 1/3rd or 2/3`d of the debt repayment shortfall in any year. Where is the city going to get this money? It will have to come from the general fund. The general fund is already strapped—it is being hit hard, very hard by the River Park Square matter and will continue to be hit hard by River Park Square if the litigation is lost. River Park Square is a significant drain on city resources and this drain may only get worse. The city does not have general fund resources to pay for a whole host of needs. For example, the general fund does not have resources to pay for road maintenance and as a result city transportation infrastructure will get worse and worse and even greated demands will be be made. The city has four main revenue resources—sales taxes,property taxes, utility taxes and busniness and occupation taxes. Over the years the city council has seen fit not to impose a business and occupation tax. Instead, it has filled the revenue hole left by this lack of courage with using increased utiltity taxes—on city sewer,water and garbage the people of Spokane now pay a whopping tax of 17%! This really amounts to the placement of an unfair burden for the cost of government on the people who simply reside here. This policy of no business and occupation taxes may be based upon the conviction that such taxes are wrong, but the fact is by not imposing them the council is yielding to the so- called local business community who would tax the poor for the benefit of themselves. One also finds it interesting if not dismaying that this same group of local worthies ask for one subsidy after another. 1 • / 1 3. Proposition 4; City Charter Section 85. The above concerns are to some extent the reason why the city charter was changed in 1980 to include what is know as Proposition 4. This charter change can be found in Charter Section 85, in part,provides: a. That the city charter of the City of Spokane be amended to provide that a vote of the people be required for capital expenditures (excepting that no vote of the people shall be required for expenditures to provide for the necessary and legitimate expenses of the city, including maintenance and operation of existing facilities,assessments for construction of storm sewers, sanitary sewers, landfills, water mains and trunklines,street maintenance and construction, resurfacing streets, snow and ice control,and/or expenditures of an emergency nature)requiring indebtedness of the taxpayers and property owners for capital projects. including the proposed mass burn plant for refuse disposal(Waste to Energy Plant). c. Capital expenditures for capital projects requiring a vote of the people shall include but not be limited to coliseums. convention centers. stadiums, planetariums and new proposed projects not currently the obligation of the taxpayers and property owners. In my opinion, any undertaking to guarantee a bond debt of the county would be subject to the referendum provisions of this section. The funds guaranteed are to be used for capital expenditures which require indebtedness of the taxpayers. The funds used for the guaranty will not come from a special revenue source which the city can use for the payment of the guaranty obligation. 4. Environmental Concerns. I do not see how the city or the county can proceed with the proposals of the PFD without knowing exactly what will have to done to deal with environmental conditions of the various sites. The downtown site has a history of prior use which should lead any reasonable person to be concerned for the cost of environmental cleanup. One would suspect that any development will require removal of significant amounts of contaminated material. 5. Shoreline Substantial Development Permit. The city site for the expansion of convention facilities will require a substantial development permit from the city which will have to comply with state law. This permit should be obtained in advance of any undertaking by the city or the county. Look at how much money the city of Spokane wasted by not getting a substantial development permit or at least dealing with the permit question early on in the Lincoln Street Bridge matter. 'there, the city waited to the last minute to obtain the permit. In the interim it had spent over $7 million and had wasted years worth of opportunity regarding the reconstruction of the Monroe Street Bridge. As a result,the city did not get the substantial development permit and all the time and money were wasted—yes, simply wasted. Conclusion These are only some of my concerns. Suffice it to say, neither the city nor the county should become involved in what is now being proposed by the Public Facilities District. e t I would be happy to meet with you as a group or individually to further expand upon these concerns and other concerns I have yet to mention. The better thing to do, however,would be for the city and county to get together as a group and decide how the valualble sales tax rebate can be best used for the people of Spokane County. Sincerely, - � — 1< . `u Stephen K. Eugster Spokane City Council Member r Report template Deputy City Manager to City Manager City of Spokane Valley WA Date: 1-7-03 To: City Manager From: Deputy City Manager S Subject: Draft Work Plan- Human Resources Attached is a draft work plan for the Human Resources function of the City. It will look overwhelming to the City Council but when the Legislative policies are established, much of the remaining detail is Executive action carrying out those policies As this is the foundation for employing personnel, we should get started with the Council as soon as possible. There are many legislative and Executive decisions to be made in the process and our plates are pretty full already. We can make it a lot easier by doing much of the hard work up front in a concentrated workshop setting Don Morrison is due to come to Spokane Valley next Monday. It will take a few days to get the basics organized. Then we will need a workshop where Council can consider compensation plans, benefit plans, compensation philosophies etc. The following week (Jan 20th) may be too busy for a full workshop. If so, maybe we can have an extended workshop the week of Jan. 27`h• (maybe combining Human Relations and Governance Coordination). If the Council member's schedules are too full, they may wish to schedule a Saturday workshop instead. Let me know how you and Council wish to proceed. 7 City of Spokane Valley, WA Human Resources System Work Plan With Policy Decision Points 1. Staffing Plan (Prepared by City Management) Decision point: Council adopts staffing plan 2. Employee Classification System A. Prepare functional job descriptions for all positions in the approved staffing plan. The job descriptions will be comprehensive in nature and include ADA related requirements. B. Prepare class codes and otherwise organize all position classifications into a binder, including job evaluation manual and City guide for developing and maintaining the classification system. 3. Compensation System A. Decision point: What kind of compensation plan? B. Decision point: What kind of benefit plans? Conduct workshop with Council on alternate types of Compensation Systems for local Government (step system-merit or longevity, pay-for-performance, etc). Conduct workshop with Council on alternate Benefit Plans for local Government (medical, dental, retirement, limited cafeteria, etc.). It is intended that the AWC Employee Benefit Trust plans would be the primary plans considered. Prepare Compensation Philosophy statement along with recommended compensation policies for consideration and adoption by Council Using AWC's most recent salary survey, assess salaries of comparable positions included in the adopted Staffing Plan. Use standard point factoring system for positions with no comparable survey position. Conduct new single position salary surveys only if required. Based on Council direction and compensation policies, develop City compensation system and pay plan (pay grades; pay steps or open range or mix. Prepare salary plan for adoption by ordinance or resolution. 4. Personnel Policies and Procedures Decision point: Policy Format - Options: A. Develop policies and procedures in an "Administrative Code" type format with each policy as a stand-alone document (with all policies adopted in part or whole by the Council by Resolution), or B. Include all policies in a single integrated document adopted by Council by Resolution, or C. Council adopts a "personnel ordinance" covering basic HR system enumerating compensation and benefits, and authorizing CM to develop and adopt administrative policies to implement adopted FIR system (recommended). 1 • 1' Y Recommended HR policies and procedures would be developed to cover the full range of human, resource operations, including policies and procedures in the following areas: general, employment, conduct, benefits (coordinated with Council adoption of employee benefit package), training, leaves (coordinated with Council adoption of leave benefits), safety and related risk management policies. It is intended that policies be developed for the following: GENERAL • Disclaimer • ADA Grievance (State Law) • Court Ordered Volunteers • Employee Identification Cards • Administration of Personnel Records • Requests for Legal Work • Recycling • Visitors in the Workplace EMPLOYMENT • Equal Employment Opportunity (Federal law) • Non-discrimination • Hours of Work • Minor Work Permits • Nepotism • Probationary Period • Re-employment • Special Employment Programs • Employee In-process/Orientation • Types of Employment and Eligibility for Benefits • Job Sharing • Work Periods • Hiring Process • Performance Evaluation • Employee Termination and Out-Process • Immigration Law Compliance (Federal law) • Conflict of Interest & Moonlighting • Modified (light) Duty CONDUCT • Employee Conduct • Violence in the Workplace • Disciplinary Action • Grievance Process • Harassment • Lobbying Before Legislative Bodies • Personal Appearance • Casual Dress Days • Personal Telephone Calls • Political Activities • Smoking Policy • Solicitations 2 • ti 1 • Contributions and Honorariums • Employee Ethics • Workplace Safety from Substance Abuse (Federal law) • Drug and Alcohol Testing • Drug Free Workplace (Federal law) • Whistleblower Protection (State law) • Life Threatening Illnesses • Personal Use of Telephone and Mail Systems • E-Mail • Information Control and Protection COMPENSATION • Compensation • Compensatory Time/Overtime • Date of Hire/Anniversary Date • Demotions • Position Descriptions • Promotions • Reclassification • Transfers • Working Out of Classification Pay • Garnishment • Pay Advances • Pay Periods • Payroll Deductions • Time Sheets/Preparation of Payroll BENEFITS • Credit Union • Group Dental Plan • Deferred Compensation • Life Insurance • Group Medical Insurance • Employee Optical Benefit Program • Retirement System • Social Security (FICA) if City does not opt out of FICA • 401K Retirement Plan (if City opts out of FICA) • Unemployment Compensation • Workers Compensation (Industrial Accident) • Continuance of Medical Coverage (COBRA) LEAVES • Bereavement Leave • Continuance of Pay During Disability • Floating Holiday(s) • Holidays • Jury/Court Leave • Leave of Absence Without pay • Family and Medical Leave (FMLA) 3 • : 11 • Military Leave (State law) • Sick Leave • Vacation Leave • Leave Bank TRAINING • Training and Conferences • Travel Expenses • Special Licenses and Membership Fees RISK MANAGEMENT AND SAFETY • Collision Investigation • Accidents Involving Defective Equipment • Employee Actions at Accident Scenes • Audiometric Testing • Driver's Licenses • Emergency Conditions • First Aid Cards • Safety and Health Committee (State law) • Flagging Certification • Insurance Claims • Qualifications for Operation of Vehicles • Use of Vehicles • On-The-Job Injury or Illness • Safety and Accident Prevention • Safety Equipment • Safety Bulletin Board • Occupational Injury/Illness Record Keeping • Safety Orientation, Accident Investigation, and Reporting • First Aid, Training, Kits, Poster • Written Hazard Communications Program (Federal law MSDS) 4. Human Resource Forms Decision point: To what degree will HR forms be "paperless" or hard copy? Available on Intranet? In addition to those form attached to adopted personnel policies, develop standard City of Spokane Valley HR forms, including but not necessarily limited to the following: Absenteeism Tracking Form Accident Report Form Agreement Direct Payroll Deposit Alternate Work Schedule Applicant Selection Process Log Application Review Guidelines Appointment Letter Appointment Letter Candidate Rating 4 h Candidate Evaluation Forms COBRA Notice Community Service Release City Property Received Consultant Agreement Corrective Action Report Credit Card Receipt Discrimination Complaint Driver's License Check and Release Drug Test Consent EEO Voluntary Info Employee Counseling Record Employee Handbook Disclaimer Employee Injury Report Employee Separation Questionnaire Employee Data Sheet Employment Agreement Employment Record Employment Application Employment Rejection Letter EOE poster Exit Interview Form FMLA FMLA Fitness Certification FMLA-Notification Grievance Form Harassment Complaint Hazard Communication Training Certification Hold Harmless Agreement INS I-9 Incident Liability Release Form Incident Report Interview Rating Form Job Analysis Questionnaire Job Offer Approval Form Leave of Absence Min Wage Poster MSDS New Employee Checklist New Hire Checklist Notice of Reprimand Notice of Suspension Orientation Checklist- HR Orientation Checklist- Supervisors Outside Employment Payroll Action Form Payroll Action Form-Separation Payroll Change Form 5 Payroll Deduction Authorization Performance Planning-Review Performance Appraisal Position Announcement Template Program Participant Use Agreement Reference Authorization Reference Check Request for Student Info Request Review Personnel File Resignation and Release of Claims Resignation Notice Resume Review Checklist Safety Investigation Form Safety Orientation Form Safety Responsibilities Form Separation Agreement Separation Checklist Separation Log Short Form Construction Contract Supervisor Report of Injury Tardy Notice Telecommuting Request Form Termination Checklist Time Sheet Training Attendance Request Tuition Reimbursement W-4 Warning Notice 5. Human Resources Information System (HRIS) Decision points: What kind of HRIS if any? Integrated with general financial/payroll system? Low cost stand-alone PC based HRIS? How much of system will be electronic (paperless?) Coordinate with Interim Team on the Human Resource elements to be included in the city's central financial/payroll system, if any. 6. Staffing • Decision points: Which positions will be interim, regular full-time, contract, etc.? Development recruitment plan and timetable for all staff positions included in the approved Staffing Plan. Recruit and select staff for city positions. 6 MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave. Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 TG S r�Fr e-mail lwalton@spokanevalley.org spokanevalley.org "I think" I perceive some slight sense of order emerging from the chaos of these first few weeks so am hoping that you are now in a better position to firm up a schedule of coming attractions. Attached is the matrix that Stan S developed for start-up which currently includes a lot of empty spaces. I would appreciate it if you would take a little time to estimate when those items within your preview will be ready for Council action. Actually. It would be nice if you could plan to have a draft of whateverlready about at least a week prior to the target date for Council action. This would allow time for other interested parties to comment and/or we could run it up the pole at a Study Session. This list may well not be complete so be alert to let me or Ruth know if you find something missing. Also, remember it pertains only to Council action item and not the many administrative things that need doing. For these you may want to refer to the matrix that Greg P or I worked up last November. Also, Bob N wants to spend about 20 minutes tomorrow getting your input to the "interim"budget which he is now working up. I believe you all have a preliminary draft. I may be a few minutes late because I have an 8:00 meeting with the County Mgr but go ahead and get started. 1 • MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org spokanevalley.org To: Council; Fr: Lee W Subject Newsletter Supplement for Jan 21 Date Jan 20 First I humbly apologize for telling you that the attachments to the letter would be available today (Monday) I forgot that this was a holiday and I insisted that Karin and Sue take the day because they have been putting in a lot of extra time and needed the rest. If I do the copying it the result will be chaos. Couple of additional points I forgot; WICA I have included a schedule for WCIA classes in the attachments. Most of these are for staff but at one requires attendance by at least three Council Members so draw straws and pack your bags. WCIA is serious about"education" and if we don't participate it will cost us premiums and even expulsion eventually. Web Page Tomorrow, we will discuss your direction regarding design of a City Web page. I will recommend that we have one because it is a good source of public information, because it builds confidence with the public and because all respectable cities have one. I suppose the question is whether to trust the task to a volunteer of which there may well be several or turn it over to a professional. I have had limited success with volunteer efforts although available talent may be better now.. I hired a professional company do one in Puyallup at a cost of some $20,000 which I thought was excessive but the Council pushed that particular vendor. I am familiar with three pretty good pages and suggest that you check them out to see if they are an appropriate model for us. (www.ci.bainbridue- isl.wa.us), (www.ci.puyallup.wa.us), (www.ci.university-place.wa.us) City Newsletter I will bring some examples of city newsletters as possible formats for you to consider. If you decide that you want to produce such an item then alternatives to consider include; 1. Contracting with the local Weekly Newspaper (cheaper) to edit and publish a 4 page supplement which would go directly to their subscribers but also print an additional 10,000 or so copies to be distributed via Supermarkets, Library etc. This is typically the least expensive and reliable alternative and usually turns out very well if they can do at leas) two colors. 1 2. Probably the majority of cities publish their own 4 or 8 page letter mailing it to "occupants". Some do their own writing and editing and contract for printing while others contract for that work.. Probably this is the most effective and prestigious alternative but certainly more expensive, primarily because of the postage. Frankly, although we could do some of the writing in house, I doubt if we would have time to get it done in time to coincide with the celebration. It's possible that there might be some talented and experienced volunteer available who could be depended upon but that could be risky. I presume there are some professional writers or PR people out there who are competent to do this at a reasonable price. One such, by the name of Betty Zachow (Zachow Write Associate) has already sent a proposal. It's hard to estimate the cost but can tell you that our contract in Sammamish was $1700 for the first edition which include initial design, planning, writing, editing, photography and layout. I have forgotten • what the printing and mailing costs were. Attachments m. Looking ahead n. Web page examples gist e4- GOitnt1rI 2 MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail Iwalton a spokanevalley.org TO: City Council FR: Lee Walton Date: Jan 17 Subject: Newsletter for Jan 21 Waste Management I "broke bread" with the local W/M folks last week to get acquainted with their operation and their current rate increase application. Their story is that over the last few years the Company has bought out several local collection services. Each of these has different rates for essentially the same service. Their goal is to merge and "equalize" rates by raising some and lowering some. Unfortunately SV is on the wrong side of the equation. Apparently, the State Auditor has no quarrel about their case with respect to the expense side but (perhaps) because of my phone call asking for information, he is reluctant to recommend the full rate request. Instead, he may recommend a gradual merger of rates over two or three years. I explained that I was not trying to interfere with the rate issue at this time. My call was not intended as a protest but simply as an inquiry regarding procedures and rate setting information in case the Council might want to take part. Anyway, I think we parted friends and we also worked out some ground rules regarding future service problems and complaints. Incidentally, I was very surprised to learn that about 35% of SV residents do not subscribe for collection service. Presumably a portion of this uncollected material ends up in ditches or vacant lots. This fact may well account for higher rates than necessary. It may be that at some point you will want to negotiate a lower rate in exchange for mandatory service with appropriate exemptions. Typically, cities with mandatory collection serve about 95% with the remaining households exempted because they demonstrate a suitable alternative. I have a copy the rate application in case anybody wants to review it. PFD We have scheduled a presentation by the PFD at the study session on Feb 4. Being new in town, I'm not up to speed yet on PFD issues but would offer the observations based on the limited knowledge and understanding I have. 1. The completion of Mirabeau is contingent on an appropriation of some $8 million from the County's share of the 96 million (yet unsold) bond. 2. It is likely that the 1 • County will require that the City assume responsibility for a portion of the "back up" guarantee that they provide to insure bond service in the event of a default by the PUD. 3. It is unlikely that there would be a total default by PUD but a fair chance there could be a shortfall of revenues in some years that would require us to provide some supplemental funding during the term of the bonds. 4. Except for the Senior Center portion, Mirabeau Park as designed would ordinarily be considered a "Regional" facility which properly could remain under County jurisdiction. 5. The City is not required to accept the park but then, depending on the terms of the bond, the County might be able to not to undertake the project. 6. I suspect the Council would like to see the Mirabeau Park plan carried out and the City take jurisdiction because it would be a major asset for the community and an item of"prestige" for SV. For this reason Council might well be willing take the (not unreasonable) risk of accepting responsibility for the park and a small portion of the bond service guarantee. 6. I suspect the.$500,000 estimate for annual M&O will prove to be low and unless the lease contract with the community college is firm the revenue estimates are probably high. 7. Perhaps, the County would agree on a separation of the regional and local uses and a sharing of the M&O cost accordingly. 8. If the decision is to proceed, I would think it's important to insure that some portion of the promised appropriation not be diverted and to negotiate a "what if"agreement in case the allotted $8 million is insufficient to complete the work. Anyway, that my offering for what it's worth. Let me know if I should pursue this issue further of leave it alone. For every action there is an equal and opposite criticism Parks Speaking of parks, I am attaching a list (for info only) of maintenance equipment that presumably would be turned over to the City if you decide to go into that business or contract with another source. I think we have identified at least two legitimate alternative sources if you go that way. Meanwhile, Bill is making good progress with respect to a service contract for park maintenance if that is your choice. Recreation Again, Bill thinks he will have a contract ready to maintain the current level of County services if you feel that is adequate. The issue will be to settle for that level, to supplement it with a City staff person or go on our own. In any case, I think the office space opening on the back lot will be part of the solution until you have a"community Center" of your own. Sheriff We were frankly a bit surprised but very pleased by our initial meetings with the Department concerning the contract. I was skeptical and prepared to do battle but, by in large, the issues I thought would be controversial and argumentive just have not developed. I give a great deal of the credit to Mark Stark for making this happen and for the positive tenor of the meetings. He admits that both he and the Commissioners learned 2 from the Liberty Lake experience and he is determined to make this contract work. There are a few issues yet to talk about, including verification of costs and we still haven't seen anything in writing. However, at this point it appears that the only obstacle would be the Board. Have you noticed that no one is listening until you make a mistake? Goal Setting \ The Mayor believes and I agree that it's time for the Council to begin the process of setting "goals" for yourselves and the community. I have held off on this suggestion, • n waiting for this/to settle down a bit and for the Council to become more comfortable in their new roles and City fathers (and mothers). I suggest the best way to go abut this process is the ubiquitous workshop or"retreat". It's important, I believe, that a "facilitator" be involved who is knowledgably but neutral. There are professionals available who do this for a living but you might also consider using a "tag team" consisting of Bob Jean and Greg Prothman supplemented by the venerable Stan McNutt. They all have considerable experience with this and I would guess their combined cost would be about $2500. I suppose I could do it but think I am probably too close to the forest to see the pine needles. In other words it would be hard for me not to push my opinions and be generally obnoxious. Of course, if by now you are "Prothmaned out" I m sure that I could find an individual or firm to do the job although it would cost more since $5,000 to $10,000 is probably in the normal range for this kind of professional service. If you agree, let Mike know and we will get the process started. Logo Surprisingly enuff, the school district Administrators were not very enthusiastic about getting their students involved in the logo design contest. I hope some of the teachers are working independently but this has caused some slippage in our schedule. As a result I have authorized a 10 day extension of the deadline that may help overcome this problem. Forum In case you didn't get the word already, there is a"Real Estate:" forum being held at the Spokane Convention Center On Thursday, Feb 13 running from 8AM to about @ PM. I note that our illustrious leader is listed on the agenda boosting the "opportunities" to be found in SV. Does this mean he is pushing for a name change? Budget The Jan-March budget should be ready for the Finance Committee very very soon with the full year budget not/tit far behind. It's mostly a matter of firming up the major contract prices. I certainly can't give you certainty at this point but my "gut" feeling is that you will be ending up with a substantial surplus in spite of"Walton's wild spending". I am encouraged by noting that Liberty Lake has ended up with a $900,000 surplus from a 2 1/2 million budget in spite of transferring abut $300,000 to the street fund. If we do end up with a sizeable surplus, I would hope that the Council will use it to build a substantial reserve instead of expanding services. At this point it's hard to know if 3 • that surplus will be an on going benefit or a temporary blessing. A major reserve will keep your options open. . Account Manager When you get a chance, drop by to meet Dan Cenis who is on board as our Accounting Manager. He is also filling in for Bob Noack, who is on R& R w/o pay for a few days to get some rest. Could it be the finance Committee is wearing him down? Nah! I never vote, it just encourages them! Presentations During my conversations with Marshall Farrnell, (sharp guy )it became clear that "Kate's" primary concerns are Animal Control and Parks/Recreation services. She has expressed a strong interest in making a presentation to Council on behalf of these programs which are especially important to her. I suggest that allowing her to do this is an appropriate concession to a fellow legislator and may well improve our ongoing relationship. So with Mike's approval we will get both barrels on Feb 24`h along with Transition Committee reports. Contracts Attached is a draft list of potential contracts supplied by the County to which I have - - indicated my understanding of their current status. I have given this draft list to Marshall, Jim Emacio and Francine Boxer for comment and correction. Your comments are also welcome because this list will be the basis for our discussion with the Commissioners next Monday. (at noon in our office) If we have any intramural disagreements, let's iron them out now rather than at that meeting. A good time would be at this Tuesday's study session. You will note that I am proposing to waive presentations to Council for a number of the contracts on the assumption that you have heard them already and because contracts such as Jail and Prosecution are not really negotiable. If my perceptions are incorrect, please let me know. Incorporation Issues I don't have any idea who this guy Schofield is but am enclosing his e-mail as a heads up for potential trouble. ATTACHMENTS a. Letter Fr: Wash DOT Re: Contract costs for State highways b. FYI Re: Board agenda item Re: Spokane Rock Products (Jan21) c. Mail Fr: Francine B et al Re: Contract status d. FYI Re: Chamber trip to Pasco e. WCIA Notice Re: Schedule of training Memo Fr: Dick W Re: Light Rail f. Memo Fe: Stan M Re: activity g. Memo Fr Bill H Re: report h. Report Fr: Bob E Re: Building Services schedule 4 i. Memo Fr: Don M Re: Staffing Plan j. Department merger k. Memo Fr: Schofield Re: incorporation 1. Memo Fr Dick W Re: Light Rail m. "Looking Ahead" N . t >1- df Gm.+h'Yi 7t-) P.S. I will e-mail this cover letter and put a hard copy with attachment in your box on Monday. • 5 WWashington State Eastern Region Department of Transportation 2714 N.Mayfair Street Douglas B. MacDonald Spokane,WA 99207-2090 Secretary of Transportation 509-324-6000 Fax 509-324-6005 January 9, 2003 TTY: 1-800-833-6388 www.wsdot.wa.gov The Honorable Mike DeVleming RECEIVED Mayor, City of Spokane Valley JAN Redwood Plaza �1 of 7f1Q3 11707 E Sprague Ave, #106 Fay. "J L-� Spokane Valley, Washington 99206 Dear Mayorleming: /24 Once again I'd like to thank you for meeting with me on December 12, 2002 relative to transportation issues and responsibilities as the new City of Spokane Valley incorporates. You asked three basic additional questions beyond the information I provided. First, what are our priorities for SR 290 and SR 27? The enclosed information reflects how we have prioritized SR 290 and SR 27 with our other responsibilities in this area,primarily Interstate 90. The drainage problem in the southeast corner of Sprague and Pines is the result of installation of a catch basin that needs to be slightly relocated. As I understand it,this is Spokane County's area of responsibility. Nevertheless,my maintenance superintendent has estimated that it would cost approximately$2,000 to correct the ponding. Lastly, we have generated a CADD map that shows the locations of luminaires and signal systems within the corporate limits for the new City. Following is a summary of the power and maintenance costs that we discussed for these systems: There are 156 luminaires on SR290 and SR27 Annual Estimated Power Maintenance Cost-$12,825 Annual Estimated Preventative Maintenance Cost -$9,044 Annual Estimated Emergency Maintenance Cost-$9,310 Total - $31,179 There are 10 Signals with 152 luminaires attached on SR290 and SR27 Annual Estimated Power Maintenance Cost- $13,563 Annual Estimated Preventative Maintenance Cost-$18,538 Annual Estimated Emergency Maintenance Cost- $8,320 Annual Estimated Signal Operations (timing) Cost- $9,698 Total - $50,119 There is 1 Flasher with 1 luminaire attached on SR290 at University Annual Estimated Power Maintenance Cost-$384 Annual Estimated Preventative Maintenance Cost-$251 Annual Estimated Emergency Maintenance Cost- $370 Total - $1,005 Estimated Grand Total for Signal and Illumination Costs -$82,303 a The Honorable Mike DeVleming January 9, 2003 Page Two Other maintenance costs for things such as pavement,patching and snow plowing are estimated as follows: SR27 - PINES Sweeping Pavement 2,500 Cleaning Catch Basins/Drains 2,500 Litter Pick Up 500 Noxious Weed Control 500 Snow Plowing, Sanding, Liquid Chemical Deicing 60,000 Winter Sand Cleanup, Includes Cleaning Sidewalks 17,000 Painting Crosswalks, Stop Bars 6,000 • Striping 10,000 Sign Maintenance 4,000 Total $103,000 SR290 -TRENT • Sweeping Pavement 2,500 Cleaning Catch Basins/Drains 2,500 Litter Pick Up 2,500 Dead Animal Disposal (deer, moose) 2,500 Snow Plowing, Sanding, Liquid Chemical Deicing 50,000 Winter Sand Cleanup, Includes Cleaning Sidewalks 15,000 Sign Maintenance . 4,000 Painting Crosswalks, Stop Bars 5,000 Striping 20,000 Total $104,000 Note: Our current rate for indirect costs is 10.01% -through Sept '03 • The Honorable Mike DeVleming January 9, 2003 Page Three As we briefly discussed, the Department could continue to provide these maintenance services through a reimbursable agreement with the City until you get through your transition. I want to point out that this is your call. If there are any additional questions,please let me know. If you would like to talk about some additional issues, I would be more than pleased to do so. Thanks again for the meeting. Sincerely, . C. Len egional Administrator JCL:grc Enclosures cc: Larry Chatterton Ted Trepanier Gary Clemensen VALLEY/CITY INFORMATION I-90 priority 1 from Broadway to State line 2-3 sander chemical applicator/snowplows SR 290 priority 2 from Fancher rd. to Sullivan rd. I sander chemical applicator/snowplow This section is a Category 2 Highway-around 20,000 ADT. We try for a Condition One pavement (bare and no delays), but often have to settle for a Condition 2 (occasional snow build up, patches of ice, slush) during a storm. After plowing or doing a sand/chemical application on this section, the driver will reload and proceed to the State Line and back, about 22 miles. SR 27 priority 2 from Trent/Pines to 32"d ave. I sander chemical applicator/ snowplow This section ranges from a Category 3 to a Category 2 Highway. This means the ADT ranges from around 7,000 to over 20,000 vehicles a day. While we always try for a Condition One pavement during a storm, (bare and no delays) we often have to settle for a Condition 2 (occasional snow build up, patches of ice, slush), or a Condition 3 (snow build up, slow travel, packed snow). After plowing or doing a sand/chemical application on this section, the driver will reload and proceed to Fairfield on SR 27, then on to SR 278 and back to 32nd, about 52 miles. Additional sander chemical applicator trucks may be available on Valley/city streets when available. The drain at the S.E. corner of Sprague and Pines was the County's responsibility, but we have attempted to clean it. The drain opening is at the sidewalk, but the drywell or catch basin is under the lane. Our equipment can't make the necessary bends to get to the main body of the drywell/catch basin to remove the sediment. We can only remove the surface water. The County usually puts up Water Over Roadway signs in this area when there are heavy rains. Snow and Ice Control study the maps and become thoroughly familiar with the priority routes. These maps are available at each maintenance section shed before winter begins. Maintenance Supervisors are responsible to: Assure their employees know what is expected of them Keep records that document work directions given to crews. • Instruct all operators in the proper operation and maintenance of equipment. WSDOT has a Winter Snow and Ice Training Program in place that instructs employees on how to properly perform winter anti-icing, deicing,snow plowing and sanding. This training especially targets the intermittent, seasonal and new permanent employee. Calibrate each sand spreader to make the spreads required at a reasonable speed .Several drivers typinlly operate the same piece of sanding equipment during the winter. Some drivers may not be familiar with the specifications(or quirks) of a particular vehicle. To remedy this,post a card in the cab of each vehicle showing the truck speed or tachometer reading and adjustment to the spreader to deliver specified spreads. Variations from this calibrated rate may be necessary in accordance with actual field conditions. Get stockpiles of sand ready for winter use. Locate stockpiles on smooth surfaces. If possible, set stockpiles up to work from the south side with maximum exposure to sunlight Get loaders ready for operation at these sites. Highway Categories The priority of maintenance given to a state highway facility is influenced by the functional class and amount of use(traffic)that it receives. In general highways are prioritized according to the following • categories. Category-1-Highway Interstate with an ADT(greater than)> 80,000 Category-2-Highway Interstate or Principal Arterial with an ADT(greater than)>20,000 Category-3-Highway Interstate or Principal Arterial with an ADT(less than)<20,000 Minor Arterial with an ADT(greater than)> 10,000 Category-4-Highway Principal Arterial with an ADT(less than)< 10,000 Minor Arterial with an ADT(less than)<5,000 Collector with an ADT(greater than)> 5,000 Category-5-Highway Principal Arterial with an ADT(less than)<5,000 Maintenance Manual Page 7-3 March 2002 Snow and Ice Control • Minor Arterial with an ADT(less than)<5,000 Collector with an ADT(less than)<5,000 Special Criteria The priority of a highway may be raised or lowered a category,based on the following special criteria: 1. Importance to commerce,truck routes, etc. 2. Important commuter routes 3. School bus routes 4. Proximity to population centers 5. Curvature and grade of highway alignment Work on State Highways Area of Responsibility. Snow and ice control operations on state highways are restricted to the highway right of way. This includes those portions of intersecting public roads that are within the state highway right of way. Snow Control Operations. Snow control operations consist of removing accumulated snow from the traveled way,shoulders,widened areas,and public highway approaches within highway right of way. When accumulated snow becomes compact and removal is not possible with available equipment,the accumulation is treated as an ice control operation. Ice Control Operations. Ice control operations are done on the highway and on public accesses within highway right of way.This can consist of pretreatment of the roadway surface with anti-icing chemicals or the application of abrasives and/or deicer chemicals. When removal of compact snow and ice is not immediately possible, an abrasive application at bridges, curves, intersections,railroad cross- ings,steep grades, and isolated shaded areas is acceptable. Ice and compact snow are best removed under thawing conditions. If possible,schedule ice and compact snow removal operations during the temperature rise that often occurs between 11:00 a.m. and 3:00 p.m. Use this time to clear surfaces of melting snow and ice,and to remove as much slush as possible prior to evening temperature declines. The use of mad graders for ice removal is most effective during this period Proper use of this warmer temperature period can make the difference between efficient and non-efficient cleanup operations. Anti-icing&Deicing Chemicals. The use of anti-icing and deicing chemicals containing reduced chlorides such as Calcium Chloride and Magnesium Chloride or no chloride like Calcium Magnesium Acetate is encouraged Use anti-icers/deicers in all areas where the Regional Administrator has deter- mined there are benefits of such application. Adverse impacts of a storm can be reduced when forecasts are used to apply anti-icing chemicals. Roadway weather information systems such as"RWIS"help WSDOT estimate the onset of road surface ice. With this information maintenance crews can apply anti-icing treatments just before a storm or ice condition hits. Maintenance Manual March 2002 Page 7-4 FOR YOUR INFORMATION: By Leave Item(s) Added to Commissioners Agenda for 1-21-2003: 2:00 P.M. NON-HEARING ITEMS, 10. RECEIVING THE FOLLOWING PLANNING COMMISSION RECOMMENDATIONS AND SETTING FEBRUARY 4, 2003 TO CONSIDER SAME a. A recommendation to the Board of County Commissioners regarding Eastern Washington Growth Management Hearings Board Case No. 01-1- 0018, 1000 Friends of Washington and Neighborhood Alliance of Spokane vs. Spokane County. b.' A recommendation to the Board of County Commissioners regarding Eastern Washington Growth Management Hearings Board Case No. 02-1- 0003, Spokane Rock Products, Inc. v. Spokane County. c. A recommendation to the Board of County Commissioners regarding 2002 Comprehensive Plan Amendments. D - Lee Walton From: Boxer, Francine M. [FBoxer@spokanecounty.org] Sent: Thursday, January 16, 2003 4:16 PM To: 'Iwalton@spokaneval ley.org' Cc: Beach, Sandie; Emacio, James; Harris, Phil; McCaslin, Kate; Roskelley, John; Farnell, Marshall -AUf0000.jpg(176 KB) Hi Lee, Here is a copy of the agenda we used at our meeting this morning and the notes I took regarding the answer to each of the questions. Would it be possible to find out today the proposed schedule of the transition committee meetings? I will be out of town for about 5 days and I would like to schedule some of our employees for their presentations prior to being out of the office. Thanks so much, Francine <<-AOT0000. jpg>> Francine M. Boxer Chief Executive Officer Spokane County Commissioners (509) 477-2566 1 0 3 �I Lei Vace WORKING4AGENI)A WVITH;REGARI)TO.CONTRACTS WITH. CITY SPOKANE VALLEY • I SetedVC0unty,$tait.to.neQohatefagreementswith'SSpokane ValleyQ P4c rhkaI i { riefl; cnd,o rEoici vi ?oognaX w; tl be 'c-!L mea - kes Z Select..County ;staff 'to Male' presentatioiis• of contract proposals to Valle:' Council '` aXtsi+ii:o�-� Cornrnil ee. :prC6c n't2 h 5 `vrn -Iim`e. ;os ow ' pfese '.t uaels.. e.. a,nci �i/O 4C2Ahe-: 3 Dermin ete, whether n or ot Sri Cty ounstaff should_attend po Skane Valley Fcb: as u Concil meetingsron a weeklybasts nty to ensure that Couis°fully informed an; al 4ssio, briefed on,all contract Issues is ;61,0;1,, itesda ' ' ' vl l r�9, . -fa -t4nwes' 4s ,lasi. c.i,n e_ o x r Orb4.-±.F n;(t-:e_ willc N-eid 4.. Establish a mechanism for receipt of all Spokane Valley:,publtc records which maybe helpful in tiegotiating'agreements Lee and Vel:1ch.e._ t li exch -,3t ��V '5 Determine «hick entity, ill dra`ftinittal<contracts .. -G.- Aft'M e VflcS-� •p�f"1 Covent`� , l`it raffio<U 6 Establish a policy as to the minimum,iterm for all';or k arious,contracts; inl moc,Yn 6°ne. } iecw 7 , Establish a policy .with;:regard tornegotiating the_..cots as established byy:the, County =; iat1cY\ -\— +d� GOs-E-S of fiYue C4$1--c �f 1C C_O 'QIJJ;t�1e-, 5 v . L A-116: iE_t 'C6 �l4Y U'l.cit.s ln"t:- sfi be .'re-vUe vi/2G1' •h i e . -- C - :Pr 1 otr r S e)rl -a -1 . Lee Walton From: Lee Walton [Iwalton@spokanevalley.org) Sent: Saturday, January 18, 2003 12:19 AM To: 'Boxer, Francine M.' Cc: 'jemacio@spokanecounty.org' Subject: RE: Thanks Francine, Yes, I also want to schedule presentations ASP. I guess the delay has been partly my fault because I was waiting to get drafts of the various contracts as an introduction to these presentations. I think you will agree that most of the contracts are "no brainers" that don't involve serious negotiations such as Prosecutor, Jail, etc. I suggest we need to focus on the difficult areas such as Sheriff, Roads and Animal Control. As I noted earlier, I think it is important that the initial contracts for these critical functions be relative short term 12-18 months) as a lead in for longer term arrangements. The short term gives us an opportunity to develop a good relationship and build mutual confidence. I am concerned that if the Commission insists on an initial long commitment that the Council will feel forced to go on their own at the earliest possible time which I think would be a mistake. This is what happened in Federal way. The County insisted on three years which resulted in the City starting immediately plan for a new department. I would like to see us start with the short term, build mutual confidence and respect, then transition into long term (3-5 years) contracts that would automatically extend. Incidentally, I he - -- - . c e.0 e. a presen a ion .y • anning trans' i. . I at`k]zac January 21—s tdy—session followed by Parks and Recreation Committee at the Feb 4 Study session. Would Country staff be willing to also make a pitch at those meetings? We have already had a couple of Cal Walker's great dog and pony show so there doesn' t appear to be much point in repeating that. PS, it' s a bit out of date now but will ask Karin to e-mail our contract tracking schedule. Please feel free to suggest corrections and I will try to have a "current" version available for our meeting on Wednesday. Have some enjoyable days off-Lee Original Message From: Boxer, Francine M. [mailto:FBoxer@spokanecounty.org] Sent: Thursday, January 16, 2003 4 : 16 PM • To: 'lwalton@spokanevalley.org' Cc: Beach, Sandie; Emacio, James; Harris, Phil; McCaslin, Kate; Roskelley, John; Farnell, Marshall Subject: Hi Lee, Here is a copy of the agenda we used at our meeting this morning and the notes I took regarding the answer to each of the questions. Would it be possible to find out today the proposed schedule of the transition committee meetings? I will be out of town for about 5 days and I would like to schedule some of our employees for their presentations prior to being out of the office. Thanks so much, Francine <-AUT0000.jpg>> Francine M. Boxer Chief Executive Officer Spokane County Commissioners (509) 477-2566 • 1 6' DRADT SPOKANE VALLEY CONTRACT STATUS Jan 17 !Service = T Contract With'County -°- I. Long Range Planning I No- City Program by March 31 but Contract ' needed for transition period Jim Harris) Current Planning No " 'Code Enforcement i " I - __ _..__ I J Building Code Review, Inspection, ; No- City program by March 31 but contract • ! Enforcement ineeded for transition period (Bob Ely) 1 I :Hearing Examiner j Yes-Waiting for contract/no presentation necessary (Stan McNutt) Road Maintenance/Operation Yes-Negotiations almost complete/contract being drafted (Dick Warren) ;Road Engineering (Design) 1 " , !Storm water Management 1 " Solid Waste Disposal (Yes Under Review (Warren & Schwartz) Sewage Operation/Maintenance Yes-Negotiations almost complete/Contract I being drafted (Dick Warren) — — !Sewer Planning and Design Under Review (Dick Warren)_._ ._._ _ ' 1 Municipal Court Yes- Waiting for contract/presentation to be scheduled (McNutt) _ Probation Services !Yes-Waiting for contract/no presentation required ._ Jury Management Yes-Waiting for contract/no presentati0on i required Pretrial Services :Yes-Waiting for contract/no presentation required Animal Control , Undetermined, Negotiations pending/presentation needed- Possible I candidate for RFP (McNutt) — —- il 1 (Community Development ilUnder review/no presentation necessary I1 Public Defender Yes-Waiting contract/no presentation necessary ! !Counsel for Defense :F N/AA _ Prosecuting Attorney !Yes-Waiting contract/no presentation - necessary • Misdemeanors 1 • Civil Infractions I • Animal Control/Zoning I i Law Enforcement/Sheriff t Yes-Under review, waiting for contract/no presentation necessary I i i 'Jail Services 'Yes-Waiting contract/no presentation i ' 1necessary i I Geiger Corrections Center Yes-Waiting contract/no presentation ; necessary 1 ! Parks Department Under review/pending negotiations- POSSIBLE CITY PROGRAM /Presentation needed (Bill Hutsinpiller) 1 1 Recreation Department Under review/Pending negotiations- PROBABLE CITY PROGRAM/- Presentation needed (Hutsinpiller) 1 1ISD (GIS) Yes-Waiting contract/ presentation notti ; necessary 1 j 1 Library service (District) Yes-Waiting for contract 2 Proposed Pasco Trip Itinerary - Friday, January 24, 2003 (Actual Appointments and tour sites to be confirmed) 7:00 a.m.. Leave from Chamber Parking Lot (traveling 1-90 to 395) 9:30 a.m. Arrive at Pasco Chamber of Commerce Building 1600 N. 20th Avenue, #A (turn off 395 at sign directing to the airport) -Meet Teresa Lavender, Executive Director and staff -Get acquainted with members of the Board 10:00 p.m. City Hall-Planning &Zoning, Permitting Economic Development Council- Recruiting Strategy Port District Noon Lunch with "Creative Group" and members of Pasco Chamber Informal discussion about their community, "What has worked and What has not" (No-Host, place to be determined) 1:30p.m. School District-Workforce Development Tour of Business Park- New Business examples Visit to Convention and Visitors Bureau-Marketing and Promotion 3:30 p.m. Leave Pasco 6:00p.m. Arrive back at the Chamber Office d �"cle 'T'"?�'{' :' '�' ✓i„%&;�—`� ga. .tew,.q ^,xiF ae'gTro+V .14 Y".3i',ry T 8'n¢' s.`"i^yxx "`Ss.3.Y �?.;.a�'httF,d rl a a,1'r f..t^ ti fl * :4 '�! r+'J"' k, 'vs.Ya 1; d C 4.A `- wJn^ ea• a k tt, � „� SA ty ti'3 C'. :r ' R yC ' '1.7,' . c�' ,T' `* 14-A ,'' ty ^.� . w �t .fit r.....a +' S y ri.� i cro•ifn,it�wf's/ <�� aS7 h .Cj"z.Y,`V'I}k}cYs �' 4'y� Y on k3�.,� }�-uw,,y-,"'1•7,'n ..q.,f.'�`t2�' vz 4�' - ,' }} =ro.sz,`�3¢.§i:F�,''�`":,.�^a v,, . :kali 'tie_ 't`'" tiff z, pA F g. ® r ,s,,,117, 1tPT!WVICES air r �' ratf� � ''�`r `p„i .:01,76 ,b# g4 ;�x zv A w .t.� 1-..cc 'i r,k,:c c,,4N v„, ?itl, ,rall ,.cFr Yr'Snk`" t 5 'i: hl 3-s. ^7a,*tcOr1*^"@,. w-& ,x, lit . ,F' "'L. p' x7. it'r �l s 'ik ya„��„� .q� � .'r�'ra�s8. �a� ;} 4°`�4✓.et'�^`43b�.sw �, �sS*x- ,,,..0 3 � <'". z. �tn,.'��$ � i 'c V 5aaV,yi� "3"7,.'r WiA: °u >: 3i' ¢ fix„ae n;: ° °r."30 . i:Jet.tW: �' raar- sp a e i a'� a c C'r yti it Az y�.A•lSai +•d", ry ' R- `*� "u'.atIA+� r e t- 'iitegf.nmis t,,: yrItr m'nv e'`SCfi iriur xi t r £ " cr ;`ISTu+I ca. 'ri . a.' '" w �"xa. ,„� ce . k '="Y x y ` s : ? M.i. aF sr n, i ., .es,. Cirria n:. �''�Y-z :p '-t` &riAt ural L,... trig y rc. y ,' :e t::ntsa a . _,}..�.`..'�n s,� _.$'3.,:a�'z.a+.sv.._�'f'er '�vAZ.:Y.w�. scC.+:..+:Gi2�+ 4 .�itE ._`-#'..-,,F�F�'�+; «,'w`-�U ....�:��ss= s.?..,"rt.�*"'a,�.0'.1..#..t,? Date: . January 13, 2003 f-?%.ECEIVED I To: WCIA Member Delegates JAN 1 7 2003 I From: Patti Crane, WCIA Member Services Managero RE: COMPACT 2003 Introductory Packet - Y- - It's a new COMPACT year and once again to kick it off, we are providing you with an outline of the COMPACT 2003 elements! Enclosed are the following itemc: COMPACT INTRODUCTORY PACKET • ORGANIZATIONAL ATTENTIVENESS (TAN) • FIRST MANDATORY TRAINING (GRAY) • SECOND MANDATORY TRAINING (PEACH) • RISK MANAGEMENT ANNUAL REVMW (IVORY) • 2003 RISK MANAGEMENT AUDIT CALENDAR (WHITE) • 2003 WCIA ACTUARIAL GROUP LIST (WHITE) Your assigned Risk Management Representative will contact you to arrange the annual review. Upon scheduling, you will receive a confirmation letter regarding the visit, a copy of the COMPACT Audit Questionnaire and a separate letter introducing the COMPACT concept to your Personnel contact. . As with every COMPACT Introductory Packet there are new features that may generate inquiries. If you have any questions or comments please contact me at 425-277-7237 or by email pattic0.wciapool.orn. P.O. Box 1165, Renton, WA 98057 Phone: 425-277-7237 Fax: 425-277-724 .J --- Insurance Authonty COMPACT 2003 . ORGANIZATIONAL ATTENTIVENESS ORGANIZATIONAL ATTENTIVENESS REQUIREMENTS: Members must complete all elements listed below: • Attend one Full Board Meeting a year (January, May or October) • Pay Assessments on Time—by January 30th • Appoint a WCIA Delegate and Alternate—update when changes occur • Report Claims in a timely manner—per the Claims Manual policies • WCIA Delegates should be represented at the COMPACT training when possible to introduce the trainer and program, showing support of the COMPACT • WCIA City Attorney must fulfill the City Attorney Risk Management Essential Functions (to be developed by committee) • WCIA City Attorneys must attend at least one of the following WCIA sponsored training sescinns listed helnw: - • Police Liability Training • Land Use Training • Personnel Training • WCIA Claims & Incident Training • WCIA Contracts Liability Training - • WCIA Elected Official Orientation • WCIA City Attorney Orientation • Ci Attor-ne -Seminars — City Attorney Seminars will be, open to all members and held in 3 regional locations during the year. Location, topics and speakers to be announced. Note: Application to be made for CLE credits on all training listed above. 1 • COMPACT, 2003: FIRST MANDATORY TRAINING • COMPACT TRAINING TOPIC: Personnel • This year's training is geared towards Management and Supervisory staff. All training will be regionally based and provided at multiple locations throughout the year in order to reduce travel and help in successful completion of this COMPACT element. Announcements will be sent when programs are scheduled. COMPACT TRAINING REQUIREMENTS: ✓ Members are required to attend one training session to fulfill the 1'Mandatory requirement ➢ Attendance requirement- 50% Management/Supervisory participation (can be mixed) • Member participationin Non-WCIA training may qualify (must be pre-approved) > Member internal personnel training programs may qualify (must be pre-approved) • Group V Interlocal Agencies and Contract Cities training and attendance requirements may be adjusted to meet individual entity limitations • Members have their.choice of participating in one or more of the following training sessions: Seminars Topics include current employment activities and legal updates for Management &Human Resources • Conducting Workplace Investigations—Responsibilities &Restrictions • Accommodation, Family Medical Leave & Worker Compensation—A Working Relationship • Wage&Hour Issues, a Federal and Local Perspective • ---LaborRelations•Series- ------ A sequence of one-day training sessions concentrating on employment in the union environment • Introduction to Labor Relations • Successful Management of Labor Relations • • Managing the Performance and Conduct of Employees • Avoiding Discriminatory Behavior and Responding to Employee Complaints Personnel Supervisory Series Sessions intended for Supervisors on topics that compliment our COMPACT Personnel Audit • Employment Questions & Answers Regarding the Hiring Process • Personnel Concerns Emerging During Employment • Personnel Matters Arising out of Employment Termination • Employment Policies, Procedures and Handbooks • Managing Employment Law Basics in Washington State COMPACT 2003 • SECOND MANDATORY TRAINLNG, COMPACT TRAINING REQUIREMENTS: > Second Mandatory Training compliance requires each member to complete one training from the variety listed under TRAINING TOPICS • • WCIA requires completion of the Second Mandatory Training by October 31, 2003 ➢ Attendance Requirements will vary for individual topics (see below) TRAINING TOPICS: I put from th Long-Range D g Comte iHarprndnred a Rick Management Analysis. This Input the ivn�i�unJe Planning " Y• ---a---"— analysis is comprised of individual loss history, pre-defense summaries, and a forthcoming member survey. The purpose of the Risk Management Analysis is to assist in member selection of the COMPACT Second Mandatory TrainingThe Member Services Manager will discuss the .. results with each Delegate and together determine the training topic. • Training topics consist of: • WCIA Elected Official Orientation Attendance Requirement: Three Elected Officials &WCIA Delegate • WCIA Claims & Incident Training Attendance Requirement: WCIA Delegate, Management& Supervisors & (if desired) Staff • WCIA Contract Liability Training Attendance Requirement: Those responsible for Contract Indemnification Language • Defensive Driving Programs Attendance Requirement: 50% of drivers with driving as a primary job function. • Personnel Training for Employees Attendance Requirement: 50% employee participation • Land Use Liability ten - - -- Atttendaa nce Requirement: Three Elected Officials/Planning Board or Commissions/Staff---------------_ . • Police Liability • Attendance Requirement: 50% made up of Chiefs/Command/Supervisory Staff • Public Works Liability • Attendance Requirement: 50%Management/Supervisor Staff • WCIA Risk Management 101 (R.M. Basics or Department Exposures) Attendance Requirement: Will vary with target audience • Municipal Certification Programs (Depa,talent generated) Attendance Requirement: Will vary with target audience • • Liability Training Topics (Identified by Members) Attendance Requirement: Will vary with target audience • Safety Training (WISHA Required) Attendance Requirement: Will vary with target audience Note: Training will be provided regionally or on site at your entity when applicable. All training announcements will detail applicable COMPACT compliance elements. • COMPACT 2003 • RISK MANAGEMENT ArNGAL REVIEW • This page outlines this year's 2003 Risk Management Annual Review: COMPACT Status & Training Time Frame: 15— 30 Minutes Participant: WCIA Delegate The Risk Management Rep will review the required elements of COMPACT 2003. Auto /Property Program Review Time Frame: 15- 30 Minutes Participant: WCIA Delegate, This portion of the visit will cover the status of your property& auto schedules (if appropriate). 2002 Risk Profile and Current Loss Run • Time Frame: 30—60 minutes Participants: Delegate, Management, Elected Officials This portion of the visit will include a review of your updated individual Risk Profile, which includes a loss analysis comparing your entity loss activity with your actuarial • group. A current loss run will also be provided. • Review of 2002 Risk Management Audit Requirements for Compliance Time Frame: 15 - 60 Minutes Participants: Applicable Parks & Recreation Staff As with previous years of the COMPACT, the Rep will be spending time with you to • review compliance with the 2002 Risk Management Audit mandatory questions. A copy of your 2002 Audit follow up letter will accompany the 2003 confirmation letter. 2003 Personnel Audit Questionnaire • Time Frame: 3-4 Hours Participants: Human Resources/Personnel Managers • This year we will address Personnel and Employment liability exposures and risk controls. The Audit questionnaire is designed to identify risks within the personnel environment before, during and after employment. Recommendations are based on collective input:from_our risk=managemeritstaff and a selected:.employment=law-fiitn On-Site Risk Management Review If time permits, your assigned Rep maybe able to assist you with risk management questions or field concerns as a part of this review. If there is not sufficient:time a return , visit maybe scheduled. • • Exit Interview Time Frame: 15 - 30 minutes Participants: WCLA Delegate & Management • This interview will recap the COMPACT 2003 Audit results and address member risk management issues. Group V Interlocal Agencies and Contract Cities Time Frame: 30 minutes—3 hours Members who have minimal personnel exposures will receive a limited visit addressing only those areas of employment issues pertaining to their entity. The Rep and the WCIA Delegate will determine the scope of the audit visit. • Report template Deputy City Manager to City Manager City of Spokane Valley WA Date: 1-18-03 To: City Manager From: Deputy City Manager Subject: Activity report A main activity (in addition to the normal) the last 2 weeks has been expediting the IT planning, and execution of the telephone/computer systems as well as contract negotiations. Facility utilization planning and equipment needs assessment is certainly on a fast track as well. A new and very sudden "front burner" project is the planning for the new Council room remodel and the new console/table /sound/IT systems. I hope to have drawings to look at Tuesday from last Thursday's direction by the Council. I will have to choose the main mixer and Clerk's tape recorder Monday. They are key to design of the control console. There are a number of choices the Council should rule on at the study session. We will present the options then. An important point is that the amount in the draft interim budget for a sound system was only for a PORTABLE system. (not one for a custom built council meeting room) To be in construction of a fully designed custom meeting setup within two weeks will be a minor miracle. I have to move very fast. There is no time for RFPs or advertising for parts and equipment bids. I will have to choose the best setup from my experience, hire the installation labor and get it done. I will give the council an estimate at the study session. Bob Jean and I have been "face to face" with the County Sheriff's team on the elements of a contract and in accordance to your and Council's direction. Bob will make a separate report.. Animal Control was to have a draft contract to look at last week but Nancy said it would be al least next week before she can get us one. I have asked for a more detailed breakdown of the summary data used in the initial discussion. Also, John Haley and Chuck Lohr will be giving me a briefing 1 Report template Deputy City Manager to City Manager next week on both Fire and Animal Control. I have a draft proposal from the Hearing Examiner. The telephone PBX system will be installed over the next 2 weeks. Meantime 4 more PCs have been installed with more on the way to keep ahead of the personnel coming on board. With the decision to lease the added space, there will be several more work spaces to equip with basic IT tools. We are adequately planned to accommodate that. (in suite 106) By bringing John Whelan into the computer planning, we can add functions and equipment incrementally that are in harmony with the fully developed systems. Some of the criteria for those systems (IE; required special hardware/software) are still in planning stages. An anoying interim-stage problem is the limited existing phone and phone line system. There is a limit to how many analogue modems we can assign to line sharing for e- mail. This will be alleviated when the Tl, PBX, and DATA SERVER are all installed and functioning together. (it takes all 3) I am preparing a more detailed planning and status report for the study session of Feb. 4th. Since all of the IT systems have interdependent and interrelated functions, I have brought together techs from each discipline to be sure each step relates properly to the others both in technology and timing. 2 • PARKS AND RECREATION WEEKLY REPORT 1/9/03 Bill Hutsinpiller: • Met with Jim Huttenmaier and discussed transition report • Met with Doug Chase to discuss details regarding maintenance and operation of facilities. • Met with Steve Jurich and toured the YMCA as well as discussing Maribeau Point • Interviewed potential staff person • Confirmed meeting with Greg Bever for next week to discuss Maribeau Point • Obtained bid document materials that could be used by city for contracting services. • Reviewed various options for expanding recreational opportunities in the city. • Will contact School officials to review facilities and potential use of same by the city of community activities. 5 Bob Ely revised Jan 11, 2003 SCHEDULE FOR THE CITY OF SPOKANE VALLEY TO FORM A BUILDING DEPARTMENT ORGANIZATION The work to performed under this arrangement will include, but not be limited to: 1. BUILDING DEPARTMENT STAFFING OK Jan. A. Attend meetings with interim City staff as necessary and appropriate for the work to be performed. Jan B. Create or review position descriptions for building department personnel, including, but not limited to, Building Official, Inspectors, Plans Examiner, and Permit Technician. Feb C. Assist in the recruitment for selection of staff positions: if needed. 2.. BUILDING DEPARTMENT PROCEDURES AND OPERATION OK Oct. 1. Prioritize tasks to be accomplished. OK Nov. 2 Identify and recommend department space requirements and arrangements. OK Nov. 3. Act as liaison with internal Interim City departments for Building Department operations. Dec. 4. Contact all outside agencies that affect the Building Department operations some contacts (i.e., water department, sewer department,fire and police departments completed solid waste company, Spokane County Building Department, Spokane County fire Marshal,Air Polution District, Health District, etc.). OK Dec. 4a. Contact Washington Association of Building Officials and the Stsate Building Code Council. OK Dec. 5. Provide recommendations on a start-up budget for the building department, if requested or needed. Jan. 6. Arrange for contractors to make recommendations to the Building Department for such operations as plans examination, inspections, code interpretation, et al.. OK Dec. 7. Review with the fire department in regards to the enforcing the fire code and work with the local fire department to that end. OK Dec. 8. Determine if the City wants to conduct electrical inspections and State enforcement of the electrical code OR have the State do that. 1 oft /_ / , s-vsched Feb. 9. Prepare for consideration, ordinances adopting all appropriate building, DRAFT fire, mechanical, plumbing, air quality, swimming pool, fireworks, electrical and other applicable in the State of Washington. OK Jan. 10. Advise and/or prepare department office equipment and supplies list (including official stamps, forms, etc.). OK Feb. 11. Establish permit application check lists. Draft Feb. 12. Recommend building department fees. N/A Feb. 13. Prepare draft operation budget (list of items and categories to be included without dollar figures). OK Jan. 14. identify reference books to be purchased and their source. Feb. 14a. Procure reference books needed for code enforcement Draft Mar. 15. Recommend and prepare department operating policies and procedures. Draft Mar. 16. Make recommendations and prepare a Filing System. Bob Ely 2of2 s-vsched Memorandum Date: January 15, 2003 To: Interim Managers and Directors Cc: Stan McNutt, Lee Walton From: Don Morrison, Interim Human Resources Manager(} RE: Post-Incorporation 2003 Staffing Plan I am assisting Stan and Lee to develop a proposed post-incorporation organization and staffing plan for 3/31/03 through 12/31/03. This would include all regular City positions to be hired during the balance of this fiscal year. Please complete a Position Planning Form (attached) for each regular position you are,proposing for your department. If you prefer the form in electronic form, I will get you;a disk copy (don't yet have connection to send via email). Note: This form is not rt,aFt . a for inre- contract positions, but for the regular ongoing city staff positions only. In order to beable to develop a timely staffing plan for Council consideration, please retun" your,completed position planning forms to me by Thursday January 231.d. I realize tha"t`you may not yet have the service data you need to formulate a complete staffing:plan, but do the best you can so we can get as far along in the process as possible. Attached is a sample preliminary staffing plan to give you an idea of what we may have. A sheet like this will be compiled after receiving your forms back.— Also, please review and comment on the attached General Departmental Organization chart and the general functions listed. Once the Council has approved a staffing plan (in whole or in part) and the compensation and benefits plans, we can begin the recruitment process. As you know, even a fast-tracked recruitment process takes several weeks, so we need to move ahead as quickly as possible. Thanks. Attachments: • Position Planning Form • General Departmental Organization Chart • Sample Post-Incorporation Staffing Plan I SAMPLE City of Spokane Valley • Post-Incorporation Staffing Plan (3/31/03 - 12/31/03) DEAPRTMENT POSITION TITLE FTE NOTES City Manager City Manager 1 Executive Secretary 1 Administrative Services Deputy City Manager 1 Deputy City Manager also City Clerk 1 serves as Admin. Services Office Assistant II (HR) 1 Director & HR Manager Office Assistant I(Receptionist) 1 Community Development Community Development Director 1 Planning Division -Planning Managers (LR and Current) 2 -Senior Planner 1 -Associate Planner 1 -Assistant Planner 1 -Planning Technicians 2 -Office Assistant 1 Building Division -Building Official 1 -Building Inspectors X -Permit Technician X -Office Assistant I 1 Finance Finance Director 1 -Accounting Manager 1 -Accounting Technician 2 -Office Assistant I/Cashier I Public Works Public Works Director 1 Option: Combine public Office Assistant II 1 works and leisure services Engineering Division into a joint Department of -City Engineer 1 Community Services -Engineering Technician 1 (cross-trained maintenance Maintenance & Operations Div. workers would work - Maintenance Supervisor 1 streets, parks, ROW, etc.) - Maintenance Workers X Leisure Services Leisure Services Director 1 -Parks and Recreation Coordinator 1 - Recreation Specialists X Total Full-Time Equivalent Employees PRELIMINARY DISCUSSION DRAFT — NOT FOR CIRCULATION City of Spokane Valley General Departmental Organization • 3/31/03 — 12/31/03 Citizens • City Council CityAttorney City Manager • Deputy City Manager I Department of Department of Department of Department of Department of Public Works Community Development Administrative Services Finance Leisure Services Public Works Director Community Development Dir. • Deputy City Manager Finance Director Leisure Services Director - Engineering Planning Division - Records Mgt - Budget - Parks Planning & - Capital - Long range planning' - Mail Room - Accounting • Development Improvements - Current Planning - Human Resources - Payroll - Open space & - Infrastructure Building Division - (information Tech - Purchasing trails maintenance - Building Inspection 1 - Public Safety - Parks - Facilities Mgt. - Code Enforcement 1 Contracts Maintenance - Property Mgt. Economic Development - Customer Service - Recreation Coordination - Senior Services - Risk Mgt./Loss Control - Public Information Page 1 of 1 • Subj: California Budget Cuts Date: 1/14/2003 7:49:40 PM Eastern Standard Time The Davis Administration announced today, amid concerns of the State's deepening budget crisis, that two major state agencies will be combined to reduce administrative costs. Effective February 1st, 2003, the California Highway Patrol and the California Department of Fish &Game will be merged to form the new California Department of Fish &CHiPs. Alphate luncheon: Wed, Feb 19...place to be announced..lf interested call 949/443-9769 or e=mail <a hg-pop@webty.net> • • • S Q►'k Y — ! 7 v s r L o u r P /t/ ' r7- f ZJJ i/V F 7-Ni� / N f c 04/ • • • • • j , • • Lee Walton From: attyschofield [attyschofield@surfl.ws] Sent: Friday, January 17, 2003 2:15 PM _ To: vnh@onemain.com; letters@thelocalplanet.com; friends@1000friends.org Cc: editor@spokesman.com; letters@inlander.com; Iwalton@spokanevalley.org Subject: Up-Date to New City's XO's Salary Structure After talking to experienced planners and reading this week's editions of the local weekly newspapers, I had some additional thoughts on the subject of "New City's Opportunity Within: XO's Salary", forwarded to you on, Date: Wed, 15 Jan 2003 13:55:13, as follows: "SR regional news reporter Lori Hutson compares Old vs. New Cities XO starting salaries on 1/15/03. In my opinion, to compare rift ridden Spokane's City Manager' s low-end, national salary average to the more business efficient Spokane Valley City Manager' s initial recruitment salary ranges, is like comparing fallen crab apples to on-the-vine, hand-picked oranges. You get what you pay for in these trusted, key management positions. H Why would the new City of Spokane Valley (CSV) ("Opportunity Within") jeopardize recruitment and retainage of the very best_executive_officers...available_globally, _with_any_-- ' comparisons to running a larger, older city like Spokane? Valley incorporation was to assure that "We the People" are the ultimate employers of more effective public servants. CVS's public forums are very open, honest and financially accountable. I've operated businesses in both downtown and valley areas and trust me, Spokane Valley people and their chosen government's destiny, can .be differentiated. They are conservative but are fair until you give them due reason not to be. They like to get right down to business. . They dislike expenses, handicaps and impairments dictated by the downtown crowd. In my opinion, CSV .is merely trying to find the best head for a new dog whose tail won't so often be wagged by old family news and media scewings such as this. Duane Schofield, Vice-President and Board Member Spokane County Property & Business Owners Association P.O. Box 11742 Spokane Valley, WA 99211-1742 Cell Phone: 509.218.2373 Messages: 509. 926.7537 Email: attyschofield@surfl.ws" Planners and weekly news updates may link an appearance of unfairness and a subtle overall adverse influence of the Cowles Publishing Company news, media and legal families towards smaller adjoining cities: • You may distribute/publish all or portions of the following: • Stanley Schwartz, who "volunteered" to represent the City of Airway Heights, the City of Liberty Lake, and now the City of Spokane Valley CSV) , is of the Witherspoon, Kelley, Davenport and Toole law firm, -which includes Duane Swinton: all deeply involved in "privileged, confidential and undiscoverable" conduct and dealings for the Cowles ' families (related dews and media like the Spokesman Review, Inlander, Krem 2, KHQ 6, King 5, etc. ) . According to the Inlander, Jan. 16, 2003, "Invalid Assumptions", on the.Official Statement used to sell the bonds for the River Park Square parking garage, which was failing from the first day it opened, Stan "Schwartz was an assistant city attorney who worked on the 1 K garage and went over to work at Witherspoon Kelley after the garage purchase was completed. " According to local land use planners, it is an act of self-sabatogue to do what the cities of Liberty Lake and Airway Heights tried to do in annexation planning for lands before utilities have been provided for in advance. According to past legislator Sally Jackson, the new CSV contract which Stan Schwartz drafted, penalizes Valley citizens with additional attorneys fees. According to Spokesman Review Reporter Lori Hutson, the CSV key administrative contracts which Stan Schwartz drafted, penalizes Valley citizens with additional excess costs. On Jan. 14, 2002, CSV Mayor DeVleming, appointed himself to be CSV's representative on the bridging the Valley and the regional transportation committees, and he appointed Council Member 5, Rich Munson, and Council Member 7, Dick Denenny, to be CSV's representatives on the transportation subcommittee for Mirabeau Point (Cowles' and Inland Empire Paper Company family tourism and convention public partnershiping) . On CSV's first official meeting, my comments on taking control of traffic to and from our new city, rather than the 6-year County plan to move traffic to and from downtown Spokane, were rebuted somewhat by SR indorsed, public partnership on Mirabeau Point proponent Dick Denenny. On CSV's last official public input meeting, my comments on avoiding an appearance of unfairness from allowing muliple, cross, or past conflicting representation in the new city attorney's contract proposal, were rebuted with assurances of surface level intial propriety by transportation and Mirabeau Point subcommitte member Rich Munson. Regardless of whether an attorney is a "volunteer" or is paid for legal services, they are ethically bound to avoid even an appearance of unfairness or conflict of interests. Has the Witherspoon, Kelley law firm openly disclosed and fully remedied all possible defects here? In .my opinion, now is the time to address this, not in an expensive, attorney protected lawsuit. Duane Schofield, Vice-President and Board Member Spokane County Property & Business Owners Association P.O. Box 11742 Spokane Valley, WA 99211-1742 Cell Phone: 509.218.2373 • Messages: 509. 926.7537 Email: attyschofield@sur£l.ws" • 2 ?r,ft_St_. City ofSpokane'Ualfey 11707'E. Sprague Avenue,Suite 106 Spokane'Valley, WA 99206 (509)921-1000 City.7fall (509)921-1008 TAX MEMO DATE: Jan. 15,2003 TO: Council, Lee,Jim FROM: Dick Warren: Public Works Director RE: Light Rail Program I attended the Light Rail Citizens Committee meeting last night and realized how far they have gone with planning without considering the land use issues in our city. See the attached info from the meeting. They have an interactive video presentation that is really impressive. They would be glad to provide a special briefing for the City and I think it would be worthwhile, perhaps as a special study session in their office at University City. The concern I have is that they intend to use the ROW planned for the Couplet without thinking of the possible need for both rail???? And the roadway. I suggested that they should not go too far until the City has the opportunity of doing their Comp. Plan update. The land use implications of the light rail could be significant as would the Couplet and you will want to look at both in terms of the future plan you envision for the City. There are important issues of financing and cost recovery we should probably discuss at some point. This could be a subject for a study session sometime fairly soon. End • Spokane Regional Light Rail Project "South Valley Corridor" Background: SRTC • Major Investment Study • Environmental Assessment • Ridership and Cost Current Project: STA • Consultants, David Evans &Assoc (Ilium Public Involvement contract lapsed) • 2001 Definition and Cost Electric, Dual Track, $585m • 2002 Definition and Cost DMU, Single Track, $362m • Ridership Range • Press Conference in March • To compete, project cost must be reduced to $200m - $300m (See handout) Funding and Approvals • Capital Cost Assumptions: FTA 60% State 20% Local 20% • Federal Full Funding Grant Agreement only after local commitments • Federal share might move toward 50% • State contribution in doubt • Local share requires a full bus feeder system • Local share could be up to 0.3%for bus, 0.3% for rail Conceptual Engineering Budget (80% Fed, 20% Local) • Current budget $6m • Expended $4m • Remaining in Grant $2.6m Schedule (See attached) • Environmental is now a DEIS, Draft Environmental Impact Statement • DEIS review by FTA, Duration questionable • Public Comment Period • Board Decision in July 2003 • New Start Submittal in August 2003 to catch FY2005 budget cycle Future • FTA approval required to enter Preliminary Engineering (PE) • PE could last up to 12 months • Funding split still 80/20 until Final Design and Construction • Local Referendum: Before the Full Funding Grant Agreement Spokane Regional Light Rail Project "South Valley Corridor" Need: The Spokane Regional Transportation Council completed a Major Investment Study (MIS) in 1998 that led to the selection of a light rail system as the Locally Preferred Alternative for meeting the transportation needs of a rapidly developing corridor parallel to Interstate-90. Light rail provides a long-term solution in the Spokane area by addressing traffic congestion, air quality, and land use development patterns; and ultimately supports sustainable growth and economic development for the Inland Northwest. Phase I: The initial phase of the Spokane Regional Light Rail Project ("South Valley Corridor") is 15.6 miles in length and connects Downtown Spokane to the City of Liberty Lake. Up to 16 light rail stations, 22 light rail vehicles, and a new light rail maintenance facility are included in the concept. The system would operate in 2-car trains spaced 10-15 minutes apart during the rush hour. While traveling at speeds up to 55 miles per hour outside the downtown area, the total travel time is estimated to be approximately 35 minutes based on a 30-second dwell time • at each station. Bus routes will be reconfigured to accommodate system transfers. Risk: The project is expected to have minimal risk associated with design, construction, and operation. The project just recently transitioned into Environmental Impact Statement process and no significant environmental impacts are anticipated. The environmental comment period is anticipated in the fall of 2002. The alignment is not subject to any significant changes because approximately sixty percent of the required property is under the control of the county, city, or Spokane Transit Authority; and a significant portion of the alignment will share existing railroad right-of-way. Status: A conceptual planning effort is substantially complete and the project is now focusing on transitional studies to supplement the environmental process. The Board of Directors • authorized the development of another alternative study that will investigate the merits of Diesel Multiple Unit (DMU) vehicle technology and the potential for sharing portions of the Union Pacific Railroad alignment. In 2003, the Spokane Transit Authority will seek authorization from the Federal Transit Administration (FTA) to proceed with Preliminary Engineering, the next phase in the design process. Subject to funding availability, the project design can be completed in three years, construction in the following three years, and the system opened for revenue service in 2008. • Project Cost: The 15.6-mile project is estimated to cost $584.8 million in year of expenditure dollars. On a cost per mile basis, it is approximately one fourth of the cost associated with the proposed light rail project in Seattle. The initial cost estimate for the low cost alternative (DMU/shared track alternative) is $362.5 million in year of expenditure dollars. Funding: Funding for light rail projects typically comes from Federal, State and Local sources. The federal government has funds set aside for "New Start" light rail projects. Subject to FTA approval, the project can anticipate up to a sixty percent share being funded by the federal government. The remaining forty percent would have to come from the State of Washington, local taxpayers, and possibly private investors. Local funds would be subject to a public referendum. Assumed shares: 60% (Fed), 20% (State), and 20% (Local) Future Phases: Future extensions are expected to serve the Idaho communities of Post Falls and Coeur d'Alene, Spokane International Airport, and North Spokane via right-of-way reserved as part of the North Spokane Corridor project. • As of September W. 2002 Spokane Regional Light Rail Project Description091002.doc . . ... 2 :1 A PROPOSED ALIGNMENT 4 zt E ' 5, • NORTH t SPOKANE 4 CORRIDOR a /N IDAHO -4' -i. • :41* N I DOWNTOWN SPOKANE S]:CORRIDOR l/PILR CORRIDOR SVOMENT EAST VAIOW SEGMENT LIBI.ATY LAKE SEGMENT DN i SIX:MINT SEGMENT LIBERTY LAKE 71. • , STATION •cri. . I,.. . SS -:•(0!tH:: . -Si! i • '1:kr-,. •I.': F':;1"Ii. .'':i.1.7,till '—I , , 11- ;' ia1";1;1.-1' ; 1 1"-'t-.'-.21': '„ .: j.: 5 :i•i;1_,91!:il;.1"-'• . ''• - rj, 11/1.-""'.511:1:1; " ',. .'''" it ',..1. . I,,-1‘...tii- . ";'. '•''I!:ill'1,!..'',::2!1!ri: CitY.:orSfrOJCANEI I!pi I":i i A--""-:i/ ; 1 It•::"1:.; -!:ii....11 +-AI- ''',-“,••••-:‘---- ' • '' ) ' : 14 ': — ' • '' ' - f-1 f / '',' ". - • ::;11.'.0;01,ffi.',.T.ri,Tit' ';;Ilinitfisr."* .fl.". . ...: ''.1Z.... , 1 4 1-‘7A:4'iii'''' i-t :rt l'"; •P•n, • ...! — . -..i-b. , [2,1..... _ .r ••• , i.. - .6 „., 1.;:.-0!- , y!.,,. . a, ai Lipia .„-,4,„ ..,1 i !-, • 1,-.1 L.*„,,,,,:,.. ,.•1,‘ r ir,-.. " U. 1..V. L .. .,.. .i., . L, ;1 211; :••• . I— •: ,i';,.• :-t'i. -;-1-- i. ` /:,iomoupt Al,—, ,..., ;, ,„,-r..L;1;:a;AV rt t 1 r: L. . '•t 7 • -_a. - t:,,, •, ,1 .i• •. _1 ' sMIISSC -.; WEST PLAINS/ .•: :.„,--if, i . ; ; 4- -..1) f. f:::t• i I N.,-,? ,„:„_,,,.... -, . .. i „.• 14LEWAY STATION CITYOF ' ' ' i AIRPORT f.. !,.:Ilf lib !i 'i.! • TRENT STATION tr.7... .;, -i., 7 :.'t 'F Alliilli6UNDS:::.'s '1.: 'PINESSTATION "'c.--,':; :;r,::1-•!•' • ' A LIBERTY I rii.....,:tw;",1-LIL''''' ''''r'• .CONVENTION II r AA:2:: I: C.-cc'.STATION ":3 r.: 4 t LAKE .4. . tz . • '.,..s,-:.1;,iu I -..::„r- •k:i CENTER sTATION:" tt rt'I i •: .PARK STATON Iii6,, .. !:;EVE-30RM STATION, ; . :Iii,v 1'-'..,: ::::: ' '11' . ,• SULLIVAN STATION ' ., VISTA STATION . ' i AEOONNE STATION , ...'c''' )-:??'rtiN ,11,5:i"..igatjii_1:,1?Yi-.#11.-"T .;;;;;';‘;';.'.-,±,,,,. ..: b r. :rn aft': ;: .:;'''.:''E csirr4ALsTA:rtOri.;-.Pix',: r:::1\• , , , . • e x :: .'1,;';',::(fj,..1"..:.•:•-•;.-Q1.7:.::::::?'•-i-,, T.- i ,- 1 . , • . 3.1 • ‘••• ::I:-I :',.:•.±,,., r r -: -,•t: , .• , . . • LRT STATION . . • ALTERNATE LRT STATION :k • • .' , FUTURE LRT STATION -- . 1 e, . - LRT ALIGNMENT ff, tlf , ALTERNATE LRT ALIGNMENT NORTH , • • • FUTURE LRT ALIGNMENT • 4 ' Spokane Regional Light Rail Project Swan,- Summary Project Schedule LighiRajjl talk talk about IL 2001 2002 2003 2004 2005 2006 2007 2008 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 102 03 04 01 102 03 04 01 02 03 04 01 02 03 04 Conceptual Engineering-Base Alignment& "Low Cost"Alternative Transitional Studies&Draft EIS(Environmental Impact Statement) SELECTION OF LOCALLY PREFERRED ALTERNATIVE(LPA) Preliminary Engineering Final EIS VOTE Date-TBD RECORD OF DECISION(ROD) • Final Engineering&Detail Design ILFEDERAL FUNDING-FULL FUNDING GRANT AGREEMENT(FFGA)AWARDED Vehicle Bid Cycle ,Vehicle Procurement-Award&Delivery . I-- • Real Estate Acquisition I Project Construction Testing&Training START REVENUE SERVICE 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 Q4 01 Q2 03 04 Q1 02 Q3 04 01 02 03 04 2001 2002 2003 2004 2005 2006 2007 2008 1/14/2003 'i 1 r , To: Staff& Mayor /Z." Fr: Lee Sub: Schedule Jan 20 We are now starting the busy season so would like to get some confirmation on pending items Council consideration and action. As usual,-it is clear that either our regular meetings must get a lot longer or we lay off some the overload to Thursdays. I prefer the latter because it allows more time to discuss the new stuff. I'm sure I have forgotton a few things but review the following and let me know if it fits your schedule. if so we can ask Stan Schwartz to produce the material. Feel free to contact Stan directly but let me • know so we aren't double teaming him with different info. LOOKING AHEAD FROM JANUARY 28 (Draft as of Jan 20) JANUARY 28 REGULAR MEETING • Adopt Petty Cash Policy a Adopt Travel policy • Adopt Public Works standards • Adopt Storm Water Ordinance • Ord#23 City Manager Ord (Second Readiing) • Ord#24 Police Chief(Second reading) • Council Reports- City Name (Taylor) FEBRUARY 4 STUDY SESSION • Presentation by Public Facilities District (20 minutes) • Presentation by WSDOT (North-South Freeway location-15 minutes) • Presentation by Transportation ImprovemenfBoard-(15—minutes)---- • Presentation by Animal Control Transition Committee (10 minutes) • Presentation by Spokane County Re Animal services • Presentation by Park and Rec Transition Committee (10 minutes) • Presentation by Spokane County Re Park and Rec services • Review of Park and Rec Alternatives (Bill Hutsinpiller) • Presentation by Cable TV Transition Committee FEBRUARY 6 STUDY SESSION (Thursday) • Review Council procedures (including meeting schedule) FEBRUARY 11 REGULAR MEETING • Authorize execution of contract with Spokane County for park maintenance and recreation services AA • • • Adopt ordinances/resolutions re: park operations and regulations? • Adopt Hotel and Motel tax • Adopt Admission tax • • Adopt Gambling tax • • Adopt Financial Procedures policy • Adopt Purchasing Procedures policy • Consider setting schedule for Goals setting program FEBRUARY 18TH STUDY SESSION • • Review contract with Spokane County for Law Enforcement services • Review contract with Spokane County for Jail services • Presentation by Courts Transition Committee and Judge Peterson re: Municipal Court services • Presentation by Solid Waste Transition Committee • Review law enforcement ordinances • Review Business registration policy • Review second hand dealer registration policy • Adopt Adult Entertainment Ordinance • FEBRUARY 20 STUDY SESSION (Thursday) • Review Public Works standards • Review Library Service (Transition Committee?) • Review Planning and Zoning program • Review Hearing Examiner agreement =FEBRUARY 25 rREGULARMEETING.: ....:_- • Authorize execution of contract with Spokane County for law enforcement • services • Authorize execution of contract with Spokane County for jail services • Authorize execution of Contract with Spokane County for Municipal Court services • Adopt Model Traffic Code as amended • Adopt Criminal Code • Adopt infractions Ord • Adopt Parking Ord • Adopt Nuisance Abatement Ord - • Adopt Animal Control Ordinance • Adopt Interagency agreement with SK Library • Adopt Adult Entertainment Ord MARCH 4 STUDY SESSION & Regular Meeting • Review Building Codes and policies • Roads Transition Committee(?) • ..1 • Review Franchises • Adopt Interlocal agreements; o Street Maintenance o Signs and signals o Storm Water o Adopt Interlocal agreement for Prosecution o Adopt Interlocal agreement for Public Defender MARCH 6 RESERVE THIS DATE FOR SPECIAL REGULAR MEETING IF WE GET BEHIND MARCH 10 REGULAR MEETING • Adopt Spokane County Comp pan as amended by reference • Adopt Spokane County Zoning Ord as amended by reference • Adopt Uniform Building Code as amended • Adopt Mechanical Code . • Adopt Fire Code • . Adopt Plumbing Code • Adopt Energy Code • Adopt Unsafe Buildings Ord • Adopt Permit issuance (Ord-Policy?) • Adopt Fireworks Ord • Adopt Franchises MARCH 17 STUDY SESSION March 24 REGULAR MEETING City of Bainbridge Island Page 1 of 5 CITY OF BAINBRIDGE ISLA IPIOGIE 8. = yam Announcements Ordinances Mayor & Executive Meetings__&_ Mayi9 & Public & - Minutes Department Notices Resolutions Agendas Perspective ilii City Council City Clerk's Office Be sure to watch the City Council meetings on Bainbridge Island Broadcasting f Finance Friday,two(2)days after the Regular Council meetings on the Second and Fourt Planning & Community month. Development EnviroWeb Police Department CITY CORE VALUE! Public Works In 1997,the City Council adopted the Ci Department Service, Integrity, Fairness,and Steward Public Works Values were created by the entire organi City Council,City Administrator, Direct Projects in order to provide the basis of our custo Public Works citizens of Bainbridge Island and to each note that the Core Values will appear thi Road Work/Delays website. Committees Wyckoff Superfund Update Planning Commission The City's homepage is to provide accurate and timely information aboL the electronic medium of networked computer communications and is n Civil Service staff. The City shall make every effort to provide the most current copy . .......... ..... . ... Commission documents. Draft documents are subject to change. Should you require Harbor Commission copy of any document contained on this website, please contact the City (206) 780-8624. Should you have any questions or suggestions, please ; Hearing Examiner comments by using the email link below. Open Space Commission Employment ANNOUNCEMENTS Emergency Information Community Links The city staff wishes you and your family a Safe and Prosp, Other Agencies I I II • http://www.ci.bainbridge-isl.wa.us/ 1/19/2003 UP Calendar Page 1 of 2 IISitemap I Help&Info Event Calendar Welcome to the wo Register/Customize City of University Place! About The City t6 Favorite Links City Council — U.P. Municipal Code Sign Code Ordinance `— Jai s M City Directory tZ Economic Development Festival of Fun 2003 l��c Business License Information 5 6 Commissions 12 13 >1 EA" "Headlines" Articles 120� City Map rr Business License Fee Proposed z6 27 Volunteers Along with increases in... W Council Corner Sea Links L As Fall approaches we look forward to... JAI/ Home C1 2003-04 Budget Focuses on... Highlights for the 2003-04 Budget... Emergency Information Online Community Store Up .... ///9/2003 Skal _ Click here to visit your City of U.P. in.on:00AM-2 � Online Community Store, where you 1/20/2003 No lob Opportunities n a let can choose from a selection of 1/21/2003 Fall_ Employee Log In ,l - max - University Place activewear including 10000 PM 21 denim shirts, t-shirts, fleece vests and 1/21/2003 Lau; Contact Us Th Ic 0Th ;` r . '' more! Or give to the community by 2 30 00 PM-3:. eNt4 Awe ' _ ' donating through the City's Tin C.U.P. 121/2003 mut ai A /oe"41°6_ --- ..� -- Program. 3:30:00 PM-4:. �-,,. h. .0 City Hall will be closed on Monday, January 20th, 2003, in recognition of the Martin Luther King, Jr. Holiday. y`, .itY12:11i, City Hall offices will reopen at 8:00 am on Tuesday, January21st, 2003. Current Topics Features Bridgeport Way I Once again, police from Crosswalks Open 4111 i County jurisdictions will Place this Saturday (1/1 View Protection - h ,".* „ ' participate in the annual Planning Commission i { - You'll see squad cars fn Recommendation «t ..* Fife, Tacoma, and other !,- v ,?,�, past years, their main ei Roundabouts Step-by: ", , f ';/r target drunk and impaire Step Brochure r 7 , •-,1"=t' : Frig: 4 'rt.:-' ,c . , -= "r If your blood Environmental Hotline t y; t 1` Listing L .t , / Ur- alcohol level (BAC) GCtlf . r � "" ' is over.08, you R,S U.P. Rapist a "xI a.-. can get a DUI Winter Parks & Rec (Driving Under the Crimestoppers Brochure Information Influence)citation. If you drink heavily Committee Kobayashi Property over dinner and Vacancies Update then drive home, you're likely to get caught in this DUI http://www.ci.university-place.wa.us/ • 1/19/2003 Welcome to the City of Puyallup Page 1 of 1 �.��; PUY� . We eeCE) � �� Worrktn Ito 413etyour communityo-i.,ch ice 11Tan .t 1, z ^„ iinb... J '�,- } , ,. r s'r'p�,.'9 tei 4, /� 4a.,t -„,nrY' 44 >,—,, `�' »r y 1 yrs,117 it.-%�.. o.N,. -. 76k7-11}. 6k7- av ,-7 'X ti;:.' t 'C: .L ', a•k r Y 1. p3 -ave f, 1 ”-"" , -.- v./..%.�y�q4, 'yi • ,° �. :7+� m.— -Q.,�a .'�s'II , Y a'� 3 j �+a • llitty 31 City Government .._ ;x„� kt , .w_%. �.' :. �.} f� : -ra ��. - ., Y�M_c.., Community Info Features Online Resou i -Animal Control&Ad Employment Volunteer Blood Donor Month -BusinessLlcense In • t City Council -City Council Agenda Services, SAVE LIVES. -City Map City Council Minute: D 0 N AT E Public Safety -Development Cente, -Employment REGULARLY. -EngineeringService Business Licenses _ €. -Elle& Rescue = ry "t - Click here,for -Libra ri - } -Mission Statement Citymore information ;.� Hall -.vq l .... _ _ -Moving to Puyallup 218 W.pioneer -r -- -Our Important Value Puyallup,WA 88371 '" -Parks& Recreation 253-841-4321(voice) -- ---------------- 253-841-5484(FAX) - -Police Services "' -Public Notices P��{oot? 2^-{,lcioa G. 9 ya i Yrt- .34EFYS,====='a�ai'.P-Z.. -t.- '" s- .c = .. 1 �, e n - -Public Schools fix.-�a-r-c f 21 -- z r--- - r -Vision Statement ,x'":1 w..0 f a -x 1 . ( �.-' 4:44 ','' Visiting Puyallup MUNICIPAL:C I�I6'dd9X ", - -ValunteerOpportuni A codification of the general A listing of current employment ordinances of the city through announcements, application forms, -Welcome_Message Number 2731, passed October 2, how to apply and general 2002 information Home I Site Index l Contact Us l Terms of Use ©2002 City of Puyallup,WA. http://www.ci.puyallup.wa.us/ 1/19/2003 DRADT SPOKANE VALLEY CONTRACT STATUS Jan 17 s a f xs '- Contract With County ; y i• Service t .,...�_ • .. Long Range Planning No- City Program by March 31 but Contract _� _ needed for transition period Jim Harris) Current Planning �— No •• Code Enforcement •• Building Code Review, Inspection, • No- City program by March 31 but contract I I Enforcement j needed for transition period (Bob Ely) Hearing Examiner Yes-Waiting for contract/no presentation necessary (Stan McNutt) ! E Road Maintenance/Operation Yes-Negotiations almost complete/contract j being drafted (Dick Warren) — Road Engineering (Design) Storm water Management j {Solid Waste Disposal IYes- Under Review (Warren & Schwartz) i Sewage Operation/Maintenance 1 Yes-Negotiations almost complete/Contract -- j being drafted (Dick Warren) ------- Sewer Planning and Design r Under Review(Dick- Warren) - I Municipal Court Yes- Waiting for contract/presentation to . !be scheduled (McNutt) Yes-Waitingfor contract/no presentation ....._. . .... Probation Services required Jury Management . !Yes-Waiting for contract/no presentati0on required Pretrial Services Yes-Waiting for contract/no presentation required ., jAnimal Control . Undetermined, Negotiations pending/presentation needed- Possible candidate for RFP (McNutt) • 1 ire .......... ... ......... ... Community Development i Under review/no presentation necessary ' F Public Defender 1 Yes-Waiting contract/no presentation I I necessary --- -- -- Counsel for Defense I N/A i , Ii Prosecuting Attorney I Yes-Waiting contract/no presentation ( necessary I • Misdemeanors { • Civil Infractions { • Animal Control/Zoning I - Law Enforcement/Sheriff 'Yes-Under review, waiting for contract/no { . - E presentation necessary i ( Jail Services . IYes-Waiting contract/no presentation ( necessary Geiger Corrections Center i Yes-Waiting contract/no presentation i necessary I 1 I 1 Parks Department ' Under review/pending negotiations- I POSSIBLE CITY PROGRAM /Presentation { I needed (Bill Hutsinpiller) ----------- -------- `•Recreation Department ( Under review/Pending negotiations- { ( PROBABLE CITY PROGRAM/- I Presentation needed (Hutsinpiller) i ISD (GIS) I Yes-Waiting contract/ presentation not ' necessary ' Library service (District) Yes-Waiting for contract 2 0 i ". il il ir "IRE BASIC RING\PLS of jl RDnINISTRAIN£ REORGPN 11ATION Mf T}tE MANRGER i 'I I I ill' lEVERYBODY ELSE 1 !i I • "TOY'S Remi tviSIR AIWC, BON£YRRD DEPARTr4 tST . SVRIAcTI RE W1LL SE ,,„” (coRrneR 'DE?T HEADS NOT FiRE�) I SLACK BOARD • MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org TO: Council Fr: Lee Walton Date Jan 23 Subject: Newsletter for Jan 28 Council offices The situation is, as I understand it, at least three and possibly four Council members are not particularly interested in having a private office but would like a place to use and keep files. Attached are three alternatives for Council/Attorney offices for your consideration. (Haven't arrived as of today-will provide as available) One is the original plan offered by the designer which provides for seven private offices but very little room for the Attorney and a possible legal Intern. It also allows for three clerical positions. (This seems excessive). Second is a drawing representing a possible compromise plan which might offer a reasonable middle ground? It provides four offices, one of which might later be used by an Assist Attorney or a "Rule 9 Intern" plus three cubicles and only two Secretarial desks. I am assuming that one Secretary would serve both the Attorney and the Council but allowing space for a future position if ever needed. I don't know if this arrangement will satisfy everybody but hopefully it's a step in that direction. Identification Cards We will soon reach a point where your employees will be in the field representing the City. Primarily, this includes people like Building Inspectors, Engineers and Planners. However it will on occasion also include other Administrative and clerical personnel. Absent requiring the wearing of uniforms uniform, I think it is very important the these people have official identification that can be displayed to citizens when contacted, particularly when entering their homes. For this reason we have arranged with a local company to send a photographer to the City office at 10 AM on Wednesday Feb 12 to take ID pictures. These photos will be incorporated on a laminated "official" City ID card. The initial cost including photo, design setup and printing will be about $175 for the first 10 and about $5 for each additional card. Later, when we get a logo that will be incorporated into the cards. If Council is interested in participating you are certainly welcome to "come on down", Perhaps it might serve as a "get out of jail free" card sometime. To steal ideas from one person is plagiarism; to steal from many is research 1 Business Registration I gave you a draft of my memo regarding business registration last Tuesday but completely forgot to bring it up on the agenda. If anybody wants to discuss it at a future Study session let me know and I will schedule it. Otherwise I will try to sell it to the Chamber as time permits. Off-site signs I am already, and you will soon be, getting contacts complaining about the County sign program. It would be best to kick these calls to me or Jim. No hurry, but, you might also want to be thinking about establishing one of Stan's "ad-hoc" committees to begin reviewing the current ordinance which we will presumably adopt by reference. I would suggest two or three from the C of C, one or two from the community plus one City Planner. Planning Commission The time is approaching when Council should consider the need and timing for appointing a City Planning Commission. This means you should start thinking about potential candidates. However, even if you already have names in mind, I suggest it would be a good idea politically to direct us to advertise and set up an interview procedure. This is not a job for amateurs so once selected, it is very necessary that the appointees be subjected to a fairly intensive training program. This training would substantially lesson the real risk of them stumbling into pitfalls that result in expensive litigation. The State offers this training as well as the WAC and of course the indomitable Stan Schwartz would be very much involved. Just arrived is the attached memo from Jim Harris urging that the Commission be appointed sooner than later in order to have time for the training them prior to incorporation. I have asked him to make "tentative" arrangements for the State team to come over for a one or two day seminar. The training would be open to all and even • Council members might like to attend at least part of it. Jim recommends seven members, I suggest that you at least consider just five. Staffing While it's not directly related to our situation, I asked Bob Jean to provide the attached staffing chart for University Place just to offer some additional prospective. You will note that it corresponds fairly well with the earlier ones I provided for Sammamish and Shoreline, in that although populations are smaller, functions are very similar. Again,this information is not meant as an omen of burgeoning bureaucracy but simply a realistic view of the future. I am hoping that as the 2003 full year budget falls into place that Council will become more comfortable with the scenario. Police- grant program Commissioners have authorized the Sheriff to apply for a grant under the Federal Uniform Hiring program. This program provides $25,000 per year in salary (for a total of $75,000 over three years) for new officer hires with the provision that the agency agrees to keep them after the third year at local expense. We could be included in this request to 2 fund additional City officers. Of course,this is a pretty good deal only if we anticipate the need for more officers because of population growth or other factors. However, I doubt our population growth during 2003 or even 2004 would warrant additional officers even with the grant supplement. However Cal Walker has offered a "deal"that may be hard to refuse. The Commissioners have recently authorized initiation of a monitoring program to catch heavy trucks that are routinely bypassing the State Weighing center (on US 90) and trashing Valley roads. This program involves buying (grant) portable scales and specially trained officers. It's "almost" certain that fine revenue resulting from this program (typically $500 to $1,000) per violation would allow the program to pay for itself. If the program is successful the volume of overweight trucks wrecking our roads would decrease substantially allowing some of these officers to gradually transition back into patrol as needed. At first reading anyway it appears to be a win-win situation. Cal suggests that we consider requesting funding for three positions to work this program. The sooner you fall behind the more time you have to catch up! 2003 Legislative Conference So far only Steve T has signed up for this conference on Feb 19-20. If pre-registered by Feb 12 you get a break on the hotel rate so let Ruth know ASAP. We will try to provide a full list of training conferences and seminars for the entire year so you can plan ahead. Incidentally, occasionally, a councilmember will resist attending these training events for fear that the public will perceive them as "boondoggles". My standard lecture to Council and the public is that by accepting responsibility to serve as a Council Member you also accept an obligation to "educate" yourself and become well informed on issues that affect the City. After all, you are now supervising a thirty million dollar corporation and I think voters would want to know that you take that responsibility seriously. Legislation Actions We are approaching the crazy season in Olympia when we will be receiving frequent messages from WAC or others requesting"immediate" support or opposition to various legislative proposals. Frequently, there isn't time for the item to be put on an agenda for formal review. Cities handle this in various ways. One is to authorize the Mayor or Manager to vet pending legislation and respond with the tag "For the Council". Alternatively, the tag could be just as "Mayor" singularly. The other option is to let the Mayor or staffs do a quick phone or e-mail survey of Council, then, if four or more agree, the response would be signed as "Council". Or, the policy could be that no representation would be made until it had been reviewed at a meeting or by a temporary legislative sub-committee. Frankly, it's not a big deal. There are actually very few issues coming through that really justify an aggressive response. Two wrongs are just a beginning 3 Insurance Normally I would not attach WCIA Boards minutes but as new Council Members I thought certain portion of the October edition provide some valuable insight into the workings of the Board and the current state of affairs in that industry. So find attached some selected excerpts from the October Minutes. ATTACHMENTS a. Org Chart Re: University Place. b. Memo Fr B Jean Re: Sheriff Contract c. Memo Re: Business regulation (again) d. Memo Fr: Jim H Re: Planning Commission e. Memo Fr: Bill H Re: Park Report f WCIA Minutes (15 pages) PS- As this edition goes to press, I received that attached letter form Penny Lancaster regarding the AE ordinance. I will fax to Stan for a reading and recommendation but my inclination is that it's best to adopt and consider amendments later as you have time. 4 City of Citizens of University Place University Place 2003 Organizational Chart ... City Partners (by Position) City Council '.Aadnnnn Society' Block Watch :Advisory Commissions *Chamber of Commerce 2003 Population: 30,350 • • Mayor and &Committees •oaffodd Festival •Duck Parade 2003 FTEs: 69.30 City Council •Friends of Curran Orchard *Planning Commission(PC) (7 elected) •Historical Society *Parks&Rareation Commission(PARC) •New'Options for Women ( *Community Oriented Public Safety (2) Committee(COPS) •Pierce County (3) •Economic Development Force •Modv Society •City Manager (EDTF) pmm •Skier Cities City Attorney's City Manager's •Executive Assistant •volunteers •TACID R q •Intern(5) •United way Office ',City Attorney Office •Legislative Consultant($) SUP SUP For estAnl Board •Assistant City Attorney _ •UP Fire District •Parale al (3) SUP School District g *Youth Council • •Contract Legal Services($) City Clerk's •City Clerk Office •Deputy City Clerk • •Office Assistant • (15.45) ,-1 (24) (21.85) • Administrative Services tI Community & Economic Development Public Works/Engineering (3.5) •Administrative Services Director/ACM r (3) •Deputy City Manager/CED Director (2) •Public Works Director/ACM *Management Analyst . Economic H - •Administrative Assistant • *Office Assistant 11 / Development: •Economic Development Manager Administrative Assistant •Receptionist (0.5) (6/S) (3) (1) ( (1.25/S1 I (0.7) (10) (11) 1 (4.7) (11.85) (3.3) Financial Services Information Human I Public Safety I Property I Parks&Recreation 1 � Development Services I Engineering Public Technology& - I Operations rServices Resources r Mgmt Services Works ClP SITS Manager •Admin •City Engineer •SCProj.Eng I NTS Analyst /sismnt I •Main( (5) ( (3) (2) (4) 4 (3) •Prosed Eng(2.5) Asst.Director •Proles Eng(0.5) •ITS Specialist Wkr.l(11.15) *Office Specialist 4acilin. •Eng Inspector •Lead MW Finnnce Internal unarm Police Justice • Maim Tech Recreation Parks Parks Building/ Planning Permit •Prom Mgr.(az) •Maim.wkr.m(3)•Pmiect Mgr.(n g) &Budget Services •contans(5) Services Services (0557 Services Maint. CIP Codes Center •Cotnrad(5). •Mains.WEr.a(4) •contract(E). •con)racts(S) Engineering Sva •Mainz Wk.1(1.85)CIE Coosndl.EnE) *Finance *Community Cin.Hall •Recreation Mgr. •Park Man •Park Project •Brig.Official/ •Planning •Permits Mgr. •Office Specialist PW Construction •Finance • Contracts(S). Director/CFO Advocate windmill •Re�Supv.(3) Supervisor. Manager Asst.Director Manager *permits Spec. •Contrad(S)'. •Finance0 Director/CFO *Contract f Lail services •RecSg pec Streets,Traffic, Pec O' VillaSpecialist *Maim.Wkr.I *Office •Ed.Iris for•Assoc •Permit Tech. •Cantraas(f)'. Court Services 6e •Facili Minna RiskM t Sen(2)2)q Animal Control •InstruContracctors. (E): pcian Contract ( •Bans lora/ Planner(2) end Overlay *Financial 6m Det Tempmp Technician *Contracts(S): Plans Exam. •Asst Planner Analyst Fleet Mgms Detective p) Emerg Mgmt Help,& •Contrect(S).. CIP Consulting,•Permits *Contracts IS): •Senior Finance Solid Waste Traffic(I) Special Services Pamome Parks Maim. Architectural, Expediter GIS Annual Auda Fire District Specialist SROs(2) ison Engineering,et •OJT Inspector/ Codes •Finance I Deputies(16) LiaConstruction Plans Examiner Grouch Mgt.Act Office Office Asa(1) (State S) Planning 26 Contract FTEs •Contract(S): Fire Marshal Svcs Revised 10/1/02 • • CEIVED MEMO I JAN L 1 2003 TRY: SL To: Lee Walton, Interim City Manager City of Spokane Valley, WA From: Bob ,lean, Contracts Consultant Subj: Polio'! Contract 1/17/03 Negotiations Date: Jan 20. 2003 Lee — Please convey to the City Council how pleased I was with their response and guidance reciarding the Police Contract negotiations. While we approach these negotiations in a "win-win" or collaborative manner, unless we keep ALL our long-term options open, we have very little leverage in getting a fair short-term contract. I share your assessment of the Spokane County Sheriffs Office (SCSO), that they are both knowledgeable of the community and professionally worth contracting with for services. We also agree that w€' should, however, work into any mid-term or long-term contracts based on their PERFORMANCE under the initial short-term contract. With the forgoing in mind, we met on Friday, 1/17/03, around 1:30 pm at the Valley Precinct (VP:'. You, Stan McNutt and I toured the facility with Cal Walker, Dave Wyrich and Marshall Farnell. We then net in the Valley Precinct conference room with Joy Monroe and 'Deborah Brown joining us. The following items were discussed: • Cowry Overhead Costs— Marshall Farnell, County Administrat ve Services Director, reviewed the Maximus group consultant's overhead cost allocation study This methodology is one they intend to use in all of their contracts so we spent about a half-hour on it, After that you had to leave. Basically, they identify the County"regional" services and take them out of the equation. Then they allocate the remaining overhead support service costs to each of the direct local service departments. A similar approach was used Internally within the Sheriffs budget itself. I have no problem with the methodology. They :low have direct coats plus allocated overhead as what they call "true cost". For the Sheriff contract it amounts to $6,091 per direct contract position or just over E%. We discussed either a lump sum contract amount for overhead or the dollar amount per position. No tentative decision has been made, more to discuss. (Note the lump sum approach might be to our advantage if we later add more positions than at the lower direct unit cost only, having fully covered our overhead shares once already.) • County Interests and Concerns—They summarized the County Commissioners meeting from Thursday. The Board of County(BOC) has to review the text of the draft agreement they propose before we can see it, hopefully next week. The County Administrator and Interim City Manager will review a master contracts schedule, and the County will propose most of the initial contrac:drafts for City review and comment. Either Francine Boxer or Marshall Farnell will be representing the BOC along with SCSO staff during negotiations. T0 'd Wd b£= £0 £0-0Z-Ntlf • City Interests and Conc:rns—The Interim City Manager or his designee shall spear for the City during negotiations. We will not be conducting our negotiations in the press. Negotiations will be staff to staff(Sheriff welcome) or Council to Commission, on any impasse issues. City staff Is not to negotiate with Commissioners and is 0 leave negotiations if any Commission members attend. Anyone (BOC, press, public)with questions on negotiations should contact the Interim City Manager. Tie City is responsible for keeping it's City Council members briefed. The City assumes that the County will keep the BOC briefed. The City is negotiating a short-term (15-18 mos.)contract with automatic extensions (12— 18 mos.), and will only then be interested in ongoing negolations for any mid-term (2—3 year)or long-term (negotiable) contracts. • Valles/ Precinct Building Partnership —Alternative to rental costs, the County offered a pro-rata 47% purchase share at$180,537, price adjusted to costs already derived from the Valley property owners. We suggested a flat 50/50 undivided ownership and they seemed agreeable with an adjusted price of $256,617 (Stan and I concur on their methodology). Council needs to discuss. We also suggested that we felt the VP entry was cold and not customer friendly. Perhaps the Sheriff could make a case that this unanticipated cash could be reinvested, all or in part, in a remodeled entry, signage and any other needed imprcvements. Cal Walter is to discuss this with the Sheriff. • initial Contract Payments—We discussed both quarterly and monthly schedules. A tenAlive agreement seemed reachable with the first billable months of June, July and August to be billed by the County by the 10'"of September and paid by the City by the end of September. Monthly billings thereafter for each prior month's services to be billed by the 10th of the following month and to be paid by the end of that month (eu. September services billed by October 10 and paid by October 31"). Note Marshall Farnell left around 4pm to meet with Lee Walton back st City Hall. • Contract Term—the City would like an initial 15 to 18 month short-term contract with automatic 12 month renewals, The County would like an 18 month minimum with 18 month renewals. Both parties want adequate notice in order to ramp up or down on service levels, with contract extension or termination provisions cycled to budget schedules. The City agreed to come back with a more precise proposed short-term schedule. • Text Issues—Without a draft copy of the County's proposal, Stein McNutt outlined some of the items he feels need to be included In the text of any final agreement: easy forwarding of non-emergency police calls from City Hall to VP, an outside call box for emergencies at VP and City Hall, Chief or police presence at City Hall, customer service standards (to be developed), a remodeled entry to VP and joint signage at VP, deputy coverage/hours at VP (eg. 10/hour/day?), contract reporting (eg. position: staff assigned/badge#, exceptions reporting of mutual aid or other responses outside the City), "Waterline"attachment(per Pierce County)and Extras Services (per King County). b� Z0 'd kid b£: £0 £0-0Z-N7f • Next Meeting —Our next will be January 31, 2—5 pm at the VP. We previewed some of our organizational/staffing and unit costs/cost comparison issues to be discussed at the next meeting. For example, If salaries for Spokane County vs. Pierce County Sergeams are 4% less, Detective/Corporals are 5% less and Deputy Sheriffs are 10%, then why Is the proposed total of the SCSO contract only 3% less than an eculvalent Pierce County contract? Why are the total costs of SC:SO vs. Pierce County Captains about 10% less and Lieutenants 1% more? We reed to understand more about the cost methodology, but it seems that the total cost of the proposed contract Is comparatively 3 — 5% too high. We asked for an organization chart by position of the proposed City of Spokane Valley detachment. I indicated some concerns about what seems to me to be a structurally top heavy but light at patrol and line command levels. Perhaps we can work together through attrition and retirements to flatten the structure over time and Increase direct line services. Cal Walker agreed to give us his thoughts at the next meeting. We ended the day's negotiations around 5:15 pm. £0 'd Wd S£: £0 £0-0Z-Ner I MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org TO: Council Fr: lee Walton Date: Jan 21 Subject: Business Registration DRAFT PROPOSAL Most cities in Washington State impose a business license or B & 0 tax on all business and professional establishments located in those cities. This Council has made it very clear that such a tax will NOT be considered in Spokane Valley. However I would propose that the Council consider a Business Registration requirement including a very nominal fee (perhaps $10 to $20) only sufficient to cover the cost of maintaining the registration index. The reason and justification for registration is al follows: 1. Public Safety 1 • Fire Department: It is important that the Fire Department become aware of the characteristics of each business, including the types of materials (chemicals etc.) that are stored so that they can be properly prepared to respond to emergency calls for service. • Police: Having access to a business index can be very helpful to - police when conducting various types of investigations. Being notified when certain categories of businesses, such as temporary —or_itinerant, are operatingin the City can provide advance notice of potential problems. 2. Land Use: • One of the most common problems encountered by Planning and Building Departments is the opening of a"non-conforming" business or building alterations that violate zoning or building code requirements. This frequently results in considerable expense to the prospective business as well as "hard feelings". These problems can easily be avoided if new businesses are required to "register" giving the Departments an opportunity to confirm that the business conforms to zoning and can be advised with respect to building requirement or other special (State and Federal) regulations that might apply to that particular type of business. 3. _ Public Information: • This index provides a source of information if residents need to confirm the existence (not necessarily the legitimacy) of a particular business. Of course all information other than the name and location would be confidential. I Again, I emphasize that the purpose of such registration is not for revenue but for public safety and to allow us to provide better service to the business community. If Council agrees, I would suggest that I be authorized to present this proposal to the Chamber of Commerce for comment and hopefully their support. .L MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Creation of a planning commission DATE: January 23, 2003 As a Code city (RCW 35A), the City of Spokane Valley may appoint a planning agency and provide for its membership, organization, and expenses (RCW 35A.63.020). The planning agency is in effect a planning commission, although some communities have applied a different name such as the Land Use and Planning Board in Kent. It is my recommendation that the City Council appoint a planning commission that can be organized and up and running, either at the time of incorporation or shortly thereafter. In the City of Spokane Valley the planning commission would hold public hearings and make recommendations to the city council concerning: comprehensive plan formulation and amendments, zoning amendments (rezones) of a general rather than specific nature, functional plans (such as neighborhood, transit oriented development and other similar plans), and the creation and amendments to any type of land use development codes and ordinances(zoning code, subdivision code, Planned Unit Development code, etc.). The commission would not be involved in site specific rezones, conditional use permits, variances, shoreline permits and administrative appeals. These issues would be handled by the Hearing Examiner. A workable size for a planning commission is seven members with staggered terms. Some communities have nine members, but this size commission can become cumbersome and since most planning commissions use council chambers for their public hearings there are not enough spaces to accommodate nine members when the council consists of seven members. My recommendation for an early appointment of the planning commission is based, in part, on the anticipated work load this spring and summer and the time it takes to train the commission and have them ready to take on their first public hearing case. The planning commission's work load in the near future will be related to the comprehensive plan: revisions, appeals, and amendments and rezones associated with the plan. PARKS AND RECREATION WEEKLY REPORT 1/24/03 Bill Hutsinpiller: • Conducted orientation with new staff person (Shelley Goss) . • Continued preparation of Job Description information for Don Morrison . • Contacted Jerry Rerecich to obtain information on Software for Recreation • Obtained information from Mercer Island on contracted maintenance • • • Talked to Shoreline Parks regarding contracted maintenance • • Obtained program information from City of Kent on Recreation Programs • Worked on report for Council to be presented February 13th. • Sent communication to County Parks, asking they defer any action on rental of Opportunity Township Hall until transfer of facilities has been finalized. • Began contacting schools to establish dialog regarding use of facilities and programs. • Picked up map prepared by the County for Parks and Recreation, showing parks and schools within the City of Spokane Valley. • • Continuing to develop work program for Recreation • Continuing coordinating with County Parks on issues related to parks located in the City of Spokane Valley. • Received proposal from Pre-Vocational Training Center to maintain and operate parks (this proposal does not include any Recreation services). • FULL BOARD MEETING October 18. 2002 Wyndham Hotel, Sea Tac Pa= 1 Members Present: Mary Swenson, President, Marysville; Gayla Gjertsen, Vice President, Tumwater; Pat Adams, Snohomish; Michael Pivec, Mountlake Terrace; Rick Smith, Skagit 911; Bill Archer, Clyde Hill; Jan Marie Ferrell, Shelton; Linda Marsh, Coupeville; Paul Loveless, Steilacoom; Roger Lenk, Richland; Nancy Abell, Monroe; Jim Southworth, Monroe; John Weidenfeller, Bonney Lake; Jan Burdue, Medina; Mary L. Hanson, North Bonneville; Scott Hugill, Leavenworth; Noreen Beaufrere, Covington; H. Dean Maxwell, Anacortes; Jan Roegner, Burien; Kathy Joyner, Kirkland; Larry Otos, Mount Vernon; Steve Anderson, Kenmore; Sandy Saffell, Walla Walla; William Malinen, Fife; Chris Smith, Longview & Water Operating Board; Chris Boughman, Mukilteo; Brenda Heineman, Auburn; Greg Corn, Marysville Fire District; Doug Robinson, Kelso; Julie King, Milton; Roy Butler, Battle Ground; Mitch Lackey, Camas; Wayne Tanaka, Issaquah; Steve Hall, Olympia; Lynda Jeffries, Stanwood; Mary Lorna Meade, Issaquah; Roger Serra, SnoDEM; Jim Haney, Mukilteo; Landy Manuel, Stanwood; Lynn Nordby, Bainbridge Island; Sharon Morgan, Montesano; Donnie Rostedt, McCleary; Bonnie Valens, Edgewood; Jay Covington, Renton; Mike Webby, Renton; Stephanie Tonellato, Normandy Park; Tony Piasecki, Des Moines; Susan Andrews, Thurston Regional Planning Council; Christine Lynn, Kent; Kristen Banfield, Arlington; Londi Lindell, Mercer Island; Michael Weight, Bothell; Candice Rydalch, Centralia; Bob Stowe, Mill Creek; Sheri Self, Elma; Chris Brown, Elma; Jared Burbidge, Lacey; Robin Quinn Dowling, Lacey; Debby Malarchick, LaConner; Pete Rose, Woodinville; John McFarland, Tukwila; Connie Nickerson, Olympia; Debbie Tarry, Shoreline; David Timmons, Port Townsend, Gary McLean, Puyallup. Others Present: Lew Leigh, Executive Director; Eric Larson, Assistant Director; Mark Bucklin, Counsel; Jill Makela, Treasurer; Merrily Dunham, Authority Secretary; Patti Crane, Member Services Manager; Janice Estabrook, Office Assistant; Dan Fleming, Risk Management Rep.; Ellie Tucker, Evergreen Adjustment Services; Peg Campbell, Claims Manager; Rob Roscoe, Risk Management Rep.; Ann Bennett, Senior Adjuster; Dolor Saquing, Risk Management Rep.; Reed Hardesty, Adjuster; Kathy Aubuchon, Claims Assistant. Call to Order: President Mary Swenson called the meeting to order at 10:15 a.m. with a self roll call. Consent Calendar: Approval of May Full Board Meeting Minutes • Motion P. Rose moved, L. Nordby seconded, to approve the Consent Calendar as presented in the agenda. The motion carried unanimously. FULL BOARD MEETING October 18, 2002 Wyndham Hotel, Sea Tac Page 2 President's Report: M. Swenson asked that the members of the Executive Committee stand to be introduced. She said this group has had some difficult decisions to make this year. The Retreat was very productive, and the group has put a plan together that will continue to move this organization forward. Mary mentioned that all cities have been struggling with their budgets this year, and have had to make some difficult decisions. She cautioned that as we are making those decisions, be cautious of keeping the risk factors up front when making those cuts. What ends up happening is the cities have to lay off employees and/or not fill vacancies. Then inspections aren't conducted on a regular basis, and training is not carried out as it had been in the past. All members should be diligent in making sure these risk management functions are carried out, so that we don't have losses in the future as a result. M. Swenson said that the Executive Committee has authorized the purchase of property that will be used to construct a building for this organization. This will take WCIA into the future. This is a good use of our funds, and we are taking advantage of a good real estate market. Director's Report: L. Leigh introduced two new cities that are joining us: the City of Bonney Lake became a full member on September 1, and the City of Soap Lake became our second Associate Member. We created the Associate Member class as a precursor to full membership, in part for those cities on a "claims made" form of insurance. It is difficult for them to change that type of coverage over from one pool to another in a year. This is a transition period; they give proper notice to their former pool, they sign a resolution to become a member of WCIA. We then train them prior to them becoming full members; the advantage to us is we get a city that is already trained and up to speed on risk management, land use, personnel and police. This Associate Member class also addresses the volatility in the hard market. In a"flight to quality", we are the quality, and we want to control who we accept as members. There are some entities that could find no coverage quotes for 2003. The market is taking its toll, but we are careful not to be the pool of last resort. L. Leigh said WCIA has always adequately funded our liabilities, and as a result of surplus loss performance, our Undesignated Members Reserve has grown to S30 million. We are the only pool that has suffered through a hard market, the other pools started after the last hard market. They have always been price competitive and did not add the surplus amount. The next largest city pool has only $2 million in surplus. All of the pools are beginning to use some type of strategy to respond to the hard market. One pool that had a surplus component gave it back in the form of dividends during the soft market; they now don't have any surplus and they wish they had. Another pool subsidized coverage through elimination of property deductibles. Insurance adjusters will tell you that is the wrong move. Another pool has only $2 million in surplus, and has just used 1/6`h of that to subsidize the rates for 2003. If they give the same subsidy next year and the rest of the years in this hard market, there is a real possibility they will exhaust i FULL BOARD MEETING October 18, 2002 Wyndham Hotel, Sea Tac Page 3 their surplus before the hard market cycle is over. WCIA has a lot of surplus, the Executive Committee understands its strategic purpose. We can go bare of any excess coverage, or take a very large self-insured retention if necessary, because of our surplus capacity. In response to the hard market, we are also considering becoming part of a "captive" insurance company. It is ironic that you get so far away from the insurance company that you come around to being one. A captive can be made up of almost anything; in our purpose, we would like it to be a group of pools who have passed their AGRIP accreditation. The core group is our NPX members, a group of 18 pools who have worked together for six years. We understand each other and the risks. If weary to be a captive, or a pool of pools, we at least have an insurance option. All the members are mature pools with significant surplus and knowledgeable staff. If we get into this captive on the ground floor, we get to choose who future members will be on a national basis. There are already two other government captives in existence, and we can use their models to tailor how we want ours to look. L. Leigh talked about the new building project. Currently we have about 4300 square feet of office space, and as our five-year lease progresses it is becoming more expensive. We are at the point where we can amortize a building expense as easily as we can pay S 175,000 in rent. The real estate market in the Southcenter area is in a downturn, we got a really good deal on a piece of land with architectural drawings thrown in. We expect to have 15,000 square feet within two floors. That would be more than we need for the next dozen years, so we are soliciting the schools pool to be a tenant and share some common areas: board rooms and training rooms. We plan to break ground in April of 2003, and be completed by the end of the year or early the following year. We have hired a project manager with municipal experience. Lew mentioned that WCIA has passed all of its annual audits. We have no findings, we disagreed with some topics, but those have been resolved and will not be brought up in ensuing years. Londi Lindell asked about the auditor's question on the bid process. Lew explained that it was a misunderstanding over requirements. The auditor took the position that we could only do what our smallest member could do. Our Counsel's opinion has always been that we could do as much as our largest member. Gayla stated that it was a policy issue, based on the recommendation of our Counsel. Lew said we are having a successful trial year. We just got our fifth defense verdict of the year. We have passed a very wicked case in Olympia, the biggest exposure in the pool's history. We got a successful summary judgment motion on it; however it may go to the Supreme Court. It was such a strong appellate opinion of the Public Duty Doctrine that we don't think the Supreme Court would hear it. We are also having a good COMPACT compliance year. It is odd that members can do the hard things, like training, but stumble on paying assessments on time or attending meetings. Risk Management Reps are just about finished with their field audits of the parks topic. Lew commended the Reps for being as thorough as they were—even FULL BOARD MEETING October 18, 2002 Wyndham Hotel. Sea Tac Page 5 suggestions as we try to craft this Goal. It will be very difficult to try and standardize, but there are some things for which we need to be able to rely upon of all city attorneys. Gary McLean commented upon the communications between his city and-pool adjusters. - Lew said both Evergreen Adjustment Services and our staff would b ompletely open in the process. We would be willing to talk to Councils and with ci staff. Many times it is a matter of knowing what you want, when you want. Someti s there is a security issue. We do not want.to communicate over the web or by e-mai or security reasons. Pete Rose asked if this needs to be addressed as a Goal, or if is is more practice oriented, something we could start working on immediately? ew felt we could work on this immediately. We do orientations for City Attom- 's, Police Chiefs and Councils. We could do the same for any department. We hay- claims orientations on PowerPoint and could use that opportunity to create city pro -dure. M. Swenson stated that the concern\-d by G. McLean would be put on an Executive Committee Agenda, and the Commi ee would address that as an operational item. Motion: M. Webby moved to appnve the 2003 Goals. Steve Berson seconded Motion carried. . • 2003 Budget Approval T. Piasecki,Cair of the Budget Committee, talked about the Budget and explained the line item in eases. L. Lindell questioned the staff compensation. Tony and J. Makela answered the,question. Motion:/ \ /T. Piasecki moved to approve the 2003 Budget with Resolution 178-02. S. Hugill seconded. Motion carried. • 2003-06 COMPACT III Approval M. Swenson said it was hard to realize that this process was started originally in 1995, and we were unsure if it was going to work. It has been very successful, and we are now going into the third session of COMPACT. L. Leigh talked about the new COMPACT. Each COMPACT lasts four years. We are raising the bar on each one. We have successfully used the penalty phase to bring a member back into the fold. One city violated the COMPACT requirements, and as a result is no longer a member. Most cities train beyond the minimum standards. We congratulate the members on COMPACT I and COMPACT Ii. FULL BOARD MEETING October 18, 2002 Wyndham Hotel, Sea Tac Page 6 • Regarding City Attorney attentiveness, we want to standardize some minimum expectations, and we want to break the seminar into regions. Eastern Washington has somewhat different issues, and cities will be able to familiarize themselves with the regional defense attorney. We also eliminate some travel expense. We want to strengthen the Delegate Job Description. We want to make sure the delegate is in a position of authority, so they can help us with some enforcement. One new COMPACT element is in risk management analysis. The Long Range Planning Committee wanted to create some training flexibility, so that if the loss statistics show an exposure, the second mandatory training could be customized to that specific exposure. It will be a test of staff to potentially customize sessions for 105 members. L. Lindell questioned the COMPACT III Organizational Attentiveness. The language used regarding the City Attorney Job Description troubled her. The language "must comply"was troubling to her. Lew explained that there is a minimum of risk management activity which passes across the city attorney's desk, or to which they are delegated. The Committee was concerned that some were not up to speed. • Londi suggested a change of wording. Lew said he would give the recommendation to a panel of attorneys to craft this language. Mark Bucklin stated that there was some discomfort among the Executive Committee regarding the language as originally proposed, so they did make a change. This City Attorney requirement was a member- driven request, in that some members felt that their elected officials were not fully appreciative of the vital role that the city attorney has in the risk management function. We all recognize that the function of city attorneys varies from city to city, depending on what the city wants and can pay to have their city attorney do. WCIA was asked to help develop criteria for the city attorney's risk management function. It will be up to the individual city to decide what their job description will look like, and our document will be a model, but not a mandate. Perhaps in COMPACT IV it will be a mandate. Motion: L. Lindel moved to approve COMPACT III, changing the language of the City Attorney Risk Management Function to "a model will be created to identify a person in each city • who will identify risk management functions." Seconded by T. Piasecki. Vote was 26 in favor, 32 opposed. Motion failed. Steve Hall suggested that as a member of the Executive Committee, he thinks it would be a mistake to get ride of the City Attorney Job Description. We need to wordsmith this, as there is some legitimate concern about the word "comply". The Executive Committee wanted to make sure the city attorneys were trained on key issues, and that someone in the organization was taking care of risk management functions. Motion: FULL BOARD MEETING October 18, 2002 Wyndham Hotel, Sea Tac Page 7 Steve Anderson moved to approve the COMPACT III as presented with the wording modification: "To create city attorney risk management essential functions." L. Lindell seconded. Steve Hall stated that once these essential functions have been developed, the COMPACT III could be amended to make it mandatory. Mary commented that there had been a great deal of discussion among the Executive Committee regarding this city attorney issue and how to deal with it. Motion carried. • 2003 Liability JPP and 2003 Coverage Document Approval L. Leigh commented that this is why you are in the pool, because you want control, and you want to vote on your coverage. At the October meeting members decide the limits, terms and conditions of the JPP program and the Coverage Documents. Today we have the limits that we want, and we have an occurrence-based errors and omissions elected official policy. We control our claims and litigation process up to the first$3 million of loss, which is easily twice the largest verdict that we have ever had. We chose our own attorneys and adjusters, we make our own coverage decisions, and the re-insurer agrees to use our form. They will agree to our coverage decisions and our litigation decisions; they are merely a checkbook. Lew went through the JPP document, explaining the wordsmithing. The issues we need to deal with are terrorism and toxic mold. We want to make sure that, since you have to • pay more in assessments, you should get more value. G. McLean asked if there was an insurance industry definition of terrorism. His council is concerned that every claim will be classed as terrorism and denied. Lew said that from an insurance industry standpoint, that is probably a correct assumption. From WCIA's viewpoint, we are looking for coverage, not exclusions. Mark Bucklin reminded everyone that our Liability and Coverage Documents are good for the first $3 million, and after that we rely on reinsurers. We fully anticipate that the reinsurers will have a terrorism exclusion. The problem is what constitutes a terrorist, and a terrorist act. We have crafted some "terrorism" wording for the membership's consideration. Consistently in the past we have tried to have our documents worded the same as the reinsurers, but this may be where there is a parting of the ways. Eric Larson said that when contractors have liability insurance, the terrorism exclusion is . a very major problem. Their associations are lobbying Congress now to address this • issue. Mark pointed out that there is a definite difference between the Liability JPP and the Property JPP. You can choose, or not choose, to exclude coverage against your property, (i.e. if someone blows up your city hall, or your dam), and you can also choose on the Liability JPP whether you are covered for third party acts of terrorism. We all have invitees to our business, such as council meetings, city halls, recreation facilities, and there are people living below your dams. If we have intelligence that someone is FULL BOARD MEETING • October 18, 2002 Wyndham Hotel, Sea Tac Page 8 going to commit an act against one of these facilities and we don't take reasonable steps to prevent it, we can be held liable. The language is on page 9, under A-ag. All of this is untested language across the nation. If it is ambiguous, it is meant to be that way. If we take this exclusion out, we (WCIA) will be responsible for the first $3 million of every loss. We have a large surplus, and we are willing to spend it on this exposure, but we don't have any idea how large this exposure is. You could choose to have coverage, but make a sub-limit of coverage. Mark Bucklin said there was no strong recommendation on this issue. The chance of it happening is very remote, but if the right situation happened, the chance of multiple losses is great. You might win all the lawsuits, but go broke defending them. There was much discussion on this terrorism issue. Lew explained the other wordsmithing in the document. Motion: J. Covington moved to approve CT 2003 as drafted. S. Anderson seconded. G. McLean moved to amend, striking A-ag, the terrorism exclusion. B. Heineman seconded. Vote on the amendment, passed 37 affirmative to 21 opposed. Vote on the amended motion, carried unanimously. We have no exclusion for terrorism within the $3 million self-insured layer. Motion: M. Webby moved to approve the 2003 Property JPP and 2003 Property Coverage Document. Seconded by J. Burbidge. Motion carried. M. Bucklin explained that because WCIA has not finalized quotes on the Liability coverage, we cannot approve the limits as yet. His recommendation was that the 2003 Liability JPP be approved as presented, but give the Executive Committee the authority to purchase the coverage beyond the $3 million layer when the quotes are in, before January 1s` Motion: FULL BOARD MEETING October 18, 2002 Wyndham Hotel, Sea Tac Page 9 G. McLean moved to approve the 2003 Liability JPP as presented, but give the Executive Committee authority to accept or reject excess or reinsurance beyond the $3 million limit. M. Webby seconded. Motion carried Motion: G. Gjertsen moved to approve the 2003 Auto Physical Damage JPP and Coverage Documents as presented. Seconded by B. Heineman. Motion carried. Mary thanked Lew and staff for all the help they have given the Executive Committee throughout the year. Meeting adjourned at 12:10 p.m. Next Executive Committee Meeting Friday, November 8, 2002, WCIA Office. Next Full Board Meeting Friday, January 17, 2003, location TBA. Respectfully submitted: ñ7441 Authoritycre ary Approved on / /2002 Attest: Directors Report January 24`h, 2003 Full Board Meeting Hard Insurance Market: 2003 Developments • Kemper Insurance Company's drop in financial ratings is the latest municipal insurance choice to disappear. The choice of selections is narrowing, particularly as European Reinsurers are struggling. • Most renewals are coming down to the last day, while rates are still rising. Seattle, even with its large self insurance layer, is the latest municipality to have renewal difficulty. • The rate increases are not improving a carrier's bottom line. Losses have not gone down, and poor investment income returns cannot make up the difference. • Rate increases are expected to continue through 2004. No one has projected when rates will actually decrease, and may only plateau thereafter. • The three city pools each have different survival strategies. One pool is subsidizing rates from surplus and may have committed a strategic blunder if the length of the cycle lasts longer than their surplus. • The two other city pools are 95% reliant upon their lone carrier's renewal for their ability to operate. In contrast, WCIA went bare of any insurance for seven years in the last hard market, returning to the market with a sizable surplus. Terrorism Coverage Developments • It was a relatively simple October Full Board decision process to vote ourselves terrorism coverage within our$3 million self insurance layer. Congress and the industry have had a much harder time of it. • Since our Board decision, Congress has passed the Terrorism Risk Insurance Act of 2003 (TRIA), making it mandatory for insurers to offer coverage. Congress left the pricing to the industry, which has no financial model as a precedent. What coverage is being offered is currently 15 to 200% of existing premium. • As the Act is written, it's unknown if Washington pools are required to offer coverage. Except in our case. Coverage is in place, with no assessment surcharge. Delegated Coverage Renewal Authority; Results • The October Full Board delegated the 2003 renewal authority to the Executive Committee, assuming the process would go down to the last day of the coverage year. • All the pool control provisions fought for during the soft market, when carriers were giving terms and conditions away, were retained. Employment Practice and Elected Officials coverage continue on an occurrence basis, rather than on a weaker, claims- made coverage. The "reinsurance"type of upper limits coverage was also retained and based upon our own Coverage Document. • To add another insurance source for future renewals, the Executive Committee approved participation in the creation of a"captive" insurance company. (Captive means the company is in the direct control of the insureds ie, held captive.) The insureds are entirely made up of mature municipal pools with favorable accreditation and loss profiles. This small insurance company was intentionally inserted between each pools self insurance layer and the re insurer, as a buffer. The re insurer is further distanced from the active loss layers and is more willing to reinsure us in future years. Since we control the company, we accept only above average risks, improving our risk profile. Individual pool loss funds are created, building pool equity from which dividends and investment credits are derived. • Limits are now configured as: Millions one to three WCIA, millions three to four captive, millions four to fourteen reinsurer. • As the captive grows, we ensure ourselves of a renewable insurance source, and continue to distance ourselves from an uncertain insurance industry. • This has a long-term perspective and helps meet one aspect of an entrepreneurial 2003 goal. Defense Firm Ethics • The Executive Committee has begun a review of defense firm ethics, their obligations to each member they defend, and the potential for a bad faith claim against the Authority from their actions. This is a frustrating exercise. Case law and bar rules are limited in this area as guidance. • After the first meeting, it appears there was no actual conflicts of interest or ethics violations. This was an exercise in perceptions. From a first meeting, some corrections to update current litigation policy are emerging. A March discussion is planned and perhaps additional meetings to gain consensus on new best practices creations. Jan03FullBoardRpt • Annual Report 2002 By Assistant Director Program Status Program Participation by Year • Year Liability Property Auto Total Units 1996 88 72 60 220 1997 88 76 61 225 1998 92 81 69 242 1999 96 85 72 253 2000 99 90 79 258 2001 100 93 82 275 2002 103 97 86 286 I 2003 106 99 88 293 • Property, crime/fidelity and boiler & machinery programs renewed with significant changes in deductibles, limits coverage and premium. Please see accompanying PowerPoint Presentation for details. • Property losses, within WCIA's retention, totaled $828,000 and auto physical damage $665,000 for 2002, a dismal year. A city hall fire and a bridge loss account for over one half of the property total. Auto physical damage losses are attributable to a few large losses and a 21 percent increase in the number of claims over the prior year. In 2005, the COMPACT topic is property conservation/fleet management and will address loss reduction methods for these types of losses. Notwithstanding the losses, the program remains strong and since 1994 has generated $1.4 million towards WCIA's equity. During 2003, WCIA will explore financial mechanisms to reduce further the reliance on the property insurance industry. • Property and auto values now total almost $2.5 billion compared with $1.2 billion in 1998. • At the October meeting, after much discussion, the Board elected to not exclude mold and terrorism from the liability coverage document. The Board also elected to exclude mold as a covered peril from the property program and cover terrorism up to the pool's $250,000 self-insured retention. It's a pleasure to have the Board decide coverage; one will not see that with the commercial insurance companies. • The Terrorism Risk Insurance Act (TRIA) requires WCIA's property insurance carriers and reinsurance companies to offer WCIA to buy back terrorism coverage that was previously excluded. Premiums for the buy back have not yet been received from all of the carriers participating in the property program. Based on the quotes received so far, the cost of the buy back premiums appears excessive. • Driver Alliant renewed the Tenant/User Special Event Insurance Program on January 1, 2003. Rates increased by about 25 percent and several exclusions were added to the coverage. • Annual Report 2002 By Assistant Director Risk Management Representatives Member Consulting During 2002, the Risk Management Reps and the Assistant Director provided 13 training sessions to the membership. The training programs include Park Maintenance Risk Management and Insurance and Indemnity Provisions for Contracts. In addition, the reps also provided 12 new delegate orientation sessions in 2002. Member Consulting 1998 1999 2000 2001 2002 On Site Visits 136 166 178 185 208 Phone/Written 342 800 1,182 1083 971 Totals 478 966 1,360 1268 1179 Although consulting visits are down 10 percent, onsite visits are up 12 percent and take more time. The reps are busier as questions and contract reviews are becoming more complex and members rely more on their expertise. Technology Security issues were addressed wholeheartedly in 2002. A second firewall (Cisco PIX) was added to compliment the Linux based firewall already in place. In addition Symantec software was installed to all workstations and servers. The software scans all e-mail, computers and provides additional protection while staff uses the Internet. Since October of 2002, over 76,000 emails were scanned and 47 virus infections were found and disabled. The Symantec software automatically updates itself and is transparent to WCIA staff. The WCIA web site became operational in 2002. Enhancements in 2002, included online claim manual, risk management bulletins and COMPACT status reports. In 2003, additions will include property (first party) and auto physical damage claim reporting, additional training status reports, improvements in property schedule editing and true online training registration. Four workstations were upgraded in 2002, and seven more planned for 2003. This will enable staff to upgrade to the latest version of the Riskmaster claims administration software. Claims Report through Dec. 31, 2002 By Peg Campbell Claims Manager Comparison of Department Activity with Two Previous Years As of Dec. 31 •, LIABILITY & 2000 2001 2002 PROPERTY'. CLAIMS OPENED 1519 1644 1,754 CLAIMS CLOSED 1569 1602 1,780 LAWSUITS OPENED 133 141 142 LAWSUITS CLOSED 194 146 168 PRE-DEFENSE 124 140 171 ASSIGNMENTS SUBROGATION $89,729 $82,161 $69,095 RECOVERY (including first party) EVERGREEN $414,963 $401,039 $420,223 BILLING Comparison of liability Indemnity and Expense Paid and Reserves with Two Previous Years As of Dec.31 • PAID 2000 2001 2002' INDEMNITY $7,900,185 $5,844,098 $6,571,409 EXPENSES $5,215,983 $6,049,145 $7,031,175 • RESERVES • . INDEMNITY $16,068,148 $18,348,736 $17,341,150 EXPENSES $6,618,676 $6,861,376 $ 6,911,441 Comparison of the Types of Lawsuits Filed with Two Previous Years As of Dec. 31 • TYPE OF 2000 2001 2002 LAWSUIT AUTO LIABILITY 10 9 5 GENERAL 31 26 35 LIABILITY ERRORS & 32 32 50 OMISSIONS PERSONNEL 15 14 14 LIABILITY POLICE LIABILITY 45 60 38 TOTAL 133 141 142 • Member Services 2002 Year-End Report COMPACT 2002 Compliance Status 100% Compliance in 2002 for all categories of the COMPACT! Congratulations! COMPACT 2002 Highlights • 15r Mandatory Training •The successful completion of this element was due to a team approach. In the 3rd quarter, Member Services recognized the difficulty smaller cities were having in meeting the Parks & Recreation Training requirement. We collaborated with our Risk Management department to produce Risk Management for Parks Maintenance, training program. Eric& Rob took their program on the road to 7 locations; training 121 attendees and helping 28 members satisfy this requirement. • 2nd Mandatory Training - Due to the multiple training courses offered, most members met this requirement in the first half of the year. Our phone and field contact from our Risk Management Reps help to solidify achievement for the remaining members. • City Attorney Attentiveness - Most City Attorneys completed this element by attending the City Attorney Seminar, City Attorneys also took advantage of the Personnel and Land Use training sessions as well as City Attorney Orientations provided by our Claims Manager, Peg Campbell. 2002 Training Highlights • The success of the introductory Employment Labor Relations Series convinced us of the need to catapult it into 2003's 1st Mandatory Training category. The series will be one of multiple supervisory and management programs offered to the members as we embark on our 2003 COMPACT. • Total training courses provided: 152(2002) compared with 105 (2001) • • Total people trained: 4,564 (2002) compared with 3,219 (2001) 2002 Training Analysis COMPACT Training Requirements #Courses Total Attendees 15i Mandatory Training (Parks & Recreation) NPSI, WRPA& NRPA Schools 6 76 WCIA Risk Management for Parks Maintenance Operations 7 121 2nd Mandatory Training WCIA Claims & Incident Training 17 394 WCIA Elected Official Orientation 13 62 WCIA Contract Liability 6 135 Land Use Liability 11 230 Defensive Driving 16 569 Personnel Liability 59 2,564 FLSA, Performance Management, Labor Relations Seminars Anti Harassment, Diversity,Workplace Violence Prevention Training City Attorney Attentiveness City Attorney Seminar 1 79 City Attorney Orientations 7 25 Additional WCIA Training Programs Full Board Education Sessions 3 141 Paramedic Liability Seminar 3 49 IMSA Certifications 2 65 Police Liability Breakfast Briefing 1 54 Training Participant Grand Totals 152 4,564 2002 Annual Report By Treasurer Washington Cities Insurance Authority Liability Program Comparison • Revenues: 2002 2001 2000 Liability Assessments $ 15,952,995 $ 14,234,832 $ 13,224,745 Investment Income $ 4,957,723 $ 5,384,815 $ 4,997,721 Total Liability Revenues $ 20,910,718 $ 19,619,647 $ 18,222,466 Expenses: Operating-Administration $ 864,348 $ 837,935 $ 753,147 Operating-Member Services $ 815,273 $ 676,066 $ 670,789 Operating-Claims Admin. $ 799,361 $ 806,059 $ 758,558 Liability Insurance Premiums $ 290,229 $ 239,672 $ 251 ,952 Pre-Defense Review $ 418,431 $ 342,466 $ 280,027 Total Operating Expense $ 3,187,641 $ 2,902,198 $ 2,714,473 Claims Indemnity & Expense $ 13,021,189 $ 11,161,790 $ 13,036,338 Total Liability Expenses $ 16,208,830 $ 14,063,988 $ 15,750,811 Revenues: 2002 Liability Assessments increased 12% over 2001 due to a 9.6% rate increase, an increase in member worker hours, and two new members. Investment income decreased in 2002 as a result of a declining interest rate environment. 2003 investment income should stabilize as interest rates appear to have bottomed out. Expenses: Actual 2002 operating expenses were 96% of budget at year-end. Claim and lawsuit payments increased almost 10% from 2001. Claims reserves, however, decreased approximately $1 million from 2001. (See Claim Manager's Report for claims data detail.) Undesignated Members' Reserves: (see attached graph) Undesignated Members' Reserves have increased gradually the last three years as assets have grown. Undesignated members' reserves can be used to offset higher insurance premium expenses, assume higher deductibles and participate in • innovative insurance solutions during the hard market cycle. Building Purchase: A 2002 goal of purchasing an office building is being explored. Two options are currently being investigated: building a new office, and buying an existing building and renovating. • THERMODYNAMICS OF HELL The following is an actual question given on a University of Washington chemistry mid term. The answer by one student was so profound that the professor shared it with colleagues, via the Internet, which is, of course, why we how have the pleasure of enjoying it as well. Bonus Question: Is Hell exothermic (gives off heat) or endothermic (absorbs heat)? Most of the students wrote proofs of their beliefs using Boyle's Law, (gas cools off when it expands and heats up when it is compressed) or some variant. One student, however, wrote the following: First, we need to know how the mass of Hell is changing in time. So we need to know the rate • that souls are moving into Hell and the rate they are leaving. I think that we can safely assume that once a soul gets to Hell, it will not leave. Therefore, no souls are leaving. As for how many souls are entering Hell, lets look at the different religions that exist in the world today. Some of these religions state that if you are not a member of their religion, you will go to • Hell. Since there are more than one of these religions and since people do not belong to more than one religion, we can project that all souls go to Hell. With birth and death rates as they are, we can expect the number of souls in Hell to increase exponentially. • Now, we look at the rate of change of the volume in Hell because Boyle's Law states that in order for the temperature and pressure in Hell to stay the same, the volume of Hell has to expand • .proportionately as souls are added. This gives two possibilities: 1. If Hell is expanding at a slower rate than the rate at which souls enter Hell, then the temperature and pressure in Hell will increase until all Hell breaks loose. 2. If Hell is expanding at a rate faster than the increase of souls in Hell, then the temperature and pressure will drop until Hell freezes over. So which is it? If we accept the postulate given to me by Teresa during my Freshman year, "...that it will be a cold day in Hell before I sleep with you.", and take into account the fact that I. . still have not succeeded in having sexual relations with her, then, #2 cannot be true, and thus I am sure that Hellis exothermic and will not freeze. • o iv g 0-F244 y Fa mow, • Law and Order Every experienced manager probably has warm to THE CHIEF - A MONUMENT IN warmly-violent memories of involvement in police mat- I1T CoMMuN1TY ters. Usually the police chief has been in the community 1 TT '•11.1 1`t ' 1 only 20 to 30 years longer than the manager when he comes for his 1-to 3-year stay. 4;10 As a result, it is not uncommon for the chief to feel somewhat settled into a routine which he may deem outside the legitimate concern of the manager. "Young ' // �!%.001 • whipper-snapper" is the term many chiefs use to de- / 4 scribe their managers at public meetings;.in private meetings, somewhat more critical terms have been S(4 used. 4 \ C^ If the manager is lucky, the police leadership will per- mit a moderate degree of interaction with the civilian officials. But, these relationships must be treated with caution because they may lead the manager to have delusions of grandeur. Only after the manager has been berated publicly • ai over a police brutality case, blue flu, efforts to integrate •c=', ito police and fire services, and police unionism can he fully appreciate the potential fun in the police field. • ettiEr X1905-14451 pi • CHIEF'S VIEW OF }1IMSELF+POLITICS r 1 - • . �la u"1 JAN-23-03 THU 04 :22 PM LANCASTER 509 922 4825 P. 01 RECEIVED January 23, 2003 JAN 2 3 2003 To: Lee Walton, City Manager RST From: Penny Lancaster — - • — Re: Adult Entertainment Establishments(AEE) Ordinance Adoption Dear Mr. Walton, I met you at the Open House January 16. After explaining that I worked closely with City-County Prosecutor Patti Connolly Walker on drafting, defending, and enforcing the county ordinance you invited me to send you my recommendations regarding adopting the County Ordinance as it was amended and passed in 2000. See SCC 7.80"Adult Entertainment Establishments"and SCCI4.628.210(6) and SCCI4.626.210(4). If the following two recommendations cannot be addressed in a timely manner, perhaps it would be wise to pass a moratorium on licensing any new AEEs or allowing any changes to the current status of the existing businesses. The county ordinance goes into effect for non-complying businesses in 2004. However, all five of the County's AEEs are located in Spokane Valley and therefore will come out from under any restrictions or controls when the new city is officially incorporated. Please recommend that I work with the designated Spokane Valley Attorney (Would that be Stan Schwartz?)and Planning Department personnel on drafting an appropriate Ordinance using the County Ordinance SCC7.80 as the foundation. Please let me know what the city's plans concerning AEEs will be. Graciously, Penny Lancaster 14816 E. Farwell Spokane, WA 99217 922-4825 RECOMMENDATIONS I. Review Zoning Restrictions The Planning Department may need to review the County's Zoning restrictions to determine whether there are adequate location sites available after the amortization period ends in early(?) 2004 for the four Retail Use Adult Entertainment Establishments and Deja vu (I understand they closed down their Bookstore). The existing businesses(to my knowledge) include: • World Wide Video, E. 9611 Sprague • World Wide Video, E. 9411 — 1st • Ms Kitty's, E. 6311 Sprague • Castle Superstore, E. 11324 Sprague • Deja vu Nude Dance Club, 8722 E. Sprague 1 . • fir • • MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org To: Council From: Lee W Date: Feb 1 Subject: February 4 newsletter Planning Staff Call your attention to Jim's memo (attached) and my squishy response. Jim is understandably concerned about being able to provide a high quality service to the Development Community at the git-go on April 1. I am still a bit skeptical about the volume of current planning stuff that we should anticipate. Jim may well be correct. If based on past development numbers we could fall short but my sense is that there is going to be a fairly sharp drop off in new applications through the next few months. So!, it boils down to a question of how much insurance the Council is willing to buy to be sure we can meet the challenge. This will be an agenda item after Jim's presentation on Feb 20, so be thinking about it. Motel Tax - Mike Flannigan was appointed as Chair of the Motel tax Committee so now you need to appoint four civilians to join him in overseeing this fund. Two need to be from the hotel industry and two from (potential) beneficiaries of the fund. The latter is a bit perplexing since you probably don't know yet who these organizations are. My suggestion, based on some limited prior experience would be community organizations that might be contemplating regional facilities that would serve tourists as well as the local population. One city, that I can't remember did a large regional aquatics center that hosted frequent diving and swimming tournaments. In our case, I suppose some portion of the Mira beau center might qualify since it will serve as a conference center. Beyond that I can't help but would like to schedule these appointments for February 1 if possible. So, start lobbying the mayor if you have nominations. Growth Management Jim will be reviewing the planning program including the GMP issue at the Feb 20th study meeting. It's quite likely that in the meantime you will be lobbied by one of more of the 47 unhappy property owners who think they were hurt by the new plan. Two points that I suggest you remember. First; be careful not to jeopardize your"neutrality" because you may have to rule on their appeals. Any contact must be reported and it's at least possible that you would be challenged based on that contact. Second; keep in mind that the new GMP made about 4000 property owners very happy and who might become very unhappy if you decide to undo what has been allowed. So be careful what you wish for. A clear conscience is a sure sign of a bad memory. 1 •1 School District Attached is a memo from Bill H regarding his meeting with School District I people. In essence, there appears to be a fantastic opportunity in the making for the City to take advantage of over the next few years. If we could work a deal with District along the lines suggested it would create a significant asset for the City and be a real feather in your cap. Apparently the Superintendent and Board is willing to meet with the Council to establish a relationship and discuss the possibilities presented. I suggest this be done in late March or early April while the iron is still hot. If directed I will ask Bill to work up an outline for such a meeting. Thanks Bill, good work. c Talent Bank As time permits I suggest that Council direct staff to establish a SK Talent Bank. Basically, the City would advertise via its newsletter for citizens to volunteer their skill and time to the City when needed. Each interested person would fill out an application listing their particular skills, experience and interests. This information would be placed in our data bank according to those skills. Then as a need arises the names of appropriate volunteers could be downloaded quickly. Frankly, in my experience, the talent bank is not used frequently but even so it's great PR and people enjoy being included. Photo ID Reminder For those wanting a City ID, remember that they are taking photos on Feb12 (Wednesday) at 10 AM. City Vehicles We seem to be fast reaching the point w here paying employees mileage (at 32 cents) for use of their private auto for City business is getting expensive. So, we will ask the Finance Committee to consider the practicality of acquiring a couple of"pool" cars, primarily for Planning and Engineering. Of course we will soon have the Building Inspectors to consider as well. As soon as we have time I will provide Council with an alternative arrangement that would substantially reduce the number of"official" City cars that will be needed. Basically, this would involve paying a partial allowance to employees who require extensive use of a vehicle in lieu of providing a City vehicle. In one City I managed (85,000 pop)the Police Chief, (required to be available 24/7) for example, received 90% of the cost to the City of providing an official car to use his own. The allowance ranged down to as little as 15% for the Finance Officer. It saved the City a lot,and most employees preferred to use their car if properly compensated. Plan to be spontaneous—tomorrow Staffing Don Morrison is almost up to speed with the various personnel policies and benefits program that will be needed for your permanent staff. We will schedule a briefing on the various ordinance and Resolutions for the 13th, hopefully followed by adoptions on the 2 I 25'". It's fairly important to get this material adopted soon so we can get serious abut recruiting your permanent staff. Don will provide you with a "fat"packet of information on this next week so you will have plenty of time to absorb the detail. Being a new city there should an opportunity for some innovative personnel practices but as a practical matter we are substantially constrained by State law in many areas. However, there is still some room for experimentation. In the meantime, I thought you might be interested in the attached matrix of staffing, comparing SK (anticipated as of December 03) with University Place and Sammamish. I have asked Don to do the same with Shoreline and Lakewood since they are more our size. Such comparisons really doesn't prove anything but do provide some general guidance. Bob Noack also notes that the incorporation study predicted we would have 41 general fund employees (excluding engineering) as of April 1. Bob Jean predicted 31. Preliminarily, it looks like we will have 33 even if the additional three planners are approved. However, I would again note that it is inevitable that your staff will expand as new"opportunities" to save money or provide services emerge. An example would be a Code Enforcement Officer". It's not in the preliminary budget but I would surprised if over the next three or four months the Council does not ask that the problem of abandoned cars, dilapidated or abandoned houses, neighborhood "garbage dumps" be addressed. Industrial Development Corp Attached is a letter and material from Lukins & Annis who are legal counsel for the Spokane Development Authority. Dianna is the Council appointee but suggest that you all might want to read this material to get better acquainted with its function. Looking Forward Attached is the "umpteenth" version of our advanced schedule. I guess it's a bit like a desert mirage in that it keeps changing and moving away. Nevertheless, I'm beginning to think we are actually going to pull it off in good time. This assumes of course that most of the critical contracts will fall into place per schedule. I met with Kate on Thursday to discuss Animal Control in hopes that I could resolve any tension that might have developed between us. I think we are all right but she is still very anxious that we might "gut" her favorite service. Council Office You should now have the two new plans in addition to the original. If I don't hear to the contrary I would propose to proceed with"scheme C". Otherwise I suggest that the Mayor appoint one of you to deal with this. Perhaps the "Chamber Committee" which I think is Dianna and Dick. Hopefully, this will be soon because I need to get "youse guys" out of the back offices that we need for Planning and Public Works. Even if you win the rat race, you are still a rat. 3 'l Players In the way of an FYI, note that I have turned down Bill Varner's gracious offer to provide free food for some future Council meetings or events. Given the circumstances I don't want the City to be in the position of explaining even a well intentioned gift which might be perceived as an exchange for the reduction in their tax rate. Excellence Awards Attached is an e-mail regarding Downtown Development awards. Obviously, we are not a player for 2003 but you might want to this arrow in your quiver for 2004. Towing I met (at their request) with a representative of the seven Tow Companies located in SV. The point out that they are not allowed to be on the Spokane rotation for police tows because they are not physically located in that City. They suggest that the "sauce for the goose" rule should apply here. I think they have a point so unless I hear an objection I will talk with Cal Walker. I would note that we get sales tax revenue only from tows that are performed by firms headquarterd in the City. ATTACHMENTS a. Memo Fr Jim H Re: Planning staff w/response b. Letter Fr: Penny L Re: Adult Entertainment c. Letter Fr: M Cantwell Re SBA upgrade d. Letter Fr: Robert Schwartz re proposal for Economic dev e. Memo Fr Jim H Re: Community Dev Block Grant. f. Memo Fr Bob E Re: Building Services schedule g. Memo Fr: Dick W Re: Regional Trans Board h. Letter and Material Fr: Lukins & Annis Re: Industrial Dev Corp i. Looking Forward j. Letter Fr: Home Builders Re City policies k. Memo Fr: Jim H Re: Walkable Community 1. E-mail Re Economic Development m. E-mail Fr: Wash State Dept of Comm Dev Re: Excellence n. Memo Re:Business Registration (revised) o. Public Participation p. Memo Re: Police Car Decorations q. E-mail Fr: B Sure and my reply Re: name change r. Contract review and adoption schedule 1 - ;c kvrls 3 ✓allaWW` . 4 :. MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Staffing DATE: January 27, 2003 In December I worked up a staffing scenario where I estimated 7 persons would be working in the planning area on March 31m. At that time this scenario was based on a "gut" reaction to what I perceived would be a bare bones operation. Since then, planning has retained the services of a long range planning manager and a current planning manager both of whom have done a more in depth analysis of the department's needs by March 31st. The December proposal consisted of two parts, a Core Planning Function and a Framework Planning Function: FRAMEWORK PLANNING • Would maintain a small core Planning Department consisting of: • Planning Director • Long Range Planning Manager • Current Planning Manager • 2 Planners • 1 Planning Technician • 1 shared secretary • These seven are the staff members who would be working here on March 31st. CORE PLANNING • Would maintain a basic framework to include: • Planning Director • Long Range Planning Manager • Current Planning Manager • 4 Planners • 2 Planning Technicians • 1 Secretary • These 10 staff members would be working here by mid-summer to meet the anticipated level of activity (permit applications, rezones, conditional use permits, SEPA, Hearing Examiner, refinement of adopted ordinances and codes, comprehensive plan , management of consultant activity). a r7 The more comprehensive, in depth analysis not only backs up the "gut" feeling about planning's needs but indicates that the mi-summer scenario should be moved up toward March 3ls`. For Long Range planning there is a need, soon, for a planner and a planning technician to help us do the in-depth research and analysis that is necessary to provide a solid, defensible recommendation to the Council on the interim comprehensive plan. Current planning will be hit with not only applications on March 31s` and soon after, but with numerous inquires about a wide variety of planning issues. During the 2000, 2001 fiscal year, the County accepted, in the Spokane Valley city boundaries, nineteen (19) preliminary plat applications and thirty-four(34) short plat applications. In addition there were nine (9) conditional use, and twenty-five (25) rezone applications. Currently there are twenty-six (26) pending plats being processed by the county that are located in Spokane Valley (see attachment). My conclusion is that Community Development will need at a minimum the seven (7) persons originally identified and quite likely the additional three (3) by March 31s`. TO: Jim Harris FROM : Lee SUB: You Memo of Jan 27 Re staffing I think your"Framework" staffing level seems reasonable for the immediate future. However, I understand that your are very concerned about being unable to properly handle a possible wave of applications starting in April plus the need to address all of the long range planning projects that are necessary in a new city. My concern is the lack of space to accommodate additional staff and some skepticism that there will be many if any major new development projects over the next few months. My suggestion is that we play it safe but cover our bets. Go ahead and interview candidates for the additional positions you list and pick out some potential "keepers". Given the layoffs at the County and City, there should be a number of qualified candidates available. These interviews could be conducted iii late March With the UCJI candidates then put on hold until mid April when we should have a better sense of the "development load" for the summer season. Then if these people are needed they can be bought on in time to pick up the slack in current planning. Keep in mind I would not be reluctant to ask the Council for the additional positions once we can demonstrate the need because, of course, they would be largely self-funded. With respect to all of the pending planning studies that are going to be necessary over the next year or two I agree that it would be good to undertake them in-house where we would have better control of the outcome. However, I am concerned that once "new city" work is completed there would be reluctance to cut back to maintenance levels of staffing. So I would like you to at least consider "farming out" at least some of the work to avoid this problem. Incidentally, would appreciate it if you would check with the State to make sure the normal grant funding for new city planning is still available and if so, how much and when. at PENDING LAND USE ACTIONS CITY OF SPOKANE VALLEY Action Status Planning Fees Collected SP-1222-99 Final Short Plat $617 PE-1905-02 Final Plat $901 PE-1885-01 Final Plat $921 PE-1899-01 Final Plat $1101 PE-1826-97 Final Plat $2136 ZE-18-01 Tech Incomplete $1101 ZE-19-01 Public Hearing 2/12/03 $2420 ZE-21-02 Public Hearing 2/12/03 $1618 SP-1303-02 Final Plat $1021 SP-1315-02 Preliminary $1021 MHP-1-99 Final Review $1276 BSP-74A-00 Alteration/Final $655 PE-1887-01 Preliminary $4697 PE-1779-95 Final Plat $1221 PS-1732-93 Final Plat $991 ZE-15-02 Phase II pending $1780 ZE-1-03 Technical Review $2096 SP-1274-01 Alteration $265 PE-1414-81 Final Plat $861 PE-1750-94 Final Plat $2007 PE-1779-95 Final Plat $901 PE-1815-96 Final Plat $1221 PE-1815-96 Final Plat $1231 PE-1848-97 Final Plat $872 ZE-53D-80 Tech Review $1712 CUE-10-02 Tech Incomplete $562 Total #of Actions: 26 Total Fees: $35,205 NOTE: Number of pending land use actions may increase/decrease with receipt of new applications prior to incorporation date and completion of above-listed actions. 'T January 23, 2003 To: Lee Walton, City Manager From: Penny Lancaster Re: Adult Entertainment Establishments (AEE) Ordinance Adoption Dear Mr. Walton, I met you at the Open House January 16. After explaining that I worked closely with City-County Prosecutor Patti Connolly Walker on drafting, defending, and enforcing the county ordinance you invited me to send you my recommendations regarding adopting the County Ordinance as it was amended and passed in 2000. See SCC 7.80 "Adult Entertainment Establishments" and SCC 14.628.210(6) and SCC14.626.210(4). If the following two recommendations cannot be addressed in a timely manner, perhaps it would be wise to pass a moratorium on licensing any new AEEs or allowing any changes to the current status of the existing businesses. The county ordinance goes into effect for non-complying businesses in 2004. However, all five of the County's AEEs are located in Spokane Valley and therefore will come out from under any restrictions or controls when the new city is officially incorporated. Please recommend that I work with the designated Spokane Valley Attorney (Would that be Stan Schwartz?) and Planning Department personnel on drafting an appropriate Ordinance using the County Ordinance SCC7.80 as the foundation. Please let me know what the city's plans concerning AEEs will be. Graciously, Penny Lancaster 14816 E. Farwell Spokane, WA 99217 922-4825 RECOMMENDATIONS 1. Review Zoning Restrictions The Planning Department may need to review the County's Zoning restrictions to determine whether there are adequate location sites available after the amortization period ends in early (?) 2004 for the four Retail Use Adult Entertainment Establishments and Deja vu(I understand they closed down their Bookstore). The existing businesses (to my knowledge) include: • World Wide Video, E. 9611 Sprague • World Wide Video, E. 9411 — 1st • Ms Kitty's, E. 6311 Sprague • Castle Superstore, E. 11324 Sprague • Deja vu Nude Dance Club, 8722 E. Sprague Dl • The current standards for zoning AEEs include: • Community Business or Regional Business zones where there exists 5 acres of contiguous zoning classified Commercial — B2 and/or B3. • The use is located at least 1,000' from property line of six pre-existing use categories and residential zones. Perhaps opening Industrial zones for re-location and/or reducing the buffer to 750' will give the businesses an adequate number of options. The courts have accepted at least three alternative sites for these businesses as adequate. The Planning Department will need to look at map of Spokane Valley and determine which businesses would be out of compliance under the current standards and where alternative sites may be available— if the business chooses to move rather than become a conforming use establishment. II. Hours of Operation Add "and Adult Retail Use Establishments" after the phrase "An adult entertainment establishment" at Sec. 7.80.100(g) Hours of Operation. Spokane City requires all AEEs to be closed between the hours of 2AM and LOAM for the same reasons that other restrictions are applied to this type of business. If Spokane Valley allows the Bookstores to stay open all night it will attract the same unsavory clientele that Spokane City wisely chose to shut out in their Ordinance. • • MARIA CANTWELL ��]]7�� 'pp�� p_ ,. WASHINGTON lti��'F'; 5,/ <..TJ United *tater *enate �A�,4 20b3 WASHINGTON, DC 20510-4705 January 22, 2003 Mrs. Diane Wilhite, Deputy Mayor City of the Spokane Valley City Council • 11707 East Sprague Avenue Spokane, Washington 99206 Dear Mrs. Wilhite: I am writing to send my regrets about not being able to attend the City of the Spokane Valley's Open House event on January 16, 2003. Unfortunately my senate voting schedule precluded me from attending in person. I hope that you will keep me abreast of future events planned for the City as I very much want to be an active partner with you and your colleagues. I wish you all the best as you continue to design and implement the functions of your new City. Please know my office is here for you if you there is anything I can do to assist you, the City and the citizens of the Spokane Valley. On another note, Robert Thoms, my Eastern Washington Director has brought to my attention an issue that you discussed with him regarding the Small Business Administration office in Spokane and the proposed idea of changing if from a District office to a Branch office. I have been in contact with SBA officials and have a meeting on January 24, 2003 to discuss this issue in detail and express my concerns. Robert indicated you first shared this news with him and I thank you for sharing this valuable information and I hope to be in touch with you and other business leaders in Spokane with a final answer on how SBA intends to proceed on this important issue. Sincerely, • Maria Cantwell United States Senator • MC:rt • • C- PRINTED ON RECYCLED PAPER • January 27, 2003 Mr. Lee Walton Interim City Manager City of Spokane Valley 11707 E. Sprague Suite 106 Spokane Valley, WA 99206 Dear Lee: Thank you for your time last Friday. I have put together the following about business development assistance we could provide the City and wanted your comments as to whether or not it met your needs. If so, we would put together a formal proposal. Please also know that would be happy to come in and offer some educational seminars that the City could sponsor. 1. Assistance in establishing a Business Resource Center. You had indicated a desire to assist in meeting the needs of City based firms, either start- up or existing firms, with marketing, finance, management, and planning consulting. We would supply professors as appropriate to provide focused assistance to your firms or we could triage them to the "right" service providers. We could do this on a part-time or full-time basis and could also use experienced students instead of professor to provide the assistance with a faculty member overseeing their work. Obviously the costs of having students only would be less than professors. 2. Assist in developing a strategy to overcome gaps in the business population that Would support increased purchases within the City and strategic business development as envisioned in the Comprehensive Plan. Always of a concern to community leaders is having firms support the purchasing needs of the citizens for their convenience,job creation and for tax generation proposes. Specialty businesses also serve to bring in people from outside the area as well, thus further increasing jobs and tax revenue. We could work with what is identified in a typical gap analysis (firms already exist that do that) to develop a strategy to increase the business population consistent with the Comprehensive Plan. As we discussed, building it does not always insure that the businesses will come. Costs for this will depend on the extent of assistance you wish to have. We can act in a consulting capacity or could work d with you directly to support the Comprehensive Plan's full implementation when it comes to firm development and growth. Also, as we discussed, should there be proposal opportunities that your people identify that have need of a Senior University as a partner, please allow us the opportunity of discussing matters with you. Please let me know how to proceed in terms of a full-blown proposal; financial limits; other directions. Thank you. Sincerely, Robert G. Schwartz, EWU Foundation Chairholder Distinguished Professor of Entrepreneurship MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Community Development Block Grant Program (CDBG) DATE: January 23, 2003 The main issue associated with the Community Development Block Grant (CDBG) program, for the City of Spokane Valley, is does the city remain part of the Spokane County consortium and continue to receive pass through funds or does the city exercise its prerogative as an entitlement city and apply directly to the Federal Housing and Urban Development (HUD) office for funding. My recommendation is that at the first opportunity the city apply to HUD for entitlement status. Under this scenario, the city could receive directly from HUD up to 5800,000 per year. Since up to 20 per cent of this funding can be used for administration, the program would be self supporting financially. The city would need to hire staff dedicated to the CDBG program. Entitlement status is not available until at least the 2006 program year. That means that in 2003/4 the city would need to apply to HUD for entitlement status and begin work on its consolidated plan, a plan that will contain: a citizen participation plan; a community profile analyzing demographic trends; a needs assessment outlining housing and community development needs; a five year strategy describing long-term plans; and a one year action plan describing proposed activities in the coming year (2006). The consolidated plan is a document that would best be prepared by a consultant. In the interim, the city should prepare to participate with Spokane County as a pass through city. This can be done by entering into an agreement with Spokane County through an interlocal agreement. Spokane Valley would first become eligible for funds in the 2004 program year. The interlocal agreement should be consummated shortly after incorporation. There is apparently a down side for Spokane County and the incorporated cities in the county if Spokane Valley becomes an entitlement city. Because of Spokane Valley's large population, the County would no longer qualify as an urban county and could lose up to 1.5 million dollars per year with a subsequent loss to the county cities. c • -1414 S P 0 IC A N E ',-t ?a t-nciriw ��-r C O U N T Y HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT KASEY M. KRAMER, DIRECTOR January 22, 2003 RECEIVED Honorable Michael DeVleming JAN 2 3 2003 City of Spokane Valley 11707 East Sprague Avenue `I: • City of Spokane Valley, Washington 99206 Dear Mayor DeVleming: I am writing to invite you and members of the city council to attend the Housing and Community Development Advisory committee meeting on January 30, 2003. The purpose of the public meeting is to deliberate funding recommendations for 2003. On December 13, 2002, the Housing and Community Development Department received 48 Community Development Block Grant (CDBG) applications (a list of applications and funding requests are enclosed); and 2 Affordable Housing development applications requesting HOME Investment Partnership funding. For 2003, the U.S. Department of Housing and Urban Development expects to provide Spokane County • $1,509,000, for eligible activities serving lower-income County residents, outside the City of Spokane. The activities cover Infrastructure, Public Services, Affordable Housing, Public Facilities, Economic Development and Planning. In total, the Department received applications requesting$3.4 million for funding consideration. Annually, members of the Housing and Community Development Advisory Committee collectively contribute over 500 hours toward addressing the needs of the County's most vulnerable residents. The Mayors of the 10 cities-and-towns-located within-Spokane-County,-excluding-the City-of-Spokanerappoint_committee_members. An additional 10 members are appointed by the Board of County Commissioners and,are considered at-large members of the committee. Our public meeting will be held in Room 401 (on the fourth floor), located in the Broadway Centre Building, at 4:00 PM. 'The Broadway Centre Building is located at 721 N. Jefferson. A preliminary agenda for January 301°, will be e-mailed to you and will also provide you with a list of the Housing and Community Development members and their geographical representation; staff; and the committee's scheduled business. Please contact me at 477-7561, or by e-mail at klaamer@spokanecounty.org if you should have any questions, or would like more information on the CDBG and HOME programs and activities. • Sincerely, • KaseDirector Y Community Services and 1-lousing and Community Development Departments • /Enclosure: 1 C 1.::\Documents and Semnes�dptnmmerVLocal Seltzngstlemporary Internet rtlesULnll'L]ty of Valley Louncil Invitation Jan 2003.DOC LJ PHONE:(509)477-2521 BROADWAY CENTRraE Bun.DING TDD:(509)477-2521 ,r Err. FAX:(509)477-2561 72] N.JEFFERSON,SUITE 200,SPOKANE,WASHINGTON 99260-0190 www.spokanecounty.org • • 2003 CDBG APPLICANTS Total Funds Requested by Category #1 PUBLIC SERVICE f Oganiitionf a�fr qaPo "`.Nmel � $ Rueste _c 47 SP sialsta Spokane Co. Medical Society Foundation Healthcare Services $ 208,333.00 Tim Second Harvest Emergency Food Box $ 50,000.00 Tim YWCA ADV Shelter $ 44,320.00 Tim Spokane Mental Health/Elder Svcs Care Cars $ 36,355.00 Tim Lutheran Comm. Svcs/SAFeT Response Ctr Sexual Assualt Center $ 28,706.00 Debbie Nova Services Job Training $ 28,256.00 Tim St. Margaret's Shelter Homeless Services $ 25,000.00 Debbie CORD Life Skills Program $ 25,000.00 Debbie SNAP - Homeless Homeless Services $ 24,905.00 Tim Volunteers of America Crosswalk $ 24,000.00 Tim YWCA HEART Transitional School $ 21,187.00 Debbie Spokane Valley Comm. Ctr. Emergency Services $ 21,574.00 Debbie Volunteers of America Hope House $ 20,000.00 Tim Catholic Charities Sr. Nutrition Site Lunchtime Meal Program $ 19,121.00 Debbie Spokane Valley-Meals on Wheels Senior Meal Site Lunch Program $ 18,900.00 Debbie Spokane Valley Meals on Wheels Home Delivered Meals $ 16,000.00 Debbie Cancer Patient Care Service Delivery Program $ 13,600.00 Debbie New Hope Resource Center Emergency Services $ 12,470.00 Debbie Cheney Outreach Center Emergency Needs $ 12,000.00 Debbie SPOC of Spokane Public Service $ 9,972.00 Debbie Lilac Blind Foundation Life Skills Program $ 7,500.00 Debbie Big Brothers Big Sisters Mentoring Program $. 7,000.00 Tim Medical Lake Comm. Outreach Emergency Needs $ 6,220.00 Debbie _._ _ -�.._.._,.. _.,,., a ...6,..-„ , rT ,r n -T' a �a s .. Total'Funds�Reguested�for„.Public Services.,.,.��xi�.,��,,,;,�;;?� iia w ,3.A. . $ 680,x19 00„+��Oj�: '' #2 HOUSING c a R>. 4rs F�:x`'a 13 itT:'...: xs .....�..:�,•p, Re_ uestedL::.„fI,t',IS ecialist5,; i�a�� __: Organaation, .��,.�,_ a �.x..= ;.� Protect Named ,r1::-17.4,.u,$s ,-9 p SNAP : Essential Housing $ 150,000.00 Tim ToteI Funils'Re'quested fEe Hqusing 'a7reE _, ''k O.siraaireal 150;000 00W « t. #3 INFRASTRUCTURE ..,er t.� a”q- 4 "' 's'as x ?+.'_ d k .S Zial:gt ,; � �w�., �':QFganiiation� . .-_.��-,'-fit y ��,Project;Name _ $°Re`_questede: � p Town of Rockford Water System Improvements $ 510,000.00 Tim Town of Waverly Water System Improvement $ 215,000.00 Tim City of Deer Park Infrastructure Improvement $ 200,000.00 Tim Four Lakes Water Dist. No. 10 Water System Improvements $ 188,256.00 Tim City of Airway Heights Waterline Improvement $ 177,223.00 Tim Town Of Fairfield Water System Improvements $ 155,172.00 Tim City of Cheney Waterline Improvements $. 121,100.00 Debbie Carnhope Irrigation District Infrastructure Improvement- Part 2 $ 119,500.00 Tim E. Spokane Water District#1 Waterline Improvements $ 100,300.00 Tim Orchard Ave Irrigation Dist. #6 Infrastructure-Waterline $ 98,860.00 Debbie Town of Latah Street Improvement $ 91,612.00 Tim Spo. Co. Public Works/Engineering & Roads Infrastructure Improvement $ 38,948.00 Debbie Town of Spangle Water System Improvements $ 35,500.00 Tim Total;Funds Reguestediforilnfrasti-ucture .a=" . " e -4::::*;:, "$82;051;4731 00; .K Page 1 Updated: 1/22/2003 • #4 PUBLIC FACILITIES Organization- L '; -Wat: ProjeerName s s $'Requested j Specialist City of Medical Lake Skate Park - New Construction $ 68,103.00 Tim Mirabeau Pt. Senior Center Senior Center $ 50,000.00 Tim Medical Lake Food Bank Public Facility Purchase $ 42,000.00 Tim City of Medical Lake Coney Island Park Improvements $ 25,000.00 Debbie Peaceful Valley Comm. Ctr. Facilities Improvements $ 10,719.94 Tim TotasRequested}for„P,ublic Facilitiesr.:.4.' Stra. .flifiEr�,'?i�$,. 195,822.94 ;,nfl #5 ECONOMIC DEVELOPMENT aih. _ 6ff 4 -§--- �5.. fo,-,� rriiiiM $» s a nm .i t. Organization�s�y �'�',=��_c„ P[ofect�Name��K r�_"�; ;SRequested0;,�Specalist�,; SNAP- ME Assistance Micro-Enterprises $ 100,000.00 Debbie Pathways to Progress Planning for City of Cheney $ 99,040.00 Tim Northwest Regional Facilitators Micro-Enterprises $ 66,000.00 Debbie l otal Funds_Re_q`uested for Economie`;p_evelopmen't � -__$ 26_5;0:401003a-r €,�` >e, #6 PLANNING r rare r .. ,.F. �� '�Project;N,amerMn . $dRequeste,RSpecialist,,;; Neighborhood Alliance of Spokane Co. Planning $ 30,000.00 Debbie City of Airway Heights Housing Plan $ 22,500.00 Debbie Town of Rockford Main Street Project $ 20,000.00 Debbie T.otal”F.,unds-Regiie`sted•for'Pla'nmri" ' -.Z2,500:00i4'`` `" `� .,n�a:r TOTAL 2003 FUNDS REQUESTED: $ 3,415,252.94 Page 2 Updated: 1/22/2003 • • • Bob Ely revised Jan 25, 2003 SCHEDULE FOR THE CITY OF SPOKANE VALLEY TO FORM A BUILDING DEPARTMENT ORGANIZATION The work to performed under this arrangement will include, but not be limited to: 1. BUILDING DEPARTMENT STAFFING OK Jan. A. Attend meetings with interim City staff as necessary and appropriate for the work to be performed. OK Jan B. Create or review position descriptions for building department personnel, including, but not limited to, Building Official, Inspectors, Plans Examiner, and Permit Technician. Feb C. Assist in the recruitment for selection of staff positions: if needed. 2.. BUILDING DEPARTMENT PROCEDURES AND OPERATION OK Oct. 1. Prioritize tasks to be accomplished. OK Nov. 2 Identify and recommend department space requirements and arrangements. OK Nov. 3. Act as liaison with internal Interim City departments for Building Department operations. 85% Dec. 4. Contact all outside agencies that affect the Building Department operations most contacts (i.e., water department, sewer department,fire and police departments completed solid waste company, Spokane County Building Department, Spokane County fire Marshal,Air Polution District, Health District, etc.). OK Dec. 4a. Contact Washington Association of Building Officials and the Stsate Building Code Council. OK Dec. 5. Provide recommendations on a start-up budget for the building department, if requested or needed. OK Jan. 6. Arrange for contractors to make recommendations to the Building Department for such operations as plans examination, inspections, code interpretation, et al.. OK Dec. 7. Review with the fire department in regards to the enforcing the fire code and work with the local fire department to that end. OK Dec. 8. Determine if the City wants to conduct electrical inspections and State enforcement of the electrical code OR have the State do that. 1 of 2 s-vschcd �+ OK Feb. 9. Prepare for consideration, ordinances adopting all appropriate building, fire, mechanical, plumbing, air quality, swimming pool, fireworks, electrical and other applicable in the State of Washington. 25% Feb 10. Establish locations of work stations for Bldg, Planning, & Public Works in city hall. 80% Feb. 11. Create, coordinate, and submit a Resolution for a Fee Schedule for City departments. OK Jan. 12. Advise and/or prepare department office equipment and supplies list (including official stamps, forms, etc.). OK Feb. 13. Establish permit application check lists. OK Feb. 15. Prepare draft operation budget (list of items and categories to be included without dollar figures). Sent to Bob Noack OK Jan. 16. Identify reference books to be purchased and their source. OK Feb. 17. Procure reference books needed for code enforcement. (ordered) Draft Mar. 18. Recommend and prepare department operating policies and procedures. Draft Mar. 19. Make recommendations and prepare a Filing System. Bob Ely 2 of 2 s-vsctted • City of Spokane`1aQCey 11707 E. Sprague Avenue,Suite 106 . Spokane`valCey, WA 99206 (509)921-1000 City 7faff (509)921-1008 TAX MEMO DATE: January 23, 2003 TO: dLee Walton; Interim City Manager 9' Bob Noack; Interim Finance Director FROM: Dick Warren, Interim Public Works Director RE: Spokane Regional Transportation Council Member Dues See attached letter from SRTC. Council has selected a representative to the SRTC Board and Jim and I will attend the technical committee meetings. This is an important organization that controls all Federal and some State funds. We need to be represented. - • You will see from the SRTC letter that the proposed membership dues are $45,000 per year. I talked to Miles and he agreed that since we only have one representative we would only pay $22,500 per year prorated for 2003 ($16,875). They will send us a bill around April 1st. When the City reaches 100,000 population, the SRTC by-laws permit two representatives on the board and the full dues become effective. The second group we should be part of is the Spokane Regional Traffic Management Center. An annual payment of$20,000 is required but again this will be reduced to $15,000 for 2003. The City representative on this committee would be a staff position, probably the Director of Public Works. This group oversees some signal and traffic issues and helps qualify the City for certain smaller traffic related grants. The City should participate in this program. I request that these payments be authorized now and paid upon invoicing. For future years, the full annual fee should be budgeted from the road fund. End. Attachment sl D.Warren/Spokane Regional Transportation Council 3 s_ sR Spokane Regional Transportation Council 221 W. First Avenue, Suite 310 • Spokane,WA 99201-3613 509/343-6370 FAX: 509/343-6400 January 9, 2003 JAN 1 0 2nna BY: SC- _ Mr. Richard E. Warren Interim Public Works Director City of Spokane Valley 11707 E. Sprague Avenue, Suite 106 Spokane Valley, WA 99206 Subject: Participation with Spokane Regional Transportation Council Dear Mr. Warren: On behalf of the Spokane Regional Transportation Council (SRTC) Board, I want to welcome the new City of Spokane Valley. As we discussed during our visit in December, SRTC is the designated Metropolitan Planning Organization(MPO) for the Spokane area. Being an MPO, we are responsible for a variety of activities that make the Spokane area eligible to receive both Federal and State funding. Those activities include: 1. Development of a 20-year regional transportation plan that fulfills the federal requirements under Title 23 U.S.C. subsection 134 and the Washington State Growth Management Act 2. Development of a Congestion Management System plan to address and monitor the impact of existing and future growth on traffic congestion 3. Development and management of the Federal Transportation Improvement Program, which programs both Federal Highway Administration and Federal Transit Administration funds that are allocated for use in the Spokane area 4. Prioritization and selection of projects for Surface Transportation Program, Congestion Management/Air Quality, Enhancement, and Section 5307 funding, which is approximately 13 million dollars per year 5. Conducting regional transportation related planning studies at the direction of the SRTC Board using in-house expertise in travel demand and air quality modeling programs 6. Ensuring the Spokane area meets the National Ambient Air Quality Standards by evaluating regionally significant transportation improvements for their air quality impacts The SRTC is an agency created through Interlocal Agreement. This Agreement outlines the duties of the SRTC as well as the voting structure of the Board. Currently the SRTC Board '4 City of Spokane Valley January 9, 2003 Page Two is comprised of 9 members, as defined in the Interlocal Agreement. The current Interlocal Agreement does not provide an explicit opportunity for the City of Spokane Valley to be a voting member on the SRTC Board. In recognition of this fact, the Board on December 12, 2002 unanimously approved a proposal that would modify the Board membership and voting structure. This proposal will now be sent to the current signatories of the Interlocal Agreement for ratification. Under the new structure, the City of Spokane Valley would have 1 voting member on the SRTC Board. That position would be available after ratification of the amendments to the Interlocal Agreement and after the newly incorporated City approves their participation in the Interlocal Agreement. Currently, the City of Spokane, Spokane County, and STA each contribute $45,000.00 per year to fund the organization. This is used to provide the agency with local funds in support of the overall transportation-planning program. Recognizing the City of Spokane Valley would be incorporated for three quarters of 2003, the annual dues would be adjusted accordingly. In addition, SRTC in partnership with WSDOT, City of Spokane, Spokane County, and the Spokane Transit Authority, created the Spokane Regional Traffic Management Center (SRTMC), which became operational in July 2002. This Center is charged with the responsibility to deploy and operate an Intelligent Transportation System throughout the metropolitan area. Its purpose is to improve the overall efficiency of the transportation system through incident detection, notification, and remote traffic signal plan changes in response to real time conditions. An operating board comprised of management level transportation professionals appointed by their respective agencies governs the SRTMC. The SRTC is responsible for the fiscal management of the SRTMC and is authorized to collect dues and receive grants in support of the SRTMC duties. Each member of the SRTMC contributes $20,000.00 in order to provide the local resources to operate the Center as well as match Federal-aid projects that continue to expand its capabilities. Similarly, if the City of Spokane Valley would like to be a part of this regionally significant transportation partnership, the annual contribution would be adjusted accordingly for 2003. As you have questions, I am available to meet you or members of the city council to further discuss the functions and activities of either the SRTC or the Traffic Management Center. Sincerely, i Glenn F. Miles Transportation Manager Spokane Regional Transportation Council M1, 221 W. First Avenue,Suite 310 • Spokane,WA 99201-3613 509/343-6370 FAX: 509/343-6400 S :i RECEfVED January 9, 2003 JAN 1 0 7nn.a BY: '5'4.-- Mr. Richard E. Warren Interim Public Works Director City of Spokane Valley 11707 E. Sprague Avenue, Suite 106 Spokane Valley, WA 99206 Subject: Participation with Spokane Regional Transportation Council Dear Mr. Warren: On behalf of the Spokane Regional Transportation Council (SRTC) Board, I want to welcome the new City of Spokane Valley. As we discussed during our visit in December, SRTC is the designated Metropolitan Planning Organization (MPO) for the Spokane area. Being an MPO, we are responsible for a variety of activities that make the Spokane area eligible to receive both Federal and State funding. Those activities include: 1. Development of a 20-year regional transportation plan that fulfills the federal requirements under Title 23 U.S.C. subsection 134 and the Washington State Growth Management Act 2. Development of a Congestion Management System plan to address and monitor the impact of existing and future growth on traffic congestion 3. Development and management of the Federal Transportation Improvement Program, which programs both Federal Highway Administration and Federal Transit Administration funds that are allocated for use in the Spokane area 4. Prioritization and selection of projects for Surface Transportation Program, Congestion Management/Air Quality, Enhancement, and Section 5307 funding, which is approximately 13 million dollars per year 5. Conducting regional transportation related planning studies at the direction of the SRTC Board using in-house expertise in travel demand and air quality modeling programs 6. Ensuring the Spokane area meets the National Ambient Air Quality Standards by evaluating regionally significant transportation improvements for their air quality impacts The SRTC is an agency created through Interlocal Agreement. This Agreement outlines the duties of the SRTC as well as the voting structure of the Board. Currently the SRTC Board City of Spokane Valley January 9, 2003 Page Two is comprised of 9 members, as defined in the Interlocal Agreement. The current Interlocal Agreement does not provide an explicit opportunity for the City of Spokane Valley to be a voting member on the SRTC Board. In recognition of this fact, the Board on December 12, 2002 unanimously approved a proposal that would modify the Board membership and voting structure. This proposal will now be sent to the current signatories of the Interlocal Agreement for ratification. Under the new structure, the City of Spokane Valley would have 1 voting member on the SRTC Board. That position would be available after ratification of the amendments to the Interlocal Agreement and after the newly incorporated City approves their participation in the Interlocal Agreement. Currently, the City of Spokane, Spokane County, and STA each contribute $45,000.00 per year to fund the organization. This is used to provide the agency with local funds in support of the overall transportation-planning program. Recognizing the City of Spokane Valley would be incorporated for three quarters of 2003, the annual dues would be adjusted accordingly. In addition, SRTC in partnership with WSDOT, City of Spokane, Spokane County, and the Spokane Transit Authority, created the Spokane Regional Traffic Management Center (SRTMC), which became operational in July 2002. This Center is charged with the responsibility to deploy and operate an Intelligent Transportation System throughout the metropolitan area. Its purpose is to improve the overall efficiency of the transportation system through incident detection, notification, and remote traffic signal plan changes in response to real time conditions. An operating board comprised of management level transportation professionals appointed by their respective agencies governs the SRTMC. The SRTC is responsible for the fiscal management of the SRTMC and is authorized to collect dues and receive grants in support of the SRTMC duties. Each member of the SRTMC contributes $20,000.00 in order to provide the local resources to operate the Center as well as match Federal-aid projects that continue to expand its capabilities. Similarly, if the City of Spokane Valley would like to be a part of this regionally significant transportation partnership, the annual contribution would be adjusted accordingly for 2003. As you have questions, I am available to meet you or members of the city council to further discuss the functions and activities of either the SRTC or the Traffic Management Center. Sincerely, c ��'� " c Glenn F. Miles Transportation Manager Spokane Regional 509/343-6370 FAXTransport:ation Council509/343-6400 221 W. First Avenue,Suite 310 • Spokane,WA 99201-3613 _ TC RECEIV],151 January 9, 2003 JAN 1 0 inn3 BY:J L Mr. Richard E. Warren Interim Public Works Director City of Spokane Valley 11707 E. Sprague Avenue, Suite 106 Spokane Valley, WA 99206 - Subject: Participation with Spokane Regional Transportation Council Dear Mr. Warren: On behalf of the Spokane Regional Transportation Council (SRTC) Board, I want to welcome the new City of Spokane Valley. As we discussed during our visit in December, SRTC is the designated Metropolitan Planning Organization (MPO) for the Spokane area. Being an MPO, we are responsible for a variety of activities that make the Spokane area eligible to receive both Federal and State funding. Those'activities include: 1. Development of a 20-year regional transportation plan that fulfills the federal requirements under Title 23 U.S.C. subsection 134 and the Washington State Growth Management Act 2. Development of a Congestion Management System plan to address and monitor the impact of existing and future growth on traffic congestion 3. Development and management of the Federal Transportation Improvement Program, which programs both Federal Highway Administration and Federal Transit Administration funds that are allocated for use in the Spokane area 4. Prioritization and selection of projects for Surface Transportation Program, Congestion Management/Air Quality, Enhancement, and Section 5307 funding, which is approximately 13 million dollars per year 5. Conducting regional transportation related planning studies at the direction of the SRTC Board using in-house expertise in travel demand and air quality modeling programs 6. Ensuring the Spokane area meets the National Ambient Air Quality Standards by evaluating regionally significant transportation improvements for their air quality impacts The SRTC is an agency created through Interlocal Agreement. This Agreement outlines the duties of the SRTC as well as the voting structure of the Board. Currently the SRTC Board City of Spokane Valley January 9, 2003 Page Two is comprised of 9 members, as defined in the Interlocal Agreement. The current Interlocal Agreement does not provide an explicit opportunity for the City of Spokane Valley to be a voting member on the SRTC Board. In recognition of this fact, the Board on December 12, 2002 unanimously approved a proposal that would modify the Board membership and voting structure. This proposal will now be sent to the current signatories of the Interlocal Agreement for ratification. Under the new structure, the City of Spokane Valley would have 1 voting member on the SRTC Board. That position would be available after ratification of the amendments to the Interlocal Agreement and after the newly incorporated City approves their participation in the Interlocal Agreement. Currently, the City of Spokane, Spokane County, and STA each contribute $45,000.00 per year to fund the organization. This is used to provide the agency with local funds in support of the overall transportation-planning program. Recognizing the City of Spokane Valley would be incorporated for three quarters of 2003, the annual dues would be adjusted accordingly. In addition, SRTC in partnership with WSDOT, City of Spokane, Spokane County, and the Spokane Transit Authority, created the Spokane Regional Traffic Management Center (SRTMC), which became operational in July 2002. This Center is charged with the responsibility to deploy and operate an Intelligent Transportation System throughout the metropolitan area. Its purpose is to improve the overall efficiency of the transportation system through incident detection, notification, and remote traffic signal plan changes in response to real time conditions. An operating board comprised of management level transportation professionals appointed by their respective agencies governs the SRTMC. The SRTC is responsible for the fiscal management of the SRTMC and is authorized to collect dues and receive grants in support of the SRTMC duties. Each member of the SRTMC contributes $20,000.00 in order to provide the local resources to operate the Center as well as match Federal-aid projects that continue to expand its capabilities. Similarly, if the City of Spokane Valley would like to be a part of this regionally significant transportation partnership, the annual contribution would be adjusted accordingly for 2003. As you have questions, I am available to meet you or members of the city council to further discuss the functions and activities of either the SRTC or the Traffic Management Center. Sincerely, Glenn F. Miles Transportation Manager LUKINS & ANNIS , P. S . ATTORNEYS AT LAW JAN 2 8 2803 1600 WASHINGTON TRUST FINANCIAL CPNIER•717 W SPRAGUE AVE. •SPOKANE,WA 99201-04 Y PHONE(509)455-9555 • FAx(509)747-2323 January 27, 2003 Mr. Lee Walton, City Manager City of Spokane Valley 11707 East Sprague, No. 106 Spokane, WA 99216 Re: Industrial Development Corporation of Spokane County, Washington Dear Lee: It was a pleasure talking to you Friday. Enclosed is a memorandum describing private activity bonds. In addition, the following is additional information regarding the Industrial Development Corporation of Spokane County: 1. The full name of the organization is the "Industrial Development Corporation of Spokane County" (the "IDC"). 2. Its purpose and mission are to authorize private activity bonds in order to finance private facilities on a tax-exempt basis and thereby encourage private development. 3. The meetings of the board are called and held on an "as needed basis." A list of the current directors is enclosed with this letter. 4. The only staff member is Debbi Yates of Lukins & Annis, P.S., who serves without compensation; office space is also provided by Lukins & Annis without compensation; and Lukins & Annis serves as general counsel. 5. The Board of County Commissioners of Spokane County, by Resolution No. 82- 0160, adopted on February 23, 1982, authorized and provided for the establishment, organization and operation of the IDC. Copies of the Charter, Bylaws and various resolutions are enclosed for your information, as well as other additional information regarding private activity bonds. h SPOKANE • COEUR D'ALENE • MOSES LAKE Mr. Lee Walton January 27, 2003 Page 2 Please contact me or Debbi Yates if you need any further information or have any questions. Very truly yours, LUKINS & ANNIS, P.S. /2"") Roy J. Koegen RJK:djy Enclosures J:\MUNICIPAL\RJK MISCELLANEOUS\LDJY086-RJK-CFR TO L WALTON OF SPO VALLEY.DOC LUKINS & ANNIS , P. S . ATTORNEYS AT LAW 1600 WASHINGTON TRUST FINANCIAL CENTER•717 W SPRAGUE AVE. •SPOKANE,WA 99201-0466 PHONE(509)455-9555 • FAx(509)747-2323 MEMORANDUM TO: Lee Walton FROM: Roy J. Koegen DATE: January 27, 2003 RE: Private Activity Bonds Industrial development bonds, now known as Private Activity Bonds ("PABs"), bear tax-exempt interest rates for the benefit of private companies and are available for a limited type of project. The following discussion addresses the nature of such financings as well as qualifications, issuance procedures, and restrictions on bond expenditures. NATURE OF PAB FINANCING PABs are generally issued by a municipality or public corporation created under state law (the "Issuer"), and the proceeds of the bonds are used for the benefit of a private company (the "Company") to finance a qualifying project. Bond proceeds are commonly loaned to the private user, but may also be used to acquire property for lease to the private party. The user's loan or lease payments exactly mirror the payment terms on the bonds and, together with any credit enhancement supplied by the user (such as letters of credit), provide the sole source of repayment on the bonds. Since the public corporations are considered to be instrumentalities of the state, interest on their bonds qualifies for tax-exempt status under the Internal Revenue Code of 1986, as amended (the "Code"), and the private user gets the benefit of the lower interest rates on tax-exempt bonds. QUALIFYING PROJECTS Under current tax law, a limited type of project is eligible for tax-exempt financing. In August of 1993, Congress provided a permanent extension of the "small issue" tax-exemption for manufacturing facilities. (The "small issue" exemption is available for the entire cost of qualifying projects up to $10 million and carries various restrictions which favor its use by smaller entities.) Manufacturing for purposes of this exemption is defined as "the production of tangible personal property (including . . . processing resulting in a change in the condition of such property)." SPOKANE • COEUR D'ALENE • MOSES LAKE ISSUANCE PROCEDURES Since the bonds are issued by a public entity, both state and federal law require that certain public approvals be obtained. Following is a representative list of the more significant approvals: "Official Intent" Resolution. This is the point at which the Issuer makes a preliminary determination of its willingness to issue the bonds. This is an extremely important event since costs paid more than 60 days prior to the date of the official intent resolution generally do not qualify for PAB financing. This Resolution does not force commitment on either party to continue with the project. It merely satisfies Treasury regulations for reimbursement of expenditures. Financing. It is the responsibility of the Company to deal directly with their bank to obtain financing for the project. Transactions are typically structured and treated as a loan but priced as a tax-exempt bond with a term of up to 20 years. Volume Cap Allocation. Federal tax law places a limit on the dollar amount of PABs which may be issued within each state each calendar year. It will be necessary to apply for and receive a portion of the state's total volume cap allocation for tax-exempt bonds. Public Hearing. A public hearing must be held to afford members of the public an opportunity to comment on the project. In this instance, the hearing will be conducted by The Industrial Development Corporation of Spokane County and must be preceded by adequate public notice. In addition, all meetings of the public bodies which participate in the bond issuance process must be open to the public in compliance with state open public meeting laws. Planning Jurisdiction Approval. The project must be approved by the planning jurisdiction(s) in which it is to be located to assure compliance with zoning and comprehensive planning requirements. • Bond Counsel Approval. The financing cannot close unless the bonds are accompanied by an opinion of nationally recognized bond counsel confirming the tax-exempt nature of interest on the bonds. All aspects of the transaction must be approved by that firm and all fees and expenses of bond counsel are borne by the Company. RESTRICTIONS ON BOND EXPENDITURES The Code imposes certain restrictions on how bond proceeds may be spent. For example, the proceeds must generally be expended within three years, no more than 25% of the proceeds can be used to acquire land, and the proceeds must generally be spent on new construction and equipment. If existing facilities or equipment are acquired, they are subject to substantial rehabilitation requirements. In addition, the Code requires that at least 95% of the bond proceeds be spent for capital expenditures (such as buildings and equipment), so you should not expect to finance any working capital with tax- -2- exempt bonds. Finally, not more than 2% of the bond proceeds may be utilized to defray issuance expenses. GENERAL INFORMATION The Issuer is The Industrial Development Corporation of Spokane County. Lukins & Annis, P.S., serves as bond counsel to this corporation and we would be pleased to answer any further questions you may have. -3- Directors of the Industrial Development Corporation of Spokane County,Washington (Updated 1/27/03) Name & Mailing Address Representing Phone No(s). E-mail Address Term Expires Vacant Spokane (City) Rob Higgins, President Spokane (City) 625-6255 (work) Rhiggins@spokanecity.org 12/31/04 City Council of the City of Spokane 625-6059 (fax) 808 W. Spokane Falk Blvd. Spokane, WA 99201 Dee Cragun Deer Park 276-8802 (work) Debcragun@aol.com 12/31/04 316 E. Crawford 276-2142 (fax) P.O. Box F Deer Park, WA 99006-0228 Marshall R. Farnell (Treasurer) Spokane County 477-2600(work) Mfarnell(ruspokanecountv.ore 12/31/05 Director of Administrative Services 477-2257 (fax) Spokane County 1116 W. Broadway Spokane, WA 99260-0100 John Roskelley,Commissioner Spokane County 477-2265 (work) Jroskellev@spokanecounty.org 12/31/04 Spokane County Commissioner's Office 477-2274 (fax) 1116 W. Broadway Spokane, WA 99260-0100 Vacant Cheney Edward D. McIntire(Secretary) Spangle 359-6498 (EWU) Emcintire@ewu.edu (work) 12/31/05 S. 24907 Rupp Rd. 359-6404 (fax) edmaccone@msn.com (home) Cheney, WA 99004 Dan Mork(President) Millwood 482-1743 (work) Dan-mork(hollister-stier.com 12/31/04 3309 N. Davis 489-3536 (fax) Spokane, WA 99206 922-0155 (home) D. C. "Terry" Harland (V.P.) Medical Lake 299-4724 (work) Dchancey@worldnet.att.nct 12/31/05 470 S. Lake Drive 299-3979 (fax) P.O. Box 1510 Medical Lake, WA 99022 \r/OKANEI\VOL2\MUNICIPAL SPOKANE COON"!YUNDUSTRIAL DEVELOPMENT CORPORATION\LIST OF DIRECTORS.DOC IR7/03 -I- To: Staff& Mayor From: City Manager Re: . Schedule for Council meetings LOOKING AHEAD - DRAFT as of Jan. 28, 2003, 4:00 P.M. February 4th Study Session a. Presentation by Public Facilities District (20 minutes) b. Presentation by WSDOT (15 minutes) c. Presentation by TIB ( 15 minute) d. Presentation by Cable TV Transition Committee (10 minutes) e. Review Building codes and policies (Bob Ely) (20 minutes) f. Review proposal for Business registration (Lee) (15 minutes) g. Review draft ordinance for Planning Commission (Jim) (10 minutes) February 6th Study Session (Thursday) - a. Review Council procedures (including meeting schedule) February 11th REGULAR MEETING . a. Adopt Financial Procedures policy b. Adopt Purchasing Procedures policy c. Adopt Interim Budget—Jan 1 —March 31 d. Adopt Adult Entertainment Ordinance • e. Adopt Resolution expressing intent relating to fire service f Confirm appointment of Hotel/Motel Tax Advisory Committee g- February 13th Study Session (Thursday) a. Presentation by Animal Control Transition Committee (10 minutes) • b. Presentation by Spokane County Re: Animal Services (15 minutes) c. Presentation by Park and Rec. Transition Committee (10 minute) d. Presentation by Spokane County Re: Park and Rec. services (15 minutes) e. Review of Park and Rec. Alternative (Bill Hutsinpiller) (15 minutes) f. Review Prosecutor Agreement (10 minutes) g. Review Public Defender agreement(10 minutes) h. Review personnel system (Don) (30 minutes) February 14th Council Workshop (noon to 6:00 p.m. February 18th Study Session a. Review contract with Spokane County for Law Enforcement services (20 minutes) b. Review contract with Spokane County for Jail services (10 minutes) c. Presentation by Judge Peterson re: Municipal Court services (10 minutes) d. Presentation by Solid Waste Transition Committee (10 minutes) Revised 01-28-03,4 pm 1 • March 11th REGULAR MEETING a. Adopt Spokane County Comp Plan as amended by reference b. Adopt Spokane County Zoning ordinance as amended by reference c. Adopt uniform building code as amended d. Adopt mechanical code • e. Adopt Fire Code f. Adopt plumbing code g. Adopt energy code h. Adopt unsafe buildings ordinance i. Adopt permit issuance (ordinance/policy) j. Adopt Fireworks ordinance k. Confirm appointment of Planning Commission 1. Executive Session: Review City Manager applications (one hour) March 18th Study Session a. Review agreement with Spokane County for r Planning and Building Services b. Review Solid Waste agreement March 21st Interviews (Friday) City Manager final interviews • • • • • Revised 01-28-03,4 pm 3 01/24/03 15:46 FAX 509 532 4980 Spokane Home Builders e eP/ gaol CJC- . YY)• • Q Cg lL Jim K,wt. BUIILDERS ASSOCIATION REALTOR® Facsimile Cover Sheet To: Mayor Devleming Company: City of Spokane Valley Phone: 921-1000 Fax: 921-1008 From: Gus Koedding-Government Affairs Assistant Company: Spokane Home Builders Association Phone: (509) 532-4990 Fax: (509) 532-4980 Date: January 24, 2003 Pages (Including this 2 cover page): Message: Mayor Devleming, Here is a list of questions from members of our Government Affairs Department. We understand that there are quite a few questions that may not have viable solutions yet but we would like to be able to anticipate what the City of Spokane Valley is planning. We really appreciate your coming down to the office to meet with us. Will you be taking over the Division of Stormwater? What specific role do you see us filling during the construction of your local government? How will incorporation impact new development and access to infrastructure? Would you support the creation of a Business Development Team or Ombudsman department to move businesses through the processes at City Hall? What is the best means for us to communicate with you and the council? Si 01/24/03 15:46 FAX 509 532 4980 Spokane Home Builders 0 002 OME BUILDERS ASSOCIATION REALTOR® Would you support the creation of a professional Development advisory Task force with participation from department heads to discuss and provide input on land use/development issues? What can we do for you and your council during the city building process? Would you be willing to meet with our organization on a regular basis such as a standing monthly meeting, to keep the lines of communication open? What is your take on concerns about the aquifer and instituting a moratorium on development pending an extensive study? How is the need for a regional waste treatment facility being addressed by the valley? What is your position on the Valley couplet, a Valley name change and billboards? What is your perspective on implementation of utility taxes as a revenue-generating source against both residential and commercial properties? What are you going to do with downzoning due to the County Comprehensive Plan along Sprague Avenue and the Industrial'Park? Will you be taking charge of the destiny of land use in the Valley and return to the old zoning? Thank you for coming out to share your vision with us! MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Walkable Community Workshop DATE: January 27, 2003 The Spokane Regional Transportation Council (SRTC) has been awarded a grant from the National Center for Bicycling and Walking to conduct a series of Walkable Community Workshops this spring. The SRTC is offering to hold one of these workshops in Spokane Valley, possibly on April 10`h. If Spokane Valley participates in this program the work of setting up the workshop will be the responsibility of the city staff. There will be considerable preparation involved in coordinating the workshop program and carrying it out successfully. My recommendation is that the city participate in this program. By April 10`h the city will be up and running and will have adequate facilities to accommodate workshop participants. There will a lot of work involved at the local level to pull this off. Attached is a checklist that outlines the things that will need to be done to have a successful workshop. I suggest that Community Development be the lead in this program. K WALKABLE COMMUNITIES WORKSHOPS CHECKLIST FOR LOCAL COORDINATORS Meeting Room 1. Located in or very close to the area that you want to examine in the walking audit 2. Reserve for a four-hour workshop, with access for setup one hour in advance 3. Flexible seating: movable chairs, tables to seat 6-8 4. Able to accommodate the maximum number you expect to attract 5. Room can be completely darkened (for slide presentation)—no skylights, security lights, etc. 6. Walls okay for taping up materials (maps, sheets from easel pads) 7. Room provided free of charge by a local organization 8. Handicapped accessible Outreach 1. Generate enthusiasm! This is an opportunity to bring some positive, specific ideas to the community. 2. Invite people 20-30 min. before the start hour of your workshop. This allows for sign-in and encourages on-time start. 3. Direct, personal contact is important to get key people to attend. Some ideas are listed below of the types of people who could actually implement change: a) Local elected officials b) Township/city manager or planner c) Local Planning Commission members d) Municipal engineer e)—local police --- —— f) School Board members and/or Superintendent g) Local transit authority h) Chamber of Commerce or other business leaders i) WSDOT District representative • j) Leaders of neighborhoods, PTA, churches, service organizations, or other interested citizen groups k) A local developer 1) Health professionals m) Citizen activists 4. Additional Notice a. Best done through networking or newsletters of local groups b. No formal invitations, as this is not an exclusive meeting • Equipment needed—Please notify SRTC in advance: which will you provide? Which does SRTC need to bring in? 1. Projection equipment: Find out in advance from the SRTC what equipment they will bring, what they will need. Then you can determine which of their needs can be met by local sponsors and what SRTC must bring. 2. Sufficient extension cords for all the above, and three-prong adapters if necessary 3. Two easels with pads (flip charts) and wide, felt-tip markers 4. A wheelchair, which may be used by a disabled or non-disabled participant Maps 1. Please provide to SRTC the meeting location and the exact area proposed for the walking audit by February 28t. 2. SRTC will provide a large-scale map (1"=200' preferred) of the immediate study area— one copy of the map for each table of 6-8 people. Participants will mark on these maps as they develop ideas after their walking audit of the area. Refreshments 1. Can a local sponsor provide refreshments? 2. Consider the time of day in selecting the offerings. 3. Think healthy: options should include water, perhaps juice, fruit, cheese, veggies (as well as the usual coffee, rolls, soft drinks, or cookies). 4. A meal is definitely not expected. 5. Depending on the time of day, you may want refreshments available as people arrive(start coffee early) and/or part way through (when they return from walking audit). Presentation by a local leader 1. One person from the local community should plan to make a brief(5-10 minute) presentation at the workshop about the community, with emphasis on the particular study area that is being examined by the workshop. 2. You can show a few slides if you want, illustrating the pedestrian/bicycle environment. What makes this area attractive? What are its walkability • problems? Recording and reporting • I. There will be no report produced by the consultants at the end of the workshop. • The object is to introduce new ideas and open the eyes of participants to some options. 2. Implementation is in the hands of the local community. SRTC will provide a brief synopsis of ideas and outcomes of each of the eight workshops. These will be compiled into a final brief report which will be presented to the SRTC Citizens' Advisory Committee on Transportation, the Technical Transportation committee and the SRTC Board. It will be posted on the SRTC web site, www.srtc.org, and hard copies will be available for a small fee. 3. Can you provide a person from your community to make a 5-10 minute report to SRTC's regional Bicycle and Pedestrian Advisory Committee (BPAC)? This committee has scheduled a meeting on May 21, at 10 am in SRTC's building (the Intermodal Center) in downtown Spokane. They would like to hear a report on each workshop. The eight workshops will vary and we want to learn something from each situation. Your reporter should know about this responsibility before the day of the workshop, so as to make a few notes and think about some of the special aspects of the workshop. This report should not cover the consultant's presentation, but should reflect the community's reaction and possible steps for change. MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org spokanevalley.org TO: City Council FROM: Lee Walton DATE: Jan 29,03 SUB: Business Registration Most cities in Washington State impose a business license or B&O tax on all business and professional establishments located in those cities. This Council has made it very clear that such a tax will NOT be considered in Spokane Valley. However I would propose that the Council consider authorizing a Business Registration requirement including a very nominal fee (perhaps $10 to $20) only sufficient to cover the cost of maintaining the registration index. The reasons and justification for registration is as follows; 1. Public Safety: • Fire Department: It is important that the Fire Department become aware of the characteristics of each business, including the types of materials (chemicals etc.) that are stored so that they can be properly prepared to respond to emergency calls for service. • Police: Having access to a business index can be very helpful to police when conducting various types of investigations. Being notified when certain categories of businesses, such as temporary or itinerant, are operating in the City can provide advance notice of potential problems. 2. Land Use: One of the most common problems encountered by Planning and Building Departments is the opening of a "non-conforming" business or building alterations that violate zoning or building code requirements. This frequently results in considerable expense to the prospective business as well as "hard feelings". These problems can easily be avoided if new businesses are required to "register" giving the Departments an opportunity to confirm that the business conforms to zoning and can be advised with respect to building requirement or other special (State and Federal) regulations that might apply to that particular type of business. 3. Public Information This index provides a source of information if residents need to confirm the existence (not necessarily the legitimacy) of a particular business. Of course all information other than the name • and location would be confidential. f.. 4. Sales Tax Verification Lastly, this registration would allow us to insure that every business in Spokane Valley is properly coded to insure that sales taxes collected by businesses are being properly credited to the City. Again, I emphasize that the purpose of such registration is not for revenue but for public safety and to allow us to provide better service to the business community. If Council agrees, I would suggest that I be authorized to present this proposal to the Chamber of Commerce, The Small Business Assoc and Property Owners Assoc for comment and hopefully their support. Page 1 of 1 Ruth Muller From: Katherine Washington [katherinew@awcnet.org] Sent: Tuesday, January 28, 2003 3:31 PM To: Fax Broadcast Group Cc: lindaa@cted.wa.gov Subject: Apply for the Excellence in Downtown Revitalization Award For questions regarding this message, please contact Linda Alongi at: lindaa@cted.wa.gov To: Mayors, City Managers and City Clerks Apply for the Excellence in Downtown Revitalization Award The Washington State Department of Community, Trade and Economic Development is accepting nominations for the annual "Excellence in Downtown Revitalization Awards". Award categories include Outstanding Public Partner, Outstanding Achievement in Promotion, Outstanding Design Project, Business Success Story, Best Economic Restructuring Story and Outstanding Special Project. To be eligible, all projects and activities must have taken place or have been completed between January 1, 2002 and March 1, 2003. Nominations are open to all communities participating in the Downtown Revitalization Program's Tier System Network. If your community is not currently a member of the Tier System, or if you're not sure, please contact Susan Kempf with the Downtown Revitalization Program at 360-725-4056. Application materials are available on-line at www.oted.wa.gov/ed/cea/downtown The deadline for submitting applications is Monday, March 3, 2003. Awards will be presented May 7-9, 2003, during the Seventeenth Annual Downtown Revitalization Training Institute in Chelan, Washington. 141 1/28/2003 - • Pain and Patience with • Citizen Participation • • One of the reasons for the articulated expressionless- nized" for his service, he maintains a stoic look of ness of many managers is the thousands of citizen par- concern and interest, with occasional flashes of an- ticipation hours they have logged over the years. Urban guish and pain. This is important because citizens do democracy is built upon public hearings and other par- not expect their manager to cry, laugh, or show other human emotions. ticipation arrangements designed to give citizens op- Even when these meetings go well, they take their portunities to communicate with (or "get at") the man- toll. Most managers develop a callous bottom and an ager. • iron stomach. In the end, endurance, courage, and luck . While being berated, vilified, and otherwise "recog- are the keys to success in citizen participation. • • • CI}ECKING THE CITIZEN PARTICIPATION WRTERS • • • (1K -N. • CAW 118@ Lt FE GUARD ,C ��•�` Nilllllltt 1 rrnu«� ar • Hi • MANA6£R LEAVING cm-EN U4EETING ON Dec- • LEASHING . OR9\NRNCE N • r I', \--#- . 1 • . lir I \\ i . / ‘t< - - , • Ike ij THE crrzEN ?ARTICIPATION CITIZENS MAKING A POINT MESSAGE • • TO ME MANAGER . • a .--- . r 1 Th- ni t . ' TO: Council FR: Lee Walton SUB: Police Car Decorations At the Tuesday Study Session I would like to get you thinking on colors for the City Paddy Wagons. The Department will be ordering 20 or so new cars very soon so this is our chance to designate a color and have them ready for March 31. I understand that you do not want basic white because that's the Spokane City color. The Sheriff uses a basic deep green with some white trim. I suggest a overall light blue with a white or orange stripe. A "City of Spokane Valley" decal would be glued on the side along with a City logo, when we finally get one. "Spokane County Sheriff' would also be placed somewhere, probably on the back fender. I have a color chart in my office showing what colors are available for a Crown Victoria unit with the police package. I also have pictures from a couple of other cities. So, please feel free to come in and "express yourself'. If there is no clear preference among the Council I would ask that you let Cal and I work it out. , p , f Lee Walton To: 'Ben Sure' f 1.%1Subject: RE: Name ^� Actually, Mr. Sure, citizens who voted FOR incorporation DID vote for the name "Spokane Valley" because that was the name provided in the incorporation petition and was listed on the ballot. Of course the name could be changed with a another election but the Council feels that they need concentrate now on getting the new City organized to provide better services to the public. Also, a large majority of citizens who have spoken to the Council have supported keeping the present name and objected to the cost of another election. Nevertheless, if enough citizens show interest by signing a petition for election the Council will certainly respond accordingly. Thanks for taking the time to express an opinion. Lee Walton ( Original Message From: Ben Sure [mailto:normals@webtv.net] Sent: Thursday, January 30, 2003 1:51 PM t To: lwalton@spokanevalley.org L '�' b t �£ Subject: Name Well I must say, I am very disappointed in the new councils choice of name for our New City. This was suppose to be a birth of a new city with Opportunties and not be associated with City of Spokane. This so call name Spokane Valley says nothing, We need a name that will stand out. When you speak of Spokane Valley you get the feeling we are still associated with and part of Spokane Business will relate to Spokane as the city with seriouse problems, money, government, and bad streets. I do not have the feeling that we have accomplished nothing when you call of Spokane Valley I do have a question, all of you that were elected did not have any experience per say in government. Why do you feel you need wages when the rest of us are struggling to keep our head above taxes, no jobs. I do not have a very good feeling about what is going on . God help us again, GET RID OF THE NAME OF SPOKANE VALLEY it has no seperate association other then it is associated with City of Spokane. I did not vote to be. a city to be called SPOKANE VALLEY tHANKS FOR NOTHING bEN ci 1 Schools That May Become Available Central Valley • Met with Wally Stanley (Superintendent), as well as Associate Supers from Middle and High Schools, and Dave Jackman (Auxiliary Services) on 1-28-03 • Keystone Elementary will be turned into an early childhood center—may be some possibility for sharing facility for preschool programs/classes • University High School will be used for approximately 4 years to house students while other schools are under construction—after that time, it may be considered for purchase or sharing for recreation programs (and possible maintenance center due to wood and metal shop facilities) • Other schools that MAY be available (not used by school district) in the foreseeable future include: North Pines Middle School, Blake Elementary, and Barker Elementary s .11 MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org spokanevalley.org TO: Council • FR: Lee Walton SUB Newsletter for Feb 4: Board of Appeals In realm of minor matters, the Uniform Building requires that an Appeals Board be appointed to hear any arguments that a contactor might have with the Department's interruption of Uniform Code requirements. In thirty some years I think I have received two, maybe three such appeals so an appointment is more an honor than a responsibility. In any case, if I or Mayor Mike could receive suggestions we will put together a resolution making the appointments. Note the nominees should represent the building business, such as Architects, contractors, structural Engineers etc. Revenues Bob has been trying to preview revenues for the 2003 with a side glance at 2004. It's been difficult to get firm figures but part of the picture is beginning to emerge. Unfortunately, it will probably be late April (when the first quarter sales tax report is due) before we get real comfortable with sales tax projections which are the big unknown. Also, even and estimate for the 2004 Assessed valuation won't be available until July and the official number in November. The incorporation study used a figure of 4.4 Billion but based on current information that figure is very suspect. As you know, the current County Road Tax is based on $1,84 per$1000 of AV. We will receive that amount (presumably about $6.2 mil) for 9 months of 2003 but no city property tax for that period. This Road tax is limited to road related expenses although we can borrow from that fund for general purposes as needed. For 2004, I assume we will impose the allowed $1.60 City levy (plus the $0.50) for Library). This means that SV property tax payers will be contributing about$1+ million less to City coffers in 04 than they would have if not incorporated. The question of course, is whether that loss of a million is important to the overall picture or should we attempt to replace some part of it. (For the sewer paving supplement, for example) If necessary, this or a future Council could consider imposing a utility tax sufficient to balance out the reduction in property taxes without violating the goal of no additional taxes. We estimate that revenue from the gambling tax will be less than half of what was projected in the incorporation report. (-$400,000) This results from a combination of the tax cut along with a considerable shrinkage in their business via the Indian Casino. However, an increase in the tax on pull tabs etc might make up some of the loss. 1 Animal control fines and fees is still an unresolved issue. We hope there will be some agreement on increasing the fine structure to substantially up the percentage of licensed dogs. As it is, licensed owners and residents are paying a heavy subsidy for unlicensed dogs. Also, I suspect that revenue from the proposed admission tax may well be less than anticipated but we don't have good figures on that yet. Don't drive faster than your angel can Dv! Grant Alert Attached is a copy of the AWC grant alert flyer. There is nothing in the current edition that applies to us but it gives you and idea of how we monitor the grant"market". When we get a hit on an applicable program we must be ready to act with act quickly since time is often short. My practice will be to initiate an application if I think it is appropriate for the City and then ask Council approval. Council can always cancel if it doesn't agree with my evaluation. If you find something interesting from another source, don't hesitate to let me, or the appropriate Dept head know so it can be checked out. County Property If interested, we have posted a map of all County owned property on the wall outside of Noack's office along with a print out index. It's a bit hard to follow because they use parcel numbers as reference. There is another map of park properties in Bill Hutsinpiller's office. Garbage Collection It's not an issue now but when the Waste Management goes to the State again for a rate increase, next year you might consider negotiating with them ahead of time on a mutually beneficial proposal that would represent a win-win for the Company and your constituents. This proposal would be a lower rate (or avoidance of another increase) in exchange for mandatory service. Our pick up rates are currently one of the highest and the most likely cause is the low percentage of SV residents who participate voluntarily. Not only does this result in higher rates but I suspect that we also have a litter and illegal dumping problem at variously locations in SV. Referring to the attached letter from M RSC, you will note that even in 1992 most cities had mandatory garbage service. This requirement applies in most Eastern Washington cities including Spokane, Cheney, Deer park, Medical Lake, Pasco, Richland, Walla Walla, Wenatchee and Yakima. The almost constant supply of pastries (usually supplied by Schimmels) in the coffee room reminds me of the old adage that the real test of character is an ability to overcome ones willpower. 2 Land Use Summary Attached is a treatise on land use prepared by Stan S and Carry K. Along with the attached materials supplied by Jim H, it's a good primer and preparation for the upcoming hearings on adopting the County Comp Plan and Interim Zoning Ordinance. Public Hearings On the subject of land use, I have tentatively scheduled public hearings on the Interim Comp Plan and Interim Zoning Ord for March 11 th. I may be wrong but I suspect we could be entertaining a fairly large crowd of citizens, builders and developers. It would be embarrassing to get caught short so we are making arrangement for another meeting venue that night. I have checked out both the Senior Center and Community Center and believe the latter is the preferred choice if we bring in a decent sound system. So, unless I hear to the contrary we will try to pin that location down. Planning Commission Applications Although you haven't officially adopted the Planning Commission Ordinance yet we have released the applications and mailing them to persons who call in. Feel free to pass on names and addresses to Sue or pick up applications to distribute yourself. SPFD I realize that the Council is becoming increasingly involved (perhaps lobbied is a better word) in the SPFD issue which seems to be becoming more contentious. I certainly can't offer any recommendations because I am not following it that closely but can offer the attached observations to think about. Joint Meeting Schedule I had an inquiry from the Chief Commissioner asking us to suggest some suitable dates for the next joint meeting. Also, to ask if a morning breakfast meeting would be acceptable. Feed back welcome. Perhaps it would be better if you gave me dates that you are NOT available. Manager Schedule Greg tells me that he has received about 60 applications for CM and has sent supplemental questionnaires to abut 30. He will try to have candidate material to you on the 21st so you have time to prepare for a work session on the 25th. You also have a long Study Session that night (law enforcement, I hope!) so you might think about a late afternoon ex-session. He is planning a second workshop on March 11 followed by interviews on the 24th and 25th. As a little incentive, if you pick someone on the 25th who is out of work, you could be rid of me on the 26th. Old High School Attached is some more information from Bob Hughes regarding the possible utilization of the old High School for a"fee based" recreation program. This could be a very interesting and popular addition to the current offerings at a minimal additional cost. Have you noticed that things are more like they are today then they ever were before? 3 Regional Services Summary For those of you who weren't there I am enclosing a copy of the "power point" presentation regarding "regional services"that was presented at the County-Small Cities meeting on Thursday. This is their answer to that oft asked question, "What are we getting for our County taxes." Actually, it was well done presentation. GIS Services For those of you who wonder why we are so fixated on getting access to the County GIS system I am attaching a summary of the information it provides. It's fairly critical that this data be available to planners, inspectors and engineers to reduce man-hours researching data and allow us to speed up the processing of permits and projects. ATTACHEMNTS a. Policy Re: Board of Appeals b. Memo To: Cal W Re: Tow Rotation c. Weekly Report Fr: Bill H d. AWC grant alert e. Memo Fr: Karin Re: Use of Senior Center f. Letter Fr: MRSC Re: Mandatory Pickup g. Memo Fr: Schwartz/Driskill Re: Land Use Issues h. Memo Fr Lee W Re: SPFD i. Memo To: Bill H Re: Old High School. j. Info Summary Re: Regional Services by Spokane County k. Info Re: GIS Services 1. Looking Ahead 4 cs City o f Operating Policy BLD-03 SPOKANE VALLEY BOARD OF APPEALS Section 105.1 of the 1997 Uniform Building Code and Section 103.1.4 of the 1997 Uniform Fire Code calls for the appointment of a Board of Appeals by the governing body. This Board is to hear appeals of orders, decisions, or determinations of the building department or fire department relative to the application and interpretation of city codes, when requested in writing. The City of Spokane Valley Board of Appeals will serve for both the fire and building codes. The City Council will appoint five (5) members of the community who are qualified by experience and training on matters pertaining to building construction and building occupancies. These individuals should include, but not be limited to, architects, structural engineers, contractors, fire protection engineers, electricians, a business representative and others whose expertise qualifies them for appointment and collectively provides a broad range of expertise for the Board. The power of the Board will be limited to those provisions designated by the codes and ordinances and shall not be empowered to waive requirements of the codes. Section 105 of the Uniform Building Code shall prevail and reads as follows: SECTION 105 —BOARD OF APPEALS 105.1 General. In order to hear and decide appeals of orders, decisions or determinations made by the building official relative to the application and interpretation of this code, there shall be and is hereby created a board of appeals, consisting of members who are qualified by experience and training to pass on matters pertaining to building construction and who are not employees of the jurisdiction. The building official shall be an ex officio member of and shall act as secretary to said board but shall have no vote s-v-bld03 appeals board a on any matter before the board. The board of appeals shall be appointed by the governing body and shall hold office at its pleasure. The board shall adopt rules of procedure for conducting its business, and shall render all decisions and findings in writing to the appellant with a duplicate copy to the building official. 105.2 Limitations of authority. The board of appeals shall have no authority relative to interpretation of the administrative provisions of this code nor shall the board be empowered to waive any requirements of this code. Date s-v-bld03 appeals board • TO: Cal Walker FT: Lee Walton DATE: Feb 7 SUB: Tow Rotation in SV Cal, it has been represented to me that the City of Spokane does not allow tow companies physically located outside the City limits to be included on their rotation list. Presumably this is because they would not receive sales taxes collected by non-local firms. On the other hand Spokane firms are currently included on the Sheriffs rotation allowing them to work in the Valley. It would seem to me that without reciprocity that we should follow suit with respect to tow firms operating in this City. Would this be a problem for you? Attached is a list of the seven firms that are located in the City. I note that they are pretty well scattered so there appears to be good coverage as well as back up. b 1 00 1 PARKS & RECERATION WEEKLY REPORT 1/30/03 Bill Hutsinpiller: • Attended joint meeting with city and county officials • Attended meeting of Maribeau Point Trustees • Met with West Valley School Dist. Officials to discuss facility useage by • the city. • Met with Spokane Valley School Officials to discuss disposition of several schools and the use of school property for recreation purposes. • Met with Square Dance representatives to discuss use of Western Square Dance Hall for recreation programming purposes. • Met with Skyhawk officials about sports programs we may offer for the coming summer and also, discussed software for programming purposes. • Talked to County officials about a map identifying county owned properties within the city boundaries. Also discussed a listing of all properties that would identify size and use. The only properties that will not be shown, is Tax Title Properties. We will have this information next week. • Continued talking with other departments regarding software programs and asked they send information to us. • Continue working on report for council scheduled for February 13`h. G dery : AWC . ; • AWC GRANT ALERT January 31, 2003 ASSOCIATION OF For More Grant Info See AWC Web Site: WASHINGTON CITIES http:l/www.awcnet.orq/grants.htm SI Contact Person: Environmental and Land Use Grants Sharon Fasnacht Contributed by Lynn Kohn, Consultant sharonf(r awcnet.orq kohn8(ahattbi.com PUBLIC SAFETY SOCIAL & HUMAN SERVICES REMINDER! Juvenile Violence Prevention Help End Chronic Homelessness: Notice of Grants Available Funding Availability Proposals are due: March 7, 2003 Applications due: April 14, 2003 For more information, please go to: A $35 million dollar joint initiative was announced http://www.wa.gov/iuvenileiustice/and then select January 27, 2003, to support the federal initiative to RFP. end chronic homelessness. If you need assistance, please contact the Office of This is a collaborative effort by: Juvenile Justice at (360)407-0151. If you would • Dept of Housing & Urban Development like to receive e-mail notification of future GJJAC • Dept of Health and Human Services Requests for Proposals please e-mail wolphlito�dshs.wa.gov • Dept of Veterans Affairs For more information, see INFRASTRUCTURE GRANTS http://www.hud.gov/offices/adm/grants/otherhud.cfm. MAKE THIS SITE A FAVORITE: http:llwww.infrafundinci.wa.govldefault.htm ECOLOGY GRANTS Applications Due: 5/15/2003 Coastal Zone Management (CZM) Grants There are many grant opportunities listed. For Available instance: Application deadline: Must be postmarked • Rural Community Assistance from USDA or hand delivered by 4:30 p.m. Wednesday, Forest Service March 5, 2003. Emphasis will be placed on comprehensive The Department of Ecology's Shorelands and planning and partnerships that enable communities Environmental Assistance Program is now and Tribes to work towards economic accepting project applications for the 2003-2004 diversification, long-term job creation, capacity Coastal Zone Management grant round. building and sustainability. Grants are often used Projects benefiting local shoreline master programs as seed money to help achieve readiness for the within the 15 coastal counties will receive first next step of development. consideration for award. For an application and Sheila Walker, USDA more information, please visit our website at: 1835 SW Black Lake Blvd. www.ecv.wa.gov/programs/sea/qrants/scz/intro.html (360) 956-2298 swa Iker(a�fs.fed.us AssociationofWshingtonCities Phone 360 75 3-413f73 i. i ';:: 1076 Fankhnst SE„1 * Toll Free 1800562 8981 _ I%: l" ' roClmpia; ;98501'146 -:iAti ; Fa360 750149 ..- -',7.7r f1y r UI iuWebsi ; wwawenetor c . P � m TRANSPORTATION GRANTS Nonprofit organizations, selected federal agencies, Airport Aid Grant Program state and local government units, and federally Application due May 2003 recognized Indian tribes are eligible to apply: The purpose of this program is to assist airport Grants are available for preservation and/or sponsors in funding capital improvement projects conservation work on nationally significant for their airports. The airport aid grant revenues are intellectual and cultural artifacts and nationally collected through a 7-cent per gallon tax on general significant historic structures and sites. Intellectual aviation fuel. Eligible projects include airfield and cultural artifacts include artifacts, collections, pavement, airfield lighting, obstruction removal, documents, monuments, and works of art. Historic navigational aids (NAVAIDS), security and wildlife structures and sites include historic districts, sites, fencing, weather reporting stations, and general buildings, structures, and objects. maintenance. Grant funds may also be used to The grant range is $52,000 to $500,000. For more assist sponsors in matching their Federal Aviation information, go to: http://www2.cr.nps.eov/treasures/ Administration grant funds. or contact the National Park Service: 202-513- Local match is required. 7270, NPS treasures(STnps.gov. Program contact is Stan Allison: 1-800-552-0666, (Please note: There is an underscore between NPS and allisos( wsdot.wa.gov treasures.) Website: www.wsdot.wa.gov/aviation/ TECHNOLOGY GRANTS TRANSPORTATION GRANTS Technology Grants Available From 3Com Freight Rail Assistance Program 2"d Round Applications due April 21, 2003 Deadline:April30, 2003 Geller said 3Com is accepting applications for a Thesecond round of grants, deadline April 21, to be purpose of the Freight Rail Assistance (FRA) announced at the U.S. Conference of Mayors June Program is to acquire, rehabilitate, or improve rail meeting in Denver. Applications are available for lines throughout the state, in order to preserve download at them for future use. Examples of projects include www.3com.com/solutions/en US/government/programs/ railroad track and-bridge-rehabilitation, purchase of utbarichailenge contact.html. abandoned tracks for future rail use, and (Please note: There are underscores between en & US construction of rail cargo transloading facilities. This and urbanchallenge and contact.) program is contingent on the outcome of a statewide referendum in November regarding United States Department of the Interior statewide transportation revenues. Bureau of Land Management Program Contact is Ray Allred: (360) 705-7903, Oregon State Office allreadrwsdot.wa.qov P.O. Box 2965 Portland, Oregon 97208 Website: www.or.blm.gov www.wsdot.wa.00v/rail/proiects/state assistance.cfm. (Please note: There is an underscore between state and NATURAL RESOURCES assistance.) National Fire Plan — 2004 Community . Assistance and Wildland Urban Interface HISTORICAL PRESERVATION, Applications due: February 21, 2003 Save America's Treasures — Grants Available These grant programs support community planning for fire protection, to facilitate the economic use of Application due: March 20, 2003 woody materials removed during fuels Please make note: The site needs to be management activities, and to compliment the NATIONALLY significant to be eligible. Most activities of state and federal land management Washington sites are of local significance only. Call agencies engaged in implementing the National before you begin to write. Fire Plan (NFP). America's Treasures Grants, administered by the Eligible projects may include development of National Park Service in partnership with the strategic community and natural landscape fire National Endowment for the Arts, are provided to plans and hazardous fuel reduction plans; preserve our cultural heritage. implementation of fuels treatments in the wildland urban interface; small diameter and biomass utilization opportunities; small diameter utilization RESOURCE demonstration projects; and wildland urban Instructions to Assist Community Water interface fire prevention and education efforts. Systems Comply with Bioterrorism Law The Bureau of Land Management is serving as a Now Available clearinghouse for this call for applications. The U.S. Environmental Protection Agency (EPA) Information, including required application forms, is Water Protection Task Force is providing local available at Http://www.fs.fed.us/r6/fire/grants. governments with final "Instructions to Assist Community Water Systems in Complying with the TOP STORIES— PUBLIC SAFETY Public Health Security and Bioterrorism UPDATE: 2003 COPS Grant Funding Still Preparedness and Response Act of 2002." Under Consideration The instructions describe what a community water There are currently no open solicitations for COPS system must do to comply with the Act, the grant funding. Award announcements for the recent deadlines based on system size, how to determine Universal Hiring Program (UHP), COPS in Schools system size, how to submit the package to EPA, (CIS), Tribal Resources Grant Program (TRGP), and whom to contact for more information. and Making Officer Redeployment Effective For more information, go to: (MORE) solicitations were made in August and http://www.lgean.orq/html/whatsnew.cfm?id=527 September of 2002. At this time, Congress is still considering the RECRUITMENT funding level to be appropriated to the COPS Seeking Local Government Representatives Office for FY2003. Familiar with Land Use ICMA Seeks Participants for Land Use Controls TOP STORIES— PUBLIC SAFETY Peer Exchange UPDATE: 2003 Assistance to firefighters The International City/County Management Grant Program Not Yet Funded Association (ICMA) is seeking local government The Assistance for Firefighters Grant Program representatives to participate in a peer exchange to assists rural, urban and suburban fire departments discuss land use controls (LUCs). ICMA's peer throughout the United States. exchanges are opportunities for brownfields While the funding levels are not known at this time, practitioners to meet and establish relationships starting the workshop delivery at this time is critical with their colleagues from other communities, to to achieving the 2003 program schedule goals in learn from their peers facing similar situations, and coming months. In the near future, USFA will post a to share their strategies, successes, and schedule of grant writing workshops, and other challenges. technical grant writing information. For more information, click on the following URL: For a list of all 2001 and 2002 award recipients, as http://www.lgean.orq/html/whatsnew.cfm?id=526 well as the most current information FEMA and the NATURAL RESOURCES USFA have about the 2003 Assistance to Firefighters Grant Program, visit the USFA web site Water Quality Funding Programs Fiscal at www.usfa.fema.qov/qrants Year 2004 Funding Cycle Applications accepted through March 5, TRANSPORTATION 2003 UPDATE: The following programs are The Department of Ecology is accepting contingent on the outcome of a statewide applications for water quality improvement and referendum in November regarding protection project loans and grants for the state statewide transportation revenues fiscal year 2004 cycle. • CTR implementation & Enhancement Funding programs include: Program • Centennial Clean Water Fund • Statewide Vanpool Programs • Federal Clean Water Act Section 319 • Park and Ride Program Nonpoint Source Fund • Washington State Water Pollution Control Revolving Fund (SRF) programs. Loans and grants are to be used for water quality eligible. Grants also fund educational activities that planning and implementation projects including, but promote safety and environmental protection. not limited to, wastewater treatment facilities, Nonhighway and Off-Road Vehicle Activities watersheds, agricultural best management (NOVA)— has a Letter of Intent due Mach 3, 2003 practices, water quality monitoring, stormwater and an application deadline of October 1, 2003. • controls, wellhead protection, and information/education efforts. This grant program supports planning, acquisition, development and/or maintenance of off-road For more information, call Kathy Markos at vehicle and nonhighway road recreation. (360) 407-6502 or go to the following website: For more information, call: 360-902-3000 or access http://www.ecy.wa.gov/programs/wq/funding/2004. IAC's website at: www.iac.wa.gov. IAC Grants COMMUNITY DEVELOPMENT Application Workshops will be coming up in Interagency Committee for Outdoor February. Recreation (IAC) Grant Opportunities ECOLOGY A Letter of Intent is due March 3, 2003, with Funding Available for Habitat Restoration application deadline, May 1, 2003 for Marine Resources: The following grant programs are available for Five-Star Restoration Challenge Grants —Available 2003-2004. for community-based wetland, riparian and coastal Boating Facilities Program (BFP) —funding habitat restoration projects that build diverse supports acquisition, development, renovation and partnerships and foster local natural resource planning of areas for motorized recreational boating stewardship through education, outreach, and and related support elements on fresh or saltwater. training activities. Awards range between $5,000 and $20,000 and must involve diverse partnerships Boating Infrastructure Grants (BIG) —support that contribute funding, land, technical assistance, development and renovation of areas for workforce support and/or other in-kind services. For recreational boating on U.S. navigable waters. Can more information visit the National Fish and Wildlife include: buoys, docks, transient moorage, floating Foundation (NFWF) Web Site: breakwaters, and log booms, utilities and related http://nfwf.orq/programs/5star-rfp.htm. upland support elements such as restrooms and showers. NOAA RC/FishAmerica Foundation Firearms and Archery Range Recreation (PARR) — Solicitation closes March 12, 2003. Has funding available for on-the-ground habitat Funding supports acquisition, development and restoration projects that clearly demonstrate renovation of firearm and archery range significant benefits to marine, estuarine, or recreational facilities. anadromous fisheries resources, particularly Washington Wildlife and Recreation Program sportfish, and must involve community participation. (WWRP) —supports acquisition and development See the FishAmerica website for more information: of outdoor recreation and conservation lands. 2003 www.fishamerica.orq. funding supports acquisition of upland and water oriented outdoor recreation lands for active and NOAA Restoration Center/Community-Based passive recreation in local communities. Restoration Program Solicitation closes March 2, 2003. The Land and Water Conservation Fund (LWCF) — Has grants available for stream and channel grant program has a February 14, 2003 deadline restoration, fish passage improvement, estuarine for Letters of Intent and March 3, 2003 for the and marine areas restoration, and flow application deadline. The program supports improvement projects. There is also a limited acquisition, development and renovation of public amount of funding available to do research and outdoor recreation areas and facilities. monitoring on existing restoration projects. Go to: The National Recreational Trails Program (NRTP) — http://www.nmfs.noaa.gov/habitat/restoration/for more has a Letter of Intent due March 3, 2003 and information. application deadline of April 1, 2003. Funding For any of the above three projects, you can also supports maintenance and renovation of trails that contact: Matthew Kimble (503) 872-2738 or provide a "backcountry experience". Trails for matthew.kimblenoaa.gov) or Megan Callahan Grant motorized and/or non-motorized trail users are (503) 231-2213 or megan.Callahan-grant(c�i noaa.gov) for more information. T +AINING AND EVENTS TRAINING SCHEDULED APRIL 4— MAY 30 COMING NEXT WEEK! TRAINING APPLICATION DEADLINE IS FEBRUARY 21, SCHEDULED FEBRUARY 4 AND 5, 2003 2003. Environmental Regulations in Washington State— Watershed Steward Volunteer Training for King An Overview of Federal and State Regulations in- County will be available April 4 - May 30 in Seattle Washington—This 2-day course will be held on through WSU Cooperative Extension. Training will February 4 and 5, 2003 at the Mountaineers emphasize connections between urban, rural and Building in Seattle. The course provides an wild landscapes in King County. overview of a broad range of federal and state environmental regulations, jurisdictions, regulatory Please call 1-800-325-6165 for an application form compliance, and enforcement. Tuition is $325 or visit: http://metrokc.gov/dchs/csd/swu-ce/land&water. ($260 for government employees). Watershed Stewardship Education Program offered Call (206) 762-1976 or visit: by Oregon State University Extension, includes http://www.nwetc.orq/req wool- information on: watershed science and 400 seattle 03/reqistration.php to register and management principles, stream processes, fish http://www.nwetc.orq/wpol-400 seattle 03.htm for habitat assessment, riparian restoration and, water course description. quality monitoring. Registration for the entire four- TRAINING SCHEDULED FEBRUARY 18 month program costs $64. Space is limited to 30 AND 19 participants. For registration materials call 503-655- 8631 or for more information, visit: Fundamental Chemistry for Environmental http://seaqrant.oreqonstate.edu/wsep/index.cfm. Professionals — February 18-19 in Seattle, is intended for environmental professionals who are WHAT'S NEW involved with groundwater monitoring, site 2003-3005 Litter Cleanup Grant Information assessment and remediation, chemical handling Now Available and disposal, and those addressing other issues of Instructions and application forms are included in contaminants in the environment. the information booklet detailing funding See: http://www.nwetc.orq/traininq.htm for more allocations, eligibility requirements, application information. You may also call (206) 762-1976. process, and performance monitoring for Ecology's Community Litter Cleanup Program, which helps local government with the costs of picking up litter, cleaning up illegal dumps, and providing litter prevention education. Contact the Department of Ecology, Publications Office (360) 407-6000 for a copy of this booklet or look at Ecology's web page: www.ecy.wa.gov for the Solid Waste & Financial Assistance program. l" Date: February 6, 2003 To: Lee Walton Stan McNutt From: Karin Bosworth I ' Re: Valley Senior Center Lee asked me to contact the Valley Senior Center concerning availability for a Planning public hearing and I have tentatively reserved their large meeting room (seating capacity is 273 people) for Tuesday, March 11, from 5 p.m. until about 10 p.m. The cost for 4 hours is $130 with additional hours at$46/hour; a deposit will most likely be waived. They will provide two large coffee pots and security. This room is equipped with a stage and two microphones. I have attached additional reference information. Office hours at the Senior Center are 8:30 a.m. until 12:30 p.m. Please ask for Linda or Karen for more information concerning this reservation at 926-1937. Please contact Linda by Monday or Tuesday (February 10 or 11) if at all possible to let her know if we will reserve this room. Thank you. Attachments copy: Ruth Muller C FEB-07-2003 12:07 206 625 1220 P.01/45 • . RECEIVED FSR 0 7,2003 Facsimile i` ._ /AY TRANSMITTAL to: Stan McNutt,Interim Deputy City Manager,City of Spokane Valley fax#: (509)921-1008 re: Mandatory garbage pickup;rates Date: February 7, 2003 Pages: Xx, including this cover page. Stan, You asked how many cities have mandatory garbage collection, and what might be their rates. Interesting question. The information I've been able to fmd is not current. So interpolation will have to be the name of the game. The last time information was collected on mandatory garbage collection was 1992. The source is the AWC survey, 1992 Tax&User Fee Survey. The response they received to the survey for that year was particularly good. They had responses from 264 cities and towns. Of those, 163 reported having mandatory garbage collection. I'm attaching copies of the cover and pages 75 through 95 of that survey. Obviously,the rates shown in that survey won't necessarily reflect similarity with more recent rates. The latest AWC survey having any comparison we have is AWC 2002 Tax &User Fee Survey, Part IV, Water, Sewer, Stormwater&Solid Waste Fees. The format is different,and there's no indication of mandatory collection. A total of 102 cities and towns,plus one district,are shown as reporting rates for residential collection. And a total of 91 cities and towns show their rates for commercial collection. So much passage of time may make interpolation meaningless. I'll leave that up to you. Just to give you my sources for searching, I'm also attaching three past inquiry responses: • Inq. No.:99-5600,Burien • Tel. Inq,No.:98-2580,Rock Island From the desk of... • Inq. No.:96-3292, Lynnwood Ron Bartels Public Policy&Management Consultant Munlcpal Research 8 Services Center I'm sorry this one has taken so long. I hope it's helpful. 2501 Fourth Avenue,Suite 800 Seattle,WA 98121-1280 Phone:206.825.1100 Fax:205.625-1220 E-mail: rbartelsamrsc.ortl Web: www.mrsc.00rp •Y‘ Memo •• To: Mayor and City Council Members From: Stanley M. Schwartz, Interim City Attorney Cary Driskill, Attorney Date: February 6, 2003 Subject: • Summary of Land Use Laws L INTRODUCTION The following is first, a summary of State law regulating land use development, and second, a brief summary of the County plans and regulations that can serve as the initial land use laws of the City. II. SUMMARY OF STATE LAND USE LAWS • A. Growth Management Act. Spokane County and the incorporated cities and towns located within the County were mandated to begin planning under the Growth Management Act (GMA), RCW Chapter 36.70A, on July 1, 1993. The GMA encourages development in urban areas where adequate public facilities and services exist or can be provided in an efficient manner. . The GMA goal is to reduce the inappropriate conversion of undeveloped land into sprawling, low-density development. Pursuant to the Act, counties, cities and towns are required to adopt county-wide planning policies, urban growth boundaries, comprehensive plans, critical areas ordinances, and update their development regulations to implement the GMA. • 1. County Wide Planning Policies. Under direction of the GMA, the Board of • County Commissioners (BOCCI convened a meeting with representatives of each City located within the County for the purpose of establishing a collaborative process to adopt a County-wide planning policy. The GMA required that the County-wide planning policy contain certain policies relating to contiguous and orderly development with provision of urban services, siting public facilities, transportation facilities, affordable housing, joint County and City planning, economic development and an analysis of the • fiscal impact of the Comprehensive Plan. County-wide planning policies serve as written policy statements used solely for establishing a county-wide framework from which City and County comprehensive plans are developed and adopted. The policies are intended to guide interaction between the cities, towns and county government and ensure consistency between the individual comprehensive plans. C:\Documents and Settings\rmutter\Local Settings\Temporary Internet Files\OLK]I\MEMMayorCityCouncil 02-03-03.doc 2. Urban Growth Areas (UGA's). The UGAs are one of the primary tools to meet the goals of the GMA. Each jurisdiction within the boundaries of Spokane County was required to adopt a UGA within which urban growth shall be encouraged. Urban growth is defined as growth that makes intensive use of land for the location of buildings, structures and other impermeable surfaces to such-a degree as to be incompatible with the primary use of such land for the production of food, other agricultural products or fibers, or the extraction of mineral resources, rural uses, rural development and natural resource lands. (RCW 36.70A.030[14]). UGAs are required to include sufficient land and densities to permit the urban growth that is projected to occur in the County for the next 20 years. Each city and town in the County must be included within a UGA. Growth outside.the .UGAs can only occur if not urban in nature. The Board of County Commissioners has the responsibility for designating UGAs. 3. Critical Areas Ordinance. Under the GMA, each jurisdiction is required to adopt a critical areas ordinance. The purpose of the critical areas ordinance is to implement the critical area goals set forth in the GMA, as well as the goals, objectives and decision guidelines contained in each jurisdiction's comprehensive plan. The critical areas ordinance must address protection of wetlands, fish and wild life habitats, and geo-hazard areas. Each jurisdiction also adopts maps that illustrate where critical areas are located • throughout its jurisdiction. The scope of the critical areas ordinance is very broad and affects all development including any construction or expansion of a building, structure or use; any change of use in a building or structure; or changes in the use of land that requires a development permit. A designation of land as "critical" is significant because the local jurisdiction is then vested with responsibility to develop policies and development regulations to protect the functions and values of critical areas. 4. Development Regulations. After adoption of a comprehensive plan, development regulations must be adopted that are consistent with and implement the comprehensive plan. A "development regulation" means the controls placed on the development or land use activities which include, but are not limited to, zoning ordinances, critical areas ordinances, shoreline master programs; subdivision ordinances and similar matters., a. Zoning Ordinance. Each city or county has the authority to adopt a zoning ordinance to control land uses within its jurisdictional boundaries. Generally, a zoning ordinance includes regulations dictating the use of land, building setbacks, parking standards, landscaping standards, and other requirements. Zoning ordinances typically include a matrix that lists permissible uses in each individual zone. Zoning ordinances are also accompanied by a specific zoning map that designates the zoning for each individual property located within the jurisdictional boundary. Zoning classifications are usually divided into four categories: residential, commercial, industrial, and agricultural. Various uses are allowed in the different zones. All jurisdictions within Spokane County presently have their own zoning ordinance. C:\Documents and Settings rmuller\Local Settings\Temporary•Internet Flies\OLKI I\MEMMayorCityCouncil 02-03-03.doc b. Subdivision Regulations. Each jurisdiction may adopt its own local ordinance regulating the subdivision of land. Subdivision regulations apply to any subdivision of land that creates two or more lots. A subdivision of land is generally an extensive administrative and hearing process. A City may, however, provide an administrative, expedited, subdivision of land where fewer than 9 lots are created. The State Subdivision Statute, RCW 58.17, exempts certain divisions of land where the lot size created is five acres or larger. Cities and counties also have the option of adopting binding site plan procedures to govern the subdivision of land for commercial or industrial purposes. Prior to approving any subdivision of land (i.e. short subdivision, subdivision, binding site plan) the jurisdiction is required to Make specific findings that appropriate provisions have been made for the public health, safety, and the general welfare, • for open spaces, drainage ways, streets, portable water supplies, sanitary waste, parks and recreation, schools, and consider all other relevant facts including planning features to conclude the public interest will be served. After this administrative process, a public hearing process occurs on the "long" subdivisions. • c. Shoreline Ordinance. Washington State adopted the Shoreline Management Act (SMA) in 1971. The intent of the SMA is to provide for the management of State shorelines of significance by planning for and fostering all reasonable and appropriate uses. The SMA is implemented through a cooperative program between the Department of Ecology and each local jurisdiction. The jurisdiction of the SMA applies to property located within 200 feet of the ordinary high water mark. B. State Environmental Policy Act. Each jurisdiction is required to adopt an ordinance to implement the State Environmental Policy Act (SEPA), RCW 43.21C. SEPA mandates environmental analysis of actions that affect the environment. This includes decisions made in a comprehensive plan, development regulations and individual project review. For certain matters, environmental review is exempt, for other matters a "threshold determination" will,be made that addresses the environmental impact of an action. The environmental information gathered through the SEPA process may be used to condition, deny or mitigate a proposal. There are SEPA rules promulgated by Department of Ecology under Chapter 197-11, WAC, which are typically used in conjunction with each jurisdiction's ordinance. III. SPOKANE COUNTY PLANS AND DEVELOPMENT REGULATIONS A. Spokane County Comprehensive-Plan and Development Regulations. On November 5, 2001, Spokane County through Resolutions 1059 and 1060 adopted its Comprehensive Plan and Facilities plan. This Plan related to incorporated and unincorporated land within the County and, following adoption, was challenged by numerous parties before the Eastern Washington Growth Management Hearings Board. The GMA provides that C:\Documents and Settings\nnuller\Local Settings\Temporary Internet Files\OLK]1\MEMMayorCityCouncil 02-03-03.doc unless the Growth Management Hearings Board makes a determination of invalidity, the Comprehensive Plan and Development Regulations are in effect during the period of remand. The EWGMHB issued a compliance order (remand), thus the Comprehensive Plan and Development Regulations approved in November 2001 are in effect for land within the City of Spokane Valley. The'City of Spokane Valley may adopt the Spokane County Comprehensive Plan and Development Regulations by reference. I believe the City may also modify the above document provided there is a SEPA review by the City. In certain instances, the County may have already conducted this SEPA review and thus the City may rely upon the work of the County. 1. Development Regulations. Spokane County has also developed Phase I Development Regulations which implement the Spokane County Comprehensive Plan. In summary, the Phase I Development Regulations change the official zoning map to implement the Urban Growth Area Boundary, adopt and modify the zoning matrix, adopt zoning code text amendments and adopt a concurrency management system to ensure that adequate services and infrastructure are in place at the time of development. It is important to recognize that the Growth Management Act adopted a requirement of "concurrency" which simply means there must be adequate public facilities to serve the development. In the Spokane County Phase I Development Regulations, there is a provision for concurrency review that relates to transportation, public water sewer systems, fire and police protection, parks and recreation, libraries, solid waste disposal and schools. • B. Critical Areas Plan and Ordinance. The Spokane County Critical Areas Plan is found in Chapter 10 of the Spokane County Comprehensive Plan. The Critical Areas Plan contains goals and policy which provide for the rehabilitation, preservation, enhancement and mitigation of critical areas. Critical areas mean: wetlands, areas that recharge aquifers, wildlife habitat conservation areas, frequently flooded and geologically hazardous areas. The Plan has a "wetland" goal of"no net loss", contains policies related to water quality and provides for fish and wildlife habitat conversation. The plan contains maps of wetlands, aquifers, critical areas and geologically hazardous areas. Following the Plan, Spokane County developed a Critical Areas Ordinance that regulates development within critical areas. The ordinance controls uses allows a reasonable use exception, requires mitigation and provides for other related matters. C. Shoreline Master Program. Spokane County adopted a Shoreline Management Program with regulations in 1975 that was amended in 1990. The Shoreline Program of the County creates various shoreline designations which control the use of land within those designations. In general, the uses are identified as urban, rural, natural, conservancy and pastoral. The Shoreline Master Plan use regulations apply to proposed developments within the shoreline area. The Use Regulations control the type and nature of the various developments. C:\Documents and Settings\rmuller\Local Settings\Temporary Internet Files\OLKI 1\MEMMayorCityCouncil 02-03-03.doc I, D. SEPA Regulations. Cities must adopt SEPA procedures and policies. In recognition of the different local conditions, SEPA procedures may be tailored to reflect local conditions. The local rules must, however, be consistent with State law. DOE has developed model rules which may be incorporated into local agency procedures. Presently, there is an existing Spokane Environmental Ordinance that was jointly adopted by the City of Spokane, Spokane County, Spokane Regional Health District, and Spokane County Air Pollution Control Authority. The intent of adopting a joint ordinance was to establish uniform environmental review requirements among those jurisdictions. This Ordinance was recently amended in 2002 to reflect Slate law and local charges. IV. CONCLUSION The above is a summary of the various State laws and local regulations which are applicable to the City of Spokane Valley and may be adopted. The City of Spokane Valley is permitted to customize its local regulations in order to fit the desires of the community. Certain State standards are prescribed which must be adhered to, however, considerable flexibility and . discretion is granted to the City. • • • C:\Documents and Settings\rmuller\Local Settings\Temporary Internet Files\OLKI 1\MEMMayorCityCouncil 02-03-03.doc MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel: (509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org • TO: Council FR: Lee W DATE: Feb 7 SUB: SPFD As a follow up to my earlier comments I offer the following points in the way of "fertilizer" for discussion. I'm not addressing the "big issues" involving financing because I'm not involved enough to offer an opinion but just the "little stuff" that will come up only if an agreement emerges to sell bonds. A. City responsibilities 1. Offer the City credit to underwrite (service) our share of the bonds allocated to Mirabeau park to be called on in the event of default. 2. Assume title to the Park and operational responsibility. B. City Requirements I. If issued that bonds contain a call feature (perhaps 15 years, coinciding with the most likely time for default) for the remaining principal on the City's share of the issue. • • 2. In the even of default City is able to buy out that remaining share of the principal thus excluding the City from involvement in actions by the bond holders that would adversely impact our credit rating. 3. Provisions that the $7+- mill (or portions) allocated to Mirabeau can not be reduced or diverted to other projects. 4. That title be transferred to the City. • 5. That if the $7t Mill proves insufficient to fund the entire project that the City is responsible to determine how the project is revised or reduced in scope. (or may contribute additional capital) C. Questions 1. May we assume that the County will turn over the City's share of the Bond proceeds on issue and that City will manage construction? 2. If the College has not committed to a lease may the City retain those funds to use later for that purpose or other Mirabeau Park Improvements? 1 h v Spokane County,Washington Limited Tax General Obligation Bonds,Series 2003 (Spokane Public Facilities District Regional Projects) ' • Preliminary Aggregate Debt Service Schedule(For Discussion Purposes Only) • Current Interest Bonds .Capital Appreciation Bonds Total Revenues at 3%Growth Revenues at 0%Growth • • Surplus/ Surplus/ Year Principal Interest Total Principal Interest Total Principal Interest Total Revenues (Deficit) Revenues (Deficit) 2003 1,197,005 1,197,005 0 0 1,197,005 1,197,005 2,044,321 847,316 1,984,777 787,773 2004 1,596,007 1,596,007 - . 0 0 1,596,007 1,596,007 2,105,650 509,644 1,984,777 388,771 2005 365,000 1,596.007 1,961,007 0 365,000 ' 1,596,007 1,961,007 2,168,820 207,813 1,984,777 23,771 2006 430,000 1,588,707 2,018,707 0 430,000 1,588,707 2,018,707 2,233,884 215,178 1,984,777 (33,929) 2007 500.000 1.578.301 2,078,301 0 500,000 1,578,301 2,078,301 2,300,901' 222,601 1,984,777 (93,523) 2008 580,000 1,564,051 2,144,051 0 580,000 1,564,051 2,144,051 2,369,928 225,878 1,984,777 (159,273) 2009 • 660,000 1,545,375 2,205.375 ' 0 660.000 1,545,375 2,205,375 2,441,026 235,651 1,984,777 (220,597) 2010 750,000 1,522,209 2,272,209 0 750,000 1,522,209 2,272,209 2,514,257 .242,048 1,984,777 (287.431) 2011 845,000 1,494,009 2,339,009 0 845,000 1,494,009 2.339,009 2,589,684 250,676 1,984.777 (354,231) 2012 950,000 1,460,000 2,410.800 0 950,000 1,460,800 2,410,800 2,667,375 256,575 1,984,777 (426.023) _ 2013 1,060,000 1,422,325 2,482,325 0 1,060,000 1,422,325 2,482,325 2,747,395 265,071 1,984,777 (497,548) 2014 1,180,000 1,378,017 2,558,017 ,0 1,180,000 1,378,017 2,558,017 2,829,818 271,801 1,984,777 (573,240) • 2015 1,310,000 1,327,513 2,637,513 0 1,310.000 1,327,513 2,637,513 2,914,713 277,200 1,984,777 (652,736) 2016 1,445,000 1,270,266 2.715,266 0 1.445,000 1.270,266 2,715,266 3,002,154 286,888 1,984,777 (730,489) 2017 1,590,000 1,205,819 2,795,819 0 1,590,000 1',205,819 2,795,819 3.092,219 '296,400 1.984,777 (811,042) 2018 12,640,000 1,133,633 13,773,633 0 12,640,000 1,133,633 13,773,633 15,219,795 1,446,162 9,484,473 (4,289,160) 2019 11.695,000 549,665 12.244,665 772,348 1,082,652 1,855,000 12,467,348 1,632,317 14,099,665 15,676,389 1,576,724 9,484,473 (4,615,192) • 2020 0 5,660,538 8,864,462 I 14,525,000 5,660,538 8,864,462 14,525,000 16,146,680 1,621.680 9.484,473 (5,040,527) 2021 0 5.450,253 9,514.747 14,965,000 5.450,253 9,514,747 14,965,000 16,631.081 1,666.081 9,484,473 (5,480,527) 2022 0 5,268,847 10.146.153 15,415,000 5,268,847 10,146,153 15,415,000 17,130,013 1,715.013 9,484,473 (5,930,527) 2023 0 5,099,386 10,780,614 15,880,000 5,099,386 10,780,614 15,880,000 17,643,914 1,763,914 9,484,473 (6,395,527) 2024 0 4,952,663 11,407,337 16,360,000 4,952,663 11,407,337 16.360,000 18,173,231 1,813,231 9.484,473 (6,875,527) 2025 0 4,808,394 12,046,606 16,855,000 4,808,394 12,046,606 16,855,000 18,718,428 1,863,428 9,484,473 (7,370,527) 2026 0 4,665,153 12,694,847. 17,360,000 4,665,153 12.694,847 17,360,000 19,279,981 1,919,981 9,484,473 (7,875.527) 2027 0 3,825,042 11,254,958 15,080,000 3,825,042 11,254,958 15,080,000 16,760,581 1,680,581 8,004,947 (7,075,053) 2028 0 3,482,979 11,067,021 14,550,000 3.482,979 11,067,021 14,550,000 16,173,778 1.623,778 7,499,696 (7,050,304) 2029 0 3,385,641 11,604,359 14,990,000 3,385,641 11.604,359 14.990,000 16.658,991 1,668,991 7,499,696 (7,490,304) 2030 0 3,290.712 12,154,288 15,445,000 3,290,712 12,154,288 15,445,000 17,158,761 1.713,761 7,499,696 (7,945,304) 2031 • 0 3,197,115 12,712,886 15,910,000 3,197,115 12,712,886 15,910,000 17,673.524 1,763,524 7,499,696 (8,410,304) 2032 0 3,114,920 13,275,081. 16,390,000 3,114,920 13,275,081 16.390,000 18,203,729 1,813,729 7.499,696 (8,890,304) 2033 0 3,024.727 13.855,273 16,880,000 3,024,727 13,855,273 16,880,000 18,749,841 1,869,841 7,499,696 (9,380,304) 36.000,000 23.429,705 59,429,705 59,998,716 '162,461,284 222,460,000 95.998,716 185,890,988 281,889,705 314,020,862 32,131,157 168,135,038 (113,754,667) Lehman Brothers2/6/03 5:32 PM • RP Preliminary DS Schedule 02-05-03-Scenario 3.xls Page 1 of 3 SPOKANE PUBLIC FACILITIES DISTRICT EGER M Al PR 0 4 1 C TS Regional Projects Update: February 4, 2003 The following is a summary of the Convention Center Expansion Draft Environmental Impact Statement. Public comments on the Draft document are requested and a public meeting is scheduled for February 19, 2003 at 6:00 PM at the Convention Center to receive comments. All comments must be received by March 3, 2003. The Final EIS is expected later in March. The potentially significant environmental issues regarding the expansion include: land use, aesthetics, wildlife habitat, historic preservation, 100-year flood zone, traffic, pedestrian movement, geology, groundwater& soils, and utilities. Land Use/Aesthetics/Historic Preservation: Zoning of both sites allow the development of the CCX project. East Site: requires Shoreline Conditional Use Permit; another issue is the 130-foot riparian zone, but the project should be able to build at the 100-foot shoreline setback. The Flood zone needs definition. This site is likely to require a Downtown Plan amendment and may require plans in lieu for setback/facade along Spokane Falls Blvd. The location is relatively isolated from the downtown business core. The undeveloped parking lot would remain in front of the Opera House. The Exhibit hall would present a massive facade along the shoreline and could reduce access. Impacts are potentially significant on the Double Tree, Azteca and Shenanigans Restaurants. There is potential aesthetic impact on the East-West Arbor, but also the potential to improve access and visibility to the Centennial Trail and the River. South Site: This site is denoted in the Downtown Plan for expansion. It fills a significant gap in the downtown fabric and pedestrian pathways. It also precludes potential private development and creates concern about massive facades on four block faces, and about skywalks, but both can be mitigated by design. This site provides opportunity for mixed uses (office, retail, service, housing) and for the rehab of two historic buildings with incorporation into project. One historic structure would have to be razed and would require mitigation, but no project delay. There are potential views of Riverfront Park, Spokane River, clocktower, and U.S. Pavilion from the northwest corner of this site. Blended East-South Site Alternative: Under this alternative, the CCX would be built on the east site with only minimum required parking facilities. A portion of the South Site would provide a public plaza and underground parking across from the Opera House, and maintain the option for private development on a portion of the block. This alternative would improve the aesthetics of the site and the pedestrian route to the downtown business core, but would likely conflict with the Downtown Plan. It would diffuse traffic and provide parking nearer the downtown business core and east end restaurants, and provide potential for additional expansion of the Convention Center. Traffic: System-wide improvements are applicable to either site and would bring conformance with air quality rules. The East Site would require a new exit either beneath Division St. or Spokane Falls Ct. extended. East site pedestrians would find a longer walk to the downtown business core and hotels and east site parking would be further from the downtown core and the Opera House. Geotechnical/Groundwater/Contamination: Neither site has significant development constraints, but both would have some cost increase for managing contaminated soils and water. The East Site has shallow basalt bedrock and groundwater. The South Site has demolition debris that needs removal, testing, and appropriate disposal. Utilities: Both sites have adequate capacity but may require some line relocation. Stormwater from rooftops may, with city and Ecology approval, discharge to river; parking lot runoff will require treatment and containment before discharge to sewer system. The District Board continues to meet weekly to advance the Regional Projects. Meeting agendas, minutes, reports, previous updates, and the complete DRAFT EIS can be found at www.spokanepfd.com. 11 Cq S P O K A N E ff,re C O U N T Y DEPARTMENT OF PARKS, RECREATION AND GOLF • Doug Chase, Director MEMORANDUM DATE: February 5th, 2003 TO: Bill Hutsinpiller, Director City of Spokane Valley Parks & Rec. Dept FROM: . Bob Hughes, Maintenance Manager / Spokane County Parks & Rec. Dept RE: Tour of Old University High School • Thank you for the opportunity to accompany you on the tour of the old University High School. What I experienced appears to be a very exciting opportunity for the new City of Spokane Valley. The grounds and buildings would be a combination of environments creating recreational and learning opportunities for the public and prove, in time, to be a wise investment of great vision. Specifically, the now vacant vocational studies structure would lend itself to a great parks and recreation operations facility with only minimal alterations. The location is central to the city and access is excellent in all directions. The structure would offer space for offices, training facilities, as well as maintenance activities such as carpentry shop, plumbing shop, welding shop, mechanic's shop, paint booth and storage. Structurally the facility has been maintained. To allow for occupancy an architectural assessment will likely focus on some minimal alterations such as partitions, electrical wiring, plumbing, truck and machinery hoists, and some heating changes, necessary to tailor the structure for park and recreation needs. A competent general contractor could coordinate all alterations within a month or two. As you are aware park staff personnel seem to be very self-sufficient and would be capable of assisting with some of the long range alterations to allow for keeping costs to a minimum. This may include expanding doorways, installing additional openings, staff locker rooms, etc. With the addition of minimal landscaping, lighting, and fencing, the immediate area around the perimeter of the structure would lend itself to storing machinery and equipment necessary to maintain the parks. 404 North Havana • Spokane, Washington 99202-4663 • Telephone (509) 477-4730 Fax: (509) 477-2454 All and all, I believe this facility would cost the taxpayer less to alter rather than constructing a new facility or remodeling of another structure that may not have the attractions this structure has. The basics are already in place to accommodate park and recreation operations with minimal fiscal or time investments. } •S k .ai SPOKANE COUNTY R IONAL SERVICES PRESEN�j " •TION 1 t • Et III tI�M�G�..� a' ! N G IQ{F` !'�ylTsa'"' iF iif A ro E I diU1f la1!a 46 uire �� ,� 0.M.J Regional Services Defined....., Regional services are those services, as provided in Washington State law, which are provided by Spokane County to all citizens and jurisdictions throughout the County, regardless of whether they live in an incorporated city or town; or within the unincorporated area. Regional services are funded through the Spokane County general fund, by a regional property tax, a .15% sales tax collected in cities and towns, other regional sales taxes dedicated to criminal justice and some fees and grants. - J 1 WhattdcesareIegt I is Services? • Assessor • Economic Development • Auditor-Auto Licensing • Emergency Management • Auditor-Elections • Geiger Confinement • Auditor-Finance/Recording • Health District • Ballpark • Historical Preservation • Board of Equalization • Jail • Boundary Review Board • Juvenile • Chase Youth Commission • Martin Hall • Children's Waiting Room • Medical Examiner • Clerk • Meth Task Force • Commissioners • Pre-Trial Services • Community Services • Prosecutor • Cooperative Extension • Public Defender • • Counsel for Defense • Sheriff-Civil • Debt Service • Superior Court • District Court • Treasurer • Veteran Services Wb .a.x,mwWI Tifton Do the Li/r' I roof You Tam Go? "The Big 12" •Assessor- $4,012,849 •Jail $13,265,489 •Auditor •Juvenile $5,831,841 -Auto Licensing $633,835 -Elections $1,779,144 •Medical Examiner .$1,115,107 • -Finance/Recording $2,699,219 •Prosecutor $8,465,832 •Clerk $2,470,475 •Public Defender/ $5,261,230 • Counsel for Defense •District Court $2,354,662 •Superior Court $5,751,715 • *Geiger Confinement $1,549,569 •Treasurer $2,429,912 • 2 ASSESSOR Budget: $4,012,849 Maintains assessments of all county real&personal property values for application of appropriate county taxes. Inspects/revalues all real property once every 6 years. Maintains inventory, description,ownership,sales,and mapping for all property. Calculates levy rates&certifies the tax roll to the Treasurer. Pam•_ • Responsible for the valuation of over 200,000 parcels. • Total assessed value of Spokane County is$21.55 billion. • Total property tax revenue for 2003 is expected to be$318.8 million which is distributed to the following entities: + 37% School Districts + 19% State General Fund ▪ 14% Cities + 10% Spokane County General Fund + 9% Fire Districts • + 6% Spokane County Road Fund • 3% Other + 2% Library Districts • Spokane County General Fund's portion of the property tax revenue is$31,599,990. This is all used for regional services. a SP r;I ISty )111 1113 l I a 717. .aervid i `�,.. a R£%P4,"i 1 '� r * ri g a `# f, t. €g' 4 to . 4 •6^ a- r ii ,may '*`k _ 4 •at( 4 ; l { ��`' x a. . aro +. a 'At, tx e"23;14. 441.-ittV0101;itik. x@ I.'?cI. X37%Sch . Input, fY 013• ,'^ 1• ' - 5 Sr ➢ itl., j,f ca n-,i ffi ,.lt"'} 3 1 • GIS Services is responsible for the support and development of a comprehensive region-wide Geographic Information System for Spokane County and providing a cost-effective geographic data handling, mapping, and GIS analytical services to all Spokane County departments. ISD-GIS also provided data development, mapping, and analysis for outside clients using government information. o GIS is common to many public & private organizations, we actively participate with the City of Spokane and Avista in maintaining a common data model that can be shared by all organizations. o GIS is part of a joint City/County/Avista project to provide for the annual update of Digital Orthophotograhy. o Parcel Boundaries for nearly 200,000 properties are mapped and maintained on the County's GIS. o Zoning and Land Use information is mapped and maintained on the County's GIS o The recent Commissioner Redistricting project was accomplished last year using GIS, as was the recent re-alignment of election's precinct boundaries. o GIS was used to develop a call-mapper application for E911 to accurately geocode all calls coming into the E911 center. o GIS is being used for crime analysis and incident mapping o GIS is currently working with State and Federal agencies to determine which GIS data layers (pipelines, public well locations, fuel depots, etc.) are available and which of those should be secured under the "homeland Security" initiatives currently underway. o GIS is also working with the USGS on a National Map Project to have Federally-based GIS data built via local government GIS datasets. This would resolve the current problems with the miss- alignment of U.S. Census GIS based data with Spokane County GIS data. Page 4 of 4 (1/23/2003) ;r P r To: Staff& Mayor From: City Manager Re: Schedule for Council meetings LOOKING AHEAD - DRAFT as of Feb 7, 2003, 6:00 P.M February 13th Study Session (Thursday) a. Presentation by Spokane County Re: Park and Rec. services (15 minutes) b. Review of Park and Rec. Alternative (Bill'Hutsinpiller) (15 minutes) c. Review Prosecutor Agreement(10 minutes) d. Review Public Defender agreement (10 minutes) e. Review personnel system (Don) (30 minutes) f. Consider admission tax (20 minutes) g. Review Library contract (15 minutes) February 14th Council Workshop (noon to 6:00 p.m.) LUNCH a. Continue governance orientation b. Discussion of goals February 18`h Study Session and (Regular Meeting if needed) a. Review contract with Spokane County for Law Enforcement services (20 minutes) b. Review contract with Spokane County for Jail services (10 minutes) c. Presentation by Judge Peterson re: Municipal Court services (10 minutes) d. Presentation by Solid Waste Transition Committee (10 minutes) e. Review law enforcement ordinances (15 minutes) f. Review second hand dealer registration policy(15 minutes) g. Public Facilities District presentation (20 minutes) h. Review Tax Anticipation Note (TAN) ordinance - i. Presentation by-Park-and-Rec. Transition-Committee (10-minutes)- L Revised 02-07-03,6:00 pm 1 February 20'" Study Session (Thursday) a. Presentation by Animal Control Transition Committee (10 minutes) b. Presentation by Spokane County Re: Animal Services (15 minutes) c. Presentation by Planning, Zoning & Building Transition Committee (10 minutes) d. Review Planning and Zoning program (Jim Harris) (30 minutes) e. Review Hearing Examiner agreement (10 minutes) £ Review Public Works contracts with Spokane County (30 minutes) g. Review Procedures Manual (45 minutes) h. Adopt Financial Procedures policy (30 minutes) i. Adopt Purchasing Procedures policy (30 minutes) j. Hearing examiner jurisdiction and procedures ordinances (15 minutes) k. Shorelines ordinance (15 minutes) 1. Zoning ordinance (5 minutes) February 25th Regular Meeting a. Authorize execution of contract with Spokane County for law enforcement services. b. Authorize execution of contract with Spokane County for jail services c. Authorize execution of Contract with Spokane County for Municipal Court services. d. Authorize execution of Contract with Spokane County Library District e Adopt Model Traffic Code as amended f. Adopt Criminal Code g. Adopt infractions ordinance h. Adopt Parking ordinance i. Adopt Nuisance Abatement ordinance j. Adopt Animal Control Ordinance k. Authorize execution of contract with Spokane County for park maintenance and recreation services 1. Adopt ordinances/resolution re: park operations and regulations? m. Adopt ordinance/resolutions re: personnel n. Adopt Tax Anticipation Note (TAN) ordinance o. Ordinance on Solid Waste Regional Committee (?) providing vote for SV p. Executive Session: review City Manager applications (one hour) Revised 02-07-03,6:00 pm 2 • t March 4th Study Session and Regular meeting a. Adopt Interlocal Agreements: o street maintenance o signs and signals o storm water o prosecutor services o public defender services b. Presentation by TIB (15 minutes) c. SEPA ordinance (15 minutes) d. Subdivision ordinance (15 minutes) e. Presentation by Arts & Culture Transition Committee (5 minutes) March 6th RESERVE THIS DATE FOR SPECIAL REGULAR MEETING IF WE GET BEHIND March 11`h REGULAR MEETING (other location, Trent Elem, Senior Ctr., or Theater?) a. Adopt Spokane County Comp Plan as amended by reference—Public hearing? b. Adopt Spokane County Zoning ordinance as amended by reference—Public hearing? c. Adopt uniform building code as amended d. Adopt mechanical code e. Adopt Fire Code f. Adopt plumbing code g. Adopt energy code h. Adopt unsafe buildings ordinance i. Adopt permit issuance (ordinance/policy) j. Confirm appointment of Planning Commission k. Executive Session: Review City Manager applications (one hour) Revised 02-07-03,6:00 pm 3 r ck March 18th Study Session • a. Review agreement with Spokane County for Planning and Building Services b. Review Solid Waste agreement c. Review 2003 Budget, April 1 —Dec. 31, 2003 d. Presentation Community Development Transition Committee (10 minutes) March 21st (Friday) and March 22"d (Saturday) City Manager final interviews March 25`h Regular Meeting a. Adopt 2003 Budget—Public hearing April 1 Study Session a. Executive Session, Building Official application review April 8 Regular Meeting Revised 02-07-03,6:00 pm 4 Budget Time (or Cut and Slash) Every manager feels deeply about budget preparation. Council where every nit is picked. Parkinson's Law of It is a game with its own set of rules which dictates in- budget dictates that there is an inverse relationship flated need statements from the departments and nasty between size of budget item and amount of time spent • replies from the budget shop. by Council in evaluation. This explains how million dollar public works' pro- In this drama, the manager must pick and choose grams can go untouched while new chairs for the asses- where funds go. Ultimately, the budget reaches the sor's office can be debated for hours. CITIZENS COALESCE. AROUND MiS BODGET SI , ' . .. W A RES 1P** �fry1h GGR S e%[R�s,, _ ?D ' p l sic r\ et may/ , , —. 7 \ ) )1E . , A> att. V1 e., .2y7 I COUNCILMAN TicKWG A BROAD -e MANAGERS POStToN VIEW Of ?He BUDGET DARING 'RUDCET REVIe J • 2 i Li' ,,,, 4 . r / ,: � )�� . , Ice:ine:- , • i. „S) �, \ ,.- �, MEMO CITY OF SPOKANE VALLEY 11707 Sprague Ave,Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org TO: Council FR: Lee W SUB: Newsletter for Feb 18th Meeting Collection System To bring Council up to date regarding Dicks conversations with the county regarding sewer issues I am enclosing his letter emphasizing our desire that they proceeded with the next phase of the collection system construction and that it must include the curb to curb overlay. Also, should know that our respective technical staffs will be meeting in a couple of weeks to undertake a complete review of the various studies and conclusions. Hopefully, out of that meeting, the City will be better prepared to make a decision and commitment regarding wastewater treatment. Community Hall As you know, the County kindly deferred a decision on renting the Opportunity Community Hall, thus allowing the City to make that decision. We have been contacted by the parties interested in this property as to whether the City is prepared to deal with that issue. I have advised them that since the City won't take title until sometime after April 1 that it is unlikely that the Council will address this matter in the near future. I suppose this means some nominal loss of rent revenue but that's my story unless I hear otherwise. Meanwhile I will ask Bill H to get us some information and alternatives for its best use. If you decide to go the Historical Museum route, I suspect there may be some initial subsidy required to get it going. Work Study Washington, via a Federal program, sponsors a"Work-Study" program involving most Universities and Community Colleges in the State including all of those located in Spokane County. In essence, if we agree to hire students enrolled in a legitimate educational program we will be reimbursed for 67% of wages paid. Basic stipulations are that they not be used to replace regular employees and that it be a legitimate learning experience related to their area of interest. We anticipate using them for summer recreational programs and perhaps as Engineering or Planning Assistants. Council has since approved by consensus so the papers have been filed. Staffing (Written before Don's presentation last Thursday night). I know you are a bit tired of my comparing SV to other contract cities in Washington but this is one of my reference points to ensure we keep our staffing under control. Don Morrison is posting our progress on this and has developed the attached chart comparing the number of employees for the various positions. I think we gave you an earlier version but now he has added Lakewood and Shoreline which are more comparable to SV in population and general character. What I find interesting is that the average number of employees per 1000 population (without Federal Way and Liberty Lake) is 1.81. For SV to equal this average we would need to have about 150 employees, so I think we are doing all right so far. We are at 28 authorized positions now and realistically, we (you) are probably looking at another 10 or 12 between now and December 31. Based on these comparisons, and the Incorporation study,this target seems pretty reasonable. Indecision is the key to flexibility SB 5654 I got a call today from our friendly WAC lobbyist in Olympia regarding a"fire annexation" bill that has suddenly shown up, obviously aimed at SV. I'll try to get to it soon and have a recommendation but feel free to give me your read also. Friday, Talked with Mark Grover and indeed they are the authors of the Bill. It is designed to allow the City an option to annex to more than one Fire District which makes sense I guess. Planning Review As a follow up to the very excellent Stan Schwartz/Cary Driskill memo regarding the planning process, Jim Harris has provided the attached overview of Comp Plan and Zoning issues. Taken together this material provides a very good foundation for the upcoming public hearings and discussions on these sensitive topics. Also, if contacted by constituents who are unhappy with the current County Plan, I see no reason that you could not provide them with a copy of these memos. This would be a good way to avoid getting into any in depth discussion which might cause a problem later on. Logo Contest We received about 150 entries but only about 70-80 from students. This is unfortunate but we will get by. The committee met initially on Friday and screened the number down to a manageable number for Council review. I have selected a local commercial artist, Linda Brauchet, to come up with two or three additional variations that can be presented to Council along with those chosen by the committee. She will be prepared to take your final selection and modify it a bit if necessary. The committee will also select some Honorable mentions from the student group. All entries will receive a letter of appreciation and Mike will visit a couple of the classrooms that participated. When the Council room is completed we will have them all displayed on the walls (As part of the incorporation celebration) so the kids and others can come in and brag a bit. Note, would appreciate it if we could keep the selection under wraps so we could present it to the public on March 31 in the form of a logo on police cars and lapel pins. Joyce Cameron, one of our `judges" believes that we should expand the process by inviting other commercial artists to contribute. I don't think we have time to do this and still have it ready next month so unless I get different direction I will try to stay on schedule. Nostalgia lust isn't what it used to be! Emergency Management AWC has announced that a morning workshop for elected officials will be held in Airway Heights on March 20 (Thursday) 9-12:30. For those of you who might have the time I suggest it would be time well spent. This will be a subject the new City Manager/Chief of Police will be addressing in more detail over time but this would be a good introduction. Council/Commission meeting The County is pushing for a joint meeting date. I suspect they want to talk about sewer issues. If I don't hear otherwise, I will suggest Monday March 17 or if they think that is too far out perhaps March 10. By then we should have some preliminary answers on the sewers and be ready. 911 Advisory Board The Sheriff is looking for a Valley "lay" member for appointment to the 911 Advisory Boards. This group consists of some police and fire representatives plus a few"general purpose" citizen types. This appointment doesn't require someone with a police or technical background and suggest it would not be a productive use of time for an Council Member. ATTACHMENTS i. Letter To: J Rawls ii. Memo Fr: Ruth M Re: Clerical Support iii. Memo Fr: Bill H Re: Re Parks items iv. Memo Fr Mike D Re Legislative Planks \ v. rMemo--R'e: E-imt-ings— vi. Info Re: Work Study ' . "I parison o viii.--Jnrm Re-e ix. Memo Memo Fr: Jim H Re: Comp Plan • x. Memo Fr Jim H Re: Subdivision & Shoreline Ords • xi. Memo Fr Bill H Re: Software xii. Flyer Fr: AWC Re: Legislative Priorities xiii. Minutes Fr: WCIA xiv. Flyer Fr: AWC Re: Emergency Mgt for elected officials xv. Memo To : Stan S Re: Cell Phone question City of Spokane Valley February 10, 2003 Spokane County Division of Utilities Mail Stop PKW-4 1116 W. Broadway Ave. Spokane, WA 99260-0430 Attn: Bruce Rawls, P.E. RE: Sewer Program Dear Bruce, This is to confirm our discussions of last week. We appreciated the opportunity to meet with you and Commissioner McCaslin on the 9th. Our understanding is as follows: Wastewater Treatment Pending word from the City of Spokane we anticipate an all day work session on the 19th or 20t to discuss all options and all available data. We would expect a need for one or two additional meetings after which we should all be able to arrive at what is the best solution and proceed to complete all agreement that will let the solution be implemented inas timely manner. Obviously, we need your full participation in those meetings. I assure you we have no preconceived position. All the City of Spokane Valley wants is future capacity at a reasonable cost to our citizens. STEP Program It is critical that the County undertake the proposed 2003 sewer construction program as designed without delay and that the work includes full street width resurfacing as in previous years. We understand that the cost to individual property owners will not exceed $4950. The issue of how the additional pavement will be funded is still open and needs to be resolved but it is important there be no delay getting the project underway. Please let me know when you plan to meet with residents of the area to be served. I hope Bruce, that we can move forward with a common goal of providing the public with quality sewer service at the most economical cost. I look forward to our meeting next week. Best Regards, City of Spokane Valley Richard E. Warren, P.E. Interim Public Works Director Cc: Commissioner McCaslin s111707 E. Sprague • Suite 106 • Spokane Valley, Wa.• 99206 • (509) 921-1000 • Fax (509) 921-1008 • '✓ I • City of Spokane Valley MEMORANDUM February 5, 2003 To: Mayor Council Staff From: Interim City Clerk Re: Clerical Support As you have noticed, we now have some more clerical support for City departments other than Karin and Sue. In order to develop more structure in how the clerical support is delegated, we have decided on the following temporary arrangemtns as to how we will use the talents of these people. Departments Clerical Support Community Development Karin Bosworth Building Karin Bosworth Public Works Sue Larson Parks and Recreation Sue Larson Mayor Mary Baslington Manager Mary Baslington Deputy Manager Mary Baslington Finance Ellen Avey Sue will continue as receptionist with backup by Mary and Karin for lunch and other time off. Karin will work with me in preparing the Council minutes. Purchasing of supplies will now be transferred to Ellen who will be our primary purchasing contact. All of us will continue to help all departments. Any clerical support required by the City Council can be coordinated through the City Clerk's office. We recognize that this is a fluid time for getting all of our work accomplished until after incorporation and permanent staff is in place, so we will continue to evaluate how support is best delegated. We will need to review the division of support duties once the remodel is completed and departments are relocated. 11707 E. Sprague • Suite 106• Spokane Valley, Wa.• 99206 • (509) 921-1000 • Fax (509) 921-1008 PARKS & RECREATION WEEKLY REPORT 2/6/03 Bill Hutsinpiller: • Met with Jay Walter(Assistant Superintendent Schools) to inspect University High Schools Vocational facilities which are currently boarded up. It is apparent these facilities could easily accommodate park maintenance needs once we take over this function. • Inspected parks and potential park properties with Bob Hughes (County Park Superintendent). • Inspected Senior Center with Doug Chase • Attended Senior Center Board meeting • Met with Pete Hawkins and others to discuss Aquatic proposal for a 50 meter facility. • Met with Thriva officials to review software program for parks and recreation • Met with computer providers on proposed program for City of Spokane Valley consideration. • Met with Dr. Barbra Brock at Eastern Washington University to discuss student involvement in our recreation program. • Received map from County identifying county owned properties within the City of Spokane Valley. • HA Memorandum Parks and Recreation To: Bob Noack - Fr: Bill Hutsinpiller Re: Software Program for Parks and Recreation February 11, 2003 The Parks and Recreation Department is suggesting the purchase of Thriva, a computer program to be used exclusively by the Parks and Recreation Department to manage facility rentals and recreation program/class registration. This is an internet based system that will run on the equipment currently existing in the department. (It is recommended that we purchase an additional computer station in the near future that can be made available to the public for class/program registration. This computer does not need to be new, but must have internet access.) There will be a $2.50 transaction fee per registration, and it is our intent to factor that cost into the price of registration, thereby passing the cost onto the registrant. After 5000 transactions, the transaction fee decreases to $2.00. Technical support for this program will be free the first year, and beginning the second year we can either pay $50/hour or purchase 15 hours for $300. We suggest the purchase of 15 hours in 2004. - There will also be a 2.95% merchant account fee charged by the bank wherein funds generated . from remote credit card sales will be mailed to the city every 2 weeks with an accounting of the transactions. If we develop our own merchant account, we may process these funds directly through the bank, but there will be a fee of approximately $1000 to customize the computer program to handle our own merchant account. We suggest the merchant account be managed by Thriva for the time being. - • In addition to the basic program, we may add the following additional modules to enhance the capabilities of the program: • • $1000 - Staff Management Module—allows us to track and manage instructors and their availability, history, hours, etc. (desirable for 2003) • $1000 - Payroll Management Module— allows us to manage the payroll for our instructors within our own department—links directly to ADP and ADP processes the checks. This may involve additional contracts and fees through ADP. (finance to decide) • $1500 - Facility Management Module—allows us to rent and track facility rentals—this module will not be available until Fall 2003. (we should purchase when available) • $1500 - League Management Module—allows us to create teams and divisions and track games. (suggest we reconsider this in 2004) I „ . • lllg6 • Recommendation: We would recommend purchasing the basic program with the additional Staff Management Module, and adding the Facility Management Module as soon as it becomes available this fall. Finance should decide the need for the Payroll Management Module. (Modules can be added at any time.) We also recommend the merchant account be managed by Thriva for the time being, until the city feels an internal merchant account would be more appropriate (finance decision). Technical support is free the first year, but we feel additional technical support would be needed in the second year, so at that time a purchase of 15 hours at $300 would be justified. We also feel that the purchase of an additional computer station placed in the lobby to handle after hours registration would be beneficial. Cost to City 2003: $3500 + 2.95% merchant account fee+ $2.50/transaction fee(charged back to the public) + extra computer station for lobby Cost to City 2004: $300 technical support + 2.95% merchant account fee+ $2.50/transaction fee (charged back to the public) + $1500 for possible League Management Module • After extensive research, the Parks and Recreation Department feels the Thriva program meets both our short and long term needs as we have identified them. We were impressed with the demonstration offered to us, and with the local ownership of the company which should significantly increase accessibility and service(as needed). Furthermore, if the city elects to go to a different program in the future, they can do so without losing a large investment. Cc: Lee Walton Stan McNutt Shelley Goss e emorandnm To: Council From: Mike DeVleming Date: 2/5/03 Re: Legislative planks As you may recall, in November 2002 I attended the Northwest Association of Mayors meeting in Cheney. There we discussed a variety of topics. One of the items on the agenda was the legislative planks for this year. They have finally 0 4. sentwa copy of the legislative planks. ' r4j*,;,/F; �,,thougaht you might like to review the list. I believe the group is s- scheduled to meet again in March. lC t •J. i gPHEDRINE • This product, as you are aware, Is the basic ingredient of Meth: Is it possible to classify this product as a 'Class 2'or`Class 4' substance so that a prescription is required for purchase? The positive aspect is simple; more control of the substance should lead to fewer Meth clean-up events, thereby reducing law enforcement costs as well as jail and courts. The negative aspect is the effect on the health care system. If there is not another'across the counter'product to replace ephedrine, higher health care costs will • result due to the requirements for a prescription. • Another suggestion is to require the manufacturer to add a chemical to the substance that could not be separated from the Ephedrine and would hinder the production of Meth. LASOR StINDUSTRIES • • Labor and Industries insurance and health care costs are totally out of control. Labor and Industries needs to respond to the legislature not the Governor for • accountability. • Labor and Industries health related issues, such as ergonomic issues are costs that most municipalities can not absorb. If the State can't fund the requirement, don't impose them. UNFUNDED MANDATES The flow of revenue from the State to local government has disappeared due to public initiatives concerning tax issues, With limitations in place concerning sales tax and property tax increases, the majority of cities in Washington are struggling to remain solvent. 'Unfunded Mandates'must become a thing of the past. The Department of Ecology for example has vested authority with regards to everything from clean air to dean water and the required improvement of municipal water and wastewater systems. They are not requited to fund the mandated improvements. Once again the Legislature assigns its authority to an agency and then takes a 'hands off'approach as to control. Who pays the bill; the municipality and in the end, the resident I don't know of a single town that hasn't passed a resolution stating that unfunded mandates will not be accepted. 'Step up'and take control, Don't create laws if you can't fund the requirements they impose. • .. p} - 7s rr � s YGI -0ER ELIBtil - - uk _ u t3 R."3sz . : .u -AW.� A,n _ . ', .-1 .),'_ DETERMINING ELIGIBILITY Benefits You willpaythe employer share of any Is my business or organization eligible? required employee benefits, such as Federal Eligible employers include government agencies, Withholding Tax,Workers' Compensation, for-profit corporations, small businesses, and Federal Social Security Taxes, and State and non-profit organizations. However, the state Federal unemployment taxes.You may offer Constitution prevents any business or organiza- optional employer-sponsored benefits, i tion involved in or with a controlling interest in although it is not required.You will not be, political or religious activity from participating reimbursed for these optional benefits. in the program. Students who work in public schools or. In selecting employer participants, schools will government agencies may be eligible for - review: retirement benefits. Contact the Washington • The nature of the position; State Department of Retirement Systems' Employer Support Services for more • The organization's compatibility with the nformation. • school's role and mission; and Additional information on employee benefits is • The work environment to ensure that it available in the Resources section of this guide promotes a positive learning experience. - on page 26. - In addition, schools will want assurances that Why is the cost so low? the position: • • Will not displace regular workers or impair As a participating employer,you're not the only one who benefits.The state and students win existing contracts; too.Through the program, the state helps • Will give students the opportunity to explore students who might not be able to afford an or gain experience in a career interest; and, education pay a portion of their college costs. • Will be adequately supervised. Money earned through the Work Study Program allows students to pay for their education in current dollars, limiting their need ASSESSING COSTSto incur more debt. Because the employer pays - a portion of student wages, the state's financial What will it cost? aid funds can be distributed more widely, Wages making higher education available to more Washington citizens. You will be required to pay the student a wage equal to what you pay non-students for similar In addition, national studies suggest that work.The state then will generally reimburse students who work up to half-time while in 65 percent of the student's gross wages. See college manage their time better, are less page 7 for more details on setting wage rates. likely to drop out, and place a higher value on Ulr their education. ilOr MEMO TO: Lee Walton FROM: Jim Harris SUBJECT: Adoption of Spokane County's 2002 Comprehensive Plan and Phase I Implementing Zoning Ordinance DATE: February 11, 2003 As noted in Stan Schwartz' memo to the Mayor and City Council dated February 6°i, the County adopted a State mandated Growth Management Act (GMA) plan on November 5, 2001 (this plan is known as the 2002 Plan). Since the City of Spokane Valley must adopt a land use guideline and implementing zoning, to be in place on March 3151, my recommendation is that the City adopt the County's 2002 GMA plan and Phase I of the County's zoning ordinance. My reasons for this recommendation are enumerated as follows: 1. Except for the challenges to the County's GMA plan as mentioned in Stan's memo, the County's GMA plan complies with the State Growth Management Act in all respects and the Growth Management Hearing Board did not invalidate the plan when it remanded the challenges back to the County. Therefore, the plan meets the State's GMA requirement as a valid plan. 2. Although a number of individuals county wide had a grievance with the County over the comprehensive plan's "downgrade" of their property, this fact in and of itself does not invalidate the 2002 plan. This is an issue that can be approached through modifications to the comprehensive plan. In fact the County initiated a program wherein the aggrieved properties could approach the County, at no cost, for one year beginning on January 15, 2002, to have the County address the "downgrade" problems. Sixty-two (62) properties took advantage of this offer. Twelve (12) of these properties were in what is now the City of Spokane Valley. Eleven of these 12 had their request for a change to the Comprehensive Plan approved by the County. On January 15, 2003 the County extended this program for an additional year. However, it is obvious that there are a number of anomalies with the 2002 plan, especially related to the future zoning that would implement the Plan's current land use designations. 3. While we know of 62 properties that were "downgraded" we also know that 4,000 properties were "upgraded. This is a positive factor in relationship to the validity of the Comprehensive Plan's land use designations. If these numbers had been reversed, then one could argue that the plan was too restrictive. 4. It appears that most of the complaints about the validity of the 2002 Comprehensive Plan are about the plan's land use element and not about the other required elements and the plan's goals for future development. If the Plan's implementing zoning were to strictly adhere to the Plan's land use designations, a number of commercial uses already established would be rendered legal non-conforming. As the 1 1` zoning now stands (Phase I zoning), all of the lands zoned commercial permit the commercial uses that are currently in operation. However, when the County adopted the Phase I zoning amendments the permitted uses in the Industrial zoning districts changed significantly. For example, prior to the Phase I zoning amendments, the 1-2 zoning district permitted a variety of industrial uses and all uses allowed in the commercial zoning districts. The Phase I zoning amendments deleted many commercial uses from the I-2 district. In the meantime a number of commercial uses were developed in the I-2 zoning district; they are now legal non conforming uses. Thus, if there is a problem here, and it appears that there clearly is, it is with the plan's implementing zoning. These zoning problems can be modified without throwing out the 2002 Comprehensive Plan or even modifying it to any great extent. 5. An extensive public participation program was conducted by Spokane County to allow citizens to have a say in the formulation of the plan. The County adopted public participation program guidelines that specifically called out the public participation techniques that would be implemented as part of the GMA planning process. This process closely followed the State's mandate that, "each county and city that is required or chooses to plan under RCW 36.70A.040 shall establish and broadly disseminate to the public a public participation program identifying procedures providing for early and continuous public participation..." The County used a variety of communication techniques to inform the public, by using a Web site, maintaining a mailing list of parties and groups interested in GMA planning issues, by sending out various press releases, and by giving presentations throughout the County to various organizations and groups. The County even maintained a booth at the County Fair that displayed maps of future proposed land use designations and current zoning information. The County conducted a number of public meetings, several of which were held in Spokane Valley. These were public participation meetings wherein a dialog between County staff and citizens took place. It is clear that the County made every effort to engage the public in the GMA planning process. Conclusion: In conclusion, the County's 2002 GMA plan complies with the State Growth Management Act. After extensive review of the plan, I have determined that basically the plan is an excellent tool for the City to use as an interim plan until the City can formulate its own plan (the City has three years to do its own plan, beginning on March 3 ISI). The County spent a great deal of money to go through the planning process that led to the adoption of the 2002 GMA plan. By adopting the County's plan the City will not have to duplicate all of the County's efforts as it formulates its own plan which in reality will quite likely use most of the County's GMA plan as the basis for its own plan. Many of the complaints directed toward the plan's land use element can be addressed by either making modifications to the plan or the plan's implementing zoning or both. Some of the most glaring problems with the plan and implementing zoning can be fixed at the time of adoption in March. 2 Course of Action: 1. Modify, to the extent possible, both the Comprehensive Plan and the Phase I Zoning Ordinance prior to March 31'". Identify other immediate "fixes" that need to be addressed and place at the top of the Long Range Planning Division's work program. 2. Adopt, as modified, the Spokane County Comprehensive Plan and Phase I Zoning. Once the list of other immediate "fixes" have cleared the Planning Commission and City Council, begin developing the City's Comprehensive Plan and implementing zoning. 3. Provide a one year grace period, similar to the one currently in place in the County, wherein property owners may address the City concerning changes they feel are necessary in the Comprehensive Plan and implementing zoning to restore to their property, the uses that were permitted prior to adoption of the County's 2002 plan. 3 MEMO TO: Lee Walton FROM: Jim Harris SUBJECT . Adoption of the County's Subdivision and Shoreline Master Program Ordinances DATE: February 10, 2003 Subdivision Ordinance On February 20th Community Development staff will give a presentation to the City Council concerning adoption of the County's Subdivision Ordinance. This ordinance will meet the City's needs into the near future. However, staff recommends one change to the ordinance which is the inclusion of a five to nine lot short subdivision provision. Currently the County's ordinance allows short plats of two to four lots but not beyond that number. The State's subdivision law allows jurisdictions to administratively process short subdivisions with up to nine lots. A five to nine lot short subdivision would be required to provide the same improvements as a regular preliminary subdivision, whereas a two to four lot plat is not required to do so. Attached is the proposed amendment to the Subdivision Ordinance. Shoreline Master Program Ordinance Also on February 20th staff will review the County's Shoreline Program with the City Council. This is a State mandated program which will affect the Spokane River as it flows through the City. It will also affect Shelly Lake. Staff recommends that the Shoreline Program be adopted at this time without modifications. However, staff will design a work program to review the shoreline designations along the river and around the lake to determine their applicability to the City's designation as an urban area under the Growth Management Act. Any proposed modifications to the Shoreline Program will be reviewed by the Planning Commission and then be forwarded to the Council for their consideration. Final approval of proposed changes to the program is made by the State Department of Ecology. SUBDIVISION ORDINANCE 12.300 SHORT SUBDIVISIONS 12.300.102 General Provisions The purpose of this chapter is to provide a process to divide land into four(4) nine (9) or fewer lots, tracts, parcels, sites or divisions with a level of review that is proportional to the effect those lots may have on the surrounding area. Any person seeking to divide or redivide land situated within the unineerperated areas of Spokane County the City of Spokane Valley into four(4-) nine (9) or fewer tracts for the purpose of sale, lease or transfer of ownership, unless exempted under the provisions of chapter 12.100 of this ordinance, shall submit an application for approval of a short subdivision to the Director together with the appropriate application fee. (NEXT PARAGRAPH IS OK) There are two types of shot subdivisions permitted by this ordinance, Type I and Type II. Type I short subdivisions refer to any land being divided into four (4) or less parcels, lots tracts, sites or subdivisions, any one (1) of which is less than twenty (20) acres in size and which have not been divided in a short subdivision within a period of five (5) years. Type II short subdivisions refer to any land being divided into more than four(4) and less than ten (10) parcels, lots, tracts, sites or subdivisions any one (1) of which is less than twenty (20) acres in size and which have not been subdivided in a short subdivision within a period of five (5) years. The provisions provided in sections 12.300.102 through 12.300.120 shall apply to Type I and Type II short subdivisions, except that in addition to the above sections all Type II short subdivisions shall also comply with sections 12.400.122 through 12.400.138. 12.300.104 Application (OK) 12.300.106 Contents of Preliminary Short Plat(OK) 12.300.108 Distribution of Preliminary Short Plat(OK) 12.300.110 Agency Review (OK) 12.300.112 Public Notice (OK) 12.300.114 Public Use (OK) 12.300.116 Conformity with Applicable Land Use Controls (OK) 12.300.118 Preliminary Approval (OK) 12.300.120 General Design (OK) 12.300.122 Roads Direct access to every residential lot shall be provided by a public or private road, or a private driveway easement for Type I short subdivisions. The road standards of Chapter 12.400 shall apply to Type II short subdivisions. Prior to filing a final short plat, the applicant shall improve or make appropriate provisions for the construction of the public or private road(s) consistent with Spokane County the City of Spokane Valley's Standards for Road and Sewer Construction as amended. 12.300.124 Sewage Disposal Provisions for adequate sewage disposal shall comply with the Spokane-County city of Spokane Valley's Sewer Ordinance, Comprehensive Wastewater Management Plan and Spokane-County, the city of Spokane Valley, Spokane Regional Health District, Department of Health, Department of Ecology or the other appropriate agencies' regulations. 12.300.126 Water Supply Provisions for an adequate domestic water supply and/or fire protection shall be in compliance with current Spokane-County-city of Spokane Valley, Spokane Regional Health District, Department of Health or the other appropriate agencies' regulations. 12.300.128 Storm Water Runoff Provisions for storm water runoff shall be in compliance with Spokane County the City of Spokane Valley's Guidelines for Storm Water Management. 12.300.130 Utilities (OK) 12.300.132 Professional Land Surveyor The preparation of all final short plats shall be made by or under the supervision of a professional land surveyor who shall certify on the final short plat that it is a true and correct representation of the lands actually surveyed. A survey is required on all final short plats. All surveys shall comply with Survey Records Act (RCW 58.09), Survey and Land Descriptions (WAC-32-130), and the Spokane County city of Spokane Valley's Standards for Road and Sewer Construction, as amended. TOP PR+IORiITY Mg Association CO Washington OMB City/County Revenues and Efficiencies 1 1 VI TY MAINTAINING the Nc revenue Due to the recent revenue / J LEGISLATIVE decline, many cities and /J counties are without the "\... �V/ PRIORITIES capacity to maintain essen- P `- FOR CITIES tial:service levels. These cities and counties cannot AND TOWNS absorb further revenue losses. Asa Tri-Association, AWC, with / e the two county associations, n�f Washington's 280 cities and towns will:advance the following v revenue,proposals �1 represent sixty percent of the state ---.,; ASSOCIATION OF population. More than half of © Sales tax subject to voter WASHINGTON CRIES Washington's citizens receive their approval. - ` ---) essential services - police and fire © Property tax subject to voter ASSOCIATION OF protection, water and sewer service, WASHINGTON CMES approval. i and-streets'—:I from cities and towns. ' . - ( Phone: (360) 753-4137 1 .; In_partnership_with the state and :Utility taxes subject to i FAX (360) 753-0149 1' , action by the local legisla-i Website:www.awcnet.org ' ' counties, cities:and towns strive to five authority. ! rmaintain Washington's quality of life. 4 l The Association-of wWashington . I Wash'n ton's economic downturn and J i 1 9 The Tri-Association will also loss of revenues due to recent initia- work to ensure flexibility in — fives presents difficult challenges for . Cities (AWC) is a non-pamsan, the use of current revenue`s-and 1 1 all levels ofgovernment Now more f; t ! , , non;profitorganizationithat provide enhanced efficiencies : 1- represents a4 cities and towns than ever, the partnership'between\ through modifications to state x- in Washington. For more —the state and local governments , laws and regulations for local ' } information onAwc,please1 must be strong to maintain our qual- governments. ; I I — visit www.awcnet.org. For 1 ity of life. i- - .'J -- ( —- ---Resoluti Resolutions,- Le AWC j --Inside you'll find our-priority issues for,' -- — - ' to LegislatiJe, t AWC 2003 Legislative Priorities._ ^ the 2003 legislative session. . AWC P�R�IkQ R°ITYsISSU ES Washington's cities and towns are very diverse -flexibility in local governance is needed to address this diversity. All of the AWC priority issues express the need for cities and towns to have the authority to respond to their communities' needs. ANNEXATION REFORM ENHANCING ECONOMIC GAMBLING ACTIVI- INITIATIVE REFORMS TRANSPORTATION UNFUNDED MANDATES WATER RIGHTS, DEVELOPMENT IN TIES:CONFIRMING FUNDING WATER QUALITY, Annexation reform CITIES LOCAL PLANNING B. Recent initiatives have AWC strongly opposes AND WATER BASIN became a critical issue ZONING AUTHORITY significantly impacted Cities fund sixty-five additional state and PLANNING after the Washington Cities need economic local governments: percent of the dollars federal mandates on Supreme Court invali- development to Citizens expect their the loss of the Motor spent on city trans- local governments, Water Rights dated the petition continue to thrive. cities and towns Vehicle Excise Tax and portation.This funding unless such mandates AWC supports: method of annexation, AWC urges the Legis- to make sure that limits on property tax comes from Local are compelled by a 0 Clarification of mu- the method for most lature to consider gambling activities are projected to reduce general funds that significant public inter- nicipal water rights, annexations since enhancing economic conform to local city revenues by $1,027 must also support es- est and accompanied including assurances 1945. development programs zoning. We believe million between 2002 sential public services by sufficient financial that as cities and to offer a menu of that the state's and 2007. Voters need such as police and fire resources. towns conserve AWC is part of a unique choices that address exclusive authority to have a clearer protection. Cities need water they will not coalition of business, AWC requests that unique local circum- to license and regulate understanding of the state support. Cities „,4-lose water rights. environmental and stances. Options gambling does not fiscal impacts from are also seeking a vari- reductions in state „r;4.4 ® Assar_ancethat, governmental inter- should include local include preemption initiatives. of local options to support for local r"' r P P ety P tl.,•,,,_.4 - -waternghts-policies ests that developed a taxingauthorityand of local planning& address their diverse governments be / ""s`upport municipal coalition policy state- AWC direct state assistance zoning authority. supports with legisla- transportation needs. accompanied r, wateir�ponsibilities ment.As outlined in tion that requires: proportional reduc- (�: or sharing of state tax r. under the Growth this statement, AWC is AWC supports clarifying 0 More information AWC supports funding tions in state . revenues. proposals that lead to: mandates. Management Act and preparing a bill that: legislation elation that would on the fiscal servi of l ce-area requi" re-1 O Adds a means to AWC supports legisla- confirm local planning impacts of O A long-term _ ' t s: --,;i' merh•the delivery annex lands not tion that: &zoning authority initiatives. solution to our mof pots i- �ab�le wat�e-r.J occupied by resi- 0 Streamline require- with respect to transportation � t I1 4 gambling 0 Public or Legislative ,r „Water.Qualit'yj .._, dent voters;and ments for cities and amblin activities. 9 fundingneeds;and """'` O Adds a method, towns to participate hearings on initis- p--c-. -� _. other than byelec- in economic Bevel- fives. 0 A balanced trans- �, l ( ,,AWGation of rmple- tion,to annex lands opment programs, or portation revenue —w•,a.."'..�i mentation clethat" f P P 9 that water programs that containing resident provides technical package considers both the voters.AWC is also and fiscal assis- provides additional ? costs and benefits reviewingrevenue to cities, potential tante to help cities associated with state Legislation affirmingand towns meet towns,our trans- 9 and federal standards. city boundaries as of those requirements. portation partners- a specific date. the counties,the Water Basin Planning 0 Provides additionalWashington state Since 1998, a state tools for municipal *e I li< Department of framework has been in economic develop- Transportation, and place to conduct local ment purposes. '� ►�rr',,n,F2sl<g��" transit watershed planning. ' I , " <n'� '• Successful imple- f mentation of these I ; } on_ pLi _ planning efforts will 2 L.4... . 1-1i—...14. require.state coopera- tion and funding • support. Executive Committee Meeting Page 1 January 10, 20. 03 WCIA Office Members Present: Mary Swenson, President,Marysville; Gayla Gjertsen, Vice President, Tumwater; Mike Webby, Renton; DougRobinson, Kelso; Steve Hall, Olympia; Pete Rose, Woodinville; Mary Lorna Meade, Issaquah; Tony Piasecki,Des Moines; Steve Anderson, Kenmore. Others Present: Lew Leigh, Director; Mark Bucklin, Authority Counsel; Merrily Dunham, Authority Secretary; Eric Larson, Assistant Director; Patti Crane, Member Services Manager; Peg Campbell, Claims Manager; Jill Makela,Treasurer; Reed Hardesty, Cl aims s jjuster;Pyall ;Shari Hinshaw, Claims Adjuster; Ann Bennett, Sr. Claims Adjuster; Gary Londi Lindell, Mercer Island; Lynn Nordby, Bainbridge Island; Richard Dykstra, Stafford Frey Cooper; Bill Spear, Evergreen Adjustment Services. Call to Order: Meeting called to order at 9:30 am with a self roll call. Consent Calendar: - . Approval of December Executive Committee Minutes Motion: • M. Webby moved to approve the Consent Calendar as presented in the Agenda. D. Robinson seconded. Motion carried unanimously. Executive Session: • Motion: S. Hall moved to go into Executive Session to discuss claims. S. Anderson seconded. Motion carried. Into Executive Session at 9:35 a.m. for approximately 45 minutes. Out of Executive Session at 10:10 am. S. Hall moved to approve the authorization to settle claims for the amounts discussed in the Executive Session. P. Rose seconded. , Motion carried unanimously. President's Report: M. Swenson said that it was nice to see Mark Bucklin back. Director's Report: Lew said the new City of Spokane Valley has joined us. They signed their addendum on January 8`h. They have 82,000 population. There is an interim team; Lee Walton is the Interim City Manager. The City runs from Spokane towards Idaho border along the I-90 corridor. They are headhunting now for a City Manager. _ ' s ' X Executive Committee Meeting January 10,2003 WCIA Office Page 2 Lew reported that he had not sent our capitalization and premium checks in to GEM. We renewed our liability coverage at$3 million self-insured layer, $3 to $4 million would be GEM (or we could self-insure that extra million, or buy it from the re-insurer), and $4 to $14 million is with the re-insurer. Self-insuring would be the least expensive option. $4 to $14 million with the re-insurer would cost us $265,000. We still retain all of our control issues that we have fought for in the soft market. We would still have $14 million coverage. Lew is displeased with the GEM actuary. We negotiated with them to get the price down to what our actuary would have charged. We can still go with GEM, or Lew has asked for a quote from the re-insurers for the extra$1 million, or we self-insure it. If we don't go with GEM, he will resign from the Board. We will still stay with NPX. Lew said he still likes the idea of the captive, and likes the long-term advantages of the captive. He would eventually like to see a $1 million layer to $5 million layer handled by the captive. Mike Webby asked if our advantage of being a charter member had been lost; Lew said it had not, because we had put a deposit down to hold our place while we finalize our decision. We are making an offer to a Risk Management Rep prospect. The first one to whom we made an offer had been with State Farm for too long, was making more money than we could offer. Our second prospect has good corporate experience and good communication skills. Our new large-deductible members are now Puyallup, Bothell and Tukwila. Renton has a $250,000 deductible and the others have$100,000. We now have seven large-deductible members. Lew said Jared Burbidge would be serving as Chairperson for the Loss Control Committee. He is a long-time delegate from Lacey. The Loss Control Committee has 10 members; but John McFarland will be leaving this year when he retires. Congress has enacted the Terrorism Risk Insurance Act(TRIA) of 2002. The Act doesn't tell insurance carriers how much to charge, so rates are expected to be high. We think the current interpretation is that pools fall outside the act, and we don't have to offer terrorism coverage. We have chosen to, however, at no charge. P. Rose asked for Lew's opinion on the status of the Wenatchee situation. Lew said it might pose a cash flow problem for the pool involved. It depends on who is determined to be at fault for payment of the penalty. . reak at 10:30 for 10 minutes. Action Item: • Defense Firm Conflict of Interest Lew stated that this was going to be like a study session on this issue. In the last coverage appeals session, we had a verbal conflict of interest allegation made. It was illogical, in that the city has retained the defense attorney while they were alleging that person was in conflict. We need to resolve this issue. We have been operating for 22 years in a manner that the defense attorneys and staff think is appropriate. Staff and the defense attorneys know what they are doing, and will tell us about a potential conflict when staff gets too close to their client or their case. We want to dispel this perception of an actual conflict. We have some Executive Committee Meeting January 10, 2003 WCIA Office Page 3 really hard questions to be answered if we actually have to go to the point where there is absolutely no perception of a conflict, ever. Our defense costs could triple; we would have to hire more adjusters, so that we could split every case up. Richard Dykstra, Stafford, Frey, Cooper, has come to give his interpretation of what a conflict of interest is. R. Dykstra talked about his study of this topic. He was asked to be on a panel on the topic at the Washington Defense Trial Lawyers at the year-end seminar in 2002. There is very little law established in Washington, even around the country, which deals with this. There are governing rules for all lawyers, called the Rules of Professional Conduct (RPC). Richard feels this is going to become a very hot area for litigation in the next few years. Part of the reason is that when you have a hard insurance market such as we are in now, people look long and hard for ways to replace the coverage hole. Insurance companies are taking a much harder view on whether they are going to settle cases. There are going to be more trials, and more bad results. Richard said that even though WCIA is not an insurance company, he couldn't say whether or not a court would hold us to insurance company standards. They are not likely to give pools the benefit of the doubt and allow them to do things insurance companies are not allowed to do. There is very good reason to be cautious. Richard will tell us what he thinks we can do to deal with this problem on an ongoing basis to provide us more protection. Points Mr. Dykstra made: • Conflict of Interest—is appointed defense counsel required to obtain a waiver from the member/client? The lawyer must determine at the very beginning, before accepting an engagement, if there is any actual or potential conflict of interest. If there is, the lawyer needs to get a waiver from the client, or decline the job. • Who is the Client? Case Law says that a client is somebody who has a reasonable basis to believe that he is the client, and entitled to the attorney-client relationship with the lawyer. The insurer is not, simply by the fact that it designates the lawyer, a client of the lawyer. In cases where the insurance company has made a Reservation of Rights to deny indemnity, the insurance company is not the client. The lawyer should disclose the relationship, and obtain a waiver, before accepting an engagement. • Non-Reservation of Rights Cases. The relationship between the insurance company, the insured and defense counsel is a tripartite relationship wherein the insurer, pursuant to an insurance contract, pays the costs of defense including the lawyers fee. However, in Washington it is clear that legally and ethically the client of the lawyer is the insured. • Does Counsel Need to Make a Disclosure? A lawyer cannot represent one client against another, even with a waiver, if the representation of one will be directly adverse to the other. Some conflicts simply cannot be waived. Most attorneys believe that they can undertake the representation of the insured as long as they do not become involved in any matter related to the dispute between the two clients. However, the lawyer actually has a duty to disclose the potential conflicts and obtain sufficient waivers prior to any such dispute actually arising. Executive Committee Meeting January 10, 2003 WCIA Office Page 4 • Consent Must be in Writing. Either a written consent executed by a client, or oral consent given by a client which the lawyer confirms in writing in a manner which can be easily understood by the client and which is promptly transmitted to the client. • What if the Client Refuses to Consent to a Waiver? If an insured has rejected proposed counsel, the insurer has the obligation of appointing counsel that either has no conflict, or who has a conflict that the insured will waive. • Limiting the Scope of Responsibility. A lawyer may limit the scope of his responsibility to just that portion of the defense that the insurance company will pay for, but only if the client consents after consultation at the outset. If the lawyer does not get the client's consent to this at the beginning, he has an obligation to fully represent the insured on all aspects of the case, including those that are not covered by the insurance company. This agreement by all parties should be in writing. • Confidentiality—What Can Appointed Defense Counsel Disclose to the Insurer? The RPC 1.6 says the lawyer shall not reveal "confidences or secrets" unless the client consents, after consultation. "Confidence"refers to information protected by the attorney-client privilege. "Secrets"refers to any information that the lawyer learns in the course of the investigation that is not generally known. "Generally known"means that it must be readily obtainable from other sources. The . insurance company can be considered an adversary in this case. Richard said that there have been a couple of Washington cases where the insurance company was held responsible for the defense lawyer's bad faith actions. Our courts have raised the cost of bad faith actions extremely in the past few years, so this is a real incentive for claimants to proceed. WCIA is not an insurance company, there are many differences. One difference is that it is a membership organization, not sold to all comers. Can a group decide, then, that they want to handle their defense in a different manner? Every member agrees coming in that certain types of conflicts are waived, and that only other kinds of conflicts would allow the member to • insist upon a different attorney. We also have the opportunity for the member to appeal a decision by WCIA. The Committee had questions for Mr. Dykstra to clarify some issues. Much discussion was held. P. Rose stated all of our members have signed Member Agreements that when a claim comes about, WCIA directs the defense of the claim. Mark Bucklin responded that the Executive Committee and the Full Board in the form of our Coverage Documents adopt this every year. Mark stated that as far as his firm, and he supposed all other firms, is concerned, the client is "The City". They do what the city tells them to do, and if it is in conflict with what WCIA wants, it is up to the city and WCIA to iron that out. If WCIA and the city cannot agree, WCIA may have a breach of contract issue with the city. But the attorney still has to do what the client tells him to do. Lew said all our defense firms operate that way. We have many, many meetings to make sure everyone concerned is of one accord. That is not how it is in the insurance industry. Richard said in the traditional insurance file, no one ever asks the insured what they want. M. Webby said that members have a choice to be a member of this organization or not. He hoped we would not, as a group, get into a discussion of re-engineering something that has Executive Committee Meeting • January 10, 2003 WCIA Office Page 5 been successful for twenty-two years. He hoped we would have a good long discussion among members of the committee before we reach a decision on this. M. Bucklin said that in twenty-two years there has been no allegation of an actual breach of a contract, secret, or confidentiality because this organization keeps those operational barriers in place. WCIA has a stable of law firms. Mark also said that we might have a problem with the large-deductible cities when their city attorney wants to take charge of the cases. This may cause problems, because what they do can be construed as a WCIA action. WCIA may ultimately end up paying for their mistakes. Lew said we are working on this to conform to pool defense practices. There is an agreement, but it isn't always adhered to. Gayla said we obviously need more discussion on this issue, so she would like to continue the discussion at the February meeting. Mark asked that it be moved to the March meeting, as he will be unavailable in February. Motion: G. Gjertsen moved to continue this discussion at the March Executive Meeting. M. Webby seconded. Motion carried. Adjourned at 12:40 p.m. Next Full Board Meeting at Hilton Conference Center, SeaTac, on Friday, January 24, 2003. Next Executive Committee Meeting on Friday, February 14, 2003, WCIA Office. Respectfully submitted: Ik L4 Authoritycretary Approved on / /03 Attest: . n��-p ; . ,f' ABOUT THE WORKSHOP Y Ics ,a�6) Ol�odg ` Several associations representing cities and counties have joined imp llogelher to offer this important workshop for local elected county and `. city officials. 1410 i, M1� Everyone knows that disasters only happen to other people. Yet,as �„H#p('j�',F� lg�,Ap �I','{i{(e9fp�gp{p the headlines scream, catastrophic events can happen to anyone, at " '"'l t L' ""grl L D almost any time. From terrorism and civil disorders to wind, hail, • ARF, YOU PREPARED? snow, floods, fire, earthquakes, volcanic eruptions - disasters that threaten the ability of local government entities to remain functional Emergency Management 101 do happen. . For Local Elected Officials • This short course is designed as an introduction to provide specific March 20 Airway Heights April 9 Wenatchee training to local elected officials on their roles and responsibilities March 21 Pasco .April 10 Everett • before,during and after an event. April 2 Olympia Participants will hear from local emergency management Do you know that you have statutory duties and responsibilities i professionals who will provide detailed information on what you • to plan for and respond to disasters?This half day workshop will should be thinking about, how you should prepare, who will work prepare County and City Elected Officials for their role in an with the volunteers,what you should say to the mediaand when,and emergency event. First Responders,Emergency Management the importance of an integrated approach to managing emergencies. Directors,Public Works Directors,Sheriffs,Police Chiefs,Fire 1 Chiefs and key management staff are also encouraged to attend. J Participants will learn about: I WORKSHOP PRESENTERS • • The responsibilities/roles of elected and appointed officials Our speakers are recognized statewide as experts in' ' 'during Emergencies; Emergency Proclamations,Activation of the National Guard,Requests for Disaster Declaration City and County emergency management. ' •.What to tell your citizens—your role in public information Roger Serra — Roger serves as the current President of the • Washington State Emergency Management Association and is on the • State Agency Roles and Authority State's Committee on Terrorism. He has served as Snohomish • Incident Command System Functions County Emergency Management Director since 1999. • Mutual Aid Agreements and Coordination Phyllis Mann - Phyllis serves as an adjunct inswctor for the • Washington State Emergency Management Training Division. She Presented by _ has served as Kitsap County Director of Emergency Management Association of Washington Cities . , since 1991. , Washington State Association of Counties Washington Association of County Officials Neil Clement-Neil is an Incident Command System instructor and Washington State Emergency Management Association is also an adjunct instructor for the State of Washington, teaching courses on Hazardous Materials Contingency Planning and Exercise • c I • Design/Evaluation. He has served as Whatcom County Emergency AW( miEM l WpCO ; ,tManagement Director since 1991. WWI fvivvvro cr. _I r I Il "1. '� • P • - X • WORKSHOP INFORMATION • LOCATIONS & DIRECTIONS • • Registration and Fees • AIRWAY HEIGHTS-March 20—9:00 p.m.-12:30 p.m. - Airway Heights Community Center The workshop registration fee is$60.00 per person. Registration fees 13120 W.13th,Airway Heights include the cost of refreshments and workshop materials. Please Directions: From 1-90,take exit 272(Medical Lake)cross over the complete and return the registration form, along with check or purchase order by March 14. Over-Pass, take the 1st right, then next left onto Hayward. Turn left onto Hwy 2. Follow Hwy. 2 to Lindstrom; turn right. The Certification Credits Community Center is on the right in the next block.. I WSAC/WACO's Certified Public Official (CPO) and AWC's PASCO-March 21—9:OO a.m.-12:30 p.m. [ Certified Municipal Leadership(CML)program recognize the efforts Franklin County PUD • of local officials who want to increase their governing skill and 1411 W Clark,Pasco become more informed leaders. Certification credits will be given by Directions: Take US 395 S/201^Avenue exit(Exit No. I2A/B)from each of the programs for attendance at this course. (2 elective credits 1-82. Take N.20'h Ave.Turn left on W.Lewis Street.Turn left onto for CPO and 3 credits for CML program). .. Clark. Schedule • AprilOLYMPIA- 2-1:00 P•m.-4:30 p.m. in The morning workshops will begin promptly at 9 a.m. and end by 060hWillamon�e Dr.Iion NE,oLaceyriU's and Chiefs 12:30 p.m. Registration will begin at 8:30 a.m. Directions: NORTHBOUND: Take 1-5 north to exit I l 1. Stay in The afternoon workshops will begin promptly at 1 p.m. and end by • left lane on Exit ramp. Turn left at stop light onto Marvin Road. Go 4:30 p.m. Registration-will begin at 12:30 p.m. over freeway and straight through first roundabout. Turn right at second roundabout onto Willamette Drive. Continue 2 miles to the i Special Accommodations,Refunds and Questions peach and brick building. SOUTHBOUND: Take 1-5 south to exit ? Ill.Turn right at stop light onto Marvin Road. Go straight through WSAC, WACO,and AWC strive to provide education program for first roundabout. Turn right at second roundabout onto Willamette • people with disabilities. If special accommodations are needed for Drive. Continue 2 miles to the peach and brick building. this workshop,please get in touch with the contacts listed below. • WENATCHEE-April 9—9:OO a.m.-12:30 p.m. • • z$ Refunds can be made for cancellations received by March 14. No Wenatchee Valley Senior Activity Center $ refunds will be available after this date. 1312 Maple Street,Wenatchee a • For more information,or to request special accommodations,contact: t Directions: From Blewitt Pass, Stevens Pass or Okanogan, take Wenatchee Avenue to Maple Street; tum right 'on Maple. Go two i blocks;the Senior Center is on the right. From Grant County,come 1 For Counties WSAC,WACO,Dema Harris Phone(360)753-1886 across the South End Bridge to Wenatchee Avenue exit. Stay on Wenatchee Ave.to Maple Street,turn right on Maple.Go two blocks; Fax(360)753-2842 • - dharris@wacounties.ora the Senior Center is on the right. • sa For Cities . EVERETT-April 10-9:00 a.m.-12:30 p.m. V AWC,Eunice Gonzales Phone(360)753-4137 • Snohomish County Red Cross,Boeing Room Fax(360)753-0149 2530 Lombard Ave.,Everettct euniceg@awcnet.org • Directions: From 1-90,take Exit 193 toward City Center. Turn left onto Pacific Avenue. Turn right on Broadway. Turn left on 26'h St. • Turn right on Lombard Avenue. Ti P • T S7 AIS The issue of"stipends" to reimburse Council Members for use of their personal telephones for City business has been raised by Steve Taylor and supported by Rich. In the past I have had CA's go both ways on this question as it relates to expenses generally but I can't remember it being specifically addressed to cell phones. In "the old days" it was fairly common practice (at least in California) to loan an "official"telephone or fax to Members during their term of office so I suppose it would be ok to "loan" a city owned cell phone or computer with the stipulation that it would only be used for City business. The problem, of course is that this would require the carrying of two phones which would be a considerable nuisance. The question of a flat stipend for use of a personal phone may be a bit trickier so I lay it off to you. I would note however, that some cities, including Spokane, do pay a monthly stipend for use of a private auto based on an estimate of official use. Indeed, I propose to use this methodology for some staff members who need frequent use of a car but not enough to justify purchasing a City auto. Perhaps that theory might work with the cell phone. Thanks Environmentalists Everywhere Each era has emotional issues which excite citizen and special groups into actions about local government. Today environment is that issue, and it has resulted in • citizen concern for matters which in other times never would have received public scrutiny. TJ„�t= /+O►�(tM11n1IT'�/ REACHING- Waste treatment plants constantly are being visited I 1 h ` ''I1 `1vI�V t 1 GI1l.Ti MT by womens' clubs, junior leagues, environmental CONSENSUS . ©N GROWTH groups, and dozens of others now having familiarity with `/ clarifiers, grit chambers, and the other tools of the ®n(5?p�•! trade. 1(ptt C�� _ Suddenly the treatment plant operators (the flush and gush guys) are the center of great attention and < k are no longer the outcasts of municipal government. ` t = > ✓ , \_ le) . .� THE EFF CT OF EN :7j V IROI�mENTflL • Poi-kTtCS ON7i+E MANAGER . • • . . .--- A_k\ rtirsii/- ce41: .41 . ...41 N #2._ . n..--t.. \a------1 -, p ' ,--- % .---b- -14 ,3 ,s 1` • a 1 MUNIciPALINFDRMR?ION BUILAERSTOLb OF GROWTH I� OFFICER T&LL11J & BUILDERSCON TRO LS ABOUT GROWTH CONTROLS 4? sre3 :*, r ' i\cflt - -- 1 cry e. r�' , is z.,k, 1..1 c„..,:a. i q : _,r,i, , c) (.........._ . „, ..._, , ..,, , :: , 1 I NEREtil MAKE `SOUR GARDEN CLUB YYIErBEiQS HOi3OR PAY- ?R£ATRENT PLANT OPERft-TORS ala ' 1 0 C-f. -5) s_ iw , v., t • f / /� ) J ! 1 2ce -c Vil-:- \(, -i ! i � I ( 1 i L \ I i .!': ;i • • LvOyV..L5O• www murr-ietguzde corn tp1I1Lp .,�- -w: . ^� 1 GUIDE & REVIEW• y \��yrr°H';i ,^4 ar. yra '"" .4 M`��Yfl.7' 3rU.r r c + ` a 9'a Top Picks Volume 7 Issue 1 Sites That Rise Above the Crowd Top Picks for 2002 • Our sixth annual tribute to web sites that stand out among their peers Less than a decade ago, even in this nation's most technologically progressive communities, you typically would have no choice but to trek to City Hall to track down, or turn in, a single piece of information. Today, municipalities do business in a dramatically different fashion as they have jumped aboard the Internet with all of its practical efficiencies and engaging bells-and-whistles. As they have spared citizens from coming a long way to conduct their affairs, municipal governments have come a long way in improving the terms of their relationships with the people they have been entrusted to serve. • When MuniNet surveys the landscape of its Top Picks for 2002, then,it is clear that the l's have it. The cities that "get it"-and are getting glowing reviews from users-are providing information, spurring interaction, and soliciting input from residents...when they need it. Exactly when is that, you ask?Anytime, and all the time. The lights never go out at cyber-city hall and our Top Picks reflect a bright awareness of that heightened expectation. y While Overall sophistication of web sites - particularly those hosted by small and medium-sized cities - continues to increase, the main trend we witnessed over the past year is the heightened focus on customer service. More than everbefore, citizens are being treated like valued customers, and the shift toward this focus is evident online. Another trend, an offshoot of the above, is that in increasing instances, cities are adopting URLs that are designed for their citizens to easily remember. The traditional[www.city.state.us]format is becoming far less prevalent as more intuitive addresses [yourcitygov.org] take their place. Sre: aa,.....„.�,._:e +” ig ,... eftarinati fita:3 y :._ � '� VY yth{[ 2 L H6b 4 FM' t 5 L t 1 2 1 y� "f` i,: c •gnitit�Y 'S•Y }4 l n.t' rrxl•" �'ihtic ,zc ,t'R ".t�`M.��i. 'x°"43 VY l ! '""" x ` o+.�yw".. `s."_^v 'k• r T 4 'a `5 34 "6R ..e. x•` Yr iyi Sltl �N se& r s o- r , 4 a —) rS SpeClaltJsSUen +),ip`rS a" rMv aVt:“ wu �G d 'd - ttxrie,,7i h^x�te v i lt°P Inca c�r�.au+.rjmar �S ,.,,.�i �a.�r ykt '+g. � S � -+..� 'x Fi Y� .p-L -N iJ N•'ere.uc..a4�my� � ^, ""i e SS•'P A +• a` )n.. ites that Rise Above the Crowds ,- �_ ; ti st of�,Melange , 4 $ e PiST. ' 1 q 4 t 'z `+ rt s • r ) v"4 - n r �^ rc. ,uY` t t 0u� Top Picks for,2002 n.51 r $4.:tt L k � ✓ o Cities and Counties, Overview 2 Bytes & Pieces a �r c r r_ S' r - Big Cites i x - h • 3 * 1 rT nCitles i focal Web'Site Wins .r ' .� 5. i A Class of.Their Own More Top Pic▪ks r r 5„,s,- � � � +� •: �. kr , Financial+Reportng7Disclosure 8 Praises of Community r v 5n' Rather than a thorough look at each'of our Top Picks, we have highlighted Lufkin because it provides one of the ; Top Picks 2002 - Cities and Counties most comprehensive examples of how to make the most of / a municipal web site. In order to attain Top Pick / recognition, sites must include the following elements: The government leaders in Lufkin, i ett Texas represent a rich illustration of ❑ Comprehensive Annual Financial Report ir.,Ar this service-mentality with a blend of ❑ Budget L-1 -it / and high-tech ❑ Two-way communication , a. features at [www.ci.lufkin.tx.us]. ❑ Council agenda/minutes ❑ Municipal code/zoning ordinances I, The city obviously has a (very good) virus on its hands, as 0 Community profile its array of services expands almost weekly. In addition to 0 Economic development information (or links) maintaining more than 10 community-based web sites, 0 Current news and/or commentary from the CEO Lufkin's main page offers far-flung links, from webcasts of 0 Some online service delivery the high school football team's playoff games to the weather forecast provided by the National Weather Top Pick sites also have this in common: they inform, they Service. increase government accountability, and they provide communication opportunities. And to distance themselves ...we have highlighted Lufkin because it from an increasingly sophisticated and savvy field, we have found that Top Picks possess that something extra in provides one of the most comprehensive the areas of: examples of how to make the most of a municipal web site. 0 Presentation - aesthetics, design, sense of style, pizzazz 0 Bells arid whistles (flash presentations, videos, Among its other offerings are the ability to pay utility bills webcasts, sound, etc.) online, live city council webcasting, online city document o Innovative features or style archival, online code of ordinances, searchable council 0 Sheer amount of information, materials minutes, online forms for requesting services such as permits and trash pickup, a map showing where registered sex offenders reside, and the ability to check the status of a book at the local library. x� .s_0-.mn.n aegC w- ate_•_) ., ' v The city also maintains two Intranet sites - one for city vt,0- .,' J "iecg:``� Iii f • 0 II Min,tre as torr al WebsiW+ employees and one for police officers that can be ?- 5 E�mi °Meet wtanselepnxre --5- ;;;;--lp3sla-- sxi -riaigan accessed from the patrol cars while on duty. Iwould tike to: San 23,2003.6:55 AM City HighlightsGood Mnrningl The January-$LCIb.CounclLWeb=ast is now avallaNe. 1 a t m: Lete Sam Rayburn a The live webcasts are not only economical (an old w t m Celtmeroobser ed,e it N j �� Arc tQ roba °stakes s of ahyeu A [t BaldE aCormornts White computer was set up as a media server, and the city was ° �'!r # r _j Species Bald Eagle,terns,Grea Bl Herm) .t to b'. a �,and Snow DEIN aen0 Clickn the hoegem able to stream live video for an out-of-pocket hardware w Egrets. CllIXgnthRphgmgrapn -anon maobthl fora mdEstraw or me Rayburn erez. cost of $120), but also user-friendly. A visitor scanning a 6LEHNR6E552E GAMBLE Mayor topia6vna gn PARK DEDICATION list of agenda items covered in the video can click on the ,a The Ltlkln Parks and Recreation Department will be paving • " '•w"°" ,9 a Park bed cation and Ribbon Cutting. Bi° agenda item, and the video will jump to that portion of the Date:Thursday,January 23,2003 tr..LoaM rubornwatao to Time:4:00 p.m. r.eamuvo. meeting. A recent video was downloaded over 300 times "on 1200 Black ofCe1n50 "" "' Renesnmena will be provided • bycitizens. ,'°"n't,t' about our new banner: From lett to npnt,the new wet banner depicts a detail of Angelina as she (Fran nmuknni appears on Lotion's newen mural,Laying Tracks whits was tompietea in 200. ma The next image is of a INC 3 missile launch. Components for this for-tom addition to our nation's aru^al art manutatturttl GIS rn Lsdtln.The°AC 3 is rolbned by a°Itture cl inns year s Su4 Champion Wh In eanthen The panthers did well again this year advancing well Inu tilt mavens. A picture°r Willes City Han Additional web services include a multimedia presentation pa,rant^aaMHabll,nren win „tset rem= lie^TratZec TheS„tuear neellm adorns Ne Fmm a•L lkl q 6 mson co c.The tan g I I Duette or a about Lufkin that is designed for newcomers and d"n` DI�^^l,etgh""`�p "nt� 1 ° p,°"` to p "". `"'"" 7lt. .• &r it1.,- Qur.[�eacace• s. itcluct2npa •ariens, prospective business coming to Lufkin, and a recently ,----- Came oort Come am me COY alum"mis m°kingro.anew good ar:ensmcmbahon anlnterestinp constructed handicap access site designed for the visually impaired using screen readers. None of the many web services include fees or surcharges and the city hopes to continue that as long as possible. 2 MuniNet Guide & Review Top Picks 2002 • v Top Picks: Big Cities San Diego [sandiego.gov] Based on the just-mentioned criteria, of the 10 largest This sunny site places a premium on orderliness. cities •in the nation (ranked by 2000 population), the Everything is in its place, and there's a place for following sites stand out among their peers. (seemingly) everything, from weekly special events, the 11 city beaches and a check on construction plans to a file Los Angeles [lacity.org] cabinet-like structure to departments, services and other Front and center on the home page is "311", the City attractions. This organized effort is no surprise considering Services Directory. Its key word-search user-friendliness the earnest tag line that runs across the upper left hand sets the tone for the entire site. "Free Cash For College" corner. of the home page: "The Most Efficiently Run Big •link is an eye-grabber, and underscores this classy site's City in California." service orientation. Online buffs will enjoy the public access-to web site statistics that detail traffic to various Top Picks: Cities portions of the site. (in alphabetical order) • New York City [nyc.gov] Want to know where you can get a flu shot? Have a beef Anchorage, AK [www.muni.org] with a parking ticket? Wondering why Mayor Michael Great online services(property tax payments, account info, Bloomberg is opposed to smoking in the workplace? Since set up like Yahoo's main page (by category), featured links • the arrival of the communications-savvy mayor a year ago, highlight unique or notable pages within the site - like the this site has gone from stellar to superlative in its service to interactive Bus Route Generator. visitors. If it's not on the "favorites" list for some Big Apple dwellers, then they don't know what they're missing. Austin, TX [www.ci.austin.tx.us] • Austin City Connections remains a winner in our book for a ` -:;rA Wil" "....,I ;G-�:u„�"e,. web site that continues to grow and evolve. Combing style ---__ .___- 4.4.44.44444441)4414002.4.4444 "® with substance, the site offers more content, links and LACilizon` �e I- ” —' - - service delivery options than ever before; its new look Zir e \*• „rn,us-r '.,;.,,,,,r,-j- ,`ulematc. includes a clean layout and handy navigation tools that M make it easy to locate specific information. :.727:1,7.:_t_....., Mav Welcomes You ,,nrr Featuring „ d',�..: +„STT LA€; Getting• MCS 4.'KK w. � - . • " "` _ , ,. Des Plaines, IL [desplaines.org] "Your City Services" clearly illustrates customer-service u ee Se l:C4t1 :.,o: i•la,=,..� type approach throughout this web site. gaaniaes/,•*x" MLA, ";,a„ :o;;SUN "Your Local Government" section invites citizen _ �i t.l=`. '_ •;,:a4:2 t�a'.°.� s:t o, .... participation/awareness. Email list sery has been essential tl• „- �mmero, 'j W„•, re ,;e"„., in alerting motorists to detours around railroad repairs. • ,.. e.a,,.,-- •--•. : � Powerful search engine takes visitors to specific f lam„aP,eAdd...... by:, „�” u�„ information easily. Insertion of a calendar of upcoming I .� srr•n'i'"^^ CHANNEL4.KP0.s • a".'. .,nwne.. . a e— ---- .Jo tM`;„,�°„ events is an outgrowth of listening to residents calling with —, .. , questions like, "What is going on this weekend?” Philadelphia [phila.gov] Lufkin, TX [www.ci.lufkin.tx.us] • With links like "Find a Job” and "My Recreation Center",• With the prior description, we've only scratched the surface the City or Brotherly Love caters to the full gamut of of this site's ambition. individuals' needs. Like any noteworthy municipal site, Philadelphia provides an array of information to make its Minneapolis, MN [www.ci.mpls.mn.us] constituents' lives simpler, including step-by-step details on Tons of information, well-organized in portal style. One how to obtain a building permit, information on cars highlight is its providing government accountability through I , available for auction, and a way to pay parking tickets a citizen survey. An impressive City Hall section contains online, The site also provides bold splashes of color and _lots of useful information. photographic portraits of historic sites that create a classy, • momentous feel to each visit. Overland Park, KS [www.opkansas.org] . ' Home to the NCAA headquarters until 1999, Overland continued on page 5 - MuniNet Guide & Review Top Picks 2002 - 3 Best of Mélange rankings, most common tax mistakes, best companies to • work for-just a sampling)and a plethora of other research Notable web sites for office, home, meetings & leisure tools. Encyclopedias, almanacs, maps, calculators, news -all searchable-make this an invaluable resource a handy Over the past year, we came across several new "finds" in tool to access at home and at the office. this category, based on the French word mélange, which means an assortment, or mixture. While most of these sites may not have a direct relevance to urban affairs or municipal finance, we find them to be particularly "The Classics" • interesting and/or helpful. Our Top Picks for sites in the "Melange" category are: Melange sites we discovered in years past that remain favorites: BrokeScholar [scholarships.brokescholar.com] With the soaring costs of higher education, this site is a Bureau of the Public Debt [www.savingsbonds.gov] virtual treasure trove for anyone looking for tuition help. An introduction to the different classes of U.S. Savings This free service matches students and parents with over Bonds, interest calculators, the opportunity to buy bonds 900,000 (!) scholarship and financial aid opportunities online and-more. across the country. . k.�.t.!Pm.m.mne ."o.a,„,..Loa Nan.Svat..,..ft,.. ° Lees Ai.... • Microsoft's TerraServer 6ia. •.�s m°n strett [terraserver.homeadvisor.msn.com] ziour als•cao aftil A great interactive mapping tool that provides aerial photos . ,...— ..4}... -- -,,,- ..,„.,-,,, ^„<, .„. ,.....,-- — of just about any place in the United States. Browse LATEs; .5 """ „ ,, i through famous places (Niagra Falls, Daytona Speedway, •• 5'A.QLiokow.".,LC,.^`"' .� t� . uL ..S g. k,E k.PwAingt na Si.5 mpl {f PUAIy(Ayrc Alcatraz, and more) or search for specific addresses. „„,�"s" �" �. 't`r" ^°J ..,e.n.xM lam I.,.. m r MyGoals.com [www.mygoals.com] .•*°n°ec.°rw,s,s.°E"aE. Resolutions don't have to start January 1st. This web site ___... offers to help visitors set and reach personal and professional goals at any time of the year. While BizJournals.com [www.bizjournals.com] personalized service is fee-based ($6/month), the site An all-time favorite of ours, noted for its nationally provides a free library of plans for popular goals. We like widespread offering of free business news. how the site addresses common obstacles, breaks down overall plans into digestible tasks, and includes a wide Better Business Bureau's Wise Giving Alliance variety of specific goals. [www.give.org] Charity reports'are the result of a thorough evaluation HealthGrades [www.healthgrades.com] process that looks into non-profit organizations' allocation • This searchable database provides quality ratings on of funds, fund-raising practices, governance, and more. A 'NI hospitals, nursing homes, physicians and other healthcare great resource to consult before donating to a new or providers (chiropractors, hospices, etc.) across the unfamiliar charitable cause. country. Users can search the site to identify doctors in their area, hospitals with specific areas of specialty, etc. TheTrip.com [thetrip.com] . Basic quality indicators - like hospital mortality - are free, The definitive web site for making travel plans. while more detailed rep9Fts-are-available for purchase. The service i geareUito patients, providers, employers, InvestinginBonds [www.investinginbonds.com] insurance underwriters, and "others" - including municipal Everything you always wanted to know about municipal —investors evaluating the creditworthiness of hospitals, bonds (and more!). Site provides a great primer called nursing homes and other agencies. What is a Municipal Bond? - an excellent resource for the individual investor (or citizen whose town has a bond MegaConverter2 [www.megaconverter.com/mega2] referendum on the ballot) who wants to learn about this Because you never know when -you'll need to convert type of investment. • kilograms to pounds, U.S. dollars to Japanese yen or your - . • local wind chill factor, this site is one for the bookmarks Switchboard [www.switchboard.com] • library. The ultimate online phone book for locating contact • information for businesses or individuals throughout the LibrarySpot [www.libraryspot.com] - country. Reference materials galore - and more! Search encyclopedias, access a wide variety of lists (college 4 - MuniNet Guide & Review Top Picks 2002 • Cities/continued from page 3 LocalltWeb eS�te `Wins}`Praises 4 of Cornmunity� � ;0--.5'--...1-= 1 ▪: N � Park has it all, with a clean, consistent style and unique ," � 4 4 ;�a; air .k. features like How to File for Office, local neighborhood a 4� �"�'1'' t ( �,4,,..441 4:,,r-jt,, 3,i ' ' ' database, related "Did You Know?" and calendar features Weymouth Massachusetts•[www weyrnouth mans]+ g , on top page of each main section (resident, visitor, ' • business, government).A;smaltown dwith a reat nterne ,preseat in_ce • it Eve hin "a resident needs,to'Kinteract-with .e r+ � 9. Town government Useful and informative A , i• -o s vy C R G y '1 e 9 S l + +0. d ,,yen 6 i hs-4:.:::::•... .:1.--_7., a' ..• + ,great resource for lnformaL t, c A:winner v x `7°12+ +s IOC .k'Y'��, `$ m+'°",p�5;r y"x +3'y x,;a,�;�ur � � Mrnneapolts �.5' EY AJI ,g k` f`2 F '3auvu4. E- 4 .-'moi,..' *cA X0 +4 y t4L l � -F3i 1 '111 That'sr how local' residents "describe the official Town ,of .• ' t� CS9 Weymouth web site We ciose W.eymouth3�a town with a �' '� = �" - Conimuniry Business, Csty Hall Le sure population lust-,under 55,000 to be_includ�ed in our Jop Picks not only becausezcit s an excellent mumcipal web site; M•=«a•• 0' 'P tllmcawlu leaden take anion to address nam 4 r Rotook but also;because the Impressive public wupport forithe site is C,w�„nandau�atpm? —^` t 3. x s ^ y..EH • a °'- „o + arch nn Cdunal 'y strongerahan any4we ve seen:fo date„ We,recelvedjan influx q• lannISWua abort anm nnnnl den „ „ MnvlaaJt Ara 5 rc m -* s ran tmita. '�' 7 fi,, s .eme,aaan x°rc ao pm: udrsned.nnendas •of a mail,message: from(many of the towns residents who A.entea,nnameanntwnmaamiead o `.i ,¢ a+ x l �! x°..a°s. Public Works_Penartmentono) I wardstes >-j ln.fi WfOte uS'10 nominate thel�ylbcal Wet)site^_ t '7.; 3▪ 4,25- _ e,itnneotee.vduno ro3]rd.wardsameaim nonlY lncutvlo4s a ��t 'y1; -•r d •� . tp t.Y; s yla<a- 4 •s EmnneoW.NNs Cay elCe[6 to save 330 roasts In f"mealet5 w6wmp6TCN nal Community suppor sin general appears to be+prevalent In thisi G tnthortwmit Came statistics 'Ll-' ‘- .y. Z ,l,.m.a nn.lLMntl fdr R[mNp city located 12 miles southeast of Boston: One of,tF a sit• e's' H w' o t "° °°°9p0 "°°rte"°"" ' "°� yW„� P dWNe tan Na tnedoaA actinide m.n top billed featuresr!soca lled What We Like,About Weymouth', ,_.„rt+ 33 v whereln;resldents�from1dffereot agegroup�s and occupations tell whythey reglad to call Weymouth home tate ':u M • _ ry ;` x� a -I a Pembroke Pines, FL [www.ppines.com] Offenng'.a professional peFspective as an info?matlon ' Comprehensive information buoyed by great aesthetics, security-consultant that°seesweb sites all over the.world,one' m and streamlined, clean, and stylish appearance. Weymouth citizen-•says that the wets. site Is'?expertly prepared, links work properly aesthetically -'”:"5,,..- leasing; ands, Commitment to service illustrated by prominent placement most Important, Its,usab/es '' -1' » '� '-#§ of Request for Public Information/Comments, coupled by a 4 xr " t ` i 4:',:;:--' Ie d trackingsystem designed to keepresidents in the loopon Attesting`to Its user`fnendliness one wo an old;us that her the impact of their comments. mother who `is.somewhat lacking r in .Internet/dbmputer P skills".has no'trouble whatsoever finding-nforrimatien'on,the` 3-_ Portsmouth, NH [www.cityofportsmouth.com] Weymouth web site She can quicklyy ovate-answers to ' uestlons or concerns that would have;; revrousl re`wired Small city with impressive web presence. Meeting calendar anqudmerous phone calls to resolve ,,,,,.,e.:,,,,‘.„ e ,dr y }i , p,, has links to agendas in either pdf or html format. Other W .. x„ �. a' 4� t"lam-� �� a-r� wn �t�o� strong suits are webcast archives of council, planning The property flnder;is an,especially Impressive feature with board, and school board meetings, and an interactive many residents Alocal eal,estate agent"says that,;the,sitej citywide project map. KA,-'Made his job easier by-provldinghim`4wdhrquick.,access. to pr%operty assessment information including a photo Seattle, WA [www.cityofseattle.net] a f `; `"` m • t A continued Top Pick, Seattle's web site provides a vast Another`resident says Prob ibly the ,:ati res that I u`se the' most ik&the Propertye finder "You Ican'",goi.ontthis• ,and;find amount of content, online forms and services, and links-all pictures of everythome in Weymouth+1 You°can findl`_outithe in a manageable format. From live webcasts of Council assessed'value°and see an aerial view df-ttie property:. '.'Or meetings to interactive maps, citizen advisory board if'someone is telling,me about a property, oc sale in town"I vacancy notices, CAFRs and revenue updates, the amount look it up It s greats':tat , 3 , and varietyof informationpresented in this web portal is µF ` x d4 Iv? a c a,,- �Ftt " extraordinary. kl think2theyve donne a�wondeHuy,lob one resident sa;s Other cciitiess shouldaeemulate w�h at�Weymouth hass�doneon thelrawebd site .suggets;another A third cit¢en• says Tampa, FL [www.tampagov.net] Kudos et rrIne p ople InWeym uth for thesis aims a i effort Gazing at the cityscape atop the main page makes the visit e .{-t can es A$Ca `YC:T'+"+" CS 2°-31 Q,Sse-' +S+R3N`-i F 't Irgetttiing-this web slte-off the;ground for,all,of us to enjoy arnd immediately worthwhile. The site is more than just a pretty uhl¢e :fr� � ;rktr, '.=� °$,u face: you can request police reports, make business tax � "r : inquiries, and easily navigate a directory of personnel and •We echo these sentiments Hats off totWeymouth%for-a ta-v-- "~ rsi 211 ,, tom~ 4, ; departments. 4errific locale<governmennt web srt I_d1' i _i. _t.,,,r, f� „h e t•+ continued on next page MuniNet Guide 8 Review Top Picks 2002 5 Cities/continued from page 5 T1 uy4ngso Ql ntyh-, a s d� `„.II Tucson, AZ [www.ci.tucson.az.us] : .xc '„ .x , IYU D"Ion [ ['AAU i0P Content, more forms than any other site we've seen, good �] a rn an. em financial information, great Top .10 lists. Did you know that rr.aA."•°"'• son I ble '= ^'°'' w 7-'� "7 among cities with populations between 200,000 and 500,000, "°Oe1ee0iiei,b "7:7;:17,',7kt, LJI Tucson is the third-best place to bicycle?We didn't either, until °' re. Kta Itl..,n Psnma ®.\pe>teeN,i.wert =Jr� we took an of enjoyable tour the site. ""`°' �. A'"""°"""°° we " e m '..�V mem. Sberlf etrm.a YYJ^rmee mwe sale- �free ",, r P . . ,n j ® VVII'�^II'� Adult( Wichita, KS [www wichitagov.org] =Mr= TUnh $ r�0ycum ho me 100a c",°. Trybe IOW A wealth of information is here, and this site is a good example t."P, tl, °°s`""'°"yOfte Kems's I ` rti s...,,r..I MSS E• of a "perfect portal" that provides great, intuitive links to other agencies and resources.A visit to the finance section can lead : ', aP you to the Government Finance Officers Association, the Wichita Chamber of Commerce, and others. Honorable Mentions: • Counties: Cambridge, MA [www.ci:cambridge.ma.us] A graceful, elegant front door greets visitors to the community Cuyahoga County, OH [www.cuyahoga.oh.us] that is home to Harvard University. With that style is ample An economical layout that is fun to surf. Maybe it's the substance, including "settling in" tips for newcomers and a polar bear on the home page, or the wagging tongue of the Quick Links feature that keeps the home page uncluttered, but Dalmatian on a dog license link. Creative art helps usher guides visitors as they seek to solve their nitty-gritty needs. the visitor through what otherwise might seem mundaneor r unapproachable, such as Sheriffs foreclosure sales. More than ever before, citizens are - being treated like valued customers, Miami-Dade County, FL [miamidade.gov] and the shift toward this focus Is Vertical layout is the municipal version of a laundry list of items that spell out an array of choices for online visitors. evident online. Laudable is a "one-minute survey" that solicits feedback to improve site, even though it appears that it might take closer to two minutes. Oak Park, IL [www.vil.oak-park.il.us] - Succinct yet complete information is presented in an intuitive, Montgomery County , MD handy format, with thoughtfully placed links that make it easy [www montgomerycountymd.gov] to locate a wide range of materials. New site debuted at the end of 2002, combining two existing portals, including one that was introduced in the Spokane, WA [www.spokanecity.org] early 1990s, during the infant stages of municipal web City council meetings can be viewed live online, and service sites. Also, great financial information, including budget, orientation is evident in links to state and local media on home CAFR, and section on performance measures. Does a page. good job of keeping residents informed through various online news services. Terrific collection of online services, Sterling Heights, MI [www.ci.sterling-heights.mi.us] many innovative (e.g., ball-park search, radon test kit Quick Find box in center of home page provides an easy link request) and well organized (four subportals: Citizens, to rest of the site. Minutes of city council meetings archived Government Businesses, Culture and Leisure allow users back to 1998 reveal an extraordinary commitment to public to find information quickly). discourse. Virginia Beach, VA [www.vbgov.com] Online surveys, drop-down menus atop the home page, and a calendar that allows you to click on a date to see what's going on at a given time are among the elements that combine to maximize efficiency of visits. 6 MuniNet Guide & Review Top Picks 2002 I,,. A Class of Their Own: More Top Picks the Stockholm Challenge jury. This site is particularly valuable • in pointing out web sites around the world in which information Several web sites we found during the year do not fall into our technology - through a web presence - has improved public standard categories, but do stand out as outstanding online service and democracy. resources. Our Top Picks: - The Municipal Research &Services Center of Washington M Buildin Permit.com [www.mrsc.org] Y g [www.mybuildingpermit.com] An excellent web site that just keeps getting better and better ... was launched in 2002 as the first project of the E-Gov Alliance, a partnership among a growing number of cities in with time. The depth and breadth of online resources eastern Washington dedicated to delivering electronic provided by the MRSC are equally impressive. Looking for a government services to residents and businesses through a Washington municipality's code of ordinances, state single• , integrated web site. The first of its kind in the country, legislative updates, sample local government documents,,city this visionary web site allows visitors to purchase multiple or county profiles? You'll find it all - and more! - here. An permits from different cities in a single transaction. The nvaluable tool for local Washington governments in regional portal not only affords greater convenience to Washington, this site also has many features that would be applicants, but also benefits the cities that have teamed up to relevant to municipalities (and municipal aficionados) across leverage investments and efforts. the country. Participating cities needed to collaborate to develop a 0' .' v,' . t consistent business process in order to develop the %'Q.,. ....,_ >sy commutes yeg� it application, according to Toni Cramer, E-Gov Alliance co-chair ' and Chief Information Officer for the City of Bellevue, which __° ts. 1 hosts the system. Cramer calls this "just the beginning," CommuterN ' 44 uirovizur saying that the next phase will be online park and recreation _ �t'°�,o ., ----- registration, followed by scheduling for parks facilities. — - m- . rpt w e,,, °Ne' Hats off to the E-Gov Alliance for this innovative service that takes the convenience of online government service to an `= 1 c_...:4 fir: even higher level. - • - s o,�,,,,s,o 2.w. m,..M a LL aa11 ' - . ii wuna in Bonn e Subway C n.., e ewes The Stockholm Challenge [www.challenge.stockholm.se] „= ” This international awards program highlights the best uses of technology, including e-government. "There are lots of (terrific) things going on outside the U.S. that we don't hear Arlington County, Virginia's CommuterPage.com much about," says Rona Zevin Director of the Office of [www.commuterpage.com] Electronic Communication for the City of Seattle, who sits on This site has been identified as a MuniNet Top Pick for years, and remains on our list of outstanding web sites this year as •• well. As it continues to evolve, the site becomes more informative, savvy and service-oriented. Online ticket sales, M��IINT a commuter news and DC-area mass transit schedules are just cU11E&REVIEwll L. the beginning. We welcome your comments and suggetions":Please contact dst'at The site also offers materials pertaining to telecommuting, feedback@munmetgwde.c_o'm with. questions •suggested topics'�fo% bicycling and other transportation options, as well as reports sriclusiorrin future issues dugene,,,,foedback ,- � r° on current conditions. This s e. rs; year, CommuterPage began. Mardee Alvaio,'Editor +. i A.'_:1;1 -VC:„ offering information - commuter news and schedules - on (editor@muninetguidecum) v" '•, `_-v '1,i-- ' PDAs, Palm Pilots, Pocket PCs and web-enabled wireless �' Q `` a devices. In another innovative move, CommuterDirect.com Richard,Qocarone Pubhsher * �`ia 'r-,', A'� 4;6-2; Corporate Services is now able to automatically administer thW = n - 3,' M° °ate w # ' .7::``.:1, corporate commuter benefits through the web site. MuniNet Guide& Review is published by RICIC, L.L.C., an independent research company not affiliated with any of the sites reviewed. This newsletter is intended to help subscribers use the Internet more efficiently Municipity [www.municipity.com] and stay abreast of new and/or improving Internet sites relating to Best "new sighting" of the year! Municipity is a great source municipal finance, urban affairs, state and local government, and other for municipal news from around the•country. Browse through areas of the public sector. Information has been derived from sources recent headlines or search articles by category - community, believed to be reliable, but is not guaranteed.Opinions expressed reflect management and administration, or specific sectors such as the judgement of the authors at the time of publication,and are subject to economic development, parks and recreation, finance, utilities change without notice. No part of this publication may be reproduced and more. or transmitted by any means without permission by the publisher. ©2003 by RICIC,L.L.C. MuniNet Guide & Review Top Picks 2002 7 1 K xb. c.:._ .s - a. ..ua e v.. $ rk. x '-4- SRy 'k2y.. Y '-'�a�xs'r,+F * Xk aTo §Pick 4inanclai#Re ortin /Diatiosurei t , ``x -et , � tti ,p• its, t t- • -' g a„ � qi 4 , k 7 r n v,pacnr is,-- . -4,,,g-,,,, ' uw'ai , i �' y . u x car.,it a v'^* Wl"t s 'rnw ;,s t $ . Rv fel .� �" 'ice- and . .. m �. .>+ . , Ir whatrhas��come,.- be known simply as;GAS'34,_the General Accounting Standards Board(www gasb org]i sued,..4 'ireviseds tandards,for�sfinanctngreporting_by locahgoyernments and mu nicipal1agenciestThe netw reportmgiirequirem_ents t�seet fort ASB 34Rare designed to increase the amount of mformation,prrovviided0 a nnual: eports.-while at=ttie me: Mime;making them easier to understand and use The GASB434 web site chockfull of resources mcludi examples ,t to help local governnments Implement the new standards is onn%to�,bookmark .„` ,1440 ��° x s96 ; e5 �_- �r4t vs n.: 14'. 417,=-`�`»"l vaIf ,_.y A. t,:- '9u 1$"3+ r" •1 3r`.$e f,t r Visit •late { t 2 3 :M larF J s+:�c5,,,,��f ` ° F-trt p ..(, 'y�" ' v..4. t T 4 f < f+ y" i r "vty4 i.ac ,,, 5�t-e t i a 'i'-' s 'i (s jlC^ 'e:`; ;,.;l0:a ' s, tt S »2 ay. Wdsonvil[e Oregon lWww {c wiisonville or us] {‘ as theufirs3 c ty m O.. ->to adopt.,kthe GASB 34 fiipr ial report gag ,standards; implemented in its fiscal 2001:CAFR nm ; .5 *1 a N- e , „` K g� r a� ani" x" a R� ' rkivad a ,: ,14%.„1A s s '. wa• +'^^`na az'2 'a .--, i- w-:,hsg},+ F z. '�'of a A > ?'.'F.n• ;' r fi s t s> .r'S Other web sites noted for excellence•in financial reporting and disclosure'~ , d Y i ,� * a< c' {�' 4'��`p4� ,a +4i r. lad ' s 3 ri a° t h 0.» r ly k a _ y,d,x 'W v ' : § a' k,,t, P akvi ' y�i` zi Aye, y� �t, it aP� i'i�, y�r, ' Wr , ^F da4d .l a a . & on n td i xr ro r' Onlando Florida [cityoforlando.net] CA'- $ bondiand4pension fund disclosure reports *. t *'b - *^4 -c_ate �' dam, — ,Ay P;a,.airv,�4'"�'iw- r xyts y` .,--r 'z c 'Corona California Iwww ei coronalca us] CAFRs`invest�m} ent information secondary market disclosure ,x #4.F. �` $`ar" a�x�5a tir 4 P`a ail 4a'”2.�k eot• � r "tests - 4a.� i Illinois Housing DevelopmentrAuthonty4www ihda org] annual report financial statements bondr ;r , ,• "dlsclosure4(by Indenture) avd� ti a a "tw a s " r S s �„ l"t9 K , 4. N` l t"h e t `� "t 3 �.,y 4. r'st Me '` a� y 4 " gyp'-�*:. i,g4i,,c C a=6. . < t ae,% ir,.,u: 3e rt,< t Miami Florida [www citmiami fl us] CAFRs reports to bondholders summaryof outstanding debtktidebt 'y +ail s ,c.'. 4'3. ass p ° .w,- x Zile- C:aa,v� '..`l{y'} € Kala�."e.yam + r ,q z,-;:. , ':3 t4d 'cz�-m+ 'c' Y' -g, .f "'r - c .i 5 ertaa � rat105 3 f 'r �c`�5._�' � > ,�t 4r�. �+- � ,� a � ,t. r 1 g F ,�. t ,S- ,.icer +, i d i au. "'' $.. Y' . �� a^w�tf �t � d I S- t.4� �'�� '-rs � „,„„1:1--4--jt w .,`�.7< .� est � � 4..../...47:'-i -i # er t J.t e , 'ee ,""e as6a { i +moi ry t ,Salt River Protect [www srpnet coin] annual report ;quarterly reports revenue bond information r � • s ..?r ,a w".' .'' ;.--4:,:,„-,c,,, 'aTy + Ss. '41-* .. x khC e,. �, -S. � ” ,� a ` `,, _ fi" a 3' ;44,-,, `'i ... ,. ,r •; . ‘•••,-.47.4,..- ,ii�'4''�s4.„. •.. . ; a9,., ,� �,.. w re i'�;Ct~7,_ .„''''..3%1 Bytes & Pieces Welcome to the City of Madison,Wisconsin www.citvofmadisodcom ` The Clry al MaO'¢rn calls plaaaea to aflerclYsna,M abliry,e Madison, Wisconsin [www.cityofmadison.com] l��;�y�� ONLINE PAYMENTS nine mparm.a,¢Wssaloons your comments Kt . m',t EmalLaom1c'mad soo.M.va {,ILkLem,otImPol,aFl security,na G^'a4Y aMaaainn ... now offers citizens and other interested parties the '"' `i. . p,, ,c4¢,pa,e„.„ opportunity to perform an expanded list of online "? _'` •wReucensea"' ,,,E., • Blkerutri eP¢parceMe Ranaval transactions. Not only can residents pay their parking ,y- . Purchase Caere Center Ore ceding tickets and water utility bills through the city web site; they s • r*"R"'" a (Maparmm,sa"'bestarredOmJanuay3 a, I:30pm) can now make a donation to the Madison Public Library, . y ' ,,,„..`M"` eo,„,on - � . M.4e.LLnIY Rana,lun order Civic Center gift certificates, and purchase bus IN,,.. passes. Innovative thinking put into action. , Georgia's Secretary of State [www.sos.state.ga.us] • The District of Columbia [dc.gov] - ... published a report on Uncharitable Charities, identifying ., web portal celebrated the new year by reaching its 19 organizations that solicited funds in the state over the 100,000 page milestone. The DC portal consists of sites past year. Groups that wound up on "the list" directed 15% for more than 50 District agencies, and plays "an important of less of the total proceeds to actual programs or services. role in achieving the District's goal of 'one city, one On the other end of the spectrum, the report highlights government.'' According to a District press release, the - those organizations that devoted the highest percentages site saw an increase in number of hits from about a million of funds raised to their charitable causes. Accompanying and a half hits in 2001 to almost 100 million in 2002. the report is a searchable, sortable database that includes Average hits per day jumped 60-fold! The DC office of the profiles of charitable organizations. Chief Technology Officer has been proactive in providing web style and consistency guidelines to its agencies. A revised "web standards kit" was released in October. 8 MuniNet Guide & Review Top Picks 2002 CITY OF SPOKANE VALLEY 11707 Sprague Ave, Spokane Valley WA 99206 Tel:(509)921-1000,Fax(509)921-1008 e-mail lwalton@spokanevalley.org TO: Council FR: Lee W Sub: Newsletter for Feb 25 • Talent Bank–Attached is a Talent Bank Application drafted by Don for your comment. The back side lists a number of topics that might be applicable along with an opportunity to describe special skill and interests. It's too large to include the entire application in our newsletter but I will try to con Rich into including the "forward" and explaining that they can get an application at the City office, library or by mail. Hopefully, it can be available on line within a few weeks? Speaking of"on line" I am attaching an interesting newsletter called "MuniNet" that Don found somewhere. It purports to evaluate the latest and greatest city web pages including some that are interactive. I haven't taken time yet to check these out but you might want to. Logo- The Committee selected about 10 fully developed submittals along with a dozen or so "Honorable Mentions" from those by the school kids. All contestants (about 150) are receiving a letter of appreciation from the Mayor and Mike will deliver these to the two classrooms that participated. If all goes well, we can also display the entries in the Council chamber during the celebration. Planning Commission Unexpectedly, there is not the big pile of applications for the Planning Commission that I expected. The publicity was pretty good and we had lots of inquiries and requests for applications but on only about 20 actually filed. Perhaps the introduction describing the amount of time involved was discouraging. If so, that is a good thing. You didn't set an official cut-off date but suggest we administratively stop taking new apps when the Ordinance is adopted on the 25t . Meanwhile, Ruth is making up a master list of candidates.-I propose that each Council Member check an agreed number of those names. (Perhaps 3-5) Then Ruth would make up a rating list including the 10-12 or so who had the largest number of"checks". The Council could then interview all or some of these and agree on a list of nominees. "Outa Here"- I'm definitely slowing down and need to recharge my batteries a bit. (Also do my taxes) So will take off Next Thursday evening for a home visit returning Monday night. Stan will be here so all is well but if something comes up feel free to call. 206-780- 5165. The agenda for the 25th is heavy but pretty straight forward. Facts, although interesting are of course irrelevant. Solid Waste—I was wrong in telling you that the SV appointment to the Regional Solid Waste Committee should be an elected official. Instead it should be a "civilian" member of the community. Suggest you offer name of possible members to Mike. Emergency Management- I can't remember if I have mentioned this before (I told you I'm tired) but if any of you"intend to attend"the Emergency Management seminar for elected officials in Airway Heights on March 20, let Ruth/Sue know ASAP. City Mgr- Per plan, you should pick up your weekend homework reviewing rap sheets for CM candidates today. If you can't give me a call and I will deliver them. New Staff- We welcome two new members into the SV Family. Micki Hanois is a Planner we lured from the County who will work with Kim on current planning. Heather, • is a Planning Technical also working (for now) on current stuff. With them on board I think we are in a pretty good position to address the projects being turned over by the County on April Fools Day. ATTCHMENTS a. Memo Fr: Don M Re: Hiring Policy b. Talent Bank application c. Memo Fr: K Washington Re: Emergency Management d. Schedule for Building Services e. Exhibits from SPFD (left with me) E Minutes from SVCC Tourism Committee g. Newsletter Fr: MuniNet h. Letter To: Mike D Re: SCAPA assessment i. Letter To: Mike D Re: Solid Waste Memorandum Date: February 14, 2003 To: All Supervisory Staff From: Don Morrison, Interim Human Resources Manag r RE: Hiring Policy Attached is a draft Administrative Policy on Hiring. Please review and comment on the draft, and return any comments you have to me. This was written with the anticipation that the regular Deputy City Manager (whoever replaces Stan) would also serve as the Human Resources Manager. In the Interim, I will continue to handle the HR function until such a time that the new Deputy feels comfortable in assuming the HR duties. Sind e we are now beginning to advertise, screen and select various personnel who may continue in-1 regular positions, please consider the attached draft as in effect until changed otherwise. Thanks • a xxx-xxx Administrative Policy and Procedure City of Spokane Valley, Washington SUBJECT: HIRING PROCESS Manual Section: ' Policy No. Pages: 5 • Effective Date: Supercedes: Developed by: Department Head Approval: City Manager Approval: Don Morrison • 1. PURPOSE To establish policies and procedure s for all phases of the hiring process. 2. ORGANIZATIONS AFFECTED All Departments and Divisions 3. REFERENCES Personnel Ordinance No. 4. DEFINITIONS - None 5. RESPONSIBILITIES It is the responsibility of the Deputy City Manager, who also serves as the Human Resources Manager, to administer this policy in consultation with the City Manager and department directors. 6. STATEMENTS OF POLICY AND PROCEDURE 6.1 Recruitment 6.1.1 The Deputy City Manager will be notified immediately of all position vacancies. 6.1.2 The Deputy City Manager is responsible for formulating the job announcement, placing ads, and in determining special applicant sources. The affected department may be asked . • to assist as necessary. 6.1.3 A determination will be made by Human Resources, in cooperation with the department, whether to accept in-house candidate applications only or whether outside candidates will be considered for employment also. 6.1.4 Human Resources will distribute to all City departments copies of the job announcement for posting for a minimum of five working days. In those cases where outside candidates will be considered,job announcements will also be distributed to area local governments, 1 XXX-XXX schools, minority agencies, and other recruitment services as appropriate. 6.1.5 Ads for local newspapers, trade publications, and professional journals will be developed and placed by the Human Resources Office with assistance provided by the affected department as needed. Generally, the cost of general advertisements will be paid from the Human Resources budget, unless Council has not appropriated adequate funds for advertising, in which case the costs shall be charged to the affected department. 6.1.6 Human Resources will screen active application files for possible candidates. These candidates will be contacted to determine current interest in City employment prior to the closing date listed on the employment notice. 6.1.7 The City does not, under normal circumstances, use the services of any private employment agency, either employer or employee paid. 6.1.8 Applications shall be submitted to the Human Resources Office using either resumes or an official City Employment Application form, as determined by Human Resources at the time of recruitment. When the position being recruited is of a professional nature, Human Resources will generally allow a resume to substitute for the City application form provided all information required on the application form is obtained from those who are interviewed for the position. The application will be kept on file for at least six months and may be used to consider an applicant for all positions for which he or she might be qualified. In-house candidates interested in applying for another position within the City should follow procedures as outlined in the policies on TRANSFERS, PROMOTIONS. • 6.1.9 Positions are generally open until filled and so advertised. In some cases, a firm closing date may be established. In such cases, no applications for a position should be accepted after the published closing and/or receipt date. If there are not sufficient qualified, candidates at the closing date, the position may be re-opened and re-advertised. 6.1.10 Human Resources will screen all applications received to determine qualification for the position to be filled. Applications of top candidates will be forwarded to the affected department for final review and comment prior to scheduling candidates for interviews. If requested by the affected department, the supervisor of the position being recruited may review all applications received and suggest additional or substitute names for consideration. If there is disagreement on who should be interviewed, the Deputy City Manager will decide in consultation with the affected department head. 6.1.11 Applicants may be disqualified for consideration for employment when any of the following facts exist: • • A. They do not possess the desired qualifications for the job. B. They have demonstrated an unsatisfactory employment record or personal record as evidenced by information contained on the application form or by the results of a reference check.- C. They have made false statements of any material facts or practiced deception in their application. D. They are smokers and there are equally or better qualified non-smoking candidates. E. They are physically, mentally or otherwise unable to perform the essential duties of the position without accommodation. F. The applicant is not within the legal age limits prescribed by law. 6.2 Testing • 6.2.1 Examinations may be developed for certain positions based on the position's responsibilities, the qualifications required, and resources available. The examination 2 • XXX-XXX may consist of oral interview/application review, a structured questionnaire, practical tests, written tests, in-basket exercise or assessment center, etc. In all cases, the testing will be job related and designed to determine the candidate's knowledge, skills and abilities (KSA's) for the position. 6.2.2 The examination contents are developed by Human Resources with assistance provided by the affected department as needed. Examination contents are confidential and unauthorized disclosure to any candidate is grounds for discipline. In certain situations, outside consultants may be contracted to assist with test development and/or administration. 6.2.3 The testing process will be administered by Human Resources unless otherwise designated to the affected department. 6.2.4 Human Resources is responsible to for ensuring reasonable accommodations for - candidates with disabilities who request accommodation in the testing procedures. The following are samples methods in which the City may accommodate a candidate with a disability: replace written tests with on-the-job tests or verbal testing, enlarge print in exams, magnification, amplification devices, interpreters. Human Resources should inquire in testing announcements whether the applicant requires an accommodation. 6.3 Interview Process • 6.3.1 The employment interview is a supplement to and part of the selection process. The primary function of the interview is to obtain data or certain knowledge, skills, abilities of a candidate not available through review of resumes or other testing mechanisms. Certain guidelines will be observed to maximize the validity and reliability of the interview process as well as ensure the adherence to current EEOC requirements. 6.3.2 Human Resources will coordinate the interview process, including selection of panel members, scheduling candidates, development of interview questions, etc. 6.3.3 The interview panel will be selected and confirmed by Human Resources with input by the affected department. Generally no more than three individuals will serve on the interview panel. The compositionof the interview panel shall generally consist of personnel who have expertise with the technical elements of the position and a personnel specialist. Careful selection will be made of panel members to ensure objectivity and job knowledge. Relatives or personal friends of the applicants will be excluded from serving on the panel. Reasonable accommodations shall be made for disabled applicants to allow . participation in the interview process. 6.3.4 Human Resources and the Department Head of the department in which the position vacancy exists (the City Manager in vacancies involving Department Head openings) shall be responsible for the development of interview questions and standards for measurement of candidate responses. Consistency will be maintained in the questions asked of all candidates. The questions should be job related and should be designed to measure job knowledge, experience, education or to solicit responses which reflect those personal traits which are job related. Questions which pertain to race, sex, religion or marital status or other inquiries which tend to directly or indirectly disclose such information shall not be used. Inquiries as to birthdate and proof of age are permitted as long as there is no explicit or implied preference for persons under 40 years of age. Inquiries as to an applicant's ability to read, write or speak foreign languages are permitted when such inquiries are based on job requirements. Inquiries about whether an applicant has certain specified sensory, mental, or physical disabilities which relate reasonably to fitness to perform the particular job, or whether an applicant has any disabilities or health problems which may affect work performance or which the employer should take into account in determining job placement are permitted. Other 3 • XXX-XXX general inquiries which would tend to divulge disabilities or health conditions which do not reasonably relate to fitness to perform the job are not permitted. 6.3.5 Human Resources will inform the interview panel of the responsibilities and requirements of the position to be staffed. Copies of the applications of final candidates will also be provided to the interview panel members prior to the interview, along with proposed interview questions. A representative of Human Resources will meet with panel members prior to the interview for an orientation on appropriate interview and assessment techniques needed to evaluate each candidate objectively. 6.3.6 Raters may score the candidates independently or may participate in a post interview consensus rating. The method of rating and accompanying form will be determined prior to the start of interviews. 6.3.7 Following the interview, the interview panel shall attempt to reach consensus and report the interview results and recommendations to the Human Resources Manager. If consensus cannot be reached, the final candidates, including their strengths and weaknesses, will be reported to the hiring authority who will consult with Human. 6.4 Background and Reference Checks • 6.4.1 Before any offer of employment is extended by Human Resources, a reference check is conducted on the selected candidate(s). The check may include, but not necessarily limited to: verification of employment, education verification, work record, driving record, attendance record, strengths, weaknesses, safety record, interpersonal skills, and other pertinent information. Parts of the reference check may be delegated to the affected department. 6.4.2 No reference check or background investigation will be conducted without either having a signed release from the candidate (included as part of the City's official employment application), or by first notifying the applicant of the investigation. 6.4.3 Certain positions may be designated by Human Resources to undergo a thorough background check by an HR consultant, a law enforcement agency, or other designated individual/agency. 6.4.4 Results of the reference check and/or background check will help determine the, applicant's fitness for the position. 6.4.5 A recommendation for hire will be forwarded to the appointing authority for final approval to extend an offer. 6.5 Applicant Notification 6.5.1 After references are verified and a final decision reached, Human Resources notifies the candidate of his/her selection, makes an employment offer, and requests that the offer be accepted or rejected within a set number of days. 6.5.2 If the first offer is rejected, it will be decided whether to hire another candidate or to re-open the position. 6.5.3 Once a candidate accepts the employment offer, the other candidates who were • interviewed should be notified that they were not selected for the position. 6.6 Appointment 6.6.1 For all positions, an employment confirmation letter should be forwarded to the final accepting candidate outlining the basic terms of employment. The letter is prepared and mailed by Human Resources in cooperation with the affected department. 6.6.2 Personnel Action Forms will be prepared for the new employee by the Personnel Office. 4 XXX-XXX 6.7 Applicant Expenses 6.7.1 Unless approved by the City Manager, the City does not reimburse any applicant for travel costs in conjunction with the hiring process. 6.7.2 Relocation costs are paid in full by the employee unless otherwise budgeted and approved by the City Manager. Relocation assistance, if provided at all, is generally reserved for selected top City positions. 6.7.3 Applicants should be advised of Items 1 and 2 above before reporting for the interview. 6.8 Temporary Help Steps 1-9 listed under Recruitment Section of this policy will be adhered to in the recruitment of temporary help. The affected department is responsibility for screening applications, testing, interviews, reference checks, applicant notification, appointments, and preparation of any necessary Personnel Action Forms. These steps will be accomplished in accordance with the guidelines listed above. A recommendation for hire will be forwarded to the appointing authority for final approval. 7. ATTACHMENTS None • • 5 Talent Bank Form City of Spokane Valley The Spokane Valley City Council values citizen participation, open city government, and volunteerism. Citizens can volunteer their time and talents to help study and resolve a variety of community issues, or help administer various city programs and services. By contributing to our community we can further enhance the quality of life we enjoy here in Spokane Valley. The Talent Bank is a list of volunteers who have expressed an interest in helping the City of Spokane Valley on a unpaid basis. While entry of your name in the Talent Bank will not guarantee an appointment, your name will be considered for issues, programs and services that meet your interests and talents. The list of Talent Bank volunteers is reviewed by elected and appointed officials who make appointments or depend on volunteers to help run their programs. Please provide the following contact information: Name: Home Address: Work Phone: Home Phone: Fax: Email: Employment: Title: Employer: Mailing Address: Email: Which mailing address do you prefer that we use? Home Business • About how many hours per month could you volunteer to the City? . Please describe any limitation on your ability to volunteer: On the back side of this sheet, please check those areas of interest/background for which you would consider volunteering. Return your completed Talent Bank Form to: City of Spokane Valley, 11707 East Sprague, Suite 106, Spokane Valley, WA 99206. Fax: (509) 931-1008. Apply online at www.spokanevalley.org. b • Please check those areas in which you have an interest in volunteering: Leisure Services Public Works Adult Recreation Utilities Teen Recreation Traffic _Youth Recreation Street Lighting Swimming Pools Sidewalks _Park Development Public Transportation Trail Development Cable TV Library Services Solid Waste/Recycling Senior Services Construction Equipment Community Celebrations Property Acquisition and Relocation Art and Culture _RE Appraisal Community Development Please list or describe any other community Community Planning issues or services of interest to you: _Economic Development - Historic Preservation Environmental Quality _Affordable Housing Urban Forestry Public Safety and Health Crime Prevention _Community Policing Neighborhood Watch/Patrol Jail Services _Public Health Please list those areas in which you have Domestic Violence considerable expertise: _Drug and Alcohol Prevention _Emergency Medical Services Ambulance Services Fire Services Child Care Administrative Services Public Relations _Communications Please list the volunteer activities in which Publications Design you have participated in the past: Information Technology/Services Website development Municipal Finance and Taxation • Page 1 of 1 Lee Walton From: Katherine Washington [katherinew@awcnet.org] Sent: Friday, February 14, 2003 11:06 AM To: Fax Broadcast Group Subject: Emergency Management 101 for Local Officials Workshop To: Mayors, Fire Chiefs, Police Chiefs, Councilmembers, City Managers, Council Clerk/Assistants For questions regarding this email, please contact Sharon Fasnacht at AWC (360) 753-4137 or sharonf awcnet.org If you have ever had questions about your responsibilities, or the responsibility of other local government elected officials, first responders, the health department, or the military, then the workshop "EMERGENCY MANAGEMENT 101" is for you. AWC has partnered with the county associations and the Washington State Emergency Management Association to conduct a set of one-half day workshops intended to provide elected officials with an emergency management framework that will assist you in your local emergency planning efforts. Workshop dates include: March 20, Airway Heights _' ° March 21, Pasco April 2, Olympia April 9, Wenatchee April 10, Everett Click on the following link for more detailed information and to print a registration form. <http://www.awcnet.orgfportal/StudioNew.asp? Mode=B1&WebID=1&UID=&MenuActionTypelD=81&MenuActionParm=31&OriginPage_//portal If you have additional questions, please call Sharon Fasnacht, AWC staff member, at (360) 753-4137 or email sharonf@awcnet.org 1,14//{ D .d Ai,4 m G 2/18/2003 Bob Ely revis'e'dIFE 5,w2003 SCHEDULE FOR THE CITY OF SPOKANE VALLEY TO FORM A BUILDING DEPARTMENT ORGANIZATION The work to performed under this arrangement will include, but not be limited to: 1. BUILDING DEPARTMENT STAFFING OK Jan. A. Attend meetings with interim City staff as necessary and appropriate for the work to be performed. OK Jan B. Create or review position descriptions for building department personnel, including, but not limited to, Building Official, Inspectors, Plans Examiner, and Permit Technician. 50% Feb C. Assist in the recruitment for selection of staff positions: if needed. 2.. BUILDING DEPARTMENT PROCEDURES AND OPERATION OK Oct. 1. Prioritize tasks to be accomplished. OK Nov. 2 Identify and recommend department space requirements and arrangements. OK Nov. 3. Act as liaison with internal Interim City departments for Building Department operations. 90% Dec. 4. Contact all outside agencies that affect the Building Department operations most contacts (i.e., water department, sewer department,fire and police departments completed solid waste company, Spokane County Building Department, Spokane County fire Marshal, Air Polution District, Health District, etc.). OK Dec. 4a. Contact Washington Association of Building Officials and the Stsate Building Code Council. OK Dec. 5. Provide recommendations on a start-up budget for the building department, if requested or needed. OK Jan. 6. Arrange for contractors to make recommendations to the Building Department for such operations as plans examination, inspections, code interpretation, et al.. OK Dec. 7. Review with the fire department in regards to the enforcing the fire code and work with the local fire department to that end. OK Dec. 8. Determine if the City wants to conduct electrical inspections and State enforcement of the electrical code OR have the State do that. 1 of2 s-vschcd i OK Feb. 9. Prepare for consideration, ordinances adopting all appropriate building, fire, mechanical, plumbing, air quality, swimming pool, fireworks, electrical and other applicable in the State of Washington. 85% Feb 10. Establish locations of work stations for Bldg, Planning, & Public Works in city hall. OK Feb. 11. Create, coordinate, and submit a Resolution for a Fee Schedule for City departments. OK Jan. 12. Advise and/or prepare department office equipment and supplies list (including official stamps, forms, etc.). OK Feb. 13. Establish permit application check lists. 75% Feb 14. Oversee construction on One Stop area OK Feb. 15. Prepare draft operation budget (list of items and categories to be included without dollar figures). Sent to Bob Noack OK Jan. 16. Identify reference books to be purchased and their source. OK Feb. 17. Procure reference books needed for code enforcement. (ordered) 80% Mar. 18. Recommend and prepare department operating policies and procedures. 90% Mar. 19. Make recommendations and prepare a Filing System. 30% Mar. 20. Secure supplies and work stations for Bldg. Dept. Staff Bob Ely 2 of2 s-vsched Series A $36,000,000 SPOKANIE COUONTY Purchase SPOKANIE ' D Bond Proceeds , 0 amyl old Sale O �Parking RIMS O [Parking / O ____ pOkEllaCIEMS Bond Facilities a=District Eerie o @SD Approprialiou �— Fund 1--1— S3 .000.000 I -I ax Revenues , 0 Second m O Oath Not aIN — o Pledge' k Revenues Construction Fund Purchase 2.Reserve Tax Price Fund Revenues • Pay Construction Costs • 12.63%County • 87.37%District 3. Renewal& , Replacement ��yy��yy,,,�,,,,��,,��.moFund i A F80 ti ii t O 1'2.63% O Ir Tim Contingent Loan Agreement • Between County,City of Spokane and Valley City • For Non-appropriation Risk and Revenue Shortfall Risk Parties Obligated, after Applying Convention Garage Revenues,to Pay amounts as follows • • Spokane County 12/36 • City of Spokane Valley 7/36 • City of Spokane 17/36 • Property tax intercept for each party if such party does not loan money by Loan Payment Date. C- z( ‘8(o� Series B $60,000,000 $60,000,000 ___ _ Financing Loan T Bond ProceedsA eement SPOKANE COUNTY SPOKANE PI'D • I tie Bolin. • Borrows S00,000,000 IRON I)I-I0LI)F..RS • Lends • Pledgeslax Revenues Debt �and4 Service '1•�und „Ted:to mulct Loan ,`Tax • Dint Lien • Bonds Insured Fund ,,^'. Revenues • ,, . ,. I.man 1 i menu Insured • Construction Fund • Pay Construction Costs • 12.63%County • 87.37%District Interest-1 Account • 12.63'1,County • s7.37��, District 2 Ve l el 1 SVCC Tourism Committee January 16, 2003 Meeting Minutes Dolly Blankenship, SVCC Tourism Committee Chair,called the meeting to order at the Broadway Inn & Suites at 8:05 am with 20 people in attendance. Introductions were made. A separate sign-in sheet was passed around along with a meeting location sign- up sheet. Dolly is looking for businesses to host our monthly meetings Review minutes: Jennifer Harbor moved to accept, Liz Beck 2"d. Passed Gregg Bever spoke about Mirabeau. Gregg thanked the new tourism committee. He is very proud of what we are doing and the pro-active stance we take. Gregg stated that he feels that some challenges and personality conflicts are coming into play regarding the Convention Center and Mirabeau point. The incorporation of the new Spokane Valley City"messed"things up because it was smooth sailing until the incorporation (Gregg said this in a light hearted manner with a smile on his face). The county commissioners are not negotiating fairly or in good faith, they may kill this program. He is hopeful that they come around but not sure what will happen. The commissioners have made it clear that Mirabeau must go to the new city. The commissioners are concerned that if there is a major problem that the county will have to bail it out. We are waiting now with hopes that it will move forward. Gregg hopes to have everyone sit down and come up with solutions. City of Spokane Valley has been great through the process and are doing their due diligence. Feels that the city will accept Mirabuea. The PFD is willing to oversee Mirabuea until the new city can take it over. We cannot start on any phase of construction until the city takes over. If the PFD takes it over then we can start with some of the start-up items. We need to get the bonds sold and make sure that everyone is comfortable with the interlocal agreements. Now is a great time to sell the bonds due to the low interest rates. We will lose the money earmarked for these projects unless ground is broken by January 1, 2004. We are running out of time. Mike Flannigan stated that commissioner McCaslin wants the Arena as collateral, and asked Gregg"what's the problem with that?"Gregg said he thinks that it's illegal and feels the voters and state law stand in the way of a transfer. Gregg cannot understand what the big deal is all about, either way the government and ultimately the people own it in both scenarios. Commissioner Harris is supporting McCaslin and Roskelly wants it to move forward. He wants everyone to come to the table and deal in good faith. The numbers have been hashed and hashed through; the facility will not go bankrupt with the exception of a MAJOR CATISTROPHIC event in the United States. Can we really make decisions based on something like that? Lets be realistic and lets get this accomplished! Trevor Kettrick with the Spokane Indians spoke about the new major league affiliate. They were affiliated dh the Kansa,Ci Royals and are now with the Te as Rangers. It also the 100th annt ersary for the Spo ane Indians. pre s confere ce sc eduled for/F b. 7`h P discuss tie anniv rsary plan . Lots o firewor s are planned thro hout h8 season d th re bringinnback famous" hiok�en". He discussed how we could host our clients at the ballpark with ticket packages etc. He has business packages and box seat opportunities. Eldonna spoke about an ambassador rally and f . SPOKANE COUNTY FEB 14;1114 Q AIR POLLUTION City of � ci clap ill pokar s o >< A E CONTROL AUTHORITY WEST 1101 COLLEGE. SUITE 403 • SPOKANE,WA 99201 + (509)477-4727 Fax(509)4776820 February 13, 2003 Mayor Michael DeVleming City of Spokane Valley 11707 E. Sprague Ave. Spokane Valley, WA 99206 RE: Local Assessment to Support SCAPCA Dear Mayor DeVleming: In accordance with RCW 70.94.092, incorporated cities are required to pay a local assessment, as supplemental income to the Spokane County Air Pollution Control Authority (SCAPCA) in support of its programs. SCAPCA's local assessment is determined by a combination method that takes into account the assessed valuation of property within the city and the population of the city. Assessments are paid quarterly. On June 6, 2002, the SCAPCA Board established the local assessment for Calendar Year 2003 according to the attached spreadsheet. Spokane Valley,had not yet incorporated and therefore Spokane County was assessed on the basis of the total unincorporated area in existence at that time. I understand that Spokane Valley will officially incorporate on March 31, 2003. Therefore, effective with the beginning of the second quarter of the year, Spokane Valley will be required to pay a local assessment to SCAPCA. The revised spreadsheet shows the proposed local assessment for Spokane Valley for the remainder of Calendar Year 2003. The total assessment for all local entities combined will be unchanged. Underthis proposal, Spokane Valley will pay an assessment of $87,227, due in three quarterly installments. Spokane County's local assessment will be reduced by a like amount. To effectuate this change, SCAPCA will hold a budget amendment hearing as follows: Date: Thursday, March 6, 2003 Time: 8:30 a.m. Location: Spokane County Public Works Building, Lower Level 1026 W. Broadway, Spokane, WA Members of the public and other interested parties will be given an opportunity to testify at the hearing before the SCAPCA Board renders its decision. • Vt 0,noted on Feq.deo Pape/ //-of es re✓ e/ re,../i ive AT,/ j 2 co CALENDAR YEAR 2003 LOCAL ASSESSMENT CALCULATION Revised to Include City of Spokane Valley.:,. CITY Population POPULATION PROPERTY VALUATION AVERAGE Assessment Assessment . FRACTION VALUATION FRACTION FRACTION CY-2003 CY-2002 Airway Heights 4,490 0.01062973 $119,484,082 0.00576639 • 0.00819806 $4,994.47 $5,026 • Cheney 9,200 0.02178030 $262,277,828 0.01265772 0.01721901 $10,490.27 $10,195 Deer Park 3,035 0.00718513 $111,007,645 0.00535731 0.00627122 $3,820.59 $3,826 . Fairfield 591 0.00139915 $21,326,780 0.00102925 • 0.00121420 $739.72 $764 • Latah 205 '0.00048532 $5,728,345 0.00027645 0.00038089 $232.05 $236 Medical Lake 3,820 0.00904356 t"$97,105,081 0.00468636 0.00686496 $4,182.31 $4,190 Millwood 1,650 0.00390625 $154,790,671 0.00747031 0.00568828 $3,465.45 $3,502 Rockford 509 0.00120502 $17,153,293 0.00082783 .0.00101642 $619.23 $635 Spangle 295 0.00069839 $9,754,072 0.00047074 ' 0.00058456 $356.13 $317 . Spokane 195,700 0.46330492 $8,921,926,544 0.43057873 0.44694183 $272,288.58 $273,070 Liberty Lake 3,625 0.00858191 $452,058,198 0.02181666 0.01519929 $9,259.80 $9,549 Waverly 138 0.00032670 $3,303,381 0.00015942 0.00024306 • $148.08 $144 Spokane Valley " ' 80,700 0.19105114 $3,952,562,092 • 0.19075355 0.19090235 $87,227.00 County Unincorporated * 118,442 0.28040246 $6,592,300,542 0.31814927 0.29927587 $211,402.00 $298,343 TOTALS: 422,400 . 1.00000000 $20,720,778,554 1.00000000 1.00000000 $609,226.00 $609,225 Prepared by Barbara Nelson 01/30/03 TOTAL ' County 1st Quarter payment= $74,657.25 $74,657.25 ' County 2,3,4th Qtr payments= $45,581.66 $136,744.98 ' Spokane Valley 2,3,4th Qtr payments= $29,075.67 $87,227.01 TOTAL $298,629.24 9 I�d EA- -; L Las. S P O IG A N E ' gfCO U N T Y IILG . UTILITIES DIVISION A DIVISION OF THE PUBLIC WORKS DEPARTMENT N.Bruce Rawls,P.E.,Utilities Director I`l/9�y n ;� g"'E(( D BEC FEB 18 2003 February 14, 2003 City of Spokane Valley The Honorable Mike DeVleming City of Spokane Valley 11707•EasiSprague Avenue, Suite 106 Spokane Valley, WA 99206 Dear Mayor DeVleming On behalf of Spokane County I would like to let you know how pleased we are that Spokane Valley is considering participating in the Regional Solid Waste System. One of the requirements of the System is having an approved Comprehensive Solid Waste Management Plan and revising or updating it every 5 years. The responsibility for performing that task, among ethers, lies with the Solid Waste Advisory Committee(SWAC). SWAC members are appointed by the Board of County Commissioners and should be representative of our community. The current board has members representing industry, recycling, environment and concerned citizens, volunteering their time once a month. The meetings are held the 3rd.Tuesday of • every month at 7 AM. There is currently a vacancy on the SWAG. i would like to offer.you'the opportunity to nominate. someone from your community to participate on this committee. Once notified, I would be happy to contact that person, answer any questions they may have, and provide them with an application. I will look forward to hearing from you on this matter. Sincerely, 821(a/1r Bill Wedlake_ Regional Solid Waste Coordinator, Spokane County • ' Located at: 1026 W. Broadway,4th Floor Mailing Address: PWK-4 • 1116 W. Broadway • Spokane,WA 99260-0430 (509) 477-3604 • FAX: (509) 477-4715 • TDD: (509) 477-7133 I NEED YOUR e I LEFT OUT,THE DE APPROVAL FOR THIS .THERE'S A FINE :`EXPENSE, FOR:T IS:: • ® SCRIPTION BECAUSE EENT IS. ALREADY, . (YOU WOULDN'T UNDER- " LINE, DETWEEN'LAND HERE AND STAND IT MANAGIi. ;. . •` INSTALLED ' 4� ANT'U)AY BEING TOTALLY'` �• 'gam �� J USELESS i LUCKILY IT, � LOOKS THE a . SAME.'. : w't.;,. ".:' ,': j IC ' , - i . . -____44 :LOCKHORNS, a„u n 01 . ... , . t..1._ r P U rrt.f . ri),' „, 1. • A Strategy for DYNAMIC NATURE OF • Planning TRADITIONAL ?LRNNING. Off) 1 . P49N 1965 PLAN t Ur rCC f.,�j A \`. 970 �\�\ t,yLA( e �(�,A P�qN � t ✓/) Every manager needs at least one planner to draw (�V/ 1 • utopian 20- to 30-year plans which will never be imple- mented. ` r�'1�\I \ I�r Since these plans will not be implemented, the 4f e l7 1 j manager is able through this process to'eliminate at e least one possible future alternative. Although few local administrators will admit to this strategy, many in fact follow it in practice. A -.-- T+HE "MAKE NO LITTLE pLANs" 7RAD\TioN . o -) f AF/ p YERR 20 b0 PLACN '� :4)) ,ate 7Q AIIV -0 0114 N Air ,..041? \1/2: • . . Jle? / °se: ...ge . /0- ci l 'PLAN, DEP?.-DREAMS DIVIm'oN �) I , .