HomeMy WebLinkAbout01/26/2008 00 Agenda and Packet ti
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To: Hon. Mayor Dave Edler and City Council Members
From: City Manager Dick Zais��C
Community Relations Manager Randy Beehler
Subject: City Council Retreat and Supplemental Information
Date: January 23, 2008
Mayor Edler and Council Members,
In preparation for the Council retreat this Saturday, January 26; at the Yakima
Convention Center from 8:30 am to 3:00 pm, please review the attached information:
1) The retreat agenda
2) The City's current Mission & Vision Statement
3) The Council's current Strategic Direction Priorities
4) The Council's Rules of Procedure
5) Current Council committee "Assignment Pages"
6) The current listing of Council committees and Council member appointments
to committees (including vacancies)
7) The current listing of Council member appointments to outside boards,
committees, and commissions (including vacancies)
8) A list of key "Challenges and Opportunities" in 2008 and beyond
9) Addendum: "Local Government Policy- Making Process" (published by Municipal
Research & Services Center)
* Please bring this packet with you to the retreat *
The retreat will provide the Council with the opportunity to discuss a broad range of
topics covering a variety of issues. The agenda has been developed to allow flexibility
in the amount of time devoted to any given item. How much time is spent on each
agenda topic will be determined by the Council's interest and will be driven by the
discussion during the retreat.
Please contact either of us if you need any additional information, or clarification of the
material provided in this packet, in order to help you prepare for a successful retreat.
C .,.".
Yakima Citv Council
Strategic Planning Workshop
Agenda
Saturday, January 26th, 2008
8:30 am - 3:00 pm
Yakima Convention Center
o Council Strategic Direction Priorities
4 Review current Council Strategic Direction Priorities and City Mission
& Vision Statement (discuss potential revisions)
® Council Roundtable Part 1
• Review of basic procedural rules
a Council service expectations vs. reality
4 Characteristics of an effective council
• Policy vs. administration
4. Working with City staff
Major issues facing the Council (Not included in "Challenges & Opportunities ")
▪ In the next year
In the next 5 years
® Council Committees
▪ Discuss effectiveness of existing committee structure
▪ Number of existing committees
■ Frequency of committee meetings
Role of committees in policy development
▪ Authority and responsibilities of committees
▪ Utilization of committee recommendations
▪ Staff attendance at committee meetings
▪ Review of current appointments /make new appointments
O Outside Boards /Commissions
▪ Review current appointments /make new appointments
O 2008 Challenges & Opportunities
• Prioritize tasks
a Assign key issues to Council committees
® Council Roundtable Part 2
• Open discussion of issues suggested by Council members
O Adjournment
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Strj e nt
Updated March 2007
The mission of the City of Yakima is to:
focus on preserving and improving public safety;
promote a regional approach to services; act as
a catalyst for economic development; and, build
a positive image of the community.
The vision of the City of Yakima is to:
govern responsively with cooperative, diverse
leadership; enhance the quality of life; and,
continually improve services.
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Yakima City Council
Strategic. Direction Priorities
Updated March 2007
• Community Safetv
Ensure that necessary resources are available in order to preserve
and enhance community safety by providing high - quality, effective
law enforcement, fire protection, court services, and emergency
response capabilities
• Regional Government Services
Lead, pursue, and encourage opportunities for greater
regionalization and coordination of public services and
intergovernmental cooperation which best serves all citizens
• Economic Improvement
Promote, stimulate, and foster economic improvements,
investments, partnerships, and job creation to revitalize our
economy, maintain fiscal stability, and enhance our prosperity for
the future
• Quality of Life
Preserve, sustain, and enhance our community's quality of life and
natural environment by investing in improvements to public
facilities, parks, trails, and open spaces, and by promoting the
expansion of cultural, educational, and recreational opportunities
for everyone who lives, works, and plays in Yakima
• Community Image
Strengthen Yakima's image as a clean, attractive, and progressive
community through proactive communications, responsive actions,
citizen involvement, and effective community relations efforts
STANDARD MOTIONS
AND
RULES OF PROCEDURE
OF
YAKIMA CITY COUNCIL
Revised March 2007
' STANDARD MOTIONS
ANNEXATION PROCEDURE
A. On receipt of Notice of Intention to Commence Annexation Proceedings:
"I move that (date) be set as the time for a meeting with the initiating parties who
signed the Notice of Intention to Commence Annexation Proceedings dated
(date), those initiating parties being (Names of signers of notice)."
B. At meeting with initiating parties:
"I move that the annexation proposed by (names of signers of notice) be accepted
by the City of Yakima and that the area to be annexed be required to assume its
lawful share of the City's existing indebtedness, and that a notice of Intention to
Annex be filed with the Yakima County Boundary Review Board." *
C. On receipt of Petition for Annexation:
"I move that the Petition for Annexation filed by (names of Petitioners), being
Petition No. , be approved as meeting the requirements of law; that
said Petition be referred to the Staff and Hearing Examiner for study and
recommendation; and that (date) be set as the date for a public hearing by the
City Council on this Petition."
*Exact wording to be typed in the minutes on this Motion, I -B)
It was duly moved, seconded and passed that the annexation proposed by
Petition No. (Notice of Intention to Commence Annexation Proceedings) be
accepted by the City of Yakima and that the area sought to be annexed be
required to assume its lawful share of the City's existing indebtedness, and that a
Notice of Intention to Annex be filed with the Yakima County Boundary Review
Board. The above MOTION was made by , seconded by
, and carried, voting aye by voice vote.
II. REZONE PROCEDURE
A. On receipt of recommendation from Planning Commission:
"I move that (date) be set as the time for a hearing by the City Council on the
matter of the rezone of certain real property as petitioned by (names of
petitioners) and that the City Clerk give notice of such hearing as required by
law."
CCLERK /B 1
III. VACATION PROCEDURE
A. On receipt of Petition for Vacation:
"I move that the petition of (names of petitioners for the vacation of the (street,
alley or easement), as set forth in Petition No. , be referred to the City
Manager and the Planning Commission for study and recommendation."
B. On receipt of recommendation from Planning Commission:
"I move that a resolution be prepared setting (date) as the time for a hearing by
the City Council on the petition of (names of petitioners), being Petition
No.
IV. L.I.D. PROCEDURE
A. On receipt of petition for an L.LD."
"I move that Petition No. , for the creation of a Local Improvement District,
be referred to the City Manager and Staff for study and recommendation."
V. MOTIONS APPROVING REPORTS
A. On receipt of Report of City Treasurer on investments:
"I move that the Report of the City Treasurer dated (date), regarding the
investments of the City of Yakima, be accepted and approved."
B. On receipt of Report of City Engineer on final estimates:
"I move that the report of the City Engineer dated (date) with respect to the
completion of the work on Public Works contracts
(NAME) be
approved, the work be accepted and payment of the final estimates as therein set
forth is hereby authorized."
VI. PROCEDURAL MOTIONS
A. Amendment of proposed ordinance
1. To amend an entire section:
"I move that Section _ of the proposed ordinance be amended to read
as follows: '....' "
CCLERK /B 2
2. To partially amend a section:
"I move that Section of the proposed ordinance be amended by
inserting the words (designate words and place to be inserted)."
3. To provide for an emergency clause:
"I move that Section of the proposed ordinance be amended to read
as follows:
'This ordinance is one to provide for the immediate preservation of the
public peace, property, health and safety of the people of the City of
Yakima, and an emergency is hereby declared to exist, and this ordinance
shall be in full force and effect immediately upon its passage, approval and
publication as provided by law and by the City Charter.' "
4. To provide for a 30 -day clause:
"I move that Section of the proposed ordinance be amended to read
as follows:
'This ordinance shall be in full force and effect 30 days after its final
passage, approval and publication, as provided by law and by the City
Charter.' "
B. Motion suspending order of business:
"I move that the established order of business be suspended, and that the Mayor
call up Item of the Agenda for consideration."
C. Motion for continuance of hearing:
"I move that this hearing be continued to (the regular meeting of this Council to
be held on) (date)."
D. Motion for adjournment to specified time and place:
"I move that this meeting be adjourned to (day and date), at the hour of (time
a.m.- p.m.), to then meet at (place)."
CCLERK /B 3
RULES OF PROCEDURE
OF
YAKIMA CITY COUNCIL
A. ORGANIZATION
1. Election of Mayor and Assistant Mayor.
The Council of the City of Yakima immediately after its election and
qualification shall elect from among the members a Mayor and Assistant
Mayor.
2. The Mayor is Chairman of Council Meetings.
The Mayor shall preside as Chairman of all meetings of the Council and shall
have the general direction of the meetings.
3. Chairman may call Member to Chair.
The Mayor or any other member of the Council who may be acting as Chairman
at a meeting of the Council may call any member of the Council to the Chair to
occupy same temporarily and such member shall be vested with all the powers of
the Chairman while so presiding. Such a substitution shall not extend beyond an
adjournment.
4. Duties of the Mayor.
It shall be the general duty of the Mayor as Chairman of the Council:
(a) To take the chair every day precisely at the hour for which the meeting of
the Council has been called or to which the Council may have adjourned
and immediately to call the Council to order, and proceed with the daily
order of business.
(b) To announce the business before the Council in the order in which it is to
be acted upon.
•
(c) To receive and submit in the proper manner all motions and propositions
presented by the members of the Council.
(d) To put to vote all questions which are properly moved, or which
necessarily arise in the course of proceedings and to announce the result
thereof
(e) To inform the Council when necessary, or when referred to for that
purpose, on any point of order or practice. In the course of the discharge
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of this duty he shall have the right to call upon the City Attorney or any
legal member of the department for advice.
(f) To authenticate by his signature when necessary, or when directed by the
Council, all the ordinances and resolutions, and all the acts, orders and
proceedings of the Council, and entries in the official journal of the
Council when the same have been approved by it.
(g) To maintain order at the meetings of the Council, for which purpose he
shall have the right to call upon the Chief of Police and any and all other
officers of the Police Department for assistance.
5. Duties of Assistant Mayor
The Assistant Mayor during the absence of the Mayor shall have and perform all
the duties and functions of the Mayor.
6. Temporary Chairman.
In the event of the absence of or disability of both the Mayor and the Assistant
Mayor, the Council shall elect a temporary chairman to serve until the Mayor or
Assistant Mayor so absent or disabled shall return or the disability shall be
removed, as the case may be. In such event the temporary chairman shall have
all the powers and perform the functions and duties herein assigned to the Mayor
and Chairman of the Council.
7. Clerk of the Council.
The Council shall appoint an officer of the City, who shall have the title of Clerk
of the Council. The Clerk of the Council shall qualify in the manner provided by
ordinance and shall serve at the pleasure of the Council.
8. Duties of Clerk of the Council
The Clerk of the Council shall act as the secretary and recording officer for the
Council and shall have the following duties:
(a) To give notice of all Council meetings as hereinafter provided.
(b) To attend every session of the Council, to call the roll and record the same,
to read all communications, ordinances, resolutions and other papers
which are ordered to be read by the chairman of the meeting and to receive
and bring to the attention of the Council all messages and other
communications from other sources:
(c) To keep the Minutes of the regular and special proceedings of the Council
and to index the same.
(d) To take and keep secure Minutes of confidential Executive Sessions of the
Council.
CCLERK /B 5
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(e) To authenticate by his signature and record in full in a book kept for that
purpose all ordinance's and resolutions.
(f) To cause all notices of all public hearings to be held by the Council and all
ordinances ordained by the Council to be published at and for the time and
in the manner required by law or any order of the Council.
(g) To superintend all copying and work to be done for the Council.
(h) To keep and maintain a permanent record file of all documents and papers
pertaining to the work of the Council and to maintain an index of all files.
(i) With the Mayor to authenticate with his signature the entries in the
Minutes of the Council when the same have been approved by it. To attest
with his signature and the seal of the City of Yakima the signature of the
Mayor upon all official documents and records where such attestation is
required or is desirable and similarly to attest the signature of the City
Manager upon all official documents and records authorized or directed by
the Council to be signed by the Manager.
(j) To permit no records or papers belonging to the Council to be taken out of
his custody except temporarily, in the regular course of business by an
Officer of the City of Yakima, in which event the officer removing said
files shall sign a receipt for the same which shall be maintained by the
Clerk until the return of such records or papers.
(k) To make audio tape recordings of all City Council meetings and to retain
all such audio tape recordings for no less than ninety days after the
approval by the City Council of minutes of the meeting recorded on each
respective tape; provided, all such tape recordings which may involve
discussions and decisions or other actions which may become issues or
evidence in legal actions involving the City shall be retained no less than
six years from the date of the meeting.
(1) To perform such other duties as may be required by these rules or by
ordinance."
CCLERK/B B 6 /
B. RIGHTS AND DUTIES OF MEMBERS
1. Duty to Vote - Absentation.
Every member of the Council present at a meeting where a vote is taken on any
proposal shall vote thereon unless excused. A member desiring to be excused
from voting may, when his name is called, make a brief statement, not ex-
ceeding five minutes, giving the reasons for making such a request, and the
question of excusing him shall then be decided by vote of the other members of
the Council.
2. Explaining Vote.
Any member of the Council desiring to explain his vote when his name is called
shall be allowed a like opportunity.
3. Not to Vote unless present.
No member of the Council shall be permitted to vote on any question unless he
shall be present when the vote is taken and when the result is announced. No
member shall give his proxy to any person whomsoever and no pairing of the
vote of an absent member against the vote of a present member shall be
permitted.
4. Notification of a Member's Absence from a Council Session.
Members of the Council will notify the Mayor or City Clerk prior to being late or
absent from a regular or special Council session.
C. MEETINGS.
1. Regular Meetings -- Time of Meeting
Regular meetings of the Council shall be held on the first and third Tuesdays of
each month, unless otherwise changed. Meetings shall convene at 6:00 pm.
2. Study Sessions
Study sessions of the City Council shall be scheduled to convene at the hour of
8:30 am.
3. Regular Meetings -- Place of Meetings.
a. City Hall.
Unless notice is given pursuant to Rule C.3.b. of these Rules, all regular
business meetings of the Council shall be held in the City Council meeting
room on the first floor of the City Hall and all study session meetings shall
be held either in the City Council meeting room, or the adjoining
CCLERK /B 7
conference room, on the first floor of the Yakima City Hall. However, a
meeting having been convened at said place may be adjourned by the
Council to any other place within the City of Yakima for the purpose of
conducting a particular matter of business which may be more conven-
iently conducted at such other place.
b. Changed Meeting Place.
Any meeting of the Council may be held at a place other than that required
by Rule C.3.a. hereof on notice of a changed meeting place, which notice
shall be given by an announcement at the immediately preceding meeting
of such changed meeting place or by written notification by the Clerk of
the Council to each Council member given no less than three days prior to
the meeting to be held at the changed meeting place.
4. Special Meetings -- Call.
Special meetings may be called in the manner provided by law and by the City
Charter.
5. Meetings -- Matters Considered.
Any matter pertaining to the affairs of the City of Yakima and falling within the
authority and jurisdiction of the Council may be considered and acted upon at
any regular meeting of the Council without, prior notice thereof. At special
meetings, however, no matter not included within the call and notice or waiver
of notice of such meeting may be considered or acted upon without the .
unanimous consent of all members of the Council.
6. Notice to City Manager.
The Clerk of the Council shall serve upon the City Manager a copy of all notices
required by these rules to be served.
7. Quorum.
Four members of the Council shall constitute a quorum thereof for the
transaction of business. Except as otherwise specified by law, a majority vote of
the Council members present at a meeting shall be required and shall be
sufficient to transact any business before the Council.
D. PROCEDURE - ORDER AND DECORUM.
1. Chairman to decide who entitled to the floor.
If two or more members of the Council desire to be heard at the same time, the
Chairman shall name the member who is to speak first.
CCLERK /B 8
2. Seating Policy
The mayor shall sit in Chair #5 at the center of the dais. The mayor pro tem shall
sit in Chair #4 immediately to the right of the mayor. With the exception of
special circumstances (medical necessity, etc.), all other seating shall be
determined by lottery following each Council election cycle. Such seating lottery
shall be conducted between the 1 Council regular agenda business meeting of
the year following each Council election cycle and the 2 such meeting of the
year.
3. Reading of Ordinance/Resolution Title
When an ordinance or resolution is to be considered by the Council, prior to any
discussion or debate, the title of the ordinance or resolution to be considered will
be read aloud by the Clerk of the Council.
E. PROCEDURE - MOTIONS.
1. Form of Motion.
Every motion except motions to adjourn, postpone or commit, shall be reduced
to writing if the chairman or any member of the Council request it, but
otherwise motions may be made orally and shall be noted by the Clerk of the
Council.
2. Motion to be stated or read.
When an oral motion is made, it shall be stated by the chairman and when a.
motion is presented, it shall be handed to the Clerk of the Council and read aloud
before debate.
3. Second required.
A second to any motion of the Council shall be required.
4. Withdrawing a motion.
After a motion is stated by the Chairman or read by the Clerk of the Council, it
shall be deemed in the possession of the Council, but may be withdrawn at any
time before division or amendment by the unanimous consent of the Council.
5. Motions in order during debate.
When a question is under debate, no motion shall be received except:
(a) To fix the time to adjourn.
(b) To adjourn.
(c) To call the Council.
CCLERK /B 9
(d) To commit.
(e) To lay on the table.
(f) To postpone to a day certain.
(g) To postpone indefinitely.
(h) To amend.
(i) To recess.
6. Motion to adjourn always in order - Exceptions.
A motion to adjourn shall always be in order except when the Council is voting,
and except when a previous motion to adjourn having been defeated, no
intervening business has been transacted; but this rule shall not authorize any
member to move an adjournment when another member has the floor.
7. Motion to table temporary only.
The passage of a motion to lay on the table shall have only the effect of
disposing of the matter temporarily, and the tabled matter may be taken from the
table at any time by order of the Council.
8. Motions to Postpone or Commit.
No motion to postpone to a day certain or indefinitely, or to commit, being
decided in the negative, shall again be allowed on the same day and at the same
state of a proposition.
9. Motions must be germane.
No motion or proposition on a subject different from that under consideration is
in order and no such motion or proposition shall be admitted under color of
amendment.
10. Motions to commit or postpone preclude amendments.
A motion to commit until it is decided shall preclude all amendments and debate
on the main question, and a motion to postpone indefinitely or to a day certain,
until it is decided, shall preclude all amendments on the main question.
11. Questions not debatable.
Motions to adjourn to take a recess, to lay on the table, or to take from the table
shall be decided without debate, and all incidental questions of order arising after
any such motion is made and pending decision thereon shall be decided whether
on appeal or otherwise without debate.
12. Division of question.
If a question or proposition submitted to the Council contains several points, any
member may have the same divided and each point considered separately; but on
a motion to strike out or insert, it shall not be in order to move for a division of
CCLERK /B 10
the question, but the rejection of a motion to strike out or insert one proposition
shall not prevent a motion to strike out or insert a different proposition.
F. PROCEDURE - RECONSIDERATION.
1. Who may move to reconsider.
It a proposition shall fail to pass on account of not having received a majority
vote, any member of the Council having voted in the negative shall have the
right to move for a reconsideration of such proposition. If a proposition shall
pass by majority vote, any member having voted in the affirmative shall have
the right to move for a reconsideration of such proposition.
2. Vote required for Reconsideration.
Upon a motion to reconsider the vote on any matter, a majority of all the
members of the Council shall be required to reconsider the same.
3. Time for motion to reconsider.
When a question has been decided by the Council, any member voting with the
prevailing side may move a reconsideration thereof, or give notice that he will
make such motion within the time prescribed by the rules. In the event notice of
intention to move for reconsideration is given, no further proceedings shall be
had on the proposition in question until the motion for reconsideration is made
and determined, or until the time for making such motion has lapsed. No motion
for reconsideration shall be in order unless made before the adjournment of the
next regular meeting of the Council after the meeting at which the original
motion was taken. Such motion shall take precedence over all other motions and
questions, except a motion to adjourn.
G. PROCEDURE - DEBATE
1. Substitute motions.
All so- called substitute motions and resolutions (except such matter as may be
reported by a committee to which a proposition has been referred) shall be
considered as amendments only, and shall be subject to the rules relating
thereto.
2. Amendments must be germane.
All amendments must relate to the same subject as the original motion,
resolution, proposition or ordinance.
CCLERK /B 11
3. Tabling amendment - Not to prejudice motion.
An amendment may be laid on the table without prejudice to the main motion or
question. When an amendment proposed to any pending measure shall be laid
on the table, such action shall not carry with it or prejudice such measure.
4. Committee amendments - How reported - Speaking on amendments.
Amendments reported by a committee shall refer to the written measure, and
shall not be inserted therein until after such amendments shall have been adopted
by the Council, when they shall be properly inserted by the Clerk of the Council
in the official copy thereof A copy of the written measure with all proposed
amendments entered thereon shall accompany the committee's report. On an
amendment being moved, a member of the Council who has spoken to the main
question may speak again to the amendment.
5. Amendments referred to committee to be reported.
Whenever any measure to which an amendment is pending shall be referred to a
committee, the reference shall carry with it the amendment, and such amendment
shall be reported back to the Council with the measure.
6. Order of Action.
If any amendment be offered, the question shall be first upon the amendment.
7. Order of Discussion/Debate
After the title of an ordinance or resolution has been read (see Section D — 3
herein), the mayor will request a staff report(s), if necessary, be given. Following
the staff report(s), the mayor will entertain a motion to adopt or deny the
ordinance or resolution. If the motion receives a second, the mayor will restate
the motion, and then invite discussion by the Council. The maker of the motion
will be given the choice to speak first. Each Council member will then be
allowed to speak once before any other Council member may speak for a second
time. At such time as is reasonable, or when a "call for the question" motion is
made, seconded, and approved, the mayor will close discussion/debate and the
original motion will be voted on in accordance with Section H herein.
H. PROCEDURE - VOTING
1. Roll call on final passage.
The vote upon the final passage of all ordinances and resolutions shall be by
ayes and nos given by members of the Council individually on roll call. The
names of the members on such roll call shall be called alphabetically. On other
questions the vote shall be taken viva voce in the manner hereinafter provided,
PROVIDED that a roll call shall be ordered on the vote on any other question
when demanded by any two members of the Council. Votes taken on roll call
CCLERK /B 12
shall be recorded by the Clerk of the Council and reported to the chairman who
shall announce the result. In recording votes on roll call the Clerk of the
Council shall record and report those absent or not voting.
2. Voting or changing vote after decision announced.
When a vote is taken on roll call on any question, no member shall be permitted
to vote or to change his vote after the decision is announced by the chair.
3. Changing vote before decision announced.
On any such vote any member may change his vote before the decision of the
question has been announced by the chair.
4. Council members required to vote - late voting.
Every member of the Council present when a question is put, or when his name
is called, shall vote unless a member shall, for a special reason, be excused as
hereinbefore provided, or unless he has a direct personal or pecuniary interest in
the event of such question. In case the vote is on roll call, or by a division, a
member entering the chamber after the question is put and before it is decided,
may have the question stated, record his vote and be counted.
5. Putting the question - Division.
Except as hereinbefore provided the chairman shall put questions in this form,
to -wit:
"As many as are in favor (as the question may be) say 'Aye'.
After the affirmative vote is expressed he shall say,
"As many as are opposed, say 'No',"
If he doubts the result of the vote viva voce, or if a division be called for by any
member of the Council, the Council shall divide. In such division those in the
affirmative shall first rise from their seats and be counted, and afterward those in
the negative.
PROCEDURE - ORDER OF BUSINESS.
1. Roll call - Minutes of previous meeting.
(a) At all meetings before proceeding to business, the roll of the Council
members shall be called and the names of those present and those absent
shall be entered on the record.
(b) Minutes of the previous meeting may be approved by any two members
of the Council who attend that meeting by their signing of those minutes
as being approved.
CCLERK /B 13
2. Agenda for meetings.
The Clerk of the Council, with the assistance of the City Manager, shall prepare
written agenda for each meeting as far in advance thereof as possible and shall
place such agenda in the hands of each member of the Council prior to the com-
mencement of the meeting. Such agenda shall be delivered to the members of
the Council at least one day in advance of each meeting whenever possible.
3. Special order of business.
The Council may at any time on motion supported by a majority vote of the
members of the Council present proceed out of order to any item on business or
return to an item already passed.
4. Audience Participation
Community members are invited to address items which are not listed on the
regular business meeting agenda. A guideline of three (3) minutes per speaker is
in place in order to allow as much opportunity as possible for audience
participation. A speaker's time may be extended at the discretion of the mayor
and/or the consensus or vote of the Council.
J. : PROCEDURE - ADOPTION OF ORDINANCES, RESOLUTIONS AND
MOTIONS.
1. Introduction and form - Working copies. -
Every ordinance and resolution proposed shall be introduced in writing in form
for final passage and may be sponsored by any member of the Council. The
Council at any time may require the Clerk of the Council, with the assistance of
the Legal Department, to prepare working copies of proposed ordinances or reso-
lutions showing what changes, if any, will be accomplished in existing
ordinances or resolutions.
2. Passage on first reading.
All resolutions and motions and all ordinances except those appropriating funds
may be passed upon first reading, and shall take effect as provided by law and
the City Charter.
3. Hearings.
In all cases provided by law and in such other cases as the City Council by
resolution may determine, hearings shall be had upon proposed ordinances upon
the giving of proper notice, and all persons interested therein shall be given an
opportunity to be heard.
CCLERK /B 14
4. Ordinances and resolutions adopted - Signing, deposit and publication.
Upon final passage, every ordinance and resolution shall be signed by the Mayor
before the Council in open meeting and attested by the City Clerk under the seal
of the City of Yakima and shall thereupon be deposited in the office of the City
Clerk. The City Clerk shall thereupon cause the title of all ordinances to be
forthwith published in the manner required by law.
K. PROCEDURE - SUSPENSION OF RULES.
These rules of the Council shall not be suspended without the vote of a majority of all
of the members of the Council.
L. PROCEDURE - ROBERT'S RULES OF ORDER.
The rules of parliamentary procedure contained in Robert's Rules of Order Newly
Revised for Deliberative Assemblies shall govern the Council in all matters of
procedure not specifically provided for herein and to which they are applicable.
M. AMENDMENT.
These rules or procedures may be amended at any meeting of the Council held after not
less than five days written notice of the proposal to amend the rules, upon a two- thirds
vote of all of the members of the Council.
N. RECORDING OF RULES.
These rules and all subsequent amendments thereto shall be recorded by the City Clerk
in the book kept by him/her for the recording of ordinances and resolutions and each
member of the Council shall be furnished with a copy thereof in form convenient for
reference.
CCLERK /B 15
Y i c. C C w until C ct mm es
/ I r
Assignments
e Pursue next steps for Safe Community Action Plan
e Implement Consolidated 911 Study recommendations
o Develop legally - defensible curfew ordinance
o Pursue car -prowl emphasis patrol by "Downtown Ambassadors" program
e Study potential for consolidation of public safety /corrections
services with other jurisdictions
o Develop proposal for Fire Dept. staffing /capital facilities enhancements
o Pursue /finalize "Automatic Aid" agreements between Fire Dept. and other agencies
o Review organizational re- assignment of fire marshals
�+ Consider submitting EMS Levy adjustment for voter approval
o Revisit potential for "red light" camera intersection photo enforcement
0�, o
TtilATrirocc Cy Council CommlThes
Ec co) mk !) v-io m nt Com ;,:o) m ,r N 4 J
Assignments
e Facilitate development of Yakima Resources property
e Review proposed updates to City's zoning code
e Evaluate short -term and Tong -term annexation strategy
e Oversee City's Washington State LIFT application
Y . r1'altla CT ' y CurncidI CommT r . ,$
ifittAr*overini 1 • M I
Assignments
• Develop uniform City /County development standards for the
Yakima Urban Growth Area
• Capital facility planning for Yakima Urban Growth Area
• Consider potential opportunities for City /County joint facilities use
• Evaluate potential for consolidation of City /County programs /services
o Begin preparations for renegotiation of "4 -Party Waste Water Agreement"
• Participate in development of state and federal legislative priorities and initiatives
o Review and monitor Yakima Air Terminal operations and planning
Ya CT: C CommT
U • (-4 et ( L
Assignments
e Continue review of the City's General Government budget
e Determine if greater efficiencies can be realized in the delivery of City services
e Establish City services priorities
e Identify expenditures /services that may be reduced, eliminated,
combined, or transferred to the private sector
e Identify potential revenue opportunities that may be necessary to ensure
the City's on-going Sustainability of Services
YikiTm C:y Council Cornim
1:6 \ i'V I 4* Y • 1 11:T ' Fi res
ni 441v c le) ,,/ rsi (4(i ht C co) rn! '
Assignments
• Coordinate overall Downtown renewal initiatives
0 Monitor Phase 3 of Downtown Yakima Futures Initiatives ( "DYFI ")
Partner with Downtown business organizations to secure state funding
for additional DYFI phases
e Participate in development of Parking and Business Improvement ( "PBIA ") proposal
• Review Downtown public space initiatives (public art, venue expansions, etc.)
® Review issuance of General Obligation bonds for Downtown
street /traffic improvements
4
Yi * Cfl' ouncaII Co n r i t es
[7)
— NA! 1, Fit Comm
Assignments
• Provide oversight of 5 -year Consolidated Plan development
• Provide oversight of ONDS operations and programming
• Serve as Council liaison to community service organization partners
Yama CC\,/ council! C o - m . s
Ir . ns • i i '-. ' - \ --- ) r' '
Assignments
O Monitor overall Yakima Transit service and delivery to the community
O Regional Transportation Initiatives
b Implement permanent Yakima Transit service to Union Gap
k Evaluate potential for extending Yakima Transit service to other
surrounding communities (Terrace Heights, etc.)
• Re-evaluate concept of a Public Transportation Benefit Area ( "PTBA ")
• Evaluate potential Yakima Transit fare adjustment
Y3 CTy s C CmrnTfle-9s
I t
J ns J I
Assignments
e Provide oversight of grade separation project
• Oversee implementation of recommendations from 2007 comprehensive
arterial streets speed limit study
e Monitor progress of City TRANS- Action priorities
• Discuss utilizing infrastructure as an economic development tool
Yu 4rna al/ Comma Comm) Tees
(.\ col 1 *tics cam+ � � !: r' � � ;1'4
J ^ ' , ° `a i ' k
Assignment
Coordinate research and study re: feasibility of a regional aquatics facility
CThi Council Comte
St ornr `./ 1! a r T ( \
Assignments
O Continue participation in efforts of Regional Stormwater Task Force
o Monitor progress of `regional" assignment and requirements
• Receive briefings on progress of City tasks (as outlined in approved 2008
Budget policy issue)
Ym -r C C*.kyrocil Car - 1. T11
-6 ) nr'' rrlu \--4) C 4)
Assignments
e Improve City internet presence and establish content management procedures
e Review federal & state telecom /video /internet legislation
a �o � o �
Ya �� /i rn i �a„�y Council Comm'r i ' yes
Lies < r ce LJvs CO ;
Assignment
Continue revision /update of Council "Rules of Procedure" as needed
ti
Yi: -,A t C t y Council CofnmP f es
U \/ r) •' j 1 iJ
Assignment
• Monitor progress of Utility Customer Service system project
Ya m' Cy Council' Comm,. es
COutxd1 tbtfiraff[E.At viirabui
turfthil cintighThhit
• Labor /Management Committee (required by contract)
• Hearing Examiner Review Committee (required by ordinance)
• Litter Committee
• Capital Facilities Committee
• Strategic Priorities /Mission & Vision Committee
CITY OF YAKIMA
COUNCIL COMMITTEES
(Revised January 2008)
Public Safety Committee 1" Wed - 2:00 pm Vacancy
City Mgr. Conf. Room (Chair)
Norm Johnson
Vacancy
Alt: McClure _
Economic Development Committee 1" Wed - 8:30 am Neil McClure
City Mgr. Conf. Room Bill Lover
Vacancy
• Alt: Johnson
•
Intergovernmental Committee As needed Norm Johnson
Dave Edler
Neil McClure
Budget Committee To be determined Micah Cawley •
Bill Lover
• Neil McClure
Alt: Vacancy
Downtown Yakima Futures Initiative 4 Wed - 8:30 am Bill Lover
Oversight Committee City Mgr. Conf. Room (Chair)
Norm Johnson
• Vacancy
Neighborhood Development Committee 2 "" Wed - 8:30 am Vacancy
City Mgr. Conf. Room (Chair)
Norm Johnson
• Bill Lover
Transit Committee 3r Wed - 4:00 pm Neil McClure
• Public Works Conf. Room (Chair)
Micah Cawley
Vacancy
Alt: Lover
•
Transportation Planning Committee Monthly - TBD Neil McClure
(Chair)
Dave Edler
Micah Cawley
Alt: Vacancy
Aquatics Task Force As Needed Dave Edler
Neil McClure
Micah Cawley
Alt: Vacancy
Stormwater Task Force As Needed Neil McClure
Bill Lover
•
•
Community Relations Committee As needed Dave Edler
(Chair)
Neil McClure
Vacancy
Alt: Cawley
Rules & Procedures Committee 3 Wed - 2:00 pm Neil McClure
City Mgr. Conf. Room (Chair)
Norm Johnson
Vacancy
• Alt: Vacancy
Utility Code Committee As needed Dave Edler
Micah Cawley
Vacancy
Labor Management Committee As needed Bill Lover
Vacancy
Hearing Examiner Review Committee As needed Dave Edler
Micah Cawley
Litter Committee As needed Neil McClure
Vacancy
Alt: Vacancy
Capital Facilities Committee As needed Neil McClure
Vacancy
Alt: Vacancy
Strategic Priorities /Mission & Vision Committee As needed Dave Edler
Micah Cawley
Vacancy
COUNCIL NOMINATING COMMITTEES FOR APPOINTMENTS
TO CITIZEN BOARDS, COMMISSIONS, AND COMMITTEES
AIR TERMINAL BOARD PARKS & RECREATION COMMISSION
Bill Lover Micah Cawley
Norm Johnson Dave Edler
Vacancy Vacancy .
BICYCLE /PEDESTRIAN COMMITTEE COMMUNITY REVIEW BOARD & BOARD
Dave Edler OF APPEALS
Neil McClure Bill Lover
Vacancy Micah Cawley
Vacancy
CHARTER CITY EMPL CIVIL SERVICE YAKIMA VALLEY REGIONAL
COMMISSION LIBRARY BOARD
Bill Lover Norm Johnson
Vacancy Vacancy
Vacancy Vacancy
HOUSING AUTHORITY BOARD YAKIMA URBAN AREA REGIONAL
Neil McClure PLANNING COMMISSION
Bill Lover Norm Johnson
Dave Edler Neil McClure
Vacancy
PUBLIC FACILITIES DISTRICT CAPITAL FACILITIES COMMITTEE
Norm Johnson Micah Cawley
Vacancy - Neil McClure
Vacancy Vacancy
CITIZENS POLICE ADVISORY LOCAL REVIEW BOARD
•
COMMITTEE FOR HISTORIC PRESERVATION
Micah Cawley Neil McClure
Dave Edler Bill Lover
Vacancy Vacancy
TAHOMA CEMETERY TASK FORCE COMMUNITY REVITALIZATION
Dave Edler DEDUCTION COMMITTEE
Susan Whitman Bill Lover
Vacancy Dave Edler
Vacancy
YAKIMA HOTEL /MOTEL COMMISSION
Neil McClure
Norm Johnson
Vacancy
• Outside Boards /Committees /Commissions
Yakima City Council Member Appointments
(Revised January 2008).
Board/Committee /Commission Meets
•
Council - •
Designee(s)
Yakima Valley Conference 3r Wed 6:30 pm Norm Johnson
of Governments (YVCOG) 6 times per year Vacancy
General Membership (Jan., Mar., May. Alt: McClure
Sep., Oct., Dec.)
•
Yakima Valley Conference
of Governments (YVCOG) 3 Mon 1:30 pm Vacancy
•
Executive Board County Courthouse
County -Wide Planning Policy Committee As needed • Bill Lover
• Neil McClure
Vacancy
Joint Board for As needed Bill Lover
Urban Area Planning Neil McClure
(Mandated by 4 -Party Agreement)
Local Emergency Planning As needed Dave Edler
Committee
(Directed by Congressional action in 1986)
Yakima Basin Fish & Wildlife Planning Board Varies Neil McClure
(Dave Brown is also on the board) Alt: Cawley
Regional Stormwater Task Force As needed Neil McClure
Harman Center (Chair)
Bill Lover
• Intergovernmental Fire Service Committee As needed Neil McClure
Vacancy
•
TRANS - Action Varies Norm Johnson
Dave Edler
Union Gap /City of Yakima Inter- As needed Micah Cawley
Governmental Committee Neil McClure
Vacancy
Yakima County Solid Waste As needed Bill Lover
•
•
Advisory Committee
•
Yakima Basin Joint Board Last Fri 9:00 am Bill Lover
(Except Nov /Dec) Alt: Vacancy
Halverson & Applegate
1 •
Yakima Basin Water Resource Agency Monthly Bill Lover
(Includes Dave Brown) Varies Alt: McClure
Aquatics Task Force As needed Dave Edler
Neil McClure
Micah Cawley
Alt: Vacancy
Yakima Downtown Association 1" Thurs 8:00 ant Vacancy
CED Conf. Room Alt: Cawley
Westside Merchants Association 2" Mon 5:00 pm Dave Edler
Picatti Bros. Alt: Johnson
Downtown Parking Commission (still- being formed) TBD Vacancy •
Sports Commission Subcommittee 2 1 ' d Wed 7:00 am Dave Edler
- Convention Center Alt: Lover
Front Street Merchants As needed Neil McClure
Vacancy
Lodging Tax Advisory As needed Vacancy
Committee •
Morelia Sister City Committee 1" Fri 8:00 am Vacancy
CED Conf. Room Alt: Edler
Yakima Air Terminal Board 4 Thurs 7:30 am Vacancy
(Except Nov /Dec - 3 " Thurs) Alt: Johnson
Flightdeck Conf. Room
Public Facilities District (ex- officio members) Monthly Norm Johnson
Convention Center Vacancy
ONDS - Consolidated Plan Development As needed Bill Lover
Vacancy
Alt' Johnson
Police Athletic League 2" Wed 1:30 pm Vacancy
PAL Center Vacancy
Harman Center Board Varies Micah Cawley
Park and Recreation Commission Liaison Varies Vacancy
Hotel/Motel'Commission/TPA Varies Norm Johnson
Vacancy
Commercial Revitalization Deduction Board Varies Bill Lover
City of Yakima Citizen Policy Advisory Committee 2 " Thurs 5:30 pm Vacancy
Vacancy
2
MAYOR STIPULATED
Yakama Nation Community Annually Mayor
Contribution Committee Alt: McClure
Chamber of Comrrierce Board Monthly Mayor
Chamber of Commerce
Fire Relief & Pension Board 2 "` Mon 9:15 am Norm Johnson
(Elected official designee per RCW) Mayor's Office (Chair)
Board of Volunteer Firefighters As needed Norm Johnson
(Chair)
• Bill Lover
Board of Volunteer Police As needed Norm Johnson
(Chair)
•
Bill Lover
Police Relief & Pension Board . 2" Mon 8:30 am Norm Johnson
(Elected official designee per RCW) Mayor's Office (Chair)
Yakima Valley Emergency Quarterly Mayor
Services Executive Board (ESEB) Alt: Vacancy
911 Admin. Board Quarterly Mayor
Alt: Vacancy
EMS - Emergency Medical Services Committee Quarterly Mayor _
Alt: Vacancy
BY INVITATION
• COMMITTEE MEETS DESIGNEE
Capitol Theatre Board 4` Mon Vacancy
Yakima Clean Air 2n Wed 1:30 pm Bill Lover
Authority Board County Meeting Room Alt: McClure
Yakima Valley Visitors and Convention 4th Wed 12:00 pm Norm Johnson
Board of Directors Convention Center Vacancy
SunDome Advisory Committee As needed Dave Edler
Vacancy
Supporting Investments in Quarterly Micah Cawley
Economic Diversification Board (SIED) New Vision
•
3
•
Yakima Greenway Foundation 3r Mon Neil McClure
Alt: Vacancy
Yakima Sunfair, Inc. Annually Vacancy
Bob Brown 966 -2660 (Meets prior to Parade)
2020 Master Facilities Advisory Team As needed Norm Johnson
•
YCDA Board of Directors Monthly Neil McClure
YCDA/New Vision
Pacific Power Customer Advisory Board Quarterly Vacancy
•
YVCF - CAC (Yakima Valley Community Foundation Annually Dave Edler
Community Advisory Committee - CAC)
STATE BOARDS AND COMMISSIONS:
AWC (Assoc. of WA. Cities) 3 times per year Dave Edler
Legislative Committee (By Invitation)
AWC Resolutions Committee 3 times per year Dave Edler
•
•
•
•
•
•
4
7 3% . "
City of Yakima
Chaiienges /Ocoortunities in 2008 (and Beyond)
Community Safety- .'::` rt
Ensure thatnecessary resources are available in order to prese " „ - l ye '
community safety, by providing high - quality„ effective law enforcement, c urtt services;
fire protection, and emergency response capabilities
4. Safe Community Action Plan
- In 2007, the City Council approved Phase 1 of the Safe Community Action
Plan ( "SCAP ") which utilized existing City resources to increase the number
of uniformed police officers and enhance prosecution and Municipal
Court services. During discussions leading to approval of Phase 1 of the
SCAP, the Council committed to further evaluation of additional
community safety improvements. Council direction will be key in
determining future phases of the SCAP.
• State Legislation
- The City is actively supporting state legislation pertaining to criminal justice
that would:
- Stiffen penalties for auto theft and eluding
- Define gang activity
- Allow civil injunctions to be brought against gang members
- Provide funding to combat graffiti
- Provide a local option for voter - approved random drug testing of
public safety officers
• Federal Public Safety Enhancement Funding
- Federal grant funding will be aggressively pursued in 2008 in order to
enhance efforts to combat graffiti, gang activity, drug trafficking, and
violent crime, and to increase the number of targeted "Emphasis Patrols."
Anti - Gang Ordinance
- In 2007, the Council passed an ordinance designed to strengthen the
ability of law enforcement to suppress gang activity. An opinion from the
Wa. St. Attorney General late last year generated questions regarding
enforcement of certain of the ordinance. Following action by
the Wa. St. Legislature concerning a proposed "omnibus" bill related to the
prevention and intervention of gang violence, the Council may need to
act to amend its current ordinance or repeal it should state legislation
preempt local authority.
1
4 Gang Database Upgrade
- The current database used by the Police Department to track gang
members and their activities has outgrown the capabilities of current
technology. Efforts will be made this year to upgrade the system to
accommodate more robust technology. The potential for Yakima County's
participation in an upgraded system is also being pursued.
LEMAP Review of Police Department
- A review of the Police Departments operations and management
systems has been conducted by the Washington Association of Sheriffs and
Police Chiefs as part of its Loaned Executive Management Assistance
Program ( "LEMAP "). The LEMAP review report will serve as a guide to
identify areas that need strengthening, motivate the organization, improve
internal and external services, and gain additional community support.
Once completed, the review report will be presented to the Council Public
Safety Committee and, ultimately, the full Council.
Police /Jail Facilities Study
- In 2008, the City will evaluate proposals from professional firms which
could be retained to study the potential relocation of the existing westside
police sub - station (currently located at the Yakima Air Terminal) and the
feasibility of expanding the City's Municipal Jail.
4 Hiring of Deputy Police Chief
- A key priority for City management in 2008 will be the hiring of a Deputy
Police Chief (as authorized by Council- approved policy issue). The hiring
process will utilize a broad -based search and selection procedure which
will include significant community input and involvement.
Emergency Medical Services Levy
- In order to raise the standard of Emergency Medical Services ( "EMS ") care
in Yakima, the Council could consider submitting for voter approval an
adjustment in the existing EMS levy. Such an adjustment could also include
restructuring the existing method used to allocate EMS levy funds.
4 Yakima Fire Department Capital Facilities /Staffing Enhancements
- A proposal to finance enhancements to Yakima Fire Department capital
facilities and staffing will likely be presented to the Council this year.
Staffing enhancements would decrease overtime costs, increase efficiency
of service delivery, and improve response times.
4 Speed Limit Study
- A comprehensive review of speed limits on arterial streets in the City was
conducted in 2007, the first such review in about 30 years, in order to
determine if changes are justified. Findings and recommendations of the
study will be presented this year to the Council Transportation Planning
Committee before being brought before the full Council for its
consideration.
4 Intersection Photo Enforcement
- First discussed in 2007, the potential utilization of "red light" camera
intersection photo enforcement was referred to staff for additional
research and analysis. Further action by the Council Public Safety
Committee is pending.
2
Regional Government Services t
Lead, pursue, and encourage opportunities for greater regionalization' a nd:'coocdination',;
of public services and intergovernmental cooperation which best serves all cifizens..._
• Stormwater
- The Regional Stormwater Policy Task Force, consisting of representatives
from Yakima County and the cities of Yakima, Moxee, Union Gap, and
Sunnyside, will move from policy development to program implementation
in 2008.
;- Union Gap Transit Service
- In November 2007, Union Gap voters approved an increase in that city's
sales tax rate in order to fund permanent extension of Yakima Transit
service, which has been provided since 2005 thanks to a Congestion
Mitigation and Air Quality ( "CMAQ ") grant. Full implementation of the
permanent Yakima Transit Union Gap route is scheduled to occur in 2008.
Yakima Air Terminal
- The Yakima Air Terminal ( "YAT "), jointly owned by the City of Yakima and
Yakima County, is operated by a 5- member board appointed by the City
and County. Several issues of greater than routine magnitude have given
rise to the need for increased involvement by the YAT's owners. Progress
was made in 2007 to improve the level of communication and
coordination between the YAT's owners, the YAT board, and the YAT staff
that these issues require. Continued cooperation will be necessary in order
to address issues such as the YAT Business Plan, capital facilities planning,
the Airport Safety Overlay, Airport security, and Runway Safety Area
improvements.
• Yakima /Union Gap Boundaries
- Discussions are ongoing regarding potential adjustments, where
appropriate, to jurisdictional boundary lines between Yakima and Union
Gap.
• Uniform Development Standards
- Efforts will continue in 2008 to create uniform development standards
within the Yakima Urban Growth Area as administered by both the City of
Yakima and Yakima County. Such uniform standards will provide
predictability for developers, thereby encouraging economic investment.
Shared Facilities With Yakima County
- Preliminary discussions have occurred in recent years with Yakima County
officials regarding the potential for co- location of some City /County
facilities. With Yakima County currently considering its long -term facilities
needs, the opportunity may be present to revisit such discussions.
Consolidation of City /County Purchasing Functions
- The City and Yakima County have agreed to jointly fund an
administrative review, which will be conducted by the National Institute of
Governmental Purchasing, regarding the feasibility of consolidating City
and County purchasing functions. The review will be conducted in early
3
2008 with findings and recommendations expected shortly after its
• completion.
Consolidation of City /County Planning & Code Functions
- Efforts will be made in 2008 to restart discussions regarding the potential
consolidation of the planning & code enforcement functions of the City of
Yakima and Yakima County.
4. Yakima /Union Gap Automatic Aid Agreement
- Discussions will continue in 2008 regarding a potential "automatic aid
agreement" between the City of Yakima and the City of Union Gap. Such
an agreement could be modeled after an existing agreement in place for
the West Valley area.
• Regional Police Records Management System
- Discussions will continue in 2008 regarding the establishment of a
Regional Police Records Management System. Such a system would allow
local law enforcement agencies to better access common data and
coordinate crime fighting efforts.
4 Consolidated Dispatch
- Recommendations from a study completed in 2005 concerning
consolidation of emergency response dispatch will continue to be
implemented in 2008. Negotiating agreements with several Yakima Valley
emergency response agencies is pending.
4 -Party Waste Water Agreement
- Discussion should begin this year concerning the potential renegotiation
of the 4 -Party Waste Water Agreement. Ultimate adoption of modifications
to the agreement will require Council action.
p verment
; ro r ' . ,.
Economic Improvement
Promote, stimulate, and foster economic improvements, investments; partnerships, and'
job creation to revitalize our economy, maintain fiscal.stability, and enhari'd6,our, °
���� .,
prosperity for the future
I ', ,...... . .
I I I
4 Renewal Community Legislation Re- Authorization
- The City is actively pursuing Congressional re- authorization of Renewal
Community legislation which provides economic development incentives
including wage credits, tax deductions, capital gains exclusions, and bond
• financing . Yakima received 1 of the only 40 Renewal Community
designations 6 years ago. The program, set to expire in 2009, has been a
key economic stimulus in the Yakima area and is critical to future growth.
• Downtown Yakima Futures Initiative
- Phase 2 of the Downtown Yakima Futures Initiative ( "DYFI ") was
substantially completed in 2007. Minor finishing touches, along with
installation of hanging flower baskets and other landscaping, will occur this
year once winter weather subsides.
- Phase 3 DYFI improvements are currently in the design stage. The project
is expected to go to bid by this spring (Council approval; of the winning bid
4
will be required), with construction scheduled to start in the summer and
be completed by the end of the year. Phase 3 will involve improvements
to 1St Street, 3rd Street, and Naches Avenue between "A" Street and Yakima
Avenue, and to 2 Street between "A" Street and Chestnut Avenue.
0 Downtown Yakima Parking & Business improvement Area Re- authorization
- Funds generated from assessments collected within the existing Parking
and Business Improvement Area ( "PBIA ") are currently allocated (by
Council action) to the Committee For Downtown Yakima for use in
ongoing maintenance, promotion, and other improvement activities in the
City's core. City Council re- authorization of the PBIA, in its current form or in
another form, will be required in order for assessments to be collected
beyond May. Once a petition for re- authorization of the PBIA, signed by
affected business and property owners, is submitted to the City, the
Council will need to act to establish the PBIA boundaries and assessment
formula.
Council Budget Committee
- Formed in 2007, the Council Budget Committee is continuing its review of
the City's General Government Budget. The committee's review includes
identifying potential revenue opportunities that may be necessary to
ensure the City's ongoing Sustainability of Services, establishing City services
priorities, and identifying expenditures /services that may be reduced,
eliminated, combined, or transferred to the private sector.
4' Annexation Policy
- A review of the Council's previously- approved 20 -year Annexation Policy
may be the subject of an upcoming Council study session. Development
of annexation plans for 2008 are planned to occur early in the year, with
implementation to follow. Council participation will be critical to the
formulation of current and future annexation strategy.
4, Zoning Ordinance Revisions
- Previous adoption by the Council of an update to the Yakima Urban Area
Comprehensive Plan created the need for some revisions to be made to
the City's Zoning Ordinance. Proposed Zoning Ordinance revisions will be
presented to the Council for its consideration in 2008.
Urbanization of Terrace Heights
- Efforts to address the issue of urbanizing Terrace Heights within the Yakima
Urban Growth Area, which will need to involve Yakima County and public
service providers in the affected areas, are intended to be made in 2008.
4. 1 -82 Corridor Development
- Yakima Resources Property - City staff is continuing to provide assistance
to Yakima Resources in its ongoing effort to develop property which was
home to a wood processing operation. The development of the Yakima
Resources property will play a key role in the evolution of the 1 -82 corridor.
- TRANS- Action - Transportation improvements throughout the 1 -82 corridor
will be critical to its short -term and long -term development. The City will
work closely with TRANS - Action, the public /private consortium formed to
prioritize regional transportation projects and lobby for funding, as projects
within the 1 -82 corridor are identified.
5
4 LIFT Grant Application
• - The City intends to apply for grant funding this year through Washington
State's new Local Infrastructure Financing Tool ( "LIFT ") program. Such
funding would be utilized to improve roads, sewer, water, and other critical
infrastructure in order to spur economic development.
4• Capital Projects Financing
- Plans to secure financing in 2008 for critical capital projects include:
- $5.5 million in revenue bonds for Wastewater Treatment
Plant upgrades
- $2.3 million in general obligation bonds for street /traffic improvements
- $750,000 in debt financing for replacement of YFD ladder truck
- $500,000 in bridge financing for the Capitol Theatre project
Additionally, a long -term strategy will be developed for the issuance of an
estimated $7 million in general obligation bonds (scheduled for 2009) for
the Capitol Theatre project. The Council will be involved in the financing
process at both the committee and full Council level.
4 Airport Safety Overlay ( "ASO ")
- Together with board members and staff of the Yakima Air Terminal, efforts
will be made to complete revisions to the Airport Safety Overlay ( "ASO ") in
2008. Completion of the ASO revisions will provide predictability for
property owners and developers within the ASO.
4 Water Resources and West Valley Development
- In April 2007, the Council conducted a study session regarding
challenges posed by continued development in West Valley and state
regulations that limit utilization of water rights historically allocated for
agricultural purposes (as opposed to residential purposes). Since then, the
City has collaborated with numerous water - related agencies to craft a
draft Memorandum of Understanding ( "MOU ") that addresses key issues
and provides viable solutions. Eventually, the Council will be asked to
consider the MOU.
Economic Development /Job Creation Legislation
- The City will continue to support state legislation aimed at spurring
economic development and /or providing additional job creation
financing tools for local government.
ualit of f , : ..
Preserve, sustain, and enhance our community's quality of life andnaturalkienvironment
by investing in improvements to public facilities, parks, trails, and open 'sppaces,, and' by^ .,_�
promoting the expansion of cultural, educational, and recreational opporfunitieilor,,.
everyone who lives, works; and plays in Yakima „t "; `'n, ,
Kiwanis Park Master Plan /Gateway Recreation Corridor
- Key policy decisions will need to be made by the Council regarding
design and build out of Kiwanis Park and continued development of an
envisioned Gateway Recreation Corridor. The Kiwanis Park Master Plan
includes further improvements such as a skate park, youth baseball or
6
soccer fields, additional parking, etc. Participation by interested
community groups in the identification of potential additional projects, and
available financing options, will be critical to establishing viable strategies
for future development of Kiwanis Park and surrounding properties.
Sustainability of Parks and Recreation Programs and Services
- Fiscal pressures have placed the future sustainability of City Parks and
Recreation programs and services at risk. The City's Parks Commission is
planning to discuss these challenges at the next Council study session on
January 29th.
4 Regional Aquatics Center
- A regional aquatics center feasibility study was begun in 2007 and will be
completed by spring 2008. The study, being conducted by USKH of
Lewiston, Idaho, includes evaluation of cost, siting, and financing options.
Findings and recommendations from the study will be presented to the full
Council later this year.
Future of Lions and Franklin Pools
- A professional evaluation of the City's 2 swimming pools, Lions and
Franklin, has indicated that the remaining life span for both facilities, even
with significant investment, is less than 10 years. A determination by the
Council regarding options for Lions and Franklin pools will need to be made
in the relatively near future.
4 Fisher Park Golf Course Evaluation
- Recommendations to improve the operations of the City -owned Fisher
Park Golf Course, which were developed by a citizens group formed in
2007, will be implemented for the 2008 season. The effect of the
improvements will be tracked closely in order to assess the viability of
funding self- sufficiency for Fisher Park Golf Course.
° Lincoln Avenue /Martin Luther King, Jr. Blvd. Underpasses
- Utility relocation, property and rights -of -way acquisition, and other
preliminary work related to "grade separation" projects on Lincoln Avenue
and Martin Luther King, Jr. Boulevard began in 2007. The Lincoln Avenue
underpass project is expected to go to bid this spring, with construction
scheduled to begin this summer and last approximately 12 months.
Construction of the MLK, Jr. Blvd. underpass, scheduled to begin in 2009, is
still contingent on securing additional outside funding support.
4 West Nob Hill Boulevard improvements
- In connection with increasing commercial and residential development in
the West Valley area, significant improvements to Nob Hill Boulevard are
required. The construction of additional lanes, curbs, gutters, sidewalks,
and lighting will begin in 2008 on Nob Hill between 51st Avenue and 72nd
Avenue. Both developers and the City are obligated to fund necessary
infrastructure improvements.
4 Capital Theatre Public Facilities District Funding
- The City -owned Capitol Theatre will begin its ambitious
expansion /improvement project in 2008. The project is being funded, in
part, with moneys collected as sales tax through the authorized regional
(Yakima, Selah, Union Gap) Public Facilities District ( "PFD "). The Council will
7
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play a role in oversight of the process, including approval of certain
expenditures connected to the project. A Council study session
concerning the Capitol Theatre project has been scheduled for February
26th.
• Analysis of Yakima Transit Fare Adjustment
- Yakima Transit fares have remained the some for the past 14 years, even
though costs, namely fuel prices, have increased significantly during the
same period. During the 2008 Budget process, the Council approved
initiation of a public process that could result in adjustments begin made to
Yakima Transit's base bus fare rates.
Westside Services Substation
- Additional research and analysis for the siting, construction, and
operation of a City westside services substation will be conducted in 2008.
4 West Valley Community Park
- Yakima County began the process of transferring ownership of West
Valley Community Park to the City of Yakima in 2006. Since the spring of
2007, the City has been operating the park, although final transfer of
ownership has yet to occur. Maintenance of the park is being provided
through a contract with a private vendor and a partnership with the West
Valley School District. Efforts will be made early in 2008 to complete all
necessary requirements in order for the City to assume ownership of the
park.
William 0. Douglas Trail
- Grant funding from the Washington State Department of Transportation
will provide for the continued development of the William 0. Douglas Trail,
the recreation corridor linking Yakima to Mount Rainier National Park. The
Council will likely be involved in planning, design, review, and final
approval of the project.
▪ Transportation Plan
- Traffic Analysis Guideline Update - Existing guidelines for traffic study
requirements (YMC 12.07) are minimal and have not proven instructive for
developers. Recommendations included in the City's Transportation Plan,
which provide for more detailed guidelines intended to improve
consistency and efficiency, are intended to be presented for Council
consideration in 2008 as part of other suggested updates to the Yakima
Municipal Code.
- Future Lane Map - The City's Transportation Plan includes a draft map and
narrative concerning a proposed future plan for the City's arterial streets.
The map and accompanying narrative provide predictability for citizens
and developers regarding potential expansion, realignment, new
construction, etc. for arterial streets. The draft map and narrative
language are intended to be presented for Council consideration in 2008
as part of other suggested updates to the Yakima Municipal Code.
4 Neighborhood Traffic Calming Policy
- Potential modifications to the City's Neighborhood Traffic Calming Policy,
designed to enhance the safety and livability of our community's
8
residential areas, will be presented to the Council in early 2008. Final
adoption of any revisions to the existing policy will require Council action.
Park and Recreation Manager Replacement
- The pending retirement in 2008 of the City's current, long -time Parks and
Recreation Manager will require participation by the Parks Commission and
broader community in order to recruit and select a replacement.
Summer Outdoor Cinema Series
- During the 2008 Budget process, the Council approved funding for the
second season of the Summer Outdoor Cinema Series. In order for the
popular program, co- sponsored by the Parks and Recreation Division and
Allied Arts, to remain viable, additional support from the private - sector will
be required.
• AmeriCorps Mentoring Program
- Begun in 2006, an after - school mentoring and community services
program operated by the City's 15- member Parks and Recreation
AmeriCorps Team has worked with more than 600 kids from Yakima's
Northeast and Southeast neighborhoods. A 3 -year grant is funding the
program. Efforts will need to be made in 2008 to search for a sustainable
funding source in order to continue the innovative and successful program
beyond next year.
Community Image ti ,
.� F �.,, , M IS .. •
Strengthen Yaki image as a clean, attractive, and progresskre through
roactive communications, responsive actions, citizen involvement, andzeffective' ,'" �.
community relations efforts I s�
▪ Focus on Customer Service
- During 2008, each City department and division will be specifically
focusing on making improvements in customer service through training,
changes in policy, and adoption of an overall client- oriented philosophy.
4. Electronic Bill Pay System
- Evaluation of vendors for a system that will allow City utility customers to
pay bill electronically is nearly complete. A vendor contract is expected to
be presented for Council consideration in early 2008 with implementation
of the system scheduled for the 2 quarter of this year.
4 Utility Service Customer Service Quality Control System
- Preliminary implementation of a customer service quality control system
for the Utility Services Division, which includes recording of customer /staff
phone interaction, has already occurred. Full implementation, including
follow -up training based on data gathered over time, is scheduled for
2008.
4 Utility /Customer Service Computer System
- The process of selecting a vendor for an improved utility billing /customer
service system will be completed in early 2008. Final approval of a vendor
contract will require Council action.
9
Citizen Service Request System
- Research will continue in 2008 concerning the potential implementation
of a computer -based citizen service request system. Such a system would
improve the efficiency and effectiveness of City staff responses to citizen
service requests.
Agenda Manager System
- Agendas and agenda statements for all City Council meetings are now
posted on the City's website. Implementation of a new "Agenda Manager"
system, scheduled for 2008, will provide community members with even
greater access to information through the City's website.
4 Restructuring of Office of Neighborhood Development Services
- In response to the evolving needs of the community, the Community and
Economic Development Department will be proposing modifications to the
programming and operational structure of the Office of Neighborhood
Development Services ( "ONDS "). Potential alterations to ONDS will initially
be presented and reviewed by the Council Neighborhood Development
Services Committee before eventually being brought to the full Council for
its consideration.
r City Council Meetings On The Internet
- Research and testing are underway concerning providing citizen access
to archived Y -PAC coverage of City Council meetings through the City's
website. Final implementation is scheduled for later this year.
4 Fire Department Website Improvements
- Efforts are underway to improve the Yakima Fire Department's website in
order to make it the premiere source of community information and
guidance concerning fire and life safety issues.
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• Municipal Research & Services Center
of Washington
1200 5th Avenue, Suite 1300 •
Seattle, WA 98101 -1159 fluNICIPAL
(206) 625 -1300 ` 'RESEARCH
- S'ERYICES'
mrsc @mrsc.org r /
www.mrsc.org CENTER
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February 1999 0 $12 (City /County) / $18 (Other) Report No. 45
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,.:; REFACE
This publication has been written primarily for local officials and staff
in the state of Washington. Citizens and representatives of community
interest groups who participate in local issues may also find this
publication useful. The purposes of this publication are to describe the
• local government policy- making process, outline effective roles for
local officials, and to provide practical tips to make the local policy -
making process more satisfying and productive. Localipolicy- making
is complex, demanding the very best of local officials. It is worth the
effort. The destiny of your community — the fulfillment of its dreams
and aspirations — flow out of the exercise of policy - making.
The policy - making process weighs and balances public values. Often
there is no "right' choice or correct technical answer to the question
at hand. That is why policy -making can be an adversarial process,
characterized by the clash of competing and conflicting interests and
viewpoints rather than an impartial, disinterested or "objective" search
for "correct" solutions for policy problems. Because, of these value
clashes, the policy - making process can get emotional. However, it
does not have to be rancorous. If you are a local official, you will be
more effective and productive over the long -term if you respect the
viewpoints of others — whether you agree with their position or not.
Take time to understand your roles and responsibilities. Legislators;
for example, are most effective if they focus on policy issues, not
administrative matters. And chief executive officers such as mayors,
county executives and city managers are most effective when they
recognize and support the policy- making responsibilities of their local
• councilmembers and commissioners.
iv Preface
Many people deserve credit for the development of this publication. Officials and staff of Federal
Way and the community leaders who participated in the Federal Way Leadership program were the
initial inspiration for this project. Their spirit and dedication to local government issues reaffurmed
my belief that local policy is important community work. I would like to extend a special thanks to
Bob Jean, the City Manager of University Place, for enthusiastically sharing his insights about local
policy - making activities, providing several ofthe illustrations, and critically reviewing the draft of this
publication.
Additionally, I would like to thank Bob Meinig, Tom Sutberry, Carol Tobin, Byron Katsuyama, and
Ron Bartels of the MRSC staff for reviewing drafts of this publication and making constructive
suggestions to improve its content. Lynne De Merritt provided valuable editing assistance. And
Holly Martin put the document in final published form.
This is a work in progress. Please share your experiences with us so that we can improve future
editions of this publication. f hope that you will find this report useful in carrying out your local
policy development responsibilities.
Richard Yukubousky, Executive Director
Municipal Research & Services Center of Washington
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TABLE OF CONTENTS
Introduction . 1
What Is Policy? • 2
Making Policy is Job #1
for Legislators 3
Focus on Strategic Policy - Making 4
• How to Recognize "Good Policy" 7
Limits to Policy- Making 7
Roles and Responsibilities 11
Legislative Bodies 11
Executives 12
What Staffs Need to Know about the Needs
of Elected Officials 13
What Elected Officials Need to Know
about the Needs of Staff 14
Is it Policy or Administration? 17
The Policy - Malting Process 21
Effective Public Participation •
and Communication 25
Communications Barriers 25
Guidelines to Improve Public Process 27
Reading List 29
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iNTRODUCTION
"My experience in government is that when things
are non - controversial and beautifully coordinated,
there is not much going on."
•
John Fitzgerald Kennedy
Policy - making is often undervalued and misunderstood, yet it is the
central role of the city, town, and county legislative bodies. The
policies created by our local governments affect everyone in the _
community in some way. Public policy determines what services will
be provided to the residents and the level of those services, what kinds
of development will occur in the community, and it determines what
the community's future will be. Policies are created to guide decision -
making. Elected councilmembers of cities, towns, and counties have
public policy - making responsibilities. County commissioners also set
policy, but have an executive role of administering policy as well.
Local policy- making is complex. It demands the very best of local
officials. The public policy - making process is highly decentralized.
Policy initiation, formulation, adoption, and implementation involve
• many interests. This process has been characterized as tending to be
"fluid, incremental, confused, often disorderly and even incoherent."
[Public Policy Making, Washington Style, Bone et. al., p. 4]. And
yet, from this, the destiny of a community — the fulfillment of its
dreams and aspirations — flow out ofthe exercise ofthe policy - making
process.
2 Introduction
This publication provides an overview of the local government policy - making proce''ss. It does not
discuss. theories, nor does it deal with the "art and science" of policy-making. It is written from a
practical standpoint and is intended to provide the reader with a better understanding of the roles and
responsibilities of legislators as policy- makers. It discusses how local public policy is created and
provides practical tips, based on experience, on how to make the policy - making process more
•
productive and satisfying for participants. Since confusion or disagreement about policy- making has
been a frequent source of conflict for local governments, an important objective of this publication
• is to help Washington local government officials distinguish between policy and administrative
matters.
What Is Policy?
Formally adopted policy generally takes the form of a governing principle, plan, or course of action.
In the public sector it generally evolves from a deliberative process, and is adopted by an ordinance
or resolution. Legislative bodies make public policy decisions; others perform the administrative task
of implementing those policies. The decisions could be the adoption of a vision for the community,
a comprehensive plan, a budget, or a policy relating to a specific issue, such as allowing or prohibiting
local gambling activities. Policy- making requires political wisdom, diplomacy, and prudence to bring
diverse community interests together around a shared purpose. Convnon usage of the term "policy"
also includes the wise and expedient conduct of management; thereby blurring the line between
policy and administration and causing confusion in the roles of elected legislators.
Public policy is a combination of basic decisions, commitments, and actions made by those who hold
authority or affect government decisions. The policy - making process weighs and balances public
values. Often there is no "right" choice or correct technical answer to the issue at hand. Policy -
making can be an adversarial process, characterized by the clash of competing !'and conflicting
interests and viewpoints rather than an impartial, disinterested, or "objective" search for "correct"
solutions for policy issues. The larger and more diverse the constituency, the more'difficult policy -
making becomes, particularly when addressing regional issues. Democracy is sometimes messy. S ince
our government is a representative democracy, an effective policy- making process' insures that all
•
relevant viewpoints are heard, and that the rights of individuals are protected.
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:f `= AKING POLICY IS
JOB #1 FOR
LEGISLATORS
'The buck stops here."
Harry 5. Truman
The key to avoiding conflicts is to recognize that the general public
policy of the municipality is usually a matter for the legislative body
to determine: the city or town council, the county council, and the
board of county commissioners, though the latter also has an
executive and administrative function. It is also important to
recognize that it is.not the role of the legislative body to administer
city or county affairs, except in the case of the county commission.
The council sets policy, but it is either the county executive, the
mayor, or city manager that actually sees that the policies are
implemented. Since the distinction between formulation and
implementation is not always clear, open corrununications between
legislators and administrators is absolutely necessary.
4 Making Policy Is Job #1 for Legislators
Policy ( "What ") / Legislative
MICENSOGREIr WIMP
Administration ( "How ") / Executive
Focus on Strategic Policy - Making
Legislative bodies are most effective and are most successful when they focus on strategic activities
that guide the future of their communities. Whether it is called goal setting, strategic planning or
futures planning, the process of assessing need and establishing priorities is a necessary function of
local government. It is a process that can be used to build citizen support, encourageefficiency, and
improve productivity. [Goal Setting in Local Government, IC'MA MIS Report, vol. 27, no. 4, April
•
1995]
Some observers believe 'that goverrunents are driven by past decisions and reaction, to operational
issues and limitations. There is a legacy of prior actions that limits the community's vision about
fixture possibilities. Policy is about the future of your community, whether tomorrow next week, or
years from now. Policy - making is about visions, goals, choices; and possibilities. Alignment ofvision
and goals with the community and its local government structures builds trust and community
confidence. Limited resources go further where there is alignment and trust.
Key policy - making activities include:
• Creating a Community Vision This is the "big picture" for your community. A
vision captures the dreams, aspirations, and hopes of your community. It is a choice of one
future out of many possibilities. Important community values shape this vision. •Does your
corm see itself as a trader in a global village? A place where diversity is cherished? A
place where there is peace and harmony between the built and the natural environment? A
"vision statement" could provide a benchmark against which all other local government
actions are measured. If you don't know where you are going, any path will do.
Communities with vision know who they are and where they are going. Some communities
also develop value statements and strategic plans to help implement their vision statements.
Those without vision spend considerable energy on wrong or irrelevant issues, bouncing
reactively from one topic to another. In short, they cannot see where they are going.
• Community Goals and objectives Community goals identify components of the
community vision and provide direction for implementation. A goal statement may grow out
of a difficult community problem, for example, a high crime rate. The goal is to find a
satisfactory resolution to this problem by implementing policies designed to reduce crime.
A goal may also be born of a desire to instil some quality that is not currently part of the •
community, such as economic growth. Or, a goal may grow from a desire to preserve a
valued characteristic or quality that already exists, such as the preservation of small town
•. qualities while accommodating growth. Goals are qualitative statements objectives are
quantitative and measurable.
Local Government Policy- Making Process 5
• Comprehensive Plan The comprehensive plan represents the community's policy for
future growth. The plan assists in the management of the city or county by providing policies
to guide decision - making [Small Communities Guide to Comprehensive Planning,
Washington State Department of Community Development, June 1993]. A majority of
Washington's counties and cities prepare comprehensive land use plans under the state's
Growth Management Act. Comprehensive planning usually starts with an inventory and
analysis of land, followed by an analysis of population and demographics, economic
conditions, amenities, physical conditions, and infrastructure to determine future needs and
alternatives. Based upon an agreed 'amount of growth, the land -use element of the plan maps
locations for future development. Zoning and development regulations limit the permitted
size of these developments, and govern how various uses must relate to their neighbors.
Transportation and public facilities elements of the plan address service Levels, locations, and
financing of infrastructure needed to support community development. These plans are
powerful policy tools that address major pieces of your community's vision.
• Local services Some local services are mandated by state statute. Other services,
while .not mandated by statute, are prudent to provide, while others are discretionary.
General- purpose local governments make key decisions about which services to provide to
residents, at what service level, the manner in which these services will be provided. Counties
provide a broad range of services, many of which are mandated by the state as its agent.
Many regional services are provided by policy choice. Not all counties, for example, provide
regional transit service. For cities, the statutes require the appointment of a chief law
enforcement officer. Once such an officer is appointed, there is no further guidance as to the
level of police services that must be provided. Whatever level is selected is a question of
policy to be deliberated and determined by the city council. Some cities contract with the
county to provide police services rather than provide their own. This is a matter of policy
choice, based upon desired levels of service and the costs of providing that service.
• Budgets and Capital Facilities Plans These address the allocation of scarce
financial resources to achieve the community's vision, accomplish goals and objectives,
implement the comprehensive plan, and provide services. The budget is considered one of
the strongest policy - making tools. It defines the spending and service priorities for numerous
other policy decisions. There is rarely enough money to do all the things that a community
desires. Thus, budgets and capital facilities plans must prioritize. What gets funded? In what
order? What does not get funded? How much will be spent to provide desired services?
Long -tern financial plan projections (5 to 6 years ahead) often help reveal some of the costs
or consequences of seemingly "inexpensive" short-term policy decisions. The allocation of
resources to competing needs is an important exercise of setting local policy. Deciding what
not to do is also an important part of policy- making.
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Loral Governance System °1
'
fl,
Goals Organization Fiscal Personnel Procedures Information
VTson and Community Bonds and ! Service levels Elections end Newsletters, o
Va;ues Iax Igvals in itiatives . telev� sun and 2'
press
Strategi C4until Budgets And 1 SEi1ary and Ordinances i S1ate -of -the- I ® (0 ccr
and goals debt benefits and ;city
rrl &nng ement resolutions I o
.
g,
r
_ _ _ Mt ?.sler wont Manager Budget and Hire and fire Policies a An _ _ �n
plan finance plan procedures report n
, rt
• O
Dep.ertfner`t Department Budget Training and Standards Monthly)
work plan . heads control development and quarterly
benchrharks reports a
• Team work Opera1 on Service Supervsiun Operating Progress r-
r plan managers delivery and procedures reports i
.. discipline
5.
I ndividual Service Individual Parsanal Job checklist S1a1us report
work plan employees services responibilil r
. Effectivnnesa Ef lietency 1 C4rrtrol
When goals clearly defined end assigr■ed igoel5 ?orgenizetiorl }you can determ ne effectiveness., When resources are clearly
• sat aid sta1 cdrtrect, blunleers properly assigned (fiscalipersonriell, you can rneas:rre efficiency. 1i'l,'hen rules and. proocsses
are developed and feedback and report systems (orocedures you can establish control wilhoul "ovBr cariirolling,
meddling or micro Managing.' .
Local Government Policy- Making Process 7
How to Recognize "Good Policy'
Since there is usually not a "right or wrong" policy, how are good policy decisions recognized? The
following qualities may assist in defining "good public policy:"
•• There Is Public Support Usually policy adopted by a majority vote of a legislative
body is "good" policy. A supermajority vote makes "great" policy. The council does not
make policy in a vacuum. Councils rely on ideas from many sources, including staff, citizen's
groups, advisorycornmittees, chambers of commerce, and others. Strong council support for
a policy is more likely if there is strong support in the community.
• Policies Are Just Good policy is fair and equitable; it does not impose disproportional
impacts on interest groups. Policy decisions should be based upon due process that respects
the constitutional rights of individuals. Policy - making is not always about what's popular.
Sometimes it means protecting the legitimate interests of minority views too.
• Sound Decisions Are Backed by Solid Analysis Good policy analysis starts
with clear goals and objectives, considers a range ofalternatives, expresses evaluation criteria,
and assesses the impacts of alternatives with respect to these criteria. Measure the
consequences of policy decisions against the community's vision, values, and goals.
• Polices Are Relevant The decision addresses a problem or issue that is generally
,perceived as significant to the community.
• Policy Can Be Implemented The decisions are feasible for local government to
implement. The adopted policy has a reasonable chance of working. There are clear
assignments of responsibilities for implementation.
• Results Are Monitored There is always a risk that policy decisions have unintended
consequences, or simply do not accomplish their goals. During the analysis phase it is useful
to think about how a policy choice may fail. Good monitoring systems may provide early
warning about policy failures or unintended consequences. This would enable policy - makers
to alter the policy to increase effectiveness, or abandon it completely.
Limits to Policy - Making
No one said that effective policy - making is easy. It is easier to second guess how something might
have been done, than to determine what needs to be done. There are many challenges and hazards
along the way. Public policy - making involves multiple interests, complex analysis, conflicting
information, and human personalities. Listed below are some factors that make public policy a
fascinating, sometimes frustrating, but absolutely essential exercise. These are listed to alert the
reader about circumstances where extra care is necessary.
• Legitimate community interests have multiple and often conflicting goals. This is the essence
of the policy- making challenge. For example, the business community may be motivated
primarily by a profit goal in presenting its position on the comprehensive plan. Other
•
8 Making Policy Is Job #1 for Legislators
community interests may place a higher priority on a goal of preserving as much of the natural
environment as possible. These goals may conflict.
• With multiple interest groups and centers ofpower, there is a tendency to "take a step in the
right direction" rather than commit to significant change. Some participants are frustrated
because they believe that the policy - making process should produce more dramatic changes
than it usually does. On the other hand, seemingly minor changes in the short -term can have
enormous long -term impacts.
• Failure to have the right information can impede decision - making. Elected officials are often
faced with information overload. Too much information can create uncertainty and weaken
decisiveness. When this occurs, all information becomes diluted, in its persuasiveness.
Decision - makers may then resort to less rationally defensive but more personally satisfying
methods of decision - making. Concise, well- organized data and analyses can facilitate the
decision - making process.
• Some interest groups may use analysis to rationalize choices they have ,already made.
Research can be politicized. Some people are skilled in using statistics to prove anything.
Close inspection of their analysis, however, may reveal serious flaws.
• Many forces that unpact local communities are beyond local control. Local governments are
subject to federal and state mandates. Income levels of individual jurisdictions depend upon
job creation and retention throughout the region. Traffic congestion and air pollution
transcend local community borders. Local decision - makers may have limited ability to
influence an important community issue.
• It is not always clear or obvious how to implement good policy, even when there is a high
level of agreement about a desired direction.
• Resources to implement policy may be limited.
• Mediation may be required to resolve issues where communities are polarized.
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Local Government Policy- Making Process 9
External Factors & Considerations
•
Majority views
Community interests
Economic and Fo`rm:al ti
demographic Federal and state
R: :" O.r anization`al';'; °''' ';-
.9.', factors
factors Structures
•
Minority views
Special interests
Policy - making is not done in a vacuum. External influences surround your decision - making. Also,
remember, policy abhors a vacuum. If elected officials don't or won't lead community groups or
individuals with try to assume the council's role. Or staff will have to guess what the policy is and
"fill in the blanks" if even with the best of intentions. Policy- setting really is the council's number one
goal.
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ROLES
"Management is doing things right. Leadership is
doing the right things."
Warren Bennis
Constitutions, charters, statutes, and ordinances are the sources of
authority for elected officials and staff in the policy- making process.
A clear understanding of roles and responsibilities can increase the
effectiveness of participants in the policy - making process. Whether
legislative or executive, the goal is to serve the community. In*
addition to reviewing the powers of the legislative and executive
branches of cities and counties, this section provides practical tips on
how to avoid conflicts between key players who are in administrative
and policy - making positions.
Legislative Bodies
City, town, and county councilmembers and county commissioners are
• legislators. Together they constitute a legislative body which is given
authority by the state constitution and state law to make local law.
Local legislative authority is generally limited to ;what the state
• specifically grants to counties, cities and towns. However, code cities,
charter cities and charter counties have "home rule '° powers which
permit them to exercise authority not specifically granted; provided
that the state has not specifically prohibited that local authority.
•
12 Roles and Responsibilities
We elect legislators to make policy decisions and enact laws on our behalf. Except through the
exercise of the initiative and referendum, we do not practice direct democracy. Our political system
is a representative democracy. Our representatives may come from a variety of backgrounds:
farmers, teachers, doctors, lawyers, business owners, etc. The essence of the legislative process is
the give and take of different interests, and the search for a compromise that is acceptable to the
majority. Often there are elaborate mechanisms to involve citizens and interest groups in the policy -
making process. However, in the final analysis, legislative bodies make the decisions. Those who
are not satisfied with the outcome can always seek to change the representatives by voting them out
of office. But they must abide by the decisions whether they like them or not.
Executives
While mayors and city managers often develop and propose policies, their basic authority is to carry
out the council's directives and to implement the policy adopted by councils. Commissioners serve
both legislative and executive roles. The relationship of the executive to the legislative body varies
by form of local government.
• Mayor - Council Form of Government Policy and administration are separated.
All legislative and policy- making powers are vested in the city council. This is also true for
charter counties that have county councils: King, Snohomish, Pierce and Whatcom Counties.
Administrative authority is vested in a directly elected mayor or county executive. Mayors in
second class mayor- council and code mayor- council cities may veto ordinances but the
mayor's veto can be overruled by two - thirds vote of the council.
• Council- Manager Form of Government All legislative and policy powers are
vested in the city council. The council employs a professionally trained administrator to carry
out the policies it develops. The city manager is head of the administrative branch of
government. The mayor is usually selected by the city council from among its members,
although in a few larger cities (e.g. Tacoma, Spokane, Vancouver, and Olympia), the voters
directly elect the mayor. The mayor's responsibilities are primarily to preside at council
meetings, act as head of the city for ceremonial purposes, and for purposes of military law.
The mayor votes as a councilmember and does not have any veto power. Political skills
possessed by the mayor can be helpful in bringing parties together in the policy development
process. Currently, no Washington counties use this organizational model.
• Commission Form of Government In the commission form of government one
elective body includes the executive, legislative, and administrative functions of government.
There are only two Washington cities (Wenatchee and Shelton) currently operating under this
form of government. Thirty -five Washington counties have commission forms of
government. The board of commissioners sits as a body, passes laws, and makes policy.
While much of this publication is relevant to counties, there are some factors that make the policy -
making process of counties different from cities. Elected county offices are partisan; candidates
declare party affiliation when they run for office. All elected city offices are non - partisan. County
commissioners share power with other elected county officials such as the assessor, auditor,
prosecuting attorney, sheriff, county clerk, and treasurer. There are only a handful of Washington
cities that elect anyone other than mayors or council members. An extensive treatment of the
• Local Government Policy- Making Process 13
•
•
responsibilities of commissioners can be.found in the New Commissioner Handbook (Report No. 43,
Municipal Research & Services Center, September. 1998).
The separation of authority between the legislative body and the chief executive in the Mayor-council,
county executive, and council - manager forms of government is very similar. In the mayor - council
form of govermnent, the mayor is the chief administrative officer who is responsible for all
administrative functions. When separately elected, the county executive serves as chiefadministrative
officer in those counties that have a council (e.g., King, Pierce, Snohomish and Whatcom Counties).
In the council- manager form, the appointed manager is the chief administrative officer. The council
creates the departments, authorizes positions, and fixes compensation. The council may not direct
the hiring of any employee by the chief administrative officer, although local ordinances may call for
council confirmation of appointments in the mayor- council form of government. The' mayor has the
power to appoint and remove all appointive officers and employees consistent with the laws of the
city. This authority to hire and fire may be delegated to department heads. In the council- manager
form, the manager supervises city business, appoints and removes department heads and employees,
executes laws, recommends activities to the council, submits reports, submits a proposed budget, and
performs other duties directed by ordinance.
Mayors, county executives, city managers, and staff do•not make policy decisions. However, they
have strong influence on the policy - making process and its resultant decisions. For 'example, they
propose budgets, oversee the studies and analyses carried out by staff, and make policy
recommendations to councils. Through their ongoing contacts with key interest groups, elected and
appointed chief administrative officers and department heads influence (and are influenced by) other
participants in the policy development process.
What Staffs Need to Know about the
Needs of Elected Officials
Policy development processes are most effective and productive when key play;'ers work well
together. Each party has a role to play and has defined responsibilities. Conflicts often develop when
the legitimate needs and roles of one party are not understood by another. Here are soine suggestions
that might make the policy development process more effective:
o Elected officials have different needs than staff. To be effective, they must be responsive to
the needs of their constituents. Concerns for "fairness" and "minority views "' may outweigh
issues of effectiveness or efficiency.
o Elected officials want to know where various constituent groups stand on an issue. This
information is important in attempting to balance the conflicting values that often come into
play during the policy- making process.
•
O Elected officials do not like surprises, particularly at the end of a long and arduous process.
(Who does ?) A staff member's credibility can be seriously undermined if key interests
introduce relevant new information at a final public hearing before action is taken.
Councilmembers will think that the staff has not done their job of getting this information
considered earlier.
•
14 Roles and Responsibilities
•
• Elected officials like to have choices. Nobody likes to feel backed into a corner where there
is only one solution. A brilliant staffproposal may not carry the day if other choices were not
seriously considered.
• Staff can be an enormous help by showing how compromise can be reached on thorny issues.
• Staff can make everyone on the policy /administrative team look good by sharing credit.
What Elected Officials Need to Know
about the Needs of Staff
• Some key staff belong to national and state associations that hold members to professional
and ethical standards. For example, many city managers and administrators belong to the
Washington City /County Management Association and are bound by the International
City /County Management Association code of ethics. Asking staff to help on certain political
matters, such as election and ballot campaigns, puts them in a difficult position. State laws
also significantly limit the use of public resources for campaign issues.
• Staff will sometimes assert that "we can't do this because it violates technical standards."
While these standards are legitimate attempts to address important public goals, they often
do not fully recognize other community values. For example, street design standards favor
the movement of traffic. If the street is not critical for the movement of large traffic volumes,
there may be ways to design the street to achieve other community goals by providing wider
sidewalks, bike lanes, and space for recreational and social activities. (However, access may
be Lost to certain categories of state or federal funds if standards are not met.) Explore these
issues with staff and challenge their creativity.
• Competent staff can be a tremendous help in developing ideas, structuring good processes,
and generally keeping you out of trouble. Get to know and trust key staff.
•
• Treat each other respectfully. Otherwise the official may not get that extra effort that can
make a difference in effectiveness.
•
Local Government Policy- Making Process 15
• Avoid public criticism of each other; it "only makes for martyrs. If there'll is a legitimate
concern, discuss the matter privately. If you are a councilmember, remember'that you do not
have the authority to direct employees. Discuss your concerns with the mayor or city
manager. If on-the staff, ask for policy clarification if you are not sure what was intended.
• Show appreciation for good work. Say "thanks." Share credit.
Another way to improve policy- making and decision - making is to better understand the role of team
members.
Policy-making
Legislative:
Y g
"What"
Teamwork
Management: Employees and
Policy service
advice and contractors:
administrative Service delivery
"How" "Just do it"
•
•
•
•
•
•
S IT POLICY OR
�kVe I I S -` TI
ON?
"All government — indeed, every human benefit and
enjoyment, every virture and every prudent act — is
founded on compromise and barter."
Edmund Burke
The goal of this section is to answer, through examples, the age -old
question: is it policy or is it administration? The Municipal Research
& Services Center (MRSC) has received numerous questions about
this issue over the years. Lack of clarity or agreement about this issue
is perhaps the most frequent source of conflict among local officials.
There are no "black and white" answers. There will always be some
overlap between policy and administration. -That is why it is very
important for executives, legislators, and key staff to develop ways to
communicate and work together effectively.
The introduction to this report suggests that legislative bodies are
most effective and successful when they focus on strategic activities
to guide future development of their communities. These key policy -
making activities include the development of a vision for the
community, the adoption of community goals and objectives, the
adoption ofcomprehensive plans, decisions about which programs and
services will be provided by the local government, and the adoption
of budgets and capital facilities plans. These are clearly policy
matters.
18 Is it Policy or Administration?
Councils and commissions have the powers to enact laws and policies consistent with state law,
usually through the enactment of ordinances and resolutions. The chart below lists actions that city
councils and commissions can take, followed by a brief description of the responsibility ofthe mayor,
city manager or administrator. These also apply to county councils and commissions; however,
counties have a number of independent elected officials whose functions and duties are defined by
either the state constitution or state statutes.
�' -5 v
i
'f? c min�st t "o
I� Ac! rai. n
• Enact a budget. • Propose budget. Spend within budgetary
limits. •
• Define the powers, functions and duties of • Fill positions consistent with local ordinances.
officers and employees. ,
• Fix the compensation of officers and • Administer payroll consistent with budget and
employees. compensation plan adopted by council.
• Establish the working conditions of officers • Insure that proper working conditions are
and employees. I provided.
• Establish retirement and pension systems. • Administer pension and retirement plan.
• Adopt ordinances regulating local affairs. • Implement and enforce ordinances.
• Set fines and penalties for violation of • Collect fines and enforce penalties.
• ordinances.
• Enter into contracts. • Propose contracts. Manage approved
contracts. Enforce contracts.
• Regulate the acquisition, sale, ownership, and • Negotiate terms of acquisition and sale of real
other disposition of real property. property; carry out acquisition and sale.
•
• Decide which governmental services will be • Oversee the day to day operation of programs
• provided. Adopt budgets for their provision. and services provided by the local
government.
• Establish public utilities. • Manage provision of utility services.
• • Grant franchise for the use of public ways. • Enforce terms of franchise agreement.
• License, for the purpose of revenue and • Administer business licenses as provided by
regulation, most any type of business. council.
• Set tax rates and user fees consistent with • Collect taxes and user fees.
state laws.
• Approve claims against the city or county. • Bring lawsuits, with legislative approval.
Propose settlement of claims, Pay approved
claims.
• Enter into agreements to accept grants and • Propose agreement. Carry out terms of the
gifts. agreement.
•
Local Government Policy- Making Process 19
The mayor, city manager, or county executive is the chief executive and administrator in charge of
carrying out the policies set by the council and enforcing local laws. They are basically in charge of
the day -to -day operation of the city or county, including the supervision of all appointed officers and
employees in the performance of their official functions. The chief executive is in charge of hiring
and firing all appointive officers and employees, subject, where applicable, to laws regarding civil
service. Councils of first class, second class, and code cities have some authority to require
confirmation of the mayoral appointments of certain officials; councils may not, however, require
confirmation of firings by the mayor. Town councils do not have this power.
For the most part public agencies are administrative; they must follow policies, laws, budgets, and
other rules. In order to prevent abuses of power and to provide predictability, administrative
functions have limited flexibility or discretion. For example, the enforcement of building and land use
codes are generally ministerial in nature. If applicants comply with requirements as set forth in the
code, they get their permit. However, there are certain types of decisions, such as rezones, that must
go to the legislative body.
On many matters, citizens will no doubt call councilmembers. In these situations, it is best to pass
on the complaint (through the mayor or city manager), let staff deal with it, and report back to the
councilmember on its disposition. Give the staffa chance to do their job. Treat citizen comments,
complaints, or requests as feedback on basic service delivery systems. These are opportunities for
service "tune -ups" as part of a continuous improvement effort.
Consistent with the doctrine of separation of powers, the council is not authorized to interfere with
the chief executive's administration of government. Councilmenibers may not give orders to
department heads or to other employees. In council- manager cities, this prohibition is established
statutorily. The council must work through the city manager on matters of city administration, except
that it may deal directly with officers and employees under the manager's direction "for the purpose
o inquiry." To do its job, the council needs information on how the city or county is operating. The
chief executive must provide timely, useful information evenly and equally to all councilmembers —
either directly or through subordinate officers and employees.
Of course, things do not always run smoothly between the council and the administration, and the line
between policy and administration is imprecise in some situations. One area that is a frequent source
of conflict is personnel. The council may not like a mayor's appointment to a particular position, or
it may be dissatisfied with the performance of certain officers or employees. An employee may
complain to and seek relief from the council about some aspect of employment. On the other hand,
the mayor may believe that certain personnel policies interfere with his or her supervision of
employees and hiring and firing authority. The mayor may direct that all communications with city
staff go through the mayor's office. The council, in response, may feel that the mayor is unlawfully
restricting its access to city personnel for information purposes.
The remedy for some of these situations may be to review the respective roles of the mayor and the
council and to understand the limitations of their respective authorities. For example, if the council
is not happy with a mayoral appointment, there may be nothing the council can do directly within the
bounds of its authority. However, if it has the authority to confirm 'a particular appointment, it can
reject the appointee and force the mayor to choose another. If the council does not have confirmation
authority, it can express its dissatisfaction to the mayor, but it can do nothing else with respect to that
particular appointment. The council may, however, provide for a detailed personnel system
20 Is it Policy or Administration?
•
establishing specific qualifications for positions, requiring publication and public posting of job
opening announcements, and the like. Moreover, the mayor, at least in code cities, is required by
statute to make appointments on the basis of ability and training or experience."
Similarly, if the council feels that an officer or employee is performing poorly and should be
disciplined or fired, it can say so to the mayor, but it has no power to do anything else. Although it
controls the salaries paid to city officers and employees, it may not lower a salary with the purpose
of causing the person holding that position to quit.. A rule to follow is that the council (and the •
mayor) may not do indirectly what it cannot do directly.
On the issue of communication between the council and city officers and employees, the mayor may
not prevent council members from gaining information although he or she could reasonably regulate
the inquiry process. if councilmember inquiries unreasonably take staff away from their duties, the
mayor may require those inquiries to be channeled through the mayor or a department head, if it can
be done without unduly encumbering council access to information.
Another area that often provides ground for conflict is finances and budgets. For example, the mayor
may not take full advantage of the budget authorized by the council. The council may authorize a
. certain position at a certain salary, and the mayor may decide not to fill the position or may do so at
half time and half salary. The mayor may cite financial difficulties, such as revenues falling short of
projections, and may conclude that the city cannot afford someone filling this position full -time. The
council, on the other hand, may not agree that the conditions warrant such action or may determine
that a different cost - saving measure is appropriate and should be instituted.
Resolution of this type of issue may prove particularly tricky. Although the mayor may not pay an
employee less than is authorized by the council in the budget or separate salary ordinance, under
certain financial circumstances, the mayor may be able to partially fill a position, thus proportionately
reducing the salary for the position. Legal authority, however, is hazy on such issues. The best
strategy would be for the mayor and the council to work out a mutually agreeable accommodation.
In situations where it is not clear whether the executive or the council has the authority to act,
counsel of the city attorney or that of a MRSC consultant could be sought. Understanding roles is
a necessary step in resolving many conflicts. When roles are not clearly defined, compromise may
be in order. Statutes and case law may not provide a ready answer. All sides need flexibility to meet
the challenges of effective local government that is responsive to public needs. Local government
works best when local officials work well together and build relationships based on honesty and trust.
•
•
•
•
THE LILY= G
PROCESS
"Democracy means government by discussion, but it
is only effective if you can stop people from talking."
Clement Atlee
There is no question that effective policy - making requires lots' of
process. But in the end, it requires decisiveness too. While citizens
and interest groups value the opportunity to participate, they also
expect efficiency in the process of analyzing issues and bringing them
to resolution. "Democratic efficiency" may sound like an oxymoron,
but it is a worthwhile goal. Drawn out, inconclusive processes wear
out participants and frustrate everyone. Such processes may make
citizens less willing to participate in future community activities.
In this section, the policy- making process as exercised by individual
councilmembers or commissioners is outlined and described. The
main focus is to highlight practical tips that can make everyone
involved more effective in managing that process, participating in it,
and influencing outcomes more effectively.
•
•
Y'
22 The Policy- Making Process
Get Issue on the Agenda A councilmember has little or no power acting alone. If there is
an issue or problem that should be addressed by your city or county, it has to be put on the public
agenda. Some issues are so important that there is a consensus that something must be done.
However, your issue may be in competition with others for time and attention. The support of other
members of the legislative body is needed to commit time and resources to study the issue. The same
is true for the chief executive. A budget is needed to carry out the studies and conduct the processes
needed to bring resolution to important policy issues.
There are many catalysts for new or revised public policies. An economic calamity, such as the
closing of a mill in the community, might generate a need for a new economic development policy.
Technological innovations, such as networked computers and the Internet, are raising a myriad of
technology policy issues for local governments today. Ecological shifts brought about by dramatic
growth and development threatens Salmon species, requiring governments to respond. On some
issues the community may have no choice but to act because of federal or state requirements like the
Endangered Species Act and the Growth Management Act. On other issues, there may be local
discretion to address them or not. These policy issues will need the consent and support of other
elected officials to place them on the local agenda.
The policy -maker must be prepared to explain why action is necessary and why this issue is more
important than other issues that compete for time, attention, and resources. What is the problem that
needs to be solved? What are the implications of not acting? What is at stake? Why is government
involvement or action required? Can someone else, such as a non -profit entity, address this problem?
Document Existing conditions Issues become part of the public agenda when there is a
shared perception that a problem must be solved, an issue resolved, or an opportunity realized.
Explain the problem and recognize that everyone does not share the same definition of problem.
Existing conditions provide a reference point against which possible actions are compared. The task
of documenting existing conditions will probably be assigned to staff Councilmembers must
recognize that resources need to be budgeted for these staff activities.
Define Goals and Objectives Policy action requires public support, or at a minimum, a
working majority of the legislative body. The development of goals is an important part of the search
for agreement. Conceptually, the idea is to move from the more general to the specific: first reaching
agreement on broad principles before getting to specific means.
Goals are qualitative in nature, for example:
• Create a community where people can live, work, and play in an environment that is safe,
vibrant, and aesthetically pleasing.
• Preserve greenbelts and natural areas.
• Provide for the efficient and safe movement of people and goods.
Objectives are quantitative, providing yardsticks to measure goal achievement. Some examples are:
• Create 1,500 new affordable housing units by the year 2005.
Local Government Policy- Making Process 23
•
• Acquire outright or purchase the development rights to preserve 1,000 acres of greenbelts by
the year 2005.
• Improve intersections in the downtown so they function no worse than Level of Service E,
at or near the capacity of the roadway, during morning and afternoon peak hours.
Goal developrnent can be a tune - consuming process that requires the full attention of the governing
board. All members should participate. There will need to be give and take among the participants.
Goals should reflect what the governing board wants to accomplish. Avoid getting too detailed. Let
staff figure. out how to achieve goals. Organizations cannot do everything at once. Setting goals
helps prioritize where tune, energy, and resources go.
Generate Alternatives What options are there for attaining the policy - making body's goals?
It is important to consider a range ofreasonable alternatives. If alternatives favored by an influential
interest group are excluded, it will be very difficult to reach a decision that has strong support.
• Do not prematurely lock into one choice. That will impede your ability to build a consensus
and to bring other interests over to your position.
• Be respectful of costs to government. All levels of government are expected to do more with
less. This is especially true for local government. Are there low or no cost solutions? Think
creatively.
• Be mindful of ongoing costs. These have to be budgeted. For example, if the city spends
money to purchase land and develop a park, it also needs to pay for ongoing maintenance.
• Think of what it will take to implement your solution, including administrative costs. Policy
that cannot be implemented is ineffective. The more complex a solution, the more likely it
is to meet with resistance.
Identify Key Interest Groups This is an important step in defiling criteria for evaluating
alternatives. Who else cares about this issue? How will they be impacted? Will they be positively
or negatively affected by various solutions? Which interest groups are logical allies? Who is likely
to oppose the action(s)?
Evaluate Alternatives This task will likely fall mainly to staff, and will often be addressed
through formal process requirements such as the preparation of environmental impact statements.
Some key considerations are:
• Address the costs and consequences of doing nothing.
• Recognize that there are tradeoffs and costs to others. Anticipate criteria that are important
to others. You lose credibility if they are ignored. The same weight does not have to be
placed on other interests' criteria, but the real impacts cannot be ignored. In many cases,
there are legal requirements to address the impacts.
• Test the sensitivity of assumptions. How would the findings and conclusions change if the
assumptions were modified?
24 The Policy- Making Process
Decide Even if everything is done right, some decisions are hard because they address a difficult
issue. A few points to review are:
• Recognize constraints, such as budgets, laws, and authority. Balance dreams with the reality
• of what needs to be changed. Small changes can have major impacts through time.
• Recognize that there are often more than two positions on an issue. This makes it difficult
to get a majority, much less a consensus.
• Think about how alternatives might be combined into "win -win" solutions that address needs
of multiple parties.
• Treat all parties with respect. Remember that even if you do not win this one, long -term
relationships count.
Implement and Monitor Even if you have done a great job in involving all the parties,
analyzing alternatives, and achieving consensus, the process is not complete. Too many well -
intentioned plans sit on a shelf and collect dust. Make sure that implementation responsibilities are
• clearly assigned.
Policies often have unintended consequences. Monitor the implementation of policies and.revise them
as necessary. It is better to discover (sooner than later) that the assumptions were not correct so that
early corrective action can be taken. Unintended consequences can create bigger problems down the
road. Consider sunset ordinances that require formal policy review after a set time period, especially
if the council embarks on an untried innovative policy direction.
•
•
EFFECTIVE U zLIC
PARTICIPATION
COIVIIVIUNICATION
'Process is our most important product,"
Quip from an exercise in developing a mission
statement for a large Washington city.
In Washington State's culture of open government, the process of
policy - making is every bit as important as the product of that process.
Effective policy - making cannot occur without solid public
participation. Open communications are essential to making that
process work. This section contains a collection of tips acquired
through experience while participating in both successful and
unsuccessful processes.
Communications Barriers
Effective communications among individuals with diverse
backgrounds and interests can be difficult. The following are some
factors that can create barriers to effective communications. They are
listed here primarily to assist in heightening awareness of possible
barriers to effective communications during the policy- making
process.
26 Effective Public Participation and Communication
• Power Needs Legislators and interest group representatives need to show that they are
doing a good job for their constituents. They have a need to forcefully represent their
members and to receive credit for accomplishments. Sharing credit is one of the most
important things elected officials can do to win support for their proposals. Big problems
occur when the process is structured to produce solutions where one side "wins" and the
other side "loses." If at all possible, insure that an influential interest group does not lose on
all of its issues. Sometimes it may be necessary to broaden the scope of the overall effort in
order to find a "win" for an important interest. •
• "Political Irrationality" Versus 'Technical Rigidity Some technical staff may
see political behavior as irrational. Elected officials may see staff as inflexible because they
appear to hide behind the technical standards of their professions. It helps to understand the
needs of the other parties to carry out an effective dialogue.
• Different Perspectives We see problems differently, experience the same event
differently, hold different values, use different approaches to solve problems, and have
different communication styles. In short, we are diverse. Any of these differences can get in
the way of effective cornmunications. Try to understand where other parties are coming from
and to see things in their terms. Stephen Covey has written some excellent material on
empathic communications in The 7 Habits of Highly Effective People. Habit 5 is "seek first
to understand, then to be understood.
• Part -Time Versus Full -Time Most city and town elected officials are part - tuners who
make their living in a non - governmental occupation or profession. Part -time officials have
limited time available to spend on issues that staff may be paid to address. Some elected .
officials have much more time available than others to spend on their mayoral or
councilmember roles. Those who have less time to spend on an issue may feel at a
disadvantage.
• Technical Expert Versus Citizens Some experts may see citizens, as lacking the
knowledge and skills to participate effectively. This is unfortunate since value choice is at the
root of the public policy - making process. Conversely, some citizens may feel that technical
experts are suspect, especially if they work for government. They may be seen as part of the
established order that wants to protect the status quo. This too is unfortunate since experts
who understand their role can assist the identification of "win -win" solutions.
• Public Apathy and Feelings of Powerlessness Some officials believe that the
majority of citizens are distrustful and apathetic about the functions of go vernrnent. That may
leave them wondering about how representative the participants are. Richard Nixon had his
"silent majority," whom he believed supported his policies. On the other hand, there are
citizens who feel powerless to influence government; they assume that "officials won't listen"
and "you can't fight city hall." The reality of the policy - making process is that those who put
in thoughtful time and effort have more influence on the outcome.
• Formal Proceedings Rules of order are needed, although formality can get in the way
of open corrununications. Council chambers are formal and often place legislators on a
podium above citizens. This does not create an impression that a citizen can really have an
influence. Public process can be designed in ways to encourage, not inhibit, participation.
•
•
0
Local Government Policy- Making Process 27
Guidelines to Improve Public Process
Formal public hearings are part of the vocabulary of public process in America. While it is necessary
to conduct public hearings to meet legal requirements, these hearings should by no means be the only
opportunity for citizen involvement on important policy issues.
The formal public hearing setting can create a theater atmosphere, especially if the session is
videotaped for community broadcast. Legislators and interest group representatives make speeches
to the camera for the benefit of those watching at home. Formal hearings often bring out the most
extreme positions. Interest group leaders often feel that they need to present a harder position than
they might actually be willing to accept. They have to look like strong leaders, and their "opponents"
will be making equally strong statements for contrary positions.
At a hearing, there is usually little, if any room for reasonable discussion, give or take, or response
to prior testimony. Usually there is a parade ofspeakers who come to read their prepared statements.
Interest groups often feel that it is necessary to pack the place with supporters of their positions to
influence legislators politically.
If this is the only means of public process, there is a high risk that the process will fail. On important
public issues, there has to be solid public process before a hearing is scheduled, if there is to be any
hope of reaching a solution that has a high level of community support. There are a number of
techniques that can be helpful. Newsletters and other mailings can inform the community about
issues, options, and the process of decision - making. Surveys can be used to assess community views
and opinions about important issues. Community meetings can be structured to maximize
opportunities for dialogue on important matters.
There is no one right method or one single set of techniques that guarantee success. A genuine
willingness to be open, to listen, and to explore options and issues identified by the community will
instill faith in the process. Citizens can sense very quickly whether their participation is really
welcome. It is also important to structure and facilitate community meetings in a way that truly
perrnits participation of interested parties.
The following guidelines can help to design a public participation process that has a strong chance
of being effective:
• For public meetings, including hearings, prepare and distribute a printed agenda showing the
purpose and objectives of the meeting, an outline of subjects to be covered, time lirnits, and
rules for participation.
• Change physical setting of the meeting room to reduce feelings of separation and "power
differences" between public officials and citizens. Sit around a table if possible.
• Involve interested parties in the process of generating alternative solutions and approaches.
Do this early in the process so that promising new alternatives can be fairly addressed.
• Make sure there is plenty of opportunity for people to receive answers to questions. This
usually does not happen at a hearing. Some agencies have successfully used informal "open
•
• •
r;..' 28 Effective Public Participation and Communication
houses" where there is ample opportunity for community members to view illustrations of
alternatives, discuss the potential impacts of alternatives, and receive answers to specific
questions.
• Use small groups to involve participants. Many people are hesitant to speak out in large
groups and may hold back good ideas.
• Consider the use of portable microphones and a "talk show" or town hall format.
• Listen to what participants are saying. Ask clarifying questions. Repeat what you heard to
confirm the message. Use a recorder to write corrunents and suggestions on large sheets of
paper that can be posted on the walls.
• Use good graphics and handouts to illustrate and summarize the proposal(s).
• Use a comfortable setting. Regulate room temperature so that the room is not too hot or
cold.
• Schedule meetings at tunes and places that are convenient to those you want to involve.
• Use trained facilitators to conduct meetings if issues are especially controversial.
• And finally, provide food! There is research showing that people are less likely to express
anger if fed. You need to be careful, however, about the use of public hinds. It is best if you
can pay for food out of a fund generated from private donations.
Conducting an effective public participation process is hard work. And it can be frustrating,
especially if you think you already have all the analysis and information you need to make a decision.
There can be tension between the goals of democracy and the desire to make decisions quickly and
efficiently. However, a truly participatory process can be very rewarding. Decisions are far more
likely to be supported, even by those who might prefer a different outcome. Good will generated by
the process can provide momentum to implement a difficult decision. Your community will gain
experience, knowledge, and skill at working together to create the future.
•!
•
•
READING LIST
The Authority of the Legislative Body to Regulate Administration of City, by
Susan Rae Sampson in Legal Notes: Proceedings of the Washington State
Association of Municipal Attorneys. Information Bulletin No. 467. Seattle:
Municipal Research & Services Center, 1990. P. 193. •
Elected Officials Handbooks. 4th edition. International City /County
Management Association, 1994
Elected Officials Little Handbook.. A Portable Guide for Local Government
Legislators, by Len Wood. Rancho Palos Verdes, Calif.: Training Shoppe,
c1994
•
Goal Setting in Local Government. 1CMA MIS Report Vol. 27, No. 4.
Washington, D.C.: International City Management_ Association, April 1995
Handbook for Councilrnembers. Information Bulletin No. 493. Seattle:
Municipal Research & Services Center of Washington, 1995 •
Handbook ofPractical Program Evaluation, Joseph S. Wholey, Harry P. Hatry,
and Kathryn E. Newcomer, editors. San Francisco: Jossey -Bass, 1994
The New Commissioners Handbook. Report No. 43. Seattle: Municipal
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