FEDRAC PKT 04-13-2004
(
City of Federal Way
City Council
Finance/Economic Development/RegionalAffairs Committee
April 13, 2004
5:30 p.m.
City Hall
Mt. St. Helens Conference Room
AGENDA
1. CALL TO ORDER
2. PUBLIC COMMENT
3. COMMITTEE BUSINESS
A. Approval of the March 9, 2004, Minutes
B. Economic Development Messaging Strategy
C. Discussion of Public Outreach Component of City Center
Redevelopment Strategies Work Plan
D. Possible Ombudsman Job Functions
Action
Action
Action
Action
4. OTHER
5. FUTURE AGENDA ITEMS
6. NEXT MEETING: May 10,20045:30 p.m.
7. ADJOURN
Committee Members:
Eric Faison, Chair
Jeanne Burbidge
Jim Ferrell
City Staff
Patrick Doherty, Deputy Director, CDS
E. Tina Piety, Administrative. Assistant
253-661-4105
K:\FEDRAC - Econ Dev\2004 - Agendas & Summaries\O4-13-04 FEDRAC Agenda.doc
MEETING MINUTES
In attendance: Committee Members: Council Members Eric Faison, Chair, and Jim Ferrell; Jeanne
Burbidge (absent); Mayor Dean McColgan; City Manager David Moseley; Director of Community
Development Services Kathy McClung; Deputy Director of Community Development Services Patrick
Doherty; Management Services Director Iwen Wang; City Attorney Pat Richardson; and Administrative
Assistant E. Tina Piety.
I. CALL TO ORDER
Chair Faison called the meeting to order at 5:33 pm.
3. PUBLIC COMMENT
There was no public comment.
4. COMMITTEE BUSINESS
A. Approval of the February 10,2004, Minutes - It was m/s/c to adopt the February 10, 2004,
minutes as presented.
B. Korean Sports and Cultural Festival- Ms. Richardson commented that the draft opinion from
the Attorney General's Office spoke of in the Committee's memorandum is actually from the
Auditor's Office. Many cities feel it is a narrow interpretation and she feels using Lodging Tax
Advisory Committee (L T AC) funds for the festival would be appropriate. The Committee would
like to see a copy of this opinion. The Committee discussed the funds for this project and how
they will take a large amount of the LTAC budget. Mr. Doherty commented that the consultants
could produce an event to fit whatever budget the City agrees upon; however, they feel a quality
event that will draw large numbers and will be a signature event for the City needs the amount
requested. The Committee would like to see the incentives for this festival. They also want major
Korean organizationslbusinesses to commit funds so that not all funds come from the City.
Concern was expressed that if the City pays for most of the festival, it would remove the
incentive for others to donate. It was decided to table this issue to the next FEDRAC meeting.
C. Work Plan for Considering City Center Redevelopment Strategies- Chairman Faison
provided the Committee with a handout of possible work plan items divided into short-term,
medium-term, and long-term. He commented that FEDRAC should be working on the City
Center redevelopment, and then the rest of the economic development issues. Council Member
Ferrell stated that creating an identifiable downtown is key and one way to promote that is to
have a park, or some kind of green space, to build around. He would like the City to pursue
purchasing (or even condemning, which would only happen if the City were not offered fair
market value) property to achieve this. One issue to consider is whether the City will actively or
FEDRAC Minutes
March 9, 2004
Page 1
passively pursue redevelopment. It was felt there should be a compromise between the City
actively purchasing property and having it developed, and passively having only plans that say
what the City wants the downtown to be. It was m/s/c to request the staff to pursue the work plan
(as outlined in the March 2, 2004, staff memo) associated with potential City Center
redevelopment strategies, provide progress reports at each monthly FEDRAC meeting, and bring
this issue back to the FEDRAC upon conclusion of the work plan for its consideration and
recommendations to the City Council, with the amendment that the work plan will include
consideration of property acquisition for a public park (or something similar) and other
development activity. The Committee discussed Chairman Faison's work plan and were asked to
provide feedback at the next meeting.
5. FUTURE MEETINGS
The next scheduled meeting is April 13, 2004, 5:30 p.m., in the Mt. St. Helens Conference Room.
6. ADJOURN
The meeting adjourned at 6:43 p.m.
K:\FEDRAC - Econ Dev\2004 - Agendas & Summaries\March 9,2004, Summary.doc
FEDRAC Minutes
March 9, 2004
Page 2
CITY OF FEDERAL WAY
MEMORANDUM
Date:
To:
Via:
From:
April 2, 2004
Finance, Econo Development and Regional Affairs Committee
David H. ity Manager
Patrick Dohe u Director, Community Development Services
Economic De e opment Messaging
Subject:
BACKGROUND
Please see the attached memo to FEDRAC, dated 3/19/04, for background on this issue.
At its March 16,2004 meeting FEDRAC members considered the staff proposal for a
conceptual outline of an economic development public-messaging strategy and raised
several questions and requested clarifications, tabling action on this item until the April
13, 2004 FEDRAC meeting.
PROPOSAL
Attached to this memo as Exhibit A is a revised conceptual outline of an economic
development public-messaging strategy that could be used in public meetings with
residents and existing businesses, alike.
The revisions from the earlier draft are chiefly confined to outlining a broader range of
economic development strategies used by other cities as examples for public
consideration. Other minor wording revisions are mostly editorial.
The format is envisioned as a Powerpoint presentation with copious photographic and
graphic images, accompanied by a scripted narrative for the speaker. The outline breaks
down the presentation into four main elements:
1. Since incorporation, the City has seen steady improvement in services and
amenities as the result of both public and private investments.
2. Now, with declining tax revenues, the City faces tough fiscal challenges to
maintain the quality of life and current service levels.
3. So what are the long-term options to take on this fiscal challenge of
maintaining and even enhancing our quality of life in the face of declining tax
revenues?
4. To meet this challenge from other cities as well as our own fiscal challenge,
City Council established their number one priority to expand tax revenues
and maintain services without raising taxes.
Memo to FEDRAC, 3/2/04
Economic Development Messaging
Page 2 of2
For each of these elements there would be explanatory and illustrative images, text and
graphics, as detailed more in the proposal.
The hope is that such presentations would engender the interest and response of the
audience, leading to potentially valuable input for the consideration of City
Councilmembers when considering action on any particular economic development or
City Center redevelopment strategies.
STAFF RECOMMENDATION
Staff recommends approval of the proposed concept for economic development public
messaging, to be followed by further development of the presentation.
COMMITTEE ACTION
"I move to forward the economic development messaging outline to the full Council for
approval."
Committee Chair
Committee Member
Committee Member
£y:h¡k\+ A
Economic Development Message
Power point Presentation to residents and business community, delivering the key
message that public funds spent on economic development are an investment in our
future.
I.
Since incorporation, the City has seen steady improvement in services and
amenities as the result of both public and private investments.
A. Slide(s) with images of various attributes throughout the City, referencing
growth in economic development. Accompanying narrative related to
population, location, and workforce.
B. Slides with key City services and amenities that add to quality of life - police,
parks, senior services, schools, etc.
C. Slide(s) showing SF homes, office buildings and retail buildings with message
that these diverse components of the city's economy have contributed the
needed tax revenues (property and sales) to help provide us with this high
quality of life.
II.
Now, with declining tax revenues, the City faces tough fiscal challenges to
maintain the quality of life and current service levels.
A. Slide with graph, showing tax revenues and expenditures over a period of
years.
B. Slide showing impact of tax initiatives on revenues. The ability to continue
City services is hampered as revenues and options are limited.
III.
So what are the long-term options to take on this fiscal challenge of
maintaining and even enhancing our quality of life in the face of declining tax
revenues?
A. A few cities in the region have been investing for quite awhile and we can
learn from the results of their investments and experiences.
1. Efforts in Tacoma:
a. Strategies to encourage business growth in the neighborhood
business districts and industrial areas;
b. Tax: incentives for reinvestment in certain areas;
c. Substantial investment to enhance the City Center and spur
redevelopment;
d. Comprehensive promotion and marketing strategies;
e. Comprehensive permit-process improvements.
I
2. Renton:
a. Branding and marketing strategies (radio and print media ads,
"Renton - Ahead of the Curve"), etc.;
b. Targeted permitting, zoning and taxing strategies to encourage
redevelopment of former Boeing lands;
c. City Center "piazza," transit center, major redevelopment with
commercial and housing projects;
d. Relocation of automobile businesses and consolidation in new
"auto mall."
3. Kirkland:
a. 20+ years of buying up key waterfront properties for parks;
b. Substantial investment in amenities in City Center (benches,
landscaping, artwork, etc.);
c. Planning and zoning that has accommodated redevelopment of
City Center to dense, pedestrian-oriented, vital downtown with
retail, entertainment, restaurants and housing.
B. Other cities have only begun to invest in economic development and the
returns are not yet known, but anticipated.
1. Kent:
a. Investment in advanced manufacturing center;
b. Investment in sports infrastructure to encourage visitors;
c. Partnership with Sound Transit on Sounder station (invested in
parking garage)
d. Redevelopment of Borden chemical plant into Kent Station - a
new urban village with commercial uses, a multiplex cinema, a
community college and residential uses, all readily accessible
to the converting former industrial property near its city center
into a Sounder commuter trains.
2. Burien:
a. Participation in Small Business Development Center;
b. Purchase of a large section of its ailing central business district,
including an ambitious redevelopment plan. An urban
development firm has been chosen to redevelop the site into a
true town center, complete with commercial, residential and
government uses, plus ample public open space.
3. University Place:
a. City has bought a large commercial site near its current City
Hall and is in the process of selling that site to a development
firm that will redevelop the site into a multi-story, mixed-use
urban village that will serve as that city's town center.
b. The City has calculated level of planned investment and
forecast of increased tax revenues.
IV.
To meet this challenge from other cities as well as our own fiscal challenge,
City Council established as a high priority to grow the City's overall
economic engine, thereby expanding tax revenues and maintaining services
without raising taxes.
A. Three economic development goals were adopted by the Council at its 2004
Reue~: .
1. Help to grow and expand existing local businesses, (slide of good
local small business)
2. Attract new businesses; and (slides of desired mixed use, business,
office developments)
3. Intensify City Center development (slide of current city center aerial
photo (with asphalt), change into slide of 3-D rendering (same
framework) with tree lined grid roads with pedestrian walking and al
fresco café by mixed use development.
B. Ifwe achieve these goals, we can hope to see an increase in business activity,
jobs for local residents, and tax revenue to continue needed city services and
ensure the quality of life we all expect.
C. It's important to understand, however, that these are long-term goals and will
require planning and some level of City funding. Just like in the business
world, we cannot expect to strengthen the economic engine without a vision
and investment of time and money.
CITY OF FEDERAL WAY
MEMORANDUM
Date:
To:
Via:
From:
March 19, 2004
Finance, Economic Developmen~1\ Re9-i,onal Affairs Committee
David H. Mos~ty ManagefGJ)\f\. V
Patrick Dohe~y Director, Community Development Services
Economic Development Messaging
Subject:
BACKGROUND
At its annual retreat in January of this year, the City Council expressed its desire to see a
comprehensive strategy developed for addressing residents and businesses with messages
about the City's economic development priorities. In particular, there was a statement
about sharing with the public the City Council's interest in investing resources in
growing the City's economy as a way of enhancing quality oflife, maintaining and
enhancing City services, and keeping City tax rates low. An important piece of this
strategy is to develop the concept for this economic development-related messaging.
PROPOSAL
Attached to this memo as Exhibit A is a conceptual outline of an economic development
messaging strategy that could be used in public meetings with residents and existing
businesses, alike. The format is envisioned as a Powerpoint presentation with copious
photographic and graphic images, accompanied by a scripted narrative for the speaker.
The outline breaks down the presentation into four main elements:
1. Since incorporation, the City has seen steady improvement in services and
amenities as the result of both public and private investments.
2. Now, with declining tax revenues, the City faces tough fiscal challenges to
maintain the quality of life and current service levels.
3. So what are the long-term options to take on this fiscal challenge of
maintaining and even enhancing our quality of life in the face of declining tax
revenues?
4. To meet this challenge from other cities as well as our own fiscal challenge,
City Council established their number one priority to expand tax revenues
and maintain services without raising taxes.
For each of these elements there would be explanatory and illustrative images, text and
graphics, as detailed more in the proposal.
VI
Memo to FEDRAC, 3/2/04
Economic Development Messaging
Page 2 of2
The hope is that such presentations would engender the interest and response of the
audience, leading to potentially valuable input for the consideration of City
Councilmembers when considering action on any particular economic development or
City Center redevelopment strategies.
STAFF RECOMMENDATION
Staff recommends approval of the proposed concept for economic development
messaging, to be followed by further development of the presentation.
COMMITTEE ACTION
"I move to forward the economic development messaging outline to the full Council for
approval."
Committee Member
1)2
Economic Development Message
Power point Presentation to residents and business community, delivering the key
message that public funds spent on economic development is an investment in our
future.
I.
Since incorporation, the City has seen steady improvement in services and
amenities as the result of both public and private investments.
A. Slide(s) with images of various attributes throughout the City, referencing
growth in economic development. Accompanying narrative related to
population, location, and workforce.
B. Slides with key City services and amenities that add to quality of life - police,
parks, senior services, schools, etc.
C. Slide(s) showing SF homes, office buildings and retail buildings with message
that these diverse components of the city's economy have contributed the
needed tax revenues (property and sales) to help provide us with this high
qualityoflife.
II.
Now, with declining tax revenues, the City faces tough fiscal challenges to
maintain the quality of life and current service levels.
A. Slide with graph, showing tax revenues and expenditures over a period of
years.
B. Slide showing impact of tax initiatives on revenues. The ability to continue
City services is hampered as revenues and options are limited.
III.
So what are the long-term options to take on this fiscal challenge of
maintaining and even enhancing our quality of life in the face of declining tax
revenues?
A. A few cities in the region have been investing for quite awhile and we can see
the results oftheir investment and we can learn from their experiences.
I. Tacoma has worked successfully to enhance its City Center, as well as
encourage business growth throughout the city in both neighborhood
business districts, as well as its industrial areas. Show level of City
investment.
2. Renton has developed a denser, more multi-use downtown, while
encouraging growth among its auto sales companies and re-use of its
vast industrial lands. Show level of City investment and try to include
dollar figures of increased tax revenues to City.
IV.
I
3. Kirkland began planning and investing in its downtown more than 20
years ago and now have a vital downtown with retail, office space, and
a variety of housing.
B. Other cities have only begun to invest in economic development and the
returns are unknown, but anticipated.
1. Kent is converting former industrial property near its city center into
a new urban village with commercial uses, a multiplex cinema, a
community college and residential uses, all readily accessible to the
Sounder commuter trains. Kent is also exploring ways to support and
grow its manufacturing sector.
2. Burien city officials bought up a large section of its ailing central
business district, packaged the properties with an ambitious plan, and
have found an urban development firm that is willing to redevelop the
site into a true town center, complete with commercial, residential and
government uses, plus ample public open space.
3. Similarly, the City of University Place has bought a large commercial
site near its current City Hall and is in the process of selling that site to
a development firm that will redevelop the site into a multi-story,
mixed-use urban village that will serve as that city's town center.
Show level of planned investment and forecast of increased tax
revenues.
To meet this challenge from other cities as well as our own fiscal challenge,
City Council established their number one priority to expand tax revenues
and maintain services without raising taxes.
A. Three economic development goals were adopted by Resolution:
I. Help to grow and expand existing local businesses, (slide of good
local small business)
2. Attract new businesses; and (slides of desired mixed use, business,
office developments)
3. Intensify City Center development (slide of current city center aerial
photo (with asphalt), change into slide of 3-D rendering (same
framework) with tree lined grid roads with pedestrian walking and al
fresco café by mixed use development.
B. Ifwe achieve these goals, we can hope to see an increase in business activity,
jobs for local residents, and tax revenue to continue needed city services and
ensure the quality of life we all expect.
C. It's important to understand, however, that these are long-term goals and will
require planning and some level of City funding. Just like in the business
world, we cannot expect to strengthen the economic engine without a vision
and investment of time and money.
City of Federal Way
MEMORANDUM
Date:
April 5, 2004
To:
Finance, Economic Development and Regional Affairs Committee
David - se , l~anager ;--
Mary McDou I, Human Resources ManageØ~
Via:
From:
Subject:
Possible Ombudsman Job Functions
Summary
Attached is a list of possible functions for an ombudsman position prepared by staff as
requested by Council at the City Council retreat held in January 2004.
Background
At the City Council Retreat in January 2004, several Council Members were interested in
creating an Ombudsman position, which would receive and respond to complaints and
more specifically work to address issues related to retention of businesses in Federal
Way. Based on the discussion at the retreat and information gathered from the cities
and/or chambers of Bellevue, Kirkland, Lakewood, Seattle and Shoreline, staff prepared
a list of possible ombudsman job functions (attached). Titles for positions including
some or all of the functions listed include Business Advocate, Citizen Ombudsman,
Community Relations Manager, Economic Development Advocate and Economic
Development Coordinator. The list of possible job functions was provided to Council for
their review and feedback.
The two Council Members who responded both indicated that they were primarily
interested in the functions related to business retention and outreach, and one suggested
the position could possibly manage a business incubator program, if implemented.
Options
1. Position is not given further consideration at this time due to budget forecast for
2005-2006 biennium.
2. Council further refines the position to focus on the ombudsman/community
outreach functions as a new program proposal for review/prioritization and
potential incorporation in the 2005-2006 biennial budget.
3. Council further refines the position and focuses on the business outreach!
economic development assistance functions as a new program proposal for
review/prioritization and potential incorporation into the 2005-2006 biennial
budget.
Pros/Cons
1. Eliminating proposed position from further consideration at this time would also
eliminate staff time spent to research and develop new program proposal and would have
no impact on upcoming budget. Alternatively, the proposal that came out of the Council
Retreat may not be given full deliberation if eliminated prior to the budget
review/prioritization process by Council.
2. Consideration/future implementation of an ombudsman position could provide for
improved community relations and outreach. However, the City Manager's Office and
each department currently have processes in place to address community concerns related
to City operations, and the upcoming budget may not accommodate such a new program
within the current resources.
3. Council has established economic development as a major focus for the next few
years. Further development/consideration of such a position could allow for additional
staff time devoted to this goal in the future. On the negative side, the upcoming budget
may not accommodate such a new program within the current resources.
Committee Action Recommended
Select one of the options provided above and provide any further direction to staff.
APPROV AL BY COMMITTEE:
Eric Faison, Chair
Jeanne Burbidge, Member
Jim Ferrell, Member
Possible Ombudsman Job Functions
- Receive and process complaints, inquiries, and requests for service from citizens,
businesses, and other agencies. Provide advice, information, referrals and referral
oversight regarding City services, policies and procedures. In response to inquiries,
represent the City's position on current issues to individuals and groups.
- Investigate allegations of substandard City service or recurring problems; research
and analyze City laws, policies and rules; coordinate and negotiate with management of
City departments as necessary to resolve problems.
- Act as an advocate for citizens, businesses, or agencies having difficulty securing
equitable City service delivery.
- Provide recommendations to the City Manager for changes/additions to City
ordinances, policies and procedures in order to address emerging service problems, and to
avoid recurrence of complaints.
- Promote City-wide service excellence by assisting in improving service delivery,
responding to service and information requests, resolving complaints and providing
leadership On interdepartmental teams to address emerging issues.
- Facilitate meetings with citizens, businesses, community organizations and City
staff in order to solve broader problems and resolve conflicts.
- Prepare and distribute resource materials to inform citizens regarding government
processes and issues.
- Assist with coordination and facilitation of public and private efforts to retain and
expand existing businesses. Assist with coordination of City resources in completing
joint projects with economic development associations.
- Assist in the preparation of grant applications and plans; research availability of
private and grant funding.
- Develop position papers and analyses as directed; make presentations to public and
private sector groups as needed.
- Act as the "go to" person or caseworker for business retention and for businesses
considering an expansion, move into, move within, or exiting from the City.
- Build and strengthen relationships with existing businesses via personal visits.
- Collect information from existing and prospective business owners and operators to
help shape policy development on business climate issues.
- Review land use issues; analyze proportionality ofregulations against project
expenditures to assess reasonableness.