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HomeMy WebLinkAboutCity Council Meeting - Council - Minutes - 03/25/2015 CITY OF KENT CITY COUNCIL ANNUAL STRATEGIC PLANNING MEETING Friday - Saturday, 6 - 7 February 2015 CenterPoint Office Park, 20819 7211 Avenue South SUMMARY OF THE MEETING'S KEY DISCUSSIONS, DECISIONS,AND AGREEMENTS FINAL REVISED EDITION 2 MARCH 2O15 Attendees: Mayor Suzette Cooke;Council President Dana Ralph;Council members Les Thomas, Debbie Ranniger, Dennis Higgins, Brenda Fincher, Bill Boyce, and Jim Berrios;Chief Administrative Officer Derek Matheson;Mayor's Leadership Team members Margaret Yetter, Ben Wolters, Michelle Wilmot,Jeff Watling, Ken Thomas, Lorraine Patterson, Tim LaPorte, Mike Carrington, Tom Brubaker, and Aaron BeMiller;assistant police chieflon Straus; planning director Fred Satterstrom;economic development manager Kurt Hanson;human services manager Merina Hanson;assistant to the Council Annalise LaPorte;and facilitatorJim Reid THE MAJOR AGREEMENTS OF THE MEETING Here is a summary of the major agreements from the Kent City Council's annual strategic planning retreat on Friday, February 6`h and Saturday the 7th,2015: 1. FINANCIAL SUSTAINABILITY Council agreed that the City should establish a task force of Kent citizens to recommend to the Mayor and Council ICI strategies for ensuring that the City's long-term finances become and remain sustainable. The task force is intended to take a fresh, objective look at City government and help educate the public about the City's future financial picture. Other provisions of this consensus agreement included: A. The task force should report to the Mayor and Council by 30 June 2016, At that time its work will be done unless the Mayor and Council request that the task force continues to exist to undertake additional specific responsibilities. B. As part of its scope,the task force should learn about and understand the: a)work of the departments; b) resources they may need to continue to perform their responsibilities;c)future interests and needs of the departments as well as future expectations, challenges, pressures, and constraints facing them;d)long- term financial and economic trends in the community and City government;e) levels of service and public expectations of the level and quality of services;f) community priorities;g) potential impacts of increases and cuts in services;and h)existing and potential revenue sources. C. The task force should also examine what comparable cities are doing to address long-term financial sustainability. D. Council members and the Mayor share an interest in the task force members being balanced between women and men, and reflecting Kent's diversity, including geographic, age, ethnicity, experience, long-time and short-time residents, and political or philosophical leanings. At least one high school student should serve on the committee. Kent City Council Annual Retreat Meeting Minutes February 6-7,2015 F. Council members and the Mayor also agreed that some of the skills needed on this task force include: a) financial background and understanding; b) municipal finance expertise; c) business ownership; and d) knowledge of the community and passionate about Kent and its future. Task force members must be able to commit the time necessary to do the job right. G. In their official capacities,the Mayor will appoint and the Council approve the task force members. The Administration will consult with Council on the task forte's potential members before officially recommending a slate of candidates to the Council. H. Finance Director Aaron BeMiller and his staff will prepare the applications for task force membership. I. The task force should provide periodic status reports to the Council's Operations Committee. 2.SPACE AND FACILITIES STUDY The Council reached consensus to authorize a comprehensive assessment of the City's needs for sufficient space and efficient facilities for all Its staff. This agreement was rooted in the Council's interest in providing more modern facilities and efficient spaces for the employees of the Police Department. Council discussed bringing another ballot measure regarding building a new Police Department headquarters to the voters, similar to the one that garnered 54%of the vote last November(but needed 60%approval). But Council members were concerned that the measure would be defeated again due to the anti-taxes sentiment of many voters. As the discussion evolved, Council members emphasized two interests: a) accountability to the public;and b) preserving one organizational culture. The Council and Mayor concluded that a comprehensive facilities study may reveal that using existing spaces more efficiently could go a long way toward addressing the Police Department's needs as well as those of the other departments. They agreed that this should be the first step in the process of meeting the City's needs for the next ten to fifteen or twenty years. Staff suggested that an architect may be needed to help advise the City, and the Council voiced no opposition to bringing one aboard. Some members commented that this issue could overlap with the work of the citizen task force on long-term financial sustainability,so the task forte's work plan might include examining and analyzing space and facility needs and options. 3.THE FUTURE FOCUS OF TRANSPORTATION PLANNING AND PROJECTS The Council agreed that in the future,the City should emphasize smaller,more local transportation projects that stimulate economic development, provide more transportation choices, including walking and bicycling, and protect or enhance the look and feel of neighborhoods. Tim LaPorte and Tom Brubaker characterized the philosophy that has guided transportation planning in Kent during the past forty years. A few of their key points were: • The City's transportation planning is based on a philosophy from the 1980s when Kent was much smaller and the primary objective was to move non-residents living east of Kent efficiently across town to highways that would take them to jobs or shopping in Seattle or places west of Kent. Local Improvement Districts(LIDS)and federal and state grants have paid for the street overlay program and construction of big, costly projects such as the City's major east-west thoroughfares and grade 2 Kent City Council Annual Retreat Meeting Minutes February 6-7, 2015 separations. In many cases the formation of an LID attracted the grant money. The use of LIDS has often been prompted by environmental mitigation requirements. • Grant requirements have changed. In the past federal or state grants paid the entire cost of a project; today federal and state grantors require local governments to match their grants. Cities don't have enough funding to achieve the match requirements. As cities assume more of the responsibility for paying for transportation projects, citizens are demanding that those who benefit should pay. If Kent were to continue to emphasize large-scale projects that move people across town, non-residents would more likely benefit than residents. There is not a way to make them pay,other than, perhaps,tolls. And focusing on such projects now seems to contradict the City's efforts to attract jobs and economic opportunity to Kent. • In a time of change and growth, a regional approach to funding major transportation projects is still needed. But the City would most effectively meet the interests and needs of its citizens by funding smaller projects that can improve the quality of life within Kent, i.e., bringing more jobs to the community, preserving the character of the community while helping some neighborhoods become more upscale or safer, and improving the aesthetics of streetscapes. Following these remarks,the Council articulated a variety of interests upon which future transportation planning and projects should be based, including: a) stimulate economic growth and opportunity within Kent; b)develop a multi-modal transportation network; c) ensure safety;d)improve Kent's image;e) use limited resources wisely and judiciously;f) preserve neighborhood character, including peace and quiet;g) help stimulate the development of more upper middle class housing and neighborhoods; h) beautify the City's commercial and residential streets;and i)strengthen regional collaboration to address regional needs. One Council member seemed to summarize these interests when she said the transportation system should "make a positive impact on our residents' lives." The Council recommended the Administration take a "fresh look" at the transportation plan, and some members suggested that transportation needs might be another issue that the task force on long-term financial sustainability might address or comment on. 4.TRANSPORTATION BENEFIT DISTRICT(TBD) The Council is scheduled to be briefed on March 17`h about the community's transportation service needs. The conversation at the retreat highlighted some additional questions that may need to be addressed. Are all roads equal? In other words,does the City currently maintain all its roads equitably or are some of greater importance than others? To what extent might we change our current philosophy or practices to achieve greater value or efficiencies? i, • Do the ideas of forming a TBD and assessing a vehicle license tax or fee fit within a more comprehensive vision for transportation and our goals? If so, how? • What have been the experiences of comparable cities that have formed TBDS or imposed a vehicle license tax? What are alternatives to the TBD and vehicle license tax? Would they fill the City's current$1.6 million budget gap or provide sufficient revenue to address Kent's future transportation needs? • In what form would the City collect the vehicle license tax? • What other ballot measures might King County,the School District, and other nearby special purpose districts place on the ballot in the next few years? • Does the public understand the City's long-term vision for transportation? How might we engage with Kent citizens on the question about how to fund future transportation needs? • What are the impacts of all the choices that are available to us to fund transportation needs on low income families? 3 Kent City Council Annual Retreat Meet!ngMinutes February 6-7, 2015 S. ECONOMIC GROWTH AND OPPORTUNITY The retreat discussion about economic development made it clear that the Council and Administration share a great interest in the community's economic vitality and expansion. !� At the beginning of the discussion, Council members,the Mayor, and MILT members identified Kent's greatest strengths. • Kent is centrally located within the Puget Sound region. Kent is an industrial and manufacturing center. • It's a financial center. • It's also a governmental center,which would be strengthened if the FAA places its regional headquarters here. • Because of employers such as The Boeing Company, Kent is already a center for research and development. • It is convenient to and from SeaTac International Airport. • It costs less for businesses to enter the market here. • There is plenty of space to accommodate businesses. • It is an affordable community. The schools are high quality. • ShoWare Center and the City's parks system have made the community a sports and recreation center. During the subsequent conversation,the Council members appeared to agree that the City should focus on strategies that will have the greatest economic benefit. They then listed ideas that might help expand economic growth and opportunity, including: • Reexamine the Zoning Code, including requirements related to manufacturing. • Emphasize the community's cultural diversity. • Market the award-winning Police Department. • Showcase the community's extensive arts and cultural offerings. Renew the emphasis on "Buy It In Kent." The elected officials should champion this effort. • Ensure that families who may be considering locating in South King County realize that housing is available for families of all income levels. • Encourage the development of upper middle class housing in the community. 6.SUBURBAN POVERTY, INCLUDING HOMELESSNESS The discussion of this issue indicated that the Council and Mayor are interested in addressing poverty and homelessness both locally and regionally. To prepare for this discussion at the retreat, everyone read the Brookings Institute's findings about the causes of suburban poverty and recommendations for addressing it. Council members referenced the study, and Merina Hanson detailed what the City is already doing to address poverty and !, homelessness within Kent and in cooperation with local jurisdictions and non-profits across South King County and throughout the region. Everyone agreed it is a very complex issue, with roots in societal changes and trends and national policy as well as in local conditions and circumstances. The Council and Mayor identified these actions the City could take or encourage to address poverty and homelessness in the community: • Connect the City with its diverse populations. Advocate at the State Legislature and in the region for more resources. • Focus on helping raise the standard of living for the"working poor." • Accommodate the"extended" families of immigrants in housing. 4 Kent City Council Annual Retreat Meeting Minutes February 6-7, 2015 Related to the above idea, encourage "mother-in-law" housing or other types of accessory dwelling units to provide a wider range of housing options for elderly and young families. • Ally with other cities and service delivering agencies to advocate for more services in the suburbs instead of the current model, in which most services are provided in Seattle. Strengthen partnerships with service providers. Work with the Chamber of Commerce and businesses and employers to address the issue. • Work with the School District to raise the percentage of students who earn a high school diploma. • Support those who are working on prevention, early intervention, and diversion programs. i As the discussion drew to a conclusion,the Mayor suggested reassessing the role of the City's Human Services Commission. She recommended that the Council's Parks, Recreation,and Human Services Committee assess the Commission's mission to determine if it serves the needs and interests of the people of Kent and is capable of addressing new realities. Mayor Cooke suggested that engaging diverse communities in this exercise would be one means of more effectively connecting with them. COUNCIL AND MLT IDUNTIFY MAJOR SUCCUSSUS OF 2014 At the start of the retreat, Council members and the Mayor answered this question: "What three things went particularly well in 20147" Once they had answered the question,the Mayor's Leadership Team (MLT) members offered their ideas. These five successes were cited most often: 1. Council President Dana Ralph's design of the process and its use by the Council to fill the Council vacancy. 2. Council's appointment of Brenda Fincher to serve on the Council. 3. Council works well together;the environment or culture is friendly and Council members respectfully and carefully listen to each other. 4. Mayor Cooke's appointments of Derek Matheson as Chief Administrative Officer and Aaron BeMiller as Department of Finance Director, The MLT supports and responds to the Council,which Is a factor in strengthening cooperation between the Council and Administration. 5. The process used by Council to unanimously approve the 2015-'16 budget. 6. The "Bring the World Home to Kent"campaign. The other successes that were cited were: • Council's progress in moving the City toward financial sustainability. • The diversity initiative "RESPECT,"which signals a receptiveness to new ways of doing things. • Economic development, including partnerships with downtown businesses and the strategic effort to attract the Federal Aviation Administration's(FAA) regional headquarters to Kent. "Ben and his staff have been strategic and active." • Council's decision on the golf course,which was the result of honest and transparent conversations and an inclusive, creative, thorough public engagement process. • Launching the Parks Commission. The manner in which the Police Department works with citizens and addresses community issues. The City's partnership with the YMCA. • Council's vote for the solid waste utility tax. • Sidewalks along James Street. Council members and Mayor Cooke cited the City of Kent's strategic plan as a key factor in the successes of last year. Here are a few of their comments about the role of the strategic plan: • "The strategic plan keeps the most important ideas and priorities in the forefront." • "There is real value in focusing on a few key things." • "The plan was instrumental in our deliberations on and adoption of the budget." 5 Kent City Council Annual Retreat Meeting Minutes February 6-7,2015 • "We need a plan to build a house. This plan is focusing us on a handful of goals and giving us the foundation to build on." • "The strategic plan allows us to take a global view. It also helps prevent 'silos' between departments or functions." • "It drives the MLT. It drove many of our achievements." • "The strategic plan is critical to know that we are being effective. We are faced with so many possibilities. We need to focus to succeed. It also give us an option for educating the public, demonstrating our value, and reflecting the changes in the community." "The plan has endured for four years now. It has stood the test of time." COUNCIL EXPRESSES ITS HOPES FOR 2015 After listing the City's major successes of 2014 and factors that contributed to them,the Council members expressed their hopes for 2015 and outcomes they would like to see by the end of this year. An annual "The Year in Review" report that helps educate the public about the City's achievements. • The FAA regional headquarters is in Kent. Facilities and spaces enable the Police Department's staff to be as effective and efficient as possible. • Funding to operate the YMCA. • A new aquatic center to replace the Kent-Meridian pool. • Our strategic plan includes both the organizational values and vision and the Council's strategic goals and objectives. • We have determined what a sustainable budget looks like and how we get there. • Our collection of great employees is attaining a new level of caring and service. • We are taking a more regional look at the causes of and solutions to poverty and homelessness. • A greater number and broader diversity of citizens are more engaged with the City and more influential in the City's decision-making. This includes a greater number of citizens who volunteer for the City. • We are the City we want to be. • To address the interests of flood protection and the interaction of public spaces, the Lower Russell project has been designed. • Staff from any given department are located together. • In working with the us on levees and other flood control issues and strategies, representatives of King County join us in recognizing the interests and needs of people as well as those of salmon. As the third largest city in King County,we are asserting great regional leadership. We believe in ourselves and don't talk ourselves down. More Kent City Council members are on regional committees and we are taking full advantage of the numerous opportunities afforded by Kent's location as a crossroads in King County and the Puget Sound region. • We are overcoming the perception that Kent Is not a good enough place to live. We are changing perceptions and changing the conversation so that all Kent citizens are proud to live here. COUNCIL AGREEMENTS FROM ITS SATURDAY AFTERNOON DISCUSSION Following lunch on Saturday,the Council met to discuss some additional issues of interest to them. Derek Matheson served as a resource and Jim Reid facilitated the discussions. During its ninety-minute discussion, the Council agreed to: 1. Form a salary commission to examine salary and cost-of-living issues for the Mayor and City Council. The citizen's commission envisioned by the Council will consist of five members and operate independently with binding authority. The commission should reflect the community's diversity and its members should 6 Kent City Council Annual Retreat Meeting Minutes February 6-7,2015 understand market data. The commission should be provided with information about the compensation of comparable cities in the region. 2. In the interests of reducing the City's costs and ensuring that its advertising dollars are spent as wisely and judiciously as possible,we should evaluate whether the City could advertise more strategically and for a ', shorter period of time. 3. Amend the ordinance governing the distribution of Business and Occupation (B&O)funds so that funding being spent to pay off the debt of projects on the Capital Improvement Plan (CIP) list is instead spent on the City's street overlay program. Currently,the first$700,000 are spent on tax audit functions, and funding between that amount and$4.7 million is spent on the overlay program. Above that amount, funding is directed to the CIP project list. The Council's unanimous agreement would change this practice so that all funding over the initial$700,000 expenditure would be used to fund the street overlay program. 4. Support Derek Matheson's idea of integrating the organizational values and vision into the Council's strategic plan. 5. Support Aaron BeMiller's restructuring of finance reports so that the Council receives more detailed quarterly updates. During the other months of the year, Council will receive a briefer report highlighting big picture Issues. 6. Continue to incorporate team-building exercises or discussions into its work. 7. Periodically hold community or"Town Hall" meetings. To attract busy citizens,the meetings could "piggyback" onto the Police Departments' periodic community meeting.The Council's "Town Hall" meetings could be from 6-7 p.m., immediately preceding the Police Department's meeting. They would be very informal opportunities for the Council to explain what City projects and initiative, and the direction the Council is leading the City. They would also be structured so that the Council hears from citizens about their needs and interests. 8. Work more closely with the Chamber of Commerce to achieve the Council's interest in expanding economic growth and opportunity in Kent. 9. Not change the ordinance that prevents trucks from traveling on 2"d or 3ra Streets. Concerned about the safety of pedestrians and motorists, the Council discussed the Idea of a Local Improvement District(LID) being formed to fund "traffic calming" devices such as a roundabout. 10, Encourage City staff to take some responsibility for notifying the Public Works Department about potholes, graffiti,and other issues related to street maintenance. The message could be"We need your help identifying problems." Employees should be given the name of the appropriate colleague to contact when they see potholes or other street problems. Ronald F. Mo e, MMC�/'r City Clerk 7