HomeMy WebLinkAboutAgenda Packet 04/12/2005 AGENDA
"l ORT/k GELES CITY COUNCIL MEETING
W A S H I N G T O N, U.S.a. 321 EAST FIFTH STREET
April 12, 2005
REGULAR MEETING - 5:30 p.m.
Becky Upton
City Clerk
A. CALL TO ORDER - Regular Meeting (5:30 p.m.)
ROLL CALL -
PLEDGE OF ALLEGIANCE -
B. OTHER CONSIDERATIONS
1. To consider a resolution supporting the 1 1. Pass Resolution
passage of the Port Angeles School District
Maintenance & Operations Levy. Prior to
considering the Resolution, the City Council
will seek public input on the issue.
2. Presentation from YMCA on a swimming 3 2. Present proposal re: pool
pool proposal.
3. Presentation from Port Angeles Swim Club 5 3. Present proposed contract
regarding a proposed contract for use of the
pool.
4. Continue discussion regarding City's 2005 9 4. Work Plan discussion
Work Plan
5. Consideration of Water Service Agreement 23 5. Consider Agreement
C.. EXECUTIVE SESSION (As needed and determined by City Attorney)
D. ADJOURNMENT
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PUBLIC HEARINGS
Public hearings ars set by the City Council in order to meet legal rsquirsments pertaining to matters such as, land use permit applications, proposed
amendments to City land use regulations, zoning changes, annexations. In addition, the City Council may set a public hearing in order to receive
public input pdor to making decisions which impact the citizens. Certain matters may be controversial, and the City Council may choose to seek
public opinion through the public hearing process.
NOTE: HEARING DEVICES AVAILABLE FOR THOSE NEEDING ASSISTANCE
MAYOR TO DETERMINE TIME OF BREAK
April 12, 2005 Pon Angeles City Council Meeting Page - 1
pORTANGELES CITY COUNCIL SPECIAL MEETING
WASHINGTON, U, S. A
April 12, 2005
,.~n
I. CALL TO ORDER - SPECIAL MEETING:
II. ROLL CALL:
Members Present:
Mayor Headrick V/
Councilmember Braun
Councilmember Erickson
Councilmember Munro
Councilmember Pittis
Councilmember Rogers
Councilmember Williams W/
Staff Present: Other
Manager Quinn V/ '~.
Attorney Bloor V/ ~'.
Clerk Upton V/'
G. Cutler V'/
M. Madsen W/ _~S.
D. McKeen
T. Riepe
Y. Ziomkowski
Ili. PLEDGE OF ALLEGIANCE:
Led by: 0~_ _J_tx O~ ~lr~. ~
CITY COUNCIL SPECIAL MEETING
Attendance Roster
DATE OF MEETING: April 12, 2005
LOCATION: City Council Chambers
pORTANGELES CITY COUNCIL SPECIAL MEETING
w ^ s., N.. o N, u. s ^ Attendance Roster
DATE OF MEETING: April 12, 2005
LOCATION: Council Chambers
City of Port Angeles
DORTANGELE$ Ordinance/Resolution Distribution List
W A S H I N G T O N~ U.S.A.
City Council Meeting of April 12, 2005
Ordinance /
Reso!uti0n No.
City Manager
City Atty. (1)
Planning
City Clerk (2)
Deputy Clerk (1)
Personnel
Cust. Svcs.
Finance
Dir./Msr.
Police Dept.
Fire Dept.
Light Dept.
Parks & Rec.
MRSC (1)
PDN (Summary)
Extra Copies
RESOLUTION NO.
A RESOLUTION of the City Council of the City of Port Angeles,
Washington, in support of the Port Angeles School District No. 121
Maintenance & Operations Levy Renewal for 2006-2007.
WHEREAS, the Port Angeles School District No. 121 has submitted a maintenance and
operations levy renewal to replace the existing two-year levy; and
WttEREAS, the Maintenance and Operations Levy provides about 15% of the District
operating budget, and the estimated fax rate is projected at only 10 cents higher than prior rates
with the likelihood that rates will decrease as the community's assessed valuation grows; and
WHEREAS, continued support of the Maintenance and Operations Levy offers the best
opportunity to provide a learning environment that emphasizes student performance and
achievement commensurate with the demands of the 21st century;
NOW, THEREFORE, BE IT RESOLVED:
That the Port Angeles City Council hereby declares its strong support for the Port Angeles
School District No. l 21 request for a replacement Maintenance & Operations Levy for the 2006-
2007 school years.
PASSED by the City Council of the City of Port Angeles at a special meeting of said
Council held on the 12th day of April, 2005.
MAYOR
ATTEST: APPROVED AS TO FORM:
Becky J. Upton, City Clerk William E. Bloor, City Attorney
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WASHINGTON, U.S.A.
CITY COUNCIL MEMO
DATE: April 12, 2005
To: CITY COUNCIL
FROM: Michael Quinn, City Manager ~
SUBJECT; Presentation by YMCA re: Pool Proposal
Summary: The YMCA has been involved at the staff level in promoting an option to consider
siting the pool at their facility location. The proposal received a summary review by the City's
consultant at the Open House on 3/9/05. However, the YMCA believes that a presentation to the
full Council would clarify their position, and then the City can proceed from there in the decision
making process regarding the pool.
Recommendation: Receive the presentation, but make no final site selection. However, the
Council may decide to assure the YMCA that their proposal would be considered in the final
evaluation.
Background / Analysis: At the Open House presentation by ARC Architects, all five of the
options were evaluated on the same footprint of 32,170 sfand 118 parking spaces. The advantages
to the YMCA option were that the proposal created a full service facility in conjunction with the
existing YMCA building; it was energy efficient; and maintained a dramatic building entrance. The
disadvantages were that the bulk of parking was off-site and the building mass dwarfed the
surrounding residential neighborhood. The YMCA has some alternative opinions for consideration
concerning the true need for the evaluated size of the facility and other points that create economies
of scale and operation in their proposal. Their concern that this has not been shared with the Council
prompts them to continue to lobby for a presentation to the Council. Tonight's meeting is intended
to satisfy this purpose.
From a staff perspective, it is important that we have some idea of where we are going as a result of
this presentation to the City Council. Therefore we suggest the following scenario:
1. Listen to the presentation on 4/12 and clarify with questions as necessary. I have asked
the YMCA to keep their presentation between 20-30 minutes, and to provide any further information
for this packet.
2. Consider the statement that we appreciate their presentation and assure them of an offer
to collaborate with the City in deciding on a final recommendation. This is a potentially sensitive
recommendation if the final analysis does not include the YMCA option.
3. Narrow the 4 City sites to a preferred alternative for comparison and evaluation with the
YMCA option if applicable.
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Las! Revised: 6/29/99
4. Invite the YMCA to have a representative member(s) of their Board or Pool Committee
to sit on the City's Pool Oversight Committee to work together on evaluating the preferred proposals
for review, including how this will be presented to the public for approval. There are three Council
members on this committee plus citizen members.
5. Conduct a pro-forma on the final recommendation(s).
6. Whatever the decision, collaborate together on supporting the proposal to the public for
a Fall, 2006 election with an effective marketing campaign to support the bond.
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Last Revised: 6/29/99
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COMMUNITY AQUATICS CENTER AT THE YMCA
-BENEFITS-
Recreation Corridor~Full-Service Community Center
· Enhances a potential recreation corridor that stretches from Civic Field west through Webster
Park. Centralizes a family/community infrastructure that includes the YMCA facility,
community aquatics center, play fields, parks, Dream Playground, Skate Park and more.
· Creates a full-service recreation facility that will become the heart of community life for
people of all ages, interests and backgrounds.
· Supports stronger kids and families by creating a multi-use facility that provides activities for
every member of the family.
· Supports health and fitness by providing people with a great variety of fun and mutually
supportive health and fitness options that will stimulate and motivate them.
· Enhances many different activities from childcare to teen and senior programs by adding
additional elements of fun and enrichment.
· Avoids the current situation in which people must utilize two separate facilities to meet their
needs at greater cost and inconvenience.
Accessibility
· Creates a working partnership between the City of Port Angeles and the YMCA to oversee
fees and other issues. Fees would be the same at either the City or YMCA location.
· Increases affordability through a YMCA financial assistance program that ensures that no
one is turned away because of an inability to pay.
· Boosts accessibility because of its central location and its convenience to other recreational
resources including the Dream Playground and soon-to-be-built Skate Park. Y members and
non-members alike would all be equally welcome at a community aquatics center.
Financial
· Reduces local taxpayer subsidy of the City aquatics center, currently well over $300,000 a
year, by a substantial margin. By contrast, financial projections for a new aquatics center
locat~l at its current location indicates no reduction in expense. Savings are due to:
1. Reduc~ Expenses: The expense of operating a single, multi-ttse facility is much less
than operating two separate facilities - an aquatics center and a YMCA.
2. Increased Revenue: YMCAs with aquatics eenters generate substantially more
membership and program revenue. The Grays Harbor YMCA in Aberdeen (with
pool), for example, generates approximately $300,000 more in annual membership
revenue than the Clallam County Family YMCA. Program revenue is also enhanced
as more people are exposed to a variety of new opporUmities.
· Reduces construction costs by avoiding duplication of areas such as locker rooms, lobby,
offices, meeting rooms, etc.
· Preserves the proposed City Pool site (plus needed parking) for other valuable opportunities.
The YMCA
· Builds upon an outstanding tradition of leadership in aquatics by the YMCA which dates
back 110 years and includes the building of the first swimming pools in this country.
· Builds upon hundreds of examples across the country, including the Northwest, of
productive partnerships between YMCAs and local governments.
· Generates increased support fiom users and, significantly, if this project is to be placed
before the voters, non-users alike. This proposed public/private partnership benefits our
entire community through enhanced family infrastructure and substantial long-term savings.
PROFORMA: COMMUNITY AQUATICS CENTER LOCATED AT YMCA
Pmforma utilizes City of Port Angeles July, 2004 Lincoln Park Feasebility Study (referenced page numbers
shown below refer to this documment) and the 2005 YMCA budget.
Explanation
Budget Options 1, 2 and 3 adhere to the City Pmferma in alt expense and revenue cetegodes except for
membership and day use revenue which are adjusted as shown, Option 4 and 5 also adjust Personnel Expense.
Option I Assumptlons
1. All projected pool members will become members of the YMCA.
2. There will be no additional YMCA members except for pool members switching the YMCA,
3. There will be a separate aquatics-only membership fee (roughly 2/3 of Y membemhip fee).
4. Accepts City preforma for day use revenue.
Optlon 2 Assumptions
1. All projected pool members will become members of the YMCA.
2. There will else be 150 new YMCA members due to benefits of full service community center. (City
consultant projects new 150 members on page 9 of 2002 city pool study if project includes fitness center.)
3. There will be no aquatics only membership (only YMCA membership).
4. Day use revenue is roughly 8% of membership revenue (typical of YMCAs with pools).
Optlon 3 Assumptions
1. All projected pool members will become members of the YMCA.
2. There will also be 150 new YMCA members due to benefits of full service community center (half Y fee,
half aquatics only fee).
3. There will be a separate aquatics-onty membership fee (roughly 2/3 of Y membership fee).
4~ Day use revenue is roughly 8% of membership revenue (typical of YMCAs with pools).
5. Y Membership fee is raised roughly $5.
Option 4 Assumptions
1. All revenue assumptions as shown in Option 3.
2. Personnel expense reduced 20%*
* Justification for personnel expense reduction: City projects that roughly 78% of aquatic, membership and day
use revenue will be spent on aquatic personnel costs (not counting Aquatic Affenclant position). By contrast,
Grants Pass YMCA (2 lap pools) spends roughly 11% of its revenue and Spokane YMCA (leisure pool and
lap pool) spends 16% of its revenue on aquatic personnel. The 20% reduction in personnel costs would still
reserve roughly 30% of revenue for aquatic personnel expenses.
OptJon S Assumptions
1. All revenue and expanse assumptions as shown in Option 3 and 4 except that there is no aquatics-only
membership (only YMCA membership).
Increases In program fee revenue (and corresponding expense) reflects both increased YMCA
participation and enhanced program appeal due to the addition of an aquatics center.
YMCA
REVENUE 2005 Budget Option 1 Option 2 Option 3 Option 4 Option 6
DeparUnent I (Admin)
Annual Campaign $80,000 $96,000 $96,000 $96,000 $96,000 $96,000 (20% increase)
Other $83,146 $83,146 $83,146 $83,146 $83,146 $83,146
Department 2 (Occupancy)
Building Rental $228 $456 $456 $456 $456 $456
Deparlmeflt 3 (Membership/PE)
Membership* $5t7,080 $7t2,665 $853,080 $877,746 $877,746 $956,496
Other $29,350 $33,753 $33,753 $33,753 $33,753 $33,753 (15% increase)
Deparenent 4 (Programs)
Program Fees $101,240 $111,364 $111,364 $111,364 $111,364 $111,364
Depatlment 5 (Childcare)
Program Fees $154,505 $177,681 $177,681 $177,681 $177,681 $177,681 (15% increase)
Department 6 (Camp)
Program Fees $72,038 $93,649 $93,649 $93,649 $93,649 $93,649 (30% increase)
Department 7 (Teens)
Other $123,300 $123,300 $123,300 $123,300 $123,300 $123,300
Department 8 (Jefferson County)
Otfler $204,810 $204,810 $204,810 $204,810 $204,810 $204,810
Department 9 (Aquatics)
Day Use* $14,000 $209,500 $68,246 $70,220 $70,220 $76,620
Lessons/classes $74,000 $74,000 $74,000 $74,000 $74,000 (pg. 52)
Aquatic Rental $31,500 $31,500 $31,500 $31,500 $31,500 (pg. 52)
Concession/Resale-net $23,000 $23,000 $23,000 $23,000 $23,000 (pg. 52)
Other $17,000 $17,000 $17,000 $17,000 $17,000 (pg. 39, 52)
REVENUE TOTAL $1,379,697 $1,991,823 $1,990,986 $2,017,625 $2,017,625 $2,102,675
*Membership and Day Use revenue shown on pg. 72, 73~
EXPENSE
Department t (Admin)
Salahes/Benefits $153,891 $169,280 $169,280 $169,280 $169,280 $169,280 (10% increase)
Other (insur, phone, etc.) $169,173 $194,549 $194,549 $194,549 $194,549 $194,549 (15% increase)
Department 2 (Occupancy)
Salaries/Benefits $47,323 $117,924 $117,924 $117,924 $117,924 $117,924 (pg 41, 43)
Utilities $27,000 $177,000 $177,000 $177,000 $177,000 $177,000 (pg 39)
Other (maint., janit supl) $21,300 $36,300 $36,300 $36,300 $36,300 $36,300 (pg. 39)
Department 3 (Membershlp/PE)
Salary-Directer $47,848 $47,849 $47,849 $47,849 $47,849 $47,849
Salary- Fitness Staff $65,000 $71,500 $71,500 $71,500 $71,500 $71,500 (10% increase)
Salary-Playcare $23,290 $27,948 $27,948 $27,948 $27,948 $27,948 (20% increase)
Salary-Office Staff $72,721 $90,901 $90,901 $90,901 $90,901 $90,901 (25% increase)
Benefits $54,735 $58,000 $58,000 $58,000 $58,000 $58,000
Other $44,081 $44,081 $44,081 $44,081 $44,081 $44,081
Deparlment 4 (Programs)
Salaries/Benefits $81,968 $81,968 $81,968 $81,968 $81,968 $81,968
Other $22,886 $22,886 $22,886 $22,886 $22,886 $22,886
Department 5 (Childcare)
Salaries/Benefits $115,140 $120,897 $120,897 $120,897 $120,897 $120,897 (5% increase)
Other $28,545 $28,545 $28,545 $28,545 $28,545 $28,545
Department 6 (Camp)
Salahes/Benefits $55,890 $61,479 $81,479 $61,479 $81,479 $81,479 (10% increase)
Other $19,829 $19,830 $19,830 $19,830 $19,830 $19,830
Department 7 (Teens)
Salaries/Benefits $97,008 $97,008 $97,008 $97,008 $97,008 $97,008
Other $42,709 $42,709 $42,709 $42,709 $42,709 $42,709
Department 6 (Jefferson County)
Other $189,360 $189,360 $189,360 $189,360 $189,360 $189,360
Department 9 (Aquatics)
Salaries -Directors $146,250 $146,250 $146,250 $117,000 $tt7,000 (pg. 41)
Salahes -Lifeguards $178,296 $178,296 $178,296 $142,637 $142,637 (pg. 43)
Salaries -Instructors $42,266 $42,266 $42,266 $33,813 $33,8t3 (pg. 43)
Benefits $22,056 $22,056 $22,056 $17,645 $t7,645 (pg. 43)
Other $43,000 $43,000 $43,000 $43,000 $43,000 (pg. 39)
EXPENSE TOTAL $t,379,697 $2, t31,883 $2,t3t,882 $2,131,882 $2,054, t09 $2,054,109
SURPLUS(DEFICIT) $0 ($140,059) ($140,897) ($tt4,258) ($36,484) $48,566
CAPITAL FINANCING OPTIONS
Non-Profit Loan Supported by the CiO~ of Port ~4ngeles
The Clallam County Family YMCA can qualify for a capital development loan bom the
Washington State Housing and Finance Committee. We have been quoted a 6% fixed interest
rate for a 30 year amortized loan. At six percent interest, the annual debt service on a
$5,000,000 loan is approximately $350,000. The City of Port Angeles would agree to assume
responsibility for servicing this loan.
Advantage: According to former City Parks and Recreation Director, Marc Connelly, the City is
currently subsidizing the operation of the City Pool by approximately $340,000 a year.
Therefore, this loan would lock in the City's obligation for the proposed aquatics center at
roughly current 2005 levels. This would result in huge savings to the City over the course of the
30 year loan and beyond. Most significantly, this option avoids the need for approval by voters.
Capital Bond Issue
A voter approved capital bond would require a 60% supermajority. To support a $5,000,000
capital project, voters would need to approve an increase of approximately $30 per $100,000 of
assessed property value.
Advantage: New tax revenue would be available to finance the project. 60% majority approval
may be a~ainable because:
1. The current pool is in dire need of repair and does not meet community needs.
2. The design for the proposed aquatics center is very exciting and ambitious.
3. The public/private partnership is innovative and addresses voter concerns that proper
oversight including fee controls are in place.
4. Tax payers will be pleased that capital costs will be more than offset by long-term
savings in operating costs.
Metropolitan Park District
The voter-approved creation of a Metro Park District requires a 50% majority. Funding can be
be used for either operating or capital expenses. Funding can be approved for up to $75 per
$100,000 of assessed property value. Metro Park Districts can be placed on the ballot by
direction of the County Commissioners, City Council or a petition signed by 15% of the
registered voters (as determined by boundaries). A Metropolitan Parks District is overseen by an
elected Metropolitan Park District Board of Directors. They would oversee all recreation, parks
and recreation facilities.
Advantage: It clarifies, consolidates and focuses attention on all community recreation needs
including aquatics. It ~luires only a 50% rather than 60% majority.
EXAMPLES OF CITY/YMCA COLLABORATIONS
City of Auburn/YMCA of Greater Seattle (June, 2004)
The Seattle YMCA joined together with Boeing and the City of Auburn to build a beautiful new
YMCA in Auburn. The new, Auburn Valley YMCA is a beautiful, state-of-the-art facility of 46,000
square feet including aquatics center. Boeing donated the land, about 18 acres, much of which was
developed as soccer and baseball fields. The City of Auburn contributed $2.6 million to the project.
Because an outright glR of poblic money wasn't legal, a contract was developed between the Y and
the City stipulating that the Y must provide a variety of services to city residents--somewhat of a
technicality since these programs probably would have been offered anyway.
City of Bois~ Idaho/Treasure Valley YMCA (1996)
The City of Boise, Idaho and the Treasure Valley YMCA formed a partnership to build a new
YMCA in Boise, Idaho. Funding included a contribution of $4.4 million from the City of Boise,
more than adequate to build the aquatics center portion of the facility. The facility was actually built
by the YMCA to avoid the added costs associated with a public construction project. The YMCA
then sold the aquatics center portion of the facility to the City of Boise. Although the YMCA is fully
responsibility for the operation of the aquatics center, the Y is contractually obligated to get approval
for all aquatics program fee increases by the Boise City Council.
City of Sherwood, Oregon/YMCA of Columbia-Willamette (Portland) (2004)
The City of Sherwood provided a total of $7,000,000 to build a new YMCA branch facility in
Sherwood, Oregon. Interestingly, when the original voter-supporter bond of $5,000,000 proved
inadequate to complete the project, the voters subsequently approved the extra needed $2,000,000.
The YMCA also absorbed the entire recreation depattmem for the City of Sherwood. The City
provides no annual operating support beyond its original capital donation. The City does reserve the
right to approve any fee changes at the Sherwood YMCA branch.
C~ty of Port Townsend/Clallam County Family YMCA (2002)
(Not an aquatics center but worthy of discussion since it' s an example of our YMCA.)
This innovative collaboration is just two and a half years old but has already paid remarkable
dividends for the Port Townsend community. Briefly, the Clallam County YMCA agreed to assume
responsibility for the entire City of Port Townsend Recreation Department (not parks). To that end,
the Clallam County Y created a new branch subsidiary, the Jefferson County YMCA, and hired the
existing City of Port Townsend Recreation Director, Bill Kush, as the very first Branch Executive of
the new Jefferson County YMCA. The City/YMCA contract stipulates that the YMCA must
maintain and grow all existing City recreation programs while also developing many new programs.
In exchange, the City agreed to make an annual paymem to the YMCA that was equal to the
operating deficit of the City Recreation Department at the time this contract was made --
$90,000/year. The current contract rum for five years.
By way of an update, aRer just two years, the Y has increased its number of program offerings AND
people served by roughly 70°/3 increase. Currently a non-facility Y (typical of most brand-new
YMCAs including the 1948 Clallam County Y), they are actively pursuing several promising options
for a facility which would include an aquatics center. It's worth noting that the City of Port
Townsend has approached the Y to assume operation of their City Swimming Pool.
WASHINGTON, U.S.A.
CITY COUNCIL MEMO
DATE: April 12, 2005
To: CITY COUNCIL
FROM: Glenn A. Cutler, Director of Public Works and Utilitie~/~c,~,2-
SUBJECT: PORT ANGELES SWIM CLUB CONTRACT
Summary: Staff has been negotiating with the Port Angeles Swim Club (PASC) concerning a
new contract. The PASC has requested that Council consider their concerns.
Recommendation: Listen to the concerns of the PASC and provide direction to the Staff
and PASC.
Background/Analysis: At the January 18, 2005 Council meeting Ms. Linda Crowley and Mr.
Jim Hoine of the Port Angeles Swim Club (PASC), during the public comment portion of the
meeting, expressed concern about the terms and conditions of a new swimming pool contract
being negotiated with the City. Council directed that the matter should be referred to the Parks
Subcommittee (Council members Munro, Erickson and Braun) for review. Staff received
guidance from the Subcommittee. A letter was forwarded to the PASC on February 11, 2005
following an informal meeting with Crowley and Hoine and receipt of a non-comprehensive
counter proposal to the City's proposed contract conditions.
The PASC provided a more comprehensive counter proposal which has been the basis of
ongoing discussions. The PASC and staff have met on various occasions, exchanging
information and working towards a new contract, during the months of February and March.
On March 31, 2005, the most recent negotiation session, the issues continued to be narrowed and
compromises were being offered by both sides. Crowley and Hoine advised in part that they did
not think that the PASC board would accept the terms being outlined. They were informed that I
would discuss the issues with the Parks Subcommittee on April 11, 2005 and then advise them of
the next steps.
The issues can be boiled down to two items: 1) the requirement to pay a fee for pool use, and
2) reduction in the availability of the dive tank and one lap lane. Currently, the PASC utilizes
the pool and only pays the costs associated with lifeguards, the lap lanes have been reduced by
one, and the dive tank is not exclusively available for their use. Attached is a summary of the
issues being discussed.
Staff will be available to respond to questions at the Council meeting.
5
8
To: Mayor Headrick
City Council Members
From: The Port Angeles Swim Club Board
Re: Contract Issues
The Port AngeLes Swim Club has been asked to pay an exorbitant amount of money for the young
swimmers of this community to continue swimming. Forty years ago Don Fairbairn created the
program to give the kids a chance to train and compete early in life so that they would be well trained
by the time they joined the High School Swim Team. The club continues to be the feeder program for
the High School Team since the school district does not offer a middle school swimming program.
Port Angeles Swim Club Mission Statement:
The goal of the Port Angeles Swim Club is to create an atmosphere where swimmers will strive towards
excellence both in and out of the pool. We want team members to foster sportsmanship through their
attitudes, actions, and beliefs. The coaching staff will support the success of athletes as they use their
experiences to develop self discipline and responsibility. We are committed to promoting healthy
competition in a sport, which can provide a lifetime of fulfillment.
The following are pieces of information that are important for you to know about the club:
· The club was started in 1965
· We are a non-profit organization
· The Club operates 11 months each year
· Many of our swimmers are multi-sport athletes who sometimes take a short leave from
swimming or do both sports at the same time
· The board Ls comprised of volunteer parents that are elected by the parent members
· Swimmers are between the ages of 5 - 18
~ · We have always paid for the lifeguard fees that are incurred during our workout schedule
~ · We have never paid a "user fee" for the pool
· , · Typically we have had use of the entire pool for 1 hr, Monday through Friday, during the
school year and 2 hrs, Monday through Friday, during the summer months. We have
always shared a portion of the pool with City programs during the school year for the first
30 minutes of our workout session.
· Each swimmer pays monthly dues to cover the costs of our coaching staff, training for
coaches, lifeguard fees, and equipment costs.
· We coordinate fundraising events every year to help cover the above costs and to keep
the swimmers dues at a minimum.
· The average cost per swimmer for dues is $500 per year. This does not include suits,
goggles, meet entry fees or travel expenses. (ie. A swimmer who participates in 10
meets per year pays approximately $3,000 annually to compete in this sport.) Most
swim meets are held along the I-5 corridor. The meets are typically two days in length,
each requiring a Saturday night stay in a hotel plus meals and travel expenses.
In Kind Services:
· The Swim Club provides a healthy youth activity, at no cost to the City or community.
The program is provided 10 hours per week; 43 weeks per year.
(For the cost of approximately $20,000 in salaries paid to coaching staff and lifeguard
fees paid to the city of Port Angeles)
Page 1
· The Swim Club hosts one regional swim meet each winter. This brings approximately
100 families to the area for 2 days. These families stay in local hotels and frequent the
restaurants. This provides dollars to the community through the hotel tax program.
· The Swim Club provides the equipment and officials for all of the High School swim
meets - a total of 12 meets each year. The officials and some of the timers are
volunteers from the Swim Club. Each meet requires approximately 20 volunteer hrs X 12
meets = $2400 each year.
· The Swim Club provides the equipment, officials and all needed staff to run the
swimming portion of the Northwest Games, a City hosted function. This meet requires
approximately 150 hrs of volunteer time = $1500.
o The equipment mentioned above consists of: Scoreboard ($9,000 value), Lane
Lines ($2,500 value), Computer Timing System with touch pads ($9,000 value)
and the Diving Blocks ($4,800 value). Total value that would not need to be
purchased for the new pool - $25,300.
· The Swim Club built the concession stand outside of the pool ($2,500 value).
· Families of 66 swimmers to help promote the building and use of the new pool
(Value - PRICELESS)
o This is a total of $51,700 for 'In Kind Services'
We have been told by Mr. Cutler that none of these "In Kind Services" are of any value to the City or
community! Our question then is, "What is?" We provide an activity for today's youth who will be
tomorrow's leaders, if given the chance. In today's world providing activities for youths should be the
community's #1 priority. The leaders of the community are often heard saying "it is all about the kids".
We believe this to be true and we hope you do also.
Proposal Issues:
On the first day of practice in September 2004, Ms. Reifenstahl gave a contract to Jim Hoine, PASC
VP, that was to run through December 2004. He was told that there would be no negotiation on the
issue of the reduction of pool space. She was taking away the use of Lane 6, the dive tank and the
shallow tank. We were not given any prior notice. The memo that was attached to the contract stated
that we would receive another contract by the end of October that would have fees attached and that
would be effective Jan. 1,2005. We were told that the contract terms would be non-negotiable.
The highlights of the contract that we were given in October of 2004 are as follows: · The reduced pool space would continue
· All swimmers would have to purchase an annual pass ($100 for City and $150 for
County). These fees would be subject to change with the pools fee schedule.
· In addition, the club would be required to pay rental fees for the area that had been
taken away (and is needed to run a safe and competitive program) in the amount of
$9,893. This would amount to another $150 per child, in addition to their pool pass fee.
o This would mean-
· an extra $250 per City child
· an extra $300 per County child
· Remember, this is in addition to the $500 dues that are paid by each
swimmer in monthly dues!
· Additional Costs: all of the equipment costs; suits, goggles, travel, entry
fees, etc.
~,L) · The justification for reducing the available pool space was for the City to use the area to
generate revenue. As of today, this space has NOT been used for a revenue generating
program that had not already been in place. We have always shared the shallow pen
with the 'Mommy and Me" program that is offered a few time each year. The dive tank
Page 2
and lane 6 have only been used for staff training. Often times, it goes unused. We have
asked during these times to use the area, and have been told "No".
Most Recent Proposal
On March 31st , the last of several meetings was held between the PASC Board Members (Jim Hoine
and Linda Crowley) and the City Staff Members (Mr. Cutler and Ms. Reifenstahl) to discuss the
proposal that had been given by the PASC to the City.
The Swim Club had offered to pay for full-fare passes for each swimmer if the following conditions were
met:
· The contract period would be for 3 years
· Lane 6 would be given back for the practice periods
· The dive tank would be given back for Monday, Wednesday and Fridays
· We would no longer pay for lifeguard fees during workout periods but would pay for them
during our home meet
· Consideration be given for our 'trial time' members - no fee for one month
· Allow swimmers to purchase quarterly passes at 1~ of the cost
· Consideration be given for Iow income families
· Reduced rates for multiple swimmer families
· Use of pool during "off hours" with PASC certified lifeguards (ie. Coaches)
· Have use of one lane during morning lap swim for our 15 and over swimmers - 2
mornings per week
The conditions that are highlighted above are the only ones that the City staff considered acceptable.
The City staff stated that the following requests couldn't be met because: · Contract term of 3 years- only IF they can impose a rate increase clause
· Lane 6 - could not have because they want it for staff training and City programs
· They would allow us to use the dive tank on Tuesdays and Thursdays - which happen to
be the days we have the fewest swimmers. The young swimmers typically swim
Monday, Wednesday and Friday
· Trial Time members would have to pay a $10 fee for the trial month, that could be
applied to the pool pass fee if they continue to swim
· Pool passes available at a quarterly rate - would have to pay a higher rate
· Low income families - nothing available on a regular basis. A swimmer may get help
occasionally - but not for the whole season
· Pool use during off hours - we would have to rent the pool at the City's posted rental
rate
· One lane during morning lap swim - they could not take a lane away from the adult
swimmers - because this would be "political suicide" (Note: According to meeting
minutes in 2002, 90% of the pool users are youths and only 10% are adults)
In addition, the pool staff requested that they use the trophy cases, in the front lobby, that
belong to the Club. Currently we use these cases to display our trophies, advertise our club
and its history. Currently, William Shore's picture is displayed in one of the cases, at the
City's request.
Conclusion
Page 3
According to the information provided within the Parks and Rec Budget and their Comprehensive Plan,
the action of working against a non-profit, youth sport program does not fit according to the following
excerpts:
· Comp. plan - Section 2, Major Issues and Opportunities - Program Recommendations
o Youth and Family Programs- Section 2-10 "Maintain and increase affordable
programming for youth and family recreation. 1) Partner with non-profit agencies such
as the Boys and Girls Club to offer increased opportunity for youth recreation. 2) Partner
with the PASD to increase opportunity for middle school age students for constructive
activity and continue the affordable availability of athletic programs. 3) Support and
administer middle school athletic programs.
This information makes it even more unclear as to why the City would single the Swim Club out of all of
the youth sport programs that use City facilities at no charge. The following programs pay no fees to
the City for the use of their facilities:
· Junior Babe Ruth · North Olympic Baseball and Softball
· Port Angeles Youth Soccer · Pod Angeles BMX
Not only are the other spor[s not charged, but the City has included large expenditures for maintaining
the facilities they use. The budget document of 2005 promises to "Continue to provide field
maintenance for athletic field user groups". The city's parks and recreation comprehensive plan states
that the city provided fields for 1700 games. We consider this to be beneficial to the community, just as
the upkeep to the pool is beneficial to the community.
The City has partnered with all of the youth sport programs for 40 years or more, and now they are
asking our swimmers to pay a kid tax of $250 - $300 to participate in a sport after the City previously
turned down a request from the Parks and Rec Dept. approximately two years ago to impose a kid tax
of $10.00 on all North Olympic Baseball and Softball players. If the Council decides to impose a kid tax
upon our swimmers, they must know that this kid tax would have a detrimental effect on the
continuation of this youth program.
So is it fair to impose this KID TAX on our youth program and make it unaffordable for many of our
youth to participate in a healthy life long activity? Is it fair to impose such a large KID TAX when we only
charge $10.00 for an annual membership at the Port Angeles Senior Center. Not only are our seniors
on fixed income, but also many families raising happy, healthy children struggle to provide positive
activities for their children.
We begrudgingly offered a proposal that included paying fees to the City Staff in hopes of regaining our
needed space back for both safety and training concerns, as well as hoping we could avoid conflict with
the pool manager and any form of reprisal or retribution. We would hope that we will be allowed to
continue swimming with our needed space without paying a kid tax, just as no other youth sport
program is required to pay a kid tax for using City facilities. We have been told that we are making lots
of people angry by trying to take care of the young members of this community.
We are fully aware that the pool is considered a "fee-based facility". For forty years, this was never a
concern for the Swim Club or the City. The pool is fee-based because the City chooses to charge a
fee. The ball fields are not fee-based, simply because the City chooses not to charge a fee. The Vern
Burton is a fee-based facility, but allows youth sports programs and non-profit organizations to use it
without paying a fee. It is all a choice! We hope that the council will choose tonight to support the
youth of the community and restore full use of the pool, according to our normal workout schedule,
without charge, except for lifeguard fees, to the PASC.
Swim club members should not be looked at as a means to balance a budget or provide additional
revenue for the pool.
Page 4
WASHINGTON, U.S.A.
CITY COUNCIL MEMO
DATE: APRIL 12, 2005
TO: CITY COUNCIL
FROM: Michael Quinn, City Manager
SUBJECT: 2005 Community Work Plan
Summary: At the 3/29/05 Special meeting of the City Council, the 2005 Community Work;[~ian
was reviewed in terms of projects and priorities. This review is still on-going and the Counci~ ,vill
continue with the goals for Quality Municipal Services, Community Development, Ecor~omic
Development, Community Livability, and Community Relations.
Recommendation: Review and adjust the project listing and priorities as necessary.
Background / Analysis: The attached work plan is intended to capture the specific ch?~nges
discussed at the last review session with regard to the objectives and projects. The strikeeu[ for
deletions and the bold for additions has been added. There were additional comments by the C, ouncil
in a more generalized opinion that have not yet been incorporated into the document. As an example,
there were comments that we need to provide the people more of what they really want. There were
other comments that we should consider, for example, the addition or incorporation of a Public
Information position for the City. These comments have not been incorporated into the document.
It is suggested that we continue this comprehensive review at the meeting.
As an additional reference, I have attached the last review session from 7/22/04 which was related
to these same general goals, objectives and project descriptions.
9
G:~vlASTFORM\COUNCIL. WPT
Last Revised: 6/29/99
10
CITY OF PORT ANGELES
VISION STATEMENT
COUNCIL GOALS - OBJECTIVES AND
DEPARTMENTAL PROGRAMS / PROJECTS
2005 - OUR COMMUNITY WORKPLAN
VISION STATEMENT:
To enhance the quality of life in Port Angeles, we envision a City that protects its citizens and
provides services for their well-being; that promotes a healthy economy and responsible
stewardship of our natural beauty; that respects and encourages diversity; and that engages our
citizens as partners in making Port Angeles a great place to live, work and play.
GOAL: FINANCIAL STABILITY
Provide consistent and quality municipal services through the adequacy, utilization, and
development of financial resources that maximize return on investment, leverage of outside
sources, and equity for local taxpayers.
* Update and improve long-range financial projections, data analysis, and trend profiles to
facilitate strategic forecasting.
* Minimize diminishing operating reserves and maintain fund balances at prescribed policy
levels.
* Minimize potential tax, fee, and utility rate increases while reviewing staff and operations to
maximize effectiveness.
-1-
11
* Pursue outside grants, and loans, and funding partnerships whenever feasible.
* Resolve litigation and minimize financial impact on the City through a pro-active risk
management strategy.
* Increase efficiencies through support efforts to decrease the negative impacts of state imposed
mandates and program responsibilities.
* Minimize jail costs without reducing public safety through financial, sentencing, and
incarceration review and alternatives.
* Diversify revenue sources to the greatest extent possible.
* Review privatization, technology enhancements, and other methods of cost-effective
alternative service delivery.
1. ~ ........... -' ................. : .............. :--- ity
Relations)
4.g Finalize the Financing Plan ~d ~y Bond Options for the William Shore Memorial Pool
Project.
.............. ~ ,~j~,.( move to Quality Municipal Se~ices)
6 ~crease revenues at the Firea~s Range.
7.~ ~plement utility fee based charges for ~bul~ce Transpoa in Medic One se~ice.
8.~ Develop a long-te~ strategy for fin~cing replacement of the Ladder Track.
Issue Ref~ding Bonds for the 1995 Electric & GO Bonds.
10. Evaluate the Cemete~ Endu~cnt Fui~d. in terms of alternative service delivery options.
GOAL: INTERGOVERNMENTAL RELATIONS
Promote corem unications, legislative influence, and agency cooperation with all public entities on
!he North Olympic Peninsula, as well as State, Federal, and Tribal agencies which impact our
2ommunity and environment.
* Interact with other public agencies and their staffs in a productive, professional, and
participatory process that enables cooperation, fiscal economy, and effective results which
serve our community.
-2-
12
* Coordinate major capital projects, financial impacts and resources, and strategic goals to
promote a commonly shared vision for future benefits to our community and region.
* Strengthen partnerships and communications through joint strategy and planning sessions
with other local agencies and community stakeholders.
1 .# Develop a Revenue-Sharing & Service Transition Agreement with Clallam County covering
the Urban Growth Area (UGA).
2.# Serve as the Host Community for the 10th Year Anniversary visit of our Sister City delegation
from Mutsu, Japan.
3.# Implement a Service and Automatic Aid Agreement with Fire District #2 for the western
UGA.
4.# Implement the Solid Waste Transfer Station Agreement with Clallam County.
5. Coordinate with the Lower Elwha Klallam Tribe for support services to the Canoe Paddle
Journey.
8.# F+natize Evaluate the lease transfers on Ediz Hook concerning the A-frame and related
uplands between the Port and the City.
9.# Develop options for joint evidence storage and processing with the SherifFs Office.
10. Implement functional consolidation of EMS drills with Fire District #2.
11.# Coordinate plans with Clallam County and the Chamber of Commerce to add a Covered
Arena to the Fairgrounds at Lincoln Park.
12.# Coordinate support for the Hurricane Ridge Public Development Authority application to the
National Park Service for concession services.
I4. Complete the ICMA/BIGG exchanges with Beran, Indonesia sponsored through USAID.
GOAL: QUALITY MUNICIPAL SERVICES
Organize and provide municipal services that are oriented toward meeting the needs of our
citizens, effectively utilizing available resources, an d achieving improvements in our community's
uality of life.
-3-
* Assure that community support services are provided, within available resources, to aid those
segments of our community most in need such as the elderly, disabled, children, and others
needing assistance.
* Strategically plan municipal services to maximize their efficiency and effectiveness.
* Update, modify, and enfome local regulations and codes which reduce nuisances, improve
permit processing, and orients regulations in a more user-friendly direction.
* Protect and preserve the community's quality of life through public safety services conducted
with the highest level of professionalism and integrity.
* Assure that the community is served by safe and effective utility and transportation
infrastmcture.
* Provide programs, facilities, and services ~vhich enhance recreational, cultural, and social
opportunities for enjoyment by the community.
A. General Services:
1. Evaluate an integrated records management system for the Fire Department.
2. Develop a Downtown Building Fire Risk Analysis that addresses community fire/ems risks.
3.# Evaluate the need of acquiring property adjacent to the WWTP for future expansion.
4. Provide core network services to select employees to access work records off-site.
5.# Update the Comprehensive Plan for Parks, Open Space and Facilities.
6. Develop an Integrated Records System for the Fire Department.
7. Analyze performance of the Laser Fiche Records Management System.
8. hnitiate an O & M Plan for the new Water Treatment facility.
9. Determine the feasability of a partnership with the Downtown Association to fund a COPS
position for law enforcement.
10.Facilitate a shore-based Water Rescue Capability Program.
11.Update Fire Dept. strategic plans for emergency management and resource deployment.
12. Assess the proposed benefits of the consolidation and reorganization of Economic
Development and Community Development.
13. Assess the proposed benefits of the consolidation and reorganization of Parks & Recreation
and Public Works & Utilities.
14.Update the Critical Areas Ordinance.
B. Infrastructure Maintenance:
1. Develop bid specifications for replacement of the ladder truck.
2.# Replace the Fairmount Pump Station with WUGA utility expansion.
3. Repair the Peabody Heights Weir Facility.
4. Renovate the athletic fields at Shane Park in accordance with a new CFP funding plan.
5.# Manage construction of the design-build Transfer Station Project as the landfill closes.
6. Manage construction of the Water Treatment Facility Project as part of EREFRA.
7.# Finalize the CSO Reduction Plan with State DOE.
8. Complete the double chip-seal of certain city streets downtown and between Front & First.
9. Design and construct Stormwater Improvements in vicinity of Landfill.
10. Design and construct facility expansion at the Senior Center for lounge and computer space.
11. Renovate Erickson Park restrooms.
12. Seal and paint the Tennis Courts at Erickson, Shane, and Elks Parks.
13. Renovate Elks Park with playfield improvements.
14. Repair City Pier through dredging, piling replacement and related improvements.
15. Manage the contract to replace the Welcome Sign at the east corridor entrance.
16. Replace the radio consoles for the PenCom emergency Communications Center.
GOAL: EMPLOYEE EXCELLENCE
Expand programs and policies that enhance the work environment, stimulate employee
performance, and promote customer service to assure the provision of quality municipal services
and prepare our employees for the future challenges in municipal government.
* CmitiJ,~ Provide leadership training and development for employees to assure that the City
hires and retains the best workforce possible.
* Incorporate Customer Commitment and Employee Values into the workplace.
* Maintain employee incentive programs to encourage creativity and increase morale.
* Integrate employees and work divisions with cohesive teamwork and organization.
* Emphasize service to the customer with a "can-do" attitude that concentrates efforts toward
pro-active results.
* Develop employee training to provide a viable succession strategy for our leadership
positions.
1 .~ Update the City's Personnel Policy / Procedure Manual.
2.~ Institute a program for employee recommendations to enhance organizational performance.
3.~ Update the Fire Department's Standard Operating Guidelines.
Financial Services)
5.# Conduct a salary/benefit review for supervisory/management positions.
6# Recognize employee achievements and special awards at Council meetings.
-5-
GOAL: COMMUNITY DEVELOPMENT
Develop policies and promote implementation measures that enact our Comprehensive Plan,
preserve the character of our community, and provide the necessary public facilities and
infrastructure consistent with our vision for the future.
* Monitor efforts and impacts associated with utility legislation, financing, and operations.
* Maintain, replace, expand, and improve necessary public facilities and infrastructure to serve
and protect the community's needs ;vithin available resources of the Capital Facilities Plan.
* Review and evaluate the feasibility and cost/benefits of fiber optic expansion, or other
technological source, to provide broadband services and other advanced technical,
communication, and information services to the community.
* Update and prepare comprehensive plans and strategies to guide our future capacity, quality,
design, and capitalization of public facilities and infrastructure.
* Comply with intergovernmental regulations and goals that impact our provision and operation
of public utilities.
* Develop a property management plan for all land and facilities which provides an inventory
and information suitable for pro-active decision making.
* Evaluate the options and impacts of expanding the UGA and corresponding annexation plan.
* Establish a regular maintenance program for City facilities with a comprehensive assessment
and replacement analysis completed on a periodic basis.
* Promote citizen & business involvement and responsibility in neighborhood maintenance,
safety and improvement programs.
1. Complete the design of the Port Angeles Fine Arts Center (PAFAC) "Front Yard" Plan.
2. Develop a design for re-landscaping traffic islands on the east entrance from Hwy 101.
3. Accomplish Phase I improvements to Elks Park.
4.# Reevaluate the requirements of the SE reservoir for the high zone system with the cooperation
of Clallam PUD.
5. Design the Underground support for the Laurel Street sidewalk from Railroad to First.
6.# Construct a revetment wall to stabilize the sea bluff at the Landfill.
7.# Construct improvements to the sewer and storm systems in the vicinity of Campbell and Park
avenues as part of the Ne~v Improvements for Community Enhancement (NICE)
Neighborhoods Program.
8. Extend the electrical service to unserved area by the Airport.
9.// Submit application to Clallam County for expansion of the western UGA.
10.# Finalize design and award construction for the Eighth Street Bridges Replacement.
11. Assist the community in development of an outdoor Skate Park.
12. Transfer and assign the DNR lease on the Rayonier Outfall to the City.
13. Propose a capital maintenance repair to the State DOT for the failing area of Highway 101 just
west of Peabody Street.
GOAL: ECONOMIC DEVELOPMENT
Stimulate the community's economy through a combination of policies and programs which
diversify the economic base, support th e community and resource-based activities, provide adequate
infrastructure and support, promote the opportunities for high technology and innovative
applications for our business and industrial base, and establish the community 's prominence as the
~ervice and activity center of the North Olympic Peninsula.
* Recommend and implement economic development strategies and projects, as well as
informational reports on local economic activity.
* Collaborate with other agencies to promote a timely cleanup and redevelopment of the
Rayonier site that serves the best interests of the corporation and the community.
* Cooperate with the Port of Port Angeles to stimulate investment and development of all Port
property within the Port Angeles jurisdiction.
* Support efforts of the Economic Development Council, Port Angeles Downtown Association,
Chamber of Commerce, Visitor and Conventions Bureau, and other community agencies to
create a positive business climate that stimulates private investment.
* Promote tourism and establish linkages with Victoria, B.C., Puget Sound cities, and other
Cascadia area communities to enhance economic opportunities.
* Revitalize the downtown core and create an economic partnership with local business that
encourages economic vitality, encourages pedestrian interaction, and incorporates the
objectives of the "Main Street" model.
* Explore opportunities to support and promote the economic diversification of our community,
especially in the areas of advanced technology, marine industrial, telecommunications, and
other potential businesses that can expand our local economy.
* Promote participation in public/private partnerships in order to leverage opportunities for
outside capital investment, consolidate resources, and seek creative financing.
1 .# Commence construction of the International Gateway Project.
2.# Secure a lease commitment from the Chamber of Commerce for relocation to the Gateway
]77
Visitor Center.
3.# Design the parking facility associated with the International Gateway Project.
4. Formulate a development vision for the Rayonier site in cooperation with the owner and
stakeholders in the community.
5.# Pursue options for development with the Port for the Oak Street site.
6. Design the final phase improvements for the Downtown Water Main and Sidewalk
Replacement project.
7. Apply for outside funding assistance on the International Waterfront Promenade.
8.# Facilitate efforts with other public and private stakeholders to formulate an improved
waterfront vision and harbor management plan.
9. Coordinate with the LEKT on development of the "Elwha Landing" project.
10. Renegotiate the parking lease contract with DSHS
11. Explore the feasability of a Conference Center developing downtown.
! 2. Design options to widen approaches to the Lauridsen Blvd. Bridge.
GOAL: COMMUNITY LIVABILITY
Protect, preserve and enhance the quality of living within our community which fosters a
commitment toward excellence in environmental, cultural, social, and physical benefits to our
citizens.
* Promote responsible efforts of forest management, fish preservation, and other programs that
preserve, protect, and balance our community's livability with our natural environment while
stimulating economic activity and family wage jobs.
* Research and adopt as necessary new ordinances that improve community aesthetics and
welfare through responsible enforcement and regulations as well as heightened community
awareness.
* Ackno~vledge citizens and businesses for civic contributions, community improvements, and
public service in all forms of community participation.
* Promote our annual clean-up and recycling events through improved results and increased
participation.
* Rehabilitate neighborhoods through improvements to infrastructure, development of
maintenance programs, and enhancing neighborhood aesthetics.
1. Develop an Alarm Ordinance to deal with the incidence of false alarms.
2. Develop a comprehensive Brake Ordinance to lessen noise impacts.
3.# Adopt a development agreement to fluoridate the City's water system.
4. Support property acquisition for Valley Creek restoration.
5.# Incorporate the neighborhood planning process into our Comprehensive Plan strategy.
6. Develop a route for the westward expansion of the Olympic Discovery Trail through Port
Angeles.
7.# Update the City's codes on Nuisance Enfomement.
8. Host a North Olympics Senior Games event.
9. Implement Rad Kids Child Safety Program in the community.
10. Install security cameras at designated community sites.
l 1.# Develop a proposal for a county-wide Diversity and Human Rights program to replace the
City's Multi-Cultural Task Force.
12.# Consolidate public signage downtown to be more aesthetic and informative.
GOAL: COMMUNITY RELATIONS
Enhance citizen - government communication in order to promote a more responsive and
accountable municipal organization which functions with understanding and support for its
constituency.
* Improve the government access programming and information available on Channel 21 to
promote topics of interest, information, and welfare to the community.
* Strengthen community participation and interaction in local government affairs.
* Develop performance measures to gauge the effectiveness of municipal services and customer
satisfaction.
* Utilize technology to improve informational exchange and cormnunications between the City
and our customers.
! .# Increase public programming on Channel 21.
2.# Evaluate the installation of public access equipment to broadcast public meetings.
3.# Evaluate City services through a User Satisfaction Survey.
4.# Expand on-line registration for recreation programs and other customer applications.
5. Post the 2005 Community Survey by Police to the City's web-site.
6.# Produce informational videos on City finances, e-government applications and other public
informational topics.
C:~Documents and SettingsLMquinnhMy DocumentsX2005 Council Goals & Department Work Plan.dat CC mtg 3/22/05
19
20
City Council Special Meeting
"Brainstorming" Session
Port Angeles, Washington
July 22, 2004
Senior Center, 3:00 p.m.
CALL TO ORDER: Mayor Headrick called the meeting to order at 3:00 p.m. and turned the meeting facilitation
over to Manager Quinn.
ATTENDANCE: Members present: Mayor Headrick, Councilmembers Braun, Erickson, Munro, Pitt/s, Rogers,
and Williams
Staff Present: Manager Quinn, Attorney Bloor, Directors Connelly, Cutler, McKeen, R iepe,
Smith, Ziomkowski.
Others Present: Brian Gawley of the Peninsula Daily News
AGENDA REVIEW: Manager Quinn reviewed the proposed agenda whereby the first couple of hours involved
project interaction with the staff present, then a dinner break, and the remainder of the
meeting till approximately 7:30 p.m. would involve only the Council and select management
staff in discussion of specific projects.
Manager Quiun introduced the "Wheel of Progress" which categorized functional areas for
future strategic planning sessions based upon our Council Goals and suggested topics from
AWC and NLC. The categories identified were:
(I) Growth & Expansion, (2) Utilities & Infrastructure, (3) Intergovernmental Relations, (4)
Neighborhood Livability (5) Downtown Enhancement, (6) Municipal Services, (7)
Transportation, and (8) Community & Economic Development. These categories revolved
around the hub of Council policies, projects, vision, and goals.
An additional sub-list of topics under each category was also added, and an example was
used in the category of Transportation. The topic was Walk/Bike Improvements with a
project listing of Gateway and "Walkable Communities" as referenced to a consultant
presentation at the AWC Summer Conference by Dan Burden. Attachments on "Walkable
Communities" criteria, a survey instrument, and our 2004 Community Workplan were
provided for reference.
COUNCIL/STAFF
DISCUSSION: Review of concepts associated with "Walkable" Communities, Nuisance Enforcement,
Corridor Improvements, and Community Image were discussed. General comments are
stmunarized as:
Corridor Transportation needs further review. We need to seek a balance between moving
vehicles, encouraging pedestrians and bicyclists, and improving aesthetics. Should we
review the advantages/disadvantages associated with maintaining the one-way couplets on
the entry corridor? What should our strategy look like and function for aesthetics and
maintenance? Pedestrian overpasses downtown were discussed as all-weather ways to move
people; and archways over the road were seen as strategic signage opportunities. Streetscape
and landscape opportunities were discussed along our corridors and a detailed plan was
promised by staff. The impact of signage was also discussed with an emphasis upon
consistent color, logos, etc.
City Council Special Meeting: Brainstorming I July 22, 2004
21
Policy and planning for creating walkable communities was also discussed. It was noted that
Port Angeles Fo~wvard Executive Committee (PAFEC) has incorporated several of these
topics into their overall recommendations. Image and cleanliness of the community are
important objectives. Being pro-active rather than reactive was considered a useful strategy
in dealing with economic development and being able to influence important property
development, like the Rayonier site, for overall community benefit. The application of City
resources was also considered an important asset for shaping our commuinty as we seek a
balance between in-fill and expansion properties for extension of utilities and services.
Involving the community into this strategic planning process to assist the Council in their
vision for the future will be utilized more in the future as we use community surveys, e-
government applications, etc.
Nuisance abatement and improving the community's image was another major topic of
discussion. Staff should research other examples and address the best way to handle such
enforcement issues as private versus public maintenance responsibility of adjacent planting
strips to the curbline, and whether we can deal with aesthetics or concerns on private
property. It was discussed that we consider an incentive approach rather than an ordinance
enforcement approach and rely upon community pride. It was generally the consensus of
opinion that cleaning and improving the community image was UnPortant, and that setting
an example with the City's property would be a critical element.
DINNER BREAK: 5:15 - 5:45 p.m.
COUNCIL
DISCUSSION: Based on the above discussion, the following objectives were designated for staff followup:
(1) Be more strategic than reactive in planning, and consider more frequent "brainstorm/ng"
sessions devoted to one category or topic; (2) focus on traffic corridors for e~thancement with
an emphasis on a Front Street Streetscape Plan, (3) Build and improve upon our Community
Image; (4) Build Community Value through strategic investment in the community
infrastructure and strategic property development and/or purchase; (5) Consider an archway
across Highway 101 coming into the City from the east as a "portal" effect; and (6) develop
a letter to assist new owners of commercial prope~y development that explains our process,
standards, and resources.
Short-term objectives derived are: (1) Revision of the Nuisance Ordinance; (2) Develop a
Code Enforcement proposal for the 2005 Budget Review; and (3) Look into the sign and
portal concept.
The Council also received an update from management staff on the Elwha MOU
negotiations.
ADJOURNMENT: 7:15 p.m.
Michael Qui~m
City Manager
ATTEST:
Richard A. Headrick Becky J. Upton
Mayor City Clerk
City Council Special Meeting: Brainstorming ~}2 2 July 22, 2004
WASHINGTON, U.S.A.
CITY COUNCIL MEMO
DATE: April 12, 2005
TO: CITY COUNCIL
FROM: Glenn A. Cutler, Director of Public Works and Utilities ~
SUBJECT: WATER SERVICE AGREEMENT BETWEEN DRY CREEK WATER ASSOCIATION
AND THE CITY OF PORT ANGELES
Summary: Staff is negotiating a water service agreement with the Dry Creek Water A. ssociati~-n
per the City and County comprehensive plans to facilitate annexation of the City's urban growth
Recommendation: If the negotiations have been completed 1) Discuss the Agreement,
2) Approve and authorize the Mayor to sign the DCWA/City of Port Angeles Water Service
Agreement, and 3) Authorize the City Manager to negotiate minor changes to the
Agreement.
Background/Analysis: A group of property owners has petitioned the City to annex the
southerly portion of the westem urban growth area. The County's Comprehensive Land Use
Plan, Section C.C.C. 31.02.240 Urban Growth Area Implementation Policies, Annexation, in
part states that service providers should develop agreements to reimburse the service provider for
capital improvements acquired by the city upon annexation. Therefore, it is appropriate to
develop an agreement between the Dry Creek Water Association (DCWA) and the City of Port
Angeles for water service in the western urban growth area (WUGA).
Staffis nearing completion of the negotiations of an agreement that meets the intent of the City's
and County's comprehensive land use plans and county wide planning policies. If the
negotiations on the Agreement have been finalized it will be presented to Council.
If the negotiations have been completed it is recommended that Council 1) Discuss the
Agreement, 2) Approve and authorize the Mayor to sign the DCWA/City of Port Angeles Water
Service Agreement, and 3) Authorize the City Manager to negotiate minor changes to the
Agreement.
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