Council MIN 02-21-1992 & 02-22-1992 Retreat
City Council Retreat
Union, Washington
February 21/22, 1992
The Federal Way city Council met on February 21, 1992, from 8:30
a.m. until 5:00 p.m., and on February 22nd, 1992, from 8:30 a.m. to
3:30 p.m., at the Alderbrook Inn and Conference Center, E 7101
Highway 106, Union, Washington, for the purpose of discussing city
priorities and goals.
Councilmembers present: Mayor Bob stead, Deputy Mayor Joel Marks,
Ray Tomlinson, Mary Gates, Ron Gintz, Lynn Templeton and Skip
Priest. staff present: J. Brent McFall, City Manager; steve
Anderson, Assistant City Manager; and, Kenneth Nyberg, Assistant
City Manager. This meeting was facilitated by Michael Pendleton.
Items discussed during this retreat s '0 are attached hereto as
Exhibit "A" and made a part of the,ere min es.
ORIGINAL
MICHAEL R. PENDLETON, Ph.D.
INDUSTRIAL-ORGANIZATIONAL CONSULTANT
34225 BRIDGEVIEW NE
KINGSTON, WASHINGTON 98346
(206) 638-1179
FEDERAL WAY
CITY COUNCIL RETREAT
February 21st and 22nd
1992
SUMMARY REPORT
c\fEl)WAYl
EXHIBIT -i!L.
M.Pendleton - Page - 2
Introduction
The issues facing the young City of Federal Way are complex and resources are limited.
Effective leadership which must balance public service needs with available funds is the greatest
challenge facing Municipal Government in the 90's. On February 21st and 22nd, the Federal
Way City Council met for two days of extensive discussion and debate. Through the
uninterrupted retreat forum, the council examined issues, set goals and addressed directly the
challenge of municipal government.
On the basis of pre-retreat interviews with each council member, the following agenda
was developed to focus the retreat:
Community Identity
Council Protocols
Volunteerism
Goal Setting
Miscellaneous Issues
This report is a summary of the discussions and actions at this retreat.
M.Pendleton - Page - 3
Community Identity
The Council recognizes that long range planning must be tied to outcomes that reflect a
desired community identity. Answers to fundamental questions such as "What do we want to
be?" or "How do we want Federal Way to appear? What factors shape our identity?" must be
considered as a necessary first step toward effective planning.
The Council identified and discussed several external factors that would impact Federal
Way in the future. Population growth and related problems of traffic congestion, density, and
the accompanying service needs are givens. In effect change is coming.
The question was raised "Are we, the City of Federal Way going to manage this change
according to our needs or are these changes going to simply be done to us"?
The Council quickly agreed that managing the future destiny of Federal Way was
essential. It was observed that the "West Campus" area of Federal Way was a clear example that
successful planned development can and has occulTed inside Federal Way. Additionally, the
Council noted that the recent foImation of Federal Way as a City was a clear message to regional
leaders that the community was unwilling to sit back and let outside decision makers control the
city's future.
The Council then discussed what attributes were desirable as aspects of Federal Ways
community identity. The Council agreed that a multidimensional balanced identity was
important. Residential qualities, retail-economic opportunities and aesthetic appeal are some of
the attributes that are possible for Federal Way.
The Council finally agreed that a process should be initiated to develop the community
identity desired by Federal Way citizens. The resulting vision for Federal Way could then be the
framework within which planning and specific action would occur.
M.Pendleton - Page - 4
Council Protocols
In 1992 three new members joined the City Council. Intense and closely determined
elections contributed to tension that, the Council agreed, needed to be addressed in the interest of
effective leadership. In a major effort to build the Council into an effective team, the Council
focused upon the four principal relationships that are central to success. Protocols for
strengthening these relationships were identified and adopted.
Intra Council Relations. The Council noted that, as a group, they were a major factor in
defining the image of Federal Way. How the group conducted their business, particularly in a
public forum, would send direct messages to the public. It was quickly recognized by all, that
consistent agreement among members of the Council was both not desirable or possible. What is
desirable, however, is thoughtful and respectful interactions that values each persons position.
The Council agreed that two protocols would be effective in striving for effective group process:
I.
Focus on issues and remain above "personal involvement" or
identification with the issues.
2.
Honestly and actively listen to each other remaining open to
new information and/or ways to address issues.
Media Relations. The Council discussed the vital role of the media and the importance
of effective relationships with the press. The fact that controversy is a major aspect of the media
business places special pressures on the political process that can become disruptive for all. To
more effectively address the responsibilities of Council leadership JID4 assist the media in their
critical service to the community, the Council adopted the following protocols:
I.
2.
The Mayor will be the official spokesperson for the Council.
3.
Each Council member has the right, and at times, the obligation
to speak to the press as an individual Council member.
When individual Council members speak to the press they will
distinguish and note their personal views from that of the Council
as a whole, if those views differ.
4.
To avoid confusion and guarantee accuracy, Council members will
check with each other when approached by the media to comment on
common issues.
M.Pendleton - Page - 5
Council - Staff Relations. The Council reviewed the special factors that distinguish Council
roles from staff roles. It was agreed that the Council, in the leadership role, sets policy for the
City. To support that function, the staff both advises Council JII!d implements policy. It was
agreed that the principal liaison between Council and staff is through the Mayor to the City
Manager. For example, if one or more members of the Council have a fonnal problem or
concern with staff, the Mayor would be requested to work with the City Manager to resolve the
concern. It was quickly noted, however, that each Council member has complete access to the
City Manager and Assistant City Manager and that infonnal (ie. one on one discussions)
methods are both welcomed and desirable as a standard way to manage issues affecting the City.
It was agreed that the central ingredient to a successful infonnal relationship between Council
and Staff was trust. To develop trust, major concerns/requests needed to be managed in a timely
fashion by the Staff. In turn, Council members must communicate their expectations clearly to
allow Staff the opportunity to respond. The Council agreed that mutual communication between
individual Council members and Staff were essential.
Finally, the Council noted that, given the respective roles of Council and Staff, that it was
reasonable to expect a "natural tension" within the relationship. Funher, it was noted that the
appearance of distance between the two respective components of Government may be imponant
to assure the Public that their elected officials are in the leadership position. The role of Council
with respect to "praise" of staff was discussed as a tool for setting standards JII!d rewarding
excellence. The Council agreed that a balance in giving verbal rewards is necessary in order to
promote credibility. Finally, the Council quickly agreed that public "staff bashing" was
unacceptable as a Council tactic.
Council - Citizen Relationship. The Council discussed, at length, the imponance and value of
citizen participation and confidence in government. It was recognized that the "newness" of
Federal Way as a City Government had contributed to community impatience to get problems
resolved. Of particular imponance to the Council are those citizens who make the effort to get
involved and express their concerns. To ensure that those citizens who appear before Council
are "heard", the Council agreed to initiate a feedback system during Council meetings. In
addition to the standard processing of concerns and issues through established procedure, the
Mayor, at the close of public testimony, will summarize the issues presented by the public and
the actions to be followed in response to these issues. It was funber agreed, that on major issues,
the Council should take adequate time to understand citizen concerns and allow for a reasonable
time to respond. It was noted that the City contained many diverse "publics" and a negotiated
response is the best means to insure broad effectiveness.
M.Pendleton - Page - 6
City Improvement Projects
One of the central features of any long range municipal strategy are the major
construction - repair projects that effect the City infrastructure. The Council recognizes the need
for a ClP strategy and the need to clarify the needs and options for the Public. The final step in
this process will be the City Improvement Plan that is currently being developed for presentation
within the next six months.
Although the details of the plan are not yet available, the Council recognized the need to
discuss essential features of the CIP process. It was agreed that, through a community driven
process, projects would need to be prioritized. A key factor in any strategy to improve the City
will be the revenue options and impacts. It was noted that regardless of the projects selected, the
City had a responsibility to protect the rights of the economic minority to insure that tax burdens
do not drive our citizens out of Federal Way. The Council noted that an incremental approach to
financing of projects may require a phase-in approach to selected projects. It was finally agreed
that financial advise was important to identify revenue options. taxing capacities and other
competing tax initiatives from other jurisdictions that should be considered in the planning
process.
M.Pendleton - Page - 7
Public Service
The most impOitant aspect of Govemment to this City Council is the nature and quality
of service to the Federal Way citizens. The Council, specifically, is concerned about ways to
enhance service. Yet, it is recognized that it is difficult to really know what JIll the people need
and how they view their City government. The Council discussed several ways to become more
fully involved and aware of the citizen concerns. The Council agreed that the two way flow of
public information could be improved through an outreach program. Such a program might
include a staff coordinator who would develop ways to engage citizens in the government
process. The program might include holding formal Council meetings in various locations in the
community 3 to 4 times a year. In addition, special town meetings would be scheduled inviting
citizens to meet with a Council member-Staff member team to hear and discuss topics important
to the citizens. The Council agreed to explore this program, more fully, during the budgeting
process.
The Council then discussed ways to include the youth in Federal Way in government
affairs. After much discussion, the Council agreed to form a Youth Commission as a way to
obtain input on various issues effecting city government.
The Council then expressed a strong interest in placing more women and minorities on
Boards and Commissions. Again, after a long discussion, the Council agreed to form a Diversity
Commission to advise the City Council on issues related to special populations in the City.
Finally, the Council agreed that it would be important for Council members, either
individually, or in teams, to make site visits to City Programs and facilities. These visits could
serve to inform Council on the nature of service being delivered to Federal Way, which citizens
are participating in City programs and ways to provide a more effective program of services.
The City Manager suggested and the council agreed that public outreach be incorporated into the
City's performance based pay plan as a city wide goal. The City Manager agreed to report back
to the Council on the progress of this program.
M.Pendleton - Page - 8
Volunteerism
The final session of the Retreat on Friday focused on the need and role of volunteers as a
component of City Government. The Council noted potential importance of a well crafted
volunteer program. In addition to potential efficiencies, the active panicipation of Federal Way
citizens could provide an "ownership" in government that would enhance relevance to citizen
needs. It was recognized, however, that volunteer programs, if not properly designed and
funded, could backfire costing more than paid services and creating ill will in the community.
The Council recognized the need for a thoughtful approach and well designed effon. To further
explore the issue of volunteerism, a sub-committee of the Council was appointed by the Mayor
to research this issue and repon back to the Council. The committee members are Ron Gintz,
Joel Marks and Ray Tomlinson.
M.Pendleton - Page - 9
1992.1993 Goals
The Saturday morning session was devoted to establishing the Council's goals for the
coming year. Through an identification, selection and prioritization process, the Council
selected ten goals from a list of twenty preliminary goal statements. (see appendix I for the long
goal list).
The following goals were selected for 1992-1993:
To develop and implement a Community Safety Program by
December 1993.
To initiate the development and improvement of four sports
fields by December 1993.
To clarify the City Improvement Plan by April 1992 and
initiate a public involvement process by May 1992.
To begin development of the Evergreen Air Strip by
December 1992.
To review the Human Services Budget for overlaps and gaps
in service by September 1992.
To implement a contracting philosophy by December 1992.
To develop a ten acre park by March 1993.
To synchronize the lights on 99 and 320th by December 1993.
To establish a community coalition strategy for high
capacity transit by May 1993.
To identify and implement the optimum ring road traffic
system by May 1993.
M.Pendleton - Page - 10
Miscellaneous Topics
In the Saturday afternoon sessions the Council considered briefly the following topics:
Growth Management. The Mayor wanted to know if the Council wished for
him to proceed with strategy adopted by last Council concerning the Growth
Management Act. The Council agreed that the Mayor should continue to
optimize the opportunities for Federal Way under the Growth Management
legislation. It was observed that a public education program concerning
Growth Management would be important in the near future.
Gated Communities. It was noted that panicular communities in the
City wanted to block off access thru their neighborhoods with gates.
The Council discussed the special problems that face gated communities
and decided to place this topic on a study session agenda for policy
development.
Brooklake Community Center. The Council discussed potential and role
of the Brooklake Community Center. In addition to the obvious
contribution as space for programs and activities, the historic
nature of the Center distinguished the building as an important
space in Federal Way. The Council agreed to further consider, the
needs of the Center and what, if any, City programs might be located
in the space. Further study is needed to develop a plan to work with
the Center.
The retreat adjourned at 3:30 p.m.
M.Pendleton - Page - II
Appendix 1
Long List of Preliminary Goals
To establish a community coalition strategy for high capacity transit by May 1993.
To identify and implement the optimum Ring Road Traffic System by May 1993.
To begin development of the Evergreen Airstrip by December 1992.
To review the Human Services Budget for overlaps and gaps by September 1992.
To implement a contracting philosophy by December 1992.
To clarify the City Improvement Process Plan by April 1992 and initiate a public
involvement process by May 1992.
To implement Youth Commission by May 1992.*
To initiate the development and improvement of four sports fields by December 1993.
To complete a fonnal study on the feasibility of a Senior Center by March 1993.
To develop a ten acre park by March 1993.*
To complete Adelaide Park by July 1992.
To complete the City Center Plan by July 1993.*
To establish an Economic Development Plan and task force by June 1992.*
To synchronize the lights on 99 and 320th by December 1992.
To open and operate the Community Center by September 1992.
To purchase and place a piece of public an by November 1993.
To establish right-hand turn lanes at four-way stop intersections
by May 1992.*
To develop and implement a Community Safety Program by December 1993.
To implement a volunteer program by June 1993.*
To establish a diversity commission by September 1992. *
* Note: Those goals with asterisk at the end will be pan of existing short tenn work plan and
will be implemented in addition to 10 goals selected.
Appendix 2
Retreat Participants
Mary Gates
Ron Gintz
Joel Marks
Skip Priest
Bob Stead
Lynn Templeton
Ray Tomlinson
J. Brent McFall
Ken Nyberg
Steve Anderson
Michael Pendleton
C,"'dw."
M.Pendleton - Page - 12
Council Member
Council Member
Council Member
Council Member
Mayor
Council Member
Council Member
City Manager
Ass'!. City Manager
Ass'!. City Manager
Facilitator
COUNCIL GOALS (Established 2/22/92) Not in Priority Order
0 Educate the community and work with other area cities on High Capacity Transit (May,
1993)
0 Evaluate use of ring road as possible relief for traffic congestion at 320th and 99 (Report to
Council from KEN March 24, 1992)
0 Begin development of Evergreen Park (December 1992)
0 Develop and implement contracting services policy (December, 1992)
0 Develop process for public input in City Improvement Plan (April, 1992)
0 Construct 2/4 sports fields (December, 1993)
0 Develop a 10 acre park by March, 1993 (Substantial progress)
0 Develop plan and implement syncronization of traffic signals on 99 and 320th (December,
1993)
0 Develop and implement neighborhood safety program to include traffic safety and security
(December, 1993)
QUICK WINS:
0 Youth Council (May, 1992)
0 Complete City Center Plan (Consultant chosen = March, 1992; completed July, 1993)
:. 0 - Complete Economic Development Plan (June, 1992 - task force created)
_.---ò~ëo;-;s~c¡.righTìïåI1a-tumJàdeš2rÌSW34ÖthaI1d SW35th (May, 1992)
.0 Implement Volunteer pro'gråm (Jûne,322:?)
0 Public Outreach by Council, Staff (Now)
0 Diversity Commission (Septemôer; 1992)
EXHIBIT ...IL..