Council MINS 02-09-2001 Retreat
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FEDERAL WAY MANAGEMENT TEAM
Annual Planning Retreat
February 9th, 2001
Twin Lakes Golf and CountIy Club
Federal Way, Washington
SUMMARY
of the Key Decisions and Agreements
The following is a summary of the key decisions and agreements of the
members of Federal Way's management team at their annual strategic
planning retreat, which this year occurred on February 9th at the Twin Lakes
Golf and Country Club in Federal Way.
MANAGEMENT TEAM MEMBERS SEE NEED TO MORE EFFECTIVELY
PROMOTE CITY'S ACCOMPLISHMENTS
At the start of the mretmg, while reviewing the accomplishments of the City Council's. retreat the
previous Saturday, February 3"', the management team members reached agreement that the City
needs to do more to promote its accomplishments both internally and externally. -
Ideas for communicating the City"'s messages and. accomplishments thioughout the conununity
include: working more closely with local newspapers to get. stories. written that highlight the
City's good work; using the City's newsletter morestrategica1ly;, and getting management team
members in front of community organizations more often to explain City initiatives and seek
community support. One possible way to implement the last idea is to create a "speaker's
bureau."
To spread.the word about accomplishments within City government, managemeiit1eam members
committed to: sharing department reports with each other; taking time at management team ,
meetings to highlight accomplishments; and taking more time and making more effort to
celebrate employees' accomplislunents, whether at "all staff" meetings or in other forums.
The management team members also recognize the need to ensure Council members are aware of
the accomplishments so that they can promote them throughout the community.
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of the Key Decisions and AgreemenD, page 2
TEAM AGREES ON STRATEGIES TO ADDRESS NEW COUNCIL ISSUES
The management team began developing strategies to implement the Council's direction by
focusing on fourteen new issues the Council members bad identified at their retreat.
1. Finding New Revenue Sources
Assigned by the Council to the Finance, Economic Development and Regional Affairs
Committee (FEDRAC).
The management tCaffi members concurred that this issue must be placed in context. 1bat context
is the development of the Capital Facilities Plan, one of the Council's priorities for 2001. The
team's strategy for addressing that priority 'this year is described later in this summary, under
"Capital Facilities Plan."
2. Community Policing
The Council recognizes that the term has different meanings to different people and in different
communities. In 2001 it will develop a conunon definition for the City and its citizens. The
Council also has an interest in a Reserve Police Officer Program and an Inmate Work Crew
Program.
To assist the Council in achieving its goals for 2001, Ann Kirkpatrick, director of the Department
of: Public Safety, supported..by the. City Manager's Office, will present to the Parks, Recreation,
Human Services and Public Safety Committee (pRHSPSC) the City's community policing
policies and programs. The Council will be asked whether or not the departmentis implementing
community policing according to the Council's e~ons.
Regarding the Reserve Police Officer and Inmate Work Crew Programs, the departn1eJ?t will ask
the Council to further defule its vision arid goals. - Then the department will present to tile Council
options for how they could be achieved, what resources would be needed, what other programs
might need to be cut back. The depar1ment will~thus seek from the Council a decision about
whether or not to proceed to implement thetwo programs.
3. Creating a Police Commission
Assigned by the Council to the PRHSPSC.
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The management team members agreed on the need to work with the Committee to review the,
purpose and goals ofa Commission. The Department of Public Safety and Manager's Office will
request that an additional Committee meeting be held each month to focus exclusively on public
safety issues. They will also work with the Committee to determine whether or not the existing
Civil Service Conunission might be the appropriate vehicle for attaining Council goals.
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of tbe Key DecisioDs and Agreements, page 3
4. Partnerships
A new partnership the Council wants to develop begjnning this year is with the School District
and colleges to create internships within City government for high school and college students.
Assigned to the Human Resources Division.
Mary McDougal, representing the Human Resources Division, will furnish the Council with a
report summarizing the City's current internship program. The management team also agreed to
use the person who eventually :fills a position that is about to become vacant in the division to
build closer relationships with local high schools and colleges to implement the Council's
direction.
5. National Little League Ballfield
Also assigned by the Council to the PRHSPSC.
Jennie Schroder, director of the Parks and Recreation DepaItment, will talk with Councilmember
McColgan, who expressed interest in this issue at the Council's retreat.
6. Performance Audits
The Council agrees this is currently an issue-of high interest to the State- Auditor and before the
State Legislature. It will continue to be tracked by the City Manager's office.
7. Utility Tax
Assigned to FEDRAC for more study. Key issues the Council directed to be studied: overlay
program; whether or not the bond includes improvements; impact of conservation on-revenues;
potential future funding sources. -
The management team agreed that this important issue should be addressed in the context of
developing the Capital Facilities Plan (the strategies for implementing the Council's direction are
described later in this summary).
8. Bonded Indebtedness
Assigned to the FEDRAC. The management team will provide quarterly updates to the
Conumttee. .,
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of the Key Decisions and Agreements, Page 4
9. Diversity Recruitment
Defined as an issue of the City making sure to recruit a diverse workforce. Assigned to the City
Manager's office.
The management team reports that the profile of the City's current workforce mirrors that of
Federal Way's citizenry. To cany out Council direction, the Human Resources Division will:
provide an annual report on Equal Employment Opportunity status; annually report on the City's
tactics for ensuring a diverse workforce; and continue to make it a high priority to' recruit and hire
people who reflect the mix of the City's population. .
10. Transportation Improvements to 28K", the 31~ On-ramp and 3St/"
Assigned to the Department of Public Works and the Council's Land Use and Transportation
Committee (LUTe).
The management team reached agreement that the City should convey to the State Department of
Transportation (DOl) that its highest priority is 356th. The City will therefore ask that DOT's
study remain primarily focused on that corridor. But the City will also express that a long-term
goal is to study two options for another freeway ramp, at either 28Sth or 312th. Cary Roe; director
of the Department of Public Works. is responsible for communicating these comments to the
State and briefing the LUTC.
11. Utility Relocation Bill
Assigned by the Council to the City Manager's office, which will monitor the bill's progress.
12. Replacement/Reserve for Capital Assets/Dumas Bay Remodel
Assigned to the FEDRAC. The m.inagement team agrees that this is another issue to address in
the context of the Capital Facilities Plan.
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13. Energy Use in City Parks
Assigned to the PRHSPSC. The management team agreed that the Dep~~t of Parks and
Recreation should write an article for the City's newsletter informing citizens about its efforts to
reduce energy use in City parks and report to the Council on these strategies.
14. Highway 99 Surveillance Camera
Assigned to the PRHSPSC. The management team assigned this issue to Ann Kirkpatrick and
her department to work with the Conunittee on this issue.
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of the Key Decisions and Agreements, page 5
MANAGEMENT TEAM DEVELOPS STRATEGIES TO IMPLEMENT COUNCIL'S
2001 PRIORITIES
Here is a brief summary of the strategies the management team members reached consensus on to
address the Council's priorities this year.
1. Public Safety and Municipal Court Building Options
To implement the Council's direction that deadlines be establishedto-enSute progress on this
issue, the management team assigned City Manager David Moseley, Assistant City Manager
Derek Matheson, Cary Roe and Iwen Wang, director of the Department of Finance and
Management Services, to develop a schedule and "decision tree." They will bring these items
back to the management team for review and discussion, then present it to the Council during the
Council's March 2001 study session on the issue.
2. Downtown Deve10pmentlThe Oty's VISion and Identity
The management team reached agreement on the following steps to implement the Council's
goals:
a. recommend that the five year update of the City's comprehensive plan be delayed so that
first the Council can renew its agreement on its vision for downtown;
b. facilitate a Counci1-of-the-Whole discussion about that vision in early March;
c. use an updated City Center "white paper," the planned action SEPA and the draft Request
for Proposals (RFP) for consultants to develop a market study as the vehicles to focus the
Council's discussion about the future of downtown; and
d. conduct public, outreach to key organizations with an interest in downtown development
once the Council has reached agreement on its vision.
To aid the Council in its early Maich.discussion, David, Cary, Iwen, Kathy McClung, director of -
the Department of Community Development, and City Attorney Bob Sterbank will meet to
discuss and outline the relationship of the comprehensive plan update, planned action SEP A and
market study to other issues and projects such as the Traffic hnpact Fee (TIF), the Transportation
hnprovement Program (TIP) and the concurrency ordinance.
To implement the Council's ~tion that the City take charge of defining its own identity,. the
management team agreed to: devote some resources to marketing the City ;(possible themes:
"It's a great place to do business" and "Visit Federal Way Again for the First Time"); become
more actively engaged in the Economic Development Council; capitalize on City assets such as,
the Aquatics Center and Celebration Park; develop strategies to build stronger partnerships with
the Chamber of Commerce, Oversight Committee and Economic Vitality Conunittee; use the
second deputy director of the Department of Community Development to spearhead the other
strategies listed here; and use the Planning COnmllssion to help promote the City's identity.
Some of the marketing resources will be used to help Federal Way's residents learn about the
benefits to neighborhoods of downtown development and business expansion and growth.
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FBRUARY 2001
Summary of the Key Decisions and Agreements, Page 6
3. Make Government More Entrepreneurial and Accountable
The management team decided that one way to achieve the Council's expectations about saving
money is to work more aggressively with other jurisdictions on joint operations. An example:
work with the School District on fleet maintenance. One strategy for achieving the Council's
expectations that entrepreneurship can expand the economy is joining forces with the private
sector. An example: work with the Chamber of Commerce to jointly promote Federal Way.
Two other possible ideas were brainstormed and will be analyzed: create a Forensics Lab whose
services other local, state and federal public safety agencies would pay to use; and in the
telecommunications. .. ~ena, examine. and, possibly, change the City's.. code regulating the
placement of antenna ill rights--of-way.. ..
4. The Capital Facilities Plan
I To implement the Council's direction,. the management team agreed that in 2001 it will: develop
and distribute an opinion survey to gain public comments on capital needs, priorities and potential
revenue sources; involve the Parks and Recreation and the Planning Commissions in the
discussions; involve civic organizations in the discussions; lay the foundation for the Council's
discussions by developing a list of needs and identifying options available for funding them.
Iwen will take lead responsibility for developing a process and schedule. The management team
will review and refine it before submitting it to the Council.
s. The 5- Year Update of the Comprehensive Plan
Issues raised by the Council. at its retreat were annexation policy, growth targets and revenue
generation, and the Endangered Species Act (ESA).
The management team agreed that it will ask the Council to delay the five-year update of the plan
so that the following groundwork can be laid: the downtown vision and its accompanying
planned action SEP A and market study; a Potential Annexation Area study; and the ESA ruling.
The delay in updating the comprehensive plan will not affect Year 2000 site-specific requests.
Kathy is responsible for developing a new schedule for the plan's update; it will incorporate these
items which comprise the groundwork for that update.
The management team also discussed the need to be prepared for the State of Washington's
Office of Financial Management's growth targets, which will be issued in 2002. It is likely the
City wiIl advocate for lower projections for Federal Way. Thus, Kathy, her d~PAJ1ment and the
City Manager's Office will work this year and next with Councilmember McColgan, the
Suburban Cities' Association, the Growth Management Planning Council and the Association of,
Washington Cities to ensure those targets ultimately reflect Federal Way's interests.
FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of the Key Decisions and Agreemeats, Page 7
AGREEMENT IS REACHED ON STRATEGIES FOR ADDRESSING SOME
MANAGEMENT TEAM ISSUES
The following summarizes strategies that will implement some of the management team's issues
during 2001.
The members did not have time to discuss perfonnance evaluations/pay for perfonnance but
agreed that they will take up this issue one afternoon in the near future. They also agreed that two
guiding principles for that discussion are simplicity and unifonnity.
1. "All Staff' Meetings
There are two purposes of the monthly meetings of all employees: build pride in the employees
by helping them understand everything that is going on in the City; and help them do their jobs
even more effectively by providing them the infonnation they need and training opportunities.
The management team believes the -m<<Ctings are achieving these purposes but could be more
effective and fun.
The team agreed to make these meetings more social. Starting in March, the meetings held
during odd-numbered months will be hosted by a department (meetings held in even-numbered
months will still be devoted to training). A department will be responsible for detennining the
agenda and providing refreshments. The Department of Community Development volunteered to .
host March's meeting.
Other guidelines that the management team approved are: they will be held in the Council's
chambers-the current location--but the host department may arrange the room in any setting
that it determines will make the meeting successful; presentations should be shorter than the
current practice; the meetings should celebrate individual employees, whether for professional
achievements, their birthdays or other reasons; and stories and humor should be used unsparingly.
The department directors agreed to seek input from their staff people regarding . whether the
meetings should be moved from their current 9 a.m. start to earlier, 7:30 or 8:00 a.m. The team
will compare notes on what they -learned soon so that the March meeting can reflect the staff's
preference.
2. "E government"
The management team reached agreement on creating. a visionary but teclullcally proficient
committee consisting of a representative from each department that will reeommend to the
management team the direction and priorities for the City's use of electronic technology.
!3ecause the projects for 2001 have already been determined, tl!,is group will begin making its ,
recommendations later this year for future years. But it may make some recommendations for
how to implement this year's work.
The team also reviewed and commented on the He government" vision statement and delegated to
Iwen responsibility for revising it and bringing it to management team for approvaL
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FEDERAL WAY MANAGEMENT TEAM PLANNING RETREAT, FEBRUARY 2001
Summary of the Key Decisions and Agreements, Page 8
3. Customer Service
David's vision is for Federal Way's government to be known as "the Nordstrom of local
governments." Qualities and characteristics that help achieve this vision include demonstrating to
citizens that we hear them. taking time to let citizens know that we care ~bout what they have
said, demonstrating that we have tried to be of help, even when we cannot be, and brokering the
resolution of disputes among neighbors and between jurisdictions.
Some of the- standards of customer service that the team reviewed include returning phone calls
within 24 hours, responding to letters within 5 days, and if a citizen calls the wrong department
for assistance, the employee makes sure to provide the caller with. the phone number and,
possibly, the name "Of the person s/he needs to call. The team 3gree<lthat any department that
wants to reiostate.a system for ensuring that phone calls are answered by people, rather than by an
answering machine, has the authority to figure out how to do so.
As a result of this discussion, the management team agreed on strategieS that can be characterized
as .'give recognition," "education" and "identify and live according to a set of values."
The management team members are unanimous in wanting to give greater recognition to /'
employees whose customer service helps achieve David's vision. At"all staff' meetings the
team will highlight examples of exemplary customer service, taking time to explain how an
individual's work: met the customer service vision and standards. David and the team will also
call upon employees to tell their stories. And complimentaty letters from' citizens citing an
employee's service will be read
The management team will help educate employees about the work: of their colleagues throughout
the bureaucracy so that they more often route inquiries to the department,and/orindividual most
able to assist citizens. At "aU staff' meetings there will be increased emphasis on helping
employees get to know each other better and understand more accurately what everyone does.
Following the lead of the Department of Community Development, each department will agree ./
on its set of values for public and customer service. DCD will.share with. the other departments
its values. Later this year, when the individual departments have. approved their own values. the
management team will use this work to develop a set of values for the whole government. '