Council MIN 01-26 & 01-28-2010 RetreatIntroduction
The Federal Way City Council held their annual retreat on january 26�'
and January 28�', 2010 at the Federal Way Community Center in Federal Way,
Washington. The annual retreat is conducted as a leadership forum for in-depth
discussions, brainstorming and long range planning by the elected leaders and
administrative leaders in the city.
The 2010 City Council retreat was based upon pre-treat interviews, to
establish the following agenda to the discussions during the retreat:
1. 2009 Accomplishments
2. Budget Overview and Projections
3. Economic Development and Downtown
4. GeneralIssues
5. Transition to a New Form of Government
6. Council Goals
The following report is a summary of the discussions and outcomes of the
retreat:
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2009 Accomplishments
The first discussion module focused upon reviewing 2009 and identifying
the City accomplishments during that period. Thirty-seven major
accomplishments were identified and are listed in Appendix Two in this report.
Budget Overview and Projections
The first discussion module focused upon an overview presentation of the
current budget and revenue projections through 2014. Based upon the staff
presentations the participants discussed a range of issues and approaches to
addressing future budgets. While the budget is balanced through 2014, it does
require a draw down on fund balances which is not sustainable after that date.
The staff asked for direction from the Council in three areas: 1. A service/budget
cut strategy, 2. An increase in revenues, 3. A hybrid approach combining cuts
and increases in revenue.
It was noted that it will be important to join with the Association of
Washington Cities (AWC) to address the structural gap in all local government
budgets created by past initiative based legislation. While this approach was
endorsed by all participants, it was noted that it may take a long time to realize
relief through this approach so more immediate actions will be required.
It was noted that it will be necessary to look at real service cuts to balance
future budgets if the economy does not turn around. Recent budgets have
reflected across the board cuts, but this approach will not work in the future. In
effect it will require cutting services that are "near and dear" to the city. The
participants agreed that a careful review of existing departments and services
must occur to determine what departments need to be cut from the city service
profile.
It was noted that all five the cities labor union contracts are up for
negotiation this spring. There is some hope that the labor unions may work as
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partners during this tough economic time and help hold labor costs down to
preserve jobs and services to the community. It was noted that it may be time to
consider innovative approaches to providing health care coverage. King
Counties approach to health care was cited as a possible example of how to
manage costs.
It was noted that the city has been very conservative in not increasing tax
revenues and is maintaining a revenue profile that is behind cost increases by
about eight to nine years. It was noted that it might be time to look into ways to
increase revenues such as a license fee or look to outside funding sources to fund
street repair. Others noted that this is not the time to raise taxes because of the
down economy.
After a long discussion the participants agreed to the following:
Agreement One: To ask staff to conduct a review of each department to
determine where service cuts can be made to balance the budget.
Agreement Two: The staff will apply a"zero based budget" approach in
preparing the 2011-2012 City Budget.
Economic Development and Downtown
The next discussion module focused on economic development and the
downtown area in the city.
Economic development. The staff reviewed the current economic
development strategy and activities. This strategy is composed of four elements:
1. Attracting new businesses
2. Retaining existing businesses
3. City Center re-development
4. Tourism
Participants discussed various aspects of the current economic
development approach. It was noted that the recent difficulties with the dam in
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the Kent valley may prompt businesses to move to higher ground within the city.
Participants discussed various aspects of the dam issue including the newly
reported view that the fix of the dam will take about 13 years not the 2-5 years
that was originally projected.
Participants reviewed the current incubator projects that are beginning
and underway in the city. It was noted that the advisory committee will be
recommending to the full council to proceed to phase II (implementation phase)
of this project. To move forward the Council will need to approve between two
hundred and two hundred fifty thousand dollars for the projects. This proposal
will be coming to the Council in the next month for their review and possible
action.
Downtown. The participants next discussed current development in the
downtown area of the city. Various plans for building and nature of these
buildings were discussed. It was noted that there is some multi-national
corporate interest in locating in the city and in particular the downtown area. It
was noted that there is a plan to visit the cities sister city in Korea in April of this
year. During this visit there will be opportunities to meet with interested
developers and others to market the city and especially the downtown area for
development.
The participants discussed the potential physical configuration of the
downtown area and how it will relate to future development. It was noted that a
need for a central plaza area remains very desirable. It was noted that the
downtown should be viewed and configured to include a central gathering place
as well as smaller open spaces for unique and attractive elements. It was noted
that there are opportunities to connect various areas of the downtown and city
through thoughtful location and development of open space and walk ways.
Finally, the participants discussed building heights. In particular
participants discussed if there are limits to building heights in the city. Most
participants agreed that there should not be strict limits and developers should
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be encouraged to propose what they feel they need to be successful. It was noted
however, it may be more helpful to developers to simply set a limit height and
not force developers to negotiate with the city for added floors.
General Issues
The next discussion module focused upon a range of city issues and
topics.
Animal Control. The participants next discussed the current animal
control issue within King County. In brief the county is proposing to significantly
reduce the animal control services they provide. In particular the county is
proposing to eliminate the euthanasia program and sheltering and provide only
licensing of animals. This approach will shift the responsibility of animal control
to the city. Participants discussed the various aspects of this developing issue.
Staff has developed an approach for taking over animal control as part of
the police department. This approach would require about a$300,000 start up
cost but if the city takes over the licensing function the program should be cost
neutral in a short period of time. It has been determined that this approach
would significantly improve the animal control services to the community. It was
noted this issue will be coming to the full council for review and a possible
decision next month.
Community Events. The participants next discussed the recent loss and
dwindling away of established community events such as the MLK event and
the summer parade. All participants agreed these events are very important to
the community and ways must be found to keep them going. The participants
discussed the various reasons why the events have not been occurring ranging
from volunteer burnout to limited funding. Various ideas were discussed to
reestablish the events including working with community partners such as the
school district. The involvement of students as participants who might provide
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music shows was of particular interest to the participants. Such ideas included
drum lines, various concerts etc.
It was noted that if the city takes the lead on these events it will require
staff and funding which is currently in short supply. After a discussion the
participants agreed to the following:
Agreement Three: The staff will look into ways to create partnerships
with stakeholders in the community to see how community events such as
MLK and the parade might be re-established.
Annexation Policy. The participants next discussed the cities current
policy on annexation. The current policy is that the city will not initiate
annexation of areas adjacent to the city. However, the city will consider and
respond to requests from communities wishing to be annexed into the city. The
Council affirmed that this policy will remain the policy of the city moving
forward.
Senior Citizen Commission. The participants next discussed the need for
a Senior Citizen Coinmission. It was noted that there are commissions for other
groups but that there is nothing for seniors. It was noted that the senior citizen
community is active and there are various programs that address senior needs
such as a job bank. It wa"s noted that seniors represent a very important potential
volunteer work force that is talented and willing to be involved in city activities.
It was also noted that several senior issues are addressed through the Human
Services Commission. It was noted that there needs to be a definition of what it
means to be a"senior". After a discussion the participants agreed to the
following:
Agreement Four: The staff will research and recommend incorporating a
"senior" focus into the current Human Services Commission.
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Aquatic Center. The participant next discussed the operation of the King
County Aquatic Center located within the city. It was noted that this center is an
important asset to the community. When events are held at the center they fill up
local hotels and restaurants while the competitions take place. It was noted that
the current budget problems in King County may be reflected in a lower level of
operation of the center. It was further noted that city may be able to do a better
job of maintaining even enhancing the operation of the center. After a discussion
the participants agreed to the following:
Agreement Five: The staff will look into the possibility of the city
taking over the operation of the Aquatic Center and report back to the Council.
City Hall Lobby. It was briefly noted that there is currently no case in the
lobby of City Hall to display recent awards received by the city.
Agreement Six: Staff will evaluate and if feasible locate a display case
in the lobby of city hall.
The Transition To A New Form Of Government
In 2009 the citizens voted to change the form of government from a City
Manager form to a Strong Mayor form of government. Currently there is a
transition schedule in place to address the various structural issues that come
with such a change in government. While much of this change is addressed in
state law many of the more subtle aspects of such a change are not addressed. In
addition the impact of such a change on working relationships, process protocols
etc. are yet to be understood. In an effort to understand and address the
transition in a more complete way the participants discussed several aspects of
this change. As the result of a long discussion the following items, issues, and
insights were developed and are listed below:
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1. Adhere to the "no surprise rule" and inform each other in a timely and
respectful way if new and developing issues.
2. Adhere to respect for the positions and people who hold these
positions.
3. Seek input and opinions from all before making key decisions
4. Always work for the betterment of the city and not oneself
5. Establish and fully define the role of a Council President
6. Articulate the Council's expectations for the Council President
7. The city goals should be a blend of both the Mayor's and City Councils
goals. Agree to work together and establish a process of working together
to set city goals.
8. Council can submit their inquiries to staff but not task them. Staff
would inform the Mayor of the inquiries.
9. Strive to provide equal access/distribution to information for all
Council Members.
10. Be prepared for more active political involvement of the unions and
pressure on the Mayor.
11. The City Council will set its own agenda for its meeting
12. The Mayor will preside over the City Council meetings.
13. It will be important that the Mayor continue to staff City Council
committees with professional staff as opposed to creating staff positions
that report directly to the City Council.
14. A wise Mayor will work hard to maintain a collegial environment with
the City Council.
15. In the best systems the Mayor is primarily focused on external issues
and leaves the management of the city to a professional city administrator.
16. The City Council confirms the Mayors appointments of department
directors and therefore it is important to be sensitive in the confirmation
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process to damaging relationships. A 7-0 vote on confirmations is the best
case moving forward.
17. It will be important to retain and utilize the Councils expertise and
membership on regional committees etc. to sustain the leadership role of
the city within the region.
18. Schedule a joint meeting of the new Mayor, City Council and staff too
immediately after the election to establish ways to work together.
19. It will be important to establish a transition strategy after the election
that might have the City Manager remain for a few months as the City
Administrator until the Mayor can hire his/her own person. Every effort
like this should be extended to insure a seamless transition of power and
leadership.
20. Once the role of the Council President is established President should
work with the Mayor to establish a positive and productive working
relationship.
21. The campaign for Mayor will have an impact on the city. Hopefully
this impact is the result of a positive campaign.
City Council Goals: Update, Clarification, Modification
The next discussion module focused upon the City Council goals that
were establish last year and are currently driving the city work plan. The staff
presented a brief overview and update on the progress on each goal (see
Appendix Three). The participants discussed each goal and then the following
goals were nominated to be added to the goal list:
1. To establish a City Council training/ involvement program that includes
working with AWC, attending AWC conferences, working with National League
of Cities, testifying on bills before the legislature etc.
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2. To keep current lobbying efforts going at the state and federal level in
an attempt to obtain more funds for the city.
3. To build two community gardens in the city
4. To create community partnerships to establish community events such
as the summer parade and the MLK event.
5. Explore the development of a Seniors Commission.
After a discussion the participants agreed to the following:
Agreement Seven: These goals will not be added to the goal list until
the staff has had an opportunity to assess the fiscal and resource impact of
these goals and report back to the City Council for final approval.
Agreement Eight: Council Member Roger Freeman who is currently on
the Parks Cornmittee will lead an effort to create partnerships within the
community to establish some future community events. This effort will be run
through the Parks Committee to keep the Council and staff informed and
involved.
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Appendix One
Retreat Participants
Mayor
Linda Kochmar
Deputy Mayor
Dini Duclos
Council Member
Jeanne Burbidge
Council Member
Jack Dovey
Council Member
Jim Ferrel
Council Member
Roger Freeman
Council Member
Mike Park
City Manager
Brian Wilson
Note: Numerous City Staff Attended In Support Of The Retreat Discussions
Facilitator
Michael Pendleton
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Appendix Two
Federal Way City Council
General List of 2009 Accomplishments
1. Well into working on last year's Council goals:
a. Explore Small Business Development Center (Chamber opened the
doors in '09 — official ribbon cutting/ grand opening scheduled for
April '10)
b. Explore economic development downtown
c. Medical device incubator — moving through the Council process in
2010
2. Balanced our budget during a severe economic crisis
3. Created a business-friendly environment.
4. Maintained quality of life, public safety provisions, maintained
infrastructure; and provided for future additional development.
5. Maintained excellent working relationship between City and service
agencies (Lakehaven, South King Fire, Schools, Chamber).
6. Successful year-long training exercise for large-scale emergency disasters.
Training held in Maryland at FEMA training center with nearly 75 City
and joint agency personnel.
7. New Hampton Inn hotel being built next to I-5
8. Successful transition of City leadership.
9. Focus on long-term budget planning; balanced to 2014.
10. Maintained our leadership at the regional and state levels.
11. Agencies in the community are making progress on homelessness (a
Council interest).
12. Crime reduction in 2009 across a variety of sectors.
13. Safe City program implemented in downtown. New signs up, cameras
operational, officers' trained and active on equipment. Already showing
results.
14. SCORE jail project well underway. City has an 18% share. We will be able
to better control our jail costs when this building is operational.
15. Korean Womeri s Association Housing Project near the FW Transit Center
is projected to open in March. Very unique Transit-Oriented Development
project.
16. Federal Way Community Center: Many improvements in both the
financial situation and services (Splash Cafe, pool retrofit, full-scale
marketing effort including new logo, website, brochures and
advertising/marketing plan.) In addition, the FWCC as a location greatly
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improved the attendance at the annual Parks and Recreation day camp
and summer camp offerings.
17. Dumas Bay Center: Bookings up for 2009. Financial picture good, very
close to making the projected budget. About to launch a full-scale
marketing initiative similar to FWCC in 2009.
18. Moving into the "greeri' realm: purchased five Hybrid vehicles,
participate on the Chamber's Green Ribbon Panel.
19. Created a FWPD Special Operations Unit (five officers, one lieutenant) to
cover the downtown and FW Transit Center. Planned in'09, implemented
early January '10.
20. Secured $12 million in funding for three major transportation projects: S.
320th and I-5 off-ramps, S. 348th and First, and Phase 4 of the SR 99 HOV
project.
21. Renegotiated the Waste Management contract for garbage and recycling
services including a very low rate increase. We continue to have some of
the lowest garbage and recycling rates in the region. Also, the contract
includes increased commercial recycling options/incentives.
22. Clean audits since 1994. Numerous financial awards for the City's Finance
Department.
23. Revamped the Municipal Court.
24. Secured EB5 designation as a"Regional Center" for the downtown.
Helpful for economic development.
25. Secured "LRF" funding from the State for public infrastructure in
conjunction with the Federal Way Village Center at S. 336th and 9th.
26. Five national "Telly" awards total for Federal Way Television, three this
year alone including one silver.
27. Increased quality of original programming for FWTV's "Connections"
show.
28. Secured $641K to help first-time homebuyers negotiate on foreclosed
homes.
29. Using CDBG capital funds to partner with a non-profit agency to help
with energy-saving retrofits to approximately 300 residential homes and
businesses.
30. Engaged a cross-section of the community in a meaningful way through
innovative "Conversation Circles."
31. Solid in-house counsel provided by Legal Department.
32. Code enforcement: Improved service levels, increased "closure" rate on
open cases.
33. Reduced graffiti through purchase of high-tech graffiti removal machine;
continuation of modest graffiti removal plan.
34. Successful food drive through the Mayor's Day of Concern (September).
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35. Legislative success with look-alike gun bill. State bill, but Federal Way
took the lead.
36. Increased business and economic development marketing both regionally
and statewide.
37. Council has a professional working relationship. Even though individual
Council members may not agree on a course of action, they have taken
steps to project a professional image.
Increased communication capacity among Council members and between
Council and staff with the addition of Blackberries to Council
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Appendix Three
Progress toward the Federal Way City Council's
Top 5 Goals from 2009
1. Expand �economic development downtown using innovative approaches.
• Symphony Development moving forward
• Korean Womeri s Association Housing Project
• Hampton Inn at 320�/I-5 under construction
• Competed for and won EB5 Regional Designation
• Addressed interpretation of height requirements for downtown
construction projects.
• Twin Development Pre-Application
• Competed for and won up to $100K/year in state funds for infrastructure
for the Federal Way Village project.
• Initiated contacts/needs assessment with commercial business owners
2. Develop fiscal management methods to save money for the city.
• Police overtime management
• Financial strategies management across all departments
• $2M in strategic cuts
•$600K in additional cuts by departments
• Holding to City Policy on requests for free space, free rental equipment,
free labor; and use of City Manager Contingency funds.
• Investment in long-term marketing tools for the Community Center which
will save money over the next five years while increasing revenue at the
Center.
• Extensive long-range financial planning work including several significant
budget adjustments.
• Balanced long-range budget through 2014.
• Initiated a joint maintenance/operation agreement between government
service providers in Federal Way.
3. Explore and develop a small business development center.
• Chamber opened the doors on a Small Business Incubator 2009. Official
ribbon cutting scheduled for April 2010.
4. Implement an economic development project downtown by year-end.
• Partnership with the Chamber for the Small Business Incubator
• Initiated a Medical Device Incubator
• Contract extension for the AMC Theatre property.
• Progress toward the Twin Development application.
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5. Take the next steps in the pre-development process for a combined
performing arts center and conference center.
• Completed feasibility studies of a combined PACC
• Secured $5M from the State for funding for a PACC
• Helped facilitate a$325K grant for the Federal Way Coalition for the
Performing Arts for a PACC
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Appendix Four
2009 Accomplishments by Department
General
• SCORE facility
• Weathering the economic recession (budget adjustments)
Police Department
• Enhanced Downtown Safety:
o Safe Cities Camera Project: Cameras were brought on-line and
volunteers trained to staff cameras.
o Summer Emphasis Plan: Implemented plan for directed police
services in the Steele Lake Park and Transit Center area.
o Special Operations Unit: Created the Special Operations Unit to
provide proactive police bicycle patrol to the downtown core in
2010.
o Crime Analyst and Prevention Specialist (CAI'S): CAPS Unit was
fully staffed and started to provide service to businesses in the
downtown core.
• Reduced Crime Rates:
o Reduced Crime Rates: Part I Crime rates were basically held steady
after numerous years of decreasing rates. Part II Crimes (quality of
life crimes) were significantly impacted with seven consecutive
months of lower rates from 2008 and an approximate 10% overall
decrease.
o Automated License Plate Reader (ALPR): Acquired ALPR with
grant funds to continue to decrease auto theft rates.
o Registered Sex Offender (RSO) Program: The Criminal
Investigations Section secured a King County grant the allowed
FWPD to enhance community safety by conducting compliance
verifications of RSOs.
o Multi Housing Focus: The third CAPS position was filled and
immediately started coordinating with the multi-housing
complexes in the City. This is an important area for crime
prevention due to the large parking lots and the condensed area for
possible residential crimes.
Regional Collaboration:
o Partnership with Sound Transit Police: Worked cooperatively with
the Sound Transit and the Metro Police to enhance police presence
in and around the Sound Transit Center for 2010.
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o Gang Enforcement: Partnered with several other area law
enforcement agencies on anti-gang initiatives and enforcement
actions.
o PATROL Auto Theft Taskforce: The taskforce became fully
operation in 2009 and has been successful in breaking-up several
large car theft rings.
Community Development
• Purchased five green hybrid vehicles (Ford Focus) for building inspector
use.
• Expanded online permitting to include commercial electrical permits.
• Completed economic stimulus code amendment package to streamline
permit process and reduce time and expenses for developers.
• Supported the Federal Way Chamber of Commerce'Green Ribbon Panel'.
• Received a$651,688 Neighborhood Stabilization grant providing down
payment assistance to19 first time home buyers to purchase vacant
foreclosed homes.
• Implemented human services based mobilization programs by holding
community-wide topical 'coffee circles' and partnering with the
Communities in Schools organization to house a resource coordinator.
Public Works
• Grants Award in the amount of $5,453,935 for transportation projects
• Grants Award in the amount of $407,000 for surface water projects
• Grants Award in the amount of $270,000 for Waste Reduction and
Recycling. These grant funds will help area businesses and multi-family
complexes to increase recycling participation, while also providing
funding for spring and fall Special Recycling Events in our community.
• Completed the following multimillion dollar construction projects on time
and within the approved budget, and by leveraging all available sources
of funding in addition to city funds :
o S356th Street at Pacific Highway S Intersection Improvements
Project S.
0 20th Place SW Emergency Slide Repair
o S 308� Street and Easter Lake Vicinity Storm Drainage
Improvements
• Implementation of the Traffic Impact Fee system
• Implementation of all NPDES Phase II requirements
• Formation of the Northlake Lake Management District (LMD)
• Negotiated a favorable Solid Waste and Recycling Collection Contract
with Waste Management. The new contract's term extends through 2017
and includes added recycling services for Federal Way businesses.
:
• Completed a week long FEMA Integrated Emergency Management
Course in early September of this year at Emmetsburg, Maryland. The
Greater Federal Way team received high marks from FEMA and our
comprehensive emergency management plan was validated.
• Saint Vincent DePaul Catholic Church was awarded $20,000 in City grant
funds to help improve its emergency preparedness as well as help the
community in times of disaster. The project consisted of installation of a
transfer switch that is compatible with the City's 60kw mobile generators.
Now the Saint Vincent facility can serve as a warming/cooling center.
Parks/Recreation
Federal Wav Communitv Center
• Splash Cafe completion in September'09, Grand Opening Celebration on
September 30th, 2009.
• 2009 Revenues $125,000 above 2008 totals during "down economy."
• Marketing Launch: new logo, tagline, advertising plan, printed materials, staff
attire, logo merchandise and NEW WEB-SITE: ��•cvc�r.It�11Ha�ensHere.�r�
� Significant pool grate upgrades to meet National Requirements for Virginia
Graeme Baker Act completed with minimal interruptions to aquatics services.
• Facility Rental Revenues exceeding Year-End projections as of November 30,
2009.
• With the introduction of new Adult Fitness Programming, especially the Biggest
Loser, Athletic Revenues exceeding 2008 totals by $67,000.
• New programs and extended offerings in Youth Athletics, i.e. Kidz Love Soccer,
2009 Revenues exceed 2008 totals by $22,000.
• Schedule enhancements and improved staffing efficiencies lead to Aquatics
Revenues that are exceeding 2009 year-end projections by $7,000 as of November
30, 2009.
• Although contracted custodial services were cut to reduce expenditures,
Maintenance and Custodial staff accepted the increased responsibilities and
maintained excellent levels of cleanliness and maintenance services to the facility.
2009 customer ratings for facility cleanliness still rate "excellent" in surveyed
responses.
General Recreation, Athletics, Arts/ �ecial Events, Communitv Recreation,
Recreation Inc, Senior Services
Achieved all time highs in revenues from Day Camp programs which were
creatively expanded to maximize revenues. Preschool programs continue to grow.
Arts and Special Events, Each one of the large themed Events had record
attendance and the utilization of high numbers of volunteers helped to make the
events run smoothly.
�L•�
• Celebrated the 10 year anniversary of Celebration Park.
• Hosted several high profile Softball tournaments including state, regional and
National events. Several new adult athletic programs were added and were
successful
• Inclusive programs and Special Olympics programs continue to thrive and two of
our Special Olympics teams won State Championships in 2009.
• Senior Services achieved an all time revenue due to continuous outreach in the
community and numerous new programs and a huge expansion of the trips and
tours.
• Hosted first ever "Golden Games" at FWCC in the fall and had a great turnout of
78 Seniors from all over the region who participated a wide variety of athletic and
semi athletic events. This was a huge accomplishment that required excellent
coordination, planning and the cooperation of 8 other agencies that brought
people to the center and helped to staff the multiple competitions.
• The 15`" annual Red, White and Blues event was a great success again this year
with the perfect weather and over 15,000 in attendance. There was signage
commemorating the 10 year anniversary of Celebration Park at the event.
Dumas Bay Centre
1. 2009 rental totals:
Overnight retreats -105
Day rentals -124
Social rentals -12
2. Rebooked many events for return in 2010 and currently have $254,000 in
business booked for 2010.
3. Dumas Bay Catering provided food services for a number of internal city
meetings and events. This was a new venture in 2009 that proved to be
successful for Dumas Bay Centre and the City.
4. Dumas Bay Catering provided services for Jingle Bell Brunch, Senior Holiday
Meal, and Ice Cream Socials, increasing participation from previous years.
5. Adjusted our marketing materials for bridal and social events and streamlined
our process.
6. Assisted in a smooth management transition from internal operations to a
management contract with Centerstage Theatre for operations of the Knutzen
Family Theatre.
7. We were able to turn the negative press surrounding the closure of the Dumas
Bay Centre into many positive conversations and secured rentals from some of
those calls. The staff maintained an upbeat attitude with clients to ensure a
positive rental experience even while our future was undecided.
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Maintenance
• Saghalie soccer field improvement from an all weather dirt field to
artificial turf.
• Celebration Park Maintenance Building installation.
� Interpretive Sign installation at West Hylebos Wetland (boardwalk)
• Historical Society relocation into the Steel Lake Annex brick building
• Accepted donation of Laurelwood Park
• Wildwood Park playground replacement
• North Yard improvements at the Steel Lake office complex.
Human Resources/City Clerk
• Implemented new timekeeping system with increased functionality and
employee self-service features.
• Updated Safety Management Plan using primarily an intern and
volunteer to draft the document, coordinate reviews by departments, and
schedule training.
• Successfully cross-trained HR staff on human resources information
system (HRIS) data entry and administration and workplace safety
management.
� Negotiated with all 5 bargaining units and worked with non-represented
employees to address planned wage reduction.
• Reduced off-site storage by approximately 8% by destroying records that
have met their state-mandated retention period or transferring them to the
State Archivist.
• Acquired and began implementing new records imaging software.
Law
City's Position Upheld in Two Publicized Public Records Lawsuits
1. Morgan v. Federal Way - release of Stephson report
2. Federal Way v. Koenig - court is not an agency under the Public
Records Act, and therefore, court records are not public records in the
strict legal interpretation.
Legal Support for Code Enforcement
1. City's prosecution of unfit building upheld in several hearings, which
resulted in the demolition of the unfit building.
2. City's prosecution of code enforcement infractions 90+% successful
Invited to Participate in Regional Domestic Violence Task Force
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Prosecution statistics from January 1, 2009 thru December 15, 2009
Number of cases filed b t e
T e Descri tion Number
Misdemeanors a ainst ro er Theft 624
Malicious Mischief & Graffiti 23
For e & UIBC 41
Tres ass (First and Second) 107
Possession of Stolen Pro er 25
Subtotal 820
Misdemeanors a ainst ersons Assault -Domestic Violence 377
Assault - non DV 70
Violation of protection orders of all 190
es
All other pomestic Violence 266
Subtotal 903
Misdemeanors relatin to Motar vehicles DUI & Ph sical Control 226
DWLS (First, Second & Third) 1548
Reckless Drivin 37
Hit and Run 65
Failure to Transfer Title 56
Subtotal 1932
Misdemeanor Possession of Illegal Marijuana under 40 grams 99
Substances
Minor in Possession of Alcohol 38
Possession of Dru Para hernalia 69
Subtotal 206
Other Be in 44
Obstruction, Resistin Arrest, etc 81
Fireworks 14
Miscellaneous 122
261
Total cases filed 2009 YTD 12/15/09 4122
Number of cases closed
Action T e of Dis osition Number %
Cases Resolved Guil 974
Guil , Amended to a lesser char e 1224
Sti ulated Order of Continuance 348
Deferred Prosecution 40
Deferred Sentence 241
Dismissed after com liance w a reement 465
Dismissed as part of plea agreement (guilty plea on other 265
char e ar case)
Forwarded to Kin Coun for felon filin 34
Found not il at trial 9
Subtotal 3600 85.9
Cases Not Defendant found incom etent or is deceased 20
22
Pursued
Lack of jurisdicti
Lack of evidence
Other
Total * �
* Represents cases closed thru 10/31/2009 - cases held for 30 days after disposition
520
42
Subtotal I 589 � 14.1
� 4189 �
possible appeal before closing
Finance
• Received GFOA Distinguished Budget Award for the 2009/10 budget
document. We've received this award for every budget document
submitted since 1991.
• Received GFOA Certificate of Achievement for Excellence in Financial
Reporting for its 2008 Comprehensive Financial Annual Report. This is the
19� year in a row we've earned this honor.
• Received an unqualified opinion for the 2008 State Audit. 2008 was the
15th consecutive year we've received an unqualified opinion. Last finding
was in 1994. (2009 audit begins in March 2010).
Economic Development
• Extension of the contract for Symphony Project to allow potential assignment to
Lander Korus.
• Successful application for designation by the Federal Government of the Federal
Way City Center as a"regional center" for EB-5 Visa foreign investors.
• Successful application for award of up to $1 million/year in Local Revitalization
Financing (LRF) funds from State for the Federal Way Village project at Kitts
Corner.
• Engagement of enterpriseSeattle to conduct feasibility study of a Healthcare
Device Innovation and Commercialization Incubator.
• Collaboration with Chamber of Commerce of Small Business Incubator.
•"Federal Way - For Business on the Move" multimedia campaign to attract more
office tenants.
• Successful tourism-generating events: biggest/best Han Woo-Ri Festival, 2nd
Buds & Blooms Festival, numerous sporting competitions and events, numerous
cultural events
Government Affairs/Communications/FWTV
• Improved FWTV Channel 21 programming; rebranded the station
• Re-branded Federal Way Community Center; launched new website and
social media applications
Telly awards for government programs.
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IT
1 Time sheet System
2 MC Application
3 Amanda Quadrant interface
4 IT File structure
5 Online Electrical permitting
6 MDC Reconfigure
7
8
9
10
11
DMS/ RMS implementation
Printer/Copier maint. Agreement
Transit Center WiFi/Cameras
Network Security/Spam, virus filter
Helpdesk response
12 RR implementation
13 Helpdesk system
14 Systems up time
15 Logging, tracking
16 GIS services, mapping, analysis
17 Accomplished all planned projects
Most sensitive/Large City wide
Best individual effort
Most efficient, timesaving
Most organized
Best citizen service
PD improvement, User friendly,
Streamline
City wide Workflow, Records
management
Cost saving, Green IT implementation
Low cost good coordination
Secure and Invisible, filtered 5.5 M
SPAM, 500+ virus attacks....
Most appreciated but all city employees,
99% Excellent rating
Most improved, on time, bug free
upgrade
Increased use, Enhancements
99.99 %
Best ever
Most cost effective for staff and citizens
On budget, On schedule
Municipal Court
• The court is under new management under Presiding Judge Dave Larson
and Judge Rebecca Robertson
• A new court administrator will start soon and we are fortunate to have a
great team of experienced staff
• The court is quickly becoming an asset for this community
• The court will handle over 25,000 cases in 2010 , including photo
enforcement, between two judges
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• The relationship with city management has never been better. Judicial
independence is being maintained, but not at the expense of cooperation
where possible.
• Presiding Judge Larson is working closely with all concerned to
develop alternative sentencing programs that will assure accountability
for defendants convicted of crimes in Federal Way, yet still save ta�cpayers
money.
� Both Judge Larson and Judge Robertson will be teaching law classes to
seniors at Todd Beamer and at Federal Way High School respectively
• The judges will sponsor a youth diversion court bringing together
existing organizations to help prevent repeat offenses by
first time juvenile offenders
• The court has arranged for low cost mediation services for our community
at no taxpayer expense through the Dispute Resolution Center of King
County who will bring existing services directly to our residents right here
in Federal Way.
Most important in light of the past attention paid to the court, staff morale is very
high.
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