HomeMy WebLinkAbout2294
/ .
,
1 RESOLUTION NO. 2 2 9 4
2
3 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE
THE 1992 SERVICE AGREEMENT BETWEEN THE CITY OF AUBURN AND THE
4 SEATTLE/KING COUNTY ECONOMIC DEVELOPMENT COUNCIL.
5
6 THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, IN A
7 REGULAR MEETING DULY ASSEMBLED, HEREWITH RESOLVES THAT:
8 SECTION i. The Mayor and City Clerk of the City of
9 Auburn, Washington, are herewith authorized to execute the
10 1992 Service Agreement between the CITY OF AUBURN and the
11 SEATTLE/KING COUNTY ECONOMIC DEVELOPMENT COUNCIL, wherein the
12 Council will provide a comprehensive economic development
13 program for the benefit of all cities and towns in King County
14 and the unincorporated areas of King County. Primary emphasis
15 Will be directed toward the retention and expansion of the
16 businesses located in the region and the formation of new
17 businesses by local entrepreneurs. A copy of said Agreement
18 is attached hereto and denominated as Exhibit "A".
19 SECTION 2. The Mayor is hereby authorized to implement
20 such administrative procedures as may be necessary to carry
21 out the directives of this legislation.
22
23
24
25
26 Resolution No. 2294
March 9, 1992
Page 1
/ F
,
1
2 DATED and SIGNED this 6th day of April, 1992.
3
4 CITY OF AUBURN
5
6 xi Wx
7 M A Y O R
8
9
10 ATTEST:
11
12
13
Robin ohlhueter,
14 City Clerk ~
15
16
17 APPROVED AS TO FORM:
18
19
20 Stephen R. Shelton,
City Attorney
21
22
23
24
25
26 Resolution No. 2294
March 9,1992
Page 2
ECONOMIC DEVELOPMENT COUNCIL OF SEATTLE & KING COUNTY
PUBLIC SECTOR SERVICE CONTRACT
CONTRACTING ORGANIZATION: City of Auburn
CONTRACT AMOUNT: $3,328.00 .
CONTRACT PERIOD: January 1- December 31, 1992
THIS CONTRACT is entered into by the City of Auburn (the Organization) and the Economic
Development Council of Seattle & King County (The EDC), 2510 Columbia Seafirst Center, 701
Sth Avenue, Seattle, Washington 98104.
WHEREAS, The EDC is a private nonprofit corporation representing a coalition of business,
government, labor, and education leadership dedicated to planning, developing, and
implementing economic development strategies.
WHEREAS, economic development strategies are those public and private actions which aid
in enhancing a community's quality of life and bringing its cirizens into the economic
mainstream by planning and building local economic capacity such as: an effective education
and trraining system; sound transportation and physical infrastructure; diversified private and
public investments; and a compeddve and slcilled workforce.
WHEREAS, the Organization desires to have certain services performed by The EDC as
described within this contract.
NOW, THEREFORE, in considerarion of payments, covenants, and agreements hereinafter
mendoned, to be made and performed by the parties hereto, the parties covenant and agree to
the following:
I. EDC SCOPE OF SERVICES
The EDC shall perform the following services to the Organization:
A. The development of a diversified economic base consistent with creating
employment opportunities for King County residents and maintaining a high quality
environment.
B. The establishment of a close and ongoing working relationship with private
businesses, labor, community organizations, and other units of government to protect
and maintain economic vitality and to work toward bringing all King County citizens into
the economic mainstream.
C. The creation of a supportive business climate for private sector investment which
encourages:
1. The retenrion of existing businesses and the revitalization of exisring business
communities
2. The expansion of existing businesses, and
3. The creation of new business firms
D. The promorion of inechanisms aimed at shifting commuter behavior away from '
the single-occupant automobile in order that existing transportation infrastructure can
be utilized in the most efficient manner; and participating in future planning of
such infrastructure in King County.
E. The location of commercial and industrial facilities consistent with the land use
and growth management goals, objectives and policies of the affected governmental
jurisdictions.
F. The development of new businesses in King County and encouragement of
investment by counseling and informadon services.
G. The implementation of The EDC's Strategic Plan adopted January 31, 1992 by its
board of directors and membership (see Attachment I).
II. DURATION OF CONTRACT
This contract shall commence on the lst day of January, 1992 and sha11 terminate the
31st day of December, 1992.
III. COMPENSATION AND METHOD OF PAYMENT
A. The EDC shall be reimbursed for satisfactory compledon of the services and
requirements as specified in this contract in the amount of $3,328.00 to be paid quarterly.
To enable the Organizarion to process the final billing prior to the end of its fiscal year,
the fourth quarter invoice will be sent no later than November 30. The EDC will
provide quarterly activity reports.
N. INTERNAL CONTROL AND ACCOUNTING SYSTEM
The EDC shall establish and maintain a system of accounting and intemal controls
which complies with applicable, generally accepted accounting principles, and
governmental accounring and financial reporting standards.
V. ESTABLISHMENT AND MAINTENANCE OF RECORDS
The EDC sha11 maintain accounts and records, including personnel, property,
financial and programmadc records, and other such records as may be deemed necessary
by the Organization, to ensure proper accounting for all project funds and compliance
with this contract.
VI. AUDITS AND INSPECTIONS
A. The records and documents with respect to all matters covered by this contract
shall be subject at all times to inspecrion, review, or audit by the Organization and/or
federal/state officials so authorized.
B. The EDC shall have its annual financial statement audited by an independent
certified public accountant. Copies of any such audit or review performed by an
independent cerrified public accountant shall be provided to the Organization. If the
independent certified public accountant issues an internal control or management letter,
The EDC shall so notify the Organization and it shall be made available prompdy to tfie Organizarion for review.
C. The EDC shall provide access of its facilities to the Organizadon, the state
and/or federal agencies or officials at reasonable times to monitor and evaluate the
services provided under this contract. The Organization will give advance notice to The
EDC in the case of fiscal audits to be conducted by the Organization.
VII. EVALUATION
The EDC agrees to cooperate with the Organizadon or its agent in the evaluadon of The
EDC's performance under this contract and to make available all infoxmadon reasonably
required by any such evaluadon process.
VIII. TERMINATION This contract may be terminated without cause, in whole or in part, prior to the date
specified above in Section II, by either party providing the other party give thirty (30)
days advance written notice of the terminarion.
IX. INSURANCE
The EDC shall procure and maintain for the duration of this agreement insurance
agains claims for injuries to persons or damages to property which may arise from,
or in connection with the performance of work hereunder by The EDC, its agents,
representatives, employees or subcontractors. The EDC shall pay for this insurance.
X. NONDISCRIMINATION
A. During the performance of this contract, neither The EDC nor any party
subcontracring under authority of this contract shall discriminate on the basis of race,
color, sex, religion, nadonality, creed, sexual orientarion, marital status, age, or the
presence of any sensory, mental or physical handicap in employment or applicadon for
employment or in the administrarion or delivery of services or any other benefits under
this contract.
B. In the event The EDC determines to subcontract for the performance of services
hereunder, The EDC shall make affirmative efforts to udlize minority and women-owned
business enterprises ("M/WBE"). In its acrivity reports, The EDC shall indenrify the
extent to which it was able to secure participation of M/WBEs.
XI. CONFLICT OF INTEREST
The EDC convenants that no officer, employee or agent of The EDC who exercises any
functions or responsibiliries in connecrion with the planning and implementation of the
program funded herein, or any person who presently exercises any functions or res-
. . . .
' • - . ,
.
ponsibilities in connecrion with the planning and implementation of the program funded
herein, or any person who presently exercises any funcrions or responsibilities in
connection with the planning and implementarion of the program funded herein shall have
any personal financial interest, direct or indirect, in this contract. None of the
funds, materials, property or services provided direcdy or indirecdy under this contract
shall be used for any partisan polidcal acdvity or to further the election or defeat of
any candidate for public offce.
XII. NOTICES
Whenever this contract provides for notice to be provided by one party or another, such
notice shall be:
A. In writing; and
B. Directed to the chief execudve officer of The EDC and the director/manager
of the City Department/Division specified on Page 1 of this contract.
Any rime within which a party must take some action shall be computed from
the date that the notice is received by said party.
XIII. CHANGES
Either party may request changes to this contract. Proposed changes which are
mutually agreed upon shall be incorporated by written amendments to this contract
CITY OF AUBURN ECONOMIC DEVELOPMENT COUNCII.
OF SEATTLE & KING COUNTY
Si nature
,
Si
gnature
g
Name: BOB RQE.GNER Name: Victor L. Ericson
Title: MAYOR Tide: President
Date: Date: a~/~~L
Approved as to form: Approved as to form:
Title: City Attarney ED General ounse~
ATTEST: .
Rvbi Wofilhueter, City Cler
;
r. - 2 . ,
. . , , . .
.
,
. , : „ : , . .
. a. , .
11 > _
x
1"~e:~~c~n~m~c De~~lop~nent ~i~~x~~~i1 of ~~a~le ][~1#9;C~~inty ;
t I
_ J,
,
t"'I"', 1.11~'_~ ;11~.`~,:~;::,, " I 1, I 1, I I I I t~ll - I 1:11- 1- . "It , ~~I' , , " - , . 11 ~ - 7, , - . ~
; "
1 4;.
C
~ . . . ~ .
-I
, ' . . , y l , .
. -~u ~
. _ , . . .
i
, < < . ~y ~
. . ,
.
- . . ~
, , . . , . . I , .
, ,
~ . . ~ . - . .
f
I ` r U ,f 1
e,p. 'J~'~ f~,~. t I 11 I ~ ' 1v
~ ~ 1~~~ t~ ,`T ~ ~i~~. ~ , 1 v ~t~~~`
` ~ . ~ o ~ , y t b
iC~l. ~~9~ >
I: f .
li x - k t
r
n: ~ i f -
,
~ . " ~
k ~ , , ~
~
i~
` Fr
l
.
~.`f . . i
. ,1 . .
'
~ .
, '
. :
. ' . . . , . ;
. j
' . . . , R i ~ - {
. .r , .
~ 4 . _ ~ ~ ~ ,
~'r.
l "
b
I i
5
.
_ ,
1,
~ , ~ ~ ~ Y' k
- . ~ , . . .
. : . .
{ I. ~ .
. . . . . . . . . . I . . . . . ~ . , . f . ,
. :
r ~
, - x%MIE , . . - . .
. . . .
; . • . , ~ - t 7 ..Sf n . :'R :
\ . '~•t~ -T
. . t'~
~ yc l e
~ ~ 4A, 7 $
~„2 ~
. ,b ...1-;. . ....a~`r.~.:.~i }y~{ . r,..~;....~'ti? o. ,x,:
k ~ r,-:; y L~t w~.~: ~~k~.ia ~#t{j,~:. , ~~yxs•<~+nt~ r~t t.~:
i f«..
f ~ A
• : ,:~.:..s..,.... .~....,.:,.;r,_~, .Y... ti,.. ..J.. </-..3.....,. >r..S.°. i~') „ •r,a#`:,
S i k
. j.. .~w r... . ~W . ha At e .t { y:... f>F-~i+. ~ . ~y. ~ h~~. ~r`.. '+i4
Y
` ' s ."~:g'~i: ~ ...y w . . : . ,f, a~ N ~ ~rf* .~'v~'~ir~ ~ <k ,.%d>:~v.iti:.~,,~}t~ ~`t.r~a~.~ w ~ ~ ~?i`~` t ~ 4t,}4...rf\•G. Y
. v'FV ~
< r t ~ $ ~ r,,. r f h-~ c: ~~...Y t'~ 7'.~ 'FZ~' S~o.~ Yr L ?t.~,y'$'~k :e
. t ~l" ~ '~v t 3s ~ ~ ~h o- e~ i<''.i ♦ . ~ e f^ ~i~~a
. , r r vw . , 5 ~r~> 7 ~x ♦ r .+ev . fi i.n,.eF,zdP,~ 1'~ ~ i+rt ~ a f v,y
....s::- , r. .r.+.....,,:, , P.. . ....:.a.!v,....~.. ..a..~. ;Kr, Tf.. a~.n.
< ~ SR x H~ S 4~ y f` S Y. it fi f~{q ,.q, ~}f.~ ~3 }yRY~~2{ . . 1
' . ~ ~ ~ v34~~ p. .Y}' F , k .~.i ~ ~ y ~ r+ ti
J F S c ; Wr k~ ~
l >-y r.r ~Ttr~ 3~, r. } c Cis ,~q ~n t~ ~ r ..~hr
b 3.
,r ,
, .4.v 5
f ~~1~ I! xy}j'~ y~1.v 3•',•~eA~ Y
+ ~ .c. :...y,,,. •,g,w ..?>.y;,'+~ w3:'.f r>,-.. :~::`dN ~.;...~a
aF i. -
t e s.. ~ . r . ~.t~ ~ .v;t;::;e$~... ...~a._..., ) r •Y.•: i;~:;;: '.Yri .x,.~:i•'<~;.
"Ill
' ' t # < ~ ~ a t r ~ \ <>f} c k x~ §w~.~"~.~' f`L ~ ~ "~i~v b v~ ~ r i . ~+r- s r :
~ i i i-. . : s i , ~.k t f~ ' y < ~~.a Y ai t ~
? ~.i a'. . . g .t . t t fi o- t
i. ~:v no jY ~ ~ ' f . . ~ 4 . .
~ n.., .
k
: ~ ~ ' i:- s ~ C. '~'G ~ . ~ xr~i . ~
. . :
. . . . . . , r.~
on
'
: ~ . ; .
' ' , i: ~.t
J :
. . .
y.:' 4 . e [I.W~I, . .i V
. _ . . a. . _ ~ :
~ ~v
~yy ! ~ ~
:
. . ~ .
. . ~i.. . 1 . ~
. . 11, 1 . - : . r . . . T; . . . ~ ~
. . w . .
. . . ~ . .i- : ' . . , . 11
.
F
.L~. :I,.._ , , . .
a:3~► ' ,
Our new five year strategic plan, "Roadmap For The 1990s," reflects the input of a
' broad mix of business leaders, elected and appointed officials, labor leaders, educators
and the general EDC membership. This is The EDC's second strategic plan, and
follows "Framework For The Future," which was adopted in 1987.
' The objective of our strategic planning process has been to determine the appropriate
role for The EDC in the current economic environment. Some difficult questions
were asked. In light of the growth experienced by King County the past few years, is
an economic development organization needed? Should The EDC continue to
exist? If so, what should its work be?
The Strategic Planning Committee began work on this plan in April 1991. We
solicited the opinions of a cross section of community leaders and surveyed EDC
members. After reviewing this input, it was the consensus of the Committee and
The EDC's Board of Directors that this organization does in fact, serve an important
role. It is our view that the EDC's coalition approach to planning and problem-
solving is as necessary today as it was when The EDC was founded in 1984.
The current mission of The EDC should not be changed. We believe the greatest
potential for growth and continued economic prosperity in Seattle and King County
continues to be found in our own backyard. As it has in the past, The EDC should
advocate policies and programs aimed at improving our business climate and
helping existing businesses to succeed.
The challenge for The EDC is to become more focused. As an organization
representing many diverse views and areas of interest, it is easy to become involved
in too many issues. This plan identifies three focus areas, which coincide with The
- EDC's past work in business development, education and public policy. Focusing
will be accomplished by pursuing a limited number of specific strategies aimed to
fulfill targeted objectives.
We're grateful to everyone who helped us in this planning process. It is through the
input and support of many talented people that The EDC can truly be a coalition for a
sound economy.
es F. Tune
Chair
Strategic Planning Committee
The Economic Development Council of Seattle & King County
ROADMAP FOR THE 90s
Five-Year Strategic Plan (1992-1996)
1. INTRODUCTION
"Roadmap For The 90s" is the second five-year strategic plan for The EDC. It
follows "Framework For The Future," the plan that guided The EDC from
1987 through 1991.
This strategic plan is, in part, a departure from the original plan in that it is
designed to focus The EDC's energies, enabling it to have a greater impact in
fewer selected areas. The new strategic plan makes some structural
adjustments to The EDC, but it is not principally directed at those areas. The
. primary focus of "Roadmap For The 90s" is to better define the furictions and
direction of The EDC.
II. BACKGROUND
The development of "Roadmap For The 90s" began in April 1991 with the
Board's appointment of a seven-member Strategic Planning Committee. In
its effort to determine the economic issues facing the county and the role The
EDC should play in addressing those issues, the committee surveyed The EDC
membership, interviewed thirty community leaders, compiled and discussed
current economic information and met with several consultants. The
membership survey and community leader interviews provided the basis for
~ the strategies in this plan. Results of the survey and interviews are
summarized below.
Membership Survev
Survey responses were received from 54 of 152 EDC members who answered
a series of questions on the economy and The EDC's present and future role.
Traffic congestion, burdensome regulations and inadequate infrastructure to
accommodate growth were cited as the most important challenges facing King
County in the next five years, followed in order by a shortage of a skilled work
fQrce_ and a_lack_of affordabl_e_housing.
When asked which issues The EDC should address, respondents ranked
government regulations, inadequate infrastructure and traffic congestion as
top priorities, and ranked shortage of a skilled work force fourth.
While 54 percent of those who responded felt The EDC was contributing to
King County's economic prosperity, almost as many, 44 percent, said they
1
didn't know. The reason for this uncertainty may have surfaced in later
questions related to EDC communications when a substantial number (23%)
said they were not receiving sufficient information from The EDC, and most
(63%) rated written information "good;" while only 30% rated it "excellent."
Ninety percent of respondents supported The EDC's past primary focus of
concentrating on the retention and enhancement of existing King County
businesses rather than actively recruiting from outside the region. However,
several mentioned the need to promote a diversified economy and actively
seek investment to maintain long-term prosperity.
In summary, the survey reinforced. the need to concentrate on those factors
which are generally outside the direct control of existing businesses but which
have a profound impact on their ability to succeed, such as regulations,
infrastructure and affordable housing. It was also clear from survey responses
that EDC communications need to be strengthened to inform members and
the public on key economic issues. .
Community Leader Interviews
Interviews were conducted with thirty community leaders in the summer of
1991. Included were corporate CEOs (13), labor leaders (3), elected officials (5),
appointed officials (2), educators (3), and nonprofit executives (4).
A strong rnajority (70%a) affirmed the need for and the importance of The EDC
while a minority (20%) said they were not sure the organization serves an
important function; a smaller minority (10%) believed The EDC was.
unnecessary.
Challenges facing the region, according to interviewees, were numerous and
included weaknesses in education and shortage of a skilled work force,
transportation, growth management and inadequate infrastructure.
The overriding concern, however, was a sense that despite our recent
prosperity a climate has developed that is inhospitable to business. Some
even characterized that climate as "hostile" and stated that improvements
must occur if loCal businesses are to compete successfully in the global
economy. Burdensome regulations, an anti-growth sentiment both on the
part of the public and in local government, and a failure to achieve consensus
to solve regional problems were mentioned frequently in describing current
business climate challenges.
According to many of those interviewed, The EDC should continue to target
regional issues and concentrate on existing businesses, but it should also
sharpen its focus and use its coalition to move the region toward resolukion
of tough problems.
While most interviewees felt the long-term economic prospects for the
region were positive, many expressed a pervasive fear that we may be letting
2
an otherwise bright future slip from our collective grasp as we fail to make
_ hard choices today in education, infrastructure, and growth management to
_ build for tomorrow. The EDC was seen by most as an important vehicle for
= encouraging the resolution of those issues.
III. THEMES EMERGING FROM THE 1991 EDC RETREAT
After careful consideration of the information gathered, the committee
developed a report and recommendations for the five-year plan and
presented it to the Board and EDC members at The EDC's annual retreat,
October 6-8, 1991, at Sun Mountain Lodge in Winthrop, Washington.
Significant modifications to the plan were adopted. At the conclusion of the
retreat, the Board instructed the EDC professional staff and standing
committees to review and further refine the plan for presentation to the
Board at its January 1992 Annual Meeting.
Themes which emerged from the retreat included:
• Affirmation of a future role for the organization. The EDC is a vital
and needed entity, and has been validated by the community.
• Agreement on the need to sharpen our focus to target a select and.
limited set of objectives and strategies to achieve them.
• Consensus that programs, such as The Youth Investment, are an
important component of work at The EDC, but agreement that we
need to actively seek to institutionalize outside The EDC successful
models developed through our work.
• General support for three tracks of work: business develol2ment,
especially job creation and assistance to small and medium-sized
businesses; encouragement of aq ' ualified work force, with particular
interest in the determination of future work force needs and a
systemized approach to matching work force skills with business
needs; and economic development 12olicy leading to a more hospitable
business environment.
• Acknowledgement and support of the original goal of The EDC to
enhance and retain existing businesses through a coordinated
community economic development strategy. To avoid duplications
and overlap with other community organizations, The EDC should
take the lead in coordinating economic development throughout King
County.
3
IV. ROADMAP FOR THE 90s
The EDC mission, adopted in early 1991, states in broad terms the goals of The
EDC: to continually improve the economic environment, to enhance
business success, employment opportunities and quality of life throughout
the region.
Each of the three EDC standing committees is responsible for achieving the
goals of a specific focus area:
Committee Focus Area
Business Development business creation, retention
and expansion
Education and Ernployment quality work force
Public Policy and Facilities economic development
policies
Strategies for each of the focus areas are outlined in this plan. The
committees are charged with giving those strategies a degree of clarity which
will permit them to be implemented effectively.
Guidelines to fulfill The EDC's mission include:
A. Forecasting and Strategic Planning
The EDC will engage in ongoing strategic planning and economic
forecasting as an essential part of creating and prioritizing its activities
and programs.
B. Evaluation and Adjustment
Each EDC strategy will be regularly evaluated and adjusted as
necessary. Any programs created by The EDC should have a stated
purpose, goals and benchmarks for review.
C. Policies and Programs
Both policies and programs will continue to be important components
of the EDC's work; there is, however, a difference between direct and
indirect programs which must be considered. Direct programs, such as
business assistance, offer the opportunity for specific, measurable
results, and address directly the immediate needs of the membership.
, Indirect programs are those activities which might have long-term
benefits to the membership, but really are several steps removed from
direct impact in the near term. They should be initiated with caution
4
and only in a pilot mode because of their uncertain outcomes and the
, need to use limited resources most effectively.
D. Resources to Accomplish Strategies
The resources necessary to effectively execute the strategies can be
divided into the following three categories:
Plan"
• Interpretation of economic data
• Ongoing strategic planning & identi#ication of
challen ges / opportunities
• Community leader/member input
• Policy and/or program recommendations
Tools
• Economic forecasts, data/"kitchen cabinet" of economic
advisors
• Public, community leader and member opinion data
. • Committees, task forces, community summits
• Membership meetings, forums
• Member communications, publications, annual reports,
newsletters, correspondence
Leadership
• Board member involvement
. • Strategic use of EDC coalition
• EDC as economic development convener
• Recommended public policies
• CEO Board of Advisors
5
I
i '
FOCLIS AREA
BUSINESS CREATION, RETENTION AND EXPANSION
; Objective:
Increase the region's job generating capacity by creating a community and
business climate that supports business growth and competitiveness,
' encourages new business formation and the retention of existing businesses.
Strate&ies:
■ Competitiveness Initiative
Create a competitiveness task force to identify business climate and
business assistance improvements that can help growing companies, and
work with appropriate organizations to implement improvements.
■ Coordination
• Develop/participate in a coordinated network of business assistance
service providers to increase small businesses access and understanding of
available resources.
Determine need for. EDC involvement in technology transfer activikies
and define what role (if any) it should play.
Convene appropriate organizations and community leaders on business
expansion/retention projects that have significant impact on our
economy.
■ Technical Assistance
Investigate incorporating The EDC's Business Help Center as a 501(03 in
order to develop targeted business assistance programs.
Promote business and job retention through encouraging good
management practices by business owners through targeted
seminars/workshops and other activities (e.g., seminars on Succession
Planning in Family and Closely Held Businesses).
Act as an advocate for growing businesses with government agencies to
help companies get through the red tape (e.g., improvement in King
County permitting office).
; ■ Research and Marketing
Develop database of information for use with out-of-area companies
interested in relocating or expanding here.
Identify and participate in joint marketing efforts to attract targeted
investment opportunities (e.g., NACORE convention in 1992).
6
.
FOCUS AREA
QUALITY WORK FORCE
Objective:
Encourage development of a productive, adaptable and skilled work force.
Stra tegies
■ Support efforts to determine and implement systernic education reform.
■ Continue Youth Investment model of business/education partnership
focused on improving K-12 student achievement.
■ Monitor and assess the trends and needs of both workplace and work
force.
7
FOCUS AREA
ECONOMIC DEVELOPMENT POLICIES
' Objective:
Develop and promote public policies conducive to a sound business climate.
Strategies:
■ Evaluate and provide comment on county-wide economic development
policies required under the Growth Management Act, and provide King
County with input on county-wide plans from a diverse private sector
group. •
■ Advocate policies and promote legislation to reform the wetlands
" regulatory system and permit process in Washington State.
■ Hold forums on the Metro-proposed Regional Transit Project to raise
public discussion and evaluation of the project during the planning stage,
and advocate transportation policies favorable to the region's economy.
■ Assist in implementing state transportation demand management
legislation.
■ Examine land use policies and economic issues of regional importance on
a continual basis.
8
ri
~
. U U E
.0 Q U
00
i ,r v 8
Q ~
0 o e vi
j O O
y G, y
; J C ~ .L'..
O o ~ y
U Q 0
L.La .
■
~
E
V1 Li
U y
y ~
y C
N ~
L ~
L ~ 6J 4) C3 "O.
c~ c W> ,~G W W
` L~ ~ z• , Q. ~
~ . ~ • ~ ,a > y i?
~ o
o ■ ~b ~
~ N s W ~
c E W C c
~ U ~ vf
'y
~ a y ; ~
0 C
~ ;3 U X I's
N ~ ~ O a
ai G ^
. bA y N p C~
~ Oj C
O 'in ~ a.~.
•y -G ~ `a~.
U a~VC (D
cn j . c, v)
8
(L) c
c
w ~
cn
■ . c~ cn
I .
9 FINANCE DEPARTMENT
BOB ROEGNER, MAYOR ~ 25 WEST MAIN, AUBURN, WA 98001
PAT DUGAN, FINANCE DIRECTOR ~
(206) 931-3033
`
STATE OF WASHINGTON )
) ss.
COUNTY OF KING )
I, Robin Wohlhueter, the duly appointed, qualified City
Clerk of the City of Auburn, a Municipal Corporation and Code
City, situate in the County of King, State of Washington, do
hereby certify that the foregoing is a full, true and correct
copy of Resolution No. 2294 of the resolution of the City of
Auburn, entitled "A RESOLUTION."
I certify that said Resolution No. 2294 was duly passed by
the Council and approved by the Mayor of the said City of Auburn,
on the 6th day of April A.D., 1992.
Witness my hand and the official seal of the City of Auburn
this August 3, 1992, A.D.
Robin Wohlhueter
City Clerk ~ = - - -
City of Auburn
~ - ;