2010, 04-06 Study Session AGENDA
SPOKANE VALLEY CITY COUNCIL
REGULAR MEETING
STUDY SESSION FORMAT
6:00 p.m. Tuesday,April 6,2010
CITY HALL COUNCIL CHAMBERS
11707 East Sprague Avenue,First Floor
(Please Silence Your Cell Phones During the Meeting)
DISCUSSION LEADER SUBJECT/ACTIVITY GOAL
Chief Rick VanLeuven Introduction of Precinct Commander
1. Dr. James Harkin Spokane Valley Arts Council Update Discussion/Information
2. Susan Winchell,Brett Collaborative Planning, Boundary Discussion/Information
Sheckler Review Board
3.Neil Kersten Snow Operations/Maintenance Discussion/Information
Facility
4. Morgan Koudelka Commute Trip Reduction(CTR) Plan Discussion/Information
5. Cary Driskell Transportation Benefit District(TBD) Discussion/Information
6. Greg McCormick Comprehensive Plan Update Discussion/Information
7. Mayor Towey Advance Agenda Discussion/Information
8. Information Only(will not be discussed or reported): City Manager Recruitment
9. Mayor Towey Council Check in Discussion/Information
10. Mike Jackson City Manager Comments Discussion/Information
11. EXECUTIVE SESSION: Pending Litigation [RCW 42.30.110(i)]
ADJOURN
Note: Unless otherwise noted above, there will be no public comments at Council Study Sessions. However, Council always
reserves the right to request information from the public and staff as appropriate. During meetings held by the City of Spokane
Valley Council,the Council reserves the right to take"action"on any item listed or subsequently added to the agenda. The term"action"
means to deliberate,discuss,review,consider,evaluate,or make a collective positive or negative decision.
NOTICE: Individuals planning to attend the meeting who require special assistance to accommodate physical, hearing, or other
impairments,please contact the City Clerk at(509)921-1000 as soon as possible so that arrangements may be made.
Study Session Format Agenda April 6,2010 Page 1 of 1
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation
AGENDA ITEM TITLE: Spokane Valley Arts Council Update
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN: In an effort to promote Arts in Spokane Valley, the
Spokane Valley Arts Council worked to raise funds to purchase Colville artist Jerry McKeller's
"Walking the Line" sculpture. This award-winning piece is a bronze nine-foot rendition of a
mountain man/trapper. The proposal of the Arts Council to donate and place this sculpture was
discussed by Spokane Valley Council December 11, 2007, and at that meeting a motion was
passed to approve the future placement of the Walking the Line" sculpture at Mirabeau Point
Park. On August 14, 2009, at 11:00 a.m., the "Working the Line" sculpture was unveiled and
subsequently installed at CenterPlace.
BACKGROUND:
Arts Council President Dr. James Harkin will discuss the Spokane Valley Arts Council including:
1. Brief history of Spokane Valley Arts Council
2. Valleyfest help in starting art event 2007
a. working together with the City Parks and Recreation Department
b. relationship with the City: Mike Jackson/Mike Stone
3. Goals for Spokane Valley Arts Council
4. Events 2008, 2009
5. Projections for 2010 and beyond
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS:
STAFF CONTACT:
ATTACHMENTS:
Spokane Valley Arts Council brochure
Photos at CenterPlace
Valleyfest September 2007
SVAC 2009 Presentation of"Working the Line" Sculpture
"Harvest Time on the Big Missouri" Sculpture
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Asa person interested in the arts, or as an 4..__ , _.. P. 4.5 pDk4ne
yourself,you know the heart of the community is • 7e4t -rst-
4,_y
judged byits arts and culture. �` w
g46e-he toe Arts \1ey
By jg oinin SVAC you'll nurture that positive
spirit! We're a,city now.Ne want the opportunity
for the Valley-to shine through the arts."
4. - •-,-• CA5' 4 4
tHe
yes! 1'4 Bike to ee,t?.t.e 4 I want my children to stay here. We
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need to vitalize the community and create
1444 .lire ` l#1 ,5 v, �f,e. opportunities so they will stay."
Type of Membership: 1
II
❑ Individual $25 ,iit:
❑ Family $45a
U Business $95
❑ Patron $250
Please Print:
Name ti r cn.n iti r4 l.';11.].Ii1• ,
'p:f-s.c-.)(INc']I. C r
• SPOKANE VALLEY
Address ARTS COUNc'i I, 1
Spokane Valley Arts Council , A.--
9507 F. Sprague Avenue ~
CitylStatelipSpokane Valley,WA 99206 l ,•
(509)924-4994 or(509).926-3957 .4.
Phone FAX: (509) 924-4992 I _
[:-mai{ . www.spokanevalleyarts.org i
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Make your check(no cash, please)payable 7j t,SSIern c_7 tl tell/t ent: '_ �
to SVAC and mail your completed application to: 4 + ., ....,-_
To promote, support and enhance the . , -
Spokane Valley Arts Council ;,k.v,�+ ,r -.,1 ``,'Teetpwe -L-
diversity, quality, and accessibility of arts { -'
9507 E. Sprague Avenue and culture in the Spokane Valley. l _ -
Spokane Valley,WA 99206
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For more information,please call us at car:gra SPC1K rxr
VALLEY ,
(509) 924-4994 or visit CHAMBER
www.spokanevalleyarts.org. )) ° F C ° h� '.' E R C - .
Thank you for support SVAC! Proud to be a Founding Member of the j e .
Spokane Valley Arts Council 1 -
U
h,kott , is toe T xsine.ss e hin Heep lain t/ts to gurte4
The Arts ' > ine" 9Kr co-s H4ttnity
,....517trk4ne iIt takes commitment and hard work to help SVAC is working to help our community create more
tin t e? the arts flourish. But SVAC can do it-with fairs and festivals,more art shows,more performances
l r t, ,V ' help! (dance,music,theater),and more arts education
yourclasses for youth,adults and seniors—more activities
The Spokane Valley Arts Council (SVAC) The Spokane Valley Chamber of Commerce that enrich our quality of life!
is a not-for-profit organization that works is a founding sponsor of SVAC, providing
with local businesses, civic leaders and art- administrative and management expertise. In ,#the (vAe - rtt riv 4.S
ists to cooperatively conceive, develop and addition, many other businesses contribute
Spa-
implement art-related programs and cultural in-kind and/or monetary support to SVAC. • CenterPlace Art Exhibits—CenterPlace is
kane Valley's premier community gathering place.e.
activities. SVAC works with CenterPlace staff to provide
etttrn ,n '/nvesttti.ent artwork in five display areas.These exhibits show-
The goal of these endeavors is to strengthen ease local amateur and prnfessinnal artists,as well
the community and benefit regional arts and Your investment in the Spokane Valley Arts as high school art student's work and artwork from
cultural organizations, area artists,and local Council returns to you an enhanced quality of private collections.
businesses. life in the Valley,quality essential to attracting • Valleyfest-Valleyfest is a local festival that attracts
and retaining business and talent. Your return over 100,000 people a year--.o its parade and fam-
Besides providing entertainment,the arts on investment is both monetary and cultural. Hy-oriented activities in Mirabeau Park. For the past
provide recreation for those who participate three years,SVAC has supported Valleyfest with art
inand craft exhibits and hands-on activities for kids.
them. They also provide continuing educa- #0.4 eieeZens4 ri
tion as people study and practice the arts • Artists'Studio Tour i . i.k
more deeply. By joining the Spokane Valley Arts Council, -Over 20 SVAC it J "� AIG
you show your business is a good community artists have created _,k
Citizen. a studio tour where {
� s
Ifi 1� t�Ce rt you get to see where -,,
the artists make their l .l xP --
yy� creations and how the
+•ny'iGL tett?�t?�L6tnttG - _— y M. r1441#01{ I
I ._ do it,as well as giving r. _
• They are a positive means to 11 create ; pi you the opportunity L-_
community identity and cohesiveness- - k;i to see their beautiful
our own distinctive cultural assets. r works of art.
45,; „'ti + Annual SVAC Fundraiser—Held at CenterPlace,
• The arts are a further investment in the k `'1 this celebration and fundraiser is a gala evening of
education of our youth.
11 •1:°•11,r-
fun and excitement. It's an opportunity to social-
ize with friends,colleagues,meet local artists,and
• They provide more ways for more j enjoy special food and beverage selections,live
citizens to gather to celebrate traditions ,0 '' F �” music,and the drama of silent and live auctions--all
—_. to support the arts!
old and new. -
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation
AGENDA ITEM TITLE: Collaborative Planning:
Implementation in Spokane County's Metro Urban growth Area
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND:
Susan Winchell, Boundary Review Board Director, and consultant Brett Sheckler, will discuss
the Collaborative Planning Implementation Report.
According to the Washington State Boundary Review Board for Spokane County website, the
December 2009 report documents the collaborative planning efforts in Spokane county over the
past four years.
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS:
STAFF CONTACT:
ATTACHMENTS:
Spokane County • City of Spokane • City of Spokane Valle
City of Liberty Lake • City of Airway Heights • City of Millwood
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mplernentation in Spokane County's
Metro UUrban Growth Area
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December 2009
This Report and Appendices as well as related reports for collaborative planning
are available on the Collaborative Planning Web Page:
www.spokanecounty.org/boundary/collaboration
Table of Contents
COLLABORATIVE PLANNING: IMPLEMENTATION REPORT
A. Overview I
B. Background of the Collaborative Planning Process 2
I . Coordinated Development 4
2. Fiscal and Service Delivery 7
3. Interlocal Agreements 12
C. Collaborative Planning Results 15
D. Next Steps 15
APPENDICES
Appendix A. Development Regulations
I. Spokane County Resolution No. 9-028 I(April 7, 2009)
2. Spokane County Road Standards - Private Roads and Connectivity (January 2010)
3. Spokane County Subdivision Ordinance - Connectivity (pending)
4. Spokane County Zoning Code - Urban Design Standards and Guidelines (pending)
Appendix B. Fiscal Strategies
I. Fiscal and Service Delivery Impacts (May 28, 2008)
2. Implications of Annexation (June 15, 2008)
3. Spokane County Fiscal Story (October 23, 2008)
4. Framework for Revenue Solutions (June 15, 2009)
5. Spokane County Line of Business Study (September 15, 2009)
Appendix C. Interlocal Agreements
I. North Division Settlement Agreement (December II, 2007)
2. Memorandum of Understanding for Joint Planning (March 4, 2008)
3. Memorandum of Understanding for Joint Planning - First Amendment (December 16, 2008)
4. Moran Glenrose Agreement (March 4, 2008)
5. Moran Glenrose Agreement - First Amendment (February 24, 2009)
6. Turtle Creek Agreement (April 28, 2008)
7. West Plains Annexation Agreement (December 3, 2009)
Back
Acknowledgements
Any collaborative planning process can only move forward with the commitment and support of the
elected officials. Providing policy direction and continuous encouragement for the collaborative
planning process are the elected officials for the participating jurisdictions listed below.
Spokane County City of Spokane Valley City of Liberty Lake
Mark Richard, Commissioner Richard Munson, Mayor Wendy Van Orman, Mayor
Todd Mielke, Commissioner Steve Taylor, City Council Odin Langford, City Council
Bonnie Mager, Commissioner Rose Dempsey, City Council Neal Olander, City Council
Gary Schimmels, City Council David Crump, City Council
City of Spokane Diana Wilhite, City Council Patrick Jenkins, City Council
Mary Verner, Mayor Bill Gothmann, City Council Judi Owens, City Council
Joe Shogan, Council President Dick Denenny, City Council Susan Chuler, City Council
Bob Apple, City Council
Al French, City Council City of Airway Heights City of Millwood
Steve Corker, City Council Matthew Pederson, Mayor Dan Mork, Mayor
Richard Rush, City Council Larry Haskell, City Council Richard Schoen, City Council
Nancy McLaughlin, City Council Patrick Rushing, City Council Kevin Freeman, City Council
Michael Allen, City Council Charlotte Lawrence, City Council Glenn Bailey, City Council
Don Mitchell, City Council Shaun Culler , City Council
Don Richey, City Council Brian Ellingson, City Council
John Holloway, City Council
A collaborative planning team representing each jurisdiction was established to develop work plans,
select consultants, review work products, and set the general direction for the collaborative planning
process. Participants on the team were Steve Davenport, AICP, Spokane County; Ken Pelton,
AICP and Louis Meuler, City of Spokane; Scott Kuhta, AICP, and Mike Basinger, AICP, City of
Spokane Valley; Marianne Morris and Chip Pilialoha, City of Airway Heights; Doug Smith, City of
Liberty Lake; Tom Richardson, AICP, City of Millwood; and Susan Winchell, AICP, Boundary
Review Board, who served as the project manager. In addition, the Finance Directors, City Managers
and Spokane County elected and appointed officials contributed to the development of the project.
Consultants for the collaborative planning process provided the technical expertise needed to work
through the many issues unique to this region and provide the customized solutions required for
implementation. Bill Grimes of Studio Cascade worked with the collaborative planning team to
develop the land use and development proposals and code and ordinance revisions; presented various
proposals to elected officials and planning commissioners; and refined the proposals for implementa-
tion. Brett Shedder of Berk & Associates worked with County and City staffs to develop the
data for the fiscal and service delivery issues; met frequently with elected officials to describe implica-
tions of the various policy decisions; and assisted the collaborative planning team in setting the direc-
tion for the tasks needed. Mike McCormick was instrumental in negotiating the preliminary interlo-
cal agreements establishing much of the framework for the collaborative planning process.
The Washington Department of Community, Trade, and Economic Development provided the funds
needed to accomplish much of the work for the collaborative planning process.
Studio
BERK & ASSOCIATES Cascade
■ Community paring&Design _�._ . „-
Back
Implementation in Spokane County's
Metro Urban Growth Area
This report documents the collaborative planning efforts undertaken by Spokane County and the cities
of Spokane, Spokane Valley, Liberty Lake, Airway Heights, and Millwood. This collaborative approach
benefits all Spokane County residents and sets up all jurisdictions for long-term success with this goal:
• Cities will have mechanisms to influence issues of land use, permitting, and infrastructure
impacts associated with development in the unincorporated urban growth area.
• The County will have a clear service delivery/revenue structure that allows fiscal sustainability.
By pursuing this goal, Spokane County and the Metro cities have recognized that many of the
challenges that they face can best be tackled by working together and by taking a big picture,
collaborative approach. Moreover, they have recognized that, in order for Spokane County to achieve
its best future, all levels of governments in the county must be healthy and strong.
This report includes descriptions of the work and findings in the following areas:
I. Coordinated Development in Urban Growth Areas
2. Fiscal and Service Delivery in Urban Growth Areas
3. Interlocal Agreements on Collaborative Planning
SPOKANE COUNTY'S METRO URBAN GROWTH AREA
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Background of the Collaborative Planning Process
The impetus for a collaborative planning process To get a perspective on how other Washington
began in 2006 as a result of frustration with the cities and counties were approaching some of
lack of interlocal agreement for planning in urban the intergovernmental issues surrounding
growth areas. The Steering Committee of coordinated planning and development in urban
Elected Officials had spent years developing growth areas, the planning directors of Douglas
unused templates; there were stacks of unsigned County and East Wenatchee were invited to
interlocals; annexations were looming; and many describe the interlocal agreements that they had
lawsuits were pending. In the Spring of 2006, adopted and how it was working for them. In
many elected officials and staff familiar with the addition, representatives from CTED, Associa-
situation were contacted to find out why tion of Washington Cities, and Washington State
progress had not been made and to determine if Association of Counties presented more
there was interest in tackling this in a more examples from around the state. This took place
deliberate manner. Officials weighing in on the at the first Public Officials Luncheon held in June
issue included the County Commissioners, City 2006. Elected and appointed officials from the
Mayors and Council Members, Planning Direc- metro jurisdictions all attended and learned how
tors, CTED staff and statewide city and county interlocal agreements for planning urban growth
organizations. areas were set up and how other cities and
counties were proceeding.
Many reasons were cited for the lack of progress
—the land use regulations and development The collaborative planning team met throughout
standards were too different, there was a the summer to develop the work plan for the
dependency on revenues generated in urban proposal and to keep the metro jurisdiction
growth areas, joint planning was undefined, and elected officials informed.
the role of the County as a regional service
provider was unclear. However, there was an In November 2006, the metro jurisdictions
overall willingness by all of the jurisdictions to received a CTED collaborative planning pilot
try a different approach to resolving some of grant for $68,000 to survey local development
these perceived conflicts. CTED then stepped in regulations. Studio Cascade was selected as the
with a pilot grant program for collaborative consultant for the project. This comparison of
planning to help in getting the collaborative development regulations showed that each
planning process off the ground. jurisdictions' development regulations were very
similar to one another. However, some areas of
A collaborative planning team was formed with a concern did surface such as connectivity, land
representative of each of the jurisdictions in the use, streets, landscaping, design, density, setbacks
Metro Urban Growth Area: Spokane County, and the overall process of involving adjacent
City of Spokane, City of Spokane Valley, City of cities in County land use actions.
Liberty Lake, and the City of Airway Heights.
The team proposed beginning the process by In May of 2007, the preliminary results were
determining how all of the development presented to the Metro Area elected officials at
regulations for the cities and the county were the second Public Officials Luncheon. During the
different and how they were similar. Each summer of 2007, the consultant and collabora-
jurisdiction's planner presented the proposal to tive planning team met with each city council and
the elected body to determine support; each city the County Commissioners to present the
and the county heartily endorsed the proposal to findings of the report and solicit input. The
apply for the pilot collaborative grant that would results were compiled in the report entitled
survey development regulations and see where "Collaborative Planning: Spokane County's
there were consistency problems. Metro Urban Growth Area".
2
The report was well received and the question PRINCIPLES OF
that was consistently asked was: What next? The COLLABORATIVE PLANNING
collaborative planning team identified the next I. A collaborative planning process between
steps for this deliberate process of developing the City and the County will benefit both
successful planning for urban growth areas: jurisdictions as well as citizens and property
• Develop coordinated development regulations owners of the entire region.
and review process for urban growth areas. 2. Consistency between comprehensive plans
and regulations together with a coordinated
• Determine fiscal issues associated with urban review process for proposed development
growth areas for County revenues and service within the unincorporated Urban Growth
delivery. Area will encourage development within the
• With this basis in place, assist the County and Urban Growth Area and facilitate the
cities to negotiate interlocal agreements for creation of a vibrant,attractive and
collaborative planning in urban growth areas. economically healthy urban area.
3. Joint planning for growth and development
Again, each jurisdiction's planner presented this within the unincorporated Urban Growth
collaborative idea to each elected body to Area will provide predictability to the City,
determine support; each city and the county the County,other service providers,and the
again heartily endorsed the proposal to apply for citizens in these areas.
a second phase of the collaborative grant. 4. Efficient and cost-effective provision of urban
services within the Urban Growth Area will
In December 2007, the collaborating jurisdictions encourage orderly development.
were awarded $150,000 by CTED to build on 5. A mutually agreed timeline and sequence for
the first phase of the collaborative planning work city annexations will offer predictability to
and address the tasks identified above. This cities,the County,service providers,and
work took three tracks: I) coordinated citizens in the unincorporated Urban Growth
Area.
development in urban growth areas; 2) fiscal and
6. Identification of an urban growth area with
service delivery issues for Spokane County
surrounding city annexations, and 3) interlocal the adjacent city enables cities,the County,
service providers,and citizens to better plan
agreement. Studio Cascade was selected to
assist with the work on the development for future development.
regulations and Berk &Associates was selected 7. A mutually agreed upon process between the
to provide the fiscal and service delivery County and cities for designating and
expertise. The services of Mike McCormick, a amending urban growth areas adjacent to
cities encourages consistent development,
governmental consultant, were used to success-
efficient delivery of services,and an orderly
fully complete interlocal agreements already annexation process.
underway.
8. A joint planning process that recognizes the
County's responsibility and authority
With the initial work of the collaborative regarding unincorporated areas,and that is
planning coming to a close for Spokane County coordinated and consistent with the
and the Metro cities, the collaborative planning comprehensive plans and development
process is now being expanded to include every regulations of the City will promote
city in Spokane County in the further develop- predictability within the Urban Growth Area
ment of a collaborative planning process. that is compatible with future annexation by
the City.
In August 2009, the Spokane County Board of 9. Commercial, industrial and residential
County Commissioners adopted the following development at urban densities within the
Collaborative Planning Principles to guide the existing Urban Growth Area boundary is
development of interlocal agreements for joint beneficial to both the cities and the County by
planning. allowing more efficient provision of services.
3
Back
1. Coordinated Development in Urban Growth Areas
The collaborative planning team considered the presented with this proposal for compatible
various approaches described in the first phase development regulations and a coordinated
report, "Collaborative Planning: Spokane review process. In addition, in the fall, presenta-
County's Metro Urban Growth Area". The team tions were made to the Spokane Homebuilders'
deliberated on the specific strategies that could Association, the Spokane Board of Realtors and
be pursued to enhance collaboration and the Spokane County Development Task Force.
provided overall direction for this effort. As a result of these meetings, several revisions
and refinements were made to the original
The original concept for coordinating planning in concept.
urban growth areas involved applying an overlay
zone to the Metro Urban Growth Area and Four issues were identified that presented the
establishing specific and common development most threat to compatible land development and
regulations to the entire area. In addition, a planning in urban growth areas:
process for notification and involvement of • private roads;
adjacent jurisdictions was developed. • street connectivity between and within
developments;
During the month of July 2008, City Councils • urban design standards; and
and Planning Commissions of each participating • communication and coordination with partner
city as well as the Board of County Commission- jurisdictions in the development review
ers and County Planning Commission were process.
Comprehensive Plan Categories a
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Comprehensive Plans: Spokane County Metro Urban Growth Area
4
Private Roads are not maintained as well making it difficult for
Private roads are just that, roads owned and emergency responders and often, the residents
maintained by private parties, often homeown- themselves. In addition, private roads restrict
ers' associations. In the past, the motivation for the ability of service providers to place utilities in
using private roads in urban areas has been the road.
because they require less land
'I,0. r. area which allowed more lots, Since the adoption of Spokane County's updated
are less expensive to build, development regulations in 2004, private roads
have less intensive construc- are being used less frequently. This is partially
tion standards, have flexibility due to the increased densities now allowed
in climbing steeper hills, and under the new code, the increased appreciation
the ability to be gated for for public safety access, and also, the realization
restricted access. that roads intended to be maintained by
homeowners' associations often end up as a
Private roads can work well in rural areas and continuing burden for the original land devel-
also in special use applications, like mobile home oper.
parks, resorts or other situations where
restricted access and an interior circulation The recommendation for private roads in urban
system is clearly separate from the public road areas is to require that private roads meet public
network and where other controls are in place road standards, and allow their use only in
to ensure public safety. extenuating circumstances where topography or
previously developed conditions indicate that a
However, private roads present some problems public road would not be practical. To imple-
with urban densities and where urban services ment this recommendation, the County's Roads
are to be provided. They can be narrower and and Bridges Ordinance are being amended to
steeper than public roads, they may not be specify that all roads in the urban area meet the
constructed to the strength or width necessary County's public road standards for curbed roads.
to accommodate public safety vehicles, and often
Street Connectivity The recommendation for connectivity is to
Connectivity is a system of streets with multiple incorporate maximum block lengths and
routes and connections serving the same origins significantly reduce the use of cul-de-sacs to
and destinations. Simply put, it allows traffic facilitate the development of walkable neighbor-
many ways to get where it needs to go. hoods that handle traffic efficiently. The
recommendation is being implemented by
Street connectivity is important for many amending the Spokane County Subdivision
reasons: it reduces travel time by allowing Ordinance and/or Road Ordinance to include
people to avoid out-of-direction trips, it allows these requirements.
people the option of walking or bicycling because Interconnected v.Closed Street Patterns
routes to schools, parks and businesses are ow
rn[.rrq nneataa 5rrart Partain:Lannon HrIt Pari,neva Claud Street Pattern:Vera Area South Sulhron Ra!_
shorter, it allows emergency vehicles like police
and fire to respond faster and use alternative ■-MIr�
routes if one is blocked, it spreads traffic out and 111- +
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reduces vehicle speed, and it reduces overallM®M
vehicle miles traveled. :E '�7117
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Spokane County's comprehensive plan supports ■■.
street connectivity within and between neighbor- . Fab
hoods, but the implementing regulations in place ����
are now very limited.
5
Design Standards The recommendation for design standards is to
Design standards address various aspects of apply design guidelines to commercial, light
project design, each intended to ensure high industrial, and multi-family development in the
levels of function, a human-scale environment urban growth areas to enable these areas to look
and respect for adjoining development. Some and function in ways that are compatible with
examples of features that might be included are projects in the cities. These design guidelines
sidewalk design, lighting, screening, and treat- would be administratively applied by County staff
ment of blank walls. and the Hearing Examiner, enabling the County
to implement design
The County has adopted design guidelines that modifications as part of _
now only apply to development in the County's project review. The
Mixed Use zoning district. Many cities also have Spokane County Zoning _ _
design guidelines, however they apply to a broad Ordinance will need to •. ' 1411
range of zoning categories. Design guidelines be amended to include 6• "`.�F ll F`
often include both advisory and regulatory the recommendations q --
elements. for design guidelines. Example: Blank Wall Treatment
Communication project review, but it does provide for city
A fundamental component of collaboration is involvement at important stages. Cities will be
communication. The proposed process invites invited to participate in pre-application meetings,
the Metro area cities to participate actively in the project review, SEPA review and public hearings,
review of County land use actions as well as with their input included at each point.
legislative changes. The cities will have to
reconsider their approach to commenting on The recommendation is to incorporate city
land use permits, offering the type of construc- comments and recommendations in the planning
tive, material comments and recommendations and development process for the metro urban
the County will need to ensure timely inclusion growth areas. Portions of this process have
in the review process. This may be especially already been implemented via interlocal agree-
important after County codes are amended to ments and additional conditions are currently
address the above issues and may involve more being worked out and will be added as amend-
staff time for the cities. ments. The agreed upon process will be
incorporated into the Spokane County Applica-
The proposed process adds no more time to tion Review Procedures .
SEPA Review
Pm-Application Application Application Staff Complete? Yes Technical Review Public Public Hearing
Meeting Preparation Submittal Review SEPA Determ. Notice Decision
Staff Report
T No ,
vau
25 I 28 Days Maximum Varies I i5 Days Minimum
120 Days Maximum(Quasi-Judicial)
Involvement
Applicant Applicant Applicant County County Applicant County Applicant
County County City County County
City City
Agencies
City Action as Partner
Review Review Comment Testimony
Comment Comment Recommendation
Recommendation Recommendation Conditions
6
Back
In May 2008, these issues and the proposed actions to implement the above recommenda-
implementation strategies were presented to tions for collaborative planning in the urban
elected and appointed officials at the fourth growth areas. In addition, the Planning Technical
Public Officials Luncheon. There was much Advisory Committee has included support for
discussion and an agreement by all that these the on-going work in its 2009-2010 work
issues would be the focus for the coordinated program.
development regulations in the Metro Urban
Growth Area. The Steering Committee of Elected Officials will
oversee the coordination of any policy issues
In April 2009, the Spokane County Board of and make recommendations to the Board of
County Commissioners adopted Resolution No. County Commissioners as needed.
09-0281 directing its staff to take the necessary
County (\\(
City
2. Fiscal and Service Delivery in Urban Growth Areas
Work on the fiscal and service delivery affected, it became apparent that they were not
implications of annexations began in March 2008. geographically-based. Because so many costs are
Specifically, the analysis sought to answer three fixed, the cost of providing services to the
questions: unincorporated urban growth area would not
• If the metro-area urban growth areas (UGAs) necessarily be the amount saved if an area
were to become incorporated, what revenue annexed.
streams would the County no longer receive?
This situation was presented to the metro
• If the metro-area UGAs were to become elected officials at the fifth Public Officials
incorporated, what service obligations (and Luncheon in October 2008 and the need for
associated costs) would go away? defining a regional role for the County was
• Comparing the decrease in costs and revenues discussed. Again, the message from the elected
with annexation, what would be the net fiscal officials was, "we fully support this work and
effect if all of the metro-area UGAs were want to know what we do next". Immediately
annexed? following the presentation, the collaborative
planning team discussed how to proceed. The
The consultants identified revenues generated team agreed to have the consultant develop a
and projected revenues in urban growth areas, "road map" to successful interlocal agreements
however, in determining how services would be and to speak with various elected officials to get
concurrence on this "road map".
7
In June of 2008, the collaborating jurisdictions 4. Identify potential revenue solutions: In light of
developed a road map to achieve the the service delivery vision, and in light of the
collaborative planning goals. This road map called County's fiscal story, what revenue solutions
for completion of four foundational elements: might make sense? Is there a case that Spokane
County's collaborating jurisdictions can make for
I. City influence on land-use decisions: Develop legislative solutions?
a workable solution to facilitate coordination
between cities and Spokane County regarding The road map was presented to county and city
land use decisions and managing infrastructure elected officials and there was agreement that
impacts. this was the way forward. Work on the first
foundational element was well underway with
2. Articulate Spokane County's fiscal story: In a the coordinated development process for the
clear and succinct format, articulate the nature of urban growth areas described above.
Spokane County's long-term fiscal challenge.
Describe why counties are different from cities To better understand how counties are different
and other local service providers, and describe from cities and why the County faces a structural
why the County faces a structural fiscal problem. fiscal problem, a four-page folio outlining
Spokane County's fiscal story and highlighting the
3. Articulate Spokane County's approach to challenges the County currently faces was
service delivery: What does it mean when one prepared. The basic message of the folio is that
says that Spokane County is a local service counties have fewer taxing authorities than cities
provider to unincorporated areas of the county, a and that the County is heavily reliant on
regional service provider to the entire county, and property taxes with its one percent lid.
a provider of contract services to local jurisdictions?
Given a broad goal of efficiently using tax dollars, The folio was distributed to the metro
how does this vision dovetail with the service jurisdictions, affiliated agencies, and the public.
delivery needs of other jurisdictions? The information provided a starting point for
understanding and a basis for both service
delivery and revenue solutions.
Fewer Taxing Authorities
Spokane Metro-Area Cities Spokane County
Tax Related General Fund Revenues (2006) Tax-Related General Fund Revenues (2005)
Stat: • Federal
Di ions gate&Federal
Distributions
12.6 M
16%
Business&Utility Property Taxes
Taxes $46 M Iayonal Property
$48 M 29% Tax
34.5 M
30% Fiegonal Sales Taxes 43%
21.2 M
cyo
Sales&Use Taxes
$58 M
38% Local SalesTax
11.2 M
14%
ource:Washington State Auditors Office and Berk&Associates
8
One Percent Lid on Property Taxes
Spokane County's Regional Property Tax Revenues in Inflation-Adjusted Dollars
$45M 40.8 M
40.0 M
$40M — — — 37.0 M
$35M 33.6 M
30.6 M
$30M 27.8 M
$25 M -
$20 M -
$15M -
$10M -
$5M -
2008 2013 2018 2023 2028
Note:Assumes 1%growth limit,2%growth in countywide property values from new construction,and annual cost-of-service(inflation)increases of 5%.
This 5% cost-inflation reflects the combination of core inflation (equal to, perhaps, 4%) and increased demand for county services resulting from in-
creased population(1%).
In considering the County's approach to service Second: The County is trying to manage local
delivery and the identification of potential service delivery in a difficult environment. This
revenues, it was clear that this was outside of environment is characterized by:
what was anticipated in the original scope of Diseconomies of Scale - With every annexation
work. In September 2008, the collaborating and incorporation, economies of scale are
jurisdictions obtained further funding of $20,000 working against the County. Because economies
through a CTED Emerging Issues Grant to of scale are driven by fixed costs, these costs are
identify potential efficiencies and/or revenue shared by fewer constituents; therefore, per-
solutions that would enhance the County's fiscal constituent costs go up.
sustainability and identify what regional and local
services it will provide to unincorporated areas. Unprecedented Shift - Spokane County has
experienced an unprecedented shift in both its
As the collaborating partners examined potential unincorporated population and its tax base. In
solutions to the County's fiscal challenges, it 2000, Spokane County had 200,000
became clear that Spokane County is really facing unincorporated residents and many large
two intertwined challenges: sources of local sales tax. With the completion
of the West Plains annexation, Spokane County
First: Spokane County is heavily reliant on an will have 130,000 unincorporated residents and
eroding revenue stream - the property tax, with virtually no large sources of sales tax.
its I% cap, provides over 60% of the County's Local Revenues - Annexation and incorporations
regional revenues. With costs increasing at 5% have taken important sources of local revenues
each year, this very simply means that revenues and the County has almost no statutory
do not keep up with costs. authority to levy additional local taxes.
9
Historic Unincorporated Populations of Large Counties in Washington State
600,000 - (1980— 2007)
ting
500,000
I
1 400,000 -
Rerce
I
300,000 -
9iohomish
5 qDokane aari<
200,000 -
Ktsap
Thurston
100,000 Watcom
- , i i i i i i i i i i i i , i i i i i i I
1980 1985 1990 1995 2000 2005
Taken on their own, both of the above county, and as an agent of the State, it provides
challenges are substantial. When they are specified regional services to all constituents of
intertwined, they become much more difficult to the county. If a service obligation (or a revenue
solve. To illustrate why this is true, consider an stream) is not affected by changes in municipal
example: boundaries, then it was defined as a regional
If I am a councilmember for Metro-area city (or if I
service or revenue;
am a city resident), even if I fully appreciate the 2. Local - The County collects local tax and fee
importance of finding a sustainable solution for the revenues from unincorporated areas of the
County's regional services (services I rely on), and county, and it provides local services to those
even ifI want to support the County in getting there, areas. If an obligation or revenue stream is
how can I have confidence that revenues I help affected by changes in municipal boundaries, then
secure will be used to re-enforce regional services, it was defined as local; and
and not used to avoid making hard decisions about 3. Contract - The County provides services for
local services? (or to) local jurisdictions in exchange for
Recognizing its position, Spokane County, with
payments. If the County receives payments from
the concurrence of the Metro cities, decided that local jurisdictions for a provided service, then it
the best way to tackle its dual challenges was to was defined a contract service.
untangle them from one another. The first step
in this process was to clearly delineate Spokane By clearly distinguishing its "lines of business,"
County's three so-called "lines of business." Spokane County would put itself in a better
position to discretely manage both its regional-
Spokane County provides three different types service and local-service responsibilities.
of service to its constituents and collects three Ultimately, the County and its collaborating
types of revenue: partners viewed this process as a necessary step
I. Regional - The County collects regional towards putting the County in a better position
taxes and fees from taxpayers across the entire to manage and address the needs of their
constituents.
I0
In March 2009, the County funded a study of • What should the region's stance be regarding
$33,200 with Berk and Associates to distinguish the County's local line of business? Should the
regional, local, and contract revenue streams and goal be to have local revenues cover local
regional, local, and contract service service costs? If so, are there ways to share
expenditures. the burden so unincorporated constituents do
not shoulder all the fiscal impacts of
The first step was to assign all of Spokane annexation?
County's core revenues and services to one of
the County's three service categories. The • What can the County and cities do to mitigate
purpose of this exercise was for the County to against economy-of-scale-impacts from
be able to align each set of revenues with its annexation?
appropriate expenditures. In effect, this would
mean creating three separate "funds" within the • Are there opportunities to regionalize lumpy
County's existing General Fund. service components? If so, some of the
County's fixed costs could become variable
The alignment of Spokane County's revenues and costs, decreasing impact of annexations.
services showed that for the 2009 adopted
budget, regional revenues generated a little more • How will collaborating partners meet the
than the cost of regional services and local challenge of unsustainable regional revenues?
services cost quite a bit more to provide than Regional revenues may be sufficient today, but
the limited local revenues that were generated. without action, the County's regional line of
business will soon be in the red. What is the
Spokane County and the collaborating Metro plan?
Cities are now faced with some policy decisions:
y$ Other
j Other
Juvenile
$40 Vi
ros
$30 M Countywide P&Publicecutor
Property Defender �§
$20 M Tax F
.g, Contract Contract
Regional Sheriff's Revenues Costs
1.0 M Jail& Local Office
- Geiger Sales Tax
In June 2009,the findings of the County's line of sixth Public Officials Luncheon. Discussion
business study as well as potential service focused on addressing the policy issues and
delivery and revenue proposals were presented further commitment to the collaborative
to local elected and appointed officials at the planning process.
II
Back
3. Interlocal Agreements on Collaborative Planning
Interlocal agreements and the general frustration Prior to the court hearing on the BRB appeal,
of not making any progress is what started this Spokane County and the City of Spokane signed
more strategic path to collaborative planning. a Settlement Agreement. This Settlement
One of the tenets of the Spokane County Agreement specified that the annexation would
Growth Management Plan adopted in November become effective on April 1, 2008; revenue
2001 was the establishment of a joint planning would be shared for three years; the appeal
process for urban growth areas to be imple- would be dismissed; and both parties would
mented through interlocal agreements. There designate staff and negotiate an interlocal
were many starts and stops along the way with agreement for joint planning for urban growth
interlocal agreements prepared to the point of areas. In addition, both parties agreed to sign a
adoption and then some hold up or another. A letter prior to January 15, 2008, assigning key
template for interlocal agreements was discussed staff and developing a timeline for the develop-
by the Steering Committee of Elected Officials ment and approval of these joint planning
for over two years without implementation. By agreement.
this time, lawsuits were being filed to prompt
compliance with the Growth Management Act. Memorandum of Understanding for Joint
Planning (March 4, 2008)
In February 2008, the City of Vancouver A Memorandum of Understanding was signed by
Manager and Annexation Coordinator and the both parties designating key staff and a timeline
Clark County Manager and Planning Director for completing tasks necessary based upon the
were invited to the third Public Officials work program identified in the CTED Collabora-
Luncheon to address the elected and appointed tive Planning Grant. The MOU also set a
officials from the metro jurisdictions and discuss deadline of two years to complete the interlocal
their annexation plans and agreements. This agreement for the urban growth areas. Mike
proved timely in that Spokane County and the McCormick, the consultant under contract for
City of Spokane were in the midst of working the CTED Collaborative Planning Grant, assisted
out their own annexation agreements. the City of Spokane and Spokane County in
defining mutually acceptable terms for the MOU.
A brief description of interlocal agreements
leading up to an interlocal agreement for Moran Glenrose Agreement (March 4, 2008)
collaborative planning in the urban growth areas During this same time period, Spokane County
follows: purchased property outside of the urban growth
area with the intention of building an aquatics
North Division Settlement Agreement center. The aquatic center could not be built
(December II, 2007) without sewer service from the City of Spokane.
In 2007, the City of Spokane initiated an The City of Spokane provided sewer service to
annexation of 135 acres along North Division adjacent property within the urban growth area,
Street in the urban growth area north of the city but had policies in place to not extend sewer
limits. The proposed annexation area included a service outside of the urban growth area. After
Costco store, other commercial properties and much negotiation and discussion of alternatives,
a planned unit development with 39 homes. The the City of Spokane agreed to provide sewer
Boundary Review Board held a public hearing service to the County facility with the condition
and based upon the testimony received, ap- that the County enter into an agreement for
proved the annexation but excluded the limited joint planning in the Moran Glenrose
residential property. Spokane County appealed urban growth area based upon the template
the Boundary Review Board's decision. recommended by the Steering Committee of
Elected Officials.
12
A Moran Glenrose Agreement was crafted that the preparation of a coordinated development
focused upon transportation impacts of develop- process and regulations. In June 2008, the Mayor
ment in the urban growth area and reiterated set a meeting with the Chair of the Board of
the commitment of both parties to designate County Commissioners to get the process on
staff to develop more coordinated land use track. At the meeting, it was generally agreed
controls and review process in the urban growth that the work tasks originally envisioned for the
area. The County will need to codify the CTED Grant were more complex than originally
process in the County's Application Review planned and more time would be needed.
Procedures (Title 13 of the Spokane County
Code). However, in the meantime, the City was being
threatened by impacts of development in other
Turtle Creek Agreement (April 28, 2008) adjacent urban growth areas. On the County's
The City of Spokane Valley was also feeling the side, it did not have the data it needed to be in a
affects of development outside of its corporate position to negotiate the revenue and service
limits and negotiated an agreement with Spokane delivery aspects of the interlocal agreements. As
County similar to the Moran Glenrose Agree- an interim measure, the County and City agreed
ment with the City of Spokane. The Turtle to extend the timeline of the MOU to be more
Creek Agreement also focused on the transpor- in line with getting the County the data it needed
tation impacts of development in adjacent urban and to extend the Moran Glenrose Agreement
growth areas. This also will need to be codified to all urban growth areas adjacent to the City of
in the County's Application Review Procedures Spokane to alleviate the impacts of adjacent
(Title 13 of the Spokane County Code). development on the city.
Amendments (December 16, 2008 and February The agreed upon amendments to the MOU and
24, 2009) the Moran Glenrose Agreement were adopted
As the work plan for the CTED Collaborative on December 16, 2008 and February 24, 2009
Planning Grant progressed, it became apparent respectively. Spokane County is prepared to
that the timelines proposed in the original extend the City of Spokane Valley's Turtle Creek
Memorandum of Understanding were unrealistic. Agreement to other urban growth areas adjacent
City officials were anxious to move forward with to that city when the need arises.
Interlocal Agreement for Collaborative Planning
As specified in the MOU, the Spokane and the County and other cities in June 2009. The
Spokane County staff designated to represent Board of Spokane County Commissioners
each jurisdiction is working to accomplish the adopted them by resolution in August 2009.
tasks identified in the time frame specified. At
the onset, there was the consensus that the Urban Growth Area Amendments: The staff
outcome of the negotiated interlocal agreement designated by Spokane and Spokane County
between the City of Spokane and Spokane proposed priorities for resolving planning issues
County would become the basis for interlocal for the urban growth areas. With concurrence
agreements with each of the other cities and of the elected officials, the top priority was to
towns in Spokane County. For this reason, the establish a mutually agreed upon process for
results of each task is to be reviewed and amending and designating urban growth areas.
generally agreed to by the other jurisdictions. At the same time, the County and its cities are in
the process of its ten-year update of the urban
Principles of Collaborative Planning: The first growth area. The work is being coordinated by
step in getting consensus for collaborative the Planning Technical Advisory Committee of
planning in urban growth areas was to agree to a the Growth Management Steering Committee of
set of principles. The principles were proposed Elected Officials. There is staff overlap to ensure
by the collaborative planning team, presented to connection between the two efforts.
13
Other Substantive Areas: Other topics that will The cities of Spokane and Airway Heights have
be considered in the interlocal agreement demonstrated their commitment to collabora-
discussions include: tion, and they have demonstrated their commit-
• Planning Implementation: comprehensive plan ment to promoting Spokane County's fiscal
consistency, zoning and development stan- health. Given these commitments, and given that
dards, common development code, building the collaborative planning team had been
and land use permits, and coordinated SEPA examining potential avenues to advance precisely
review and mitigation. these objectives, the collaborative planning team
proposed a "way forward" to tackle the fiscal
• Infrastructure and Levels of Service: roads, and service challenges that the contemplated
water, sewer, and stormwater. West Plains annexation would present to
• Coordinated Transportation: capital facilities Spokane County.
plans, project implementation, and impact fees.
The proposal offered a framework, first, for
• Annexation: procedures, development review thinking about and, second, for trying to unravel
within pending annexation areas, building the intertwined challenges that Spokane County
permits, code enforcement, early transfer of faces. The goals were:
authority, financial considerations, records
transfer, revenue sharing and capital facility and I) To identify a strategy that stakeholders might
infrastructure cost reimbursement. pursue to begin putting Spokane County in a
more sustainable position; and
West Plains Annexation Application
In mid-January 2009, the cities of Spokane and 2) To explore how the annexing cities might
Airway Heights announced a desire to annex contribute to the success of such a strategy. In
portions of the West Plains Urban Growth Area. particular, if the option of revenue sharing is on
In the spirit of collaboration, the City of the table, the question would be: How does
Spokane, the City of Airway Heights, and revenue sharing fit into the broader strategy to
Spokane County committed to a series of address Spokane County's short- and long-term
meetings to discuss the issues and challenges challenges?
such an annexation presents. Both Spokane and
Airway Heights have clearly stated their intent to Because the obstacles that Spokane County faces
do what they can to avoid adverse impacts to around annexation are not unique to the West
Spokane County. Plains area, the hope is that any strategies
worked out here can serve to ease the impact
of, and smooth the
path for, future
co annexations.
N 0
Q
'v = co The cities of
City of =o
Airway Heights Spokane Annexation Area Spokane and Airway
Q = 6 Heights and Spokane
County are moving
forward with
resolving some of
the issues that an
_et annexation presents
and have crafted an
interlocal agreement
that will meet each
rjurisdictions needs.
Proposed West Plains Annexation Areas
14
Back
Collaborative Planning Results to Date
The collaborating partners are making progress • Collaborating partners have acknowledged that
towards achieving their ultimate goals. In terms Spokane County will be much more likely to
of land use, the partners have put in place com- succeed if it can pursue sustainability with the
patible development regulations that address the support of cities. Most of the long-term solu-
agreed upon points of difference (private roads, tions to Spokane County's challenges—
urban design guidelines, connectivity, and a for-
malized communication process). And in terms whether the solution lies in Olympia or in Spo-
of addressing Spokane County's need for a sus-
kane County—will be easier to achieve with
tainable fiscal position, the process (and actions 100% city support.
by the collaborating partners) has put the col-
laborating jurisdictions in a position where they • The County, Spokane, and Airway Heights
have reached a collaborative solution to miti-
can now meaningfully address Spokane County's
structural fiscal challenges: gate the fiscal impacts from the West Plain
• Stakeholders in the discussions have a more annexation (or at least to give Spokane County
robust understanding of what Spokane County some breathing room to prepare for the time
does and how it does it. In particular, stake-
when annexation happens); and, finally
holders have a clearer sense of the distinctions • After completing the recent "line-of-business"
between the County's regional, local, and con- analysis, Spokane County and its collaborating
tract functions. partners now have a solid foundation of infor-
mation to work from as they move forward.
• Collaborating cities recognize the importance With a common understanding of the County's
of the County's role as a regional service pro- current position, the collaborating jurisdictions
vider and have voiced support for ensuring are in much better position to identify routes
that the County's regional line of business is that offer opportunities for success.
fiscally sustainable.
Next Steps
With so much foundational work completed, the that the best way to move forward is to identify
next step is to try to build a plan for getting from potential paths that would set Spokane County
where we are today to a more sustainable up for long-term success. This could be
future. Looking forward: documented in a white paper for consideration
• County policy makers have to weigh the by policymakers within the collaborating
immediate and long-term actions they wish to jurisdictions (and by stakeholders beyond). And
clearly, key players from the collaborating
pursue; jurisdictions would need to be engaged
• Cities have decisions to make about how (and throughout the process of developing such a
under what circumstances) they will play a role document. This would involve exploration and
development of options for County fiscal
in assisting the County to achieve stronger sustainability and would need to include high-
fiscal footing; and level technical investigation and refinement of
• In order for the process to be successful, all of potential revenue streams and/or cost-saving
mechanisms. A significant number of meetings
this should fall within the structure of a with each of the various stakeholders in the
coordinated plan that ensures that all parties process would follow as well as on-going
are pulling in the same direction. strategy development and refinement within the
Collaborative Planning Team. Logistics for this
The collaborative planning partners have agreed next phase are currently under way.
15
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CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation
AGENDA ITEM TITLE: Snow Operations Discussion
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND: At the Winter Retreat I presented 3 options for future winter operations:
Option 1:
• Continue with the current plan with minor changes. May require selection of the contractor
through competitive RFP process.
• Hire one additional full-time Mechanic/Operator.
• Monitor future years to see if additional full-time or part-staff are needed.
• Purchase the Waste Management Facility.
• Purchase one additional surplus WSDOT truck/plow/sander and one new truck/plow/sander
in 2010.
Option 2:
• Hire one full-time and 5 part time (November 15— March 15) operators/mechanics to cover
moderate snow year for truck plowing/deicing.
• Hire contractor to provide additional back-up driver/operators and road graders.
• Purchase the Waste Management Facility
• Purchase one additional surplus WSDOT truck/plow/sander and one new truck/plow/sander
in 2010
Option 3:
• Hire a private contractor for all winter operations
• Prepare a RFP detailing all requirements for winter operations
• May require continuing emergency operations for one additional year
Council recommended that we continue with option 1. Attached is a more detailed discussion of
the individual items needed for option 1.
OPTIONS: Concurrence to move ahead on each individual item or give staff further direction.
BUDGET/FINANCIAL IMPACTS: See comments in each item
STAFF CONTACT: Neil Kersten
ATTACHMENTS Winter Snow Operations Plan, Site Plan
Winter Snow Operations Plan
1. Develop an REP (Request for Proposals) for services similar to the 2009/2010 Poe Snow
Operations Contract.
a. 3-4 month process.
b. Contract approval by Council in August/September
c. Funds are available in the Street Fund and Winter Reserve Fund
2. Purchase the Waste Management property.
a. 1.6 Acres
b. Zoning is Corridor Mix Use (CMU)
c. Employee office, break room and storage area 2,405 S.F. Built in 1955 and is in
fair condition.
d. Shop building is 2,447 S.F. Built in 1972 and is in poor condition. This building
will need some repair in the near future.
e. Consider exempting the facility from current City zoning requirements.
f. Appraised value on July 9, 2009 was $530,000
g. Cost of the facility would be shared by the Street Fund and Stormwater Fund
3. Hire one full-time mechanic/operator.
a. The new mechanic/operator position would be jointly funded by the Street Fund
and the Stormwater Fund. The Stormwater program needs additional help for
sweeping and vactoring work during the summer.
b. The Private Snow Operations Contract can be reduced to reflect the increase in
cost for the position during the winter months.
4. Purchase one new truck/plow/sander
a. Estimate cost $200,000
b. With the low snow year we should be able to purchase within the existing
approved 2010 budget.
5. Purchase one new loader/backhoe
a. Would be used for loading deicer in the winter and storm water work in the
summer.
b. Cost of the loader would be shared by the Street Fund and Stormwater Fund.
c. Cost is approximately $90,000
d. With the low snow year we should be able to purchase within the existing
approved 2010 budget.
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6. 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ® admin. report ❑ pending legislation
AGENDA ITEM TITLE: Commute Trip Reduction Plan
GOVERNING LEGISLATION: RCW 70.94
PREVIOUS COUNCIL ACTION TAKEN: The Council previously approved interlocal
agreement CO3-69 on November 12, 2003, interlocal agreement C05-103 on September 13,
2005, interlocal agreement C07-063 that was approved on July 24, 2007 and interlocal
agreement C09-157 on September 8, 2009.
BACKGROUND: In 2006, the Washington State Legislature passed the Commute Trip
Reduction Efficiency Act which amended the requirements for local governments in those
counties experiencing the greatest automobile-related air pollution and traffic congestion to
develop and implement plans to reduce single-occupant vehicle trips. The law updates the
previously enacted CTR law and requires local jurisdictions that have at least one or more CTR-
affected work site to prepare CTR Plans. As an affected jurisdiction, the City of Spokane Valley
is required to prepare a draft CTR plan.
The City of Spokane Valley Commute Trip Reduction (CTR) Plan is a collection of City-adopted
goals and policies, facility and service improvements and marketing strategies about how the
City will help make progress toward reducing drive alone trips and vehicle miles traveled over
the next four years. The plan incorporates elements of the City's comprehensive plan.
The CTR Plan focuses on reducing drive alone trips and vehicle miles traveled (VMT) among
employees that work for major employers. The City has set a goal of reducing drive alone trips
by 10% and VMT by 13% for all major employers by 2011.
The draft plan was presented to the City Council in September of 2007 and subsequently
reviewed and approved by the Spokane Regional Transportation Council and the Washington
State Department of Transportation Commute Trip Reduction Board.
OPTIONS: N/A
RECOMMENDED ACTION OR MOTION: Comments and Questions Only. First Reading
on April 27.
BUDGET/FINANCIAL IMPACTS: None
STAFF CONTACT: Morgan Koudelka, Senior Administrative Analyst
ATTACHMENTS : Summary Memorandum
(Full Plan is Available on P:\1. General Governance\CTR)
Draft Ordinance
sjilic-
Valley
11707 E Sprague Ave Suite 106 ♦ Spokane Valley WA 99 206
509.921.1000 • Fax: 509.921.1008 • cityhall@spokanevalley.org
Memorandum
To: Mike Jackson, Acting City Manager and Members of Council
From: Morgan Koudelka, Senior Administrative Analyst
Aurora Crooks, Spokane County CTR Director
Date: April 6, 2010
Re: City of Spokane Valley Commute Trip Reduction Plan
City of Spokane Valley Commute Trip Reduction Plan
Executive Summary
INTRODUCTION AND BACKGROUND
In 2006, the Washington State Legislature passed the Commute Trip Reduction (CTR) Efficiency Act which
requires local governments in those counties experiencing the greatest automobile-related air pollution and
traffic congestion to develop and implement plans to reduce drive alone trips and vehicle miles traveled
(VMT). The overall goals of the CTR program are to improve transportation system efficiency, conserve
energy, and improve air quality. The CTR Efficiency Act builds upon the successful 1991 CTR law that
requires major employers to implement trip reduction programs.
LOCAL CTR PLANS
Under the CTR Efficiency Act, Spokane County and the Cities of Spokane, Liberty Lake, Airway Heights,
Spokane Valley, Medical Lake and Cheney were required to develop a new CTR plan and establish
program goals and targets for their jurisdictions. The CTR plan must be consistent with their
Comprehensive Plan but does not require them to amend its Comprehensive Plan. The local CTR plans
must contain the following elements:
• Assessment of land Use and transportation conditions
• Establish baseline and goals for 2011
• Identify strategies for achieving the goals and targets
• Identify requirements for major employers
• Document public outreach activities
• Prepare a financial plan
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 2 of 16
• Prepare an implementation plan
• Prepare a Growth and Transportation Efficiency Center program (optional)
GROWTH AND TRANSPORTATION EFFICIENCY CENTERS
Under the CTR Efficiency Act, local jurisdictions have the option to propose Growth and Transportation
Efficiency Centers (GTECs). GTECs are urban areas of the state that contain a concentration of jobs
and/or population that meet land use and transportation criteria established by the Regional Transportation
Planning Organization. In Spokane County, the City of Spokane and the City of Liberty Lake have opted to
develop a GTEC. In their proposed GTECs, both cities have proposed programs that will reduce a greater
number of drive alone trips than the base CTR program.
SUMMARY OF RECOMMENDATIONS
Based on the assessment of existing land use and transportation conditions, all CTR-affected jurisdictions
in Spokane County have recommended that the goal of the CTR program is to reduce drive alone trips by
10%and vehicle miles traveled by 13%. To achieve these goals, a set of strategies has been
recommended which include policies, regulations, services, facilities, marketing and incentive programs.
Funding for the CTR program will come from a variety of sources such as CTR Base Funding, CMAQ
grants, local jurisdiction in-kind contributions and transit agency contributions. Spokane County is planning
to serve as the lead agency for administering County's CTR program on behalf of all seven jurisdictions.
NEXT STEPS
The City of Spokane Valley Commute Trip Reduction Plan was reviewed and approved by the Spokane
Regional Transportation Council, and the Washington Commute Trip Reduction Board. Cities and counties
will now update their ordinances, adopt the plans, and implement the CTR program.
The City contracts with Spokane County to manage the CTR programs for affected employers in our City.
Note: The draft CTR Plan for the City of Spokane Valley is 92 pages long and was not distributed in
the agenda packet. The full report is available on the P drive at P:ICTR and a hard-copy is located
with the City Clerk for review. The analysis of the comprehensive plan included as an attachment
here is still under review by Community Development.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 3 of 16
Recommended Strategies to Achieve Goals
Based on the gaps in services and facilities that were identified, the following strategies are planned that
will help the CTR-affected work sites in City of Spokane Valley make progress towards their 2011 goal.
These strategies will be performed in coordination between Spokane County, STA and the cities of
Spokane, Spokane Valley, Airway Heights, Liberty Lake, Cheney and Medical Lake.
Strategy Description
Policies and Regulations
Implement the City's vision for Downtown which
Implement City's Vision for includes mixed-use that is supportive of transit,
Downtown Spokane Valley pedestrian, and bicycle use.
The City will work with Employee Transportation
Coordinators (ETCs)to implement successful CTR
programs. ETCs will be responsible for attending
training and networking opportunities, coordinating
annual fairs, conducting promotions, distributing
information, notifying the jurisdiction about
program changes, and meeting program reporting
and surveying requirements. The City will require
ETCs to attend mandatory training sessions and
ETC Training attend available networking opportunities.
The City will review existing parking requirements
that may discourage drive alone vehicle use. The
City will work with employers to implement parking
management strategies such as setting aside
preferred parking spaces for carpools and
vanpools, reducing parking supply and restricting
Review Parking Policies on-street parking spaces.
Amend Comprehensive Plan to The City will review its Comprehensive Plan and
include language about the CTR add new policies to correspond with its CTR plan,
Efficiency Act if necessary.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 4 of 16
Services and Facilities
STA will continue to provide transit services to
CTR work sites, where service is currently
available. STA will make service enhancements
based on its updated Six-Year Transit
Development Plan. These enhancements may
Transit Services include flexible transit service.
The City will work with STA to implement capital
facilities that will help improve transit. Capital
facilities may include transit signal priority projects,
Transit Capital Facilities exclusive bus lanes, bus stops and shelters.
The City will work with STA to increase the
capacity and quantity of park and ride lot facilities.
These facilities may include both leased and
Park and Ride Lots permanent facilities.
The City will work with STA to increase vanpool
Vanpool Services participation.
The City and STA will continue to help commuters
find ridematching partners through the
personalized ridematching services and the use of
www.rideshareonline.com. The City will also
provide mapping services to affected work sites to
Carpool Services help them identify the origins of their commuters.
The City will work with major employers to
encourage the provision of amenities such as bike
lockers, access to shower facilities, and changing
facilities to increase usage of non-motorized
Bicycling and Walking Amenities transportation.
The City will work to improve its system of bicycle
and pedestrian facilities. This may include adding
Enhance Bicycle and Pedestrian new bike lanes, trails and signage to improve the
Facilities pedestrian and bicycling environment.
The City will work to create a telework education
program that would educate employers on how to
implement telework at their work site, if applicable.
The program may include education on human
resource policies and information technology
Telework Program assistance to allow employees to work from home.
The City will work with employers to encourage
employers to offer alternative and flexible work
schedules for their employees, including
Alternative and Flexible Schedules compressed work weeks.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 5 of 16
The City will provide assistance to affected
employers to help them meet the requirements of
the CTR Efficiency ACT and implement their
programs. Assistance may include individual
meeting with employers or workshops that focus
on specific topics, i.e. CTR survey workshops,
marketing and promotions, etc. The City will also
provide commuter information boards to the work
Employer Assistance sites.
The City will work with affected employers to offer
the Guaranteed Ride Home program to their
Guaranteed Ride Home Program employees.
Marketing and Incentives
The City will work with CTR work site managers
and owners to educate them about the benefits of
CTR to their organizations. The City will develop a
public relations campaign to encourage
Management Support management to give stronger support for CTR.
The City will encourage employers to offer subsidy
programs to persuade employees to shift to non-
drive alone commute modes. Examples include
six-months of free vanpool participation, transit
pass subsidies, and a one-time payment or gift
Subsidies card for starting a carpool.
The City will work to expand education efforts to
CTR employees about alternative commuting
including web site, workshops, information
Marketing and Education brochures, and posters.
The City will work with major employers to conduct
on site promotions, transportation fairs, and
activities to increase awareness and use of
Promotional Events commute alternatives.
The City will work with the CTR-affected
employers to create networking opportunities to
discuss CTR issues, coordinate ridesharing
Networking Opportunities programs, and conduct joint promotional efforts.
The City will work to develop partnerships with
other agencies that have similar goals to reduce
automobile travel, i.e. air pollution control authority
Partnerships with Other Agencies and health agencies.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 6 of 16
CTR Program Activities
Program Strategy or Service Agency Responsible for Scheduled Date for
Administering Implementation
Policies and Regulations
Update Comprehensive Plan City of Spokane Valley 2008
CTR Program Enforcement Spokane County On-going
Implement Vision of Downtown City of Spokane Valley On-going
Review Parking Policies City of Spokane Valley 2008 - 2011
Services and Facilities
Transit Services STA On-going
Transit Capital Facilities STA On-going
Park and Ride Lot Facilities STA On-going
Vanpool Services STA On-going
Ridematching Services STA On-going
Bicycle and Pedestrian City of Spokane Valley On-going
Facilities
Marketing and Incentives
Incentive Programs Spokane County On-going
Parking Management City of Spokane Valley On-going
Marketing and Education Spokane County On-going
Promotional Events Spokane County On-going
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 7 of 16
COMPREHENSIVE PLAN GOALS AND POLICIES ANALYSIS
This section provides a list of CTR supportive comprehensive plan goals and policies that the City of
Spokane Valley either has or doesn't have. The right hand column identifies the policies that the jurisdiction
has in place relating to the recommended goals and policies in the left hand column. If the jurisdiction
doesn't have some of the recommended goals and policies listed below, then they may want to consider
adding some of these recommended goals and policies to their comprehensive plan during the next update.
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Land Use Element
Inter-Agency Coordination
Work with transit providers to provide transit that is fast, frequent and None> but covered in
reliable between urban centers, urban villages, GTEC's and accessible to Transportation
most of the city's residences and businesses. Element' TU lo.
LUP-2.3 &6.2
Urban Growth Areas
Enter into agreements and establish procedures for setting priorities, Recommended, but
programming, maintaining and financing for countywide, regional and no specific policy.
state transportation facilities and services consistent with the GMA
current federal transportation legislation
Land use and transportation goals and decisions should be integrated
with one another and coordinated with adjacent jurisdictions and with the LUG-17
Regional Transportation Plan to determine the types and levels of
transportation facilities to be provided within the unincorporated county.
The county/city should use future land use projections to identify and Recommended,but
provide for adequate safety, structural, rights-of-way and other possible no specific policy.
improvements that support vehicle transportation, non-motorized and
transit needs of the region plus use alternative transit modes as areas
develop.
Integrate Commute Trip Reduction land use planning by requiring non- Recommended,but
motorized pedestrian connections between retail, living, and work places. no specific policy.
Non-motorized connects shall include, but not be limited to: transit Luce 16
LUP-4.2.4.3.4.7,4.8
connections, bus stops, sidewalks, bike facilities, trails and encouraging
employers to participate in ride sharing programs.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 8 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
When evaluating land use changes to the Comprehensive Plan, None
proposals should include an analysis of how the development furthers the
goals of Commute Trip Reduction planning.
Pursue transportation demand management (TDM) strategies at the None,but covered in
local/regional level by coordinating with regional and state partners so Transportation
Element, Tcr 6,TP
customers see their travel choices and the various TDM promotions as a
6.1.
coordinated, integrated system that makes a difference in the community.
Example:
Regulations to influence travel behavior
Marketing
Improvements in services and facilities
Require the integration of non-motorized and transit connections when LITP-16.2,PI TP-18.1
planning and developing urban centers or GTEC's.
Establish urban centers and/or GTEC's where they can be served by LUP-14.1
regional transit agencies, or work with the appropriate transit agency to
expand service to the urban center within a reasonable timeframe.
Urban Design
Encourage new housing developments to be located in urban growth LUP-1.6.
areas and small towns to help provide a sense of community and safe, LUP-16.1
non-motorized transportation to community facilities and public transit
modes.
Discourage transportation improvements that would trigger development LUP-6.5
that is premature or not consistent with applicable comprehensive plans,
policies, or zoning.
Provide aesthetic and functional amenities along pedestrian facilities, LUP-4,6
such as water fountains, benches, trash receptacles, public art, and open
spaces (such as seating plazas).
Provide pedestrian, and bicycle connections in newly developing areas of LUP-4.2
the city, promoting both internal access and linkages with the rest of the
city.
Incorporate transit-supportive and pedestrian friendly design features in LUP-7.3
new development through the development review process. Examples
include:
Provide pedestrian pathways that minimize walking distances to activities
and to transit stops.
Provide weather protection such as covered walkways or arcades
connecting building developments, and covered waiting areas for transit
and ridesharing.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 9 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Incorporate guidelines for addressing that sidewalks and walkways are LUT-142
separated from the roadway by a landscaping strip or drainage swale.
Adopt pedestrian friendly design guidelines, especially in high pedestrian LUT-7.2,LUT-82
activity zones, such as wide sidewalks, landscape buffers or strips, street
trees, adequate lighting, traffic calming measures (such as traffic circles,
curb bulbs, raised medians, speed tables and chicanes), special
pavements, and bollards.
Adopt development design standards that promote a pedestrian friendly LUT-4 8,LUT-7.4
environment. Such standards may include reduced building setbacks,
requirements for display windows, building entrances oriented toward the
street, and locating parking lots to the rear or side of buildings.
Secure bike lanes and trail improvements or easements through the LUT-16.2
development review process to develop portions of the bicycle and
pedestrian system.
Require new developments to incorporate non-motorized features or LI JP-9 LUT-1o.3
programs designed to promote use of alternatives to single-occupant
vehicles, such as;
• Preferential parking for car pools and van pools
• Special loading and unloading facilities
• Transit facilities, including comfortable bus stops, and waiting areas,
adequate turning room, and where appropriate, signal preemption and
queue-jump lanes
• Bicycle parking and related facilities
Inter-Agency Coordination
Pursue strategies that make transit safe, secure, comfortable, and None,hut covered in
affordable. Transportation
Element, TG-10.
Integrate multiple access modes, including buses, carpools, and LUG-7
vanpools, bicycles, and pedestrians.
Integrate transit-oriented development opportunities with the private and None
public sectors.
Zoning
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 10 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Discourage the development of major, stand-alone park and ride facilities None
with city limits. Situations where additions to park and ride capacity could
be considered include:
At the terminus for a major, regional transit system.
When opportunities exist for"shared parking "(e.g., where transit
commuter parking can be leased from another development. Such as a
shopping center, movie theatre, church, etc.)
Areas where alternatives to automobile uses are particularly inadequate
(e.g., lack of direct transit system, or pedestrian and bicycle access) or
cannot be provided in a cost-effective manner.
Allow a reduction in the number of required parking spaces if a None
development provides ride-share programs, car pool parking spaces, bike
racks, lockers or other approved non-motorized parking options.
Encourage transit oriented development and pedestrian friendly land use LIJY-2.1.LUP-2.2,
characteristics through zoning and land use policies that encourage LIT-9 1
mixtures of land uses, increased densities in targeted areas with design
standards.
Adopt a parking credit program that allows developers to reduce the None
number of required parking spaces if they provide an alternative
transportation program to single occupant vehicles.
Housing Element
Work with other jurisdictions to achieve a jobs/housing balance that Recommended, but
makes it possible for people to live closer to where they work. no specific policy-.
Promote quality, community-friendly residential development, through LIJY-2.4,LUT-16.1
features such as enhanced open space and pedestrian connectivity.
Capital Facilities Element
Explore the possibility of encouraging cooperative funding for bicycle None
trails.
Implement a methodology for public-private partnerships when it would CFP-1 4
result in a more efficient use of public resources.
Aggressively seek funding opportunities for safety, mobility, intermodal, None
bicycle, pedestrian, neighborhood, and transportation demand
management improvements
Provide adequate and predictable funding to construct and maintain None
pedestrian and bicycle capital projects.
Effectively link pedestrian project funding and approval decisions to None
priorities identified in the CTR plan, as well as the Non-Motorized element
of the jurisdiction's Comprehensive Plan.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 11 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Support a greater investment in pedestrian enhancements, and ensure None
that all new transportation projects include funding for pedestrian
improvements.
Continue programs to construct, maintain, and repair sidewalks. Recommended,but
no specific policy.
Assign high priority to pedestrian and bicycle projects that provide access None. but covered in
to major employment areas and activity centers, provide linkages to Transportation
transit, complete planned bicycle facilities and provide system Element, TP x.10.
connectivity.
Effectively link TDM program funding and approval decisions to priorities None
identified in the CTR plan, as well as the transportation element of the
jurisdiction's Comprehensive Plan.
Utilities Element
Secure sidewalk and trail easements over existing utility lines where ever None
feasible
Transportation Element
Carpools, Vanpools, & Ride Share
Ensure that the city as an employer sets a positive example by None
maintaining a strong transportation demand management program for its
employees.
Pedestrian System Connectivity
The county should ensure that continuous and/or direct bicycle lanes are TP-9.10. TP-11.5
provided between all jurisdictions and major activity centers.
Consider pedestrians along with other travel modes in all aspects of TG-9
developing the transportation system. Provide safe and convenient
pedestrian access in all new and improved transportation projects, unless
exceptional circumstances exist.
Remove barriers and deterrents along the existing pedestrian system to TP-9.9. TP-16.1
create better access between employment facilities, residential and other
uses.
Coordinate the local jurisdiction's existing and planned pedestrian system TG-9
with adjacent jurisdictions to provide a continuous, coordinated system,
especially when major employment and activity centers are nearby.
Secure sidewalks and trail improvements or easements through the TP-910
development review process to develop portions of the pedestrian
system.
Pedestrian Safety and Security
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 12 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Adopt and use national (American Association of State Highway and None
Transportation Officials, AASHTO) design standards for pedestrian
facilities.
Address the special needs of citizens with various degrees of mobility in Recommended,but
planning, designing, implementing and maintaining pedestrian facilities. no specific policy.
Provide consistently designed pedestrian activated signal crossings, and Recommended,but
consider technologies that enhance pedestrian safety at crossings, such no specific policy.
as longer crossing times and audible crossings.
Consider access management to reduce the number of conflict points TP-16.1
(driveways) between pedestrians and vehicles, thereby improving
pedestrian safety.
Ensure that pedestrian facilities are designed and monitored to improve TP-9 5
security and safety, through lighting, openness, vegetation upkeep and
security features such as panic buttons at key locations.
Design midblock crossings with safety as a high priority, and consider TP-9 5
improvements such as pedestrian crossing signals, flared curbs
(bulbouts), pedestrian refuge islands, medians, and adequate sight
distance around parked vehicles.
Pedestrian and Bicycle Convenience
Conduct periodic analyses of bicycle and pedestrian environments in and None
around urban centers and regional transit stations to identify deficiencies
and to plan access improvements.
Include bicycle facilities in the six-year capital improvement program (for None
trails that will be utilized by bikes) or the six-year transportation program
(for widening shoulder projects that will accommodate bikes).
Implement way-finding (signage) along sidewalks and trails that direct None
pedestrians to key locations or destinations, such as major activity
centers, business districts, institutions, major medical facilities, parks or
recreational facilities.
Provide internal pedestrian circulation systems within and between TP-9.1
existing, new or redeveloping commercial, multi-family or single family
developments, and other appropriate activity centers. Provide convenient
connections to frontage pedestrian systems and transit facilities.
Encourage transit use by improving pedestrian and bicycle linkages to the None- but CON erect�n
existing and future transit and school bus system, and by improving the Land Use Element,
security of and utility of park-and-ride lots and bus stops. LUY 7.6. TP-9 1
Provide bicycle connections and secure bicycle parking and storage TP-9.7, TP-910
convenient to major transit facilities; increase the number of secure
parking areas for bicycles.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 13 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Conduct bicycle transportation studies to improve safety and overall None
quality of bicycling.
Cooperate with the public and private schools, bicycle clubs and other Recommended, but
interests groups to provide education and strategies to promote safe no specific policy.
riding skills and the transportation and recreation opportunities of
bicycling.
Improve mobility and safe access for walking and bicycling, and create TP-9 5
incentives to promote non-motorized travel to employment centers,
commercial districts, transit stations, schools and major institutions, and
recreational destinations.
Update and review the Pedestrian and Bicycle transportation Plan every None
five years. The updates should consider the existing and future role of the
single-occupant vehicle in relation to non-motorized and public
transportation modes, as well as newly annexed areas, areas
experiencing unforeseen development and/or redevelopment, and other
emerging issues.
Develop an effective "share the road/share the trail"concept for None
pedestrian and bicycle education programs for the motorized and non-
motorized public.
Accessibility
Sidewalks or pedestrian facilities should be located along all both sides of TP-9,2
all arterials, collectors, and at least one side of most local streets.
Pedestrian facilities should be wide enough to allow the disabled, such as Recommended,but
wheelchair users, to access them, usually a minimum of 5'to 6'. A wider no specific policy.
facility should be provided along principal arterials (generally a minimum
of 8'), or in business districts that attract more pedestrians.
Direct pedestrian linkages should be considered whenever possible, to None
connect between internal land uses and arterials. This reduces walking
distances to transit stops and commercial uses.
Public Transportation
Encourage interconnections and time coordination of public transportation TP-16.1
modes (bus, coach and rail)to increase level of service and ridership.
Work with transit providers to provide transit service that is fast, frequent, TP-11.5
and reliable between urban centers and urban villages and that is
accessible to most of the city's residences and businesses. Pursue
strategies that make transit safe, secure, comfortable, and affordable.
Support development of an integrated, regional high capacity transit TP-1 1.;
system that links urban centers within the city and the region.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 14 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Develop partnerships with transit providers to implement projects TP-11.5
providing neighborhood-to-transit links that improve pedestrian and
bicycle access to transit services and facilities.
Coordinate with regional, state, and federal agencies, local governments, TP-11.2. TP-11.4
and transit providers when planning and operating transportation facilities
and services in order to promote regional mobility for people and goods
and the urban center approach to growth management.
Design transit access into large developments, considering bus lanes, None
stops, shelters, non-motorized lanes &facilities as part of the project
design
Coordinate with transit providers and the private sector to develop and None
implement compatible transportation demand management regulations
and strategies that are consistent with the Commute Trip Reduction Act.
Work with car share companies to provide car share opportunities at key None
locations, such as major employers, business districts, and high density
residential areas.
Provide preferential lanes, such as High Occupancy Vehicle (HOV) lanes None
on roads which will benefit commuters the most, such as those with major
transit routes, and those experiencing the greatest congestion.
Education and Encouragement
Educate the general public and public officials about the economic, None
transportation system performance, environmental, health and social
benefits of walking and biking and develop improved programs to
encourage increased levels of walking and biking.
Educate drivers and pedestrians about pedestrian safety issues, and None
enforce pedestrian related laws.
Consider the formation of a pedestrian advisory committee to provide None
input to the jurisdiction (staff and elected officials) on pedestrian related
issues and needs, as well as review of major transportation projects to
ensure that pedestrian needs are adequately addressed or considered.
Develop a pedestrian walking/biking map that is focused on major activity None
centers, such as business districts or major employment areas. The map
should identify sidewalks, trails, bike routes, transit corridors and bus
stops/transit centers, and key activity centers such as institutional uses
and government centers, major employers, commercial or retail areas,
parks, and other points of interest.
Monitoring
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 15 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Ensure that the local government monitors the results of its TDM None
programs and policies, and continually evaluate changes needed to
improve mode split goals.
Continually evaluate large employer CTR program effectiveness and None
reduce the employer threshold if needed to achieve the jurisdiction's
mode split goals.
Economic Development Element
Funding Mechanisms
Promote public awareness of the impact travel choices have on None
household finances, personal quality of life, society, and the environment,
and increase awareness of the range of travel choices available.
Employment
Require large employers to implement a commute trip reduction program Recommended,but
for employees, as mandated by the Commute Trip Reduction Act. no specific policy.
The county/city should encourage employers in urbanized areas to offer TG-6
staggered work hours or flextime and other Transportation demand
Management programs such as parking management, ride match
services and preferential parking of vanpools, carpools, covered bike
racks, lockers and showers at work sites.
Encourage employers to provide information and marketing on commute TP-6.1
alternatives, such as transit schedules, rideshare information, and
guaranteed ride home programs.
Encourage employers to develop telecommuting options, which allow TP-6.1
employees to work one or more days at home or at a "satellite work
center"closer to their homes.
Encourage employers to allow flexible work schedules or compressed TP-6.1
work weeks to help reduce the number of vehicles using local and
regional roadways.
Encourage major employers to provide daycare opportunities onsite or None
nearby.
Encourage employers to provide subsidies to employees who commute Recommended, but
using other modes, such as free or reduced prices for transit passes, or no specific policy.
discounted parking for rideshare vehicles.
Parks & Open Space Element
Provide for adequate roadway, pedestrian, and bicycling connections in PRP-2.5
newly developing areas of the city, promoting both internal access and
linkages with the rest of the city.
Identify areas to be designated as pedestrian promenades, with None
pedestrian friendly environments.
City of Spokane Valley
April 6,2010
Commute Trip Reduction Plan
Page 16 of 16
Example Commute Trip Reduction & Goals & Policies
Growth Management Planning Policies in Current Plans
Provide for uniform bicycle and pedestrian markings and design None
standards for travel along city bikeways and walkways.
DRAFT
CITY OF SPOKANE VALLEY
SPOKANE COUNTY,WASHINGTON
ORDINANCE NO. 10-*
AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY,
WASHINGTON, AMENDING THE CITY OF SPOKANE VALLEY COMMUTE TRIP
REDUCTION(CTR)CODE 10.20, AND IMPLEMENTING MEASURES AS REQUIRED BY
RCW 70.94.527;AND OTHER MATTERS RELATING THERETO.
WHEREAS,the City has the duty and authority to maintain and protect the health, safety
and welfare of its citizens;and
WHEREAS, RCW 70.94.524-.551 establishes the requirements that certain counties and
cities must comply with to reduce commute trips in an effort to reduce air pollution;and
WHEREAS,Spokane Valley is a jurisdiction required under RCW 70.94.527(1)to adopt a
commute trip reduction ordinance,and a program designed to reduce commute trips;and
WHEREAS, Spokane Valley needs to revise its Code from time to time to maintain
consistency with Spokane County,which operates the City's Commute Trip Reduction program on
behalf of the City.
NOW,THEREFORE,the City Council of the City of Spokane Valley,Washington,ordains
as follows:
Section 1. Purpose and Intent. The purpose and intent of this Ordinance is to comply
with the requirements of RCW 70.94 regarding reduction of commute trips.
Section 2. Definitions. SVMC 10.20.220 is amended as follows:
10.20.220 Definitions.
"Affected Employee" means a full-time employee who is scheduled to begins his or her
regular work day at a single worksite covered by the Commute Trip Reduction Plan between
6:00 a.m. and 9:00 a.m. (inclusive) on two or more weekdays for at least twclvol2
continuous months who is not an independent contractor. Seasonal agricultural employees,
including seasonal employees of processors of agricultural products, are excluded from the
count of affected employees.
"Affected Employer" means an employer that employs one hundred (1004 or more full-time
employees at a single worksite covered by the Commute Trip Reduction Plan who are
scheduled to begin their regular work day between 6:00 a.m.and 9:00 a.m.(inclusive)on two
or more weekdays for at least 12twclvo continuous months. Construction worksites, when
the expected duration of the construction is less than two years, are excluded from this
definition. (Also see definition of employer.)
Page 1
DRAFT
"Alternative Mode" means any means of commute transportation other than that in which the
single-occupant motor vehicle is the dominant mode, including telecommuting and
compressed work weeks schedules if they result in reducing commute trips. Formatted:Strikethrough
"Alternative Work Schedules"mean programs such as compressed work weeks-schedules that
eliminate work trips for affected employees.
"Base Year"means the twelve-month period en-which commences when a major employer is
determined by the jurisdiction to be participating within the CTR Program. The City uses this /f Formatted:Font color:Red
twelve-month period as the basis upon which it develops Commute Trip Reduction goals for
vehicle miles traveled(VMT)per employee and proportion of single occupant vehicle(SOV)
trips shall be based.
"Base Year Survey" or"baseline measurement"means the survey,during the base year,of
employees at a major employer worksite to determine the drive-alone rate and vehicle miles
traveled per employee at the worksite. The jurisdiction uses this measurement to develop
commute trip reduction goals for the major employer. The baseline measurement must be
implemented in a manner that meets the requirements specified by the City.
"Carpool" means a motor vehicle, including a motorcycle,which is occupied by two(2) to
six(6)-people of at least 16 years of age traveling together for their commute trip trat results
resulting in the reduction of a minimum of one motor vehicle commute trip.
"Commute Trips" mean trips made from a worker's home to a worksite with a re ularly
scheduled arrival time to meet a scheduled start time of 6:00 a.m.to 9:00 a.m.(inclusive)on
weekdays.
/ Formatted:Font:Italic
CTR programs of affected employers within its jurisdiction.
Formatted:Strikethrough
"CTR"is the abbreviation of Commute Trip Reduction.
"CTR Program" means an employer's strategies to reduce affected employees' SOV use and
drive alone commutes and average VMT per employee.
"Commute trip vehicle miles traveled per employee"means the sum of the individual vehicle
commute trip lengths in miles over a set period divided by the number of full-time employees
during that period.
Formatted:Font:Italic
characterized by similar employment density, population density, level of transit service,
parking availability_ access to high occupancy vehicle facilities, and other factors that are
determined to affect the level of SOV commuting.
Formatted:Font:Italic
Page 2
DRAFT
the purpose of commuting together.
[Formatted:Strikethrough
"Compressed Work Week" means an alternative work schedule,in accordance with employer
policy, that regularly allows a full-time employee to eliminate at least one work day every
two weeks by working longer hours during the remaining days, resulting in fewer commute
trips by the employee. This definition is primarily intended to include weekly and bi-weekly
arrangements, the most typical being four 10-hour days or 80 hours in nine days, but may
also include other arrangements.
"Custom Bus/Buspool" means a commuter bus service arranged specifically to transport
employees to work.
"Dominant Mode"means the mode of travel used for the greatest distance of a commute trip.
"Drive Alone" means a motor vehicle occupied by one employee for commute purposes,
including a motorcycle.
"Drive Alone Trips"means commute trips made by employees in single occupant
vehicles.
"Employee Transportation Coordinator(ETC)"means a person who is designated as
responsible for the development, implementation and monitoring of an employer's CTR
program.
"Employer" means a sole proprietorship, partnership, corporation, unincorporated
association, cooperative, joint venture, agency, department, district, or other individual or
entity,whether public,non-profit,or private,that employs workers.
"Exemption" means a waiver from any or all CTR grogram requirements granted to an
employer by Spokane County based on unique conditions that apply to the employer or
employment site.
"Flex-Time" is an employer policy that provides work schedules allowing individual
employees come flexibility in choosing the start and end time, but not the numbers of their
working hours to facilitate the use of alternative modes.
"Full-Time Employee" means a person,other than an independent contractor,whose position
is scheduled t ed on a continuous basis for 52 weeks for an average of at least 35
hours per week.
"Good Faith Effort"means that an employer has met the minimum requirements identified
in RCW 70.94.531 and this ordinance,and is working collaboratively with Spokane County
to continue its existing CTR Program or is developing and implementing program
modifications likely to result in improvements to its CTR grogram over an agreed-upon
length of time.
Page 3
DRAFT
"Implementation"means active pursuit by an employer of the CTR goals of RCW 70.94.521:
551555 and this eOrdinance as evidenced by appointment of Ani employee transportation Formatted:Not Strikethrough
coordinator(ETC), distribution of information to employees regarding alternatives to SOV
drive alone commuting, and commencement of other measures according to its approved
CTR program and schedule.
"A major employer" means a private or public employer, including state agencies, that
empl.eys-emp 1 oysees one hundred or more full-time employees at a single worksite who are
scheduled to begin their regular work day between 6:00 a.m. and 9:00 a.m. on weekdays for
at least twelve continuous months.
"Major employer worksite" or "affected employer worksite" or "worksite" means the
physical location occupied by a major employer,as determined by the local jurisdiction.
"Major employment installation" means a military base or federal reservation, excluding
tribal reservations, or other locations as designated by Spokane County. at which there are
one hundred or more affected employees.
"Mode" refers to the means of transportation used by employees, such as single-occupant
motor vehicle, rideshare vehicle (carpool, vanpool), transit, ferry, bicycle, walking,
compressed work schedule and telecommuting.
"Notice" means written communication delivered via the United States Postal Service with
receipt deemed accepted three days following the day on which the notice was deposited with
the Postal Service unless the third day falls on a weekend or legal holiday in which case the
notice is deemed accepted the day after the weekend or legal holiday.
"Peak Period" means the hours from 6:00 a.m. to 9:00 a.m. (inclusive), Monday through
Friday,except legal holidays.
"Peak Period Trip" means any employee commute trip that delivers the employee to begin
his or her regular workday between 6:00 a.m. and 9:00 a.m. (inclusive), Monday through
Friday,except legal holidays.
"Proportion of_ • e • .- Drive Alone Trips" or "SOV Drive Alone Rate"
means the number of commute trips over a set period made by affected employees ins
single occupant vehicles divided by the number of potential trips taken by affected
employees working during that period.
"Ride Matching Service" means a system which assists in matching commuters for the
purpose of commuting together.
"Single-Occupant Vehicle (SOL')" means a motor vehicle occupied by one(1) employee for
commute purposes,including a motorcycle.
• ! • - •• Formatted:Font:Italic
Page 4
DRAFT
SOVs., [Formatted:Strikethrough
"Single Worksite"means a building or group of buildings on physically contiguous parcels of
land or on parcels separated solely by private or public roadways or rights-of-way occupied
by one or more affected employers.
"Teleworking"or"Telecommuting" means the use of telephones,computers,or other similar
technology to permit an employee to work from home, eliminating a commute trip, or to
work from a work place closer to home,reducing the distance traveled in a commute trip by
at least half.
"Transit" means a multiple-occupant vehicle operated on a for-hire, shared-ride basis,
including bus,passenger ferry, rail, shared-ride taxi, shuttle bus, or vanpool. A transit trip
counts as zero(0)vehicle trips.
`Transportation Coordinator"means a desi;nated person who is an employee of the affected (Formatted:Font:Italic
employer and who is accessible to a worksite's employees in order to carry out the commute
reduction requirements contained in this Ordinance and act as liaison between the employer
and Spokane County.
FF. `Transportation Demand Managcmcnt (TDI)" means a broad range of strategies that (Formatted:Font:Italic
are primarily intended to reduce and reshape demand on the transportation system., [Formatted:Strikethrough
"Transportation Management Association/Organization (TMA/TVIO)" means a group of
employers or an association representing a group of employers in a defined geographic area.
A TMAITMO may represent employers within the unincorporated areas of Spokane County
specific city limits,or may have a sphere of influence that extends beyond County limits to
include Cities within Spokane County.
"V anpool" means a vehicle occupied by '- : • five (5) to fifteen (15) people
traveling together for their commute trip that results resulting in the reduction of a minimum
of one motor vehicle trip. A vanpool trip counts as zero(0)vehicle trips., [Formatted:Strikethrough
"Vehicle Miles Traveled (IMT) Per Employee" means the sum of the individual vehicle
commute trip lengths in miles made by affected employees over a set period divided by the
number of affected-employees during that period.
"Week" means a seven-day calendar period starting on Monday and continuing through
Sunday.
"Weekday"means any day of the week except Saturday,Sunday and legal holidays.
"Writing,""Written,"or "In Writing" means original signed and dated documents. Facsimile
(fax)or electronic mail (e-mail)transmissions are a temporary notice of action that must be
followed by the original signed and dated document via mail or delivery.
Page 5
DRAFT
Section 3. City CTR Plan. SVMC 10.20.230 is amended as follows:
10.20.230 City CTR Plan.
Spokane County's CTR Plan set forthi in Attachment A is wholly incorporated herein by
reference. The goals established for the jurisdiction and affected employers in the Spokane
County's Commute Trip Reduction Plan set forth in Attachment"A"are incorporated herein by
reference. City staff is directed to make any corrections for typographical errors, include any
graphical materials for information,and complete the Commute Trip Reduction Plan.
Section 4. Responsible City Department. SVMC 10.20.240 is repealed as follows:
The City Manager shall designate the City department responsible for implementing this
ordinance,the CTR plan.and the Spokane Valley CTR program. In the alternative.the City may
enter into an interlocal agreement with Spokane County whereby Spokane County would
implement a city CTR plan and CTR program.
Section 5. CTR Goals. SVMC 10.20.240 is adopted as follows:
10.20.240 CTR Goals.
A. Commute Tip Reduction Goals
Spokane County's goals for reductions in the proportions of drive-alone commute trips and
vehicle miles traveled per employee by affected employers in Spokane County's jurisdiction,
major employment installations, and other areas designated by Spokane County are hereby
established by Spokane County's CRT CTR Plan, adopted in SVMC 10.20.230. These goals
establish the desired level of performance for the CTR Program in its entirety in Spokane
County.
Spokane County will set the individual worksite goals for affected employers based on how the
worksite can contribute to Spokane County's overall goal established in the CTR Plan. The
goals will appear as a component of the affected employer's approved implementation plan set
forth in SVMC 10.20.260outlincd in Section 6 below.
B. Commute Trip Reduction Goals for Employers
1. The drive-alone and VMT goals for affected employers in Spokane County are. (Formatted:Indent:First line: 1
hereby established as set forth in the CTR Plan, • - - . -_ _-- . -, adopted in
SVMC 10.20.230.
2. If the goals for an affected employer or newly affected employer are not listed. (Formatted:Indent:First line: 1
in the CTR Plan, they shall be established by Spokane County at a level designed to achieve
Page 6
DRAFT
Spokane County's overall goals for the jurisdiction and other areas as designated by Spokane
County. Spokane County shall provide written notification of the goals for each affected
employer worksite by providing the information when Spokane County reviews the employer's
proposed program and incorporating the goals into the program approval issued by Spokane
County.
Section 6. Applicability. SVMC 10.20.250 is amended as follows:
10.20.250 Applicability.
The provisions of this Ordinance shall apply to any affected employer at any single worksite
within the geographic limits of Spokane County the CTR Plan,adopted in SVMC
10.20.230 adopted in Section 2 above. Employees will only be counted at their primary area
worksite. It is the responsibility of the employer to notify Spokane County of a change in status
as an affected employer.
Al Notification of Applicability
1. In addition to Spokane Valley'sCounty'a established public notification for adoption. (Formatted:Indent:Left: 0",First line: 0.5' 1
of an ordinance, a notice of availability of a summary of this eOrdinance, a notice of the
requirements and criteria for affected employers to comply with the eOrdinance,and subsequent
revisions shall be published at least once in Spokane Valley'sCounty'0 official newspaper,not
more than 30 days after passage of this°Ordinance or revisions.
2. Affected employers located in unincorporated Spokane ValleyCounty are to receive. (Formatted:Indent:Left: 0",First line: 0.5' 1
written notification that they are subject to this eOrdinance. Such notice shall be addressed to
the company's chief executive officer, senior official, or CTR Program manager or registered
agent at the worksite. Such notification shall be at least 180 provide 90 days prior to the due date
' -- for the affected employer to perform a baseline measurement
consistent with the measurement requirements specified by Spokane County.
3. Affected employers that,for whatever reason,do not receive notice within 30 days of (Formatted:Indent:Left: 0",First line: 0.5' 1
passage of the eOrdinance and are either notified or identify themselves to Spokane County
within X5990 days of the passage of the eOrdinance will be granted an extension to assure up to
180 90 days within which to :- - . . .. . _ ' : .. perform a baseline
measurement consistent with the measurement requirements specified by Spokane County.
4. Affected Employers that have not been identified or do not identify themselves within. [Formatted:Indent:Left: 0",First line: 0.5' 1
i 90days of the passage of the eOrdinance and do not submit a CTR program within 180 [Formatted:Strikethrough i
perform a baseline measurement consistent with the measurement requirements specified by
Spokane County within 90 days from the passage of the eOrdinances are in violation of this
eOrdinance.
5. If an affected employer has already performed a baseline measurement, or an
alternative acceptable to Spokane County, under previous iterations of this Ordinances, the
employer is not required to perform another baseline measurement.
Page 7
DRAFT
-B. Newly Affected Employers
1. Employers that meeting the definition of"affected employer" in this eOrdinance must (Formatted:Tab stops: 0.69",Left i
identify themselves to Spokane County within 4-8990 days of either moving into the boundaries
- .. . _. .. . outlined in the CTR Plan adopted in SVMC
10.20.230Section 2 above or growing in employment at a worksite to one hundred(1004 or more
affected employees. Such employers shall be given 180 calendar days from the official County
notice that they are an affected employer to develop and submit a CTR program. Employers that
who do not identify themselves within X8890 calendar days of becoming an affected employer /Formatted:Not Strikethrough i
are in violation of this eOrdinance. Newly affected employers shall have two years from the
date of initial CTR Program approval to meet the first CTR goal of a 15 percent reduction in
proportion of sin,lc occupant vehicle trips or vehicles miles traveled per person: four Years to
meet the second goal of a 20 percent reduction: six years to meet the third goal of a 25 percent
reduction:and twelve years to meet the fourth goal of a 35 percent reduction., -[Formatted:Strikethrough i
2. Newly affected employers identified as such shall be given 90 days to perform a
baseline measurement consistent with the measurement requirements specified by Spokane
County. Employers who do not perform a baseline measurement within 90 days of receiving
written notification that they are subject to this Ordinance are in violation of this Ordinance.
3. Not more than 90 days after receiving written notification of the results of the baseline
measurement,the newly affected employer shall develop and submit a CTR Program to Spokane
County. The program will be developed in consultation with Spokane County Commute Trip
Reduction Office staff(Section 'I above) to be consistent with the goals of the VTRCTR Plan
adopted in SVMC 10.20.230Section 2 above. The Program shall be implemented not more than
90 days after approval by Spokane County. Employers who do not implement an approved CTR
Program according to this schedule are in violation of this Ordinance and subject to the penalties
set forth in SVMC 10.20.300(D)outline in Section 9.4 below.
C-_Change in Status as an Affected Employer.
Any of the following changes in an employer's status will change the employer's CTR
program requirements:
1. If an employer initially designated as an affected employer no longer employs eee
hundred(100j or more affected employees and expects not to employ one hundred(100)or more
affected employees for the next twelve (12) months, that employer is no longer an affected
employer. It is the responsibility of the employer to notify and provide documentation to
Spokane County that it is no longer an affected employer. The burden of proof lies with the
employer.
2. If the same employer returns to the level of one hundred (100) or more affected
employees within the same twelve (12) month period, that employer will be considered an
affected employer for the entire 12 months and will be subject to the same program requirements
as other affected employers.
Page 8
DRAFT
3. If the same employer returns to the level of one hundred (100) or more affected
employees twelve (124 or more months after its change in status to an "unaffected" employer,
that employer shall be treated as a newly affected employer and will be subject to the same
program requirements as other newly affected employers.
Section 7. Requirements for Employers. SVMC 10.20.260 is amended as follows:
10.20.260 Requirements for employers.
An affected employer is required to make a good faith effort, as defined in RCW 70.94.534(2)
and this ordinance Ordinance,to develop and implement a CTR grogram that will encourage its
employees to reduce VMT per employee and SOV drive alone commute trips. The employer
shall submit a description of its program to Spokane County and provide an annual progresa
report to Spokane County on employee commuting and progress toward meeting the SOY goals.
as set forth in Section 6 of this Ordinance. The employer shall measure pro2ress toward
applicable CTR goals every two years from affected date. in accordance with procedures and
criteria identified in Washing,ton State Commute Trip Reduction(CTR) Task Force Guidelines.
The CTR grogram must include the mandatory elements as described below.
A. Mandatory Program Elements
Each employer's CTR Program shall include the following mandatory elements:
1. Employee Transportation Coordinator(ETC)
The employer shall designate an Employee Transportation Coordinator(ETC)to administer
the CTR Program. The ETC and/or designee's name. location.and telephone number must
be prominently displayed physically or electronically at each affected worksite. The ETC
shall oversee all elements of the employer's CTR Program and act as liaison between the
employer and Spokane County. The objective is to have an effective transportation
coordinator presence at each worksite; an affected employer with multiple sites may have
one ETC for all sites. The Transportation Coordinator must complete the Basic ETC
Training Course offered by Spokane County within six(6) months of assuming"designated
Transportation Coordinator"status.
(Formatted:Strikethrough i
2. Information Distribution
Information about alternatives to drive alone commuting as well as a summary of the
employer's CTR Program shall be provided to employees at least once a year and to new
employees at the time of hire. The summary of the employer's CTR Program shall also be
submitted to Spokane County with the employer's Program description and regular report.
B. Additional Program Elements
Page 9
DRAFT
In addition to the specific program elements described in this Sectionabove,the Employer's CTR
Program shall include additional elements as needed to meet CTR goals. Elements may include,
but are not limited to,two(2)or more of the following:
a. Provision of preferential parking for high-occupancy vehicles;
b. Reduced parking charges for high-occupancy vehicles;
c. Instituting or increasing parking charges for drive alone commuters;
d. Provision of commuter ride matching services to facilitate employee ridesharing
for commute trips;
e. Provision of subsidies for rail,transit,or vanpool fares and/or transit passes;
IT Provision of vans or buses for employee ridesharing;
g. Provision of subsidies for carpools, walking, bicycling, teleworking, or
compressed schedules;
h. Provision of incentives for employees that do not drive alone to work;
i. Permitting the use of the employer's vehicles for carpooling or vanpooling;
j. Permitting flexible work schedules to facilitate employees' use of transit,
carpools,or vanpools;
k. Cooperation with transportation providers to provide additional regular or express
service to the worksite;
1. Construction of special loading and unloading facilities for transit, carpool, and
vanpool users;
m. Provision of bicycle parking facilities, lockers, changing areas and showers for
employees who bicycle or walk to work;
n. Provision of a program of parking incentives such as a rebate for employees who
do not use the parking facilities;
o. Establishment of a program to permit employees to work part-time or full-time at
home or at an alternative worksite closer to their homes which reduces commute
trips;
p. Establishment of a program of alternative work schedules, such as a compressed
work week,which reduces commute trips;
q. Implementation of other measures designed to facilitate the use of high-
occupancy vehicles,such as on-site daycare facilities,emergency taxi services,or
guaranteed ride home programs;
r. Charging employees for parking and/or the elimination of free parking;and
s. Other measures that the employer believes will reduce the number and length of
commute trips made to the site.
C. CTR Program Report and Description Recta+pe tentt ▪Formatted:Font color:Red
Formatted:Strikethrough
Affected employers shall review their program and submit a yearly progress report with Spokane
County in accordance with the format provided by Spokane County.
Formatted:Strikethrough
The CTR Program 4Description preo-sent. outlines the strategies to be undertaken by an ▪Formatted:Not Strikethrough
employer to achieve the commute trip reduction goals for the reporting period.
Employers are encouraged to consider innovative strategies and combine program elements in a
manner that will best suit their location, site characteristics, business type, and employees'
Page 10
DRAFT
commuting needs. Employers are further encouraged to cooperate with each other to implement
program elements. -._ . __ _. _ - _ . _ •_ -• - ••• -
affected employees only or making it's CTR program applicable to all employees_regardless of
when their work shift begins.
At a minimum,the employer's CTR Program Report and description Description must include: [Formatted:Not Strikethrough
1)a general description of the employment site location,transportation characteristics,employee
parking availability, on-site amenities and surrounding services, including unique conditions [Formatted:Not Strikethrough
experienced by the employer or its employees;2)the number of employees affected by the CTR
Program and the total number of employees at the site; 3) documentation of compliance with [Formatted:Not Strikethrough
the mandatory CTR arogram elements (as described in SVMC 10.20.260(A),subsection B of [Formatted:Not Strikethrough
this section Section 6.1);4)description of the any additional elements included in the employer's [Formatted:Not Strikethrough
CTR„grogram(as described in SVMC 10.20.260(B)pubscction B of this section Section 6.2); [Formatted:Not Strikethrough
and 5)schedule of implementation, assignment of responsibilities, and commitment to provide Formatted:Not Strikethrough
appropriate resources. a statement of organizational commitment to provide appropriate
resources to the program to meet the employer's established goals. Formatted:Not Strikethrough
[Formatted:Not Strikethrough
D. Biennial Measurement of Employee Commute Behavior Formatted:Highlight
[Formatted:Strikethrough
In addition to the baseline measurement. employers shall conduct a p Program evaluation as a
means of determining worksite progress toward meeting CTR goals. As part of the Program
evaluation, the employer shall distribute and collect Commute Trip Reduction Program
Employee Questionnaires(surveys)at least once every two years and strive to achieve at least a
70%response rate from employees at the worksite.
(Formatted:Strikethrough
A. ,Mandator Program Elements [Formatted:Font:Bold
Formatted:Numbered+Level:1+
Each employer's CTR program shall include the following mandatory elements: Numbering Style:A,B,C,...+Start at:1+
Alignment:Left+Aligned at: 0"+Indent at:
0.25",Widow/Orphan control,Don't allow
hanging punctuation,Font Alignment:Baseline
(Formatted:Indent:Left: 0.25"
The employer shall desi mate a transportation coordinator to administer the CTR program. The [Formatted:Font:Bold
coordinator's and/or designee's name_ location_ and telephone number must be displayed Formatted:Numbered+Level:1+
prominently at each affected worksite. The coordinator shall oversee all elements of the Numbering Style:1,2,3,...+Start at:1+
employer's CTR program and act as liaison between the employer and Spokane County. The Alignment:Left+Aligned at: 0.25"+Indent
at: 0.5",Widow/Orphan control,Don't allow
objective is to have an effective transportation coordinator presence at each Spokane County hanging punctuation,Font Alignment:Baseline
worksite: an affected employer with multiple sites may have one transportation coordinator for
these sites. The Transportation Coordinator must complete the Basic ETC Training Course
offered by Spokane County within six (6) months of assuming "designated Transportation [Formatted:Font:Bold
Coordinator"status. Formatted:Numbered+Level:1+
Numbering Style:1,2,3,...+Start at:1+
Alignment:Left+Aligned at: 0.25"+Indent
at: 0.5",Widow/Orphan control,Don't allow
hanging punctuation,Font Alignment:Baseline
Information about alternatives to SOV commuting shall be provided to employees at least [Formatted:Font:Bold,Strikethrough
once a year.At a minimum,one written information piece that summarizes all the [Formatted:Strikethrough
approved program elements in an employer's specific CTR program must be distributed (Formatted:Font:12 pt,Strikethrough
directly to each affected employee every year.Each employer's program description and [Formatted:Indent:Left: 0"
Page 11
DRAFT
annual report must include a sample of the information distributed and method.along
with a plan for the distribution of information and method of distribution in the next
program year.At the time of hire_new employees must receive the current written CTR
program summary. The employer should provide information on alternatives to
commuting by single occupant vehicle to employees on a consistent basis throughout the
program year_as specified and provided by Spokane County.
Formatted:Strikethrough
Formatted:Normal
Formatted:Font:Bold
The CTR program must include an annual review of employee commutln,and )ro2ress and Formatted:Numbered+Level:1+
1 1 1 Numbering Style:1,2,3,...+Start at:1+
;god faith efforts toward meeting the SOV reduction,oils. Affected employers shall file Alignment:Left+Aligned at: 0.25"+Indent
an annual progress report with Spokane County in accordance with the format established at: 0.5",Widow/Orphan control,Don't allow
hanging punctuation,Font Alignment:Baseline
by this ordinance and consistent with the CTR Task Force Guidelines. The report shall
describe each of the CTR measures that were in effect for the previous year_the results of Formatted:Indent:Left: o.s"
any commuter surveys undertaken during the year_ and the number of employees
participating in CTR programs. Within the report, the employer should evaluate the
effectiveness of the CTR program and,if necessary,propose modifications to achieve the
CTR goals. The employer should include additional information as requested by
Spokane County at the time of annual report notification. Survey information or
approved alternative information must be provided in the reports submitted in the second,
fourth,sixth_eighth_tenth_and twelfth years after implementation begins. The employer
should contact Spokane County for the format of the report.
' _ Formatted:Font:Bold
Formatted:Numbered+Level:1+
pi addition to the specific program elements described above.the employer's CTR program Numbering Style:1,2,3,...+Start at:1+
Alignment:Left+Aligned at: 0.25"+Indent
shall include additional elements as needed to meet CTR goals. Elements may include, at: 0.5",Widow/Orphan control,Don't allow
but are not limited to,one or more of the following: hanging punctuation,Font Alignment:Baseline
Formatted:Indent:Left: 0.5"
a) Provision of preferential parkin, or reduced parking charges, or both_ for high Formatted:Strikethrough
occupancy vehicles combined with the provision of commuter ridematching services:
b) Instituting or increasing parking charges for SOVs:
c) Provision of commuter ride matching services to facilitate employee ride sharing for
commute trips,when combined with personalized ETC assistance;
d) Provision of subsidies for transit fares:
e) Provision of vans for vanpools;
f) Provision of subsidies for carpools or vanpools:
g) Permitting the use of the employer's vehicles for carpooling or vanpoolin,:
h) Permitting flexible work schedules to facilitate employees'use of transit.carpools,or
vanpools:
i) Cooperation with transportation providers to provide additional rc,ular or express
service to the worksite;
j) Construction of special loading and unloading facilities for transit, carpool_ and
vanpool users:
k) Provision of bicycle parking facilities, lockers, changing areas. and showers for
employees who bicycle or walk to work;
Page 12
DRAFT
1) Provision of a program of parking incentives such as a rebate for employees who do
not use the parking facilities:
m)Establishment of a program to permit employees to work part or full time at home or
at an alternative worksite closer to their homes:
n) Establishment of a program of alternative work schedules, such as a compressed
work week which reduces commuting:and
o) Implementation of other measures designed to facilitate the use of high occupancy
vehicles, such as Guaranteed Ride Home emereney services or on site day care
facilities.
5. Base Year Survey
An affected employer must conduct an initial employee commute transportation survey to
establish its worksite baseline for the number of VMTs and SOVs within its affected
employee population. The base year survey should be conducted within ninety(90)days
of notification from Spokane County of affected status,using questionnaires provided by
Spokane County.
Section 8. Record Keeping. SVMC 10.20.270 is amended as follows:
10.20.270 Record Keeping.
Affected employers shall include maintain p list of the records they will keep as part of the CTR [Formatted:Strikethrough
program they submit to Spokane County for approval. Employers will maintain all records [Formatted:Strikethrough
: • . ••••• . - • • '. 'opy of their approved CTR Program
Description and Report,their CTR Program Employee Questionnaire results and all supporting
documentation for the descriptions and assertions made in any CTR Report to Spokane County
for a minimum of 48 months. Spokane County and the employer shall agree on the record
keeping requirements as part of the accepted CTR,pProgram. [Formatted:Not Strikethrough
[Formatted:Strikethrough
Section 9. Schedule and Process for CTR Program Description and Report. SVMC
10.20.280 has been amended as follows:
10.20.280 Schedule and process for CTR Program description and report.
A. Document Review. Spokane County shall provide the employer with written (Formatted:Indent:First line: 0.5
notification if a CTR Program is deemed unacceptable. The notification must give cause for any
rejection. If the employer receives no written notification of extension of the review period of its
CTR Program or comment on the CTR Program or annual report within 90 days of submission,
the employer's program or annual report is deemed accepted. Spokane County may extend the
review period up to 90 days. The implementation date for the employer's CTR Program will be
extended an equivalent number of days.
B. Schedule. Upon review of an employer's initial CTR Program,Spokane County shall (Formatted:Indent:First line: 0.5
establish the employer's regular reporting date. This report will be provided in a form provided
by Spokane County consistent with Section 6.3 aboveSVMC 10.20.260(C).
Page 13
DRAFT
C. Modification of CTR Program Elements. Any affected employer may submit a. [Formatted:Indent:First line: 0.5"
request to Spokane County for modification of CTR requirements. Such request may be granted
if one of the following conditions exist:
1. The employer can demonstrate it would be unable to comply with the CTR. Formatted:Indent:Left: o",First line: 1.25",
Program elements for reasons beyond the control of the employer;or Tab stops: o",List tab+Not at 1.5"
2. The employer can demonstrate that compliance with the Program elements. Formatted:Indent:Left: o",First line: 1.25",
would constitute an undue hardship. Tab stops: o",List tab+Not at 1.5"
Spokane County may ask the employer to substitute a Program element of similar trip reduction
potential rather than grant the employer's request.
D. Extensions. An employer may request additional time to submit a CTR Program. [Formatted:Indent:First line: 0.5"
Description and Report,or to implement or modify a Program. Such requests shall be via written
notice at least 30 days before the due date for which the extension is being requested. Extensions
not to exceed 90 days shall be considered for reasonable causes. Spokane County shall grant or
deny the employer's extension request by written notice within 10 working days of its receipt of
the extension request. If there is no response issued to the employer, an extension is
automatically granted for 30 days. Extension shall not exempt an employer from any
responsibility in meeting program goals. Extension granted due to delays or difficulties with any
program element(s) shall not be cause for discontinuing or failing to implement other Program
elements. An employer's reporting date shall not be adjusted permanently as a result of these
extensions. An employer's annual reporting date may be extended at the discretion of Spokane
County.
E. Implementation of Employer's CTR Program. Unless extensions are granted,the. (Formatted:Indent:First line: 0.5"
employer shall implement its approved CTR Program. including approved program
modifications. not more than 90 days after receiving written notice from Spokane County that
the Program has been approved or with the expiration of the Program review period without
receiving notice from Spokane County.
Section 10. Credit For Transportation Demand Management Efforts. SVMC
10.20.290 is amended as follows:
10.20.290 Credit for transportation demand management efforts.
Section 11. Enforcement. SVMC 10.20.300 is amended as follows:
10.20.300 Enforcment.
A. Compliance
For purposes of this section,compliance shall mean:
Page 14
DRAFT
1. IFully implementing in good faith all mandatory Program elements as well as provisions
in a+-the approved CTR p-Program Description and Report and satisfying the
requirements of this Ordinance.
2. Providing a eemplet€completef CTR Program Description and Report on the regular
reporting date;and
3. Distributing and collecting the CTR Program Employee Questionnaire during the
scheduled survey time period.
B. Program Modification Criteria
The following criteria for achieving goals for VMT per employee and proportion of SOV drive
alone trips shall be applied in determining requirements for employer CTR p-Program
modifications:
1. If an employer meets either or both goals.the employer has satisfied the objectives of the
CTR p-Plan and will not be required to mod-i-€yimprove its CTR p-Program;
2. If an employer makes a good faith effort, as defined in RCW 70.94.534(2) and this
Ordinance, but has not met or is not likely to meet the applicable SOV drive alone or
VMT goal,Spokane County:hall may deem it necessary to make required modifications
to its CTR Program while working collaboratively with the employer. -- -
•
- • -• : • _ : After agreeing on modifications, the employer shall
submit a revised CTR p-Program 4-Description to Spokane County for approval within 30
days of reaching agreement.
3. If an employer fails to make a good faith effort as defined in RCW 70.94.534(2)and this
ordinance Ordinance,and fails to meet the applicable SOV drive alone or VMT reduction
goal. Spokane County shall - - -
modifications to the CTR program and shall direct the employer to revise its program
within 30 days to incorporate the modifications. In response to the required
modifications, direct the employer to revise its Program to the recommended
modifications, the employer shall submit a revised CTR p-Program 4-Description and
Report, including the requested modifications or equivalent measures, within 30 days of
receiving written notice to revise its p-Program. Spokane County shall review the
revisions and notify the employer of acceptance or rejection of the revised p-Program. If
a revised p-Program is not accepted, Spokane County will send written notice to that
effect to the employer within 30 days and,if necessary, require the employer to attend a
conference with p-Program review staff for the purpose of reaching a consensus on the
required p-Program. A final decision on the required p-Program will be issued in writing
by Spokane County within 10 working days of the conference.
A. Compliance
Page 15
DRAFT
For purposes of this section, compliance shall mean fully implementing in good faith all
provisions in an approved CTR program.
B. Program Modification Criteria
The following criteria for achieving goals for VMT per employee and proportion of SOV trips
shall be applied in determining requirements for employer CTR program modifications:
1. If an employer meets either or both goals, the employer has satisfied the
objectives of the CTR plan and will not be required to modify its CTR program;
2. If an employer makes a good faith effort, as defined in RCW 70.94.534(2) and
this ordinance,but has not met or is not likely to meet the applicable SOV or VMT goal,the city
shall work collaboratively with the employer to make modifications to its CTR program. After
agreeing on modifications,the employer shall submit a revised CTR program description to the
city for approval within 30 days of reaching agreement.
3. If an employer fails to make a good faith effort as defined in RCW 7091.531(2)
and this ordinance,and fails to meet the applicable SOV or VMT reduction goal,Spokane Valley
shall work collaboratively with the employer to identify modifications to the CTR program and
shall direct the employer to revise its program within 30 days to incorporate the modifications.In
receiving written notice to revise its program. Spokane Valley shall review the revisions and
notify the employer of acceptance or rejection of the revised program. If a revised program is
not accepted. Spokane Valley will send written notice to that effect to the employer within 30
days and,if necessary,require the employer to attend a conference with program review staff for
the purpose of reaching a consensus on the required program. A final decision on the required
program will be issued in writing by Spokane Valley within 10 working days of the conference.
C. Violations Formatted:Indent:Left: 0.25',
Widow/Orphan control,Don't allow hanging
punctuation,Font Alignment:Baseline
The following constitute violations if the applicable deadlines are not met:
1. Failure to develop and,7or submit on time a complete CTR program, including: self
identify as an affected employer;
2. Failure to perform a baseline measurement.including:
aLEmployers notified or that have identified themselves to Spokane County within
180 90 days of the Ordinance Oe rdinance being adopted and that do not submit a
e . _ •_ ' --. ;perform
a baseline measurement consistent with the requirements specified by Spokane
County within 90 days from the notification e€or self-identification;
Page 16
DRAFT
$Employers not identified or self-identified within 180 90 days of the effective
date of this e—Ordinance, being adopted and that do not-submit or implement a
perform a baseline measurement consistent with the requirements
specified by Spokane County within 180 90 days from the effective dateadoption
of the Ordinance; [Formatted:Not Strikethrough
23.Failure to .... _ _• .• ... ca •evelop and/or submit on time a complete CTR p
Program,as defined in RCW 70.9 1.53'I and this Ordinance;
.4.Failure to implement an approved CTR Program, unless the program elements that
are carried out can be shown through quantifiable evidence to meet or exceed VMT
and drive alone goals as specified in this Ordinance;
5. Submission of false or fraudulent data in response to survey requirements;
46.Failure to make a good faith effort, as defined in RCW 70.94.534 and this
Ordinance(2);or
7.Failure to revise an unacceptable CTR i—Program as defined in RCW 70.94.534(4) [Formatted:Not Strikethrough
and this Ordinance
D. Penalties Formatted:Numbered+Level:1+
Numbering Style:A,B,C,...+Start at:1+
Alignment:Left+Aligned at: Cr+Indent at:
Any affected employer violating any provision of this Ordinance shall be guilty of a civil 0.25",Widow/Orphan control,Don't allow
infraction and subject to the imposition of civil penalties. hanging punctuation,Font Alignment:Baseline
1. Whenever the County makes a determination that the affected employer is in violation of
this Ordinance, the County shall issue a written notice and order and send it registered
mail,return receipt requested,to the chief executive officer or highest ranking official at
the worksite. The notice and order shall contain:
a) The name and address of the affected employer.
b) A statement that Spokane County has found the affected employer to be in
violation of this Ordinance with a brief and concise description of the conditions
found to be in violation.
c) A statement of the corrective action required to be taken. If Spokane County has
determined that corrective action is required, the order shall require that all
corrective action be completed by a date stated in the notice.
d) A statement specifying the amount of any civil penalty assessed on account of the
violation;and
e) A statement advising that the order shall become final unless, no later than ten
(10)working days after the notice and order are served,any person aggrieved by
the order requests in writing an appeal before the designated Hearing Examiner as
well as the name and mailing address of the person with whom the appeal must be
filed.
Page 17
DRAFT
2. Each day of failure to implement the Program or violating any provision of this
Ordinance shall constitute a separate violation subject to penalties as described in RCW
7.80. The penalty for a first violation shall be $100 per working day. The penalty for
subsequent violations will be$250 per working day for each violation.
3. Penalties will begin to accrue 15 working days following the official date of notice from
Spokane County. In the event an affected employer appeals the imposition of penalties,
the penalties will not accrue during the appeals process. Should the designated Hearing
Examiner decide in favor of the appellant,all or a portion of the monetary penalties may
be dismissed by the designated Hearing Examiner.
4. No affected employer with an approved CTR Program which has made a good faith effort
Imay be held liable for failure to reach the applicable SOV drive alone or VMT goal.
5. An affected employer shall not be liable for civil penalties if failure to implement an
Ielement of a CTR p—Program was the result of an inability to reach agreement with a
certified collective bargaining agent under applicable laws where the issue was raised by
the employer and pursued in good faith. Unionized employers shall be presumed to act in
good faith compliance if they:
a) Propose to a recognized union any provision of the employer's CTR p Program __----f Formatted:Not Strikethrough i
that is subject to bargaining as defined by the National Labor Relations Act;and
b) Advise the union of the existence of the statute and the mandates of the CTR p
Program approved by Spokane County and advise the union that the proposal
being made is necessary for compliance with state law(RCW 70.94.531).
Section 12. Exemptions and Goal Modifications. SVMC 10.20.310 is amended as
follows:
10.20.310 Exemptions and goal modifications.
Worksite Exemptions Formatted:Not Strikethrough i
Formatted:Indent:First line: 0.5'
An affected employer may request Spokane County to grant an exemption from all CTR ft
Program requirements or penalties for a particular worksite. The employer must demonstrate
that it would experience undue hardship in complying with the requirements of the e=OOrdinance
as a result of the characteristics of its business,its work force,or its location(s). An exemption
may be granted if and only if the affected employer demonstrates that it faces extraordinary
circumstances, such as bankruptcy or a protracted labor strike, and is unable to implement any
Imeasures that could reduce the proportion of SOV drive alone trips and VMT per employee.
Exemptions may be granted by Spokane County at any time based on written notice of request
provided by the affected employer. The notice should clearly explain the conditions for which
the affected employer is seeking an exemption from the requirements of the CTR rProgram.
Spokane County shall grant or deny the request within 30 days of receipt of the request.
Spokane County shall review annually all employers receiving exemptions, and shall determine
Page 18
DRAFT
whether the exemption will be in effect during the following program year.
B`_Employee Exemptions (Formatted:Not Strikethrough
Formatted:Indent:First line: 0.5"
Specific employees or groups of employees who are required to drive alone to work as a
condition of employment may be exempted from a worksite's CTR rProgram. Exemptions may
also be granted for employees who work variable shifts throughout the year and who do not
rotate as a group to identical shifts. Spokane County will use the criteria identified in the CTR
Task Force Board Administrative Guidelines to assess the validity of employee exemption
requests. Under this condition. the applicable goals will not be changed. but those employees
who need daily access to the vehicles they drive to work will not be included in the calculations
of proportion of SOV trips and VMT per employee used to determine the employer's program
toward meeting the CTR goals. Spokane County shall grant or deny the request within 30 days
of receipt of the request. Spokane County shall review annually all employee exemption
requests, and shall determine whether the exemption will be in effect during the following
program year.
C. _Modification of CTR Program Goals (Formatted:Font:12 pt,Bold
'Formatted:List Paragraph,Indent:First line:
1. An affected employer may request that the Spokane County modify its worksite 0",Numbered+Level:1+Numbering Style:A,
B,C,...+Start at: 1+Alignment:Left+
CTR program goals. Such requests shall be filed in writing at least 60 days prior Aligned at: 0.25"+Indent at: 0.5"
to the date the worksite is required to submit its program description or annual
report. The goal modification request must clearly explain why the worksite is
unable to achieve the applicable goal. The worksite must also demonstrate that it
has implemented all of the elements contained in its approved CTR program.
-12.Spokane County will review and grant or deny requests for goal modifications in. Formatted:Numbered+Level:2+
accordance with procedures and criteria identified in the CTR Task Force Board Numbering Style:1,z,3,...+Start at:1+
Alignment:Left+Aligned at: 0.75"+Tab
Guidelines. An employer may not request a modification of the applicable goals after: 1"+Indent at: 1",Widow/Orphan
until one year after Spokane County approval of its initial program description or control,Don't allow hanging punctuation,Font
Alignment:Baseline
annual report.
23.An employer may not request a modification of the applicable goals until one year. Formatted:Numbered+Level:2+
after Spokane County's approval of its initial program description or annual Numbering style:1,z,s,...+Start at:1+
Alignment:Left+Aligned at: 0.75"+Tab
report. after: 1"+Indent at: 1",Widow/Orphan
control,Don't allow hanging punctuation,Font
D.Modification of CTR Zone Alignment:Baseline
An affected employer may request that Spokane County adjust the CTR zone designation of a
specific worksite. The employer must demonstrate that its worksite is contiguous with a CTR
zone boundary and that the worksite conditions affecting alternative commute options are similar
to those for employers in the adjoining CTR zone. Under this condition.the employer's worksite
may be made subject to the same goals for VMT per employee and proportion of SOV trips as
employers in the adjoining CTR zoneA (Formatted:Strikethrough
Page 19
DRAFT
Section 13. Appeals. SVMC 10.20.320 is amended as follows:
10.20.320 Appeals.
Any affected employer may appeal administrative decisions regarding exemptions,modification
of goals, CTR Program elements, and violations and penalties to the designated Hearing
IExaminer.Appeals shall be filed within 15 business"". "ng days of the administrative decision.
All appeals shall be filed with the Clerk of the Board of County Commissioners of Spokane
County with offices at West 1116 Broadway Avenue, Spokane,Washington 99260.All appeals
shall be in writing and must specify the decision being appealed as well as the specific basis for
the appeal.
A-Criteria on Appeals Formatted:Not Strikethrough i
Formatted:Indent:First line: 0.5' i
The designated Hearing Examiner,upon notification of a timely appeal by the Clerk of the Board
of County Commissioners of Spokane County, will evaluate the appeal to determine if the
decision is consistent with the CTR Law and the CTR Guidelines. The designated Hearing
Examiner may schedule a meeting between the affected employer and the County. The decision
of the designated Hearing Examiner shall be reduced to writing.It shall be sent by certified mail,
return receipt requested,to the affected employer.
Bl Appeal to the Board of County Commissioners. Formatted:Not Strikethrough,Highlight i
Formatted:Indent:First line: 0.5'
Any affected employer may appeal the written decision of the designated Hearing Examiner to Formatted:Highlight i
the Board of County Commissioners. Appeals shall be filed within 15 working days of the
designated Hearing Examiner's written decision.All appeals shall be filed with the Clerk of the
Board of County Commissioners of Spokane County.
The Board of County Commissioners shall consider only testimony and written documentation
submitted to the designated Hearing Examiner on any matter appealed to the Board. No
additional evidence shall be considered by the Board of County Commissioners.
Upon receipt of an appeal,the Board of County Commissioners will set a date no later than 30
calendar days,at which they will render their written decision on the appeal.
G Judicial Appeals. Formatted:Not Strikethrough i
Formatted:Indent:First line: 0.5'
Any decision of the Board of County Commissioners, as provided for in SVMC
10.20.320(B)Section (B) herein, shall be final and conclusive, unless not later than twenty(20)
calendar days from the date of the written decision,the affected employer appeals to the Superior
Court pursuant to RCW 36.32.330.
Section 14. Responsible City department. SVMC 10.20.330 is adopted as follows:
10.20.330 Responsible City department.
Page 20
DRAFT
The City Manager shall designate the City department responsible for implementing this
ordinance,the CTR Plan,and the Spokane Valley CTR Program. In the alternative,the City may
enter into an Interlocal Agreement with Spokane County whereby Spokane County would
implement a City CTR plan and CTR program.
Section 15. Severability. If any section, sentence, clause or phrase of this Ordinance
should be held to be invalid or unconstitutional by a court of competent jurisdiction,such invalidity
or unconstitutionality shall not affect the validity or constitutionality of any other section,sentence,
clause or phrase of this Ordinance.
Section 16. Effective Date. This Ordinance shall be in full force and effect five(5)days
after publication of the Ordinance Summary.
PASSED by the City Council this day of May,2010.
Thomas E.Towey,Mayor
ATTEST:
City Clerk,Christine Bainbridge
Approved as to Form:
Office of the City Attorney
Date of Publication:
Effective Date:
Page 21
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑new business ❑ public hearing
❑ information ® admin. report❑ pending legislation
AGENDA ITEM TITLE: Transportation Benefit Districts —informational update
GOVERNING LEGISLATION: RCW 36.73
PREVIOUS COUNCIL ACTION TAKEN: Discussion at winter retreat January 12, 2008;
administrative report January 15, 2008; administrative report February 12, 2008; Council
discussion about infrastructure funding options, instruction to staff to proceed with drafting
legislation allowing for establishment of a transportation benefit district; April 8, 2008
discussion and update on formation of TBD, discuss draft ordinance; April 15, 2008;
administrative update June 10, 2008; July 1, 2008 to update Council on proposed language
change to the Spokane Regional Transportation Council's (SRTC) 2007 Metropolitan
Transportation Plan (MTP) regarding use of TBD funds for maintenance of existing City road
system; July 29, 2008 administrative report and update; December 2, 2008; information only
February 17, 2010.
BACKGROUND: Staff has provided a substantial amount of information in the past two years
regarding the ability to use a transportation benefit district for funding street capital projects and
for maintenance of the existing road system as well. The Council asked staff to present
information on utilizing a TBD after the Legislature amended RCW 36.73 to allow imposition of
vehicle tab fees as a funding source. Staff previously provided information and a draft ordinance
for discussion by the Council. The information contained in this memorandum is based upon a
review of RCW 36.73, a joint informational memorandum from AWC and WSAC (Washington
State Association of Counties), and numerous discussions with Ashley Probart of AWC and Julie
Murray of the WSAC.
A. Introduction - A TBD is a quasi-municipal corporation and independent taxing district created
for the sole purpose of acquiring, constructing, improving, providing, and funding transportation
improvements within a defined district, or area. A district can be created by either a county or a
city, or a combination of cities, counties, port districts or transit districts. If more than one
jurisdiction is involved, an interlocal agreement is required. If the TBD is entirely within one
jurisdiction, the legislative body of that jurisdiction comprises the TBD governing board. If
more than one jurisdiction is included in the district, then each of the jurisdictions must have at
least five members on the governing board, with at least one elected person from each
jurisdiction on the governing body.
B. Adoption mechanism - The creation of a TBD is done following a public hearing and through
adoption of an ordinance which includes the following: a description of the boundary of the
1
district, a statement that it is in the public's interest to form, a description of the improvements to
be done by the TBD, and a statement of the proposed taxes/fees/charges that the TBD will
impose to raise revenue for the improvements.
C. TBD funding limits—
Subject to voter approval - There are four funding options available that are subject to voter
approval:
1. Imposition of property tax — a 1-year excess levy or an excess levy for capital
purposes;
2. Up to 0.2% sales and use tax which may not exceed a 10 year period without voter
reauthorization;
3. Up to $100 annual vehicle fee per vehicle registered in the district (but see below).
The fee is collected at the time of vehicle tab renewal and has additional restrictions
relating to use for ferry service. If a county creates a TBD to impose up to a $20 fee, it
must first attempt to impose a countywide fee to be shared with cities by interlocal
agreement. 60% of the cities representing 75% of the incorporated population must
approve the interlocal agreement for it to become effective. If such an interlocal
agreement cannot be reached, then the county is authorized to create a TBD and impose
the fee, but only in the unincorporated portion of the county; and
4. Vehicle tolls on specified roads.
Not subject to voter approval - There are two options that are not subject to voter approval,
but which are subject to additional conditions. Please note that while a vote is not required, a
city may still choose to put it to vote.
1. Annual vehicle fee up to $20 per vehicle registered in the district.
2. Transportation impact fees on commercial and industrial buildings. Residential
buildings are excluded. In addition, a city must provide a credit for a commercial or
industrial transportation impact if the city has already imposed a transportation impact
fee. In other words, no double dipping on impact fees.
D. Projects that are "qualifying transportation improvements"—For a project to qualify for TBD
funding, it must meet several criteria. A TBD exists solely for the purpose of acquiring,
constructing, improving, providing, and funding "transportation improvements" within the
district. The ordinance adopting the TBD must identify the transportation improvements that
would be subject to TBD. To be a "qualifying transportation improvement" within the
contemplation of RCW 36.73, it must meet the following:
1. The improvement must be located within the boundary of the TBD;
2. The improvement is necessitated by existing or reasonably foreseeable congestion
levels;
2
3. The improvement is contained in a state or regional transportation plan;
4. When selecting the improvement, the TBD governing board must consider the
following criteria, to the extent practicable:
-reduced risk of transportation facility failure and improved safety;
-improved travel time;
-improved air quality;
-increases in daily and peak period trip capacity;
-improved modal connectivity;
-improved freight mobility;
- cost-effectiveness of the investment;
- optimal performance of the system through time; and
- other criteria as adopted by the governing body.
It is also important to remember that the statutory definition of a "transportation
improvement" under RCW 36.73.015(3) is quite broad, and includes state, regional, and
local transportation facilities. Examples include:
- new or existing highways of statewide significance;
-principal arterials of regional significance;
- high capacity transportation;
-public transportation;
-transportation demand management; or
- other transportation projects and programs of regional or statewide significance
as defined or amended into the respective regional or statewide transportation
plan)
While TBDs have traditionally (although rarely) been used for street capital projects, the recent
amendments in 2007 provided jurisdictions the opportunity to use TBD funds for maintenance of
the existing street system. Such use would fall under "other transportation projects and
programs," and would have to be provided for in either the state transportation plan or the
Spokane Regional Transportation Council's current Metropolitan Transportation Plan.
When the changes to the TBD statutes were originally made in 2007, staff looked at the 2007
MTP to determine whether the language met the requirements for specificity in calling out street
maintenance. There was a difference of opinion as to whether the existing language was
sufficient, so SRTC was approached about amending the MTP. Staff proposed the following
changes in Section 6, page 11:
Local Option Vehicle Registration Fee. This local option considers the imposition of an
up to $100.00 the maximum allowed under RCW 36.73) annual vehicle registration fee
for vehicles registered in Spokane County. The funds can be used for projects or
programs that support local road construction, rehabilitation, and maintenance,
preservation, or the operation of local transportation systems. These funds can also be
used for state highways, bridges, regional arterials, high capacity transportation, public
transportation, and transportation demand management purposes. For the purposes of this
3
analysis, SRTC compiled the actual vehicle registrations in Spokane County from
established forecasts to 2030 using a rolling average historical growth rate. The premise
being that a rolling 20-year average will have moderate peaks and valleys in growth,
while at the same time be more responsive than a trend line projection of historical
data
SRTC adopted these amendments to its MTP word-for-word on November 6, 2008. Staff is of
the opinion that with these changes, the City can legally use TBD revenue to fund on-going
maintenance of its existing streets so long as that use is clearly spelled out in the ordinance
adopting the authority by the City. A proposed draft ordinance is attached to this RCA for
review and consideration.
E. Is the formation of a TBD subject to a referendum vote?
Pursuant to RCW 35A.11.090, there are a number of actions which are exempt from referendum.
It may be that formation of a TBD by the City is expressly statutorily exempt under RCW
35A.11.090, but it is not certain. There are additional means by which a legislative action is
determined exempt. Here, the authority to form a TBD is expressly set forth in RCW 36.73.020,
and is granted to "the legislative authority of a county or city." As such, the power to establish
or de-establish is reserved exclusively to the city council. If the authority was for "the people of
a city," or "a city," then it most likely would be subject to referendum. As such, the formation of
a TBD is not subject to referendum.
F. Administration of the TBD—
1. In the event of proposed major changes to the plan adopted by the TBD Board, the
TBD must develop a material change policy to address the delivery of the improvement
or the ability to finance the plan. The policy must include a public hearing to solicit
comments on how the cost changes should be resolved should anticipated costs exceed its
original cost by more than 20%.
2. A TBD must issue an annual report indicating the status of transportation improvement
costs, expenditures, revenues, and construction schedules to the public and to newspapers
of record located in the TBD.
3. If the TBD proposes functions or transportation improvements that are outside those
specified in the original notice of hearing establishing the TBD, the TBD must go
through the notice, public hearing, and ordinance process again.
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS:
STAFF CONTACT: Cary Driskell, Deputy City Attorney
ATTACHMENTS:
4
TRANSPORTATION
EENEFIT DISTRICTS
Introduction
E Authorized pursuant to RCW 36.73
E District is a quasi-municipal corporation
E District is an independent taxing district
E Can be formed by a city, a county, or combination
of cities, counties, port districts and transit districts
through interlocal agreement
Purpose of a TBD -
ROIV 36 . 73 .020 ( 1 )
• ._
"acquiring, constructing, improving,
providing, and funding a transportation
improvement within the district"
"consistent with any existing state, regional,
and local transportation plans and necessitated
by existing or reasonably foreseeable
congestion levels"
Governing Board
• If one city or a county forming it, legislative
body of the city or county constitutes board of
district as well (council or BoCC)
• If multiple jurisdictions involved, each
jurisdiction must have at least five members on
board, including at least one elected
o New legislation, SB 6774, would allow third
type of board, comprised of members of the
local metropolitan planning organization
(MPO), which for us is the SRTC
• Under this scenario, City would have one member
dcaption mechanism
• Only after a public hearing
• Adopted by ordinance that includes:
• Description of the boundary of the district
• Statement that it is in the public interest to form it
• Description of the improvements to be done
• Statement of proposed taxes/fees/charges to be
imposed
bjectto referendum ?
The establishment of a transportation benefit
district is a matter granted to the legislative
authority of a city, and is thus not subject to
repeal or amendment by referendum by
citizens. However, most of the funding options
require a vote of the people
/ dministration of District
• In the event of proposed major changes to the
planned improvements, requires "material
change policy" to address delivery of
improvements or ability to finance the plan
• Material change policy should include public
hearing if anticipated costs exceed original cost
by more than 20 %
• Must issue annual report showing
improvement costs, expenditures, revenue and
construction schedules
AdmiiiistraUon of District - cont .
If Board proposes functions or improvements
outside those stated in original notice of
hearing establishing district, the district must
go through the same process of providing
notice, public hearing and ordinance adoption
in order to implement the changes
" Qualifying transportation
mi IDrovment"
• Improvement must be located in TBD
boundary
• Improvement necessitated by existing or
reasonably foreseeable congestion levels
• Improvement contained in state or regional
transportation plan
- lectian criteria - projects
To the extent practicable, the district shall
consider the following criteria when selecting
transportation improvements to be funded by
the TBD:
■ ■ ■Selection
(a) Reduced risk of transportation facility failure and improved safety;
(b) Improved travel time;
(c) Improved air quality;
(d) Increases in daily and peak period trip capacity;
(e) Improved modal connectivity;
(f) Improved freight mobility;
(g) Cost-effectiveness of the investment;
(h) Optimal performance of the system through time;
(i) Improved accessibility for, or other benefits to, persons with special
p
trans ortation needs as defined in RCW 47.06B.012; and
(j) Other criteria, as adopted by the governing body.
Statutory definition of
" transportation improvement"
RCW 36.73.015
• New or existing highways of statewide significance
• Principal arterials of regional significance
• High capacity transportation
• Public transportation
• Transportation demand management
• Other transportation projects and programs of
regional or statewide significance as defined in a
regional or statewide transportation plan
• .„
" Capital project " v. " Program "
TBD funds can be used for capital projects
TBD funds can also be used for programs
• Maintenance or preservation of existing street
system
• Must be identified in Metropolitan Transportation
Plan (MTP)
SRTC's MTP identifies street maintenance program as
allowed use of TBD funds derived from car tab fees
Such use for programs should be clearly set forth in
adopting ordinance
Funding options -
with voter approval
• Once a fee/ set by voters, it
cannot be increased without additional voter
approval
• New property tax - 1 year excess levy or excess
levy for capital purposes
• Up to 0.2% sales or use tax (10 year max before
voter re-authorization)
• Vehicle tolls on specified roads
• Vehicle tab fee
Funding options -
wah voter approval - cont .
Vehicle tab fee -
■ Up to $100 annually per vehicle in district
• Collected at time of tab renewal
• Funds are not available for use until 6 months after
approval of TBD
• If tab fee exceeds $20 for multi-jurisdictional district,
60% of the cities representing 75% of the
incorporated population must approve it.
Practically speaking, COSV represents 27.1 % of the
incorporated population. There are 13 cities in the
County, so 8 would need to approve it.
Funding options -
without voter approval
Two options not subject to mandatory voter
approval (but voter approval may be used)
• Annual car tab fee up to $20
• Transportation impact fees on commercial and
industrial buildings (residential buildings excluded)
hicles subject to tab fees
Passenger vehicles
EI Trucks weighing 6,000 lbs or less
EI Motorcycles
EI Commercial passenger vehicles/trucks weighing 6,000
lbs or less
EI Tow trucks
EI Taxis
EI Private use trailers over 2,000 lbs
EI Travel trailers
EI Mobile homes licensed as vehicles
EI A few miscellaneous other types of vehicles
Vehicles not subject to tab fees
E All farm vehicles
E Campers
E Off-road vehicles
E Snowmobiles
E Mopeds
E Personal use trailers less than 2,000 lbs
E Commercial trailers
E Government vehicles
E Private school vehicles
E Vehicles properly licensed to disabled veteran
E A few other miscellaneous types of vehicles
Collection of TBD revenue
iiiith
The funds are collected by the Washington
State Department of Licensing and forwarded
to local jurisdictions
DOL charges up to 1 % fee for collection and
distribution
_ Policy considerations
1. Does the Council want to create a TBD for the
purpose of raising funds for qualifying
transportation improvements?
_ Policy considerations
2. If yes, does the Council want to participate in a
multi-jurisdictional TBD, or form one that only
includes our city limits?
_ `-. Policy considerations
3. What funding options would the Council
consider using?
- voter approved
- non-voter-approved
_ Policy considerations
4. If part of a multi-jurisdictional TBD, what type
of governance structure are you willing to
approve?
- SRTC as board
- five members/including one elected
La Policy considerations
Others? . ,
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ Consent ❑ Old business ❑ New business ❑ Public Hearing
❑ Information ®Admin. Report❑ Pending Legislation
AGENDA ITEM TITLE: 2010 Comprehensive Plan Amendment Update
GOVERNING LEGISLATION: The Growth Management Act (GMA) RCW 36.70A.
PREVIOUS COUNCIL ACTION TAKEN: None.
BACKGROUND: The Growth Management Act (GMA) allows local jurisdictions to update
comprehensive plans no more than once a year. The City codified this process in Section
17.80.140 of the Spokane Valley Municipal Code (SVMC). Consistent with state law and the
SVMC, staff published notices at the end of August advising the public of the annual
amendment process and that the City would be accepting comprehensive plan amendment
applications for the 2010 cycle through November 1, 2009. This notice was also posted in the
main reception area of City Hall, the Permit Center and at the Valley Library.
The 2010 Comprehensive Plan text amendments include amendments to four Comprehensive
Plan Elements: Chapter 2 - Land Use, Chapter 3—Transportation, Chapter 4 — Capital
Facilities, Chapter 7— Economic Development and Chapter 8 — Natural Environment. The
amendments may also entail minor changes to other elements referencing the proposed
amendments. Additionally, the City received one site specific Comprehensive Plan map
amendment; the Community Development Department initiated two additional site specific
Comprehensive Plan map amendments.
Staff presented the proposed amendments to the Planning Commission at a study session on
February 11, 2010. The Planning Commission held a public hearing on the amendments on
February 25, 2010. Staff provided Council with an overview of the proposed amendments at a
study session on March 30th; the Planning Commission's recommendations and findings will be
presented at the April 13, 2010 Council meeting.
The 2011 annual process will be advertised beginning in August advising the community of the
November 1, 2010 deadline for proposed Comprehensive Plan amendment applications. This
deadline applies to all proposed plan amendments. Any additional amendments (review of the
Sprague-Appleway Revitalization Plan has been added) that Council wishes to include in the
2011 update must be included in the docket prior to the November 1st deadline.
OPTIONS: N/A
RECOMMENDED ACTION OR MOTION: N/A.
BUDGET/FINANCIAL IMPACTS: N/A.
STAFF CONTACT: Greg McCormick, AICP— Planning Division Manager
DRAFT
ADVANCE AGENDA
For Planning Discussion Purposes Only
as of March 31, 2010; 2:30 p.m.
Please note this is a work in progress; items are tentative
To: Council & Staff
From: City Clerk, by direction of Acting City Manager
Re: Draft Schedule for Upcoming Council Meetings
April 13,2010 Formal Meeting Format,6:00 p.m. 'due date Mon,April 5]
Proclamation: Take Kids to Work Day
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2. Second Reading Proposed Ordinance Adult Entertainment - Cary Driskell (10 minutes)
3. First Reading Proposed Ordinance Amending Comp Plan- Christina Janssen/Mike Basinger(20 minutes)
4. First Reading Proposed Ordinance Amending Zoning Map-Christina Janssen/Mike Basinger(10 minutes)
5. Proposed Amended Fee Resolution,Adult entertainment Appeal Process- Cary Driskell (10 minutes)
6. Proposed Resolution Adopting Amended 2010 TIP- Steve Worley (10 minutes)
7. Proposed Resolution Setting Street Vacation Public Hearing (STV 01-10)-Karen Kendall (10 minutes)
8. Motion Consideration: Interlocal Agreement,Airway Heights-Mike Jackson (10 minutes)
9. Motion Consideration: Lawsuit Release and Settlement-Mike Connelly (10 minutes)
10. Admin Report: Advance Agenda (5 minutes)
11. Executive Session: [*estimated meeting: 100 minutes]
April 20, 2010, Study Session Format,6:00 p.m. [due date Mon,April 19]
1. Advance Agenda
2. Code Enforcement Update-Kathy McClung (20 minutes)
3. City Manager Recruitment-John Whitehead (20 minutes)
4. Solid Waste Advisory Committee (SWAC) Update-Gary Schimmels (tentative) (15 minutes)
5. Capital Projects Funding- Steve Worley/Ken Thompson (20 minutes)
6. Subarea Plan(SARP: Sprague/Appleway Revitalization Plan) Schedule-Kathy McClung (20 minutes)
7. Open Public Meetings Act-Cary Driskell (20 minutes)
8. Council Procedures (meeting times,meals, etc.)-Cary Driskell (20 minutes)
9. Executive Session [*estimated meeting: 135 minutes]
April 27,2010,Formal Meeting Format,6:00 p.m. [due date Mon,April 191
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2. Second Reading Proposed Ordinance Amending Comp Plan- Christina Janssen/Mike Basinger(10 minutes)
3. Second Reading Proposed Ordinance Amending Zoning Map-Christina Janssen/Mike Basinger(10 minutes)
4. First Reading Proposed Ordinance Amending CTR Plan-Morgan Koudelka (10 minutes)
5. Admin Report: Advance Agenda (5 minutes)
6. Admin Report: Council Broadcasting-Greg Bingaman/Morgan Koudelka (70 minutes)
7. Info Only: Department Reports
8. Executive Session [*estimated meeting: 110 minutes]
May 4,2010, Study Session Format,6:00 p.m. [due date Mon,April 26]
1. Six-Year 2011-2016 Transp. Improvement Plan- Steve Worley (20 minutes)
2. Shoreline MasterPlan Report-Lori Barlow (15 minutes)
3. Advance Agenda (5 minutes)
4. Executive Session [*estimated meeting: minutes]
Draft Advance Agenda 4/1/2010 1:58:10 PM Page 1 of 3
May 11,2010 Formal Meeting Format,6:00 p.m. Idue date Mon,May 3]
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2. First Reading Proposed Ordinance Amending CTR Plan—Morgan Koudelka (10 minutes)
3. Proposed Resolution Accepting Shoreline Masterplan Report—Lori Barlow (10 minutes)
4. Admin Report: Advance Agenda (5 minutes)
5. Executive Session: [*estimated meeting: minutes]
May 18, 2010, Study Session Format,6:00 p.m. [due date Mon,May 10]
1. Advance Agenda
2. Executive Session [*estimated meeting: minutes]
May 25,2010,Formal Meeting Format,6:00 p.m. [due date Mon,May 171
1. PUBLIC HEARING: Six-Year 2011-2016 Transp. Improvement Plan (10 minutes)
2. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
3. Admin Report: Street Vacation STV 01-10—Karen Kendall (15 minutes)
4. Admin Report: Advance Agenda (5 minutes)
5. Info Only: Department Reports
6. Executive Session [*estimated meeting: minutes]
June 1,2010, Study Session Format,6:00 p.m. [due date Mon,May 24]
1. Advance Agenda (5 minutes)
2. Executive Session [*estimated meeting: minutes]
June 8,2010 Formal Meeting Format,6:00 p.m. [due date Mon,May 311
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2.First Reading Proposed Ordinance Vacating Street(STV 01-10)-Karen Kendall (15 minutes)
3. Proposed Resolution Adopting Six-Year 2011-2016 TIP— Steve Worley (10 minutes)
4. Admin Report: Advance Agenda
5. Executive Session [*estimated meeting: minutes]
June 15,2010, Study Session Format,6:00 p.m. [due date Mon, June 7]
1. Advance Agenda (5 minutes)
2. Executive Session [*estimated meeting: minutes]
June 22, 2010: No Meeting: Council Attends AWC Conference in Vancouver(June 22-25)
June 29,2010, Special Regular meeting format 6:00 p.m. [due date Mon,June 21]
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2. Second Reading Proposed Ordinance Vacating Street(STV 01-10)-Karen Kendall (10 minutes)
3. Advance Agenda (5 minutes)
4. Executive Session [*estimated meeting: minutes]
Draft Advance Agenda 4/1/2010 1:58:10 PM Page 2 of 3
July 6,2010, Study Session Format,6:00 p.m. [due date Mon,June 28]
1. Budget Process Update—Mike Jackson/Ken Thompson (20 minutes)
2. Advance Agenda (5 minutes)
3. Executive Session [*estimated meeting: minutes]
July 13,2010, Special Meeting: Budget Retreat—CenterPlace Classroom 9:00 a.m.to approx 4:00 p.m.
[due date Mon,July 5]
July 13,2010 Formal Meeting Format,6:00 p.m. [due date Mon, July 51
1. Consent Agenda: Claims,Payroll, Minutes (5 minutes)
2. Admin Report: Advance Agenda
3. Executive Session restimated meeting: minutes]
OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS:
ADA Plan
Affordable Housing Participation
Alternative Analysis (contracts)
Area Agency on Aging
Bidding Contracts (SVMC 3. —bidding exceptions)
Budget(2010 Amendment)
Budget 2011 (fall 2010)
Clean Air Agency
Code Amendments (Kathy McClung)
Community Development Block Grant(Fall 2010)
Concurrency
East Gateway Monument Structure #
Hotel/Motel Grant Proposals for 2011 (Nov 2010)
Lobbyist Presentation(Gordon, Thomas,Honeywell)
Milwaukee Right-of-way '
Outside Agencies Presentation (August)
Overweight/over size vehicle ordinance
Planned Action Ordinance
Sheriff Office Request, Emergency Mgmt Update'
Solid Waste Board
Spokane Regional Transportation Council (SRTC) Interlocal
Sprague Appleway Corridor Environ. Assessment
Transportation Benefit District: (a). Establish ord.; (b)set public hearing; (c) draft resolution; (d) ballot language
Transportation Impacts
WIRA,Water Protection Commitment,public education
=request for Council's early consideration
# =Awaiting action by others
* =doesn't include time for public or council comments
Draft Advance Agenda 4/1/2010 1:58:10 PM Page 3 of 3
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public
hearing ® information ❑ admin. report ❑ pending legislation
AGENDA ITEM TITLE: City Manager Recruitment
GOVERNING LEGISLATION: RCW 35A.13.050 "City Manager—Qualifications"; RCW
4230.110 "Open Public Meetings Act— Executive Sessions."
PREVIOUS COUNCIL ACTION TAKEN: February 2, 2010, City Council passed Resolution 10-
003 designating Mike Jackson as Acting City Manager until such time as a permanent city
manager is selected.
BACKGROUND: On February 2, 2010, City Council requested that staff bring forth a proposal
on how to recruit for a city manager. The attached material provides a suggested overview of
an in-house process which may use staff support.
OPTIONS:
RECOMMENDED ACTION OR MOTION:
BUDGET/FINANCIAL IMPACTS: To be determined by the process chosen.
STAFF CONTACT: John Whitehead, Human Resource Manager
ATTACHMENTS: City Manager Recruitment packet which includes:
Exhibit 1 — Recruitment Process - City Manager
Exhibit 2 — Position Description
Exhibit 3 — ICMA Recruitment Guidelines
Exhibit 4—Salary Information
Exhibit 5 —City Manager Municipal Code
City Examples
Exhibit 1
pokane
Recruitment Process
Va11ey
City Manager
Employee recruitment can use many different components that reflect the unique needs of the
position being filled. Below is a list of stages generally found in most recruitment efforts that
can be modified or eliminated depending upon the strategy of the employer. As a starting
point in recruiting for the City Manager position, the Council may consider forming a small work
team composed of Council members to develop a plan for the various stages of recruitment.
That group could then report back to the Council for their consideration and approval.
Stages of Recruitment:
Defining Needs
In this stage a profile or job description is created that describes the duties of the
position. From this description, skills, abilities and competencies can be
identified to create the yardstick that candidates can be measured by. Examples
of these are:
Fiscal Management Policy Development
Dedication to the City Communication Skills
City Manager Credentialing (ICMA) Strategic Planning
Management Experience Leadership
Time management and organization Energy
Reliability/Honesty Other
Identifying specific challenges the City Manager will face in the future may also
help to shape the description. This job description typically will show the level of
education and experience that is required or preferred for a candidate to be
considered.
Compensation
This stage identifies all the compensation elements of the Position. Many of
these are identified during the job description development. Salary surveys can
be used to determine what similar organizations in the area use as the elements
of compensation for like positions. Some examples of compensation elements
are:
Base Salary Retirement Contributions
Health related benefits Car Allowance
Personal Leave Other
1
Identifying Application Requirements
This part of the recruitment cycle determines those materials the Council will use
to identify candidates that move forward for further consideration. For
example:
Resume Cover Letter
References Transcripts
Budget Documents from Current and/or past employers
Pre-Interview Questionnaire(s)
Other
Advertising/Sourcing
Generally this part of the recruitment process looks to market the position to
candidates. It accomplishes two tasks: to advertise our City as a great place to
live and work for, and to compel candidates to apply. Many tools can be used to
inform potential applicants of the vacancy and encourage them to apply. Some
examples in the recruitment for the City manager may include:
Development of a recruitment brochure
Nation-wide or Local advertising
Defined recruitment period
Internet based advertising
Print Advertising
Professional Networks
Word of Mouth
Social Media (Facebook, Linkedin)
Pre-Screening
In recruitments that yield a great number of applicants, using a pre-screening
process can save time and effort by eliminating candidates who clearly are not
qualified. Using the needs identified in the job description, pre-screening could
be conducted by the work team. Usually, this is a skimming process that uses
very specific levels of experience and/or education. Criminal history checks may
be performed at this level to give the team more information about candidates.
The City Manager recruitment may not generate a great deal of applications, so
pre-screening may not be as beneficial, however,the current economic
conditions may cause an increase in the amount of applicants for this
recruitment.
2
Screening
More in-depth than pre-screening,this stage identifies those candidates that will
be offered an interview. At this stage all qualified applicants are assessed using a
qualitative analysis in addition to the basic qualifications of the position.
Education and Experience are looked at from the perspective of how closely they
compare to the skills, abilities and competencies identified when the job
description was developed.
Designing the Interview
Probably the most critical part of the selection process is the interview. The
Council may consider as an initial step in developing the interview process,
determining persons that will comprise the interview panel(s). These persons, in
addition to the Council could be other community leaders. Once a panel is
identified, questions would be developed that reveal the qualifications of the
candidates,their ability to comprehend the questions and their performance in a
potentially stressful situation. Staff can provide several question development
techniques to measure a candidate's ability to perform the duties of the City
Manager position.
A second, more informal interview is often used as manner to educate the
remaining candidate(s) about the City as well as measuring their follow up to
their responses during the formal interview.
Reference Checks
Past performance is typically a strong predictor of future performance. Speaking
with and asking job related questions of former supervisors and other references
helps to provide a clearer picture of what the candidate's performance will likely
be if hired by the Council. It is important to link the concerns raised about the
final candidates to the questions used in order to dismiss or confirm those
concerns. Staff would be able to provide assistance to the Council in the
development of reference checking questions.
Conditional Job Offer
Conditional job offers allow employers to seek out additional information,
usually of a physical or mental nature, to assess if the candidate is able to
perform the duties of the position. This information may not be considered prior
to this offer as it may open the City up to challenge in violation of the American's
With Disabilities Act (ADA). The physical and/or mental information collected
can still eliminate a candidate for consideration, but only if it shows the
candidates inability to perform and essential function of the position. For a
3
conditional offer to be valid, it should be offered to only one candidate and the
City would appoint the candidate in the absence of information determining the
candidates inability to perform an essential function of the position.
Contract Development
The City Manager contract clarifies what is expected of the City Manager and
lists our City's interests and the terms and condition in which the City Manager
will complete their duties. This component can be completed at other times in
the overall recruitment timeline depending upon the Council's preference. The
Council may consider developing a general outline of the eventual employment
contract with the City Manager earlier in the recruitment process, however,
some components of this contract maybe specific to the individual that has
been selected and may be most appropriate at the point when the conditional or
final job offer is made. The contract should address the total of all compensation
that will be provided to the employee to include one-time expenses such as
those for moving to our community, temporary housing, etc.
Job Offer
Prior to a formal offer of the position is made,the Council may decide specifically
what they are willing to offer a candidate to accept the position. This offer may
lead to a negotiation phase which the Council may want to plan for before the
initial offer, setting a range that the council person delegated to offer the
position may use to get acceptance of the position.
During recruitment it is very typical to have candidates contacting the hiring official, in this case .
the Council,to campaign for their appointment. Others may also contact the Council to express
their advocacy for a particular applicant. The Council may want to come to agreement about
how those situations are to be responded to in order to ensure consistent treatment of
applicants.
The Council may also consider to what extent they prefer City staff be involved in the
recruitment process for the City Manager. Below is a sample of how staff and council roles and
responsibilities could be assigned.
Council Staff
Job Description Development Provide sample Job Descriptions
Compensation Provide Salary Survey Information
Determine Required Application Documents Drafting Recruitment Brochure
Developing Interview Questions Providing Sample Questions
Interviewing Candidates Scheduling interviews
Making Travel Arrangements
4
Council Staff
Conducting Employment Checks Providing Sample Employment
Check Questions
Providing City Information to
Candidates
Making the Hiring Decision Other
Negotiating Employment Contract
Successful recruitment is one that first defines what is wanted in a person to fill a particular
position, is consistent with the application of the components of the selection process, orders
them in a way that best demonstrates the quality differences between candidates, and most
importantly arrives at hiring an employee that performs exceptionally and is a good fit for the
organization. Recruitment of the City Manager is estimated to take 120 days from the
beginning of the advertisement/sourcing phase depending upon the process used. City staff
are prepared to assist the Council in filling the City Manager Position.
5
Exhibit 2
CITY OF SPOKANE VALLEY
POSITION DESCRIPTION
Class Title: City Manager Job Code Number: 100
Department: City Manager Grade Number: NA
Division:NA FLSA Status: Exempt
Date: May 13, 2003 Location: City Hall
GENERAL PURPOSE
Performs high level administrative,technical and professional work in directing and supervising the
administration of city government.
SUPERVISION RECEIVED:
Works under the broad policy guidance of the City Council.
SUPERVISION EXERCISED
Exercises supervision over all municipal employees either directly or through subordinate
supervisors.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Manages and supervises all departments, agencies and offices of the city to achieve goals within
available resources;plans and organizes workloads and staff assignments;trains,motivates and
evaluates assigned staff;reviews progress and directs changes as needed.
Provides leadership and direction in the development of short and long range plans; gathers,
interprets,and prepares data for studies,reports and recommendations; coordinates department
activities with other departments and agencies as needed.
Provides professional advice to the city Council and department heads;makes presentations to
councils,boards, commissions, civic groups and the general public.
Communicates official plans,policies and procedures to staff and the general public.
Assures that assigned areas of responsibility are performed within budget;performs cost control
activities;monitors revenues and expenditures in assigned area to assure sound fiscal control;
prepares annual budget requests; assures effective and efficient use of budgeted funds,personnel,
materials,facilities, and time.
Determines work procedures,prepares work schedules, and expedites workflow; studies and
standardizes procedures to improve efficiency and effectiveness of operations.
Issues written and oral instructions; assigns duties and examines work for exactness,neatness, and
City Manager 1
conformance to policies and procedures.
Maintains harmony among workers and resolves grievances.
Performs or assists subordinates in performing duties; adjusts errors and complaints.
Prepares a variety of studies,reports and related information for decision-making purposes.
Appoints and removes all department heads, officers, and employees of the city,except members of
the council.
Sees that all laws and ordinances are faithfully performed.
Prepares and submits a preliminary annual City budget. Administers the adopted budget of the
City.
Advises the City Council of financial conditions and current and future city needs.
Attends all meetings of the Council at which attendance may be required by the Council.
PERIPHERAL DUTIES
Recommends for adoption by the council such measures as manager may deem necessary or
expedient.
Prepares and submits to the council such reports as may be required by that body or as manager
may deem it advisable to submit.
May serve as the head of one or more departments of city government.
DESIRED MINIMUM QUALIFICATIONS
Education and Experience:
(A) Graduation from an accredited four-year college or university with a degree in public
administration,political science,business management of a closely related field, and five (5)years
of experience as a municipal administrator. MPA preferred but not required.
Necessary Knowledge, Skills and Abilities:
(A) Considerable knowledge of modern policies and practices of public administration;
working knowledge of municipal finance,human resources,public works,public safety, and
community development;
(B) Skill in preparing and administering municipal budgets; skill in planning, directing and
City Manager 2
administering municipal programs; skill in operating the listed tools and equipment; and
(C)Ability to prepare and analyze comprehensive reports; ability to carry out assigned
projects to their completion; ability to communicate effectively verbally and in writing; ability to
establish and maintain effective working relationships with employees, city officials and the public;
ability to efficiently and effectively administer a municipal government.
(D)A key value of the City is customer service. This position requires considerable
knowledge, ability and skill in the principles and practices of excellent customer service as
practiced in both the private and public sectors. It requires the ability to effectively meet and
deal with the public; the ability to handle stressful situations;the ability to greet and respond to
customers in a friendly,pleasant and professional manner using appropriate inflection, grammar
and syntax; the ability to establish and maintain effective working relationships with employees,
supervisors, and the general public; the ability to maintain a professional, courteous, and pleasant
demeanor in difficult and stressful situations; and the ability to diplomatically deal with difficult
people. A willingness to expend extra effort to help the public find answers or information
relative to their inquiry or complaint is expected.
SPECIAL REQUIREMENTS
Must be bondable. Valid Washington Driver's license or ability to obtain one by the start of
employment.
TOOLS AND EQUIPMENT USED
Requires frequent use of personal computer,including word processing and spreadsheet programs;
calculator,telephone, copy machine and fax machine.
PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job,the employee is frequently required to sit and talk or hear.
The employee is occasionally required to walk;use hands to finger,handle, or feel objects,tools, or
controls; and reach with hands and arms.
The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required
by this job include close vision and the ability to adjust focus.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job.Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
City Manager 3
The noise level in the work environment is usually moderately quiet.
SELECTION GUIDELINES
Formal application,rating of education and experience; oral interview and reference check;job
related tests may be required.
The duties listed above are intended only as illustrations of the various types of work that may be
performed. The omission of specific statements of duties does not exclude them from the position if
the work is similar,related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and
employee and is subject to change by the employer as the needs of the employer and requirements
of the job change.
Effective Date: May 13, 2003 Revision History:
Adopted by the City Council May 13, 2003 by Resolution No. 03-031
City Manager 4
Exhibit 3
Recruitment Guidelines
For Selecting a Local
Government Administrator
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Recruitment Guidelines Handbook 1
Table of Contents
Introduction 2
Resources Available 3
Recruitment Process
Conducting the Recruitment 6
Scope and Parameters of the Recruitment Process 7
Recruiting Applicants 8
Applications and Relations with Applicants 10
Selection Process
Reviewing Applications 12
Determining Finalists 13
Interviewing Finalists 14
Post-Interview Activities 17
Finalizing Arrangements
Negotiating Compensation 17
Transition Activities 19
Conclusion 20
Resource Groups 21
Suggested Interview Questions 23
Suggested Interviewing Techniques 24
Summary Checklist and Timetable 24
Suggested Administrator Profile
Format for an Administrator Profile 26
Sample Administrator Profile 27
Publication date February 2001
Recruitment Guidelines Handbook 2
Introduction
The term local government,as used in this report,refers to any local government of general jurisdiction legally
constituted under state laws—a town,village,borough,township,city,county,or a legally constituted council of
governments.The terms administrator and manager refer to the chief administrative officer of any local government
who has been appointed by its governing body.
The terms council,commission,and governing body refer to the elected body governing any local government,
including city councils,town councils,boards of trustees,boards of selectmen,boards of supervisors,and boards of
directors.The term council used in this document refers to all types of governing bodies.
Recruiting and selecting a local government administrator is one of the most important responsibilities of a local
governing body.It requires careful planning,astute evaluation of candidates,and a clear understanding of the
relationship between the local government and the administrator.
To a great extent,a local government administrator serves as a resource to the elected body.Whereas the council
provides policy and political leadership for the community,the administrator brings policy problems to the elected
body,develops alternatives,helps the elected body as it is making policy choices,and then implements policy and
provides the administrative leadership necessary for continued progress and high morale.His or her input makes the
difference as to whether or not the objectives and priorities of the governing body—and indirectly the
community—are refined,considered,and implemented.
How are public officials to proceed,then,when the chief administrative position is vacant?Who governs in the
interim period until a successor is selected?How is recruitment actually conducted?What selection process should
be used?What should be the criteria for the position?What resources are available to assist in recruitment and
selection?These are only some of the questions that will concern elected officials.
Members of the council will have to deal with a variety of other issues as well.Potential candidates,for example,
will begin"campaigning"for appointment.They may contact some or all members of the council to express interest
and advance their cause.Members of the community,too,will propose their own preferences and viewpoints.And,
of course,the press will pose questions,ranging from why the vacancy exists to what the new administrator is going
to be paid.
All of this activity,pressure,uncertainty,and even confusion can result in premature commitments and impulsive
action—neither good for the community nor conducive to recruiting and selecting a top-notch administrator.For
the recruitment process to be successful,local government leaders must provide the following:
• Strong,consistent political leadership.
• A well organized and coordinated recruitment process.
• A plan for administering the affairs of the local government while the recruitment process is under way.
• A timetable that ensures prompt,comprehensive recruitment and guards against impulsive and premature
action.
An organized approach and strong,consistent leadership from the local governing body are essential to the
recruitment process.Without them,recruitment can damage the image of the local government;divide the local
government and the community;weaken the authority of the government;erode the responsibilities associated
with the position;and hurt the ability of the local government to attract and retain good candidates for this and
other administrative positions.
Recruitment Guidelines Handbook 3
To help councilmembers conduct a successful recruitment and avoid a negative experience,this handbook presents
guidelines for recruiting and selecting a local government manager.While no two jurisdictions require precisely
the same qualifications and responsibilities from their administrator,the guidelines outlined here provide the basis
for determining priorities.These guidelines will enable local government officials to go about recruiting and
selecting the best possible administrator for their needs.
This handbook includes a discussion of the following key issues:resources available to assist in the process;
interim management;applications,relations with applicants,and interviews;compensation;and transition.The
exhibits present resources and publications available,suggested interview questions,and a summary checklist and
timetable.Using these guidelines can make recruiting and selecting a new administrator a positive,enjoyable,and
unifying experience for local government officials.
Resources Available
Elected officials in search of an administrator will find a variety of resources available to assist in the recruitment
process.These include:
• ICMA,the professional association of appointed administrators serving cities,counties,regional councils,and
other local governments.ICMA staff can suggest advertising sources and individuals and agencies who may
be available to assist:help pass the word when a vacancy exists by placing a printed advertisement in the ICMA
Newsletter;and provide information on such issues as compensation and how other local governments have
handled recruitment.ICMA Range Riders also can provide advice and assistance based on their years of
experience in local government.
• Other professional organizations.The following organizations can advertise the vacancy,identify potential
candidates,and assist in conducting background checks of the applicant.The league of cities and counties in
each state;the National League of Cities;the National Association of Counties;the National Association of
County Administrators;the American Society for Public Administration;and related local,regional,
state/provincial,and national professional organizations.
• Current and former local government officials.Local government officials in adjacent communities or retired
local government officials are a good resource for assistance.For example,a neighboring local government
official could screen applicants,and a retired official could coordinate the recruitment process or provide interim
management assistance.ICMA's Range Rider Program may be a good source for such assistance.
• Others having an interest in local government.College or university faculty members,institute of government
staff members,local government consultants,and community leaders also may be able to provide leadership
and assistance with some part or all of the recruitment process.
• Executive recruitment firms.Several nationally recognized firms are available to assist in recruiting key
management positions in local governments.They can coordinate the overall recruitment process,or they can
assist with such specific aspects of recruitment as identifying potential candidates,conducting background
checks,or developing and conducting the selection process.ICMA can provide a list of firms that specialize in
public sector recruitment.For a copy of the list,contact the job ad coordinator at ICMA,202/962-3650.
ICMA Range Riders.Local government professionals serve as Range Riders for ICMA and for their respective state
leagues or state associations.Range Riders generally are retired and respected local government managers with
long experience in the profession.Available as resources to local government administrators,Range Riders meet
periodically with managers to discuss the profession and any concerns managers might have.Discussions range
from such topics as council relations,career changes,and staff reorganization to politics and ethical questions.All
discussions are confidential.Range Riders are friends,colleagues,and counselors—not consultants.
Although not all states have Range Rider programs,other resources may be available through the state league or
state association of managers.
Recruitment Guidelines Handbook 4
Interim management.Often the first questions elected officials must face when a vacancy occurs are:
• What should we do to ensure that the affairs of the local government are properly administered until a new
manager is selected and on board?
• How do we get the recruitment process started?
• Who is in charge?
First and foremost,local government officials must avoid acting impulsively and succumbing to the temptation to
hurriedly appoint an administrator as a quick fix to the problems of vacancy,recruitment,and selection.Local
government officials need an interim period to consider carefully the criteria they are seeking in a new
administrator and to recruit and select the best possible successor who meets these criteria.
Only by considering how applicants compare and measure against one another and,of course,against the criteria
can elected officials be sure that the candidate they appoint will be backed by the appropriate combination of work
experience and management style.
Following these steps will enable councilmembers to provide sound interim management while an efficient
recruitment process is under way.
Appoint an interim administrator.It is important to clarify who will be responsible for directing the local
government while the new administrator is being recruited.The council might want to consult with the outgoing
administrator regarding possible staff members who could fill this role,or they may agree that they have confidence
in a specific staff person.
If there is an assistant administrator,for example,who may be considered for the position,the council often will
appoint this person as interim manager.This will give them the chance to observe firsthand how he or she handles
the job.Or the council might select as interim administrator a department head who is not a candidate for the
position but who is mature,seasoned,respected by fellow employees,and competent.
In some cases,the local government leaders may not feel there is anyone on staff to whom they can or would want
to turn.In this case,it may be possible to retain the services of a recently retired manager or a manager who is
between jobs.State associations,municipal leagues,or ICMA Range Riders may be sources for possible interim
administrators.
Regardless of who is appointed,it should be clear to all local government officials and staff that the interim
manager is in charge.It should also be clear that this person does not have an inside track to the new position.If the
interim manager is ultimately selected,it is because that person proves to be the best in relation to the other
applicants.
Act promptly.The recruitment process should begin immediately after the official decision has been made
regarding resignation,retirement,or termination.Failure to do so can generate rumors within the community by
various interested parties who will exert pressure on members to quickly fill the vacancy.Councilmembers must
bear in mind that an impulsive response to this pressure can be divisive for the governing officials and can damage
their credibility.
What local government officials need to do is promptly develop and announce a specific plan and timetable for the
recruitment.They must take into account any circumstances,such as an impending recall,that might cause delays,
and they must communicate any changes in the established schedule to all concerned,particularly to the applicants
themselves.
Occasionally,a council will delay recruitment because an election is pending or a proposal to change the form of
government is coming up for a vote.Even so,the initial recruitment steps should be taken immediately in order to
reduce the time lapse between the departure of one manager and arrival of another.
Recruitment Guidelines Handbook 5
If a local government has just voted to adopt the council-manager form of government,the beginning of the search
will depend on when the form becomes effective.If council elections were held at the same time and outgoing
members are sympathetic to the change,it may be possible to have applications on file by the time new
councilmembers are sworn in.In any case,the new council should proceed with the recruitment as soon as possible.
Finally,the councilmembers must take charge of the recruitment.They must make clear to all concerned what
processes they will follow to recruit and select the best administrator.
Carefully consider the way the vacancy is announced.If the vacancy is the result of retirement or of the
administrator moving to a new position,a simple announcement to that effect is sufficient,even desirable.When
advertising the position,the local government will be able to claim that there has been great stability in the
position;it now is vacant only because of retirement or of a new job opportunity for the former administrator.In
this way,with the vacancy presented as an opportunity that does not come along often,qualified applicants may be
drawn to the position.
If,on the other hand,the position is vacant because the former administrator was terminated or quit,neither the
local government nor the former administrator will benefit from a public quarrel.It is far better for all concerned
(even though it may be emotionally difficult)to simply reach a mutual decision and timetable for leaving.From a
recruiting standpoint,handling a difficult situation well will enhance the image of the local government.And there
is less likelihood that the former administrator will talk negatively of the local government and,thereby,deter
potential candidates from applying.
Obtain a status report on the local government's activities and projects.Although it is not desirable for the
council to immerse itself in the administrative affairs of the local government,it is important that they receive a
briefing about current organizational problems and the status of important projects before the current administrator
leaves.In this way,they can better monitor progress on important matters,provide direction,and set priorities for
the person selected as interim administrator.
Defer key actions where possible.Obviously,the local government must continue to operate during the
recruitment period.The council and interim management team should do whatever is necessary to make sure that
important projects and the delivery of services continue to move toward.
However,they should defer key actions where possible until the new administrator is appointed.After all,to ensure
effective administrative leadership in the future,it is desirable that the new administrator be involved in as many
policy decisions as possible.Just filling a vacant department head position,for example,is an opportunity for the
new administrator to begin building an administrative team.In fact,such an opportunity can be used persuasively
to pique the interest of potential candidates during the recruitment process.
Recruitment Process
Just as it is necessary to determine who will provide interim administrative leadership,it also is necessary for the
council to determine who will actually conduct the recruitment and to decide on the major steps and scope of the
recruitment.A successful recruitment takes time and is complex.At the outset,it is essential that the council spend
considerable time determining and reviewing precisely the criteria they are seeking in an administrator.See
information on preparing an administrator profile.
Although 100 or more applications may be submitted for a position,the number of candidates actually meeting the
council's requirements may be limited.It is advisable,therefore,to supplement the advertising process by
aggressively identifying and talking with potential candidates.Similarly,to ensure that finalists have the requisite
work experience and management style,work-related background checks and a thorough interview process should
supplement a review of resumes.
Once a selection has been made,the compensation package must be developed and negotiated.It includes such
issues as deferred compensation,housing,and a written employment agreement.Thus,to be effective,a recruitment
must be well planned and led by someone who is knowledgeable and experienced in this area.
Recruitment Guidelines Handbook 6
Conducting the Recruitment
The council has a number of alternatives available for conducting the recruitment.
• The local government officials themselves can conduct the recruitment.
• The local government can retain an outside party to conduct the recruitment.
• The local government can conduct the recruitment in conjunction with an outside party.
The council can conduct the recruitment itself.Many councils have successfully conducted recruitments for
professional administrators.If this alternative is selected,it should be with the understanding that it is a time-
consuming and complex task.Councils have the option of delegating responsibility to the chairperson of the
elected body,to a committee of the local government officials,or to the council as a whole.
Councilmembers must be sure to select someone on their board who is well respected and who has the time to
provide the leadership and follow-through that will be necessary every step of the way.If the elected body chooses
to conduct the recruitment itself,it should seek the assistance of the jurisdiction's human resources officer.
The council can retain an outside party to conduct the recruitment.In some cases local government officials may
ask the interim manager or a retired manager to coordinate the recruitment process.More often,however,the local
government contracts with a firm that specializes in providing executive search assistance.
When using an executive search firm,the council does not give up any of its authority.It continues to define what
it is looking for in a new administrator;it picks the final candidates;it does the interviewing;and,of course,it
makes the final selection.When a local government uses the services of an executive search firm,it obtains the full-
time coordination necessary to conduct an effective recruitment,and it gains the expertise important to each step in
the process.
Typically the executive search firm begins by meeting with the elected officials both individually and as a group to
help them decide what they are looking for in a new administrator.It is the firm's responsibility to facilitate these
discussions and to help reach a consensus on such items as desirable work experience,management style,timing
and scope of the recruitment,and compensation.After these matters have been reviewed,the firm coordinates the
overall recruitment process and assumes responsibility for all tasks until it is time for the elected body to select and
interview finalists.The firm acts as a resource throughout the entire recruitment process.
Councils using these services should make certain they select a reputable firm familiar with the special
requirements of local government administration.The experience of a consulting firm should be checked by letters
and phone calls to the local governments that it has served.
The council can conduct the recruitment and retain an outside party to assist at certain points in the process.A
third alternative is for the local government to assume responsibility for conducting the recruitment and to
supplement the process at some point with assistance from an executive search firm or other outside source,perhaps
an ICMA Range Rider.
In some cases,the council may seek assistance at the outset in thinking through the overall recruitment process and
defining what they are looking for in a new administrator.In other cases,the local government officials initiate the
process on their own by advertising for the vacancy.They then retain an outside source to help review resumes,
conduct background checks,and structure an appropriate interview process.This alternative may be most
appropriate where cost is a consideration or where the local government desires to take a more active role in the
recruitment.
Other participants.Once the council decides who will conduct the recruitment,other parties like staff members,
citizens or citizen committees,and the press can become involved at various stages.
Local government staff.Staff member roles can vary depending on who conducts the recruitment.If the council is
conducting the recruitment,staff will be responsible for working with the elected body to develop an effective and
legal recruitment and selection process and then placing advertisements and collecting resumes.They also may
Recruitment Guidelines Handbook
assist in scheduling interviews.If an executive search firm is involved,the firm will be responsible for all of these
administrative details.In this case,the role of staff is usually limited to providing information about the local
government and coordinating with the firm.
Citizen committees.The council must make a decision as to whether or not to involve citizens or citizen com-
mittees in the recruitment process.In the majority of cases,the local government assumes responsibility for the
recruitment and(on its own or with a firm)goes through the process of selecting a new administrator without citizen
involvement.
In some cases,however,elected officials have involved citizens or citizen committees in defining what the local
jurisdiction is looking for,in the review process leading to the determination of finalists,and/or in the selection
process itself.However,the governing body should not lose control of the final decision-making process and
candidates should not receive the impression that they are being hired by a committee rather than by the
government itself.After all,once hired,the administrator is accountable to the elected body.
Press.Members of the press will obviously have an interest in the recruitment process,and their involvement will
be dictated in part by state law and in part by tradition.At the outset,local government officials should brief the
press on the timing and steps involved in the overall process.After the deadline has passed for submitting resumes,
the elected officials may wish to brief the press on the overall response.
Confidentiality of resumes is a major concern in any recruitment and it can significantly affect the number and
quality of resumes received.Candidates should be apprised of any applicable state laws in this area,and the
council,with advice from the local government's attorney,should determine what will and will not be made public.
Scope and Parameters of the Recruitment Process
Regardless of who carries out the recruitment,a framework for the recruitment process must be developed.The
governing body must agree at the outset on a number of key issues critical to the success of the recruitment:criteria
for the position,geographic scope of the search,timing,and compensation.
Criteria for the position.What is the council looking for in a new administrator?The council should begin with a
survey of its needs and those of the local government.By reaching a general consensus on criteria for the position
at the outset,even before the advertising process begins,the elected body will be better able to specify what they
are looking for in a local government manager,and the council will have a specific basis for reviewing resumes,
selecting finalists,and making a hiring decision.
Items to be considered include local government size,its nature,the services it provides,and overall objectives and
priorities.The work experience,skills,and expertise of the candidates must relate to these criteria.
These types of situations should receive special consideration as the council decides on criteria.
1.A local government that has just changed its form of government will ordinarily need a manager who can inspire
local government officials with the enthusiasm needed to implement the new system.A first manager in a new system
should be adept at public relations and in establishing relationships with incumbent officials and employees.
2.When a manager has been dismissed or has resigned under pressure,the council tends to look for strengths in
areas in which the outgoing manager showed weaknesses.There are dangers,however,in overcompensating for
qualities that have led to dissatisfaction.These dangers cannot be overemphasized.If the outgoing manager gave
too much freedom to subordinates,for example,suddenly changing to a strong dis ciplinarian might result in
antagonisms that would only lead to further problems.Sometimes a new manager will be confronted with major
problems that must be dealt with immediately.If such a situation is anticipated,the council should inform any
applicant who is being seriously considered.
3.When a popular manager retires or moves to a larger city,the council often asks this person's assistance in the
search for a successor.Yet the council should not overlook the possible need for new strengths or different qualities.
The assistance of lay citizens or of an outside consultant might be desirable at this stage.
Recruitment Guidelines Handbook 8
Although establishing criteria for the position can be an agonizing and difficult process,it does not have to be.In
fact,with good leadership it can be a unifying and educational process for all concerned.(For more detail,see the
section on the selection process.)
Geographic scope of the recruitment.Once a vacancy is advertised,resumes will usually be received from
individuals in different parts of the country.At times,a particular executive search firm will specialize in attracting
candidates from a certain region.It is assumed that the local government is looking for the best candidate and that
all resumes received will be reviewed carefully.
For purposes of an aggressive search for candidates,however,some local governments will choose to focus on their
state or region,thinking that these candidates may have a better understanding of and orientation to local
problems,legal issues,financing alternatives,and similar matters.On the other hand,as local governments grow,
they increasingly prefer an aggressive nationwide search for individuals who have demonstrated an ability to
manage in a complex urban environment and who might bring a fresh perspective.
Timing.The timing of the recruitment can sometimes be affected by publication deadlines,which are important in
terms of properly advertising the vacant position.An ideal timetable would provide at least 60 days from the start
of the recruitment to the deadline for submitting resumes;30 days to review resumes,conduct background checks,
interview candidates,and make a selection;and at least 30 days for the new administrator to relocate.
Because top candidates often view submitting a resume as a major career decision,it is important that they have
adequate time to consider the opportunity,discuss it with their families,and prepare an appropriate resume.
Similarly,the council or the executive recruitment firm needs sufficient time to review resumes and conduct
background checks to ensure that good candidates are not overlooked and that finalists meet the desired
qualifications of the governing body.Again,it cannot be overemphasized that the recruitment should move
forward expeditiously while at the same time allow adequate time for a thorough and comprehensive process.
Compensation.A final item to be considered at the outset of the recruitment is compensation.It is important for the
local government to have some general understanding of the acceptable salary range,but it also is important that it
leave itself some flexibility in this area.
The posture of public officials in most successful recruitments has been to leave salary open,commensurate with
background and experience.This does nothing to discourage interested applicants from applying,yet it does not
commit the local government to anything.This approach basically says that the locality wants the best administra-
tor it can find,and that it does not expect anyone to come to work for less than what he or she is currently earning.
From a practical standpoint,every local government has compensation limits,and this can be taken into account by
reviewing the current salary of applicants at the time finalists are selected.By leaving salary open at the outset,a
locality has helped to ensure that it will have a maximum number of applicants to consider and it has left itself the
flexibility to pay a higher salary that is what it takes to hire the first-choice candidate.
ICMA encourages local governments to establish a salary or salary range and to provide applicants with that
information at the time the position is advertised.It does recognize,however,that this information cannot always
be provided at the time of recruitment.
Recruiting Applicants
Generating a sufficient pool of qualified applicants is a key part of the recruitment.It involves advertising for and
soliciting candidates to be sure that qualified candidates are not overlooked.(Specifics of the applications process
are discussed in the following section.)
Advertising.It is in the interest of the local government to be sure that everyone who might have an interest in the
vacant position is aware that the recruitment process is under way.Thus the advertisement itself should be carefully
worded and the advertising program should be comprehensive.
Recruitment Guidelines Handbook 9
To be comprehensive,however,an advertising campaign does not have to be extensive or expensive.Most local
governments,for example,avoid advertising in general circulation newspapers for an administrator unless there is a
local requirement to the contrary.This is an expensive form of advertising that produces few results.
More effective sources can be found with organizations directly related to local government.In addition to ICMA,
this includes the National League of Cities,the National Association of Counties,the National Forum for Black
Public Administrators,and the American Society for Public Administration.Resources at the state level include
state municipal leagues and county associations.
Local governments have some flexibility when preparing and placing advertisements but at a minimum,the
advertisement should include these items:
• Name of the local government.
• Title of the vacant position.
• Population of the local government.
• Amounts of the operating and capital budgets.
• Number of full-time employees.
• Services provided.
• Statement that salary is open and commensurate with background and experience.
• Filing deadline,including any special items of information desired like current salary and work-related
references.
• Brief description of key areas of interest and desirable experience and qualifications.
• Where and to whom to send resumes.
• Web site of the local government.
Some publications permit the use of display ads that call for an innovative format incorporating the local
government logo and/or graphics.For a modest extra cost,these ads offer the local government an additional
opportunity to impress potential candidates.
Solicitation of candidates.While advertising can generate outstanding applicants,and local governments should
look closely at all resumes that are received,local governments should supplement the advertising process by
identifying outstanding potential candidates and inviting them to apply.
Useful sources of information about potential candidates include members of the local government,the current
administrator,former and retired administrators,local government officials in adjacent communities,executive
directors of state leagues,directors of university public administration programs,and ICMA Range Riders.
When soliciting candidates,once a list of names has been compiled—and the emphasis should be on quality rather
than quantity—the council should send a letter of invitation advising the individual of the opening and requesting
that a resume be sent if there is an interest in the position.The letter,which should be personally typed,should
enclose a basic package of information describing the local government(see the section on applications)and the
vacant position.
Once the letter has been mailed,a follow-up telephone call should be made to confirm that the letter was received,
assure the recipient that it was not a form letter,indicate why the position is a good career opportunity,and answer
questions.The same deadline for submitting resumes should be used in both the advertisements and the
supplemental letters of invitation.For the purposes of confidentiality,all correspondence should be sent to the
applicant's private residence.
Recruitment Guidelines Handbook 10
In-house candidates.The local government should be sure to inform local government employees of the vacancy
and how and when to apply.It may be that the local government will even want to invite one or more employees to
submit a resume.Whether in-house candidates are solicited or apply on their own,it is important that they be
treated in the same manner as other applicants.
It should be made clear that if an in-house candidate is ultimately selected as administrator,it is only because the
council felt that the candidate was the best choice in comparison with the other applicants.While most applicants
will receive written notification of their status,the council may wish to talk personally with in-house applicants
who were not selected to ensure good communication with staff,maintain morale,and help ensure an orderly and
positive transition.
Applications and Relations with Applicants
The applications process is the point where effective screening of applicants begins.For this part of the recruitment
to be successful,the council must proceed carefully and with considerable thought.This section deals with such
issues as whether or not to use a standardized application form,providing potential candidates with key
information about the position and the local government,and the importance of establishing and maintaining good
relations with applicants.If high-quality candidates are to be encouraged to pursue the vacancy,then the local
government needs to present a portrait of itself as a well-run,organized,and efficient organization.
Application form.Most local governments prefer to ask applicants to submit a resume in whatever format they
believe will be most effective,rather than a standardized application form.From the standpoint of the applicant,
this approach provides flexibility to present past work experience in a way that is directly related to the position in
question.At the same time,it permits the local government to see how the applicant organizes and presents material
in a written format.The manner in which materials are prepared can be an indication of real interest in the position.
If an application form is used,it should be easy to complete,and the information requested should be related to the
vacant position.
Relations with Applicants—Do's and Don'ts
Do:
Keep all candidates informed of their status at all times.
Select a short list of the most promising candidates.
Carefully check references on those candidates judged best qualified.
Call these candidates for interviews at your local government's expense.
Visit,if possible,the localities in which the most promising candidates work.
Send the candidates under consideration copies of your government's budget,charter,annual report,and other
pertinent documents.
Pay expenses of candidates called for a second interview(and of their spouses/partners).
Be prepared to enter into a formal written employment agreement with the successful candidate.
Promptly notify all other candidates once the selection has been made.
Keep all information strictly confidential throughout the entire recruitment and selection process,unless state law
requires otherwise.
Recruitment Guidelines Handbook 11
Don't:
Don't limit your recruitment and investigation to"home towners"or to a single candidate.
Don't'let the selection process last too long.
Don't expect to get all necessary information about candidates from written material.
Don't forget that you are seeking overall management ability,not technical competence in one specialized field.
Don't release for publication any names or local governments of candidates,unless state law requires it.
Don't overlook in candidates the need for municipal administrative experience and the advantages of value of college
or university training,post-degree training,and continued professional development.
Providing information.Serious applicants will not submit a resume for consideration until they have done their
homework and satisfied themselves that the vacant position does represent a good career opportunity.Often they
will seek information from local government officials about the local government and the position.
This is one of the first places where a potential applicant will form an impression of the local government.If the
impression created is that the recruitment is disorganized,that members of the local government are not sure what
they are looking for or are saying different things,and that sufficient information about the locality is not easily
obtained,potential applicants may simply lose interest and not apply.
On the other hand,if their impression is that the local government has spent time considering the position;that the
recruitment is well organized;and that information is readily available,positive,complete,and effectively
packaged,this can tilt the scales in favor of submitting a resume.Here are the items that a basic information packet
should include:
1.A copy of the criteria for the position indicating key objectives and priorities as to what the local government is
looking for.
2.Ordinance or charter requirements if they contain significant or unusual provisions regarding the position.
3.Summary information about the local government,including organization structure,personnel practices,number of
employees,services provided,and budget data.
4.A timetable indicating the principal steps and time frame for the overall recruitment.
5.Information on the local government in the form of a chamber of commerce brochure or similar publication,if such
is attractively prepared and available.
6.Web sites that contain information on the local government.
Acknowledging applications/status report.All too often,recruiters overlook the simple and courteous step in the
recruitment process of acknowledging resumes as they are received and notifying applicants of their status as the
recruitment proceeds.Prompt acknowledgment of resumes is one indication that the process is being handled in a
businesslike way,and it can further impress the applicant positively.
Similarly,notifying all applicants as to their status,even if they are not selected as finalists,is a basic courtesy that
will affect how the candidate views the local government.The initial acknowledgment also should inform the
applicant of the recruitment timetable.Unless there are unusual or unanticipated delays,this notice should be
sufficient until applicants are actually notified as to their final status.To maintain confidentiality,all
correspondence should be directed to the applicant's home,not business address.
Recruitment Guidelines Handbook 12
Confidentiality.Confidentiality is an important consideration in any recruitment.Applicants are concerned about
the potential damage to their present job security and long-term career opportunities if premature disclosure of their
interest in another position is made public.While applicants realize that the local government will want to contact
their present employer to conduct background checks and assess the job they have done,they typically prefer to
wait until it is clear that they are going to be considered as finalists for the position.
The elected body should determine,at the outset,the extent to which the recruitment process will be confidential.
This should be decided with advice from the local government's attorney because open record and disclosure
statutes vary from state to state.If disclosure of applicants'names is likely to occur at any point,potential
applicants should be advised so that they may take this into account in deciding whether or not to pursue the
vacancy.
From a recruiting standpoint,assurance of confidentiality will result in more applications being submitted,
particularly from those who are presently employed elsewhere.Because of the importance of confidentiality to both
parties,such assurances should be honored and contacts with present employers should be coordinated with the
applicants in order to provide the applicants with adequate time to first notify their current employer.There is no
faster way to damage the image of the local government and to lose good applicants than to violate the trust or
assurance that was given regarding confidentiality.
Selection Process
Once the deadline for submitting resumes has passed and all applications have been received,the selection process
begins.Principal steps include reviewing applications,determining finalists,interviewing finalists,conducting
such post-interview activities as second interviews,and making the final selection.
Reviewing Applications
The selection process begins with a review of all resumes that have been submitted.The advertised deadline for
submitting resumes usually is viewed as a planning deadline;therefore,all resumes are considered even if they
arrive after the deadline.Because it is not unusual for a local government to receive in excess of 100 resumes for a
vacant position,guidelines must be in place for the review to be efficient and thorough.
One approach is to give each member of the council a fixed period of time to review all resumes and to recommend
those applicants who should receive further consideration.One councilmember will then group the common
choices together and resolve whether those who were not picked by the majority of the reviewers will receive
further consideration.
Another approach is to ask a committee of the council to assume responsibility for the application review pro cess
and to recommend a group of finalists to the council as a whole.Sometimes the local government calls on managers
in the area or ICMA Range Riders in the state to assist in the narrowing-down process.Applicants should be
advised if this last procedure is used,the confidentiality of resumes should be maintained.In other cases,a search
firm or the locality's human resources officer can make a first cut to reduce the applicant pool.
Here are steps that are particularly important in the resume review process:
1.All resumes should be acknowledged.Ideally,resumes will be acknowledged as soon as they are received.The
acknowledgment should incorporate a broad timetable that provides the council with adequate review time before
finalists are selected.
2.The process should move forward as promptly as possible.If the review process takes too long,it alerts the
candidate to a possible lack of leadership and indicates that the process is not well organized.Such signals can cause
well-qualified applicants to have second thoughts and to change their minds.
3.The confidentiality of resumes should be maintained and should be consistent with applicable state law and the
advice of the local government's attorney.Contact with others as part of the review process is important and even
Recruitment Guidelines Handbook 13
expected but it should be coordinated with the applicant.The local government must avoid jeopardizing an
applicant's current position.Thorough background checks and references are usually conducted after the council
has narrowed down the group of applicants and after the candidate has been informed that references and others will
be called.
4.Resumes should be evaluated against the criteria for the position that were developed at the outset of the
recruiting process.Here are criteria to look for in the review process:
• Has the applicant had experience working in a local government of comparable size?
• Has the applicant had experience with the variety of services delivered by the local government?Has the
experience been comparable in terms of budget size and number of employees?
• Has the applicant worked in a similar geographic area?Is the applicant likely to be comfortable in a rural or
urban setting and familiar with the usual problems faced by the local government?
• What specific responsibilities has the applicant had,and what has the applicant accomplished?How does this
compare with the objectives and priorities of the local government?
• Has the applicant had broad administrative and supervisory authority,or has the experience of the applicant
been limited to research or administering activities in specialized areas?
• Has the applicant worked directly with the local government in the past?Does the applicant have experience
working with citizen and other groups?
• What is the employment history of the applicant?Does it suggest a pattern of broad experience and increasing
responsibility?Does the applicant have good tenure with each employer,or is there a pattern of frequent
movement from one position to another?
Whereas a short tenure in the previous position may or may not be significant,a series of short terms should be a
warning that more thorough inquiry is needed.By the same token, 10 years of experience is not necessarily
preferable to five,or five to three.In fact,a person with a long tenure in one position may find it difficult to adjust
to another.Similarly,age also does not necessarily correlate with maturity of judgment or adaptability.
• Is the applicant concerned with continuing professional development and participating in training programs and
professional organizations?
• What is the current salary of the applicant?Does it fit within the parameters of the local agency?
• How have the resume and letter of transmittal been prepared?Do they suggest a real interest in the position?
What does the resume itself tell about the person?
Determining Finalists
When the resume review process has been completed,it should be possible to narrow the total group of applicants
to a smaller group of perhaps 15 to 25.This group will be subject to more thorough background checks and ulti-
mately narrowed to an even smaller number of applicants.The latter group will be designated as finalists and
invited for interviews.These considerations are important when determining finalists:
1.The council should resist the temptation to select finalists before background checks have been completed.One
of the resume reviewers may suggest,for example,that based on the resume alone,the council should select
finalists and move right ahead to the interviews.
However,while resumes are helpful as an initial screening device,they also can be misleading.They reveal nothing
about the management style,personality,or interpersonal skills of the individual in terms of his or her ability to
work effectively with people.They also can create an exaggerated impression of actual work experience,
responsibilities,and accomplishments.It is neither practical nor necessary to conduct background checks on all
Recruitment Guidelines Handbook 14
applicants,but an important interim step is to conduct background checks on a smaller group as a prelude to and
basis for selecting finalists.
2.Be sure the background checks are work related.The purpose of the background checks is to provide a solid
reading of the candidate's ability to handle the job and to work with people.Consequently,background checks
should be conducted primarily with people who know local government,understand the job of a local government
manager,and have a firsthand knowledge of the performance of the applicant in this area.
Such work-related background checks would normally be based on conversations with current and former members
of the local government,including the mayor and councilmembers;staff members with whom the applicant has
worked closely and/or supervised;and others who have worked closely with the applicant,including the chamber
of commerce director and the superintendent of schools.Background checks also can be conducted with
state/provincial association officers,institutes of government staff members,and state league directors.
As indicated previously,confidentiality is extremely important,and the local government should be sure to
coordinate with the applicant in terms of any background checks that are undertaken.
3.When conducting background checks,these guidelines are important for ensuring consistency and
thoroughness:
• Have one person perform all the background checks.This can be difficult for one person to handle,however,
especially if three background checks are desired.Also,it can be helpful if two or more people compare notes
on the same candidates.
• Address similar issues and questions to each applicant to provide a good basis for comparison.
• Talk with enough people to get a consistent reading as to the strengths and weaknesses of the individual.If a
person can say only good things about the applicant,ask him or her directly what weaknesses the applicant
has.
• Use the background checks to learn about the applicant's ability to work effectively with people,to develop a
more complete understanding of the applicant's work experience and specific accomplishments,and to see if the
applicant's qualifications match the criteria for the position.
• Include verification of educational credentials in the background check process.
There is another possible step to use to narrow down the list of finalists.The candidates can be asked to respond in
writing to a limited number of questions that members of the governing body agree on.These might include asking
how the person would handle a particular situation or asking if he or she has had experience dealing with specific
situations.
4.The group of finalists should be large enough to expose the council to an array of personalities.In most cases,a
minimumof five candidates should be interviewed as finalists.The local government also may wish to establish a
backup group in case some of the finalists decide not to pursue the position any further.
Interviewing Finalists
Once finalists have been selected,the interviewing process begins,and the local government can proceed with
these steps:
1.Confirm with each candidate that he or she has been selected as a finalist.Each finalist should be congratulated
and made to feel that the council is pleased to have reviewed his or her resume.At the same time,the continuing
interest of the individual in the position should be confirmed.
2.Advise each finalist of the nature of the interview process,including date and time.Confirm for the finalist now
Recruitment Guidelines Handbook 15
many others will be interviewed,whether there are any in-house candidates,and when you expect to make a decision.
Indicate that all such information will be confirmed in a follow-up letter.
3.Assure the applicant that confidentiality will be maintained,unless state law or the advice of the local
government's attorney dictates otherwise.The applicant should be advised if the names of finalists are to be made
public and given the opportunity to withdraw.
4.Indicate that a more complete package of information about the local government will be mailed directly to the
applicant's home in advance of the interview.Here is information that might be included:
• Current budget and financial report.
• Recent bond prospectus.
• Organization chart.
• Personnel rules and regulations.
• List councilmembers and their occupations.
• Copies of council minutes for the past several months.
• General plan and land use map.
• Statement of local government goals,objectives,and priorities.
• Any other material that would be of particular relevance,given the goals and objectives of the local government
and the criteria for the position.
5.Confirm local government policy on reimbursement of expenses incurred in conjunction with interview.Most local
governments reimburse candidates for all out-of-pocket expenses,including reasonable transportation,room,and
board.("Reasonable"is intended to eliminate first-class airline tickets,four-star hotels,and gourmet restaurants.)
Such reimbursement of expenses is another way the local government can demonstrate its interest in the candidate.
It reinforces the positive nature of the recruitment process and makes the difference in some cases as to whether the
finalist is able to attend at all.In cases where there is strong reluctance on the part of the council to reimburse all
expenses,the local government can share expenses with the candidate or can agree to reimburse all expenses
incurred after the first trip.
The local government staff can offer to handle all reservations,transportation,and related matters but this can be
cumbersome and time consuming.In most cases,the local government confirms the time and place and lets the
finalist make his or her own arrangements.Finalists usually prefer this approach as well.
The interview itself can take a variety of forms.(See section with suggested interview questions.)Two techniques
commonly considered are the traditional interview and the assessment center evaluation and interview.
Council interview.Typically,the elected body as a whole meets individually with each finalist.Most local
governments use this approach.During the interview they question the applicant about a variety of matters like
overall work experience,specific accomplishments,career objectives,alternative approaches to practical problems
faced by the local government,and similar matters.The interview gives the candidate an opportunity to evaluate
the elected body as a group and to ask questions.An important issue to discuss during the interview is the council's
working relationship with the manager,clarifying all roles and responsibilities.
Organizing this type of interview is relatively easy and does not require a large commitment of time on the part of
the local government and candidate.It can create a comfortable setting that contributes to an open and relaxed
discussion.Because this initial interview may be limited to an hour,a second interview with one or more of the
finalists may be desirable.
Assessment center evaluation and interview.The assessment center technique involves role playing and other
exercises with the candidates as a group,in addition to the traditional interview.It is most frequently used in the
recruitment of public safety and other management-appointed positions(and has been used only occasionally by
Recruitment Guidelines Handbook 16
local governments recruiting administrators),but if well planned and organized,it can be used effectively in
recruiting a local government administrator.
The major advantage in an assessment center interview is that the employer is able to see how one candidate relates
to others in a group situation.Because it tends to pit one candidate against another in a group situation,however,it
is important that the candidates be properly briefed to minimize any concerns regarding the process.In addition,
this technique can work only if all councilmembers are committed to taking the time necessary for role playing and
if they feel comfortable participating in an"acting"situation.
Regardless of which technique is used,these guidelines are important:
1.The interview process should be well organized and the setting comfortable.All members of the local government
should participate but one discussion leader should be designated.The interview process not only provides the
council with an opportunity to improve its knowledge of finalists,but it also influences the candidate's interest in the
position.Because the process should help cement the interest of the candidate in the position,local government
officials may wish to arrange additional events like a dinner or a tour of the local government.
2.The council may choose to supplement the usual discussion between councilmembers and finalists by inviting
staff or community leaders to participate.For example,finalists may meet with department heads or other staff to
review departmental operations in more detail or to receive a tour of the local government.Or,finalists may meet with
selected community leaders to receive their input on matters they consider important to the local government.
If this option is taken,it should be made clear to all involved that these meetings are designed to provide the
candidate with additional information on the local government and will not be involved in the actual selection of the
administrator.Obviously,the councilmembers should carefully select the individuals with whom the finalists will
meet.Again,the importance of maintaining confidentiality cannot be overemphasized.
3.If the spouse/partner of the candidate is invited to accompany him or her,it is important that this p art of the
process be as well organized as all matters concerning the candidate directly.Here,too,an important impression
about local government image is being made.The interests of the spouse/partner should be carefully determined and
accommo dated.This could include a tour of the local government,an opportunity to talk with realtors and visit
homes,and a briefing on schools in the area and local employment opportunities.Spouses/partners should never be
included in a formal interview process,nor made to feel as if they are being interrogated in any way.
4.During both the formal and informal meetings between the council and the finalist,discussions and questions
should focus on the criteria for the position that were established at the outset of the recruiting process.Obviously,
discussions should stay within acceptable legal parameters and should not touch on politics,religion,and sexual
preferences.
5.Do not spend time during the initial interview talking about compensation,except to ask what the expectations of
the finalist are in this area.If the council is aware of general expectations,they can take this into account in making a
final selection and in subsequent negotiations on total compensation.To discuss this subject in any detail during the
initial interview detracts from the time needed to consider more substantive questions and can result in a defensive or
argumentative atmosphere with a candidate before it is even clear that the position will be offered.
6.The personal interview should occupy at least an hour.It is difficult to pursue a range of questions in less time,
and it will be offensive to the candidate who may have traveled some distance for the interview.
7.A final guideline,regardless of which interview technique is used,is that the council should continue to avoid
impulsive action and should take whatever time is necessary to arrive at a comfortable and well-reasoned decision.
However,again,the interview process and related follow-up activities should move forward as promptly as possible
so as not to lose momentum or encourage serious applicants to have second thoughts.Of course,once a final
decision has been made,all of the other applicants should be notified of their status.
Recruitment Guidelines Handbook 17
Post-Interview Activities
When the interview process is over,either one person has emerged as the clear choice of the council,or the pool of
candidates has been narrowed down to several whom local officials would like to pursue further.
If there is one person who is the clear first choice,the council can simply notify the candidate,confirm his or her
willingness to accept the position,and then move right ahead to finalize a total compensation package and discuss
other related arrangements(see section on finalizing arrangements).A second interview at the council's option can
provide the opportunity to discuss the position and the applicant's qualifications in more detail.
If,on the other hand,there are still two or three applicants to whom the council would like to give further
consideration,several options exist.The council may wish to invite the candidate,and possibly the spouse/partner,
back for a second interview.A longer interview,coupled perhaps with some sort of function such as a dinner,can
often provide the insight needed to make a final decision.
Conducting more extensive background checks with individuals in the candidate's current community or making
an on-site visit to the candidate's current community are other options.Either of these latter two activities can be
helpful in reaching a final decision,but it is essential that they be conducted with the full advance knowledge of
the candidate.It also is advisable to conduct a discreet credit and police check.
Until all arrangements have been finalized with the first-choice candidate,the council may wish to hold off
notifying the other finalists,if the council is unable to satisfactorily conclude negotiations with their first choice,
they may need to engage in discussions with one or more of the other finalists.Again,from an image standpoint,it
is important that all applicants learn first about selection from the local government as opposed to hearing about it
from another person or reading it in a newsletter,professional publication,or the press.
Finalizing Arrangements
Once the local government has made its decision and the candidate has indicated a willingness to serve as a local
government administrator,there are a number of final arrangements to be completed.They include negotiating a
compensation package and completing transition activities.Only then can the new administrator relocate and
begin work.
Negotiating Compensation
Because negotiating a total compensation package can be a long and frustrating process,the council needs to
ensure that relations with the new administrator get off to a good start.Nothing should happen that causes the new
administrator to reconsider.
• First,the atmosphere should be friendly and relaxed.
• Second,the approach of the negotiator should be flexible;negotiating implies a willingness to consider options
and alternatives in pursuit of an acceptable package.There may well be more than one way to meet the financial
objectives of the new administrator.
• Third,the council should be realistic.No matter how beautiful and desirable the community or position may be,
no one(except in highly unusual circumstances)will accept the new position without an increase in pay over
his or her present salary.
In compensation negotiations,base salary is the place to start.The councilmember conducting the negotiation
should keep these questions in mind.
1.Ultimately,what salary will be acceptable to the council?
2.What is the bargaining range?
Recruitment Guidelines Handbook 18
3.What is the current salary of the applicant?
4.During the interview,what type of salary and total compensation package did the candidate discuss?
ICMA,the National Association of Counties,and state leagues of cities and counties are sources of information on
the salaries of administrators in local governments around the country.
Elements of a total compensation package typically include:
• Base salary.
• Deferred compensation.
• Severance pay.
• Use of government car or car allowance.
• Retirement plan.
• Medical and other insurance(dental,optical,life,disability).
• Vacation.
• Holidays.
• Sick leave.
• Membership dues and conference attendance fees.
Before the negotiation begins,the council should ask the candidate to provide a written itemization of current total
compensation,along with a copy of a current employment agreement,if one exists.
After receiving this information,council should outline a proposed package.Usually there will be no negotiation
on some benefits that are similar from one local government to another,such as medical insurance or holidays.
Variables most often relate to cash compensation,take-home pay,and particular financial objectives like deferred
compensation.
The proposed compensation package should(1)leave the individual whole on basic benefits;(2)provide an
appropriate step forward in cash-related benefits;(3)ensure an increase in take-home pay,and(4)deal with any
particular financial objectives that the new administrator may have.
During the negotiations,some issues will arise that do not relate to the total compensation package but may well
have significant financial implications for both the local government and the applicant.Both parties need to be
flexible and realistic in dealing with these issues:
Moving expenses.It is common for local governments to pay the one-time cost of moving the administrator and his
or her family and household furnishings to the new local government.Sometimes both parties agree on a"not-to-
exceed"figure based on estimates from moving companies.
Temporary housing.An allowance for temporary housing is usually provided until the new administrator is able to
sell his or her former home and/or relocate the family.Typically,this amount is sufficient to cover the cost of a
modern furnished apartment or condominium.Again,both parties may agree to a fixed time period or amount.
Commuting expenses.As with temporary housing,the local government often will agree to reimburse the
administrator for periodic family visits or for the spouse/partner to visit for house-hunting purposes.
Housing assistance.Regional variations in the cost of housing or housing financing can complicate the
negotiations.There now is considerable precedent for local governments—using appropriate safeguards and
Recruitment Guidelines Handbook 19
limits—to assist in the purchase and/or financing of housing for the new administrator.A.variety of options exist,
including a loan,a salary supplement,or a shared equity purchase.
Finally,the council should be prepared for the possibility that they will be unable to reach agreement on
compensation or other matters with the first-choice candidate.In these instances,the local government typically
enters into negotiations with its second-choice candidate.As indicated previously,once an agreement has been
finalized,all other applicants should be promptly notified that they were not selected.
Once salary,benefits,and other finance-related issues have been worked out,it is time to move to a few remaining
and important transition activities.
Transition Activities
After the local government and new administrator have reached agreement on such issues as compensation,starting
date,and method and timing of announcing the selection in the administrator's new and old local government,
transition activities begin.
Employment agreement.Written employment agreements are increasingly used to avoid any misunderstanding on
the part of either party.It is in the interests of both the community and the manager to have a written summary of
the terms and conditions of employment to which both parties have agreed.The stable working situation created by
an agreement helps attract and keep top-flight managers in a generally mobile profession.Spelling out the salary,
benefits,and other conditions of the manager's job puts those items where they belong—on a piece of paper where
both parties can know what is expected—and removes them from the daily agenda of managers and elected
officials.
While such an agreement usually does not refer to a specific term of employment,permitting either the local
government or the administrator to terminate for cause or at will,it should include a section providing the
administrator with severance pay for a fixed period of time if he or she is terminated by the local government.This
provides important personal and professional security for managers who have the rather unique situation of
working at the pleasure of the governing body with the possibility of being dismissed for any reason at any time.
While not a lengthy legal document,the employment agreement usually is drafted by the local government's
attorney.The new administrator often is given an opportunity to prepare a first draft for consideration.ICMA
recommends the use of employment agreements.If an employment agreement is not used,at a minimum a formal
letter of understanding should be prepared.
General assistance.For a smooth transition,the local government should offer whatever general assistance the new
administrator might need in moving.Such assistance might include introductions to realtors and bankers,support
to the spouse/partner in finding suitable employment,and similar activities.
Orientation meetings.The local government should arrange to introduce the new administrator to department heads
and local government staff.While the new administrator may have met some of these people during the interview
process,a special meeting or reception can be a pleasant way to turn over responsibility.Similar meetings,briefing
sessions,and/or receptions can be arranged to introduce the new administrator and his or her family to community
groups,civic leaders,and citizens in general.
Local government work session,orientation,and review of objectives.It is desirable to have an initial work
session with the new administrator to discuss and clarify initial expectations on both sides and to review goals and
objectives.Even though some of these issues may have been raised during the interview process,communication
from the outset can help ensure a smooth working relationship.
Performance evaluation.Using the position's goals and objectives as a starting point,the local government and
new administrator should agree to an annual or semi-annual review of the performance of the administrator.This
Recruitment Guidelines Handbook 20
established and formal process helps to ensure that communication between the parties is maintained,that progress
is monitored,and that goals and objectives are reviewed and refined on a regular basis.
Employment Agreements
Here are some elements of an agreement that a council might consider:
Preliminaries
Duties
Terms of the agreement
Termination notice
Removal and severance pay
Salary
Hours of work
Automobile
Moving expenses
Home sale and purchase
Dues and subscriptions
Professional development
Conferences
General expenses
Civic club memberships
Vacation leave
Military reserve leave
Sick leave
Disability insurance
Health insurance
Life insurance
Deferred compensation and retirement programs
Other fringe benefits
General provisions
Contract execution provisions
Conclusion
Recruitment and selection of a local government administrator is a comprehensive and complex process.As
difficult as this process is,it has great potential to be a valuable and rewarding experience.Not only does it force
local government officials to think about their objectives and priorities,but it gives them a rare opportunity to
work together in a way seldom experienced when considering agenda items at a council meeting.
If recruitment of a local government administrator is conducted according to the guidelines outlined in this
document,the chances of developing a positive and beneficial long-term relationship among the council,the
administrator,and the community are greatly enhanced.The process can and will work if it is well organized and
planned.(See summary checklist and timetable.)This list reiterates some of the main steps that the local
government must take for the recruitment to proceed smoothly,satisfactorily,and successfully.
• Be sure the recruiting process is well organized and coordinated from the outset.
Recruitment Guidelines Handbook 21
• Maintain control of the process and the hiring decision;don't act impulsively but do move rapidly toward a
selection once applications are in.
• Be sure to involve in the recruitment only those who have demonstrated competent leadership skills or are
knowledgeable about the process.
• Remember that recruiting an administrator is a two-way street and that the local government has a responsibility
to present the position attractively,to describe the operation of the local government,to show interest in the
applicants,and to be competitive.
• Assure all applicants that confidentiality will be maintained.
• Know what you are looking for when recruiting to fill a vacant position;survey the needs of the local
government.
• Advertise for the position by defining clearly what you are looking for.
• Identify and invite outstanding potential candidates to apply.
• Acknowledge all applications and notify applicants of the status and timing of the recruitment.
• Carefully review all resumes and applications against position requirements and criteria.
• Evaluate the backgrounds of leading applicants and check work-related references as a basis for selecting
finalists.
• Use the traditional interview,assessment center evaluation,or some similar technique as a basis for making a
hiring decision.
• Negotiate a total compensation package and put all terms and conditions of employment in writing.
Resource Groups
Individual state and country organizations and state leagues of cities and counties are good resources to use when
recruiting a local government administrator.They also publish a variety of newsletters and publications that are
useful for advertising administrative positions.
Here are organizations and publications with a national and international appeal and distribution:
American Society for Public Administration(ASPA)
1120 G Street,N.W.
Washington,D.C.20005
202/393-7878
Web site:http://www.aspanet.org
Publication:Public Administration Times
International City/County Management Association(ICMA)
777 North Capitol Street,N.E.,Suite 500
Washington,D.C.20002-4201
202/626-4600
Web site:http://icma.org
Recruitment Guidelines Handbook 22
Publications:ICMA Newsletter,Job Opportunities Bulletin for Minorities and Women in Local Government
(J.O.B.)
National Association of Counties(NACO)
440 First Street,N.W.
Washington,D.C.20001
202/393-6226
Web site:http://www.naco.org
Publication: County News
National Association of County Administrators(NACA)
777 N.Capitol Street,N.E.,Suite 500
Washington,D.C.20002-4201
202/962-3539
Web site:http://icma.org,click"Programs"under Shortcuts section
Publication:NACA County Administrator
National Forum for Black Public Administrators(NFBPA)
777 N.Capitol Street,N.E.,Suite 807
Washington,D.C.20002
202/408-9300
Web site:http://www.nfbpa.org
Publication:Job Hotline at 1-888/766-9951 (prompt is 401)
National League of Cities(NLC)
1301 Pennsylvania Avenue,N.W.
Washington,D.C.20004-1763
202/626-3000
Web site:http://www.nlc.org
Publication:Nation's Cities Week/y
Recruitment Guidelines Handbook 23
Suggested Interview Questions
These general suggestions can be supplemented by more specific questions related to particular objectives,
problems,and priorities of the local government:
1.Describe your background and experience.What have been the areas of emphasis?
2.How does your experience qualify you for this position?
3.Have you had experience in all areas of local government service?If you have not had experience in certain areas,
how would you approach management in these areas?
4.What experience do you have with budget preparation and finance?
5.What experience do you have with personnel and labor relations?
6.How do you work with the news media?
7.How do you describe your management style?
8.What is your experience as a supervisor?How many people have you supervised?
9.Have you ever had to terminate an employee? What process did you follow?
10.What are your thoughts on performance evaluation?What process do you follow to set objectives and monitor
performance?
11.How will you go about assessing the strengths and weaknesses of the organization and identifying opportunities
to improve?
12.How do you approach the planning process?What system do you use to set objectives and priorities?
13.What is important to you in establishing effective working relations with others?
14.How do you view the relationship between the administrator and governing body?How do you view your
relationship with department heads and local government staff?
15.What techniques have you found to be most successful in assisting local government officials establish and
implement long-and short-range goals for the community?
16.To what extent do you believe contact with citizens and citizen groups is important?How do you typically handle
this responsibility?
17.What experience have you had working on an intergovernmental or interagency basis?Have you worked directly
with the state and federal governments,councils of governments,and other units of local government?
18.What will your first steps be upon assuming responsibility for this position?What do you hope to accomplish in
the first year?
19.From your limited vantage point,what do you believe to be the challenges and opportunities facing our
organization?How is this likely to change in the future?
20.What are your strengths and weaknesses?
21.Why are you interested in this position?
22.What are your expectations with respect to compensation?
23.What questions do you have of us[reference here is to members of the governing body]?
Recruitment Guidelines Handbook 24
Suggested Interviewing Techniques
Here are some recommended do's and don'ts when interviewing candidates.Remember that the law does not
prohibit employers from obtaining all the information about a candidate they deem important,so long as the
questions are job-related and do not elicit information that could be used for discriminatory purposes.
Do:
1.Question objectively.Relate questions to the requirements of the job and be consistent from one applicant to the
next.
2.Ask questions that require more than a yes or no answer.Use general or open-eneded questions.
3.Avoid unduly sympathetic or unsympathetic words,gestures,or facial expressions that would make the candidate
think you agree or disagree with his or her answer.
4.Avoid posing a problem or situational question combined with possible solutions.Let the candidate generate his
or her own solution.
5.Develop questions based on earlier statements made by the candidate.
6.Ask questions designed to encourage the candidate to reveal what knowledge and expertise he or she possesses.
7.Avoid"trick"questions.
8.Avoid displaying your personal opinions or viewpoints through the questions you ask.
9.Listen attentively to every question asked and every answer given.Make the candidate aware that you are
listening by looking at him or her while speaking.
Don't:
1.Let early biases form.
2.Ask unnecessarily long questions.
3.Let the candidate digress beyond the point of answering questions satisfactorily or showing that he or she is
unable to answer what is being asked.
4.Ask confrontational or intimidating questions.
Summary Checklist and Timetable
to Designate an interim administrator.
Week 1
• Obtain a status report on local government activities and projects.
Week 1
o Confirm the recruiting process that will be used.
Week 2
o Determine who will be responsible for conducting the recruitment.
o Establish criteria for the position.
o Decide on scope of the recruitment and all steps involved.
Recruitment Guidelines Handbook 25
o Confirm compensation parameters.
o Establish a timetable for the recruitment process.
• Prepare and place advertisements for the position in appropriate publications.
Week 2
• Identify outstanding potential candidates and send them a written invitation to apply for the position.
Weeks 3 and 4
• Personally contact the outstanding potential candidates as a follow-up to the written invitation to apply.
Weeks 5 and 6
• Acknowledge all resumes as they are received.
• Review all resumes after the application deadline has passed.
Week 7
• Conduct work-related background checks on a smaller group of applicants and then reduce this
number of finalists to a manageable number.
Week 8
• Confirm the selection process that will be used.
Week 9
o Determine finalists.
o Determine policy on reimbursement of finalist expenses.
o Establish a timetable for the selection process.
• Notify finalists and schedule them for interviews.
Week 9
• Conduct first and second interviews and make a selection.
Weeks 10 and 11
• Negotiate terms and conditions of employment and put all temis in writing.
Week 12
• Finalize related arrangements.
Week 12
o Determine a starting date.
o Confirm a method of announcing the hiring decision.
o Advise all other applicants of their status.
o Plan an orderly transition.
Suggested Administrator Profile
Developing a profile of the ideal administrator provides the background against which to evaluate candidates for
the position.Here is a checklist that any community can use as a model.Each council or board member can begin
by filling out the form,and then all members of the governing body can use the individual rankings to reach a
consensus on how the group rates each item.Remember that each community has some specific issues or concerns
that rank higher than others.An honest evaluation of what skills and attributes are most important to a community
is critical at this point.
Recruitment Guidelines Handbook 26
Once the council has reached consensus,one or two members who are capable writers can convert the checklist into
a profile similar to the sample here.This profile can be shared with candidates who apply for the position so that
they have a clear picture of the governing body's preference.All people involved in the job interviews should also
have copies of the profile so that everyone is working from a common understanding of the type of person the
elected officials are seeking.
Preparing this profile provides a unique opportunity to clarify and codify the skills and attributes that a community
is looking for in an administrator.Local officials should make the most of this chance to get the best possible fit
between the council and the administrator.
Format for an Administrator Profile
(For Council Use)
Describe the background,skills,and qualities you feel your locality needs in an administrator.
General Importance (High, Medium, Low)
1. Relevant Education
2. Relevant Experience
Skills and Past Performance
1. Council Relations
2. Administrative Ability
3. Written and Oral Communication Skills
4. Budget/Finance/Information Technology
5. Human Resources/Risk Management/
Benefits Administration
6. Labor Relations/Collective Bargaining
7. Community Relations
8. Intergovernmental Relations
9. Economic Development/Revitalization
10. Innovation and Major Achievements
11. Infrastructure and Facilities
12. Specialized expertise that might pertain to your
locality, e.g. utility management, solid waste, and
landfill management(be specific)
Recruitment Guidelines Handbook 27
Sample Administrator Profile
Education and Experience
A bachelor's degree or equivalent experience in local government should be required,a master's degree preferred.A
minimum of three years of public administration experience is required,with five years preferred.Past local
government experience of individual must show performance in areas that include budgeting and finance,human
resource management,information technology,risk management,grants procurement and administration,economic
development strategies,understanding of state laws,and other related matters including land use planning,zoning
regulations,engineering,and public works.Prior[state]experience preferred.Experience and knowledge in local
government accounting is desirable.
Skills and Past Performance
Administrative ability.Must have demonstrated performance in human resources and/or collective bargaining for
a community having not less than 10 employees.Good communication skills are a must,including the ability to
listen,communicate with various segments of the community,and develop good relations with the business
community.Person must be willing to devote whatever time is necessary to achieve the goals and guidelines
established by the council.Knowledge of how to organize departments and demonstrated leadership qualities are
desirable.
Council relations.Ability to take time and interest in working with councilmembers to keep them informed and
explain technical processes. Should be able to adequately inform the council on a regular basis so there are no
surprises.Both written and oral communications with the council are essential.The person must be able to accept
constructive criticism and to implement the needed changes.Candidate must be open and honest with the council
and able to present all sides of an issue that affect the locality.The individual must be able to carry out the
intentions and directions of the council enthusiastically.
Budget and finance.Should have demonstrated prior experience in managing a city or county budget.Experience
and expertise in grant procurement is desirable,as well as dealing with locally-owned utility finances.
Collective bargaining/human resource management.Must have some knowledge of[state]labor relations law,
with preferred demonstrated ability in the collective bargaining process.Must demonstrate a personality that can
communicate the local government's goals and needs to employees.
Community relations.Candidate must have demonstrated involvement in community activities.Experience
working with and understanding the needs of the business community is highly desirable.Candidate should be
able to present a confident image of the local government to the community at large.Must be able to demonstrate a
positive,productive attitude to citizens of the community.
Intergovernmental relations.Must be able to relate to and develop a good working relationship with other local
governments,county governments,community organizations,schools,and state and federal agencies.
Editorial credit.The"Suggested Interview Techniques,""Format for an Administrator Profile,"and"Sample
Administrator Profile,"sections of this document were originally published in A Guide to Hiring a Chief
Administrative Officer produced by the Illinois City/County Management Association,Center for Governmental
Studies,Northern Illinois University,DeKalb,Illinois.
Exhibit 4
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Zhapter 2.15 http://www.codepublishing.com/WA/SpolcaneValley/spva102/spva102...
Exhibit 5
Chapter 2.15
CITY MANAGER
Sections:
2.15.010 Office established—Appointment.
2.15.020 Duties, powers and responsibilities.
2.15.030 Personnel authority.
2.15.040 Creation of departments—Offices and positions —Council audit.
2.15.050 Removal from office.
2.15.060 Salary.
2.15.070 Residency.
2.15.010 Office established—Appointment.
There is created the office of city manager. The city manager shall be appointed by the
city council for an indefinite term. (Ord. 23 § 1, 2003).
2.15.020 Duties, powers and responsibilities.
The powers and duties of the city manager shall be to:
A. Serve as chief executive and administrative officer of the City, supervising,
administering, and coordinating the activities and functions of the various City offices and
departments as established by the City's ordinances and the policies of the city council;
B. Appoint and remove at any time all department directors, officers, and employees of
the City, except members of the city council, subject to the provisions of any applicable
contract, law, rule or regulation relating to civil service;
C. Appoint the municipal judge(s) of the City, subject to confirmation by the city council;
D. Attend all meetings of the city council unless unavailable or excused by the mayor;
E. Recommend for adoption by the city council such measures as are necessary or
expedient;
F. Upon council approval, execute contracts and other instruments on behalf of the City;
G. Prepare and submit to the city council such reports as may be required or deemed
advisable;
H. Periodically, advise the city council as to the financial condition of the City and its
future needs;
I. Prepare and submit to the city council a proposed budget for the fiscal year, and be
responsible for its administration upon adoption;
J. Supervise all expenditures by the various City offices, departments, and boards within
the limitations of the annual budget of the City;
K. Make transfers between individual appropriations including allowances for budget
items, departments and salary classifications within any one fund; provided, the same is
reported to the city council or committee thereof, showing expenditures, liabilities and
receipts against each separate budget appropriation during the period; and
L. Represent the City at meetings with other governmental units, agencies, commissions,
and associations as deemed necessary or as directed by the city council. (Ord. 23 §2,
2003).
2.15.030 Personnel authority.
The city manager shall serve as the personnel officer for the City and be responsible for
and have the authority to monitor and enforce the City personnel policies. The city manager
will establish procedures to ensure that all department heads and their employees, as the
highest administrative priority, understand and execute the principles of outstanding
customer service for the citizens of the City of Spokane Valley. The city manager must
possess and demonstrate the above principles and periodically report to the city council
1 of 2 3/31/2010 2:06 Ph
Chapter 2.15 http://www.codepublishing.com/WA/SpokaneValley/spva102/spva102...
efforts and examples of enhanced service delivery.
The city manager during the annual budget process shall make recommendations
concerning compensation of appointive officers, department directors, and employees
which shall be fixed by ordinance. The appointive officers shall include a city clerk and a
chief of police. Upon approval of the annual budget, the city manager is authorized to make
salary adjustments within the annual budget appropriations upon the exercise of reasonable
discretion. (Ord. 23 § 3, 2003).
2.15.040 Creation of departments—Offices and positions—Council audit.
The city manager shall recommend the creation, elimination, consolidation and
modification of departments, offices and positions as necessary or advisable for the
efficient operation of the City, as well as the power and duties of each department, office
and position. The city manager may delegate to any officer or position any duties required
or authorized to be performed by the city manager. The city manager shall designate in
writing an acting city manager to be responsible during extended absences of the city
manager from the City. The acting city manager shall have all power and authority of the
city manager during the absence.
The city council reserves the right to cause a performance of financial audit to be made
of any department or office within the City and may select the persons or entity to make
such audit without the advice or consent of the city manager. The scope of the audit and
the results shall be reported directly to the city council. This audit authority shall be
exercised in a manner consistent with the power of the city council to define the functions,
powers, duties, compensation and working conditions of officers and employees, including
the authority to create departments, offices and employments as necessary or advisable.
(Ord. 23 § 4, 2003).
2.15.050 Removal from office.
The city manager shall be appointed for an indefinite term and may be removed by a
majority vote of the city council in accordance with the provisions of RCW 35A.13.130 and
35A.13.140. (Ord. 23 § 5, 2003).
2.15.060 Salary.
The salary of the city manager shall be as approved by the city council in the annual
budget. (Ord. 23 § 6, 2003).
2.15.070 Residency.
The city manager is not required to be a resident of the City on the date of city council
appointment but shall reside in Spokane County within six months of such appointment,
unless otherwise waived by the city council. (Ord. 23 § 7, 2003).
This page of the Spokane Valley Municipal Code is current City Website: http://www.spokanevalley.org/
through Ordinance 10-004, passed February 23, 2010. (http://www.spokanevalley.org/)
Disclaimer: The City Clerk's Office has the official version of the City Telephone: (509) 688-0177
Spokane Valley Municipal Code. Users should contact the City Code Publishing Company
Clerk's Office for ordinances passed subsequent to the (http://www.codepublishing.com/)
ordinance cited above.
2 of 2 3/31/2010 2:06 PM
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THECOMMUNITY Well known for its art and film City Council consists of a Mayor
festivals as well as its mountain and four Council members,each
Nestled among redwoods andf
biking and hiking trails, elected to four-year,overlapping
canyons,Mill Valley has an idyllic
terms.The Mayor is appointed
location on the eastern slope of Mount Mill Valley has a remarkable park
annually by vote of the Council.The
Tamalpais.Just 10 miles north of
system that is unusual for a city of its next election is in November 2011.
San Francisco and the Golden Gate size.The City Library is nestled among
Bridge,the picturesque community the redwoods in an award-winning Appointed by the City Council,the
of Mill Valley is the third largest building and reflects the diverse City Manager provides coordination
city in one of the highest per capita intellectual and recreational interests of all City services through eight
income counties in the country.With of the community.'The Community departments including Police,
its quiet,wooded atmosphere,Mill Center offers a wide spectrum of Fire,Planning&Building,Public
Valley provides an unparalleled classes and events and is home to an Works,Administrative Services,
quality of life to its approximately aquatics center,gym,meeting rooms, Parks&Recreation,Library,and
event spaces, a community garden, the Wastewater Treatment Plant.
"I and several large playing fields.
I The City's General Fund Operating
Mill Valley is a close-knit community budget for 2009/10 is$22.5 million
___. ��-:—_;;;;;; �_ - ,;:__-::;-; ;;;; with a well-educated population. with a total CIP budget of$3.2 million
�•� 1P P g
Residents are actively involved in (all funds).The City has a AAA credit
— - important local decisions about rating with Standard&Poors and a
} quality of life issues and the future 25%reserve on the annual operating
direction of their city.The City budget.Mill Valley has a history of
�. 17: Council encourages a high level of tradition and innovation,and it enjoys
a interaction between its citizenry and the loyalty and dedication of 143 staff.
city government so that important
The City Council's 2009-2010 Work
14,000 residents within alive-square- issues are debated and discussed.
Plan includes priorities relating to:
mile area.Mill Valley has a larger Current and ongoing challenges and
opportunities include emergency • emergency preparedness
service population covering several
unincorporated communities as well. preparedness,aging infrastructure, • environmental conservation and
traffic and transportation, sustainability
Just minutes from Stinson Beach and sustainability,development and
Muir Woods,Mill Valley has an active housing,and maintaining the unique
and charming downtown. Quiet tree- character of the community. To
lined neighborhoods lie just outsidelearn more about the City,please
the downtown area.Housing,which visit www.cityofmillvalley.org. :/' alb�` " ,e ..f
ranges from quaint cottages to sizable
executive homes,is quite expensive. THE ORGANIZATION '�� ,il
The City is served by exceptional Incorporated in 1900,Mill Valley is a _LI L .. �� '
school districts and it is well served ;
General Law city and has a Council/ '1 11.-
-'
by numerous civic and non-profitManager form of government.The , ,...,,--?,-45..--s1.---4', ...;i..*41.1101,4407.J,i1/44N-,..°,1
service groups and organizations. 4 y r,
•land use and housing issues
( • traffic, multimodal transportation
' and parking
• infrastructure maintenance and
enhancement .;
ie . ,a , ,i, w?Y'
• stimulation of the economic vitality of App 1` a :+ ,4
the business community ; '' s 'r° " � k
Mill Valley is seeking a proven manager g. ' '' , 'it .i.,1
• budgetary impacts of the state and and visionary leader who will team with it 1 . 1, '
local economyl 1 w' t `�
the City Council and facilitate effective -,1, 1 +q I '
• two-waycommunication between Cit �' i' � '
Y decision making by articulating the p 11 /t g, l
staff/Council and the Community ,f 4? r T, 1
feasibility of actions.While overseeing a
• excellence in customer service City, { }'� b ' Ifirlt4 "
the day-to-dayoperations of the
• cultivation of leadership and citizen
the
the Manager will develop a partnership
• participation on CityCommissions, ' pl : ,
p pwith the Council,encouraging effective ``°'
� 1;1 'a
Boards,and Committees, forward thinkingand innovation, and ,i r .
advising the Council accordingly. F '
THE POSITION la rr
it4a
The City Manager will exhibit
With the retirement of former City
proactive leadership and continuous . ,
Manager Anne Montgomery,the .
improvement within the organization, "
City Council invited input from
inspiring transparency,and instilling a
community residents,business
can-do customer service approach.The
and the general population.The
Manager will have proven skills in staff
City Manager plays a critical role in
N ` sem'- development and succession planning
h - ,: ���1 T �k facilitating these relationships,and it
-. " and will be effective in selecting key
is expected that the Manager will be
Vis,, talent,The City Manager will engender
,?:P'..... ' •i. < ,.'; >,,,,,,:,,,,-4-4,r , trust and communication throughout approachable,accessible,and skilled
• 4 ,)` in social engagement.The individual
�h the organization,will support and be
r ...' selected will possess effective
° •:,..t-4,74,,,, . -_` M"` an advocate for staff,and will set a
i ' listening and communication skills,
I ---'r ro , ._l , tone of professionalism that is in sync
_' 411 ,,, - collaboration and problem solving
E - ' ' _ { 'vim with this upscale community culture,
skills,and the ability to respectfully say
" "" The City has recently appointed a "no"when necessary.The City Manager
1
Business Advisory Board to stimulate will work to build and maintain
leaders,and executive management the economic vitality of the business effective working relationships within
team members regarding desirable community,and the City Manager's the community and the region.
traits,style,approach,background office will be the primary staff support
The ideal candidate will have
and experience of the incoming City for the implementation of this new
demonstrated experience in planning,
Manager.The general sense of these function.The quality of life in Mill
land use,economic development,
detailed conversations resulted in Valley includes community relationships
and budget and fiscal management,
the following candidate profile. and networking between staff, Council,
Individuals with proven management - = _ —_— ——
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Reno, The Biggest
Little City in the World,
is the largest city in northern
THE COMMUNITY.
Nevada and the third largest in positive relationships it has with organized (.
the state with a population labor,The City is currently in labor contract
Reno,The Biggest Little City in the World,is the of 220,600. negotiations with three employee groups.
largest city in northern Nevada and the third largest in
the state with a population of 220,600.The metro- THE
politan area,with a total population of nearly 418,000,is ORGANIZATION
located on the eastern slope ofthe Sierra Nevada Moun-
tains at an elevation of 4,500 feet.Reno's location provides a
temperate climate year round characterized by sunshine more than 80%ofthe year. Reno is a full-service city with a total budget of
$410.2 million and has approximately 1,400
The surrounding area provides unlimited indoor and outdoor recreational activities.Within
full-time employees.The City has a Council!
a fifty-mile radius lies spectacular Lake Tahoe and one ofthe largest concentrations ofski Manager form of government.The Mayor,
facilities inthe world.Biking,camping,hunting,fishing,and mountain climbing are all available elected at large,is the formal representative
within athirty-minute drive.Rends appeal is not just limited to recreational activities and of the City The City Council is elected to
entertainment.The highly rated educational system includes the University of Nevada,Reno, staggered four-year terms with five members
with 17,000 students who provide a positive ambiancetothe community's culture and diversity. elected by ward, and one elected at large.
Reno also hosts many conferences and special events throughout the year,such as'Artown" The City Manager oversees the operations
(the largest single cultural event in America),Hot August Nights,the Balloon Races and the Air of the City and appoints the Department
Races.Reno has experienced significant growth during the past several years,and has invested Heads.
a significant amount of funding in the downtown area to modernize and beautify the infra Operating departments include the City
structure and facilities, Manager's Office; Communications &
The region's major industries include gaming,outdoor recreation,retail sales,technology,tour- Technology; Community Development;
ism,transportation,and warehousing,With an increasingly diversified economy,the region is Finance; Fire; Human Resources; Parks,
strategically located along majortransportation links,The enviable situation of no corporate or Recreation&Community Services; Police;
personal income tax also adds to the attractiveness and appeal ofthe City of Reno. and Public Works.All departments operate
on a program budget with 5-year business
ISSUES, CHALLENGES AND plans.The City has been successful in address-
OPPORTaddress-OPPORTUNITIES ing operational efficiencies and improving
service delivery effectiveness and is now
As is the case with cities throughout the country,Reno has experienced the affects of the focusing on creating a "great city" for our
recession,The City's revenues are down and City Council and staff have had to adjustthe community.
budget and staffing levels to manage the loss of revenue.The City Council recognizes the need The City government operates based on clearly
to make these adjustments and has been guided byasense offairness in its decisions,The Mayor outlined values,visions,and goals with a per-
and City Council recognize that it is of importance to position formance-based budget and well defined City
the City to take advantage ofthe impending recovery, Council priorities,A major objective ofthe City
Economic Development will play a key role is to promote a clear understanding of City
in the City's future,Reno recognizes that policies,issues and activities,as well as
the gaming industry is in transition and C,tReno°ns ` ' providingtimely and accurate informa-
will no longer playa large role inthe tion on Council priorities,special
future local economy,Develop- events and services in an effort
Municipal Mayor and City
ing a strategic partnership with Judges City Council Attorney' to enhance the public and City
businesses and the community employees' confidence in,
to enhance and attract eco- municipal city city Beards'and ' and knowledge of City gov-
Court • Clerk Manager Commissions
nomic development oppor `'` ernment.
tunities forthe City of Reno Redevelopment Community
Agency Development City of Reno management
will be a core focus as it
mhas facilitated organizational
moves thefuture, Public
works Finance changes geared to make
The employees are one of Reno a cutting edge city
Communications- Human I
the City's greatest assets. andTdmotogy;' Resources government,Major projects
Reno takes great pride in theRecreationinclude a recessed railway,
Parks,&Community,; Police
Services
Fire
river front development,regional r.--~..� ! • Special Events is responsible for show-
fiscal equity,and regional consoli-
dation of services,More recent r'- �, a casing Reno's renaissance,contributingto
0 vitality inthe downtown,and enhancingthe
projects include the develop i quality of life of residents and visitors tothe
merit of the Reno Aces Base- (. `.J : i l Truckee Meadows.
ball Stadium,home of north- j '..A. ,;r,;,, 1 ::
I ,irr4el '3 r, r t.cS ,, *7,
em Nevada's first-ever Triple- ;;yr nIGGEST)LITTLE CITY IN4THE y O „ "r HE IDEAL
A baseball team, and the 1N� .r�:.ia:r+3+r..+#,uli.V,,,, .41•4l11a .,.,, R(p
"City Council's Green Priority" f Aic. , i''* *'v / CA[�D I DATE
which has been implemented to
`¢ ! ' R '"
A" i 4' _ � .'4-'7,--;)
enhance the City's efforts to f,; ' �;{� e ,�,. , The idealcandidatewillpossessauniquecom
reduce its impact onthe environment '�'°# ''i;i.+ • .' ''1 .' bination of interpersonal,organizational and
P it e• ; t.
and provide leadership in the commu- management attributes in providing focused
nityto encourage residents and businesses leadership and a guiding vision for the City of
to join n this effort. Reno,The new City Managerwill be a collabo-
rative,progressive,innovative,motivated and
The Reno organization shares a vision that includes a strong focus on community service, results-oriented individual who is willing to
neighborhood based services,team work,and innovation.The values ofthe organization are empower his or her staff and hold them
based on four essential principles of respect,responsibility,responsiveness,and results, accountable,The City Council is looking for an
individual with strong interpersonal skills who
THE CITY MANAGER'S OFFICE can relate well to members of the Council,
staff,and the community,An individual who is
The City Manager's mission is to carry out the policies and programs approved by the City visible and engaged with the community will
Council and to provide administrative leadership.With atotal ofthirty-two employees,the City excel in this position,
Manager's Office has one Assistant City Manager and a Chief of Staff The new City Manager will ensurethatthe City
The City Manager's Office is divided into the following divisions: Council is kept equally well informed.The
• Administration implements City policy as directed by the City Council by ideal candidate is a strategic,creative
providing direction and leadershipto City Departments, thinker who recognizes the cur-
rent challenges as opportunities
• Council Support prepares and distributes the Council agenda and for success,
agenda packets,coordinating requests for service from the Council, The new City Manager
and providing assistance and office supportfor Council members, wll be a collaborative,
progressive, innovative, motivated EDUCATION
• Intergovernmental Relations develops and implements an and results-oriented individual who AND
aggressive,responsible legislative lobby program;maintains active rela- is willing to empower his or her
tions between local,state and federal legislative delegations to ensure staff and hold them EXPERIENCE
positive impacts and promote Reno's position on legislative issues;and accountable.
enhances regional cooperation on issues related to consolidation of Candidates must have a
services and areas of mutual public policy interest, Bachelor's Degree in public ad-
ministration,business administration
• Community Relations is responsible for communicating the City's mission, or a related field;a Master's Degree is
vision and priorities to the public we serve and making City government more preferred.Seven years of increasingly respon-
accessible to citizens, sible experience in municipal governmentto
• Corporate Business Planning is responsible for developing and implementing include five years of administrative and mana-
City-wide business strategies and performance management systems to assure that gerial responsibility is also required.
the goals of the City Council and City management are realized and for identifying In addition,candidates should possess a broad
creative ways to supplement public funds in support of community goals, background inthe management of a municipal
• Internal Audit is responsible for conducting performance audits/reviews enterprise.Experience in financial management;
of City departments and programs to improve the efficiency and effective- economic development and redevelopment;
ness of the City's internal operations,and to ensure compliance with and labor and employee relations is also de-
applicable laws and regulations, sired inthe ideal candidate,
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THE COMMUNITY median price of a single-
Founded as a master-planned community on family home currently at
the former site of the 2700-acre Rohnert Seed approximately$330,000.
Farm,Rohnert Park is ideally located in central Educational opportunities
Sonoma County.The Russian River,Sonoma are available through six elementaryschools,two
g With skilled
and Mendocino coasts,and the Sonoma-Napa middle schools,a community day school,and four
wine countryare all within a leisurelydrive.The leadership,fiscal 7
high schools.The Cotati-Rohnert Park Unified
conservatism, . 1
Pacific Ocean to the west,with its cool marine tlit'
School District has established a number of 1 1j1 � h 'I
and creative
air,and the warm Sonoma Valley to the east
outstanding,award-winning programs to support solutions,the
combine to create a mild,temperate climate. all students to reach Districtoals.Sonoma State
g City stands
Characteristic of Sonoma County,Rohnert Park University,located just outside the City's eastern
poised for
is bounded by low,rolling coastal hills to the boundary,supports over 7,000 students and 1,200 future development,affordable housing,and
west and the Sonoma Mountains to the east with employees,making it one of the largest employers redevelopment opportunities as well as the
creeks running into the community from the in the area.The City's General Plan seeks to implementation of five specific plans.The
eastern ridgeline.The City itself is surrounded integrate land use planning with SSU expansion new City Manager will team with the
by farms and grazing land where nationally plans while enhancing cooperative relationships City Council and staff to focus on these
sought after organic and boutique vegetables, with the University.To learn more about this
current issues and future opportunities.
fruits,and cheeses are grown and produced. lovely,family-oriented community,the City
Since incorporation in 1962,the City has grown invites you to visit its web site at www.rpcity.org. THE PO SITIO N
to 43,062 in population,and the present City Discussions with the Rohnert Park City Council
THE ORGANIZATION
limits encompass approximately 6.9 square and management train have identified a number
miles.Ensuring an outstanding quality of Rohnert Park is a G corral Law city and has a of desirable attributes and characteristics for
life,Rohnert Park's General Plan objectives Council/Manager form of government.The City the new City Manager.The City is seeking
include maintaining the City's small-town Council consists of a Mayor and four Council candidates who have at least eight years'current
members,each elected to four-year,overlapping local government or similar private sector
character and providing for slow,managed,
and predictable growth while building and terms.The Mayor is appointed annually by experience in a leadership position.The ideal
maintaining necessary infrastructure for future vote of the Council.Two Councilmembers candidate will he a proactive and forward-
are up for reelection in November 2010. thinking leader who has demonstrated experience
growth.Thoughtfully designed for families,
bikeways and walkways connect the City's Rohnert Park is a full-service city distinguished as an innovative and creative problem solver.
tree-lined boulevards,and each neighborhood in California as one of only two cities to employ Y The City Council is seeking a candidate who is
is designed around a park and elementary a combined public safety model.For a City of politically astute;an individual who provides
school.The City boasts more public and private its size,Rohnert Park has a fairly fiat,hands-on clear recommendations to the City Council
recreational facilities and opportunities per organizational structure.The City Council
and keeps all members equally informed.The
capita than any other cityin the North Bay.
appoints the CityManager,who oversees a
ana g Manager will work with the Council to ensure
dedicated full-time staff of 150 in the areas their ability to make informed decisions
With its state-of--the-art,city-owned and
operated facility,the Dorothy Rohnert Spreckels ofAdministrative Services,Development regarding key issues.The selected candidate
Performing Arts Center provides the finest Services,Public Works&Community will possess effective negotiation skills and
performing arts programming from around Services,and Public Safety with a 2009/10 the ability to bring projects to fruition.
the world and has set the standard for cultural total General Fund budget of 130.9 million.
In leading this lean and talented team,the City
and community events in the North Bay.In Similar to other California communities faced
Manager will be an effective communicator,
addition,the City also owns and operates the with State budget cutbacks as well as a significant
confident decision maker,and strong advocate for
Callinan Sports&Fitness Center,which ranks decline in sales tax revenues,Rohnert Park's
the organization and community.With the City's
among the finest public facilities in the state. predominant challenge is the City's current and
significant challenges,the individual selected will
Conveniently located along Highway 101, projected fiscal situation.In 2008,voters narrowly have the ability to roll up their sleeves and hit the
immediately south of Santa Rosa and north approved a sewer rate rollback that has had a ground running.Visible and approachable within
of Cotati,Rohnert Park is bisected by the major impact on the City's Sewer Enterprise the organization,the City Manager will be a
Fund.This and other ongoing challenges proponent of staff development and the delivery
Northwestern Pacific Railroad right-of-way.The
City has a diverse business base with small-to ultimately affect the General Fund.Measures of quality customer service to the community.
medium-sized businesses as well as national have been taken to reduce staffing through
and international companies.Rohnert Park
retirements and layoffs,and labor contracts Cultivating a healthy and supportive
offers a variety of housing options with the
with three of the four represented units have organizational culture,the City Manager will
recently been negotiated. work collaboratively with the City Council as
In addition,the City is well as the management team in addressing
polling the community on the City's significant current challenges
a possible tax measure to and preparing for future opportunities.The
bring in additional revenues. City Manager will assess the organization's
� '` a•' operations and wayof doingbusiness and
• If the City continues to P
.1 i experience a significant provide the City Council with a plan of action.
JJ decline in its revenues over It Is axpectad that the individual selected will
the next year,discussions. be fair,honest,and most importantly,possess
..-: l of bankruptcy may ensue.
a good sense of humor.The City Manager will
t=¢ �Yx 'd take a broader view of the City's role within the
1
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redevelopment and interest-based problem ANNUAL LEAVE-13 vacation days with jli, 'ii�!1111,11,1'I;1!;1111 1 ,! I 1I 1 I II Ij 111 l l .I I 1 Ill1 !11111!1 II111,11!,!!
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solving skills is desired.The new City Manager sellback up to 40 hours per year; 13.5
will embrace the values and culture of Rohnert holidays; 12 days sick leave;and 150 hours
Park and be visible and approachable in the of administrative leave per year.
community.It is desirable that the CityTHE 'I' '� Ip' =
AUTOMOBILE ALLOWANCE-$322.30 per month, 3o applyfor thiECRUIs outstanMENding career opportunitypESS ,
Manager consider residing in Rohnert Parlc please send yyour resume and cover letter
or the area.A Bachelor's degree in publicld
adjusted annually as of July 1 by the change in electronicall to:
or business administration or a related fieis Peckham 8c McKenny
required;Master's degree is highly desirablthe San Francisco-Oakland-San Jose All Urban
e.
Consumer Price Index for the preceding fiscal year.
appYy@peckhamandmcicenney.c®m
DEFERRED COMPENSATION-Deferred income Please do not hesitate to call Bobbi Peckham toll-
i HE COMPENSATION program available. free at(866)912e-1919 ifyou have any questions
The former annual salary for this position regarding this position or recruitmentprocess.
was 96190,200.Given the current economic ,,- ,fl # 1 r j
situation of local government agencies,the salary
will be commensurate with the qualifications
of the selected candidate.Benefits include: "`� ,7,: 1 Y k,
RETIREMENT-Ca1PERS 2.7%at 55; 1 V},"4 PEG A
1 k k taw„�'' �,,,� $N:
City pays employee portion.Medicare taxes x� h , F
withheld;no participation in Social Security. ' k
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Just ten miles
east of downtown Seattle,
THE COMMUNITY Kirkland is an attractive City Departments Include:
and inviting place to live, • City Attorney's Office
The City of Kirkland,Washington,is located work and visit.
on the northeastern shoreline of Lake • City Manager's Office
Washington, with views of the Cascade and • Finance & Administration
Olympic mountain ranges.Just ten miles east of Fire & Building
downtown Seattle, Kirkland is an attractive and Human Resources
inviting place to live,work and visit. This lakefront corn- Information Technology
munity has a small town feel, a sense of history, and a strong appreciation Municipal Court
for quality of life. Residents and visitors also enjoy the amenities of metro- m Parks & Community Services
politan living combined with the natural beauty of the area. Kirkland is a ® Planning&Community Development
thriving community with award winning parks, recreational activities, a quality • Police
education system, accredited public safety programs and a healthy business o Public Works
community.A recently approved annexation will increase Kirkland's population
from its present size of 49,000 to over 82,000 beginning in June 201 I. The City's 2009-2010 Budget totals
As a waterfront community, Kirkland is recognized as a Pacific Northwest gem, $394,098,753, with a staff of approxi
rich in contemporary culture, including art galleries, fine restaurants, specialty mately 471. Annexation will add posi
retail shops, numerous and diverse parks,festivals,open markets,and community tions to address service needs in the
events,The City is also home to a range of cultural and business interests including annexation area. The City's budget is
the nationally recognized Kirkland Performance Center and the Northwest head- composed of 29 separate funds that are
quarters of Google. independently balanced (i.e. revenues
equal expenditures) and divided into
THE CITY four primary sections-General Govern-
ment, Water/Sewer Utility, Surface
The City enjoys a high degree of public involvement and collaboration on its Water Utility, and Solid Waste Utility.
boards, commissions, and advisory groups within the City. Citizens are active The General Fund is the City's largest
and engaged in Kirkland's civic life. Kirkland is a code city and operates under the operating fund and accounts for public
Council/Manager form of government, with a seven member City Council, and safety, development, parks and recre-
a Council elected Mayor.The City Council sets the policy direction for the City, ation, and other general government
incorporating public input received directlyfrom local citizens and several Council- services.The 2009-20 0 General Fund
appointed Boards, Commissions, and advisory groups. The Council appoints Budget is $121,991,440.
the City Manager to function as the Chief Administrator
of the City, providing leadership, direction, ISSUES,
and guidance.After 12 years of service CHALLENGES AND
the current City Manager will retire
OPPORTUNITIES
effective April 2nd, 2010. City Council
Kirkland is a full service city, city Manager`,
In December 2009 the City
providing a wide range of _..._ --_ Council accepted the an
municipal services. The
nexation of the Finn Hill,
management team is North Juanita and
comprised of the City's City Attorney's, t Information Technology
Kingsgate Neighbor-
Office Department hood. The annexation
department directors
who enjoy cooperative City Manager's Parks&community will increase Kirkland's
Office Services Department - current population of
and effective working P P
Finance Planning&Community49 000 residents b
relationships. g ` Y
Administration Development - -
Department Department approximately 33,000
Fire&Building people to an estimated
Department'. Police Department
Human Resources Public Works
Department Department
i .
i total of 82,000 residents.The 4,
City has conducted several staff accountable. The ability to moti-
studies regarding the an- vate staff will be a key trait possessed
nexation including short mn bythe new Manager.Once a candidate
and long term financial t :. L - is appointed he/she will be ex ected to
AP P
estimates.The annexation review the organization's structure and
will become effective June t:� . _ f ,, zy" r make an overall assessment to ensure
I , 20 I I I . Plans are cur- ,tr, . " a ,1 .: * + that the City is positioned to make the
rently under way to add the 'r most effective use of its resources given
necessary staff to provide ser- . - the challenges it faces.The City Manager
vices to the area upon its -1 should include the systematic measure-
annexation. Leadingthe staff - k "
"4 �� � � ' ment ofperformance in his/her manage-
effort
asa e
effort will be a major responsibility ` g
J p y . , 0 �' ment of the organization.The new City
of the new City Manager. Manager will be a person that brings a
Like most Washington cities Kirkland has been affected by the recession. Sales high level of energy and enthusiasm to
tax revenue declined close to 20% in 2009 (almost$3 million) from already the job and that continues the organi-
reduced levels in 2008. Additionally, revenues from utility taxes, business li- zation's commitment to excellent customer
cense fees and construction permit fees have fallen significantly short of budget service. A person who is invigorated
expectations.The City has made service and staff reductions to balance its budget. by the opportunities and challenges in
The choices made by the City have been difficult. There will be a continuing Kirkland's future is being sought.
need to closely monitor revenues and expenditures to ensure the future financial The residents of Kirkland are very engaged.
health of the City through pursuing sustainable budgeting practices. The City Manager should embrace an
The City is a member of a number of regional and sub-regional organizations active community and be accessible and
and has been a leader in the formation and promotion of numerous multi- visible, The City Manager should
jurisdictional partnerships in areas such as affordable housing, public also be skilled at working with
safety communications and dispatch and on-line access to munici- staff, City Council and the
pal services. With the recent annexation it will gain greater community in a collabora-
representation with these organizations. It is important that tivefashion.Importantly,
The new City Manager the CityManager
the City's perspective with regard to regional matters be should be a person who
actively pursued. provides clear direction should be politically
Given the downturn in the economy, economic develop- and sets expectations adept but apolitical in
ment and the promotion of local business will be of great while holding staff his/her approach to
importance to the City. A major shopping mall in the City is accountable. working with people,
currently underutilized. Efforts to work with the owners of the The City Manager should
center have not been successful. This remains an important issue treat all Council Members
for Kirkland as well as continuing support for downtown develop- equally providing them with
ment opportunities. the same information. A person
that is capable of saying "no" to the
Overall growth and traffic will continue to be issues of concern to the Council when appropriate will be suc-
residents of Kirkland. Assisting the City Council in dealing with these cessful in this position,
issues and their impact will be critical.
Candidates should possess a high level
THE IDEAL CANDIDATE of integrity and ethics. A person who
has outstanding communications skills,
The ideal candidate for City Manager will be a strong manager and including the ability to listen, is being
effective team leader, The new City Manager should be a person sought. The ability to hire and retain
who provides clear direction and sets expectations while holding great talent is sought.
::e:.....c:a—.:�:.�!_�` �ii:i`Pe53e:_..:3__Jeii 5�_�'e:i'�=�� —'_��iiJ E-ru:K'i-..-::'.__
3x.:: .:3=.i_ 'e3.3
. :.,:_.--< :;- --; - �.�y� _.... � � ' =.. ,;. .. ;. ...., TO APPLY
If you are interesteds outstandin
opportune
ty, please visit our website ite at
:: '- = -�: . i _._ _- :: > - - - - -
www.bobrnurrayassoc.com to
apply
online.
..... . -_ _-- :r__:: �=�._�__: ' -_
..;.:::, Filing.....:
;.. ;. P I0
. . ...... .:
til �, 20
_..._.... >~ 33t.t.:.....-.....:::...,.,:..i:...:.::...:.:.. - - - - -
-_ i- - -• _-_-_-
- Following the closing date, resumes will
r according screened the -
e ene acco mg toquaff ica
...,........ _.. ........... ..._....__..._..:_:.: .r:.-:..-:.:.:._s.:. .. ..�....:...-=='= - - - - =:�::_=::::;. tons outlined above. The most uali-
_
.- i._�-:=r�_:: ,-_ :° __: :�_'.. i candidateswillbe invitedtoper
so interviews withMurray and
4,-A".::'::'e-. ...:. Associates.A select groupof candidates
. .....:. .. .
will be asked to provide references once
... . ....:
... .:-.: .:... :::r-::::3:==.::3.::3 .:��_;.:._:-::_:i::.:� �i =::-a_ .i'_i.:i3�_: ::: :�.:
-._:.: : _.u.�?.� ::.,:,. :_::,: --?_;._:: ::_::::r:_a=:_:.:,. :�: :::::_::. ,.�::�:.:::::__:::._i._ ,...:;:__ it is anticipated that they may be rec-
ommended
v..:�:c:a.::-:_._::..—. 3: "ici i'—
` as finalists: References will
be contacted
.. ... :'.:' "i�i,...:.:....3..:=.. .
:__ :. ., .:...:..-..........:::...i.
... , approval. Finalist interviews will be held
�3 --- -r Ta -_
withthe
Cityo Kirkland.
Candidates
s
will i
r , ��iter ?= a - r = ; be advised ofthe statusofthe recruit-
- iin following selection of the City
_ _ - Manager.
any you have questions,please do not
hesitate to call Mr: Bob Murray at:
s< t'a �;:i:[:.:::�f=i:;�[Iffy;;:[.:
?: ,?__ ,.. _',:: ?J.i;r`0:`: '; (91 6) 784-9080
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,.. .....is�:. ..... ... ...
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) BOB M U R R AY
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�c ASSOCIATES- — --- EXPERTS IN EXECUTIVE SEARCH
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CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: April 6, 2010 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing
❑ information ❑ admin. report ❑ pending legislation ® executive session
AGENDA ITEM TITLE: EXECUTIVE SESSION: Pending Litigation [RCW 42.30.110(1)]
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN:
BACKGROUND:
OPTIONS:
RECOMMENDED ACTION OR MOTION: Move to adjourn into executive session for
approximately minutes to discuss Pending Litigation and that no action is
anticipated thereafter.
BUDGET/FINANCIAL IMPACTS:
STAFF CONTACT:
ATTACHMENTS: