president’s messagecd2d9300-9629-4071-8a91...1 volume 25, no. 3, december 2014 president’s...
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Volume 25, No. 3, December 2014
President’s Message
Hello WCMA members and fans! Here’s hoping that this letter finds you healthy, happy and
prosperous. Your WCMA Board has been hard at work. We held our annual board retreat in
November and I wanted to share some of the topics we discussed.
2015 will be big year for WCMA. As hosts of the 2015 ICMA Conference in Seattle, we will need
an “all hands on” effort from our member cities. The Host Committee, led by Doug Schulze,
City Manager of Bainbridge Island, has been busy helping ICMA plan the conference
agenda, social events and logistics. We met with the Conference Planning Committee in
November and the committee members were very enthusiastic about coming to Seattle and
believe that we will have one of the highest attendance levels ever. This is where you come
in. It will take a village (in this case a whole state) to support the conference. We will be
recruiting about 250 volunteers to help at the conference. We will ask every City to provide
volunteers to do everything from stuffing bags to directing conference attendees to staffing
information booths. Volunteers will be able to attend conference sessions the day they
volunteer. Be looking for a call for volunteers in early 2015.
An important topic for ICMA and WCMA is the “Next Generation” initiative as one way to
prepare for what is affectionately known as the “Silver Tsunami.” Gwen Voelpel, Assistant City
Manager of Seatac, is this year’s Next Gen Committee Chair. We have a newly-formed ICMA
Student Chapter at the Evans School (University of Washington) and a group of very
motivated and energetic students looking to becoming involved in local government. So
what can you do?
___________________________________________________________________________________________ Washington City/County Management Association • 2601 Fourth Ave., Suite 800 • Seattle, WA 98121-1280
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Here’s some ideas:
Be a mentor
Provide an internship opportunity (it doesn’t have to be paid)
Sponsor an ICMA Management Fellow
Match a student’s capstone project to your City’s need for research
Volunteer to help Gwen on the Next Gen Committee! That’s
Finally, the Board has been discussing a new format for the WCMA Newsletter. Ron Bartels is
retiring from the newsletter business and we thought this was a good time to ask our members
what they want out of the newsletter. Sometime in 2015, we should be able to launch a new
and improved newsletter that is issue-focused, briefer and still provides important news about
members’ comings and goings. MRSC is developing an electronic format with a new look and
easy-to-follow links. While we get ready to launch the new format, Ron will be holding the
newsletter fort. We want to thank Ron for his many years of service to WCMA and for his
gentle but insistent reminders to “send in your news!”
Let’s make 2015 a year of successes and strength by staying connected with each other,
supporting the profession and building great communities for the future. Have a happy new
year.
Marilynne Beard
Deputy City Manager, Kirkland
WCMA President
From ICMA December 19, 2014
Reflections on Our Past, Present, and Future
by ICMA President Jim Bennett
Anniversaries allow us to celebrate and reflect upon the journey through which we reached a particular milestone.
For the past year, we as ICMA members have collectively done just that. The founders who
established our profession (and organization) envisioned that local government would be responsive
to all members of the community and deliver services through the most professional and ethical
individuals possible. The celebration of our first 100 years is a testament to the success of our
journey to date.
As the last piece of the confetti is being swept up, our attention turns to the future. How will our
profession change? And how will our professional organization help us best navigate the ever-
changing sea of resident expectations? I have been asked to offer my thoughts in my capacity as the first president selected to
serve in the second century of ICMA.
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Our roots are deeply vested in the underlying principle that all members of our communities should have equal access to the
services that their local government provides. At the time of ICMA’s formation, corruption and the “good-ole-boy” system of
nepotism and favoritism that was prevalent among many U.S. municipalities determined who benefited from local government
services. Thanks to the development of professional management, much of that corruption and favoritism has virtually
disappeared. Yet, despite the reforms that have taken place within our local governments, we still grapple with the challenge of
ensuring that all community residents have equal access to the services our local governments provide, that is, social equity.
Admittedly biased by my U.S.-centric worldview, I feel that we’ve seen dramatic changes during the last decade in the way our
federal and state leadership have sought to resolve the issues that concern citizens most, i.e., the environment, jobs, safety,
education, healthcare, and infrastructure. Even the most optimistic among us must agree that our federal and state leaders
have abdicated many of these primary responsibilities. As a result, these issues now land on the door steps of our city/town
halls and county offices. But these are complex issues that cannot be solved by a single community or county, and when they
go unresolved, our neighbors look to their local leadership for help.
At the same time, the economic divide between the extremely well-to-do and those struggling every day to survive has grown
at an unprecedented rate. Among some demographic groups, those differences are even more extreme in comparison to
society as a whole. One catalyst behind the civil unrest and protests recently taking place within many of our communities is
that not everyone believes s/he has the same access to local services. And globally, we are all aware of the human cruelties
that are inflicted daily upon individuals because of their race, ethnicity, or religious beliefs.
For some of us, these observations may provide a palette of dark and gloomy paints with which to create the next masterpiece
at the local level. Others of us see these challenges as an opportunity help address the issues that mean the most to the
members of our community. Doing so will be no easier than the challenges faced by the reformers who took on the corrupt city
political machines 100 years ago.
To be successful, we must build on the great principles that have guided our profession for the last 100 years. Ethical,
professional, and exceptionally competent administrators will remain a key component to successful local communities. Yet we
must develop the core leadership skills (facilitation, negotiation, engaging different groups, emotional intelligence, etc.)
required to meet the challenges of the next century. Leadership based on position, power, and authority will be much less
relevant in a world where no one person or group of people will be in control of all the moving parts.
Community building, which creates a universal sense of hometown pride, requires social equity. It will require dealing at the
local level with issues that cannot be solved by one municipality on its own. To be successful, we must translate complex
issues for our elected officials. Limited experience or interest, fear, or polarization may paralyze our elected bodies. Our
leadership skill set must complement those of the people whom we serve, and we must be politically astute without becoming
politically aligned. The members of the ICMA Task Force on Leadership expressed it well when they said; “We [municipal
managers] must be able to connect with a wide range of people, including diverse cultures, to effectively frame and facilitate
public discussions for productive dialogue.”
From this seat in this very small city of Presque Isle, Maine, I see a profession that will require a very different set of leadership
skills than those required by the individuals who came before us. I would also suggest that in the future, our profession and the
staffs that we lead will be asked to become more involved in community building. Our elected leaders will be asked to address
issues that seldom (if ever) appeared on their agendas in the past. For them to be successful, we will need not only the
technical and functional knowledge of those that have walked city halls for the last 100 years, but we will need the new and
very different leadership skills discussed above, all while maintaining the ethical behaviors that have become the cornerstone
of our profession.
Thank you for allowing me to share my thoughts with you. I look forward to working with you and the ICMA Executive Board in
the coming months.
Happy holidays!
Jim Bennett
ICMA President
2014-2015
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Space
December 18, 2014
REMINDER
Calling all ICMA Members!
We need your creativity to create the best sessions for our 101st Annual Conference!
Details & Guidelines Submit Your Ideas
Submission Deadline
Monday, January 5, 2015.
Dear ICMA Members:
ICMA has opened its call for ideas for the 2015 Annual Conference in Seattle/King County, September 27-30. Ideas from members are invited that address the six (6) Theme tracks and the four (4) Career tracks of the conference. The tracks include:
THEME TRACKS
Equity and Empowerment in Public Policy Management
Making Local Government Relevant
Safely Steering through the Elements: Personally Surviving the Profession
Skills and Tools for the 21st Century Manager
The Next Generation of Infrastructure
CAREER TRACKS
Assistant Managers
County Managers
Senior/ICMA Credentialed Managers
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Small Community Managers
For more details visit the website. You may submit ideas for consideration at icma.granicusideas.com by January 5, 2015.
Thank you very much for your help.
Best regards,
Ross
Ross Hoff Conference Director
ICMA 777 North Capitol St NE, Suite 500
Washington, DC 20002 http://icma.org
© International City/County Management Association
6901
Editor’s Note: Is your WCMA membership entry on the roster up-to-date and correct? Have you taken a look
at the WCMA website lately? For your benefit and that of everybody else It needs to be
correct! If it needs fixing, please do it ASAP! Dial into WCMA and see what it says about you.
Please! Your information can be found by going to the WCMA website (http://WCCMA.org),
then clicking on “Membership”, and then on “Directory”. If you haven’t created a login,
please do it now.
If your entry needs fixing or correcting or updating, please contact Donita Knutson at MRSC.
She’s the keeper of the records. Her e-mail address is [email protected].
If you’re a member of WCMA, and haven’t signed up for the WCMA listserve, you should do
that now, too! When you communicate with Donita, ask her to make sure that you’re
connected through the listserve.
Do you get the current WCMA News as well as current information or questions from other
WCMA members around the state? Do you have a question you’d like to transmit in order to
get information and help from folks you know, and those who’ve maybe already dealt with
that particular problem you’re having right now? Or don’t know? Maybe somebody else has
already fixed it and can provide you with advice, or at least how they handled it. Or maybe
what they tried didn’t work for them. In any event, you don’t need to reinvent the wheel. But
you have to ask. Again, the keeper of the access is Donita Knutson at MRSC
([email protected]). If you’re not already connected, please let her know and she can make
sure you are connected to [email protected]. That’s the WCMA listserve.
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Ron Bartels, editor
WCMA News
Need advice or help, or just want to discuss an idea
with somebody who’s been there?
WCMA/ICMA SENIOR ADVISORS ARE
READY, WILLING AND ABLE!
Senior Advisors are retired city/county managers and administrators, willing to provide
confidential assistance and advice to currently active professional colleagues (mostly
members of WCMA and/or ICMA).
The state organization, Washington City/County Management Association (WCMA) and the
international organization, International City/County Management Associations (ICMA) fund
this volunteer program. Washington has five (5) Senior Advisors.
Senior Advisors perform their role under the ICMA Code of Ethics.
WCMA/ICMA Senior Advisors are always willing and able to offer a listening ear. Being at the
top of the administrative pyramid sometimes makes it difficult to confide in those other
manager or administrator types he/she works with.
When appointed city/county managers or administrators sometimes need a "third party view"
of anything which could affect their professional career. Senior Advisors will spend all the time
necessary to be helpful. Even if they don't have all the answers, they usually know someone
who does!
Resource assistance is a big part of their role, too, and that includes city councils and local
elected officials (If or when asked).
Of course confidentiality is a vital part of any privileged communication and WCMA/ICMA
Senior Advisors protect it for you.
For best results, use any help or assistance before you are in crisis!
They are:
Ron Bartels Bob Jean
2201 Chambers Lake Lane SE 9716 Island View Ln W
Lacey, WA 98503-6935 University Place, WA 98466
Phone: (360) 438-5216 Phone: (253) 566-2654
Cell phone: (206) 948-4924 Cell phone: (253) 205-7847
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[email protected] [email protected]
Lloyd Halverson Stan McNutt
2141 N. W. Benton St. 271 Ryan Loop
Camas, WA 98607 St. Maries, ID 83861-7111
Phone: (360) 834-0153 Phone (208) 245-5043
[email protected] [email protected]
Anne Pflug
813 East 3rd Avenue
Ellensburg, WA 98926
Phone: (509) 925-2608
Cell phone: (425) 785-8557
More From ICMA
Post-Ferguson/New York Discussion Update
As the world has reacted to the events in Ferguson/St. Louis County and New York City, we
have tried to understand the implications for cities, towns, and counties and the profession.
First, we have reached out to support our colleagues in Ferguson by offering whatever is
needed to John Shaw and his staff as they work through a complex range of issues and
emotions.
Second, for some time now, we have been working on a U.S. Department of Justice (DOJ)
project on the police departments of the future. If you are interested, the Bureau of Justice
Assistance (BJA) website has some really good material that looks at many of the issues raised
by the events of the past few months. We have also talked with the BJA project team and
representatives from the Major Cities Chiefs Association about how to develop a set of
recommendations for communities going forward.
Third, we met with our colleagues from the Big 7 and White House representatives to
encourage significant involvement on the part of the state/local government communities in
any White House/DOJ initiatives. We also stressed that the issues raised were broader and
more complex than just police strategy, tactics, and equipment.
We will continue to be engaged on this issue and will keep you informed as we progress.
Take care and happy holidays.
Bob O’Neill
ICMA Executive Director
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From The Alliance for Innovation
Innovation Edge
Getting Great Results for Your Community: Start with Caring About the People Who Implement Your Mission by Stacey Peterson, Chief People Officer, Rancho Cordova, CA
An emphasis on talent management and employee engagement is critical to better organizational performance. In all industries there is considerable pressure to improve performance levels, especially in government where citizens are expecting more be done with fewer resources. To expand talent capacity, the City of Rancho Cordova, an eleven-year old City near Sacramento, California, looked to the Great Place to Work® Institute. There we learned to benchmark best practices and gain insights from years of research and experience on building employee trust, which is proven to yield significant returns on productivity, innovation and revenues.
Best companies research confirms that teams in supportive environments can perform at significantly higher levels - as much as 30 to 40 percent. So, how can more public agencies change the work environment? If our desire is to raise the bar of performance, we have to seek management practices that are proven to contribute to better performance. Where do you begin? For starters, when was the last time you surveyed your employees? Do you know what employees value or would like to change? Are you clear on what you can improve to build trust in the organization?
Research also tells us that people want to feel like what they do matters and, as a result, they matter. As leaders, to attain positive results from our people, we must truly care about the thinking and feedback of the employees implementing the mission.
The City of Rancho Cordova has 70 employees and approximately 90 contract staff. The City decided to get staff involved in creating a different government that would better serve its citizens. To produce exceptional results, City leaders challenged employees to create the kind of systems and practices that would promote accountability, collaboration, innovation and efficiency. This was not “top down” thinking, but open and inclusive program evolution by trial and error and extensive customer input.
Key to this strategy is having a clear mission and focusing everyone around a clear sense of purpose to create non-bureaucratic systems that produce more responsive and effective customer service. The City mission is to serve as brokers, catalysts, facilitators, and educators in responding to issues. City employees know that they cannot solve all problems for all citizens, so we seek to leverage resources through key partners in the community.
When the economic downturn hit, the City leadership engaged employees in budget discussions, solicited input on benefit changes, and refocused efforts around developing employee capacity to be
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more creative in responding to citizen issues. A conscientious decision was made to keep training and recognition dollars to ensure that employees could continue to grow in their professional capacity and would be rewarded for extra efforts. It was made clear to staff that everyone was in it together – leadership, City employees and contractors. We surveyed employees to get broad input and ideas to improve the overall HR program and experience of working at the City. This gave us great insights and more employees weighed in as they saw that input was valued.
In 2012, I decided to go a step further and submit the City for Great Place to Work® Institute review, thinking that improvement comes from benchmarking against the best! Employees change lives every day by serving the Rancho Cordova community and we want every team member who works here to have that same life-changing experience. We always want the focus to be about building effective relationships with our elected officials, community partners, and staff, which will put us in the best position to unite around shared community goals and work collaboratively and innovatively toward those outcomes.
Competing against hundreds of companies across the country, Rancho Cordova participated in a rigorous selection process with Great Place to Work® which included an employee Trust Index survey and an in-depth questionnaire about benefits programs and company practices across nine areas of focus. The employee survey forms two-thirds of the score across five dimensions that can be measured in any workplace. “It really has to authentically be great because that employee experience is such an extensive part of our methodology,” said Leslie Caccamese, associate vice president of U.S. marketing with Great Place to Work Institute.
It was with great pride that the City of Rancho Cordova accepted the honor of being named on the top 25 small business list published in Fortune Magazine for the past 3 years, the first-ever and only government agency to make the list. This September, Rancho Cordova learned of its “3-peat” honor at the Great Place to Work Small and Medium Workplace Business conference in Washington, D.C. where Assistant City Manager Joe Chinn and I presented on “A Culture That Pays Doesn’t Have to Break the Bank” to share positive people practices that empower employees to innovate and work as a team toward better outcomes. We emphasized the need to continuously develop the team, reward employees for great work, and make time for celebration and fun.
Great Place to Work has found that employees believe they work for great organizations when they consistently trust the people they work for, have pride in what they do, and enjoy the people they work with. The best companies have learned that these programs cannot just be owned and delivered by human resources. While human resources teams can champion programs that ensure broad communication, feedback and accountability, development, recognition of good work and celebration of collective accomplishments, they cannot alone foster the commitment, focus and energy needed by the entire team to build a supportive work environment.
From the beginning, Rancho Cordova’s strategy was always to create flexible practices that support the “can-do” spirit of our talent. We focus on programs that most employees want and continuously evolve them to create a supportive environment, rather than managing to complainers. We encourage ongoing dialogue between managers and their teams and spontaneous on-the-spot recognition that shows employees their extra effort was noticed. It doesn’t have to be big. It is often the little ways in
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which we share appreciation and build camaraderie that go a long way in making individuals feel valued for their contributions.
Great workplaces seek ways to free up staff from bureaucracy and trust them to use good judgment in addressing concerns with customers. Rancho Cordova City leaders empower staff to solve problems at the lowest levels. Mistakes will happen. Hopefully, they become ways we learn and end up with better outcomes. We remind our City staff that-- outside of ethical, legal, or safety concerns-- reasonable risk-taking is okay and supported by City Council. In the end, our focus is arriving at the best solutions to community issues.
The Rancho Cordova City Council and employees are proud that prudent management and efficient government have achieved a year-end budget surplus for the 11th year in a row. “We are delighted to be on this prestigious Great Place to Work® list for the third time,” said Rancho Cordova Mayor Dan Skoglund. “It reinforces that we are creating a great organization to better serve our citizens. We see the City team regularly go above and beyond in their work.”
Research from the Gallup Organization reports that engagement, when properly measured, extends beyond an assessment of how happy your employees are on the job; it also reveals whether that happiness produces superior performance. In his book, The Happiness Advantage, Shawn Achor describes how doctors, sales people, and students all outperform their neutral or pessimistic counterparts, showing more intelligence and creativity. Brains are literally hardwired to perform better when they are positive.
Management theorist Simon Sinek suggests that great leaders make their employees feel secure and draw them into a circle of trust in his recent book, Leaders Eat Last. Creating a strategy around getting to know your staff better and improving two way communication is very important. Employees need to understand what's expected of them, be given the resources and tools to succeed, and feel valued for the contributions they make to an organization.
How can you use this information to get great results for your community? Look closely at your core expectations for the workforce. Have you clearly set the expectation that all employees need to be respectful, open to different ideas and opinions, and step up as leaders across all levels to help each other? Do you address conflicts as they arise or do you have a “fend for yourself” environment?
Getting everyone in the organization to care about the overall experience is critical to a positive culture. Think less about managing the work, and more about managing the experience felt by your employees. Show them you care about them as smart, committed and trustworthy people. Tap into their passions to further engage them. Your job is to create a rewarding and positive experience, which ultimately will inspire employees to produce better results. While not without challenge and continuous learning, we’ve proven it is achievable and desirable in government.
To learn more, visit Great Place to Work®, see our City survey results summarized on the GreatRated! website, or contact me at 916-851-8741 or [email protected].
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About The Alliance for Innovation is inspiring innovation to advance communities. As the premier resource for emerging practices in local government, the Alliance is building cultures of innovation and connecting thought leaders in the profession with the help of our partners ICMA and ASU. We are accessible and valuable to all levels of local government. The Alliance is a network of local governments driving innovation throughout their organizations. You can learn more about the Alliance for Innovation and the Knowledge Network at www.transformgov.org or contact our Regional Director, Pamela Muse [email protected] or 888-468-6450
Transitions
Paul Ellis has been named city administrator of Arlington. He was formerly Arlington’s airport,
community and economic development director, and has served as assistant city
administrator for special projects, capital projects manager, and a police officer there.
Jared Eyer, who has been serving as an intern with city manager Doug Schulze in Bainbridge
Island, has now finished his internship, and is in the job market. Please read Doug’s comments
below. Here’s a real opportunity for both Jared and one of our Washington cities.
Bob Gregory, city manager of Longview, is retiring at the end of 2014. Bob indicates that he
feels that 35 years in local government has been a great career.
Allen Johnson will be retiring as city administrator of Arlington. He’s been in local government
management for 40 years. He had earlier served as city manager of Kearney, Nebraska, and
Great Falls, Montana.
Merlin MacReynold, city manager of Chehalis, had originally planned to retire at the end of
2014. But after a failed recruitment process, the city council there has asked him to agree to
two more years as city manager, to which he has agreed.
Michael Rizzitiello has been named the city administrator of Colfax. He was formerly
economic development coordinator for Beaverton, Oregon.
And now, the news: Region 1, Clallam, Jefferson, Kitsap & Mason Counties
Lynn Nordby, Public Policy and Management Consultant, MRSC
206-625-1300 or 1-800-933-6772
Bainbridge Island city manager Doug Schulze reports:
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During the past six months, I have been fortunate to have a management intern working for
Bainbridge Island. Jared Eyer was hired after completing his graduate degree at UW Evans
School this past June. When I first proposed a management intern program, my management
team expressed concerns that it would add to their workload. Without exception, every
member of the management team is interested in continuing the program because Jared
was such an asset to the organization and, having a young intern who wanted to learn and
soak everything in was inspiring. As Jared completes his final week with Bainbridge Island, he is
even more excited about a career in local government management. Eventually, Jared
would like to become a city manager (I can’t believe it either, but I didn’t scare him away).
If you are looking for a team member with very strong budgeting, financial and analytical skills
I can’t speak highly enough about Jared. His email address is [email protected].
Port Townsend city manager David Timmons reports:
I am still here. Still feel like the Maytag Repairman out here. Just finished year 15! Also by the
end of 2015 we will have transitioned 100% of senior and middle management of the city. We
are not getting any younger and succession is upon us! Next year we will also begin to move
ahead on the largest capital program in the Port Townsend’s history. We will be building our
new water treatment plant, a new water reservoir, extending a new street opening a new
commercial area, plus several new sidewalk connections and reinvestment in a former
elementary school building to house the police and several community services. (And the
majority of this investment is all being done using state and federal resources!) Port Townsend
is also going to see a new hospital building and college facility constructed next year.
Region 2, Grays Harbor, Lewis, Pacific & Thurston Counties
Merlin MacReynold, City Manager, City of Chehalis
360-345-1042, Ext. 4
Chehalis city manager Merlin MacReynold reports:
If you would have asked me a few weeks ago, I would have said this was my last newsletter as
city manager of Chehalis. As some of you know, I planned to retire at the end of this year;
however, after an extensive search and interview process, the city council asked if I would
consider staying on. I agreed and will be in Chehalis another two years! 2014 was a great
year for Chehalis:
A beautification and street improvement project was completed on Chehalis Avenue
located in the central business district.
Ownership of Stan Hedwall Park was transferred from the state to the city. This is the
city’s largest park and is very busy with youth sports activities. With ownership the city
can now explore improvement opportunities.
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The city’s financial viability was maintained during the great recession and even
improved. Our bond rating went from an “A” to an “A+.”
The Shaw Aquatics Center was constructed. This beautiful new facility replaced a very
aged swimming pool. This project was completely funded by The Chehalis Foundation.
The city took sole ownership of the Chehalis-Centralia Airport and managed a
successful transition to a city department.
Alternative funding sources were developed to make improvements to our local streets
by dedicating four percent of city sales and use taxes and the creation of a
transportation benefit district.
In the coming year, I look forward to the projects and opportunities here in Chehalis, and I am
very excited to continue as city manager.
Tumwater city administrator John Doan reports:
We are working on two annexations. One is about a half a square mile and represents a
future industrial and commercial development area off I-5 at 93rd Street. There is no residential
population and we anticipate it to be complete about the middle of 2015. It was the result of
a petition submitted by a major property owner and support from greater than 65% of the
valuation. The second is a large annexation east of Tumwater, bringing in a commercial area
and about 3,000 residents, increasing our population by 16 percent. That annexation is
expected to be complete the end of 2015. We have been able to develop transition
agreements with the applicable fire district.
The improvements promised with the levy lid lift of 2011 were completed in November with the
hiring of the third police officer. The lid lift increased property taxes by approx. $0.63/$1,000
and funded an expanded and renovated police facility, three additional firefighters, three
additional police officers, and a 25-year funding strategy for fire engine replacement.
The budget finished with a status quo plan for the coming biennium. We will be looking hard at
some efficiency steps (regionalization), benefit savings, and revenue generating opportunities
in order to better position the end of 2016.
Region 3, Clark, Cowlitz, Skamania & Wahkiakum Counties
Steve Taylor, City Manager, City of Kelso
360-423-1371
Kelso city manager Steve Taylor reports:
Season’s Greetings from Southwest Washington!
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It’s Christmastime in Kelso…where most people spend the yuletide trimming the tree, buying
presents for friends and loved ones, and settling down for long winter naps to close out the
year. In city government, it means budgets are due for adoption, final changes to employee
health benefits during open enrollment are being processed, and there’s frenzied equipment
purchasing with year-end budget savings prior to December 31st (yes…you can admit that
your city practices that, too…). There may be just a couple of days for a breather between
Christmas and New Year’s before the agenda packet for the first meeting in January is due in
council in-boxes. But hey, we wouldn’t have it any other way.
Kelso adopted its biennial budget for 2015-16 in early December, and gladly, for the first time
in four years, force reduction and service retrenchment were not topics of discussion. The
economy here is picking up steam and new retail investment at our regional mall brings the
promise of additional sales and business taxes. The council approved an additional 2% tax on
city-owned utilities for general fund service enhancements and tackling the new Supreme
Court unfunded mandate pertaining to indigent defense.
The complete overhaul of Kelso’s comprehensive plan (originally authored in 1980 prior to Mt.
St. Helens’ eruption) is set for council review and consideration in the first quarter of 2015, and
the new shoreline management plan is in its second review by the Department of Ecology
(only three more reviews to go!). The city has the design of its West Main Street Revitalization
streetscape project out for bid, and looks to begin construction of the first phase by this
summer. We are using a mixture of CDBG program income, transportation benefit district
dollars, and a rural public facilities grant from Cowlitz County to fund this pedestrian-oriented
retail enhancement which complements the West Main Street realignment project completed
in 2014.
All in all, 2014 was a phenomenal year for Kelso. There’s always more work to be done, but
the efforts of our dedicated staff combined with the support of an engaged council makes
the labor for our fine city a most enjoyable endeavor.
I would be remiss in not adding a word about my esteemed colleague in Longview, Bob
Gregory, who is saying farewell to city management at the end of next week. I’ve only
worked with Bob for a couple of years, but I can point to no finer community leader who sets
the standard for professionalism, sincerity, and competence in an executive. Bob is
committed 110% to every project he lays his hands to, and humbly administers the public
responsibilities he’s dedicated his career to for over thirty years. It has truly been an honor to
work with this friendly and caring city manager, and I hope that by the end of my career, I
could be fortunate to achieve half of his accomplishments.
Here’s a parting quote from J.R.R. Tolkein:
The Road goes ever on and on
Down from the door where it began.
Now far ahead the Road has gone,
And I must follow, if I can,
Pursuing it with eager feet,
Until it joins some larger way
Where many paths and errands meet.
And whither then? I cannot say.”
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Farewell, Bob.
Merry Christmas and Happy New Year!
Longview city manager Bob Gregory reports:
We are wrapping up our 2015/16 biennial budget. This was the first budget in a couple of
biennium’s that we did not have to face a reduction in services. Due to some conservative
revenue assumptions and watchful expenditures by city staff in the last biennium, and a
modest improvement in the Southwest Washington economy, we have a budget that will
allow us to restore some services that were cut in previous bienniums. Our main focus in
restoring services was our commitment to reducing crime and thus we have added staffing to
police patrol, a specialty street crimes unit, and support for IT in the public safety departments
to improve technology services. This will be accomplished with the use of some reserves we
were fortunate to build up over the last biennium while also maintaining a solid fund balance
in our general fund. Our budget also included a robust capital program in our utility
infrastructure programs.
One of our significant infrastructure projects this year is coming to a close. We are underway
with a $2.4 million streetscape project in our downtown. The project includes low impact
development features including rain gardens and pervious pavement, new street lighting,
electrical systems for seasonal decorations and for supporting downtown events, irrigation for
landscaping and seasonal plantings, downtown furniture, and a complete replacement of
sidewalks and ADA accessibility. We have also learned that we will receive additional funding
that will hopefully allow us to complete the last 2 blocks of the downtown streetscape in 2015.
The project has taken significant coordination between the city, downtown businesses,
downtown association, and the contractor and the initial reviews have been outstanding.
The economy also continues to be an improving bright spot. The ports in Cowlitz County have
announced over $2 billion in projects. If successful with financing and permitting, these
projects would be under construction in the next 12 -- 18 months. In Longview, we are seeing
renewed interest in commercial and industrial development and 2015 should see a modest
improvement in building permit activity.
As I near my last few days at Longview, I want to thank all of my WCMA colleagues and
friends. 35 years in local government has been a great career and I truly believe this
profession is unparalleled with a group of dedicated professionals who truly are committed to
public service and to better their respective communities. I will miss much of this work (ok, but
can’t wait to miss council meetings) and wish you all the best of the holiday season and a
joyous 2015!
Region 4, Kittitas, Klickitat & Yakima Counties
Larry Bellamy, City Administrator, City of Goldendale
509-773-3771
No report.
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Region 5, Benton, Franklin & Walla Walla Counties
Dave Zabell, City Manager, Pasco
509-545-3404
Connell reports:
Connell began the year with a new mayor Bruce Blackwell, and lacked two key management
positions. We highly value the expertise of seasoned management and staff; their
commitment added stability and carried the load for a smooth transition. Management
positions were filled in April by police chief Chris Turner and city administrator Jed Crowther.
Highlights:
$1 Million Saved in Interest Payments – Connell clerk treasurer Maria Peña created a plan to
retire USDA bonds, with payment via an inter-fund loan at lower interest rate, to achieve a
savings of over $1 million!
Railroad Quiet Zone status is nearly complete, with cost-effective solutions. Review had
projected to cost $600,000 for double-crossing arms, but a safe alternative by center median is
$12,000 by comparison!
Grants -- CERB in collaboration with Port of Pasco, Targeted Industry Analysis, food processing.
CHS Foundation Grant for fire department SCBA gear.
Budget:
For budget, we tried to create realistic revenue projections, scrutinize expenditures, and
prioritize needs. We did our best to inform of future shortfalls, proper use of reserves, and
impact of ending fund balance. Our 2015 Budget did generate increased expenditures;
attributed mainly to inflationary costs for utilities and services, together with a new police
contract, up 3%; and non-union COLA of 2% plus insurance. City council followed
recommendations to implement vital water (7%) and sewer (5%) rate increases.
Next year, we plan to emphasize goals/priorities early on, in order to better connect with
budget impact.
Action:
Connell acquired the community center parking lot property, which settled ownership
concerns. Public works completed three waterline replacement and street improvement
projects. Fire department cleared 75 lots of woody debris fire hazards. Parks and recreation
expanded seasonal programs to 44 activities. Police department developed teamwork and
handled a homicide in a professional manner. Finance department maintained invoicing
systems well and synchronized budget info admirably. Planning resolved garage height
requirements, and amended parks and recreation comprehensive plan.
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All in all, we look forward to a successful new year in 2015.
Richland communications and marketing manager Trish Heron reports:
Richland’s city council recently passed the 2015 budget without any additional property tax
increases. Each year the city closely monitors a line graph forecasting revenue and expenses,
with the intent of always keeping the expense line from crossing the revenue line. As most
municipalities know, the lines seem to get closer each year and 2015 is no exception. To keep
the lines from crossing Richland is focusing on its strategic leadership plan to prepare for short
and long term goals of the city. In 2015, Richland will be looking at long term growth with the
master planning of the waterfront district, which will help establish a sense of place and further
expand our efforts in making Richland sustainable.
Region 6, Asotin, Columbia, Garfield & Whitman Counties
Michol Ann Jensen, Executive Assistant, City of Pullman
509-338-3208
Colfax city administrator Michael Rizzitello, reports:
Greetings from Colfax, Washington. I am the new city administrator. I moved back in July to
the Colfax from Beaverton, Oregon. where I previously handled economic development. A
lot of projects have been going on since the start of my tenure. We are starting a Colfax 2035
comprehensive plan update. The plan was last completed in 2006. The new plan will be done
in accordance with GMA goals. Prior plans were not done this way since Whitman County is a
partially planning jurisdiction. Colfax is partnering with Eastern Washington University to
conduct a parks master plan and Schmuck Park feasibility study. Plan commission and city
council just passed zoning regulations and medicinal and recreational marijuana uses.
Essentially a small section along Lower A Street and some commercial land along State Route
26 are the only areas marijuana businesses are permissible. Zoning for chickens will be
forthcoming. This will be done in summer 2015. Colfax is also partnering with Washington State
University to conduct a traffic redesign of State Highway 26 and United States Highway 195
intersection.
The intersection is currently triangular in shape with two approaches consisting of structurally
obsolete bridges. The sidewalk on the State Highway 26 spur bridge is currently closed due to
the structural condition of the sidewalk supports. Colfax began a public information
campaign to call the public's attention to the condition of the bridge. Avista Utilities and
WSDOT graciously agreed to fund a temporary fix to strengthen and reopen the Highway 26
spur bridge sidewalk. The city and WSDOT will work in partnership to locate funding to
redesign the intersection. We are determined to have the intersection redesigned with
bridges rebuilt within five years.
Development is picking back up. Scott Ackerman is constructing a housing development off
of Main Street by the Best Western called River Pointe. Bob Hauser is also constructing a
couple of houses up at Hauser Addition. Colfax is wrapping up some property acquisitions
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from Watco Company including Railroad Avenue and Lake Street. The Lake Street property
between Island and Last will be used for downtown parking in the future. The city is working
with the owner of the former St. Ignatius Hospital to market it for redevelopment. The railroad
spur line across US 195 from the main line to Spokane Seed will be reinstalled in April 2015.
WSDOT is repaving US 195 with a grant from TIB covering sidewalks from Clay Street to the SR 26
intersection. Colfax is also partnering with the Port of Whitman County to explore the
establishment of a light industrial area around the port airport facility located just to the west
of the city limits. The city council passed a special hotel and motel tax to fund marketing and
economic development activities around the city. The Colfax Downtown Association and
Historic Preservation Commission also recently just got reconstituted as well.
Colfax just held Winter Festival 2014 on December 13. It included pop-up shops, tree lighting
ceremony, parade, and ukulele club concert. Colfax is partnering with SEWEDA and other
nearby localities on submitting an EPA Brownfield Assessment Grant to establish funding for
phase I and II brownfield work including site characterization (establishment of regional GIS).
Hopefully we will win the grant.
Colfax is experiencing significant staff turnover (due to retirements and attrition). We just hired
Candace Fisher as finance director and promoted Matt Hammer to public works director. We
just hired two public works utility workers and are completing two hires in the police
department. One of the police positions is partially funded by a three year contract with
Whitman Hospital for late night security services. Thanks to the support of the hospital we now
have police coverage 24/7. The city is also establishing a code enforcement program with
one police officer to serve with an emphasis on code enforcement. City council just passed
the 2012 International Property Maintenance Code to assist with such efforts. City council also
passed fair housing legislation. The city also just hired a new city attorney as well.
Colfax is finishing up a six year information technology plan and just got Wi-Fi in city hall. Lots
of changes here at Colfax. City council just passed a $3.2 million dollar budget for FY 2015.
Revenues continue to increase, albeit slowly.
Colfax is trying to become a regional center for municipal training since we are a county seat.
The short course on planning will be held here on February 18.
I have had a great five months here in Colfax, and look forward to continuing the work to
make Colfax the Heart of the Palouse. I look forward to working with you all.
And here’s the news from Pullman:
To enhance school spirit and perhaps kick start WSU football, city council approved a portion
of Colorado Street near the campus to be renamed Cougar Way. In spite of the hometown
boost, the team had a lackluster season.
Downtown Pullman drivers daily battle the 15-minute rush-hour congestion. Council
authorized a traffic circulation study and in late August discussed the study results and
suggestions. The compact development of Pullman on four hills, combined with two state
highways meeting in the downtown area (the east-west SR 270 and north-south SR 27) limits
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solutions. Rather than hampering business by eliminating parking on Grand Avenue, the city’s
north-south thoroughfare, the council instructed the public works department to implement
the easiest solution of optimizing the downtown traffic signals.
Marking the 25th anniversary of the Pullman-Kasai City, Japan Friendship City Agreement,
Pullman Mayor Glenn A. Johnson and Kasai City Mayor Kazuhira Nishimura renewed the
friendship affiliation during a face-to-face meeting in Pullman city hall on Feb. 6. At that time,
Mayor Nishimura requested that youth exchanges resume between Kasai and Pullman. The
last trip to Japan of Pullman youth ambassadors was during spring break 2007. The last
Japanese youth delegation visited Pullman in 2008. Preparations are now in the works for a
spring 2015 visit to Pullman by eight 14-15 year olds, (two representatives from each of Kasai’s
junior high schools) and their chaperones. Mayor Johnson has also finalized his plans for a visit
to Kasai in May 2015 for that city’s celebration of the 1300th commemorative year of
Harimanokuni Fudoki.
As per Initiative 502 passed by Washington voters, Pullman’s first retail store for recreational
marijuana, Mary Jane’s Pot Shop, opened October 4 after meeting all city zoning and state
licensing regulations. All things considered, this event has been uneventful.
The city notes the shattered record for year-to-date building permit valuation figures. With the
issuance of a building permit to Pullman School District for the planned reconstruction of the
high school, the value of all permits issued in 2014 is nearly $98 million through November. The
previous record was $75 million.
Since the 2007 phase 1 master plan, the Pullman-Moscow Regional Airport Runway
Realignment Project has been in the works. The draft environmental assessment was published
in September of this year and public comments accepted through Oct. 6. Contingent upon
an FAA issuance of a finding of no significance, the project kicked into high gear by
broadcasting an RFQ for engineering firms to design and build the preferred alternative. The
design phase is scheduled for 2015 and the engineering phase 2016 -- to completion in 2018.
In July, engineering consultants Mead & Hunt estimated the cost for the project at $89 million
in 2018 dollars, with at least 90 percent of that cost being paid for by the federal government.
That figure is up from the 2007 estimate of $66 million. The local match went from around $6
million to around $9 million. There also remains a high probability that the local match will be
reduced from 10 percent to 8.125 percent when an appropriation bill is passed by the federal
government.
Pullman Mayor Glenn Johnson was one of seven mayors nationwide (and one of five from the
Pacific Northwest) invited, through the U.S. Conference of Mayors, to participate -- at no cost
to the city -- in the Mayors’ Institute on city design hosted by the Southern California Institute
of Architecture. To prepare for the Institute, representatives met well in advance of the
November meetings with city planner Pete Dickinson to select a city design challenge about
which the experts could offer practical advice. The case study project selected for Pullman
was Grand Avenue and its attendant issues (street parking; pedestrian, bicycle and motorized
traffic; attractiveness to visitors and residents, etc.). Reflecting upon the people who offered
solution suggestions during the Institute, Mayor Johnson said that “we couldn’t begin to afford
to buy that kind of experience and expertise.”
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Council enjoyed a slower pace at the end of the calendar year by hosting three joint council
meetings. The first on Nov. 5 was the second of two meetings each year with the elected
representatives of the Associated Students of Washington State University (ASWSU). The
students appreciate the long-held tradition in Pullman. Apparently among other PAC 12
schools, joint meetings of city councils and student body representatives are less common.
Later in November, the council met with Whitman County commissioners to discuss issues of
common concern. Exemplifying a good working relationship, the council met with the 9th
District State Legislators in a December meeting.
City finance director Bill Mulholland breathed a sigh of satisfaction when the final budget was
adopted by city council on November 18. Mulholland, who plans to retire in May 2015, is
regularly noting the last time he will need to do this or that. A search will begin to fill his
position after the first of the year.
Coming out of the great recession, both city hall and employee morale are experiencing
long-needed lifts during 2014. For decades, the engineering and building inspections divisions
were packed into a warren of cubicles and small offices, including a converted janitor’s
closet. An underutilized open space on the top floor was appropriated to give them some
breathing space. The new east end remodel added eight offices, some common work space
and storage, as well as a small meeting room. The west end also enjoyed a reconfiguration of
offices, paint and carpet. The brick and stucco exterior of the circa 1970 government building
had been showing its age with peeling paint and stains. New paint and stucco makes a
better first impression. Restrooms on the main floor benefitted from new wallboard, fixtures,
and lighting. And, after more than 16 years of use, the administration and finance
department’s shared open space is losing its ‘90s look with new paint and carpet.
Region 7, Adams, Grant, & Lincoln Counties
Wes Crago, City Administrator, City of Ephrata
509-754-4601, Ext. 110
Christmas Cheer!!
Region 8, Ferry, Pend Oreille, Spokane, & Stevens Counties
Albert Tripp, City Manager, City of Airway Heights
509-244-5578
Airway Heights city manager Albert Tripp reports:
Airway Heights and other Spokane County cities recently completed a multiyear effort
regarding how solid waste disposal would be handle in Spokane County. During the last 25
years cites have sent by interlocal agreement solid waste to the Spokane regional plant for
disposal by incineration. With a November 2014 deadline on the horizon, regional cities
embarked on a variety of processes to determine the best disposal option for their
community. As the process started regional cities evaluated remaining with the regional
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system or shipping solid waste out of the county via truck and rail. For cities contemplating
leaving the regional solid waste disposal system the added task of planning for disposal and
administering disposal contracts was also a consideration. In the end the regional cities took a
variety of approaches. Some cities including Airway Heights evaluated leaving the regional
system, but found pricing and services more competitive to remain. Other cities decided to
leave the system and ship solid waste to landfills.
This year was a good economic development year for Airway Heights and the Spokane
region. On March 20, 2014, the city took another step to bring jobs to Airway Heights and the
greater Spokane region with the announcement of the successful recruitment of a new
aerospace employer to Airway Heights. Doug Gines, Vice President and COO of Exotic
Metals announced plans to expand its 48-year old aerospace supplier company to a second
location at a new development site in Airway Heights.
Exotic and the city worked together for 18 months to consider a number of sites to locate the
company’s new 150,000 square foot aerospace manufacturing plant. The final site location
was selected by Exotic following an extensive, international and multi-state evaluation. The
56.6-acre site, purchased from the Spokane International Airport, is located near McFarlane
and Lawson streets in Airway Heights and presents ample room for future growth and
expansion.
Exotic anticipates the Airway Heights facility will be an employment site for up to 150 workers.
Typically there are between 2 ½-3 ½ indirect jobs created for every direct job in aerospace,
further enhancing the economic impact to Airway Heights and the greater Spokane local
economy.
Exotic Metals, a six time Boeing Supplier of the Year, currently employs 900 employees in Kent.
Exotic engineers manufactures and provides after-market support on vital systems and
components for the most advanced commercial aircraft in active service today. State-of-the-
art, high-temperature, high-strength sheet metal designs and fabrications are produced for
Original Equipment Manufacturers (OEMs) such as Boeing and United Technologies.
“Working with Airway Heights has been very productive,” says Doug Gines, VP and COO of
Exotic Metals. “The city provided a welcoming, pro-business approach that helped make this
important decision for Exotic an easy one and will continue to pave the way for a seamless
development process.” The city pledged funds to extend sewer service to the site, add traffic
capacity at the McFarlane and Hayford Road intersection, and to fast-track the permitting
process, which includes a 48-hour guarantee for plan review submittals.
Construction of the manufacturing facility started late spring and is schedule to be completed
by spring of 2015.
Region 9, Chelan, Douglas, & Okanogan Counties
Paul Schmidt, City Administrator, City of Chelan
509-682-4037
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and
Joel Walinski, City Administrator, City of Leavenworth
509-548-5275
Chelan city administrator Paul Schmidt reports:
As we put the finishing touches on our annual budget preparations for 2015, I am pleased with
the accomplishments and fiscal condition of Chelan.
The current state of the economy is allowing Chelan to project increases in 2015 for property
taxes (3.4%), sales taxes (9%) and lodging taxes (9.4%). It needs to be stated even though we
are realizing modest increases in these revenues sources, we are still recovering from the deep
recession and, of course, have considerably more demands for municipal services far beyond
available resources.
On the investment front, the city council approved the purchase of the PUD (Chelan County
Public Utility District) parking lot and current chamber of commerce building in the amount of
$800,000 from the Chelan County PUD. This purchase culminates four years of discussion and
prior attempts to secure this critical piece of property in the very heart of Chelan’s downtown
district, in order to provide the Chelan community the opportunity to plan for an optimal future
use of the property. Furthering the investment in our great community, the city council
approved the acceptance of a $702,000 energy grant from the Washington State
Department of Commerce to make energy savings investments in street lighting, parks
irrigation, building heat pumps and solar panels for electrical generation. This significant
investment will require a $291,000 city match but is expected to provide a short turnaround
and payback for a long term return on the investment. And finally, the city council once
again elected to invest in the Historic Downtown Chelan Association by pledging $80,000 in
State B&O taxes to the HDCA to continue their good work in 2015.
On the planning front, efforts for 2015 will include the final steps to complete parks and
recreation comprehensive plan update. Also expected to be completed is the shoreline
master plan (SMP) which will be reviewed by the city council early in 2015 for any final
modifications. The SMP process has been very thorough and has involved many hours of
meetings and discussions to address all the changes that have been included in this critical
piece of work. In spite of the complexity of the regulation of our shorelines and with all the
government jurisdictions involved, we feel this regulatory document speaks for the Chelan
community and commendations are in order for the city planning department.
On the political front, Chelan was served on July 30, 2014, with citizen petitions promoted by
the “Freedom Foundation” from Olympia, calling for passage of local ordinances to limit
collective bargaining sessions to open public meetings and to restrict security clause contract
language in our collective bargaining agreements. It is noted the cities of Sequim, Shelton
and Blaine were also served with identical petitions around the same time period.
These petitions were prepared as legal initiatives and required a statutory minimum number of
registered voters to qualify for a ballot measure by a vote of the people or an outright
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ordinance passage by the city council. After two subsequent rejections by the Chelan county
auditor for lack of signatures, the petitions were finally perfected in late September, which was
too late to have the initiatives on the November general election.
The petitions were then sent to the Chelan city council for action; to either place the petitions
on the next upcoming ballot as initiative measures, pass the petitions outright as ordinances or
take no action. The Chelan city council decided not to take any action as absolutely no
Chelan citizen who signed the petitions came forward in support of the petitions.
On November 20, 2014, the Freedom Foundation served Chelan with a lawsuit (Writ of
Mandamus) demanding the petitions be placed on the February, 2015, ballot in the city. This
very same lawsuit had already been filed against Sequim and Shelton a month or so earlier.
On December3, 2014, a superior court judge from Clallam County ruled in favor of Sequim
denying the Freedom Foundation’s demand for an election on matters pertaining collective
bargaining. The reason stated for the ruling is the state legislature granted specific authority to
respective city councils to perform collective bargaining, and not to the general city.
Therefore the petitions by the citizens to undertake collective bargaining duties were not valid.
Interesting stuff. The moral of this story is the respective city managers and city attorneys from
the four cities conversed regularly to share information and recommendations, which formed
a much stronger base of common defense. While we still await a judgment for Shelton and
Chelan prepares a defense of the same, we hope we continue to prevail in turning back
these special interest efforts that belong in Olympia at the s state legislature rather than at
the doorsteps of individual cities.
In summary, 2014 was a good year for Chelan and we expect the same, if not more, good
things to occur in 2015 as we to continue to move the Chelan community in the direction our
city leaders intend.
Region 10, Island, San Juan, Skagit & Whatcom Counties
Eron Berg, City Supervisor/City Attorney, City of Sedro-Woolley
360-855-1661
Sedro-Woolley finished 2014 with a number of critical successes. On the transportation front, a
major revision of SR 20 and the other primary route into and through the city, were channeled
into two new roundabouts in a two year project that has successfully improved traffic flow. As
part of this project a new arterial street, Edward R. Murrow Street, was developed and named
to honor a son of Skagit County. Also, Third Street which serves the State Champion Sedro-
Woolley Cubs football team was repaved and new sidewalks were built leading to the high
school. Crosswalks in the vicinity are adorned with blue and white cub prints. Businesswise, a
new 1920’s themed, natural foods grocery store and deli opened on Metcalf. The Woolley
Market aims to provision tourists heading east and good food from around here to Sedro-
Woolley residents. Windermere also opened a Sedro-Woolley office just in time to pick up the
sales effort on new home construction which finally started again after the great recession. A
new marijuana mercantile opened on SR 20; too early to know if it will have any appreciable
impact on sales tax and also on the green front, predevelopment efforts continue on some
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fairly significant marijuana growing and processing facilities. Looking forward to 2015, we will
be focused on hiring new police officers (four as of today), more transportation projects
including a bike/pedestrian path along SR 20 and a new roundabout on SR 9 leading to the
high school, the possible expansion of our fire department to include basic life support
transporting, and more business growth throughout the city. It’s not too late to see one of the
tallest Christmas trees in the state -- just visit downtown Sedro-Woolley or our webcam online
at www.ci.sedro-woolley.wa.us.
Region 11, Snohomish County
Larry Bauman, City Manager, City of Snohomish
360-568-3115
Arlington reports:
We end 2014 on a bittersweet note. After more than 40 years in public service, and 10 years at
the Arlington, we say goodbye to Allen Johnson. Allen has done so much for Arlington with a
list of accomplishments a mile long, which he would say were all because of the team we
have here. The last go around, retirement lasted just 4 months for Allen. We’re hoping that he
doesn’t flunk this time and enjoys his much deserved retirement. Allen will be truly missed by
everyone here in Arlington!
We start the new year with a familiar face at the helm. Paul Ellis will assume the role of city
administrator effective January 1st. Paul has most recently served as Arlington’s airport,
community and economic development director with past stints as assistant city administrator
for special projects, capital projects manager, and even police officer. With Paul’s
appointment to the top spot, we have also done some reorganization and promoting from
within.
We’re looking forward to a very busy and productive 2015.
Snohomish city manager Larry Bauman reports:
It’s been another busy year for Snohomish, and 2015 already is setting up as posing some key
challenges and opportunities. During the past year we’ve focused on some key parks and
transportation issues as well as beginning our comprehensive plan update that will be
completed in the first half of 2015.
The key project planned for 2015 is expected to be a city council decision to place a
metropolitan park district on the primary election ballot. If approved by the voters, the MPD
would provide property tax capacity for revenues of up to $750,000 annually.
Late in 2013 Snohomish purchased a 10-acre parcel of land designed to provide a new park
for the residential growth area west of State Route 9. This parcel is ideally situated to serve the
area and already includes a cedar grove, a small pond with an island reached by a
pedestrian bridge, open meadows and some farming out-buildings that may be useable in a
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park setting. So far, the city council has authorized preservation of the house on the property
in order to keep options open as future uses and a master plan are developed.
Snohomish also received a former indoor pool that had been given to the Snohomish School
District and was deemed to be too costly to rehabilitate as a recreational/competitive pool.
The city’s vision for the property is to preserve the roof structure and begin a public input
process to identify potential covered recreational uses. Master planning will begin in 2015.
Although not fully completed, a $2 million roundabout was constructed in 2014, and through
the use of transportation benefit district revenues matching funds from federal and state
grants assisted the city with 85 percent of the project costs. The roundabout, the city’s first, has
been well received and has eliminated traffic delays at a former three-way intersection that
had been performing at an F-rated LOS.
Grant funds also assisted Snohomish in completing overlays on heavily used sections of
Second Street, which accepts high traffic levels from SR 9 and US 2 highway off-ramps. Once
again, the TBD revenues were key in achieving grant success. Snohomish voters approved a
two-tenths of one percent sales tax increase in 2011. Signage is placed at each TBD-funded
project identifying this funding source and thanking voters for the support that made these
revenues possible.
A 1,000 SF addition to the 1937 city hall (originally built as a U.S. Post Office) is approximately 75
percent complete and is expected to be finished in mid-January next year. It is the first
addition completed to the building since initial remodeling was completed in the 1990s for city
hall. Once the addition is completed, the bulk of the building will receive new paint and
flooring to update this civic service center.
Stanwood city administrator Deborah Knight reports:
Stanwood has had a couple of successes this year. The city council finalized several long
awaited projects in the city dating back to the city’s “Design Stanwood” effort in 2003
including -- designing and installing wayfinding signs to direct residents and visitors to the
city’s commercial districts and city facilities; using conservation futures to purchase 17 acres of
property along the Stillaguamish River giving residents access to a boat launch and open
space; and renovating city hall and the police station to better serve customers.
Looking forward to 2015 -- the city adopted its first two-year budget; passed a ballot measure
to annex into the Sno-Isle Library District (the last city in Snohomish County to approve
annexation); approved a feasibility study to build a new city hall/public safety facility; and
received grant funding to design a grid road system to open 20 acres of land for
redevelopment in downtown.
On another note, residents and business owners have raised over half the money needed to
build the community’s first YMCA. After five years of process, the YMCA has secured a
property and will break ground next year.
Challenges facing Stanwood include increasingly restrictive floodplain development standards
and insurance premium increases; climate change and sea-level rise; pressure to convert
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farmland around Stanwood to other uses; and low residential development activity --
although commercial development is up.
Region 12, North King County
Mitch Wasserman, City Administrator/Clerk/Treasurer, City of Clyde Hill
425-453-7800
Rich Conrad, retired city manager of Mercer Island, reports:
Having just reached the one year mark of retirement, I can reassure everyone, PERS 2 is alive
and well and can be your best friend. In the last twelve months, the retirement system made it
possible to join Dave Ramsay and Rich Yukubousky in a hike across the Swiss Alps and, two
months later, the three of us were joined by Lynn Stokesbary and Marcie Klobucher in a hike to
Phantom Ranch at the bottom of the Grand Canyon. Everyone lived to tell the tale(s). Great
fun! Future adventures are already in the talking stage.
Last winter/spring, I did some policy and budget consulting for the eCityGov Alliance. Winter is
back. Like last year, I'd be happy to help anybody with short term policy/analytic projects.
Hope everyone has a great holiday season and 2015!
Snoqualmie reports:
Snoqualmie Named Top City for Young Families in Washington
Snoqualmie ranked #1 in the top 10 cities for “Best Cities for Young Families in Washington,”
according to NerdWallet, a consumer advocacy website.
To find the best communities for future parents and young families, NerdWallet evaluated 82
cities, towns, and census-designated places and examined the following variables: public
school ratings, median home value, monthly homeowner costs, median income, and long-
term income growth. Data was collected from the U.S. Census Bureau and GreatSchools.org.
Snoqualmie’s rate of growth is very high with many attributes lending themselves to this
progress, such as cost of living, economic growth, and education. The award-winning
Snoqualmie Valley School District continues to grow, with an increased enrollment of more
than 2% each year in the past two decades.
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Other Washington cities in the top ten include, in order of ranking, West Richland, Maple
Valley, Covington, Anacortes, Sammamish, Redmond, Kenmore, Issaquah, and Woodinville.
Article and data: http://bit.ly/SnoqualmieNo1
Human Services Agencies Awarded Annual Funding
Each year Snoqualmie assigns 1% of its general fund to community and human service
organizations that provide services that benefit children, seniors, individuals and families in
need in the Snoqualmie Valley. These services are often provided by municipalities, but
because Snoqualmie does not maintain staff with expertise in these areas, it contracts the
services through funding to local organizations that provide aid for food, shelter, clothing,
counseling, and safety throughout the community. This year, twelve local agencies were
awarded funds of between $500 and $30,000. More information:
http://bit.ly/SnoqHumanServices
Woodinville city manager Rich Leahy reports:
Woodinville adopted it first property tax increase in 9 years. The 1% increase will cost the
typical Woodinville family, with a $500,000 home, about $5 per year. It was passed by a 4-3
vote and will put Woodinville’s levy rate at $1.06 per $1,000 AV.
Woodinville has settled a lawsuit that should get the $200 million Woodinville Village mixed-use
project in the heart of its tourist district back on track. The 500,000 sf - 750,000 sf “wine-
themed” project has been stalled for the past 10 years due to defaults by the developer,
including a $1,000,000 debt owed to the city; the recession; and seizure of the original lending
bank by the FDIC. The new project lender/developer has agreed to settle the outstanding
debt to the city.
Construction has begun on Woodinville’s first major mixed use project in its downtown. The first
phase of this $200 million project includes 237 multi-family units with structured parking. Phase
2 is scheduled to begin in summer 2015 and will include up to 50,000 square feet of retail
space and another 200+ multi-family units. This is the first large project built under the city’s
new mixed-use development regulations.
Woodinville also has a new finance director and police chief. Blaine Fritts is Woodinville’s new
finance director. Fritts came to Woodinville from the State Auditor’s Office a few years ago.
Woodinville’s new police chief is Katie Larson. Larson is a sergeant with the King County
Sheriff’s Office (Woodinville contracts for police services with the King County Sheriff) who has
30 years of law enforcement experience, including working in a number of “contract cities.”
Region 13, South King County
Derek Matheson, Chief Administrative Officer, City of Kent
253-480-2400
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Kent chief administrative officer Derek Matheson reports:
The Kent city council unanimously adopted the city’s 2015-16 budget on December
16. It adds police officers and relies on banked property tax capacity to close a
structural deficit … at least for this biennium. I expect even tougher budgets in the
future due to the 1% property tax limitation and our heavy reliance on state-shared
revenues combined with our generous service-delivery model. We’re going to create
a public process in 2015 to determine what the city's service-delivery model should
look like in the future. Do residents want to pay significantly higher taxes and fees to
sustain what we have, or do they want to scale back?
We came up a bit short on a couple funding efforts this fall. Fifty-four percent of Kent
voters said “yes” to a ballot measure to replace an overcrowded police station, but
60% was required for passage. Our council has yet to decide whether to put it back
on the ballot. Our current police station is a former library that was remodeled for the
police department in the late 1980s when the city’s population was a third of what it is
today.
We also started the process to form a large local improvement district to match $20
million in soon-to-expire grants for three railroad grade-separation projects, but our
business community came out solidly against the proposal. Our next step is to pursue
funds from the state legislature and/or scale back the projects.
We continue to work closely with the U. S. Army Corps of Engineers and King County
Flood Control District on a $70 million effort to make the Green River levee system
“accreditable” by 2018. Current Federal Emergency Management Agency flood
maps show much of Kent underwater, and it’s critical for our economic development
efforts that the next maps look very different. The engineering, recreational, and
environmental communities all have different (and often contradictory) perspectives,
so each project requires a delicate balance.
Speaking of economic development, Amazon is currently building a new fulfillment
center that will bring hundreds of jobs to Kent with salaries 30% higher than traditional
retail jobs.
We welcomed our first vertical mixed-use housing project to downtown Kent this year,
and another one is slated for construction in 2015. In October, we cut the ribbon on a
new Trader Joes that will anchor The Marketplace at Lake Meridian, a redeveloping
commercial center at the east end of our city. Last but not least, we’ve submitted two
city-owned properties to compete for the Federal Aviation Administration’s Region X
headquarters, which comes with 1,600 well-paid jobs.
I wish everyone a very Merry Christmas, Happy Holidays, and Happy New Year!
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Region 14, Pierce County
Don Morrison, Chief Administrator, City of Bonney Lake
253-447-430
Bonney Lake city administrator Don Morrison reports:
The city council adopted the proposed 2015-2016 biennial budget with few changes and little
fanfare. One thing of note, the council increased the local utility tax by 2% in 2015 (from 8% to
10%) and will add another 2% in 2016. This is the first time in years the council has ever been
willing to consider a tax increase of any type. More amazing was the fact that it was not even
proposed or required to balance the budget. It will be needed in the next biennium,
however, as our financial model shows it will be a challenge to balance the budget in two
years.
Bonney Lake’s first significant multi-family residential project in the downtown is about ready
for occupancy. This is a piece of the city’s adopted downtown plan. The city sold a parcel it
had, which was merged with an adjoining parcel to make the project work, subject to a
development agreement. It turned out to be a win-win for both the community and the
developer.
On a more somber note, our fire district could not pass its excess levy. It tried in August and
barely failed; so it pared back the request and tried again, but failed with similar results. This
was the first time in years that the fire district has been turned turn for an O&M levy request.
That has made the city and school district nervous about putting any bond issues on the ballot
in the near future.
How WCMA News works
Each new edition of WCMA News is sent by e-mail to all those who have access to the WCMA
listserve. It goes out three times each year, once before the Northwest Management
Conference (joint with Oregon), once before the WCMA Summer Conference (the annual
meeting), and once shortly before the end of the calendar year. Unfortunately, sometimes
members move or change jobs and don’t notify anyone of their new contact address and/or
e-mail. This also applies to those who find themselves “in transition”. Please, please, please
keep current on the WCMA roster by contacting Donita at [email protected].
Each time a new edition of WCMA News is published, the latest issue is entered on the WCMA
website. Earlier issues are also available there.
Sometimes the filters on various receiving computers prevent transmission of WCMA News. For
that reason, a mass e-mail is also sent as a notification.
Here’s how to gain access to the website:
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1. Go to the WCMA website at http://wccma.org.
2. In the list on the left side of the page, you’ll see “Newsletter”. Click on it.
3. The page that comes up contains links to many of the past issues of WCMA News, or at
least those available in electronic format. The top one is the latest edition.
If you should stumble upon somebody who does not have computer access or hasn’t
received WCMA News, please contact [email protected]. We can snailmail them a paper
copy. They should be a member of WCMA, so perhaps some arm twisting is in order.
WCMA Officers and Board Members
The President, President Elect, and Vice President, and Past President each serve for a one
year term. The Secretary-Treasurer is appointed by the Board of Directors. Board of Directors
members are elected for two year terms.
Officers
President
Marilynne Beard, Deputy City Manager, Kirkland
(425) 587-3008 [email protected]
President Elect
Bob Larson, City Administrator, Snoqualmie
(425) 888-1555 [email protected]
Vice President
David Cline, City Administrator, Tukwila
(206) 433-1800 [email protected]
Secretary/Treasurer
Lynn Nordby, Public Policy and Management Consultant, MRSC
(206) 625-1300 [email protected]
Past President
Bob Gregory, City Manager, Longview
(360) 442-5004 [email protected]
Board Members
(2012 - 2015)
Mike Thomas, County Manager, San Juan County
(360) 370-7406 [email protected]
Deborah Knight, City Administrator, Stanwood
(360) 629-2181 [email protected]
Pete Rose, City Administrator, Lake Forest Park
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(206) 368-5440 [email protected]
(2013 - 2016)
Cynthia Johnson, City Manager, Richland
(509) 942-7381 [email protected]
Randy Lewis, City Administrator, Westport
(360) 268-0131 [email protected]
(2014 - 2017)
Gwen Voelpel, Assistant City Manager, SeaTac
(206) 973-4800 [email protected]
Derek Matheson, Chief Administrative Officer, Kent
(253) 856-5711 [email protected]
Dawn Masko, Assistant City Administrator, North Bend
(425) 888-7630 [email protected]
Ex Officio Members
Bob Harrison, ICMA Regional Vice President, City Administrator, Issaquah
(425) 837-3033 [email protected]
Mike McCarty, Chief Executive Officer, Association of Washington Cities
(360) 753-4137 or 1-800-562-8981 [email protected]
Ron Bartels, ICMA Liaison, Senior Advisor
(360 ) 438-5216 [email protected]
Lloyd Halverson, Senior Advisor
(360) 834-0153 [email protected]
Bob Jean, Senior Advisor
(253) 566-2654 [email protected]
Stan McNutt, Senior Advisor
(208) 245-5043 [email protected]
Anne Pflug, Senior Advisor
(509) 925-2608 [email protected]
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2015 Calendar
• Northwest Management Conference (Washington and Oregon), and West Coast
Summit, OCCMA host. March 25 -- 27, 2015, Jantzen Beach Red Lion, Portland,
Oregon.
• Washington City/County Management Association (WCMA) Summer Conference.
No conference is planned due to the efforts going into the ICMA Conference in
Seattle in 2015.
• International City County Management Association (ICMA) Annual Conference,
September 27 -- 30, 2015, Seattle/King County.
WCMA News is a publication of the Washington City/County
Management Association. President, Marilynne Beard, Deputy City Manager, Kirkland.
Editor, Ron Bartels
Please send news articles to:
WCMA News c/o MRSC
2601 4th Avenue, Suite 800 Seattle, WA 98121-1280
(206) 625-1300 Phone 1-800-933-6772
(206) 625-1220 Fax
or preferably e-mail [email protected]