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Council MIN 03-05-1993 & 03-06-1993 Special FEDERAL WAY CITY COUNCIL STUDY SESSION/RETREAT Virginia Mason South Auditorium March 5 & 6, 1993 MINUTES Mayor Stead convened the study session/retreat of the Federal Way City Council on March 5 and 6, 1993, in the auditorium of Virginia Mason South, Federal Way, Washington. Councilmembers present: Mayor Bob Stead, Deputy Mayor Joel Marks, Councilmembers Ray Tomlinson, Mary Gates, Ron Gintz, Lynn Templeton, Skip Priest. Staff present: City Manager J. Brent McFall, Assistant City Managers Kenneth Nyberg and Steve Anderson, Facilitator Michael Pendleton. Discussion focused on 1994 goal setting and review issues. The retreat's agenda is attached hereto as Exhibit "A", and an outline of the issues discussed is attached as Exhibit "B". >;~~~~ N. Christine Green Deputy City Clerk ORIGINAL City of Federal Way CITY COUNCIL RETREAT Virginia Mason South Auditorium FRIDAY. MARCH 8:30 am 10:00 am 10:15 am 12:00 noon 1:30 pm 3:00 pm 3:15 pm 5:00 pm AGENDA 5. 1993 1992 Council Goal Review Break Professional Relationships Þ Intra-Council Relationships Þ Council-Staff Relationship Þ New Organizational structure Lunch City-Wide Issues Þ Budget Þ Economic Development Þ Japanese Relationship Þ Neighborhood safety Þ Growth - Infrastructure Break continuation of city-Wide Issues Adjourn SATURDAY. MARCH 6. 1993 8:30 am Review-Discussion 10:15 am Break 10:30 am Continuation 12:00 noon Lunch 1:30 pm 1994 Goal Setting 3:00 pm Break 3:15 pm continuation 5:00 pm Adjourn March 5-6, 1993 8:30 am - 5:00 Dm 1990 Long-Range Vision EXHIBIT /Ill /1' r I I INTRODUCTION I On March 5th and 6th, 1993, the Federal Way City Council met for extensive discussion and debate. Within a Retreat Forum, the Council reviewed past accomplishments, considered interpersonal issues, and set goals for 1994. On the basis of pre-retreat interviews with each Council member. the following agenda was developed to guide the retreat: I I 1. 2. 1992 Council Goal Review I Professional Relationships 3. City-wide Issues I I 4. Review and Setting 1994 Goals The retreat was held at the Virginia Mason Hospital conference room in Federal Way. This repon is a summary of the discussions and actions at this retreat. . I . I I I . . ~ I 1/81" EXIllBIT I I ~ PROFESSIONAL RELATIONSHIPS I 1992 was a difficult year for the Council. Emerging controversial issues, different political philosophies, and limited time-resources strained professional relationships at all levels. While discouraged, the Council recognized the importance of caring for these relationships and committed the second session to identifying and discussing ways to improve the way they work together. I I IntraCouncil Relationships. The Council agreed that over the year philosophical differences had led to personal attacks on one another. Increasingly members were loosing trust in one another which only accentuated the in-fighting. While it was agreed that they were a Council in philosophical disagreement, that was o.k. It is, however, intolerable to take this disagreement below the philosophical line to a personal level. Resoectful disagreement can be a working nonn but once the vote is taken, a decision is made. I I I It was pointed out and Jill the Council agreed that, as individuals, all want to help the City of Federal Way. Thus it is important that they not question each others motives but take the high road and debate around the issue and not the individual. It was noted that their success and failures as a group would also shape the success or failures of Federal Way as a city. Not only is the city's effectiveness within the region at stake, the city staffs ability to work effectively and efficiently is in jeopardy. I I It was noted that this Council did it's best work when they all withheld judgement until Jill the facts were in! To this end, they agreed on the following: I I. A void self listening and honestly hear the other person. 2. Make a real commitment to active listening by genuinely wanting to hear and respect the other person's view. I 3. Encourage the Mayor to take a finner hand in controlling or directing the Council discussions "in session." . 4. Each member would request pennission from the Mayor to speak during sessions. . 5. No personal attacks will be tolerated. . . ,...- . . . I I I Council-Staff Relations. The Council recognized that disagTeements and subsequent attacks had extended to the staff. In effect, disruptive IntraCouncil relations seem to be linked to the staff as well. As an example, some Council members observed that there also seemed to be a trust gap between the staff and CounciL Similarly there had been several incidents of personal attacks on staff by the Council. As the Council has become less of a cohesive gToup and more individual in their role, any consistent plan of direction from Council to the staff has evaporated. In effect, the staff is increasingly confused and frustrated with the dissolving leadership of the Council. I I The Council, on the other hand, noted that staff often failed to learn the desires of the Council ~ proceeding on key issues. Rather, the staff would simply present their views and policy options which often did not reflect the policy or political preference of the Council. In addition, some Council members felt that without prior consultation with the Council, the Council-staff team looses any "value added" opportunities that could be gained through early collaboration. I I I . The effect of the CUITent circumstance was a blur if not elimination of the policy- administration line. Subsequently, several Council members are actually directing staff work coming into their offices for requests and comments on selected issues. This has resulted in disruption and confusion among the staff. It was agreed that the Council would no longer do this and should direct all of their requests through the City Manager as is the nonn in the City Manager fonn of government. Failure to honor this industry- wide nonn not only creates an uneven political playing field for the Council, but opens the city to accusations of inappropriate political influence. I I To help re-establish productive Council-staff relations and avoid the costs of the CUITent situation, the following agreements were established: I I J 1. All Council requests for staff assistance would be directed through the City Managers office. Assistant City Managers can represent the Manager. Staff will seek Council opinion early in the issue process. Staff will avoid pinning Council into the "professional opinion" corner. 2. 3. When conducting policy analysis, staff will seek Council direction then provide options that identify several ways to obtain the Council's expressed expectations. Council members will stop the practice of "dropping in" on staff and walking through their offices to chat and/or direct their work. I . 4. . . New Or!!anization Structure. To better serve the needs of the Council and to accommodate the expected sewer-water merger the City Manager has re-organized city government. The City Manager presented his plan as an infonnation item to the Council. (See Appendix 1) ~ . In the third session the Council discussed, briefly, several issues that were currently facing the city. These discussions were designed to clarify and set a direction for the city on these issues. ~. The Council noted that the external fiscal climate was, with the recent layoff announcement by Boeing, changing and somewhat uncertain. While this fact requires close monitoring and possible adjustment, the challenges presented are no different than those facing other cities in the region. Staff reponed on CUITent efforts to monitor the revenue picture and would be prepared to make spending adjustment if necessary. . . II . . . . CITY WIDE ISSUES The Council then turned it's attention to the up-coming budget process. The following process and timeline was adopted: Economic Development. The Council opened this discussion with the observation that several factors are now imponant if Federal Way is to move forward on economic development. First, it is critical to identify and establish reasonable incentives for developers and business owners. In this respect the city should serve as a broker to establish "win-win" opponunities. On one hand the city can launch an education effort to inform the citizens of the importance of economic development to them personally. Additionally, the city can encourage the economic climate through "user friendly" pennit processes, landscape codes, reasonable tax structures, and the city center code. These incentives do not have to be at the expense of the environment or quality of life. In fact both sides of this issue must be mutually supportive. A key issue which impacts both services and quality of life is transportation. Additionally, the recent trip to Japan promises to offer economic development opportunities that should be cultivated. The Council agreed to the following: I . III . . . . . . . ..tt . I. 2. Preliminary budget meeting in April 1993. Public Hearing in June or July 1993. 3. Council Budget Retreat - August 1993. Adopt Budget - 1st week in December 1993. 4. I. Send the Mayor and a strategically selected delegation, to include at least one other Council member, to Japan in August 1993. 2. Explore the possibility of developing a community based 501 (C)3 organization to manage a Sister City Program with Japan. I I fJa Growth and Infrastructure. The need to accommodate growth and sustain basic services requires a fund to build and maintain city infrastructure. The Council recognizes that to stay "ahead of the curve" funding and construction is necessary. The Council considered the relative merits of a bond issue in February-March of 1994. It was noted that it is imponant to develop a community driven process to explore a bond issue. In effect. Jet the citizens identify and lead the way on the critical aspects of this issue. . . I . II . . I . . . . II . The Council agreed to the following: I. Explore the feasibility of a community summit to identify projects and a process for funding infrastructure. "'I , A. . I I I . ~. hi . . . I I . . . . J . 1994 GOALS 1. To develop a strategy to establish spotts fields around the Federal Way elementary schools. 2. 3. To establish a short illld long term City Financial Plan. To establish a set of city wide service standards. To establish a process that will guide the presentation of a city wide Infrastructure bond issue. 4. 5. 6. To facilitate the re-development of the Federal Way Shopping Center. To complete the synchronization of the traffic lights by the end of the 1994. 7. 8. To identify human services gaps and overlaps to establish a "safety net" To develop a Capital Improvement Plan. 9. To support and care for our existing water supply through conservation, infiltration and other methods. 10. To establish our own Federal Way Court System by end of 1994 (at least a Municipal Court). The Council recognized that the adoption of the above goals are contingent upon a staff feasibility review and the budget process. The meeting adjourned at 3:30 p.m. "Quick Wins" The following items were identified as projects that were on-going and/or "doable" within the 1993 work plan. Determine the feasibility of purchasing Water Front Park To establish a City Hall in the mall by end of 1993 To complete the City Shape Plan To establish a Freeway Access Task Force and plan To complete and make operational the Gateway Monument sign To work with both the Little League and Aquatic Center to change the left turn onto Campus Drive I I I I 3 I I I I 1 I I I . ¡ . ----- APPENDIX 2 GOALS IDENTIFIED BUT NOT SELECTED - To complete one phase of the ring road (to North and South of 320th) - To establish one, regulation type baseball field in a park - No new taxes - To develop an annexation plan - To establish an International basis for an enhanced sales tax base - To continue work on the Mass Transit Plan - To increase the street fund with an emphasis on maintenance. - To establish "work force" housing (affordable) - To establish public-private partnerships - To implement a system of harsh prioritization. - Open French Lake Park by June 1st, 1993 - Establish a land bank for parks - Consider a design review system - Develop a public health care cost control strategy - Complete Steel Lake Park improvements - Finalize open space acquisitions - Establish a two year Police Contract - Conduct a study for a Federal Way Police Department - Land bank Spring Valley for an athletic field APPENDIX 3 RETREAT PARTICIPANTS Mary Gates Ron Gintz Joel Marks Skip Priest Bob Stead Lynn Templeton Ray Tomlinson 1. Brent McFall I J ] I- I I I Ken Nyberg Steve Anderson Michael Pendleton w I Council Member Council Member Council Member Council Member Mayor Council Member Council Member City Manager Ass't. City Manager Ass't. City Manager Facilitator