Council PKT 01-26-1996 Special - Retreat
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OBJECTIVES OF COUNCIL RETREAT
Janua.ry 26-27, 1996
ITJtl Adopt Strategies to Balance Future Budgets
ITJtl Adopt Priorities to Allocate/Reduce Funds
w Agreement on How to Manage Boards &
Committees
w Agreement on Working with others
w Direction on Facilities Planning
ITJtl Direction on Economic Development
w Direction on Human Services
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CITY OF FEDERAL WAY
CITY COUNCIL PLANNING RETREAT
January 26 - 27, 1996
pt. Ludlow, Washington
SUMMARY
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.:. Mission and Vision
Corrected and edited to provide a new direction and emphasis
.:. Goals
Confirmed the seven goals of 1996 as those for 1997
Added goal #8 for 1997:
Economic Development Plan
staff to facilitate
inventory strengths of City and determine key messages to publicize the City
significant involvement of Council
strong external involvement
.:. Budget Priorities/Balancing Strategies
Public Safety (includes supportive programs)
basic consideration
primary function of City
budget priority
Overlay area
top priority for excess funds
$200,000 in 1997 if available
$400,000 in 1998 if available
once street bond projects and police department formation completed, then consider long
term funding
Public Facility Strateoic Plan
staff given latitude to develop and bring to Council alternative strategies in 1996
cooperative in nature: school districUothers
comprehensive in scope: police facilities/maintenance facilities/ball fields/performing
arts/senior center
Human Services
$350,000 base in 1997 (up to $35,000 to be considered for excess fundS)
Human Services Plan to Council in June/July
prioritize fundamental needs with a community based policing orientation and
coordinated emphasis
Arts
$77 ,500 base in 1997 ($5,000 reduction from $82,5000 in 1996)
Need a clear plan for Council approval
Property Tax
Increase annually at inflation rate. Avoid maximum levy rate increase
one time funds to be used to improve facilities beyond base operations and maintenance
budget
--DRAFT--
City Council Planning Retreat
Page 2
January 26-27, 1996
Pt. Ludlow, Washington
.:. Working Together
No surprises-share both media and important issues with all Councilmemebers
Monthly permits status report to go to Councilmembers
Mayor decides when an issue should go to a committee; if could go to 2
shares info he gets with all council
does things that add value
..;
Staff to look into:
~ voice mail so that Council can share information
OK for 2 council members to communicate together and not share with all if not beneficial to
all.
Correspondence to council and responses to correspondence go to all Council
Use 3-part Council problems/Citizen Concerns form so staff can answer or deal with issues
Be sensitive to staff time; try to keep to policy, not administrative issues
.:. Boards and Commissions , ,
~ln 30 days: AaJitiJ coY}HVW~(l/))
committee and commission chairs & staff r!8iiieW 1996",tasks/workplan5. Use a community-
based policing theme, then bring to Committee for review
to Council for approval
to Commission for implementation
Keep all commissions
review numbers of commissioners
Hold Commission recognition meetings-possibly twice a year. Propose a joint meeting on
community based policing.
.:. City's Regional Role
Through Regional Affairs Committee in 120 days - link strategies to outcomes
.:. Integrated Overall Public Information Plan
Establish predictable media system after considering all modes (i.e. press, radio. SPIRIT
newsletter, Korean media, world-wide web))' ~ c~b.l.., T' J ~ 11.'1"":' 11_
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Repeat same key messages
Viacom--staff return on establishing bulletin board (not live TV)
.:. Increases in Resources
Discussion summarized with the following two quotes:
"Mother should not supply milk until the baby cries" (Korean proverb)
"Money is mother's milk of politics"
....DRAFT....
...
Port Ludlow Resort & Conference Center
9483 Oak Bay Road
Port Ludlow, Washington 98365
(360) 437-2222 or
1- '800-732-1239 Nationwide
FAX (360) 437-2482
Approximately a two hour drive from Federal Way to the Conference Center
(See driving directions below)
sot11'H SEATI'IE Og TACX'Jo1A:
I-5 to Taoana, Hwy 16
over Nan:ows BrIdge to
Bn;mrrtDn Navy :,ihipyard,
Hwy 3 to Hood canal Bridge.
Fxan Hood. Canal Bridge, Hwy 104 to Hwy 19, Hwy 9 to Oak Bay Rd, Oak Bay M to FesOrt.
OR
Right turn on Paradise Bay Rl at west end of Hcfx1 canal Bridge, Paradise Bay Fil: to Oak
Bay Rd, right on oak Boy Rd., 1 mile to ~rt. I
~ SEAn'I.l.: FERRY.
Bainbridge/Wins~ Ferry,
Hwy 305 to Hwy 31'" north on
Hwy 3 to Hoo:l Can.ill Bridge.
NOTE:
This notebook has been printed on one side so that the City Council
can write notes on the left side. Additional paper is provided in the
back of your notebook.
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BEACH CLUB /j
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MICHAEL R. PENDLETON, Ph.D.
10:00 am
11:00
11::15 ant
12:00 pm
1 :00 pm
2:00 pm
2:15 pm
3:15 pm
3:30 pm
5:00 pm
7:00 pm
ORCANJZATIONAL~ MANAGEMENT CONSULTANT
34225 BJUDGHVmw DR. N.Jt
KINCSTON, WASHINGTON 1>>83..6
Phone: (360) 638-1]79
F....: (360) 638-1779
ClTY COUNCIL
CITYOFFBDRRJ\I. WAY
1996 RETREAT
AGENDA
Friday
January 26,1996
Review of Vision Sta.tement: Is it Still Valid?
Review of 1996 Budget PrioritiC6: Are They OK for 1997-19981
Recommendations for Prioritization of Ex~ess FUI\ds.
Break
Cuntinuation of Discussion
Lunch
Working Together: What arc our Working Norms?
-Each Other
-The Community
-The Staff
Break
Reallocation of Rcsourccs: 111.4 Strategies"
Break
Continuation of Discussion
Adjourn for the Day
Dinner
'" 'Times allotted for diRcuRsion will be adjusted to accommodatc the nature and
;mpoltance of the discussions.
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MICHAEL R. PENDLETON, Ph.D.
8:30 am
9:30 am
9:45 am
10:45 am
10~O am
12:00 am
1:00 pm
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OR.GANIZATlONAL- MANAGI\MENT CONSUl.:l'AN'I'
Saturday
January 27, 1996
Managing Boards and Commissions
Break
Role of the City in the Region
Break
IncreaGes in RC60urces
Lunch
Adjourn
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FEDERAL WAY'S FUTURE VISION
Precis of the Comprehensive Plan
Federal Way is a great place to live, work, and play because of its:
Government for and bv the Deoole
. Can-do attitude
. Partnership with citizens often through volunteerism
. Provide quality services
. Value diversity, innovation, and participation
. Sense of identity and ownership by neighborhoods
. Fiscally conservative and innovative (contracting) with growth
. Moderate tax rate and bonds for major projects
. Maintain defined vision and continuity for staff and resources
ReSDonsible arowth
. Some growth in all segments of community inevitable
. Channel growth into specific development goals
. Preserve quality of life by developing infrastructure with growth
. Preserve a primarily residential community and open natural areas with
concentrated urban development in the City's Center
. Increase corporate headquarters and some annexation
. Modest population growth (build out available single family, multi-family in City
the Center/SR-99 corridor)
. Multi-use, pedestrian friendly City Center with plazas and structured parking
. Preserve property rights balanced by community health, safety, and welfare
Economic vitalitv
. International and regional retail and employment center
. Corporate headquarters and small business support services
. Redevelop retail warehouse for office, retail, and light manufacturing
. Quality jobs to enhance tax base and quality of life
Efficient traffic svstem
. Link neighborhoods with City Center and other communities
. Mass transit to connect corporate campus and City center with economic and
leisure hubs of other communities
. New infrastructure mostly in City Center by concentrating growth there
. Easy and safe transportation for youth to school
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( Caring for our own t- \fi?; f~Jol~.~. f>t (6Y\\.. f'r'1.~,:t"j
· Government and social service agencies work in concert '.J J { l < .
. Provide caring and safe environment ~ 'P~' d. C c~Y\\.I\ll\'-"~ ;:J/l.....4F" fO . \ C '----f
. Improve 1'tucatiof for aU interests and ages
. etu~t actii~'W-rr(ent, Hiciliti8E, and rosolJroes u,.._<t<-,} ~ff>6t:+ Stro>':f..ed.~rro..h.:...jJ
. Ls---~........,-.~l:::Icational io.c:titytiBns \nd leadership rt'.-- 0......).... ~p
· p."JOY,iQ.!l,8__tr:ained.--work force and quality educatio.. n.. .' ". \-1!::!;41J~ 7o.J'
. 1..-,.. __ .._. for ant stop eOAter for human se.rylQ..t;ls) 7 4 'Y<
. Require greater'partiCTpation from clients in improving their individual situations
Co 6\l t'. \-'L-tL-
Qualitv culture, environment and plav
. Parks, trails, sports, and cultural arts cater to active life styles
. "Partner with schools to develop facilities, parks, and services
. Build performing and cultural arts center~th ...""ultit4nw El..lb1ihJle~, ~i~ ~
. Preserve our natural resources, scenery, vistas, lakes, streams, wetlan s, and
Spring Valley pastoral setting
Regional olaver
. Participating regional partner in Puget Sound economic, political and cultural life
. Participate regionally to yield funding opportunities
. Safeguard against outside impacts that reduce quality of life
. Support sister cities (cultural, educational and economic benefits)
This vision will not be easily achieved. It will require difficult choices. Cooperation will
be required between the pUblic sector, neighborhood groups, business, schools and
citizens to maintain the high quality of life, grow gracefully, remain a healthy and
desirable community and improve urban life amenities with higher density.
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It is the mission of the government of the City of Federal Way to seek to achieve the purpose of the
people of Federal Way, as declared at the time ofthe City's incorporation, February 28, 1990:
To take upon ourselves the governing of our own destiny;
To create a more habitable living environment to enhance both our work and recreation;
To consolidate our many local governing bodies into one that is smaller, locally based, and
accessible;
To ensure that the special needs of Federal Way are addressed in a responsive and responsible
manner.
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This Section is provided as reference material to assist in developing
the framework for a two-year work plan/budget.
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CITY OF FEDERAL WAY 1996 ADOPTED BUDGET
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CblJ.NGll..GOA.LS<' .
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....I~;lt'lllll~~I~~~~~~!1r
....$t~rt..t9..op~r~t~..()Wh.poHc~..cl~partI11Ell1f()l1. ..' .'
11/16/96
. Complete transitipl14r:gm King County.
....Dev~ICli)ll1Elnt..&..ri~99tation..Qfqon~Ultant . ....tl...<:;l:)mpl~t~RigljfQf.W~y.....'
cpntr~Rt$ ...... ..........i..... .<<a#lyi~jtI96~~<
. Complete design phaseforallHpi'Qjeots ...........nE}~~$~W<
.......................'.....n.........,..t.........l.......a..............t...........................h..............1.. n............k...........t................~............f.........1..........^'...............~....1...J..,...........~.... ',' ....-.>................u....... i..si......i...t......i."'.............n..........................i...< ..... r' .. . "I"'t .. .......................~1"....................
'" n "," ...n",s,,..~, ,,<~yompElEl.9Pl'll>Hl.I~~PlJ
. CPtTlPletec()I1~t:rl.!ctt()hicWRhase 1 ..QfRh~$Elltl>r:()jects .
ro'ects
..' ... Zoningregul~tiQhlif9b~dompleted, ...~Upd~testie~(traffic
.UpdateS.treet Traffic, and SWM CIP and SWM CIP.
. Complete CDBGSiclewalklmprovements · Continue to seek
..Continl.lEltOSElElltFElderal& State funding Federal and State
forCal'italPrpjElcts funding for C~pitiil
.$u .Clrt[)QQ$t~ff()nG9de AmenqlTlElntl>, Proj~t!l,
.~e.~.....e...k........r...........a.g....t...r.e...a................~..........h.....t.........e.:.f............u.......s......n.........p.......d.........Q.........s.......rt................~.......s.....o.............r.f.........i.....=.............lp....d.........a........s.....rts...........a........n.f.d.i...e......f. d:tiou~t() . ............... ........ ...~~&fflt~.~hes~~arts t....operate.~he..spo.rtl>..fielcl!l
.~~~~~@tltCfjH~gUfdr;< .. ......and99Imn.U~tqs~eKgrMt
.........~~kt~r~.SChOOI..fi~tclijl'gr~9Efg~~i96.t(): ... /:$p()ft$m~lij~)n......<.......... .....................H..:~~'lrt~~b~g~s.fj~19$
b~#9IliPI~t~9ir1~~~j.~lk~'~7~'s8hClotteld
. .Lake<?f9Y~~R&~#:Ilm~Hjl.Jpgrade '" >>.....t......o......................b...........e......................c............o'.......n........s......t.......r.........u..............""................"'............d....................:;.......n..........d......................................... ......
compl~MClitl1~ge> ....... "'~.. ..
com'..I\:lted.i(r.1997.
. Update Street. Traffic and
SWM C1P
....ContinlJ.e.to..seek Federal
and State funding for
CapUf:lJ Projects.
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....~ 'Implel11enfdlYrrlpiq'\JiewNeighborMoOd
D.evelqpment"Progreim..
....lniti<:i.le..a..seco(n:I..NeiSlf1borhood
D.eveICl. menfPro. . ram.
. Completerelii(!l:lntl<:.1 cpde revisions.
....... .....$.....
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CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PROGRAM
City Manager's Office
.......iiillll.!lii
.. ....'......... ................a:NGOi'N't;''''I?'R'OG'RAMslbpE~Aj'l'b'N$<....,.,. .....
. .. .............................................................................................................
CITY COUNCIL, BOARDS & COMMISSIONS
Facilitate the activities of the City Council, their
Boards and Commissions; and implement City
Council policies and direction.
REGIONAL AFFAIRS
Coordinate and facilitate intergovernmental
relations.
MANAGEMENT
Provide the leadership and interdepartmental
coordination of the work of all departments.
Manage the financial affairs of the City and present
to the City Council a balanced preliminary budget
and capital improvement plan.
LEGISLATIVE RELATIONS
Monitor, summarize and inform City Council and
staff of State Legislative activity regarding issues 0
the City's legislative agenda and/or issues that
would impact the City,
Analyze and recommend City appropriate
responses to pendinQ leQislation.
Facilitate development of a City Legislative Agenda
by the City Council including presenting issuesof
City interest in the Association of Washington
Cities' Agenda.
SISTER CITY RELATIONS
Facilitate communication and reception of visiting
delegations from sister citv(ies).
Provide staff support to the Federal Way Sister City
Association, including support at their meetings,
activities, and research on pending issues.
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CM/DCM
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CM/DCM..... I' ~
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CM/DCM
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SMA
SMA
SMA
SMA
'y I
SMA
Provide support for the selection and development
of a Korean Sister City relationship,
COMMUNICATIONS
Develop, implement and manage an ongoing City
communication plan.
Continue development and maintenance of positive
media relations through phone contact, press
releases and press briefings as appropriate.
Assist various City departments/divisions with
specific communications objectives through
development and implementation of targeted
marketinQ plans and/or products.
SPECIAL PROJECTS/RESEARCH
Staff and assist with community events as required
including, but not limited to the MLK event and the
Chamber Trade and Economic Development Show.
Provide technical/research/project management
support for special issues/proiects as required.
. New programs/additions to Base
SMA~
SMA ttttmmt I H
SMA
SMA
SMA
SMA
Council/Committee Work Plan/CIP
K:V"INANCEIMTWORKPL.DOC
3
--DRAFT ONLY u
1/22/96
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CITY OF FEDERAL WAY
1996 DEPARTMENTAL WORK PLANS
DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES
Address-based filing system: update Permit Plan
Code Com Hance files, Kin Count files
Develop procedures manual to convert to on-line
hel file
Train backu for front counter
Archive buildin files
Airport issues - third runway, flight path, CTED
rant
Urban design guidelines ~ creating administrative
desi n uidelines for ro'ect review
Si n enforcement and information ro ram
Ado t & administer Tacoma interlocal
Non-residential code amendment
House Bill 1724 re reform
Junk Vehicles
Subdivision administrative chan es
Wetland/stream buffers
Non-conformin rovisions
Subdivision codes
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
LU/LR
eeadM Key:
B/dg = Bui/ding Division
Admin = Administration
HS " Human Services
LU/LR = Land Use/Long Range Division
SP = Specia/Projects
NO " Neighborhood Development
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--DRAFT ONL Y ~~
1/10/96
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CITY OF FEDERAL WAY
1996 DEPARTMENTAL WORK PLANS
DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES
.~..IIIIIIIIII~I
LUlLR
LUlLR
LU/LR
HS
HS
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~t):<<
None
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.ad' Key:
Bldg '" Building Division
Admin'" Administralion
HS '" Human Services
LU/LR '" Land Use/Long Range Division
SP '" Special Projects
NO '" Neighborhood Development
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--DRAFT ONLY--
1/10/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PROGRAM
Law Department
_..111111111111
,',' , 'P't'i/$QliNpii/iiU{CU,JllAMstp:pe:RA?rlQN.$\"""
Contract Preparation (Draft 400+ contracts in Law
1996
Prosecution (File 15,500 citations and infractions
in 1996
City Council Support (Legal advice, preparation
of all ordinances and resolutions, attend all regular
Council and Committee meetin s
Police Advisor (Provide daily legal advice to
olice officers, de artment director
Litigation Support (PERC, EEOC, 8+ Tacoma/
King County appeals, Guild lawsuit, King County
litigation, SEPA, Land Use, Code Compliance,
Condemnations, Appeals of Business Registration
denials
Department Support (research, draft legal
o inions for staff-690 in uiries in 1995
Civil Service Commission (adopt Rules &
Regulations, research, draft legal opinions, provide
staff attorne at all meetin s
Disability Board (research, draft legal opinions,
rovide staff attorne at all meetin s
Ethics Board Support (research, draft legal
o inions, attend and staff board meetin s
Department Administration (budget, personnel,
trainin , urchasin, citizen action re uests
$l?~PIAt.Rgd@RAM$i()PI$R.Aml()N$.'.'.""'" ,
Reduction of Jail Costs (2 in-house custody 95-1 Law/
hearings daily, double transports, pursue jail MS
alternatives 96-2
Franchise Negotiations (puget Power, TCI
Annexation (Enchanted Village, North Lake, draft
ordinances and concomitant a reements
Police Facility..(preparation, negotiation of lease
and/or urchase documents
Police Transition Agreement w/King County
(preparation & negotiation of contract)
Police Union Negotiations (preparation &
ne otiation w/an olice union
Domestic Violence Prosecution
Domestic Violence SOC Pro ram
Domestic Violence Advocac
School 1m act Fee Interloca'
Property Acquisition (negotiate and close
urchases for Parks/Public Works ac uisitions
Cable Rate Regulation (annual filing/seek
refunds
Cable PEG Access
Tacoma Interloca! (finalize in order to avoid
a eals
Parks/Public Works Union (negotiate with
**
Law
Law
Law
Law
Law
Law
Law
Law
Law
95-1
96-2
95-1
96-2
95-1
96~2
*
95-2 I 96-3
Law
Law
Law
Council
Re uest
New programs/additions to Base
Council/Committee Work Plan/CIP
6
K:IFINANCEIMTWORKPL.DOC
1/22/96
"DRAFT ONLY--
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PROGRAM
Law Department
~ __ ~~l
Adult entertainment or
IiQtMisoe - 3rd runw
None
New programs dditions to Base
Council/Committee Work Plan/CIP
/
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K:'FINANCEIMTWORKPL.DOC
1/22/96
--DRAFT ONL y--
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Management Services Department
Adm
HR
CC
_CC
Fin
Fin
Fin/CC/
HR/Risk
HR
cc
CC
Fin
Fin
Fin
Fin
HR
HR
HR
HR
HR
Risk
Risk
Risk
Risk
Risk
SYS
SYS
SYS
SYS
Adm = Administration
Fin = Finance
CC = City Clerk
Risk = Fleet, Purchasing, Risk Management and Support Services
SYS = Systems Management Division
HR = Human Resource
K:IFINANCEIMTWORKPL.DOC
8
--DRAFT ONLY--
1/22/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
M tS 0
anagemen ervlces epartment
- If,t. '~1j'~ @l~~~~~;~~~j~m~1~::;:;:::::;::;: ;....\::7. :t;:_ ~f~?:f.;~~ :~[{;:~ Mk: .II..PI
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'u :;: < ~ tilit: :'I~ ;"i;;::,;, :~"":>.~ '1.f..,'<<': l\~~ .I~
,< ... _U' "&-; :-....:"-:.- ,x , ::.;~ ,:' : ," ..,., '.':?m :;>.;:z,,' :. ,< ..::' ".. .i;~
]mmt*{Wili*lmm~~j~@~;~~*?:1jtmj~]f:tt~mmtmt;m;mrmmmfumlllJ~~~~~~j~~;j;ili~~$ :AbltO~ttm' ' 'x " ...elfAltttN$."."" ~{...::i~;~;:;:~:::::::::,. .-:;~~$::~~~~ili~~~;~f:i:~~1$;1~~~;~t:l~l~\1
" : '. ~ ,;::.'.= ':..; ;.; . :. .::~ ,~
...,.:........;.; .-. .-.::':: .-:.. .....
Police department implementation 96-1 All Div
Biennial budget planning/implementation - Adm/Fin
Utilitv tax Implementation 95-2, 96-3 Adm/Fin
Bond Issue ($2 million) 95-2, 96-3 Adm/Fin
HEX service RFP CC
Annexation fiscal analysis Fin
Banking services RFP Fin
Implement new accounting programs Uob costing, Fin/SYS
capital project)
Internal service cost allocation alternative Fin/SYS/
,).,c4' Ris-lF -
Drua testina implementation & administration HR
Implement Employee Suggestion program HR
Implement new ICEt' step of pay ranQe HR
Market salarv survey and implementation HR
Summary plan document for FWRS HR
Total Compensation statements for employees HR
Council member PERS Enrollment process HR
Alternative Dispute Resolution HR
Develop & implement consolidated trainina cal HR
Employee guideline addition and refinement HR/Risk
Human resou rces information system HRlSYS
Human reSources service trackinCl svstem HR/SYS
Formalize comprehensive Safety Program Risk
Evaluate current fleet management program and .. Risk
develop criteria and performance standards for
acquisition, maintenance and disposal. Develop and
submit RFP for fleet maintenance if indicated &
explore interaClencv opportunities.
Develop new employee safetv orientation material Risk
Provide city-wide education for managers on Risk
accident investiQation and analvsis
Pursue Interagency projects & opportunities .. RisklHR
New system study (Kiosks, internet, BBS) $YS
Implement ARC Info System SYS
Implement Document Manaqement system SYS
Implement Police Records svstem 96-1 SYS
Implement Police SOD Mhz svstem 96-1 SYS
Police facilitv 96-1 SYS
Police communications center 96-1 SYS
GIS data/info/capacity sharing (fire hydranUstreet SYS
liaht w/Puaet Power/Other jurisdiction)
GIS new zoning layer (after Como Plan) SYS
GIS new planimetric layer for annexed area SYS
.
"Lead" Key:
Adm'" Administration
Fin'" Finance
CC '" City Clerk
9
Risk'" Fleet, Purchasing, Risk Management and Support Services
SYS '" Systems Management Division
HR '" Human Resource
K:\FfNANCEIMTWORKPLDOC
1/22/96
--DRAFT ONLY--
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Management Services Department
,::ilt\Mfttit%llihtf'it':'iim{}br.#ttttiiiimmiwwMttt'itiSa ' ,Q1AU':'l:Ut: . B.liliM'$.ltlIUSR1.f. '~ ,,' ,:
Review/revise performance criteria and develop an Risk
RFQ for Broker services. Select Broker-of-record
for 1997
Revise purchasing decision matrix and functional
res onsibllities & distribute to mana ers
Complete automated system for commodity
code/vendor cross reference s stem
Refine process for small works roster and
en ineers & architects roster
Com lete division's ollc and rocedure manual
Review/revise positiendescriptions and develop
erformance standards
Risk
Risk
Risk
Risk
Risk
New programs/additions to Base
Council/Committee Work Plan/CIP
.
.
"Lead" Key:
Adm'" Administration
Fin'" Finance
CC '" City Clerk
Risk'" Fleet, Purchasing, Risk Management and Support Services
SYS '" Systems Management Division
HR '" Human Resource
K:\FINANCEIMTWORKPL.DOC
10
--DRAFT ONLY--
1/22/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
. Parks, Recreation and Cultural Services Department
__.llililllllll
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-Lead" Key:
, . Director
4, Mason, Recreation Manager
2. Deputy Director
5. Reuter, Recreation Manager
11
--DRAFT ONLY--
3. Faber, Recreation Manager
6. Simpson, Park Planner
K:\FINANCEIMTWORKPL.DOG
1/22/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Parks, Recreation and Cultural Services Department
95-5 1
1
1
rade 1
95-7 1
1
1
.
.
.
.
.Lead" Key:
1, Director
4. Mason, Recreation Manager
2. Deputy Director
5, Reuter, Recreation Manager
3. Faber, Recreation Manager
6, Simpson, Park Planner
K:\FINANCEIMTWORKPL.DOC
12
--DRAFT ONLY n
1/22/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Public Works Department
.
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e reconstruction
lementation
CMR
CMR
CMR
CMR
General
General
General
General
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.............................................
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SWM/GOK
SWM/GOK
SWM/GOK
SWM/JTP
SWM/JTP
SWM/JTP
SWM/DBR
SWM/DBR
SWM/DBR
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JTP=Jeff Pratt, Surface Water Manager
KM=Ken Miller, Street Ssystems Manager
GOK=Gary Kennison, SW Mtc Supervisor
General=AII Public Works Divisions involved
13 ,'i 1
--DRAFT ONLYn
RT=Ray Taylor
SD=Saeid Daniari, Traffic Engineer
SC=Stephen Clifton
MRS=Marwan Salloum
"Lead" Key: CMR=Cary Roe, Public Works Director
DBR=Dave Renstrom, Water Quality program Coord
RMV=Rob Van Orsow, Solid Waste/Recycling Coord
K:\FINANCEIMTWORKPL.DOC
1/22/96
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Public Works Department
~
"'-
.... Nt.
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
SW&R/RMV
JTP=Jeff Pratt, Surface Water Manager
KM=Ken Miller, Street Ssystems Manager
GOK=Gary Kennison, SW Mtc Supervisor
General=AIl Public Works Divisions involved
14
~-DRAFT ONLY--
RT=Ray Taylor
SD=Saeid Daniari, TrafficEngineer
SC=Stephen Clifton
MRS=Marwan Salloum
"Lead" Key: CMR=Cary Roe, Public Works Director
DBR=Dave Renstrom, Water Quality Program Coord
RMV=Rob Van Orsow, Solid Waste/Recycling Coord
K:'FINANCEIMTWORKPL,DOC
1/22/96
~
CITY OF FEDERAL WA Y
1996 DEPARTMENTAL WORK PLANS
Public Works Department
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ection SWM/JTP
SWM/JTP
SWM/JTP
SWM/DBR
SWM/JTP
SWM/JTP
SWM/JTP
Public/private street maintenance contract
evaluation
WSDOT Right-of-Way mainten~ontract
evaluation
Snow and Ice Pro ram
Cit -wide si nal interconnect
StreetfTraffic Bond Issue Pro'ects
S 316th and 20th Ave S Si nal-construction
Milita Rd/Star Lake Rd Si nal
SR99 S288th to S304th si nal interconnect
New programs/additions to Base
Council/Committee Work Plan/CIP
e:.
K:\FINANCElMTWORKPL.DOC
JTP=Jeff Pratt, Surface Water Manager
KM=Ken Miller, Street Ssystems Manager
GOK=Gary Kennison, SW Mtc Supervisor
General=AII Public Works Divisions involved
15
--DRAFTONLYn
RT=Ray Taylor
SD=Saeid Daniari, Traffic Engineer
SC=Steptlen Clifton
MRS=Marwan Salloum
"Lead" Key: CMR=Cary Roe, Public Works Director
DBR=Dave Renstrom, Water Quality Program Coord
RMV=Rob Van Orsow, Solid Waste/Recycling Coord
. 1/22196
.
~~..IIIIIII!III
CITY OF FEDERAL WAY
1996 DEPARTMENTAL WORK PLANS
Public Safety Department
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Director of Public Safety start date
Grant research and application
Finalize salarv and benefits package
Communication and dispatch services
Budaet: 1997.98 biennial
Finalize iob descriotions
Recruit and select..Qepartment staff
Finalize staffing plan and organizational model '
Civil Service Commission rules and reaulations
Neaotiations with King County
Purchasing
Communit" oriented policina strateaic olan
Identify specialty policing contract options
Office automation systems implementation schedule
Establish Department of Public Safety policies and
orocedures
Negotiate lease for police facility
Design and remodel pOlice facility
OCCUOY oolice facility
Appoint retirement and disability board members
Establish retirement and disability board rules and
reaulations
Records manaaement strateaic alan
Implement records management procedures
Management training
Suoervisorv trainina
Employee training
Phase.in of oersonnel
Assume command responsibilities
Assume all police service delivery responsibilities
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K:\FINANCEIMTWORKPL.DOC
16
--DRAFT ONL Yu
1/22/96
(
CITY OF FEDERAL WAY
MEMORANDUM
.
Date:
January 23, 1996
From:
I!> 'f'
To:
Re:
These are five major areas important to strategic planning for the City. Converting
these subjects into working plans is important for the City Council to confirm to
staff and for Council to direct their prioritization should the City need to allocate or
reallocate funds.
~~ Funds
Shortfall
~ " (
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Public Saf~ \1\1"\1"&\ CJ U
~~--
(
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2
2
Economic Development
5
q
1+
3
Street Overlays
4
4
Public Facilities
3
20
5
Human Services
2
22-
6
Other Issues
1
If you have any questions or comments, please let me know.
NYBERG.96\CCRET .002
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Police Services Strategic Plan
10 Task Name start Finish
1 Plan Dreparatlon 6/19/96 8130/96
2 Research 6/19/95 7/5195
3 Preoare Phase I plan 7/5195 8/21/95
4 Preoare Phase II & III plan 8/21/95 8130/95
6 Transition Team Inout 8/21/95 8121/95
6 City Manacer approval of olan 8122195 8122195
7
8 Hire Director of Police Services 6120/96 12/22/96
9 Identify executive search firms 6120/95 6130195
10 Neaotlate contract with firm selected 7/1/95 7/5195
11 Start search process 7/6195 9115/95
12 Position open 9/18/95 10130195
13 Interview candidates 10131195 11130195
14 Comolete backaround investiaation(s\ 12/1/95 12115/95
15 PSD finalists determined 12/4195 1214195
16 ADDOfnt Police Services Director 12fl2J95 12/'22195
17
18 Grants 6/20195 12131196
19 Identify arants available to Cltv & Aoolv where nec~ 6/20195 12/31/96
20 Identify existlna Kina County & Federal Wav arants 6/20195 1111/95
21 COPS AHEAD time frame (w/ extension) 6/23/95 9125195
22 Real Estate Excise Tax Grant 8129/95 10/2195
23 COPS Universal Hlrlna proaram time frame/deadline 9/1/95 10/13/95
24 Develoo arant manacement stratll(]V 9/1/95 9/15/95
25
26 Establish salarv and benefits nackaae 6/22195 6/28196
27 Gather info from Kina County and comoarable cities 6/22195 8/18195
28 Establish tentative Federal Wav Dlans for new hlreJIateral 8/1195 8/15/95
29 Comoare plans costs to available budaet 8/15/95 8/17/95
30 Adoot a olan 8130/95 8130/95
31 Communicate info to KC to aauae transfer interest 9/5195 9f7/95
32 CitY Manaaer recommendation to Council 9/5/95 9/5/95
33 SaVben hirlna plan service model Dublic brlefina 10/1 0/95 10/10/95
34 Implement add/. new ben. oackaoeslDroorams as nee. 1/1/96 6/28/96
35
36 Communlcation/OlsDatch Services 6/22/95 12/31/96
37 ~(Facllity. Eauipment (CAD E.911 MDT 800 MHz Personnel 12/31/96 12/31/96
38 Protocol Procedures Interlocal aareements)) 12/31/96 12/31/96
39 Prelimlnarv studies/site visits 6/22195 9/1/95
40 Identify existlno services 7/15/95 9/1/95
41 Meet w/ Kina County disoatch 7/15/95 9/1/95
42 Get statistics 7/15/95 9/1/95
43 Get char~es ,',. 7/15/95 9/1/95
44 Get services 7/15/95 9/1/95
45 Determine options 7/15195 8/15195
46 Select contract study 7/31/95 7/31/95
47 Identify scope ofcontacVstudv 8/1/95 8/21/95
48 Identify minimum needs 8/15/95 9/1/95
49 Compare and finalize contract for studv 8121/95 9/5195
50 Review studv options/recommendations 11/1/95 11/20/95
51 Select dispatch option based on studv 11121/95 11/28/95
52 City Manaaer/Citv Council approval 1214195 12129/95
63 Implementation 1211/95 6/1/96
54
55 Budclet 7/1/95 8130/96
56 Prepare 1995 budaet estimate 7/1195 8/11/95
57 Prepare 1996 budaet estimate 7/2195 9129/95
58 Determine implementation plan costs 7/2195 9/29/95
59 Phase-in cost neaotiations 7/2195 9129/95
60 Determine contract costs 9/1195 9129195
61 CM aooroval 1013195 1013195
62 Cltv Council approval 11126/95 11126/95
63 Police Servlces->t99~oMratina budaet 8130/96 8130/96
64
65 Job descriptions 7/1195 411196
Page 1
3
.
.
.
Police Services Strategic Plan
10 Task Name start Finish
66 Gather samoles from other cities 711195 8125195
67 Write drafts 7/31/95 9/14/95
68 Review drafts make revisions based on team Inout 9/15/95 10/13/95
69 City Manaaer approval 10/14/95 1 0/14/95
70 Fill In edulexo reamts based on CS decisions 1/1196 4/1/96
71
72 Staffing Plan/Oraanizatlonal Model 7/5/95 10/10/95
73 Studv current staffina 7/5/95 8/4/95
74 Research calls for service 7/5/95 8/4195
75 Establish department draft organizational modelis\ 7/5/95 8/4195
76 Determine staffina level 8/4195 8/25/95
77 Test model 8/4195 8/25/95
78 Determine oatrol beats/areas 8/4/95 8125195
79 Draft a preliminarv deplovrnent plan 8/21/95 8125195
80 Establish work resoonsibilities 8/25/95 9129195
81 Team presentation 9/25/95 9129195
82 City Manaaer Decision 9129195 9129195
83 Sallben hirlna plan service model public briefina 10/10/95 10/10/95
84 "n';":""'\ ..
85 Establish Civil Service Commission 7/15/95 711/96
86 Ordinance preoaration 7/15/95 8/3/95
87 Research 813195 12131195
88 Leaal review 813/95 8/3/95
89 Present draft to PS/HS Committee 813195 8/3/95
90 City Council first readina 8/15/95 8/15/95
91 Ordinance revision 8/28/95 9/1/95
92 City Council second readina & approval 9/5/95 9/5/95
93 Positions open 9/18195 9/28/95
94 Review commissioner aoollcatlons 9/29/95 10/5195
95 Interview Commissioner candidates 1 0/6/95 10/12/95
96 City Manaaer aooointment of commissioners 10/13/95 1 0/13/95
97 Commission aooointment of Secretarv/Chief Examiner 10/13/95 10/13/95
98 Commissioner trainina 10/13/95 11/30/95
99 Commissioner annnintments announced 10/17/95 10/17/95
100 Commission work olan schedule/rules and reaulations 12/1/95 12/31/95
101 Advertise for DOllce service candidates 1/1/96 3129/96
102 Advertise ooenlnaslaoolication oarlcd 1/1/96 3129196
103 Testing for all CS DOs'ns {written phvs. oral bds.\ 2/1/96 4130/96
104 Aooeals process 5/1/96 6/28/96
105 Send aualified aoollcants to Department of Police Services 7/1/96 7/1196
106
107 Negotiations with Kina County 8/1/95 12/31/95
108 1 . Contract for soecialtv DOliclng ., 8/1/95 12/31/95
109 2. Sharing of current facilitv 8/1/95 12/31/95
110 3. Phasing in of city oolice 8/1/95 12131195
111 4. Transfer of eouioment 8/1/95 12131195
112 5. Use of tralnino division 8/1195 12/31195
113 6. Transfer of records 8/1195 12/31/95
114 7. Police services from 11/16196 to 1/15/97 8/1/95 12/31/95
115 8. Transfer of drua forfeiture monev 8/1/95 12/31/95
116 9. Grant issues 8/1/95 12/31/95
117 10. Police facilitv 8/1/95 12/31/95
118 11. Communicationlinfo dissemination 8/1/95 12/31/95
119 12. Access to info on current POlicina needsltrends 8/1/95 12/31/95
120 13. How to iointlv handle future complainantsllnauiries 8/1/95 12/31/95
121 14. Possible contract for dispatch services 8/1/95 12131/95
122 15. Amend existina contract 8/1/95 12/31/95
123 City Manaaer aPDroval 12131/95 12/31/95
124
125 Purchasina 8/1/95 11/15/96
126 Purchasina of uniforms 8/1/95 11/15/96
127 Design deoartment oatches 8/1/95 8130/95
128 Evaluate ootions 4/1/96 11/15/96
129 Determine standard issue 4/1/96 11/15/96
130 Determine soecialtv issue 4/1/96 11/15/96
Page 2
4
. police Services Strategic Plan
ID Task Name Start Finish
131
132 Capital Durchasina 9/1/95 11/15/96
133 Vehicles 9/1/95 10/31/95
134 Establish other capital purchases priorities & schedule Durchasin 9/1195 10/31/95
135 Capital purchases 11/1195 11/15/96
136
137 community relations strateaY 8/28/95 8/1/96
138 News media Dlan 8/28/95 12/11/95
139 News media plan preoaration 8/28/95 9/1/95
140 PSD oosition onens-PR 9/18/95 9125/95
141 CS Commissioner oositions ooen-PR 9/19195 9125/95
142 Monthlv DOlice reoort-September 1995 9129/95 10/6195
143 PS/HS Cmte mta-DOllce ord-PR 10/5/95 10/12/95
144 Sallben. hlrlna plan service model public briefina 1 0/1 0/95 10/10195
145 CS Commissioner apDOlntments announced 10/17/95 10/17/95
146 Monthlv DOllce report-October 1995 10/27195 11/3/95
147 Faclllh/carl1oao Dubllc announcement 11/1/95 11130/95
148 Monthlv DOlice reoort-November 1995 11129/95 1216195
#;. 149 SDeciallv oollcina.f)QAtract' public announcement 11130/95 1217/95 "." '
150 PSD finallsts-announcement? 1214195 12111/95
151 convnunitv outreach strateov 9/11/95 8/1/96
152 Plan Communltv outreach strateav 9/11195 9/15/95
153 Communltv Survev 411/96 711196
154 Identify needs and make recommendations 7/2196 8/1/96
155 CM approval 9/15/95 9/15/95
156 ,
157 Identifv SDeclaltv Policina contract options for: 8/29/95 11130/95
168 Review oraanizational chart & determine options 8/29/95 9/12/95
159 Meet w/ nelllhborina iurisdictions re contract options 9/13/95 9/20/95
160 Cost analvsis 9/21/95 9/26/95
161 Recommendation to Citv Manaoer 9/27/95 9129/95
. 162 City Manaaer decision 10/6195 10/6195
163 Soecialtv policlna contract public announcement 11130/95 11/30195
164
165 Office Automation Systems Implementation Schedule 9/1/95 11/22/96
166 ' (Computers. Network Phone SYStems PaQers Cell-Phones Fax. 211196 11115/96
167 WAN Access General & Soecial Software applications standards 211196 11/15196
168 procedures Installation Testlna. TralninQ) 211196 211196
169 Scone and estimate prolect cost 9/1195 10/6195
170 Develop Implementation Plan 9/8195 10/13/95
171 Get consents and approvals 9/15/95 10/31195
172 Phase I 12/15/95 2/29/96
173 Server 5 PC 2 taDtOps hub -orlnter 12115/95 1/31196
174 Wirina for and to transitional space 1/8196 2129/96
175 20 phones misc. eauipment 1/8196 2129196
176 Phase II 12/8/95 2/20/96
177 Studv scone and estimate soeclal applications 1218195 1/31/96
178 DeveloD Il1'Iolementation plan 12J20195 2f7196
179 Get consents and approvals 111196 2120196
180 Phase III 3/1/96 8130/96
181 RFQ special application sYStems 3/1196 411196
182 Purchase and install 411196 6/1196
183 T estina 6/1196 8/1196
184 Trainina 7/1196 8130196
185 Phase IV 7/27/96 10/15/96
186 DeveloD standards 7/27/96 9/30/96
187 General Trainino 9/2/96 10/15/96
188 Phase V 7/29/96 11/22/96
189 RFQ remainina eauipment 7129196 8/15196
190 Complete buildina wirina 8/12196 9/13/96
191 Install eauiDment 8/28/96 10/11/96
192 Connect to City Hall 9/17/96 11/8196
, , 193 Connect to remote sites 9120/96 11/13/96
194 Testina and debuaaina 10fl196 11/22196 ',,,,
196 Trainina 10/22196 11/5196
. Page 3
5
.
.
.
Police Services Strategic Plan
10 Task Name Start Finish
196
197 DeveloD Hlrlna Plan 9/1/95 2/15/96
198 Identifv Dhases for fillina all DOsitions 9/1/95 9129195
199 Sallben hlrina plan service model public brlefina 10/10/95 10/10/95
200 Identifv hirino Drocesses for each oosition 1/15/96 1130196
201 Transition team review of hirino olan 211/96 2f7/96
202 Cilv Manaaer aooroval 2/15/96 2/15/96
203
204 Establish Police Service Resoonslbllities In other areas 9/1/95 11/15/96
205 Animal control 9/1/95 11/15/96 .
206 Park oatrol 9/2/96 11/15/96
207 Inter-departmental reDOrtino issues / roles 9/2/96 11/15/96
208 lIIeaal slans 9/2/96 11/15/96
209 Abandoned Vehicles 9/2/96 11/15196
210 Abatement 9/2/96 11/15/96
211 Street Iiahts not functionina 9/2/96 11/15/96
212 Code enforcement reoortina 9/2/96 11/15/96
213
214 Gltv Council Pollcv Decisions 9/5/95 11/26/96
215 Ordinance establishlna Civil Service Commission 9/5195 9/5195
216 Salarv & benefits packaoe 9/20/95 9/20/95
217 Ordinance creatina Oeoartment of Police Services 10/24/95 10/24/95
218 Ordinance establishlna Retirement and Disabilitv Board 11/21/95 11/21/95
219 1997 ooeratino budoel 11126196 11/26/96
220
221 Police Facilitv 10/2195 12/31/96
222 Transitional Space 12/1/95 2n196
223 Neootiate Lease 12/1/95 1/31/96
224 Occupy 2/1/96 2f7/96
225 Interim Space 10/2/95 11/15/96
226 Evaluate options 10/2/95 10/31/95
227 Make decision 10/13/95 10120/95
228 Neootlate lease 12/1/95 1/31/96
229 Desion soace 10/16/95 11/21/95
230 Sion Contract 2/1/96 2/29/96
231 Hire architect 11/27/95 12/1/95
232 Hire contractor 1/1/96 1/31/96
233 Complete remodel 12/1/95 12/31/95
234 Move Into soace 11/1/96 11/15/96
235 Lana Term Space /No timeline defined) 12/1/95 12/31/96
236 Evaluate oolions 12/1/95 12/31/96
237 Retain architect 12/1/95 12/1/95
238 , Preliminarv decision '" 12120/95 1/31/96
239 Neaotiate lease/ourchase 12120/95 1/31/96
240 City Council Authorization 12/31/96 12/31/96
241 Deslan soace 1/1/96 6/1/96
242 Complete oermil process 6/1/96 6/1/96
243 Bid remodel oroiect 6/1/96 7/1/96
244 Award contract 6/1/96 7/1/96
245 Comolete remodel 7/1/96 11/15/96
246 Occuov buildina 7/1/96 11/15/96
247
248 Policv formulation 10/2/95 11/15/96
249 Minimum staffina 1012195 11/15/96
250 Mutual aid 10/2195 11/15/96
251 Off-dutv work assionments 10/2/95 11/15196
252 Internal oolicies (SOPs) 10/2/95 11/15/96
253 Uniform replacement 1012195 11/15196
254 Prlvate orooertv enforcement issues 10/2/95 11/15/96
265 Shooliflina policies for orlvate business 1 0/2/95 11/15/96
256 Accreditation of the new deoartment 1 0/2/95 11/15/96
257
258 ., Leaal creation of Oeoartment 10/5/95 10/24/95
259 PS/HS committee meetina 1 0/5/95 1 0/5/95
260 Ordinance before full Council 10/24/95 10/24/95
Page 4
6
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.
.
Police Services Strategic Plan
10 Task Name Start Finish
261
262 Establish Retirement & Disability Board 11/1/96 715196
263 Draft ordinance accordina to leaallnstructions 11/1/95 11114/95
264 Present draft to PS/HS Committee 11/14/95 11/14/95
266 Advertise for Commissioners 11/21195 12/18195
266 CitY Council adootion of ordinance 11/21/95 11/21/95
267 Interview Candidates 12118195 12120/95
268 Aooointment bv CitY Manaaer 115196 1/5196
269 Trainina 1/8/96 3/6/96
270 Preoare Work Schedule 1/8196 4/5196
271 Establish Rules & Reaulations 1/8196 7/5196
272
273 HR Administrative svstems 11/1196 11/16196
274 Set uo new saVben codes in HRIS/oavroll sYStems 11/1195 11130/95
275 Develoo any new oaoerwork req'd forooiice oersonnel 12/1/95 12/31/95
276 Set uo new emolovee files 1/1/96 11/15/96
277 Establish orientation orocedures 1/1/96 3/1/96
278
279 Records manaaement 11/1/95 411196 ?9
280 Research Records Manaaement sYStem 11/1195 11130/95
281 Establish Records Manaaement imolementation clan 1211/95 4/1/96
282
283 Recruit and select deoartment staff 1/1/96 11116/96
284 Develop and distribute recruitment announcements 1/1/96 3129196
285 Administer tests accordina to estd oroceduresltime lines 2/1/96 4130/96
286 Coordinate CS and deDt selection Drocesses 5/1/96 11/1/96
287 Aoooint and fill positions 6/1/96 11/15196
288 Deslan selection orocess for Records Manaaer 1/15/96 2/28/96
289 Select Records Manaaer 3/1/96 3115/96
290
291 Maintenance - research I orovide for: 4/1/96 11/15/96
292 Vehicle maintenance 4/1196 11/15/96
293 Office eauioment service 4/1/96 11/15/96
294 Radar calibration and reoair 4/1/96 11/15196
295 FaciITtv maintenance 4/1/96 11/15/96
296 Installation of electronics 4/1/96 11/15/96
297
298 Establish selections orocedures to include CS reamts 4/1/96 11/15/96
299 Develoo processes for backaround investiaatlons 4/1/96 11/15/96
300 Psvcholoaical teslina? 4/1/96 11/15196
301 Polvaraoh testina 4/1/96 11/15196
302 Final interviews 4/1/96 11/15/96
303 Medicalldrua testina? 4/1/96 11/15196
304 Develop processltimelines for recruitments 4/1/96 6/1/96
305
306 Interaovernmental relations 6/1/96 11116/96
307 Develooment of intertocal aareements 6/1/96 11/15196
308 Mutual aid 6/1/96 11/15/96
309 Technical services on an "as needed" basis 6/1/96 11/15196
310 Recruitlna 6/1/96 11/15196
311 WSP intoxilizer 6/1/96 11/15/96
312
313 Risk Manaaement 7/1/96 7/1/96
314 Insurance 7/1/96 7/1/96
315
316 Trainina 7/1/96 11115/96
317 In-service trainina 7/1/96 11/15/96
318 FTO 7/1196 11/15196
319 Academv 7/1/96 11/15196
320 Specialtv 711/96 11/15/96
321 Administrative 8/1/96 11115/96
322 Tralnina budael 8/1/96 11/15/96
323 Assistance from King Countv? 8/1/96 11/15/96 . . ,;:.
324 Start-up I FamiliaritY 8/1/96 11/15/96
325 City oolicies 8/1/96 11/15/96
Page 5
7
.
.
.
Police Services Strategic Plan
10 Task Name Start Finish
326 Familiarization with Citv 8/1/96 11/15/96
327 Use of South Kina County services 8/1/96 11/15/96
328 Jail bookina 8/1/96 11/15/96
329 Mental health 8/1/96 11/15/96
330 Juvenile 8/1/96 11/15/96
331 Courts 8/1/96 11115/96
332 Local forms 811/96 11/15/96
333 LocalhosDltalDrocedures 8/1/96 11/15196
334 Local towlna-rotational tow list 811/96 11115/96
335 Firearm 8/1/96 11/15/96
336 Pursuit Orlvina 8/1/96 11/15/96
337 Oiversltv 811/96 11115/96
Page 6
8
.
.
.
CITY OF FEDERAL WAY
MEMORANDUM
Date:
January 23. 1996
) ,
City counc~J /
Kennet~rg, City Manager
To:
From:
Re:
Economic Development
Economic development for the City of Federal Way can be observed from the
following points of view:
+ Attract jobs that will employ people who:
*
live in the City
*
live elsewhere but spend money in the City
+ Offer goods and services within the City boundaries that people from outside
the City will come and purchase.
Economic development is a long-term effort and only rarely has an immediate
return for the investment. An exception to this is the retail trade where nationally
recognized outlets are often successful upon their opening.
Attractina Jobs
There are several ways of expanding the employment base:
)) Induce employers from outside the City to locate within the boundaries;
)) Provide incubation for start-up firms already currently located in the City.
)) Enhance more mature organizations to expand and generate more
employment.
9
.
.
.
Although there are many ways to approach these general expansion efforts some
examples include:
Advertising the city's attributes in national and international publications,
membership in organizations that search for regional investment, use of local
contacts that have international and national connections.
State law hampers direct investment of public funds but education, training,
and practicums can be sponsored by the local government. "How to start a
business ", "Doing business in Federal Way", facilitating "SCORE assistance"
and small business loans.
Use-y,f public investment to genef1Jtii increased density of workers can
enhance a retail area. Improvements in infrastructure particularly street and
street related improvements may help enhance the existing employment
base.
The economic center of the City can be described as the retail core, centered
on South 320th and Pacific Highway South. The employment center of the
city is located in West Campus.
Travel is primarily by automobile which gives freedom of choice to go
anywhere inside or outside the "retail core" of the City.
Making the retail core attractive required private investment in the goods and
services offered. Absentee ownership is a hinderance to expansion as the
City Center frequently competes against other holdings. The ability of the
tenants/owners to attract and maintain capital is unreliable in the long run
and the ability to make public investment is quite limited.
Considering only the area shown on the attached exhibit, those parts of the
City Center that have undergone or are undergoing modernization or
investment have the greatest potential for making an impact on the long-
term economic growth of the retail core of the City.
Given the sparse resources of the City, selecting an area for economic
intensification offers a reasonable approach. The areas shown on the exhibit
offer some possibilities. Research indicates that the potential exists for
some private-private investment within the retail core.
RETREAT\REALRES.KEN
10
Federal Way Comprehensive Plan. City Center
(
'.
Map VII-8
Potential Open Space and Bicycle Routes
.4.,...~
~~r Ii' O()GCC% I ·
!J 0:> 9:J'
oliO, 01 C>
o. 0 [J ~o jl1lo
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........................
. . . . . . . . . . . . .
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o
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N I
.tjj
EXISTING BD<E RWTE
~ EXISTING PARK
_ . _ . _ . _ I _ POTENTlAL BIKE ROUTE
1'771 TARGET rnR HEV
~ CITY CENTtR PUlIl.IC/CIVIC SPAt:(
.
VIl-21
11
Federel Wey Comprehensive Plen - City Center
~'
'',11;1
~!' "
Map VlI-5
Enhanced Street Network,
.
QJM
=!;t
~i
TH ST.
Q
o
.
EXlSTlNG MTERlALS
o
Do
5
of S"<>r::l
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...
+
_._t_t_....
SEX:oaIMY ROADS
POTENTlAL ON
~.:"""":""::"""::"::I STREET PARKING
---
PRCI'OSOI STREETS
.
12
.,d
VIl-14
Federel Wey comprehensive Plen . City Center ""
Map VII.7
Potential Transit Alignments and Stops
.
(""'\
~-
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.
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_ - . - TRANSIT ROJTES
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.
13
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1~~1 ~~ 3
[ I ~ ' /s 272Mll · .,,,,,....
~ 1 ~ I ~ '4- S 281llh F:: 21lllh
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POINT ROAD .Y\.. 2 Lo... t. 3 (.0)>..
8 r! :: 2~:~~:ET sR; ;. ~~;,I;~:~~W ~rr~. l!jiY~ ~ ~~ 3. ... P... Sh.3Uld..,
III lram 9W Dalh Paint. Itd. .. ~
. hUr;laU RiahL Turn LaDe Oa.to e~ "vii SW , - · l.. .... I
7 far lraftie sDut.hbo.und tlllI - hlstaU Trllllttlt!l Sl.anal ~~' ,......... rJ ~I "i~
I Dallb Pi Rd ogLo 1(ll:f.ttl~ ~ ~ .
2101 AVENUE SW bou.d Zh' A.. SW ... 'mpr... S'dowol" .-.# 'n \ -/,..... ~ \
AT 326111 PLACE ......,.11 T.,m. S,...I..d ~__.- TT (;' '\.... J S 304th ST
P....tri.. Imp'...m..... ~. I -~ ~ \. AT MILITARY RD
... iliatall Int.encr.;:tHlD ~.-J )- .j lJf\ ~ r
: ::: ::f:fr~:r:lal::lc. ... Ulhtm& ,)- , I ~ t.~f) 1 -( ~" :.L I r I I '"- ... :~~""~{~r~u~:t..
I...... 21., Av. ..'" '""u rU C:::I " I ~ ( <(;..r t" w..tb.u.. ..'" aa4tb St
.." ... w."b.u.. I-J 11,.1(::-'- 11 :; ...j I ~
~ '\ I ~ I .. In_Lllll Left Turn Lane
... A.. ......, ,,,hUna . I I--- I ct = I from 304.h ..,.
I II ....,..--..., r :::r '"'" '\' 'J c;: I :I\I.~ 11IJ I .o.U>bou.. ...".....,. Rd
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.~~~ n1:Z;f w: ~ ~ SW 312~ srr ~ f TJ 'E~ ir\ T~~~~DH::/:
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'c.~ .. ~ -... "n~fTI~ );;-..1 (" I " 'ff ""n,'ell Tre'''e SI...I...
"" III:W ')L~ "1 S ~ 'UI I J. >:: f}:J 312t.h &.L 20t.h .nd 23rd
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... 1..toI1 T...'ld....1 /' ~ E'~ ~ I--- ~ I \ S !48n1t ST JIj.~ '-". fil' ill ~
-::".~'~ '\ ~~'~.~Rt ~~.'. F ~ I ~~~~.., [t- ~~
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2 SW 3381h ST u.. ~(~~ I ~ · rF--;+- J, r Vl
AT - ~ ; 11.. U...... -~..l... \.' . ~ ,.. S. 360TH ST
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- -.,...., '.
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~~~~ A:!~&tl~e~~~tsw .nll =- !...l
I '._.1
tWOVEMBER CITIZEN
ON FEDERAL WAY COMMUNITY
STREET AND TRAFFIC
IMPROVEMENT PROJECTS
9
+-
~
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AT HIGHWAY 99
~
......
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AT HIGHWAY 99
... in.tall ti'l!Irhc Sl&nallll
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.~Lj"hbt:Hmd Hi.a:h..y ~g
14
.
CITY OF FEDERAL WAY
MEMORANDUM
DATE:
January 22, 1996
TO:
Cary Roe, Public Works Director
FROM:
Ken Miller, Streets System Manager
~"^
SUBJECT: Ten Year Street Overlay Funding Analysis
BACKGROUND
In 1992, the City of Federal Way developed a Pavement Management System (PMS) in order
to provide a systematic and comprehensive approach to evaluating and managing the street
surface condition of all public roads. All of the City streets were visually surveyed in
1992/1993. In 1994 the current policy of rating all the arterials and half the residential streets
each year was implemented. The current PMS system contains data on approximately a total
of 240 street center line miles. All streets are broken out into segments between 500 and
1,000 feet in length. Each segment is rated for distresses such as alligator cracking,
longitudinal/transverse cracking, rutting and patching and this data is used by the program
. for analysis.
THE MODEL
Using a series of decision trees a rehabilitation alternative is selected by the computer
program for each segment. There are 7 decision trees, one for each functional road
classification (major arterial, collector arterial, minor arterial and residential) and one for-
each pavement type (asphalt, concrete, bituminous). Each decision tree has 3 or 4 branches,
each branch is defmed by a pavement rating range. Costs have been assigned for each
rehabilitation alternative from routine maintenance to a full rebuild. In order to prioritize the
streets, a pavement condition rating is calculated for each segment. The pavement rating
ranges from 0 to 100.
PA VEMENT RATING DESCRIPTION
85-100 Excellent
70-85 Good
50-70 Fair (Start receiving complaints)
30-50 Poor
. <30 Failed
15
.
.
.
The network analysis model runs have predicted future deterioration of the streets using
average deterioration curves. Typically, a newly constructed street will last up to 20 years
and an overlayed street up to 12 years. Local access streets can last longer due to lower
traffic volumes, vehicle types and speeds of vehicles.
SUMMARY OF FINDINGS
There are two primary network pavement performance indicators, the overall pavement
rating and deferred rehabilitation costs. The pavement rating measures the condition of the
pavement and estimates remaining life. The deferred cost for a given year is the cost which
would be required to repair all roadways in the network. For the deferred cost indicator it
is important that it is decreasing, or this will cause a deterioration in the overall system over
time.
Attached, as Table 1, are the summary results from the network computer runs for varying
budget amounts, starting with the current level of $730,000 per year to $3,000,000 per year
for a 10 year analysis period.
Currently, the City's street network is in good condition with an average rating of 79. At
the current level of funding, this rating drops to 54 after 10 years which is a poor/fair street
condition rating. Also, deferred cost for rehabilitation will be increased from $16,058,799 to
$30,688,450.
At a funding level of $1,900,000 the average condition rating remains at 79 and the deferred
cost for rehabilitation is lowered from $14,888,751 to $12,778,582.
16
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" CoJV'-, t--tA V\,-''---
DATE:
23 January 1996
TO:
Ken Nyberg, City Manager
@
FROM:
Philip Keightley, Deputy City Manager
SUBJECT: Facilities Strategic Plan
An outline strategic plan for public facilities needs to be
developed to guide the city Council in making deliberative
decisions as to facility needs and priorities. This strategic plan
could include such elements as the following to meet Comprehensive
Plan and city council goals:-
(
*
Police facilities
*
Police communications facility (com center)
*
City hall
*
I ? S\ (' \"C v eJv; c,'(,j \"'{\o...vq- .u..._,t/1.AJ - ~r~<--1' 0
Maintenance facilities {
storage
*
*
Community centers
*
senior centers
*
visitation Retreat Center
*
Performing arts
*
Parks
passive
*
. . ball' \''- ,,0.1.0,,-,,+/,-,,"- CP6 \.((
Par~s - act1ve (1e f1elds)'- .
-)
* Joint use facilities with school District
* Joint use with other agencies (Fire, Lakehaven etc)
20
CITY FACILITIES CRID
. Ctt CITY HALL r - 5
~ C' STEEL LAKE ANNEX G - 4
o KLAHANEE LAKE COljljUNITY/SENIOR CENTER , - 5
o VISIT A TION/RErRf A T CENTER D - 4
1 1 lIOSPITALS GRID
I H ST. ,RANCIS COMljUNITY HOSPITAL , . 6
H VIRGINIA MASON HOSPITAL F - 6
FIRE STA TION S GRID
F STATION I, KING COUNTY FIRE DISTRICT #39 H - 7
F: STATION 2, KING COUNTY FIRE DISTRICT #39 E - 4
2 F 51 ATION 3, KING COUNTY FIRE DISTRICT #39 0-5
2 F STATION 4, KING COUNTY FIRE DISTRICT #39 H ~ 4
F: STATION 5, KING COUNTY FIRE DISTRICT #39 H - 3
F STATION 6, KING COUNTY FIRE DISTRICT #39 , - 1
~ F STATION 73, CITY OF KENT FIRE DEPARTMENT H - 1
F STATION S, KING COUNTY FIRE DISTRICT #39 E - 4
..~, POLICE STA TIONS/'COURT GRID I
p KINC COUNTY POLICE DEPARTME T. DISTRICT 5 F - 6
3 p, FEDERAL WAY DISTRICT COURT F - 5
3 p. KING COUNTY POLICE SUB-STATION 0-5
POST OFFICES GRID
~ FEDERAL WAY BRANCH F - 5
00 TWIN LAKES BRANCH D - 6
KING COUNTY LIBRARIES GRID
&;. ,EDERAL WAY REGIONAL LIBRARY F - 6
4 4 L: SOUTH :520TH STRHT LIBRARY F - 4
PUBLIC SCHOOLS GRID
ADELAIDE ELEMENTARY D - 4
BRIGADOON ELElolENTARY C ~ 6
~ CAlolELOT ELElolENTARY H - 3
~ ENTERPRISE ELEMENTARY E - 6
,., GREEN CABLES ELEljlNTARY C - 5
LAKE DOLLOFF ELElolENTARY H - 4
5 5: LAKE GROVE ELElolENTARY E - 4
LAKELAND ELEljENT ARy G - 7
MARK TWAIN ELElolENTARY G ~ 2
MIRROR LAKE ElFMfNTARY f - 4
NAUTILUS ELEMENTARY F - 3
NORTH LAKE ELEMENTARY H - 6
OLYMPIC VlfW ELEMENTARY D - 5
PANTHER LAKE ELEMENIARY F - 6
6 RAINER VIEW ELEhlENTARY G - 8
6 SHERWOOD FOREST ElfhlENTARY E - 6
SILVER LAKE ELEMENTARY E - 5
STAR LAKE ELEhlENTARY H - 1
TWIN LAKES ELEMENTARY C .- 4
VALHALLA ELEMENTARY H - 2
WILDWOOD ELEMENTARY G - 3
WOODMONT ELEMENTARY G - 1
7 hlEREDITH HILL I - 3
7 ILlAHEE JUNIOR HIGH E - 7
KILO JUNIOR HIGH H - 4
LAKOTA JUNIOR HIGH E - 4
SACAJAWEA JUNIOR HIGH F - :5
SAGHALlE JUNIOR HIGH E - 6
TOTEM JUNIOR HIGH H - 1
f& DECATUR SENIOR HIGH D - 4
{,t FEDERAL WAY HIGH SCHOOL F - 4
8 8 {,! HARRY S. TRUMAN HIGH SCHOOL G - 4
Q THOMAS JEFFERSON HIGH SCHOOL H - 2
~l
A
B
C 0 E
F
G H
~
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o
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G
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c
CITY OF
FEDERAL WAY
- - - FEDERAL WAY CITY LIMITS
;;;;;;;: PARKS
OPEN SPACE
,
~~
~~
SCALE: 1" = 5,000'
PRINTED JANUARY 1996
.
.
...
..,
.
.
.
CITY OF FEDERAL WAY
DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES
HUMAN SERVICES DIVISION
MEMORANDUM
DATE:
January 22, 1996
TO:
City Council Members
FROM:
Greg Moore, Director of Community Development Services
SUBJECT:
Human Services Funds
1. For your information, Exhibit A is a chart of General Funds used for human services in the
City's history and Exhibit B details federal COSG funds which Federal Way has received. Current
1996 resources utilized for human services in the City of Federal Way include $382,000 of
General Funds and $75,524 of CDBG funds, total amount allowed for human services.
$588,683 is the total CDBG allocation for the City in 1996, most used for capital projects.
$382,000
$75,524
$170,000
$375,000
$1,002,524
$343,159
City General Funds
COSG for CARES - (total allowed for human services)
CDBG for minor home repair (capital that benefits individuals)
DARE program ($150,000 x 2.5 FTE's)
Total City 1996 local "safety net resources"
CDBG for capital facilities
$1,345,683
GRANO TOTAL
There are many human service providers within Federal Way that provide services to city
residents. For 1996 this includes $935,258 for Public Health Services, a value of $17,554 from
the South King County Community Network. Local agencies provide additional human services
over and above ..those funded by the City.
2. A Human Services Comprehensive plan will be brought to the Council for adoption by July
1996. This presents an opportunity for the City Council to:
. review data on human service needs and impacts of funding and system changes on
services for Federal Way residents
. formalize the City's definition of its role and areas of commitment in human services
. establish clear priorities that will guide City involvement and dedication of City funds for
the next two year budget
. improve understanding between the City Council and community agencies: specific
policies will enable competing agencies to be clear on council funding priorities,
22
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PAGE I
13
_OF 3
CDBG FUNDING HISTORY
City of Federal Way
Summary of detail attached
$986,859
$625,402
$46'5,804
$94.697
$2,172,762
City of Federal Way for city facilities, programs & administration
non-profit community facilities
housing rehab: preserving quality of housing stock
human services
TOTAL 1991 - 1995
24
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(
CITY OF FEDERAL WAY
MEMORANDUM
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To:
City Council
Date:
January 23, 1996
From:
Re:
For this retreat, I am offering some thoughts on the subject of part-time people working in
a full-time organization. This document can apply to volunteers, contract personnel. part-
time employees, and full-time employees alike.
Over the years, I have myself served as a part-time 'senior member of a full-time
organization, as well as working as a full-time employee of an organization where there
were senior part-time members.
(
I have observed that there are certain rules that facilitate interaction between these two
groups. These "rules" are generally Quite simple and I think of help to periodically review.
It is for that reason that I have prepared a few thoughts to share on the general subject of
working together in an organization where there are both full and part-time members.
PART-TIME PEOPLE HAVE SPECIAL NEEDS
Part-time people have need to access the full-time organization for information, status, and
personal reference. Information is needed to stay abreast and informed in order to properly
perform their duties; status exercises the uniqueness of their place and describes the
accomplishment of their duties; and.finally, personal reference is necessary to validate their
position within the dynamics of the organization.
Because part-time people have full-time interests outside the organization, their ability to
access the organization on a regular basis is often unpredictable, sometimes unprepared,
and usually unexpected. Considering this situation, a few guidelines are offered for
reflection.
Telephone calls from part-time people should be taken when received. The person may be
calling from a telephone booth and unable to wait. If impossible to handle the call explain
why a call-back is necessary.
The same rationale applies to any personal visit by the part-time person.
When presenting information, do not think the part-time person has the same level of detail
or understanding of a subject as do you the full-time person. Always render a basic level
of information exchange until the part-time person directs or experience teaches you
otherwise.
1
.
.
.
Establish an information exchange on a need-to-know basis. Certain information may be
extraneous and unwanted by the part-time person.
Make an extra effort to understand what the part-time person wants in order to make a
decision or carry out their duties. Do not assume, but ask and clarify so that the part-time
persons expectations and your ability to service them are the same.
Expect that requests for access to the full-time organization will come at non-traditional
times of day and days of the week.
FULL~TIME MEMBERS ALSO HAVE NEEDS
Generally the full-time member of an organization has responsibilities which require duties
to keep the organization functioning on a day-to-day basis. One of the by-products of this
is the development of common routines, the establishment of certain systems and the
creation of specific protocols to keep the organization capable of performing its assigned
mission.
:,~" ..r:
Disruptions, exceptions, and interruptions all have an adverse effect on these functions and
to the extent possible, should be respected by the part time person when accessing the
organization.
It is helpful if the part-time person develops a routine that is comfortable to them and can
be inserted into the organization. Calling at the same time each day, visiting on the same
day are examples of how this personal routine assimilated into the organization.
Part-time members of an organization need to be as clear as possible on what their needs
are and where appropriate share the basis for their request. This is often helpful in a
heavily codified organization (like the US Army or a municipality) where there may be
ancillary information that is missed by asking an incomplete or incorrect question.
Knowing the reason for the request will usually supply enough information that the full-
time person can provide complete information.
Exercising patience if a request for information or assistance is not immediate.
Notwithstanding emergencies, the request may require the full-time member to disengage
and stabilize an activity before rendering a requested response.
Whether or not a person is full-time or part-time, their value is important and necessary to
make the organization function as it is intended.
This in my opinion is the underlying basis for both individual and organization success.
AETREA T\WKTOGTA.KEN
2
THE PURPOSE OF THIS SECTION IS TO PRESENT BACKGROUND AND
RATIONALE FOR STRATEGIES TO BALANCE FUTURE BUDGETS.
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Proposed Strategies -
Expenditures
1. Reduce the 1996 Budget by
$180,000 from the 1995
baseline budget;
Operation Impact
Status
Some of these reductions will reduce services that staff
believe could be sustained by the community (e.g.:
dangerous building abatement from 2 to 1 per year); the
~ elimination of two authorized but unfilled positions in
I ~~tati~l~ impact of this reduction will be reduced i,.
1 flexibility in implementing "unexpected projects" during
! the year, and reduced carry-forward amount at the end 1
...........................................................................L~r~~~.y.~~.~:..................,...............................................................................................L..........................................
2. Establish a market driven j The effect of this strategy is not to eliminate but to be : Approved and
pay plan in lieu ofa Cost of ! consistent with Council's direction in pay range adjustments. 1 implemented
Living Adjustment i i
........JG.Q~A);..............................................L.............................................................................................................................................L.........................................
3. ln$ttttlte a selective hiring i This will n:duce service levels in impacted areas which may i Approved, will
freeze with the goal of l or may not have visible impacts to a majority of the jimplement over
reducing five positions by l population. Again, it will reduce the City's flexibility to ! 1996 and 1997.
December 1997. Projected ! redirect resources to unanticipated events, projects, etc. ~
....~~~g.~:..~.??9.'.9gg.~.......................L.............................................................................................................................................t..........................................
"4.' Limit future department ! This strategy require continued reallocation of resources for I Approved
budget increases for l the following reasons: l
operations to 2% per year !. A number of areas in our budget historically have much !
or approximately 70% of ! higher increases than the 2%, e.g.: jail (10%+), court j
the consumer price index. i (6%+), the market-based pay plan (4%+); j
Savings: $400,000; ~ . Any program additions are not considered (such as the ~
! assumption ofDV prosecution responsibility for j
l $325,000/year); j
j · Any impact resulting from Federal/State legislative action 1
1 is not included; r
1 · In 1996, a number of vehicles and equipment are due for 1
! replacement but were not replaced which reduces the i
! replacement charges at approximately $20,000 per year; !
i · The income from the Brantley Janson lease provides !
! funding for Building and Furnishing Fund - which reduces !
~ the charges to General Fund. The current lease ends i
11/96. The impact of $ 100,000 needs to be absorbed. j
I,. · City Council expressed interest and staff are evaluating i
needs to establish a "facility" repair/rehab reserve. If j
...........................................................................J........~~~~~~l}~.~~~.p.~~.~..~.~~!J~.~..~~..r.~~.?~!9.~~:......................l..........................................
5. Contain police operating ! The $9.5 million target is lowered from the $10.3 million Approved
costs to $ 9.5 million ! budget initially projected for the department. Although
dollars in 1997 and hold i considered "doable", costs may change with startup
future operation increases i operations.
to 4% per year from 1997 !
and thereafter. Savings: i The on-going increase is targeted at 4%, or 125% - 133% of
$800,000; l CPI. The higher increase factor takes into consideration of
: the startup status of the department and that the budget is
! predominantly personnel costs which subject to special
........................................................___.................LE~g~.~~~~g~:..........................................................--- ...................................................".............................................
.
.
5
Approved and
implemented
Proposed Strategies -
Ex enditures cont.
6. Discontinued General Fund 1 :uis is consistent to the original Council direction but a year
Subsidy to Visitation 1 earlier than the Center's revised projection which showed
Retreat and Cultural Center! subsidy need of$19,OOO in 1997. However the Center has
by 1997. The last year of ! revised the operation plan to accomplish this goal.
subsidy is 1996, which is j
estimated to be $69,OOO~ 1 .
...7......c~~ti~~~..fuily..~d~ith~......rThi~..i~..~~i~~t.~th.th~..i;;t~~t..~ith~.p~~g~~.;~..g~~l:...Th~...T.........App~~~;;j..........
Solid Waste Management I program level will be adjusted according to grants and !
program with grants and l franchise fees. . ~
franchise fees~ I 1
"i:"'Red~~~'the"S't'~eet'F~~~i"""'''''''r:fu'i995:''~'ioo/~'~'~h;'~g~'wM'le~ed'o~'swM:"whi~h""""'r""'~ple~~~t;;d"'''''
payment to the Surface l represents approximately $135,000 a year. This change !
Water Management fund I further reautes the resources that otherwise would have gone!
for right-of-ways to 30 % I into SWM capital projects. !
of surface water fees which ! !
represents $71,000 in 1996 ! The State Department of Transportation is seeking relief !
! from paying local SWM fees on state ROW through a !
1 legislative change in the 1996 session. The impact will be !
............................................................................L.~p.p.~!?~~~~.Y...~.~.Q.~QQQ..~.y.~~~:.......................................................................t...........................................
9. Reduce funding for the Arts ~ 1 :r v be;; Ie;;vte
from $82,500 to $77,500 I I , ( ,~~
annually'.! ! ttff. 0
..lojied~~e fu~di~.g..t~..H~~~~......rB~.i~~.i~.~.e~t~t~.of.i.995..;;d..1996.h~~~..~e~i~e~.........'....T...T~.b~..~e~i.~we~T..
Services from $382,277 to ! funding provided by all sources in Federal Way: $0,~ # I
$300,000. 1 Services 1995 1996 1'S .
~. City General Fund $382,000 $382,000 + '5 1(00) tf'b J q g.
~. COBG CARES 66,556 75,524 ~ ;;k /qq s f1; 1<;1' ,
i. COBG Ho~e Repair 125,000 170,000 @ tyJl!(J' Hs rl
!. CDBG Capital 430,848 343,159 ! CFctu 1)"1 ~(j :. ~J
[. DARE 375,000 375,OOO---------t:3' '1. C-6YlLIYLLfoS-_
~ Total Estimate $1,379,404 $1,345,683 !
1 Proposed change (82,000) ~ rn.:
1 Estimated Resource w/change $1,263,683 1 ~
~ There are many other human services provided to the city ~
~ residents. For 1996 this includes $935,258 for Public ~
1 Health and $17,554 from SKceN. If these amounts are ~
! considered, the total value of human services for the City of !
! Federal Wa exceeds $2.2 million in 1996. !
Operation Impact
Status
Approved
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! COtUlcil approved the fee increases as proposed, but there
1 are other factors that could impact the attainability of this
l goal. General economic conditions, a change in demographic
! composition, a change in social/economic condition of the j
..........................................................................!...f.~~y...(~~..~!E:~~..f.~~y.]..~.~g!!?p..~~~~~..~~.~).........................................i...........................................
2. Elimi~ate not-for-profit ! The revenue increase is assumed at the $50,000 level. The ! Approved and
organization exemptions for ! attainability depends on actual activity level. ! implemented
.........~.~.~~~~.8..~~..~~~..~.~~..f.~~~.;......L............................................................................................................................................J...........................................
3. Consideration of adjusting 1 Council has discussed the systematic adjustment of property j To be reviewed
property tax annually by 1 taxes. The two options debated are: 1) keep levy rate ! YL~ :.. 6"ul rr
inflation, which is est~ated ! co~tant and allo~ value change.to in~reaseldecrease tax ! - ,,117~
to generate $500,000 m i receipts; or 2) adjust revenue to inflatIOn each year. ~ - '~
additional--revenue in the j Either approach will bring similar results over the long run. ~"""1' l~f .
third year, or $167,000 ! The first approach is less predictable in a shorter time frame! _, '/ _ ~ ttovitJ"Ai J
additional revenue each ! which may be detrimental to the continuation of established! ^ I " ~ \ T
. Th d" ed' bl d 11' vl'q IVC c.-;
year. i programs. e secon optIOn IS more pr lcta e an a ows 1 Q
! the revenue to "float" with the general operating costs. ! - 'Pov1 ~ H.ll cw..fo__3't--,~
! However, ~e City is only 2~o away from the maximwn levy ! ~, ',-,~' '<0 .
i rate, and WIll not be able to mcrease our revenue above 2% 1 . j j (J' ,~
~ without an increase in valuation increase. j - \' \"J - l.I,~
! The County Assessor is planning to change from biennial to ! t....'f' (Q, ~' 'r"X""'t..;
j annual revaluation. If implemented, this has the potential to l --1\" S( ~\.--t.
! bring the two options closer. The only difference is real !
! estate value does not always coincide with the general !
1 consumer market which has more direct correlation with the !
...4'....'S~b.iii~~.Art~ri.~i..st~~~t............I..~~~:;~i~~~~:p;;~e~..TIP:.c~~~~ii.;~..di~~~ti~~..i.~.t~.~t~p~.......I...'T~'b~"~~~i'~~~d"~'" ri ~'( ljS
overlay funding level at j up funding by $200,000 each year, beginning 1997, to reach! -t;Z.OOOL\:\ <11;' ~\As
$700,000 per year. It is ! the required $2 million level. To implement this direction, ! ~/("(fi)J q ~ li\NCLil,,~.P
estimated that, to fully 1 either a systematic gradual reduction of services in all areas 1
fund this program, $2 ! or new funding sources will be required. The $1.3 million !
million per year will be ~ difference between the existing and proposed funding level l
required. The funding ! represent approximately 7% of the General Fund or 5% of !
sources include $161,370 in 1 overall City operations. ~
property taxes, and ! 1
$540,000 in fuel tax and ! !
investment interests. 1 1
Proposed Strategies -
Revenue
1. Adjust recreation fees and
improve the recovery ratio
from 30-34% to 40-45%;
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COUNCIL HAS RAISED THE QUESTION ABOUT THE OPERATION OF
ITS BOARDS AND COMMISSIONS. THIS SECTION PRESENTS
MATERIALS DESCRIBING THE PURPOSE, SIZE, AND PROCESS UNDER
WHICH THE BOARDS AND COMMISSIONS FUNCTION.
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Please Retain For Future Reference ~ Citv Clerk's Office
CITY OF FEDERAL WAY
1996 CITIZEN COMMISSIONS
o
ARTS COMMISSION
11 Members
2nd Thursday -7:15 a.m.
Administrative Conference Room
Staff: Jenny Schroder & Sue Floyd-Smith
__ L f:6Pf DIJNZO
R o~ t. \.r-
o CIVIL SERVICE COMMISSION
5 Members
1st Wednesday - 7:00 p.m.
Administrative Conference Room
Staff: Jim McNamara & Gretchen Lusink
o DIVERSITY COMMISSION
11 Members
2nd Wednesday - 7:00 p.m.
Administrative Conference Room - 2nd Floor - City Hall
Staff: Iwen Wang & Cathy Rafanelli
o
ETHICS BOARD
3 Members
Semi-Annual Meeting
Or, As Necessary
Staff: Landi Lindell & Eileen Robinson
o HUMAN SERVICES COMMISSION
9 Members
3rd Monday - 5:30 p.m.
Administrative Conference Room - 2nd Floor - City Hall
Staff: Bonnie Olson & Patricia Talton
o PARKS/RECREATION COMMISSION
9 Members
1st Thursday - 6:00 p.m.
Administrative Conference Room - 2nd Floor ~ City Hall
Staff: Jenny Schroder & Sue Floyd-Smith
o PLANNING COMMISSION
9 Members
1st & 3rd Wednesday -1:00 p.m.
Council Chambers - City Hall
Staff: Greg McCormick & Tina Piety
o YOUTH COMMISSION
13 Members
3rd Thursday - 5:00 p.m.
Klahanee Lake Community/Senior Center
Staff: Brent Mason & Mary Jaenicke
K:\CLERK\COMMISSION.96
iii
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CITY COUNCil RETREAT SUMMARY
AT PORT LUDLOW
FEBRUARY 24 & 25, 1995
BOARDS AND COMMISSIONS
A.
APPOINTMENT PROCESS
1.) Council Responslbtlltles. The City Council discussed their responsibilities
for the interview of all Boards and Commissions members. There should be
at least four and preferable all of the Council present for the Interviews.
2.)
Appointments. The expiration month of the terms of each Board or
Commission should be staggered to prevent excessive interviewing-
Interviews for appointments or reappointments could be held in the month
prior to the expiration of appointments. The appointment or
reappointment would be made at the first Council meeting of the month of
the expiration of appointment. See the attached draft calendar of
expi ration/appointments.
3.)
Alternatives. The Councllliked the idea of on alternative for each Board
and Commission reappointment. Upon a resignation the Council could
determine If the alternative person would fill the vacant position for the
remainder of the unexpired term of the vacancy or if there will be
interviews. The alternative could fill the vacant position until the Council
makes this decision. Alternatives could attend meetings of Boqrds and
Commissions with no vacancies; theV would not vote, but courd participate
in Committee assignments.
4.) Fact Sheet. Stoff could provide for 01\ applicants a fact sheet which will
summarize the selection processes, rules effecting Boards and Commissions,
purpose of the Boards and Commissions, job duties, regular meeting dates,
etc. This fact sheet would be provided with the application form.
5.) Application. It was considered that 01\ applicants be required to
completely fill out the application form In order to be considered.
6.)
Interview Questions. Under this revised appointment procedure, staff
would provide a list of general questions for the Council to consider at
interviews, together with Information on standard interview criteria and
what kinds of questions are appropriate or legal to ask. There would be
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7.)
8.)
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no standardized questions for Interview, but Council Members could ask
similar questions so would be unlformltv between each Interview.
Questions would not need to be submitted to the Mayor for review,
Pre-screening. Council considered having onlV residents of Federal WaV
applv for positions on Boards and Commissions unless otherwise specified
bV code.
Voting. Council thought It Important to have a defensible voting process.
For example If there are four posItions to fill each Council Member after the
Interviews would give the names of five candidates theV prefer, From
these names the top four candidates with the greatest number of votes
would be selected for appolnt[Tlentand the fifth named for the alternate,
Ori,entation. The MaVor and City Manager were asked to prepare for an
orientation to new Boards and Commissions. The orientation would be
attended by all new Boords and Commissions members prior to active
participation. The orientation could include rules, purpose. CitV Council
goals and work plan. etc. The first orientation would be for all new and
existing Board and Commission members. Consideration was given to
making attendance not an option.
. B. ROLES OF CITY COUNCil AND' OF BOARDS AND COMMISSIONS
9.)
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1.) City Council Work Plan. The City Council's policies. work plan and priorities
for the City govern the work of the Boards and Commissions. Personal
interests and private agendas of Council Members and Boards and
Commission members are not to be imposed on staff.
2.) Boards and Commissions Work Plan. Boards and Commissions would take
Council gools. polides. ,work plans. and prioritize and develop them into
their own work plan. The City Council would approve all Commission work
plans in the spring of each'vear, and set schedules for each Commission
work plan task. All Commissions then could work together to achieve
Coundlgoals. The Coundl would periodically define bo_undar:les for Boards
and Commissions. For example. Issues related to the Visitation Retreat
Center would be entirelv the responsibilitv of the Arts Commission.
3.)
New Ideas Process. Boards and Commissions are encouraged to submit
new ideas outside of existing work plans to the City Council In the Spring
of each year. Separately from the work plan so that the CitV Council can
consider these recommendations as a part of budget for the next year.
These new ideas would be submitted to the appropriate City Council
Committee first.
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4.)' Structure. It was felt that the above structural changes would resolve most
of the difficulties related to Boards and Commissions. The Council felt that
the..., need to deal with challenges unanlmouslv, and not allow people to
piaI,' Council Members against one another. The Coundl agreed to steer
issues to the appropriate Commission or to staff as appropriate.
5.) Boards and Commissions. It was felt that Boards and Commission chairs
should worn with staff to set meeting agendas and act as f<:1cilitators and
coordinators. All Commission members had equal standing. The Citv
Council would like recommendations Including alternatives and the pros and
cons for each alternative.
C. ;~ECOMMENDAnONS TO CITY COUNCil
1.) City Manager Recommendations. Where appropriate. Citv Council agenda
packets should contain a recommendation from the City Manger together
with an analvsis with findings of facts for alternatives and the pros and
cons for each alternative including those of Boards and Commissions and
Committees.
2.)
Committee Boards and Commissions Recommendations. The
recommendations of the Committees. Boards and Commissions should also
be Included in the Council agenda pocket. This may result in different
recommendations. This is acceptable.
II. CITY COUNCIL WORKING TOGETHER
A. COUNCIL COMMITTEE MEETINGS
1.)
Efficient and Focused. Make meetings more efficient and keep them
focused. Move more action items and fewer information items. Trv to
keep the meetings to one hour or at the most one and 0 half hours in
length.
2.)
Middle of the Day. Have no meetings during the middle part of the day.
3.)
Morning Meetings. StaV within the allocated meeting time.
4.)
Early Evening. Consider having meetings between 5:00pm and 7:00pm
before Council meetings.
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ACTION ITEMS FOR CITY COUNCil
A CltV Council Committee can not take final action on behalf of the CltV Council.
Action Items should be sent to the full CltV Council for legislative action under the
following conditions:
1.) Items that .the (ItV Council requested be considered bV a Committee.
2.) Items that are legislative or code required.
3.) When a Committee decision has been made and staff work Is complete.
4.) When two CltV Council Members want an' item sent to the CitV Council.
,Jf
, 5.) Items Committees want reported to the fullCitV Council.
C. WORKING AS A TEAM
1.) Guard against CitV Council Members being plaved off against each other.
Guard against plaving staff against each other.
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2.)
3.)
Staff responding to each Council Member's personal agendas odds to worn
load and interferes with staff's abilitv to achieve collective CitV Council
goals.
D. WORKING WITH STAFF
1.) Policy Issues. These should be assigned to the appropriate Committee.
2.) Non-Policy Issues. Go to the CitV Manager or the Assistant City Manager.
If appropriate, consider going to a Department head.
3.) Requests for Information. City Council Members shouk! try to use citizen
action request (CAR) forms or at least provide in writing the name,
telephone number and issue to staff. Staff will make an initial response to
the CitV Council Member within three working davs. Staff will try to make a
complete response within ten davs giving full details.
IV. 1995 GOALS
A.
THREE CSO'S. Stoff needs to move decisively on the deplovment of the
three ($O's budgeted in 1995.
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B.
TRUMAN SCHOOL IMPROVEMENTS. ConslderQtlon was'glven to reallocate
funds for Truman Field Improvements. Staff Is to provide alternatives for
the Cit", Council to consider. The Parks committee should submit
recommendations for alternative fields, If the", make sense, to the Humans
SeNices Public Safett,J Committee for consideration and the reallocation of
CDBG funds.
V. VISION
A. SOUTH 348TH STREET AREA
(This Is assumed to be approximatelv South 336th Street and South 356th
Street, and between Interstate 5 and west of State Route 99)
..~1.:".
1.)
light Manufacturing and Bulk Retail. These mOV'obe prlmarv land
uses within this area. These two uses do not seem appropriate in
the downtown area. The bulk retail should not compete with the
retail in the downtown area.
""""
B. DOWNTOWN AREA
(South 320th Street Area)
1.)
Allow Intensified Mixed Use.
a.) Appropriate retail Is SeaTac Mall and expansions to it.
Attract an upscale expanded retail area.
b.) Residential
c.) Office (professional)
2.)
Heights. Mid-rise structures of five to six stores seems appropriate.
3.)
Make Pedestrian Friendly. Promote the abilitv to walk safetv
around the downtown using sidewalks to link all areas.
4.)
Make Attractive. Add sizzle to downtown.
5.)
Quality Improvements. Create an atmosphere that meets future
needs and helps business thrive. Don't use quick fixes, bl!t work
towards measured growth. Qual/tv Jobs lead to disposable Income
and expansion within Federal Wav.
6.)
Safety. Make people feel safe and secure in the downtown. If we
don't do this people will go elsewhere to shop. Need more visible
police.
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7.)
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Public Investment.
a.) Provide Incentives to speed up change (sign code, recycle
ugly signs. etc) without over regulation.
b.) Public Improvements and partnerships with business. This
could include Improved security, structured parking,
pedestrian areas, parks, art and plazas. (Sizzle) .
8.}. Design RevlewlStandards. Design review is on the City
Council/Planning Commission work program and,should be 'completed
by the end of 1995. Consider design review alternatives and the
pros and cons for each.
9.)
"." n.
Revitalize Downtown. There is a need to take correction action to
make sure ,that the downtown and retail core does not die.
10.)
Other Notes (not consensus positions)
a.) Question, what don't ",ou like about Bellewe?
. Don't want canyons, buildings not over five or six stories.
. The attitude of the people of Federal Wa", Is different.
. Don't want to lose our rural identity.
. We know our neighbors and have a Friendly atmosphere.
. We are not old enough to be like Seattle or Tacoma.
b.) Downtown office vs East and West Campus Office.
. Market driven. Building will occur when market develops.
. Downtown office and campus offices are different markets.
Campus areas are more corporate headquarters with open
areas and tall trees, while downtown office will tend towards
attorne",s and professional services. Need campus tvpe
offices first as they generate high income jobs. CEO's live
near their corporate headquarters.
c.) Not proud of SR99 and how it looks. Need to change its
appearance.
c. CITY COUNCil REVIEW VISION
1.)
The vision statements Include In the retreat packet and the above vision
statements are to be utilized b", staff to provide the next level of vision
statements for the comprehensive plan. This Is to be brought back before
the whole Council for review and approval in the near future.
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GROWTH
1.) Households and Jobs. Growth Is IIkeh,l to be cyclical and not a straight
line. Initial growth Is likely to be slow. The arrival of rapid transit would
help stimulate growth. A curve should be used to indicate about 13.800
households and 11.800 jobs in about 2010. We need to plan' to
eventually accommodate the above growth numbers.
2.) New Housing. The bulk of new housing should be in the downtown.
VI. AFFORDABLE HOUSING
1.) Provide Alternatives. , The Council requested the staff to provide
alternatives for City Council discussion. Affordable housing is a requirement
""~'under the GMA as 'an element of the comprehensive plan.
2.)
Discussion (not consensus positions).
. Take steps to make housing cheaper. Existing steps include the
homeless shelter ordinance and the proposed accessory housing
ordinance. This could also include zero lot lines, PUO's. change In
zoning to allow smaller lots. reducing development costs, allow small
units with common open space. etc.
. Provide incentives.
. Provide creative financing. There was concern about the City being
in the banking business.
. Subsidies. This could Include the use of a Bond Issue. There was
some concern about utilizing subsidies.
. Eliminate problems to help the market place. For example change
zoning and not require retail on the first floor.
. Have affordable housing mixed in with other housing so as not to
create ghettos. This could be done by creating credits or low cost
units or bl,l providing less amenities in low cost units.
. Provide people with a chance for ownership of their units.
. Oon't require quotas of low Income housing. Allow the market to
dictate. Don't shift low cost housing costs to higher cQst units.
. Ask builders what to do to make housing affordable. i.e., low price
in Kent.
. Several developers are looking at senior housing.
VII. ANNEXATION
A.
REDONDO PAR. Staff Is to draft an Interlocal which indicates that the Redondo
area Is to be a part of OesMoines. In the Interloca\. provide that Beach Drive
shall be kept open to two way traffi c.
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AUBURN PAA. Provide for the Auburn heights area east of 51st Avenue SE to be 'a
part of Auburn.
(, AlGONA PAA. Clean up the PAA line, b~ allowing Algona to assume the small
portion on the drawings.
D. PACIFIC PAA. Accept the portion that Pacific agrees should be included in the
Federal Way PAA.
E. MilTON PAA. The ten percent petition for annexation received for the enchanted
parkway area dictates what portion should be in the Federal Way PAA. This
Includes a small addition to Federal WaV prevlousl~ overlooked. (Check Milton
PAA graphics).
,i/If""'\"'
F. ENCHANTED VillAGE ANNEXATION. Process the annexation for enchanted village
area In 1995. Provide a cost benefit anal~sis that includes roadwav needs.
G. NORTHlAKE ANNEXATION. Consider not doing more than one annexation per
year. Staff is to work informally with residentS, but not add it to the 1995 work
plan.
VIII. POLICE
A. VISION VALUE STATEMENT. The CltV Council accepted the draft Vision Value
Statement, but requested that additions be made to it that include:
1.) Police services be firm, decisive and direct.
2.) Police administration is to handle affairs fairly and firmly.
3.) Change the wo~d 'humanism'.
B. 1995 CARRY FORWARD.
1.) Wait until after the decision on policing in April 1995 b.efore-deciding on
the allocation of 1994 carry fOlUJard.
2.) Consider keeping a reserve for Police.
3.) Consider construction an additional half million dollars in asphalt overlay
work In 1995. This would not be considered until after the police decision,
but staff should be read~ to program this additional work.
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. ~...;"~'a~"h.h~,~"",).j~'~"~)~)~~4.li~~'J-~i"~lt~
CAPITAL IMPROVEMENTS
A. BOND ELECTION
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1.) Go to the Voters In November 1995 for Two Bond Issue Decisions.
2.) $7.5 Million Bond Issue For Parks. This could be for the Phase I
development of Celebration Park which Is to be evaluated fOf the Inclusion
of the four lighted softball fields, six soccer fields, (2 lighted but consider
lighting 6) parking, other park amenities, and a through road (connecting
at least 11 th Avenue South and 9th Avenue South), Plan for a future
Performing Arts Center on approximateh" five acres.
3.) $7.5 Million Bond Issue for Streets. The actual list 'street Improvements is
to be refined through a public process which Includes the land Use!
Transportation Committee and the City Council. This is to be done within
the next two months. The roads Bond Issue is not to include monies for the
asphalt overlays. Consider using Bond Issue funds as matching funds for
grants on various street improvement projects.
4.)
Boards and Commissions Responsibilities.
a.) Celebration Park. 80th the Parks Commission and the Arts
Commission are to provide input to the City Council Parks Committee
and the City Council relative to their respective areas of interest.
b.) Visitation Retreat Center. The Arts Commission is to take primarv
responsibility for recommendations relative the Visitation Retreat
Center. The Mayor is to communicate this to the Arts and Parks
Commission.
S.) Miscellaneous Statements (not consensus positions)
. Need to provide some starting .Sizzle. to help the downtown area.
This may include property acquisition, publidprivate partnership and
possibly $3 million for amenity improvements in the downtown area.
. Competing Bond Issues may divide the communLty. -
. Performing Arts. Not there yet for a 12.000 seat facility.
. Visitation Retreat Center. Need a plan before going forward.
Possibly In 1996. Not ready for big dollars at this time because of
the over 300 seat facility being planned for the Aquatic Center.
Need to do something, but what support is there? The center stage
could accommodate, in the chapel area, to start a Federal Way
theater. The Visitation Retreat could be a center for music,
performances, kids, traveling art shows, etc.
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In changing times the emergence of the City as a regional force can
also change. Material describes our current participation in regional
organizations.
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1996 CITY COUNCIL RETREAT ffi1'\f1'('ft,,::;,.l. I )
r' vq 0",. c;.... ,itYN1li] t:-t f(~
CITY'S REGIONAL ROLE dVI Co&k.i !!cJwl4.-A~Lf
15?V1e!~~ -
VISION
The vision statement in the City's Comprehensive Plan states that Fedt!ral Way is a
great place to live, work, and play because :
Participating partner in Puget Sound economic, political, and cultural life
Participate regionally to yield funding opportunities
Safeguard against outside impacts that reduce quality of life
Support sister cities (cultural, educational, and economic benefits)
REGIONAL ASSOCIATIONS
The 1996 budgeted amounts for the following are:
Airport Cities Coalition (ACC)
$100,000
$35,496
Association of Washington Cities (A WC)
Puget Sound Regional Council (PSRC)
$ 22,500
Suburban Cities Association (SCA)
* Growth Management Committee
* GMPC Affordable Housing Task Force
* Joint KC/Seattle/SCA Open Space-Parks Project
* King County CDBG Consortium Joint Policy Committee
* King County Consortium Home Program Selection Committee
* King County Commission for Marketing Recyclable
* King County Disability Board
* King County Jail Advisory 1rL~0. fl<
* King County Regional Law, Safety, and Justice Committee
* King County Regional Law/Safety/Justice Regional Sign Language Committee
* KC Regional Law/Safety/Justice Juvenile Justice Advisory Committee
* Private Industry Council
* Puget Sound Regional Council
* Puget Sound Regional Council Operations Committee
* Puget Sound Regional Council Transportation Policy Board
* Puget Sound Regional Council Growth Management Policy Board
* Seattle-KC Dept. of Public Health/Local Hazardous Waste Management Plan
Coordination
Seattle-King County Economic Development Committee
$17,087
*
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Woodland Park Zoo Bond
King County Advisory Committee on Emergency Management
Regional Transportation Authority
Regional Water Quality Committee of Metro. KC Council
Regional Transit Committee of the Metro KC Council
Regional Policies Committee of the Metro KC Council
Tri-Caucus on Water Supply
Citizens Waterfront Advisory Committee
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Economic Development Council (EDC)
,~d.. +-b l'~~ I... Ii' ld~w,,'S l\..LfJ
A IT ACHMENTS
$ 7,500
jfl4ft~ f< C )
C ~ f1 ('1 () 'Pc '
a fP ()('IA t-'CA
1. ACC mission and purpose information (Greg Fewins)
2. 1/21/94 memorandum "Citv benefits of A WC membershio"
3. PSRC mission and purpose information
4. SCA mission and purpose information
5. EDC 1996 Workplan
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retreet\regional.pk
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'The Airport Communities Coalition
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Protecting your quality of life
The Airport Communities Coalition (ACe) was formed in 1993 because
hundreds of thousands of people living around SeawTac Airport knew that
building a third runway at Sea- Thc ~Qn would seriously diminish the
quality of lite in their conununities. The dtles of Burien, Des Moines, Tukwila,
and Normandy Park, along with. the Highline School District, and joined by
the City of Federal Way in 1996/ representing nearly 200,000 residents, formed
the coalition to bting a strong voice, united in opposition against any further
expansion of the ahport into their neighborhoods. The ACe is committed to
stopping construction of a third runway and has been endorsed by the city of
Mercer Lslandalong with public officials including Congressman Randy Tate,
state Sen. Mike Heavey, state Sen. Adam Smith, state Sen. Ray Schow, state
Rep. Greg Fisher, state Rep_ Julia. Patterson, state Rep. Eric: Poulson, state
Rep.Ge:orgette Valle, state Rep. Tunothy Hickel, state Rep. Maryann Mitchell,
King County Councilmember Peter VOn Reichbauer, King Cormty
Councilmember Greg Nickels and King County Councilinember Chris Vance,
representing in total, more than 200,000 residents.
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Why a Coalition?
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South King County residents live in Des Maines, Tukwila, Normandy Park,
Federal Way a.nd Burien because of the quality of life. People here care about
their schools, businesses and pa.rks. Many of the homes and schools were
buat long before Sea- Tac Airport was constructed. Many more recent re::d-
dents llwesh?9-}n the community because year3 ago the Port of Seattle prom-
ised no more expa.nsion a.fter a 3econd runway was built.
Parents and teachers know that ear-splitting Jets roaring over a classroom can
disIUpt their children's school day in ways that can seriously affect their
learning. Community members experience first-hand the interruptions dur-
ing worship services when the minister, prie5t or rabbi is drowned out by a jet
.flying over. The people here know that expanding Sea- Tac Airport means
lower property values and that means a decrease in the very services and
public facilities that ena,ble communities to be safe and healthy places to live.
The Airport Communities Coalition members want to protect these legiti-
mate interests. They Want to make sure their communities can sustain suc-
cessful businesses and maintain clean waterways, safe neighborhoods and
pleasant parks. That is why they have jOined together to fight expansion of
Sea- Tac. All of these values will he undennined if a third runway i:3 built ~
!:hose are the interests of these communities and the inte~t5 of the ACe..
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Why we appose a third runway
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Community impacts and disruption
Most south King County residents live in this area because of the charac..
ter of this community; continued airport expan5ion threatens nearly every
aspect of the character that residents cherish and deserve.
+ When the airport grows, local property values fall. That is because
communities tha.t suffer through massive construction activities and the
increases in heavy aircraft noise become ''blighted neighbo:rhoods," Long-
term housing is displaced with transient housing with high turnover. Mean-
while, the character and quality of bU6ine5~es decline ~ local market stability
erodes.
+- At the same time, decreased property tax revenues mean less money
for the very community services that increase in demand - police protection,
road maintenance, libraries, parks and schook
-+ The entire community suffers when the cycle of neighborhood blight-
ing escalates. Neighborhoods near the third runway will have to put up with
literally thousands of heavy truck loads of dirt through their streets every day
for years as well as a long-term influence of increased noise impacts. While
separately these are significant pwblem:; for any communi!yj together they
erode the very community fabric these neighborhoods need to sustain them-
selves as healthy residential areas.
+ The impact on lower income neighborhoods will be severe. The blight-
ing influences that will come with construction of a third runway will add to
the struggles of a community already hit with transient populations, prosti-
tution and drug traffic (all drivQI"I by the existence of the pJ.'eaent airport).
+ ~, order to keep those neighborhoods from increasingly becoming
~ airport area wasteiandsl additional police officers and firefighterSwHl need to
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City of Federal Way
MEMORANDUM
Date:
January 21, 1994
To:
Kenneth E. Nyberg, City Manager
From:
Larry Springer, Director,
Department of Community Outreach and Policy Planning
Dena Laurent, Management Assistant
Snhject.
e;ity Renefit~ of A we; MemheT~hip
We were asked to review what, if any, benefits the City derives from its membership in the
Association of Washington Cities. Our research demonstrated numerous benefits which are
outlined below.
Background
The Association of Washington Cities is a voluntary nonprofit organization of the cities and towns
of this state, founded in 1933, to advance the interests of cities, both by representing those
interests before the State Legislature and by providing a program of training, workshops,
insurance, and technical services. The Association is governed by a 19 member Board of
Directors composed of elected officials, augmented by two representatives of the Washington City
Manager's Association. AWC's office is in Olympia, and has a staff of 33, of which 21 are
general A WC employees, and the remainder are either funded through a grant or work for either
the Employee Benefit Trust or the liability insurance program. The primary source of funding for
the Association is from service fees paid by the member jurisdictions. Currently, all 270 cities
and towns belong to AWC.
City Staff Utilization of Awe Services
To determine to what degree City staff utilize A WC resources, we emailed all employees asking
them to share their experience, if any, with using A WC services. The following responses were
received and indicate a significant and diverse utilization of A WC services on an ongoing basis
by a variety of City staff.
P::lTk~ ::lOci Rpr.TP.;Jtion
Parks and Recreation staff use A WC survey information regarding service fees and charges
assessed in other cities for recreation services. They also utilize A WC resources to schedule
conference speakers in coordination with the Washington Recreation and Parks Association.
Facility type questions have also been answered by A WC such as access to energy saving
programs, and recommendations for changing light fixtures to ones that use less energy.....
rommnnity Development
Community Development Current Planning staff regularly attend A WC training on land use/
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growth management, and regulatory reform issues. Current Planning staff also frequently use
the Municipal Research Service Center's information base on a regular basis to ascertain how
other cities have handled certain land use issues. Most recently, staff contacted MSRC on
temporary use issues and homeless issues. This service saves Current Planning staff an
enormous amount of time since by avoiding the need to call individual cities when the staff is
working under a time crunch. Staff has also used MSRC for information on fees, radio
antennas, daycare and other issues. MSRC also provides similar services for the City Clerk's
Office.
Puhll~ Works
Public Works staff have used A WC legal research services with regard to using civil
enforcement procedures. A WC staff assist City staff on State Legislative and regional public
works issues, and coordinate advocacy of public works issues statewide. They attend Public
Works Dir6Ctors meetings and coordinate the-Washington City Engineers Association. A WC
also produces the City Engineers Association newsletter, which Public Works staff find very
valuable. A WC staff provide legislative updates and highlight key present and future issues in
the field.
Fimmci::ll M::ln::le~m~nt
Finance staff have contacted A WC regarding how the State is forecasting its revenues which in
turn are distributed to the cities and counties statewide. This information is used in project
future City revenue streams for the budget process.
Risk- M::ln::le~m~nt
Staff called A WC for Bloodbome Pathogen Exposure Control Plan assistance and found them
to be very resourceful and informative. Risk Management staff also attended a workshop on
bloodbome pathogens which was excellent. The sample plan for addressing bloodborne
pathogens in the workplace gave staff the basis for the City's plan.
r.ommunity OIltre,;)~h ;mcl Po1i~y Pl::lnnine
Community Outreach staff use A WC resources to assist in monitoring State Legislative
activity. The A WC' s weekly Legislative Bulletin, annual Legislative Conference and ongoing
Legislative Committee meetings provide timely information on State Legislative issues,'
allowing the City to respond to its Legislative delegation on issues of importance to the City.
Hum::ln R~sollr~es.-W~l1nes.s.
Human Resources staff have attended A WC Wellness Coordinators training, and have
coordinated A WC Wellness programs for City staff. City staff participated in an A WC
Wellness-sponsored "Tasty Trivia of the Silver Screen" (which encouraged healthy lifestyles),
and the A WC Wellness Games. For these programs, A WC provides materials to copy and
distribute, such as healthy menus, promotional information, prizes, and T-shirts. A WC also
sends out Q.tliU'Onthly wellness newsletter, sponsors a wellness coordinators ,network which
meets regularly to share ideas, and City staff have access to A WC' s library which includes
copy materials, videos for training, etc. The City receives a rebate on health insurance for
developing a wellness program which meets certain standards for participation, and number of
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activities.
Hllm:m Re~ollrce~-Aclmini~trntinn
Human Resources staff also use the Local Government Personnel Institute extensively for other
issues. Human Resources staff receive the A WC Legislative Digest, the Labor Relations
report and Personnel News, all of which keep them up-to-date on the latest issues and trends.
Staff contact A WC regularly to get information about what other cities are doing or how they
have handled particular issues. A WC also can often provide sample policies on these issues.
Staff attend the annual Awe Labor Relations Conference, which is extremely helpful and very
relevant to day to day Human Resources concerns. Staff can get information about trainers
and other resources, including references from other cities. Staff use the A WC Employee
Salary and Benefit Survey as a reference when looking at salaries for new and/or reclassified
positions.
Hum::ln Re~ollrce~-Hp,::l1th Tn~lIr::lnce
Human Resources staff interact regularly with A WC regarding health care issues. A WC staff
have been very helpful as resources regarding health care reform, changes in laws and
requirements related to employee benefits, health insurance plan design and other general
employee benefit information. They also negotiate insurance rates and coverages, and help
employees with claims problems, and provide for COBRA administration.
Gem~r::ll St::lff romment~
Several comments were received from staff who appreciate good value in health insurance,
A WC wellness program participation, and the monthly wellness publication.
Awe Services
A WC offers services in five main areas: technical assistance, training, publications, insurance
services, and legislative services.
Tp.chnic::ll Service~
The second major area of responsibility of A WC is to provide technical assistance to cities and
towns. A WC works with the Municipal Research and Services Center, and provides inquiry
services and direct field assistance. In terms of inquiry services, A we handles most of the
questions regarding matters related to:
. Personnel--handled through the Local Government Personnel Institute
. Energy--An A WC staff member is funded through a grant from the Washington State
Energy Office
. Transportation--An engineer is funded through a grant from the Department of
Transportation
. Growth Management--A we has a planner on staff who is working with the Department
of Community Development 9flii'tnplementation of the new growth management legislation.
. Recently enacted legislation
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Inquiries regarding most other areas are referred to Municipal Research.
In addition, A WCconducts field visits with every city once every 18 months. Those visits are
designed to both provide assistance, as well to learn whether changes in law could assist the
city. A WC also serves as staff to a number of affiliate groups including the City Engineers
Association, the Washington Council of Public Personnel Administrators, and the City/County
Planner's Association. A WC also maintains liaisons with the city managers, finance officers,
city attorney's and other associations.
Trninine
The major area of activity is that of training. Training activities range from the annual A WC
convention, which in 1993 attracted more than 800 attendees, to very targeted training sessions
addressing specific subjects. In addition to the annual conference and the City Legislative
A-u&on Conference, each year A WGwbolds a Personnel Institute, a Budgeting Workshop, and
an annual Environmental Institute. Ten to twenty additional workshops are also scheduled
annually. Most recently, A WC sponsored a workshop of regulatory reform which attracted
more than 200 attendees.
Finally, every two years, A WC conducts four newly elected officials workshops to provide an
orientation of newly elected city officials. A WC also sponsors orientation workshops for newly
incorporated cities. Prior to the general election for the Federal Way councils, A WC
sponsored six training sessions for the candidates.
PnhlicMions
Awe publishes several periodic newsletters on topics including personnel, transportation,
development, energy, and the general Awe City News. A WC also publishes a weekly
Legislative Bulletin during the legislative session.
Other A WC publications include:
. A Salary Survey for city and county positions
. A State Assistance Catalogue--describing the various grant and loan programs
. A Tax and User Fee Survey--identifying tax and user fee rates applicable in the various
cities, and
. A Buyers and Services Directory--identifying private sector providers of various services.
A WC also maintains an extensive library of videos and other materials which may be checked
out.
In~nrance PrOeTam~
AWC provides two insurance programs: an array of employee benefits, and a property and
liability insurance program.
The employee benefit program is managed by the A WC Employee Benefit Trust. The Trust
provides health insurance, dental coverage, vision, long-term disability, employee assistance,
and life insurance. The Trust provides coverage to over 7,900 city employees, and covers
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more than 15,000 total individuals. 192 cities participate, as do 24 non-city entities. The
Trust has almost $15 million in reserves, which helps keep the rates low. AWe alsoprovides
an extensive wellness program to Trust cities. The Trust will be providing free health
screening to all covered employees in 1994. Those screenings will include an analysis of
health risks, and an extensive blood screening.
The property/liability insurance package currently covers 55 cities and towns. This program
has been in existence for four years and has grown substantially.
T i'.ei~l::1tive Servic-.es
In a typical legislative session, somewhere between 400 and 600 measures will be addressed
which impact cities. Awe's role is to seek enactment of legislation beneficial to cities, and to
deter passagNf harmful measures.' A WC has.Mx registered lobbyists, supported by three staff
assistants. Awe I s efforts on behalf of cities has been very successful in the recent past.
Notable legislation which A we has played a major role in during the past several years
includes:
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Approval of the City/County Criminal Justice Package in 1990, and its
reenactment this past session. In the past, Federal Way received over $1
million in criminal justice funding. Under the new formula allocation, we
were able to preserve this funding opportunity and received $369,902 for
fiscal year 1994,
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Approval of the Transportation Funding Package in 1990, and its subsequent
implementation through creation of the Transportation Improvement Board,
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Modification of the annexation requirements for Code cities,
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Approval of the Growth Management Act in 1990, and the modifications in
1991, and
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Modification of the Boundary Review Board statutes.
Approximately, 75 percent of AWe's legislative work is geared toward opposition to
detrimental legislation. A WC has successfully opposed efforts to reduce city revenue capacity,
to limit the ability of cities to maintain their own courts, and to reduce the land-use authority
of cities. A substantial amount of the credit for this success goes to city elected and appointed
officials who have written letters, phoned and made personal contacts necessary to convey city
legislative positions to their individual legislators.
A we' s legislative agenda is developed through a formal process, commencing in the spring
with formation of a Resolutions Committee, and concluding in December with Awe Board
review, modification, and approval of our Legislative Committee's recommendations.
Membership on the A WC Legislative Committee is open to all city officials, and
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representatives of Federal Way have served on that committee. Future appointments are made
in early July.
A WC also monitors the activities of state agencies responsible for implementing legislation
impacting cities. Between legislative sessions, A WC spends 20-30 percent of its time with
agencies, either assisting in the development of legislation, on various committees, or working
on the implementation of previous enactments. Through membership in the National League of
Cities, and through direct contact, A WC maintains an involvement with our congressional
delegation. .
Tmp::.ct of A WC'. Snpportf".c1 or Oppo~.c1 Leej~l::.tive Mf"Jl~nre~. 19R2-1993
Many of the legislative measures the Association of Washington Cities (A WC) has supported
or opposed over the past ten years have had substantial impact on the state's cities. These
measures can be grouped into the .following three groups:
1. Specific fiscal gains to the City of Federal Way
2. A summary of positive legislation benefitting cities
3. A summary of major defensive measures
T .f'.ej~l::.tion Providine Fi~(,Jll (1::.in to Ff".cIp.rnl W::.y
A C'.rimin::.l Tn~ticp. Fllndine (1990 ::.nd 19(1)
In 1990, the Washington State Legislature responded to the criminal justice funding needs of
local government by enacting the City and County Criminal Justice Funding Act. In 1993, the
Act was reauthorized, including the motor vehicle excise tax (MVET) distributions and the
1/10 of 1 percent sales tax authority. The MVET distribution formula was changed to target
special criminal justice programs and cities contract for law enforcement services. The sales
tax authority was extended to all counties.
C'.::.lp.ncl::.r Yf"l'IT
Di~trihntion C'.l::.~~ifi(,Jltion
$ Amonnt
1990
Population based and grant
1990 Total (Incorp. Feb. 90)
$ 114,591
$ 114,591
1991
1991
1/10 cent sales tax
Population based
(2 grant payments)
1991 Total
$ 891,276
$ 187,945
$1,079,221
1992
1992
1/10 cent sales tax
Population based
1992 Total
$ 945,624
$ 141,375
$1,1086,999
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1993 (est.)
1993
1/10 cent sales tax
Population based
1993 Total (estimate)
$ 978,550
$ 147,828
$1,126,378
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1994 (est.)
1994 (est.)
1994 (est.)
1/ 10 cent sales tax
Innovative/Contracted Svs
Population based
1994 Total (estimate)
$ 998,121
$ 311,906
$ 57,996
$1,368,023
R n~~ Tax Tncrp~~p. (1 q90)
This legislation raised the gas tax 5 cents per gallon and provided an array of local option
funding sources, including a street utility to fund up to 50 percent of cities street maintenance
budget.
Year
Total Gas Tax Revenue for City of Federal Way
1990
1991 I
1992
$ 1,201,639
$ 1,656,893
$ 1,725,118
Total Gas Tax Revenue for Federal Way (1990-92) $ 4,583,650
C OthP.T G~~ T~x Rp.form
Gas tax increases were also achieved in 1983 and 1984, a four-cent increase in 1983 and a
two-cent increase in 1984. Five cents of this increase is distributed under the usual formula,
under which cities et about 20 percent of the revenue, while one cent is divided evenly
between the state, the counties, and the cities.
n R~HR 4??R - Puhlic Worh Tm~t Fund (1 QR-))
1988 Water & Sewer District/Sewer $ 312,181
1988 Water & Sewer District/Water $ 347,070
1989 Water & Sewer District/Water $ 973,685
1990 Water & Sewer District/Water $ 282,000
1991 Water & Sewer District/Sewer $ 575,280
1991 Wate!; & Sewer District/Water $ 590,940
1994 Storm Sewer Work* $ 657,800
1994 Storm Sewer Work* $ 897,640
*Recommended by the Public Works Trust Fund Board at an 1 % interest rate for approval by
the 1994 Legislature.
? Fn~ctf".c1 T .eel~l~tion Rp.ndlttlne r.ltlf"_" ~nd Town~
A R~R 4Q7? - Sf"l'.ond H~lf-r.p.nt T llC'.::Jl S~lp.~ T~x (lQR?)
This..pia:e of legislation provided cities with approximately $100 to $120 million annually in
new revenues. In addition, the Department of Revenue reduced the collection and
administrative charges for the second half-cent sales tax. The value in savings to the cities of
that administrative decision amounted to over a million dollars per year.
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R Onf~-Fourth of One Percent Rf".::ll Est3te Excise T3X (191=(2)
Included in the second half-cent sales tax bill, cities were granted authorization to levy a tax of
one-fourth of one percent of the sales value of real estate for capital improvement purposes.
r Rule 11=(9 _ T .imitine the ApplicMion of St3te R&O T3X on rity Activities (191=('i)
This measure amended 1983 legislation to exempt all non-utility city activities from the state
B&O tax.
n HR 11"1 - F2Isine Annf".x3tlon PrOC'.eonrf".s for rode rifles (191=(9)
Easing the annexation procedures for code cities, the most significant element of this
legislation reduced the percentage of value required under the petition method of annexation
from 75 percent to 60 percent in most situations, and to 50 percent in situations where the city
surrounds 80 percent of the area to be annexed. Federal Way is a code city.
E SHR 7.929 - Growth M3n::leement Act (1990-1 q(1)
This legislation recognized that growth in the state should be managed at the local level, and
that growth should "pay its own way." An additional 114 percent real estate excise tax was
authorized to cities and counties mandated to plan under the Growth Management Act for the
development of capital facilities. The Act was implemented through legislation passed in 1991
and defended against attacks in 1992. In 1993, legislation was passed that extended Growth
Management planning deadlines.
.
F FBSR 11417. - Fundine for Wildlife ronserv::ltion 3nd Ontrloor Rf".r.rf".::ltion (1 gqO)
A significant environmental measure, ESSB 6412 provided $54 million in bond funds for state
and local acquisition of scenic areas and park lands.
G A 11 OC21 tion of Funrls for P::lrks ::lno for Housine proe;rnms (1 qq 1)
The 1991 capital budget allocated $50 million each for parks and for housing programs during
the 1991-93 biennium.
H R~HR 2filO - Authori7.ine Rf',p)on::l1 Trnnsit Authorities (lQ9?)
R~HR 7.fi1 0 authorized King, Pierce, and Snohomish counties to create a Regional Transit
Authority, which will have the responsibility of planning, constructing and operating a high
capacity transit system within the region.
T Rl\SR 17."9 - Sei7.nre ::Inri Forfeitnre of Firf'21Tms (1 QQ1)
This legislation allows cities the local option to determine whether it is in the best interest of
the community to auction, trade, or destroy forfeited firearms. Prior to this legislation, cities
did not have the option to destroy forfeited firearms.
T HR 1 Qfi'i - Gf"ner3phic Tnform::ltion Service
Awe introduced'legislation in 1993 that would have clarified the ability of cities and towns to
charge fees for services and products provided by a geographic information system. The bill
. did not pass, but Awe will refine the bill and reintroduce it during the 1994 session.
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1 MHjor Defem:ive Actions
A ~R 10l\O - T .iqllor Profits Distrihlltion (19RS)
An attempt to change the liquor profits distribution formula from the present 40 percent city,
10 percent county, and 50 percent state to a per capita distribution was defeated.
R E~R fl?71 - Prf'emption of LOC'Jll Governments' Rf'<f1l1Htions of Pesticic1es (1 (92)
R"R fl?71 would have restricted the ability of cities, towns, or counties to regulate pesticide
use on agricultural and forest land and on public right of ways. This bill was vetoed by the
Governor.
C. MHkine C.hHnees in Pllhlic Disclosure T .HWS (1992 - 1 (91)
In 1992, legislation (F~"HR ?R7fl) made changes to the Public Records Act, but made no
-Changes to the Open Public Meetings Act. The adverse components o~e bill were omitted.
The original version would have required the taping of executive sessions. Awe was also
successful in 1993 in ensuring that no detrimental changes were made to the Open Pubic
Meetings and Records Act.
-,~~
D MpJlsllres to TTnc10 Provisions of Growth MHnHeement Act (1 (92)
A number of bills introduced in 1992 would have pared back the 1990 Growth Management
Act. These bills included a takings bill, requiring compensation for limitations on the use of
land; a series of wetland bills designed to reduce the capacity of cities and towns to regulate
wetlands; and legislation severely limiting the imposition and utilization of real estate excise
taxes. Except for the real estate excise tax limitations that passed in a "watered down" form,
these, attacks on growth management were unsuccessful.
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Puget Sound Regional Council
III
1011 Western Avenue, Suite 500
Seattle, Washington 98104-1035
(106)464-7090 · fAX(206)587-4825
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PUGET SOUND REGIONAL COUNCIL - PSRC
1011 Western Avenue, Suite 500
Seattle, WA 98104-1035
206-464-7090
FAX: 206-587-4825
PURPOSE
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The PSRC is an association of local governments and state agencies in the central
Puget Sound region. It serves as a forum for developing policies and making decisions about
important regional growth and transportation issues.
The PSRC is designated under federal law as the Metropolitan Planning Organiza-
tion (MPO), and under state law as the Regional Transportation Planning Organization
(RTPO) for King, Kitsap, Pierce and Snohomish counties. In addition to the four counties,
the PSRC's members include 58 cities in the region, three ports,and two state agencies-
the Washington State Department ofTransportation (WSOOT) and the Transportation
Commission. Island County, the Thurston Regional Planning Council and the Port of
Bremerton are associate members of the PSRC
MANDATES
In addition to its own governing I nterloca I Agreement, the PSRC operates under
numerous federal and state laws, including:
. the federallntermodal Surface Transportation Efficiency Act (ISTEA);
. amendments to the federal and state aean Air Acts;
. the state Growth Management Act;
. and numerous state transportation statutes, including transportation demand
management and commute trip reduction laws, and the High~Capacity Transit Act.
KEY AOIVITIES
.
The PSRC is mandated by state and federal law, and by its own governing
Interlocal Agreement to maintain VISION 2020 as the optimal regional growth and trans-
portation strategy for the region, and to conduct and support numerous state and federal
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planning, compliance and certification programs, which enable counties. cities, transit
agencies, ports and WSDOT to obtain state and federal funding.
The PSRC also provides data and research to address current issues and explore
future needs and options that could benefit the region, and serves as a center for the
collection, analysis and dissemination of information vital to residents and governments of
the region.
The PSR('s Interlocal Agreement with member governments establishes the
organization's growth management, transportation, data base. forum and technical
assistance responsibilities.
The agreement highlights the following functions:
. Meet Metropolitan Planning ,Organization responsibilities for the four counties,
develop a regional transportation plan. review and approve expenditures of
federal transportation funds, and identify shorr.range transportation system
development needs and financial strategies.
. Fulfill Regiona/Transportation Planning Organization requirements prescribed by
state law for the four counties; ensure that the regional transportation and land-
use plans are integrated and that state, regional and local transportation plans
are consistent.
. Maintain VISION 2020 as the adopted regional growth and transportation
strategy, and prepare multicounty planning policies for the region.
. Develop and maintain a regional data base; forecast and monitor economic.
demographic and travel conditions in the region as the foundation for local and
regional planning.
. Provide technical assistance to local governments, the state and federal govern-
ments, and business and community organizations.
. Provide a forum to discuss emerging regional issues.
MAJOR PROGRAMS
VISION 2020 - MAINTENANCE AND REFINEMENT AND IMPLEMENTATION AND
PERFORMANCE MONITORING
Maintain the regional growth management, economic and transportation strat-
egy, to reflect planning and implementation that occurs in the region and support con-
tinuing work on the strategy; and undertake new planning activities in support of. and
review progress toward achieving VISION 2020.
Principal Planner, Norman Abbott ................................... 206--464-7134
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TRANSPORTATION AND DEVELOPMENT BY DESIGN
Help communities, transportation agencies and private land developers make
mutually supportive investments that foster community development and regional
transportation and growth management objectives.
Principal Planner, Carolyn Feiss ._....____...._...__._...... 206-587-5061. .;
Urban Center Incremental Development Study
Senior Planner, Ned Conroy _......;.__...,_._..__.........____ 206-587-5670
High..(apacityTransit Planning
METROPOlITAN TRANSPORTATION PLAN
Develop a 25-year regional investment strategy, freight and goods and
non motorized elements, air quality conformity,least-cost planning, major investment
studies, demand management, and discussions about how to finance transportation
improvements.
Principal Planner, Ralph Cipriani .___..........................._.. 206-464-7122
Principal Planner, Peter Beaulieu ....._..._.............._.......... 206-464-7537
Freight and Goods Element
.~~,~
AIR TRANSPORTATION CAPACITY
Support the work of the Expert Panel which is reviewing conditions related to
noise and demand and system management that the PSRC attached to its support of a
third runway at Sea-Tac Airport.
Director, Jerry Dinndorf ........._............................................... 206-464-6663
Growth Management Department - *OnJanuary 1,1996, the Growth Management.
and Transportation Departments will be combined with King Cushman as Director.
TRANSPORTATION MANAGEMENT SYSTEMS
Develop the Congestion Management System required by federal transportation
law to monitor existing transportation problems and identify potential solutions to gUide
decisions on use of federal transportation funds.
Senior Planner. Nick Roach ................................................... 206-464-6843
TRANSPORTATION IMPROVEMENT PROGRAM
Maintain a regional Transportation Improvement' Program that includes all
projects using federal funds. including funds managed by PSRC and the state; conduct
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ongoing analyses related to plan consistency, air quality, financing; and conduct ongoing
monitoring, administration, and training/assistance to agencies.
Principal Planner, Karen Richter ....-.........................._.....206-464-6343
POLICY, PLAN AND PROJECT REVIEW
Ensure that local, regional and state planning efforts are compatible and mutually
reinfordng,and work with local governments, countywide growth management planning
groups and state agencies in the review of policies, plans, and projects for consistency with
state and regional planning goals.
/' ~~ Senior Planner, Rocky Piro .............-..................._._..............206-464-6360
TECHNICAL AsSISTANCE, FORECASTS AND DATA BASES, TRAVEL DEMAND MODEUNG
Provide demographic, economic, travel and geographic data to ':lember jurisdic-
tions, other agencies, businesses and the public; assist in planning activities of member
jurisdictions; collect, analyze, maintain and improve data; and identify, monitor, and forecast
trends.
.
Acting Director, Bob Sicko .................................................... 206-464-5325
Department of Research and Forecasting
COMMUNICATIONS AND INFORMATION SERVICES
Develop and provide materials and services, and assist agency staff in researching
out to; involving and meeting the needs of the PSRC, members, other agencies, businesses,
community organizations and the public.
, Communications Manager, Richard Milne ................. 206-587-5060
Librarian, Deana Dryden ........................................................ 206-464-7532
DEOSION MAKING
The PSRC is governed by a General Assembly and an Executive Board. The Growth
Management and Transportation Policy Boards advise the Executive Board.
GENERAL ASSEMBLY
.
The General Assembly is composed of all.elected officials from the executive and
l89islative branches of member cities, towns and countie~, plus representatives from the
ports and state agencies that are members of the PSRC. The Assembly meets at least
annually, usually in March.
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Its authority is to review and vote on key Executive Board recommendations, such
as those concerning the annual budget and major policy documents. Assembly voting is
weighted proportionally.
A full listing of PSRC members Is In the PSRC Membership Oirectof)' that follows the Commonly Asked Question section.
ExeCUTIvE BOARD
Executive Board members are appointed by their General Assembly constituents
to represent the member governments. The Board is chaired by the PSRC president and
carries out delegated powers and responsibilities between meetings of the General
-.ic Assembly. It generally meets on the fourth Thursday of each month.
A list of Executive Board members is on page 10 of the PSRC Membership OirecrOf)' that follows the Commonly Asked
Question section.
OPERATIONS COMMITTEE
The Operations Committee is composed of Executive Board members and is chaired
by the PSRCs vice president. The committee reviews and makes recommendations to the
Executive Board on the budget and work program, and on contracts and other financial and
personnel issues. It generally meets on the fourth Thursday of each month.
A list of Operations Committee members is on page 11 of the PSRC Membership OirectOf)' that follows the Commonly
Asked Question section.
TRANSPORTATION POLICY BOARD AND GROWTH MANAGEMENT POLICY BOARD
These two boards include representatives of the PSRCs member jurisdictions and
other appropriate representatives of regional business, labor, civic and environmental
groups. The boards generally meet the second Tuesday of each month.
A list of Transportation Policy and Growth Management Policy Board members Is on pages 12 and 1 J of the PSRC
Membership Oirectof)' that follows the Commonly Asked Question section.
OTHER COMMITTEES AND COUNTYWIDE GROUPS
The PSRC also relies on the work of other key committees, and countywide
groups in each of the four counties, to provide advice and recqmmendations on various
regional issues.
. The committees include the following staff and/or technical committees:
. Regional Staff Committee
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. Technical Operators Committee
. Regional Project Evaluation Committee
. Transportation Enhancement Committee
. Regional Technical Committee
The countywide groups include the following:
. King County Caucus of the Transportation Policy Board
. Kitsap Regional Planning Council
. Pierce County Regional Council
. Snabomish County Tomorrow Steering Committee
. Eastside Transportation Program (King County)
. South County Area Transportation Board (King County)
. SeaShore Transportation Forum (King County)
ORGANIZATION
.
The approximately 48 PSRC staff members are organized within four departments.
The staff work cross-functionally supporting the activities and programs listed above.
Executive Director, Mary McCumber ............................. 206-464-7515
Transportation Department*
Director, King Cushman ......................................................... 206-464-6174
Growth Management Department*
Director, Jerry Dinndorf .......................................................... 206-464-6663
Research and Forecasting Department
Acting Director, Bob Sicko ....................................................206-464-5323
Administrative Services Department
Director; Mark Gulbranson .................................................... 206-464-7524
* On lanuof)' " 1996, the Growth Management and Transportation Departments will becombined with King Cushmon as
Director.
FUNDING
.
For FY 1996, the PSRC's budget.is approximately $7 million. Nearly 80 percent of
the PSRCs revenue is derived from federal and state grants, and the remaining 20 percent
is from dues paid by PSRC members and from other local sources.
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SOME COMMONLY AsKED QUESTIONS
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Is the PSRC a regulatory agency? Do governments have to be members?
The Regional Council is not a regulatory agency, it is a planning agency.
The Council was created as an association of governments that have come together
through the agency's Interlocal Agreementto work on issues of regional significance.
Federal laws require the establishment of Metropolitan Planning Organizations In major
metropolitan areas around the country, to work on regional transportation issues. Each of
the four counties - King, Kitsap, Pierce and Snohomish - are required t9v@e members of an
MPO. The actual boundaries of the MPO are designated by the governor. In addition to
the four counties, 58 cities, three ports and two state agencies are members of the Council.
A handful of the region's smallest cities and towns have not become Council members.
State laws establish Regional Transportation Planning Organizations (RTPOs) to work on
growth management as well as transportation issues,and require that the Regional Council
include as members two state agencies - the Washington State Department ofTransporta-
tion and the State Transportation Commission - as well as the Ports of Everett Seattle, and
Tacoma. RTPOs are similar to MPOs for large urban areas, but also include rural areas.
--I
What are the beneflts of membership?
Membership provides an opportunity for city and county elected officials and staff
to work together and with other interests to resolve issues that cross jurisdictional bound-
aries. Membership also provides access to a wealth of information and technical assis-
tance. This includes a broad range of data to meet specific needs, including employment,
population and travel data to meet the requirements of the state Growth Management
Act and other planning needs; technical studies and policy analyses from staff and
through universities, private research and other sources; assistance in working to obtain
federal transportation funding and perform other functions; and technical expertise in
areas such as transit and transportation planning, economics and economic development
growth management, demographics, and development of geographic information systems.
.
What happens to jurisdictions that choose not to be a part of the Regional Council?
The Regional Council makes available to its members a wide range of seNices and
information; non-members are charged in many instances. Ju~i:;dictions in the region that
are not members of the Council are still eligible to apply for federal transportation funds
that the Council allocates, but are not part of the decision-making process on projects or
on regional plans, policies and issues which could affect non-member jurisdictions.
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Do localgovemments have to confonn to PSRC policies? What happens if they donJt?
The Regional Council reviews local and county transportation and growth man-
agement plans, and plans of transit agencies plans for state transportation facilities in the
region, to assure consistency with the adopted regional transportation plan. Regionally
significant transportation projects may only receive federal funding if they are consistent
with the regional transportation plan. The Council also reviews the consistency of
countywide planning policies with multicounty policies.
""
Whats the history of the PSRC? How long has it been around?
The central Puget Sound region has had a regional planning agency irf'existence
since the late 1950s. In that time. the agency has gone through several iterations and
name changes. The Puget Sound Regional Council was created on Oct. 1, 1991,following
the dissolution of its forerunner, the Puget Sound Council of Governments. Beyond a
change in name, the new agency, PSRC, has specific mandates under federal transporta-
tion and air quality laws, and under the state Growth Management Act, that the previous
agency did not.
Whats the primary purpose of the PSRC?-
The primary purpose of the Puget Sound Regional Council is to serve as a regional
forum for local governments, working with state transportation interests, ports and local
transit agencies, to resolve growth and transportation issues. A principal function is to
maintain and periodically update VISION 2020, including the Metropolitan Transportation
Plan, as the growth management, economic and transportation strategy for the region,
and, with VISION 2020 as a guide, to provide federal funding for transportation projects,
and support to member jurisdictions, to help achieve and sustain the region's outstanding
quality of life.
Do residents of the region pay any taxes to support the PSRC?
The Regional Council has no taxing authoring. It is a planning agency. The largest
share (nearly 80 percent) of funding for the Council is derived from a combination of
federal and state grants, with a smaller amount coming from dues paid by member
jurisdictions and agencies.
24
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Do individual citizens or nontovemmental groups have any say in what the PSRC does?
Consistent with its adopted public participation plan as well as federal and state
requirements, the Regional Council conducts a wide variety of activities, provides a wide
variety of opportunities, and strongly encourages and enables citizen participation in its
activities. In addition to public comment periods at meetings, the Council's outreach
efforts Include wide distribution of Information through newsletters, reports, media
contacts, and other publications and efforts;open houses, workshops and citizen commit-
tees; and a host of other activities.
~ere can I get a copy of a PSRC publicatio}l?
Regional Council publications are available through the Council's Information
Center at 1011 Western Avenue, Suite 500, Seattle, 464-7532. The Council also maintains
mailing lists for Its monthly newsletter, Regional VIEW, and other publications, and makes a
number of its publications available In local libraries.
What is VISION 20207
VISION 2020 is the growth management and transportation strategy under state
and federal laws for the central Puget Sound region, which encompasses King, Kitsap,
Pierce and Snohomish counties. VISION 2020 was adopted by the cities and counties of
. the region in 1990. The Puget Sound Regional Council modified VISION 2020 in 1993 to
bring It into conformance with the state Growth Management Act (GMA),and updated it
in 1995, which included creation of the Metropolitan Transportation Plan. TheGMA
requires this region to have multicounty policies on growth and transportation issues
extending beyond the boundaries of an individual city or county. VISION 2020 includes
policies affecting eight topics, including urban growth areas, rural areas, housing, econom-
ics,and transportation, and establishes a monitoring system to help evaluate whether
VISION 2020 is achieving its desired results.
VISION 2020 is the region's policy framework for directing transportation invest-
ments which improve mobility for people and goods to support growth management
plans and sustain the region's economic vitality. VISION 2020 also establishes a processto
periodically monitor whether regional policies and transportation system investments are
helping achieve desired land development patterns and transportation system perfor-
mance. The Metropolitan Transportation Plan (MTP) Is the region's guide for transporta-
tion system investment and program development strategies.to improve mobility of
people and goods. The MTP also is used to evallJate the consIStency and compatibility of
local comprehensive plans in achieving the regional growth and transportation strategy.
25
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Why do we need VISION 2020?
Federal laws, including the Intermodal Surface Transportation Efficiency Act and
Clean Air Act, and state laws, including the Growth Management Act, require this region to
have a regional growth management strategy and transportation plan. The Metropolitan
Transportation Plan (MTP) encompasses the detailed transportation policies In VISION 2020
and allows the region and its jurisdictions to remain eligible to receive federal transportation
funds.
-~~
What is the Metropolitan Transportation Plan?
The Metropolitan Transportation Plan (MTP) provides ai2:'5-:year look at the region's
transportation needs as identified by cities, counties and other agencies; it provides
baseline information on the current performance and projections of future performance
of the transportation system; it discusses ways to preserve and maintain the existing
system, and to manage it and make it more efficient; it provides the basis for beginning
the discussion of how to finance future transportation improvements; and it evaluates the
potential impact of improving or not improving the system.
.
What is the practical application of the VISION 2020 Update and MTPY .
VISION 2020 reflects and builds upon planning by local governments under the
. state Growth Management Act. TheGMA. requires consistency among local and regional
plans, and the Council works with cities and counties to ensure consistency. What it
means in practical terms is that we work together as a region to deal with regional issues.
The Hegional Council uses VISION 2020 and the MTP as guidance for decisions on how to
spend federal transportation funds in the region. In addition, all other majortransporta-
tion improvements in the region - by the cities, by the state, by transit agencies - must be
consistent with VISION 2020 and the MTP.
0':
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26
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2363588 SUBURlJOON CITIES
, .
2363588JAN 22 · 96 '01: 21 .
General Information
Suburban Cities Association
The By-Laws of the Suburb~ Cities Association of King County were signed on 9-11-91
in Federal Way. Washington. The organitation exists to benefit all member cities and
towns through:
. discussion of common problems;
. obtaining greater understanding of issues;
. increase coordination of efforts; .,,""
. increased knowledge of municipal. county, and state government services;
. assistance to the Association of Washington Cities; and,
. with the concurrence of a majority of the member cities and towns. to speak for
the Association in regional affairs and policy discussions with King County and/or
other regional forums.
Our By-Laws state that we will achieve'these goals by:
. working to achieve consensus;
. shnring reseaxch and information to improve the quality of decision malting;
. e.n:.ouragmg broad participation of members in developing solutions;
. ve.~,ting decision ID9king in the organization as a whole;
. ensuring the Board of Directors is representative of the different sized cities and
towns which compris.e the membership; ,
. provide that the Board be comprised of both mayors and council members; and,
providing that the Board reflect geographical bahillce. to the extent possible.
Attached you will find a list of topics which are currently being staffed on behalf of the
SeA and the name of the lead staff member(s) for that topic. You will also find a brief
topical summary of the Executive Director's Report from the past several Board
meetings. Our Board meets on the third Wednesday of each month.
In additinu to this policy work, we offer a monthly membership meeting where reports
are given on the work of various regional boards, committees, and commissions. We
also hear reports on various regional levy and bond proposals and on legislative issues
where we ~y differ from the position of the larger Awe. We solicit monthly speakers
on current or emerging issues or who can offer presentations to educate our members on
governments programs. Our membership meetings ue..QJ} the second Wednesday ofeach
month.
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2363588 Sl..lBI.RLlBAN C I TIES
2363S88JAN 22 '96 01:21
Starting in February of 1996 our monthly meeting will also include a Director's Report
similar to the one now offered at the Board meetings.
Topics for the Board and membership agendas can be referred to our offices. The
agendas for the next month are set on the fourth Wednesday of the month by our
Executive Committee (pres., V. Pres., Sec./Tres., and Past Pres.) This allows time to
notify our membership so that they can prepare and be present to speak to issues of
concern.
On a daily basis SeA staff monitors King.,County Council Legislation for-.issues which
will impact our members. Issues for the week of January 22, 1996 include a council
Motion moving intergovernmental relations to the Legislative Branch from the Executive
Branch, adding an audit of Criminal Justice Funds to the auditor's work plan for 1996.
and the appointments of Suburban Cities Representatives to the Animal Control Advisory
Commission. On a long term basis we are following issues such as jail" services
contracts, open space bond preparation. criminal justice information system needs
assessment, regional VB. local service delivery through GMPC. and Public Health
governance and finance..
On an as needed basis we also offer workshops to provide in depth briefing for our
members. In 1995 we offered two workshops On the history and issues of regional
fmance, a workshop and decision meeting on the rules for the Metropolitan King County
Council Regional Committee, a City Manager's workshop and recommendation to the
Board on the distribution of State Growth Management FuD.ds for 1996, and a regional
staffbrefing on current regional issues. Out Growth Management Ratification Workshop
served as the council work shop for several cities, including Federal Way.
SeA Representatives are also meeting with Seattle elected officials to identify ways to
improve the Regional Committees of the Council. We are following the citizeO$ process
for Charter Review in 1997 and the potential initiative campaign to change the King
County elected positions to non-partisan.
seA offices also schedule many of the SeA Committee meetings and handle the
notification of all SeA meetings, workshops, and issues.
This is by no means an all inclusive list of our CWTent activities, but is rather a summary
of some of our current projects. If there are any questions or comments our offices are
open from 8:00 am to 5:00 pm weekdays. Our phone number is 236-7676 or 1-800-266-
1418.
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2363588 SUBURUBAN CITIES
1996 Regional Issues arid Staffing
2363S88JAN 22 · 96 01: 22
RTA-Lise Northey, Phillip, Keightley
Transportation (Metro 6-Year Plan, PSRC 6 Year TlP)-John Dong. Lisa Clausen
Parks and Open Space-Ly~da Ring, Patrice Thorell
Public Hea1th~Lynda Ring, Lisa Clausen
Criminal Justice Issues-Lynda Ring, Ed Crawford
Growth Management~Rob Odle
Affordable Housing-Karen Reed, Art Sullivan
Emergency Medical Services-Warren Merritt, Ron Profit
Human Service Funding~Al Hicks, Patti Skelton, Michael Look
Third Runway-Lynda Ring.. Rob Odle
County Ch~er Initiative-Lynda Ring
regstf.lr
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The Economic Develop
of Seat
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THE
loC
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The Economic Development Council of SeaUle & King County
101 AflhAvenue, Suite2510
SeaUle, WA 98104
telephone 2061386.5040
fax 206/386-1821
e-mall.-edc@nwrain.com
hUp://www.edc-sea.org
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I.
The EDC Mission
The mission of the Economic Development Council of Seattle & King County
(the EDC) is to retain and create family-wage jobs in King County.
The EDC's coalition of business, government, labor, education, community and
environmental interests, together with the EDC staff, will accomplish the mission
through a flexible business development system that will market Seattle/King
County as a premier location for business development and family-wage jobs.
The EDC will actively coordinate its job retention and creation efforts with local
organizations, including chambers of commerce.
->l
1996 EDe Workplan
32
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II.
1996 Projected Outcomes
The projected aggregate outcome of EDC work in 1996 is shown below, including
jobs retained and created, as well as the ancillary products of increased tax revenues,
increased family incomes in King, County, and increased EDC membership.
. Retain 1,000 family-wage jobs in King County.
. Create 4,000 family-wage jobs in King County.
. Increase tax revenues in King County.
. Increase family incomes in King County.
. Acquire 80% of client organizations as new members. Client
organizations are businesses, governments, etc. that receive EDC
assistance.
S-".:
The job projections are conservative estimates based on current leads and the EDC's
experience during the 22 months beginning January 1994 and ending October 1995.
During that period, approximately 25% of the EDC's program re~urces were
devoted to business development assistance. In the future, close to 100% of its
program resources will be devoted to business development assistance.
The projected outcomes were determined using the number of calls received by the
Business Help Center in 1994-95 for assistance in the categories of job retention and
creation. Each call was multiplied by the average number of jobs for businesses
calling ii1 that sector. A projected success rate was then assigned to each category.
This provided an estimate of the, number of jobs that could be expected to be
retained or created in each sector (converted to a 12 month period).
Finally, a multiplier was assigned to the sum of the retention and creation categories
to reflect the increase in resources devoted to this effort in 1996.
1996 EDC Workplan
33
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. III. Product & Service Description
The EDC's products will be the family-wage jobs retained and created in King
County through (A) Direct Business Assi.stance and (B) Informational Services.
These functions will constitute the EDC's (C) Business Development System. The
EDC also will participate in (D) Board Approved Special Projects.
A. Direct Business Assistance
The EDC will focus its direct assistance efforts on businesses that have the greatest
likelihood of providing family-wage jobs in King County. In 1996, we will target the
manufacturing and high technology sectors. Research has shown that these sectors
provide family-wage jobs and have excellent multiplier effects in terms of
a:tiditional jobs created for each job in the sector, and addition&Meconomic output
generated for each job in the sedor.
The EDC's focus on manufacturing and high technology jobs will hot preclude
assistance to businesses in other sectors (see "General Business" below), but limited
resources require prioritization and careful allocation of staff and member effort.
..
Criteria: Businesses will be selected for assistance with job retention or creation in
King County using the following criteria as a guide:
.
. Number of family-wage jobs at risk, or potentially gained, relative
to other potential clients.
. Extent to which the EDC can assist in retaining or creating specific
jobs.
. Extent to which specific retention and expansion issues can be
identified and affected by EDC actions, e.g., land use, environmental
and other regulatory issues, transportation, siting issues, workforce
issues and financing.
. Extent to which the solutions to the problems faced by the client are
transferable to other businesses and jobs in other parts of the
County.
. Extent to which the jobs in question are compatible with the
County's comprehensive planning policies.
. Extent to which staff, membership and other resources are available
to ensure success.
.
1996 EDC Workplan
34
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Response Team Assistance: The EDC's strength is its coalition of business,
government, labor, education, community and environmental interests. Response
Teams comprised of experts drawn from the coalition will be formed to respond to
specific client needs on an as-needed basis. This will provide clients with
comprehensive resources devoted to helping resolve their issues and will highlight
the benefits of doing business in King County.
The size and duration of Response Teams will vary depending on the complexity of
client issues being addressed, however, each team 'will set realistic deadlines for
completing its work. Membership on the Response Teams should be reflective of
the EDC membership. Non-EDC members may serve on a Response Team if they
bring particular expertise to the team.
.>:,
1996 EDC Workplan
35
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Manufacturing Sector Workplan for 1996
Description of Sector and Rationale: Manufacturing consists of a variety of
industries, among them food processing, textiles and apparel, printing and
publishing, forest products, chemicals, plastics, stone, glass, clay, metals,
machinery / equipment, transportation, and aerospace.
In King County, manufacturers pay, average wages of more than $28,000 per year,
compared to the average for all jobs of just over $26,000 per year (1990).
Manufacturing also enjoys a strong job multiplier effect, creating between two and
four additional jobs in the economy for each manufacturing job. In addition, each
dollar of output from the manufacturing industry generates approximately 70 cents
in output from the rest of the economy.
Projects: EDC members have identified a number of job retention and job creation
possibilities in this sector. Each project is described below, with goals and
benchmarks noted.
.>:.
. At the request of the governments of King County, City of Seattle and Tukwila,
and the Port of Seattle, the EDC will implement a Business
Assistance/Ombudsman Program. The purpose of the program is to assist
manufacturing businesses negotiate the maze of environmental and land use
regulations that can often inhibit job retention and creation in the County's
older industrial areas. Five businesses, representing approximately 260 jobs.
have already been identified for EDC assistance.
Goal #1 wlbenchmark: Successful identification of specific needs of each
business. Achieve by 1/31/96.
Goal #2 wlbenchmark: Assist in regulatory / siting matters as identified.
Achieve by 12/31/96.
. The EDC will seek out manufacturing businesses county-wide that meet the
selection criteria and use its ombudsman service to assist them. Target: 660 jobs.
Goal #3 wlbenchmark: Develop strategy for outreach county-wide. Achieve by
2/15/96.
Goal #4 wlbenchmark: Implement strategy. Achieve by 12/31/96.
. The Port of Seattle has asked the EDC to assist 24 businesses, representing
approximately 300 jobs to relocate from the Harbor Islartd redevelopment area to
other locations in Seattle and King County. The EDC will work directly with
these businesses and the Port to develop and complete a relocation strategy.
Goal #5 wlbenchmark:
Goal #6 wlbenchmark:
Develop strategy for relocation. Achieve by 1/31/96.
Accomplish relocation. Achieve by 12/31/96.
1996 EDC Workplan
36
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High Technology Sector Workplan for 1996
Description of Sector and Rationale: The high technology sector has been divided
into two areas of growth opportunity for King County: 1) Biomedical Equipment
and Biotechnology, and 2) Communications/Information Technology and
Electronics.
1) Biomedical Equipment and Biotechnology are two of the most rapidly growing
industries in the State. The concentrations of these firms in King County is a direct
result of the leading research conducted at the University of Washington and the
Fred Hutchinson Cancer Research Center. Most of the state's biotechnology firms
are developing products which detect or fight cancer, diabetes, AIDS, asthma, cystic
fibrosis, multiple sclerosis and other human diseases.
Annual wages for the biomedical equipment and biotechnology fields average
greater than $43,000 in King County, and both have a strong multiplier effect,
creating between one and two additional jobs in the economy for ea~h job in the
sector.
2) Communications/lnformation Technology and Electronics includes
communication networks, personal computers, information storage, multimedia,
software and electronic devices.
In King County, the communications/information technology and electronics sector
employers pay average wages of neatly $50,000 per year. The sector has an
impressive job multiplier, creating two jobs in the economy for each job in the
sector. Also, each dollar of output from the sector generates approximately one
dollar in additional output from the economy.
Proj ects: The EDC has identified the following projects for the biomedical and
biotechnology sector. Together these activities are projected to result in three new
biotechnology or biomedical companies in King County, representing 75 jobs. and
the expansion of three existing biotechnology or biomedical companies,
representing 150 jobs.
,..i~ .
. Market King County to key biotechnology research and development companies.
Goal #7 w/benchmark:
Goal #8 wlbenchmark:
Develop strategy. Achieve by 2/29/96.
Implement strategy. Achieve by 12/31/96.
. Establish a biotechnology incubator facility with laboratories, offiee space' and
shared equipment exclusively for start-up firms. Few other industries have the
heavy capital costs required of new biotechnology companies. A small biotech
company may need the kind of special laboratory apparatus that is normally
found only at major universities, research organizations or corporations. By
offering a combination of low cost space, advice on business planning and
1996 EDC Workplan
37
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.
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management, and advice on sources of assistance and capital, incubators assist
entrepreneurs in getting businesses started. '
Goal #9 w/benchmark:
Goal #10 wlbenchmark:
Goal #11 wlbenchmark:
Goal #12 wlbenchmark:
Develop strategy. Achieve by 2/29/96.
Assemble working group. Achieve by 3/31/96.
Propose incubator and financing. Achieve by 9/30/96.
Incubator established and tenants located. Achieve by
12/31/96.
. Work with the V.W. and the Fred Hutchinson Center on technology transfers
and the establishment of new biotechnology companies in King County,
including providing financing and real estate development expertise.
Goal #13 wlbenchmark: Meet with agencies and establish working relationship,,,
Achieve by 2/29/96.
Goal #14 wlbenchmark: Working with companies. Ongoing.
....
The EDC has identified the following projects for the communicatiol1s/information
technology and electronics sec:tor. Together, these activities are projected to result in
two new companies in King County, representing 300 jobs, and the expansion of
three existing companies, representing 200 jobs.
. Market King County as an excellent location for communications/information
and electronics companies.
Goal #15 wlbenchmark: Develop strategy. Achieve by 2/29/96.
Goal #16 wlbenchmark: Implement strategy. Achieve by 12/31/96.
. Organize the creation of a "testbed" facility offering affordable technical and
marketing services to emerging software companies allowing them to test theil'"
software products on a variety of hardware and gain marketing skills.
Goal #17 wlbenchmark: Develop strategy. Achieve by 3/31/96.
Goal #18 wlbenchmark: Assemble working group. Achieve by 4/30/96.
Goal #19 wlbenchmark: Implement strategy. Achieve by 12/31/96.
. Develop financing alternatives, including additional sources of equity and debt
capital, for companies at the start-up and early expansion stages.
Goal #20 wlbenchmark: Develop strategy. Achieve by 3/31/96;
Goal #21 wlbenchmark: Assemble working group. Achieve by 4/30/96.
Goal #22 wlbenchmark: Implement strategy. Achieve by 12/31/96.
1996 EDC Workplan
38
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.,Ih
General Business Workplan for 1996
While the EDC will place its emphasis on the Manufacturing and High Technology
sectors because they hold the greatest promise for family-wage jobs, the EDC will
continue to respond to inquiries and requests from other businesses. Because of
limited resources and the need to maintain a strategic approach, however, the EDC
will place less emphasis on those firms with low skills and low wages in the general
business category.
""
1996 EDC Workplan
39
,."".."."...",.,~
.- '."-'~h>"'J..........,,\..~.j.~~4'~~il!lt ~~ ~l~ '
.
B. Informational Services
The second element of the EDC's work is as an information provider to businesses
seeking key economic data about King County. To accomplish this objective, the
EDC will collect and distribute accurate and timely economic information.
Informational Services Projects for 1996
· Upgrade the value of information available from the EDC on the World Wide
Web and explore additional ways to disseminate information.
· Enhance direct business assistance capabilities by collecting data on and/or
conducting analyses of:
King County's competitive position versus other metropolitan areas,
which may include contrasting salary levels, cost of living, education
attainment, Occupancy rates, taxes, quality of life and attit\ldes toward
economic growth' and the environment;
.
Market and economic trends as they affect specific industries, geographic
areas and communities. Analyses may include information on labor force
availability, suppliers, infrastructure, growth potential, operating costs,
utilities, raw materials, education and training, environmental
compatibility and community support relating to each targeted industry;
and
Targeted industries, such as operations suited to the area, current
geographic concentrations, representative companies, chief location
criteria and facility location patterns (see Sector Expertise below).
· Develop a means of identifyinK at-risk firms and workforces, and arrange for
assistance through data availability in business credit and fiscal analysis, debt
restructuring, land use regulations, taxes and other interventions as appropriate.
Facilitate development of an industrial site inventory for King 'County.
· Produce and! or Update the FollOwing Materials: King County Datasheet, Intake
Evaluation Questionnaire, Industry Specific Datasheets, Tracking Forms,
BUSiness Development Package, and Client Profiles.
· Create a resource network to improve employer access to worker training and
education resources throughout the community.
.
1996 EDC Workplan
40
.
.
.
c. Business Development System
. .~
The actions undertaken by the EDC through its direct business assistance and
informational services work (see IILA. and III.B.) constitute a "business
development system". The diagram on the following page shows the system as a
series of steps that the EDC will take to reach its goal of retaining and creating
family-wage jobs in King County.
The key steps in the system include: 1) identifying the client and client needs;
2) addressing those needs; 3) marketing King County to the client; 4) closing the deal;
5) "telling the world"; 6) and getting the EDCmembership at the conclusion. The
net result is family-wage jobs retained and created, increased tax revenue and
increased family income.
-"l.
1996 EDC Workplan
41
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D. Board Approved Special Projects
The EDC is occasionally asked by government agencies to serve as a primary
organization in special projects which require involvement by our coalition. These
economic development projects vary in duration and extent of EDC involvement,
but generally entail either a convening role or a commitment by the EDC to provide
office space and/or share in the administration of the project. Requesting agencies
occasionally provide funding to offset costs and the EDC provides some in-kind
support.
Project Agency Purpose EDC Role
Freight Mobility Puget Sound Regional To ensure that freight Convenor, staffing
Roundtable Council mobility issues are
;i4-' addressed in regional
transportation plans
Commuter Challenge City of Seattle, King To increase highway Housed at EDC,
County, Wash. State capacity through in-kind apministrative
Dept. of Transportation promotion of HOV support
(WSDOT), commuting &
9 Suburban Cities,.Puget encouraging altemative
Sound Air pollution work schedules and
Control Agency telecommuting
(PSAPCA)
Washington Washington St. Dept. To develop networks of Housed at EDC,
Manufacturing tomm. Trade & Econ. similar firms to create in-kind administrative
Networks Dev. jobs and increase support
business through joint
contract biddin~
King County King County Council To develop King County Contracting agency,
Industrial/Mfg. Council industrial sites per staff & member
Growth Management involvement
requirements
1996 Workplan:The President will review current.projects semi-annually to
evaluate: 1) Project Status; 2) Results to Date; 3) Future EDC Requirements; and, 4)
Continued EDC Involvement. The President will provide a report and
recommendations to the Board. New projects will require Board approval.
1996 EDC Workplan
43
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IV. Marketing
Through the Business Development System, the EDC will continually market itself
and King County as it initiates projects, collects information, and maintains liaison
with members, targeted organizations and companies.
Marketing Activities for 1996
Current marketing materials and strategies will be evaluated and new materials will
be developed as necessary. This will include:
. Designing and Producing Business Development Package
. Developing Media Contacts and Distributing Press Releases
. Continuing Regular Publication of EDC NewsWire
. Placing of Industry-specific and General Advertising
. Evaluating, Developing and Maintaining Web Site
· Placing Editorials and Op-eds
· Obtaining Member Testimonials
,~.".(I"
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Marketing activities will include:
. Developing and Maintaining Response Teams (see ill.A.)
. Collecting data through Inquiries and Publications
· Joining selected Professional Organizations
. Attending Special Events and Industry Related Events
. Maintaining Direct and Frequent Contact with Targeted Organizations and
Members. Targeted organizations include:
-- Local, State and Federal Government Agencies
-- Community Groups
-- Chambers of Commerce
-- Educational Irlstitutions
-- Labor Unions
-- Public/Private Industry
- Membership Organizations
-- Special Interest Organizations
-- Legislative Bodies
-- Travel and Tourism Organizations
Marketing events will include:
. Sponsoring Annual Economic Forecast Conference
. Sponsoring Quarterly Economic Update Breakfast Seminars
1996 EDC Workplan
44
......
The EDe of Seattle &: King County
Business Help Center Activity Report
Year~End Summary 1995
. Total Client Activity: 720
Client Status Client Type Type of Operation
Active 64 EOC Member 32 Existing 456
Closed 649 In State 244 Organization 17
Success 7 Out of State 433 Public Agency 18
Total 720 Potential Member 11 Start Up 150
N/A 79
Type of Assistance
Client Activity by Indush::y Sector
Publication
Publication & Research
In-Depth Assistance
New
Relocation .ot.
Expansion
Retention
513
80
127
79
28
12
8
Services 192
Unknown/Residential 148
FIRE 109
Misc. Manufacturing 73
Retail 64
Communication 36
Wholesale Trade 32
Public Admin. 19
E~ctroruc~g 19
Medical 15
Trans ortation 13
Total Active Clients: 50
Potential Impacts Co. Size # of Clients IndustI:y Sector Clients
Total Jobs Created 8,348 1 - 20 employees 13 Misc. Manufacturing 25
T9tal Jobs Retained 505 21-50 10 Mfg. of Electrorucs 16
-l, 51-100 4 Medical 5
101-200 5 Service 4
>200 18
Successful Clients
Total Jobs Created
Total Jobs Retained
Total Square Feet
350
N/A
205,000
.
45
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CITY OF FEDERAL WAY
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MEMORANDUM
Date:
.:::rtclt" (l.cT'
· '),'t-e I ~, ?1-p
· cl"4-t (,l--- )"
January 23, 1996
To:
City Council
From:
Re:
There are many ways to approach increasing resources. One way is to diminish
the outgo of resources to create or enhance a reserve. Other ways include
developing new sources that will add to an existing resource base.
In the area of enhancing economic resources there are partnerships that can be
done with the private sector, as well as actions that can be stimulated by
governmental actions. This section of the retreat contains material for discussion
that describes the perimeters under which a public-private relationship can be
created under Washington State law, and material that describes the existing
redevelopment policies present in the City, of Federal Way.
Questions that might be considered include:
What are the opportunities for public/private partnerships?
Are the existing redevelopment policies encouraging development?
Are there other actions that the City can take/explore?
After the discussion Council may wish to give direction to staff for further study or
investigation.
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CITY OF FEDERAL WAY
DEPARTMENT OF COMMUNITY DEVEWPMENT SERVICES
MEMORANDUM
Date: January 22, 1996
To:
From:
Subject:
Redevelopment Policy of the City
While the City does not have a specific redevelopment policy or plan, redevelopment is addressed
directly and indirectly in many regards. This includes text and policies in the Comprehensive Plan,
Zoning Code, and through various other plans and programs.
Identified below are several areas and factors.
1. Comprehensive Plan
Land Use Chapter
LUP39 - Encourages the transformation of the Pacific Highway (SR99) Community
Business corridor into a quality mixed-use retail area.
"
Economic Development Chapter
In one regard the Comprehensive Plan is a "redevelopment guideline" as it sets the
blueprint for future change. The following specific references in existing text list goals and
policies found within the Comprehensive Plan:
. Redevelop and improve the quality of the mixed use development along Pacific
Highway South from South 272nd Street to South 356th Street (1995-2010).
. Emphasize redevelopment and land assembly through the 1-5/SR99 corridor,
especially in the City Center, as well as the 348th Street and 336th Street areas.
There are several "supply side" tools that local governments control. They can use these
tools to prepare the supply of developable land and infrastructure for economic growth.
The actions include:
2
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Assembling land for redevelopment.
Goal EDG 1 The City will emphasize redevelopment which transforms the City from a
suburban to an urban area.
Capital Facilities Chapter
Policy CFP3 Emphasize capital improvement projects which promote the conservation,
preservation, redevelopment, or revitalization of commercial, industrial,
and residential areas in Federal Way.
II. Capital Facilities Plan
All capital fattl'ities, whether for street; surface WIater, water, sewer, or public structures,
support redevelopment in that they upgrade infrastructure and encourage redevelopment.
III. Zone Code
Land use, zoning, and environmental regulations control development. Federal Way City
Code (FWCC) Article IV, Nonconformance, specifically addresses when and under what
circumstances nonconfonning aspects of a use or development must be brought into
conformance.
This Article has had the single most impact of any City code on redevelopment of any
particular building or property.
This Article has been amended twice in the past to make it more flexible. It is currently on
the list for future code amendments (see current actions).
IV. Current Actions
There are several actions which are currently being undertaken which promote and
support redevelopment.
1. Code Amendments - Any code amendment which clarifies or increases flexibility in
development peripherally supports redevelopment. However, two code
amendments that are currently on the list specifically impact redevelopment. They
are:
A. Nonconforming Uses - This code amendment would again look at the
thresholds and standards for compliance on redevelopment and change of
use. It could also be revised to allow for phasing of nonconformance.
B.
Miscellaneous Building Codes - This code amendment would make
redevelopment, additions, etc., for single family more flexible by possibly
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extending expiration dates and moditying selected construction standards.
2.
Regional Retention Facilities - Whenever regional detention facilities are available
as opposed to individual on-site detention redevelopment is promoted. More on-
site expansion capability is available when regional facilities can be used.
Retrofitting existing sites can be expensive and land consumptive. There are
currently two regional detention facilities in progress. The one farthest along is the
South 336th/Kitts Comer site which will assist in redevelopment for the City
Center. The second is at 356th Street which will assist in the 348th/356th area
redevelopment.
3.
Regional Water Quality Facilities - If regional water quality facilities can be
accomplished they promote redevelopment in the same way as regional detention
facilities, Le" more on-'site*expansion capability is available. The City is currently
analyzing the feasibility of creating such a facility on the SeaTac Mall site that
could be used for SeaTac Mall expansion.
4.
City Center Sub-Area Plan - In November of 1995, a contractor completed an
analysis of the area on the east side of Pacific Highway South between South
312th and South 316th Streets, opposite the new Federal Way Pavilions Center.
The purpose was to do a site assessment survey and then generate options to
upgrade the area to compliment the new development across the street.
Staffis now taking this information for further refinement in 1996 to develop
specific plans which can be implemented in 1997.
5. Economic Development Plan - It may be beneficial to fashion a strategic plan for
economic development in Federal Way based on the Comprehensive Plan. This
.... would need to be done by working with such entities as the Chamber of
Commerce (please see the attached chart of the newly created Chamber of
Commerce Economic Vitality Committee), School District, RTA, Metro, and
major corporations/property owners. This strategic plan would then guide the most
effective redevelopment policies for implementation.
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CITY OF FEDERAL WAY
MEMORANDUM
Date:
To:
From:
Subject:
January 19, 1996
Federal Way City Council
I wen Wang, Management Services Director
Public, Private Partnership in Economic Development
The City Council is looking for ways the City can participate in and facilitate ecnomic development of the
City. The following tools are frequently used by Washington cities for similar purposes.
Local Improvement District (LID)
1. What is a LID:
Any city or town in Washington is authorized by RCW 35.43 to form LIDs to construct, reconstruct,
repair or renew various public capital improvement projects.
2. A LID is authorized to
Acquire, construct, renew, repair, landscape,
. Alleys, avenues, boulevards, lanes, parking facilities, public places, public squares
. Utility systems in general;
. Parks and playgrounds;
. Auditoriums, museums, cultural or arts facilities or structures
3. Who is responsible for the cost:
The City is authorized to levy special assessments on all properties within an identified area that will
be specially benefited by the improvements.
4. How LID is formed:
A LID can be formed by petition of the majority of the property owners impacted; or by Council
resolution if not protested by over 60% of participants. A mandatory LID may be imposed by Council
when the improvement concerns a public health and safety issue, such as sewer, watermain, or fire
hydrants.
Parkin!! and Business Improvement District (BID).
1. Whatis a BID:
Any city or town in the state is authorized by RCW 35.87 A to form BIDs to aid general economic
development and neighborhood revitalization, and to facilitate the cooperation of merchants,
business, and residential property owners which assists trade, economic viability, and livability.
2. A BID is authorized to:
. Acquire, construct, or maintain parking facilities of the benefit area;
. Decorate any public place in the area;
. Promote public e...ents'"which are to take place on or in public places in the area;
. Furnish music in any public place in the area;
. Provide professional management, planning, and promotion of the area, including the management
and promotion of retail activities in the area; or
. Provide maintenance and security for common public areas.
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City Council Retreat
January 26.27, 1996
Page 2
3. Who is responsible for the cost:
The City is authorized to levy special assessments on all business and multifamily residential or mixed-
use projects within the area, that will be specially benefited by a parking and business improvement
area, to pay in whole or in part the damages or costs incurred therein as provided.
4. How BID is formed:
The foonation ofaBID requires a 50% initiation petition and a 60% foonation petition.
Differences Between LID and BID:
. The LID assessments are levied on the property, while BID assessments are levied on the operator of
the businesses or residential properties.
. The purpose of a LID is primarily to finance capital improvement, while the purpose for a BID is
primarily to promote economic activity;
. LID laws provide for special financing, BID laws allGW~assessments but do not provide for special
financing mechanisms, therefore, a municipality must rely on financing mechanisms allowed under
other provisions, such as general obligation, revenue (pledge assessment), or LIDs (if criteria are met).
k:\finance\eoun(:iN.IDBID.DOC
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Developing A Neighborhood Matching Fund
This proposal is a look at the neighborhood development programs of other cities in Washington
State in order to gain insights for further refining and developing the City of Federal Way's
program. Federal Way's program is now six months old and will soon see a number of
community projects unfold in the pilot neighborhood chosen in the fall of 1995. A frame work is
needed for the continuing development of this new neighborhood group and the others that
should join it in the near future. Several of the cities near in size to Federal Way have tools in
their programs that could provide a good structure for Federal Way's neighborhood development
program.
In addition to Federal Way, several cities have full time staff that form an office of neighborhoods:
Bellevue, Everett, Seattle, Shoreline, Tacoma, and Vancouver. Lakewood, Kirkland, and
Redmond have programs supporting organization of neighborhood associations and their
involvement with City departments but no specialized staff for that function. Tukwila might be
included in a limited sense in that they have developed an apartment manager coalition around
human services and crime prevention issues through their human services division.
A significant number of the mid-sized and large cities of the state now have some form of
neighborhood development program. They range from neighborhood involvement efforts similar
to our Neighborhood Safety Taskforce to Seattle's Department of Neighborhoods with 65 staff
members. All of the programs provide information to citizens in order to facilitate creation of
neighborhood associations. This community involvement is then used for input on land use
decisions, traffic issues, neighborhood and business district improvements, crime prevention,
parks, and many other concerns. Some programs merely provide encouragement and access to
city officials. Others assist with training, consultation on organizing, mailing, meeting space, and
funding for neighborhood projects. Neighborhood matching funds are the main tool that the
majority of neighborhood development programs have to strengthen existing community groups
and to build new associations.
Neighborhood Matching Funds
Neighborhood matching funds are grant programs where neighborhood organizations raise funds
or in-kind donations to match city dollars. The money raised by the community combines with
city money to pay for a project that benefits a whole neighborhood and sometimes the whole city.
These funding programs provide goals and rules for neighborhood organizing that are very useful
for teaching citizenship skills, involving the community in governing their city, and creating
neighborhood institutions that last over time and beyond a single crisis. Everett, Kirkland,
Seattle, Shoreline, Tacoma, and Vancouver have neighborhood matching fund programs that fund
special projects identified by neighborhood gr.olJ'fls. In addition, Bellevue has a Neighborhood
Enhancement Program of $760,000 and Lakewood has a Capital Improvement Budget of
$100,000 that have neighborhood participation. (Setting aside Bellevue and Lakewood, these
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funds are not intended to replace normal public works budgets for maintenance and
improvements. )
The neighborhood matching fund programs require that communities within the city organize
neighborhood associations meeting specified criteria. Groups must develop bylaws allowing open
participation from the community and specifying leadership selection and decision making
processes. The criteria delineate what type of group can form a neighborhood association and
what types of projects are possible. Minimum levels of participation and representation of parts
of the neighborhood are often included as either voluntary or mandatory rules. Only a recognized
organization meeting the criteria can apply, forcing residents to come together over a period of
time, lessening immediate demands for someone else to solve the problem.
Residents take ownership of the solution to concerns because they must first organize and then
find a match for the city funds to create the total budget for their project. Neighborhood groups
must raise funds: either out of their own pocket or through dollar or in-kind gifts. Volunteer
hours are recognized as a matching resource in all of the programs (usually at $lO/hour). Citizens
are directly involved in choosing how some of their tax dollars will be spent.
The cities have each recognized from eight to thirty neighborhood districts within themselves that
may develop associations that can apply. Generally, only one group can apply from each
neighborhood district. In the programs where more than one group can apply from within any
given district, residents get together to prioritize the proposals coming from their distriet before
the proposals from their district are passed on to the city. Some cities allot a certain amount to
each neighborhood. Shoreline for example gives each neighborhood $5,000. That might be one
$5,000 project or several smaller projects. Other cities have a general fund for which all compete
for a piece (In these cities, often the match is closer to one city dollar to two neighborhood
dollars because of the need for proposals to be competitive.).
Benefits of Neighborhood Matching Funds
1. Stronger community and neighborhood identification and empowerment would occur as
neighbors use a positive mechanism for improving their community. The projects they would
develop as grant proposals would be issues usable to organize around for new and existing
associations. Criteria could be set up creating long term, multi focussed neighborhood
associations.
1 A. The first corollary to number one is that citizens take ownership of solutions instead of
passing responsibility solely to the city.
lB. The second corollary is that citizens are directly involved in how their tax dollars are spent.
~'
I C. The third corollary is that the grant process transforms demands for immediate reaction to
crisis into long term and proactive planning and action.
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2. A positive process would be created that would lessen the sense of having to demand action
from city hall on such issues like stop signs.
3. The grant process would require research on solutions and discussion among a wide cross
section of a neighborhood to develop proposals that would be competitive with other
neighborhood's proposals. Outreach throughout a neighborhood would be necessary to show
support for potential projects.
4. If a city-wide panel of neighborhood representatives were involved in the proposal process,
community leaders would learn to see issues from a city-wide perspective.
5. A number of improvements that normally would be paid entirely by city funds will be partially
paid by other funds in the community.
6. City departments would have neighborhood contacts that provide a reality check to individual
complaints and demands for services that affect a whole neighborhood (such as calls for new
traffic devices).
Programs by city:
Bellevue: $760,000 Neighborhood Enhancement program, training and consultation on building
neighborhood associations, neighborhood liaison. One full time staff.
Everett: $45,000 matching grant program ($2,500 for each neighborhood), Council of
Neighborhoods (brings together leaders from the eighteen recognized districts),
neighborhood/city department liaison, fall training conference, all-city neighborhood picnic, spring
clean up. Eighteen neighborhood areas, one full time staff.
Kirkland: $10,000 matching grant program (mini grants up to $2500), prints organizing manual,
neighborhood liaison. Thirteen neighborhood districts.
Lakewood: $100,000 Capital Improvement Program, technical assistance and consultation to
form neighborhood groups to create proposals for the grant program.
Redmond: Breaking the Boundaries taskforce bringing schools, businesses, neighborhood, and
city programs together around particular projects such as human services, crime prevention,
parenting, tutoring and other issues.
Seattle: $1.1 million matching grant program (two funds: Small and Simple up to $5,000 and the
Neighborhood Matching Fund with projects from $5,000 to over $100,000), Citizens Service
Bureau: ombudsman program, information and referral for City programs; Neighborhood .., / "l')
Programs: neighborhood organizing training and consultation, matching grant program,
coordinated community involvement with City planning and budget processes, liaison with major
10
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development projects such as Port of Seattle, neighborhood and business district plans;
Neighborhood Service Centers: referral to local human services, staff to neighborhood district
councils, act as little "city halls" in liaison to city departments in each of the 13 neighborhood
districts; Urban Conservation: implements historic preservation and landmark programs and
provides assistance to historic neighborhood districts. Thirteen neighborhood districts each with
multiple neighborhood associations or other community groups as participants (usually six plus
community groups), sixty-five full time staff
Shoreline: $60,000 matching grant program ($5,000 for each neighborhood), Council of
Neighborhoods, neighborhood/city department liaison. Twelve neighborhood associations, one
full time staff Shoreline uses Everett as its model.
Tacoma: $240,000 matching fund program ($30,000 for each neighborhood district), technical
assistance and consultation on forming and operating neighborhood councils, neighborhood
liaison. Eight neighborhood districts (several may have smaller associations withing the district),
one full time staff.
Vancouver: $5,000 matching grant program (grants up to $1,000, all neighborhoods compete for
the $5,000), technical assistance and consultation to form neighborhood groups, neighborhood
liaison, spring clean up, neighborhood training conference, crime prevention liaison, neighborhood
mediation. Thirty neighborhood associations, four full time staff.
A Potential Federal Way Strategy
Federal Way's Neighborhood Development Program has already created one neighborhood
association as part of the pilot project at Olympic View and will begin developing other
neighborhood associations in other areas in 1996. A neighborhood matching fund organized to
begin operation in 1997 would provide the structure for the development of further neighborhood
associations and their relations to each other. Such a fund would give the Olympic View
Community Action Team and other forming groups a useful method of solving their
neighborhood concerns and an incentive to invest their own time and resources into seeking
partnerships for solutions instead of handouts.
Next year, 1996, would be used to define neighborhood area boundaries and criteria for
organization eligibility for' applying for funds. Most of the elementary school boundaries could be
used to define neighborhood boundaries but neighborhood input would be needed as well. One
neighborhood association would eventually be recognized for each area. Other groups within an
area might want to suggest a proposal, but they would have to apply through the recognized
association in their area. Only one project would be funded in any particular neighborhood
district in a year, so neighborhood leaders would have to work together and prioritize which idea
is best and has the most support for their area.
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The grant program would be similar to an extension of the Neighborhood Safety Program but
expanded to allow other neighborhood capital improvements or encourage human service projects
such as spring clean ups, crime prevention activities, and neighborhood gatherings. (However,
this is not a replacement of Public Works traffic improvement funds, though a neighborhood
looking at a minor traffic improvement would be required to work with the traffic engineer. A list
of common projects is attached.) A process similar to the Human Services funds could be used
for judging proposals. A neighborhood grant committee could be created with a representative
from each neighborhood area.
Set up of procedures and forms should be fairly simple because materials from the track record of
other cities' programs can be used. An example of Everett's application is attached. Page two
outlines the process a neighborhood association uses to apply.
This.proposal suggests a pilot year budget of$10,000 allowing fm"t-he formation of four
neighborhood areas being able to apply for up to $2,500 each. Amounts less than $2,500 may not
give neighborhood groups enough incentive to perform the work of organizing, raising a match,
and going through the application process. Within the current city limits there are fourteen
elementary school service districts but some of these are not viable neighborhood areas.
Eventually, all of the city could be organized into ten to twelve neighborhood areas. That would
result in a final budget of$25-30,000. This is a high budget estimate because all of the funds are
not always used since not all of the active neighborhoods will always have a project. In addition,
generally not all of the neighborhood district areas will have active groups every year.
A neighborhood matching fund is an extension of the City of Federal Way's goals of involving the
community in the working of their city government and would help develop a stronger sense of
community within neighborhoods. All four operating departments would receive benefits from a
more active community with a defined, positive process for developing improvements. Finally,
developing the matching fund would create a clear set of goals and objectives for the City's
Neighborhood Development program for several years.
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Common Matching Grant Projects:
Spring cleanup
Small parks
Beautification
Play equipment
Speakers on issue topics
Training on organization
Bus shelters
P-patch gardens
Neighborhood name signs
Traffic control devices
Block parties
Graffiti paint out
Special events
Many neighborhood based programs use matching funds for start-up costs for ESL and tutoring
programs or for speakers around neighborhood concerns.
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