Council MIN 04-28-1994 Special
FEDERAL WAY CITY COUNCIL
STUDY SESSION/RETREAT
Visitation Retreat Center
April 28, 1994
MINUTES
Mayor Gates convened the study session/retreat of the Federal Way City Council on April 28,
1994, at Visitation Retreat Center, 3200 SW Dash Point Road, Federal Way, Washington, from
12:00-5:00 p.m.. This is the second in a series of one day retreats, the first previously held on
January 31, 1994. .
Council members present: Mayor Mary Gates, Deputy Mayor Phil Watkins, Councilmembers
Bob Stead, Ray Tomlinson, Hope Elder, Ron Gintz, Skip Priest.
Staff present: City Manager Kenneth Nyberg, Assistant City Manager Steve Anderson, City
Attorney Carolyn Lake, Director of Community Outreach and Policy Planning Larry Springer,
Management Services Director Iwen Wang, and Facilitator Michael Pendleton.
The following agenda was used to guide the retreat:
1.
2.
3.
Council protocols and process
Budget! organizational review
1995 annual goal setting
1(~
N. Christine Green
Deputy City Clerk
COpy
MICHAEL R. PENDLETON, Ph.D.
INDUSTRIAL-ORGANIZATIONAL CONSULTANT
FEDERAL WAY
CITY COUNCIL
MINI RETREAT II
April 28th, 1994
Summary Report
C,IF..mni2.doc
34225 BRIDGEVIEW DR. N.E.
KINGSTON, WASHINGTON 98346
(206) 638-1179
INTRODUCTION
The second in series of one day City Council retreats was held on April 28th, 1994 at the
Visitation Retreat Center in Federal Way. The following agenda was established to focus the
retreat:
1. Council Protocols and Process
2. Budget - Organizational Review
3. 1995 Annual Goal Setting
The following report is a summary of the discussion and actions taken at this retreat.
2
COUNCIL PROTOCOLS AND PROCESS
The Council reviewed their current meeting and personal interaction protocols. There was
concern that Council members were not showing proper respect for each other and the positions
they hold. It was observed that the five senior Council members have developed an informal set
of relationships with one another that has allowed for both joking and at times angry
disagreement. Members are becoming uncomfortable with the informal ways that are developing,
particularly during formal Council meetings. It was also noted that the Council has, at times, been
rude to the staff in formal sessions. Some staff are afraid of the Council and wish to avoid formal
public sessions because of this fear. It was recommended, and the Council agreed, to the
following protocols:
1.
Treat each other with civility and respect.
2.
Address each other, in formal Council sessions, as Council member.
3.
Raise hand and seek acknowledgment from the Mayor before
speaking during formal Council meetings.
4.
Attempt to contact staff before formal Council meetings to seek answers
to issue related questions.
The Council then discussed the importance of talking with each other on a regular basis.
New members often feel "out of the loop" and senior members acknowledged that they would
benefit by more informal conversation on key issues. Often senior members forget that new
members have not had the benefit of years of working together on issues and may be less
informed. The Council agreed to talk more with each other in an attempt to do away with the
"inside joke phenomenon." It was suggested, and the Council agreed, that the group would
benefit from an overnight retreat to provide for some informal time together. The Council will
consider such a retreat before the first of July.
Finally the Council discussed the problem of "too many" meetings. Many members are
feeling over-loaded with meetings and are having difficulty attending. Some felt it may be
possible that the city, in general, may have reached it's capacity for issues, projects and problems.
All agreed that the staff is extremely over-loaded in their efforts to accommodate Council
interests and projects. It was noted that the Council engages in a surprising amount of "ad-
hocism" in a relatively disjointed effort to react to problems.
After a long discussion, the Council considered reducing the number of Council
committees from the existing number of five to three. All but one Council member agreed to this
idea. Based upon the annual goals, the Council agreed to revisit this possibility and re-align
committees to reflect their annual work program.
3
BUDGET - ORGANIZATIONAL REVIEW
The second session was led by the City Manager who presented 'an overview of the city
programs, structure and expenditure-revenue profile. When the city was first established, the City
Council set as it's goal, to become a "contract city." Contracting for city services was too
stressed as a means to allow for a lean city government. Four years later the Council has
accomplished this goal. Of the 321 full time equivalent city service positions, only 115 are full
time paid city employees. Of the city positions, 91 % are directly engaged in the delivery of city
services. The city operates with a 9% support staff overhead expenditure.
In spite of the above accomplishments, the city has now reached a point where
expenditures are running dangerously close to revenues. The three major city contracts cost are
raising at rates that, without new revenues, will exceed city income within the next two to four
years. The City Manager was clear that the Council must recognize and address these
uncontrollable contract costs within this period of time to avoid a difficult budget profile.
The Council discussed, at length, the presentation including strategies for revenue
enhancement through grants, as well as the need to consider new revenues within the context of
capital projects. No firm decisions were made concerning the current budget circumstances. The
Council did direct staff to plan the 1995 budget to provide the same level of service as in 1994. It
was noted that the comprehensive plan will be finished in the next few months and will provide a
framework within which city enhancements can be considered. In the short-term the Council
agreed to utilize the upcoming annual budget cycle as the forum within which to address the
potential budget short falls.
See Appendix One for "state of city" charts and graphs.
4
1995 ANNUAL GOALS
The last session was devoted to setting the 1995 goals for the city. Using a nominal group
technique, the Council established the following goals: (See Appendix Two for a list of goals
identified but not selected.)
1.
Conduct a cost control analysis and implement the results
to effectively manage the Health, Jail and Police Contracts.
- Phase in our own police department.
- Establish our own municipal court.
2.
Prepare a capital project bond issue for the Citizens of
Federal Way.
- Establish a fund for roads.
3.
Implement the Council decision on development and manage-
ment of the Visitation Center.
4.
Implement a non-police public safety program.
5.
Implement a phase development of celebration park.
6.
Complete the comprehensive plan and zone for the city.
7.
Continue the development of the sports field program.
8.
Establish and prioritize the elements of a short term and
long term financial plan.
9.
Continue to enhance the neighborhood policing program.
10.
Implement a plan for affordable housing.
5
APPENDIX ONE
State of City Analysis
6
r
"
¡e~
r
CITY ATTORNEY
. Civil Legal Services
and Uligalion
. Prosecution
. Advise Council.
Boards, Commissions
and Staff
. Advice & Drafting of
Contracts/Ordinances
1---
-- -
Contracted Services:
. Public Defense:
. Screener:
. Drug Forfielure:
. Hearing Exam:
. Specialized legal
Services:
. Collections:
STAFF: 6
PT /SEASONAL HRS: 873
VOLUNTEER flOURS: 248
ßUDGET: $1.061.507
L ETHICS BOARD
T
COMM DEVLPMNT
. Current Planning
. Land Use
. Building Permils/
Inspections
. Code Compliance
8
4
1
.4
1
I--- -
-- -
Contracted Services:
. Wetlands: .33
. Geolechnical: .33
. Structural: .33
.3
STAFF: 20.5
PT/SEASONAL BRS: 1,331
VOLUNTEER BOURS: N/A
BUDGET: $1,5211.665
LLANO USE/TRANSPORTATION
COMMmEE
PEOPLE OF FEDERAL WAY
MAYOR / CITY COUNCIL
BUDGET:
CITY MANAGER
$186,644
. Management Direction/Coordination
. Budget Preparation/Administration
I
COPP
. Long Range
Planning
- City Shape
- Capital Facilities
Plan
. Legislative/Regional
Mfairs
. Volunteer/Community
Involvement Program
. Human Services
. Community Develop.
Block Granl
~-
-- -
Contracted Services:
. Public Health: 10
STAFF: 10
PT/SEASONAL fiRS: 1,214
VOLUNTEER flOURS: 3,048
BUDGET: $1.922,545
LCOMMISSIONS:
[PLANNING
, -bon
nUl/AN SERVICES
'-.
DIVERSITY
I --
YOUTH
STAFF:
PART TIME/SEASONAL HRS:
BUDGET:
CONTINGENCY:
MGMT SERVICES
. Accounting
. Budcetlnc
. City Clerk
. Dala Processing/ GIS
Telecommunications
. Financial Planning
. Human Resources
. Purchasing
. Risk Managemenl
. Mall/Duplication
Services
. Fleet/Equipmenl
. Hearing Examiner
. Graphic Services
~- -- -
Contracted Services:
. Human Resources: .6
STAFF: 21.5
PT/SEASONAL Has: 396
VOLUNTEER HOURS: N/A
BUDGET: 81,348.182
DEBT SRVC: 81.646,468
I- F'lNANCE " ECONOMIC
DEVELOPMENT COMMmEE
LCOHMI'ITEE OF THE WHOLE
3
148.5
$352,836
*568.826
.L
PARKS/REC
. Recreation Programs
. Grounds Maintenance
. Park Operatlons/
Developmenl
. Cullural/Performing
Arts
. Community/Senior
Center
. FacUlties
Maintenance
. Visitation Center
. IO-Year Capital
Improvement Plan
- Parks CIP
f-- -- -
Con lracled Services:
. Plaooloe: .33
. Ree/Arb: 5
. Custodial: 3.5
. Grounds Maint: .12
. Operations: 1.5
. VlsilaUon Cenler: 2.2
STAFf': 32
PT/SEASONAL HRS: 29,460
VOLUNTEER HOURS: 14,488
BUDGET: *2,861,804
I-PARKS .Ie RECREATION
COMMITIEE
LCOMMtI~~ONS:
11 m.m""
PARKS .Ie RECREATION
.-.
I
PUBLIC WORKS
. Customer Services
. Slreels Maintenance
. Traffic Operations
. Surface Waler
Managernen l
. Solid Wasle/
Recycling
. IO-Year Capilal
Improvement Plan
- Traffic
- Streets
- Surface Water
Management
. Neighborhood Safely
1------
Contracted Services:
. Streela: 19
. Trarrie: 4.5
. SIr\!: 3.5
. Solid Wute: 28
STAFF, 26
PT!SEASONAL HRS: 2,229
VOLUNTEER HOURS: 596
BUDGET: $5,325.557
L PUBUC SAFETY/HUMAN
SERVICES COMMmEE
1
PUBLIC SAFETY
. Drug Awareness
Resistance Ed Uca lio n
. Crime Analysis/
Prevention
. Traffic Enforcement
. Invesligation
. Proactive/Reactive
Patrol
. Jail Services
STAFF: 54/78.5 Unils
PT/SEASONAL HRS, N/ A
VOLUNTEER HOURS: 3,362
BUDGET: S9,127,442
(jJ ~
L C
0 .~ 40
0 ~
0 '-"
70
CITY Or FEDERAL WAY
1991 - 2010
OPERA TING REVENUES vs OPERA TING EXPENDITURES
60
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50
30
20
10
19911992 1993 1994 1995 1996 1997 1998 19992000 2001200220032004 2005 2006 2007 200820092010
- n --
L- [",,~~~...J:' '......~,..
~ ~Arti ,...,....n+rí1rt~ (Õ) Li 0/,..
REVENUES
1994 City-wide Operating Revenues
$26,159,096
INTERGOVT (19.9%)
TAXES (59.2%)
FINES & FORFEITURES (2,2%)
LICENSES/PERMITS (3.0%)
EXPENDITURES
1994 City-wide Operating Expenditures
$26,049,159
DEBT SERVICE (6.3%)
MANAGEMENT SERVICES (5.1 %)
COPP (7.3%)
CONTINGENCY (2.6%)
PARKS & RECREATION (10.9%)
LAW (4.0%)
OMMUNITY DEVELOPMENT (5.8%)
PUBLIC WORKS (18.1%)
CITY MANAGER (1.3%)
OVERLAY PROGRAM (2,8%)
16
12
(f) ,-...
L ~
.2 ~ 8
0 ~
0 "-/
CITY OF I EDERAL WAY
Capital Project Expenditures
1991 - 2003
GO Bonds: $1 2 500 000 for Celebration Park
Cert of part issue: $1 450,000 for Saghalie Park
1 994 Revised Capital Budget
4
0
1991
1992
1993
1994
1995
1996
1997
1998
2000
1999
2001
2002
2003
--- Parks -+- SWM ""*- Traffic
-B- Streets * TOTAL
;ource: 1 994 Adopted Budaet
36
34
32
....-..
(f) VJ
L C
0 .Q 30
0 ;=
:J 6
28
26
24
OPERATING & CAPITAL F ACIUTIES PLAN
(Springstead Analysis)
1994
1995
1996
1997
1998
1999
2000
2001
2002
--- ¡:-innnr-inn ~""'llrr'P"
-+- Ooeratina
-*"" Proposed
APPENDIX TWO
Goals Identifiers
But Not Selected
'" Maintain 1994 Levels of Service
".
Improve Existing Parks
'"
Identify the Gaps and Overlaps in
Human Services
'"
Successfully compete for a King County
Waterways 2000 Grant.
7
APPENDIX 3
Retreat Participants
Mary Gates
Mayor
Hope Elder
Council Member
Ron Gintz
Council Member
Skip Priest
Council Member
Bob Stead
Council Member
Ray Tomlinson
Council Member
Phil Watkins
Council Member
Ken Nyberg
City Manager
Steve Anderson
Ass't. City Manager
Larry Springer
Director, Community Outreach
Policy Planning
Iwen Wang
Management Services Director
Michael Pendleton
Facilitator
8