HomeMy WebLinkAbout2008.09.22 Council Workshop Packet AGENDA
PASCO CITY COUNCIL
Workshop Meeting 7:00 p.m. September 22,2008
1. CALL TO ORDER
2. ROLL CALL:
(a) Pledge of Allegiance.
3. VERBAL REPORTS FROM COUNCILMEMBERS:
4. ITEMS FOR DISCUSSION:
(a) Wagenaar Center LRA:
1. Agenda Report from Gary Crutchfield, City Manager dated September 18, 2008.
2. Vicinity Map.
(b) Report of"Cyber Stop" Computer/Internet Access Center:
1. Agenda Report from Stan Strebel, Administrative & Community Services Director dated
September 9, 2008.
2. Cyber Stop Eleven Month Usage Report.
(c) Bargaining Contract for Public Works and Facilities Maintenance Employees:
1. Agenda Report from Lynne Jackson, Human Resources Manager dated September 15,
2008.
2. Proposed Collective Bargaining Agreement (Council packets only; copy in Human
Resources Office for public review).
(d) City Council Districts:
1. Agenda Report from Gary Crutchfield, City Manager dated September 18, 2008.
2. PMC Chapter 1.10 "Voting Districts."
3. Table, City Council Districts by Voting Precincts, 2008,
4. Map, Proposed Council Districts.
(e) Organization Structure Assessment for Executive Department:
1. Agenda Report from Gary Crutchfield, City Manager dated September 18,2008.
2. Organization Structure Assessment by Henderson Group, 9/8/08.
(f) Capital Improvement Plan:
i. Agenda Report from Gary Crutchfield, City Manager dated September 17, 2008.
2. Revised Capital Improvement Plan 2009-2014 (Council packets only; copy available for
review in the City Manager's office, Pasco Library or on the city's website at www.pasco-
wa.gov).
3. Proposed Resolution.
5. OTHER ITEMS FOR DISCUSSION:
(a)
(b)
(c)
6. EXECUTIVE SESSION:
(a)
(b)
(c)
7. ADJOURNMENT.
Workshop Meeting 2 October 22,2008
REMINDERS:
1. 4:00 p.m., Monday, September 22, Port of Benton — Hanford Area Economic Investment Fund
Committee Meeting. (COUNCILMEMBER MATT WATKINS,Rep.; AL YENNEY, Alt.)
2. 10:00 a.m., Tuesday, September 23, 4720 Broadmoor Blvd — Community First Bank Grand
Opening Celebration. (MAYOR JOYCE OLSON)
3. 7:30 a.m., Thursday, September 25, Kennewick Red Lion — Tri-Cities Visitor & Convention
Bureau Board Meeting. (COUNCILMEMBER MIKE GARRISON,Rep.; TOM LARSEN, Alt.)
4. 4:00 p.m., Thursday, September 25, TRAC Center, Room #4 — TRIDEC Board Meeting.
(COUNCILMEMBER MIKE GARRISON,Rep.;TOM LARSEN, Alt.)
5. 5:30 p.m., Thursday, September 25, 710 W. Court Street — Benton-Franklin Community Action
Committee Meeting. (COUNCILMEMBER AL YENNEY, Rep.; REBECCA FRANCIK, Alt.)
6. 12:00 p.m., Wednesday, October 1, 2601 N. Capitol Avenue—Franklin County Mosquito Control
District Meeting. (COUNCILMEMBER BOB HOFFMANN,Rep.; AL YENNEY, Alt.)
7. 4:00 p.m., Thursday, October 2, 9605 Sandifur Parkway — Kadlec Clinic Grand Opening
Celebration. (MAYOR JOYCE OLSON)
8. 5:30 p.m., Thursday, October 2,Parks & Rec. Classroom—Parks & Recreation Advisory Council
Board Meeting. (COUNCILMEMBER REBECCA FRANCIK, Rep.; MIKE GARRISON, Alt.)
AGENDA REPORT
TO: City Council September 18, 2008
FROM: Gary Crutchfield, City Manager Workshop Mtg.: 9/22/08
SUBJECT: Wagenaar Center LRA
I. REFERENCE(S):
1. Vicinity Map.
II. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS:
9/22: Discussion
III. FISCAL IMPACT:
Estimated cost$45,000; $40,000 covered by a federal grant
IV. HISTORY AND FACTS BRIEF:
A) The Wagenaar Army Reserve Center located at the intersection of Maitland and
Ainsworth, is no longer in use by the Army Reserve and is scheduled for disposal by the
US Army. In accordance with the Base Realignment and Closure (BRAC) law, the
community may recommend to the Army the preferred"reuse" of the property so that the
Army may transfer the property for such preferred use. In order to exercise this
opportunity, the city (earlier this year) accepted the responsibility to act as the "Local
Redevelopment Authority" (LRA) and has obtained a federal grant (about $40,000) for
hiring consultant expertise in order to carry out the LRA responsibilities.
B) The general process requires a local advisory committee to oversee the review process
and evaluate proposals for reuse of the property. Ultimately, the "LRA Advisory
Committee" would identify the preferred redevelopment plan. Council should
determine, however, the extent of additional review by the city before the LRA
recommendation is delivered to the Army for their action. Those options include:
• The LRA Advisory Committee's conclusion to be forwarded on behalf of City as
the LRA recommendation;
• LRA Advisory Committee conclusion to be forwarded to Planning Commission
for review (with or without public hearing) and sent to Army as LRA
recommendation;
• LRA Advisory Committee conclusion reviewed by Planning Commission (with
or without public hearing) and Planning Commission recommendation to City
Council for final decision(with or without public hearing).
C) The LRA advisory committee is required to be composed of certain community interests.
Individuals have agreed to serve on the advisory committee, to represent the respective
interests. Council should note that three of the proposed committee members (noted by
an *) served on the initial LRA advisory committee established by the Port of Pasco
when it initiated the process two years ago (but ultimately terminated the process due to
an alleged conflict of interest).
• Joyce Olson; City Council
• Darrick Dietrich;Neighborhood
• Judith Gidley; Homeless
• Bill Saraceno; Education
• Todd Samuel; Planning Commission
• Len Harms; Business
Staff is still working with the state's office of Veteran's Affairs to identify an appropriate
representative of veteran's interests to serve on the committee; that name is expected
prior to the October 6 meeting.
V. DISCUSSION:
A) With Council direction, staff will prepare an appropriate resolution to formally appoint
the LRA Advisory Committee membership and to specify the decision making process.
4(a)
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AGENDA REPORT
FOR: City Counci September 9, 2008
TO: Gary Crutch i anager
FROM: Stan Strebel, mirk Community Workshop Mtg.: 9/22/08
Services Direct Regular Mtg.: 10/6/08
SUBJECT: Report of"Cyber Stop"Computer/Internet Access Center
I. REFERENCE(S):
I. Cyber Stop Eleven Month Usage Report
H. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS:
9/22: Discussion—Give Direction to staff.
III. FISCAL IMPACT:
$15,000 annual cost
IV. HISTORY AND FACTS BRIEF:
A) At the Council's direction we established a free computer/internet access center last
September in the Kurtzman Building along with our existing Police Mini-Station.
Costs
Fifteen computers have been available approximately 20 hours per week since that time.
Hours have typically been Monday-Thursday evenings and afternoons on the weekends.
The cost to establish and equip the center was approximately $12,500. Not including
one time establishment costs, operational costs are expected to be about $15,000 on an
annual basis, assuming the same operational schedule. Please see the attached summary
of attendance for the Cyber Stop. You will note that through eleven months there have
been 6,209 visits (units of participation)to Cyber Stop by 1,771 different individuals.
B) Observations
Over all, there has been very little trouble at the Cyber Stop. Users have been well
behaved and observant of rules. We experienced two broken windows in the building
through the year and vandalism/graffiti seems to be on the upswing in Kurtzman and
other parks. We do not believe the computer center is the direct cause of this.
Most users of the facility are school children ages 7 — 15 years, and most computer use
seems to be social networking. Users have included preteens (748), teenagers (948) and
73 adults since last September.
As the center was being opened last fall, we also welcomed the Parent Information
Resource Center of the Educational Service District to share the facility. It was hoped
that through the two programs there would be a larger segment of the adult population
served. Unfortunately, PIRC has done very little at the facility and we have seen very
little of the synergy that could exist if the program was fully operational.
C) Recommendation
Since the cost of continuing the center is about one half of the initial year's cost to
establish and operate the center, staff suggests that we continue for an additional year.
With staff in place and the basic setup completed, we can focus on outreach and
structuring educational programs through recreation for specific groups. Given the time
savings that we receive through internet swim lesson registration, staff would also like to
consider conducting registration entirely online next year, using Cyber Stop as the
resource for those without computer access at home.
Staff asks for direction with regard to continuing the center.
4(b)
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AGENDA REPORT
September 15, 2008
FOR: City Council
TO: Gary Crutchfi I Manager Workshop Mtg: 09/22/08
FROM: Lynne Jackson, uman Resources Manager Regular Mtg: 10/06/08
SUBJECT: Bargaining Contract for Public Works and Facilities Maintenance Employees
I. REFERENCE(S):
1. Proposed Collective Bargaining Agreement (Council packets only; copy in Human
Resources Office for public review)
II. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS:
09/22: DISCUSSION
10106: MOTION: I move to approve the Collective Bargaining Agreement with the
International Union of Operating Engineers, Local 280, and, further, authorize the
Mayor to sign the agreement.
III. FISCAL IMPACT:
Increases average operations cost of Public Works/ Field and Plant Divisions and
Facilities Division of Administrative and Community Services for 2008 by approximately
$92, 810.
Anticipated operations costs (base wages and benefits) for Field, Plant and Facilities
Divisions for 2008: $3,467,633
IV. HISTORY AND FACTS BRIEF:
The last contract terminated December 31, 2007.
V. DISCUSSION:
The city and representatives of the employees in the Public Works Department and
Administrative and Community Service Department/Facilities Division who are
represented by IUOE, Local 280 have reached tentative agreement on a new, five-year
contract. The bargaining unit has voted to approve it. Following is a listing of the
significant changes to the agreement:
• January 1, 2008: 3% increase to all staff who are employed as of the date the contract
is signed.
• Effective the first full pay period following contract ratification:
Market based 3% increase for wage scale 51-P (foreman/chief groundsman)
Market based 1% increase for wage scales 35-P and 33-P (mechanic, water plant
operator, laboratory technician, wastewater plant operator, cross connect specialist
and operator/mechanic.)
• January 1, 2009: COLA—90% b/c west coast cities, CPI-U, October/October
1% minimum/4% maximum
• January 1, 2010: COLA—90% b/c west coast cities, CPI-U, October/October
1/% minimum/4% maximum
• January 1, 2011: COLA—90% b/c west coast cities, CPI-U, October/October
2%minimum/4% maximum; plus
`/a% increase
4(c)
• January 1, 2012: COLA—90% b/c west coast cities, CPI-U, October/October
2%minimum/4%maximum; plus
'/4 % increase
• Benefits: medical/dental/vision coverage.
• Effective the first full pay period following full ratification:
Employees will pay 10% of the cost of the premium for medical/dental
insurance with a premium sharing cap of 3.5% of wages.
• January 1, 2009:
The premium sharing cap will increase to 5% of wages.
• Clarification of lunch break time allowed
• Clarification of cross training process
Staff recommends Council ratification of the Agreement
AGENDA REPORT
TO: City Council September 18, 2008
FROM: Gary Crutch 0 ty Manager Workshop Mtg.: 9/22/08
SUBJECT: City Council D stricts
I. REFERENCE(S):
1. PMC Chapter 1.10 "Voting Districts"
2. Table, City Council Districts by Voting Precincts, 2008
3. Map, Proposed Council Districts
II. ACTION REQUESTED OF COUNCIL/STAFF RECOMMENDATIONS:
9122: Discussion
III. FISCAL IMPACT:
None.
IV. HISTORY AND FACTS BRIEF:
A) PMC Chapter 1.10 provides that five of the seven City Council positions be filled by
citizens residing in the respective district. The Ordinance was established in 1971 in an
effort to assure geographic representation and, in particular, to assure an opportunity for
ethnic representation on the City Council. As a precaution (to assure "equal
representation", as required under the constitution), the Ordinance further requires (as
amended in 2001) that no district may be more than 10% greater or smaller than another
district("10%rule").
B) Given ordinary community growth rates, City Council districts were revised once every 10
years,usually following the decennial federal census. With the rapid growth of Pasco over
the past eight years, however, the district boundaries have required adjustment every two
years in order to comply with the "10% rule." The last effort (2007) illustrated that the
ability to comply with the 10% rule with five districts is becoming so difficult as to be
improbable without starting over entirely (the existing composition of districts is so bound
by large precincts and current Council residency, that it becomes improbable to define an
effective change without displacing a current Councilmember).
C) At the September 8 Council workshop meeting, Council directed that staff attempt to
identify revisions to the existing array of five City Council districts that would satisfy the
"10% rule" without displacing a Councilmember from his/her district. One such option
was (unexpectedly) found and is reflected in the table attached as reference 2 and
illustrated in the map as reference 3. By moving Precinct No. 52 from District 3 to
District 5 and moving Precinct No. 45 from District 4 to District 3, the five City Council
districts fall back within the 10% rule. The new arrangement of districts would reflect a
9% maximum variation (which means it will require adjustment again before the 2011
election).
V. DISCUSSION:
A) Council should note that staff spent considerable time attempting different combinations
of precincts to find an arrangement that would further reduce the disparity between
Council district sizes, but could not identify one without displacing Councilmembers from
one or more districts. Staff submits that the solution found this time was principally due
to "good fortune"; it is not likely to occur again. Without significant change in the size of
many of the voting precincts or a decrease in the number of Council districts, the ability to
conform to the legal mandate of 10% maximum disparity is not sustainable. As the size of
voting precincts is a decision reserved to the County auditor, the only option available
under the City Council's control is the number of districts. Consequently, staff urges
Council to further its consideration of reducing the number of City Council districts(if not
before the 2009 election, then certainly before the 2011 election). 4(d)
CHAPTER 1.10 VOTING DISTRICTS
Sections:
1.10.010 NUMBER OF DIVISIONS - EQUAL POPULATION IN EACH................. 14
1.10.020 DISTRICT ONE............................................................................. 14
1.10.030 DISTRICT TWO................................... ...................................... 14
1.10.040 DISTRICT THREE. ........................................................................ 14
1.10.050 DISTRICT FOUR........................................................................... 15
1.10.060 DISTRICT FIVE. ........................................................................... 15
1.10.070 ELECTION OF COUNCILMEN COUNCILMAN-AT-LARGE. ................... 15
1.10.080 COUNCILMEN - RESIDENTIAL REQUIREMENT REMOVAL................. 15
1.10.090 RE-ESTABLISHMENT OF DISTRICT BOUNDARIES. .......................... 16
1.10.100 ANNEXATION............................................................................... 16
1.10.110 RECALL PETITIONS...................................................................... 16
1.10.120 FILLING VACANCIES..................................................................... 16
1.10.130 VOTING PRECINCTS..................................................................... 16
1.10.010 NUMBER OF DIVISIONS - EQUAL POPULATION IN EACH. The City is
divided into five voting districts. Each district shall be as nearly equal in population as
possible; compact as possible; consist of geographically contiguous area; be configured
as to not favor or disfavor any racial group or political party; and to the extent feasible,
coincide with the existing recognized natural boundaries so as to preserve existing
communities of related and mutual interest. (Ord. 3472 Sec. 1, 2001; Ord. 1472 Sec. 1,
1971.)
1.10.020 DISTRICT ONE. Voting district one shall encompass the area within
the City of Pasco comprised of precinct numbers one, two, six and fifty, as those
precincts are described on the maps and property descriptions on file with the Auditor
of Franklin County. (Ord. 3832, 2007; Ord. 3724 Sec. 1, 2005; Ord. 3625 Sec. 1, 2003;
Ord. 3476 Sec. 1, 2001; Ord. 3240 Sec. 1, 1997; Ord. 2943, Sec. 1, 1993; Ord. 2824
Sec."1, 1991; Ord. 1871 Sec. 1 (part), 1977.)
1.10.030 DISTRICT TWO. Voting district two shall encompass the area within
the City of Pasco comprised of precinct numbers three, nine, twelve, thirteen, fifteen,
sixteen, seventeen, eighteen, nineteen, twenty, twenty-one, twenty-four and twenty-
five as those precincts are described on the maps and property descriptions on file with
the Auditor of Franklin County. (Ord. 3832, 2007; Ord. 3724 Sec. 2, 2005; Ord. 3625
Sec. 2, 2003; Ord. 3476 Sec. 2, 2001; Ord. 3240 Sec. 1, 1997; Ord. 2943, Sec. 2, 1993;
Ord. 1871 Sec. 1 (part), 1977.)
1.10.040 DISTRICT THREE. Voting district three shall encompass the area
within the City of Pasco comprised of precinct numbers four, five, seven, eight, ten,
eleven, forty-four, forty-seven, forty-eight, forty-nine and fifty-two, as those precincts
PMC Title 1 9/2/2008 14
are described by the maps and property descriptions on file with the Auditor of Franklin
County. (Ord. 3832, 2007; Ord. 3724 Sec. 3, 2005; Ord. 3625 Sec. 3, 2003; Ord. 3476
Sec. 3, 2001; Ord. 3240 Sec. 1, 1997; Ord. 2284, Sec. 1, 1981; Ord. 1871 Sec. 1 (part),
1977.)
1.10.050 DISTRICT FOUR. Voting district four shall encompass the area within
the City of Pasco comprised of precinct numbers thirty-four, thirty-five, thirty-six, thirty-
eight, thirty-nine, forty, forty-one, forty-two, forty-three, forty-five and forty-six, as
those precincts are described on the maps and property descriptions on file with the
Auditor of Franklin County. (Ord. 3832, 2007; Ord. 3724 Sec. 4, 2005; Ord. 3625 Sec.
4, 2003; Ord. 3476 Sec. 4, 2001; Ord. 3240 Sec. 1, 1997; Ord. 2824 Sec. 2, 1991; Ord.
2365 Sec. 1, 1982; Ord. 1871 Sec. 1 (part), 1977.)
1.10.060 DISTRICT FIVE. Voting district five shall encompass the area within
the City of Pasco comprised of precinct numbers fourteen, twenty-two, twenty-three,
twenty-six, twenty-seven, twenty-eight, twenty-nine, thirty, thirty-one, thirty-two;
thirty-three, and thirty-seven, as those precincts are described on the maps and
property descriptions on file with the Auditor of Franklin County. (Ord. 3832, 2007;
Ord. 3724 Sec. 5, 2005; Ord. 3625 Sec. 5, 2003; Ord. 3479 Sec. 1, 2001; Ord. 3476
Sec. 5, 2001; Ord. 3365 Sec. 1, 1999; Ord. 3240 Sec. 1, 1997; Ord. 2824 Sec. 3, 1991;
Ord. 2365 Sec. 2, 1982; Ord. 2284 Sec. 2, 1981; Ord. 1871 Sec. 1 (part), 1977.)
1.10.070 ELECTION OF COUNCILMEN COUNCILMAN-AT-LARGE. The qualified
electors of each voting district, and they only, shall nominate from among their number
candidates for the office of councilman of such voting district to be voted for at the
following general election. Such candidates shall be nominated in the same manner as
other candidates at the primary election held on the third Tuesday of September
preceding a general election. In addition, two councilmen, designated councilmen-at-
large, shall be nominated in a similar manner. One of the councilman-at-large positions
shall be designated as council position number one. The City Clerk, not fewer than ten
days prior to the time for filing declarations of candidacy in the next councilman
election, shall designate, by consecutive numbers, commencing with number two and
ending with number seven, all other positions on the council to be nominated by district
or to be elected-at-large. The two candidates having the highest vote totals for each
council position shall be certified as having been nominated and shall run for that
position in the general election. Councilmen shall be elected by all of the qualified
voters of the City and the person receiving the highest number of votes for the office of
councilman for the position for which he is a candidate shall be declared duly elected.
(Ord. 1955 Sec. 1, 1978; Ord. 1472 Sec. 7, 1971.)
1.10.080 COUNCILMEN - RESIDENTIAL REQUIREMENT REMOVAL. Councilmen
elected from districts shall be residents of the district from which they are elected.
Removal of a councilman from the district from which he was elected shall create a
vacancy in that office; provided, that no change in the boundaries of districts shall
PMC Title 1 9/2/2008 15
affect the term of any councilman, but he shall serve out his term in the district of his
residence at the time of his election. (Ord. 1873 Sec. 1, 1977; Ord. 1472 Sec. 8, 1971.)
1.10.090 RE-ESTABLISHMENT OF DISTRICT BOUNDARIES. The Council shall
re-establish district boundaries whenever the population in any district exceeds by ten
percent or more the population in any other district; provided, that no change in the
boundaries of any district shall be made within sixty days next before the date of a
general municipal election, nor within twelve months after the districts have been
established or altered. (Ord. 3476 Sec. 6, 2001; Ord. 1472 Sec. 9, 1971.)
1.10.100 ANNEXATION. When additional territory is added to the City, it may,
by act of the City Council, be annexed to contiguous districts or attached to any other
district as the Council may determine without affecting the right to re-district at the
expiration of twelve months after the last previous division. (Ord. 3476 Sec. 7, 2001;
Ord. 1472 Sec. 10, 1971.)
1.10.110 RECALL PETITIONS. Any registered voter shall be eligible to sign a
petition for the recall of any councilman. (Ord. 1472 Sec. 11, 1971.)
1.10.120 FILLING VACANCIES. If a vacancy in the Council occurs or if a district
office is not filled by the election process, the remaining members of the City Council
shall appoint a person to fill such office until the next regular general municipal election,
at which time a person shall be elected to serve for the remainder of the unexpired
term. Persons appointed to fill district offices shall be the residents of that district.
(Ord. 1472 Sec. 12, 1971.)
1.10.130 VOTING PRECINCTS. Voting precincts within the five districts shall be
established by the City Manager or under his direction and shall be submitted to the
County Commissioners, Franklin County, for approval. No voting precinct shall be
located in more than one district. (Ord. 1472 Sec. 13, 1971.)
PMC Title 1 9/2/2008 16
2008 Population Estimate
City Council Districts by Voting Precinct
OFM Adjusted j Total Registered
District PRECINCT 2008 Population Voters
Estimate
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3 4 301
3 5
188
3 7 TIP 241
3 8 480 274
3 10 1,31.0 444
3 11 .2,044 565
3 44 606 219
3 46
193
3 47 568 191
3 48 .8719 321
.3 49 4111 340
3 Total '.:10,7701 3,277
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5 14 902. 357
5 22 424 217
23 933 653
5 26 291 154
5 27 412 297
5 28 471: 321
5 29 504 255
5 3i3 195:'.' 147
S. 39' 678 415
.5 .32 1a�2221 502
4; 340
5 37 3,306. 511
5 52 247 122
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AGENDA REPORT
TO: City Council September 18, 2008
FROM: Gary Crutchfi y Manager Workshop Mtg.: 9/22/08
SUBJECT: Organization S cture Assessment for Executive Department
I. REFERENCE(S):
1. Organization Structure Assessment by Henderson Group, 9/8/08
II. ACTION REQUESTED OF COUNCIL /STAFF RECOMMENDATIONS:
9/22: Discussion
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
A) Over the past several years, rapid community and organization growth coupled
with increasing regional activities and responsibilities have combined to create
greater demand on the limited time available in the Executive Department
(specifically, the City Manager position). With increases in demand, comes
increased expectations of the City Council, both in nurturing community
initiatives and greater involvement in a wider array of activities, both locally and
regionally. With the elimination of the Management Assistant position in the
Executive Department two years ago (to make it easier for the city to financially
absorb the responsibilities of Chiawana Park), the ability of the Executive
Department to fulfill growing expectations has concurrently diminished.
B) In order to determine the most appropriate solution, staff earlier this year
employed the services of the Henderson Group to analyze the current
circumstances and evaluate alternative solutions. The consultant interviewed all
City Councilmembers and key managers to ascertain current circumstances as
well as City Council expectations. The attached report represents the consultant's
findings and recommendations.
V. DISCUSSION:
A) The management structure in the City of Pasco organization has been kept
relatively flat, even through the rapid growth curve of the current decade.
Unfortunately, it simply cannot keep up adequately now and is not likely to get
better (particularly when the current City Manager retires). The best solution is to
add capacity at the Executive Department level, so as to better respond to current
circumstances and to prepare longer term for retirement transition as well.
B) While the report conveys several more minor recommendations (strategic service
areas, rotational team leaders, etc.), the key recommendation is to create a
"Deputy City Manager" position. Doing so is expected to create additional staff
capacity at the appropriate level, so as to permit the other recommendations to be
implemented. The cost of a Deputy City Manager position, with benefits, is
estimated at $130,000 annually. Absent such action, however, the city will
increasingly fall behind expectations.
C) Staff recommends City Council favorably view the consultant's recommendation.
Both the short and longer-term interests of the city will be better served doing so.
Staff requests general direction from Council so the 2009 budget can be
constructed accordingly.
4(e)
ORGANIZATION STRUCTURE
ASSESSMENT
FOR
EXECUTIVE DEPARTMENT
PASCO, WASHINGTON
Prepared By
The Henderson Group, Inc.
SEPTEMBER 8, 2008
TABLE OF CONTENTS
Executive Summary 1
1. Scope of Study 1
2. Background of Study 1
3. Methodology of Study 2
4. Summary of Findings and Conclusions 2
5. Recommendations 5
Appendix A
A-1: 2008-09 Proposed Executive Department and Management Structure
A-2: 2010+ Proposed Executive Department and Management Structure
EXECUTIVE SUMMARY
The purpose of the Executive Department structure assessment for the City of Pasco is to
evaluate the capacity of the Department to continue to meet the needs and expectations of the
community, City Council, and City departments as growth regionally and locally continues into
the next decade.
This report describes the findings and conclusions of the study, and sets forth recommendations
for improvements in organization structure, management effectiveness, and staffing.
1. Scope of Study
The assessment study was conducted during April through June using methods of inquiry and
observation described below. The conclusions and recommendations discussed in this
assessment report reflect reasonable and logical judgments based upon our experience as
managers in, and consultants to other local governments.
The study and this report reflects the realities of the needs and requirements of the Executive
Department in response to the unique expectations of the community, City Council, and the City
organization.
This report is a plan for action based upon our:
• Assessment of the effectiveness of the Executive Department, including Office of the
City Manager and other department functions regarding its' current structure,
management and administrative functions, as well as City Council and community
liaison, and staffing capabilities;
• Identification of the need and alternatives for expanding current staffing capabilities in
response to dramatic community and organizational growth, and related demands for
managing City service delivery and organizational functions;
• Research and descriptions of options for realigning and/or expanding management
staffing within the Executive Department, to include alternatives, such as creation of a
Deputy City Manager, Assistant City Manager, or Management Assistant position; and
• Recommendations for implementing management restructuring, realignment of Executive
Department responsibilities and staffing changes.
2. Background of Study
During the past ten years, the Tri-Cities region (220,000 pop.) and City of Pasco (50,000 pop.)
have been ranked as one of the fastest growing metropolitan areas in the Country. The growth
rate during the past few years has averaged 3% annually, and further growth is projected for the
next 10-20 years.
Executive Department Structure Assessment 1 September 8,2008
As growth in the Tri-Cities area has increased, regional coordination has expanded, and faster
than anticipated growth within the City of Pasco's government organization has also occurred.
During this time,the City's (1) organization structure has remained relatively efficient, or"flat"
(e.g., minimal levels of hierarchy, or chain of command) with regard to management and
supervisory staff, and (2) span of control (e.g., ratio of supervisors to line employees) has also
been held at a very low level. This approach to management structure has been particularly
apparent within the Executive Department, and Office of the City Manager, specifically.
In April of this year, the City hired our firm, The Henderson Group, Inc. to assess the current
management structure of the Executive Department. The assessment includes a review of current
external community and internal City organization demands for service, as well as staff
responsibilities, spans of control, and staffing levels. The result of our assessment is an action
plan for 2008-2009 that we believe will bring into balance current and future demands for
services of the Executive Department and its' capability to meet those demands.
3. Methodology of Study
The methodology used in conducting the Executive Department management structure
assessment includes several factors. First, the Mayor and Councilmembers and Department
Heads were asked to respond to a written questionnaire, which we prepared to assist in our
interviews with them. Generally, the questionnaire asked about:
• Management Structure and Effectiveness: External issues regarding community liaison
and/or intergovernmental relationships locally or regionally; as well as internal problems
regarding current management practices and issues, including interdepartmental
communications;
• Services Structure Responsibility: Executive Department management responsibilities for
services that should be added to or expanded, eliminated from City responsibility, or
transferred within the Executive Department, or to other departments and divisions; and
• Staffing and Operations: Problems (e.g., organization structure, management roles and
responsibilities, staffing levels and effectiveness, etc.) that are currently encountered in
trying to accomplish the mission of the Executive Department.
Second, we reviewed and analyzed each response, and met with the Mayor, Councilmembers,
and Department Heads who responded to the questionnaire. The interviews focused on specific
problems, issues, or opportunities relating to the performance of the Executive Department.
Generally, this process identified additional problems and/or ideas for addressing needs and
potential changes within the department's management structure.
Finally, we applied the professional judgment that reflects our knowledge and experience in local
governments to make recommendations for addressing the needs of, and improving the
management structure of the Executive Department.
Executive Department Structure Assessment 2 September 8,2008
4. Summary of Findings and Conclusions
In our opinion, the Executive Department is managed and operated very professionally and
capably. There are a few areas of management structure and staffing that should be adjusted,but
overall, the Executive Department organization is fundamentally sound. Our findings and
conclusions are summarized below:
• Span of Control: Span of control is a term used in organizational management to describe
the number of persons who report directly to an executive, manager, or supervisor.
Although experts disagree on what constitutes appropriate span of control, most suggest a
span of 3-8 subordinates.
The current City Manager has a formal span of control of 9 subordinates (excluding the
vacant Management Assistant position). This span of control is on the high end of the
range suggested by most organizational management experts, but based on our
professional experience with many local governments, is in itself, not critical to the
overall effectiveness of the City Manager.
We do believe, however, that the on-going time and effort required to manage this span
of control, combined with several other high priority and time consuming responsibilities
and commitments (e.g., day-to-day human resources and communications issues, Mayor
and City Council liaison, Tri-Cities regional coordination, interaction with boards and
commissions, economic development, growth management, strategic planning, etc.),
considerably exceed the capacity of the Executive Department to respond effectively.
The additional findings and conclusions summarized below are closely related to this key
issue of the Office City Manager's current span of control demands and responsibilities.
• City and Regional Priorities: Continuing regional growth in the Tri-Cities area(e.g.
Kennewick, Pasco, and Richland [includes West Richland]) has been an important factor
in contributing to the need for expanded regional collaboration to resolve growth
management,economic development, and many other regional issues. As the City's role
in regional collaboration increases, more involvement by the City Council and Executive
Department will require additional time and effort.
• City Council-City Manager Liaison: Some City Councilmembers commented during
interviews that more interaction and direct liaison between the Office of City Manager
and Council is needed. In addition, and based on our experience with other cities
undergoing significant community growth, increases in demand for services, and
organizational change, the need for close liaison between the City Council and City
Manager becomes increasingly critical. Specifically, we believe that more time will be
required from the City Manager's Office to maintain effective liaison and coordination
with the Council as a whole, and provide timely response to individual Councilmembers
requests for information.
Executive Department Structure Assessment 3 September 8,2008
• Strategic Planning and Team Management: The City's strategic planning and"goal
setting" process, which has been a focal point for the City Council during the past fifteen
(15) years,has successfully achieved several important goals (e.g. grants assistance for
transportation and trails, parks, City lease of Chiawana Park, public communications,
etc.).
Department staff has also maintained a focus on internal "team management"practices,
which among other achievements,has enabled the City organization to maintain a"flat"
and efficiently managed organization structure during the past few years.
As the City organization continues to grow, however, the continuing implementation of
these planning and management practices will require even more time and effort. We
believe that two factors influence the continuing success of strategic planning and
effectiveness of team management: Additional focus (time and effort) within the
Executive Department, and further"strategic"refining of the City's organizational
management structure.
• Human Resources: Currently, the Office of the City Manager is routinely involved in
preparing and/or updating human resources policies and resolving various human
resources policy and management issues (e.g., staff recruitment recommendations,
employee disciplinary actions, staffing level budgetary decisions, etc.) These activities
require considerable focus, time and effort that, in our opinion, should be directed toward
the more important community and City Council priorities discussed above. Although
the City Manager's "hands on" involvement in human resources activities is
understandable, and perhaps sometimes necessary, we believe that the Deputy City
Manager could perform these functions.
• Finance and Payroll: The City's payroll function is currently the responsibility of Human
Resources. It is our understanding that, on a continuing basis, the payroll preparation
process requires additional employee back-up in order to meet required monthly
deadlines.
Although the payroll function generally involves non-skilled tasks, one or more
employees (including Information Systems Director) from Community& Administrative
Services are requested to assist Human Resources in this process. Although this practice,
in itself, may not significantly disrupt the operations of Human Resources, or the
Executive Department in general, we believe it represents another time consuming
distraction that contributes to the span of control issues discussed above.
• Parks & Recreation:Presently, The Facilities Division and Recreation Services Division
of the Department of Administrative and Community Services, respectively, manage
public park grounds/facilities and recreation services within the City. During our
interviews with key Department Heads, it was noted that lack of coordination has
occurred frequently between A&CS Facilities Division and Department of Public Works
regarding the planning and design, timing and installation of parks facilities vs. streets
(e.g., design, utilities cuts, installation of streetscapes, curb and gutter, and street
construction, etc.). We believe that more practiced"teamwork" and strategic planning
described above, as well as some organizational consolidation of responsibility for
planning, design, and installation of City infrastructure would alleviate this problem.
Executive Department Structure Assessment 4 September 8, 2008
5. Recommendations
The recommendations listed below follow the same numerical sequence of the proposed structure changes
as shown on organization charts A-1 (2005-2009) and A-2 (2010+)included in Appendix A of this report.
(9) Hire a Deputy City Manager to assist the City Manager(a) coordinate strategic
planning and community priorities and maintain City Council liaison, (b) manage
Human Resources, (c) and act on behalf of the City Manager, as required.
(2)Assign the Deputy City Manager the responsibility for managing and coordinating
"Human Resources"functions in the Executive Department.
(3) Redesignate "Communications"within the Executive Department as "Public and
Media Relations"to more appropriately represent the City's classification
description, and to emphasize a higher priority on community relations.
(4)Assign the City Manager and Deputy City Manager the joint responsibility for closely
monitoring and troubleshooting City Council and Departments'top community
priority programs goals and objectives, as shown on organization chart A-9.
(5) Establish management teams for key service areas with "rotational"team leaders
with the City Manager and Deputy City Manager coordinating and providing logistical
support for strategic planning activities.
(6) Increase coordination of Human Resources "payroll specialist"activities in
Executive Department with Finance Division ofA&CS.
(7)Include Parks & Recreation projects planning and management coordination within
the "Community Services"key strategic service areas (see A-T organization chart)
management team structure.
The recommendations on organization chart A-1 (2010+) are virtually the same as the seven
recommendations shown above, with the exception of an additional recommendation to hire a 2°d Deputy
City manager in the future(2010+)if needed,to be determined by the City Manager and City Council.
Executive Department Structure Assessment 5 September 8, 2008
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AGENDA REPORT
TO: City Council September 17, 2008
FROM: Gary Crutchfi Manager Workshop Mtg.: 9/22/08
Regular Mtg.: 10/6/08
SUBJECT: Capital Impro ement Plan
I. REFERENCE(S):
1. Revised Capital Improvement Plan 2009-2014 (Council packets only; copy available
for review in the City Manager's office, Pasco Library or on the city's website at
www.pasco-wa.gov).
2. Proposed Resolution.
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
9122: Discussion
10/6: MOTION: I move to approve Resolution No. adopting the Capital
Improvement Plan for fiscal years 2009-2014.
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS:
A) The annual Capital Improvement Plan for 2009-2014 was presented to the City
Council for discussion at the August 25 workshop meeting.
V. DISCUSSION:
A) Several changes have been made to the Plan by staff following the August 25
discussion, as follows:
• Deleted "West Pasco Water Park" and revised "Memorial Pool Renovation"
project to reflect funding changes;
• Revised"East Road 40 Sewer Extension"to provide for design work only;
• Revised "Sewer Line Extensions"by reducing cost to $1 million/year;
• Deleted "North Reservoir" and revised "West Side Water Treatment Plant" by
including the reservoir in the Water Plant project (saves about $1.5 million).
B) Staff recommends Council identify any substantive changes it desires and schedule
formal Council approval of the Capital Improvement Plan at the October 6 business
meeting, so the Capital Improvement Plan is in place while staff prepares the annual
budget in October.
4f)
RESOLUTION NO.
A RESOLUTION Approving the Capital Improvement Plan for Calendar Years
2009-2014.
WHEREAS, staff has prepared the Capital Improvement Plan which defines the capital
projects proposed to be undertaken by the City over the ensuing six years; and
WHEREAS, on August 25, 2008 the Capital Improvement Plan was presented to the
City Council for review and prioritization; NOW,THEREFORE,
THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO
RESOLVE AS FOLLOWS:
Section 1. That the Pasco City Council hereby approves the Capital Improvement Plan
for calendar years 2009-2014 as the City's list of capital projects proposed to be undertaken by
the City over the corning six years, with the understanding that implementation of any project
listed in the Capital Improvement Plan is subject to budget appropriation.
PASSED by the City Council of the City of Pasco at its regular meeting this 6th day of
October, 2008.
Joyce Olson
Mayor
ATTEST: APPROVED AS TO FORM:
Sandy Kenworthy Leland B. Kerr
Deputy City Clerk City Attorney