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Council PKT 01-26-1996 Special - Retreat . . . ,'.., .~' "l/""......:;.~ .\ '."'~' ... QJW.o .' -, ~' ." .... i: 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 . ".:.:." ..,......','.'~.w '.'.'...:~:::,,'.:';.;.;~.'.' ,. '.'.'. '..;z;...;.~;~~ '~~0---"--j,--./ [:~:~~~~~~~NIj:L~M~::R~~~~~:~~Y!~W:]~u~:~l~~!~~;~n:~Bijiqg~~l~i~.~~iij#tl!I:t~:g~!m~::~y:~~t!Eti~~~~::::::::! CITY OF FEDERAL WAY CITY COUNCIL PLANNING RETREAT January 26 - 27, 1996 pt. Ludlow, Washington SUMMARY ..; .:. 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_ . v I ~<<-I\..- 1-'i'>tt-t..A... 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. ~ '11 o ~ I' C o I' o ~ OJ ~ .r <' BEACH CLUB /j , /1 D ( I ---:=:=-- ~ II . . . 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. . . . 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 _J 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 . . . 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 1 ( 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. · yJ \. ,.~ \', -\l,-,. ! '. c. \ \". 'i;} -'<. ( l : ,"::"'1\,",- J... ('J\fh l;, L " Jl / "re "'.:,./" , 2 . . . r .. ..............gll:X<::!-F:FI$peRl.~?WA.Y::fllO;~:lmN~WAmeMeNlm::? :,,':'::;,,:::::::::;:";;::':;1 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. 3 . . . This Section is provided as reference material to assist in developing the framework for a two-year work plan/budget. ( ( 9 8. tCv 'v~;-''"Y,-':...... \:h,.J'11' ,J\ ~'i (,."\~L ~ \ G,,'(v ( ~ : w,-s-'-I, ()^-;~~ . '7 f~ (~~\ \." lJ\A\ \ &J ~ \., t\.'''-h'\'J^,<\'''''',_ ~'. '^"'\\y".,;\......,,--.-~-t o w^ L - ~'-'?"_-.i~<..\ ". '. "".,,/ y:"'~'- 'C.J ..z --":",-<-<,^",,, ~""" (, (\ \!, 'f ,t\'" (\. .. l\ . ~ \ ? .', V ',,- \. C' _I' ^ / "._~J ' .,\,tA. it,-- · C\.;".J, " , " , \"-/ 'v'f;cl"":"'1- 'i: , \N ..(. '^ l . .. r / l 6 I \ \.. ~I>~'~ 'I" Y-' II ~" r, \ \ .. fl'. (",_< -~:(\' '. .....1,"...,.' \...,) v ,. ., .' - C~'..\'\,J" ._. C'''''-""'-,~ c-I\) .......- \--- L..- \'M,}t. ( .. ( 1 . . . CITY OF FEDERAL WAY 1996 ADOPTED BUDGET . ",............................................. CblJ.NGll..GOA.LS<' . ............................................... .................. ..~ ....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. 4 5 ....~ 'Implel11enfdlYrrlpiq'\JiewNeighborMoOd D.evelqpment"Progreim.. ....lniti<:i.le..a..seco(n:I..NeiSlf1borhood D.eveICl. menfPro. . ram. . Completerelii(!l:lntl<:.1 cpde revisions. ....... .....$..... 7 2 . CITY OF FEDERAL WA Y 1996 DEPARTMENTAL WORK PROGRAM City Manager's Office .......iiillll.!lii .. ....'......... ................a:NGOi'N't;''''I?'R'OG'RAMslbpE~Aj'l'b'N$<....,.,. ..... . .. ............................................................................................................. 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. ...... CM/DCM ~~ CM/DCM..... I' ~ . CM/DCM I 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 1'" 1(, e 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 4 --DRAFT ONL Y ~~ 1/10/96 ,- r, i . CITY OF FEDERAL WAY 1996 DEPARTMENTAL WORK PLANS DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES .~..IIIIIIIIII~I LUlLR LUlLR LU/LR HS HS _n......__...........___,_ .......................--- ---........................ .:':.:-:.:':.:.:.:.:.:.:.:.:':.:':.:':':.:.:.:':.:.:. ........................... ~t):<< None . ~.~'~ .ad' Key: Bldg '" Building Division Admin'" Administralion HS '" Human Services LU/LR '" Land Use/Long Range Division SP '" Special Projects NO '" Neighborhood Development 5 --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 / ----- -- ~.. ( 7 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 ;&~W: ,~ :x . < ~ '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 '" "Q,N$~ltilQ:RB~$RAM$tQP:1;RJ,VtlON:$, .' * 4 3 3 4 4 4 3 5 5 5 -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 . ':',J," e reconstruction lementation CMR CMR CMR CMR General General General General emerifbivHHdri" ............................................. SWM/GOK SWM/GOK SWM/GOK SWM/GOK SWM/JTP SWM/JTP SWM/JTP SWM/DBR SWM/DBR SWM/DBR " '$~t~~htPivi~jQn ST/RT ST/RT ST/RT STlRT ST/RT ST/KM ST/RT ST/RT action '... '~' .:;~" . ST /KM ST/KM JTP=Jeff Pratt, Surface Water Manager KM=Ken Miller, Street Ssystems Manager GOK=Gary Kennison, SW Mtc Supervisor General=AII Public Works Divisions involved 13 ,'i 1 --DRAFT ONLYn RT=Ray Taylor SD=Saeid Daniari, Traffic Engineer SC=Stephen Clifton MRS=Marwan Salloum "Lead" Key: CMR=Cary Roe, Public Works Director DBR=Dave Renstrom, Water Quality program Coord RMV=Rob Van Orsow, Solid Waste/Recycling Coord K:\FINANCEIMTWORKPL.DOC 1/22/96 CITY OF FEDERAL WA Y 1996 DEPARTMENTAL WORK PLANS Public Works Department ~ "'- .... Nt. SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV SW&R/RMV JTP=Jeff Pratt, Surface Water Manager KM=Ken Miller, Street Ssystems Manager GOK=Gary Kennison, SW Mtc Supervisor General=AIl Public Works Divisions involved 14 ~-DRAFT ONLY-- RT=Ray Taylor SD=Saeid Daniari, TrafficEngineer SC=Stephen Clifton MRS=Marwan Salloum "Lead" Key: CMR=Cary Roe, Public Works Director DBR=Dave Renstrom, Water Quality Program Coord RMV=Rob Van Orsow, Solid Waste/Recycling Coord K:'FINANCEIMTWORKPL,DOC 1/22/96 ~ CITY OF FEDERAL WA Y 1996 DEPARTMENTAL WORK PLANS Public Works Department " ".'.',.,",,'... '.$aeg.IA:4aRQ~:J'{AM$I<ln:n;R4TIQN$/..").....'..........'." .$ijd~.~.,,\JVa'tg......M~hc;( .'.~m."tdD:ivjJlpij...,...'..'....," ection SWM/JTP SWM/JTP SWM/JTP SWM/DBR SWM/JTP SWM/JTP SWM/JTP Public/private street maintenance contract evaluation WSDOT Right-of-Way mainten~ontract evaluation Snow and Ice Pro ram Cit -wide si nal interconnect StreetfTraffic Bond Issue Pro'ects S 316th and 20th Ave S Si nal-construction Milita Rd/Star Lake Rd Si nal SR99 S288th to S304th si nal interconnect New programs/additions to Base Council/Committee Work Plan/CIP e:. K:\FINANCElMTWORKPL.DOC JTP=Jeff Pratt, Surface Water Manager KM=Ken Miller, Street Ssystems Manager GOK=Gary Kennison, SW Mtc Supervisor General=AII Public Works Divisions involved 15 --DRAFTONLYn RT=Ray Taylor SD=Saeid Daniari, Traffic Engineer SC=Steptlen Clifton MRS=Marwan Salloum "Lead" Key: CMR=Cary Roe, Public Works Director DBR=Dave Renstrom, Water Quality Program Coord RMV=Rob Van Orsow, Solid Waste/Recycling Coord . 1/22196 . ~~..IIIIIII!III CITY OF FEDERAL WAY 1996 DEPARTMENTAL WORK PLANS Public Safety Department ...... ONGQINGPRQGltAMs}oeSR.AT'I'Q:N$::"'" ..'....'. .... .. ............ .... ....<11 None ..... .............. .< ...,..,...,' """ ")SPECI4:PP-R:Q(iBAMS1Q:eeRA11QN$/"" Director of Public Safety start date Grant research and application Finalize salarv and benefits package Communication and dispatch services Budaet: 1997.98 biennial Finalize iob descriotions Recruit and select..Qepartment staff Finalize staffing plan and organizational model ' Civil Service Commission rules and reaulations Neaotiations with King County Purchasing Communit" oriented policina strateaic olan Identify specialty policing contract options Office automation systems implementation schedule Establish Department of Public Safety policies and orocedures Negotiate lease for police facility Design and remodel pOlice facility OCCUOY oolice facility Appoint retirement and disability board members Establish retirement and disability board rules and reaulations Records manaaement strateaic alan Implement records management procedures Management training Suoervisorv trainina Employee training Phase.in of oersonnel Assume command responsibilities Assume all police service delivery responsibilities """",.,.,',.,.,"...CAJ1tHtAJ;;;..'.PRQ:J$AAM$tb'J?:$RA1''l,bN$'.::"....".............,..,."'" None I I I T I I I . 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 ~ " ( ~+.. r::. A (,l) . ~-..,...- ',"",u <;~~ Public Saf~ \1\1"\1"&\ CJ U ~~-- ( ,.,---- 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 C) v\,\.b \\.' c-S ~ tL~"j A tLL~{;\ ~k-b(FV\ ~~o ~D ID.e -tv-..,-~ {lit t. ~ c---, VeL-f' c:; (/ I.' 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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 . . . 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 D lJ Dal c. cC~27 0.0 ~.g. o . D () ....... 5:D:1 -.-........p............. ............d............ . . . . . . . . . . . . . w........................ .:.:.iTEEL lAKIi.:.:':.:. 'o..JPARK ........... .....~~.~.......... ........................ . . . . . . . . . . . . . . - - . . . . . . . . . (. o J ~ 324flf ST. o ~~-r~ ]~i I 1 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 CJ ~ ~c ~ . ... + _._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 . (""'\ ~- ~I'l.. . -1-..1. HeT aRUJXR _ - . - TRANSIT ROJTES ~POSSUU:SlTESFtR ~ HeT , BUS STATItINS . EXAI'I'L( OF" TRANSlT STOP SPACING ~""'A"'" I:..:..:..:..:."r\~ f............1 aRE ......++.... . 13 ~ '" 0 '" (' .+. s ( Vll-18 BALLOT ISSUE 1~~1 ~~ 3 [ I ~ ' /s 272Mll · .,,,,,.... ~ 1 ~ I ~ '4- S 281llh F:: 21lllh SW DASH '4--J.... ~ r / :: ~-or ... Wid.. ....dw.' f"". 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 ~ -.; ... J 1:; '= ~ 0 "": u);l IlllJillrr ~ - L!!!!ffI 4 . """" .~~~ n1:Z;f w: ~ ~ SW 312~ srr ~ f TJ 'E~ ir\ T~~~~DH::/: ~ - ~ ~ ~/r~_~r" D'~ A\lJJL 1...~Pl ' _~'d... 2 .. . IAn. :........x:. l ~:j -'--1'" _ ,-----,-~ or V / r --I , ...U... ,. · Lo... lil---~ j K:fLt I J., - I ""..,.11 S,..welk. ... . "..... l1' - B I--- ~ -'- -, I--- <n --...... ", - "'...ep1l\& '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 ". ~ N:d ~ .J ~2J-~ ~ ~ ~ ~ J T I - ~ ~~ ,.,<:~~~" ~~ ~~V7~~~ ~ i \~ ~ ~ ~'" :liS ~ ~' I 10.., ~':/1 oil, · Iii~' fJ? 1f~~~~ s ~ \ S 3';+STl Jl\ .1"-'-' ,to (I - . R;"Y . q t. \ (~ ~r 5 r! SW 340lh STREET ~ 1f -q u..J.~ ~ W Sf'" C....... /' 1 4'tt:-tl r' I I!IAT 361hAVE SW J 'IL'~j ... ~~" / 1// ~ U I ... 1..toI1 T...'ld....1 /' ~ E'~ ~ I--- ~ I \ S !48n1t ST JIj.~ '-". fil' ill ~ -::".~'~ '\ ~~'~.~Rt ~~.'. F ~ I ~~~~.., [t- ~~ /~ -"'~ .-<!'II.r ;- r-:: f -l~ ' ~: ~ ~ 5 352N ST 2 SW 3381h ST u.. ~(~~ I ~ · rF--;+- J, r Vl AT - ~ ; 11.. U...... -~..l... \.' . ~ ,.. S. 360TH ST 210. AVE SW L.:J'< _ lJ 1,.1'1(: \.. ~ ~ t. 1< )"~ ... ....n ,:16th '''''''' ~ r-r:--:1' A;~ 11f? \ ~ r-- ~ 'i 21.. Av. e.. .." Av, /...-r:: .... - i /----..J.-- CO s.- rt"DM 3 1.0 ~ Lall.e. '. r t,. N IIIU .. .Idea Pllld4!l.t.I"I.a I J' I,llll {;;' 6 S...w.lko ..d "'.....pl.. - ". J I I (J 1(, f ... _" q"t n J 1111 SW CAMPUS DR - \" S 37Y-/ III AT 8th AVE &W , ''''' - -.,...., '. ... ~~~~Ilc~~tp~:r'gr Ltrl~~lI - -1 "'./. ~~~~ A:!~&tl~e~~~tsw .nll =- !...l I '._.1 tWOVEMBER CITIZEN ON FEDERAL WAY COMMUNITY STREET AND TRAFFIC IMPROVEMENT PROJECTS 9 +- ~ ~ S 3SS.h ST AT HIGHWAY 99 ~ ...... ;::I ~ S 33IlTH ST AT HIGHWAY 99 ... in.tall ti'l!Irhc Sl&nallll Il.nd Wld~r1 Sid..::walks 1 0 ... Icst..1I RiabL Tur'Q Lalu! frr:;lom S :l56t.h olltd southbouod Bil!:bwaf QQ ... (nlttall P~d(!iltri4!1 Irnl'rnvnmllnts __ lD~t/:l1l k.llh~ T!Jr'1'i L!ai'l~ !I'om S 336th o.l!llo .~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 ~~~~j~j~j~jj1j~~~1~jjji ::~:~ :~:~:~:!:; :~: i :;~ ~~ fI] ~- ~~.~I;,!:!!' 'bn . ~ 0 ~ ~ ('f') 10 C ~ :f:lmm: I:' -.::t .~ 'i 00 ...... ...... g 10" till 00- ~- ::1:::1\~:::1 - c.. = i 00 ~ ...... 00 Q 00 $- ~- 00 ~ .- N \0 10" ~::;~'I\.:::: .... '6' \O_ S 0 ~ 00 -.::to. ...... "Q :.= ,t ('f') ...... ...... """~;';';';' ...... ...... '3 ~ .;:;:::;:;:::=::::;::::: ~ .:.:.:.:::::.: f,f.l ~ ~~~j~j~~~~~~~j~~~jjj~~~j '0 'C . ........ till s.. .... ... 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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 ~ .,.. A B o F G H E 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 .- :Ij ,- f':'l:l t.8: I ~ ~ 0 8 0 8 0 0 ~ 0 ~ 0 0 0 8 ~ 0 0 ~ 0 0 0 ;0 8 8 '" 8 :g 0 8 8 8 8 0 8 8 :., : q q q 0 q 0 q '" q q 0 q '" q 0 q r::"1 0 '" oti '" 0 ... '" 0 '" Ol '" 0 ~ cS u> ... oti N 0 oti ......;.. . ... .. .. ~ ... ..,. .. .. .. .. ., :: ;; .. .. ... :; ... - I::",: .. .. .. .. .. .. .. .. .. .. 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'1 ~ :t ~ :t ~ ~ ~ :t :t c >- ~ 'lj ~ .11 .2 .!! .g .ti <II I- :';.:. .0 E 0 ~ u u i i ! j I- '8 -; i 1 l ] 1 1 1 I 1 >( <( .~ 0- 'm i2 .. u J !s .c ] :t <( .c .c ;g E E E .. .c ] u ..c: u ~ 1:: 3 .s :,: e ';; 'i 'i 11 II 11 1l .~ :> l a :Ii: " .. .c 0 0 ." 0 0 0 1i ~ <( :< '.' <[ <i <[ ;;; u u u u u u C 0 0 IL IL IL IL IL IL IL IL IL "" <II <II ~ > w ".:',., 23 . . . .,. E)(HrBIT 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 $2,172,762 City of Federal Way for city facilities, programs & administration non-profit community facilities housing rehab: preserving quality of housing stock human services TOTAL 1991 - 1995 24 . ~~ ~~ ~~ It ;>l~ t::~ uS C) :, lL o = r\ ,0 L UJ ~, '- I - 8 8 ~ 00 8 0\ V') ~ ~ "<t t; ...... "1. V') ('t c-<"I 0 "'<t ('I ..... ti ...... i ri 0\ ('I" g ..0 c-<"I t:; ..... ...... ~ (I) ...... ...... 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Q) ..... <;;;:: ~ :2 d .0 .;:; ~ < lil D-. 8 \I') 00 (A 8 o ...... (A- .a <Il = o ..c::: Q) ~ 'E ~ C<I I-< .s ..... o ~ !';> .~ ~ 8 <;J ..0 5d "'dQ) ..... El ~8 Q)~ .J.4o. ..... Q) ZP-: 8 o a d <Il <Il -( <4 <4 :0 ~~ ~ ~ 2 2 g e ::r:: ~ ~ ~ ~ ~ ~ ::: d o ..c ... ~ d d 0 ~ '~ -g E = = o U) ... Q) DO 0 ~ ..... 'v "0 ii: 0... ~ fj (fl o 0 o 0 o q o \I') N 0 (A ('<) (fl 26 .~\;: QO Ii"l ~ 0\ ~ (A o o C? \0 ~ (A o o ~ o N M (A ~ b f-< Cl Z ~ o lil ti ~ o '" e 6 '" ~ ::.: '~'~\~',:,j,NH' tub \ ~t~~ {.l)tit :f;~~ & ~CD JW'lA"iL~(J~'''' c{ RQn\IR~rr~ I " 'J r, '\ \~<;.(-i) C&\i'-<.-~ (l\\~loAJC\cli<G: ~vW~ All II%Whfi>) e"\ \k,~ iW- y)\, (l I~~ 6~ -{ e l/l .t<.--.J ( CITY OF FEDERAL WAY MEMORANDUM l) \\,t) S:(;C\1V'~~<;: 'OJ ~,t1,IJ{l~ ~ ~ t-) f-'tt{jv\.~ L~) iD ~- UV\ ~~+~\rJ (~(,.0 - JD~. n\.~b---O- 3) ct~ W' '-1 Ct.] .p..l k 6~ L \ '$i>V\ ~ oR C6V\ CC., V\. vi r1YV fI", I~,--_ _ 4) OM C<M\(v{ ~ "'ft.u<.'TJ.'.... \ ~,~f .t JDe<; 1i 2",l , 'J () ~ 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. ) & ~,c~ -' I --to r7V-,J"\' -i vi ,) ell f\ (,'ill. 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I: cu (ij m J: +I ~ m ~/ fl)- e.; o o C'\I .5 "0 IV ~ IV c: IV 0) ~ ~ IV a. e a.. rn c: o :;::; :0 "0 <C o "<:t Ef} lO (") Ef} ,..', ,.,_. ~'hM'~""""'''''''-''''~''''''''''''''''''''''';''';';'':':'';''i''''''H:;lJl;11l!l1ll*:li,l!llmilililllllUllmli!ll;i~tm!!.i; o (') Ef} lO C'\I Ef} o C'\I Ef} (SUO!II!LN) Junow\f 4 Ol o o N co o o N ,... o o N Il) o o N -.:t o o N M o o N N o o N ,... o o N o o o N en en Ol ,... co en en ,... ,... en en ,... to en en ,... to en m ,... -.:t en en ,... M en en ,... N en en ,... ,... m m ,... 10 .... Ef} J:.~3 o ..... o N co o o N (I) ~ ::J ..... :0 c: IV a. 6j f (I) IV ::J c: IV > IV 0::: f . 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 4 (~ )11\/,,-,; \~')rJ ~Lh'\ ~ Cll- ~~ qs-l,~ ~q - :;'Ov 6 ~Jl V!\tL '--I" ~ /5/J-lqq] ,,11.."'-).y ~A.-t.l S" W~ F-D u{ S ~ "~~'1 ~ ~~ tJoJ: ~a.'-f ~'D 60 ' rVD:::- ]D pw ("1 . . , . l))YN -y-)( \{ ())l ft- L. (-- \ { ! ,/ \ v\JQ[Ls IJ c;,. \f.~ (\v\, "S '&~'0' \ c) -\0 tp"t-'j ~ P ! \c,,' '---*s '1 Status ! 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 $540,000 in fuel tax and ! ! investment interests. 1 1 Proposed Strategies - Revenue 1. Adjust recreation fees and improve the recovery ratio from 30-34% to 40-45%; ) --- L;..\:y.....IJC::, \ ~ 0 {lie\ "1 {) rW. \}-'t: ('V~ ) ) GuA+J' [~ \.~V) :t~rY'O.JJ = Operation Impact ~ , (, . ll",J U ' "()'$l.:~,..::t(l..,""",(1 5Yc;..c (d.cvJV\ 1Z b1'v1. lA0-\ I "'"( l (, ,j A ( ., ( / ~ '\?' 1; nia,,,,,_>--t.:-._ -{ ,,", ~~, V""y \j cd tv- ~ ctpr\J 7 Approved a phased plan. YRS ""')t:-- 'f \:b \I '1 ~~ h:'x r1\LV-~ t--\'D ~?<. "1\.0- ?~ . '6\"- \' ~c.~.~ \ -fuV'6>LL,J j~[ [wvVlt AfY , (V 'I. j)J/'y.1I.h ~ -. ftn-VoJ1f (J~v --J<;;l ( I ' CD /A.O (3~ 4- .---( ~.~ G ( I) (: (VI,,-.-\/1 ct" Y"'r..L,-Jk.~ '->. '1 ~6\ {\ ,{.,::t, (LJ('~~\.,,, -, '\-1 '-- /~~-~~- _/ 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. l $ CG'ntn\ <<;4.~ SzG .v(. 5-cc 'r-t +^"1 ;; clD' ..l' I \. . I ' c\:-' l""V., \_-,'A, ('~'-_ '; ".." ( \(;) l \ \\<-J ~ L'/ -r C; 'h-t \ C\1{~C\(J (AYi'lY~~1.--( ~~ III\LcJ.' ('> II c,\$ (77) \l; ~ Ii'- '~h i.-\.",;" (',',n/'v" A./ /, \! -,j QVIJ y","~ ~ _' (/) C \ J I . D \, \ (~.' r-, (10 'J "YI<:: F' (.___._ ('[) CN,v\ ,.,'.:<, _~ ' , \ ') .(C,--,,-,,,,"-,,:, 'S" (j'\ ' ,lA...{>. .j., ~--,jll" 1_(', .~. . '. t' .' //1"-;/;-1"--' , 0;.,.... or ..r ~_,. 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UlC- -5 c C> e .... <:> .... 0: 't:l ] ~ ~ 's, ~ ~ 5 u "" Eo< ! ~ t> z ii f 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 , .. ..., , .' e e. e I. .. .... _'. "~'~'~' ........ .J,~~.'..'. ......~..~. _.. H:' .....k~.~ 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 1 . '. '. '.'.., ,.'.\,',,', .,', ,;\.,". "".",..",,_.~~.,,~.'" " ,..\,'....', ",',',-,', ,\,",.'. '. "..,.~.,.~.),\.'H~..\..\".~"~"'s."""""""""""'''''- " . "":::':: '~>:': ,,;~:~;;:~: ~~~ ;~:~)~>~..~~.~~)~)~i ~ J\)~j\~~);'~;""""',;..~\;~:.; i .'~,' ~;'~:,~ ",; '. '. I.'" ' , . -: .;~~~.l' '. . 7.) 8.) -- 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.) . 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. 2 .' . . .' . .....,.,....'......,...c.............."'~ 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. 3 . '...\~I.~\~~; ':'. ., c; '_'. .. t . B. 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. . 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. . 4 ". . . . ~ 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. 5 . . . 7.) . '. ' ,. '~'~\.". '. .,'. w.,.c_.. <)"),"HJ~~<hJ~)'J,~\.,\.,.'IJ\4~/ft~':~~';')~)~}~}~.l~~~.lh4~~~~ 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. 6 . . . 'v. . . 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. 7 . B. . . ,",',',',. ,',. .....,' ~. . ',,' ,'" ~.'\1.' .' 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. 8 ~ ' . IX. . ~...;"~'a~"h.h~,~"",).j~'~"~)~)~~4.li~~'J-~i"~lt~ CAPITAL IMPROVEMENTS A. BOND ELECTION . . 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. 9 , ' . . \ ~ . . . In changing times the emergence of the City as a regional force can also change. Material describes our current participation in regional organizations. ( ,- p~ c{llC\ F,'..t.< c.... _ '(f'5(tL<.ol, (\....U 0) I lY\t0\1€ 'yf'((ct~--:-/'~'p')AOC"""fM~~ JlcO KillLt...<A, vf:;fJ4<q;> I) Lo \ "iT- - ]1(l~ l~,'..(",f':v ., (-( ~ W.D1"~ ~rr\'f L~ z) 5co, l>-D (}.A(()p1"d Jf! ctD ?M-t 0 t e>S + (Ylb o-~ 5 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 * 1 Wt, M.tA tv '~,,\ v--e II ~" vJe o..dt- frv II.L " r.b, t0t.t.-... ( * * * 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 ..; * * * * * 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 ( retreet\regional.pk 2 I . " 'The Airport Communities Coalition ~ 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. 3 , " ,- I I v . \ I "-" . rr Why a Coalition? ~ 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.. ~........c 4 i I '. i Why we appose a third runway ~ 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 5 . . . 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/ 6 . . . 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 7 . . . 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 8 . . . 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 9 . . . 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: . 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, . Approval of the Transportation Funding Package in 1990, and its subsequent implementation through creation of the Transportation Improvement Board, . Modification of the annexation requirements for Code cities, . Approval of the Growth Management Act in 1990, and the modifications in 1991, and . 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 10 . . . 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 11 . . . 1993 (est.) 1993 1/10 cent sales tax Population based 1993 Total (estimate) $ 978,550 $ 147,828 $1,126,378 12 . . . 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. 13 . 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. 14 . . . 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. 15 "a " :t' . . . '1!l' '" Puget Sound Regional Council III 1011 Western Avenue, Suite 500 Seattle, Washington 98104-1035 (106)464-7090 · fAX(206)587-4825 ~6 r' . . ~. : . PUGET SOUND REGIONAL COUNCIL - PSRC 1011 Western Avenue, Suite 500 Seattle, WA 98104-1035 206-464-7090 FAX: 206-587-4825 PURPOSE . . 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 17 . , , . . 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 . 18 ,..- . . . ~', 4l1li -,.;-:: ': .,.,.,. .:,\: 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 19 ',.....,.,.".,' "',. ',"'t....~..."(".". :"::',:;::~~ 't;(~' ":;,'":l~:.~~.! . 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. 20 /. -, -'<0 . . . 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 21 ..!' "':;'.(.\' . ,. '\', ~":' ,"1'" : ,*?,~~.~1;&.#~~: .. ,- . . 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. 22 ,.-40 "t.. ';:":i. "~" '!":. .., . SOME COMMONLY AsKED QUESTIONS . 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. 23 . . . 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 I '. ". ,. " . .. ,. "'~ . . . 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 . 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': . 26 _, ~l "f~ /",:. .... ...." " . . r= --; - CIQ """"' "-' :z: ~ 0 c... c:l 0 """"' .- LLI ~ IC::ll::: t:: 0 ::E: 0.... <n LLI ~ I-- """"' >- ~ """"' .- . :z: ~ 0 fJ"' ~ U ..c::l <n !......- :fj 0 0.... .s c:l c.. ~ .9 """"' :z: "-' "-' .f3 :2 53 '-< 5 ~ I-- --I ~a < ~ a t: :z: ~~ 0 :z: U-l 1 '-< - ::E: t.8 <..::) ~ "-' LLI fa IC::ll::: - '-< = c..? "-' c:? c:l ....... ... 0 == ~~ ....... '-< a !< =< t:::: <n ~ r3 Q u :z: 0 8 -< 0.... ....I 2iJ: 5 ~ . ....... f-4 ~ Q ~c..? LU ...... . . ~ ~ ~ 5 &- m ~ 27 . . . 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. 28 . . . 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. 29 . . . 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 30 . The Economic Develop of Seat ~ . THE loC . 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 31 . . . 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 . . . 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 .' . 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 . . . . .. 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 . . . 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 . . . 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 . . . 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 . . . .,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 l' . ~ ..... ~ C/,) ..... 5j e g. ~ :sa; cg t .5 ~ Cl) (.) fa Q) ~ Ol ~ "O~ ~._SgJ E.2.$9u CUOQ) u.""O:<>(l Q) ::. "0 Q) '" >,Q) gJ= E '-ER SlfJ; -0' ~@ g.lb~ Q1 ~ .Q. ::::';-lb t!5.o~ o C: ~ .- 5 ~ E (j ::::: g~~ 8.s -.:.:: LQ~~ Q)~CU ,c:Q)~ ":;:::(j .....0 <li "0 ~ lbC:'C: C: CI) CU :::) .~ '0 .~ (5 .~:::::....-:; ~ E g ~.s Q):::)..9~ ,c:o J.;:: t).~.s ~ ..... 4!! IV a: ..... ~ e oS oS CI) ~ ..... CI) .~ ~ "_ i,.~. ~ .~, ,-- ~ :~~ ch:; "'<1> 5<5 - .- g Ii -l....<ii -.....c ,t ~O<ri I t ~1A~d f~ ,i... II g? ~ N.c.., = E.:s ~ O!e::i~ ~gIifl~ a...5Z E~: '" - Q) ~.g ~6 .~ (jj' <l.I '" ..c: C en _2 .2? in J9 ~g: S <CO ~ :j ~ ljf OlIJ~ ~~j5i~ cu~.:bi <l.I <l.I j Ol~' .. ii <l.I ai f f ...~ !U ~31=lf-lflln,f <>(In. , rU.il4-<; "'1, .Ii .liP: -1!!.1 m J E-" - e:i ~ m.. = O'i:j i50 . \~ E .; Ol .....Ii c", 8'-l:' ~B t:"i~ ~fi Ii { ~~ ,fHI .~. '" i I "Ofii ii~ . ..2l<l.l ~ji _~'f <l.I- e>.m 8~fi'j:rfl ~8 l.f ",3 ~ t '0 C q) q) "'",ECll E"'Q.Ol .2~~~ COt'Ji>o ::l::><IlOl OQJQa. <l.IoJRj ==-.0.. OlE~ ~ CQ) & ~o~ .t~ <ii .~.!t! -cu @.~ 0- d:~ en "tI '" Q) IV U C CIV C1l lE ~"tI iii CEC~ UJ_moq:: , r III '" .. "i:;,~J//~ i ~i rl"'8'li~ l :l..i'2sc. 0. :c . f!?_ iI .3 ~ ~- E::'! :JI~ ~1111 ~.:g ~ Q) "1:l <l.I Ji!Z 0>0_ ~ -;,.~ w-ca ~g<l.l ~U5 "1:l -<l.I~ ,<l.I..c: 0 '--3: <l.I '" <l.I '" O..c: <l.I a-a - 0. :c en - ..... Q) Q) <::1.0 E <l.I ::E 42 . . . .. 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 ... .' . .' . "''>i-i\lr. . . 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" -:. 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 ( ( ( , f)'~J W~ - C{)1U)1,u-J!j Bw.J J~J 1- . f\'l'\i\nA ' ~, ~ ')Wn '-.:.,)},,' \,t\lt,\C~~ _ ..-- CITY OF FEDERAL WAY ctJ ". 00 V 1 fJ.-C Cf. ~ S ~ (61\",\\:, 1',C,.j-2,.' fl',D'?' .,'"' -- -- -: Jtp.aJ...,tPr' 8' f.>p;;((t,~f-l ~\-l.t,:\ ( 1\ r:t>a \ i 6i~\/(I; pi}~-tLA ~~;~~~? · ~D ~BJ1 · aiL ILU4 r-frprCI LJr\ (,'+vI ( <;~ /')~. +L 0.-1 ~ ~f"'-'~ ( 1 '7 --\-. nil .A, earn m,\.-~ f,' " '-/ '''''-6 C,,-,\f"1.... .~,- 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. . - I r ( i. 1 ....LA.'.G..... l. I r. ( " .-C () I' rl {\( (j.( 0 ",(I'll!. ( ,') 'f (\-,.1' \ cf",ic ~\/ C : I:' ff';; , ) I,,,.,., (f"" , "- " oJ ) ^ r --{".ili'! , LJ. { J; . I ~ 1 . . . 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 . . . . 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 3 . . . :I!I"! .. 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. 1:\LETrERS\RgDgVELO.M~M 4 >- S:2 :2 i1i ~ - I- - > - I- o <C >- I- - ..J <C I- - > o - :E o ~ o w ~ ~ ...I ~ W C W u. ~ W I- <C ~ (!) ...J 0::: 0 I- 0 a.. l1. 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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. 6 . . . 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 ..,< '..:l.;..,. 7 . . . 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 8 . . . 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. 9 . . . 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 . . . 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. 11 . . . 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. 12 ~ . . . 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. 13