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6Ec S Raa+ D ~ C: for Presentation to the BOARD of KING COUNTY FREEHOLDERS

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6Ec S Raa+ D ~ C: for Presentation to the BOARD of KING COUNTY FREEHOLDERS 701+ Ic- 6ec _ s raA+ d ~ c: For Presentation to THE BOARD OF KING COUNTY FREEHOLDERS 7 August 1968 My complim'ents. The preliminary draft of a charter for King County is excel- lent. It obviously represents a well-reasoned and thorough effort. It provides a forward-looking and flexible organization that will be representative and responsi ve to the needs and requirements of our changing times. ' You ha ve deliberately provided for the separation of powers so vital to the preservation of our system of representative democracy. My purpose is to present for your consideration a refinement in the separation of duties between the Administrator and the legistive body. I am convinced that the most efficient, responsive and flexible government is obtained when the legislative body establishes on at least an annual basis the objectives, purposes and goals of County government. These can then be im:lemented i~_ th~ f.or~ 9r 9U~ho~~zed p~~_ns, programs, services and policies. ali-l"\l ¿'--itl II0.t,- Jq (cz-l,.¡ /i-.:C-('~L"'" As å practical matter, the Adm'inistrator is in a better position to initiate ,these. To give the legislative body equal footing, it must have the duty by charter to contract for its own advice and counseL. Independent consultants must be available on such matters as the Law, administrative organization, performance and efficiency evaluation, fiscal accounting and controls as well as personnel policies and practices. The Organization to administer county government must be responsive to changing plans, programs, services and policies. To make the Administra- tor totally responsible, he must have the ability to organize and reorg;4'1ize employees, equipment and emphasis of the County government effort. he must be free of the internal politics and one-upmanship involved in requesting ordinance-approval from the legislative body each time he wishes to make an organization change. He must be free to win or lose at the polls. on the basis of his administrative leadership, abilities and performance. Two other practical problems are present when the administrative organization is rigidly defined by charter or ordinance. A s a function of a department becomes obsolete or falls way down the list of priorities, there is tremendous natural reluctance to abolish the function and reorganize the department even when this becomes highly desirable. Organization and procedures become-- too soon- - inflexible and unresponsive when they are rigidly defined. -1 "'~f''''f1 .J!.L. · t..........-.., L ~~:~ '"1.. - 2 - Priorities are extremely important toward achieving the first of the three efficiencies of government. Priorities assist in answering such questions as: Are the most important, necessary and desirable jobs being done? Are we doing some jobs that we could probably do without? The second efficiency involves doing the approved job in the easiest and least expensive manner. Involved here are the organization, direction, co13rdina- tion and procedures as well as use of equipment and office space. The legislative body must have independent advice and council to evaluate how well the Administrator is doing at this second kind of efficiency. The thii"d efficiency involves County employees. Jobs are only done by individuals. Are these individuals well trained? Are they stimulated and challenged by the assignments given? Are they able to develop and advance to their best capabilities? The legislative body must have independent advice to successfully answer these questions. ,/ In summay, the organization structure must not be rigidly defined by charter or ordinance. The legislative body must have the tools to establish and evaluate the performance, efficiency and direction of County government. In .conclusion, '. the j"charter is'cßnl,i~a? a credit to each of you. l . ,. 'J '1 :;f!1, WASHINGTON STATE CITY MANAGERS' ASSOCIATION FROM THE OFFICE OF L. Joe Miller Ci ty Manager, Ci ty of Bellevue August 7, 1968 Board of King County Freeholders King County Courthousg Sea ttle, Washington Gentlemen: Inasmuch as I will be absent from the County at the time of your second hearing, I am taking the liberty of writing my comments and offering them for the Freeholders i consideration. On the whole, I think the charter is of unusually good qual- ity and the Freeholders are to be commended. The residents of King County will be most fortuna te if this document is placed before them. I will mainly comment on those things which I think 'need ,/ addi tional improvement, but this is not to suggest tha t my primary reactions are nega ti ve. As a Ci ty Manager I was disappointed in the Freeholders' decision to recommend an elected executive. From a realistic point of view, however, I must admit that the residents of King County are probably not sufficiently prepared to accept an appointed executive inasmuch as there has been no work-up by the press and there would, of course, be yiolent objection by the entrenched political parties. I think that the provision for the elected executive has been well handled and the administrative offi- cial will be a useful technique a1 though it should not be conffdered as a substi tute or the counterpart of a county manager. My one general reaction to the charter is that it contains some redundancy and includes items such as Section 120 which is already provided by general law. I think it is a mistake to unduly lengthen the charter by the inclusion of unneces- sary material. Section 130 is an excellent idea to clarify the type of legal construction that the charter involves. I would strongly urge reconsidera tion of the composi t ion of the 1egisla ti ve branch. I think nine members is the proper number but I hope that you will drop the idea of nine separate legislative districts. I would strongly suggest tha t there be five 1egis1a ti ve dist- ricts and four commissioners at large. Even in the case of the District Commissioners, I would urge tha t nomination be by district, and election at large. A~n~ -i!..,l" \_í t~':~ Board of King County Freeholders August 7, 1968 Pa ge 2 I am apprehensive about Section 220.50 in that it appears to permi t the commissioners to issue any kind of order to the other branches so long as it is done through an ordin- ance. I suggest tha t addi tiona1 wording be suppl ied to indica te tha t the commissioners cannot enter into purely administra ti ve affairs even through the enactment of ord- inances. I note in Section 230.10, and also in other sections, that no account has been taken for the handling of routine ord- inances, including those which are non-discretionary. This section requires tha t public hearings be held on all ordin- ances and elsewhere the charter provides that all ordinances require 45 days before taking effect. There is also pro- vision for submi tting all ordinances to the referendum pro- cedure. I think each of these provisions is inappropriate wi th raspect to routine or nondiscretionary 1egis1a tio,n and unduly and unnecessari ly prolong the 1egis1a ti ve process. A case in point is the provision in the state law tha t re- quires the County Commissioners to pass an ordinance affecting the annexation of an unincorporated area to a city or town. If such an annexa tion has already been approved by the elector- ate, the county legislative authori ty has no discretion in this ma t tel' and it would be meaningless and unsua11y harmful to require the hearing and a 45-day delay. I t would also be a / serious mistake to permit such a measure, once it has been approved by a majori ty of the vo tel's involved, to be brought back to the electorate through the referendum procedure which requires only ten per cent. I think it is inappropriate, if not illegal, to provide for the veto of such measures by the county executive. There are probably a host of other nondiscretionary matters handled by the County Commissioners. I think the handling of the executive department has been very well thought out and should provide a most important structure. I also like the proposed method of handling some of the implications and think it will go a long way towards streamlining this often cumber- some procedure. Section 475 provides that the County Executive may transfer certain current expense appropriations when requested to do so by the agency concerned. I suggest that you drop the require- ment that the agency must request it inasmuch as the executive should have the power to over-rule his department heads on such matters. Section 490 provides for inter-fund borrowing and requires the approval of the County Commissioners. I suggest that the executive have this power if the term of the loan does not extend beyond the end of the fiscal year. ~ ,?~~ JL~" ( J ",1 Board of King County Freeholders August 7, 1968 Page 3 Section 540 provides for the heari ng of appeals and authorizes . the court to reinstate employees, etc. I did not observe any reference to standards wi th respect to either the removal or discipline of employees or the decision by the Board to over- rule the appointing authority. I think it is appropriate to define these rules in a charter or to at least make reference to the standards against which the system will be adminis tered. Section 560 prohibi ts po1i tical activi ty on behalf of candi- dates and I suggest that it also includes a ban of activity against candicacys. Section 630.30.50 provides for suspension of commissioners i compensation upon failure to redistrict.
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