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1984 City Council Retreatdie AdmirResort �PCiRT WpLQW, VA'iiWia CITY COUNCIL SPRING RETREAT CITY OF EDMONDS April 13 & 14, 1984 Port Ludlow, Washington TABLE OF CONTENTS Retreat Participants . . . . . . . . . . . . . . . . . . . . . . . . 1 General Discussion of Program - City Reorganization . . . . . . . . 2 Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Community Services . . . . . . . . . . . . . . . . . . . . . . . . . 3 Community Services, Alternative I . . . . . . . . . . . . . . . . . 4 Community Services, Alternative II . . . . . . . . . . . . . . . . . 5 Finance/Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . 5 City Council Agenda Memos . . . . . . . . . . . . . . . . . . . . . . 6 City Council Meeting Format . . . . . . . . . . . . . . . . . . . . . 6 Open Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Concluding Remarks . . . . . . . . . . . . . . . . . . . . . . . . . 7 EXHIBITS 1 Present Department Head Organization 2 People Acquisition Budget and Personnel Update 3 Council Contingency Fund 4 Memo: Consolidating Communications/Purchasing Coordinator and Mail/Copy Clerk Position - Mayor 5 Proposed Estimated Cost Savings - Executive Office Personnel Changes 6 Mayor's Recommendation - Alternative I 7 Mayor's Recommendation - Alternative II 8 Mayor's Recommendation - Alternative II, continued 9 Memo: Ideas On Reorganization - Parks and Recreation 10 Memo: Ideas On Reorganization - Parks and Recreation, continued 11 Memo: Coordination Between Buildings and Grounds Division and Parks and Recreation Department - Par-ks n Recreation 12 Memo: Ideas On Reorganization - Personnel 13 Police Chief Replacement EXHIBITS, Continued 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Memo: Proposed Public Safety Director - Police and Fire Memo: Personnel Needs For Planning Department - Planning Excerpt From The 2-24-84 Memo Regarding Personnel Needs For Planning Department Excerpt, See above, page 2 1984 City Organization Chart City Departments Personnel Organization Chart Finance Organization Chart Police Organization Chart Fire Organzation Chart Parks and Recreation Organization Chart Planning Organization Chart Engineering Organization Chart Public Works Organization Chart City of Auburn, Organzation Chart City of Kent, Organization Chart City of Kirkland, Organization Chart City of Lynnwood Organization Chart City of Mountlake Terrace, Organization Chart City of Olympia, Organization Chart City of Redmond, Organization Chart City of Renton, Organization Chart City of Puyallup, Organization Chart City of Beaverton, Organization Chart MAYOR: RETREAT PARTICIPANTS Larry S. Naughten CITY COUNCIL: Jo -Anne Jaech, Council President STAFF: Steve Dwyer William Kasper John Nordquist Jack Wilson Mark Eames, City Attorney John Wallace, City Attorney MEDIA: Bruce Orwell, Everett Herald CITY OF EDMONDS COUNCIL RETREAT April 13 & 14, 1984 GENERAL DISCUSSION OF PROGRAM - CITY REORGANIZATION The Friday morning session began with discussion by meeting members of the format for the work session. It was decided that the City's current organ- ization would best be evaluated by examining the various departments accord- ing to Council committee, as follows: Public Safety Community Services Finance Personnel It was also pointed out by Councilmember Kasper that the retreat would by no means resolve the City's total organization over the next two days, but that in combination with a number of Saturday workshops most departmental structure could be established. Council President Jaech then presented the following list of evaluation goals and factors for consideration by the members in their reorganization process: 1. Increase efficiency/productivity 2. Reduce costs 3. Reduce duplication a.) files b.) work 4. Relation of functions/services 5. Exempt versus non-exempt ratios 6. Number of administrative levels reporting to Mayor Mayor Naughten asked that retreat members review the contents of his handout, Exhibits 1-17, containing Executive and Staff proposals for reorganization and that it be used as a starting point for the following reorganization dis- cussions. In addition, the Mayor, Councilmembers and City Attorneys were provided with City departmental organization charts, see Exhibits 18-27. The remainder of the morning session was devoted entirely to the discussion of the Public Safety division of the City. PUBLIC SAFETY Suggestions regarding the organization of the Police and Fire Departments revolved around several considerations: 1. Possible location at Five Corners. 2. Possible combining of a Public Safety building of departments. -2- 3. Future possibility of County Fire Consolidation. 4. Current trends toward fire prevention and public safety educational programs. A general discussion ensued regarding the Police and Fire Chief positions as Civil Service employees. John Wallace, City Attorney, examined several options available to the City regarding the Civil Service positions versus personal service contracts. He also cited examples of several other Puget Sound cities and their current Fire/Police departmental organization. Council President Jaech then requested a memo from the City Attorney regarding Civil Service rulings, requirements of the State regarding Civil Service employees, and the purpose of the State act. John Wallace advocated the use of a Public Safety Director, listing the following benefits: 1. Single division head. 2. Alignment with management. 3. More equitable representation of the two departments. The meeting participants then agreed to close their discussion of the City's Public Safety area with the following possible reorganization alternatives: 1. Fire and Police Departments to remain separate and independent with two distinct departmental heads as Civil Service employees. 2. Fire and Police Departments to remain separate and independent with two distinct departmental heads as personal service contract employees. 3. Police and Fire Departments to be combined and a Public Safety Division formed with one E-10 Public Safety Director as head; two Captains each for Police and Fire, (one each as Deputy), E-8 or E-9. 4. One E-10 Public Safety Director as head with one Deputy Fire Chief/Fire Marshall and one Deputy Police Chief. COMMUNITY SERVICES The Friday afternoon discussion of the Community Services Section was inititated by a visual presentation chart depicting departmental services to the public: Planning/Bldg. Public Works En ineering Parks Maintenance X X X Planning/ Development X X X Building Codes/ Permits X X -3- It was felt that the Parks and Recreation Department was, in actuality, a recreation department; providing cultural and recreational activities to the public. Maintenance of the facilities of that department, including the parks, is a separate function and should be provided by one department for the entire City. Grounds, buildings, utilities, and property maintenance would best be served by one department, preferably Public Works. Based upon these premises and the examination of sample organizational charts from various Northwest municipalities, see Exhibits 28-37, the retreat members arrived at the two following proposals. (Alternatives I and II, below). Reorganization of the Community Services section ❑f the City would ultimately affect the organization ❑f other major departments within the City. In bath Alternatives I and II, the Community Services Division would contain Public Works, Engineering, Planning, and a Facilities Management Department. The Community Service Division would be headed by one individual, accountable to the Mayor for all functions of Public Works, Engineering,Planning and Facilities Management. In addition, Alternative II provides that the Recreation Department be organized within the Community.Services Division. The Community Services Division illustrated in Alternative I would have a total of 72 employees; Alternative II would have a total of 82 employees. It was stressed by meeting members that while this appears to create an imbalance from a personnel stand- point, the intent of the reorganization was to balance City departments by function. ALTERNATIVE I. MAYOR POLICE FIRE SUPPORT COMMU1IT1 J I SERVICES SERVICES • Finance Planning • Data Public Works Processing Engineering • Culture/ Facilit Recreation Buildings • City Clerk Grounds • Personnel Parks • Purchasing • Receptionist -4- ALTERNATIVE II POLICE FINANCE/PERSONNEL MAYOR FIRE SUPPORT I I SERVICES Finance Da to Processing • City Clerk. • Personnel • Purchasing Receptionist COMMUNITY SERVICES • Planning • Public Works • Engineering • Culture/Recreation • Facilit • Buildings • Grounds Parks The alternative proposals to the Community Services Division led to the Saturday morning discussion of the Finance and Personnel departments of the City. With the Community Services Division defined as primarily pro- viding services to the public, it was suggested that the remaining depart- ments of the City be organized as providing support services. Alternatives and II illustrate two possible frameworks for a Support Services Division of the City. Alternative I provides for a Support Services Division head responsible for the functions of the Finance, City Clerk, Personnel, Data Processing, and Culture/Recreation departments, and directly accountable to the Mayor. Alternative II provides a similar framework, with one Support Services head, but without jurisdiction of the Culture/Recreation department. In conclusion, the meeting members arrived at were based upon departmental functions as well reporting levels. Depending upon the ultimat division heads would be reduced to a total of to the Mayor: Public Safety, Support Services, Fire, Police, Support Services, and Community ST e organization alternatives which as a reduction of administrative reorganization plan, department three or four directly accountable and Community Services; or, Services. CITY COUNCIL AGENDA MEMOS Council President Jaech then distributed samples of the new Agenda Memo forms. The form was derived from samples provided by the City Attorney's office of meeting agenda formats from other municipalities in the Puget Sound area. The Council was unanimous in their approval of the form in staff preparation of Council packet items. The memos are to be used by the various City departments beginning 4-20-84. See Exhibit 38. CITY COUNCIL MEETING FORMAT Mayor Naughten then initiated a discussion of City Council meetings. It was agreed among the members present that the City Council meetings often run far too late in the evening and in so doing, the decisions of the Mayor and Council may become increasingly less effectual. In addition, those items first listed on the agenda were, historically, given longer consideration while those scheduled for later in the evening were, in an attempt to conserve time, often given less attention. Therefore, it was suggested that all reg- ular and work meetings be concluded by 10:00 p.m. and that any unfinished business be carried to the following meeting. Exceptions to this would be by a five member super -majority vote of the Council. In addition, the Mayor would make an attempt to limit pubic and staff testimony to a specific time while still providing individuals adequate opportunity to be heard. The City Attorney suggested posting rules relevant to this on the back of the Agendas as well as a verbal introduction by the Mayor each evening highlighting the public speaking rules and restrictions. Work meeting formats were then discussed. It was suggested that work meetings be held from 7:00 - 8:30 p.m. and be followed by Finance or Personnel Committee meetings from 8:30 - 10:00 p.m., unless adjourned at an earlier time. Commun- ity Services and Public Safety Committees would meet after the close of the Council meeting, or 10:00 p.m., when scheduled. OPEN DISCUSSION The retreat members began their final Saturday afternoon discussion with comments from the City Attorney. John Wallace asked that the Council give consideration to a new option regarding a municipal court system. As of January 1, 1985, the City could create its own municipal court. He suggested that the Finance Director prepare a report projecting future costs of such a system. The advantages of the City's own court would be 1.) savings in police overtime, and 2.) ease in scheduling in comparison to the present conditions inherent in working through the District Court. John also pointed out that the City would have the alternative option of joining with another city in the formation of a municipal court. Mayor Naughten then suggested there be a brief discussion of the goals and duties of the Personnel Department. The problem of the Personnel Director playing two roles and the conflict inherent in this was addressed. The am history of the City's need for a Personnel Director was examined and the position's subsequent evolution into the performance of labor negotiations. The suggestion was made that the role of Personnel Director be realigned with the original intent of the Council, ie, a Personnel Director responsible for the maintenance of personnel records, employee evaluations, benefit plans, etc. Labor negotiations for the City should be handled by an independent labor negotiator. The members of the retreat agreed that the position of labor negotiator presented a conflicting dual role for the Personnel Director and should be reevaluated. Discussion then followed regarding the potential job requirements for the position of Community Services Director. It was agreed that the individual considered for the position should possess municipal planning experience with a strong background in administration. An Engineering degree was concluded to not be a necessary qualification for the position. CONCLUDING REMARKS Council President Jaech then adjourned the meeting with a synopsis of the two day retreat. She thanked the participants of the meeting and expressed her happiness with the accomplishments of the group. The Councilmembers, City Attorneys, and Mayor also expressed their satisfaction and the overall consensus that both time and effort had been well spent. -7- EXHIBIT 1 I. PRESENT DEPARTMENT HEAD ORGANIZATION The following organization represents eight Department Heads for an annual 1984 Budget of $364,145. $302,976 in salaries, $61,169 in benefits. MAYOR POLICE FIRE FINANCE PLANNING PUB. WORKS 40,788 40,380 40,380 339456 37,752 E-10 E-10 E-10 E-8 E-10 (49) PERSONNEL 36,504 E-8 (3) (2a') (13) (7) PARKS 35,340 E-9 (6) The above chart represents total personnel of 166. ENGINEERING 38,376 E-10 (8) (57) EXHIBIT 2 II. PEOPLE ACQUISITION BUDGET AND PERSONNEL UPDATE A. Beginning People Acquisition Bud et (1984 Budget, Page 11 - Attached? 1. Added Crime Prevention Officer 2. Consolidation 3-9-84 (Attached) 3. Added (1) Fire Fighter NET FUND BALANCE B. Personnel Head Count 1. Beginning of 1984 166 People 2. Crime Prevention Officer + 1 3. 3-9-84 Consolidation - 2 4. Added (1) Fire Fighter + 1 NET ADJUSTMENT 166 $110,838 (17,716) 38,500 (18.203) .�11j,5ts5 EXHIBIT 3 DEPT: CITY COUNCIL FUND: COUNCIL CONTINGENCY DEPT. NO: 110 NARRATIVE CONTINGENCY - FUND 119 The purpose of this fund is to provide monies with which to meet any minicipal expense, the necessity or extent of which could not have been foreseen or reasonably evaluated at the time of adopting the Annual Budget. R.C.W. 35.33.145 limits the amount of this fund to 37.5t per $1,000 of assessed valuation, or approximately $389,954. Council anticipates use of the ending cash balance for the following: $ 19,000 Down payment for computer $ 34,800 Additional court fees $ 45,000 Litigation, CETA $ 14,000 Operation and Maintenance for Eire Rescue Boat $110,838 People acquisition and employee merit increases 40,000 Reserve for unanticipated contingencies 11 EXHIBIT 4 March 9, 1984 MEMO TO: Councilmembers FROM: Larry S. Naughten Mayor SUBJECT: CONSOLIDATING COMMUNICATIONS PURCHASING COORDINATOR AND MAIL COPY CLERK POSITION As part of my memo of March 1, 1984 on the subject of limited reorganization, I indicated that the Communications/Purchasing Coordinator position would be consolidated with the Mail/Copy Clerk position and the new job description for Communications/Purchasing Coordinator position would be submitted at a later date. I have attached for your review a copy of the new revised job descrip- tion for Communications/Purchasing Coordinator position, along with the two previous job descriptions, which are no longer accurate as a result of the consolidation and reassignment of duties. Your approval of these organizational changes and establishment of classi- fications will not only reduce re ular/full-time staff from five to three, but save the City $38,500 annually. I have attached a breakdown of how this cost saving is achieved. Please call me if you have any questions or suggestions. PL/LN/md EXHIBIT 5 J N Q +� G 4- cu ~ C In (U LLJ m LLJLA � a7 d CT W f0 = 3 3 O J W m z O o a a � N v LLJ Ln O O %o N CL n O f� t0 r- N Zr 1G t1'f M LA N M C)w w w w w w M O wl M p vN9 Vi M 402► 404 VgA W # 1N s} O CL O w a O 1..1 Q N W 00 r• N coCL O LA Ln N C+J O et %O O %o co OI. w w w w w w V N r- N M N M � Ir- W Vw N9 W CL J Q M O O LM V LL V NA Ln p L O N V C •O O p L) C b d v a •CA U. _ > r-� iI V L O Ln �r N H +�► L L w CL Y L OJ L 00 W f +� i0 a P.- r d 7 \ C OJ V V cn V- *q. H d N L C� Ln Y J L V b d > d r. V J L d 7 "r C C C)'r 6.> +J C.� � L= i \ i0 L. L.C.� V V) OC O nJ W Vzoo ~# Q W r- r' r• N OC fd EXHIBIT 6 1. MAYOR'S RECOMMENDATION I have evaluated each of the other cities' organization charts and re- lated them to our needs. Before addressing the recommendation, I want to make it clear that I see our goal is to evaluate and discuss viable alternatives to our pre- sent organizational structure; it is not necessary to arrive at a total consensus on the "right" structure. It would be nice, but not realistic. I believe there are several viable alternatives that will take further study and discussion, and a couple of Saturday meetings to finalize a decision. Hopefully, we can do this before June 1. Once we have what the Mayor and Council feel comfortable with, we can do a more detailed and complete organization chart, showing all City personnel positions and functions. Further, we would incorporate and overlay our proposed word - data processing plans into the detailed chart. The plans will show that some departmental functions will be impacted more than others - overall there will be an increase in efficiency, and over the long run a reduc- tion in cost. Since I would like to focus on the upper management level at this time and the data processing upgrade is still being studied, it would be premature to discuss it at this time. I am recommending that the following organizational structures be discussed and evaluated. Given our needs and our budget limitations, I feel either of these tw❑ alternatives provide viable advantages. Either one could suit our needs. ALTERNATIVE I MAYOR POLICE FIRE PUBLIC WORK$ COMMUNITY FINANCIAL PLANNING 2 SERVICES (49 ) (23 ) PUBLIC WORKS 57 PLANNING 4 ENGINEERING 8 BUILDING 3 FINANCE 9 PARKS 6 PROP. MGR . I l75) (16) PERSONNEL ADMINISTRATIVE 3 PURCHASING I RECEPTIONIST 1 idl TOTAL EMPLOYEES 168 EXHIBIT 7 Mayor's Recommendation -2- April 11, 1984 Please keep in mind my recommendations are not intended to dampen dis- cussion on these or other alternatives, but rather to stimulate it. My mind is not set on any proposal. Through group discussion perhaps a better way can be found.' I'm excited about the prospects of some real positive ideas coming out of our two-day retreat. The above adds only two full-time people to our total - a Community Ser- vices Director and a Secretary. I would promote Art Housler to Public Works/Financial Services Director, and utilize Art's administrative and organizational skills. This proposal would shift more responsibility to the Personnel Department, and reduce some duties from the Finance Department. In addition there would be the following advantages: 1. Reduce total reporting Department Heads from eight to five. 2. Develop a stronger management -team concept and organization. 3. Reduce present waste of time due to lack of coordination and control of employee tasks. 4. Centralize the City purchasing to save both time and money. 5. Better utilization of supervisors for field time and less ad- ministrative time. 6. Better coordination of information systems by having an admini- strator who understands the core of any business system, which is finance/accounting. This person would be greatly involved in upgrading present systems. 7. Add more responsibilities to the Personnel Director. ALTERNATIVE II MAYOR ADMIN/ COMMUNITY PUBLIC WORKS POLICE FIRE FINANCIAL PLANNING SERVICES 1. SERVICES I SERVICES 2 (49) (29) PERSONNEL 3 PLANNING 4 ENGINEERING B CITY CLERK 3 BUILDING 3 P. W. MAINT. 57 FINANCE 6 PARK S / PROP. MGR. I REC. 6 (16) ( 0) (66) TOTAL EMPLOYEES 169 EXHIBIT 8 Mayor's Recommendation -3- April 11, 1984 On the surface it appears this alternative would best utilize the exper- tise we have in-house. Art being a conservative and a good resource mana- ger could greatly influence labor negotiations. Since negotiations center on dollars available he has been and is involved anyway. I believe he can help in this area. Further, he will be needed in the implementation of upgrading the data processing if the Council votes to do so. He seems to have a handle on this project and the subject of systems. Under this alternative only five administrators will report to me. The Personnel Director will only report to the Mayor on sensitive areas of con- cern such as grievances, reclassifications, change in duties, requests for manpower and salary changes. On day-to-day operations, labor negotiations and mandated changes to benefits he will report to Art. In addition there would be the following advantages: 1. Allows us to advertise and hire a fully experienced business ad- ministrator for Public Works. I feel we do not need a task ori- ented specialist, but a business person to manage our greatest and most expensive resource - people. 2. Allows us to advertise and hire a fully -experienced professional community planner. I feel we need to move ahead with the inter- mediate and long-range plans for our community. There is a need for this in our city. 3. By the reduction in the number of administrators reporting to me and the prospective quality of the two new hires, I will be able to build an excellent upper management team. Alternative II adds three full-time people to our total - a Community Ser- vices Director, a Public Works Director and a Secretary. 2. STAFF RECOMMENDATIONS (Attached) EXHIBIT 9 April 10, 1984 MEMO TO: Larry S. Naughten FROM: Stephen 0. Simpson, Director Parks and Recreation Department SUBJECT: nR.irrTTVFC IDEAS ON REORGANIZATION 1. Keep the administrative layers as few as possible (no more than four). 2. Keep the cost to a minimum (add a minimum of high -cost supervisors). 3. Reduce span of control for mayor; increase it for administrative areas where supervisors have only one subordinate. 4. Consolidate functions where responsibility and authority are now separate. REORGANIZATION 1. Combine all support services into one department, including City Clerk, Personnel, and Property Management. ADVANTAGES: Combines two of the smallest departments into a larger department. Reduces the Mayor's span of control. All three func- tions are in the same physical proximity. DISADVANTAGES: Removes Personnel from the direct control of the Mayor. 2. Hire a Mayor's Assistant. ADVANTAGES: This would free up the Mayor's time from detail work so he can concentrate on administrative policy. The Mayor's Assistant could be designated to be the chief administrator in the Mayor's absence. The Executive Secretary would report to the Mayor's Assistant. This position would not be between the Mayor and the Department Heads and would not increase the levels of administration. 3. Rehire the Public Works Director and combine with Engineering. ADVANTAGES: Provides better administrative control of the City's largest and most expensive department, and coordinate between Engineering and Public Works. (It appeared to me the City ran smoother with this system in years past.) EXHIBIT 10 IDEAS ON REORGANIZATION Page 2 April 10, 1984 3. (Cont.) Some of the supervisory level may be able to be phased out with attrition since some have a one-on-one superior subordi- nate relationship. 4. Combine Grounds Maintenance and Parks and Recreation. REASON: Parks and Recreation operates most of the city's building space and most grounds, but has no authority over their maintenance. This change would result in better direction for Parks Maintenance and better coordiantion with park planning. This would allow the department which plans, schedules, and directs activities in the parks also to be responsible for their maintenance. With attrition some savings could be achieved by restructuring Grounds supervision. Most cities find this system works well. DISADVANTAGES: This change would have to wait until the city acquires a computer/information processing system. It would reduce some of the coordination between Buildings and Grounds. r- SOS/mw ADMINISTRATIVE LAYERS Level 1 - Mayor Level 2 - Department Head Level 3 - Supervisor Level 4 - Service Provider . EXHIBIT 11 April 3, 1984 MEMO TO: Larry S. Naughten Mayor FROM: Stephen 0. Simpson, Director Parks and Recreation Department SUBJECT: COORDINATION BETWEEN BUILDINGS AND GROUNDS DIVISION AND PARKS AND RECREATION DEPARTMENT Bobby Mills and I explored the idea of splitting Building Maintenance and Grounds Maintenance and placing Grounds Maintenance under the Parks and Recreation Department. We recommend against this proposal, for now, because: a. Buildings and Grounds, split, would lose some economies of scale and mutual support between the divisions. b. Parks and Recreation does not have enough clerical staff to support Buildings and Grounds. This may change when the city acquires its new computer/information processing system. We suggest trying an alternate approach. Have one person from Parks and Recreation meet with Buildings and Grounds' supervisor once a week to co- ordinate Parks and Recreation.Department needs, proposed park plans, and review changes to parks required for maintenance considerations. Linda Sullivan would be the Parks and Recreation Department's representative; Felix deMello, Buildings and Grounds'. We suggest reviewing this system in the fall to see if it improves the operation and -coordination between the departments. No additional time or resources are required for this change. Park main- tenance for the well -used parks and facilities should improve as a result of this coordination. SOS/mw EXHIBIT 12 April 11, 1984 MEMO TO: Larry S. Naughten Mayor FROM: Pat LeMay e� Personnel Director SUBJECT: IDEAS ON REORGANIZATION With the merger of the Finance Department and City Clerk Department, my previous ideas should be revised as follows: There should be an Administrative Services Department (or it could possibly be called Human Resources Department) reporting to the Hayor which would be broader in scope than a Personnel Department and would involve the personnel and labor relations functions as well as mail, purchasing and communications functions and possibly building maintenance and security functions. Thus, the staffing and line relationships would look like the following: MAYOR ADMINISTRATIVE SERVICES DIRECTOR or HUMAN RESOURCES DIRECTOR Pat LeMay PERSONNEL PURCHASING, COMMUNICATIONS BUILDING MAINTENANCE Georgia LaBelle AND MAIL AND SECURITY Maureen Des Rosiers Mayumi White Ed Huntley & Crew Donna Watson * (possibly) Margaret Hill * (This would be later after centralizing purchasing for the whole City.) EXHIBIT 13 V. POLICE CHIEF REPLACEMENT Under .your Public Safety discussion we can review this subject. As you know I have decided to look to the Department for Chief Foster's successor. The only question to be decided before I start the selection process is whether or not we should change the Police and Fire Chiefs to non -Civil Service positions. John Wallace, one of our staff Attorneys, will review current trends on this subject, and the advantages to our City in making this change and any disadvantages if we do. EXHIBIT 14 April 9, 1984 MEMO TO: Larry S. Naughten Mayor FROM: Dan Prinz,.Acting Police Chief Jack D. Weinz, Fire Chief SUBJECT: PROPOSED PUBLIC SAFETY DIRECTOR We feel that the Police Department and Fire Department are oper- ating effectively and efficiently under their present organiza- tion structures. We oppose the position of Public Safety Director because it inserts another level of management between the Mayor and Department Heads which we feel is unnecessary, costly, and results in less communication between the Mayor and affected De- partment Heads. an Prinz,Aingice Chief dTacRa nz, ir ie DP,JDW:be a . EXHIBIT 15 April 11, 1984 MEMO TO: Larry S. Naughten Mayor FROM: Mary Lou Block Planning Director SUBJECT: PERSONNEL NEEDS FOR PLANNING DEPARTMENT In my February 24, 1984 memo prepared for the Council workshop, I detailed a number of goals and projects for 1984 and beyond. At that time I indi- cated that a number of the Department's mid- and long-range planning pro- jects were dependent upon our ability to obtain the services of an addi- tional planner. This need is becoming increasingly critical. There are a number of planning projects that should be addressed by the Planning Board. However, our planning staff of four employees is so oc- cupied with the day-to-day service activities, including: Code adminis- tration; project review; permit and application processing; subdivision review and public hearing; staff support to the various boards, the Hear- ing Examiner, and City Council, that there is little time to get to the important longer -range activities. I have attached an excerpt from the February 24th memo, setting forth the mid- and long-term goals/projects we are anxious to pursue. My re- commendation is that the $10,000 that was identified in the 1984 budget be authorized to retain the services of a person, on a contract basis, to provide long-range planning staff assistance to the Planning Board. MLB/tq attachment cc: file EXHIBIT 16 EXCERPT FROM THE FEBRUARY 24, 1984 MEMO REGARDING PERSONNEL NEEDS FOR PLANNING DEPARTMENT "II. MID-TERM GOALS/PROJECTS A. PREPARE PLAN TO IMPLEMENT DDAT RECOMMENDATIONS Estimated Completion Date: August 1984 Estimated Staff Time: 20 hours When the DDAT team leaves Edmonds, we will be left with some conceptual recommendations fordowntown development activities. It will be necessary for the City to take some action to imple- ment these recommendations. B. EXPAND HIGHWAY 99 STUDY TO INVOLVE PARTICIPATION OF LOCAL PROPERTY OWNERS, ADOPT RECOMMENDATIONS AND DRAFT REGULATIONS Estimated Completion Date: September 1984 Estimated Staff Time: 200 hours There is acknowledged need to complete action on Highway 99 regulations to allow for more creative, economically feasible development in the area. However, there is still uncertainty on the part of the Planning Board as to their proper direction. It appears that further work with the Board and affected prop- erty owners is necessary. C. PREPARE HCD BLOCK GRANT APPLICATIONS FOR THE 1985-87 PROJECT YEARS Estimated Completion Date: September 1984 Estimated Staff Time: 80 hours A selection of eligible and worthwhile projects and the adequate completion of applications is necessary for the City to compete with other applicants for an equitable share of the Block Grant dollars. D. REVIEW ZONING IN MEADOWDALE AREA Estimated Completion Date: October 1984 Estimated Staff Time: ours When the sewers have been completed in the Meadowdale area, there is bound to be pressure to rezone some of the land. It will be important to take a careful look at topography, services, etc. in making rezone decisions. EXHIBIT 17 Excerpt Page 2 E. REVIEW COMPREHENSIVE PLAN AND ZONING FOR THE WESTGATE AREA AND SR 104 Estimated Completion Date: December 1984 Estimated Staff Time: ours The existing zoning in the Westgate area has been questioned. There appears to be adequate reason to study the appropriate zoning regulations for the area in the City,and also along SR 104 in Snohomish County. F. MONITOR DEVELOPMENT OF HARBOR SQUARE PROJECT Estimated Completion Date: December 1984 Estimated Staff Time: 7M hours The development of Harbor Square is a major addition to the City. Many matters require special review and attention. G. WORK WITH SENIOR CENTER ON HCD BLOCK GRANT PROJECT TO BE FUNDED JULY 1984 Estimated Completion Date: July 1985 Estimated Staff Time: 10 hours The Senior Center is eligible for a $100,000 HCD Block Grant for a substantial building improvement. They will need assis- tance from the City for this project. III. LONG-TERM GOALS I PROJECTS A. TO COMPLETE DEVELOPMENT OF THE WATERFRONT TO ASSURE MAXIMUM PUBLIC ACCESS AND USE WHILE ENHANCING THE BEAUTY OF THE AREA - WORK WITH PORT, PARK AND PUBLIC WORKS DEPARTMENTS, ETC. B. TO ENCOURAGE AND PARTICIPATE IN THE REVITALIZATION OF DOWN- TOWN AREA - MAIN STREET PROGRAM, DOWNTOWN DEVELOPMENT ASSIS- TANCE TEAM, ETC. C. TO ENCOURAGE ANNEXATIONS AND QUALITY DEVELOPMENT ALONG HIGH- WAY 99 AND SR 104 D. TO CONTINUE IMPROVEMENT OF PERMIT PROCESSING SYSTEM AND EF- FICIENCY OF DEPARTMENT - CONTINUE TRAINING PROGRAM FOR BUILDING STAFF" EXHIBIT ]8 s � ■� �� � �7 § ;� f§ � § _■ § ©- _ s � � 8 2 La %� §Ik ac ac z. - }k u ` ©�- mk C4~ § _ k ) § - _ _ K■� eF§ � dr )IL ILe _z AK AL ` _ L LD 2 _ § 41 IL rK _ z�= k BU EXHIBIT 19 PERSONNEL MAYOR POLICE PARKS TION FI1UNCE I I FIRE I I PLANNING PUBLIC WORKS EXHIBIT 20 EXHIBIT 21 PROPERTY MANAGER E-7 DATA PROCESSINGI NE-8 NE-61 FINANCE DEPART}1ENT DIRECTOR E-10 J PROGRAMMER/ANALYST I COMPUTER OPERATOR NE-51 KEYPUNCH OPERATOR I CITY CLERKI P-14 NE-51COMM./PURCH. NE-21RECEPTIONIST/ SWITCH. BD. SECRET NE-5 ACCOUNTING E-3 ACCOUNTING SUPERVISOR . NE-8 ACCOUNTANT NE-6 TREASURY CLERK NE-5 ACCTS.PAY/REC. NE-5 UTILITY BILLING EXHIBIT 22 0 CI O L H N r r O C O C rrr V Ln W W W W V W W Z CD Z Z Z Z w LEZ --..--.r►.-. ]C .-. a. �.. r In et Ln co �rNr .,,r�.�rrr 1 W IZ N V W V N F- N N J c �D of N H Ln In rrr Q � CCOC � r v v � Q W � C � C N CD OOOidE O O OC W 10 C -P c a r .W., to 00 Ire Ln V � M N r 1 1 1 Z LA= Z tu W H Z Z ►W...--.r►r� W LAIl1►a. M co 1 W � Z Q H a tt u y1 J ' N L a aJ 0 c a d MNr^ �1. M rrr f� O W a � 1 W /111'f ZZ ~ Z=Z W Z = M r Z U. EXHIBIT 23 SECRETARY NE-5 FIRE MARSHAL E-8 SR. INSPECTOR NE-13 NE-11 (1) Special Project Coordinators 6 Shift Relief r-- STATION 1 FIRE CHIEF £-10 ENGINE COMPANY IN-SERVICE INSPECTIONS NE-11 (1) Public LT. 13 LT. 13 LT. 13 Education Inspector b NE-12 NE-11 NE-11 Shift Relief (1) (1) (1) NE-11 NE-11 NE-11 (1) (1) (1) CHAPLAINS (2) VOLUNTEERS ASST. CHIEF E-8 STATION 2 LT. 13 LT. 13 LT. 13 NE-11 NE-11 NE-11 (1) (1) (1) NE-11 NE-11 New Hire @ (1) (1) NE-8 CALL PERSONNEL EXHIBIT 24 OFFICE COORDINATOR NE-6 RECEPTIONIST NE-1 RECREATION COORDINATOR NE-7 RECREATION MSTRUCTORS (55) RECREATION ASSISTANTS (2) PLAYGROUND SUPERVISOR . Leaders (6) PARKS & RECREATION DIRECTOR E-9 INFORMATION/ ARTS COORDINATOR NE-7 CULTURAL ARTS INSTRUCTORS ARTS COMMISSION CONTRACTED LANDSCAPE DESIGNER ATHLETICS/ UATICS COORD. NE-7 POOL STAFF (Summer 12) ATHLETIC PROGRAM INSTRUCTORS EXHIBIT 25 i EXHIBIT 26 CITY ENGINEER E-10 E-7 ASSISTANT CITY ENGINEER . E-6 HYDRAULICS ENGINEER E-4 ENGINEERING COORDINATOR NE-10 ENGINEERING INSPECTOR I . NE-10 ENGINEERING INSPECTOR I NE-6 ENGINEERING AIDE I NE-5 SECRETARY PART -TINE K+ Ln N W W W Z Z Z 1' = C u_NV QQ� W a La. p._. cdc5 d IQii = cuc a vvvv O LLJ to S .r O > N •d •4 O La CL N N9 Z �W UJ EXHIBIT 27 z 1 QWmS s Z= u C S b W W 4J 4 m L L z Z Q d d a7 d GC W z $ L L 1 1 W W Z Z N vr v s s v 4 m • C C Z S Z C C v 1 ... SZ = • • W W Q � N _ 01 �O W� _- Ih z z s mzMZ 1 Cz _ S to i m Ldj H C Cfa C ! i •.. Ip 10 •r c c i S r•• r- N C C ui � T R • • N • kn N = O v v W Z O► �C �C +9 •N.. z z Z z 1 t W W W Z Z Z s _ �: s L'i go C^ s C C T _C O a/ C C4w4j �p C OC Lau u W LaJ _C N • • C 4J IM i+. "C- u CL z W W Cie U in so CA � -J� sa •p Z...I et�0 V V V V V �/• •��VV r � m • . • • . ■ EXHIBIT 28 2 z•-� a o a w R6 x 9 1 I I m ae fn ao N .9 City of Kent EXHIBIT 29 ORGANIZATION CHART December 31, 1982 ELECTORATE_____ ADVISORY BOARD AND COMMISSIONS Library Board Arts Commission Hearing Examiner EXHIBIT 30 °a 2 _ J L) Y 2 ao Y � IL � N �a i.i ff 0 Z O N V1 f � O Q V C O m w Q Z O !- «.r ca OC Z Q Zbdw Q=m .J Q ar C.Q. J Z Cl pr N C7 N C �--� J Z: co � 1 O N V J Q W W u a 0-4a > Q OG W LL N1 O J C >Q •r Q V co O V W V air J O d = 0 u •� W H V CC Q .i Z H Z N z U. n►..Lfl Q I J. J m O le d W Li Q N wiz Z C m m O► f•'f co N Ri �.n as Li M W W W OC �• 5 � N Lo s s cc 0 ti W u W6 O %0-.► c,"', ac OC � to u v;xw 12 id . C EXHIBIT 31 d ts'► i � V ' �z S EXHIBIT 32 0 N Wei Z `` 9 $ y��'"�W� W � C Z 61 a 0- h .19 114-4 W •� � u wm n J ccN L. F� !rJ iyyJJ,� EXHIBIT 33 Zja,A VIS piq .4404 %A4bd / / +v/1 0.3 � r l 4 {j J U � � N V N U � u C a r r p U U EXHIBIT ]4 |� § �� § 1 | 1 , § � � & $§ || � B § § | � k & 2 § ■ | § ■ _ � ■ & ` B � I ■LJ■ & If | § � | ■ Li | � & ! ■ ! M w w W M ` Q LU o W W Q EXHIBIT 35 k� iD u ! ' W 16 W F EXHIBIT ]6 k� | | _|�■ Fu ■ . ■ _| ��■- � �! k "!��•-'H., � 2 . �..-! § !u l| EXHIBIT 37 J IU) uj c U Zo =aQ J a _C w WoQ dL9 i I a a: a: Z �' Q min. ZU. U L N IL 0 v a �' vaZ �T ofW a Z--ua co Z ❑ cc Uo L!j O� zI J V a /� v ii O N J � z z J W~ W z a_ LL. a Z z Z= N =ZF W N a N v� N I vMa re� o W a v�W.F W rE EW D vv>= LL vp vW a z ° L7 E v W CCa ° z p °) U c .6) L a W W vc�� vmLWL CLg.c�E Z v H a CITY OF EDMONDS MAYOR/COUNCIL WORKSHOP MAY 19, 1984 A Mayor/Council Workshop was held Saturday, May 19, 1984, in the Community Services Staff Lounge of City Hall. The meeting began at 8:15 A.M. Those present were: Mayor Naughten Council President Jo -Anne Jaech Councilmember Steve Dwyer Councilmember Laura Hall Councilmember William Kasper Councilmember John Nordquist Councilmember Lloyd Ostrom City Attorney Scott Snyder City Attorney John Wallace Resource Person Jo Pendergast Council President Jo -Anne Jaech began the meeting with a brief review of the concepts discussed at the April 13th and 14th Retreat and suqgested that the agenda for the meeting follow a similar format. She then announced that as a preliminary discussion to City reorganization, City Attorney John Wallace would expand upon a May 4th memo entitled Appointment of Police Chief - Civil Service vs Non Civil Service, see attached. John Wallace stated that the principle reason for many municipalities removing their Police and Fire Chiefs from Civil Service was to heighten the positions' accountability as managers to administration. Cities in the immediate area which have made this change include Mercer Island, Bellevue, Redmond, and Kirkland. All cities are required by state statute to maintain a Civil Service system. Cities abide by a state Civil Service system unless they adopt and utilize their own. John listed two methods by which a municipality can es- tablish a non Civil Service status for their Police and Fire Chief positions. The first, and generally least questionable, is to establish the position of Public Safety Director, thereby virtually eliminating the positions of Police and Fire Chief and thus avoiding the necessity of Civil Service. The second and less favorable is simply to remove the Civil Service status of the incum- bent Fire or Police Chief by mutual agreement. If the position is vacant, an ordinance would be drafted to alter the status of the position and create a non Civil Service status commencing with the installment of a new chief. John Wallace suggested that a drop back provision be considered in the creation of such an ordinance, ie, if the individual under personal contract as Police or Fire Chief was not successful and later removed from the position in order to continue working within the department, that individual would regain his or her last permanent Civil Service rank. This would apply to in-house applicants only. After a brief discussion of the above points among the Mayor and Council, Council President Jaech made the motion that an ordinance and contract be drafted by the City Attorney with drop back clause for the creation of a non Civil Service Police Chief position with the agreement that upon the retirement or resignation of the incumbent Fire Chief, that position, also, would become non Civil Service in status. Workshop minutes, page 2 Motion carried with Councilmember Hall abstaining with the statement that John Nordquist, as Chairman of the Public Safety Committee should meet with both Fire and Police Chiefs for discussion and that she, personally, desired further information on the subject. Councilmember Ostrom remarked that while he had voted 'yes', he had done so in the best interests of the City and had no intent of harm to the interests of the individuals involved. Councilmember Kasper added that the Public Safety Director issue was one that would not be addressed at this time and that he intended by his vote to keep the option open of possibly reinstating the two positions to Civil Service Status in the future. It was felt that the individuals involved should be apprised of the situation and that their viewpoints be discussed. Mayor Naughten pointed out that it must be made clear, however, that the decision has been made and that it was in the best interests of the City to do so. Discussion then proceeded to the April Retreat proposals for the Public Safety Division. Councilmember Hall requested that the Mayor inform the Council of his feelings on the subject. Mayor Naughten presented his preference toward keeping the Police and Fire Departments separate as they are at present. Councilmember Hall then moved that the Police and Fire Departments be kept as separate entities as they presently exist. Motion carried. Mayor Naughten then announced that he will begin procedures for establishing guidelines for examination for the position of Police Chief as a non Civil Service job following the passage of the ordinance so dictating. City Attorney John Wallace will schedule the ordinance for the May 29th Council Consent Agenda. Council and Mayor then reviewed their previous recommendations for the formation of a Support Services Division. Councilmember Kasper stated that he would no longer support his original suggestion for the placement of Parks and Recreation under the Support Services Division and instead, favored Mayor Naughten's desire to place the Parks and Recreation function under Community Services. Mayor Naughten referred to Art Housler's memo which suggested that the function of real estate/property management be placed with the Community Services Divi- sion. The meeting participants then agreed that while their goal was to assign functions to various divisions within the City, the arrangement of the various sections and positions within each division would be the responsibility of each division head. Council President Jaech then made a motion to approve the creation of a Support Services Division with one division director responsible for the functions of Finance, City Clerk, Personnel, Purchasing, Receptionist, and Data Processing. Councilmember Hall then brought a point of discussion regarding the name Support Services. President Jaech agreed to change the name to Administrative Services. Motion was restated with the division renamed Administrative Services and was carried. Workshop minutes, page 3 Council President Jaech then listed the remaining functions of Planning, Public Works, Engineering, Parks and Recreation, and Facilities Management as being under the jurisdiction of the Community Services Division. Councilmember Nordquist emphasized the need for consolidating the maintenance and management of buildings and property under a single area. Once again, the discussion revolved around the necessity of a strong division director responsible for the administration of various functions within a division. The Council and Mayor also acknowledged the input and reactions of the Staff to a reorganization attempt. Council President Jaech then made the motion to establish a Community Services Division comprised of Planning, Public Works, Engineering, Culture and Recreation, and Facilities Management. Discussion ensued regarding the maintenance of buildings and grounds and the authority for such responsibility. Councilmember Kasper stated that he, personally, felt that Real Estate Management would be a better classification than perhaps Facilities Management. The maintenance of buildings, grounds and real estate coordination would all be within the same section within the Community Services Division. Council President Jaech stressed that the Council's prime concern was that the maintenance of the City's buildings and grounds be managed and coordinated in one area but that the ultimate responsibility for assignment of functions would fall upon the Community Services Director. Mayor Naughten stated that he would come back before the Council in the near future with recommendations for classifications for the positions discussed and created today. The motion then carried. The meeting adjourned at 10:15 A,M. to an Executive Session. MAYOR FIRE I I POLICE 11 ADMINISTRATIVE SERVICES I I COMMUNITY SERVICES Finance City Clerk Personnel Purchasing Receptionist Data Processing Public Works Planning Engineering Parks/Recreation Facilities Management TO: FROM: RE: DATE: CITY OF EDMONDS CIVIC CENTER • EDMONDS, WASHINGTON 96020 • (206) 775-2525 CITY ATTORNEY MEMORANDUM Mayor and Members of the City Council Office of the City Attorney Appointment of Police Chief - Civil Service Versus Non Civil Service May 4, 1984 I. SUMMARY LARRY S. NAUGHTEN MAYOR The City Code currently provides that the position of police chief is a civil service position. At the same time, the police chief is a department head and part of the high level management team of the city admnistration along with the Finance Director, Planning Director, Personnel Director, etc. As a civil service position, appointments are made by the Mayor subject to a selection process conducted by the Civil Service Commission. Likewise all personnel actions by the City are subject to a potential Civil Service Commission review and corrective action. On the other hand, if the police chief position were withdrawn from the Civil Service System, then appointments and removals would be handled in the same manner as for any other department head in the city. The City Council and Mayor, therefore would have more discretion over appointment to and performance in the position. The purpose of this memorandum is to describe the pro- cess under civil service for appointment of a Police Chief, describe the Mayor's powers to take personnel actions under civil service, the appointment process if the Police Chief position were not civil service, and, finally, the procedure for removing the position of Police Chief from civil service. When appropriate, for your information, I have enclosed copies of applicable civil service rules. II. POLICE CHIEF APPOINTMENT UNDER CIVIL SERVICE A. Provisional Appointment: For every position under civil service there must be an eligibility list established by competitive examination before a permanent appointment can be Memorandum May 4, 1984 Page 2 made. When there is no eligibility list available, as was true in the case of the Police Chief, then a provisional appointment may be made pending the establishment of an eligibility list for Police Chief. Such a provisional appointment is only effective for six month. (Civil Service Rule 9.4). B. Creation of ElL2ibility List for Police Chief. 1. The Secretary/Chief Examiner announces and then conducts a competitive examination. (Civil Service Rule 9.4) The Mayor determines whether the appointment will be an "original" appointment, meaning that anyone meeting the Police Chief qualifications can take the test whether they are from within the Department or without, or a "promotional" appointment, in which case only Edmonds officers may compete. (Civil Service Rule 7.9 and 9.1(B)). 2. The Civil Service Commission establishes the scope and character of the examination to be given. (See Exhibit A, Civil Service Rule attached). 3. The eligibility list is drawn up ranking the appli- cants according to the number of points they scored. Additional points will be given to qualified veterans and examination scores and ranking on the eligibility list will be adjusted accordingly. (Civil Service Rule 8.1). C. Certification and A ointment: The Civil Service Commission will then certify the three top names on the eligibility list to the Mayor. The Mayor will then select any one of those three certified names. Present ordinances do not require council confirmation. D. ARpeals of Examinations: Under Civil Service, a candi- date has a right to challenge the scoring of the competitive examination as well as any of the questions that have been asked to the Civil Service Commission. Any appeal of a Civil Service Commission's decision on the appeal would go directly to Superior Court. (Civil Service Rule 7.11) III. PERSONNEL ACTIONS UNDER CIVIL SERVICE A. Probationary Status: Every person who is hired or pro- moted under Civil Service is subject to a probationary period during which time the Mayor may dismiss that person at his discretion. For original appointments this period is twelve months long, for promotional appointments it is a six month Memorandum May 4, 1984 Page 3 period. The Mayor must give a written notice to the proba- tionary employee which must give the reason for the dis- missal. A copy of this notice must be sent to the Civil Service Commission. The rules are silent as to what sorts of reasons may be the basis for a probationary dismissal, however the rule does state that such dismissal may be dis- cretionary, implying that the Mayor does not have to esta- blish good cause for such an action. Any person who was dismissed after being promoted to the position of Police Chief must be restored to his or her pre -promotional position. (Civil Service Rule 10) B. Layoff: The Mayor may lay off a civil service employee because of "shortage of funds, lack of work, or material reorganization of the department" provided that a notice of such layoff is sent to the Civil Service Commission. The Commissioners have the power to reinstate a laid off civil service employee if the Commission finds that the layoff was in bad faith. (Civil Service Rule 11.2) C. Disciplinary Action: The Mayor may suspend, demote or discharge a civil service employee only for cause as speci- fied in the Civil Service Rules. (See attached copy of Civil Service Rule 12.3, Exhibit B). The Mayor must serve a written notice stating the cause of the action on the disci- plined employee with a copy to the Civil Service Commission. The employee may request an investigation and hearing by the Commission which the Commission is required to conduct. The Commission is empowered to modify a suspension or order a reinstatement of an employee if it finds that the discipli- nary action was motivated by religious or political preju- dice, or there is a lack of cause as defined by the rules, or that "poor faith was exemplified." (Civil Service Rule 12). IV. POLICE CHIEF AS A NON -CIVIL SERVICE POSITION A. Appointment: The Mayor would follow the procedure for filling this non civil service position in the same manner as he would fill any department head position. The Mayor would decide whether the position should be advertised in house or outside the city. The Mayor would determine whether competi- tive tests will be given or other evaluative processes employed, such as use of an assessment center, and determine the nature of those tests or processes. The Mayor will select the person or persons to conduct any interviews of prospective applicants. The Mayor will determine what materials and information must be supplied with an applica- tion for the position. The Mayor can then select whomever he Memorandum May 4, 1984 Page 4 deems to be the most qualified. Although not currently required, the Council could provide by ordinance for confirmation of any such appointment. B. Advantages: The "management team" of the City Adminis- tration is typically made up of the heads of the various departments including police and fire chiefs. This manage- ment team is directed by the Mayor to implement his particu- lar philosophy, policies and programs. Additionally, the management team provides the Mayor with input and expertise essential to the effective implementation of the administra- tion's programs. For these reasons it is advantagious to the City Administration and Council if the performance of each member of the management team is equally reviewable and subject to the Mayor and Council's ability to make adjust- ments to that team. Removing the police and fire chiefs from civil service places those administrative positions on an equal basis with the other members of the management team. Some cities provide that if the position was filled with a person who left a civil service position, then that person would have a right to be reinstated to his or her civil service position upon termination as Police Chief. (See Redmond provision attached, Exhibit C). V. PROCEDURE FOR REMOVAL OF POLICE CHIEF FROM CIVIL SERVICE A. Create a Public Safety Director: If the City Council were to create a position of Public Safety Director that would oversee all police and fire operations, then such a position would be automatically exempt from Civil Service. B. Remove Police Chief position from civil service by amending the city's civil service ordinance, creating a new civil service system which specifically exempts the Police Chief from civil service. A copy of the Redmond ordinance which removes its Police Chief from civil service is attached for your reference. (Exhibit D). MAE:jt EXHIBIT C 2.12.075--2.12.080 All investigations made by the commission pursuant to the provisions of this section shall be had by public hearing, after reasonable notice to the accused of the time and place of such hearing, at which hearing the accused shall be afforded an opportunity of appearing in person and by counsel, and presenting his/her defense. If such judgment or order be concurred in by the commission or a majority thereof, the accused may appeal therefrom to the court of original and unlimited jurisdiction in civil suits of the county wherein he resides. Such appeal shall be taken by serving the commission, within thirty days after the entry of such judgment or order, a written notice of appeal, stating the grounds thereof, and demanding that a certified transcript of the record and all papers on file in the office of the commission affecting or relating to such judgment or order, be filed by the commission with such court. The com- mission shall, within ten days after the filing of such notice, make, certify and file such transcript with such court. The court of original and unlimited jurisdiction in civil suits shall thereupon proceed to hear and determine such appeal in a summary manner; provided, however, that such hearing shall be confined to the determination of whether the judgment or order of removal, discharge, demotion or suspension made by the commission was or was not made in good faith for cause, and no appeal to such court shall be taken except upon such ground or grounds. (Ord. 932 §2 (part) , 1980) . 2.12.075 Right to return to civil service position. 4-Whenever a person who has been permanently appointed or inducted into the civil service is promoted or otherwise transferred from a civil service position to a noncivil service position, such person, upon being demoted or otherwise transferred out of the noncivil service position, shall, unless waived, have the right to return to the civil service position and rank held at the time of transfer to the noncivil service position. (Ord. 1068 §3, 1982). 2.12.080 Filling of vacancies--Probationary Period. Whenever a position in the classified service becomes vacant, the appointing authority, if it desires to fill the vacancy, shall make requisition upon the commission for the names and addresses of the persons eligible for appointment there- to. The commission shall certify the names of the three persons highest on the eligible list for the class to which the vacant position has been allocated, who are willing to - accept employment. If there is no eligible list for the class, the commission shall either establish such a list as provided in this chapter or otherwise determine what list 11-5 (Redmond 3/83) 2.12.030 EXHIBIT D filled by temporary or provisional appointment will in fact be vacant, such as in the instance of a position vacant due to an officer on disability leave under the LEOFF Act, or for other good cause which in the discretion of the commission warrants an additional extension of such a provisional or temporary appointment; (11) Keep such records as may be necessary for the proper administration of this chapter. (b) The personnel department through the director or the director's designee shall perform the duties of, and serve as, the civil service commission secretary and chief examiner. The duties of the secretary and chief examiner shall be to keep the records of the commission, preserve all reports made to it, superintend and keep a record of all examinations held under its direction, and perform such other duties as the commission may prescribe. (Ord. 1101 §1, 1983; Ord. 1068 §1, 1982: Ord. 932 §2(part), 1980). 2.12.030 Persons included --Competitive examinations -- Transfers, discharges and reinstatements. The provisions of this chapter shall include all full time, fully commissioned officers of the city's police and/or fire departments except for the positions of chief of the fire department, assistant chief of the fire department, administrative assistant to the chief of the fire department, the police chief and the assistant police chief, who because of the nature of their positions shall serve in their positions as other city department heads and assistants. All clerical, dispatchers, fire inspectors, mechanics and other employees of either the police department or fire department who are not fully paid commissioned police officers or firefighters are ex- cluded from coverage under this chapter. The position of civil service secretary and chief examiner shall not be a civil service position. All appointments to and promo- tions covered by this chapter shall be made solely on merit, efficiency and fitness, which shall be ascertained by open competitive examination and impartial investigation. No person shall be reinstated in or transferred, suspended or discharged from any such place, position, or employment contrary to the provisions of this chapter. (Ord. 1101 §2, 1983: Ord. 1068 §2, 1982: Ord. 932 §2(part), 1980). 11-2 (Redmond 8/83)