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HomeMy WebLinkAboutAgenda Packet 04/17/2012__T LGE 4`1 A 5 H I N G T O N, U S, A. AGENDA CITY COUNCIL MEETING 321 East 5`" Street APRIL 17, 2012 SPECIAL MEETING - 5:00 p.m. REGULAR MEETING - 6:00 p.m. AGENDA TEM RECOMMENDATION `Page" Note The illfayor may determine the order of business for a particular City Council meeting The agenda should be arranged to best serve the needs and/or convenience of the Council and the public The items of business for regular Council meetings may include the following A. CALL TO ORDER - SPECIAL MEETING AT 5:00 p.m. — discuss and consider appointment of Interim City ildanager, review professional recruitment proposals for permanent City k1anager. CALL TO ORDER - REGULAR MEETING AT 6:00 p.m. B. ROLL CALL PLEDGE OF ALLEGIANCE CEREMONIAL MATTERS, PROCLAMATIONS & EMPLOYEE RECOGNITIONS 1. Earth Day Proclamation B-1 1. Present Proclamation 2. Sexual Assault Awareness Month B-2 2. Present to Healthy Families 3. Employee Recognitions ----- 3. Presentations C. PUBLIC COMMENT D. LATE ITEMS TO BE PLACED ON THIS OR FUTURE AGENDAS as determined by City klanager or Councilmember E. CONSENT AGENDA I . Expenditure Approval List: 3/24/12 to 4/6/12 for $1,743,884.16 E-1 1. Accept Consent Agenda 2. Equipment Purchase: Cemetery Backhoe E-28 3. Department of Ecology Municipal Stormwater Capacity Grant E-29 Amendment Acceptance 4. Equipment Purchase- Police Vehicles E-30 5. Utility Advisory Committee Appointment E-31 6. 1 Amendment Communications Site Facility Use Lease / Verizon E-32 7. Recreation and Conservation Funding Board Grant Application E-39 F. QUASI-JUDICIAL MATTERS — REQUIRING PUBLIC HEARINGS (6:30 P.M. or soon thereafter) G. PUBLIC HEARINGS — OTHER (6:30 P.M. or soon thereafter) 1. Proposed Medic 1 Ambulance Transport Rate Adjustments G-1 1. Close Public Hearing; 2nd Reading; Adopt 2. Proposed Electric Utility Time -of -Use Rate Ordinance G-6 2. Close Public Hearing, 2"d Reading; Adopt H. ORDINANCES NOT REQUIRING PUBLIC HEARINGS 1 2012 Bond Election / Civic Field H-1 1. Presentation, Conduct I` Reading; Continue to April 24, 2012. NOTE: HEARING DEVICES AVAILABLE FOR THOSE NEEDING ASSISTANCE MAYOR TO DETERMINE TIME OF BREAK April 17, 2012 Port Angeles City Council Meeting Paee - I PUBLIC HEARINGS Public hearings are set bythe City Council morder kzmeet legal requirements |naddition, the City Council may set apublic hearing m order to receive public input prior to making decisions, wU/nU impact the o/Uzone Certain matters may be contmvers/a|, and the City Council may choose 0oseek public opinion through the public hearing process NOTE: HEARING DEVICES AVAILABLE FOR THOSE NEEDING ASSISTANCE MAYOR TO DETERMINE TIME OFBREAK April 17, 2012 Port Angeles City Council Meeting Page '2 -4 -COMMENOAT-10 1. RESOLUTIONS NOT REQUIRING PUBLIC HEARINGS 1. Civic Field Upgrade Project Grant Resolution 1-1 1. Pass Resolution 2. City Council Rules of Procedure / Amendment 1-4 2. Pass Resolution J. OTHER CONSIDERATIONS I . Industrial Transmission Electric Rate Letter Agreement J-1 I Approve 2 Wireless Mobile Data System Professional Services Agreement J-3 2. Approve Amendment No. 2 1 2014 Combined Sewer Overflow Reduction Phase 2 Project, J-23 3. Approve WWI 0-2008, Public Works Trust Fund Low Interest Loan Application K. FINANCE 1. 2011 Year -End Financial Report K -I 1. Information only 2. PenCom / New World Systems Software Contract K-9 2. Approve L. COUNCIL REPORTS - M. INFORMATION City Manager Reports - 1. Planning Commission Minutes M-1 2. PA Forward Committee Minutes M-4 3. Building Permit Report M-8 N. EXECUTIVE SESSION - under the authority of RCIV 42 30 11 0(l)(i) to discuss potential litigation with legal council 0. ADJOURNMENT PUBLIC HEARINGS Public hearings are set bythe City Council morder kzmeet legal requirements |naddition, the City Council may set apublic hearing m order to receive public input prior to making decisions, wU/nU impact the o/Uzone Certain matters may be contmvers/a|, and the City Council may choose 0oseek public opinion through the public hearing process NOTE: HEARING DEVICES AVAILABLE FOR THOSE NEEDING ASSISTANCE MAYOR TO DETERMINE TIME OFBREAK April 17, 2012 Port Angeles City Council Meeting Page '2 PUBLIC INTEREST SIGN-UP SHEET PORTANGELES WASHINGTON, U S A DATE OF MEETING: April 17, 2012 You are encouraged to sign below if: CITY COUNCIL REGULAR MEETING LOCATION: City Council Chambers 1. You are here to listen to the City Council discussion on a particular agenda item; 2. You want to speak during the Public Comment period of the agenda. If several members of the public are interested in a particular agenda item, the Mayor may move that item so it is discussed earlier in the meeting. Also, the Mayor may use the information provided to organize the Public Comment period. During the Public Comment portion of the meeting, the Mayor will invite citizens to talk with the Council about topics that are not scheduled for public testimony on the evening's agenda. Prior to the start of the "Public Comment" portion of the public hearing, all persons wishing to be heard are asked to sign in with the Clerk, giving their names and addresses, and topic. The Mayor may arrange the order of speakers so that testimony is heard in the most logical groupings. To allow time for the Council to complete its legislative agenda, comments should be limited to no more than 5 minutes per person and a total of 15 minutes for this comment period. At the discretion of the Mayor, these time periods may be lengthened or shortened. Following any public comment, the Mayor may allow time, limited to five minutes, for response from City Council members and/or City staff. No speaker may convey or donate his or her time for speaking to another speaker. If many people wish to speak to a particular issue, the Mayor may limit the total amount of time dedicated to that single issue. Written comments may be submitted into the record of a Council meeting by presenting the written document to the Clerk prior to the meeting, in which case a copy of the document will be provided to each Council Member, but the document will not be read aloud; or a document may be distributed to the City Council, with a copy to the Clerk, by a speaker while the speaker is addressing the Council. F0 I rr�nt,mF ,Na71earIy n'e x��. ,$ - ` cu ss ; g ,ge lV11F�W w4ie W, 'CYN LJ' v Lo ez _ w ,r��-e�S Y N /N Y/N Y/N G:\Group\Clerk\Forms\Council Attendance Roster.doc • ' OR NGELES WASHINGTON, U.S.A. HUMAN RESOURCES -OFFICE DATE:, • APRIL 17, 2012 M TO: CITY COUNCIL MEMBERS FROM: BOB COONS, HUMAN RESOURCES MANAGER RE: CITY MANAGER RECRUITMENT PROPOSALS BACKGROUND: The City Council received the resignation of Kent Myers, City Manager and directed Human Resources to solicit proposals from professional recruiting firms. I contacted five recruiting firms who are well respected and been in the recruiting business for many years, with extensive experience in City Manager recruiting. These firms include Waldron & Company, Prothman and Associates, Alliance Resource Consulting, Ralph Anderson & Associates, and Slavin Management Consultants (SMC). I received proposals from Waldron, Prothman, Ralph Anderson and Slavin Management. ANALYSIS: Attached are the four recruiting proposals. The costs quoted in the proposals are indicated below. Additional costs include recruitment expenses such as placing ads, printing, mailing, and candidate and consultant travel. Each company generally will have two site visits to Port Angeles; one at the beginning of the process to meet with the City Councilmembers, Department Directors, and other stakeholders as determined by the Council, if any. The consultants develop a candidate profile that meets the qualifications and scope of work as outlined by the City Council. A copy of a recent recruitment brochure with Waldron's firm is enclosed (City of Medford Oregon) to illustrate the type of information provided. This will be typical for all four firms. The second visit by the firm will be to conduct and facilitate the interview process with the City Council and.assist as needed -with a job offer. All firms conduct extensive reference -checks and ; provide a one or two year guarantee, so if the successful candidate leaves for any reason, the City will not have to pay- 'C' ay for a second recruitment process. µ The City'used"Waldron in -the past- for three City Manager recruitment's when we hired Jeff " »_ . - Pomeranz,.Mike Quinn,' and. Kent Myers. Prothman,was retained_ for, out Police, Chief „__� w •, ry recruitment when` Terry Gallagher was promoted. A-1 Cost for City Manager Recruitment: • Note. The costs indicated in the proposals may vary if the City requires work beyond the scope identified in the proposal. However, it is rare to see any costs exceed the proposal. Waldron & Company: Tom Waldron, owner of Waldron and Company has been one of the primary recruiting firms in Washington State and the Northwest for over two decades. Ed Rogan, 'Vice President has been -with the firm many years, as well. The business includ-es, public, agencies-,,-.;", as well as private industry and non-profit companies. Waldron's firm is well respected and does a very good recruiting process and has been used by the City 3 prior times for City Manager recruitment. Waldron provides a one-year guarantee. The cost for recruitment in Waldron's proposal,is $35,000. Slavin-Management Consultants: SMC quotes a cost of $13,940 plus expenses, with a "not.__ to exceed" cost of $21,607. Because I was not -familiar with this recruiting firm, I called and discussed their prior experience in executive recruiting, especially for City Manager. They do not have clients in Washington or the Pacific Northwest. I learned they are a long standing national recruiting firm and both the Principle owner (Bob Slavin) and the lead on this project have been city managers in the Northwest (Oregon) before forming the company. Their book of business has been mostly in the South and Midwest United States, with some cities in Colorado and a few in Idaho. See their list of references in the proposal. The cover letter indicates the company has conducted over 250 city manager recruitments. I discussed the reason for submitting a proposal to Port Angeles, and the answer was they would like to expand their recruiting business on the West Coast. They have a Portland based office at this time. They also provide on-site visits for reference checks when the final five candidates are selected. Not all firms do this due to cost. Slavin has a two-year guarantee. Prothman and Associates: Greg Prothman has been a professional recruiter for many years in Washington State and does an excellent job. The City of Port Angeles used Prothman for Police Chief recruitment a few years ago. Prothman has the recruiting contract with the City for Finance Director and is working to place an interim Finance Director. He offers a two-year guarantee. Prothman's book of business is primarily the Northwest; he has an extensive list of prior clients in the proposal. The cost for recruitment in Prothman's proposal is $17,500 plus expenses. Ralph Anderson & Associates: This executive recruitment company has over 40 years of experience, based out of Rocklin California (Sacramento area of California). They have been the leader in executive recruitment in California for many years, see list of recent City Manager ; recruitments in their proposal. They are a top-notch firm and have a very professionalxeputation and will have a nation-wide aria western states data base. They do not have a clierit'list-- including the Northwest or Washington. They also offer only a one-year guarantee. They responded to my request'for proposals when I contacted them based on my knowled 6f the firm= and their experience..- The cost for recruitment in the proposal is $25,000, plus expenses: _. A-2 Summary: All four recruiting firms are well established and would do a good job. Prothman • and Waldron have many years of executive recruitment experience in Washington and the Northwest, while Slavin and Ralph Anderson are trying to establish clients in the Northwest region. However, they are nation-wide recruiters and are just as competitive as the others. One can debate the issue that the northwest firms will have more viable City Manager candidates becauseiwthe_y„ae,sowell known in our region,aand�this witl_be one of their advantages, 'P_rotbman,„ s_ and S�lavimhave-a-lwo-year guarantee while Ralph Anderson andyWaldron have{a one-year—,- -::u� :=N •1>> •,._.E_ guarantee. A note.for reference; the past City Managers in Port Angeles came from Del Rio, Texas (Jeff,__.. . ,.. Pomeranz); Kansas City (Patrick Ibarra), Arkansas (Kent -Myers), Washington'State-(Mike Quinn). Mark Madsen was an internal department director when promoted to.City.Manager. The City Council does not have to select the lowest cost proposal, as these are professional service contracts and the total service provided in the proposal needs to be considered. Cost Summary: (plus travel and misc. expenses) Recruitment Guarantee • Waldron & Company $35,000 1 year • Slavin Management $13,940 2 years • Prothman $17,500 2 years • Ralph Anderson $25,000 1 year We have four good firms for the City Council's consideration. I am pleased with the response to • the request for proposals. Attachments: City Manager Recruitment Proposals from Prothman, Waldron, Ralph Anderson & Associates, and Slavin Management Consultants. Cc: Kent Myers, City Manager William Bloor, City Attorney A-3 0 wal dron 1100 Olive Way Suite 1800 Seattle, WA 98101 April 10, 2012 ;i¢4.�:`. ,;'t,' �',, t,,,, 'j}�rw+; i.` -, 'i::'�:'r:, ,. ��:�'<:� �P a'�q"is`:: r.: ... ,'.:.�. •..fir: s7'is^'�. �. 2�;{�5ak:%: ;k:e_ ,r?.r.z ..�� sta `i_r f, ... . ._,., -:1S r.rr'n.i, �:, .r ✓�-tl-`.., •�i. n:F�r n'?.r Mr. Bob Coons- Human oonsHuman Resources Director City of Port Angeles -� 321 East 5th Street Port -Angeles; WA, 98__362=,- ' Dear Mr. Coons: phone 206 4414144 fax 206 441 5213 wwwwaldronhr com • Thank you for the invitation to submit a proposal to conduct the City Manager search for the City of Port Angeles. We have been serving public sector organizations, including this one, throughout the State of Washington for over twenty-eight years and would welcome the chance to partner with you on this critical search. Throughout our lengthy history as a firm, our clients have commented repeatedly about three key factors that distinguish us from our competitors. The first is the skill level that we possess. We make a conscious effort to attract, train, and retain highly skilled practitioners and have been very successful in assembling the best team in the business. The second is our experience. After 28 years in the business, we have encountered just about every situation there is and provide expert guidance to our clients as they move through periods of transition and change. And the final one is character. We conduct ourselves in a professional and ethical manner at all times. After all, we are representatives of the clients we serve and we take that responsibility very seriously. In many cases, we make the `first impression' on a candidate about the community and organization we represent and we want that impression to be both positive and lasting. this= means''to'our clients is' a=thorough; pro`fessignal,'efficient; POlRTA NGELES W A S H I N G T O N, U. S. A. HUMAN RESOURCES OFFICE Date: April 17, 2012 To: City Council Members V From: Bob Coons, Human Resources Manager RE: Cost Options for Interim City Manager Interim City Manager hired through a professional recruiter: Possible Candidates for interim City Manager would cost the City $95 an hour. This rate is hiring from either Waldron or Prothman, the two firms that have retired City Managers available. This equals $16,500 a month, plus lodging expenses of an additional $1,200 - $1,500 a month. For a total of about $18,000 a month. 3 month would be $54,000. 2. Interim City Manager hired from within the City Department Directors: The current Department Director being considered (Fire Chief) is currently paid $9,379 a month. A fair salary increase would be 15% to 20% above his current pay rate. • 15% equals an additional $1,407 a month. $10,786/month • 20% equals $1,876 a month. $11,255/month The additional cost for hiring an internal interim Ci Manager for 3 months would be $4,221 for 15% out of class pay. If paid a 20% out of class pay, the 3 months cost would be $5.628. Savings to Hire Internal Candidate: (using 20% out of class pay) • 3 months for External hire $54,000 versus 3 months Internal Hire at $5,628 for a difference of $48,372. Savings to Hire Internal Candidate: (using 15% out of class pay) • 3 months for External hire $54,000 versus 3 months Internal Hire at $4,221 for a difference of $49,779. 3. Current City Manager Salary Savings: Kent Myers current monthly wages and benefits is $15,500 a month. (3 months savings equals $46,500). • • • The City of Port Angeles, WA Proposal to Provide Executive Search Services Presented by: Ed Rogan, Vice President ---- ....... . . . ................... . 1100 Olive Way, Suite 1800 1 Seattle, WA 1 206.441.4144 1 www.waldronhr.com A-5 Qualifications Ft Experience.........................................................Section About Waldron Our Values EEO/Inclusion Scope of Services..........................................................................Section II Discovery Recruitment Presentation Finals Key Benefits of Engaging Waldron Project Leader References 0 Table'of Contents Professional Services Fee Qualifications Ft Experience.........................................................Section About Waldron Our Values EEO/Inclusion Scope of Services..........................................................................Section II Discovery Recruitment Presentation Finals Key Benefits of Engaging Waldron Project Leader References 0 A-6 ProjectCost................................................................................... Section III Professional Services Fee Project Expenses Invoicing Guarantee Early Termination_ .. ... . ......... .......... ;Sample Materials............,... ................................Section IV. ,.� ...: . .._ .. - - ' a-d:,� a. - .... _.".._ �..wrC," C :3'-k+ -.a; ,..�.> c.,-,7 '+4.".r?zy�r. �: ;+n . rs;_ a, :.;&' xTw.: <-„' �°h.:�..,5s . •t - "4 : _..... . _ - .tx„'w. "52ws. _,a .1- 'P Y7c u.+'� w ;.l; .^.kn.a, •_"; is.orzCi;"j. K ;`$yt7;�""..�•'e'" 'e <e.` Mr's "yTl rti :fit.=v St nFi;.37e % .;•"� .v 7.xA�. S.%.Skis. �r„�:.,< s.. _p5 a,. i'��lt;;i�".b'rM,"1•_.:�� 'Y -N � _ e� :iti � ', :.N •PLL _ ..J 'la+'_, _ ._ ri.. .!: C Bina _ - _,. - � r - 9e. s�\}.7z � e, ... .`�Ov$ 4 -, - � � .. v . , _ r � '_ _ - • a. ... _ , .. < ._ _ _..,.... ... , ..,,. ...i"•�.., -,. .. w i � r � �..r r q i � . _ i n - � ' r A-6 0 Qualifications --Et E E�lFF-�� l]FTHE��RA��~'' :,�' `'~'—`' '� Founded in1983,Waldron isahuman resources consulting firm with a primaryfocus onprovdin8 executive recruitment services to public -sector entities, not-for-profit organizations, foundations, community service organizations, special districts and utilities, and select private sector clients. With offices inSeattle, Portland, Scottsdale, Salt Lake City, and Boston, vveare recognized as one of the leading search firms and are known for our thorough approach, open process, inclusion, unparalleled customer service, and long-term placements. Many ofour clients have been with us for more than two decades - a testament to the high quality ofour work and the long-term nature ofour relationships. Since the early 1980's'Waldron has been recognized for diversity and i 'inthe'candidate pools that wepresent. Our work requires high levels ofcultural competency, asdothe roles we ._. help fill. Our commitment to facilitating an open and inclusive search process enables you to 0 • Scope of Services PLAN,' SCHEDULE'Et-BUDGETL . Working -in partnership- with the City; Waldron will develop a plan,- schedule -and -budget, for,,the-,. _.< recruitment process. We will take into account deadlines, reporting requirements, and -other determining factors necessary to launch a successful search. During this stage of the project, Waldron staff will submit a draft timetable for the City's approval. The timetable will include key milestones for the project, as well as the target for selection and appointment of the new City Manager. The goal at this stage of the process is to establish clear roles and responsibilities, identify stakeholders and their expected levels of participation, and implement a mutually agreeable schedule. DEVELOP CANDIDATE PROFILE Subject to the approval of the City, Waldron will develop a candidate profile, position description, and applicant qualifications for use as the basis for the solicitation of potential candidates. Techniques used to obtain a comprehensive candidate profile will include: ➢ Conducting private interviews with key stakeholders as directed to determine desired candidate skills, cultural and community fit, experiences, and attributes. These interviews are done on-site when practical and via telephone when necessary. ➢ If the City chooses, Waldron will facilitate employee and community involvement. This can be done by creating an online survey to gather information and/or talking to specific individuals to gain input, conducting town halls or community meetings, and meeting with key stakeholders, for example, business leaders, education leaders, neighborhood associations, faith -based organizations, surrounding communities and other partners. ➢ Reviewing the current position description (if any), and other archival information related to the position and the City. " -'Preparing and refining the comprehensive Position Specificatiory-for the -position which`: includes: A general description of the City; the basic function, authority and- responsibilities of '66 City Manager;'the City's immediate and long term goals, as well as,the City's vision,- W'mission, values and philosophy; all candidate qualification requirements including -education, - experience and personal characteristics; and, the position's salary range, benefits and relocation provision (if any). If needed, Waldron will conduct a salary survey for this position. • A-8 x " �� riy /r ✓ §' r ��5rY',s r i,r !r r/ / rr /' _ d' r res ilri % r CANDIDATE SOLICITATIONS Waldron has developed an exhaustive list of print and web outlets that post- available positions. In concert with „the City, Waldron will develop a comprehensive list that includes websites, association journals, and social -networking sites likely to reach the most diverse and highly. qualified audience. We recognize the necessity of going beyond the -obvious media outlets. We dedicate specialized researchers to locate and use informal groups and associations to provide our public sector clients with the best opportunity to reach talent. We are a budget conscious organization and will work with the City on the most appropriate and cost effective methods for advertising. OUTREACH RECRUITMENT Waldron has developed a unique connection to many executives working in the public sector over the last 30 years. While we gain significant visibility through the strategic use of appropriate media, our success in bringing the best candidate pool forward relies on our ability to target and recruit proven candidates. This will be our approach to recruitment on behalf of the City. Typical activities involved in recruiting for City Manager candidates will include: ➢ Utilizing Waldron's database and contacts from around the country to develop a comprehensive list of hundreds of prospects to be reached through a direct email campaign. ➢ Waldron's deployment of key staff members dedicated to research and candidate identification. ➢ Waldron Consultants making direct recruitment calls to hundreds of contacts and prospective candidates. ➢ Direct correspondence with target prospects. ➢ Distributing position materials and announcements, as well as requests for supplemental, information. Our goal in this part of the project is to turn highly qualified prospects into an applicant pool that provides the City with a superior list of candidates for further consideration. ow CANDIDATE SCREENING Throughout the solicitation and recruitment period, Waldron conducts phone and in-person interviews with `high -potential' candidates that meet the City's requirements,. As qualified - candidate materials are submitted; we conduct an extensive Google • • search to ensure the candidate is high quality, ethical and accomplished. Following the interviews, we will review the most promising candidates with the Council and recommend a pool for further consideration. Our process will include having candidates provide a brief application and responses to supplemental questions developed in concert with the City. We have found that the completed supplemental materials can provide: ➢ A good sample of a candidate's writing ability. ➢ An early indicator of the sincerity of his/her interest. ➢ An opportunity to view a candidate's analytical, management, and communication styles ➢ An indicator of his/her philosophy and values. Using the results of our interviews, Google background search, the application, supplemental responses, resume, and any other materials submitted by candidates, we will partner with the Council to identify candidates. Our goal at this stage of the project is to ensure that the City is reviewing a group of candidates that not only meet minimum qualifications, but also allow the City to measure "fit" and see who is highly motivated to compete for the position. REFERENCES AND FINAL INTERVIEW SCREENING As soon as the City and Waldron have selected the candidates for the final interviews, Waldron, will engage in an intensive process of collecting references from peers, subordinates, and superiors. In preparation for final interviews we will work with the City to design the, final interview process. - - • A-10 • F--I LJ REFERENCES AND FINAL INTERVIEW SCREENING (CONTINUED) Prior to final interviews, we will deliver a written report that includes the application, candidate answers .to supplemental questions, resume, reference reports, and education verifications for., each candidate. In additiori,*we provide our clients with: ➢ A list of suggested interview questions designed to augment questions that participants may wish to ask. ➢ A quantitative/ qualitative scoring system to evaluate and compare the merits of each candidate (if desired). ➢ Assistance in making the needed travel arrangements (if any) for the final interviews, facility tours, or any testing needed by the department. ➢ Access to the Waldron project team to act as facilitators during the finalists' interviews. ➢ Extensive background reports, Waldron takes pride in its ability to run extremely thorough investigative reports on each finalist through our well-established local vendor. Our background report includes: • County Criminal Searches . Credit Report • Education Verification • Civil Searches • Patriot Act Search • Employment Verification • Nationwide Criminal • DMV Report • Social Trace Verification Index/Sex Offender Registry This level of detail is more extensive than a typical Executive Search Firm's report. The final interviews provide an opportunity to bring stakeholders together to evaluate candidates and provide feedback to the Council. An open and fair process allows the City to gain buy -in from a multitude of stakeholders, and we will partner with you to design this process. If desired, Waldron will facilitate the negotiation process with the finalists. The Waldron Project Manager will negotiate on behalf of the City with the selected candidate. Once a candidate has been selected, contingent upon an offer, we suggest that our client conduct on-site, in-person background checks. We have helped our clients design a process to spend a few, days in the community of the candidate's most recent employer/community to interview community members, neighbors, co-workers, subordinates, supervisors, and elected officials. The information obtained through the on-site along with background reports, references and formal interviews allows our clients to make sound, informed decisions to hire the right person. Alm A-11 Key Benefits of Engaging Waldron - We are local-- We live and work"in the West and have offices throughout the Western States including: Washington, Oregon, Utah, Arizona and Idaho. ➢ We will proactively manage all aspects of the search, allowing the City to focus on critical strategic operating priorities while the search is underway. ➢ We are known for our ability to effectively reach the market - locally, regionally, and nationally - and engage candidates on a personal level motivating the best candidates to come forward. ➢ Waldron assigns full-time staff members - not adjuncts or contractors - to your project who are dedicated to achieving the search objectives and managing the timeline to complete the process within 90 days or less. ➢ We conduct a rigorous process to vet and screen highly qualified candidates before we present the top candidates to the City. You can be sure that we have spoken to and carefully selected candidates before we present them to you. ➢ We are recognized for our ability to present a varied and diverse pool of candidates giving our clients sufficient options for their selection. ➢ We possess a truly unique knowledge of the issues facing recruitment in the public sector. Waldron focuses on preserving and enhancing the City's reputation and brand, and we " have worked with many clients as they look to replace key leadership. ,.- .;��:� ,,tip, _ �,,•.�,-- ._.�. Waldron guarantees placement of a qualified candidate and we provide a one-year, search .guarantee. ➢ A byproduct of our process allows for the City's leadership to work together toward a - common vision that will benefit the City and the Community. A- 12 '� _ �hsy - �r ��/ / r%/ci'�'%!r ri.dYr�r r � / r , / ., :• i Project Leader ED ROGAN,, VICE PRESIDENT Ed has been with Waldron &t Company since 1995 and brings nearly twenty years of professional human resources experience to the Firm. Our most experienced search leader, Ed's tenure has also included consulting with many of Waldron's public sector clients including the Ports of Seattle, Olympia, Bellingham, Ana Cortes, Port Angeles, and Othello, King County, WA, and the Cities of Seattle, Lacey, Olympia, Redmond, Lewiston (ID), Vancouver (WA), and Richland. In recent years, Ed has also consulted with a diverse array of Waldron's non-profit and philanthropic clients including The Yakima Valley Community Foundation (Yakima, WA), the Shasta Regional Community Foundation (Redding, CA), the Idaho Community Foundation, Flying House Productions (Seattle, WA), the Museum of the Rockies (Bozeman, MT), Seattle Arts It Lectures, the Trust for Public Land (Seattle/Portland/Denver/ Bozeman), the Fresno County Economic Opportunities Commission (Fresno, CA), the Metropolitan Development Council (Tacoma, WA), the Tacoma Housing Authority (Tacoma, WA), the Seattle Aquarium, the Woodland Park Zoo (Seattle, WA), the King County Sexual Assault Resource Center (Renton, WA), the Technology Access Foundation (Seattle, WA), NPower NW (Seattle, WA), and Farestart (Seattle, WA). Before Waldron Prior to Waldron Et Company, Ed worked for The Booth Research Group (BRG) in Denver, CO designing and conducting assessment centers and promotional tests for public safety agencies around the country. Education B.A., Psychology and Sociology, University of Houston M.A., Industrial / Organizational Psychology, University of Colorado at Denver Affiliations Board,Member since 2003; Board President 2008 tt 2009 - Committee for Children • A-13 • Outside of Waldron Off the job, Ed enjoys spending time with his wife Laura (m. 1994), daughter Zoe (b. 1999), and son Liam (b. 2003). Zoe is an avid Irish dancer and competes throughout the region 'at Atte . occasional Feis (Irish Dancing Competition). Liam enjoys soccer and baseball and may be the -• Mariner's next great left-handed pitcher! Ed also enjoys the infrequent round of golf and playing with his recently formed classic rock band - Blackjack Kerouac. A- 14 • • :7 " , , �;; r " I - r� Active/Recent Related Searches 'Suburban- Cities Association Ekecutive Director - 2011 City of Lacey, WA Assistant City Manager/HR Director - Currently Active City of Sherwood, OR City Manager - Currently Active City of Medford, OR City Manager - Currently Active City of Wilsonville, OR City Manager - 2011 City of Silverton, OR City Manager - 2011 City of Troutdale, OR City Manager - 2011 City of Burien, WA City Manager - 2006 City of Des Moines, WA Assistant City Manager - 2008 City of Leavenworth, WA City Administrator - 2010 City of Medina, WA City Manager - 2008 City of Milton, WA City Administrator - 2009 City of Port Angeles, WA City Manager - 2008 City of Richland, WA Assistant City Manager - 2008 City of Sequim City Manager - 2009 City of Talent, OR City Manager - 2008 A- 15 � E ,fir �j � - �� References Mr. Denis, Law -- Mayor,'City of- Renton -,425A30.6400 t Mayor Law can speak to his experience working with us during the Suburban Cities Association search, as well as speaking to his experience working with us on multiple searches for the City of Renton. Mr. Scott Spence - City Manager, City of Lacey, WA - 360.491.3214 Ms. Merri Lannoye - Human Resource Director, City of Lacey, WA Mr. Spence and Ms. Lannoye are current clients for whom we are conducting an Assistant City Manager search. The City of Lacey has been a client for over 20 years and both Mr. Spence and Ms. Lannoye can speak to their experience working with us on multiple department head searches over the years. • Mr. Rob Eaton - Former Mayor, City of Leavenworth, WA - 509.669.6441 Mr. Eaton can speak to his experience working with us on a City Administrator search in 2010 following the brief tenure of a City Administrator who did not work out. Ms. Cindy Johnson - City Manager, City of Richland, WA - 509.942.7390 Mr. Gordon Beecher - Human Resources Director, City of Richland, WA Ms. Johnson and Mr. Beecher can speak to their experience working with us on an Assistant City Manager search in 2009, as well a Police Chief search in 2011. Mr. Tony Piasecki - City Manager, -City of Des Moines, WA - 206.878.4595 Mr. Piasecki can speak -to his experience. working with us on an•Assistant City Manager, search, as well as, - several other department head searches'that we have conducted on behalf of the City. • A-16 0 F Pa's -t Public• Sector. Search ;Projects .., River -,,County, OR Hun)ah--Resources,=-Director.--,County Police Chief City of Bellevue, WA City Attorney City of Bothell, WA City Manager City of Burien, WA City Manager • City of Camas, WA Police Chief CLatsop County, OR County Manager City of College Place, WA Fire Chief City of Des Moines, WA Assistant City Engineer Planning, Building and Public Works Director Police Chief" City of Kelso, WA Police Chief City of Fife, WA Police Chief City of Kent, WA Information Technology Director Public Works and Operations Manager Assistant Fire Chief Fire Chief King County, WA Director - Records, Elections, and Licensing Services City of Kirkland, WA City Attorney Human ,Resources Director Finance Director Police Chief Public,Work& Director - City of Lakewood; WA---' Citq,bf,En`un1tl6W;'WA Finance Director City Manager Police Chief Public Works Director Utility Engineer Water/Sewer Utilities Superintendent 0 A-17 y / / / � �/ /i ���% ✓/r,/ yy i Gl d 69 // � �/ %��y// / moi/// �;•• .. City of Leavenworth, WA City Administrator City of Lewiston, ID Community Development Director City Manager Public Works Director City of Longview, WA Assistant City Manager Human Resources Director City Manager Fire Chief Police Chief City of Lynden, WA City Administrator City of Medina, WA City Manager Planning Director City of Mercer Island, WA Plans Examiner City of Mill Creek, WA Police Chief City of Milton, WA City Administrator City of Monroe, WA City Administrator Northern Oregon Regional Correctional Facility Administrator City of Olympia, WA City Manager Comm. Planning and Dev. Director Parks, Arts and Recreation Director City Attorney Port of Seattle Deputy Chief of Police City of Poulsbo, WA Public Works Director City of Puyallup, WA Economic Development Director Employment Services Manager (2) City Attorney City Manager Police Chief City of Renton, WA Finance/IS Administrator Fire Chief Police Chief City of Richland, WA Police Chief City of Salem, OR Community Development Director Fire Chief Public Works Director e, • 0 • .,=3': i,i��,i',t;pY,Ls„M,.nii�?;�< iii;' a , 'n r�.. , "t' wx`"s�+;d't5a_'�W+e",;£r'si�: , i:�. ;. �;ei:,1'>:iT�ec`3f1a,IRv7`•`.res=.�*7�;.��,tJ�2.:i.i�:�i�.'�.„is.�m�s:�EFt°?:°'v°;ice, v�� �Y �},.- �.*i+: f'. . _ �.rs Ra<<.rek",4, 4N �'. , i. •._ _iN; , r _ <.. �.� ,'i"{..'' ,<..�ih "'�'f.i' Svtt ie. e a. vt,n 4.,i s.�„ m.,ry ,v ,-t! v "F:`< ..,, �• , . , _ City of Sammamish WA City of Tigard, OR Community Development Director Community Development Director - F - Finance Director San Juart.County; WA .� ,. _ " F ,.,�,,;.,, Accounting Supervisor, -,:.,a - . .., Coun-ty Administrator" City of Tualatin, OR Public Health - Seattle it King County Finance Director Chief Financial Officer City of Seattle, WA Office of Housing Director Curator - Life Sciences (Aquarium) HR Director - Public Utilities Department of Neighborhoods Director Director - Dept. of Human Services Director - Dept. of Construction ft Land Use City of Sequim, WA Police Chief Public Works Director City Manager City of Spokane, WA Police Chief Tacoma Housing Authority ”Director,of,Hous,ing;Development City'of'Talent, 'OR City Manager TriMet Assistant General Counsel Deputy General Counsel City of Troutdale, OR City Administrator City of Tukwila, WA City Administrator Economic Development Administrator City of Vancouver, WA City Manager Parks £t Recreation Director Chief Financial Officer Police Chief Deputy Fire Chief . Fire Chief City of Wenatchee, WA Community Development Director City of Wilsonville'r x - City Manager City of Yakima, WA Police Chief A-19 c ; .! ter- 4�4 , , r Fs,'�r✓ P �sfi c �l i - / / / r '°9' r / r///y.6Y��1/�' pG/.cl / / !i/ / ✓ / Or rii i/ / i / // ri MA. i jr / r Professional Services Fee: Based on your most recent City Manager's salary, our fee for, services would ---- be $52,000 (33% of starting salary). However, given our history with the City, we are proposing a flat fee of $35,000: - Expenses: Expenses incurred are the responsibility of the client. Waldron will, when possible, pre - approve expenditures with you and maintain accurate records at all times. Expense items include, but are not limited to: ➢ Advertising the position in trade journals and other media. (Estimated $1500 or less) ➢ Telephone and facsimile expenses. (Estimated $50 or less) ➢ Delivery expenses. (Estimated $200 or less) ➢ Printing of documents and materials. (Estimated $150 or less) ➢ Travel and related costs for the consultants assigned to the project. (Estimated $500 or less) ➢ Travel and related expenses for candidates during the interview process. (Varies greatly depending on the number of out of state candidates and can range from $500 to $3,000) A two percent (2%) charge will be added to all pass-through expenses referenced above for administrative costs. No additional cost add-ons are included. Invoicing: Professional fees are invoiced in three equal installments during the course of the search. The initial installment is invoiced at the time Waldron is engaged. The second installment is invoiced following the semi-final work session. The final installment is invoiced at the conclusion of the search. Expenses are billed monthly. All invoices are due upon receipt by the client. Guarantee: Waldron guarantees placement of a qualified candidate. Waldron will provide a one-year search guarantee of the selected individual. If the selected individual leaves the position for any reason other than death, physical or mental incapacity or termination initiated by the client without cause, we will conduct a replacement search with no additional service fee. The only. cost to the . client would be pass-through expenses related, to, the additional search. Within the guarantee period,-,, Waldron must be notified in writing of a termination within 30 -days of its occurrence. Early Termination: You have the right to cancel the search at any time. Your only obligation to Waldron would be the fees and expenses incurred prior to cancellation. 0 0 , nt-- I I I , - I - 1• k h- - V I --l"I'- 1, F , I - ,- - I — _ • ..s s ,1.. _ �., :' " u.�z. �,a m p le-,-Ma i te r-als,- 0 0 A-21 1.�^rv. s`_..s/"��. '�a; .,:a,� .�.w'�,�.��// .n..U.�.�w ul��".:.'TiYi%/..�� L..r'�✓"�ww�w,...aw.v...,.«. w .w::'w�iwak _F`<...w�'.,:J✓� �iZ�,�.u%N'e City Manager Salary: $138,000 - $152,000 DOQ Excellent Benefit Package City Medford is a city of many treasures and its historic downtown area is rediscovering its heritage with beautifully restored buildings. Its small town lifestyle offers_ all the amenities of a large metropolitan area with unique shopping, art galleries, bookstores, coffee houses and 'antique mall all guarantee to make exploring a delight. In addition to its excellent schools, Medford is a family -friendly, energetic sports town. The newest addition to the sports community is the U.S. Cellular Community Park, a $30M, 132 -acre sports park. In total, Medford has 2,550 " .,acres -of -parkland with 600 acres -developed.,, Medford's surroundings are brimming with historic wealth, cultural attractions, and rich agriculture land. Experience world-class art and culture at the Oregon Shakespeare Theater, BrittrFestival-or-the Craterian Ginger Rogers Theater. Tour one of the many award-winning wineries, creameries and gourmet artisan chocolate facilities. If getting back to nature is more your style, there is a lot to choose from: hike, bike, and ski the mountains; raft, boat and fish the rivers; visit Oregon's only National Park - Crater Lake or explore the natural wonders of the Oregon Caves; enjoy a day of golfing; or just stroll or hike the many beautiful nearby parks or recreation areas. For additional information regarding the City of Medford please click on the following link: http://www.ci.medford.or.us/Index.asp A-22 wal d rO 1 • f ,, t,aMedfprd's,,governing.body.iscomposed of the Mayor.and eight Council -members., The•Cfity is,divided..into,four,,,,-,; ,z wards with two Council members elected from each ward. -The Mayor is electedat Marge to•'a�four-year,term: —,,.. At each biennial general election, the four Council members, one from each ward, are elected to serve -four- _ year terms. The biennial election of Council members provides that members in each ward serve overlapping terms.,The Mayor is the presiding officer of the City Council but does not vote except- in the case of a tie. -r& ad_ ditional inforri ation'ineluding Mayor and ouricif los pl'ea'se click on the'following link: http: /, /www.Ici. medford.or. us/SectionIndex.asp?SectionIQ=1542• 542-_ The City of Medford is a full service city with a biennium budget of more than $230M. Reporting directly to the Mayor and Council is the City Manager and a Municipal Judge. The City employs more than 450 staff members, and city services are provided through the following departments: Building Safety, City Manager's Office, City Attorney's Office, Finance, Fire, Human Resources, Parks and Recreation, Planning, Police, Public Works, and Technology Services. The ,City of Medford's goals are: • Provide timely, professional, and effective customer service. - - • Ensure current and future financial stability. • Remain proactive to future issues facing the City: •" Facilitate external and internal communications. • Maintain a quality work environment for City employees. For specific department information please click on the following link: http: / /www.ci. medford.or.us/departments.asp • A-23 wd droit The City Manager serves as the City of Medford's chief executive with responsibility for the administration of the various functions of the City government as described in the City Charter and in accordance with legislative policy`esta6lishezi'fi�i`tlie'City'Council.`The City`Mana-g6f leads an -organization aligne'd'in"`budget' and"operation ZI with the vision and ,goals of the policy-making body and continuously seeks to provide resource efficient processes and customer effective results. In addition, the Manager also serves as the Executive Director of the Urban Renewal Agency. .- RM The .,City Manager,,.identifies--opportunities, for—productivity-increases through.•,process,.=:implementation,.1,,.,„,_..x-,'.,.,. reorganization and assignment, -utilization of. technology, °-cost reduction, and---, avoidance and -,,revenue „4{_° enhancement. The, Manager analyzes the efficiency of staff efforts and measures the effectiveness of.outputs through training, resources, leadership and support as well as customer satisfaction. The City Manager communicates to the staff, elected officials and community regarding objectives and results. Additionally, the Manager assists elected officials in identifying, analyzing and communicating issues of policy significant to the community and the provision of public services. The Manager implements processes and projects to fulfill the vision, mission and goal statements of the elected officials as adopted from time to time and leads and motivates the work force in fulfilling their intent. Priorities • Build strong relationships and partnerships with the Mayor and each Council member. Establish trust, confidence and open communication to effectively implement and execute the council goals. • Develop relationships and mutual trust with staff. Partner to align individual department goals and investments with overall city goals and objectives. • Develop strong, positive relationships within the community and encourage citizen engagement. Quickly establish self and become a visible figure in the community, build trust, solicit feedback and provide transparent communication to clearly articulate city services, goals, initiatives, and progress. • Partner with the Council to develop and execute a strategy focusing on striking a balance between sound economic development and; maintaining a positive "quality of life for the citizens. • Establish relationships and build mutual trust and respect with County, State and Federal agencies. Share ” best practices and look, for oppoVtunities to' collaborate and drive efficiencywh'en appropriate. • Build positive relationships with union leaders and help maintain a mutual respect that leads to. healthy, negotiations. Become familiar with the seven different bargaining units and prepare for upcoming contract negotiations. • Plan for the City's future while managing growth appropriately. Assist the Council in updating vision, mission and strategic plan as needed. I_ 1 • A-24 Waldron • • Review the City's current revenue streams and future potential. T'IUnder~`stand-thli(Juturelmpact`on counfiil=goals; projects` -and staffing and manage the fiscal reality with the city's needs. • Facilitate the sun -setting phase of the Urban Renewal Agency by administering the remaining $20M indebtedness and completing the identified projects. • Manage the City's ongoing development and infrastructure projects. Educate Council members regarding options and oversee the management and execution of the projects in a timely and fiscally responsible way. Pay particular attention to the marketing and revitalization of downtown. • Review the details of three current bond studies for public safety and parks. Determine next steps and identify a long-term strategy. • Review the various boards and commissions. Consider the need to restructure to drive efficiency and effectiveness. Ideal i to OThe City of Medford seeks a visionary leader with a strong background in strategic planning and execution with an ability to balance strategy with day-to-day operations. The City Manager maintains objectivity in working with elected officials and brings a broad perspective in understanding how business and government work together. An effective problem solver and true consensus builder, the successful candidate values differing opinions and encourages open discussion, collaboration and dialogue but can ultimately facilitate the discussion to a conclusion and final decision. The ideal candidate is financially responsible and capitalizes on financial opportunities. Considered to be approachable, the City Manager is an outward leader that enjoys being visible, involved and committed to the community. The ideal candidate embraces diversity, leads by example and is fully invested in the city's success. The successful candidate is recognized as a business supporter with an interest in economic development. The Manager maintains an understanding of issues affecting the community including -an ability to see things from a broader perspective. The City Manager has a, successful, track record in managing performance;. -setting.. clear, expectations and holding others accountable. The ideal candidate, has proven management -success „and ,believe in staff development, r'etenti'on and succession planning. An intelligent and respectful leader; the Manager quickly earns the trust of staff and promotes a culture where internal communication and cooperation are highly valued and where excellent customer service skills are routinely practiced and'moni`tore'd: - - 'A true believer in implementing continuous process improvement, the City Manager is -a creative and forward - thinking leader driven by an objective to provide the best possible public service to the community. The successful candidate is technologically savvy and uses technology as a way to drive efficiency. An articulate communicator, the ideal candidate brings valuable experience in developing effective relationships both anternally and externally and enjoys sharing best practices. The successful candidate is, an active listener that alues honesty and integrity and believes in fostering mutual respect at all levels. A-25 wa dron • At least eight years of progressively responsible administrative experience in planning, coordinating and financing varied municipal activities. Experience -in, z full service city with ,trongAknowtedge of busines&9perations•; strati'giq,__pt Ting -_and, human resources.is necessary as'is':knowtedge of economic- • : -- development. Experience with an Urban Renewal -Agency is desired. Increasingly responsible leadership and managerial experience preferably with a well-rounded background that includes a combination of municipal, public and private sector experience is highly desired. Labor relations knowledge is essential with knowledge of binding arbitration a plus. A Bachelor's Degree required with a Master's highly preferred. Hiring Salary: $138,000 - $152,000 DOQ • Full -Family Medical, Dental and Vision • Oregon PERS: 100% Fully City Paid • Life Insurance: $50,000 • Holidays: Nine holidays + 24 hours of floating • Long-term Disability Insurance Holiday • Vacation: Accrual based on years of service, • Sick Leave: 96 hours of sick leave per year starting out at 120 hours annually The Qity_of:Medford..is.an,E.qual-Opportun ty_.Employer.and,m is dedicated'to a policy of non-discrimination All qualified' -applicants are encouraged to •apply as soon,as possible, no later than February 17, 2012. Please send resume and cover letter to Waldron at: • 10220 SW,Greenburg Rd,,.Suite,380 Portland, OR 97223 0 503.620.1106 (office) , , 503.244.7431 (fax) portland@waldronhr.com A-26 • Iii OF W A S H 1 N C T Q N. U. S. Proposal to provide recruitment services for the City of Port Angeles's next CITY MANAGER _ Presented by Contact: Greg Prothman, greg@prothman.com Submittal Date. April 11, 2012 A-27 April 11, 2012 �, ,ti i�+ r}. -t- nm�,'-F' .. T..t,.�:r�5i.:';z;4c - _•Y.'i �I,, r �e � ,, , . °�;' _ _ .� V. MayorCherie Kidd City Council Members City -of Port.Angeles 321 East 5th Street W =P.O. Box, 1150 mPort Angeles,'WA 98362- Dear 8362 Dear Mayor Kidd and Council Members, Thank you for the opportunity to submit the enclosed City Manager Recruitment Proposal for your consideration. We are well positioned to assist you with your manager recruitment as we have successfully completed 37 manager/administrator searches in the past four years, and we are currently recruiting manager/administrators for the cities of Lake Forest Park and Stanwood, WA, the City of Ontario and Clatsop County, OR, the deputy city administrator for the City of Issaquah, WA, and the Deputy Director for the Snohomish Health District, WA. Prothman is a Northwest -based executive search firm so we understand what characteristics and traits candidates must have to succeed in our unique culture and environment. Our strength is in . partnering with you and working together to find the right candidate who will be well-qualified and just as importantly, will be a great "fit" for your organization and community. We stand by our work. Should your selected candidate leave the position for any reason or be fired for cause within two years from the date of employment, we will conduct a replacement search at no professional fee. If you have additional questions or wish to discuss the proposal in more detail, please feel free to give us a call. Sincerely, Gr-rproProthman- President • 206 368 0050 * 371 NE Gilman Blvd., Suite 350 Issaquah, WA 98027 a www.prothman com HE T C­ N �GELES T-G WASH INGTON, U S EXECUTIVE SEARCH PROPOSAL FOR THE POSITION OF CITY MANAGER, CITY OF PORT ANGELES z4� Prothman Company is a northwest-based firm that provides national and regional. executive recruitment services to clients in the western half of the United States. Founded in 2001, Prothman has quickly become the industry leader in public sector recruitment-, -having successfully comp[pted-q\�er300public sector'recruitments. Ourstrength: firsthand of local government. The Prothman team is,comp yised of talented consultants - 'With 11 a cumulative 150 years in local government service, with- expertise ranging from city management, police and fire management, human resources, finance, public works and elected official public service. OUR EXPERTISE We know how to attract top talent, nationally and regionally. We are experts in locating, attracting, screening and interviewing. We have read and screened thousands of resumes and applications, and interviewed over 5,000 semifinalist candidates. We have extensive contacts and databases. We will present to you highly qualified and experienced candidates, guaranteed. OUR PROVEN PROCESS Clients and candidates continually tell us that we have the best process and client service in the industry. The tenure of our placements is among the best in the industry and customer satisfaction is our highest priority. We invite you to contact any of our current or past clients. (A complete client list is provided at the end of this proposal.) OUR GUARANTEE Prothman's record of success in placing highly qualified candidates leads the industry. We are proud of our accomplishments and confident in our ability to recruit an experienced and qualified candidate that will be the perfect "fit" for your organization. Should the selected finalist leave the position or be terminated for cause within two years from the employment date, we will conduct a replacement search with no additional professional fee. A-29 CITY C F W A S H I N G T O N, US SCOPE OF SERVICES Recruitment Strategy We have conducted hundreds of successful national executive searches and refined our aj�proach`along-the'way: We recognize that,every'client'is'unique so-we"start!every: search`with,. a project review, then we to lor`eve y"recruitment to rrieet' each 'clie'nt's 'individual needs. Nett; our search consultant forms a partnership with the client, working as an advisor and facilitator; with the joint goal of finding you a highly qualified candidate who is the perfect "fit" for your organization. Recruitment Approach ` Project Review The first step will be to review the following topics: ♦ Review the scope of work and amend as needed ♦ Review the project schedule ♦ Identify the geographic scope of the search (local, regional or national) ♦ Review the compensation package and decide if a salary survey is needed ♦ Identify key stakeholders Information Gathering and Research (Soliciting Input) We will spend as much time as it takes to learn everything we can about your organization. Our goal is to thoroughly understand the values and culture of Port Angeles, as well as the preferred qualifications you desire in your next city manager. To accomplish this we will. ♦ Meet with City Personnel • City Council • Department Directors • Others as directed by the City ♦ Meet with Key Community Stakeholders (if desired by the City) • Business Leaders • Community Leaders • Others as directed by the City ♦ Host Community Meetings (if desired by the City) ♦ Review all documents related to the manager position Position Profile Development (Identifying the Ideal Candidate) Once we have a firm understanding of the preferred candidate qualifications and the values, culture and challenges of your organization, we will develop'a profile of your ideal candidate. Once the Position Profile is written and approved by the City, it will serve as the foundation for our determination of a candidate's "fit" within the organization and community. Profiles include the following: ♦ A description of the ideal candidate's qualifications Years of related experience and education required • Ideal personality traits and work habits ♦ Organization -specific information • Description of the position and key responsibilities • Description of the organization and services summary • Number of employees and budget size • Priorities and current challenges facing the City A - 30 THS AY TELES CITY' W A S H I N G T O N U S ♦ Community -specific information • Overview of the region • Description of the environment and quality of life details ♦ Compensation package details ♦ Information on how to apply ,. a8 . "';; z•k4�.;+Yim^'�s �'a��;i7,�r>f �=Y`',w`a�,e4i �;>`.�.et, ,.p `,C��. _si ;.,a', ., ,--.- ., -' ">, I:�..I, rr,,. Recruitment and'Ad'vertising' Strategy (Locating Qualified Candidates) a - We will design arf effective recruitment and advertising strategy to identify and reach the candidates who are best suited for the position. We recognize that often the best candidates are not actively looking for a new position --this is the person we want to reach and recruit., Our recruitment strategy involves the following: q ♦ . Print,,and.-I,nternet-based„Ads, placed nationally, in_ professional publications__-,; ..,. journals and,on related websites. m- ♦ Direct Mail Recruitment Brochures sent directly to hundreds of highly qualified Managers/Administrators who are not actively searching. ♦ Direct Contact Calls placed directly to Managers/Administrators that we personally know. ♦ Posting the Position Profile on the Prothman Website, which receives thousands of hits per month. Candidate Screening (Narrowing the Field) Once the application deadline has passed, we will conduct an extensive candidate review designed to gather detailed information on the leading candidates. The screening process has 4 key steps: 1) Application Review: Using the Position Profile as our guide, we will screen the candidates for qualifications based on the resumes, applications, and supplemental questions (to determine a candidate's writing skills, analytical abilities and communication style). 2) Personal Interviews: We will conduct videoconference or in-person interviews with the top 8 to 15 candidates who meet or exceed the preferred candidate qualifications and we will also conduct a publication search on these candidates. 3) Work Session. We will prepare a detailed report on each candidate which will include all application materials and the results of the personal interviews and publication search. We will advise you of the candidates meeting the qualifications, our knowledge of them, and their strengths and weaknesses relative to fit within your organization. We will give you our recommendations and then work with "you to identify the top 4 to 6 candidates to invite to the final interviews. We will discuss the planning and design of the final interview process. 4) Structured References and Background Checks: Once the finalists have -been, ..identified, we will conduct 3-5 references checks per candidate and -we contract,,.:_, .;..,- - with Sterling to provide education verification, criminal history, sex offender and driving record checks. Final Interview Process (Selecting the Right Candidate) The Final Interview Process includes the design of the process as well as completing key steps before the actual interviews take place. Each of these steps is described below: ♦ Design of the Final Interviews The design of the final interviews is an integral component towards making sure that all stakeholders have the opportunity to learn as much as possible about$ each candidate. Advisory panels may be used and are designed to provide the A-31 y': w' . ,a � Fx�?• . ami THE v 'T , I i��.E .ES CITY n W A 5 H I N G T U N, U S decision makers with the panelists' views of the candidates' strengths and weaknesses. Elements of the design process include. • Deciding on the Structure of the Interviews We will tailor the interview process to fit your needs. It may involve a presentation by the candidates, a public reception with the public and key str' ;��"•�'�a';�;, ..% I ' ;yn .3�'y; �w;� �i �•i�. :' 7; m;, t ., �1 � - iL. x i F nr <e "' t� �',vb • .},. ;�ken► :ttstr�to=hriierviwpariels cif city ofi`icials city; staff' `asci'' s, �.. , �r community stakeholders; or just one-on-one interviews with the Council. • Deciding on Candidate Travel Expenses We will identify which candidates will be travelling to the final interviews and discuss the travel options available,and which expenses the City wishes to . cover. • Discussion of Details. for the Public Reception (if desired by the City) We recommend holding a public 'reception in the evening prior to the interviews giving the mayor and council members and city staff the chance to interact with the candidates in an informal, social setting. This is also a great time to involve the public. • Identifying Interview Panel Participants (if desired by the City) We will work with you to identify the participants of different interview panels to ensure that all stakeholders identified have been represented. • Identifying Panel Facilitators Panel facilitators will debrief with the panel and summarize the individual panel member's thoughts after each interview. Facilitators also help the panel members determine who will ask which questions, the order in which they should be asked and will keep the interviews on schedule. ♦ Background Checks Prior to the final interviews, we will conduct a background check on each of the finalist candidates. If a "red flag" is found, we will work diligently to either verify that the issue is serious enough to eliminate the candidate from further consideration or be able to fully explain the issue to the City's satisfaction. Background checks include the following. • References We will ask each candidate to provide names of their supervisors, subordinates and peers for the last several years. From this list we will conduct references through conversations with the individuals who have direct knowledge of the candidate's work and managernent style. • Education Verification We will verify that the candidate did in fact graduate with the degrees listed on their resume. We have found that approximately 1 out of 30 candidates does not have a degree claimed on their resume. • Criminal History, Driving Record Check and :>ex Offender Check We -will conduct a criminal history, driving record and sex offender check on- -..a A-ki each candidate in'the states in which they have•worked. 1L,,..Candi.datgTravel Coordination,,,, For those candidates 'who wilbe traveling ~ to thefinal' interviews, we will f coordinate the travel arrangements, .ensuring that each candidate is fully,prepared for the final interviews and not distracted by travel difficulties. We work with the candidates to organize the most cost effective travel arrangements. O;THAIA l A - 32 1 C'TY OF '.'4 W A S H i N G T 0 N U S A-33 ♦ Final Interview Binders Final Interview Binders are the tool that keeps the final interview process organized and ensures that all interviewers are "on the same page" when it comes to evaluating each candidate. The binders include • A master schedule of all panels and candidate interviews o-a-hA4hst�of.suggested,-inter-view questions -_ Y: ;;;, ,:• • Each candidate's resume and application • Each candidate's answers to the supplemental questions • Confidential reference checks on each candidate •t Detailed, background checks A - Interviews with -Candidates < < The interview process -usually begins with a morning. briefing, where schedule, and process will be discussed with all those involved in the interviews. Each candidate will -then go through a series of one hour interview sessions, with an hour break for lunch. ♦ Panelists & Decision Makers Debrief* After the interviews are complete, we will facilitate a debrief with all panel participants where the panel facilitators will report the panel's view of the strengths and weaknesses of each candidate interviewed. The decision makers will also have an opportunity to ask panelists questions. ♦ Candidate Evaluation Session. After the debrief we will facilitate the evaluation process, help the decision makers come to consensus, discuss next steps, and organize any additional candidate referencing or research if needed. ♦ Facilitate Employment Agreement: Once the top candidate has been selected, we will offer any assistance needed in developing a letter of offer and negotiating terms of the employment agreement. ♦ Repeat the Recruitment (if needed): Should a top candidate not be chosen, we will repeat the recruitment as many times as necessary to find you the "perfect" candidate. The only cost to you would be the expenses related to the additional search. A-33 THE " l STELJ W A S H I N G T O N U S RELATED EXPERIENCE & REFERENCES Manager & Administrator Recruitments Performed by Prothman 2012 ^'J•.•!at - Y.WO ,--1 .. .i'•.':%ut: •4x_.,.f... ,...�"l..` rK%.q' ��„y �;ii�,,.Frrmu: "dE ��a �- ” — ups, �. +s• rG `- n'w - w., , City,of°O'ntario, Of\ yt ;. EYxW: f 3} n` ra ,. i +a A : ti4' :,"fit.•, f_b, f ':ru .h .i:" e :«,,.: `' 1,,;G z,; ea' s :1• "l _ 4•Jb � 3 r '•ni-as"tk Villnak.<'s);t9.w. e.er;•r,' :.� . ; •'rtiv, s •;�. �•.v..' . "-t'�41 , .„ .:. .. ,A5'1."w,', _- . _ . .,H ., City Manager -in progress Snohomish Health District, WA Deputy Director - in progress Clatsop.County, OR County Manager - in progress = C`ityAof ttanwrood, WA City Administrator - in progress City of Lake Forest Park, WA City Administrator - in progress City of Issaquah, WA Deputy City Administrator - in progress Ava Frisinger, Mayor 425.837.3000 City of Kenmore, WA City Manager- Just Completed David Baker, Mayor 425.398.8900 2011 City of Lacey, WA (42,393 pop.) City Manager Jeff Gadman, Councilmember 360.628.6876 City of Shoreline, WA (52,000 pop.) City Manager Keith McGlashan, Mayor 206.801.2213 MRSC, WA Executive Director Dave Mercier, Board President 360.487.8610 City of Lewiston, ID (32,000 pop.) City Manager Kevin Poole, Mayor 208.743.5457 City of Riverton, WY (9,850 pop.) City Administrator . Ron Warpness, Mayor 307.856.2227 ;Los Ala�mosCounty, NM (17,950 pop.) County Administrator Sha`r'o'n'Stover;'Gouncil Cham "505:Ei63:1750 ',- City of Gillette, WY (22,000 pop.) . City Administrator Duane Evenson, Mayor 307.682.9320 City of Casper, WY (53,816 pop.) City Manager Paul Bertoglio, Mayor 307.235.8400 IF 2010 City of Issaquah, WA (26,890 pop.) City Administrator Ava Frisinger, Mayor 425.837.3000 City.oUNewcastle,-WA (9;550 pop.),-, City'Manager John Dulcich, Mayor 425.649.4444 City of Puyallup, WA (36,790 pop.) " Cify`Manager W„ Gail -Solberg,. -HR- Director- 253.841.5551 - Ci yo Sunnyside, WA (15,130 pop) City Manager Jim Restucci, Mayor 509.837.3782 City of White Salmon, WA (2,195 pop.) City Administrator Dave Poucher, Mayor 509.493.1133 City of Wood Village, OR (13,057 pop.) City Manager David M. Fuller, Mayor 503.667.6211 City of Carnation, WA (1,900 pop.) City Manager ' Mike Flowers, Mayor 425.333.4192 City of Milwaukie, OR (21,251 pop.) City Administrator Cynthia Trosino, HR Director 503.786.7506 2009/2008 Association of Washington Cities (AWC) Chief Executive Officer Karen Rogers, Past President 360.417.1143 City of Bothell, WA (32,400 pop.) Deputy City Manager Bob Stowe, City Manager 425.486.3256 City of Edgewood, WA (9,560 pop.) City Manager Jeff Hogan, Mayor 206.842.7633 Blaine County, ID (15,000 pop.) County Administrator Larry i4choen, Board Chair "208.788.5500 _ Jefferson County, WA (29,279 pop.) County Administrator Phil Johnson, Commissioner 360.423.0900 Clatsop County, OR (37,315 pop) ' County Manager Jeff Hazen, Board Chair 503.325.1000 TmET I' CTEI:ES CITY QF WASHINGTON U 5 - A-35 City of Walla Walla, WA (30,900 pop.) City Manager Barbara Clark, Mayor 509.527.4522 City of Connell, WA (3,205 pop.) ,,Citymministrator, 6ary,Walton; M6yor,,509.234.2701 City of Thorne Bay, AK (557 pop.) City Administrator —Jim Gould, Mayor 907.828.3380 City of Woodburn, OR (22,875 pop.), City Administrator '00,'09 - - Kathy Figley, Mayor 503.982.5231 City of Ontario, OR (11,245 pop.) City Manager Joe Dominick, Mayor 541.889.7684 City of Prosser, WA (5,045 pop.) City Administrator '03,'09 Paul Warden, Mayor 509.786.2332 City of Chelan, WA (3,835 pop.) City Administrator Bob Goedde, Mayor 509.682.4037 City of Bainbridge Island, WA (22,200 pop.) City Administrator '04,'08 Darlene Kordonowy, Former Mayor 206.842.7633 City of Sun Valley, ID (1,427 pop.) City Administrator Wayne Willich, Mayor 208.622.4438 City of Whitefish, MT (8,000 pop.) City Manager Mike Jenson, Mayor 406.862.5120 City of Colorado Springs, CO (448,000 pop.) Assistant City Manager Penny Culbreth-Graft, City Manager 719.385.5455 City of Mukilteo, WA (19,360 pop.) - City Administrator Joe Marine, Mayor 425.355.4141 City of Damascus, OR, (8,000 p6p.), City Manager Jim Wright, Mayor 503.658.8545 City of Ketchum, ID (3,189 -pop.) City Administrator Randy Hall, Mayor 208.726.3841 THE .j �T A G C" �� W A 9 H I N G T 0 N, U S A - 36 OR Ce t QR LL W A S H 7 N G T 0 N. U S Draft Recruitment Schedule Week of April 23, 2012 Kick -Off Meeting with Council Yes, Prothman travels to Port Angeles Week of April 23, 2012 Council & Stakeholder Interviews & Yes, Prothman travels' - Community Meetings to Port Angeles Wednesday, May 2, 2012 Send Position Profile for Review NONE Monday, May 7, 2012 Post Profile & Start Advertising NONE Sunday, June 17, 2012 Application Close Date NONE Weeks of Prothman Screens & Interviews NONE June 11 & 18, 2012 Candidates Work session with Council to review Yes, Prothman travels Week of June 25, 2012 the top 10 - 15 candidates and pick to Port Angeles finalists Final Interviews may include an Yes, Prothman travels Week of July 16, 2012 evening reception and all day to Port Angeles interviews w A - 37 THE ORTA LES CITY OP WASHINGTON U S FEE, EXPENSES & GUARANTEE Professional Fee The professional fee for a city manager recruitment with a two-year guarantee is $18,500. _ However, in •acknowledgment that Port A_ ngeles, is a current client, we; :"will=-redu_ ce, the_ ,- professional fee t-$1'7,500. Expenses Expenses -vary depending "on the design of, the recruitment. • We work, diligently to keep expenses at a minimum_ and keep records of all "expenditures.' ,All expenses-,Jncurred Ifor conducting -the recruitment are the responsibility of the City. Expense items include; but, are .not limited to: Newspaper, trade journal, websites and other advertising (approx. $1,000 - 1,600) • Direct mail announcements (approx. $1,400 - 2,200) • Delivery expenses (approx. $100 - 250) • Final Interview Binders & printing of materials (approx. $300 - 700) • Consultant travel and related expenses (approx. $400 - 900) • Background checks performed by Sterling (approx. $75 per candidate) • Any client -required licenses, fees or taxes • Candidate travel expenses to the final interviews cannot be approximated because they vary depending on the number of candidates, how far the candidates travel, length of stay, if spouses are included, etc. We will coordinate and forward to the City the candidate's travel receipts for direct reimbursement to the candidate. • Candidate site visits are charged at $425 per visit, plus expenses. Professional fees are billed in three equal installments during the course of the search. A 3% charge will be added to all expenses which reflect City of Issaquah and State B&O tax obligations. Expenses are billed monthly. GUARANTEE Our record of success in placing highly qualified candidates provides that Prothman will guarantee that if the selected finalist is terminated for cause or resigns within two years from the employment date, we will conduct a replacement search with no -additional professional fee. CANCELLATION You have the right to cancel the search at any time. Your only obligation would be,the,fees -and•- ;r. expenses incurred prior to cancellation. -PROTHMAN A-38 THE ,,,RT NCTELES• (,HL QF WASHINGTON. U S PROJECT TEAM GREG PROTHMAN - PROJECT LEAD As President of the Prothman Company, Greg offers a unique combination of 20+ years experience in various functions of government and 15 years of experience in public sector recruitment. Greg has conducted over 300 executive searches and placements, successfully placing city managers, police and'fire chiefs, finance directors, IT managers; -public works and= community development directors and many other positions. He has also formed and managed startup teams for five newly incorporated cities, including the City of Spokane Valley, WA, (pop. 82,000), the second largest incorporation of its kind in the U.S. Prior to.forming the Prothman Company, Greg served'as a police officer forthek•University. of Washington and the City of Renton. _ He left police work after completing his Master .in, Public, _ Administration and accepted an administrative position for the City -of Des Moines,•WA.•• He wase quickly promoted to Assistant City Manager and then City Manager. After nine years in Des Moines, Greg left city management to become a partner in a local executive recruitment firm. A Seattle native, Greg completed his BA at Western Washington University and his Master of Public Administration degree from the University of Washington. Greg is a volunteer EMT/Firefighter for the City of Snoqualmie and a member of SMR (Seattle Mountain Rescue). LYNN STOKESBARY Lynn has been a senior consultant conducting recruitments and organizational assessments for the Prothman Company for almost 6 years. Lynn retired from the City of Kirkland in 2006 as Assistant City Manager and has over 30 years of distinguished local government experience. Lynn worked twenty one years for Kirkland, serving as Director of Parks and Community Services from 1985-1997 prior to becoming Assistant City Manager in 1997. He also worked for the City of Bellevue from 1976-1985 in various positions before becoming Assistant Director of Parks and Recreation. Lynn brings extensive knowledge of local government and years of leadership, supervisory and high profile special project management experience to the Prothman team. Lynn has a unique blend of interpersonal and analytical skills that make him highly effective in working with groups, problem -solving and producing high quality end results. Lynn is a 1975 graduate of Washington State University SONJA PROTHMAN Sonja is a former councilmember for the City of Normandy Park and brings to Prothman the "elected official" side of city government—an invaluable perspective for understanding our clients' needs. Sonja also brings private sector expertise having worked with the Boeing Company where she was on the start-up team as lead negotiator for schedules and deliverables for the first 777 composite empennage. She also participated in "world class competitiveness" training, process improvement assessments and process time studies. Sonja assists with recruitments and organizational assessments, and she manages the support staff and the "business" side of Prothman. A Seattle native, Sonja earned a- Bachelor-'s=Degree in Communications from the University of Washington. BARRY GASKINS Barry Gaskins is responsible for candidate management. His attention to. detail - and understanding of timeliness to the customer and candidates is remarkable. Barry works with the lead consultant in following through with scheduling interviews, arranging candidate travel, managing candidate application packets, and assembly of candidate information to give to the client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a Program Assistant for four years in the US Library Program. Barry earned his Bachelor's Degree from California State University in Los Angeles. A - 39 W THE CITY qF �,. .ay, WASHINGTON, U S CLIENT LIST Association of Washington City of Blaine, WA Chelan County, WA Cities (A WC) City Manager Community Development Dir Chief Executive Officer Public Works Director (2) Regional Justice Center Director Community Development Director RJC Deputy Director City of Arlington, WA Finance Director Community Development Director (2) r,� r . -ClackamasZounty,'OR _ "t City Administrator Blaine County, ID County Administrator Fire Chief (2) County Administrator (2) Finance Director Clackamas River Water Dist., Utilities Manager City of Boardman, OR OR Public Works Director Police Chief , General Manager . - Budding Official Police Chief City of Bonney Lake; WA­ Clatsop County, "OR City Administrator County Manager City of Astoria, OR Public Works Director Community Corrections Director City Manager Budding Official City of Bothell, WA Development Services Manager City of Auburn, WA Public Works Director (2) Planning, Budding & Community Dir Fire Chief (2) Clatsop County Sheriffs, OR Human Resources Director Jail Commander City of Bainbridge island, WA Deputy City Manager City Administrator (2) City Attorney City of College Place, WA Finance Director Police Chief Environmental Services Director Community Development Dir City Attorney laity of Bozeman, MT City of Colorado Springs, CO Deputy Finance Director Chief Budding Official Assistant City Manager Project Manager Human Resources Director Engineer City of Connell, WA City of Bremerton, WA City Administrator City of Battle Ground, WA Public Works Director City Manager Covington Water District, WA Deputy City Manager City of Camas, WA Utilities Director Community Development Director (2) Deputy Fire Chief District Engineer Public Works Director (2) Water Resources Manager Finance Director City of Canby, OR Assistant Water Resources Manager Police Chief Police Chief Project Engineer Business Manager Bayview Manor, WA City of Carnation, WA Controller Executive Director City Manager (2) Public Works Director Cowlitz County, WA City of Bellevue, WA Budding & Planning Director Senior Planners City of Casper, WY Engineer 3 City Manager City of Bend, OR Cowlitz Sewer Operating Police Chief Central Valley Fire District, MT Board, WA F=ire Chief Superintendent Benton County Emergency Svcs., WA Central Whidbey Island Fire & City of Damascus, OR Director of Emergency Services _ Rescue, WA _ Community Development Dir 'Emergency Management Manager `F=ire Chief " City Manager, Communications Manager City of Centralia, WA City of DuPont, WA Benton County Fire bistrici Corrimunity bevelopment Director ' City Administrator #4, WA Economic Development Director Planning Director Fire Chief (2) _ Finance Director City of Chehalis, WA Public Works Director City of Billings, MT City Manager City Engineer Police Chief City of Duvall, WA Engineering Division Manager F=inance Manager Planning Director Accountant City of Chelan, WA City Administrator RC"WMAN A-40 East Jefferson Fire Rescue, JEFFCOM 9-1-1, WA WA Director Fire Chief City of Enumclaw, WA Public Works Operations Manager Finance Director Fire Chief City of Ephrata, WA Police Chief City of Ferndale, WA Police Chief Public Works Director City of Fife, WA City Manager City Clerk Community Development Director City of Fircrest, WA City Manager Finance Director Firgrove Mutual Water, WA Manager City of Gillette, WY Public Works Director Community Development Director City Administrator City of Green River, WY Community Development Director Gunnison County, CO County Manager City Manager (2) Finance Director City Engineer (2) Community Development Director City of Kennewick, WA Planning Director City of Kent, WA Deputy Chief Administrative Officer Accounting Manager Deputy Fire Chief Professional Land Surveyor Finance Director Information Tech Director City of Ketchum, ID City Administrator Ketchum Community Development Corporation, ID Executive Director King County Housing Authority, WA Finance Director King County Library System, WA Human Resources Manager King County Sheriffs Office, WA Chief Financial Officer THE C TY OFx SV'L TAINGELES WASHINGTON. U S Lacey Fire District 3, WA Fire Chief City of Lake Forest Park, WA City Administrator (2) City of Lake Oswego, OR Water Treatment Plant Manager Lakehaven Sewer & Water Dist, WA General Manager City of Lakewood, WA...: Assistant City, Manager • City of Leavenworth, WA City Administrator (2) Public Works Director Finance Director/City Clerk Lewis County, WA Public Works Director/ County Engineer Director of Public Health & Social Services City of Lewiston, ID City Manager Lincoln City, OR Finance Director City of Littleton, CO Finance Director Community Development Director City of Long Beach, WA Community Development Director Los Alamos County, NM County Administrator LOTT Clean Water Alliance, WA Finance Manager City of Louisville, CO City Manager City of Lynden, WA Jefferson County, WA City Administrator City of Edgewood, WA County Administrator Police Chief City Manager (2) Administrator Public Works Director City of Kalama, WA Public Works Dthectd"r (2)""" Engineer y; _ A ;. __ Police, Chief-__,_ " :M. i.-,.. Jr . f.�1 ,r..jy%': A•. u..i'fl�.L•isY,Yi."~.�y.4ri•514.iz'ijr,iht'+.Yn �h•.. Public Works Director ..,,-'8eniorPlanner~`� �,t::., •.,.,,..��:�� �.:�,;��• �,r. ,"a•:.,- City of Kelso, WA - -- - --Issaquah•Food •&-Glothing�Bank;;-;-•;--,• -Director-of,Fire-& The Elevated Transportation Co, Public Works Director -, - -City of Lyrawood,=WAS_ a. s :. WA Community Development Dir. Administrative Services Manager City Manager Executive Director r - , Capital: Projects -Manager Assistant F,ire,Chief ..Administrative Assistant City of Kenmore, WA _ City of Enumclaw, WA Public Works Operations Manager Finance Director Fire Chief City of Ephrata, WA Police Chief City of Ferndale, WA Police Chief Public Works Director City of Fife, WA City Manager City Clerk Community Development Director City of Fircrest, WA City Manager Finance Director Firgrove Mutual Water, WA Manager City of Gillette, WY Public Works Director Community Development Director City Administrator City of Green River, WY Community Development Director Gunnison County, CO County Manager City Manager (2) Finance Director City Engineer (2) Community Development Director City of Kennewick, WA Planning Director City of Kent, WA Deputy Chief Administrative Officer Accounting Manager Deputy Fire Chief Professional Land Surveyor Finance Director Information Tech Director City of Ketchum, ID City Administrator Ketchum Community Development Corporation, ID Executive Director King County Housing Authority, WA Finance Director King County Library System, WA Human Resources Manager King County Sheriffs Office, WA Chief Financial Officer THE C TY OFx SV'L TAINGELES WASHINGTON. U S Lacey Fire District 3, WA Fire Chief City of Lake Forest Park, WA City Administrator (2) City of Lake Oswego, OR Water Treatment Plant Manager Lakehaven Sewer & Water Dist, WA General Manager City of Lakewood, WA...: Assistant City, Manager • City of Leavenworth, WA City Administrator (2) Public Works Director Finance Director/City Clerk Lewis County, WA Public Works Director/ County Engineer Director of Public Health & Social Services City of Lewiston, ID City Manager Lincoln City, OR Finance Director City of Littleton, CO Finance Director Community Development Director City of Long Beach, WA Community Development Director Los Alamos County, NM County Administrator LOTT Clean Water Alliance, WA Finance Manager City of Louisville, CO City Manager City of Lynden, WA City of Issaquah, WA Director, Information Services City of Lacey, WA Police Chief City Manager City Administrator A-41 City of Kirkland, WA City Administrator �.vnCity of -ft -pi "diti Police Chief Budding-O,ffc�al: �.s, n• •s,r; Administrator Water Division Manager Public Works Dthectd"r (2)""" Public Works Director - -- - --Issaquah•Food •&-Glothing�Bank;;-;-•;--,• -Director-of,Fire-& Building Services - -, - -City of Lyrawood,=WAS_ a. s :. WA Public Works Director Executive Director r - , Kitsap County, WA Assistant F,ire,Chief " Dir of Administrative Services Issaquah School District WA Manchester Water District, WA Asst. Superintendent for Operations Kootenai County Fire & Rescue, ID General Manager Fire Chief City of Issaquah, WA Director, Information Services City of Lacey, WA Police Chief City Manager City Administrator A-41 City of Marysville, WA Police Chief (2) Finance Director Public Works Director Engineering Services Manager Streets/Surface Water Manager Community Development Director r Mason County, WA , , { Public Works Director City of Medford, OR Planning Director ,,City of Mill Creek, WA. Police Chief Fire Chief City Manager City of Milwaukie, OR Assistant City Manager Community Development Director Finance Director City Manager City of Monroe, WA Police Chief City of Moscow, ID Asst. Community Development Dir City of Mountlake Terrace, WA City Manager Police Chief Muckleshoot Indian Tribe, WA General Manager City of Mukilteo, WA City Administrator Multnomah County, OR Human Resources Manager (2) Municipal Research & Services Center of Washington - MRSC Executive Director MuniFinancial, WA Senior Financial An Financial Analyst 1 City of Newcastle, 'WA City Manager ',,'Public Works Director City of Normandy Park, WA - Deputy City Manager/Finance Dir. Executive Assistant Grants Manager/Associate Planner Planning Director Finance Director City Manager North Beach Public Development Authority, WA General Manager City of Ocean Shores, WA City Manager Community Development Director City of Olympia, WA Public Works Finance Manager Olympic Terrace Sewer District, WA District Manager City of Ontario, OR City Manager Pend Oreille County, WA Public Works Director City of Port Angeles, WA Police Chief Port of Seattle, WA Fire Chief City of Port Townsend, WA City Manager Public Works Director Development Services Director City of Post Falls, ID City Administrator Community Development Director City of Poulsbo, WA Chief of Police City of Prosser, WA City Administrator (2) Finance Director City Clerk Providence Point, WA General Manager City of Puyallup, WA Budding Official Assistant City Manager Human Resources Director City Manager City of Redmond, WA Deputy Public Works; Director Deputy Fire Chief Technology Manager (2) City of Renton, WA Community Services Administrator Human Resources Administrator Domestic Water Treatment Manager C TY OPPTi�I.GELES W A S H I N G T O N. U S City of Richland, WA Chief of Police Transportation Engineer Public Works Director Parks Superintendent Richmond (VA) Redevelopment & Housing Authority - RRHA Sr' VP - P,roperty, Management & Assisted Housing City of Ridgefield, WA City Manager .Pont of Ridgefield, WA,.. Executive Director -, City of Riverton,, WY City Administrator City of Sammamish, WA City Manager Transportation Program Engineer Senior Project Engineers (3) Project Engineer Parks Project Manager San Juan County, WA Public Works Director City of Sandy, OR Police Chief City of Seaside, OR City Manager Seattle Aquarium Society, WA Executive Director City of Seattle City Council, WA Senior Policy Analysts (five positions) City of Sequim, WA Public Works Director Human Resources Director City of Shelton, WA City Administrator Community Development Director Management Assistant Public Works Director City of Shoreline, WA Deputy City Manager City Engmeer,(2), , Planning Director Public Works Director City Manager City & Borough of Sitka, AK Deputy Finance Director RUTNMAN A-42 Skagit County, WA Public Works Director Assistant County Engineer Youth & Family Services Admin. City of Snohomish, WA City Manager _Police Chief,: City Engineer: Snohomish County, WA Information Technology Director Snohomish County=- Emergency—Radio System, WA Radio System Manager SNOPAC 9-1-1, WA Executive Director City of Spokane Valley, WA City Manager Deputy City Manager (2) Finance Director (2) Public Works Director Community Development Dir (2) Budding Official (2) Parks & Recreation Director (2) City Clerk Assistant City Clerk City Attorney (2) City of Stanwood, WA Finance Director City of Sultan, WA City Administrator City of Sun Valley, ID City Administrator gid,. . �� 1. � f : ► I City of Sunnyside, WA Finance/Administrative Services Director City Manager City of Tacoma, WA Public Works Director City of Thor a Ba -,AKS City Administrator Thurston County, WA Human Resources Director Assistant CAO Tulalip Tribes, WA Police Chief-- . _ __ Twin Transit, WA General Manager Vashon Island Fire & Rescue, WA Fire Chief Assistant Fire Chief City of Walla Walla, WA City Manager Public Works Director Finance Manager City of Warrenton, OR Public Works Director State of Washington Assistant Director, Department of Engineering & Architecture Washington State PTA Executive Director TCl—"- AIL__ �"�NGELES THF oR w A , H 1 13 G T O N. U 5 WA State School Directors Association Executive Director Washington School Information Processing Cooperative (WSIPC) Executive Director„, City of Whitefish, MT City Manager City of White Salmon, WA City Administrator/ _ _ '- Public Works Directgr,.,,,_. City of Wood Village; 'OR City Administrator City of Woodburn, OR City Administrator (2) Community Development Director Human Resources Director City of Woodinville, WA City Manager Development Services Director City of Woodland, WA Fire Chief City & Borough of Wrangell, AK Borough Manager Yakima County, WA Director, Information Technology Town of Yarrow Point, WA Town Clerk A-43 '= C:IT� SAMPLE MATERIALS Position Profile and Invite Letter - .\NehovaincJuded.jaxo[nohasof tba.}PosUUon-,Prohh*and.|nviteLetter jfromnprev��uareorU�nQ�nt� _ ~'~ '-to'denlonstrabethe quality -of ourvvmd�-''.--~ ° The Position Profile is a document used to describe the orgonizotion, the position, ideal . candidate qua|UDcatona, hex ioouaa facing the organization and the pooUUon, the compensation package and information on how and when toapply. The Position Profile is posted onour website and aerdtothe Client bxpost mntheir website (if deained). * The Invite Letter is a summary version of the Position Profile. It is used for a d|naot nnmi| � campaign aimed at contacts in our extensive multi -state database. | � .. ` / 11 1. EXAMPLE OF POSITION PROFILE A-45 C -W f% CITY OF KENMORE W A S H I N G T O N CITY MANAGER $120,000 - $145,000 (Salary Under Review) PLUS EXCELLENT BENEFITS APPLY BY January 8, 2012 (FIRST REVIEW, OPEN UNTIL FILLED) WHY APPLY? tan Neighborhooi Circle Magazine Families " Kenmore City Hall, a LEED Gold certified facility, was completed on schedule and well under budget in 2010. The building and Bastyr University's Student Village LEED Platinum project, also completed in 2010, have been recognized for design and sustain- able features by design professional organizations If you are interested in making a difference in a community that takes pride in its natural beauty and quality of life, and would like to lead a dedicated staff in an organization that places a high value on provid- ing professional and long term positive results for the community, this is the position for you! With an active business district and well-established neighborhoods, the City of Kenmore offers an excel- lent lifestyle with conve- nient shopping offering a wide selection of goods and services Kenrnore'is" also home to one of the world's largest commercial seaplane operations, Ken- more Air The many parks, as well 'as the City's proximity to Lake Washington and• the Burke -Gilman--Trail,-• offer numerous recreational opportunities The City boundary includes the 316 -acre Saint Edward State Park, which has 3,000 feet of freshwater shoreline on Lake Washington The park is an asset not only to the residents of Kenmore, but to the region. Kenmore is served by the Northshore School District recognized for its excellence in education. The City is home to Bastyr University, the largest university for natural health arts and sciences in the U.S , and internationally recognized as a pioneer in natural medicine The nearby University of Washington - Bothell campus serves approximately 2,600 students who study a diverse array of undergraduate and graduate programs Cascadia Community College, also nearby, serves over 5,000 full & part time stu- dents. THE CITY Mission Statement: With integrity as its cornerstone, Kenmore is a city that will meet its obligations by providing. ➢ Effective and efficient services ➢ Public safety Z Forum for citizen participation, and involvement, ➢ A community -generated plan for the, future ➢ Fair. -friendly, services. responsive to the diverse needs of the, citizen._ --Representation of Kenmore's- interests - in "local ` and regional partnerships THE COMMUNITY Leavrn a+sustainab/e le ac Kenmore has 20,650 residents who enjoy the prox- imity to regional employment and business centers The City is a vital link between Seattle, its eastern suburban communities, and Snohomish County's business and residential areas Impressive views of Lake Washington and the Cascade Mountain Range are enjoyed by residents throughout the area —.. -1. II Citizens II City of Kenmore City Council �- Ctty Manages �ublicSafet), ,.,.II (ityAttome� �,II Contracted I� Contracted Assistant City Fnance Duector Manager Adroi nstr`ative I --, Analyst Office Assistant (Receptionist) y"II II vmcc'Assistant-II, 11 Crty Clerk Bwldmg Inspector Pennd Spaaahst ` Admirnstrative Assistant (0 5) Office'Assistant II Accounting Technician 'Accountant Director �,�t -•._ r - ,- •. — �_,-.�'•�', u eMll - CommunityCity Engineer Public Works - �II Development Dir - O erahons Mgr soGate Planner Senor Planner Senior Engineer' � �"Eng�neenng' - Maintenance ` , Techrncian Custodian -.. de Enforcement Administratwe Surface Water Maintenance Officer Assistant (0 5) Civil Engineer Program Speaalist Worker -Parks Office Assistant Offic11, e The City of Kenmore was incorporated in 1998 and currently encompasses an area of 6.17 miles The City is organized as aCouncil-Manager form of gov- ernment with an elected seven member City Council The City Council elects the Mayor and appoints the City Manager. The City Manager implements the City Council's policies and oversees all city depart Assistant (0 5) (0 5) - ments. Fire District, the City contracts with the King County Sheriffs Office for police services, and City Attorney legal services are also contracted. CHALLENGESyFACING~THE IVEW CITY MANAGER ➢ Organizational Development and Service De- livery: The City relied on a variety of contracted services in its first ten years, and following a comprehensive review of contracts, has been - shifting some services in-house, resulting in im- proved responsiveness and savings This eval- uation should continue, and as the organization matures, the City Manager will continue to con- sider what reporting relationships and organiza- tional structure will be most effective The City will also have an opportunity to consider continu- ing or changing roles in regional service partner- ships in the next several years. Economic Development: The City Council adopted a five year Economic Development Strategy in 2009 and recent implementation ac- tions include revamping the development review process, revising regulations and policies to sup- port the business climate, designing and instal- ling new street signage and banners Continued attention to business development and promot- ing local assets will be important. Business reg- istration (business licenses) will also be initiated in early 2012 Infrastructure Funding: The City has taken an aggressive role in completing significant im- provements to 1% miles of the 2 mile portion of the State Route 522 Corridor that traverses Kenmore to improve transit and business access, add sidewalks and enhance the streets - cape This has been accomplished with partner- ships with regional, state and federal agencies, and the total cost to improve the Corridor in Kenmore is fiver $87M Efforts-continue`to se- cure $19M in funding for the remaining 3/ mile segment in Kenmore, and City leaders are very involved in advocacy with the State Legislature and Congressional delegation to provide the re- quired funding. Traffic on this State Corridor is expected to increase when the SR 520 Bridge tolling begins in 2012, making safety and circula- tion improvements even more essential As with many newer cities, the City is faced with transforming an infrastructure system developed under rural standards to an urban scale The City in its first five years prepared comprehen- sive or project plans to address or meet needs or the community's vision Many of the plans would require millions of dollars to implement and as much to maintain the improvements once built The Council has become aware of this chal- lenge, even before the- economic"uncert_aihty-and-, recession began Th'e City' ounce►'Iis'ekpecfed'�' to continue discussions on funding options for ci- tywide infrastructure improvements, such as a Transportation Benefit,District..The City`s impact fee basis also needs to be reviewed The City is still determining what'Will'be the annbal`costs'of"- maintaining and rebuilding the "aging public facile- ties and infrastructure inherited on incorporation, from streets to open spaces. This may be the biggest challenge ➢ Storm Water and Urban Flooding: Kenmore's location at the confluence of drainage basins and Lake Washington, and its topography increase its vulnerability to storm water runoff, urban flooding and erosion Continuing discussion with upstream jurisdictions on development regula- tions, reviewing storm water infrastructure needs and responding to specific property situations should be anticipated. ➢ Downtown Redevelopment: Kenmore's vision for a vibrant and pedestrian friendly downtown is taking shape, even though recent economic con- ditions have affected project schedules. Signa- ture public investments in the downtown core (City Hall, King County Library Kenmore Branch, Northshore Fire District Headquarters) com- pleted in 2010 and 2011 set the stage for private development. The City has assembled 9.6 acres of downtown commercial property slated for mixed use redevelopment and has a develop- ment agreement in place IDEAL CANDIDATE PROFILE The successful candidate will be an experienced manager and leader who understands all aspects of municipal government and has an appreciation of the challenges currently facing cities He or she will be an innovative problem solver with a forward thinking A-49 approach to city development The new City Man- ager will have a proven track record of conservative budget and financial management He or she should be honest, hard-working, and approachable by citi- zens, employees and Council, and be able to estab- lish an atmosphere of trust, mutual respect, and co- operation The new City Manager will have excellent skills in working with City Council members, both individually and as a corporate body. He or she will have dem- onstrated proficiency in assisting Councils in reach- consensus and direction, and supporting the Council as policy decision makers" - Candidates will be able to organize and express ideas through excellent oral and written communica- tions to a wide variety of audiences, such as the City Council, community groups, boards and committees, county and regional forums, and the media. The se- lected candidate will be politically astute and demon- strate an unquestionable sense of integrity The new City Manager must be able to accept and support decisions in a positive manner and take a collaborative approach in providing City services. The successful candidate will have excellent organi- zational rganrzational development skills, will delegate appro- priately, and have the ability to foster a strong team environment. He or she will have a track record of implementing policies and systems to create and maintain a high-performance, customer service fo- cused, organizational culture The new City Manager will be a good listener who consistently deals well with personnel throughout all levels of the organization, and can be relied upon to serve as a mentor for those interested in personal and professional development The ideal candidate will also bring an appropriate sense of humor and a flexible "can -do" attitude to the position EXPERIENCE & EDUCATION This position requires a bachelor's degree from an accredited college or university, in public adminis- tration or a closely related -field- A Master's degree in Public Administration 'or business management is preferred Competitive candidates should have at least five to seven years of senior public sector man- agement experience, such as city manag- er/administrator, deputy/assistant or department di- rector, in a city, county, or other applicable public sector agency of similar or greater complexity and size. Any combination of experience and education which provides the applicant with the level of re- quired knowledge and abilities may be considered COMPENSATION & BENEFITS ➢ $120,000 - $145,000 DOQ (Salary under review) ➢ Medical, dental & vision - 100% paid for em- ployee, 90% medical paid for dependents ➢ Vacation (credit is given for up to five years pre- vious municipal experience) ➢ Two weeks of executive leave per year ➢ 12 days of sick leave per year ➢ 11 holidays per year ➢ Washington PERS retirement ➢ Life insurance ➢ AD&D insurance ➢ Long term disability insurance ➢ Vehicle allowance of $450 per month For more information about the City of Kenmore, please visit: hftp://www.cityofkenmore.&om/ The City of Kenmore is an Equal Opportunity Employer. All qualified candidates are strongly encour- �, ° 'aged,to,apply,- January 8;,201,2•(first review; -open-untiF filled). Applications,-supplemental°questions; ;r resumes and cover letters will only be accepted electronically. To apply on-line, go to www.prothman.com `and click on "submit your application" and follow the directions provided. - Re-' sumes, cover letters and supplemental questions can be uploaded once you have logged in. 206.368.0050 (ph) 425 270.3496 (fax) 371 NE Gilman Blvd., Ste 350 Issaquah, WA 98027 www.prothman com A-50 V- 'R D , 7 EXAMPLE OF INVITE LETTER A-51 Shaping ,our cunrn:unity .. .. , gra- s c together ;SOF iJ CA CITY -MANAGER $125,138 - $166,851 PLUS EXCELLENT BENEFITS APPLY BY July 3., 2011 (FIRST REVIEW, OPEN UNTIL FILLED) WHY APPLY? Situated on the southern tip of Puget Sound in the shadow of magnificent Mt Rainier, the City of Lacey, Washington, lies in the center of a natural paradise Freshwater lakes, miles of hiking and biking paths, several championship golf courses, and densely forested parklands provide residents with unlimited opportunities for outdoor recreation Lacey residents are highly -educated, diverse, and community involved Clean air, clean water, outstanding schools, a low crime rate, a healthy economy, and close proximity to mayor metropolitan areas make the community one of the most desirable places in the country in which to live and do business If you are interested in making a difference in a community that takes pride in its natural beauty and quality of life, and would like to lead a dedicated staff in an organization that places a -high value' on providing outstanding customer service, this is the positron for you! „ ,THE COMMUNITY 166ey is` one of the Puget Sound's most Irvabie and vibrant cities -Business enterprises from around the _ country, inclding the world's `foremost ' ouifitte_r's_t­ Cabelas, took notice of Lacey's outstanding location and high quality of life, and economic development flourished as a result. The city also maintains.a,strong and longstanding -connection to Washington State: government, with numerous state office buildings located within the downtown core and adjacent Lacey Satellite Capitol Campus - - Outdoor recreation opportunities are at residents' doorsteps, including five lakes, over 1,000 acres of parkland and open -space, the 100 -acre Regional Athletic Complex, Tolmie State Park on Puget Sound, and the 3,700 -acre Nisqually National Wildlife Preserve along the city's eastern edge. Numerous community events, including an outdoor summer concert series, Dixieland Jazz Festival, a summer community market, the Alternative Energy Fair, the Capital Food and Wine Festival, and the Lacey Spring Fun Fair are enjoyed by visitors and residents alike Lacey is also close to many cultural and professional sporting events in the Seattle - Tacoma and Portland metropolitan areas Lacey's educational opportunities are outstanding The highly -rated North Thurston Public Schools system provides educational services to students who are among the most academically successful in the region. Timberline High School was recognized by Newsweek Magazine as one of the "Top 1,500 Public High Schools in America." Samt'Martin's'linrversity, a private university located in a forested_ setting in the center of Lacey, offers graduate and ' undergraduate - degrees m, engineering, sciences, business administration, marketing, and education The Evergreen State College, which consistently receives national recognition for excellence in academic programs, offers undergraduate and graduate degrees in environmental science, public administration, *and education. South Puget Sound Community College offers a variety of two-year degrees. The University of Washington and several other regia r�al! (leges are located within an easy 30 -minute cotnmlGl�. THE CITY 'With a population of 42,393, Lacey is a vibrant city providing a full -range of municipal services, with the exception of fire services, which are provided by Thurston County Fire District No 3 The City has 251 FTE's and a total city budget of $107,432,163. City departments include Police, Parks and Recreation, -Public Works; , Community�,,,DeVelopment, . Finance, Human' Resources, Public``Affai'rs"(managed:,by"-the " Assistant City Manager), and the" City Manager's office. Additional services, such as animal services and regional wastewater treatment, are provided through, contracts, with • local agencies -and/or. through the private sector. Lacey has a Council/Manager form of government, with an elected seven member City Council The City Council elects the Mayor and appoints the City Manager. The City Manager serves as the Chief Administrative Officer for the city, responsible for the operations and management of all city operating departments and utilities. THE POSITION The City Manager is appointed by the City Council and is responsible to the Council for the proper administration of all city affairs The City Manager ' oversees the effective and efficient delivery of all city services, including finance, public safety, emergency preparedness, street maintenance and construction, traffic management, public works construction, planning, building inspection, code enforcement, parks and recreation, economic development, policy development, public information and neighborhood communications, water, wastewater, reclaimed water, and storm water services, special events, and intergovernmental relations. All department directors are appointed by and report to the City Manager The City Manager and city staff work closely with the City Council to develop policy initiatives and to ensure the implementation of the Council's goals and priorities. The City Manager prepares and presents to the City Council the -annual city budget'and,is responsible'=for the proper expenditure and monitQri_rof,all city .funds EDUCATION & EXPERIENCE This position requires a bachelor's degree from an accredited college or university in public administration or a closely related field, and a minimum of seven years of progressively responsible experience at a management or administrative level for a public sector agency, with „ a minimum of?five;,=years at, -the locabgovernmernt; level with expetiehce in contract'negotiatiohs,`�' 'oblic-�l policy, and fiscal analysis work. Any combination of experience and education which provides the applicant with the level of required knowledge and . abilities will be considered. A ,masters,degree�,in public administration-,,-=business,-administration, or a related field -is preferred COMPENSATION & BENEFITS ➢ $125,138 - $166,851 DOQ ➢ Annual Leave 21-30 days per year ➢ Holidays. 11 days per year Sick Leave 12 days per year ➢ Medical, Dental & Vision 100% paid for employee, 90% paid for dependents ➢ Life Insurance 1 times annual salary ➢ Long Term Disability ➢ Washington State PERS Retirement or equivalent contribution to individual retirement plan if opting out of PERS Social Security. city pays employer contribution ➢ City provides 3% of gross salary for deferred compensation and/or towards medical premium ➢ Professional services contract with severance For more information about the City of Lacey, please visit hftp://www.ci.lacev.wa.us/ Photos courtesy of Doug Walker, ©2090 Doug Walker' _ a The City of Lacey is an` equal' opportunity employer. All qualified candidates -are strongly •encouraged to'rv'. apply, by July 3, 2011 (first review, open until filled). To apply, please send, a letter .of interest,, resume,, completed, application 'and answers to the supplemental questions to Prothman via email at humanresources@prothman.com, fax to 425.270.3496, or mail to 371 NE Gilman -Blvd., -Suite 350, Issaquah, WA 98027. A complete position profile and application materials can be found at www.prothman.com. 206 368.0050 {ph} 425 270 3496 {fx} -PR0TW&MN 371 NE Gilman Blvd, Suite 350 Issaquah, WA 98027 humanresources@prothman com www prothrr*-c6Z Ralph Andersen &Associates April 10, 2012 Mr. Bob Coons �r.�,� r ,�.Iuman,�esources Manager City'of Port Angeles 321 East 5th Street Port Angeles, Washington 98362 Via'Email: bcoonsncityofpa.us -- - Dear Mr. Coons: Ralph Andersen & Associates is pleased to submit this proposal to conduct an executive search for the position of City Manager for the City of Port Angeles. We would be delighted to work with the City and look forward to refinement of this work plan to suit your specific needs. The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the back- ground, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 40 years. With the reputation of Ralph Andersen & Asso- ciates you will have the opportunity to consider candidates located throughout the nation. We have presented a comprehensive proposal with a sample of our work to support our profes- sional achievements in the area of executive search. We are committed to presenting a talented pool of candidates and our record of placements strongly supports this. We would be pleased to personally present the firm's qualifications upon notification. We look forward to your favorable consideration. Respectfully Submitted, Vice President ` ;`7"Yln 916,63f, 4,,,66 1 ak 016,, i.6, Sgt; V"'A" • • • • Ralph Andersen &Assaclates April 10, 2012 Mayor Cherie Kidd � y f:;zind'MemberS :oA-..tll�.. iiy�ty,'Cou cjl}' .� `x:i �_ •�",,., v . ,.. ,s5,` .-s';r?i., ^n.�..--,<�>{! _ i"-':.'tea-�,Th>i, t�4`.c.�t :`...n S�:r°j45+`.L;yi-i City of Port Arigoles " . , • ~. , : t° w. 321 East 5th Street Port Angeles, Washington 98362 C1Dear Mayor Kidd"and`1VI'embers'of`the`City .rt tr as v , 3 - .-. �i. • , ...t:» .rc s . -. 1s -l' - _ Ralph Andersen & Associates is pleased to submit this proposal to conduct an executive search for the position of City Manager for the City of Port Angeles. A sample of a recently completed city manager recruitment brochure has been included for your further reference and review. We have recently been retained to conduct a search in the Pacific Northwest for a new Executive Director for the North East King County Regional Public Safety Communication Agency (NORCOM). NORCOM is a dynamic public safety communications center serving police, fire, and emergency medical service providers in northeast King County. Why Choose Ralph Andersen & Associates? Ralph Andersen & Associates has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 40 years. We are a national search firm with our corporate office located in the Sacramento Area (Rocklin), California. With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi -disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the eval- uation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our net- work of professional contacts, we address outreach from a wide variety of perspectives -and find unique ways to identify and recruit the best and brightest. Executive Sunihi' " y Attracting top: talent has' never,,:been more complex'and` Ralph Andersen & Associates is highly qualified -to assist the City -of Port Angeles with recruiting its new City- Manager. We have con - ducted more successful executive recruitments than any other firm in California since 1972. From helping you to create a competency -based interviewing framework for your new City Manager to assessing candidates and attracting top human capital, our search professionals offer • an unparalleled depth of experience, national reach, and industry knowledge. �QN, l �h 97f, 'C6 vi; I'O,. ,' 111 '55 Cit), of Port Angeles Page 2 • The City has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new City Manager. In particular, the City of Port Angeles is seeking a firm with the national reach and professional experience to clearly assess your organi- zational needs and formulate a strategy to deliver, results. _ • w At Ralph Andersen & Associates, we believe that gaining a complete understanding of our cli- ent's specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the -candidate's desired skills and experience.as well,as the critical "soft skills" related,to tempera ment, personality, management philosophy and other factors that will ultimately determine the candidate's "fit" with the organization. We therefore begin each search by working closely with your leadership, stakeholders, staff, and when appropriate, your community to ensure a complete picture of the desired candidate pool is developed. Our team -oriented approach matched with this 360 degree perspective means we en- sure that a complete understanding of the organization's mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position. We understand that the City Council expects aggressive, personalized outreach to identify a di- verse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with fully detailed profiles of the desired candidate's characteristics and build a recruitment strategy that is tailored to meet the City of Port Angeles's specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a diverse and highly qualified group of candidates. Relevant Search Experience Ralph Andersen & Associates conducts a wide array of searches in the public sector, including key executives in local government — City Managers. Our experience spans populations of all sizes, from the largest in the country to small and mid-size municipalities. Below is a listing of related recruitments conducted or in -progress by Ralph Andersen & Associ- ates since 2005. O Alexandria, VA —'City Mdndger'(20f 1), r - O Beverly -Hills, CA —,City Manager,(201,0),t, ­ O Carson, CA — City Manager (2010) . . O Ceres, CA — City Manager (2005)- O Chico, CA — City Manager (2007) O Corte Madera, CA — Town Manager (2006) • V Davis, CA — City Manager (2010) A-56 • Cit}) of Poet Angeles Page 3 • El Campo, TX — City Manager (2010) • Flagstaff, AZ — City Manager (2007) '• " Folsom, CA City°1Vlariager (2006) • Grass Valley, CA — City Administrator (2007) • Green River, WY — City Manager (Recently Awarded) • Greensboro, NC —City Manager, (Current Search)' Healdsburg, CA —Assistant City Manager (2006) • Indio, CA — City Manager (2010) • Los Angeles, CA — City Administrative Officer (2008) • Manhattan Beach, CA — City Manager (2010) • Maricopa, AZ — City Manager (2007) • Murrieta, CA —City Manager (2007) • New Braunfels, TX — City Manager (2005) • Oakland, CA City Administrator (2011) Interim City Administrator (2011) • Pacific Grove, CA — City Manager (Background) (2008) • Petaluma, CA — City Manager (2007) • Port Hueneme, CA — City Manager (2006) • Portola Valley, CA — Town Manager (Current Search) • Rocklin, CA — City Manager (2010) (Sample Brochure Attached) • Ross, CA — Town Manager (Current Search) • Rossmoor (Golden Rain Foundation) — Chief Executive Officer (2007) • San Bernardino, CA — Interim City Manager (Backgrounds) (2008) • Sausalito, CA — City Manager (2007) Shenandoah, TX — City Administrator (2005) , x4" • Tehachapi, CA — City Manager (2008) • Tiburon, CA — Town Manager (2006) • Ukiah, CA — City Manager (2007) • Upper Arlington, OH — City Manager (2011) A-57 City of Port Angeles Page 4 Project Staffing The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any give ri're''cruitment. Ralph,Andersen & Associates',search professionals are acknowledged leaders in the field and possess a broad range of skills and expe- rience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought--to-bear on our cli-• Brits' behalf. ,. .,.. - The City of Port Angeles will have Mr. Doug Johnson as the Project Director. Assisting Mr. Johnson (if needed) will be the following key members of our Search Team: Cir)) o f Port Angeles Page S • Mr. Robert J. Burg — Mr. Burg is the Executive Vice President of Ralph Andersen & Associates. As a senior executive, his area of concentration is: on executive search -and .management consulting. His client base; as, a5 retained -consultant-and high -level -advisor, is focused on all facets of government, non=profit and private enter- prise. Mr. Burg has a total of 33 years of experience in the area of government, and brings those years of experience and intuition to the recruiting process to accurately identify city manager quali- ties/competencies important to City of Port Angeles. Mr. Burg has a Bachelor of Arts degree in Economics and a Masters of Business Administration, both from the University of Miami. Mr. John Goss, Former City Manager — Mr. Goss is a Senior Consultant with Ralph Andersen & Associates and a former local government executive. He is the former City Manager of the cities of Alameda and Chula Vista, General Services Director for the City of Oakland, and Assistant County Administrator for San Bernardino County. With over 40 years of local government expe- rience, he has experience in every facet of city government. Mr. Goss is highly regarded as an innovative manager with significant experience in the area of community development, economic de- velopment and redevelopment. Mr. Goss is a prior recipient of the Mark E. Keane Award of Excellence presented through the International City/County Management Association. Mr. Goss earned a Bachelor of Arts in Policy Economy from Fresno State and a Masters of Public Administration from the University of Southern California. Paraprofessional and support staff will provide graphic design, research, and administrative support on recruitment assignments. These staff include: Ms. Brianna Ham, Mr. Jeff McMurdo, Ms. Diana Haussmann, Ms. Tiffany Taylor, and Ms. Teresa Heple. Summary of Our Search Process The successful search process relies heavily ,on person-to-person contact to identify .outstanding ; potential candidates, and, in the evaluation phase, to gain a complete understanding -of the back-, :, ground, experience, and management style of the top candidates. The executive recruitment „- techniques • used by Ralph ,Andersen &-Associates have been developed and used, successfully with hundreds of clients for more than'40 years. We feel that the key elements of the search process, which can be tailored to fit the specific needs of the City of Port Angeles, should include: • Developing a comprehensive position profile based upon information obtained in meet- ings with the Mayor and City Council. Also, and if desired by the City Council (strongly recommended by Ralph Andersen & Associates), an introductory meeting with the City's Department Directors would also be conducted. A-59 City o f Port Angeles Page 6 • • Extensive personal outreach, in-person and via telephone, to qualified candidates within Washington, the Western Region, and selectively throughout the nation. ; `r `" ,• A marketing strategy supplement,the extensive � candidate identification process, use the Internet;arid also' uses professional contacts throughout Washington and the Western Region. • A screening,process that narrows the- field of candidates to those that most closely match ; the, needs of the,Gity-an d -is, -based on extensive reference checks and telephone.,interviews..- with• the top candidates::: • Delivering a product in the form of a search report that recommends the top group of candidates and provides the decision -makers with detailed information about their back- grounds and experience. • Assistance during the interview and selection process and in the negotiation of a compen- sation package. Search Work Plan This section describes the usual steps in the search for a new City Manager for the City of Port • Angeles. Task 1— Review Project Management Approach The Project Director, Mr. Doug Johnson, will meet with the Mayor, City Council, and others, as appropriate, to discuss the project management for the search. The discussion will include a re- view of the work plan, confirmation of timing, and communication methods. Task 2 — Develop Position Profile The -position profile for the City Manager is the guide for the entire search process. Please refer to 'the attached sample submitted with this, Proposal. The development of the profile includes ` the collection of technical information and recruitment criteria. Technical Information r ' Mr. Johnson-will'meet'withthe Mayor and"City Couricil-to`gain'ari"ttriderstaiYding" of the ks„ experience and professional background requirements desired in the City'Manager. These meetings will also help the search consultant gain an understanding of the work environ- ment and the issues -facing the City of Port Angeles. ; Recruitment Criteria The recruitment criteria are those personal and professional characteristics and experi- • ences desired in the City Manager. The criteria should reflect the goals and priorities of A-60 • City of Port Angeles Page 7 the City of Port Angeles. Mr. Johnson will meet with key staff in the City, and others as appropriate, to facilitate the identification and articulation of that criteria. Subsequent to the development and, adoption of the candidate profile, the technical, in-,, f6 I", and'-recruitment criteria 'will be` �docunzented 'in ari' infor`matiori brochure 'pre-' • pared by the search consultant. The brochure will be reviewed by the Mayor and City Council in draft format, revised as appropriate, and published for use throughout the search. . :* Task- = Outreach and Recruiting This task is among the most important of the entire search. It is the focus of the activities of the search consultant and includes specific outreach and recruiting activities briefly described below. Outreach An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as the International City/County Management Association (ICMM), Association of Washington Cities, and other professional publica- tions. Specific Internet sites related to government will be used, including Careers In Government, as a method of extending the specific outreach in a short period of time. Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates' home page, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on- going basis. Candidate Identification Ralph Andersen & Associates will use their extensive contacts to focus the recruiting ef- fort. In making these contacts, the Search Team will target those individuals who meet the criteria set by the Mayor and City Council. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be con- tacted directly to discuss the position and to solicit their interest in being considered. Both the outreach and recruiting activities will result in applications and resumes from in- terested candidates: knowledge As'they are received, resumes will be, acd and candidates. will be advised of the general timing of the search process. The following tasks 'involve the actual selection process, once all resumes have been received. "Task 4 — Candidate Evaluation This task will be conducted following the application closing date. It includes the following spe- cific activities: offis City o f Port Angeles Page 8 • Screening All of the applications will be carefully reviewed. Those that meet the recruitment criteria ,.,,,,and minimum., qualifications will be identified and subject to a more detailed evaluation.. . �"�< <.�•! ��1; r i •." ` fT,r; , -- • i'•".2 `.. •+•r�'-.^ -^ �, .; '•.�t<.�, �,�,.�r �+'iii• ` `-J•, : .� s Y. ',-,,,,This evaluation -will include consideration of such factors as pro�;•fessional", exper: � ience-,'an,•_ ` d•• -•;..: {h' „ size and complexity of the candidate's current organization as compared to the candidate profile. - Preliminary'Reference Review - Mr. Johnson, Project Director; will -conduct preliminary reference reviews for, those, can- didates identified as the most qualified as a result of the screening process. Direct contact will be made with a limited number of references to learn more about the candidates' ex- perience, past performance, and management style. Conduct Interviews Mr. Johnson will conduct phone interviews with the top group of candidates identified through the screening and preliminary reference review processes. The interviews are ex- tensive and designed to gain additional information about the candidates' experience, management style, and "fit" with the recruitment criteria. The screening portion of the candidate evaluation process typically reduces a field of ap- plicants to approximately eight (8) to ten (10) individuals. Those individuals will be re- viewed with the Mayor and City Council prior to proceeding with the individual inter- views. Task 5 — Search Report After completing Task 4, the search consultant will meet with the Mayor and City Council to re- view the search report on the six (6) to eight (8) top candidates. The report divides all of the can- didates into three groups including 1) Highly Qualified; 2) Qualified; and 3) No Further Interest. The search report will include resumes for candidates in both the highly qualified and qualified groups. The results of reference reviews and interviews will be provided in writing. From this - meeting will come a confirmed group of finalist candidates (typically 6). Task'6 ` Selection } The final selection process will vary depending upon the desires of the Mayor and ,City Council. ; i' -The typical,'seryices -provided -by °Ralph, Andersen &-Associates,in-the,selection -process•are 'scribed briefly below: • The Project Director will coordinate the selection process for the finalist ,group of candi- dates. This includes handling the logistical matters with candidates and with the City. • The support staff of Ralph Andersen & Associates will prepare an interview booklet that • includes the resumes and candidate report (with interview comments, reference checks and other relevant information about the candidates). In addition, the booklet will contain A-62 0 City of Port Angeles Page 9 suggested questions and areas for discussion based upon the recruitment criteria. Copies of the interview booklet will be provided in advance of the candidate interviews. •�',�',The'Projedtl,'�Director will -attend the -interviews -40, assist the City �through4he,selectiori4.'+,&*;vk: process. This assistance will include 'an 'initial" orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Verifications- will be made on the top candidates and will include education verifications, Department of Motor Vehicle check, wants .and warrants, civil and criminal. litigation search and credit check. The results of these verifications will be discussed: with: the ._ Mayor and City Council at the appropriate time. As needed, the Search Team is available to provide assistance to the Mayor and City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection deci- sion. Task 7 — Negotiation The Search Team is available to assist the City in negotiating a compensation package with the selected candidate. This may include recommendations on setting compensation levels. Additionally, Ralph Andersen & Associates will prepare a draft employment agreement and work with the City's Legal Counsel on the finalization of this document. Task 8 — Close Out After the City has reached agreement with the individual selected for the position, the Project Di- rector will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone. Ralph Andersen & Associates' Guarantee Ralph Andersen & Associates offers the industry -standard guarantee on our search, services. -If Within .a one .year period, after appointment the City..Manager resigns; or,.is.,dismissed, for cause,_.-, we will conduct another search free of all charges for professional services. The City of Port An- geles would be expected to pay, for the reimbursement,of, all,incurred costs. References At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to • the professionalism of our services. We would be pleased to provide references upon the City's interest to proceed. A-63 City of Port Angeles Page 10 is Cost ,The,,professional services e o,perfonn, this search will, be a-fixed.fee.of $25,000 for combined Y :5 :�.,=„_ ,;professional services and -expenses (excludi4 travel). Due to therre'mot&tocation-andjbe cost.oft travel, actual travel expenses (air fare and car rental) will be billed to the City.. This pricing structure assumes the following: _. Verifications and --Ba— troiirid§'`Ufl=-the top two candidates including reference 'checks. 'Should the City C'ddii `ff-'desire f6"conduct verifications on more than two candidates, pro- fessional costs and expenses will be billed in addition to the above stated amount. • Three (3) trips throughout the process (Trip #1 -Kick-off meetings/Development of Bro- chure; Trip #2 -Review of Candidates after closing date; and Trip #3 -Finalist Interviews). Should additional trips be required, standard hourly billing rates and incurred travel ex- penses will be billed to the City of Port Angeles. Ralph Andersen & Associates will bill the City in four equal installment payments. Payment will be due as follows: Payment #1 — $6,250 due upon contract execution; Payment #2 — $6,250 due upon completion of the recruitment profile (brochure); Payment #3 — $6,250 due upon presenta- tion of resumes after the closing date; and Payment #4 — $6,250 due upon selected candidate's acceptance of an offer. The City will be responsible for all candidate expenses related to on-site interviews, in- person screening interviews (if desired) for selected finalist candidates, and the cost of trav- el (air fare and car rental). Project Timing Ralph Andersen & Associates will complete an expedited search within 75 — 90 days (or less) from the execution of the agreement to the presentation of candidates. Negotiation with the top candidate will take an additional week or two after finalist interviews. We are prepared to begin this search upon verbal notification to proceed. A brief overview of the recruitment schedule over a 12 week period of time is presented on the following page. A-64 • • City o f Port Angeles Page 11 Project Timeline Month 1 Month 2 Month 3 Month 4 Week Week Week Week 4 '• " 2 3 4 9 2 3. 4 1 2 3 4 1 " f2 '3 $i . 4 Search firm selected Consultant evaluates organization, po- sition criteria established Candidates identified and screened - Consultant interviews and conducts preliminary reference checks Consultant recommends candidates, client se- lects finalists for interview Client -candidate interviews Preferred candidate selected, negotiations City Manager hired New City Manager begins Should you need any additional information or desire an in-person presentation, please feel free to call Mr. Johnson at (916) 630-4900. Respectfully Submitted, Ralph Andersen & Associates A-65 rs.", ,. iii �.s-... ,,r.1 ,.,.rr_ ,.. ,s. v tt•. —,;nu, .*�..,, ....;�.,-}:_—.. CITY OF PORTANG-ELES., ..5`r t i•Ci'Ytk't•V , � v � - . n .. � . � .. .. r , -_ - �. �.' , . v .- *_ 'a 141V ` R.. r v �. � n T � � . , , 1 v r , r , .^ a _- ;_,. WASHINGTON -, Response to Request for Qualifications RE: City Manager Recruitment Prepared by Paul Wenbert, Western Regional Manager, Slavin Management Consultants, April 7, 2012 SI A" N MANAGEMENT CONsuTTANTS " 7828 E. Red Hawk Circle, Mesa, Arizona 85207 w" 480-664-2676 pwconsulting@cox.net www.slovinweb.com l • 0 • • April 7, 2012 _ Mr. Bob Coons Human Resources' Manager: Sent via e-mail to: bcoons@citvofoa.us Dear Mr. Coons: Slavin Management Consultants is pleased to submit this proposal to conduct the executive search for Port Angeles' next City Manager at a cost of $13,940 plus expenses. Slavin Management Consultants (SMC) operates a national practice from its home office near Atlanta, Georgia, and also has consultants in California, Oregon, Arizona, Texas, Ohio, Michigan, Connecticut, and Florida. With its extensive national network, SMC is confident in its ability to secure a group of outstanding candidates from throughout the nation that would be a good fit for the City. Mr. Paul Wenbert will serve as project manager on this assignment. After a 30 -year career in city management including 13 years as a city manager, Mr. Wenbert joined SMC in 2007 as its Western Regional Manager. He has conducted many searches for SMC for jurisdictions as small as Wyoming, Ohio, (8,400 population) to as large as Phoenix, Arizona, (1.4 million population). Mr. Wenbert will be assisted on this assignment by Mr. Bob Slavin and Mr. Ed Gallagher. Having conducted more than 750 executive recruitments including more than 250 city manager searches throughout the United States, Mr. Slavin is among the most experienced local government management recruiters in the country. Mr. Gallagher has 20 years of state and local government management experience in Washington and Oregon and also served as an Assistant Vice President for the Weyerhaeuser Company. u Thank you for the opportunity to s'bmif fhisf propbsal. Please contact m'e' at.480-664- 2676 if you have any questions about this proposal. Sincerely, culenbert Western Regional Manager 7828 E Red Hawk Circle I Mesa, Arizona 85207 1 Ph: 480.664.2676 1 Cell: 480.444.9512 1 pwconsulting@cox.net A-67 TABLE OF CONTENTS SECTION I. ABOUT SLAVIN MANAGEMENT CONSULTANTS.................................................1 SMC - SMC Staff Assigned to this Project...................................................................... 2 SMC's Results-Oriented.Process.......................................................................... 3 .,... r," City%County,Manaderearches Conducted' 6 ' " Firm Contact Information.....................................................................................7 SECTIONII. WORK PLAN.............,...........................................................................................8 SECTION III. GUARANTEES...........,.........................................................................................10 SECTION IV. PROJECT SCHEDULE.,.........................................................................................12 SECTION V. PROJECT COST...................................................................................................13 SECTION VI. REFERENCES............"..........................................................................................15 0 ACCEPTANCE/SIGNATURE...............................................................................17 APPENDIX About Project Staff.......................................................................... Partial Client List........................................................... Minority and Female Placements ............................. Sample Recruitment Profile ........................................ Urbandale Register Article .A-1 B-1 C-1 ............................... D-1 1�1 Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Table of &rTt • SECTION I—ABOUT SLAVIN MANAGEMENT CONSULTANTS • Slavin Management Consultants (SMC) was formed in 1991 and is incorporated in the State of Georgia. SMC operates a national practice from its home office near Atlanta, _....Georgia.._.The-,principal..and-•only_ stock -holder, of the firm. is,.Rober_t E. Slavin. -Mr. Slavin.. _ _. •_ ,k. , ; has extensive experience as a local government manager, an executive recruiter and a management consultant. In addition to the home office staff, SMC has consultants in Ann Arbor, Michigan; Cincinnati, Ohio; Dallas, Texas; Hartford, Connecticut; Key West, . Florida;, La Quinta, and, smanI dttan Beach, .California;,Mesa,.'Arizona;, and_?ortland.. Oregon.- As ,one of the -only, national public sector -executive -recruiting -firms .in,,the country, SMC is confident in its ability to secure a group of outstanding candidates from throughout the nation that would be a good fit for the City. SMC provides high-quality consulting services to state and local governments, health care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice areas include executive recruitment, pay and classification, performance appraisal systems, and organizational development and training. SMC has conducted successful assignments for hundreds of public sector organizations nationally and received many accolades for its work. Slavin Management Consultants is in excellent financial condition. The company is profitable, is current with all of its accounts, and has no debt. SMC has never been sued and is not aware of any pending legal actions against the company. Slavin Management Consultants •Proposal to Recruit Port Angeles, WA City Manager •Page 1 1 A-69 SLAVIN MANAGEMENT CONSULTANTS ORGANIZATIONAL CHART 0 Rqb? ra E .Slavin President Janet Fisher e Office Administrator Executive Search Human Resources Division Division Robert E, Stavin Jill Pylant Managing 1`3naaging Senior Consultant ConsultantHd Consultant Kim Warren George Goodman Randi Frank Western Regional Senor Consultant Senior Consultant ,Josie .iohnson Manager Phil Sutton Hd Paul Wenbei Senior Consultant Calif. Recruitment Consultant Manager Julio Aveal nager Sandra Neuman Dan Walsh Senior Consultant H I Managing Dave brings Consultant Rod Wood Consul ant Managing John Stavin Consultant Ed Gallagher SMC STAFF ASSIGNED TO THIS PROJECT Mr. Paul Wenbert will serve as project manager on this assignment. After a 30 -year career in city management, Mr. Wenbert joined SMC in 2007 as its Western Regional ,-M`anager. • He- has conducted many searches for jurisdictions -as -small as Wyoming, -Ohio (8,400 population) to as large as Phoenix, Arizona (1.4 million population)., During his city management career, Mr. Wenbert was responsible for supervision of a $470 million budget and 1,100 employees as Deputy City Manager for the City of Mesa, - Arizona. Mr. Wenbert spent 13 years of his career as a city manager. Mr. Wenbert has an extensive nationwide professional network based on his 25 years of involvement in the International City/County Management Association (ICMA) which includes serving Slavin Management Consultants •Proposal to Recruit Port Angeles, WA City Manager *Page)2 A-0 • w on the ICMA Board and chairing 3 ICMA Committees. Mr. enbert has a significant local government management network throughout the country including the Pacific Northwest largely due to his involvement in ICMA. ;SMG.President B'ob, Slavin,.will .provide proje_ct,:oversight and. support to; M[:,W.enbert ,on,:....,:....,this project. Mr. Slavin is among the most experienced recruiters of local government managers in the nation. He has a strong and proven commitment to providing exceptional recruit ment. ser -vices to public agencies and has received many accolades _ supporting this work._ Mr. Slavin has.conducted. or ,assisted in the ,condu,ct of.mor_e than 111,w. _ ... 750 successful executive searches:throughout his career. - Mr. Ed Gallagher will also be involved on this assignment. Mr. Gallagher has 20 years of state and local government management experience in Washington and Oregon including serving as the Director of the Office of Community Solutions for the Oregon Governor's Office. Mr. Gallagher's career highlights include serving as Community Development Director for Clark County, Washington where he managed a staff of 150 at a time of extremely rapid growth which included adoption of the Urban Growth Plan. Mr. Gallagher was also an Assistant Vice President for development projects in Oregon and California for the Weyerhaeuser Company. In all of Mr. Gallagher's positions, he was responsible for executive recruitments for senior level staff. Additional information about SMC staff assigned to this project is included in Appendix A. SMC'S RESULTS -ORIENTED PROCESS SMC uses a "critical path" search process which allows its clients to focus their attention on the selection process rather than on identifying, recruiting, screening, and evaluating candidates. The best prospects are typically happily employed and do not respond to advertisements. These people need to be found and encouraged to become candidates. They are understandably reluctant to apply for positions when their application could become a matter of public information prior to being assured that the client is interested in their candidacy. SMC has a proven track record of aggressively pursuing these types of "happily employed" candidates to encourage them to submit their applications, as,evidenced,by the newspaper article -at the end of_ the Appendix. SMC's approach to this assignment will reflect the unique qualities of Port Angeles, and it will honor the confidentiality of candidates to the extent permitted by Washington law. SMC would like the City of Port Angeles to consider SMC's unique qualities and approach identified below that help to distinguish it from other public sector recruiting firms. Slavin Management Consultants *Proposal to Recruit Port Angeles, WA City Manager •Page 3 A-�1 While SMC is proud of its results -oriented approach of focusing on the'practical aspects of filling positions in a timely and cost-effective manner, SMC realizes that process is important as well. For example, Port Angeles' City Manager recruitment profile and advertisement will be viewed by thousands of local government professionals throughout the nation. This provides an excellent opportunity for Port Angeles to market itself and increase its visibility within the local government management profession. • Slavin Management Consultants *Proposal to Recruit Port Angeles, WA City Manager *Page)4 A-2 • • it , SMC is results -oriented. Once the recruitment profile is approved b the City,' p pp Y Y SMC will "lock" into the profile's criteria and carefully identify, recruit, and evaluate candidates who meet the City of Port Angeles' criteria. SMC does not simply bring forward candidates it already knows. •" SMC is committed to complete client satisfaction. SMC's successful placement- - - oriented approach will ensure that the project work is practical, realistic, and timely and that it has the full commitment and support of the client so that a successful placement occurs. • -SMC makes use of resources that go beyond "Google" searches to -conduct- r - background checks of potential candidates. In addition and fairly unique to this industry, SMC visits finalists' work sites prior to client interviews to learn first-hand about candidates' management style and work performance. • SMC are leaders in the executive search field having conducted more than 750 public sector executive searches throughout the nation (see Appendix B for partial list). • SMC's methodologies are state-of-the-art and include advertising in traditional publications, websites, and use of SMC's large resume data base to generate quality applicants. • SMC's style is interactive in that it builds a partnership with its clients. • SMC uses discount airfares and makes multi -client trips whenever possible to reduce expenses to its clients. • • SMC are experts in EEO/AA recruitment. Approximately 25 percent of its placements are females and/or minorities. • Every search that SMC has conducted has resulted in a selection from among its recommended group of candidates. SMC's experience includes large and small organizations and chief executives and subordinate -level positions. More than 95 percent of SMC's placements have remained in their clients' positions for more than five years, and the guarantee (see Section III) of redoing the search due to the candidate leaving during the first 2 years of the new position has occurred only twice out of more than 750 searches. SMC has established this enviable track -record due to its extensive research at the beginning of each assignment about the client and the position to be filled that helps SMC identify candidates that are a good fit for the position. This candidate fit is further verified' through'extensive background checks and visits'to finalists' work sites.' While SMC is proud of its results -oriented approach of focusing on the'practical aspects of filling positions in a timely and cost-effective manner, SMC realizes that process is important as well. For example, Port Angeles' City Manager recruitment profile and advertisement will be viewed by thousands of local government professionals throughout the nation. This provides an excellent opportunity for Port Angeles to market itself and increase its visibility within the local government management profession. • Slavin Management Consultants *Proposal to Recruit Port Angeles, WA City Manager *Page)4 A-2 • SMC will produce a quality recruitment profile document that markets Port Angeles in a positive light (see Appendix D for example of SMC recruitment profile). In addition, the "customer service" approach that SMC employs in dealing with prospective candidates_..wilI also . reflect .- positively on Port Angeles ,,,SMC is, .,as,, prowl,. of -its : responsiveness'to candidates as it is to its clients. • • Slavin Management Consultants *Proposal to Recruit Port Angeles, WA City Manager •Page 5 A-13 CITY/COUNTY MANAGER SEARCHES CONDUCTED SMC has completed more than 250 city and county manager searches throughout the nation. The following are city and county manager searches that SMC has conducted in the last 4 years. CLIENT POPULATION YEAR SEARCH Amberley Village, OH 4,000 2011 Village Manager Archuleta, CO 13,000 2008 County Administrator Aurora, CO 314,000 2010 City Manager Branson, MO 6;000 2008 City Administrator- dministrator•ar Cary, , NC ° , - - _ 116,000 2009 - Town;Mana er , Cass, MI - 51,,000 2011 Count Adm/Controller Corpus Christi, TX 285,000 2011 City Manager East Point, GA 40,000 2009 City Manager Escambia, FL 300,000 2008 County Administrator Fort Myers, FL 57,000 2007 City Manager Franklin, TN 58,000 2008 City Administrator I nn, GA 76,000 2010 County Administrator reenville, NC 85,000 Current City Manager ulf Shores, AL 9,000 2008 City Administrator Hardeeville, SC 3,000 2011 City Manager Independence, KS 10,000 2010 City Manager Iowa City, IA 65,000 2010 City Manager Longmont, CO 87,000 2012 City Manager Mansfield, MA 23,000 2009 Town Manager Newark, DE 29,000 2008 City Manager Norwich, CT 36,000 2008 City Manager Peoria, IL 183,000 2011 County Administrator Prince William, VA 402,000 2010 County Executive Officer Rock Hill, SC 67,000 2010 City Manager Seminole, FL 409,000 2011 County Manager nellville, GA 18,000 Current City Manager St. Joseph, MO 76,000 2011 City Manager Statesboro, GA 26,000 2008 City Manager Corm Lake, IA 12,000 2009 City Manager uwanee, GA 15,000 2008 City Manager azewell,,IL 1,31,000 - n Current Count ;.Administr,ator Urbandale, IA 38,000 2009 Cit• Mana err Venice, FL 21,500, 2012 City Ma a er West Des Moines, IA 57,000 2011 City Manager, Whitfield, GA - 92,000 2007 County Administrator Wichita, KS 360,000 2008 City Manager Windham, CT 24,000 2009 Town Manager omin , OH 8,000 2011 City Manager Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page)6 A-4 is Vr � tr-w my is . FIRM CONTACT INFORMATION The following individuals will serve as the primary contacts for this project. Project, Manager •... z. _ _ F . . Paul Wenbert Western Regional Manager Slavin Management Consultants "7828 E.'Red Hawk -Circle Mesa, Arizona 85207 - 480-664-2676 - work 480-444-9512 - cell pwconsulting@cox.net Other Professional Staff Edward F. Gallagher Managing Consultant Slavin Management Consultants • 3300 N.W. 185th #204 Portland, Oregon 97229 503 -577 -0625 -cell mpgnorthwest@gmail.com Robert E. Slavin President Slavin Management Consultants 3040 Holcomb Bridge Road, Suite A-1 Norcross, Georgia 30071 770-449-4656 - work 678-296-0848 - cell 770-416-0848 -- fax slavin@bellsouth.net • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page 7 A-�5 SECTION II—WORK PLAN • SMC will use a proven and comprehensive seven -step work plan to complete this project as follows: 1 Develop recruitment -profile> 2. Recruit,qualified candidates; 3. Submit written progress report on semi-finalists to client; 4. Conduct background investigations/site visits on finalists; 5. Assist client in interview and selection process; Facilitate employment of,selected,candidate; and 7. Conduct follow-up with client after candidate has been employed. Each step of this work plan is described below. 1. Develop Recruitment Profile SMC will meet with the Mayor and City Council Members and Department Directors to learn about the City's needs and culture. Also, SMC will provide options for additional external and internal stakeholder involvement. Finally, SMC would appreciate receiving a guided tour of the community. These meetings and tour as well as independent research conducted by SMC about the community and position will help SMC determine the unique challenges to be managed by Port Angeles' next City Manager. This will allow SMC to accurately describe the desired professional and personal attributes that top candidates should possess. Once SMC has gained sufficient information, it will prepare a draft recruitment profile and review it with the Mayor and City Council to obtain their approval. The profile will include information about the Port Angeles community, City government, issues and opportunities to be managed by the next City Manager, and the job requirements and selection criteria. 2. Recruit Qualified Candidates SMC will•utilize the following resources to conduct a national recruitment for qualified candidates that -meet -the job specifications and.selection criteria for the position: ' SMC's database of candidates; • -SMC's,pi•ofessiohal,ioc'al-government management n'e'twork; `- f, - -� - - - -" • Advertisements in national professional print publications and websites and regional publications as appropriate; and • Sending the recruitment profile to persons who have the requisite experience for the position. • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page 8 A- 6 • 3. Submit written progress report on semi-finalists SMC will submit a written progress report on the semi-finalists and meet with the client to discuss this report. Typically 10-15 semi-finalists are included in the progress report. The progress report will summarize each semi-finalists' experience andleducation. The ; report will also include a screening of semi-finalists against the selection criteria and job requirements contained in the recruitment profile. This screening will be based on: • a revieWof resumes and, cover letters; • SMC's phone interviews of semi-finalists; • semi-finalists' responses to a supplemental questionnaire that provides additional information about semi-finalists' management styles, writing skills, and how closely their experience relates to the selection criteria and job requirements in the recruitment profile; and • SMC's knowledge of semi-finalists' work performance and the quality of the organizations and communities in which they have served. The progress report will also include the semi-finalists' current salary. At SMC's meeting • with the client, the client will select the finalists to interview using SMC's candidate ranking forms if desired. Typically five finalists are interviewed. 4. Conduct background investigations /site visits on finalists C7 SMC will conduct background investigations and site visits on the finalists. In order to better assess the finalists' management style and interpersonal characteristics, SMC will personally interview each in his or her present work environment while protecting the finalists' confidentiality. SMC will closely examine each finalist's experience, achievements, management style, and interpersonal skills in relation to the recruitment profile's selection criteria. SMC's background investigations include detailed and extensive reference checks which cover a minimum period of ten years. SMC will interview the references provided by the finalists as well as others who can evaluate ,the candidate's job performance. The- background work- also includes investigation -to the _maximum aextent•,permitted under federal law of finalists': - • criminal and civil court records; • credit history; • driving records; and • college degrees. Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page)9 A-7 At the client's option, SMC car) arrange for assessment centers and/or psychological • (or similar) testing of the candidates. These optional items will result in additional cost to the client. SMC will provide a report to the client about these background checks .and,site.,visits.: 5. Assist client in interview and selection process SMC will assist the client in developing the interview process . based on SMC's knowledge. of best practices and will provide,a.list ofinterview questions for.the.client's _ _..., consideration. SMC will contact -the finalists to inform them of interview, schedules and,, other logistical details, and SMC: will be present during the interviews. Finally, SMC, will, s notify all unsuccessful candidates of the final decision reached. 6. Facilitate employment of selected candidate SMC will provide information about trends in employment, employment agreements, and relocation expenses to the client. SMC will also facilitate negotiation of the selected candidate's compensation package. 7. Conduct follow-up with client after candidate has been employed SMC will follow-up with the Mayor and the new City Manager six and twelve months • after the selected candidate has been employed to evaluate the success of the placement. SMC will assist in any adjustments that may be necessary. SECTION III—GUARANTEES SMC provides a comprehensive set of assurances and guarantees to clients that include: • A commitment to excellence. SMC guarantees that the selection process and placement will be of high quality and successful. To accomplish this, SMC will continue -to work with the client until a satisfactory candidate is selected and accepts employment; • SMC guarantees its work and will redo the search if the position is vacated, for, - any reason, within two years of, the employment date of a SMC recommended candidate; in this event, SMC will` -charge the client only for its out-of-pocket expensesto, redo the, sear,ch,(no,professional,fees will.be,charged);,, • SMC will never actively recruit any candidate who SMC has placed nor will SMC actively recruit any employee from a client organization for at least two. years. from the completion date of an assignment; • SMC will properly handle any and all media relations. Unless otherwise directed, it is SMC's standard practice to tell all media that SMC is working on behalf of the Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page 110 A-78 • • client and that any public statement should come from the client directly. Under no conditions will SMC release information to the media unless specifically directed by the client to do so; and • SMC will keep the client informed and involved in the search process. SMC will provide -frequent -verbal and written progress reports to the. client.; , • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page11 A- 9 SECTION IV—PROJECT SCHEDULE The search process normally takes 90 days to complete from the date that the contract with SMC is approved and typically follows the schedule below. DAYS STEPS 1-30 30-45 45-60 60-90 90-360 1.. Develop recruitment profile and advertising program for client approval ✓ - 2. Identify qualified candidates and receive and review resumes ✓ ✓ 3. Screen & evaluate prospective candidates/prepare progress report and meet with client ✓ ✓ 4. Background investigations and site visits on finalists ✓ 5. Interview and evaluate finalists ✓ 6. Assist in selection and facilitate employment ✓ 7. Follow-up ✓ Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page 112 A - 80 • • • • SECTION V—COST Is PROFESSIONAL FEES The project cost is $13,940 of professional fees plus expenses. The following table shows the level of involvement by project step and cost. PROJECT COSTS ASSIGNED HOURS STEPS (Approximate) Project Consultant -RATE (Hr) FEES Manager 1. Project planning/develop recruitment 26 $75 $1,950 profile/prepare and place advertising 5 $40 $200 2. Identify and recruit candidates / 30 $75 $2,250 acknowledge resumes 32 $40 $1,280 3. Phone interviews with potential semi- 20 $75 $1,500 finalists/prepare progress report 12 $40 $480 4.Meet with client to review progress report and 4 $75 $300 select finalists 5. Schedule finalists interviews / assist client with 8 $75 $600 designing interview process 6. Finalists background investigation (includes 34 $75 $2,550 on-site consultant interviews with finalist candidates) 37 $40 $1,480 7. Finalists interviews/assist in employee selection 14 $75 $1,050 8. Negotiate employment agreement 4 $75 $300 9. Follow-up 4 No $0 Charge TOTAL HOURS 144 87 .TOTAL COST $13,940 Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager -Page 113 A-81 EXPENSES • Expenses for the executive search project described in this proposal will not exceed 55 percent of the professional fee ($7,667) making the total project cost not -to -exceed $21,607. Additional _detail about these expenses is shown below. 0 Consultant_ Travel: The client pays direct costs for all necessary consultant travel using lowest available air rates, corporate hotel rates at moderately priced properties (Holiday Inn or equivale ht), rental cars using the corporate discount, and normal meals. The client controls these costs in the following ways: 1) the client pre -approves all work plans including all consultant and candidate travel; and 2) when appropriate, the consultant will work on more than one search when traveling and will therefore allocate costs to multiple clients. Office Costs: telephone ($350 flat fee, billed in two installments), fax, postage, copier, and delivery costs. Advertising: typically approximately $2,500. The client controls these costs because the advertising program will be approved by the client prior to implementation. The cost for finalists to travel to the client's locale for interviews is not included in the cost of this proposal. Such costs are typically paid by the client on a reimbursement basis directly to the candidates and controlled through the client's prior approval of the finalists. These costs vary depending on candidate location, spousal involvement, and the length of the interview process. For budgeting purposes, an average cost of between $450-650 per candidate would be appropriate. Typically five candidates are interviewed. Should the client's needs result in an increased project scope that significantly increases consultant travel and/or advertising costs, it may be necessary to increase the expense budget for the project which would require client approval. The client's liability to Slavin Management Consultants for services rendered under this agreement will not exceed the agreed upon price unless -an increase is authorized by the client in writing. SMC will submit monthly invoices for fees and expenses. It is SMC's practice to bill 30 percent at the start of the search, 30 percent at the end of thirty days (completion of recruitment profile and placement of advertisements), 30 percent at. the end, of sixty_ days (Progress Report meeting), and the remaining 10 percent shortly after the time - that the candidate accepts the position. Expenses will be billed in addition and shown as a separate figure. Each invoice will be payable upon receipt. SMC will comply with all applicable laws, rules, and regulations of federal, state, and local government entities. SMC's liability, if any, will not be greater than the amount paid to SMC for the services rendered. Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page 1 14 A-82 • SECTION VI—REFERENCES 1. Mayor Jim Humphreys City of Fort Myers 2200 Second Street - ' Fort Myers, Florida 33902 239-332-6600-(phone) - City Manager Search, 57,000 population, 2007 - 2. Mayor Barry Porter _... City of-Wyoming 800 Oak Avenue ' Wyoming, Ohio 45215 513-821-7600 (phone) porterbear8l @aol.com City Manager Search, 8,400 population, 2011 3. Mayor Jon Kruse City of Storm Lake Post Office Box 1086 Storm Lake, Iowa 50588-1086 712-301-5028 (phone) City Manager Search, 12,000 population, 2009 4. Mayor Matt Hayek City of Iowa City, Iowa 410 E. Washington Street Iowa City, Iowa 52240 319-356-5010 (phone) 319-356-5497 (fax) matt-hayek@iowa-city.org City Manager Search, 65,000 population, 2010 5. Mayor Bob Andeweg City of Urbandale. 3600 86th Street Urbandale, Iowa 50322-4057 515-283-3106 (work phone) rdandeweg@@nyemaster.com City Manager Search, 38,000 population, 2009 6. Mayor Joe Adame City of Corpus Christi • P.O. Box 9277 Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page 115 A-83 Corpus Christi, Texas 78469-9277 361-826-3100 (phone) joea@cctexas.com City Manager search, 285,000 population, 2011 ,~7. 'Mr: Bobby King Chief Human Resources Officer City of Longmont Civic Center Complex 350 Kimbark Street Longmont, Colorado 80501 303-651-8605 bobby.kina@ci.lonamont.co.us City Manager Search, 87,000 population, 2012 8. Mr. Kin Shuman Human Resources Director City of Aurora 15151 E. Alameda Parkway Aurora, Colorado 80012 303-739-7225 (phone) kshuman@auroragov.org City Manager Search, 314,000 population, 2010 9. Mr. Jade Riley Chief of Staff City of Boise 150 N. Capitol Boulevard P.O. Box 500 Boise, Idaho 83701-0500 208-384-4422 (phone) jriley@cityofboise.org Director of Finance and Administration Search, 2010 and Planning and _ Development Services Director Search, 2012, 212,000 population • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page 1 16 A-84 • C7 ACCEPTANCE/SIGNATURE This proposal is presented by Slavin Management Consultants by: SIGNATURE' NAME: Paul Wenbert TITLE: Western Regional Manager DATE: April 7, 2012 This proposal is accepted for the City of Port Angeles, Washington by: SIGNATURE: NAME: TITLE: DATE: Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Page 1 17 A-85 • APPENDIX • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Appendix Section A-86 • APPENDIX A - ABOUT PROJECT STAFF Paul Wenbert, ICMA-CM, SMC Western Regional Manager Mr. Wenbert has 30 years of professional local government management experience including 24 years of executive.. level experience with nearly 13 of -;those, as..a,city: manager. Mr. Wenbert joined Slavin Management Consultants in June 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed 6.5 years of service as Deputy City Manager for the City of Mesa. His career highlights -include 9 years -as City Administrator for Newton, Iowa; 3.5 years -as Village Manager for Villa Park, Illinois, and 4.5 years qs Assistant City Manager for Ames; Iowa. Early in his career Mr. Wenbert served as an administrative intern for Fort Wayne, Indiana, administrative assistant for Marion, Indiana, and administrative intern and administrative assistant for Mesa, Arizona. Mr. Wenbert has a Masters degree in Public Administration from Arizona State University and a Bachelor of Science degree in Public Affairs from Indiana University. He is an ICMA Credentialed Manager and a graduate of the Senior Executive Institute at the University of Virginia. His career highlights include: • Supervised city departments with $470 million budget and 1,100 employees in Mesa, Arizona; • Chaired Keep Maytag In Newton Task Force which facilitated retention of more than 2,000 jobs and addition of 440 jobs and $41 million of investment; • Instituted Productivity Improvement Programs in Newton, Iowa, and Villa Park, Illinois, resulting in over $3 million of savings; • Negotiated revised 28E agreement with twelve local governments for regional landfill operated by City of Newton and involved in many other intergovernmental relations activities in Newton, Villa Park, and Mesa; • Negotiated many collective bargaining agreements and developed and implemented many personnel and wage classification systems; • Worked for the City of Mesa during the time period when it was the -fastest growing community in the United States and was involved with many growth -- issues such as infrastructure planning and financing, interstate interchange decisions and allocating resources equitably to newly developed and existing areas of the community; Slavin Management Consultants *Proposal to Recruit the City Manager of Urbandale, Iowa *Page IA - 1 -87 • In all positions enhanced citizen connection to city government through various • methods including citizen -based strategic planning, citizen focus groups, regular community attitude surveys, and citizen academies; • In all positions improved staff team -building through city-wide staff development dnd'training and city-wide committee work assignments; _ • Received ICMA Program Excellence Award for Collaborative Children and Youth Initiatives; • Received Greater Newton Area Chamber of Commerce Key Award, for Chairing.– Keep hairing. Keep Maytag In Newton Task Force; and • Received Joe Lukehart Professional Service Award for Advancement of City Management in Iowa. Professional Affiliations ➢ ICMA--Past Executive Board Member, Chair of the Endowment Fund Committee, Chair of Employment Agreements Task Force, and Chair of Assistants Steering Committee; current Mentor for Emerging Leader Development Program ➢ Iowa City/County Management Association—Past President and other offices ➢ Illinois City/County Management Association Metro Managers—Past Board • Member ➢ Newton, Iowa Rotary Club—Past President and other offices ➢ Arizona City/County Management Association—Past Chairperson of Committee on Professional Conduct ➢ Arizona Municipal Management Assistants Association—Past President and other offices Ed Gallagher, SMC Managing Consultant Mr.. Gallagher has 20 years of state and local government management experience including serving as Director of the Office of Community Solutions in --the Oregon -LL Governor's Office and Community and Economic Development Director in Gresham, Oregon. He also served for 5 years as Community Development Director for Clark County, Washington. In addition, Mr. Gallagher worked for the Weyerhaeuser Company as an Assistant Vice -President for development projects in Oregon and California. • Slavin Management Consultants •Proposal to Recruit the City Manager of Urbandale, Iowa •Pae I A - 2 -88 • Mr. Gallagher has a Masters degree in public administration and a Bachelor of Arts in political science, both from the University of Oregon. He also attended the Cascade Management Institute at the University of Washington. His career highlights include: • As Community Development Director in Clark County, Washington, managed 150 staff at time of extremely rapid growth including adoption of the County's Urban Growth Plan; As� joint, staff• for City of Vancouver and Clark County, managed -,the .-,east--- county/City of Vancouver annexation, one of the largest annexations in state history at the time; • In all positions, directed or participated in executive recruitments, filling senior management positions and building quality staffs; • Helped implement innovative program to improve coordination between cities and state government in Oregon. As Director of the Office of Community Solutions, worked with dozens of cities throughout Oregon to increase communications and develop specific projects in city/state partnerships; • Served as Acting Director of the Oregon's Department of Land Conservation and Development, reporting directly to the Governor; • Project manager on a number of commercial and industrial projects in northern California for Weyerhaeuser Company valued in excess of $200 million; and • Worked effectively as a department head or state agency manager with a number of city managers with a range of management styles. Professional Affiliations ➢ Oregon Downtown Development Association, former Chairperson ➢ Columbia River Economic Development Council, Co -Chair for Industrial Lands ➢ Vancouver Rotary Club, former Board Member ➢ Japan America Society of Oregon, former Board Member Robert E. Slavin, SMC President Mr. Slavin is one of the pioneers in public sector and nonprofit executive recruiting. He is among the best known and respected professional recruiters in the industry. He is a • frequent speaker at professional conferences and has written many articles for Slavin Management Consultants -Proposal to Recruit the City Manager of Urbandale, Iowa *Page IA - 3 -89 professional journals concerning governmental management. By special invitation, Mr. Slavin assisted the United States Office of Personnel Management in establishing the Federal Senior Executive Service. Mr. Slavin began his local government career in 1967. His experience includes 12 years working directly for local governments and seven years as a. principal„consoltant. with the government search practice of Korn/Ferry International, the largest search firm in the world. He headed the local government search practices for Mercer/Slavin, Incorporated; Mercer, Slavin & Nevins; and Slavin, Nevins and Associates, Inc. Mr-. Slavin - .__„now,heads the,executive,search.practice for..Slavin Management IConsultants.,,Clients,.. -include state and local governments, nonprofits, and private sector - businesses - throughout the United States. Mr. Slavin's experience includes search assignments for the 1984 Los Angeles Olympic's Organizing Committee. Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation studies, and assessment centers and human resource systems studies. Prior to being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/ Director of Human Resources for the City of Beverly Hills, California. While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant Personnel Director for the City of San Leandro, California. Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His assignments included recruitment, classification and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriff's Office, Superintendent of Schools, Fire Marshall, Assessor's Office, Library System, and County Recorder's Office. Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara and has completed the graduate course work for a Master's degree in Public Administration at California State University at Hayward. Professional Affiliations _ ➢ ._International.City/County Management Association ➢ 'American Society for Public Administration ➢ International Personnel Management Association—Human Relations Commission ➢ Southern California Public Labor Relations Council Slavin Management Consultants •Proposal to Recruit the City Manager of Urbandale, Iowa *Page I -4 A - g0 • ➢ Southern California Municipal Assistants Association • • ➢ Bay Area Salary Survey Committee Slavin Management Consultants *Proposalto Recruit the City Manager of Urbandale, Iowa •Pae JA -5 -91 APPENDIX B - PARTIAL CLIENT LIST is The following list of clients represent organizations for which our principal Consultants performed significant project work. This client list spans twenty years of experience of SMC consultants. Please contact SMC if you desire to speak with the individuals who - Jnr _a- /' '�.• - - were `project contacts. Aiken, South Carolina 4 Albany, Georgia Alpharetta; Georgia Anaheim, California Ann Arbor, Michigan Arlington, Texas Arlington Heights, Illinois Atlanta, Georgia Atlantic Beach, Florida Asheville, North Carolina Auburn, Maine Aurora, Colorado Austin, Texas Bartlesville, Oklahoma Bentonville, Arkansas Bergenfield, New Jersey Berkeley, California Beverly Hills, California Birmingham, Alabama Bisbee, Arizona Blacksburg, Virginia Bloomington, Illinois Boynton Beach, Florida Brea, California Broken Arrow, Oklahoma Brownsville, Texas Bryan, Texas_ Camarillo, California Carson, California Casper, Wyoming Chapel Hill, North Carolina Charlotte, North Carolina MUNICIPALITIES Chesapeake, Virginia Clearwater, Florida : Columbia, Missouri - - - - - Columbus, Georgia Concord, New Hampshire Corpus Christi, Texas Corta Madera, California Creedmoor, North Carolina Culver City, California Dallas, Texas Davenport, Iowa Davie, Florida Decatur, Georgia • Decatur, Illinois Delray Beach, Florida Del Rio, Texas Denton, Texas Destin, Florida Dothan, Alabama Dubuque, Iowa Duluth, Georgia Dunedin, Florida Durham, North Carolina Eagle Pass, Texas Edmond, Oklahoma Elgin, Illinois Enfield, Connecticut Escondido, California,. r Evanston, Illinois Fort Collins, Colorado Fort Lauderdale, Florida Fort Worth, Texas Franklin, Tennessee • Slavin Management Consultants - Proposal to Recruit Port Angeles, WA City Manager -Pae I B - 1 - 92 • Frisco, Colorado Gainesville, Florida Gainesville, Georgia Galesburg, Illinois __,_..,._ Garden City, New Yeork_..,_., 7 Glastonbury, Connecticut Glendale, Arizona Glen Ellyn, Illinois Grand Rapids, Michigan " Greensboro, North Carolina Gulfport, _Florida Hemet, California Hercules, California Highland Park, Illinois Hollywood, Florida Homestead, Florida Huntington Beach, California Independence, Missouri Iowa League of Cities Jacksonville Beach, Florid • Jupiter, Florida Kalamazoo, Michigan Kansas City, Missouri Lakewood, Colorado Lapeer, Michigan Laramie, Wyoming Laredo, Texas Lenexa, Kansas Liberty, Missouri Lillburn, Georgia Little Rock, Arkansas Long Beach, California Manassas, Virginia Mesa, Arizona Miami Beach, Flarida"'' - Milwaukie, Oregon , Minneapolis, Minnesota Miramar, Florida Modesto, California Muscatine, Iowa Neptune Beach, Florida 0 New Smyrna Beach, Florida Norfolk, Virginia Norman, Oklahoma North Las Vegas, Nevada North,Miami Beach, Flo,rida,- Northgleh"h, Colorado North Port, Florida Oberlin, Ohio - Ocean City, Maryland Oceanside, California Olathe, Kansas Oklahoma City, Oklahoma Oxnard, California Palm Bay, Florida Palm Beach Gardens, Florida Palo Alto, California Panama City, Florida Park Ridge, Illinois Pasadena, California Peoria, Illinois Phoenix, Arizona Pittsburg, Kansas Pompano Beach, Florida Portage, Michigan Pueblo, Colorado Richmond, California Richmond, Virginia Riverside, California Riverview, Michigan Roanoke, Virginia Rockville, Maryland Sacramento, California St. Louis Park, Minnesota Salem, Oregon San Diego, California '- San Fernando, California San Francisco, California San Jose, California San Juan Capistrano, California Sandersville, Georgia Santa Ana, California Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Pae I B - 2 X-93 Santa Monica, California Sarasota, Florida Shaker Heights, Ohio Simi Valley, California Sioux City, Iowa Springfield, Missouri Storm Lake, Iowa Stratford, Connecticut Sunnyvale, California_ Sunrise, Florida - -• - Takoma Park, Maryland Topeka, Kansas Titusville, Florida Thornton, Colorado Traverse City, Michigan Topeka, Kansas Turlock, California Alameda County, California Albemarle County, Virginia Arapahoe County, Colorado Beaufort County, South Carolina Broward County, Florida Brown County, Wisconsin Buffalo County, Nebraska Chaffee County, Colorado Chesterfield County, Virginia Clark County, Nevada Cobb County, Georgia Dade County, Florida Eagle County, Colorado. Escambia County, Florida Fairfax County, Virginia Forsyth'County, Georgi'a"' Fremont County, Colorado Fresno County, California Fulton County, Georgia Glynn County, Georgia Gunnison County, Colorado Upper Arlington, Ohio Urbandale, Iowa Valdez, Alaska Virginia Beach, Virginia Waco,, Texas _ Warrensburg, Missouri Washington, Illinois West Des Moines, Iowa West Hartford, Connecticut West Hollywood, California West Palm Beach, Florida Wichita, Kansas Winston-Salem, North Carolina Winter Park, Florida Worthington, Minnesota Wyoming, Ohio Ypsilanti, Michigan COUNTIES Hall County, Georgia Hamilton County, Ohio Lake County, Florida Lake County, Illinois La Plata County, Colorado Leon County, Florida Lincoln Couniy, North Carolina Livingston County, Illinois Los Angeles County, California Martin County, Florida McHenry County, Illinois Mecklenburg County, North Carolina Mendocino County, California Mesa County, Colorado, "• . " Moffat County, Colorado 'Monterey County, California Muscatine County, Iowa New Kent County, Virginia Orange County, New York Orange County, North Carolina Palm Beach County, Florida Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager *Page I B - 3 X-94 • • C7 • Peoria County, Illinois Pinellas County, Florida Polk County, Florida Prince William County, Virginia aRa,msey, Gounty, Minnesota„ St: Louis County,�Minnesota ' Saline County, Kansas L' San Diego County, California Sara Luis Obispo County, California Sah-Mateo County, California - Sarasota County, Florida Development Groups Sedgwick County, Kansas Seminole County, Florida Sonoma County, California Springettsbury Township, Pennsylvania Spotsylvania„County, Virginia Volusia County,' Florida Wake County, North Carolina Washtenaw County, Michigan Whiteside County, Illinois : - ,. _. - ,_ Whitfield County, Georgia”"'• - Yolo County, California " OTHER ORGANIZATIONS Libraries Arrowhead Regional Development, Birmingham, Alabama Public Library Duluth, Minnesota Central Arkansas Library System Columbia Development Corporation, Lexington, Kentucky Library System South Carolina Metropolitan Library System of Fresno Economic Development Oklahoma Commission, California Fresno Redevelopment Authority, California GoTopeka, Inc., Kansas Lincoln Road Development Corporation Los Angeles, California, Community Redevelopment Agency Mid -American Regional Council, Kansas City, Missouri West Palm Beach Downtown Development Authority, Florida .,Housing Authorities 'California Housing Finance Agency Jefferson County Housing Authority,. Alabama _ Las Vegas Housing Authority Memphis Housing Authority, Tennessee Ocala Housing Authority, Florida Peoria Housing Authority, Illinois Non -Profits and Other Governmental Jurisdictions California State Government CDC Federal Credit Union, Atlanta, Georgia Children's Board of Hillsborough County, Florida District of Columbia East Brunswick Township, New Jersey Fresno Employment and -Training Commission, California Jefferson County Personnel Board, Alabama Ketchikan-Gateway Borough, Alaska Local Government Insurance Trust, Maryland Los Angeles County, California Department of Public Health Los Angeles, California Music Center Operating Company Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Pae I B - 4 X-95 Non -Profits and Other Governmental Jurisdictions (continued) Los Angeles Olympics Organizing Committee Metropolitan Nashville, Tennessee Arts Commission Skiff Medical Center, Newton, Iowa South Brunswick Township, New .Jersey Southwest Florida Regional Planning Council Professional Associations American Public Works Association Association of County Commissioners, Georgia Georgia Municipal Association International City/County Management Association Iowa League of Cities School Districts Adams County School District # 14, Commerce City, Colorado Lake Sumpter Community College, Florida Dallas Independent School District, Texas Transportation Agencies Alameda -Contra Costa Transit District, Oakland, California Bay Area Rapid Transit District, Oakland, California 1, - . ."! "t- Dallas Area Rapid Transit District, Dallas, Texas Dayton Regional Transit Authority, Dayton, Ohio Honolulu Municipal transit Authority, Honolulu, Hawaii Lee County Port Authority, Florida Port Everglades Authority, Fort Lauderdale, Florida Port of Sacramento, California Riverside Transit Agency, California San Francisco Bay Area Rapid Transit District, California Sarasota/Manatee Airport Authority, Florida Southern California Rapid Transit District Utility Districts Columbus Water Works, Georgia Metropolitan Sewer District of Greater Cincinnati, Ohio Public Works Commission of Fayetteville, North Carolina Rivanna Solid Waste Authority, Virginia Rivanna Water and Sewer Authority, Virginia Sacramento Municipal Utility District, California Spartanburg Utility District, South Carolina Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager •Pae I B - 5 k-96 is is • • APPENDIX C - MINORITY AND FEMALE PLACEMENTS CLIENT POSITION AFRICAN AMERICAN FEMALE LATINO ALACHUA COUNTY, FL County Administrator X ;ALBANYg GAfNtn;.9�,rYMa� �� _-. .:.a- ;,> iz•. _ City Manager X Police Chief - X Assistant City Manager X Human Resources Director X ASPEN, -CO « k City Manager X m AUSTIN, TX k �- Cit Manager '' X -° Police Chief X BERKELEY,' CA City Manager X - Public Works Director X BEVERLY HILLS, CA Sanitation Director X Library Director X BOCA RATON, FL City Manager X Asst. City Manager X BROWARD COUNTY, FL Assistant Director of Equal Employment X X BRYAN, TX Municipal Court Judge X City Manager X CAMARILLO, CA City Clerk X CARSON, CA Planning Director X CHAPEL HILL, NC Transportation Director X Human Resources Director X CHARLOTTE COUNTY, FL County Attorney X CENTRAL CITY ASSN. OF THE CITY OF LOS ANGELES CA Director of Security X CHARLOTTE, NC Neighborhood Services Director X COLUMBIA, MO Police Chief X CULVER CITY, CA Finance Director - -X DALLAS INDEPENDENT SCHOOL DISTRICT X Chief Financial Officer X X DALLAS, TX City AttorneyX - - "DECATUR,'G'A" " ' 'Chief of Police DISTRICT OF COLUMBIA = w •.., Executive Director Alcoholic Beverage Re ulations Commission _. :. , X DURHAM, NC _ Cit Mana er X City Manager X X Police Chief X Public Works Director X X ESCAMBIA COUNTY, FL Assistant County Administrator X Slavin Management Consultants 9 Proposal to Recruit Port Angeles, WA City Manager • P CLIENT POSITION AFRICAN FEMALE LATINO AMERICAN ESCONDIDO, CA Civic Center Construction Mgr X EVANSTON, IL City Manager X FRESNO, CA PIC Executive Director X FORT LAUDERDALE, FL Fire Chief X FORT MYERS, FL City Manager X FRESNO, CA PIC Executive Director X GAINESVILLE, FL Equal Employment Director X GLASTONBURY, CT Human Resources Director X X GREENBELT HOMES, INC. Executive Director X MARYLAND GREENSBORO, NC Assistant City Manager X HAMILTON COUNTY, OH Jobs and Family Services Director X HILLSBOROUGH COUNTY Executive Director X FL CHILDREN'S BOARD HOLLYWOOD, FL City Manager X JUPITER, FL Assistant to the City X Manager X Public: Works Director KALAMAZOO, MI City Mana er X Assistant City Manager X KANSAS CITY, MO Water Services Director X LAKE COUNTY, FL County Attorney X LAKE COUNTY, IL Purchasing Director X Human Resources X Director Assistant County Administrator X LA PLATA COUNTY, CO Human Services Director X LEE COUNTY, FL County Administrator X Human Resources X Director Dir, Visitors & Convention X Bureau LINCOLN ROAD Executive Director X DEVELOPMENT CORP. LONG BEACH, CA Police Chief X Executive Director, Civil Service Commission X LOS ANGELES COUNTY Sr. Project Manager X Project Manager X REDEVELOPMENT AGENCY Project Mona er X Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • P 7 • 0 • • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • P AFRICAN CLIENT POSITION FEMALE LATINO AMERICAN LOS ANGELES COUNTY Executive Director X X (CA) HEALTH SYSTEMS Deputy Exec. Dir. X AGENCY LOS ANGELES COUNTY _ -41L�`r, bp X3:5 JT^Q..4. DARTMENT OF R I6UC=;, '". r'ZO.Y vA:r-- t'• it � :}f.V 4i .. .. .: r)f.x_. .,Public_ Health-Director.- ealth-Director. 1ffwP .�..wy..es...,:..ti... YfC.».. wtw:" ..w.. .:•�...i � .", -" HEALTH HEALTH LOS ANGELES OLYMPICS Human Resources X X ORGANIZING Director COMMITME ­ ' Director of Venues ....` ` :,X; =` METROZOO MIAMI FL 'Director of Marketing MEMPHIS (TN) HOUSING Executive Director X AUTHORITY,. MIAMI (FL) OFF-STREET Finance Director X PARKING SYSTEM MIAMI VALLEY REGIONAL TRANSIT Executive Director X X RUTH. DAYTON, OH MIRAMAR, FL City Manager X MONTEREY COUNTY, CA Hospital Administrator X NOAH DEVELOPMENT Executive Director X CORPORATION NORFOLK, VA Human Resources Director X Senior Engineer X Social Services Director X OCALA (FL) PUBLIC Executive Director X HOUSING AUTHORITY OBERLIN, OH City Manager X ORMOND BEACH, FL City Manager X OKLAHOMA CITY, OK City Manager X PALM BAY, FL Human Resources Director X PALM BEACH COUNTY, Assistant County FL Administrator X PALM BEACH COUNTY - (FL) CHILDREN'S- Executive Director X ; SERVICES BOARD PALM_BEACH COUNTY ` "(FL`) -HEALTH �ARE;,�- + Execufiive-Director .' -DISTRICT PALM=BEACH GARDENS,, - ?City Manager (1992) FL City Manager (1999)X - PALO ALTO, CA City Attorney X PEORIA (IL) PUBLIC Executive Director X HOUSING AUTHORITY -PRINCE WILLIAM Fire Chief' X COUNTY, VA RICHMOND, CA City Manager X Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • P Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • AP • AFRICAN CLIENT POSITION FEMALE LATINO AMERICAN RICHMOND, VA Director of Public Health X ROANOKE, VA Police Chief X Economic Development Director, X Assistant- City Manager X X ,= r - _ - - Director of Human Services X ROCKVILLE, MD Assistant City Manager X SACRAMENTO,'CA Human Resources _ Director X .X , _ SAGINAW, MI '' Police Chief X SAN DIEGO, CA City Mana er X SAN FRANCISCO, CA Assistant City Administrator X SAN JOSE, CA Police Chief X SANTA MONICA, CA Deputy City Manager _ X SARASOTA, FL Human Resources Director X SARASOTA COUNTY, FL Deputy County Administrator X SELMA, AL Police Chief X SHAKER HEIGHTS, OH City Administrator X SUNNYVALE, CA Public Information Officer X City Clerk X STRATFORD, CT Human Resources X Director TAKOMA PARK, MD City Manager X Recreation Director X X Housing and Community X Development Director Public. Works Director X THORNTON, CO Public Information Officer X TOPEKA, KS City Manager X VALDOSTA, GA Assistant Public Works X Director VENICE, FL Police Chief X: VIRGINIA BEACH, VA Human Resources X Director VIRGINIA BEACH -PARK - EACH-PARKTRUSTFL Executive Director X TRUST (FL VOLUSIA COUNTY, FL County Manager X WACO, TX Deputy City Manager X Exec. Dir. - Support X " Services Assistant City Manager X Director of Facilities IX Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • AP • • • •;r_-., .xe^i7: ti.�.p•hGSYHs .. . .sia: �<. .-.. %• `Y,:4.ta.:wrsT.:cL:x.aza, :ft'Cw:.u.`, x_. _ r.r.. ,.+i.,. ;..,.> -vim , ,.- _ ,•• v .,—... .,.-.., ,,. .. ,. ,. • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • AFRICAN CLIENT POSITION FEMALE LATINO AMERICAN WAKE COUNTY, NC Human Services Director X THE WEINGART CENTER Executive Director X LOS ANGELES ;;WEST,C,O,VINA„CA x„„x„ Plannin _Director wX WEST,MIFFLIN,-PA-­c ,-. Town-Administra#or•' — WEST PALM BEACH, FL Assistant City X X Administrator WICHITA,- KS Human Resources Dir X k ' Community Services Dir X -;,� . ;. ..•,,,. u Communications,,. Director Director of Libraries X Housing and Development Director X X City Manager X YPSILANTI, MI City Mana erX ZOOLOGICAL SOCIETY OF FLORIDA (DADE Executive Director X COUNTY) •;r_-., .xe^i7: ti.�.p•hGSYHs .. . .sia: �<. .-.. %• `Y,:4.ta.:wrsT.:cL:x.aza, :ft'Cw:.u.`, x_. _ r.r.. ,.+i.,. ;..,.> -vim , ,.- _ ,•• v .,—... .,.-.., ,,. .. ,. ,. • Slavin Management Consultants • Proposal to Recruit Port Angeles, WA City Manager • 3 A .y The City of Storm Lake, Iowa JyO Invites Qualified Candidates to Apply For JIp Right ild City Manager Storm Lake has long been known for its agricultural processing facilities, its exquisite Victorian homes and historic downtown, and its namesake—a 3200 -acre lake that is adjacent to the city's southern border. Storm Lake is Iowa's 4th largest natural lake and has more than 5 miles of public access to the lake shore. Storm Lake has a relatively young population, and the school district enrollment is increasing. The community's median age is 31.7 years compared to the United States median of 35.3 years. In addition, the median value of owner -occupied, single-family houses is 40 percent less than the national average. In- 2008, Storm Lake was named as one of the nation's "100 Best Communities for Young People" according to America's Promise Alliance, a partnership of public and private sector groups founded by Colin Powell. The community received this recognition for making the well being of children and youth a top priority. Also, in February 2009, the Storm 'L`ake Police Department wad recoghized-by the Vera Institute"bf -Justice.--as one-of.,6 police departments from among 200 studied that exemplify best practices for overcoming language barriers in policing. Storm Lake has a recession - 7", resistant economy - due, -to having 2 colleges, a regional medical center, and agricultural processing as major segments of •the _._ economy. Prepared ay Slavin Management Consultants for Storm Lake, Iowa - 8/09 I D - 1 A - 102 HISTORY Storm Lake was named by an early trapper who lived on the lake bank. The • trapper named it for severe storms which occurred in the early days. Occasionally, even today, the lake still lives up to its name. Storm Lake was incorporated in 1873, and Buena Vista College moved from Hawarden, Iowa, to Storm Lake in 1891. Storm Lake has experienced steady w, .,.,,,,,growth since -its inception fueled most n ^ on tabuy by ,thY e ocat,io, n r ofagricultural ultural processing faeilitesT more,than .50�years ago., -Those-facilities:,wih'hve expanded greatly over the years are now owned by Sara -Lee (turkey processing) and Tyson (pork processing). These plants together have more than 2500 employees, none of whom are unionized. TOURISM DESTINATION, Five years ago the -community decided that one of its biggest -assets, the lake,- offered ake;offered the potential to provide -greater tourism and recreational value. Therefore, the City and other community leaders formed 23 committees consisting of 150 citizens to develop a new vision of becoming a Midwest tourism destination. This included a branding campaign that resulted in the new logo below. �►PRiglit In! • The community decided that it needed additional amenities on the north side of the lake to fulfill its vision of becoming a major tourism destination. As a result, the concept for Project AWAYSIS was created. Project AWAYSIS is a $39 million publically funded development that is nearly completed. This development includes a 100 -room resort hotel (King's Pointe), new public beach, an indoor/outdoor water park, a family playground, a redesigned municipal golf course, a Great Lawn, and a lighthouse with a handicapped accessible observation deck. The final portions of the project, an expanded and ,r modernized campground and family cabins are scheduled for construction this fall. Related improvements that are not part of this $39 million project include a recently completed $3.1 million marina expansion project and future County -wide bike and drive trails, state-of-the-art Interpretive Center, and skate park. Additional Inrormation aooUi Jtorm LaKe-Is avallame at www.stormlaKe org I Prepared by Slavin Management Consultants for Storm Lake, lo :v� _ �/�I+� D — 2 • Project AWAYSIS is probably the most creatively financed local government project in Iowa's history. Financing sources consisted o£ ■ $9 million Vision Iowa grant; • $3.5 million of general obligation bonds repaid by debt service property tax levy; "°`' A., �: "•' $7.5 million in,bonds-f6paid:b- re- r- ce.from h6tel;:, - • $7.4 million in bonds repaid by local option sales tax; • $680,000 in local option sales tax accrued during construction; 51.5 million from`1160/motel tax bonds;- ; • $500,000 contribution--frorn Buena ounty; Vista C A_ , • $1.1 million from the.,sale of condominium lots; • $150,000 Federal appropriation; • $2 million of road use and utility funds; • • vry Prepared by Slavin Management Consultants for Storm Lake, to vh' = J,%�4 d - 3 • DIVERSITY Storm Lake is cited as an example of the demographic transition that is occurring in the United States. What once was practically an all -white community in 1990 has become a community where almost 50 percent of the residents are •non-white ethnic groups. Many of these new residents have been recruited to the community by Tyson and Sara Lee and by church -based refugee relocation programs. These residents represent the following cultures and languages. Approximately 70 percent of the K-12 students in Storm Lake Community Schools are non-white, and 80 percent of those students in K-4 are non-white. Also, roughly 25 percent of Police field contacts are with people who do not speak English. . PARTNERSHIPS The community is known for developing creative partnerships for the betterment of Storm Lake. In addition to the previously discussed Project AWAYSIS partnership, two other partnerships are described below. Lake dredging—a partnership was formed 5 years ago to deal with the fact that the lake was becoming less useful for recreation purposes due to silting that was making the lake more shallow. A partnership among the City, Buena Vista County, the City of Lakeside, and the Lake Preservation Association resulted in _ the formation of the L' ake ,l'inprovement Commission.- The • County , purchased -;a - dredging machine=-,and-4City_ .employ_ees dredge -"the `]ake pori an ;on''going -basis" Federal and state funds have been used to Y.,.t�^ .,t@�•:;: `,rrY. �,, ,n 'th•"^i.,. sa-z .:k :-.. in`C., .r•; a'. support•1he drec�girig operation. • Storm Lake United—in order to provide a more focused effort to promote thercommunity from -an-economic development and tourism promotion standpoint, the Storm Lake United organization was recently formed. This organization consolidated the previous Storm Lake Area Development, Chamber of Commerce and • Convention and Visitors Bureau into one organization with one Board. The City -Manager and other City representatives serve on this Board in an ex -officio capacity. Prepared by Slavin Management Consultants for Storm Lake, to N = AQ --5 —D— 4 Asian Pacific ;Burmese ,, f ..i: ''�`. •� .,�','.+.,"t„•'.'?Oit?tt: Z:ti at- aos`;x_,kFhUt'..>-n4r^)•z3'•" Ycf '4{L�oa4F ,-g;— 1. _ �'xa sSB" Viet 't,1'" n'ynr•H•w_'sxsa;"?3:A*r •w. 'six'=:,ea`.-...�»r;. o.. Nam Vietnamese .' - Hmong Hmong (no written language) :Somalia , , „ Somalian tribal dialects _ ase angSud'an 9d' e e t t ibaI dialects (Arabic'b �Meiico. Spanish* - ortugal"Portuguese•& Spanish*`" -Guatemala Spanish* Brazil Spanish*' El Salvador,, Spanish* Honduras Spanish *� *different dialects of Spanish Approximately 70 percent of the K-12 students in Storm Lake Community Schools are non-white, and 80 percent of those students in K-4 are non-white. Also, roughly 25 percent of Police field contacts are with people who do not speak English. . PARTNERSHIPS The community is known for developing creative partnerships for the betterment of Storm Lake. In addition to the previously discussed Project AWAYSIS partnership, two other partnerships are described below. Lake dredging—a partnership was formed 5 years ago to deal with the fact that the lake was becoming less useful for recreation purposes due to silting that was making the lake more shallow. A partnership among the City, Buena Vista County, the City of Lakeside, and the Lake Preservation Association resulted in _ the formation of the L' ake ,l'inprovement Commission.- The • County , purchased -;a - dredging machine=-,and-4City_ .employ_ees dredge -"the `]ake pori an ;on''going -basis" Federal and state funds have been used to Y.,.t�^ .,t@�•:;: `,rrY. �,, ,n 'th•"^i.,. sa-z .:k :-.. in`C., .r•; a'. support•1he drec�girig operation. • Storm Lake United—in order to provide a more focused effort to promote thercommunity from -an-economic development and tourism promotion standpoint, the Storm Lake United organization was recently formed. This organization consolidated the previous Storm Lake Area Development, Chamber of Commerce and • Convention and Visitors Bureau into one organization with one Board. The City -Manager and other City representatives serve on this Board in an ex -officio capacity. Prepared by Slavin Management Consultants for Storm Lake, to N = AQ --5 —D— 4 EDUCATION Storm Lake Community Schools consists of an early childhood center, a new elementary school, a middle school, and a high school. This school system has an outstanding track -record of success. Scholastic test scores are 14.9 percent better than the US average. There is also a pre -kindergarten -12`h grade Catholic school system in Storm Lake. Buena Vista University (BVU) which moved to Storm Lake in 1891 is located on 60 acres along the lake shore. BVU offers undergraduate and graduate degrees with more than 1,000 full-time students on the Storm Lake _- , campus, and more than 2,500_ students enrolled in BVU . k' .. y"':';PiofessionalF & Online 'Studids6at� 1 .,aocations th"rougliqut.r Iowa. Iowa Central Community College is also located in Storm Lake with an enrollment of almost' 900, Thi's college and'; Storm Lake .Community Schools -.have formed, a charter - school which allows students -:to -obtain. an Associate's-- Degree at no cost in one year by earning college credits while in high school. • RECREATION There are more than 100 acres of land in Storm Lake's parks system which includes Sunrise Pointe Golf Course, Sunrise Campgrounds, a disc golf course, and King's Pointe Resort. King's Pointe Outdoor Waterpark is Iowa's newest waterpark and is part of Project AWAYSIS. This waterpark features Iowa's longest water slide the Discovery Plunge which also includes a unique interactive ride down 420 feet of enclosed tube. Also, the Heritage Tree Museum, located in Sunset Park, is a unique educational and recreational attraction which includes an eclectic collection of trees that have their heritage in the history of the United States and the world. Other recreation opportunities in the Storm Lake area include outdoor sports such as hunting and fishing, including some of the best walleye fishing in the country. Also, Buena Vista University offers exciting NCAA Division III spectator sports including football, basketball, and track. LJ �� Prepared by Slavin Management ConSLE1tant5 for Storm Lal<e, to "=- - �+� D — 5 THE CITY GOVERNMENT - The City of Storm Lake ha! •operated under the council manager form of governmen since 1978 and has had 4 Cit), Administrators/Managers during those 31 years. Th( current City Administrator is retiring-afte'r,a "35-year,'44e 1 , with the City of Storm Lak( including the last 4 years a! City Administrator. The Cit) Council ha's,_recently changes the name of the position t( City Manager._. The Mayor and five Counci Members are the city's polis) makers, and each are electec I at -large to four-year overlapping terms. The Mayor presides over City Council meetings but does not vote. The Mayor also appoints subject to Council approval members to various boards, commissions, and committees. The Mayor and Council appoint the City Manager, City Clerk and City Attorney. VISION STATEMENT "Storm Lake to be a premier recreational and • economically progressive community" • The City Manager ensures that the policy direction set by the City Council is carried out and that City services are delivered equitably to all residents. The City Manager is responsible for recommending the budget to the City Council and for hiring and providing managerial leadership to City staff. Storm Lake is a full-service City organization that includes a resort hotel, lake dredging operation general aviation airport water and waste water utilities and a MISSION STATEMENT I I' 93 square -mile fire district "Through teamwork staffed largely by volunteers. create a welcoming While the City's resident environment that population is estimated at ! encourages economic 12,000, its service area growth, celebrates our population is estimated at t1tTRHER , unique blend of,cultures, 13,000 due to providing FFIDE & ItE9P;a� treasures our natural, water waste water, and fire =.mho ��-"t E" resources,"ande'promotes ,, protection services to . 4 -residents •outside the city ` recreational' limits. �. . I oPPortunit�es,,.r "'de�YA�i,Fi r .�_. ..a •L. .. i v .- .., n. Ali, .. .. .. _. .,_ ..... .mow. ... ,.... The City has had a long-standing .organizational culture of outstanding"i`ole'dlefinition where the Mayor 4 n City` CouA'6l—' focus oh policy-making andAhe City staff focuses on advising Council on policy matters and implementing said policies. The City' Council has , conducted, regular strategic -planning workshops for many years which provide the City Manager with valuable direction on the policy initiatives on which to focus. �.a `1 tee,he" a=a xe» .m Y,'a � `-�''a. ,,.*.��..,h ' � � Y .�...:�+.�,. r, s�..,, ."A; i� .s.,F m:•, " , zea',_ w: Prepared by Slavin Management Consultants for Storm Lake, loft = 81,/VJJ D — 6 The City has been well-managed financially and has above-average fund balances and an A3 bond rating. The City has an annual operating budget of $22.1 million, a five-year Capital Improvement Program of $19.9 million, and 73.4 • FTE's. The City Manager is responsible for hiring and supervising of all department directors with two exceptions. The first is the Library Director which is appointed by the Library Board. The second is the Water and Wastewater Director which is -a. contract_ position as the Citycontracts with.Veolia_to operate its water and.wastewater,-plants.. The City_ - has}onepcollective'bargaining'unit-which is'in,the Police Department: _ , ,_ •_�=..'Y't. - -'._, '„ •-,I , •_ - - r ;s -E, __ 't T:t:�..vd+'ss w^',.';•+_tx�H,.+ � ae; _ ., i f - .- � .. - _ .,-F, t�. r,... l / - c urap Wght Inr ............... Budgetary Central Canzem; of Complete Ad=mstranve 5:arm Lake Responzbalcv -• Adn=rtratrre Ltaisam *Appoanted tn• Crq Cm= l Mawr � •C rn• L ouzac! ............ Leta€ Senue EZ=wagBoard nmE S Board of Aupon Baud Trustees Labratk Bosrd Camnaassaaa ff-.r;me} no' Adjustment c otuwsston Library D:rvrtor Cask Manager PUL &I Grotlads Public Safety Coantaur&..tg�t li£�L&SttflCllaie Budd mg 1 �iEb'C�lfiiLi &1DQ CCastauaSsc' Director Doec�r Development Du. s� n r�enr oifv�al � A k Ptm� Ccm¢z� Mai+ager ��+- EcanotmC'Caaa Plar?nmg Sunmse?omla # Itz Iamtnty Flet, Sixeer" =- Zoming Adtur>r. Ei CarCRIn+n Golf�owse Deparmtent Riatutena3ce Adusr�straeaat�:' `P,ectmds Yd's Paaatre - - Wat .c-, - ,�,z.„, .. . �;wy r - �.�i.,, iv4'.;4 Nater , „ ... .Degato''ssiur�, fr + W sacnbar!em Callectianmr aeas ] B177iug:" _ outdoor _ :. = ^ ��'•" ; 11 _ � , 11 sit r ' • '_§aarb Rasgera, �,, i��astecaater , t '%[.Oe2tt[nl.;._ a.. Da'8dg]II,,. b Paihc- _ •;4' -,L�fyyO.,,SSi1,'9t8nil _ Prepared by Slavin Management Consultants for Storm Lake, loA = J D - 7 ISSUES AND OPPORTUNITIES — The following is a summary of the issues and opportunities to be managed by 40 Storm Lake's next City Manager. • The City owns the King's Pointe Hotel. Due to the previously discussed creative financing mechanism used for this project, the hotel needs to be successful financially or else the City will have to subsidize its debt service payments. The City has recently replaced the original hotel management company and made - - ., .� ...:ati-:„�ti�.'�'. ;. ;t'�1 'S,i"'swi+'!',, i,-"1�i� .;� .'r'",r`, �Ct •;:� initis d�•?n�.,u'.:z;'LtFi"r-.^'•'iiht-, �a,i �, r - _,. ,.. ., '.1',i;,', `d^',,,, 'i� � .i -t improVements to the'mahagement•coritract.-'The hotel will 'require"the`attention•of-'next City Manager•to�= 4 -- ' • ensure its financial success. • -The community 'is -extremely supportive of. Storm Lake's efforts to become a tourism.,destination. . It, is,-- ­ important •., . • .. a+ .✓„-.r ......w.ri.r .- J.. e+,y.a .++ .. ,. .. •... - , i . ,e .r +...a n .. r .. ... .. x, re important that the next City Manager also be supportive of this vision and work with Storm Lake United•.andr others to energetically market the community. - • Storm Lake is extremely culturally and ethnically diverse, and it is important that the next City Manager be one that embraces diversity. • There is interest in seeing new residential development occur in Storm Lake both through infill and annexation. The City will likely have to become more proactive to enable this to occur. • The City provides water and wastewater services to an adjacent city (Lakeside) with a population of 500. In addition, the City provides water service to an adjacent unincorporated area referred to as Southside with a population of approximately 400. Southside properties are served by septic tanks These property owners have requested service from Storm Lake's wastewater system without annexation. The City of Lakeside is considering construction of its own water and wastewater treatment plants. The next City Manager will be actively engaged in negotiating both of these matters. • The City Manager will be involved inoverseeingthe completion of 2 CIP projects iri`the .near. futu,re.' One ' '• - • - the, constructioq,,of• the, campgrounds and family. cabins. whichr is the last segment of the-.Prgject AW,AYSIS project,,andthe o'the(is a $2.1 million 13th Street lift station and force main which is not.yet fully funded: • The City has a five-year CIP but it is not as comprehensive or sophisticated as desired. The next City Manager will be expected to oversee the improvement of the City's CIP. • The City is in the process of planning for the 2010 US Census. This is an important issue1or•Storm ;Lake due to its substantial undercount in the last census. _ _ Preparers by Slavin Management Consultants for Storm Lake, to � = APOD --8 JOB REQUIREMENTS — The minimum job requirements are a Bachelor's degree in public administration, political science, business management, or a closely related field and 5 years of local government management experience. Des1red Professional and Personal Attributes �r "The=following are the, desired profess'ional-and personal attributes for Storm Lake's next City Manager: • Proactive, energetic, and collaborative leader with a quick learning curve; Excellent communication" and interpersonal skills _in -both 'public,spea'king and, one-on-one,, discussions including good listening skills; • Experience dealing with diversity issues including ability to consider impact of City service matters on different cultures; • An entrepreneurial manager who is able to make sound business decisions especially as it relates to operation of City -owned hotel; • Good financial management skills and sense of fiscal discipline; • Excellent negotiation skills with ability to obtain outcomes in business negotiations that are in best interests of City; • Innovative with ability to "think outside the box' and be non -bureaucratic; • Approachable and visible in community and City organization; • A strong customer service ethic who enjoys working with public, provides responsive and courteous service to inquiries, and instills same ethic in staff; • Experience working in resort communities a plus; • Experience working with contracted water and wastewater plant operations a plus; and • Experience working with labor unions a plus. • COMPENSATION —The compensation for the City Manager job is competitive. The starting salary is dependent on the selected individual's qualifications and match with the desired attributes being sought by the City. The City will = "payTeasoriable and customary movirig expenses for'the'next:`City I�Ylanege'r wHo;is're_quired1o.liv',e.in,the-,city-limits:.:: ...,�,.-4.s;�i;.w�.i '.� � 6=7.7 =a• ! - .-..- .. - . z4 < - »=r^.:.a ,. *fix r-.:. , ;._n -,s _ � � _ � . _ - • - - � , „ To Apply: ;The°position will-r'emain open until filled. `Please send your_resume�and cover letter with r _ current salary as soon as possible to pwconsultine@cox.net. For additional'information 'about this job, please contact: Paul Wenbert, Western Regional Manager _ Phone: (480) 664-2676 SIAVIN MA AGEI1iENT SLAVIN"MANAGEMENT CONSULTANTS E-mail: pwconsulting@cox.net CO N S LA. FA :v' T S • Prepared by Slavin Management ConSL[°tants fos Storm Lake, l� vGal3 .101: —D— 9 M - V rD C. iz. ,^. r4 O. O� m � O CD ( q "tcID Q4 �. 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I s X Q t O O 7 � O tv i b � ry sv g@wA cu 'mcr r y o C O tv i b � ry sv Eti GJ K � tl's �.�t: il'vt✓ �a �t l�L :t. announces an exciting -opportunity to join .one,, of in' -:A o- -the- -or,,ran est meHca, • 0 A-112 Recruitinen t Services Provided by Ralph Andersen &Associates ne of the Top "Best Small Cities America!" The City of Rocklin is located just minutes from Sacramento at the base of the Sierra foothills in California's Gold Country. Rocklin is one ,,,,,,of the most desirable, places to.live in,;the greater,Sacramento area and continues to be a leader �' �, II • '' "'' in providing excellent services ® • • • and maintaining a high qual- • • • • • • , ity of life. This dynamic and " • • • friendly community has been home to well-managed growth resulting in a community with a'population'of-nearly 55,000 encom- passing approximately 19.87 square miles. The City of Rocklin is an example of careful planning over the years and a strong interest by residents in retaining the "small town" congeniality. Historically known as a safe community with low crime rates, excel- lent schools and beautiful parks, Rocklin has aggressive programs designed to enhance both the residential and business sectors of the community. Although Rocklin, at one time, was one of the fastest grow- ing cities in the state, it has maintained its _ ^' ,dkarming small-town Tountiful biance due to its parks and wide stretches of Supporting full service police and fire departments are extensive vol- unteer groups. This rich history of volunteerism is well recognized and highly regarded by the community. The Rocklin Volunteer Firefighters have been providing critically needed services to the community for many years. The Police Department volunteer program recently won National and State acclaim. Throughout the community, neighbors work with the. Rocklin.Police.Departrnent;to organize•,Neighborhood,,.,-,,,;4, Watch groups. And 'each year, h und reds �-of 'volunteers assist'with~ many special productions and -special community events. Schools in Rocklin are,highly rated and=the Rocklin Unified School District has an API Score•of 855•with,,aA95%, graduation rate. Addition- ally, Rocklin High School, parks has been a priority in past years for the City's leadership, mak- The City of Rocklin operates under the Council -Manager form of ing Rocklin what it is today. Also, Rocklin is within twenty minutes of was named in'the top = administrative policy for the city government. The Rocklin City 600 high schools in the Manager acts as administrative head of the organization, enforcing the Pacific Ocean beaches, or partaking in the abundance of arts and nation by U.S. World & culture in San Francisco. News. Sierra College (refer to picture to the`'''y The City's leadership has ensured future generations will enjoy right), conveniently lo- beautiful parks and open spaces throughout the community through cated off 1-80 in the incor porated area of Rocklin, ' offers community college classes to students of all ages. Additionally, the City of Rocklin is also home to an accredited private institution of higher education, William Jessup University, offering degrees in a variety of disciplines. Governing Structure open space. Preserving parkland and acquiring additional land for parks has been a priority in past years for the City's leadership, mak- The City of Rocklin operates under the Council -Manager form of ing Rocklin what it is today. Also, Rocklin is within twenty minutes of government. The Rocklin City Council enacts law and establishes Folsom Lake, a boating, fishing and swimming haven. In less than administrative policy for the city government. The Rocklin City two hours, one can be in the Sierra Mountains at Lake Tahoe, visiting Manager acts as administrative head of the organization, enforcing the Pacific Ocean beaches, or partaking in the abundance of arts and ordinances and supervis-°„. +,,°V+ I culture in San Francisco. ®1+ • • ing department and division operations throughout the `- -` ” -• The City's leadership has ensured future generations will enjoy - city government. Rocklin. beautiful parks and open spaces throughout the community through - • - . • , . • enjoys a politically stable resource conservation, careful maintenance and a commitment to government environment. careful planning. In recent years, the City has taken additional steps, The current City Manager, Carlos Urrutia, is retiring'aft& serving 26 including conducting native oak tree,reforestation and restoration -in,,, .• •years in the position:.;..:..; - parks and open spaces. City Structure and Financial Outlook The City of Rocklin is a full service city including police and fire, with other services (water and electric utilities, and waste management) proyided,either by special districts orathrough;contractual agreements; Current staff totals 238 (down more'than 20%) after recent streamlin- ing and right -sizing of the organization. Using outstanding interpersonal and communication skills, the City Manager will be eager to continue the strong working relationships the local area as well as on a regional basis that have been value by the City Council under the City's current leadership. The ideal candidate will also promote open dialogue and involvement with regional partners that extends to nearby and adjacent communities, ;2-_.P,Iacer,County; Rocklin+Unified School-District,,Sierra,College;_Wilhamht `-Jessup`University and'the Rocklih Chamberof Cdfnmercd., -Equally important, the City Manager will be an action -oriented person The approved 2010/2011 City Budget has been similarly reduced and who can successfully address, a variety.of issues using sound judg- ~T is summa�iied as follows: ment'arid a•well-honed business'serise; while providing transparency Total,B'udget,•.°Y$51,87.7,930 T -=4 . ,in all ofhis/her dealings.,T.he.new City Managermust,have ungues- • General FundBudget $33,620,442 ''tioriable personal integrityarid, display honesty and approachability` _ in his/her commitment to the organization and the community. • Capital Budget $ 7,708,198 The projected General Fund Unreserved Fund Balance at June 30, 2011 is anticipated to be $17.7 million. Current invested funds (per the Treasurer's Report) at May 2010 were $48.3 million. Characteristics of the Ideal Candidate The individual selected for this position will be recognized as a col- laborative leader with strong management skills. This public sector candidate will be skilled in addressing ongoing organizational and financial challenges in today's economic times. Of continuing impor- tance to the City Council is the focus on economic development and redevelopment — both of which are highly valued in a community such as the City of Rocklin that is quickly approaching build -out. The ability to further expand and increase the current financial revenue base in order to better serve the community and continue to deliver top quality services are vital characteristics for the new City Manager. This top -caliber individual will also have broad-based experience =dealing'with process efficiencies drawn from a solid and well devel- oped foundation in local government, which may have been gained ...fron•i'city",management or a position of comparable leadership in municipalzservice. ; Other professional experience and personal attributes desired include: • A genuine concern for preserving the quality of life presently offered to the residents of Rocklin. • Proven track record of fiscally prudent management, which in- cludes successfully managing expenses, preserving investment in essential services (public safety, parks, transportation) and expanding revenue sources, including state and federal grants • Record of accomplishment in the use of financial resources, budget preparation and presentation of fiscal matters. • Experience developing and implementing municipal economic development strategies that include specific objectives, activities and successes in business retention and expansion, business recruitment and urban redevelopment. Specific experience and a track record of success with respect to urban redevelopment including mixed use, retail/restaurant development and intermodal transportation. • A skilled leader and negotiator; able to manage and negotiate •a variety -of complex contractual agreements with developers, 4.g overnmental'bodies.,and employee organizations., • Being open, accessible and fully approachable by City Council, staff and the public, an excellent communicator. �Entrepreneurial, innovative and results -driven with a track record f successful management of an organization. are strongly encouraged to submit career credentials for con- sideration. Education —A Bachelor's degree is required. An advanced degree may be considered a plus. • Experience in staff evaluation and team building with a commitment Review of Qualifying Experience and Education — Ralph Andersen to staff development and leadership succession planning. & Associates will assist the City Council in the screening and evalu- • A,n,i diyidual,that will ac e t re onsibi it and will be accountable ation of resumes to determine the appropriate match of professional O�.. r.° c.,P,.,., $P, �..._.,,,I..X. _ . _t..t"",;,,,.,.; Fy <°,,�:<;,., �< ,;=.:.a �?"z. iyr;F':}' for decisions and possesslthe confidence to voice his/her.opinions experience andeducatiori.. Y 'Y ^ �r M t f �^ w._ r V candidly yet provide all alternatives to the City Council for its - consideration. Equally important, he/she will be expected to bring Coni enSatiOn Gir%Zd Benefits alternatives for -consideration to the.City.Council... p , . In summary, the City Council is seeking•a creative individual to employ a team approach to problem solving, and be proactive in addressing issues that impact the community with a specific focus on expanding economic development and redevelopment activities. Qualifying Education and Experience Experience — This position requires significant and relevant experi- ence in a management capacity in a municipal organization with similar scope and complexities. All highly qualified candidates The salary for this position. will'be,'dependent upon qualifications ••(DOQ) and will be competitively set for the region with consideration given for overall match with the ideal characteristics noted in this recruitment brochure. The specific salary will be set based upon discussions with the selected candidate, review of career history/ accomplishments and will be based on a mutually agreeable and negotiated employment agreement. The City offers a benefit package that is standard and customary for an executive -level position of this nature, including CalPERS Retirement (2% @ 55). Candidates should also be aware that the City does not participate in Social Security. Further details of the benefit package are available through Ralph Andersen & Associates. PROCLAMATION In Recognition of EARTH DAY - April 22, 2012 WHEREAS, April 22°d of each year has been declared as Earth Day by the President of the United States as an opportunity for all individuals to remember that it is our responsibility to preserve our environment for future generations; and WHEREAS, the City promotes stewardship for the earth through environmentally responsible actions such as the City's Comprehensive Plan aimed at preserving and improving the natural environment and incorporating a broad spectrum of environmental concerns such as stormwater, air pollution, water pollution, waste disposal, and preservation of sensitive areas; and WHEREAS, the City continues to incorporate tools for developers that promote smart growth, low impact development, preservation of open space, efficient use of land and the reduction of sprawl as well as playing a role in the development of the Clallam County Built Green program which encourages environmentally responsible construction and development city-wide; and WHEREAS, the City works to promote waste reduction, reuse, recycling, composting, and promotes numerous rebates and incentives for individuals and companies that apply energy efficient technology in residential, commercial, and industrial uses; and WHEREAS, the City works to improve water quality by educating its citizens about common residential stormwater pollutants and encouraging residents to disconnect their homes and sites from the stormwater and creek system through rain gardens and other low impact development techniques: and WHEREAS, the responsibility for preserving the environment is shared by the entire community, the City of Port Angeles acknowledges the efforts of countless individuals, businesses, government agencies and non- profits agencies who work to sustain the productive capacity of our forest, marine, agricultural and atmospheric eco -systems for future generations. NOW, THEREFORE, I, Cherie Kidd, Mayor, ON BEHALF OF THE CITY COUNCIL OF PORT ANGELES, do hereby proclaim April 22, 2012, as Earth Day in the City of Port Angeles, and invite all citizens to participate in this important effort by developing and carrying out imaginative projects which will serve to enhance, restore, and maintain the beauty and environmental well-being of all neighborhoods in our community. Cherie Kidd, Mayor PROCLAMATION In Recognition of SEXUAL ASSAULT AWARENESS MONTH - April 2012 WHEREAS, the month of April is recognized nationally as Sexual Assault Awareness month and is dedicated to making a concerted effort to raise awareness about and prevent sexual violence; and WHEREAS, rape and sexual assault affects women, children, and men of all racial, cultural, and economic backgrounds; and WHEREAS, about two-thirds of sexual assaults are committed by someone who is known to the victim and the emotional and physical scars resulting from sexual violence are often severe and long lasting; and WHEREAS, we must work together to educate our entire population about what can be done to prevent sexual assault, support survivors and their significant others, and ensure that survivors are not re -victimized; and WHEREAS, with leadership, dedication, and encouragement, there is compelling evidence that we can be successful in reducing crimes against citizens through increased awareness and holding perpetrators who commit acts of violence responsible for their actions; and WHEREAS, this recognition will increase the public's awareness of sexual assault issues and encourage individuals to seek the help of those agencies providing services to rape victims. NOW, THEREFORE, I, Cherie Kidd, Mayor, ON BEHALF OF THE CITY COUNCIL OF PORT ANGELES, do hereby urge all citizens to join in recognizing April 2012 as Sexual Assault Awareness Month in Port Angeles and further call upon all citizens of Port Angeles to speak out against sexual violence and to support local community efforts to prevent and respond to these crimes. April 17, 2012 Cherie Kidd, Mayor The City of Port Angeles and the Port of Port Angeles are hosting a public open house — When: Wednesday, April 4,2012,6:00 p.m. Where: Port Angeles City Hall Council Chambers 321 E. 5th Street Agenda: • Introduction & Background • Presentation • Open House Discussion The purpose of this meeting is to share the preliminary master plan design for Lincoln Park. Come share your comments during the Open House or on a comment form provided at the meeting. For assistance with special needs, please contact Richard Bonine at the City of Port Angeles,�!� I l)RTs/ PORT ANGELES it t+rrltir,ror SP.'Y Y. rbonine@cityofpa.us or (360) 417-4550. �i s OT meanness wimin girl —11, / 7 N VO (Below) Stevens Middle School Kind Wall, full of Steven's students Kind Pledges (Very Bottom) T -Shirts Stevens students wrote words and names they have been called on the T -Shirts I / 7 N VO (Below) Stevens Middle School Kind Wall, full of Steven's students Kind Pledges (Very Bottom) T -Shirts Stevens students wrote words and names they have been called on the T -Shirts I } 6 FT w Date 4/11/2012 City of Port Angeles City Council Expenditure Report • f`''�* el From: 3/24/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount CRIMEREPORTS ANNUAL RENEWAL 5 YRS,TG 001-0000-237.00-00 -359.26 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 001-0000-237.00-00 1,210.23 Excise Tax Return -Feb 001-0000-237.30-00 627.58 Northwest Peninsula Friend NRA VBCC DEPOSIT REFUND NRA 001-0000-239.10-00 150.00 Olympic Medical Center FND VBCC DEPOSIT REFUND OMC 2 001-0000-239.10-00 300.00 Randy Cooper CC CHAMBERS DEPOSIT REFUN 001-0000-239.10-00 50.00 WA STATE PATROL LIVESCAN BILL FOR FEB 201 001-0000-229.50-00 555.00 Division Total: $2,533.55 Department Total: $2,533.55 ADVANCED TRAVEL NLC-Collins 001-1160-511.43-10 1,170.33 NLC-Downie 001-1160-511.43-10 1,38068 Tsunami Rem Day -Kidd 001-1160-511.43-10 179.46 Legislative Mayor & Council Division Total. $2,730.47 Legislative Department Total. $2,730.47 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-1210-513.42-10 1.18 03-14 A/C 3604570968343B 001-1210-513 42-10 2.37 03-14 A/C 3604571535571 B 001-1210-513 42-10 1.95 03-16 A/C 206T59336570B 001-1210-513.42-10 27.74 03-14 A/C 36045766840858 001-1210-513.42-10 7.24 • 03-14 A/C 3604570411199B 001-1210-513.42-10 55.30 03-23 A/C 206T302306084B 001-1210-513.42-10 20.33 03-23 A/C 206T310164584B 001-1210-513.42-10 27.74 City Manager Department City Manager Office Division Total. $143.85 PA DOWNTOWN ASSN City Staff Service Awards 001-1211-513.31-01 550.00 SWAIN'S GENERAL STORE INC City Staff Service Awards 001-1211-513.31-01 1,825.00 City Manager Department Customer Commitment Division Total. $2,375.00 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-1220-516.42-10 0.24 03-14 A/C 3604570968343B 001-1220-516.42-10 0.47 03-14 A/C 3604571535571B 001-1220-516.42-10 0.39 03-16 A/C 206T59336570B 001-1220-516.42-10 5.55 03-14 A/C 36045766840858 001-1220-516.42-10 1.45 03-14 A/C 3604570411199B 001-1220-516.42-10 11.06 03-23 A/C 206T302306084B 001-1220-516.42-10 4.07 03-23 A/C 206T310164584B 001-1220-516.42-10 5.55 City Manager Department Human Resources Division Total. $28.78 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-1230-514.42-10 0.12 03-14 A/C 3604570968343B 001-1230-514.42-10 0.24 03-14 A/C 3604571535571B 001-1230-514.42-10 0.19 03-16 A/C 206T59336570B 001-1230-514.42-10 2.77 03-14 A/C 3604576684085B 001-1230-514.42-10 0.72 • 03-14 A/C 3604570411199B 001-1230-514.42-10 5.53 03-23 A/C 206T302306084B 001-1230-514.42-10 2.03 E-1 Pagel Date 4/11/2012 il City of Port Angeles City Council Expenditure Report From: 312412012 To: 41612012 • Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-23 A/C: 206T310164584B 001-1230-514.42-10 2.77 WAPRO WAPRO SPRING TRAINING - R 001-1230-514.43-10 125.00 City Manager Department City Clerk Division Total: $139.37 City Manager Department Department Total: $2,687.00 CENTURYLINK-QWEST 03-14 A/C: 3604570831558B 001-2010-514 42-10 0.83 03-14 A/C 36045709683438 001-2010-514.42-10 1.65 03-14 A/C: 3604571535571 B 001-2010-514.42-10 1.37 03-16 A/C: 206T59336570B 001-2010-514.42-10 19.42 03-14 A/C: 3604576684085B 001-2010-514.42-10 5.07 03-14 A/C 3604570411199B 001-2010-514.42-10 38.71 03-23 A/C. 206T302306084B 001-2010-514.42-10 14.23 03-23 A/C 206T310164584B 001-2010-514 42-10 19.42 OLYMPIC STATIONERS INC SUPPLIES 001-2010-514.31-01 20.52 Finance Department Finance Administration Division Total: $121.22 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-2023-514.42-10 1.07 03-14 A/C 3604570968343B 001-2023-514.42-10 2.13 03-14 A/C 3604571535571B 001-2023-514.42-10 1 76 03-16 A/C 206T59336570B 001-2023-514.42-10 24.97 03-14 A/C 3604576684085B 001-2023-514.42-10 6.52 03-14 A/C 3604570411199B 001-2023-514 42-10 49.77 03-23 A/C 206T302306084B 001-2023-514 42-10 18.30 03-23 A/C 206T310164584B 001-2023-514.42-10 24.97 OLYMPIC STATIONERS INC SUPPLIES 001-2023-514.31-01 20.54 BADGES & OTHER ID EQUIP 001-2023-514.31-01 1512 Finance Department Accounting Division Total. $165.15 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-2025-514.42-10 1.54 03-14 A/C 36045709683436 001-2025-514.42-10 3.08 03-14 A/C 3604571535571 B 001-2025-514.42-10 2.54 03-16 A/C 206T59336570B 001-2025-514.42-10 36.07 03-14 A/C 3604576684085B 001-2025-514.42-10 9.42 03-14 A/C 3604570411199B 001-2025-514.42-10 71.89 03-23 A/C 206T302306084B 001-2025-514.42-10 2644 03-23 A/C 206T310164584B 001-2025-514.42-10 36.07 DATABAR INCORPORATED CYCLES 1-5 3/8/12 001-2025-514.41-50 2,022.31 CYCLES 6-10 3/15/12 001-2025-514.41-50 1,936.29 CYCLES 11-15 3/22/12 001-2025-514 41-50 1,988.32 OLYMPIC STATIONERS INC SUPPLIES 001-2025-514.31-01 20.52 SWAIN'S GENERAL STORE INC CLOTHING ALLOWANCE - D.S. 001-2025-514.31-11 64.90 CLOTHING ALLOWANCE - H.I 001-2025-514.31-11 48.67 CLOTHING ALLOWANCE- H 11 001-2025-514.31-11 48.67 CLOTHING ALLOWANCES DRY 001-2025-514.31-11 118.96 CLOTHING ALLOWANCES DRY 001-2025-514.31-11 -4864 E-2 Page 2 • $'CJ City of Port Angeles Date 4/11/2012 City Council Expenditure Report • r` ' & ' From: 3/2412012 To: 4/6/2012 Vendor Description Account Number Invoice Amount Finance Department Customer Service Division Total: $6,387.05 OLYMPIC STATIONERS INC PAPER (OFFICE,PRINT SHOP) 001-2080-514.31-01 2,518.95 UNITED PARCEL SERVICE Shipping Chgs 001-2080-514.42-10 30.00 Finance Department Reprographics Division Total. $2,548.95 Finance Department Department Total. $9,222.37 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-3010-515.42-10 0.71 03-14 A/C 3604570968343B 001-3010-515.42-10 1.42 03-14 A/C 3604571535571 B 001-3010-515.42-10 1.17 03-16 A/C 206T59336570B 001-3010-515.42-10 16.65 03-14 A/C 3604576684085B 001-3010-515.42-10 4.35 03-14 A/C 3604570411199B 001-3010-515.42-10 33.18 03-23 A/C 206T302306084B 001-3010-515 42-10 12.20 03-23 A/C 206T310164584B 001-3010-515 42-10 16.65 Attorney Attorney Office Division Total: $86.33 CITY OF FORKS FEB.2012 FORKS JAIL BILL 001-3012-598.51-23 7,085.00 CLALLAM CNTY SHERIFF'S DEPT JAIL BILL FEB.2012 001-3012-598.51-23 40,656.66 Attorney Jail Contributions Division Total: $47,741.66 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-3021-515.42-10 047 03-14 A/C 3604570968343B 001-3021-515.42-10 0.95 03-14 A/C 3604571535571 B 001-3021-515.42-10 0.78 03-16 A/C 206T59336570B 001-3021-515.42-10 11.10 03-14 A/C 3604576684085B 001-3021-515.42-10 2.90 03-14 A/C 3604570411199B 001-3021-515.42-10 2212 03-23 A/C 206T302306084B 001-3021-515.42-10 8.13 03-23 A/C 206T310164584B 001-3021-515.42-10 11.10 CLALLAM PUBLIC DEFENDER Public Defender Fees 001-3021-515.41-50 3,541.67 MYERS, STAN Indigent Legal Fees 001-3021-515.41-50 3,541.67 Attorney Prosecution Division Total: $7,140.89 Attorney Department Total. $54,968.88 CENTURYLINK-QWEST 03-14 A/C 36045708315586 001-4010-558.42-10 0.89 03-14 A/C 3604570968343B 001-4010-558.42-10 1.77 03-14 A/C 3604571535571B 001-4010-558.42-10 1.46 03-16 A/C 206T59336570B 001-4010-558.42-10 20.81 03-14 A/C 3604576684085B 001-4010-558.42-10 5.43 03-14 A/C 3604570411199B 001-4010-558 42-10 41.47 03-23 A/C 206T302306084B 001-4010-558.42-10 15.25 03-23 A/C 206T310164584B 001-4010-558.42-10 20.81 Community Development Planning Division Total: $107.89 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-4020-524.42-10 0.31 03-14 A/C 3604570968343B 001-4020-524.42-10 0.62 . 03-14 A/C 3604571535571 B 001-4020-524.42-10 0.51 03-16 A/C 206T59336570B 001-4020-524.42-10 7.21 E-3 Page 3 Page 4 Date 4/11/2012 City of Port Angeles fv max„ City Council Expenditure ]Report From: 3/24/2012 To: 416/.2012 • Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-14 A/C; 36045766840856 001-4020-524.42-10 1.88 03-14 A/C; 3604570411199B 001-4020-524.42-10 14.38 03-23 A/C: 206T302306084B 001-4020-524.42-10 5.29 03-23 A/C: 206T310164584B 001-4020-524.42-10 7.21 OLYMPIC STATIONERS INC OFFICE SUPPLIES, GENERAL 001-4020-524.31-01 40.65 Community Development Building Division Total: $78.06 CENTURYLINK-QWEST 03-14 A/C: 3604570831558B 001-4030-559.42-10 0.05 03-14 A/C 3604570968343B 001-4030-559.42-10 0.09 03-14 A/C; 3604571535571B 001-4030-559.42-10 0.08 03-16 A/C; 206T59336570B 00 1 -403CI-559 42-10 1.11 03-14 A/C: 3604576684085B 001-403C1-559 42-10 0.29 03-14 A/C: 3604570411199B 001-4030-559.42-10 2.21 03-23 A/C: 206T302306084B 001-4030-559.42-10 0.81 03-23 A/C: 206T310164584B 001-4030-559.42-10 1.11 Community Development Code Compliance Division Total: $5.75 Community Development Department Total: $191.70 CENTURYLINK-QWEST 03-14 A/C: 3604570831558B 001-5010-521.42-10 1.89 03-14 A/C 3604570968343B 001-5010-521.42-10 3.78 03-14 A/C: 3604571535571 B 03-16 A/C 206T5933657013 001-5010-521.42-10 001-5010-521.42-10 3.12 44.39 03-14 A/C 3604576684085B 001-5010-521.42-10 11.59 03-14 A/C: 3604570411199B 001-5010-521.42-10 88.48 03-23 A/C 206T30230608413 001-5010-521.42-10 32.54 03-23 A/C: 206T310164584B 001-5010-521 42-10 44.39 03-20 a/c 206Z200017790B 001-5010-521.42-10 199.03 CRIMEREPORTS ANNUAL RENEWAL 5 YRS,TG 001-5010-521 49-01 4,636.06 JOE LANCHEROS RADIO PROGRAMMING4 NEW PORTABLE RADIOS,LAB 001-5010-521 42-10 247.50 Police Department Police Administration Division Total. $5,312.77 ADVANCED TRAVEL CJTC-Nutter 001-5021-521.43-10 357.75 CENTURYLINK-QWEST 03-14 A/C: 36045708315586 001-5021-521.42-10 1.18 03-14 A/C 3604570968343B 001-5021-521.42-10 2.37 03-14 A/C: 3604571535571 B 001-5021-521.42-10 1.95 03-16 A/C: 206T59336570B 001-5021-521.42-10 27.74 03-14 A/C 3604576684085B 001-5021-521.42-10 7.24 03-14 A/C 3604570411199B 001-5021-521.42-10 55.30 03-23 A/C 206T3023060846 001-5021-521.42-10 20.33 03-23 A/C 206T310164584B 001-5021-521.42-10 27.74 SWAIN'S GENERAL STORE INC POLICE EQUIPMENT & SUPPLY 001-5021-521.31-01 10.56 Police Department Investigation Division Total: $512.16 ACTION COMMUNICATIONS INC 4 MOTOROLA RADIOA,PATROL, 001-5022-521.31-14 4,363.63 BLUMENTHAL UNIFORMS & EQUIP CLOTHING & APPAREL 001-5022-521.31-11 146.34 • CLOTHING & APPAREL 001-5022-521.31-11 683.73 E-4 Page 4 Vendor BLUMENTHAL UNIFORMS & EQUIP f-7:7iu�/X17 CAPACITY PROVISIONING INC CENTURYLINK-QWEST DEPARTMENT OF REVENUE -WIRES QUILL CORPORATION Police Department CANON USA, INC CENTURYLINK-QWEST 11 City of Port Angeles City Council Expenditure Report From: 3/24/2012 To: 4/612012 Description Uniforms Uniforms CLOTHING & APPAREL CLOTHING & APPAREL Secure Fiber Svc/Gateway Secure Fiber Svc/Gateway 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B EXTERNAL LABOR SERVICES FTO CONFERENCE REGISTRATI OFFICE SUPPLIES, GENERAL POLICE EQUIPMENT & SUPPLY Shipping Chgs Patrol 3 GIFT CERTIFICATES,G POLICE EQUIPMENT & SUPPLY Reserves & Volunteers CLOTHING & APPAREL 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 36045704111998 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B Excise Tax Return -Feb OFFICE SUPPLIES, GENERAL Records Police Department OFFICE MACHINES & ACCESS 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 36045766840858 Account Number 001-5022-521.31-11 001-5022-521.31-11 001-5022-521.20-80 001-5022-521.20-80 001-5022-521.41-50 001-5022-521.42-10 001-5022-521.42-10 001-5022-521 42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.49-90 001-5022-521 43-10 001-5022-521.31-11 001-5022-521.31-80 001-5022-521.42-10 Division Total: 001-5026-521.31-01 001-5026-521.31-11 Division Total: 001-5029-521.45-31 001-5029-521.42-10 001-5029-521 42-10 001-5029-521.42-10 001-5029-521.42-10 001-5029-521.42-10 001-5029-521 42-10 001-5029-521 42-10 001-5029-521 42-10 001-5029-342.10-17 001-5029-521.31-01 Division Total: Department Total: 001-6010-522.45-31 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 Date 4/11/2012 Invoice Amount 121.93 -108.38 409.04 951.12 3,023.62 185.50 3.31 6.63 5.47 77.69 20.29 154.84 56.94 77.69 277.23 50.00 653.79 7.24 6.72 $11,174.37 150.00 357.30 $507.30 384.71 1.18 2.37 1.95 27.74 7.24 55.30 2033 27.74 12.66 123.18 $664.40 $18,171.00 190.69 1.66 3.31 2.73 38.84 10.14 E-5 Page 5 EVERGREEN TOWING Glen Roggenbuck SQUAD ROOM EMBLEMS SWAIN'S GENERAL STORE INC UNITED PARCEL SERVICE iPolice Department BUSHWHACKER RESTAURANT SWAIN'S GENERAL STORE INC Police Department CANON USA, INC CENTURYLINK-QWEST DEPARTMENT OF REVENUE -WIRES QUILL CORPORATION Police Department CANON USA, INC CENTURYLINK-QWEST 11 City of Port Angeles City Council Expenditure Report From: 3/24/2012 To: 4/612012 Description Uniforms Uniforms CLOTHING & APPAREL CLOTHING & APPAREL Secure Fiber Svc/Gateway Secure Fiber Svc/Gateway 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B EXTERNAL LABOR SERVICES FTO CONFERENCE REGISTRATI OFFICE SUPPLIES, GENERAL POLICE EQUIPMENT & SUPPLY Shipping Chgs Patrol 3 GIFT CERTIFICATES,G POLICE EQUIPMENT & SUPPLY Reserves & Volunteers CLOTHING & APPAREL 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 36045704111998 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B Excise Tax Return -Feb OFFICE SUPPLIES, GENERAL Records Police Department OFFICE MACHINES & ACCESS 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 36045766840858 Account Number 001-5022-521.31-11 001-5022-521.31-11 001-5022-521.20-80 001-5022-521.20-80 001-5022-521.41-50 001-5022-521.42-10 001-5022-521.42-10 001-5022-521 42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.42-10 001-5022-521.49-90 001-5022-521 43-10 001-5022-521.31-11 001-5022-521.31-80 001-5022-521.42-10 Division Total: 001-5026-521.31-01 001-5026-521.31-11 Division Total: 001-5029-521.45-31 001-5029-521.42-10 001-5029-521 42-10 001-5029-521.42-10 001-5029-521.42-10 001-5029-521.42-10 001-5029-521 42-10 001-5029-521 42-10 001-5029-521 42-10 001-5029-342.10-17 001-5029-521.31-01 Division Total: Department Total: 001-6010-522.45-31 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 001-6010-522.42-10 Date 4/11/2012 Invoice Amount 121.93 -108.38 409.04 951.12 3,023.62 185.50 3.31 6.63 5.47 77.69 20.29 154.84 56.94 77.69 277.23 50.00 653.79 7.24 6.72 $11,174.37 150.00 357.30 $507.30 384.71 1.18 2.37 1.95 27.74 7.24 55.30 2033 27.74 12.66 123.18 $664.40 $18,171.00 190.69 1.66 3.31 2.73 38.84 10.14 E-5 Page 5 Page 6 City of Port Angeles City Council Expenditure Report From: 3/24/2012 To: 41612012 Date 4/11/2012 • Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-14 A/C: 3604570411199B 001-6010-522.42-10 77.42 03-23 A/C 206T302306084B 001-6010-522.42-10 28.47 03-23 A/C: 206T310164584B 001-6010-522 42-10 3884 03-14 A/C; 3604570831558B 001-6010-522.42-11 047 03-14 A/C: 3604570968343B 001-6010-522.42-11 0.95 03-14 A/C: 3604571535571 B 001-6010-522.42-11 0.78 03-16 A/C: 206T59336570B 001-601 CI -522 42-11 11.10 03-14 A/C: 3604576684085B 001-6010-522.42-11 2.90 03-14 A/C: 3604570411199B 001-6010-522.42-11 22.12 03-23 A/C: 206T302306084B 001-601 CI -522 42-11 8.13 03-23 A/C: 206T310164584B 001-6010-522 42-11 11.10 PACIFIC OFFICE EQUIPMENT INC OFFICE MACHINES & ACCESS 001-6010-522.45-31 68.74 PORT ANGELES FIRE DEPARTMENT LUNCH MEETING TSUNAMI REA 001-6010-522.31-01 9.96 OFFICERS MEETING REFRESHM 001-6010-522.31-01 25.87 POSTAGE 001-6010-522.42-10 10.25 WSAFC FAS ANNUAL CONFERENCE REG 001-6010-522.43-10 325.00 Fire Department Fire Administration Division Total: $889.47 BAXTER AUTO PARTS #15 TRUCK WASH 001-6020-522.31-02 54.61 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 001-6020-522.42-10 001-6020-522.42-10 1.54 3.08 . 03-14 A/C 3604571535571 B 001-6020-522.42-10 2.54 03-16 A/C 206T59336570B 001-6020-522.42-10 36.07 03-14 A/C 3604576684085B 001-6020-522.42-10 9.42 03-14 A/C 3604570411199B 001-6020-522.42-10 71.89 03-23 A/C 206T302306084B 001-6020-522.42-10 26.44 03-23 A/C 206T310164584B 001-6020-522 42-10 36.07 Bryant Kroh REIMBURSE CLOTHING ALLOWA 001-6020-522.20-80 111.07 PORT ANGELES FIRE DEPARTMENT SUPPLIES 001-6020-522.31-02 3.96 SEAWESTERN INC CLOTHING & APPAREL 001-6020-522.31-11 55.92 BOATS,MOTORS,& MARINE SUP 001-6020-522.35-01 94.51 SWAIN'S GENERAL STORE INC PLASTICS 001-6020-522.31-01 29.13 BOATS,MOTORSA MARINE SUP 001-6020-522.31-02 23.56 VERIZON WIRELESS 03-15 a/c 264395724-00001 001-6020-522.42-10 26.24 Fire Department Fire Supression Division Total: $586.05 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-6021-522 42-10 012 03-14 A/C 3604570968343B 001-6021-522.42-10 0.24 03-14 A/C 3604571535571 B 001-6021-522.42-10 0.19 03-16 A/C 206T59336570B 001-6021-522.42-10 2.77 03-14 A/C 3604576684085B 001-6021-522.42-10 0.72 03-14 A/C 3604570411199B 001-6021-522.42-10 553 03-23 A/C 206T302306084B 001-6021-522.42-10 2.03 03-23 A/C 206T310164584B 001-6021-522.42-10 2.77 E-6 Page 6 Date 4/11/2012 City of Port Angeles lim;, 424 City Council Expenditure Report • f"'�, From: 3/24/2012 To: 41612012 Vendor CLALLAM CNTY FIRE DISTRICT 2 Fire Department CENTURYLINK-QWEST HARTNAGEL BUILDING SUPPLY INC OLYMPIC STATIONERS INC Fire Department ANGELES MILLWORK & LUMBER CO CENTURYLINK-QWEST QUILL CORPORATION VERIZON WIRELESS Fire Department ANGELES FURNITURE & CARPET CO FERRELLGAS INC Fire Department CENTURYLINK-QWEST Fire Department ADVANCED TRAVEL CANON USA, INC • CENTURYLINK-QWEST Description REIMBURSEMENT OF GEAR Fire Volunteers 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B HYDRANT PAINT SUPPLIES Fire Prevention PLYWOOD -- RECRUIT SCHOOL 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B PAPER (OFFICE,PRINT SHOP) 03-10 a/c 571099962-00001 Fire Training RECLINER FUEL Facilities Maintenance 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 36045715355716 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B Emergency Management Fire Department Asphalt Trng Conf-Mahlum RENTAL/LEASE EQUIPMENT 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B Account Number 001-6021-522.31-01 Division Total. 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.42-10 001-6030-522.31-01 001-6030-522.31-01 Division Total: 001-6040-522.31-01 001-6040-522 42-10 001-6040-522 42-10 001-6040-522.42-10 001-6040-522.42-10 001-6040-522.42-10 001-6040-522.42-10 001-6040-522.42-10 001-6040-522.42-10 001-6040-522.31-01 001-6040-522.42-10 Division Total: 001-6050-522.31-02 001-6050-522 47-10 Division Total. 001-6060-525.42-10 001-6060-525.42-10 001-6060-525.42-10 001-6060-525.42-10 001-6060-525 42-10 001-6060-525.42-10 001-6060-525.42-10 001-6060-525 42-10 Division Total. Department Total. 001-7010-532.43-10 001-7010-532.45-31 001-7010-532.42-10 001-7010-532.42-10 Invoice Amount 238.94 $253.31 0.24 0.47 0.39 5.55 1.45 1106 4.07 5.55 111.19 24.27 $164.24 43.36 0.24 0.47 0.39 5.55 1.45 11 06 4.07 555 129.75 35.00 $236.89 541.99 560.48 $1,102.47 1.07 2.13 1.76 24.97 6.52 49.77 18.30 24.97 $129.49 $3,361.92 26.00 78444 3.65 7.34 E-7 Page 7 Date 4/11/2012 City of Port Angeles ._ City Council Expenditure Report From: 3/2412012 To: 41612012 • Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-14 A/C 3604571535571B 001-7010-532.42-10 6.05 03-16 A/C 206T59336570B 001-7010-532.42-10 86.01 03-14 A/C 3604576684085B 001-7010-532.42-10 22.47 03-14 A/C 3604570411199B 001-7010-532.42-10 171.43 03-23 A/C 206T302306084B 001-7010-532.42-10 63.04 03-23 A/C 206T310164584B 001-7010-532.42-10 86.01 IMSA-INTNL MUNICIPAL SGNL ASSC MEMBERSHIPS 001-7010-532 49-01 70.00 Sondya Wray TUITION REIMBURSEMENT 001-7010-532.43-10 484.07 APWA 2012 Spring Conference REGISTRATION FEE 001-7010-532.43-10 440.00 OLYMPIC STATIONERS INC SUPPLIES 001-7010-532.31-01 109.38 SHARP ELECTRONICS CORP OFFICE MACHINES & ACCESS 001-7010-532.45-31 235.12 WASHINGTON (DES), STATE OF COMPUTERS,DP & WORD PROC 001-7010-532.31-60 395.51 COMPUTERS,DP & WORD PROC 001-7010-532.48-02 27.34 COMPUTERS,DP & WORD PROC 001-7010-532.48-02 32013 Public Works -Gen Fnd Pub Wlcs Administration Division Total: $3,337.99 Public Works -Gen Fnd Department Total: $3,337.99 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8010-574.42-10 0.35 03-14 A/C 3604570968343B 001-8010-574.42-10 0.71 03-14 A/C 3604571535571 B 001-8010-574.42-10 0.59 03-16 A/C 206T59336570B 001-8010-574.42-10 832 • 03-14 A/C 3604576684085B 001-8010-574.42-10 2.17 03-14 A/C 3604570411199B 001-8010-574.42-10 16.59 03-23 A/C 206T302306084B 001-8010-574.42-10 6.10 03-23 A/C 206T310164584B 001-8010-574.42-10 8.32 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 001-8010-347.30-20 53.23 Excise Tax Return -Feb 001-8010-347.90-15 35.48 OLYMPIC STATIONERS INC SUPPLIES 001-8010-574.31-01 20.95 WASHINGTON (DES), STATE OF COMPUTERS,DP & WORD PROC 001-8010-574.31-60 27.34 COMPUTERS,DP & WORD PROC 001-8010-574.31-60 173.09 Parks Dept Parks Administration Division Total: $353.24 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8012-555.42-10 0.35 03-14 A/C 3604570968343B 001-8012-555.42-10 0.71 03-14 A/C 3604571535571B 001-8012-555.42-10 059 03-16 A/C 206T59336570B 001-8012-555.42-10 8.32 03-14 A/C 3604576684085B 001-8012-555.42-10 2.17 03-14 A/C 3604570411199B 001-8012-555 42-10 16.59 03-23 A/C 206T302306084B 001-8012-555 42-10 610 03-23 A/C 206T310164584B 001-8012-555.42-10 8.32 03-14 a/c 36045770049478 001-8012-555.42-10 44.43 03-05 a/c 3604529861819B 001-8012-555.42-10 44.56 03-20 a/c 206T217227465B 001-8012-555.42-10 57.46 Parks Dept Senior Center Division Total: $189.60 E-8 Page 8 4•�cxq , Date 4/11/2012 City of Port Angeles City Council Expenditure Report • "°•" " From: 3/24/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8050-536.42-10 0.24 03-14 A/C 3604570968343B 001-8050-536.42-10 0.47 03-14 A/C 3604571535571 B 001-8050-536.42-10 0.39 03-16 A/C 206T59336570B 001-8050-536.42-10 5.55 03-14 A/C 3604576684085B 001-8050-536 42-10 145 03-14 A/C 360457041 1 1 99B 001-8050-536.42-10 11.06 03-23 A/C 206T302306084B 001-8050-536.42-10 4.07 03-23 A/C 206T310164584B 001-8050-536.42-10 5.55 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 001-8050-343.60-12 24.26 Excise Tax Return -Feb 001-8050-343.60-13 51.10 Excise Tax Return -Feb 001-8050-343.60-14 19.48 Excise Tax Return -Feb 001-8050-343.60-15 18.41 Excise Tax Return -Feb 001-8050-343.60-16 0.96 Parks Dept Ocean View Cemetery Division Total. $142.99 ADVANCED TRAVEL Pesticide Recert-JB 001-8080-576.43-10 154.16 AQUATIC SPECIALTY SERVICES CHEMICAL LAB EQUIP & SUPP 001-8080-576.31-20 76.97 B & B SHARPENING SERVICE/REPAIR LAWN MAINTENANCE EQUIP 001-8080-576.31-01 91.42 BAXTER AUTO PARTS #15 FUEL,OIL,GREASE, & LUBES 001-8080-576.31-01 47.44 HAND TOOLS ,POW&NON POWER 00 1 -8080-576.31 -01 9.56 . CARLSON & ASSOCIATES, LAURIE PAINTING EQUIPMENT & ACC 001-8080-576.31-01 273.00 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8080-576.42-10 1.18 03-14 A/C 3604570968343B 001-8080-576.42-10 2.37 03-14 A/C 3604571535571 B 001-8080-576.42-10 1.95 03-16 A/C 206T59336570B 001-8080-576.42-10 27.74 03-14 A/C 3604576684085B 001-8080-576.42-10 7.24 03-14 A/C 3604570411199B 001-8080-576.42-10 55.30 03-23 A/C 206T302306084B 001-8080-576.42-10 20.33 03-23 A/C 206T310164584B 001-8080-576.42-10 27.74 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 001-8080-347 30-18 167.66 FASTENAL INDUSTRIAL FIRST AID & SAFETY EQUIP 001-8080-576.31-01 17.18 NOTIONS & RELATED SEWING 001-8080-576.31-20 5642 FERGUSON ENTERPRISES INC LAWN MAINTENANCE EQUIP 001-8080-576.31-20 599.92 Elijah Hammel TUITION REIMBURSEMENT 001-8080-576.43-10 160.00 DOT PHYSICAL REIMBURSEMNT 001-8080-576.49-90 110.00 OLYMPIC SYNTHETIC PRODUCTS MATERIAL HNDLING&STOR EQP 001-8080-576.31-20 198.81 STANLEY SECURITY SOLUTIONS HARDWARE,AND ALLIED ITEMS 001-8080-576.31-20 255.15 SUNSET DO -IT BEST HARDWARE TAPE(NOT DP,SOUND,VIDEO) 001-8080-576 31-01 19.93 HAND TOOLS ,POW&NON POWER 001-8080-576.31-2Q 22.43 SWAIN'S GENERAL STORE INC CLOTHING & APPAREL 001-8080-576.31-01 89.21 TAPE(NOT DP,SOUND,VIDEO) 001-8080-576.31-20 7.97 WESTERN EQUIPMENT DISTRIB INC AGRICULTURAL EQUIP&IMPLEM 001-8080-576.35-01 6,416.78 Parks Dept Park Facilities Division Total: $8,917.86 E-9 Page 9 6a scx , Date 4/11/2012 City of Port Angeles City Council Expenditure ]Report ` °rt From: 3/24/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount Parks Dept Department Total: $9,603.69 CENTURYLINK-QWEST 03-14 A/C: 3604570831558B 001-8130-518.42-10 0.12 03-14 A/C: 3604570968343B 001-8130-518.42-10 0.24 03-14 A/C 3604571535571B 001-8130-518.42-10 0.19 03-16 A/C: 206T59336570B 001-8130-518.42-10 2.77 03-14 A/C: 3604576684085B 001-8130-518.42-10 0.72 03-14 A/C: 36045704 1 1 1 99B 001-8130-518.42-10 5.53 03-23 A/C 206T30230608413 001-8130-518.42-10 2.03 03-23 A/C: 206T310164584B 001-8130-518.42-10 2.77 Facilities Maintenance Custodial/Janitorial Svcs Division Total: $14.37 ADT SECURITY SERVICES, INC SECURITY, FIRE, SAFETY SERV 001-8131-518.42-10 52.46 ANGELES MILLWORK & LUMBER CO HAND TOOLS ,POW&NON POWER 001-8131-518.35-01 136.24 CED/CONSOLIDATED ELEC DIST INC MARKERS, PLAQUES,SIGNS 001-8131-518.31-20 110.57 ELECTRICAL EQUIP & SUPPLY 001-8131-518.31-20 25.63 ELECTRICAL EQUIP & SUPPLY 001-8131-518.31-20 52.23 ELECTRICAL EQUIP & SUPPLY 001-8131-518.31-20 99.45 CENTURYLINK-QWEST 03-14 A/C 36045708315588 001-8131-518.42-10 0.12 03-14 A/C 3604570968343B 001-8131-518.42-10 0.24 03-14 A/C 3604571535571B 001-8131-518.42-10 0.20 03-16 A/C 206T593365706 001-8131-518.42-10 2.77 • 03-14 A/C 36045766840856 001-8131-518.42-10 0.72 03-14 A/C 3604570411199B 001-8131-518.42-10 553 03-23 A/C 206T302306084B 001-8131-518.42-10 2.03 03-23 A/C 206T310164584B 001-8131-518.42-10 2.77 03-05 a/c 3604523954268B 001-8131-518.42-10 82.59 03-02 a/c 36041753287848 001-8131-518.42-10 41 30 HARTNAGEL BUILDING SUPPLY INC HARDWARE,AND ALLIED ITEMS 001-8131-518.31-20 41.65 HI -TECH ELECTRONICS INC FIRE PROTECTION EQUIP/SUP 001-8131-518.48-10 309.48 THURMAN SUPPLY FASTENERS, FASTENING DEVS 001-8131-518.31-20 43.41 Facilities Maintenance Central Svcs Facilities Division Total: $1,009.39 Facilities Maintenance Department Total: $1,023.76 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8221-574.42-10 0.12 03-14 A/C 3604570968343B 001-8221-574.42-10 0.24 03-14 A/C 3604571535571 B 001-8221-574.42-10 0.19 03-16 A/C 206T5933657013 001-8221-574.42-10 2.77 03-14 A/C 3604576684085B 001-8221-574.42-10 0.72 03-14 A/C 36045704111998 001-8221-574.42-10 5.53 03-23 A/C 206T302306084B 001-8221-574.42-10 2.03 03-23 A/C 206T310164584B 001-8221-574.42-10 2.77 Recreation Activities Sports Programs Division Total: $14.37 CAPTAIN T'S CLOTHING & APPAREL 001-8222-574.31-01 515.98 . CENTURYLINK-QWEST 03-14 A/C 3604570831558B 001-8222-574.42-10 0.12 E-10 Page 10 ccx 4 City of Port Angeles Date 4/11/2012 City Council Expenditure Report • C'' a. From: 3/24/2012 To: 4/6/2012 Vendor CENTURYLINK-QWEST DRAKE'S PIZZA & SUBS Shauna Hahn SWAIN'S GENERAL STORE INC Recreation Activities CENTURYLINK-QWEST Amber Mozmgo OLYMPIC STATIONERS INC ROB MERRITT SALES SWAIN'S GENERAL STORE INC Recreation Activities Description 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B FOODS. PERISHABLE REFUND OF ENTRY FOR TEAM 2 GIFT CARDS/STOPWATCH Special Events 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B REIM SUPPLIES SUPPLIES CLOTHING & APPAREL SUPPLIES Youth/Family Programs Recreation Activities General Fund Account Number 001-8222-574 42-10 001-8222-574.42-10 001-8222-574 42-10 001-8222-574.42-10 001-8222-574.42-10 001-8222-574.42-10 001-8222-574.42-10 001-8222-574.31-01 001-8222-347.60-21 001-8222-574.31-01 Division Total: 001-8224-574.42-10 001-8224-574.42-10 001-8224-574 42-10 001-8224-574.42-10 001-8224-574.42-10 001-8224-574.42-10 001-8224-574.42-10 001-8224-574.42-10 001-8224-574.31-01 001-8224-574.31-01 001-8224-574.31-01 001-8224-574.31-01 Division Total. Department Total: Fund Total: Invoice Amount 0.24 0.19 2.77 0.72 5.53 2.03 2.77 280.98 250.00 67.14 $1,128.47 0.12 0.24 0.19 2.77 0.72 5.53 2.03 2.77 71.75 7.32 385.90 39.56 $518.90 $1,661.74 $109,494.07 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 102-0000-237.00-00 373.25 Division Total: $373.25 Department Total: $373.25 ADVANCED TRAVEL Pesticide Recert-Hayduck 102-7230-542.43-10 154.16 ANGELES MILLWORK & LUMBER CO LUMBER& RELATED PRODUCTS 102-7230-542.31-20 69.74 LUMBER& RELATED PRODUCTS 102-7230-542.31-20 19.61 MARKERS, PLAQUES,SIGNS 102-7230-542.31-25 11 83 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 102-7230-542.42-10 0.59 03-14 A/C 3604570968343B 102-7230-542.42-10 1.18 03-14 A/C 3604571535571B 102-7230-542.42-10 0.98 03-16 A/C 206T59336570B 102-7230-542.42-10 13.87 03-14 A/C 3604576684085B 102-7230-542.42-10 3.62 03-14 A/C 36045704111996 102-7230-542.42-10 27.65 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B 102-7230-542.42-10 102-7230-542 42-10 10.17 13.87 CLALLAM CNTY DEPT OF HEALTH HEPATITIS A & B SHOTS 102-7230-542.49-90 400.00 E-11 Page 11 �6tiecx4, .� �� Date 4/11/2012 City of Port Angeles w.. City Council Expenditure Report ,.xF From: 3/24/2012 To: 41612012 • Vendor Description Account Number Invoice Amount SWAIN'S GENERAL STORE INC JANITORIAL SUPPLIES 102-7230-542.31-01 2140 Public Works -Street Street Division Total: $748.67 Public Works -Street Department Total: $748.67 Street Fund Fund Total: $1,121.92 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 103-1511•-558.42-10 0.06 03-14 A/C 3604570968343B 103-1511•-558.42-10 0.12 03-14 A/C 3604571535571 B 103-1511-558 42-10 0.10 03-16 A/C 206T59336570B 103-1511-558.42-10 1.39 03-14 A/C 3604576684085B 103-1511,-558.42-10 0.36 03-14 A/C 3604570411199B 103-1511-558.42-10 276 03-23 A/C 206T302306084B 103-1511.-558.42-10 1.02 03-23 A/C 206T310164584B 103-1511.-558.42-10 1.39 CLALLAM CNTY ECONOMIC DEV CNCL 1ST QUARTER 103-1511.558.41-50 3,750.00 Economic Development Economic Development Division Total: $3,757.20 Economic Development Department Total: $3,757.20 Economic Development Fund Total: $3,757.20 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 106-1512--558.42-10 0.12 03-14 A/C 3604570968343B 106-1512--558.42-10 0.24 03-14 A/C 3604571535571B 106-1512--558.42-10 0.20 03-16 A/C 206T59336570B 106-1512--558.42-10 2.77 03-14 A/C 36045766840858 106-1512-558.42-10 0.72 03-14 A/C 3604570411199B 106-1512--558.42-10 5.53 03-23 A/C 206T302306084B 106-1512--558.42-10 2.03 03-23 A/C 206T310164584B 106-1512--558.42-10 2.77 Economic Development Archaeologist Division Total: $14.38 Economic Development Department Total: $14.38 Cultural Resources Fund Total: $14.38 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 107-0000-237.00-00 32864 Division Total: $328.64 Department Total: $328.64 ADVANCED TRAVEL NW Users Grp -Brooks 107-5160.528.43-10 99.75 EMD Orientation Mtg-GB 107-5160.528.43-10 87.95 NW Users Grp -Christopher 107-5160.528.43-10 166.54 EMD Orientation Mtg-GB 107-5160.528.43-10 -87.95 Public Ed rrng-Homan 107-5160-528.43-11 42709 E911 Forum -Romberg 107-5160.528.43-11 44084 AHRENS, KENNETH E Rental Fees 107-5160-528.45-30 700.00 CENTURYLINK 03-06 a/c 300539444 107-5160-528.42-11 79.74 03-06 a/c 300509854 107-5160.528.42-11 9739 03-06 a/c 406063845 107-5160-528 42-11 160.22 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 107-5160--528 42-10 3.20 E-12 Page 12 City of Port Angeles Date 4/11/2012 City Council Expenditure Report r>f€' "•t{� From: 3/24/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount CENTURYLINK-QWEST 03-14 A/C 3604570968343B 107-5160-528 42-10 6.38 03-14 A/C 3604571535571 B 107-5160-528.42-10 5.27 03-16 A/C 206T59336570B 107-5160-528.42-10 74.91 03-14 A/C 3604576684085B 107-5160-528.42-10 19.57 03-14 A/C 360457041 1 1 99B 107-5160-528.42-10 149.31 03-23 A/C 206T302306084B 107-5160-528 42-10 54.90 03-23 A/C 206T310164584B 107-5160-528.42-10 74.91 COMMUNICATIONS/MEDIA SERV 107-5160-528.48-10 121.95 QUILL CORPORATION COMPUTERS,DP & WORD PROC 107-5160-528.31-01 562.03 QWEST CORP DBA CENTURYLINK DATA PROC SERV &SOFTWARE 107-5160-528.48-10 650.00 TWENTY FIRST CENTURY COMMUNICATI DATA PROC SERV &SOFTWARE 107-5160-528.48-10 8,857.50 WA STATE PATROL MANAGEMENT SERVICES 107-5160-528.48-10 1,065.00 Pencom Pencom Division Total: $13,816.50 Pencom Department Total: $13,816.50 Pencom Fund Fund Total: $14,145.14 STUDIO CASCADE, INC WTIP-PHASE II 310-7930-595.41-50 4,263.12 WTIP-PHASE II 310-7930-595.41-50 5,481.16 WTIP-PHASE 11 310-7930-595.41-50 1,218.03 WTIP-PHASE II 310-7930-595.41-50 1,21804 Capital Projects -Pub Wks GF -Street Projects Division Total: $12,180.35 STUDIO CASCADE, INC WTIP-PHASE II 310-7961-595.41-50 27,297.70 Capital Projects -Pub Wks ST -Sidewalk Improvement Division Total: $27,297.70 ADVANCED TRAVEL Bridge Insp Trng-Mahlum 310-7965-595.65-10 296.87 Capital Projects -Pub Wks ST -Multi -Modal Transp Ctr Division Total. $296.87 Capital Projects -Pub Wks Department Total. $39,774.92 WOOD HARBINGER, INC CITY PIER FIRE SUP 310-8985-594.41-50 1,150.00 Capital Proj-Parks & Rec Misc Parks Projects Division Total: $1,150.00 Capital Proj-Parks & Rec Department Total: $1,150.00 Capital Improvement Fund Total. $40,924.92 CED/CONSOLIDATED ELEC DIST INC ELECTRICAL EQUIP & SUPPLY 401-0000-141.40-00 112.48 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 401-0000-237.00-00 -4710 Excise Tax Return -Feb 401-0000-237.10-00 445.57 ABRUSSEZZE, CRISSAN FINAL BILL REFUND 401-0000-122.10-99 65.81 BILLINGSLEY, FLORENCE FINAL BILL REFUND 401-0000-122.10-99 347.31 CHARLES, ANITA M FINAL BILL REFUND 401-0000-122.10-99 45.06 ERICKSON, TYLER L FINAL BILL REFUND 401-0000-122.10-99 94.19 HAYES, GINGER M FINAL CREDIT BALANCE 401-0000-122.10-99 116.11 HOLTHE, NATASHA J UTILITY DEPOSIT REFUND 401-0000-122.10-99 125.00 KEPLER, DENISE FINAL BILL REFUND 401-0000-122.10-99 289.50 OLSEN, WESLEY C SUZUKI, KAZUMA FINAL CREDIT BALANCE FINAL BILL REFUND 401-0000-122.10-99 401-0000-122.10-99 92.47 15637 NORTHWEST SPECIALTY GAS ELECTRICAL EQUIP & SUPPLY 401-0000-237.00-00 -24.55 E-13 Page 13 �J Date 4/11/2012 City of Port Angeles a City Council Expenditure Report r' „•.. From: 3124/2012 To: 41612012 • Vendor Description Account Number Invoice Amount OLYMPIC COMMUNITY ACTION PRGMS REFUND TO OLYCAP 401-0000-245 10-01 246.00 PACIFIC METERING INC ELECTRICAL EQUIP & SUPPLY 401-0000-237.00-00 -66.77 Division Total: $1,997.45 Department Total: $1,997.45 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 401-7111-533.42-10 0.35 03-14 A/C 3604570968343B 401-7111-533.42-10 0.71 03-14 A/C 3604571535571 B 401-7111-533.42-10 0.59 03-16 A/C 206T59336570B 401-7111-533.42-10 8.32 03-14 A/C 3604576684085B 401-7111-533 42-10 2.17 03-14 A/C 3604570411199B 401-7111-533 42-10 16.59 03-23 A/C 206T302306084B 401-7111-533 42-10 6.10 03-23 A/C 206T310164584B 401-7111-533.42-10 832 INSIGHT PUBLIC SECTOR COMPUTER HARDWARE&PERIPH1401-7111-533.31-60 382.62 COMPUTER HARDWARE&PERIPH1401-7111-533.48-02 91.51 Public Works -Electric Engineering -Electric Division Total: $517.28 ADVANCED TRAVEL NWPPA Mtg-Dunbar 401-7120-533.43-10 660.28 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 401-7120-533.42-10 0.35 03-14 A/C 36045709683438 401-7120-533.42-10 0.71 03-14 A/C 36045715355718 03-16 A/C 206T59336570B 401-7120-533.42-10 401-7120-533.42-10 0.59 8.32 03-14 A/C 3604576684085B 401-7120-533.42-10 2.17 03-14 A/C 36045704111998 401-7120-533.42-10 16.59 03-23 A/C 206T302306084B 401-7120-533.42-10 6.10 03-23 A/C 206T310164584B 401-7120-533.42-10 8.32 EES CONSULTING INC WAPG 401-7120-533 49-01 470.07 Public Works -Electric Power Systems Division Total: $1,173.50 CANON USA, INC RENTAL OR LEASE SERVICES 401-7180-533.45-31 176.61 CAPTAIN T'S FIRE PROTECTION EQUIP/SUP 401-7180-533.31-01 361.56 FIRE PROTECTION EQUIP/SUP 401-7180-533.31-01 41.28 CENTURYLINK-QWEST 03-14 A/C 36045708315588 401-7180-533.42-10 284 03-14 A/C 3604570968343B 401-7180-533.42-10 5.67 03-14 A/C 3604571535571B 401-7180-533 42-10 4.69 03-16 A/C 206T59336570B 401-7180-533.42-10 66.59 03-14 A/C 3604576684085B 401-7180-533.42-10 17.38 03-14 A/C 3604570411199B 401-7180-533.42-10 132.72 03-23 A/C 206T302306084B 401-7180-533.42-10 48.80 03-23 AIC 206T310164584B 401-7180-533.42-10 6659 03-14 a/c 3604574717777B 401-7180-533.42-10 251.86 03-16 a/c 206T26157000B 401-7180-533.42-10 54.54 03-16 a/c 206T323881998B 401-7180-533.42-10 54.54 03-16 a/c 206T32387999613 401-7180-533.42-10 54.54 03-16 a/c 206T22760994B 401-7180-533.42-10 54.54 E-14 Page 14 City of Port Angeles Date 4/11/2012 ;,___ City Council Expenditure Report rry • r"°}F From: 3/24/2012 To: 4/6/2012 Vendor DEPARTMENT OF REVENUE -WIRES DIRECTV GENERAL PACIFIC INC MATCO TOOLS JEDI ELECTRIC NORTHWEST SPECIALTY GAS OLYMPIC LAUNDRY & DRY CLEANERS OLYMPIC SYNTHETIC PRODUCTS PACIFIC METERING INC PACIFIC OFFICE EQUIPMENT INC PENINSULA TRUCK LINES PORT OF PORT ANGELES RADIOSHACK ROHLINGER ENTERPRISES INC SANDERSON SAFETY SUPPLY CO SUNSET DO -IT BEST HARDWARE THURMAN SUPPLY 0 UTILITIES UNDERGROUND LOC CTR WAGNER-SMITH EQUIPMENT CO WESCO DISTRIBUTION INC Public Works -Electric Description Excise Tax Return -Feb DIRECT TV/LIGHT OPS ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY PERMIT REFUND ELECTRICAL EQUIP & SUPPLY LAUNDRY/DRY CLEANING SERV ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY CELL PHONE CASE SHIPPING AND HANDLING Lease Fees ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY FIRE PROTECTION EQUIP/SUP FUEL,OIL,GREASE, & LUBES ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY MISCELLANEOUS SERVICES December locates ELECTRICAL EQUIP & SUPPLY ELECTRICAL EQUIP & SUPPLY Electric Operations Public Works -Electric Account Number 401-7180-533.49-50 401-7180-533.42-10 401-7180-533.34-02 401-7180-533.31-01 401-7180-322.10-28 401-7180-533.34-02 401-7180-533 41-50 401-7180-533.48-10 401-7180-533.34-02 401-7180-533.31-01 401-7180-533.48-10 401-7180-533.45-30 401-7180-533.34-02 401-7180-533.48-10 401-7180-533.31-01 401-7180-533.34-02 401-7180-533.35-01 401-7180-533.34-02 401-7180-533.34-02 401-7180-533.49-90 401-7180-533.49-90 401-7180-533.35-01 401-7180-533.34-02 Division Total: Department Total: Invoice Amount 168,790.32 47.99 253.27 18.87 110.00 316.81 74.76 145.88 861.63 21.25 36090 4,100.00 41.81 243.90 2811 17.60 141.92 20.27 41.04 20.10 24.45 93.65 713.27 $177,882.55 $179,573.33 Electric Utility Fund Fund Total: $181,570.78 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 402-0000-237.00-00 58.68 Division Total. $58.68 Department Total: $58.68 ADVANCED TRAVEL Perf Based Trng-Saar 402-7380-534.43-10 196.46 Perf Based Trng-Flores 402-7380-534.43-10 260.96 Perf Based Trng-Meyer 402-7380-534 43-10 196.46 AIRPORT GARDEN CENTER SEED,SOD,SOIL&INOCULANT 402-7380-534.31-20 45.52 BLAKE SAND & GRAVEL SEED, SOD,SOIL&INOCULANT 402-7380-534.31-20 51.71 CASCADE COLUMBIA DISTRIBUTION, INCWATER&SEWER TREATING CHEIV402-7380-534.31-05 613.58 CENTURYLINK-QWEST 03-14 A/C 36045708315586 402-7380-534.42-10 1.07 03-14 A/C 3604570968343B 402-7380-534.42-10 2.13 03-14 A/C 3604571535571 B 402-7380-534.42-10 1.76 03-16 A/C 206T59336570B 402-7380-534.42-10 2497 • 03-14 A/C 3604576684085B 03-14 402-7380-534.42-10 6.52 A/C 3604570411199B 402-7380-534.42-10 49.77 03-23 A/C 206T302306084B 402-7380-534.42-10 18.30 E-15 Page 15 Vendor CENTURYLINK-QWEST DEPARTMENT OF REVENUE -WIRES DRY CREEK WATER ASSN, INC INTEGRA CHEMICAL CO, INC PUD #1 OF CLALLAM COUNTY SUNSET DO -IT BEST HARDWARE SWAIN'S GENERAL STORE INC THURMAN SUPPLY TWISS ANALYTICAL LABORATORIES UTILITIES UNDERGROUND LOC CTR Public Works -Water Date 4/11/2012 City of Port Angeles City Council Expenditure Report From: 3/24/2012 To: 416/2012 • Description 03-23 A/C: 206T310164584B 03-05 a/c 3604524587479B 03-14 a/c 3604571270975B 03-10 a/c 36OZ100240955B Excise Tax Return -Feb SPECIAL SERVICES AGREEMEN SUPPLIES Reservoir Rd Crown Z Water Rd JANITORIAL SUPPLIES HARDWARE,AND ALLIED ITEMS HOSES, ALL KINDS SHOES AND BOOTS PIPE AND TUBING PIPE FITTINGS TESTING&CALIBRATION SERVI TESTING&CALIBRATION SERVI MISCELLANEOUS SERVICES December locates Water Public Works -Water Water Fund DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb Account Number 402-7380-534 42-10 402-7380-534.42-10 402-7380-534.42-10 402-7380-534.42-10 402-7380-534 49-50 402-7380-534.33-10 402-7380-534.31-20 402-7380-534 47-10 402-7380-534.47-10 402-7380-534.31-20 402-7380-534.31-20 402-7380-534.31-20 402-7380-534.31-01 402-7380-534.31-20 402-7380-534.31-20 402-7380-534.41-50 402-7380-534.41-50 402-7380-534.49-01 402-7380-534.49-90 Division Total. Department Total: Fund Total: 403-0000-237.00-00 Division Total: Department Total: Invoice Amount 24.97 95.21 178.46 150.15 17,660.79 547.62 2,767.63 144.87 26.16 46.04 9.54 12754 142.98 11.71 22.54 215.00 215.00 20.10 24.45 $23,899.97 $23,899.97 $23,958.65 17966 $179.66 $179.66 ADVANCED TRAVEL LSC Job Shadowing -DF 403-7480-535.43-10 23.00 LSC Job Shadowing -DF 403-7480-535.43-10 28.00 LSC Trng-Hicklin 403-7480-535.43-10 267.86 ANGELES COMMUNICATIONS INC PHONE TROUBLESHOOTING 403-7480-535.42-10 177.78 CANON USA, INC OFFICE MACHINES & ACCESS 403-7480-535.45-31 174.64 CAPTAIN T'S CLOTHING & APPAREL 403-7480-535.31-01 361.86 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 403-7480-535.42-10 0.95 03-14 A/C 3604570968343B 403-7480-535.42-10 1.88 03-14 A/C 3604571535571 B 403-7480-535.42-10 1.56 03-16 A/C 206T59336570B 403-7480-535 42-10 22.20 03-14 A/C 36045766840858 403-7480-535.42-10 5.79 03-14 A/C 36045704111998 403-7480-535.42-10 44.24 03-23 A/C 206T302306084B 403-7480-535.42-10 16.27 03-23 A/C 206T310164584B 403-7480-535.42-10 22.20 03-08 a/c 3605650365696B 403-7480-535.42-10 41.30 03-14 a/c 36045763156898 403-7480-535.42-10 82.59 • 03-14 a/c 3604574859247B 403-7480-535.42-10 82.48 E-16 Page 16 a.4j •City of Port Angeles Date 4/11/2012 City Council Expenditure Report From: 3124/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount CLALLAM CNTY DEPT OF HEALTH HEP A & TDAP SHOT 403-7480-535.49-90 158.00 DELL MARKETING LP COMPUTER HARDWARE&PERIPH1403-7480-535.31-60 332.35 COMPUTER HARDWARE&PERIPH1403-7480-535.31-60 1,788.60 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 403-7480-535 49-50 11,405.49 FASTENAL INDUSTRIAL EQUIP MAINT & REPAIR SERV 403-7480-535.31-01 10964 HARDWARE,AND ALLIED ITEMS 403-7480-535.31-01 91.78 HARDWARE,AND ALLIED ITEMS 403-7480-535.31-01 131.81 HARDWARE,AND ALLIED ITEMS 403-7480-535.31-01 685.36 GRANICH ENGINEERED PRODUCTS INC FOOD PROC & CAN EQUIP SUP 403-7480-535.31-20 2,633.85 JULIAN & SON INC, JOHN PUMPS & ACCESSORIES 403-7480-535.31-20 130.30 PETTIT OIL COMPANY FUEL,OIL,GREASE, & LUBES 403-7480-535.32-11 2,323.62 PUD #1 OF CLALLAM COUNTY Brook ave 403-7480-535 47-10 200.92 SEARS COMMERCIAL ONE HAND TOOLS ,POW&NON POWER 403-7480-535.35-01 119.22 STANLEY SECURITY SOLUTIONS HARDWARE,AND ALLIED ITEMS 403-7480-535.31-01 14374 SHIPPING AND HANDLING 403-7480-535.42-10 24.92 SUNSET DO -IT BEST HARDWARE FASTENERS, FASTENING DEVS 403-7480-535.31-20 9.26 HAND TOOLS ,POW&NON POWER 403-7480-535.35-01 113.38 SWAIN'S GENERAL STORE INC FIRST AID & SAFETY EQUIP 403-7480-535.31-01 102.84 • TWINE CHEMICAL LAB EQUIP & SUPP 403-7480-535.31-01 403-7480-535.31-01 7.24 246 THURMAN SUPPLY PIPE AND TUBING 403-7480-535.31-20 39.77 PIPE FITTINGS 403-7480-535.31-20 11.70 TRIANGLE PUMP AND EQUIPMNT INC EQUIP MAINT & REPAIR SERV 403-7480-535.31-20 230.40 UTILITIES UNDERGROUND LOC CTR ENVIRONMENTAL&ECOLOGICAL 403-7480-535.49-01 20.10 December locates 403-7480-535.49-90 24.45 Public Works-WW/Stormn Wastewater Division Total: $22,195.80 Public Works-WW/Stormwtr Department Total: $22,195.80 Wastewater Fund Fund Total. $22,375.46 CORTESIA SANCTUARY & CENTER COMMUNICATIONS/MEDIA SERV 404-0000-237.00-00 -33.02 Division Total: -$33.02 Department Total. -$33.02 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 404-7580-537.42-10 0.47 03-14 A/C 3604570968343B 404-7580-537.42-10 0.95 03-14 A/C 3604571535571 B 404-7580-537.42-10 0.78 03-16 A/C 206T59336570B 404-7580-537.42-10 11.10 03-14 A/C 3604576684085B 404-7580-537.42-10 2.90 03-14 A/C 3604570411199B 404-7580-537.42-10 22.12 03-23 A/C 206T302306084B 404-7580-537.42-10 8.13 03-23 A/C 206T310164584B 404-7580-537.42-10 11 10 •CORTESIA SANCTUARY & CENTER DEPARTMENT OF REVENUE COMMUNICATIONS/MEDIA SERV Excise Tax 404-7580-537.44-10 426.02 -WIRES Return -Feb 404-7580-537.49-50 12,491 51 SOUND PUBLISHING INC Compost Adv 404-7580-537.44-10 534.50 E-17 Page 17 6 •rst . Date 4/11/2012 City of Port Angeles City Council Expenditure Report From: 3/24/2012 To: 4/6/2012 • Vendor Description Account Number Invoice Amount SOUND PUBLISHING INC Recycle adv 404-7580-537.44-10 168.00 WA STATE RECYCLING ASSOCIATION ANNUAL DUES WA RECYCL ASS 404-7580-537.49-01 15000 WASTE CONNECTIONS, INC ENVIRONMENTAL&ECOLOGICAL 404-7580-537.41-51 45,073.43 Public Works -Solid Waste Solid Waste -Collections Division Total: $58,901.01 Public Works -Solid Waste Department Total: $58,901.01 Solid Waste -Collections Fund Total: $58,867.99 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 405-0000-237.10-00 46.20 Division Total: $46.20 Department Total: $46.20 BAILEY SIGNS & GRAPHICS COMMUNICATIONS/MEDIA SERV 405-7538-537.44-10 130.08 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 405-7538-537.42-10 0.47 03-14 A/C 3604570968343B 405-7538-537.42-10 0.95 03-14 A/C 3604571535571B 405-7538-537.42-10 0.78 03-16 A/C 206T59336570B 405-7538-537 42-10 11.10 03-14 A/C 3604576684085B 405-7538-537.42-10 2.90 03-14 A/C 3604570411199B 405-7538-537 42-10 22.11 03-23 A/C 206T302306084B 405-7538-537.42-10 8.13 03-23 A/C 206T310164584B 405-7538-537.42-10 11.10 03-05 a/c 36045222451458 405-7538-537.42-10 41.42 03-05 a/c 36045281005326 405-7538-537.42-10 41.30 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 405-7538-537.49-50 17,456.14 LENOVO COMPUTER HARDWARE&PERIPH1405-7538-537.41-51 2,123.14 OLYMPIC STATIONERS INC OFFICE SUPPLIES, GENERAL 405-7538-537.31-01 76.81 SOUND PUBLISHING INC Garden Glory Adv 405-7538-537.44-10 340.00 Recycle Adv 405-7538-537.44-10 415.80 UNITED PARCEL SERVICE Shipping Chgs 405-7538-537.42-10 75.83 WAK-IN MAN, INC ENVIRONMENTAL&ECOLOG[CAL 405-7538-537.48-10 907.31 WASTE CONNECTIONS, INC ENVIRONMENTAL&ECOLOG[CAL 405-7538-537.41-51 1,294.74 BLDG CONSTRUC SERVICES- 405-7538-537.41-51 245,356.09 ENVIRONMENTAL&ECOLOG[CAL 405-7538-537.41-51 5,367.02 ENVIRONMENTAL&ECOLOGICAL 405-7538-582.75-10 26,096.70 ENVIRONMENTAL&ECOLOGICAL 405-7538-592.83-10 36,682.28 Public Works -Solid Waste SW ,- Transfer Station Division Total: $336,462.20 PORT ANGELES POWER EQUIPMENT SUPPLIES 405-7585-537.31-01 146.32 Public Works -Solid Waste Solid Waste -Landfill Division Total: $146.32 Public Works -Solid Waste Department Total: $336,608.52 • Solid Waste-LF/Trf Stn Fund Total: $336,654.72 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 406-7412-538.42-10 0.24 03-14 A/C 3604570968343B 406-7412-538.42-10 0.47 03-14 A/C 3604571535571 B 406-7412-538.42-10 0.39 03-16 A/C 206T59336570B 406-7412-538.42-10 5.55 • 03-14 A/C 3604576684085B 406-7412-538.42-10 1.45 E-18 Page 18 City of Port Angeles Date- 4/11/2012 ieff City Council Expenditure Report • r�r'' `sF h From: 3/24/2012 To: 4/6/2012 Vendor CENTURYLINK-QWEST UTILITIES UNDERGROUND LOC CTR Public Works-WW/Stormw Description 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B MISCELLANEOUS SERVICES December locates Stormwater Public Works-WW/Stormwtr Account Number 406-7412-538.42-10 406-7412-538.42-10 406-7412-538.42-10 406-7412-538.49-90 406-7412-538.49-90 Division Total: Department Total: Invoice Amount 11.05 4.07 5.55 20.10 2445 $73.32 $73.32 Stormwater Fund Fund Total: $73.32 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 409-0000-237.00-00 78.08 PROGRESSIVE MEDICAL INTERNATIONAI SALE SURPLUS/OBSOLETE 409-0000-237.00-00 -78.19 SALE SURPLUS/OBSOLETE 409-0000-237.00-00 -3.34 SALE SURPLUS/OBSOLETE 409-0000-237.00-00 -32.68 SALE SURPLUS/OBSOLETE 409-0000-237.00-00 -32.19 Division Total: -$68.32 Department Total: -$68.32 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 409-6025-526.42-10 142 03-14 A/C 3604570968343B 409-6025-526.42-10 2.84 03-14 A/C 3604571535571 B 409-6025-526.42-10 2.34 A/C 206T59336570B 409-6025-526.42-10 33.29 003-16 03-14 A/C 36045766840858 409-6025-526.42-10 8.69 03-14 A/C 3604570411199B 409-6025-526.42-10 66.36 03-23 A/C 206T302306084B 409-6025-526.42-10 24.40 03-23 A/C 206T310164584B 409-6025-526.42-10 33.29 CHURCH, JEREMY REIMBURSE CLOTHING ALLOWA 409-6025-526.20-80 67.28 CPR CLASS SAVLATION ARMY 409-6025-526.31-08 50.00 FIRST AID/CPR PUGET SOUND 409-6025-526.31-08 200.00 CLALLAM CNTY EMS Medic I Advisory 409-6025-526.41-50 600.00 GE HEALTHCARE SERVICES ENGINGEERING SERVICES 409-6025-526.41-50 78.94 ACLS Consultants PALS CLASS 16 STUDENTS 409-6025-526.43-10 2,400.00 MOROZ, JAMES EDUCATIONAL SERVICES 409-6025-526 31-08 200.00 PROGRESSIVE MEDICAL INTERNATIONAISALE SURPLUS/OBSOLETE 409-6025-526.31-02 595.67 SALE SURPLUS/OBSOLETE 409-6025-526.31-02 421.68 SALE SURPLUS/OBSOLETE 409-6025-526.31-02 43.04 SALE SURPLUS/OBSOLETE 409-6025-526.31-02 415.34 SALE SURPLUS/OBSOLETE 409-6025-526.31-13 413.33 REIFENSTAHL, PATRICIA CPR CLASS 3/20/12 409-6025-526.31-08 50.00 SEAWESTERN INC CLOTHING & APPAREL 409-6025-526.20-80 75.01 SYSTEMS DESIGN WEST, LLC FINANCIAL SERVICES 409-6025-526.41-50 2,554.35 VERIZON WIRELESS 03-15 a/c 264395724-00001 409-6025-526 42-10 8709 Fire Department Medic I Division Total: $8,424.36 • Fire Department Department Total: $8,424.36 Medic I Utility Fund Total: $8,356.04 E-19 Page 19 Page 20 Date 4/11/2012 City of Port Angeles City Council Expenditure ]Report From: 3/24/2012 To: 4/6/.2012 • Vendor Description Account Number Invoice Amount AIR FLO HEATING COMPANY INC CITY REBATE 421-7121-533.49-86 1,400.00 CITY REBATE 421-7121-533.49-86 1,000.00 CENTURYLINK-QWEST 03-14 A/C; 3604570831558B 421-7121-533.42-10 0.24 03-14 A/C; 3604570968343B 421-7121-533.42-10 047 03-14 A/C 3604571535571 B 421-7121-533.42-10 0.39 03-16 A/C: 206T59336570B 421-7121-533 42-10 5.60 03-14 A/C: 3604576684085B 421-7121-533.42-10 1.45 03-14 A/C: 3604570411199B 421-7121-533.42-10 11.05 03-23 A/C: 206T302306084B 421-7121-533.42-10 4.12 03-23 A/C: 206T310164584B 421-7121-533 42-10 5.60 DAVE'S HEATING & COOLING SVC CITY REBATE 421-7121-533.49-86 500.00 MATHEWS GLASS CO INC CITY REBATE 421-7121-533.49-86 243.00 AMY SCATTERFIELD CITY REBATE 421-7121-533.49-86 50.00 CHRISTINE JAMES CITY REBATE 421-7121-533.49-86 5000 HARRY SUNDBY CITY REBATE 421-7121-533.49-86 15.00 JOHN HENRY CITY REBATE 421-7121-533 49-86 25.00 KELLY SANDERS CITY REBATE 421-7121-533.49-86 165.00 KRISTI HILL CITY REBATE 421-7121-533.49-86 25.00 MARGARET CHITTICK CITY REBATE 421-7121-533.49-86 50.00 REBECCA THOMAS CITY REBATE 421-7121-533.49-86 50.00 • ROBERT PETTY CITY REBATE 421-7121-533.49-86 50.00 SYLVIA DRAKE CITY REBATE 421-7121-533.49-86 5000 TRACI WAKNITZ CITY REBATE 421-7121-533.49-86 25.00 VERN DAUGAARD CITY REBATE 421-7121-533.49-86 25.00 RADIO PACIFIC INC (KONP) COMMUNICATIONS/MEDIA SERV 421-7121-533.41-50 530.00 Public Works -Electric Conservation Division Total: $4,281.92 Public Works -Electric Department Total: $4,281.92 Conservation Fund Total. $4,281.92 CAPACITY PROVISIONING INC RADIO & TELECOMMUNICATION 451-7188-594.65-10 10,309.36 RADIO & TELECOMMUNICATION 451-7188-594.65-10 3,436.45 RADIO & TELECOMMUNICATION 451-7188-594.65-10 51,258.99 RADIO & TELECOMMUNICATION 451-7188-594.65-10 34,172.67 CED/CONSOLIDATED ELEC DIST INC ELECTRICAL CABLES & WIRES 451-7188-594.65-10 1,040.64 COLUMBIA TELECOMMUNICATIONS COR CPI UPGRADE/CABLE PLANT 451-7188-594.65-10 5,54000 CTS NORTHWEST, INC PW CONSTRUCTION & RELATED 451-7188-594.65-10 300,167.49 EES CONSULTING INC DEMAND RESPONSE SERVICES 451-7188-594.41-50 600.00 ESC AUTOMATION CI DEMAND -PILOT PROJECT 451-7188-594.65-10 5,711.37 MUELLER CO ELECTRICAL EQUIP & SUPPLY 451-7188-594 65-10 427.91 ELECTRICAL EQUIP & SUPPLY 451-7188-594.65-10 4,732.96 PUD #1 OF CLALLAM COUNTY EQUIP MAINT & REPAIR SERV 451-7188-594.65-10 1,225.00 SHIRLEY'S CAFE AMI PROJECT LUNCH MEETING 451-7188-594.31-01 67.35 • Public Works -Electric Electric Projects Division Total: $418,690.19 E - 20 Page 20 `J City of Port Angeles Date 4/11/2012 City Council Expenditure Report • ~f' `"' '" From: 3/2412012 To: 4/612012 Vendor Description Account Number Invoice Amount Public Works -Electric Department Total: $418,690.19 Electric Utility CIP Fund Total: $418,690.19 MUELLER CO ELECTRICAL EQUIP & SUPPLY 452-7387-594.65-10 213.95 Public Works -Water Admin -Water Utility CIP Division Total: $213.95 Public Works -Water Department Total: $213.95 Water Utility CIP Fund Total: $213.95 MUELLER CO ELECTRICAL EQUIP & SUPPLY 453-7487-594.65-10 213.95 Public Works-WW/Stormw Admin -WW Utility CIP Division Total: $213.95 MOSS -ADAMS, LLP CSO PROJ SALES TAX REVIEW 453-7488-594.41-50 895.00 ZENOVIC & ASSOCIATES PLAN REVIEW 453-7488-594.41-50 550.00 INSP/TESTING-CSO TANK 453-7488-594.41-50 952.58 Public Works-WW/Stormw Wastewater Projects Division Total: $2,397.58 Public Works-WW/Stormwtr Department Total: $2,611.53 Waste Water Utility CIP Fund Total. $2,611.53 BAXTER AUTO PARTS #15 AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 51.66 AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 17.88 AUTO & TRUCK ACCESSORIES 501-0000-141.40-00 22.77 AUTO & TRUCK MAINT. ITEMS 501-0000-141.40-00 22448 • AUTO & TRUCK MAINT. ITEMS 501-0000-141.40-00 17.88 AUTO & TRUCK MAINT ITEMS 501-0000-141 40-00 120.58 AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 37.04 AUTO & TRUCK MAINT. ITEMS 501-0000-141.40-00 10.24 AUTO & TRUCK MAINT ITEMS 501-0000-141 40-00 8.98 FASTENAL INDUSTRIAL AUTO & TRUCK ACCESSORIES 501-0000-141.40-00 256.45 FIRESTONE COMPLETE AUTO CARE AUTO & TRUCK MAINT. ITEMS 501-0000-141.40-00 43246 H & R PARTS & EQUIPMENT INC AUTO & TRUCK ACCESSORIES 501-0000-141.40-00 18.95 MCMASTER-CARR SUPPLY CO use tax 501-0000-237.00-00 -7.76 use tax 501-0000-237.00-00 -14.51 SHIPPING AND HANDLING 501-0000-237.00-00 -6.21 MORIDGE MANUFACTURING, INC GRASSHOPPER MOWER 501-0000-237.00-00 -1,364.71 NAPA AUTO PARTS AUTO & TRUCK MAINT. ITEMS 501-0000-141.40-00 71.54 AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 46.61 O'REILLY AUTO PARTS AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 63.70 PETTIT OIL COMPANY FUEL,OIL,GREASE, & LUBES 501-0000-141.20-00 7,785.30 SOLID WASTE SYSTEMS, INC AUTO & TRUCK MAINT ITEMS 501-0000-141.40-00 237.21 Division Total. $8,030.54 Department Total. $8,030.54 ANGELES MACHINE WORKS INC EXTERNAL LABOR SERVICES 501-7630-548.34-02 3805 ARAMARK LAUNDRY/DRY CLEANING SERV 501-7630-548.49-90 22.30 • BAXTER AUTO PARTS #15 AUTO & TRUCK MAINT ITEMS 501-7630-548 34-02 2353 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 6.53 E-21 Page 21 634ftq , Date 4/11/2012 City of Port Angeles City Council Expenditure Report From: 312412012 To: 41612012 • Vendor Description Account Number Invoice Amount BAXTER AUTO PARTS #15 BELTS AND BELTING 501-7630-548.34-02 65.42 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 9.43 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 -2.60 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 30.66 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 34.02 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 -30.66 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 46.31 BELTS AND BELTING 501-7630-548.34-02 -25.38 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 4.49 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 10.95 BRAUN NORTHWEST AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 87.52 SHIPPING AND HANDLING 501-7630-548.34-02 8.18 CENTURYLINK-QWEST 03-14 A/C: 3604570831558B 501-7630-548.42-10 0.83 03-14 A/C 3604570968343B 501-7630-548.42-10 1.66 03-14 A/C 3604571535571 B 501-7630-548.42-10 1 37 03-16 A/C 2061759336570B 501-7630-548.42-10 19.42 03-14 A/C 3604576684085B 501-7630-548.42-10 5.07 03-14 A/C 3604570411199B 501-7630-548.42-10 38.71 03-23 A/C 206T302306084B 501-7630-548.42-10 14.23 03-23 A/C: 206T310164584B 501-7630-548.42-10 19.42 • COPY CAT GRAPHICS AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 216.80 CUMMINS NORTHWEST INC RENTAULEASE EQUIPMENT 501-7630-548.48-02 461.78 DEPT OF GENERAL ADMINISTRATION MEMBERSHIPS 501-7630-548.49-01 250.00 FERRELLGAS INC FUEL,OIL,GREASE, & LUBES 501-7630-548 32-12 26.02 FUEL,OIL,GREASE, & LUBES 501-7630-548.32-12 13.01 GENIE INDUSTRIES, INC AUTO & TRUCK MAINT ITEMS 501-7630-548 34-02 1,027.35 SHIPPING AND HANDLING 501-7630-548.34-02 42.81 H & R PARTS & EQUIPMENT INC AUTO & TRUCK MAINT ITEMS 501-7630-548 34-02 54.54 AUTO & 1 -RUCK ACCESSORIES 501-7630-548.34-02 113.54 HEARTLINE AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 367.31 JOHN DEERE AT&T CBD GVT SALES PARK, PLAYG ROUND,REC EQUIP 501-7630-594.64-10 11,547.90 LES SCHWAB TIRE CENTER AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 62.13 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 786.28 EXTERNAL LABOR SERVICES 501-7630-548.34-02 52.84 EXTERNAL LABOR SERVICES 501-7630-548.34-02 13.82 MATCO TOOLS AUTO & TRUCK MAINT. ITEMS 501-7630-548.35-01 100.11 AUTO & TRUCK MAINT ITEMS 501-7630-548.35-01 23.51 AUTO & TRUCK MAINT ITEMS 501-7630-548.35-01 59.19 MCMASTER-CARR SUPPLY CO RAGS,SHOP TOWELS,WIPING 501-7630-548.31-01 79.67 SHIPPING AND HANDLING 501-7630-548.31-01 20.37 AUTO & TRUCK MAINT ITEMS 501-7630-548 31-01 66.44 • SHIPPING AND HANDLING 501-7630-548.31-01 13.64 E -22 Page 22 Date 4/11/2012 City of Port Angeles City Council Expenditure Report • f'° �� From: 3/24/2012 To: 4/6/2012 Vendor Description Account Number Invoice Amount MCMASTER-CARR SUPPLY CO CLOTHING ACCESSORIES(SEE 501-7630-548 31-01 161.20 SHIPPING AND HANDLING 501-7630-548.31-01 25.98 MORIDGE MANUFACTURING, INC GRASSHOPPER MOWER 501-7630-594.64-10 17,611.21 NAPA AUTO PARTS AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 226.77 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 -226.77 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 29.25 O'REILLY AUTO PARTS AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 43.76 PACIFIC OFFICE EQUIPMENT INC OFFICE SUPPLIES, GENERAL 501-7630-548.31-01 41.08 PETTIT OIL COMPANY FUEL,OIL,GREASE, & LUBES 501-7630-548.32-13 335.44 FUEL,OIL,GREASE, & LUBES 501-7630-548.32-13 311.04 PORT ANGELES FORD LINCOLN AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 54.31 EXTERNAL LABOR SERVICES 501-7630-548.34-02 394.58 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 202.37 EXTERNAL LABOR SERVICES 501-7630-548.34-02 176.92 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 337.94 EXTERNAL LABOR SERVICES 501-7630-548.34-02 54845 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 132.79 EXTERNAL LABOR SERVICES 501-7630-548.34-02 322.98 AUTO & TRUCK MAINT. ITEMS EXTERNAL LABOR SERVICES 501-7630-548.34-02 501-7630-548.34-02 304.49 887.69 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 370.40 EXTERNAL LABOR SERVICES 501-7630-548.34-02 962.65 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 346.73 EXTERNAL LABOR SERVICES 501-7630-548.34-02 992.79 PORT ANGELES TIRE FACTORY AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 64.71 EXTERNAL LABOR SERVICES 501-7630-548.34-02 144.60 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 178.46 EXTERNAL LABOR SERVICES 501-7630-548.34-02 329.43 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 14.48 EXTERNAL LABOR SERVICES 501-7630-548.34-02 193.49 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 2.17 EXTERNAL LABOR SERVICES 501-7630-548.34-02 52.03 EXTERNAL LABOR SERVICES 501-7630-548.34-02 266.66 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 20.99 EXTERNAL LABOR SERVICES 501-7630-548.34-02 12.95 RUDDELL AUTO MALL AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 261.74 EXTERNAL LABOR SERVICES 501-7630-548.34-02 337.32 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 210.84 EXTERNAL LABOR SERVICES 501-7630-548.34-02 300.23 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 254.16 EXTERNAL LABOR SERVICES 501-7630-548.34-02 548.82 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 4.82 E-23 Page 23 Date 4/11/2012 City of Port Angeles City Council Expenditure Report _71 From: 3/24/2012 To: 4/6/.2012 • Vendor Description Account Number Invoice Amount RUDDELL AUTO MALL EXTERNAL LABOR SERVICES 501-7630-548.34-02 37.93 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 471.55 EXTERNAL LABOR SERVICES 501-7630-548.34-02 566.88 ANGELES COMMUNICATIONS INC BELTS AND BELTING 501-7630-548.34-02 59.98 RUDY'S AUTOMOTIVE EXTERNAL LABOR SERVICES 501-7630-548.34-02 118.37 CENTURYLINK-QWEST AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 245.05 EXTERNAL LABOR SERVICES 501-7630-548.34-02 244.72 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 56.49 EXTERNAL LABOR SERVICES 501-763CI-548.34-02 136.58 AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 50.85 EXTERNAL LABOR SERVICES 501-7630-548.34-02 13658 AUTO & l -RUCK MAINT ITEMS 501-7630-548.34-02 56.31 EXTERNAL LABOR SERVICES 501-7630-548.34-02 298.70 SIMPSON'S USED PARTS & TOWING AUTO & l -RUCK MAINT ITEMS 501-7630-548.34-02 433.60 SME CORPORATION EQUIP. MAINT AUTO,TRUCK 501-7630-548.31-01 133.66 SOLID WASTE SYSTEMS, INC AUTO & TRUCK MAINT. ITEMS 501-7630-548.34-02 118.61 SHIPPING AND HANDLING 501-7630-548.34-02 26.51 SUNSET DO -IT BEST HARDWARE AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 0.77 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 10.32 RENTAL/LEASE EQUIPMENT 501-7630-548.45-30 49.32 RENTAULEASE EQUIPMENT 501-7630-548 45-30 42.28 TRAFFIC SAFETY SUPPLY CO ELECTRICAL EQUIP & SUPPLY 501-7630-594.64-10 7,089.36 SHIPPING AND HANDLING 501-7630-594 64-10 107.49 TRANCO TRANSMISSIONS INC AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 101.46 EXTERNAL LABOR SERVICES 501-7630-548.34-02 57.89 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 101 46 EXTERNAL LABOR SERVICES 501-7630-548.34-02 57.89 AUTO & TRUCK MAINT ITEMS 501-7630-548.34-02 1,081.13 EXTERNAL LABOR SERVICES 501-7630-548.34-02 1,013.00 VALLEY FREIGHTLINER INC AUTO & l RUCK ACCESSORIES 501-7630-548.34-02 115.13 SHIPPING AND HANDLING 501-7630-548.34-02 13.01 Public Works -Equip Svcs Equipment Services Division Total: $56,653.35 Public Works -Equip Svcs Department Total: $56,653.35 Equipment Services Fund Total: $64,683.89 DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb 502-0000-237.00-00 283.70 Division Total: $283.70 Department Total: $283.70 ANGELES COMMUNICATIONS INC DATA AND VOIP CABLING FOR 502-2081-518.41-50 491.83 CAPACITY PROVISIONING INC CAMERA REPAIRS, BUCKET TR 502-2081-518.41-50 487.80 CENTURYLINK-QWEST 03-14 A/C 3604570831558B 502-2081-518.42-10 1.07 03-14 A/C 36045709683438 502-2081-518 42-10 2.13 • 03-14 A/C 3604571535571B 502-2081-518 42-10 1.76 E-24 Page 24 ,a Date 4/11/2012 City of Port Angeles C =--M City Council Expenditure Report • ry "�}'° From: 3/24/2012 To: 4/6/2012 • is Vendor CENTURYLINK-QWEST OLYMPIC STATIONERS INC Finance Department Description 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B SUPPLIES Information Technologies Finance Department Information Technology DEPARTMENT OF REVENUE -WIRES Excise Tax Return -Feb AWC EMPLOYEE BENEFITS TRUST NW ADMIN TRANSFER ACCT Self Insurance WCIA (WA CITIES INS AUTHORITY) Self Insurance Med.DenNis Premiums LT Disability Life Insurance L1 MedNis Premiums REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH Disability Board -March Disability Board -March REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH REIMBURSE MEDICARE -MARCH Disability Board -March S/NS/WT RETIREES REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH Other Insurance Programs CLAIMS PAID THRU 1/31 CLAIMS PAID THRU 1/31 Comp Liability Account Number 502-2081-518.42-10 502-2081-518.42-10 502-2081-518.42-10 502-2081-518.42-10 502-2081-518.42-10 502-2081-518.31-01 Division Total: Department Total. Fund Total: 503-0000-237.00-00 Division Total: Department Total: 503-1631-517.46-30 503-1631-517.46-31 503-1631-517.46-32 503-1631-517 46-34 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517 46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-33 503-1631-517.46-34 503-1631-517.46-35 503-1631-517.46-35 503-1631-517.46-35 Division Total. 503-1671-517.41-50 503-1671-517.49-98 Division Total. Invoice Amount 24.97 6.52 49.77 18.30 24.97 20.52 $1,129.64 $1,129.64 $1,413.34 -7.82 -$7.82 -$7.82 251,158.76 4,648.39 1,85370 10,873.39 115.40 99.90 99.90 190.91 99.90 550.90 99.90 92.54 5,600.00 99.90 34.43 99.90 99.90 811.28 99.90 99.90 5,600.00 66,428.96 10,245.80 99.90 49.88 99.90 $359,353.24 8,543.85 12,012.90 $20,556.75 E-25 Page 25 Vendor AWC EMPLOYEE BENEFITS TRUST Fireman's Pension BAILEY SIGNS 8 GRAPHICS CENTURYLINK-QWEST DEX MEDIA WEST SWAIN'S GENERAL STORE INC THURMAN SUPPLY Esther Webster/Fine Arts CLALLAM CNTY SUPERIOR COURT EMPLOYEES ASSOCIATION OFFICE OF SUPPORT ENFORCEMENT PERS TEAMSTERS LOCAL 589 UNITED WAY (PAYROLL) City of Port Angeles City Council Expenditure Report From: 312412012 To: 41612012 Description Account Number Self Insurance Department Total: Self -Insurance Fund Retiree Premiums REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH Disability Board -March REIMBURSE MEDICARE -MARCH Fireman's Pension Fireman's Pension Firemen's Pension Signs 03-14 A/C 3604570831558B 03-14 A/C 3604570968343B 03-14 A/C 3604571535571 B 03-16 A/C 206T59336570B 03-14 A/C 3604576684085B 03-14 A/C 3604570411199B 03-23 A/C 206T302306084B 03-23 A/C 206T310164584B 03-14 a/c 3604573532775B 03-23 a/c 206T418577331 B Adv Chgs Batteries Paint, etc Paint, etc Lighting Esther Webster/Fine Arts Esther Webster/Fine Arts Esther Webster Fund P/R Deductions pe 03-18 P/R Deductions pe 03-18 P/R Deductions pe 03-18 P/R Deductions pe 03-18 P/R Deductions pe 02-14 P/R Deductions pe 02-14 P/R Deductions pe 02-14 P/R Deductions pe 03-18 P/R Deductions pe 03-18 Fund Total. 602-6221.-517.46-35 602-6221-517.46-35 602-6221-517.46-35 602-6221-517.46-35 602-6221-517.46-35 602-6221-517.46-35 602-6221,-517.46-35 602-6221-517.46-35 Division Total: Department Total. Fund Total: 652-8630-575.31-01 652-8630-575 42-10 652-8630-575.42-10 652-8630-575.42-10 652-8630.575 42-10 652-8630-575.42-10 652-8630-575.42-10 652-8630-575.42-10 652-8630-575 42-10 652-8630-575.42-10 652-8630-575.42-10 652-8630-575.42-10 652-8630-575.31-01 652-8630-575.31-01 652-8630-575.31-01 652-8630-575.31-01 Division Total: Department Total: Fund Total: 920-0000-231.56-30 920-0000-231.55-30 920-0000-231.56-20 920-0000-231.56-20 920-0000-231.51-10 920-0000-231.51-11 920-0000-231.51-12 920-0000-231.54-10 920-0000-231.56-10 Date 4/11/2012 Invoice Amount $379,909.99 $379,902.17 6,016.98 99.90 109.00 99.90 4,052.85 99.90 209.89 99.90 $10,788.32 $10,788.32 $10,788.32 81.30 0.35 0.71 0.59 8.32 2.17 16.59 6.10 8.32 42.39 57.46 26.76 18.29 15.26 5.03 139.80 $429.44 $429.44 $429.44 221.47 51000 927.59 169.85 1,703.94 9,228.86 41,261.79 3,311.50 532.63 E-26 Page 26 0 0 • 43 a:fTrl . Date 4/11/2012 City of Port Angeles ww, City Council Expenditure Report From: 3124/2012 To: 4/6/2012 • Vendor US DEPARTMENT OF EDUCATION VOLUNTEER FIRE ASSOCIATION WSCFF/EMPLOYEE BENEFIT TRUST Totals for check period • • Description P/R Deductions pe 03-18 P/R Deductions pe 03-18 P/R Deductions pe 03-18 Account Number 920-0000-231.56-30 920-0000-231.55-20 920-0000-231.53-20 Division Total: Department Total: Payroll Clearing Fund Total: From: 3/24/2012 To: 4/6/2012 Invoice Amount 76.19 36.00 1,575.00 $59,554.82 $59,554.82 $59,554.82 $1,743,884.16 E-27 Page 27 GELES DATE: April 17, 2012 TO: CITY COUNCIL FROM: Glenn A. Cutler, P.E., Director of Public Works & Utilities SUBJECT: Equipment Purchase — Cemetery Backhoe Summary: The 2012 budget includes $75,000 to replace the existing Cemetery backhoe. This type of backhoe is essential to the operation of the Cemetery but the; existing unit is obsolete and beyond its useful life. Recommendation: Approve and authorize the City Manager to purchase a four-wheel steer JCB model 2CX backhoe from Brim Tractor Company, Inc., Mount Vernon, Washington for $69,873.15, including applicable taxes and to make minor modifications to the purchase contract, if necessary. • Background/Analysis: The backhoe used by the Cemetery must meet very narrow operating • requirements. It must be light enough not to fall through an edge of a grave site, sturdy enough to pick and move grave vaults and maneuverable enough to navigate around grave sites and head stones. A conventional backhoe loader doesn't meet any of these requirements. The City's existing CE 1392 New Holland backhoe used by the Cemetery was purchased in 1987 and has been in service for 25 years. The unit has accumulated 3,385 operational hours. While the accumulated hours are relatively low, this model went out of production in 1989 and has become obsolete. Parts are no longer being produced for it and some, such as parts for the engine, cannot be procured at all. $75,000.00 is included in the 2012 equipment replacement budget for purchase of a new backhoe. One bid was received from Brim Tractor Company, Inc. for a JCB model 2CX four-wheel steer backhoe. The JCB backhoe meets all specifications and no exceptions to the bid were included by the bidder. The four wheel steer feature allows the backhoe the high degree of maneuverability required for the cemetery. The delivery date projected by the bidder is 90 days or less after issuance of the purchase order. The Fleet Manager has reviewed the bid and is satisfied the bid price is competitive. It is recommended that City Council approve and authorize the City ]Manager to purchase a four- wheel steer JCB model 2CX backhoe from Brim Tractor Company, Inc., Mount Vernon, Washington for $69,873.15, including applicable taxes, and to make minor modifications to the purchase contract, if necessary. • N \CCOUNCILTINAL\Equipment Purchase -Cemetery Backhoe doc COUNCIL UPDATED MEMO DATE: April 17, 2012 TO: CITY COUNCIL FROM: Glenn A. Cutler, P.E., Director of Public Works & Utilities SUBJECT: Equipment Purchase — Police Vehicles Summary: The 2012 budget includes $30,200 to replace and refurbish police vehicles. In examining the current condition of police fleet vehicles and bid proposals supplied in response to a request for proposals, a revised plan is recommended as it better meets the needs of the Police Department and involves only a modest iner-ease in the budget.. Recommendation: Approve and authorize the City Manager to purchase and make minor modifications to the purchase contract, if necessary for the following: 1) One fully outfitted 2010 Ford Crown Victoria patrol car for $22,920.00 from Systems for Public Safety, Inc., and 2) One 2007 Crown Victoria for $4,348.00 from the City of Federal Way Background/Analysis: The 2012 Police Department vehicle purchases budget includes $30,200 for replacing and refurbishing patrol cars PD89, PD53, PD40 and purchasing a covered trailer. A revised plan has been developed in consultation with the Deputy Police Chief that better meets the needs of the Police Department. A request for proposals was published for a used, low mileage patrol car. A proposal was received for a fully outfitted 2010 Ford Crown Victoria patrol car with 18,000 miles from Systems for Public Safety, Inc. The bid price of $22,920.00, including tax, was determined by the Fleet Manager to be a competitive cost for a fully outfitted 2010 patrol car with less than 20,000 miles. A proposal from the City of Federal Way to sell a mid -mileage 2007 Ford Crown Victoria for $4,348.00, including tax, was also received. This vehicle is a police patrol car and would require only a few updates to fully equip it with required equipment. Purchasing and updating it is a better option than refurbishing car PD53. Once these two vehicles are added to the fleet, PD 53 and PD 40 will be recommended for surplus. A former incident command trailer still in the equipment fleet will be utilized as the covered trailer and PD89 will remain in the fleet. It is recommended that the City Council approve and authorize the City Manager to purchase and make minor modifications to the purchase contract, if necessary for the following: 1) One fully outfitted 2010 Ford Crown Victoria patrol car for $22,920.00 from Systems for Public Safety, Inc., and 2) One 2007 Crown Victoria for $4,348.00 from the City of Federal Way. NACCOUNCILTINAUEquipment Purchase -Police Vehicles.doc C • NGELES Date: April 17, 2012 To: CITY COUNCIL From: Glenn A. Cutler, P.E., Director of Public Works & Utilities Subject: Department of Ecology Municipal Stormwater Capacity Grant Amendment Acceptance Summary: The Department of Ecology has offered to amend the terms of the existing grant agreement with the City in order to increase the budget by $50,000 and to extend the expiration date of the grant agreement by one year, to June 30, 3013. Recommendation: Approve and authorize the City Manager to sign Amendment No. 1 to Grant Agreement No. G1100083 with the Department of Ecology under the Municipal Stormwater Capacity Grant Program in the amount of $50,000.00, and to extend the grant agreement by one vear. Background/Analysis: The 2010 Washington State Legislature appropriated $23.5 million to the Department of Ecology (DOE) for a Municipal Stormwater Capacity Grant Program. The program provides funds for National Pollutant Discharge Elimination System (NPDES) Phase I and II municipal stormwater permittees to address implementation and management of the Stormwater Program. In September 2010, the City accepted a $121,229 grant from Ecology under this program. Grant funds have been used to fund hydraulic and hydrologic modeling of the stormwater system and to fund consultant services to provide the Stormwater NPDES and Capital Needs Assessment Study. The grant amendment is intended to continue the ongoing work for the Stormwater Program Regulatory Gap Analysis, water quality data analysis, and stormwater hydraulic modeling. On April 10, 2012 the Utility Advisory Committee forwarded a favorable recommendation to the City Council to approve and authorize the City Manager to sign Amendment No. 1 to Grant Agreement No. G1100083 with the Department of Ecology under the Municipal Stormwater Capacity Grant Program in the amount of $50,000.00, and to extend the grant agreement by one year. N:\CCOLINCIL\FINAL\Stonnwater Capacity Grant Amendment Acceptance doc E-29 SORT GELES DATE: April 17, 2012 TO: CITY COUNCIL FROM: Glenn A. Cutler, P.E., Director of Public Works & Utilities SUBJECT: Equipment Purchase — Police Vehicles Summary: The 2012 budget includes $30,200 to replace and refurbish police vehicles. In examining the current condition of police fleet vehicles and bid proposals supplied in response to a request for proposals, a revised plan is recommended as it better meets the needs of the Police Department and involves only a modest increase in the budget. Recommendation: Approve and authorize the City Manager to purchase and make minor modifications to the purchase contract, if necessary for the following: 1) One fully outfitted 2010 Ford Crown Victoria patrol car for $22,920.00 from Systems for Public Safety, Inc., and 2) One 2007 Crown Victoria for $4,348.00 from the City of Federal Way Background/Analysis: The 2012 Police Department vehicle purchases budget includes $30,200 for replacing and refurbishing patrol cars PD89, PD53, PD40 and purchasing a covered trailer. A revised plan has been developed in consultation with the Deputy Police Chief that better meets the needs of the Police Department. A request for proposals was published for a used, low mileage patrol car. A proposal was received for a fully outfitted 2010 Ford Crown Victoria patrol car with 18,000 miles from Systems for Public Safety, Inc. The bid price of $22,920.00, including tax, was determined by the Fleet Manager to be a competitive cost for a fully outfitted 2010 patrol car with less than 20,000 miles. A proposal from the City of Federal Way to sell a mid -mileage 2007 Ford Crown Victoria for $4,348.00, including tax, was also received. This vehicle is a police patrol car and would require only a few updates to fully equip it with required equipment. Purchasing and updating it is a better option than refurbishing car PD53. • • Once these two vehicles are added to the fleet, PD 53 and PD 40 will be recommended for surplus. A former incident command trailer still in the equipment fleet will be utilized as the covered trailer and PD89 will remain in the fleet. It is recommended that the City Council approve and authorize the City Manager to purchase and make minor modifications to the purchase contract, if necessary for the following: 1) One fully outfitted 2010 Ford Crown Victoria patrol car for $22,920.00 from Systems for Public Safety, Inc., and 2) One 2007 Crown Victoria for $4,348.00 from the City of Federal Way. • E-30 NACC0UNClL\F1NAL\Equipment Purchase -Police Vehicles.doc • • SORT GELES WASH ING TO N, CITY COUNCIL MEMO DATE: APRIL 17, 2012 TO: CITY COUNCIL FROM: TERESA PIERCE, EXECUTIVE COMMUNICATIONS COORDINATOR / DEPUTY CITY CLERK SUBJECT: UTILITY ADVISORY COMMITTEE APPOINTMENT City Council approved the addition of a new Citizen -At -Large position to the Utility Advisory Committee (UAC). Interviews for this position will be conducted as part of a Special Joint City Council and UAC meeting on Friday, April 13, 2012, with a recommendation expected to be forwarded for City Council consideration on April 17, 2012. Candidates are: Catherine Harper Daniel Hudgings Don Perry Robert Reed Andrew Schwab Murven Sears, II Betsy Wharton Since a possible recommendation would be determined after the deadline for Council packet items, a supplemental memo will be provided to Council at the April 17 meeting. E-31 P '0 ) R-74 NIGELES WASHINGTON, U.S.A. CITY COUNCIL MEMO DATE: April 17, 2012 To: City Council FRoM: Heidi Greenwood, Assistant City Attorney SUBJEcr: Third Amendment to Communications Site Facility Use Lease / Verizon SUMMARY: This is for renewal of a communications site lease with Verizon Wireless for the use of the property located at 850 Ediz Hook Road. The renewal of the Verizon lease is for one five (5) year term. The annual rental fee will be $2,664.44 with an annual increase of 3% on July l' of each year of the lease term. RECOMMENDATION: Approve the Lease Amendment and authorize the Mayor to sign the lease amendment with Verizon to continue rental of the communication site at 850 Ediz Hook Road. DiscusSION: Verizon Wireless (previously San Juan Limited Partnership) has leased space from the City of Port Angeles since at least 1993 for the placement and operation of a radio equipment station located at 850 Ediz Hook Road. The current lease is set to expire on June 30, 2012. This amendment will allow for an additional term of five (5) years with no option to renew. The annual rental amount is set at $2,664.44, On each annual anniversary, the annual rental amount will be increased by 3%. The terms of this agreement are in accord with the directions of the Real Estate Committee. MUM GREENWOOD, ASSISTANT CITY ATTORNEY HG:hm GILEGAD& MEMOSIMEMOS2012tCoum:ILVwkonLeasc.Amendment4.1712wpd E-32 • C7 • • Site Name: WAl EDiZH00K THIRD AMENDMENT TO COMMUNICATIONS SITE FACILITY USE LEASE This THIRD AMENDMENT TO COMMUNICATIONS SITE FACILITY USE LEASE ("Amendment") is made this day of 2012, by and between City of Port Angeles ("City") and Seattle SMSA Limited Partnership d/b/a Verizon Wireless ("Lessee"). RECITALS A. This Amendment pertains to that certain Communications Site Facility Use Lease dated February 12, 1993, together with all exhibits, amendments and addenda thereto (collectively, the "Lease's for the lease of certain space ("Lessee Building") located at 850 Ediz Hook Road, Port Angeles, County of Clallam, State of Washington (the "Site'j, legally described as set forth on Exhibit "A" to the Lease, and attached hereto as Exhibit "A" and made a part hereof. • B, The parties desire to amend the Lease to extend the term of the Lease and amend certain other provisions of the Lease as set forth below. • NOW, THEREFORE, in consideration of the foregoing and mutual covenants herein contained, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, it is hereby agreed as follows: AGREEMENT 1. Recitals. The foregoing recitals are incorporated herewith as if fully set forth herein. 2. Rent. Section 7 of the Lease shall be modified as follows: The annual rental fee for the above described use shall be Two Thousand Six - Hundred Sixty Four and 441100 dollars ($2,664.44) commencing on July 1, 2012 and payable on July I" of each year. The annual rent shall be increased by three percent (3%) on July I` of each year of the Lease term. 1 E-33 Site Name: WAI EDIZHOOK • 3. Right to Extend The following provision shall supplement Section 6 of the Lease: Following the expiration of the current ten (10) year renewal term, Lessee shall have the right to automatically extend the term of this Lease for one five (5) year term, unless Lessee terminates it at the end of the current term by giving City written notice of the intent to terminate at least ninety (90) days prior to the end of the current terra. 4. Notice. Section 4 of the Second Amendment to Communications Site Facility Use Lease is hereby deleted in its entirety. The following notice provision shall be added as Section 14 of the Lease: All notices hereunder must be in writing and shall be deemed validly given if sent by certified mail, return receipt requested or by commercial courier, provided the courier's regular business is delivery service and provided further that it guarantees delivery to the addressee by the end of the next business day following the courier's receipts from the sender, addressed as follows (or any other address that the Party to be notified may have designated to the sender by like notice): CITY: City of Port Angeles 321 E. 5s' Street, P.O. Box 1150 • Port Angeles, WA 98362 LESSEE: Seattle SMSA Limited Partnership d/b/a Verizon Wireless 180 Washington Valley Road Bedminster, New Jersey 07921 Attn: Network Real Estate Notice shall be effective upon actual receipt or refusal as shown on the receipt obtained pursuant to the foregoing. 5. Full Force and Effect. Except as expressly amended herein the Lease is unmodified and remains in full force and effect. In the event of a conflict between the terms of the Lease and this Amendment, the terms of this Amendment shall be controlling. In addition, except as otherwise stated in this Amendment, all initially capitalized terms will have the same respective defined meaning stated in the Lease. All captions are for reference purposes only and shall not be used in the construction or interpretation of this Amendment. 2 is E-34 • • Site Name: WAl EDIZHOOK CITY: City of Port Angeles By: Name: Title: Date: LESSEE: Seattle SMSA Limited Partnership d/b/a Verizon Wireless By Cellco Partnership, its General Panner C.UXCYAL%a REAL MATEILEASES1Verizon.Communication.Site,Facility.Leasa.3rd.Amendmenel.5.12.doex E-35 Site Name; WA i EDIZHOOK CITY ACKNOWLEDGMENT STATE OF WASHINGTON ) ) ss. COUNTY OF CLALLAM ) On this day of 2012, before me, a Notary Public in and for the State of Washington, personally appeared personally known to me (or proved to me on the basis of satisfactory evidence) to be the person who executed this instrument, on oath stated that He/She was authorized to execute the instrument, and acknowledged it as the of City of Port Angeles, to be the free and voluntary act and deed of said party for the uses and purposes mentioned in the instrument. IN WITNESS WHEREOF, I have hereunto set my hand and official seal the day and year first above written. NOTARY PUBLIC in and for the State of WA Residing at My appointment expires Print Name .19 E-36 • 0 Site Name: WAI EDIZHOOK CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT STATE OF CALIFORNIA ) ) ss. COUNTY OF ORANGE ) On 1 OXC)h 2.A2-012— before me, _ t GS�Gt Vf� Notary Public, personally appeared Walter L. Jones, Jr., who proved to me on the basis of satisfactory evidence to be the person whose name is subscribed to the within instrument and acknowledged to me that he executed the same in his authorized capacity, and that by his signature on the instrument the person, or the entity upon behalf of which the person acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. VAL& Signature of Notary Public • 5 TRICSHA K. VILLALTA Commission # 1814222 6 -+� Notary Public - California z Orange County D My Comm. Expires Sep 20, 2012 E-37 Site Name: WA EDYZHOOK EXHIBIT "A" LEGAL DESCRIPTION C7 Out Lot No. 5 of Ediz Hook located in Township 31 North, Range 6 West, W.M., Clallam County, Washington, as platted by U.S. Buican of Land Management Plat Map dated December 14,1956. • E-38 • • • NGELES DATE: April 17, 2012 TO: CITY COUNCIL FROM: NATHAN A. WEST, DIRECTOR COMMUNITY AND ECONOMIC DEVELOPMENT SUBJECT: RECREATION AND CONSERVATION FUNDING BOARD GRANT APPLICATION Summary: Staff is pursuing multiple funding opportunities in support of the Waterfront and Transportation Improvement Plan (WTIP) and is seeking Council authorization to submit a Recreation and Conservation grant for the amount of $500,000. Recommendation: Pass a resolution authorizing submission of an application for grant funding assistance for Aquatic Lands Enhancement Account Project(s) to the Recreation and Conservation Office. Background / Analysis: In conjunction with the Waterfront and Transportation Improvement Plan (WTIP), project staff continues to explore multiple funding opportunities to ensure the City is leveraging its investment in the project. Staff is requesting Council pass a resolution is support of an Aquatic Lands Enhancement Account (ALEA) grant from Washington State Recreation and Conservation Office (RCO). Council supported an application for the same grant in 2010 and staff is proceeding with multiple grant applications as directed by Council. This item requires additional Council consideration because a resolution is required as part of the application. The grant will cover portions of the Westend Park component of the WTIP which includes riprap removal, beach restoration, connection to the Olympic Discovery Trail, an art plaza, and water features. The identified cost for the Westend Park is $4,278,395 and the grant request would be for $500,000 towards that amount. Allocated funding for development of 60% design for the Westend Beach will go towards the required match. Funding for the design has already been incorporated in the 2012 budget and was approved by Council March 15, 2011. Council has prioritized the esplanade/Oak street portion of the WTIP which will begin construction later this year and into 2013. The Westend Park is currently in the design stage and will likely be phase 2 which could see implementation as early as 2013 pending funding and permitting. Staff recommends that Council concur with the staff recommendation to pass a resolution authorizing a grant application to the RCO Board to help fund development of Westend Park portion of the WTIP. In order to submit the application the resolution must be passed this evening as the grant must be submitted prior to the next regular Council meeting. E-39 RESOLUTION NO. A RESOLUTION of the City Council of the City of Port Angeles, • Washington, authorizing submission ofan application for grant funding assistance for Aquatic Lands Enhancement Account project(s) to the Recreation and Conservation Office as provided in RCW 79.90.245, WAC 286 and subsequent Legislative action.. WHEREAS, under the provisions of the Aquatic Lands Enhancement Account (ALEA), state grant assistance is requested to aid in financing the cost of development and restoration; and WHEREAS, our organization considers it in the best public interest to complete the project described in the application(s); NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PORT ANGELES, WASHINGTON, as follows: Section 1. The Director of Community and Economic Development is authorized to make formal application to the Recreation and Conservation Office for grant assistance; • Section 2. Any grant assistance received will be used for direct costs associated with implementation of the project referenced above; Section 3. Our organization hereby certifies that our matching share of project funding will be derived from local city funds of applicant matching share and that we are responsible for supporting all non-cash commitments to this project should they not materialize. Section 4. We acknowledge that the grant assistance, if approved, will be paid on a reimbursement basis, meaning we will only request payment from the Recreation and Conservation Office after eligible and allowable costs have been incurred and payment remitted to our vendors, and that the Recreation and Conservation Office will hold retainage until the project is deemed complete. -1- E -40 • Section 5. We acknowledge that any facility developed through grant assistance from the Recreation and Conservation Funding Board must be reasonably maintained and made available to the general public at reasonable hours and times of the year according to the type of area or facility unless other restrictions have been agreed to by the Recreation and Conservation Office Director or the Recreation and Conservation Funding Board. Section 6. We acknowledge that any facility developed with grant assistance from the Recreation and Conservation Funding Board must be dedicated for public outdoor recreation purposes, and be retained and maintained for such use for perpetuity unless otherwise provided and agreed to by our organization and the Recreation and Conservation Funding Board. Section 7. This resolution becomes part of a formal application to the Recreation and Conservation Office for grant assistance; and Section 8. We provided appropriate opportunity for public comment on this • application. PASSED by the City Council of the City of Port Angeles at a regular meeting of said • Council held on the day of April, 2012. ATTEST: Janessa Hurd, City Clerk G \LEGAL\a ORDINANCES&RESOLUTIONS\RESOLUTIONS 2012\05 - WTIP Grant t4 09 12 wpd Cherie Kidd, Mayor APPROVED AS TO FORM: William E. Bloor, City Attorney -2- E - 41 • • • NGELE WASHINGTON, Date: April 17, 2012 To: CITY COUNCIL , . , - -1 From: Dan McKeen, Fire Chief Subject: Proposed Medic 1 Transport Rate Adjustments — Second Public Hearing Summary: Based on an audit of our current ambulance transport rates — comparing our rates against Medicare allowables and against the areas prevailing transport rates — the Fire Department proposes to adjust its Medic I transport charges by the following: Basic life support (BLS) from $450 to $500 Advanced life support (ALS -1) from $600 to $650 Advanced life support (ALS -2) from $650 to $725 Paramedic intercept service charge from $600 to $650 Advanced life support, no transport from $600 to $650 Mileage from $13 to $14 per mile The proposed fee adjustments will not affect City residents or an employee of a business within the City, as they are not billed beyond their private insurance coverage. Recommendation: (1) Open public hearing that is continued from April 3. 2012, (2) Close public hearing, and (3) Consider adoption of the attached transport rate adjustment ordinance. Background/Analysis: As part of the 2012 budget process, the Fire Department requested that Systems Design Northwest, LLC, conduct an audit of our current ambulance transport rates. Specifically, the Fire Department wanted our current ambulance transport rates compared against Medicare allowables and against the areas prevailing transport rates. Based upon the audit, Systems Design Northwest recommended that the City increase its BLS ambulance transport rate from $450 to $500, its ALS -1 transport rate from $600 to $650, its ALS -2 transport rate from $650 to $725, its paramedic service charge from $600 to $650, its ALS no transport charge from $600 to $650, and its mileage rate from $13 to $14. The Fire Department concurs with System Design Northwest's recommendation and proposes to adjust the transport rates starting April 23, 2012. G-1 Proposed Medic i Ambulance Transport Rate Adjustments April 17, 2012 Page 2 . Because the majority of the ambulance transport bills are paid based upon a fee schedule, raising our rates will not necessarily provide a corresponding increase in revenue. Medicare — our primary payer — will pay based upon their allowables, regardless of our rates. . �:��f, ., �,rr;�The,comparatiue_rate information for_local.area ambulance transport rates.is,provided in,�the table �,.Gx ,u;,,•,_W below. Agency Basic Life Support (BLS) Advanced Life Support (ALS -1) Advanced Life Support (ALS -2) Per Mile Charge Bremerton $425 $550 $550 $10 Central Kitsap $550 $700 $800 $15 Jefferson Co. #5 $500 $700 $700 $15 Joyce $450 $805 $805 $10 Port Ludlow $460 $600 $785 $14 Port Townsend $500 $600 $700 $15 Poulsbo $450 $600 $650 $11 Olympic Ambulance $650 $900 $900 $22 Quilcene $600 $700 $800 $15 AVERAGE $509 $684 $743 $14 Port Angeles current $450 $600 $650 $13 Port Angeles proposed $500 $650 1$725 $14 The recommended rate adjustments will not affect City residents or employees of a business within the City as they are not billed beyond their governmental or private insurance coverage. In addition, protection against financial hardship for non-residents is provided. Non-resident charges may be waived or reduced in accordance with an income -based discount chart that is based upon federal poverty guidelines for Washington State. The City's Utility Advisory Committee voted unanimously to forward a favorable recommendation to the full Council to adjust the Medic 1 transport and mileage charges as proposed. Attachment: 'Ordinance with Proposed Medic 1 Transport Rate Adjustments G-2 • ORDINANCE NO. AN --ORDINANCE of -the -City of Port Angeles, Washington, -revising= Chapter 3.70 of the Port Angeles Municipal Code relating to Medic I Charges. THE CITY COUNCIL OF THE CITY OF PORT ANGELES DO HEREBY ORDAIN'AS � • . . „ : , . FOLLOWS: Section 1. Ordinance 3143, as amended, and Chapter 3.70 of the Port Angeles Municipal Code are hereby amended by amending Section 3.70.095 PAMC to read as follows: 3.70.095 Fire Department Fees - Medic I. The following rates are established for ambulance services performed by the City's Medic I Program: A. Medic I transports that involve advanced life support (ALS) services requiring either the administration of at least three different medications or the provision of a least one ALS procedure as identified as ALS -2 in Medicare's current ambulance fee schedule. 1. Base charge.....$650.00 725.00 2. Disposable equipment charge $33.00 3. Mileage, per mile .....$1-3 99 14.00 B, Medic I -transports that involve advanced life support services not covered by section A. above: 1. Base charge .....$600:00 650.00 2. Disposable equipment charge $33.00 3. Mileage, per mile .....$1-3 88 14.00 • -1- G-3 C. Medic I transports that involve only basic life support services: • 1. Base charge .....$4�A-99 500.00 2. Disposable equipment charge $33.00 ` '.3 Mileage; per D. Paramedic intercept service charge ..... $600.00 650.00 _. E. Advanced life support services, no transport..... $600.00 650.00 Section 2 -Severability. If any provisions of this Ordinance or its applications to any person or circumstances is held to be invalid, the remainder of the Ordinance or application of the provisions of the Ordinance to other persons or circumstances is not affected. Section 3 - Corrections. The City Clerk and the codifiers of this ordinance are authorized to make necessary corrections to this ordinance including, but not limited to, the correction of the scrivener's/clerical errors, references, ordinance numbering, section subsection numbers and any references thereto. Section 4 - Effective Date. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum. This ordinance shall take effect five days after its publication by summary. PASSED by the City'Council of the City of Port Angeles at a regular meeting of said Council held on the day April, 2012. Cherie, Kidd, Mayor • ATTEST: Janessa Hurd, City Clerk APPROVED AS TO FORM: William E. Bloor, City Attorney PUBLISHED: By Summary G \LEGAL\a ORDINANCES&RESOLUTIONS\ORDINANCES 2012\08 - Medic 1 rates 03 05 12 rtf • -3- G-5 NGELES ,.W A S,,H I N G T,011 N, CITY COUNCIL MEMO Date: April 1-7, 2012 To: ' CITY COUNCIL From: Glenn A. Cutler, P.E., Director of Public Works & Utilities Subject: Proposed Electric Utility Time of Use Rate Ordinance - Presentation and Public Hearing Summary: On November 1, 2011, City Council directed staff to develop time of use (TOU) rates as soon as it is technically feasible to do so. This evening staff will provide a brief presentation of the comments received during the public hearing conducted at the April 3, 2012 Council meeting. Afterward City Council should continue the public hearing, close the public hearing, then consider adoption of the proposed time of use ordinance. Recommendation: Following a presentation, continue the public hearing, close the public hearing, then adopt the proposed time of use rate ordinance. Background/Analysis: On November 1, 2011, at the conclusion of last year's Electric Utility rate study, City Council stated that it intended to discontinue the current uniform rates and establish TOU rates as soon as staff determined it was technically feasible to do so. On March 13, 2012, the Utility Advisory Committee recommended that City Council proceed with a public hearing. The staff has determined that implementation of TOU rates will now be technically feasible upon completion of the AMI System, which is anticipated by the end of this year. At today's meeting staff will summarize the input received at the April 3, 2012 public hearing and April 10, 2012 Utility Advisory Committee meeting, and any additional input received since then. _On_April 10,.2012,_the, ,Utility Advisory Committee forwarded a favorable recommendation to City, Council to continue the public hearing, close the public hearing, then adopt the time of use rate ordinance. Attachment: Proposed time of use rate ordinance - - I - N:\CCOUNCIL\FINAL\Proposed Electric Utility Time of Use Rate Ordinance - Adoption.doc G - 6 • • 4/17/2012 April 17, 2012 City Council Time of Use Rate Ordinance OE pORTgNCFI�� �� �. Larry Dunbar, Deputy Director of Power Systems Phil Lusk, Power Resources Manager Proposed Agenda 1. Review proposed time of use rate 2. City Council and public comments 3. Recommendations Current Residential Uniform Rate MON TUE WED THU FRI SAT SUN 1 AM 2 AM 3 AM 4 AM 5 AM 6 AM 7 AM 8 AM 9 AM 10 AM 11 AM Only energy is metered Noon Current rate $0.06050 per kWh IPM 2 PM 3 PM 4 PM 5 PM 6 PM 7 PM 8 P 9 PM 10 PM 11 PM NLdrught 4/17/2012 V 1 AM Current Residential Uniform Rate MON TUE WED THU FRI SAT SUN Proposed Residential TOU Rate MON TUE WED THU FRI SAT SUN MON TUE WED T14U FRI SAT SUN 2 AM LLH are the lowest rate 3 AM 2 AM Only energy is metered 4 AM LLH are the lowest rate Proposed winter rate $0.05000 per kWh 5 AM Proposed summer rate $0.04520 per kWh 6 AM 7 AM 5 AM 8 AM Proposed summer rate $0.04520 per kWh 6 AM 9 AM 0 AM 7 AM 1 AM Noon Only energy is metered 1 PM Current rate $0.06050 per kWh 9 AM 2 P 3 PM 10 AM 4 P 5 PM MLH are an intermediate rate 6 PM Only energy is metered 7 PM Proposed winter rate $0.05800 per kWh 8 PM 1 PM Proposed summer rate $0.05990 per kWh 9 P 10 PM 11 PM 3 PM lVIldrught, Current Residential Uniform Rate I Proposed Residential TOU Rate MON TUE WED THU FRI SAT SUN MON TUE WED T14U FRI SAT SUN 1 AM 2 AM LLH are the lowest rate 3 AM Uniform rate 33.8% higher Only energy is metered 4 AM Proposed winter rate $0.05000 per kWh 5 AM Proposed summer rate $0.04520 per kWh 6 AM 7 AM 8 AM 9 AM 10 AM 11 AM Noon 1 PM 2 PM 3 PM 4 P 5 PM MLH are an intermediate rate 6 PM Uniform rate 4.3% higher Only energy is metered 7 PM Proposed winter rate $0.05800 per kWh 8 PM I Proposed summer rate $0.05990 per kWh 9 PM - - - -- - - �— --- - -- - - -- - 10 PM 11 PM 4/17/2012 3 4/17/2012 Retail Tiered Rate Methodology Study • Time of use without demand summary • Residential base charge $15.75 per month • Low-income base charges $13.00 per month 2012 • Promotes management of power costs, conservation, demand response, delayed Tier 2 power purchases • Promotes shifting usage to MLH Et LLH periods • Generates same annual revenues • No anticipated impact for average customer 6 New Ways Time of Use Saves Customers $ • Average customer $100.00 per month (electric only) • Average customer $225.00 per month (all utilities) • 1. $10.00 demand response credit per month • Electric water heater, and/or • Central electric furnace or heat pump for smart thermostat 7 New Ways Time of Use Saves Customers $ 2. Up to $10.50 load shifting savings available per month From heavy $3.00 $0.40 $0.70 $4.10 to medium From $4.75 $0.60 $1.10 $6.45 medium to light From heavy $7.70 $1.00 $1.80 $10.50 to light Monthly 325 kWh 40 kWh 75 kWh consumption *Does not include water heating energy usage 8 Time of Use & Conservation Savings • 3. Up to $30.00 conservation savings per month • $7.50 - $15.00 home weatherization per month Savings opportunity ranges from 130 to 260 kWh's per month • $15.00 heat pump per month Average savings 260 kWh's per month ■ 4/17/2012 5 Proposed TOU Rate Implementation • 11,11/20111, City Council directed staff to establish TOU rates as soon as technically feasible to do so. • TOU rates in effect after City Council accepts AMI System (DR credits in effect prior to acceptance) • Customers will begin to see TOU periods and consumption on their utility bills (billed @ uniform rate) • Customer TOU education program • Future consideration of Saturdays as LLH 10 Public Hearing Comments 1. Do I understand that the proposed TOU rate ordinance hours are — for (light) hours are: 10PM — 6AM (Monday through Friday), and Saturday 10PM to Monday 6AM, and all NERC Holidays? Light hours also include from 10PM Friday to Saturday at 6AM, all day Sunday, and from Sunday Midnight to Monday at 6AM. Another way to describe light hours is all day Sundays and NERC holidays, and all hours exceipt heavy and medium hours which are inclusive of 6AM through 10PM Monday through Saturday. 11 4/17/2012 9 Public Hearing Comments - Continued 2. Can the proposed "Seasonal Months" for energy rate charges better serve the public users with: May through September as the "Summer" months, and October through April as the "Winter" months? This makes it a 7 month Winter to a 5 Summer months Season ratio, rather that the proposed 9 Winter to a 3 Summer months Season ratio? The proposed seasons are consistent with the current electric rate ordinance. The proposed seasons were selected to mirror BPA power supply costs. The proposed seasons have been incorporated into the Advanced Metering Infrastructure System Agreement, any changes would require an amendment. 12 Public Hearing Comments - Continued 3. If we are successful at shifting energy consumption and lowering peak demand, will savings be passed on to the customer? The City's wholesale power costs will go down, and the electric portion of a customer's utility bill will go down. 4. The proposed time of use rate is consistent with the Bonneville Power Administration's tiered rate methodology. The City and BPA are enjoying a strong partnership with innovative demand response projects, which provide benefits to BPA, City, and its customers. Overall, the proposed time of use rate is a good idea. 13 4/17/2012 7 4/17/2012 Public Hearing Comments - Continued 5. There is too small of a difference between heavy and light load energy rates. I do not believe that the proposed rates provide enough incentive for homeowners to take the action that would most help the City to reduce peak demand electricity use. The proposed rates are based on today's wholesale power costs. If market conditions result in wholesale cost increases it is possible that the difference between heavy and light load energy rates could also increase. 6. 1 see huge potential of time of use rates in delaying when the City will start needing to purchase power at Tier 2 rates (currently 50% higher). .14 Public Hearing Comments - Continued 7. Consider tabling the adoption of this ordinance for at least a 2 month period and remand it to the Utility Advisory Committee for further analysis and consideration of the impacts of the ordinance's proposed new rate structure. The discussion of time of use has been ongoing for over two - years, which City Council included in the advanced metering infrastructure system. The proposed rates reflect the true cost of service based on different time periods. The Utility Advisory Committee forwarded a 5-0 favorable recommendation to City Council to adopt the proposed time of use rates. 8. What are the financial impacts the City would face if we do not adjust our rate structure? 15 4/17/2012 Port Angeles Residential Demand Example#1 Monthly Load Shape Costs and Sales March 2012 1400 City Peak Period 1200 --- -- — — CSP Month Consumption Cost Us Sold For P/(l) Peak Penod kWh 1243.00 $46.65 $7520 $2855 100o J kW 4.60 $41-86 $000 1$41,861_ — 34.90 $131 $211 $080 NET $88.51 $7520 ($13.31) 800 — ---- 1000 600 -- — 400 200 — — 000-.—W-�—,f --I_T-O+—T_1;01 —ei--—I0—{^0{111# 0,---Y,TY_i —5,—W—T—,f 1!+ IPA, e Y+—YJ+—I—.1I --P�i— 111# "'1,,— 11•—}—i- M1y ti 'LM1 M1� iM1 M1y M1M1 ti ti ti ti M1y 1~ 1M1 M1y 1M1 ti ti ti ti M1y ti ti ti ti ti ti ti ti ti ti Eiaps d Time —Actual kW —Average kW F Residential Demand Example Home #1 City Peak Day Costs and Sales (March 2012 Actual Case) 14 00 Peak Penod 1200 CSP Day Conwmption Dost Us Sold For P/(L)kWh 34.90 $131 $211 $080 kW 4.60186 �186NET 1000 $4317 $211 ($4106) 800 600 60460 400 1 20 80 0 0 80 030 30 40 1 20 90 1 30 80 40 040 2000000123456789101112131415161181920212223—ActualkW 260 —AveragekWCrcy 1 20 80 0 0 80 030 30 40 1 20 90 1 30 80 40 040 1 50 10 Residential Demand Example Home #1 Customer Peak Day Costs and Sales (March 2012 Worst -Case) 1400 1200 1000 800 600 400 200 CRy Peak Period 1310 12 30 Peak Day Consumption Cost Us Sold For P/(L) kWh r 6770 $254 $410 $156 kW 1310 11921 $000 11921 NET $12175 $410 ($11765) B 80 kW 437 53974 $000 IS39741 NET 6 70 $217 ($3891) 88 360 Rn 110 0 070 40 0 40 040 030 :�O 0 50 20 000. 00—t— 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 —ActualkW—AveragekW Residential Demand Example Home #1 Customer Peak Day Costs and Sales (March 2012 Worst -Case with Demand Response) 1400 1200 1000 800 600 400 200 City Peak Period 13 10 t230 DRPeak Day Consumption Cost Us Sold For P/(L) kWh 3587 $135 $217 $082 kW 437 53974 $000 IS39741 NET $4108 $217 ($3891) 88 670 3 60 1 10 0 0 700 40 0 40 0/4 0 0 30 0 50 000 i i i—+— F— —.- 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 IS 16 11 18 19 20 21 22 23 --ActualkW —Average kW SDR Controlled kW 4/17/2012 10 i Customer Rate Design Impacts Uniform Bill TOU Bill TOU MH DR Bill TOU LH DR Bill $75.20 $7522 $75.05 $74.76 Bill $0.02 ($0.15) ($044) $ Cost or (Savings) 00% -0.2% -06% % Cost or (Savings) ($10.00) ($10.00) $ DR Credit ($10.15) ($10.44) $ Total Savings $65.05 $64.76 $ Net Bill -135% -13.9% %Total Savings Recommendations 1. Continue the public hearing, 2. Close the public hearing 3. Adopt the proposed time of use rate ordinance 21 4/17/2012 11 • ORDINANCE NO. AN ORDINANCE of the City of Port Angeles, Washington, relating to electricity services and charges making changes to Chapter 13.12 of Title 13 of the Port Angeles Municipal Code. THE CITY COUNCIL OF THE.CITY-OF PORT ANGELES DO HEREBY ORDAIN, AS FOLLOWS: Section 1. Ordinances 2054 as amended, and Title 13 of the Port Angeles Municipal Code Chapter 13.12 is amended to read as follows: G-7 CHAPTER 13.12 - ELECTRICITY—SERVICES AND CHARGES 13.12.010 - General provisions applicable to all services. 13.12.015 - Time of use electric rate 13.12.020 - Uniform electric rate. 13.12.021 - Point of delivery. 13.12.025 - Rate Class assignment. 13.12.030 - Schedule R -03 -Residential service. 13.12.031 - Schedule R-03- Residential service time of use rate. 13.12.040 - Schedule GS -03 -General service. 13.12.0401.Schedule GS -03 -General service time of use rate. 13.12.041 - Schedule GD -03 -General service demand. 13.12.041 l.Schedule GD -03 -General service demand time of use rate. 13.12.042 - Schedule NP -03 -Nonprofit tax-deductible. 13.12.0421.Schedule NP -03 -Nonprofit tax-deductible time of use—rate 13.12.043 - Schedule GD -04 -General service demand -primary metered. 13.12.044 - Schedule GD -04 -General service demand -primary metered time of use rate. 13.12.060 - Schedule PS -03 -Primary service., , 13.12.061 - Schedule PS -03 -Primary service time of use rate. -' 13.12.071 - Schedule IT -03 -Industrial transmission. 13.12.072 - Schedule L -03 -Lighting: 13.12.073 - Schedule MW -03 -Municipal water pumping. 13.12.074 - New or expanded loads. 13.12.075 - Schedule MW -03 -Municipal water pumping time of use rate. G-7 13.12.080 - Contract sales and purchases. • 13.12.100 - Electrical work permits and fees. 13.12.110 - Contract and administration charge. . ' S-...} +^ 1^ e + e,.; 5:} .4^ �L .17' • •. . . . .... r— IIYe i .tee a 't s. }'^ 1, { ... .. _.S, y ., 13.12.015 — Time of use electric—rate After City Council formally accents the Advanced Metering Infrastructure System, the monthly, rate for electricity consumed shall be in accordance with Sections 13.12.031, 13.12.0401 13.12.0411..' 13.12.0421., 13.12.044. 13.12.061. and 13.12.675.' The monthly rate^ includes all, applicable taxes. 13.12.020 - Uniform electric rate. Before the Citv Council formallv accepts the Advanced Metering Infrastructure Svstem. Tthe monthly rate for electricity consumed shall be in accordance with sections 13.12.0303 13.12.040, 13.12.041, 13.12.042, 13.12.043. 13.12.060. th etrgh 13.12.073, and the demand response credits in accordance with Sections 13.12.031.D. 13.12.0401.E. and 13.12.0421.D. The monthly rate includes all applicable taxes. 13.12.031 — Schedule R -03 -Residential service time of use rate. A. Applicability. This schedule applies throughout the City for domestic uses in single family residences. individual apartments or farms. Separately metered services incidental to single family residential and farm service may be served under this schedule. B. Character of Service. Sixty cycle, alternating current. 120/240 volts nominal, single phase service will be furnished under this schedule, supplied through a single meter and one point of delivery. C. Time of Use Rate: 1. Base charge $15,75 per month. 2. Monthly energy cha"r�e between 'September 1 and May 3'1 $0.06700 per kWh during heavv load hours. $0.05800 per kWh during medium load hours_. and $0.05000 per kWh during light load hours. 3. Monthly energy charge between June 1 and August 31 $0.06930 per kWh during heavv load hours. $0.0599 per kWh during mediumload hours. and $0.04520 per kWh during light Load hours. 5•Z MW • • • 4 Heavy load hours are all hours from 6:00:00 a.m. to 1:59.59 p.m. Monday through Saturday. Medium load hours are all hours from 2:00:00 p.m. to 9:59:59 p.m. Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day Sunday, and all day on North American Electric Reliability Corporation specified holidays Pacific'- Prevailing Time 'applies (Pacific' Standdrd -,Tired- &- Pacific Daylight- Time,—as applicablel. • - ` - _ � , - D. Demand Response Credits. 1. Water heater load control switch $10.00 credit Per month. 2. Smart thermostat or home area network $10.00 credit per month. 3 Water heater load control switch and smart thermostat $10.00 credit per month 4. Thermal storage system $10.00 credit per month. 13.12.0401. Schedule GS -03 - General service time of use rate. A. Applicability. This schedule applies to all accounts not covered by other rate schedules with the following types of service: 1. 120/208 or 120/240 volts, single or three phase, service panel of 400 amps or smaller. 2. 240/480 or 277/480 volts, three phase, service panel of 200 amps or smaller. 3. Municipal traffic signal and street lights. 4. Municipal emergency management systems. 5. Cable television system and other communications systems, single phase power supplies in accordance with Section 10.2 of Ordinance no. 3116. B. Character of Service. Sixty cycle. alternating current at such phase and voltage as the City may have available will be furnished under this schedule, applied through a single meter and one point of delivery. C. Time of Use Rate: 1. Base Charge a. Single phase $21.50 per month b. Three phase $53.75 per month c. Municipal traffic si6al $179.00 per month d. Municipal street light $128.90 per month e. Municipal emergency management system $27.20 per month 2. Monthly Energy Charge between September 1 and May 31 $0.06800 kWh during heavy load hours. $0.05800 per kWh during medium load hours. and $0.05000 per kWh during light load -3- G-9 hours • 3. Monthly Energy Charge between June -I and August 31 $0.07040 per kWh during heavy load hours. $0.0599 per kWh during medium load hours, and $0.04520 per kWh during light load hours. r_ _ `-4. Heavy load hours.M'. are all hours from" to 1:59:59 P.M.. 'Monday through,,' Saturday. Medium load hours are all hours from 2:00:00 P.M. to 9:59:59 P.M., Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day Sunday, and all day on North American Electric Reliability Corporation specified holidays.;.,,; Pacific Prevailing -Time' anplids (Pacific Standard Time' or Pacific Daylight Time: as 5. The base charges for rriunicipal traffic signals and street lights includes maintenance of existing luminaries and controls by the Public Works and Utilities Department. 6. The municipal emergency management system base chacge shall apply to systems with a normal operating load of 150 watts or less, which shall not be required to be metered. D. Municipal Streets Lights. The electric utility rates for municipal street lighting shall recover the cost of providing- ervice. In different areas of the City. the Department shall meter representative 150 and 200 watt street lights. Eachlight so metered shall be charged a base charge. The monthly energy charge shall be determined by multiplying the number of street light fixtures, times the monthly consumption determined by the metered lights. E. Demand Response Credits. Devices controlled by the City_ _during demand events providing the customer has not disabled the controls or opted out of participation. shall receive a credit as follows: 1. Water heater load control switch $10.00 credit per month. 2. Smart thermostat or home area network $10.00 credit per month. 3. Water heater load control switch and—smart_thermostat &1.0.00 credit per month. 4. Thermal storage system $10.00 credit per month. 13.12.0411. Schedule GD -03 - General service demand time of use rate. A. Applicability. This schedule applies to all not covered by other rate schedules with the following types of service: 1. 120/208 or 120/240 volts, single or three phase. service panel larger than 400 amps. ----- --- - =- - - - - - -- - -- - - - 2. 240/480 or 277/480 volts, three phase service panel larger than 200 amps. B. Character of Service. Sixtycvcle, alternating current at such phase and voltage as the Citv may have available will be furnished under this schedule, applied through a single meter and one point of delivery. C. Time of Use Rate: -4- G-10 • • • 1. Base Charge: a. Single phase $42.95 per month b. Three phase $107.40 per month 4, „2. Monthly Energy Charge between September I -and May 31 $0.04660 per kWh during hpv-_� load hours. $0.04660 -per kWh during rnediurn-load hours. and $0.03750 per -kWh during light' Load hours. 3. Monthly Energy Charge between June I and August 31 $0.04820 per kWh during heavy r load hours $0.04820 per kWh during medium load hours and $0.03390 per kWh during light Load hours. " . 4. Heavy load hours are all hours from 6:00:00 A.M. to 1.59.59 P.M.,Monday through Saturday. Medium load hours are all hours from 2:00:66 P.M. to 9:59:59 P.M.. Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day undav, and all day on North American Electric Reliability Corporation specified holidays. Pacific Prevailing Time applies (Pacific Standard Time or Pacific Daylight Time, as applicable). 5. Billing Demand: a. Billing demand for each month shall be based on the maximum hour of KVA (apparent power) during Heavy Load Hours. b. Monthly Demand Charge between September 1 and May 31 $3.50 per KVA for 95% of all KVA and $9.80 per KVA for 5% of all KVA. c. Monthly Demand Charge between June 1 and August 31 $3.50 per KVA for 95% of all KVA and $9.06 per KVA for 5% of all KVA. .13.12.042 1. Schedule NP -03 - Nonprofit tax-deductible — time of use rate A. Applicability. This schedule applies to all nonprofit tax-deductible organizations B. Character of Service. Sixty cycle, alternating current at such phase and voltage as the Citv may have available will be furnished under this schedule, applied through a single meter and one point of delivery. C. Time of Use Rate: 1. Base Charge a. Single phase $21.50 per month b. Three phase $53.75 per month 2. Monthly Energy Charee between September 1' and Mav 31 $0.0711012er kWh during heavy load hours. $0.05770 per kWh during medium load hours and $0.04970 per kWh during light load hours. 3. Monthly Energy Charge between June 1 and August 31 $0.07360 kWh during heavy load hours. $0.05960 per kWh during medium load hours. and $0.04490 per kWh during li htg load -5- G-11 hours. • 4. Heavy load hours are all hours from 6:00:00 A.M. to 1:59:59 P.M.. Monday through Saturday. Medium load hours are all hours from 2:00:00 P.M. to 9:59:59 P.M., Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day Sunday, and all day on North American Electric Reliability Corporation specified holidays. Pacific Prevailing Time applies (Pacific Standard Time or Pacific Daylight Time, as applicablel. D. Demand Response Credits. Devices_ controlled by the City during demand events ' pfovidih: 'the customer has not`disab°l6d 'th'e controls or optecl,out of participation- -shall' receive a credit as follows: 1. Water heater load control switch $10.00 credit per month. 2. Smart thermostat or home area network $10.00 credit per month. 3. Water heater load control switch and smart thermostat $10.00 credit per month. 4. Thermal storage system $10.00 credit Der month. 13.12.044 Schedule GD -04 - General service demand —primary metered — time of use rate. A. Applicabilitv. This schedule applies to all accounts not covered by other rate schedules with the following types of service: 1. 120/208 or 120/240 volts, single or three phase, service panel larger than 400 amps. . 2. 240/480 or 277/480 volts, three phase service panel larger than 200 amps. 3. When electric current is measured at primary voltage and delivery to the customer is at secondary voltage. B. Character of Service. Sixty cycle, alternating current at such phase and voltage as the City may have available will be furnished under this schedule, applied through a single meter and one Point of delivery. C. Time of Use Rate: 1. Base Charge: a. Single phase $42.95 per month b. Three phase $107.40 per month 2. Monthly Energy Charge between September 1 and May 31 $0,04590 per kWh during heavy load hours. $0.04590 per kWh during medium load hours, and $0.03690 per kWh during light _ load hours. 3. Monthly Energy Charge between June 1 and August 31 $0.04740 per kWh duribk heavy load - hm ours, $0.04740 per kWh during edium loadk '& 'hours. and O'M30 nef fing light load hours. 4. Heavy load hours are all hours from 6:00:00 A.M. to 1:59:59 P.M., Monday through Saturday. Medium load hours are all hours from 2:00:00 P.M. to 9:59:59 P.M., Monday throughSaturday. Light load hours are all other hours Monday through Saturday,_ all day G-12 • Sunday, and all day on North American Electric Reliability o ora i n specified holid s. Pacific Prevailing Time applies (Pacific Standard Time or Pacific Daylight Time as ap�licablel. Billing Demand. w t .{ ; , s• . _ r r r:,_. ,_ y> -,_ a. Billing demand for each month shall be based on the maximum hour of KVA-,(apparent power) during Heavy Load Hours. b Monthly Demand Charge between September l and May 31 $3.45 per KVA for 95% of all KVA and $9.80 per KVA for 5% of all KV& y c Monthly Demand Charge between June 1 and August 31 $3.45 Per KVA for 5% of all KVA and $9.06 per KVA for 5% of all KVA. G-13 13.12.061 Schedule PS -03 - Primary service — time of use rate A. Applicability. This schedule applies to all accounts which own and operate a primary voltage distribution system with a connected load greater than 1.000 KVA B. Character of Service. Service to be furnished under this schedule is unregulated three phase sixty cycle alternating current at primary voltage 12.5 KV nominal Service under this schedule shall be provided and metered at the point(s) of interconnection of the distribution facilities of the customer and the City. C. Time of Use Rate: 1 Base Charge: $286.35 per month 2. Monthly Energy Charge between September 1 and May 31 $0.04100 per kWh during heavy load hours. $0.04100 per kWh during medium load hours, and $0.03300 per kWh during light load hours. 3. Monthly Energy Charge between June 1 and August 31 $0.04240 per kWh during heavy load hours. $0.04240 per kWh during medium load hours. and $0.02980 per kWh during light load hours. 4. Heavy load hours are all hours from 6:00:00 A.M.to 1.59.59 P M Monday through Saturday. Medium load hours are all hours from 2:00-00 P.M. to 9:59:59 P.M.. Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day Sunday, and all day on North American_ Electric Reliability Corporation specified holidays. Pacific Prevailing Time applies (Pacific Standard Time or Pacific Daylight- Time, as applicable). 5. Billing Demand: a. Billing demand for each month shall be based on the maximum hour of KVA (apparent power) during Heavy Load Hours. b. Monthly Demand Charge between September 1 and May 31 $4.30 per KVA for 95% of all KVA and $9 80mer KVA for 5% of all KVA • -7- G-13 c. Monthly Demand Charge between June 1 and August 31 $4.30 per KVA for 95% of all KVA • and $9.06 per KVA for 5% of all KVA. 13.12.075 Schedule MW -03 - Municipal water pumping.— time of use rate. A. Applicability. This schedule applies to municipal water pumping facilities where the connected. load,is gre ter than 500 KVA._- -"'B.- Re'stri`ction"s.'"Timers-"apnroved`bv'the'Public Works`arid'Utilities Department -shall be- - = Qt - installed to prevent pumping during restricted hours as determined by the Public'Works.and Utilities Department. C. Character of Service. Service to be furnished under this schedule is three phase, sixty cycle, alternating current at such phase and voltage as the City may have available will be furnished under this schedule, applied through a single meter and one point of delivery. D. Time of Use Rate: 1. Basic Charge: $286.35 per month 2 Monthly Energy Charge between September 1 and May 31 $0.06440 per kWh during heavy load hours. $0.06440 per kWh during medium load hours. and $0.03210 per kWh during light load hours. 3. Monthly Energy Charge between June 1 and August 31_$0.06650 per kWh during heavy load hours. $0.06650 per kWh during medium load hours. and $0.02900 per kWh during light load hours. 4. Heavy load hours are all hours from 6:00:00 A.M. to 1:59:59 P.M.. Monday through Saturday. Medium load hours are all hours from 2:00:00 P.M. to 9:59:59 P.M.. Monday through Saturday. Light load hours are all other hours Monday through Saturday, all day Sunday, and all day on North American Electric Reliability Corporation specified holidays. Pacific Prevailing Time applies (Pacific Standard Time or Pacific Daylight Time, as apalicable). 5. Billing Demand: a. Billing demand for each month shall be based on the maximum hour of KVA (apparent power) during Heavy Load Hours b. Monthly Demand Charge between 'September 1 and May 31 $3.65 per KVA for 95% of all KVA- and $9:8OXer'kW for 5% of all KVA. C. Monthly Demand Charge between June 1 and August 31 $3.65 per KVA for 95% of all KVA and $9:06'6er'KVA` for`5%of all KVA = " 1 G-14 U • Section 2 - Corrections. The City Clerk and the codifiers of this ordinance are authorized to make necessary corrections to this ordinance including, but not limited to, the correction"' `of the " 2scrivener's/clerical' errors,' -references, ' ordinance- niimbeTing, a.r_r.F .., .r r_ et r a it. v. r .. r • r r .. rt ..tee. .. .- r .w -.i . a r r.. in ..a t- i �r +Y .t ,� - section/subsection numbers and any references thereto. Section 3 -Severability. If any provisions of this Ordinance, or its application to any person or circumstances, are held invalid, the remainder of the Ordinance, or application of - the provisions of the Ordinance to other persons or circumstances, is not affected. Section 4 - Effective Date. This Ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum. This ordinance shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. • PASSED by the City Council of the City of Port Angeles at a regular meeting of said Council held on the day of April, 2012. MAYOR, CHERIE KIDD ATTEST: APPROVED AS TO FORM: .7 Janessa Hurd, City Clerk William E. Bloor, City Attorney PUBLISHED: 2012 By Summary G \LEGAL\a ORDINANCES&RESOLUTIONS\ORDINANCES 2012\05 - Electric-TlmeofUse Chapter 3 12 02 22 12doex docx 91 G-15 • NGELES DATE: APRIL 17, 2012 To: CITY COUNCIL FROM: KENT MYERS, CITY MANAGER SUBJECT: 2012 BOND ELECTION / CIVIC FIELD Summary: The City Council has previously discussed an interest in having the citizens of Port Angeles vote to consider $ 4 million in bond financing for improvements to Civic Field. Recommendation: Consider the attached ordinance. Conduct first reading and continue to the special City Council meeting on April 24. On April 24, conduct second reading and consider adopting an ordinance authorizing an August 7, 2012, bond election for the issuance of $4 million in general obligation bonds to finance improvements to Civic Field. • Background / Analysis: In February, 2010 the City Council authorized a facility assessment of Civic Field that was conducted by Bruce Dees and Associates. This study was prepared to get a better understanding of the improvements needed at Civic Field and the estimated costs for these improvements. Civic Field is a major sports facility, which over the past several years, has deteriorated to the point where major improvements are required. The current conditions of the facility are impacting the safety of the athletes and ability to have night-time activities. This study identified 21 different improvements needed to the facility at a total cost of $3.2 million to $6.7 million. The final report was presented to the Parks, Recreation and Beautification Commission, the Parks Oversight Committee, and the City Council. In addition, a Civic Field Steering Committee made up of Civic Field user organizations reviewed the report and provided recommendations. It was decided that three major repairs/upgrades to the facility with a total cost of $4 million should be completed in order for Civic Field to remain the primary sports facility for the community. These improvements include the following: 1. Field and Underdrain System Reconstruction and Installation of Synthetic Turf: $3,000,000 2. Installation of New Light Poles and Lighting System: $845,000 3. Replacement of Electric Boiler for Hot Water: $48,000 Funding for other major improvements needed for the facility will be sought from private donations, grants, as well as in-kind labor by local organizations such as the Nor'wester Rotary Club, Port Angeles Youth Soccer and Senior Babe Ruth. H-1 City Council Memo - 2012 Bond Election / Civic Field • Page 2 The attached ordinance provides for consideration by registered voters residing within the City Limits for issuance of $4 million in general obligation bonds to finance these improvements. This is the only project proposed by the City for bond financing this year. In order to pass, state law requires approval by 60% of the voters participating in the election. If approved, bonds would be issued for 20 years and would replace several bonds being paid off by the City. This includes the Fire Hall improvements that were paid off last year with a total average annual debt service of about $224,800. Also, the Senior Center bonds will be paid off this year with an annual debt service requirement of about $166,600. These new bonds would require annual debt payments of about $286,200. The County Auditor has estimated the cost of the election will be $7,000 to $10,000 for the City of Port Angeles to have this single issue on the primary election ballot in August. The Civic Field Steering Committee has been conducting local fund raising for this election and it is my understanding they will offer $5,000 to offset these election costs. Finally, if the bonds are approved, the bonds will be issued by the end of the year so the project can be bid early next year with construction starting in the Summer of 2013. The construction will likely be completed in late -2013 or early -2014 depending on the weather. • is H-2 • ORDINANCE NO. AN ORDINANCE of the City Council of the City of Port Angeles, Washington, providing for the submission to the qualified electors of the City at an election to be held on August 7, 2012, of a proposition authorizing the City to issue its general obligation bonds in the aggregate principal amount of not to exceed $4,000,000 to improve, renovate, and equip Civic Field, and levy excess property taxes in connection therewith. WHEREAS, the City of Port Angeles, Washington (the "City") currently owns and operates Civic Field, a multi-purpose sports field and stadium suitable for football, baseball and soccer, among other activities, which is in need of improvement and renovation; and WHEREAS, in February 2010, the City commissioned a facility assessment of Civic Field to quantify the necessary improvements and renovations and associated costs (the "Field Assessment'); and WHEREAS, the Field Assessment recommended replacing the grass field with synthetic turf, installing a new lighting system, installing a new boiler, and providing for other infrastructure needs at Civic Field (as further described in Exhibit A attached hereto, the "Civic Field Improvements"); and • WHEREAS, in order to provide part all or a portion of the funds to finance the Civic Field Improvements, it is deemed necessary and advisable that the City issue and sell its unlimited tax general obligation bonds in the aggregate principal amount of not to exceed $4,000,000 (the "Bonds"); and WHEREAS, the Constitution and laws of the State of Washington provide that the question of whether such Bonds may be issued and sold for such purposes and taxes levied to pay such Bonds must be submitted to the qualified electors of the City for their ratification or rejection; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PORT ANGELES, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Findings. The City Council hereby finds that the best interests of the residents of the City require the City to make the improvements and renovations identified in Exhibit A, which is incorporated herein by this reference, at the time, in the order and in the manner deemed most necessary and advisable by the City Council (the "Civic Field Improvements"). The total cost of the Civic Field Improvements is not expected to be less than $4,500,000. The cost of all necessary appraisals, negotiation, closing, architectural, engineering, financial, legal and other consulting services, inspection and testing, administrative and relocation expenses and other costs incurred in connection with the foregoing capital improvements shall be deemed a part of the capital costs of such improvements. Such improvements shall be complete • with all necessary equipment and appurtenances. H-3 The City Council shall determine the exact specifications for the Civic Field Improvements as well as the timing, order and manner of completing the projects. The City Council may alter, make substitutions to and amend such project descriptions as it determines are in the best interests of the City and consistent with the general descriptions provided herein. The City Council shall determine the application of moneys available for the various Civic Field Improvements set forth above so as to accomplish, as nearly as may be, all of the Civic Field Improvements. If the City Council shall determine that it has become impractical to improve, renovate, acquire, or equip all or any portion of the Civic Field Improvements by reason of changed conditions, incompatible development, costs substantially in excess of the amount of bond proceeds or tax levies estimated to be available, or acquisition by a superior governmental authority, the City shall not be required to improve, renovate, acquire, or equip such portions. If all of the Civic Field Improvements have been constructed or acquired or duly provided for, or found to be impractical, the City may apply the Bond proceeds (including earnings thereon) or any portion thereof to other park and recreation capital purposes or to the redemption of the Bonds as the City Council, in its discretion, shall determine. In the event that the proceeds from the sale of the Bonds, plus any other money of the City legally available therefor, are insufficient to accomplish all of the Civic Field Improvements, the City shall use the available funds for paying the cost of those portions of the Civic Field Improvements deemed by the City Council most necessary and in the best interest of the City. Section 2. Authorization of Bonds. For the purpose of providing all or a part of the funds necessary to pay the costs of the Civic Field Improvements, together with incidental costs and costs related to the sale and issuance of the Bonds, the City shall issue and sell its general obligation • bonds in the aggregate principal amount of not to exceed $4,000,000. The Bonds shall be issued in an amount not exceeding the amount approved by the electors of the City and not exceeding the amount permitted by the constitution and laws of the State of Washington. The balance, if any, of the cost of the Civic Field Improvements shall be paid out of any other legally available funds. The Bond proceeds (and earnings thereon) shall be used to pay the costs of the Civic Field Improvements, together with incidental costs and costs related to the sale and issuance of the Bonds, and shall not be used for the replacement of equipment or for a purpose other than a capital purpose. Section 3. Details of Bonds. The Bonds provided for in Section 2 hereof shall be issued in such amounts and at such time or times as deemed necessary and advisable by the City Council and as permitted by law. The Bonds may be issued in one or more series and shall bear interest payable at a rate or rates authorized by the City Council. The Bonds shall mature in such amounts and at such times within a maximum term of 21 years from date of issue of a series, all as authorized by the City Council and as provided by law. The Bonds shall be general obligations of the City and, unless paid from other sources, both principal of and interest on the Bonds shall be payable out of annual tax levies to be made upon all the taxable property within the City without limitation as to rate or amount and in excess of any constitutional or statutory tax limitations. The exact date, form, terms, maturities, covenants and manner of sale of the Bonds shall be as hereafter fixed by ordinance or ordinances of the City Council. After voter approval of the Bond proposition and in anticipation of the issuance of such Bonds, the City may issue short-term obligations as authorized by chapter 39.50 RCW. • 2 H-4 • Section 4. Bond Election. It is hereby found that the best interests of the inhabitants of the City require the submission to the qualified electors of the City of a proposition authorizing the City to issue Bonds for the purposes of funding the Civic Field Improvements, at an election to be held on August 7, 2012. The Clallam County Auditor, Elections Department, as ex officio supervisor of elections in Clallam County, Washington, is hereby requested to assume jurisdiction of and to call and conduct the election to be held within the City and to submit to the qualified electors of the City the proposition hereinafter set forth. Such election shall be conducted by mail. The City Clerk is hereby authorized and directed, prior to May 11, 2012, to certify the proposition to the Clallam County Auditor, Elections Department in substantially the following form: r� CITY OF PORT ANGELES PROPOSITION NO. GENERAL OBLIGATION CIVIC FIELD IMPROVEMENT BONDS The City Council of the City of Port Angeles adopted Ordinance No. _ concerning a bond proposition for Civic Field. This proposition authorizes the City to improve and renovate Civic Field, including replacing the grass field with synthetic turf, installing a lighting system, installing a boiler, and making other capital improvements, renovations and upgrades; to issue general obligation bonds in the aggregate principal amount not to exceed $4,000,000, maturing within a maximum of 21 years; and to levy property taxes annually in excess of regular property tax levies to repay such bonds. Should this proposition be: APPROVED? .................. ❑ REJECTED? .................... ❑ Certification of such proposition by the City Clerk to the Clallam County Auditor, Elections Department, in accordance with law, prior to the date of such election, and any other acts consistent with the authority, and prior to the effective date, of this ordinance, are hereby ratified. Section 5. Effective Date. This ordinance shall take effect five days after its passage, approval and publication as required by law. H-5 PASSED by the City Council of the City of Port Angeles, Washington, at a regular meeting • thereof held this 24th day of April, 2012. CITY OF PORT ANGELES, WASHINGTON Mayor ATTEST: City Clerk APPROVED AS TO FORM: Pacifica Law Group LLP, Bond Counsel Published: MR -1 • • • Exhibit A Civic Field Improvements • Replacing the existing grass field with synthetic turf, reconstructing and improving the drainage system, and acquiring synthetic turf related equipment; • Installing a new sports lighting system; • Installing an electric boiler or LP gas boiler, and installing certain or all domestic water piping; • Installing football stadium benches, improving and/or replacing handrails, and installing and/or improving football and baseball stadium wheelchair seating; • Painting the interior and exterior of the facility, replacing corrugated fiberglass panels, and replacing fiberglass panels on the North End Wall; • Improving and/or replacing the baseball backstop; • Acquiring and installing portable mounds in the baseball bullpens; • Improving and/or replacing existing dugouts to make handicapped accessible and for other purposes; • Renovating or replacing existing press boxes; • Installing a stadium PA System, cabling, speakers and amplifier; • Replacing exterior and interior light fixtures; • Upgrading and/or installing facility access and circulation system; • Upgrading and improving locker rooms; • Upgrading and improving restrooms; • Upgrading and improving concession stands; • Upgrading, improving and/or replacing the existing scoreboards and add a baseball -only panel; • Constructing a storage building for materials and equipment; • Improving and/or upgrading storm drainage facilities; • Improving, re -striping, resurfacing and/or reconstructing the parking lots; • • Improving and installing perimeter landscaping and irrigation; H-7 • Improving and/or installing fencing; and • • Making other capital improvements, acquisitions, renovations, and upgrades to and providing for other infrastructure needs at Civic Field. • 0 I= • CERTIFICATE I, the undersigned, City Clerk of the City of Port Angeles, Washington, and keeper of the records of the City Council, DO HEREBY CERTIFY: That the attached Ordinance is a true and correct copy of Ordinance No. of the City (the "Ordinance"), as finally adopted at a regular meeting of the City Council held on April 24, 2012, and duly recorded in my office. 2. That said meeting was duly convened and held in all respects in accordance with law, and to the extent required by law, due and proper notice of such meeting was given; that quorum of the City Council was present throughout the meeting and a legally sufficient number of members of the City Council voted in the proper manner for the adoption of said Ordinance; that all other requirements and proceedings incident to the proper adoption or passage of said Ordinance have been duly fulfilled, carried out and otherwise observed, and that I am authorized • to execute this certificate. Dated this 24th day of April, 2012. • Janessa Hurd, City Clerk H-9 CITY OF PORT ANGELES OFFICIAL BALLOT • GENERAL OBLIGATION CIVIC FIELD IMPROVEMENT BONDS August 7, 2012 INSTRUCTION TO VOTERS: To vote in favor of the following proposition, place a cross (X) in the square opposite the word "APPROVED?"; to vote against the following proposition, place a cross (X) in the square opposite the word "REJECTED?." CITY OF PORT ANGELES PROPOSITION NO. GENERAL OBLIGATION CIVIC FIELD IMPROVEMENT BONDS The City Council of the City of Port Angeles adopted Ordinance No. concerning a bond proposition for Civic Field. This proposition authorizes the City to improve and renovate Civic Field, including replacing the grass field with synthetic turf, installing a lighting system, installing a boiler, and making other capital improvements, renovations and upgrades; to issue general obligation bonds in the aggregate principal amount not to exceed $4,000,000, maturing within a maximum of 21 years; and to levy property taxes annually in excess of regular property tax levies to repay such bonds. Should this proposition be: APPROVED? .................. [--] REJECTED? .................... ❑ • • • NGEL WASHINGTON, CITY COUNCIL MEMO DATE: April 17, 2012 TO: CITY COUNCIL FROM: RICHARD BONINE, RECREATION SERVICES MANAGER SUBJECT: CIVIC FIELD UPGRADE PROJECT GRANT RESOLUTION Summary: A grant program is available to assist in the Civic Field Upgrades Project. The grant requires a 50% match from the City. Based on the maximum grant amount available of $500,000, the required match will be $250,000. This project is listed as PK04-2007 in the City's Capital Facilities Plan and explained in detail in the City of Port Angeles Parks and Recreation Master Plan, public comment was taken before both documents were approved by Council. Recommendation: Pass a resolution supporting the submission of a Washington Wildlife and Recreation Program Grant in the amount of $500,000, authorize allocation of grant matching funds not to exceed $250,000 from future bond monies fund and direct the City Manager to sign a Certification of Applicant/Sponsor Match. Background/Analysis: In 2010 the City of Port Angeles contracted with consultant Bruce Dees & Associates to develop a Civic Field Facility Assessment. This assessment outlined twenty-one repair/upgrade recommendations ranging from installation of synthetic turf to ADA seating improvements. Upon voter bond approval and Council directive, the City will be able to leverage bond monies as necessary grant matching funds during the implementation of the Civic Field Upgrades Project. The application for the Washington Wildlife and Recreation Program grant requires the attached authorizing resolution and Certification of Applicant/Sponsor Match form be submitted as part of the application process. The grant requires a 50%, local match, which would be,•$250;000-based on - the maximum grant award of $500,000. The applications will be evaluated this, summer, and the funded project`'5i f wilf be`'announced in 112 fa' 2012. "If the •Civic'Field Bondd"meas' ur`e isnot " approved by the voters, staff will withdraw the grant application before the final deadline.. , It is recommended that Council pass a resolution approving the City of Port Angeles to submit.a grant application for the Washington Wildlife and Recreation Program regarding Civic Field Upgrade project PK04-2007, and authorize allocation of grant matching funds from future bond monies fund, not to exceed $250,000 and allow the City Manager to sign an accompanying Certification of Applicant/Sponsor Match. I-1 RESOLUTION NO. • A RESOLUTION of the City Council of the City of Port Angeles, Washington, authorizing submission of an application for grant funding assistance for Washington Wildlife and Recreation Program project(s) to the Recreation and Conservation Office as provided in Chapter 79A.15 RCW, Acquisition of habitat conservation and outdoor recreation lands, WAC 286 and subsequent Legislative action. WHEREAS, our organization has approved a comprehensive parks and recreation'plan or habitat conservation plan that includes this project; and WHEREAS, under the provisions of the Washington Wildlife and Recreation program (WWRP), state grant assistance is requested to aid in financing the cost of facility development; and WHEREAS, our organization considers it in the best public interest to complete the project described in the application(s); NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY • OF PORT ANGELES, WASHINGTON, as follows: Section 1. The Recreation Services Manager is authorized to make formal application to the Recreation and Conservation Office for grant assistance; Section 2. Any grant assistance received will be used for direct costs associated with implementation of the project referenced above; Section 3. Our organization hereby certifies that our matching share of project funding will be derived from local City funds of applicant matching share and that we are responsible for supporting all non-cash commitments to this project should they not materialize. Section 4. We acknowledge that the grant assistance, if approved, will be paid on a reimbursement basis, meaning we will only request payment from the Recreation and _1_ • 1-2 • Conservation Office after eligible and allowable costs have been incurred and payment remitted to our vendors, and that the Recreation and Conservation Office will hold retainage until the project is deemed complete. Section 5. We acknowledge that any facility developed through grant assistance, from the Recreation and Conservation Funding Board must be reasonably maintained and made available to the general public at reasonable hours and times of the year according'to'the type of area or facility unless other restrictions have been agreed to by the Recreation and Conservation Office Director or the Recreation and Conservation Funding Board. Section 6. We acknowledge that any facility developed with grant assistance from the Recreation and Conservation Funding Board must be dedicated for public outdoor recreation purposes, and be retained and maintained for such use for perpetuity unless otherwise provided and agreed to by our organization and the Recreation and Conservation Funding Board. Section 7. This resolution becomes part of a formal application to the Recreation and Conservation Office for grant assistance; and Section 8. We provided appropriate opportunity for public comment on this application. PASSED by the City Council of the City of Port Angeles at a regular meeting of said Council held on the day of April, 2012. :;.. s. *„ :::. ; • ^Cherie Kidd, Mayor_-. _ ATTEST.,APPROVED AS TO FORM: Janessa Hurd, City Clerk William E. Bloor, City Attorney G \LEGAL\a ORDINANCES&RESOLUTIONS\RESOLUTIONS 2012\04 - W WRP Grant 14 09 12 wpd 1-3 SORT NGELES, WASH ING TO N, CITY COUNCIL MEMO DATE: APRIL 17, 2012 TO: CITY COUNCIL , ,., „- . a 5c � r .`i � en �. •-. a, a a. ....... r , e. • y, .. e v .. r .. FROM: KENT MYERS, CITY MANAGER SUBJECT: CITY COUNCIL RULES OF PROCEDURE - CITY COUNCIL AGENDAS • Summary: The current City Council Rules of Procedure does not include clear guidelines for adding items to City Council agendas. Recommendation: Pass a Resolution to amend Section 8 of the City Council Rules of Procedure to include more clear guidelines and procedures for adding items to City Council agendas, and make a minor amendment to Section 9(5). Background / Analysis: Section 8 of the City Council Rules of Procedure, provides how the City Manager shall prepare the City Council agendas. However, it does not include clear guidelines for the City Manager to follow in deciding which items suggested by individual City Council members should be added to future Council agendas. Recently there has been some confusion on how certain items can be added to Council agendas. The Council Rules of Procedure should be revised to include clear language to guide this process. Suggestions for revising Section 8 is shown in the attachment. This would allow for three specific options for adding items to Council agendas. In terms of the third option (approval by a majority of the City Council members) Section 9 includes the order of business for Council agendas. Included in the order of business is (6) "Late Items To Be Placed On This Or Future Agendas." It is proposed that this section of the agenda be revised to state "Items To Be Placed On This Or Future Agendas." So, during a regular Council meeting, any Councilmember could propose for an item to be added to the current or future agendas. Then by motion, and by a majority of the- �_J Council, the item would be added. This will help clarify how items can be added.to.Council _ _ -• agendas. � ... ............. ... . .� . ,.:.... _, ...... „ r..... , ,., > �. .a, . .., ...... ,. , .. , .. ,.. One additional change proposed in Section 8 of the Rules of Procedure is to require all materials for the agenda packet be delivered to the City Manager's Office by noon on the Thursday prior to the Council meeting. This will help us meet our goal of getting the agenda completed and available electronically on the City's website by Thursday evening. A final minor revision to these Rules is proposed for Section 9 (5) with a change of the term "public hearing" to "meeting." • Im follow: RESOLUTION NO. A RESOLUTION of the City Council of the City of Port Angeles, Washington, amending Section 8 and Section 9 of the Council Rules of Procedure. BE IT RESOLVED by the City Council of the City of Port Angeles as follows: Section 1. Section 8, Agenda, of the Council Rules of Procedure, is amended to read as Section 8 - A eg nda. The City Manager shall prepare the agenda of business for all Council meetings. Any eouncil member, department head, or citizen desiring to place Topics may be added to the agenda 1) when deemed appropriate by the City Manager, 2) at the direction of the Mayor, or 3) by motion approved by a maioriiy of City Council Members attending a regular Council meeting. Every agenda item must be supported by a written explanation informing the Council and staff of the issue, background and/or analysis, and recommendation and/or conclusion, unless the item is self-explanatory or unless the Mayor or City Manager has waived this requirement. All written materials for the agenda shall be delivered to the City Manager by twelve o'clock noon on the frill Thursday preceding the Council meeting. Except for announcements, late items that the City Manager does not receive by the stated deadlines shall not be considered by the Council except upon a majority vote of the members present. Each agenda shall reference all ordinances to be considered by the City Council. No ordinances shall be acted upon unless notice of the preliminary agenda referencing such ordinance has been made available to the public in advance of Council meetings, as set forth below. Except in cases of emergency and of final approval of subdivisions, a proposed ordinance shall be presented to the Council at a regular meeting, and the Council may then act to adopt the ordinance at any subsequent regular meeting. Preliminary agendas for all meetings of the City Council shall be made available at least 24 hours prior to the time scheduled for such meetings. The preliminary agenda will be made available to the public in the following ways: 1. A copy is placed on the City website at www.cityofpa.us . 2. Several copies are placed on the front counter at City Hall. 3. A copy is posted on the bulletin board outside the Council Chambers. Section2. Section 9, Order of Business, of the Council Rules of Procedure, is amended to read as follows: Section 9 - Order of Business. The Mayor may determine the order of business for a particular City Council meeting. The agenda should be arranged to best serve the needs and/or convenience of the Council and the public. The items of business for regular Council meetings may include the following: 1. Call to Order 2. Roll Call 3. Pledge of Allegiance 4. Ceremonial Matters/Proclamations/Employee Recognition 5. Public Comment: During this portion of the meeting, the Mayor will invite citizens to talk with the Council about topics that are not scheduled for public testimony on the evening's agenda. Prior to the start of the "Public Comment" portion of the public heat itmeetin , all persons wishing to be heard are asked -2- to sign in with the Clerk, giving their names and addresses, and topic. The Mayor may arrange the order of speakers so that testimony is heard in the most logical groupings. To allow time for the Council to complete its legislative agenda, comments should be limited to no more than 5 minutes per person and a total of 15 minutes for this comment period. At the discretion of the Mayor, these time periods may be lengthened or shortened. Following any public comment, the Mayor may allow time, limited to five minutes, for response from City Council members and/or City staff. No speaker may convey or donate his or her time for speaking to another speaker. If many people wish to speak to a particular issue, the Mayor may limit the total amount of time dedicated to that single issue. Written comments may be submitted into the record of a Council meeting by presenting the written document to the Clerk prior to the meeting, in which case a copy of the document will be provided to each Council Member, but the document will not be read aloud; or a document may be distributed to the City Council, with a copy to the clerk, by a speaker while the speaker is addressing the Council. 6. Late Items to be Placesd on This or Future Agendas. or Fature Agendas as 7. Consent Agenda 8. Public Hearings [6:30] - Quasi -Judicial -3- 9. Public Hearings - Other 10. Ordinances Not Requiring Public Hearings 11. Resolutions Not Requiring Public Hearings 12. Other Considerations 13. Finance 14. Council Reports 15. Information 16. Executive Session 17. Adj ournment Work Sessions - When Necessary will be held at 5:00 p.m. on the 4" Tuesday of the month. Section 3. The changes provided herein will become effective May 1, 2012. Except as provided above, the Council Rules of Procedure, as previously adopted, are confirmed, ratified and re -adopted. PASSED by the City Council of the City of Port Angeles at a regular meeting of said Council held on the day of April, 2012. 1 ATTEST: Janessa Hurd, City Clerk Cherie Kidd, Mayor APPROVED AS TO FORM: William E. Bloor, City Attorney G \LEGAL\a ORDINANCES&RESOLUTIONS\RESOLUTIONS 2012\06 - CC Rules of Procedure 04 17 12 wpd, April 17, 2012 in • .7 • PQRTA NGELE1 WASHINGTON, U S A CITY COUNCIL RULES OF PROCEDURE As of jarramy Anril, 2012 � Section 1 - Rules. These Rules shall govern the procedures followed by the City�Council of Port Angeles, Washington, for the conduct of Council meetings and the maintenance -of, order, pursuant to RCW 35A.13.170. Section 2 - Open Public Meetings Act. The Council shall comply with the provisions of the Open Public Meetings Act, Chapter 42.30 RCW, in the conduct of all meetings to which said Act is applicable. Section 3 - Executive Sessions. The Council may discuss topics in executive session, which topics are specified in RCW 42.30.110 or relate to potential or pending litigation and are subject to attorney-client privilege. The City Attorney shall inform the Council whenever any proposed discussion in executive session is not legally allowed. No member of the City Council, employee of the City, or any other person present during executive session of the City Council shall disclose to any person the content or substance of any discussion or action which took place during said executive session. Section 4 - Work Sessions. Special meetings designated as work sessions shall be advertised and conducted in the same manner as special meetings. Work sessions: are forthe_purpose_of in depth review and discussion of specified issues. Final disposition shall not be taken at designated work sessions. - Section 5 - Quorum. At all meetings of the Council a majority of the Councilmembers shall constitute a quorum for the transaction of business, but a less number may adjourn from time to time and may compel the attendance of absent members in such manner and under such penalties as may 1-5 -1- be prescribed by ordinance. The passage of any ordinance, grant or revocation of franchise or • license, and any resolution for the payment of money shall require the affirmative vote of at least a majority of the whole membership of the Council. RCW 35A.12.120. Section 6 - Attendance. A. Attendance, Excused Absences. RCW 35A.12.060 provides that a Council Member shall forfeit his/her office by failing to attend three consecutive regular meetings of the Council - without being excused by the Council. Members of the Council may ask to be excused by following the procedure described in this paragraph. The member shall contact the Mayor prior to the meeting and state the reason for his/her inability to attend the meeting. If the member is unable to contact the Mayor, the member shall contact the City Manager or City Clerk, who shall convey the message to the Mayor. Following roll call, the Mayor shall inform the Council of the member's absence, state the reason for such absence, and inquire if there is a motion to excuse the member. This motion shall be non -debatable. Upon passage of such motion by a majority of members present, the absent member shall be considered excused and the Clerk will make an appropriate notation in the minutes. B. Attendance via Speaker phone (AVS). From time to time, a Council Member may not be able to be physically present at a Council meeting, but will want to be involved in the discussion and/or decision on a particular agenda item. The procedure and guidelines for permitting a Council Member to attend a Council meeting via Speaker phone are as follows: Attendance via Speaker phone should beilie, exception, not -the rule, and AVS is limited -to, three Council Members per meeting. Examples of situations where AVS would be" appropriate include, but are not limited to: • An agenda item is time sensitive, and AVS is needed for a quorum; • An agenda item is of very high importance to the Council Member that cannot be physically present; 0 1-6 -2- • It is important for all Council Members to be involved in a decision, but a Council Member is unable to be physically present; Examples of situations where AVS would not be appropriate include, but are not .Al limited to: • Quasi judicial and other hearings when the Council Member is unable to see presentations or read materials that are distributed during the hearing. ✓ �.. ,Participation in an executive session, unless the Council Member can assure that he or she is in a secure location and able to maintain confidentiality. • Attendance - Procedure: 1. Each Council Member attending via Speaker phone: a. must be able to hear the discussion on the agenda item taking place in the Council chambers, and b. must be able to be heard by all present in Council chambers. 2. At the beginning of the Council meeting the Mayor (or Deputy Mayor, if the Mayor is not physically present) should state for the record: a. Let the record reflect that Council Member is attending via Speaker phone. b. Council Member , can you hear me? [There must then be a clearly audible response in the affirmative.] C. Let the record reflect that Council Member , who is attending via Speaker phone, can be heard by all present in Council chambers. Notification: If a Council Member wishes to attend a Council meeting via Speaker phone,: the`Council--".—, Member should notify Council of his or her intent at the Council meeting prior to the meeting fof which he or she wishes to attend via Speaker phone. If that is not possible, the Council Member should notify the City Manager of his or her wish to attend the Council meeting via Speaker phone not later than the business day prior to the Council -3- 1-7 meeting for which he or she wishes to attend via Speaker phone. • Section 7 - Chair of the Council. The Mayor shall be the Chair of the Council and shall preside at all Council meetings. A Mayor Pro Tempore or Deputy Mayor shall be selected biennially ..q.,. . .p ,.-v .- .�,. .n r vn ,�.n-. rntir� .,•r-�rt ,. � u.,'a f�'r_�t .e .��r� ..z:fT�c:� ,.,�, ., eel, - -•� at the first meeting of anew Council, for a term to run concurrently with that of the Mayor. In.the absence of the Mayor, the Mayor Pro Tempore shall preside. If neither the Mayor nor the Mayor Pro Tempore is present at a meeting, the presiding officer for that meeting shall be selected by a majority - of the vote of those Council Members present, provided there is a quorum. The Chair of the Council may vote on all matters coming before the Council; however, the Chair of the Council shall not be required to vote except in the event of a tie. The Chair of the Council shall state all questions coming before the Council, provide opportunity for discussion from the floor, and announce the decision of the Council on all subjects. Procedural decisions shall be made by the Chair of the Council, who may request advice on such matters from the City Attorney. Procedural decisions made by the Chair of the Council may be overruled by a majority vote of the Council. Section 8 - Agenda. The City Manager shall prepare the agenda of business for all Council meeting. Topics may be added to the agenda 1) when deemed appropriate by the City Manager, 2) at the direction of the Mayor, or 3) by motion approved by a majority of City Council Members attending a regular Council meeting. _. Every agenda item must be supported -by a written explanation informing the Council and staff of the issue, background and/or analysis, and recommendation and/or conclusion, unless the item is self-explanatory or unless the Mayor or City Manager has waived this requirement. All written materials for the agenda shall be delivered to the City Manager by twelve o'clock noon on • 1-8 ME • the Friday Thursday preceding the Council meeting. Except for announcements, late items that the City Manager does not receive by the stated deadlines shall not be considered by the Council except upon a majority vote of the members present. Each agenda shall reference all ordinances to be considered by the City Council. No ordinances shall be acted upon unless notice of the preliminary agenda referencing such ordinance has been made available to the public in advance of Council meetings, as set forth below. Except in cases of emergency and of final approval of subdivisions, a proposed ordinance shall be presented to the Council at a regular meeting, and the Council may then act to adopt the ordinance at any subsequent regular meeting. Preliminary agendas for all meetings of the City Council shall be made available at least 24 hours prior to the time scheduled for such meetings. The preliminary agenda will be made available to the public in the following ways: 1. A copy is placed on the City website at www.cityofpa.us. 2. Several copies are placed on the front counter at City Hall. 3. A copy is posted on the bulletin board outside the Council Chambers. Section 9 - Order of Business. The Mayor may determine the order of business for a particular City Council meeting. The agenda should be arranged to best serve the needs and/or convenience of the Council and the public. The items of business for regular Council meetings may include the following: 1. Call to Order 2. Roll Call 3. Pledge of Allegiance 4. Ceremonial Matters/Proclamations/Employee Recognition • 5. Public Comment: During this portion of the meeting, the Mayor will invite citizens 1-9 -5- to talk with the Council about topics that are not scheduled for public testimony on • the evening's agenda. Prior to the start of the "Public Comment" portion of the public hearingmem, all persons wishing to be heard are asked to sign in with the l Clerk, giving their names and addresses, and topic. The Mayor may arrange the order of speakers so that testimony is heard in the most logical groupings. To allow time for the Council to complete its legislative agenda, comments should be limited to no more than 5 minutes per person and a total of 15 minutes for this comment period. At the discretion of the Mayor, these time periods may be lengthened or shortened. Following any public comment, the Mayor may allow time, limited to five minutes, for response from City Council members and/or City staff. No speaker may convey or donate his or her time for speaking to another • speaker. If many people wish to speak to a particular issue, the Mayor may limit the total amount of time dedicated to that single issue. Written comments may be submitted into the record of a Council meeting by presenting the written document to the Clerk prior to the meeting, in which case a copy of the document will be provided to each Council Member, but the document will not be read aloud; or a document may be distributed to the City Council, with a copy to the clerk, by a speaker while the speaker is addressing the Council. 6. Fate Items to be Placesd on This or Future Agendas. or Future Agendas as - 7. Consent Agenda 8. Public Hearings [6:30] - Quasi -Judicial • 1-10 H • 9. Public Hearings - Other 10. Ordinances Not Requiring Public Hearings 11. Resolutions Not Requiring Public Hearings 12. Other Considerations 13. Finance ' 14. 'Council Reports -15. ' Information 16. Executive Session 17. Adjournment Work Sessions - When Necessary will be held at 5:00 p.m. on the 4' Tuesday of the month. Section 10 - Voting. Each Council Member shall vote on all questions put to the Council • unless a conflict of interest or appearance of fairness problem requires a Council Member to excuse him/herself. If a Council Member does not vote when such vote is required, such member shall be determined to have voted "yes" at the time the vote is taken. Section 11 - Decorum and Debate. When a measure is presented for consideration to the Council, the Chair of the Council shall recognize the appropriate individual to present the matter. When two or more members wish to speak, the Chair of the Council shall name the member who is to speak first. 'No -member of the Council shall interrupt another while speaking except to make a point of order or privilege. No Council Member shall be permitted to indulge in personalities, use language personally offensive, or use language tending to hold a member of the Council up to contempt. If a member is speaking or otherwise transgressing the Rules of the Council, the Chair of the Council shall or any Council Member may call him/her to order, in which case he/she shall • immediately be quiet unless permitted to explain. The Council shall, if appealed to, decide the case I-11 -7- without debate. If the decision is in favor of the member called to order, he/she shall be at liberty is to proceed, but not otherwise. A Council Member transgressing this Rule shall be liable to censure or other such punishment as the Council may deem proper. Section 12 - Questions of Parliamentary Procedure. Questions of parliamentary procedure not covered by these Rules shall be governed by Robert's Rules of Order, Newly Revised (1990 Edition).,, Section 13 - Board and Commission Vacancies-. The selection process for filling board and - commission vacancies shall be as follows; provided, however, that in specific situations, the Council may by majority vote revise the process: A. The City Manager or his designee will solicit in the City's official newspaper volunteers who wish to serve on boards and commissions. B. The City Manager or his designee will mail application forms and specific information as to functions of the preferred board(s) or commission(s) to interested citizens. C. The City Manager or his designee will submit application forms, questionnaires, and/or related information, to the designated interviewing body, as set forth on Exhibit "A", for review and interviews. D. The designated interviewing body will interview candidates in open public session. Candidates who have not been interviewed will be excluded from attending the prior interviews. E. The designated interviewing body will forward a recommendation to the City Council as to the preferred candidate(s) for appointment to a board or commission. The City Council will make appointments by a majority vote. If the City Council is the designated interviewing body, the Council will select its preferred candidate in an open public meeting by roll call vote and the Mayor will make the appointment. F. The City Manager or his designee will provide written notice of appointment and • 1-12 • confirmation, provide introduction to the chairperson of the respective board or commission, and provide introductory and educational information to the newly appointed member. G. In the event the number of members of any board or commission fall to the number v, required for a, quorum,plus one,. -the City Manager shall have _the authority,,to,make ail interim appointment, subject to confirmation by the City Council. The term of an interim appointment shall be for (a) the remainder of the vacant term, (b) 6 months, or (c) until a permanent appointment -is., made by the City Council, whichever is less. Section 14 - Notice of Public Hearings. Notice of all public hearings to be conducted by the City Council or any of its advisory boards and commissions shall be given either by publishing written notice at least once in the City's official newspaper prior to the date of the hearing, or by complying with any specific statutory requirements for such notice that may be applicable to the particular type of hearing involved. Section 15 - Council Vacancies. The selection process for filling Council vacancies shall be as follows, provided, however, that the Council may by majority vote revise the process: A. Notice of the vacancy and the procedure for filling the vacancy shall be published twice in the City's official newspaper. B. The Council will open a filing period of not less than 10 days for the vacancy and request each candidate to complete an application form or submit a letter of interest. C.., The candidates will then be interviewed during a public Council meeting. D. The Council may deliberate on the qualifications of the candidaies in a cfosed and then vote on the appointment in an open meeting. E. In all other respects, the procedure for filling a Council vacancy shall be as provided in State law. Established/Amended by Resolution Nos.: 21-84,13-86, 9-87, 2-88, 3-88,19-88, 37-91, 5-92, 2-95, 5-95, 4-96, 20-96,11-97, 2-98, 6-98, 15-99, 17-04, 2-05, 10-05, 2-06, 11-06, 12-06, 8-07, 3-08, 10-09, 5-10, and 2-12 G \LEGAL\a COUNCIL\Resource Book\Council-Rules of Proc 04 10 12 wpd 1-13 -9- • • • NGELES Date: April 17, 2012 To: CITY COUNCIL From: Glenn A. Cutler, P.E., Director of Public Works & Utilities Subject: Industrial Transmission Electric Rate Letter Agreement Summary: The Bonneville Power Administration Tiered Rate Methodology went into effect October 1, 2011. On September 20, 2011, City Council adopted the Industrial Transmission electric rate ordinance and authorized the City Manager to accept a letter agreement with the City's Industrial Transmission customer that expires on April 30, 2012. Recommendation: Approve and authorize the City Manager to sign a letter agreement with the City's Industrial Transmission customer, and to make minor modifications to the letter agreement, if necessary. Background/Analysis: On October 1, 2011, the Bonneville Power Administration Tiered Rate Methodology went into effect. On September 20, 2011, City Council adopted the Industrial Transmission electric rate ordinance and authorized the City Manager to accept a letter agreement. The rate ordinance and letter agreement established the methodology and rates for determining the Industrial Transmission customer's electric bill. The intent of the letter agreement was to provide a transition during implementation of Tiered Rate Methodology, which fundamentally changed the way the City provides services to its Industrial Transmission customer. The letter agreement established a temporary billing protocol through April 30, 2012 such that in each month if the City's demand is less than the City's contract demand quantity, the City will provide any available contract demand quantity to its Industrial Transmission customer. During the first five months of the letter agreement there has only been 1 month when available contract demand quantity has been provided to the Industrial Transmission customer. The letter agreement has been satisfactory and the billing protocol should continue. Another letter agreement is recommended for an additional five-month period. Depending on the cost, benefit, and risks experienced during the first year, another letter agreement should be considered, which would coincide with the end of the current Bonneville Power Administration wholesale power rate period. On April 10, 2012, the Utility Advisory Committee forwarded a favorable recommendation to approve and authorize the City Manager to sign a letter agreement. Attachment: Proposed Letter Agreement N:\CCOUNCIL\F1NAL\IT Electric Rate Letter Agreement.doc J-1 April 18, 2012 Harold Norlund, Mill Manager Nippon Paper Industries USA Co. 1902 Marine Drive Port Angeles, WA 98363 Re: Agreement For Power Service Billing Dear Mr. Norlund: As you are aware, on October 1, 2011, the Bonneville Power Administration ("BPA") implemented a new and untried rate design and billing method for the power sold to the City. BPA's new rate design has fundamentally changed the way the City • provides service to your plant pursuant to the Industrial Transmission Rate. To help avoid potential confusion or uncertainty caused by BPA's new rate structure on September 30, 2011, Nippon and the City entered into a letter agreement. The agreement was intended to clarify how the City's and Nippon's respective Contract Demand Quantities will be used in calculating Nippon's electric bill. We believe the letter agreement has been mutually beneficial and may continue to be mutually beneficial. Therefore, we would like to establish another temporary billing protocol for the bills rendered for service during the period May 1, 2012 through September 30, 2012. The protocol is set out below. Billing Protocol In any month in which the City's Demand as determined by BPA is less that the City's CDQ, the City will add to Nippon's CU CDQ the positive difference, if any, between the City's CDQ and its Demand as determined by BPA for such month when calculating Nippon's Demand Charge for such month. It is our intention to evaluate both the efficacy and the need for this billing protocol prior to its expiration date. Finally, the City and Nippon intend to continue to work in good faith to realize short and longer term power purchase, demand response and wind integration opportunities, that may be offered by BPA that have the potential to provide benefit to the City and Nippon, • J-2 • Page — 2 April 18, 2012 • ,• utilizing Nippon's unique load characteristics and the City's status as a public, municipal utility. If you find the foregoing acceptable, please sign one copy of this letter agreement and return it to me. Very truly yours, CITY OF PORT ANGELES Kent Myers, City Manager Approved: Harold Norlund, Mill Manager Nippon Paper Industries USA Co. J-3 NGELES Date: April 17, 2012 To: CITY COUNCIL From Brian S. Smith, Deputy Chief of Police Subject: Wireless Mobile Data System Professional Services Agreement Amendment No. 2 Summary: The proposed amendment includes additional professional services to prepare a Request for Proposal for the Waterfront Camera Project. Recommendation: Approve and authorize the City Manager to sign Amendment No. 2 to the professional services agreement with Columbia Telecommunications Corporation in an amount not to exceed $15,000.00, which increases the maximum compensation under the agreement from $229,900.00 to $244,900.00, and to make minor modifications to the agreement, if necessary. Background/Analysis: At the direction of the Northwest Open Access Network (NoaNet), last year staff completed a Request for Qualifications (RFQ) process to select a consultant for professional services in support of the City's Broadband Telecommunications Opportunities Program (BTOP) grant. A total of 4 consultants submitted their qualifications in response to the RFQ and Columbia Telecommunications Corporation (CTC) was selected to provide professional services to the City under the Northwest Open Access Network sub -grant for the Wireless Mobile Data System (WMDS). On May 17, 2011, City Council approved a professional services agreement with CTC that included a scope of work to prepare the Request for Proposal (RFP) for the WMDS, provide support to the City prior to the proposal due date, evaluating proposals, and support during contract negotiation. The proposed amendment includes additional professional services for the Waterfront Camera Project that will utilize the WMDS. On December 20, 2011, City Council approved amendment No. 1 to the agreement with CTC for additional professional services during design, construction, and acceptance of the WMDS. Staff recommends that CTC be retained for additional professional services to prepare a Request for Proposal for the Waterfront Camera Project that will be integrated with the City -owned WMDS. A fee not to exceed $15,000.00 was negotiated for the additional services. The proposed services provided by CTC are eligible for reimbursement under the Federal Emergency Management Agency Port Security Grant, which will provide $413,416.00 for a minimum of 28 surveillance cameras. The City's 25% match of $103,000.00 and is included in the 2012 budget. 18 of the existing City waterfront cameras, plus existing hardware, software, and servers will be replaced, and an additional 10 cameras will be added to the new waterfront project area. Attachment: Professional Services Agreement Amendment No. 2 CTC Professional Services Proposal GXITYMGRTILES\COUNCIL REPORTS\April 17,2012\WMDS Professional Services Agreement Amendment N 2.doc • is 0 AMENDMENT No. 2 TO THE • AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN THE CITY OF PORT ANGELES AND COLUMBIA TELECOMMUNICATIONS CORPORATION RELATING TO: Waterfront Camera Project THIS AGREEMENT is made and entered into this day of , 2012, by and between THE CITY OF PORT ANGELES, a non -charter code city of the State of Washington, (hereinafter called the "CITY") and Columbia Telecommunications Corporation, a Maryland Corporation authorized to do business in the state of Washington (hereinafter called the "CONSULTANT"). WHEREAS, the CITY desires professional services to prepare a request for proposal for the Waterfront Camera Project; and WHEREAS, the CITY desires to engage the professional services and assistance of a qualified consulting firm to perform the scope of work as detailed in Exhibit A, and WHEREAS, the CONSULTANT represents that it is in full compliance with the statutes of the State of Washington for professional registration and/or other applicable requirements, and WHEREAS, the CONSULTANT represents that it has the background, experience, and ability to perform the required work in accordance with the standards of the profession, and WHEREAS, the CONSULTANT represents that it will provide qualified personnel and appropriate facilities necessary to accomplish the work; NOW, THEREFORE, in consideration of the above representations and the terms, conditions, covenants, and agreements set forth below, the parties hereto agree as follows: REVISED SCOPE OF WORK The scope of professional services to be performed and the results to be achieved by the CONSULTANT shall be as detailed in the attached Exhibit A and shall include all services and material necessary to accomplish the work. The CITY may review the CONSULTANT'S work product, and if it is not satisfactory, the CONSULTANT shall make such changes as may be required by the CITY. Such changes shall not constitute "Extra Work" as related in Section XII of this Agreement. The CONSULTANT agrees that all services performed under this Agreement shall be in accordance with the standards of the profession and in compliance with applicable federal, state and local laws. • The Scope of Work may be amended upon written approval of both parties. J-5 Page 1 of 2 11 MAXIMUM COMPENSATION The additional work authorized by the Amendment is in the total of $15,000.00, including all • items contained on Page 2 of Exhibit A. III TIME OF PERFORMANCE The work for each task shall be completed according to the schedule in the attached Scope of Work, and must be completed on or before December 31, 2013. IV SIGNATURES Except as modified herein, the original AGREEMENT as amended shall remain in effect. In WITNESS WHEREOF, the parties hereto have executed Amendment No. 2 to the Agreement as of the date and year first written above. CITY OF PORT ANGELES KENT MYERS, CITY MANAGER CONSULTANT TITLE: Page 2 of 2 APPROVED AS TO FORM: WILLIAM E. BLOOR, CITY ATTORNEY ATTEST: • JANESSA HURD, CITY CLERK J-6 U • etc technology & eneMy engineering a business consulting March 20, 2012 Via Electronic Mail Mr. Brian Smith Deputy Chief of Police City of Port Angeles 321 East Fifth Street Port Angeles, WA 98362-0217 Re: Proposal for Video Surveillance Procurement Support Dear Deputy Chief Smith: Columbia Telecommunications Corporation (CTC) is proud of its long-term relationship with the City, and of our work throughout the development of the Wireless Mobile Data System (WMDS) project—from creating the initial network design to supporting the City's Broadband Technology Opportunities Program (BTOP) grant application to assisting the City with the integration of its plans as a sub -grantee to NoaNet. Most recently, we offered our guidance on the City's RFP for identifying a system integrator to design and construct the WMDS. This letter is a follow-up to our discussions concerning the City's need for consulting services in support of its video surveillance procurement efforts. We appreciate the opportunity to work with the City and to provide continuing technical support on this project. Please do not hesitate to call me with any questions about this proposal. Very truly yours, f Lee Afflerbach, PE • Columbia Telecommunications Corporation io613 Concord Street • Kensington, MD 20895 • Tel: 301-933-1488 • Fax- 301-933-3340 0 www-CtCi t -u7 Page 2 Proposed Statement of Work CTC understands that the City of Port Angeles, led by its Police Department, is implementing an advanced video surveillance system to enhance security to protect critical infrastructure throughout the City. The network will leverage a combination of the WMDS and fiber optic connectivity to provide high-quality video transmission from each camera to the Police Department. The City plans to release a Request for Proposals (RFP) for the turnkey implementation of 30 cameras. CTC proposes to assist the City in developing the technical specifications and scope of work for the RFP. CTC further proposes to assist in the vendor selection through a formal evaluation process, and optionally can assist in the oversight of the system implementation and acceptance. Specifically, CTC proposes to serve as the City's unbiased third -party technical advisor in accordance with the following proposed tasks: Task l: Identify requirements — CTC's approach will be to assess the project's technical and functional requirements through discussions with the Police Department project leadership. CTC will work with City staff to review the initial project design, identify and assess applicable mounting structures, and identify available support assets, including underground communications conduit and fiber that may be available for this project. • Task 2: Develop RFP — CTC will develop technical system specifications, required vendor • qualifications, and implementation responsibilities to ensure these technical components of the RFP reflect the functional needs of the project and the City's intended scope for vendor services. We anticipate the scope of work specified by the RFP will not include fiber construction or related activities, but may require the contractor to interface equipment with existing or new fiber optic cabling installed independently by the City or its other government partners. Accordingly, CTC will investigate recent developments in mesh radio technology, camera systems, and camera control systems that might serve to enhance technical specifications in the RFP. CTC will provide draft materials in a form suitable for inclusion within an RFP for City review. CTC will meet with City staff to review RFP materials and to finalize the RFP based on City feedback. Task 3: Vendor selection — CTC will provide RFP post -release support by attending the pre-bid vendor conference to capture technical questions and provide responses, as appropriate. Additionally, CTC will prepare written responses to vendor questions for inclusion within City RFP addendums, as needed. CTC shall develop a proposal scoring matrix to guide a formal vendor selection process, shall evaluate proposals, and shall provide suggested scoring and written justification in accordance with the scoring matrix for each proposal. 0 Page 3 • Project Cast CTC proposes a not -to -exceed cost of $15,000 for the tasks listed above. To keep our travel costs as low as is feasible, we will attempt to combine travel for this project with travel for other projects we have with the City. CTC work will be billed at the following hourly rates: Labor Category Rate Director of Business Consulting $165 Principal Analyst $155 Senior Project Analyst $145 Senior Analyst $135 Staff Analyst $125 Communications Aide $ 70 Director of Engineering $165 Principal Engineer $155 Senior Project Engineer $145 Senior Engineer $135 Staff Engineer $125 Engineer Aide $ 70 Services to clients are billed on an hourly basis. CTC's billing rates are inclusive of all routine . expenses including administrative, accounting, and computer support, telephone calls, and photocopying. Non -routine expenses and long-distance travel are recovered at direct cost with no mark-up. Please note that CTC reserves the right to reallocate funds among task and staff categories so long as the total cost is not exceeded. Payment is due within thirty (30) days of invoice. • J-9 Page 4 �;..� !, ; CTC is an independent professional consulting firm that is not affiliated with any commercial equipment manufacturers or vendors. We provide our public sector clients—primarily local, state, and federal government entities—unbiased and independent analysis and recommendations. Over the past 28 years, CTC has assisted hundreds of local governments, many of them similar in size to Port Angeles, in assessing their needs for, and the design and evaluation of fiber networks; wireless networks; public safety voice, video and data networks; I - Nets; municipal LANs/WANs; and solutions for security issues. We have been fortunate to establish and maintain a substantial nationwide client base, to which we provide a wide range of wireless and fiber optic networking services. Our clients extend from our original base in the Washington, D.C. metropolitan area south to Florida, southwest to Tucson and Los Angeles, and northwest to include Port Angeles, King County, and Seattle. CTC also has extensive experience with BTOP grant -funded projects. In addition to our work with the City of Port Angeles on its BTOP application, and the subsequent integration of the City's plans as a sub -grantee to NoaNet, we developed engineering designs and business plans for several successful BTOP grant applications, including the $115 million One Maryland Broadband Network; the $22.5 million Urbana -Champaign Big Broadband (UC2B) project in Illinois; the $32.1 million OpenCape project in Cape Cod; and Washington, D.C.'s $17.5 million Community Access Network. We also recently assisted EAGLE -Net, the statewide BTOP- funded network in Colorado, to devise a sustainable business strategy. • Our project manager, Lee Afflerbach, is a licensed Professional Engineer in Washington, and has • extensive background with Port Angeles' communications networks and needs from his more than two years of hands-on studies and engineering consulting with City staff. Other CTC staff members with prior experience, including Principal Engineer Matthew DeHaven and Senior Project Engineer Eric Wirth, will have key roles on this project. In addition to the telecommunications support we have provided to the City of Port Angeles, we are supporting two similar wireless projects: DeIDOT – Delaware Department of Transportation (1995 – ongoing) CTC has provided communications engineering consulting services to the State of Delaware Department of Transportation for 15 years. Most recently, we wrote the statewide telecommunications master plan for deploying an integrated broadband fiber and microwave network. CTC has also advised the state on its 700 MHz mobile data network (including propagation studies and system design) and its 4.9 MHz wireless mobile data network. City of Annapolis, MD (2007 – ongoing) CTC designed a 4.9 MHz broadband wireless network that will serve as a backbone to link all city facilities—with a focus on public safety and police department needs—and ultimately provide connectivity for a citywide video surveillance system. The network will also have substantial reserve capacity to support the addition of new video requirements, expand toll - quality IP -based voice and data services, and, potentially, provide backhaul for a future mobile wireless solution. • J-10 is • Page 5 Project Team Our proposed project team comprises three engineers who have assisted the City on previous projects: Lee Afflerbach, P.E., Matthew DeHaven, and Eric Wirth. Resumes for each are below. Additional resumes and references are available on request. J-11 Page 6 LEE AFFLERBACH, P.E. Principal Engineer Lee Afflerbach is a telecommunications systems engineer with 40 years of experience serving federal, state, and local government clients. Mr. Afflerbach's expertise covers a wide range of broadband (video, voice, and data) communications technology. He has designed, tested, and planned numerous wireless, coaxial cable, telecommunications, and fiber optic networks for government, public safety, educational, and non-profit clients. Mr. Afflerbach's extensive experience and expertise in both wireless and wired technologies results from years of evaluating and meeting emerging communications needs for government in general—and public safety agencies in particular. He has designed command and control centers for transportation agencies, has designed 911 systems, has developed communications design and requirements for highway systems; and has developed standards and assured compliance with standards for public safety communications equipment. During the period of November 1976 through June 1981, Mr. Afflerbach served as an on-site technical advisor in Frankfurt, Germany under contract to the Bundesansalt fuer Flugsicherung (German FAA) to oversee the design and implementation of a national flight data network and real-time database to oversee air traffic in Germany. He is a nationally recognized authority on wired and wireless communications. Mr. Afflerbach has served as a consultant and expert witness for public sector clients and has taught numerous • courses in broadband communications technology, both in the United States and abroad, including United Kingdom, Germany, Netherlands (Amsterdam). Mr. Afflerbach is a licensed Professional Engineer. Communications Network Engineering Mr. Afflerbach has planned and designed communications networks for numerous municipalities, including Montgomery County, MD; New York City; Baltimore; Cincinnati; Tampa; Santa Monica; Ventura; Tucson; Austin; and St. Paul. These stand-alone broadband networks employ a range of wired and wireless technology to provide video, voice, and data capability within and between municipal facilities. Mr. Afflerbach has assisted local governments in the cable franchise renewal process, providing technical expertise on state-of-the-art network technologies. He has presented workshops to network users on requirements analysis and system solutions. He has conducted requirements analyses, prepared system -level network designs, provided construction coordination with the cable operator, and supported network integration with existing municipal networks. Mr. Afflerbach provides technical franchise renewal support to such communities as Los Angeles, San Francisco, and San Jose. Over the course of his long career in broadcast engineering, Mr. Afflerbach has conducted feasibility analyses to support the authorization of new broadcast facilities. Activities included the study of groundwave and skywave propagation in the 550 kHz -900 MHz spectrum range; i J-12 Page 7 • and evaluation of potential interference areas, service area losses, and compliance with international treaties. Some select examples of his work include: • Planned, designed, and built City-wide fiber network for agency needs for New York City. Designed and integrated video and data applications for criminal justice, financial management, and education/training purposes. On 9/11 in Lower Manhattan, every network but one failed - the surviving network was designed by CTC. • Design and integration solution for cablecast channel for Monterey County. Analyzed the existing audio visual and broadcast systems and developed recommendations for future development. Designed an IP -based video server system capable of recording and airing live meetings and scheduling cable/broadcasts. Completed on-site integration, testing, and training on the video server system. • Prepared a design for a video transmission and switching system for the City of Santa Clara. The system provides links between multiple sites for video programming that is transmitted over the channel on the cable system. The system is also designed to allow basic video conferencing between the origination locations. • Prepared the design for the fiber optic network interconnecting Gilroy, Hollister and San Juan Bautista to a shared programming center. In addition, the design allowed the interconnection of the communities for data networking and potential video conferencing. Public Safety Network Interoperability and Interconnection • Mr. Afflerbach has been instrumental in the development and implementation of an Enhanced Traffic Advisory Radio System (E -TARS) for the State of Delaware that uses statewide radio signals to distribute traffic and emergency information collected by Delaware's Intelligent Transportation Management System (ITMS). He was also involved in similar efforts for the Georgia Department of Transportation; Arlington County, VA; and Howard County, MD. Mr. Afflerbach developed a design and deployment strategy for the Howard County Office of Emergency Management and the Arlington County Office of Emergency Management for an AM broadcast radio system to disseminate information to the public during emergency situations. In Howard County, he assisted the County to obtain AM broadcast radio licenses and developed candidate system designs. Land -Mobile Communications System Design Under funding provided by the Law Enforcement Assistance Administration (LEAA), Mr. Afflerbach performed and managed communications design studies for federal, state, and local law enforcement agencies, including the Federal Bureau of Investigation (FBI), Drug Enforcement Administration (DEA), New York State Police, and Georgia State Police. Tasks involved user requirements analysis, system design, and specification preparation for land - mobile radio, computer-assisted dispatching, and 911 emergency telephone systems. Instruction/Expertise Mr. Afflerbach has prepared training courses providing information on communications designs, applications, and operations. The courses have been presented at: • • George Washington University J-13 Page 8 • ITS America • University of Maryland • COMNET • Amsterdam • Frankfurt • London • University of Alabama • National Security Agency o Headquarters o UK EMPLOYMENT Since 1983 Principal Engineer, Columbia Telecommunications Corporation (CTC) 1983 Established CTC 1981-1983 Vice President of Engineering, The Bertman Group, Vienna, VA 1971-1981 Group Leader, MITRE Corporation, McLean, VA and Frankfurt, Germany 1969-1971 Project Manager, Kelly Scientific Corporation, Washington, D.C. 1966-1969 Staff Engineer, Federal Communications Commission EDUCATION Bachelor of Arts, Electrical Engineering, Drexel University, 1966 PROFESSIONAL CERTIFICATIONS/LICENSES • IL Professional Engineer • DE Professional Engineer • MD Professional Engineer • WA Professional Engineer • District of Columbia Professional Engineer HONORS/ORGANIZATIONS • National and Maryland Societies of Professional Engineers (NSPE) • Institute of Electrical and Electronic Engineers (IEEE) -- Broadcast and Computer Societies • National Association of Telecommunications Officers and Advisors (NATOA) • • SELECTED PUBLICATIONS/PRESENTATIONS/COURSES • Principal author, "Telecommunications and ITS: What You Need To Know," web -based course module, prepared for University of Maryland Center for Advanced Transportation Technology, 2002. • "Telecommunications and ITS: What You Need To Know," prepared curriculum for two- day training course for the University of Maryland, 2001. • "Telecommunications and Intelligent Transportation Services," two-day training course, presented in multiple cities for ITS America, 1999. • "Building Integrated Voice, Data, and Video Networks for the Local and Wide Area," two-day training course, presented for the University of Maryland, College Park, Maryland, April 29-30,1999. • J-14 Page 9 • • "Integrated Data, Video & Voice Broadband Networks," week-long training course, presented at the COMNET Exposition, Washington, D.C., January, 1999. • "LANs: Design and Installation of Networks that Support Voice, Data, and Video Applications," multi -day training course, presented for the George Washington University Continuing Engineering Education Program, September 1983 through May 1999. • "Integrated Data, Video & Voice Broadband Networks" and "Design & Implementation of Metropolitan Area Networks (MANS)," presented at the COMNET Exposition, Washington, D.C., January, 1998. • J-15 Page 10 Matthew DeHaven • Principal Engineer Matthew DeHaven specializes in wired and wireless communications and broadband telecommunications technology for public safety and other institutional needs. He has more than a decade of extensive engineering experience designing, developing, installing, and overseeing the integration of local and wide area networks for institutional, public safety, ITS applications, video networking solutions, and peer-to-peer information systems. Mr. DeHaven is experienced in providing clients with reviews and solutions for network interoperability, reliability, and security issues. He serves as CTC's lead engineer on numerous wide area network projects. Mr. DeHaven has experience at many levels of network design, procurement, and implementation for high-capacity metropolitan -area networks to support converged video, voice, and data communications. He assists in network design and the preparation of specifications for competitive bid processes, and he oversees implementation and testing for a wide range of government clients. Mr. DeHaven prepares designs and cost models to support decision -makers in the deployment of a range of data network technologies, traditional telephone systems, voice- over -IP (Vol?) networks, one-way video distribution, and two-way videoconferencing. His data network experience includes work with SONET, Ethernet, and ATM networks using a range of fiber optic, copper, and wireless technologies. Wireless Communications Mr. DeHaven assesses clients' existing and projected wireless broadband needs and recommends potential strategies for using new technologies to enhance and improve network operations and services. Some select examples of his ongoing projects include: • Developing a strategic plan for a wireless data network to meet public safety and local government needs in Seattle, WA. CTC previously conducted a feasibility study that identified these needs. • Providing an updated assessment and review to Cincinnati, OH of the City's current networks and recommended updates to the long-term strategic plan originally prepared in 2004. This project involves assessing and identifying new department and network application needs, assessing the current networks to meet identified needs, assessing emerging fiber and wireless technologies, recommending wireless strategies,, and providing recommendations and strategies for meeting foreseeable needs. • Conducting a needs assessment of the current network in Port Angeles, WA, and reviewing identified public safety mobile data communications considerations. Some examples of past projects include: • Design of a broadband wireless network for Annapolis, MD that will serve as a backbone to link all city facilities and ultimately provide connectivity for a citywide video surveillance system. The network will also have substantial reserve capacity to support the addition of new video requirements, expand toll -quality IP -based voice and data services, and, potentially, provide backhaul for a future mobile wireless solution. • Oversight of the design and implementation of a "wireless downtown" for Skokie, IL to enhance economic development and Internet accessibility for residents and visitors. • J-16 Page 11 • • Project oversight in developing an infrastructure plan to support the implementation of WiFi services throughout a downtown area targeted for economic development in Rockville, MD. The plan focuses on deploying a flexible architecture of physical support infrastructure to enable a wide range of wireless connectivity options for visitors, residents, and business tenants while maintaining the aesthetics of the development. • Evaluation of bids from wireless service providers who responded to the city of Mesa, AZ's RFP. CTC also, in an earlier phase of the project, provided an assessment of WiFi technology and potential expansion of the fiber-optic infrastructure via mass wireless communications—potentially for an intelligent transportation system application and for free Internet access for citizens. • Research on current and future wireless technologies and evaluation of the feasibility of implementing a secure public safety wireless network in Prince George's County, MD. Designed and implemented a pilot project to test the feasibility of a public safety network. A successful solution was deployed to enable Mobile Data Computers in emergency response vehicles to securely roam from a carrier CDMA network to private, County -operated WiFi hotspots. Public Safety Networking In Anne Arundel County, MD, Mr. DeHaven recently assisted with the deployment of emergency traffic surveillance cameras. He provided analysis of candidate technical solutions for cameras using the County's high-speed fiber-optic I -Net to transport video and control signals. Mr. DeHaven was also involved in the planning and implementation of a statewide network in 40 Delaware for the purpose of providing traffic information and traffic control capabilities to transportation management facilities. Such a network allows remote control of traffic signal systems and variable message displays, while providing real-time traffic surveillance in the form of video images and microwave sensor data. He has developed expertise in the numerous forms of technology used in this type of project, ranging from fiber optics to wireless digital spread - spectrum communications. • Mr. DeHaven serves as OTC's lead engineer with respect to the Delaware Department of Transportation's Advanced Traffic Advisory Radio System, the first Advanced TARS system in the country. In that capacity, he is responsible for training and advising on-site staff, specifying and installing new equipment, and monitoring performance of the system. Video and Broadcast Communications Engineering Mr. DeHaven's experience includes the management, design, and procurement of video, voice, and data networks. Some select examples of his recent project work include: • Analysis of the technical options to allow The Rockville Channel (Rockville, MD) to support live cablecasting from multiple facilities, including the implementation of an IP - based video and audio transmission system. He also managed the relocation of the master control and studio production systems for The Rockville Channel. CTC successfully executed the relocation during the tight window of opportunity between live production events, while making enhancements to system layout and cabling infrastructure and keeping the channel "on -air" during the process. J-17 Page 12 • Development and implementation of videoconferencing and teleconferencing tools for • the 21 jurisdictions in the National Capital Region (DC, MD, VA) Emergency Operations Centers (EOCs) and Emergency Communications Centers (ECCs) over a state-of-the-art fiber-optic and microwave network. CTC developed the systems' designs and oversaw implementation under a grant from the Department of Homeland Security Urban Areas Security Initiative (UASI). • Preparation of system -level design recommendations and cost estimates for an extensive, countywide system to support interactive and on -demand video training communications for the Anne Arundel (MD) County Fire Department. CTC also developed the design for a video display system for the Fire Department's new dispatch center, intended to allow key sources of information to be prominently displayed throughout the facility. • Preparation of system -level design recommendations and cost estimates for an extensive, citywide system to support interactive and on -demand video communications for training, emergency collaboration, and routine meetings between Mesa, AZ Fire Department personnel. CTC also integrated a pilot videoconferencing system to demonstrate certain capabilities of the system design. • Development of a videoconferencing system for homeland security applications on behalf of Arlington County, VA—the site of the September 11, 2001 Pentagon attack. The system links numerous public safety and other government users and aims to ensure uninterrupted emergency communications in the event of a terrorist attack or natural disaster. Instruction/Expertise Mr. DeHaven led the CTC research team in preparing a Web -based Intelligent Transportation System (ITS) -Communications course on behalf of the University of Maryland Center for Advanced Transportation Technology. He currently serves as an online instructor for that course. EDUCATION Bachelor of Science, Electrical Engineering, in progress, The Johns Hopkins University, Baltimore, Maryland PUBLICATIONS/COURSES • "What's the Fuss About Fiber? A Comparative Analysis of Fiber and Copper Physical Media," Journal of Municipal Telecommunications Policy, Spring 2009. • "Deploying Public Safety Networks: Costs and Benefits – 4.9 GHz for Video Surveillance," presented at annual SEATOA Conference, April 2008. • "Busting the Technology Myths," presented at the annual NATOA Conference, October 2007. • "WiFi and Beyond: Taming Technology for your Community," presented at the annual TATOA Conference, August 2007. • "Looking Beyond Traditional I -Nets: NSCC Case Study," presented at the annual TATOA Conference, August 2007. • "Magical Solutions for Public Safety Wireless," presented to the National Association of Telecommunications Officers and Advisers, September 2006. • "VoIP and Enhanced 911 Services: A Primer on the Technology and its Limitations," • 11M Page 13 SJournal of Municipal Telecommunications Policy, Fall 2005. • "IP Technologies: An Overview for Local Government," presented at the annual NATOA Conference, September 2005. • "The IP Revolution: what does it mean for PEG programmers and how can we prepare for the future?," Journal of Municipal Telecommunications Policy, Summer 2005. • Instructor for "Introduction to Telecommunications" and "Telecommunications and ITS: What You Need To Know," offered on-line by University of Maryland Center for Advanced Transportation Technology, 2005. • "Homeland Security Applications Over the I -Net," presented to the National Association of Telecommunications Officers and Advisers, September 2002. • • J-19 Page 14 Eric Wirth Senior Project Engineer Mr. Wirth has more than five years of communications engineering experience and specializes in the evaluation of broadband (video, voice, and data) telecommunications networks and analysis of broadband technology. He also specializes in the design of broadband networks for institutional uses and in analysis of emerging broadband technologies. In addition, Mr. Wirth is conducting extensive and ongoing research on applications for Internet Protocol (IP) technology, including video over IP for video transmission over wide area networks and video conferencing, voice over IP (Vol?), and other telephony applications for cable systems, as well as on emerging cable hardware technologies. Wireless Communications Mr. Wirth has extensive experience working on numerous wireless networking projects, from analysis and feasibility to design and implementation. These networks range in scope from small hot spots to area -wide and regional networks. Some representative examples of his projects include: • Assisting Ames, IA with review of existing architecture, development of a network design, and preparation of detailed cost estimates for the acquisition and installation of WiFi hot spots and supporting infrastructure. This project has now moved into implementation preparations. • Acting as lead engineer for the design and implementation of a microwave network to enable patient tracking by the public safety and public health communities in the 19- • jurisdiction National Capital Region (DC, MD, VA) in the event of an emergency. This innovative inter jurisdictional microwave network was designed to mesh with a fiber- optic network connecting the D.C. metro jurisdictions and area hospitals. This multi-year project is funded by grants from the U.S. Department of Homeland Security Urban Areas Security Initiative (UASI) and the Department of Commerce Public Safety Interoperable Communications (PSIC) Grant Program. This project is currently in the implementation phase. • Designing and specifying the equipment needed for a wireless network of hot spots in the central business district in Northbrook, IL. • Reviewing a conceptual design, the proposed business plan and staffing requirements, and a cost -benefit analysis for the development of a city-wide wireless network in Bountiful City, UT. • Designing a cost-effective broadband wireless network for Annapolis, MD. This network will serve as a backbone to link all city facilities, and ultimately will provide connectivity for a citywide video surveillance system. The network will have the capacity to meet all current needs, provide 99.999% availability, and have substantial reserve capacity to support the addition of new video requirements, expanded toll -quality IP -based voice and data services, and support backhaul for a potential mobile wireless solution. L� J-20 Page 15 • Public Safety Networking Some representative examples of Mr. Wirth's projects include: • Lead engineer for the design of a fiber optic public safety interconnection network, NCRnet. NCRnet is the 19 jurisidcition regional interoperability network in the National Capital Region (DC, MD, VA). Fiber routing, site surveys, cost analysis, network design, and vendor selection have been completed. Fiber construction, site activation, and as - built documentation are underway. • Performed radio frequency (RF) coverage analysis and prepared design recommendations for improving public safety radio coverage for Warren County, PA. Included analysis of the County's existing public safety radio system and recommendations to improve coverage for both the County's public safety radio system and commercial cellular coverage. • Collaborated on the development of a master telecommunications plan for the Delaware Department of Transportation. The plan acts as a guide for the department to consolidate several disparate network environments into a unified communications network capable of supporting current and future transportation and public safety applications. Part of the plan involves developing a system -level design that incorporates fiber optics, microwave, and land -mobile radio. The plan requires coordination among a variety of state agencies to develop a network that meets the department's critical public safety requirements. Fiber Optic Communications Mr. Wirth's experience includes the design and implementation of a variety of fiber optic communications network. Some select examples of his work include: • Design and feasibility analysis for the Murfreesboro Electric Department of Murfreesboro, TN. The project consisted of developing a plan and cost estimate to construct fiber to key department facilities. The project goal was to increase communications for improved SCADA functions and newer high -bandwidth applications. Mr. Wirth also developed materials lists and construction manuals to allow the department to construct fiber with its existing personnel. The project is currently in the implementation stage. • Design and implementation of a fiber optic network for Norwich Public Utilities of Norwich, CT. The project consisted of developing detailed fiber optic route design and costs estimates, network electronic design and costs estimates (including SCADA transportation), and developing an RFP for Norwich's use in selecting a contractor to complete the installation. In addition to serving the utility's needs, the fiber optic network was designed to serve additional city, schools, and hospital users. • Fiber optic network and electronics design and RFP development for the City of Dover, DE Electric Department. Mr. Wirth developed a fiber optic network design to provide additional redundancy and functionality to the existing city fiber optic network. In addition, he developed a network electronics design to leverage the new fiber optic communications links to increase the reliability of the City's network. • Fiber optic network design and feasibility analysis for the City of Palo Alto, CA. The City is examining several fiber optic construction projects to expand its existing fiber optic network to further meet the needs of the City and surrounding school districts, and J-21 Page 16 to increase the footprint of its commercial fiber optic network. As a municipal electric, 49 Palo Alto is exploring several options for fiber optic design. Video and Broadcast Communications En ing Bering Mr. Wirth's experience includes the design and implementation of video, voice, and data networks. Some select examples of his work include: Developed a design and integration solution for cablecast channels for Monterey County, CA. Analyzed the existing audio-visual and broadcast systems and developed recommendations for future development. Designed an IP -based video server system capable of recording and airing live meetings and scheduling cable/broadcasts. Completed on-site integration, testing, and training on the video server system. Developed recommendations for a broadcast and videoconferencing system for the Mesa, AZ Fire Department. Prepared system -level design recommendations and cost estimates for an extensive, citywide system to support interactive and on -demand video communications for training, emergency collaboration, and routine meetings between Mesa Fire Department personnel. Also integrated a pilot videoconferencing system to demonstrate certain capabilities of the system design. Designed and implemented state-of-the-art videoconferencing and teleconferencing tools for the 19 jurisdictions in the National Capital Region (DC, MD, VA) Emergency Operations Centers (EOCs) and Emergency Communications Centers (ECCs). CTC developed the systems' designs and oversaw implementation to interconnect the EOCs and ECCs throughout the region, under a grant from the U.S. Department of Homeland • Security Urban Areas Security Initiative (UASI). EDUCATION Bachelor of Science, Electrical Engineering, University of Virginia, School of Engineering and Applied Science, Charlottesville, Virginia, 2004. PUBLICATIONS/COURSES "Leveraging Existing Assets for Municipal Broadband Projects." Presentation to eNATOA — Webinar, 2007. "Using IP networks to Enhance Digital PEG Capabilities." Presentation to eNATOA — Webinar, 2007. PRIOR TO COMING TO CTC IN 2004 1998-2003, Technician, Schnabel Engineering, Inc., Baltimore, Maryland J -22 • • • • VGELES Date: April 17, 2012 To: CITY COUNCIL From: Glenn A. Cutler, P.E., Director of Public Works & Utilities Subject: 2014 Combined Sewer Overflow Reduction Phase 2 Project, WW10-2008, Public Works Trust Fund Low Interest Loan Application Summary: There is an opportunity to apply for a low-interest loan from the Washington State Public Works Board, under the 2014 Public Works Trust Fund (PWTF) construction loan program. Application is due May 12, 2012. Staff is proposing to apply for a $12.5 million loan for the design and construction contracts for phase 2 of the CSO Reduction Program. Recommendation: Authorize staff to prepare and submit an application for a low-interest loan to support Phase 2 of the CSO Reduction Program through the 2014 PWTF construction loan program, and authorize the City Manager to accept and sign the loan agreement, if offered by the PW Board. Background/Analysis: The CSO Reduction program implements the Ecology -mandated CSO Reduction Plan. The Plan is intended to reduce CSOs into Port Angeles harbor to meet required regulatory limits. The Phase 1 CSO Project has been designed, and construction is scheduled to be complete about December 2013. The CSO Phase 2 Project was identified in the 2006 CSO Reduction Facilities Plan and subsequent amendments. Project elements include replacement of Pump Station 4 with a new station which has a capacity of 28 million gallons per day (mgd), construction of a gravity diversion sewer (Front Street Diversion Sewer) to convey flow directly from the location of CSO 008 to the new pump station, and tie-in to the new force mains constructed in Phase 1. Under terms of Agreed Order 3853 from the Washington Department of Ecology (Ecology), the project must be completed by December 31, 2015. The Public Works Board provides construction loans to local governments to finance critical public infrastructure systems. Local governments may use the funding to upgrade infrastructure, improve public health and safety, respond to environmental issues, promote economic development, or upgrade the performance of their systems. The CSO Reduction Program qualifies for these loans. NACCOUNCIL\FINAL\CSO Phase II Program Low Interest Loan Application.doc J -23 April 17, 2012 City Council Re: CSO Phase 11 Program Low Interest Loan Application.doc Page 2 • The PWTF construction loan program for fiscal year 2014 is particularly advantageous for the City; because of the timing of funding, the loan can be applied to pre -construction and construction costs, and the PWTF program has been fully funded for the 2014 cycle. The interest rate for a 20 - year loan is 1%, and no local match is required. The impact to wastewater CSO Fund rates is significantly minimized when compared to either a State Revolving Fund loan (interest rate 2.7%) or to issuing a bond. On April 10, 2012, the Utility Advisory Committee forwarded a favorable recommendation that Council authorize staff to prepare and submit an application for a low-interest loan to support Phase 2 of the CSO Reduction Program through the 2014 PWTF construction loan program, and authorize the City Manager to accept and sign the loan agreement, if offered by the PW Board. • J - 24 • • • GELES W A S H I N G T O N, CITY COUNCIL MEMO DATE: APRIL 17, 2012 TO: :. -CITY COUNCIL FROM: LINDA KHERIATY, ACTIl\G FINANCE DIRECTOR, _ SUBJECT: 2011 YEAR-END FmTAI1CIAL REPORT This report provides the result of City operations as compared with the amended budget, addresses notable variances to the budget, and concentrates mostly on the General Fund. The budget is a best estimate of revenues and expenses based on all factors known at the time that it is developed. The prudent and recommended practice is to use a conservative approach to both revenue projections and expenditures. Finance staff is very diligent in monitoring the City's budget performance and providing reports so that any corrective action can take place in the amended budget process. We finished 2011 by collecting 99% of budgeted revenues and spending 98% of budgeted expenditures. Revenues exceeded expenses by $119K. Although traditionally our practice has been to budget very conservatively, we recognize that we must also be realistic when resources are scarce in order to fund as many City services as possible without having to make cuts. - - _ General Fund Revenues 'As of December -31, 2011, General Fund revenues amounted to $18.5M, this -is -,73_% or $136K-1- under 136K` under budget. The following is a more in depth discussion of major General Fund revenues. Also, a summary of General Fund revenues is provided as an attachment. Tax Revenues Tax revenues, which comprise 61% of the General Fund budget and include property, sales and use, utility, leasehold, and gambling taxes, came in at S40K or .35% below budget. Overall, a K-1 t. 1 11...1...• , 2011 Amended Variance GENERAL FUND Actual Budget $ % Revenues 18,489,825 18,625,853 (136,028) (0.73) Expenditures 18,370,403 18,685,380 (314,977) (1.69) Rev -Exp. $ 119,422 $ (59,527) $ '' ;r 479,194491 We finished 2011 by collecting 99% of budgeted revenues and spending 98% of budgeted expenditures. Revenues exceeded expenses by $119K. Although traditionally our practice has been to budget very conservatively, we recognize that we must also be realistic when resources are scarce in order to fund as many City services as possible without having to make cuts. - - _ General Fund Revenues 'As of December -31, 2011, General Fund revenues amounted to $18.5M, this -is -,73_% or $136K-1- under 136K` under budget. The following is a more in depth discussion of major General Fund revenues. Also, a summary of General Fund revenues is provided as an attachment. Tax Revenues Tax revenues, which comprise 61% of the General Fund budget and include property, sales and use, utility, leasehold, and gambling taxes, came in at S40K or .35% below budget. Overall, a K-1 t. 1 11...1...• , variance of .35% may not be considered significant, however, it is important to look at these on an individual basis. Below is a more detailed analysis of budget estimates vs. actual amounts. Property Tax: The property tax revenue budget in the General Fund was 53.585 million. Revenues collected were $22K (or .62%) less than budgeted. On average, the actual collection of roperty'taxes'is 97-98% of°tlie levy -in-2010,rt w, ts,101%. In most"veam property tax receipts ``- are below the levy as a result of uncollectible accounts. The 2011 property tax collection rate is consistent with that of most years, and 99% can be viewed as a positive collection rate. Utility Tax: Revenues were projected at 53.796 million based on utility revenue -projections -as well as a separate analysis performed by Finance staff. Overall; almost S3.8M in utility taxes W& collected, which'is S4K more than budgeted, a varianceof only .1%. Non-City.utility tax is below the budget by nearly S32K. Revenue estimates were based on 2010 actual receipts. 2010 receipts were inflated due to the timing of payments. This revenue will be reduced for future budgets. Sales Tax: Sales tax revenue was budgeted at 52.939 million. Sales tax is very difficult to predict for many reasons; it is very sensitive to the local economy, retail base, unemployment, consumer confidence, and constriction level. This is a tax we watch very closely and analyze by timing, sources, sectors. etc. Projections for sales tax were increased in the amended budget based on continued receipts from the large Peninsula College building project as well as a car dealership remaining in the City for the duration of 2011. As of November 2011, tax receipts looked very promising and sales tax revenues were increased again by S50K. Based on our past practice of conservative budget practices Finance staff might not have budgeted this increase.• However, as mentioned previously, we were striving to project as close as possible to actual revenues and sometimes the result is not always positive. Actual sales tax revenues were below the budget by $63K. Other Taxes: Gambling taxes were higher by S7K. Gambling taxes are very unpredictable and although they are higher than estimated, they are also S6K below 2011. This revenue source will continue to be treated very cautiously since we continue to see decreased stability in receipts, and information received at the state level is neither timely nor transparent. In 2010 telephone tax revenue was placed in a contingency to fund potential litigation. Since it was unknown how much this could cost, S75K was set aside to fund the possible reimbursement of taxes. In 2011, the remaining funds of $69K were moved from the contingency fund and recorded as revenue. As a result, telephone tax revenues budgeted at $619K were S80K over the budget, mostly from this reclassification of the contingency. Intergovernmental, Licenses & Permits - " " - _ . Grant revenues and permit revenues can sometimes be subject to the timing of payments. Intergovernmental receipts were below the budget due to grant revenues which will be received in 2012. This is also the case with licenses and permits. Building permits prepared in 2011 were not paid for until 2012. As a result these two revenue categories combined were S22K below the budget. K-2 • Charges for Services Interfund charges are administrative charges for services allocated to other funds. At the end of each year these charges to other funds are evaluated based on the actual administrative expenses incurred in the General Fund. When General Fund realizes savings, the savings are also allocated to the=otherW- ti ic-The`total amount of ;savings'for` 2011 allocated to other funds:. f ==. - totaled nearly S153K. This is reflected as a reduction of interfund charges revenues in the General Fund and a corresponding decrease in expenses for the other funds. For example, the electric utility realized a savings of $59K due to decreased interfund charges from the General Fund. - General -Expendifu' re's ` - d General Fund expenditures were budgeted at S 18.68M. Actual General Fund expenditures were 98% of budget, or S 18.37M. This is a savings of $315K, or 1.69%. In an effort to never exceed the budget, expenditures within 1% below the budget are desired. More detail including expenses by department and object are provided in the attached spreadsheets. The majority of savings ($120K) were in personnel services and charges for services (SI68K). Personnel wages and benefits are budgeted based on full staffing, unless we are aware of retirements or other changes in staffing levels. This savings is a less than 1% variance for a $12.7 million budget and is considered favorable. For charges for services, the Finance • department realized savings in credit card fees, state auditor charges, and charges for reprographics which totaled about S86K. This along with a savings of $25K for part-time personnel costs in customer service and other savings in supplies resulted in the large variance in the Finance Department's expenses. In addition, some expenses budgeted in 2011 far Senior Center maintenance will be completed in 2012. Not all expenses came in under budget. For example, jail costs were almost $50K more than budgeted. Conclusion Overall, 2011 ended on a good note. There were no reductions to services and one-time revenues -in building permit -fees were allocated to future capital projects in 2012: This is very = exciting as we continue to reinvest in the community. We continue to look for ways to control spending and improve efficiencies while providing the best service to our citizens. It is important that we-take,this opportunity to thank staff for their hand work in delivering,cos#= f = = savings results when faced with the challenge. Consistently evaluating how we provide services has pfoduced efficiencies"that ive`can"all be pro -U -66f. Controlling some operating cast`s'lias allowed us to absorb other operating costs that are much more out of our control. Looking forward, it will be important to continue our conservative Budgeting for Priorities so that we can meet challenges as they are presented. Long-term stability will continue to be a major focus to meet the needs of the citizens we serve. As always, thank you for your continued support of staff • as we work tirelessly to prepare the most accurate budget possible. K-3 General Fund Summary of Revenues Preliminary Unaudited For the Years 2010-2011 . RevendwSource Taxes Property Taxes Sales Taxes Utility Taxes - City Utilities Utility Taxes - Non -City Utilities Criminal "Justice Taxes Leasehold Taxes Gambling Taxes Telephone Taxes Other Taxes Total Taxes Intergovernmental Liquor Excise Taxes Liquor Board Profits Border Patrol Impact Fees Criminal Justice Entitlement Proceeds from Grants (State & Fed) Other Intergovernmental Total Intergovernmental Licenses & Permits Telecable Franchise Fees Planning Licenses & Permits Building Licenses & Permits Public Works Licenses & Permits Police Licenses & Permits Other Licenses & Permits Total Licenses & Permits Charges for Services Medic -1 Revenues Interfund Charges Planning Building Police Public Works Parks & Recreation Fire Finance Total Charges for Services Other Revenue Fines and Forfeitures Interest on Investments Transfer from Electric (R01) Transfer from Other Funds Miscellaneous Revenues Total Other Revenue Total Operating Revenues One-time transfers to close funds -- Total Financial Resources Mw .0 0 2011 2011 2010 2011 Actual Budget Actual Amount Percent 3,553,949 3,607,774 3,585,314 (22,460) (0.62) 2,877,100 2,939,868 2,876,603 (63,265) (2.15) 3,743,658 3,796,840 3,801,137 4,297 0.11 49,085 48,900 " 45,000 16,285 238,384 (32,615) (6,616) -(66.70) (2.70) 137,320 130,000 124,811 (5,189) (3.99) 43,245 30,000 36,751 6,751 22.50 547,323 619,000 698,748 79,748 12.88 24,807 23,050 22,443 607 2.63 10,978,487 11440,432 11,400,476 39,956 0.35 95,915 94,637 94,347 (290) (0.31) 154,062 130,698 133,608 2,910 2.23 2,938 3,000 2,395 (605) (20.17) 47,222 45,793 43,594 (2,199) (4.80) 490,870 394,654 371,742 (22,912) (5.81) 44,888 65,777 73,214 7,437 11.31 836,896 734,559 718,900 15,659 2.13) 156,193 157,000 156,276 (724) (0.46) 8,065 10,090 11,340 1,250 12.39 174,556 440,000 430,299 (9,701) (2.20) 21,851 13,817 14,937 1,120 8.11 49,604 46,021 46,736 715 1.55 2,846 2,690 3,256 566 21.04 413,115 669,618 682,844 6,774 1.01 733 - - - NIA 4,147,332 4,432,273 4,279,490 (152,783) (3.45) 10,370 9,907 12,008 2,101 21.21 70,965 230,000 228,830 (1,170) (0.51) 21,469 25,050 34,960 9,910 39.56 4,335 1,000 330 (670) (67.00) 205,638 399,322 441,563 42,241 10.58 11,897 11,005 12,097 1,092 9.92 1,234 1,560 862 698 44.74) 4,473,973 5,110,117 5,010,140 99,977 1.98 282,154 250,000 256,663 .,6,663 .. _„ ... 2.67 134,346 128,566 179,374 50,808 39.52 59,200 59,200 59,200 - 255,000 132,000 84,828 (47,172) (35.74) 79,635 101,361 117,400 16,039 15.82 810,335 671,127 697,465 26,338 3.92 17,508,805 18,625,853 18,489,825 (136,028 0.73 797,923 - - - -- (1,2$5,0$4) - -- - : =_- _ _ =_;5J,527 --- - - _ ;__ :-- =(119,422) - ---- -- - _ ==- ==(178,949}_- 17,022,644 18,685,380 18,370,403_______(314,9771 1.69 Mw .0 0 0-aeneral Fund Summary of Expenditures -By Department and Object Preliminary Unaudited For the Years 2010-2011 Variance Expenditures by Department: Mayor & Council City Manager Community Services Finance Legal Community and Economic Development Police Fre Public Works and Utilities' Administration and Engineering Parks & Recreation Recreational Activities Facility Maintenance ther Expenditures: County Jail District Court Contribution to Pencom Information Technology Retirements Transfers to Other Funds: * Fine Arts Center * Recreational Activities * 2005 GO Bond (WUGA) * Street (Operations) * Medic I (Operations) * CIP Funds Total Expenditures . t Expenditure by Object: Personnel Supplies ' Charges for Servides Intergovernmental Capital Outlay County Jail Contribution to Pencom Transfers to Other Funds Total Other Financing Uses • 'In 2011, Recreational Activities was moved from the Special Revenue Funds to the General Fund. K-5 i i Actual i2011 Budget Actual Actual Amount Percent 70,092 64,886 66,-842- 1-1956 ` ,3,01 690,192 728,893 711,456 (17,437) (2.39) 58,750 64,125 64,110 (15) (0.02) 2,037,531 2,222,702 2,066,697 (156,005) (7.02) 757,663 744,748 747,654 2,906 0.39 777,412 667,340 645,531 (21,809) (3.27) 4,413,955 4,480,024 4,467,905 (12,119) (0.27) 1,988,811 2,021,623 1,992,756 (28,867) (1.43) 1,665,185 1,781,871 1,712,184 (69,687) (3.91) 1,869,798 2,130,066 2,044,942 (85,124) (4.00) 393,263 390,900 (2,363) (0.60) 516,241 518,991 518,358 (633) (0.12) 593,395 550,000 599,518 49,518 9,00 112,928 145,000 115,759 (29,241) (2017) 189,674 189,674 189,674 - _ 156,059 169,309 169,309 - _ 41,008 94,951 53,943 131 54 24,750 24,750 24,750 _ 170,000 - - - WA 45,208 45,172 45,172 - _ 145,000 166,000 166,000 - _ 360,000 374,000 374,000 - _ 380,000 1,161,935 1,161,935 - _ 17,022,644 18,685,380 18,370,403 314,977 1.69 12,132,317 12,860,298 12,739,939 (120,359) (0 94) 574,019 675,068 627,798{47,270) (7 00) 2,473,483 2,305,644 "'(167,839) -""` (6.79) 112,928 145,000 115,759 (29,241) (20.17) ' ` ' - - .20,000 20,214' `- ' -214 '1.07 593,395 550,000 599,518 49,518 9.00 189,674 189,674 189,674- _ 1,124,958 1,771,857 1,771,857 47,022,644 18,685,380 1 18,370,403 314,977(1.6911 • 'In 2011, Recreational Activities was moved from the Special Revenue Funds to the General Fund. K-5 2011 YE City-wide Revenue Summary Comparisons by Fund Preliminary Unaudited General Fund Special Revenue Funds Lodging Excise Tax Street Real Estate Excise Tax #1 Real Estate Excise Tax #2 Criminal -Justice-, _ PenCom .. Recreational Activities Port Angeles Housing Rehab. Electric Utility Rural Econ. Dev. Rev. Fund Economic Development Cultural Resources William Shore Memorial Pool District Miscellaneous Funds W Total Special Revenue Funds Debt Service Funds 2001 Refunding G.O. Bond (Sr. Ctr. & Fire Hall) 2005 Refunding G.O, Bond (Library) 2005 LTGO Bond (WUGA) 2006 LTGO Bond (Property Acquisition) Total Debt Service Funds Permanent Funds Cemetery Endowment Fund Esther Webster Trust Fund Total Permanent Funds Enterprise Funds Electric Electric Conservation Water Water Treatment Plant Wastewater Solid Waste Collection Solid Waste Transfer Station/Landfill Stormwater Medic I Total Enterprise Funds Internal Service Funds Equipment Services Information Technology Self -Insurance Total Internal Service Funds Fiduciary,Funds Firemen's Pension Total Fiduciary Funds Governmental Capital Projects Funds(3) Subtotal Revenues"I Reserves Used Total All Funds (1) Accounting for Recreational Activities was moved to the General Fund in accordance with GASB 54 reporting requirements. t2) Miscellaneous funds include: Firearms Range, Drug Task Force, Sr. Center Maintenance and closed funds. 13) Funds include. Capital Improvement, Property Management, Park Improvement and closed funds. (4) Reserves used are mostly related to capital Droiects in Electric Water Wastewater and Stormwater 2011 Variance �2011 Amended Budget 2011 Actual AmountActual 010 Actual Budget 18,307,728 18,625,853 18,489,825 (136;028) - "' `(0.73) 486,087 460,891 457,787 (3,104) (0.67) 1,723,217 1,699,383 1,687,422 (11,961) (0.70) 121,192 113,158 105,565 (7,593) (6.71) 117,830 113,685 106,725 (6,960) (6.12) 245,882 2,125,669 2,451,505 2,339,376 .(112,129) N/A (4.57) 399,066 - NIA 179,711 914,328 880,704 (33,624) (3.68) 55,096 54,976 55,190 214 0.39 231,286 215,508 229,116 13,608 6.31 6,821 143,720 144,395 675 0.47 256,789 NIA 22,364 12,372 12,279 (93) (0.75) 5,971,010 6,179,526 6,018,659 (160,967) (2.60) 309,980 392,988 389,460 (3,628) (0.90) 285,442 281,186 279,505 (1,681) (0.60) 249,771 252,955 251,965 (990) (0.39) 73,453 72,269 74,832 2,563 3.55 918,646 999,398 995,762 (3,636) (0.36) 6,868 5,578 7,543 1,965 35.23 219,008 109,422 97,518 (11,904) (10.88) 225,876 115,000 105,061 (9,939) (8.64) 38,719,018 34,691,157 34,175,348 (515,809) (1.49) 755,741 2,633,119 2,073,607 (559,512) (21.25) 8,938,102 5,498,383 5,556,161 57,778 1.05 144,742 134,215 163,988 29,773 22.18 8,729,423 9,827,221 6,867,453 (2,959,768) (30.12) 3,284,633 3,263,033 3,285,742 22,709 0.70 5,114,224 5,220,640 5,212,074 (8,566) (0.16) 1,203,454 2,384,308 2,000,401 (383,907) (16.10) 1,447,270 1,502,590 1,494,270 (8,320) (0.55) 68,336,608 65,154,666 60,829,044 (4,325,622) (6,64) 1,047,969 1,137,923 1,119,203 (18,72D) (1.65) 1,052,499 1,232,922 1,237,771 4,849 0.39 4,646,197_ 5,041,975 5,034,510 (7,465) _ (0.15) 6,746,665 -7,412,820 7,391,484 (21;336) (0.29) 51,621 28,391 34,578 6,187 21.79 51,621 28,391 34,578 6,187 21.79 2,957,765 4,142,791 4,280,421 137,630 3.32 103,515,919 102,658,445 98,144,734 (4,513,711) (4.40) - 7,020,778 2,278,551 (4,742,227) (67.55) 103,515,919 109,679,223 1D0,423,285 {9,255,938) (8.44) K-6 • l� 2011 YE City-wide Expenditure Summary Comparisons by Fund Preliminary Unaudited General Fund Special Revenue Funds Lodging Excise Tax Street Real Estate Excise Tax #1 Real Estate Excise Tax #2 Criminal Justice Pencom Recreational Activities Port Angeles Housing Rehab, Electric Utility Rural Econ. Dev. Rev, Fund Economic Development Cultural Resources William Shore Memorial Pool District Miscellaneous Funds m Total Special Revenue Funds Debt Service Funds 2001 Refunding G.O. Bond (Sr. Ctr. & Fire Hall) 2005 Refunding G.O. Bond (Library) 2005 LTGO Bond (WUGA) 2006 LTGO Bond (Property Acquisition) •LID Control Total Debt Service Funds Permanent Funds Esther Webster Trust Fund Total Permanent Funds Enterprise Funds Electric Utility Electric Conservation Water Water Treatment Plant Wastewater Solid Waste Collection Solid Waste Transfer Station/Landfill Storm water Medic I Total Enterprise Funds Internal Service Funds Equipment Services Information Technology Self -Insurance Total Internal Service Funds Fiduciary Funds � - Firemen's Pension Total Fiduciary Funds Governmental Capital Projects Funds m Sub -total Expenditures • Designated for Reserves Total All Funds i')Accounting for recreational activities was moved to the General Fund in accordance with GASB 54 reporting requirements (2) Funds include; Drug Task Force, Firearms Range and Sr. Center Maintenance. (3) Funds include; Capital Improvement, Property Management, Park Improvement and closed funds. K-7 Variance t eBudget 2011 Actual -Amount rr Budget AmendedActual 17,022 644 18,68 5,380 8,3 970,403 ^, 760,551 502,056 493,160 (8,896) (1.77) 1,738,255 2,049,656 1,980,547 (69,109) (3.37) 366,479 186,667 186,667 89,274 213,470 213,470 _ 555,157` ' NIA 2,210,362 2,562,044 2,236,711 (325,333) (12.70) 521,288 NIA 198,403 1,064,269 1,042,797 (21,472) -(2.02) 25,000 200,000 178,000 (22,000) (11.00) 1,089,527 1,337,219 1,168,749 (168,470) (12.60) 238,540 159,192 152,530 (6,662) (418) 259,475 - - - N/A 303,130 68,500 18,984 49,516 2.29 8,355,441 8,343,073 7,671,615 (671,458) (8.06) 385,704 391,704 391,702 (2) (0.00) 284,904 280,904 280,903 (1) (0.00) 249,769 249,569 249,568 (1) (0,00) 86,889 86,890 86,890 - - 138,934 - NIA 1,146,200 1,009,067 1,009,063 (4) (0.00) 165,261 178,205 169,182 (9,023) (5.06) 165,261 178,205 169,182 (9,023) (5.06) 33,784,645 37,109,670 34,640,651 (2,469,019) (6.65) 1,195,150 2,106,885 1,647,561 (459,324) (21.80) 5,238,428 6,743,231 5,530,889 (1,212,342) (17.98) 180,217 165,039 165,039 - - 6,735,878 9,485,055 7,640,866 (1,844,189) (19.44) 3,352,261 3,511,223 3,500,254 (10,969) (0.31) 5,603,604 5,397,664 5,406,778 9,114 0.17 962,566 2,569,480 1,789,102 (780,378) (30.37) 1453,414 1,514,777 1,504,500 10,277 0.68 58,506,163 68,603,024 61,825,640 (6,777,384) (9.88) 1,915,666 1,615,070 1,600,905 (14,165) (0.88) 889,618 1,562,017 1,208,121 (353,896) (22.66) 4,645,938 5,151,975 5,196,667 44;692• " 0.87 7,451,222 8,329,062 8,005,693 (323,369) (3.88) 133,173 144 776 142,586 2,190 1 51 133,173 144,776 142,586 (2,190) (1.61) 3,498,532 4,386,636 3,229,103 (1,157,533) (26.39) 96,278,636 109,679,223 100,423,285 (9,255,938) (8.44) 7,237,283 - NIA 103,515,919 109,679,223 100,423,285 (9,255,938} (8.44) K-7 2011 Year End Financial Summary by Fund (Preliminary Unaudited) General Fund $ 5,558,235 $ 18,489,825 $ 18,370,403 119,422 2.15 0 r"= Special Revenue Funds ; _ - - Lodging Excise Tax 93,789 457,787 493,160 B _ (35,373) (37.72) Street 573,077 1,687,422 1,980,547 (293,125) (51.15) Real Estate Excise Tax#1 177,371 105,565 186,667 -6=9 (81,102) (45.72) Real Estate Excise Tax#2 202,253 106,725 213,470 _ (106,745) (52.78) - Pencom-= 707,214 2,339,376 2,236,711- 102,665 -14.52 Part Angeles Housing Rehab, 375;454 880,704 1,042,797 -(162,093)- (43,17)' Electric Utility Rural Econ; Dev. Rev. -Fund - 287;488 55,190 178,000" C 4 fi7 (122,810) _' (42.72) Economic Development 5,692,863 229,116 1,168,749 _ (939,633) (16.51) Cultural Resources 251,032 144,395 152,530=8 (8,135) (324) Miscellaneous Funds 114,651 12,279 18,984 (6,7D5) (5.85) Total Special Revenue Funds 8,475,192 6,018,559 7,671,615 >2 (1,653,056) (19.50) Debt Service Funds 2001 Refunding G.O. Bond (Sr. Ctr. & Fire 47,855 389,460 391,702x.6; 3 (2,242) (4.68) 2005 Refunding G.O Bond (Library) 5,154 279,505 280,903 (1,398) (27,12) 2005 LTGO Bond (WUGA) 7 251,965 249,568 _=� 2,397 34,242,86 2006 LTGO Bond (Property Acquisition) 730,487 74,832 86,890 fi (12,058) (1.65) Total Debt Service Funds 783,503 995,762 1,009,063--€zU2 (13,301) (1.70) Permanent Funds Cemetery Endowment Fund 373,462 7,543 - 7,543 2.02 Esther Webster Trust Fund 741,902 97,518 169,18242 8 (71,664) (9.66) Total Permanent Funds 1,115,365 105,061 169,182 F_ 't {64,121) (5.75) Enterprise Funds Electric 12,042,199 34,175,348 34,640,651 _5 6 89�5�� (465,303) (3 86) Electric Conservation 463,643 2,073,607 1,647,561 426,046 91,89 Water 6,556,075 5,556,161 5,530,889-_ 5B; 25,272 0.39 Water Treatment Plant 7,887,581 163,988 165,039 i'S Q (1,051) (0.01) Wastewater 13,441,743 6,867,453 7,640,866 x=88. (773,413) (5.75) Solid Waste Collection 3,181,219 3,285,742 3,500,254 (214,512) (6.74) Solid Waste Transfer Station/Landfill 5,142,708 5,212,074 5,406,778 (194,704) (3.79) Stormwater 998,466 2,000,401 1,789,102 =- `tE 211,299 21.16 Medic 1 56,907 1,494,270 1,504,500 -#6 firl7 _9 (10,230) (17.98) Total Enterprise Funds 49,770,543 60,829,044 61,825,640 (996,596) (2.00) Internal Service Funds Equipment Services 5,145,596 1,119,203 1,600,905=E3,Ej , (481,702) (9.36) Information Technology ;' - :_ r 1,098,589 1,237,771 :1,208,121. 1;1823 ;29,650- 2:707 Self -Insurance 1,405,964 5,034,510 5,196,667 'r$ __ (162,157) (11.53) Total Internal Service Funds 7,650,149 7,391,484 8,005,693 - .,Q°;9 .-• -(614,209} v (8.03) Fiduciary Funds Firemen's Pension 732,796 34,578 142,58662'1'_8 (108,008) (14.74 Total Fiduciary Funds 732,796 34,578 142,586 =64788 (108,008) (14.74) Governmental Capital Projects Funds(2) 1,852,717 4,280,421 3,229,103 9 40,35 1,D51,318 56.74 Total All Funds $ 75,938,501 $ 98,144,734 $ 100,423,2855 9? (2,278,555) (3.00) K-8 Funds include: Firearms Range, Drug Task Force, Senior Center Maintenance, and closed funds. r2i Funds include: Capital Improvement, Property Management, Park Improvement, and closed funds. • • • SORT NGELES WASH I N G T O N, CITY COUNCIL MEMO DATE: APRIL 17, 2012 TO: CITY COUNCIL ; FROM: STEVE ROMBERG, PENCOM -MANAGER SUBJECT: NEW WORLD SYSTEMS ADDITIONAL SOFTWARE LICENSES Summary: The Peninsula Communications (PenCom) server is currently licensed for up to 100 mobile data computers (MDC), the computers used by the police and fire units of PenCom member agencies. Additional public safety vehicles are being equipped with MDC's and there is an immediate need to add an additional 50 server licenses and 39 MDC client licenses. These additional licenses are needed for the server and the additional MDC clients to operate. The purchase is funded through the one-tenth of one percent emergency communications tax capital fund and is included in the 2012 PenCom budget. There is no cost to the City of Port Angeles and the PenCom Advisory Board has endorsed the purchase. Recommendation: Authorize the City Manager to sign the software agreement with New World Systems to effect the MDC and server license purchase in the amount of $97,702 plus sales tax in the amount of $8,206.96 for a total of $105,908.96. Police and fire vehicles dispatched through PenCom are in the process of installing additional grant -funded mobile data computers. PenCom currently has 100 user licenses on the server to facilitate the operation of those computers. As the computer installation project has progressed the need for additional licenses has arisen. PenCom needs to purchase an additional 50 server licenses that allow for mobile operation. In addition, 39 additional MDC client licenses are needed for the MDC units. Funding for the server software licenses comes from the 1/101h of one percent emergency communications tax capital fund that is maintained at the county. The purchase has been approved by.the,PenCom Advisory Board and has been included in the 2012 PenCom budget.,There is no. . cost to the City -of Port Angeles. The total cost of this purchase including sales tax is $105,908.96. PW -101 01 [Revised 07/20/04] K-9 April 6, 2012 Document #: 0641-12A4A ADDITIONAL SOFTWARE LICENSE AGREEMENT (0 --.,r. ,�..__ :��,., ..Mr:.�.�t�v-e=Rornbe�g•�,� �-,:.��;�...u..:�� �_ �n , - - ,. ..:•f-.-•�.-�� _.. -, -�.... ; il,.�, „•;___ �, _ ._ -- .�:r, � ,�.,��;.,,z.�, Port Angeles Police Department 321 East 5t' Street Port Angeles, WA 98362-0217 Dear Mr. Romberg: New World Systems is pleased to license you additional software per your request. The attached forms (Exhibits AA, A and Appendix 1) are to be reviewed and approved by you and/or your authorized representative. They describe the additional software and services you have requested along with the related fees. Other than for the purposes of internal review, we ask that you treat our fees as confidential information. This is due to the competitive nature of our business. The General Terms and Conditions from our original License Agreement are incorporated and continue to apply. Any taxes or fees imposed from the course of this Agreement are the responsibility of the Customer. We thank you for your continued business with New World Systems. We look forward to working on this. project with you. ACKNOWLEDGED AND AGREED TO BY: NEW WORLD SYSTEMS® CORPORATION PORT ANGELES POLICE DEPARTMENT, WA (New World) (Customer) By: Larry D. Leinweber, President Date: By: By: Authorized Signature Title Authorized Signature Date: Title Each individual signing above represents that (s)he has the requisite authority to execute this Agreement on behal'f•of the organization for which (s)he represents and that all the necessary formalities have been met.' The "Effective Date" of this Agreement is the latter of the two dates in the above signature block. PRICING ASSUMES CONTRACT EXECUTION BY JUNE 15, 2012. /0 K-10 Corporate 888 West Big Beaver Road • Siate 600 • Trov • Allichigan 48084-4749.248-269-1000 • www newworldsystems com 0641-12A4A 040639 Mob (12A2B 0405).docx • EXHIBIT AA TOTAL COST SUMMARY AND PAYMENT SCHEDULE is • I. Total cost Summary: Licensed Standard Software and Third Party Products DESCRIPTION OF COST A. LICENSED STANDARD SOFTWARE as further detailed in Exhibit A 1. Licensed Standard Software _ $125,825 2. Less Demonstration Site Discount (33,973) B. THIRD PARTY PRODUCTS AND SERVICES 1. THIRD PARTY PRODUCTS AND SERVICES as further described in Appendix 1 ONE TIME PROJECT COST: C. STANDARD SOFTWARE MAINTENANCE SERVICES PRICING ASSUMES CONTRACT EXECUTION BY JUNE 1 S. 2012. Port Angeles PD, WA CONFIDENTIAL 0641-12A4A 0406 39 Mob (12A213 0405).docx 'COST` $91,852 5,850 $21,068/annually PaKe 2 Oft Exhibit AA / COST SUMMARY AND PAYMENT SCHEDULE II. Payments for Licensed Standard Software and Third Party Products DESCRIPTION OF PAYMENT PAYMENT `'' ' 's;.. A LICENSED STANDARD SOFTWARE as`fiirflier detailed'in`Exhi6it A r- "'' -S91,852` 1. Amount invoiced upon Effective Date (50%) $45,926 2. Amount invoiced upon delivery of each Licensed Standard-- 45,926 Software (50%). B. THIRD PARTY PRODUCTS AND SERVICES 5,850 1. Amount invoiced upon the Effective Date (50%) $2,925 2. Amount invoiced upon Delivery of Third Party 2,925 Products and Services (50%) ONE TIME PAYMENTS: D. STANDARD SOFTWARE MAINTENANCE SERVICES $21,068 Standard Software Maintenance Agreement (SSMA) fees will increase for the above software change and will commence 90 days after delivery of the software; year one cost to be prorated to run concurrently with Customer's existing SSMA. Subsequent year SSMA fees for the above software will be consistent with the SSMA agreement currently in effect (Includes Exhibit A integration for third party software embedded in Exhibit A Licensed Standard Software.) ALL PAYMENTS ARE DUE WITHIN THIRTY (30) DAYS FROM RECEIPT OF INVOICE. Billings are applied ratably to each deliverable included under the total one-time cost. If any deliverable is subject to sales tax, the tax will be calculated and added as applicable to each billing. Port Angeles PD, WA CONFIDENTIAL PaKe 3 QIP 0641-12A4A 0406 39 Mob (12A213 0405).docx • • EXHIBIT A LICENSED STANDARD SOFTWARE AND FEES License Fee for Licensed Standard Software And Documentation Selected By Customer: Application Package 1,2,3,4 Cost— MOBILE ost =MOBILE SOFTWARE MOBILE SOFTWARE ON THE RS/6000' 1. Base Message Switch to State/NCIC (Upgrade to 150,units) 16,0001 l -Base Message Switch for MDT/MCT , - State/NCIC Interface 2. Additional Aegis® Software for RS/6000 Message Switch - New World CAD Interface for Aegis MSP (Upgrade to 150 units) - Mobile Upload Software (Upgrade to 150 units) - AVL Interface (Upgrade to 150 units) 6 MOBILE SOFTWARE ON THE MSP Server 3. Aegis® Mobile Integration Software • - MDT/MCT Base CAD/RMS Interface (Upgrade to 150 units) - AVL CAD Interface (Upgrade to 150 units) 6 • MOBILE MANAGEMENT SERVER 4. Aegis/MSP Mobile Management Server Software (Upgrade to 150 units) - Base CAD/NCIC/Messaging - Field Reporting - Field Reporting Data Merge CLIENT SOFTWARE 4. Aegis Law Enforcement Mobile Unit Software (39 Units) Mobile Messalzing LE State/NCIC_via Switch' $500 ea. $19,500 LE CAD via Switch $750 ea. $29,250 Driver's License Mag Stripe Reader/Barcode Reader Interface $ $200 ea. $7,800_ Mugshot Image Download $200 ea. $7,800 State Photo Download $200 ea. $7,800 In -Car Mapping $400 ea. $15,600 New World AVL $300 ea. $11,700 3,000 10,000 3,000 2,000 3,000 No Charge 3,000 1,000 Port Angeles PD, WA CONFIDENTIAL Pae 4 0641-12A4A 0406 39 Mob (12A2B 0405).docx Exhibit A / LICENSED STANDARD SOFTWARE AND FEES Field -Based Reaortinz (39 Units) _ - = LE _Field Reporting (Federal Standards) The following 4 New World Reports are included. - Incident (I form) - Case (1 form) - Arrest (1 form) - Supplement (1 form) LE Field Reporting Compliance Mobile Upload of Field Reports $1,000 ea. , $39,000 $200 ea. $7,800 $600 ea. $23,400 Subtotal $4,350 ea. $169,650 Less Laptop Software Volume Discount of 50% ($84,825) TOTAL LAPTOP SOFTWARE 84,825 SUB-TOTAL•:MODUII�ES $125,825 NEW WORLD STANDARD SOFTWARE LICENSE FEE $125,825 LESS DEMONSTRATION SITE DISCOUNT (33,973) Port Angeles PD, WA CONFIDENTIAL PoKe 5 44 0641-12A4A 0406 39 Mob (12A213 0405).docx • • • Exhibit A / LICENSED STANDARD SOFTWARE AND FEES ENDNOTES Personal Computers must meet the minimum hardware requirements for New World Systems' MSP ' "product -,Microsoft Windows XP: or later is required for all client machines Windows 2003/2008Ser„ver 5-,r; ,;;,x; and SQL Server 2005/2008 are required for the Application and Database Server(s) _ 1 New World Systems' MSP product requires Microsoft Windows 2003/2008 Server and SQL Server 2005/2008 including required Client Access Licenses (CALs) for applicable Microsoft products Servers _ must meet minimum=hardware requirements provided by New World Systems = s - New .World Systems' MSP product requires Microsoft Excel or Windows Search 4 0 for document - searching functionality, Microsoft Word is required on the application server for report formaiting -- 4 New World recommends a 100/1000MB (GB) Ethernet network for the local area network Wide area network requirements vary based on system configuration, New World will provide further consultation for this environment ' Currently supporting Motorola, Data Radio (DMP & IP), CDPD, EDA CS, CDMA, GPRS, 802 11, Sprint EVDO, NetMotion and Electrocom Mobile Communication solutions only 6 Requires 3rd party GPS hardware Customer is responsible for obtaining the necessary State approval and any non -New World hardware and software 8 Customer must provide magnetic stripe encoding format Also, pricing does not include required 3rd party equipment or hardware • 9 Prices assume that all software is licensed 10 Licensed Software, and third party software embedded therein, if any, will be delivered in a machine readable form to Customer via an agreed upon network connection Any taxes or fees imposed are the responsibility of the purchaser and will be remitted when imposed • Port Angeles PD, WA CONFIDENTIAL PaKe b 4f5 0641-12A4A 0406 39 Mob (12A2B 0405).docx Exhibit A / OPTIONAL LICENSED STANDARD SOFTWARE AND FEES `• Optional Licensed Standard Software Pricing Customer may license the following software modules at the indicated prices for up to one (1) year from the date of execution of thi's Agreement. OPTIONAL SOFTWARE MODULES MOBILE CLIENT SOFTWARE 1. Aegis Law Enforcement Mobile Unit Software (39 Units) ° Mobile Messaging In -Car Routing $300 ea. $11,700 Subtotal $300 ea. $11,700 Less Laptop Software Volume Discount of 50% ($5,850) TOTAL LAPTOP SOFTWARE 5,850 NEW WORLD STANDARD SOFTWARE LICENSE FEE $5,850 LESS DEMONSTRATION SITE DISCOUNT (1,580) ENDNOTES I Prices assume that all software is licensed 1 Licensed Software, and third party sofnvare embedded therein, if any, will be delivered in a machine readable form to Customer via an agreed upon network connection Any taxes or fees imposed are the responsibility of the purchaser and will be remitted when imposed Note: Training and Support Services cost as well as Maintenance (SSMA) costs for these optional modules are not included. r� Port Angeles PD, WA CONFIDENTIAL PaKe -7 0641-12A4A 0406 39 Mob (12A213 0405).docx 0 • ROLL CALL Members Present: Members Excused: Staff Present: Public Present: APPROVAL OF MINUTES MINUTES PLANNING COMMISSION Port Angeles, Washington 98362 March 28, 2012 6:00 p.m. Doc Reiss, Amanda Anderson, David Miller, John Matthews, Tim Boyle, Duane Morris, Scott Headrick None Sue Roberds, Scott Johns, Nathan West Jeffree Stewart Commissioner Morris moved to approve the March 14, 2012, regular meeting minutes. Commissioner Matthews seconded the motion which passed unanimously. WORK SESSION: SHORELINE MASTER PROGRAM UPDATE: 2ND Worksession Associate Planner Scott Johns began discussion regarding the environmental designations proposed for adoption in the updated Shoreline Master Program by the use of maps. He explained that the reason for establishing designation boundaries topographically (top of bluff) rather than by property boundary lines is that it is more important to define use areas rather than ownership boundaries and it is important to be able to identify distinct use areas that anyone can see to ensure the least amount of confusion amongst the general public and property owners. An exception to using mainly a top of the bluff line (topographic) as the designation boundary is in the Lee's Creek area because there is some development potential around Lee's Creek that may be negatively impacted by not doing so. That area can be designated as a sub -reach of the main segment. It will be important for property owners to know the limits of development in that area. Commissioner Headrick asked what happens when topographic changes occur? Port Angeles has neither a mitigation banking nor an in -lieu -of program. Staff would like to include such programs in the updated text. Mr. Johns encouraged Commissioners to think of these type of processes and provide comments at the next meeting. The next meeting will be regarding Chapters III and IV of the proposed update. He encouraged Commissioners to review the proposed update materials from the perspective of the general public: is the document understandable? Staff is proposing another work session in April with a public hearing in late April/May. It is hoped that the City Council will have the document and approve the updates in June. The program will then be forwarded to the Department of Ecology that likely will take up to 6 months for approval. M-1 Planning Commission Minutes March 28,2012 Page 2 Jeffree Stewart of the Washington State Department of Ecology (DOE) Chair Reiss questioned the mechanics of how an in lieu of fee or mitigation banking would work. He noted that sometimes mitigation fees do not help the environment but simply allows deep pocket development to occur. Mr. Johns noted that an in lieu of fee would not be easy to obtain but would be a last chance effort barring any other opportunities to avoid negative impacts of a development. The idea of the Shoreline Master Program is no net loss of an environmental function. The method for obtaining an in lieu of fee would be a careful review process that would result in an increase in environmental gain. Director West agreed that such a program would be carefully crafted to ensure no net loss but there may be small environmental areas that can be recreated nearby or larger areas enhanced in such a manner that no net loss or perhaps a gain net actually results. In response to Commissioner Matthews, Planner Johns stated that the most restrictive regulations always apply for development from a land use perspective. In a shoreline area where portions of a site are not within 200 feet of a shoreline, the Master Program does not apply but access to the shoreline within that 200 foot area is required. Given the Rayonier site, the east side of the Creek is designated as being more natural where the west side is designated as for more intensive development. Director West added that, specific to the 200 foot shoreline designation, that shoreline area would be more restrictive than the remaining portion of the site. It was a very difficult consensus to reach to leave the underlying zone as industrial heavy. The City's significant community • visioning process that was conducted resulted in a mixed use designation for the Rayonier site. The site has not been rezone for mixed use to date but that could happen in the future. Mr. Johns noted that the industrial zoning designation for the Rayonier property has not been changed due to the current property owner's wishes. If that property ownership changes, the zoning may be reviewed at that time. Commissioner Headrick asked why no bluff walls or bank stabilization is allowed? Planner Johns noted that the old railroad grade along the base of the bluff is heavily armored. The wording is to prevent further armoring. Commissioner Headrick asked if there is a physical bluff defining the Lee's Creek ravine? Mr. Johns responded that there is somewhat of a bluff but mainly a slope. He noted that in the Lee's Creek area, where armoring has not occurred, that some armoring be permitted. By a show of hands, consensus was reached to continue to move forward as described. COMMUNICATIONS FROM THE PUBLIC Jeffree Stewart, DOE, offered to clarify a couple of questions regarding what happens if bluff moves. The Shoreline Master Program is a planning instrument once adopted becomes a permitting instrument. The lines on a map are general lines on a map that will be worked out at the time of permitting. He encouraged considering practical reality when considering what provisions are. • M-2 Planning Commission Minutes March 28.2012 Page 3 i STAFF REPORTS None REPORTS OF COMMISSION MEMBERS None ADJOURNMENT The meeting adjourned at 7:35 p.m. Sue Roberds, Secretary Doc Reiss, Chair PREPARED BY: S. Roberds i M-3 PORT ANGELES FORWARD COMMITTEE PITTIS MEMORIAL CONFERENCE ROOM / Port Angeles, Washington Meeting Minutes for March 8, 2012 Mission -Statement: To create a strong,economically and culturally vibrant community � that will enhance the lives of our citizens. CALL TO ORDER: Chair Kidd opened the meeting at 7:30 a.m. ROLL CALL: Members Present: Members Absent: Staff Present. Others Present: Public Present: Quorum not present. Chair Cherie Kidd, Vice -Chair Max Mania, Jim Hallett, George Bergner, Kaj Ahlburg, Charlie Smith, Mike Edwards Mike Chapman, Frances Charles, Larry Morris, Terry Weed, Linda Rotmark, Greg Halberg, Christopher Riffle Nathan West, Scott Johns, Roberta Korcz, Teresa Pierce Patrick Downie (Council Alternate) None • Approval of Minutes Chair Kidd asked if there were any changes to the February 2012 minutes. None offered. Minutes approved by consensus. Waterfront Transportation Improvement Proiect (WTIP) Update West gave a brief review of the project. Preparations are in place for the project going out to bid, hopefully, by the end of March. Korcz reported local permits are in place. Army Corp approval is still pending. A recent meeting with stakeholders discussed potential support for the bond measure. Council may consider in May with placement possibly on the August ballot. A public meeting would be held in advance of Council consideration. NOAA has expressed interest in a downtown location. Staff has been involved to coordinate NOAA's needs as part of the project. Think /Choose /BuyLocal Campaign Edwards reported the Choose Local booth at the KONP Home Show was a success with several pledge sheets signed by businesses and local consumers. Most of the comments were positive about the campaign with several requests for new and different types of retail businesses to be present in Port Angeles. Other comments related to how prices on the Internet typically appear to be lower than in stores, so the emphasis will be to encourage local businesses to focus on customer service and other elements rather than price alone. Comments also included requests for more local products and services to be available online. Next meeting will look at specific ways to reach out further to local businesses. M-4 Port Angeles Forward Committee • Meeting Minutes for March 8, 2012 Discussion continued on the value of customer service, and how customer recognition is available only via one-on-one contact between merchant and customer. The real goal is to exceed customer expectations. Hallett asked if there are any core products or services only available here. Service -type businesses are more likely than retail for this sector. Downie discussed the impact of stores such as LL Bean and how they give the customer an experience when visiting those stores. He stressed the importance of encouraging local retailers to realize and identify the demand from consumers for this type of shopping experience. Chair Kidd asked the members for their own personal experiences or feedback received regarding Choose Local efforts. Discussion continued on personal shopping habits and preferences. West stressed the City's efforts in incorporating local firms and businesses involvement with City projects such as design and construction of capital projects. The importance of educating local businesses to connect with consumer demands and outside sales listings on websites (such as car sales) was noted. Edwards offered how addressing the internet challenge, customer service training, and the use of the Buxton data are all key to success of the program. Economic Development /Downtown Port Angeles /Sub -Committee Reports Tourism / ONP / Elwha None Transportation Pierce presented a written subcommittee report for Myers. Next subcommittee meeting is March 20. • Regulation / Business / Financing None Port Angeles Anniversary Subcommittee Kidd reported on the sesquicentennial celebration. She noted recent meetings with City Manager Myers in Victoria with their Mayor and City Council. Victoria is very interested in exchanging visits and Port Angeles has been invited to send a group of representatives over on July 1 for Canada Day. The Mayor of Victoria will be in our 4`'' of July parade. Plans continue for the cities to share in their mutual sesquicentennial celebrations. Idea was discussed to possibly plant 150 trees to signify the celebrations. West offered assistance from his department to develop a tentative plan for the tree planting effort. Hurricane Ridge Update Kidd reported visitation numbers are down and more people need to go up to the Hurricane Ridge. City representatives will be going to Washington, D.C. to talk with Bruce Schafer of the Department of the Interior to again lobby for permanent funding. Edwards stressed the importance of taking significant data to present to Mr. Schafer. Hallett offered he is hearing consensus from the community that resources should be used elsewhere rather than on continuing to fund the road being open. Mania suggested asking the Department of Interior to upgrade the facilities up at the Ridge to draw more people up there. Downie stressed the lack of marketing to the outside area and the importance to engage Olympic National Park in making those changes to result in a more attractive destination. • PA FORWARD COMMITTEE MEETING MINUTES - MARCH 2012 Page 2 of 4 M-5 Port Angeles Forward Committee Meeting Minutes for March 8, 2012 • Topics for Discussion in 2012 Lincoln Park Master Plan West reported the design team continues work on defining the design and master plan for the park. The web survey closes on March 9. Hallett suggested PA Forward consider submitting a recommendation of support for the master plan to City Council when appropriate. West noted development of a master plan for Lincoln Park is an excellent opportunity to redevelop a City park to better the quality of life for residents and visitors. Cross -Town Route West reported Council approved to move forward with the contract for design for the replacement of the Lauridsen Boulevard Bridge and redesign of the intersection at Lincoln, Laurel, and Lauridsen. This project is the first major step in an overall approach to reroute truck traffic from the downtown via First/Front to Race, Lauridsen, Highway 101 and the truck route exchange area. Ediz Hook None Member Reports None New Business None Adiournment • Chair Kidd adjourned the meeting at 8:38 a.m. Next Meetinz Date Next regular meeting date — April 12, 2012, at 7:30 a.m. in the Pittis Conference Room. Approved as presented on April 10, 2012 Cherie Kidd, Chair Teresa Pierce, Executive Communications Coordinator PA FORWARD COMMITTEE MEETING MINUTES - MARCH 2012 • Page 3 of 4 • :7 • NEW AND ON-GOING ACTION ITEMS DATE DESCRIPTION RESPONSIBLE PARTY TARGET DEADLINE 2-9-06 Continue Discussions on Group On -Going March 2006 Housing / Jobs Completed 6-10-10 Business Resource Survey Various On -Going Sub -Committees 2012 PA Forward 2012 Group 2012 Work Plan Proposal COMPLETED ACTION ITEMS DATE DESCRIPTION RESPONSIBLE PARTY RESULT Letter to City Council, March 2006 Planning Commission Completed and County regarding Mark Madsen Southern Cross -Route April -May 2006 Strategic Planning Meetings Group Completed 5-11-06 with Jim Ha uewood February 2007 Make recommendation to City Completed 2-8-07 Council regarding Harbor Plan Group Determine PA Forward May 10, 2007 representative to Lodging Tax Group Completed 5-10-2007 Committee October 2007 Determination of PUD Group Completed 10-11-07 Representative October 2007 Gather input regarding Cross- Group Completed 10-11-07 Route issue Give Recommendation to City December 2007 Council Regarding Cross -Town Group Completed Route January 2009 Host Business Resource Event / Subcommittee January 8, 2009 Council Chambers March 2009 AIA Team Grant Visit Group March 2009 Forward Recommendations to April 2009 City Council regarding CFP & Group April 9, 2009 Policy Issues Summer 2009 AIA Grant Final Report Roll Out Subcommittee October 2009 August 2009 2010 Census Bureau Presentation N West November 2009 February 2010 Juan de Fuca Statue Project N. West Recommendation to City Council May 2010 Complete Count Census N. West May 2010 Committee Invited ONP to discuss May 2010 marketing plan for Elwha Dam K. Myers May 2010 Removal Project 3-13-2008 "2010" Theme Adopted Group December 2010 M-7 'DEPARTMENT'OF"'COMMUNITY- &ECONOMIC -DE-,VEL,1OPMENTjj,z'15-,' --m Mt ,4 _m"'T BUIL Al '69, 12 qvq$1, M NTHLY PE CATEGORY JAN FEB MAR_ APR MAY JUNE JULY 2012 YTD 2011 YTD RESIDENTIAL -NEW MODULARIMANUFACT Value$15,000 ...... .. ... rAUG. $16,000 $92,108 SINGLE FAMILY .......... Value 1 $146,920......... 1 . ..... j220,356 4 $613,640 .. .... . ..... . .............. ....... 6 3 $980,916 $441,738 MULTI -FAMILY Value ........ .................. ..... . .................... .... . .... ... . ...... ................. ....... ....... 0 $0 ACCESSORIES1 Value ... . ...."`$40,000 i40"000 4 $50,179.. . . . . ... .... 6 3 $130,179 $77,914 COMMERCIAL -NEW RETAIL............... Value ....... ............ . 7 ................. ... ........ .. .. .......... ................. ...... ............. . . ..... HOTEUMOTEL............ Value . q V �..... R ............................ . ........... .............. . ............... .. .. .. ..... ............ ValueOFFICEx....... ...... ... ................ .. .... ............... ..... ................ .. ...... .. . .. . . .......... $43,520 DRINKING/DINING Value .................. ......... AUTO/SERVICE Value -,-q, .......... , ............. $45,000 .............. .. ........... .............. $45,000 INDUSTRIAL Value . .. ...... $72,000,000 . .............. $80�,­M4 ....... ............ .. ... ............. . . ... . ....... ........... . .. ..... ....... ... 2 $72,809,184 PUBLIC - NEW SCHOOLS/HOSPS/GOVT ............... . Value .... . ..... N� .............. .. ............ . ............ .......... $7,204 CHURCHES Value ......... . ... ... .. .... . . . ...... .. .. RECREATION .................. .. . ....... Value .............. ................ . . .......... ........... .................... ... . .......... . REPAIR & ALT. RESIDENTIAL Value" .... .......... 15 2 ........... $160,807 19 ............... 1 $79,500 ........... ..... ................ .. ...... ..... ........... .. ....... . ...... ... .... .......... 63 76 $102,634 $598,833 COMMERCIAL10 ............. ............ . .. .. . $67,705 7 .. . ........................ $116,393 17 ... I., I ........... $194,333 ......... .... .. ................ ............. ... ............. ......... .. . . ........ I ........... 34 28 $378,431 $267,235 -Value PUBLICS . . ..... Value , ", - ..... ...... . . . 1 $7,000 .. ..... ..... ...... . . . ...... . 4 $302,837 DEMOLITION /MOVE1 . ............... Value ............ $500 1 $9,000 2 4 $9,500 $0 BUILDING TOTALS BLDG PERMITS CONST. VALUE . .... ............. BLDG PERMITS FEE 2.8..., $72,357,259 .......... . $443,573 .41 $1,354,240 . ............... $19,602 47 $1,006,652 1. ....... $18,907 0 $0 ... ..... 0 $0 ................. ... 0 . $0 ................ . . .... . 1 ... ... 0 $0 . ....... ............ . 0 $0 116 121 $74,718,151 $1,831,389 $482,082 $38,281 FC OF U S ISSUED -i 1 5 1 1 7 jA *C *ate of Occupancy (C of 0) issued to new or relocated beesses. 0