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HomeMy WebLinkAboutCity Council Meeting - Council - Minutes - 2/4/2017KENT CITY COUNCIL ANNUAL STRATEGIC PLANNING MEETING 4 February 2017 8 a.m. – 5:10 p.m. Green River College @ Kent Station FINAL SUMMARY OF THE MEETING’S KEY DISCUSSIONS, DECISIONS, AND AGREEMENTS Participants: Mayor Suzette Cooke; Council President Bill Boyce; Councilmembers Jim Berrios, Tina Budell, Brenda Fincher, Dennis Higgins, Dana Ralph, and Les Thomas; Chief Administrative Officer Derek Matheson; Mayor’s Leadership Team (MLT) members Aaron BeMiller, Tom Brubaker, Mike Carrington, Marty Fisher, Tim LaPorte, Julie Parascondola, Ken Thomas, Michelle Wilmot, Ben Wolters, and Margaret Yetter; Business Strategy and Performance Analyst Todd Babcock; Human Services Manager Merina Hanson; and facilitator Jim Reid. Special Guests: Steve Freng and Allison Wassall, Northwest High Intensity Drug Trafficking Area (NW HIDTA); Erin James, King County Community and Human Services Department; Joanna Eide, Washington State Liquor and Cannabis Board; and Jim Doherty, Municipal Services Research Center (MSRC) EXECUTIVE SUMMARY OF THE COUNCIL’S DECISIONS Here is a brief summary of the decisions from this year’s Kent City Council’s 2017 strategic planning retreat. 1. Marijuana: The Council decided to continue exploring whether to allow the production, processing, and/or sale of marijuana in Kent. Councilmembers and Mayor Cooke asked a number of questions that they would like answered before arriving at a final decision. 2. Parks and Recreation Funding: The Council agreed to engage in community conversations with a variety of interest groups, including the general public, about: a) the positive impacts of parks and recreation facilities and programs on the community’s quality of life; and b) the pros and cons of a variety of options for providing sustainable funding for parks and recreation. Council is interested in educating the public about how parks and recreation facilities, services, and programs can improve the lives of the diverse groups within the community. A specific stakeholder the Council is interested in talking to about funding options is the Chamber of Commerce. 3. Placemaking: In general, the Council is supportive of directing resources to enhance specific places, such as Kent Station, Town Center Plaza, “Meet Me on Maker,” and Canyon Ridge Shopping Center, as the means to improve urban life and incentivize economic growth. More specifically, Council asked staff to present more detailed proposals, including the intended benefits and costs, for “Meet Me on Meeker” and the potential redevelopment of the former JC Penney building. 4. Strategic Planning: Council agreed that the MLT should bring key staff to the mid-year retreat this coming summer to brief the Council on the application of strategy mapping, LEAN, and performance measures. Councilmembers also expressed support for creating a “dashboard” of key performance measures to graphically illustrate the City’s progress in advancing its vision, mission, and goals. The dashboard could also 2 be an effective tool for communicating with the public about the City’s vision, goals, and successes in achieving them. 5. Telling Kent’s Story : The Council, Mayor, and MLT share an interest in the City telling its story more effectively. Council indicated that three steps indicate the City is moving in the right direction: a) hiring a social media intern; b) implementing the digital communications plan to allow people to sign up to receive “e-alerts” on specific topics they are interested in; and c) establishing the of Communications Dep. A challenge everyone agreed the City faces in communicating effectively to the general public and targeted audiences is dedicating sufficient resources to tell its story. 6. Housing, Homelessness, and Social Services: Council assigned its Economic and Community Development Committee with the responsibility to assess whether or not the City should adopt just cause eviction and notice of rent increase ordinances. 7. “Welcoming City”: Council President Bill Boyce and Councilmembers Brenda Fincher and Jim Berrios will work with the Mayor’s Office to draft a resolution or proclamation reiterating that the City of Kent welcomes diverse people. The document will then be circulated among the rest of the Council for consideration. HIGHLIGHTS OF THE COUNCIL’S DISCUSSIONS ON FOUR ISSUES The four lengthiest discussions during this year’s retreat were about marijuana, parks and recreation funding, placemaking, and the City’s strategic plan. Here is a summary of each of those discussions to provide context and background for the Council’s decisions. Marijuana The discussion began with presentations by a panel of experts who discussed marijuana from the perspectives of public health, public safety, economics, and other societal issues and impacts. The panelists reviewed state laws governing marijuana, and data, information, and trends about the use of marijuana since it became legal in Washington State. One issue of particular interest to the Council was the impact of marijuana use on young people. Panelists were: Steve Freng and Allison Wassall, Northwest High Intensity Drug Trafficking Area (NW HIDTA); Erin James, King County Community and Human Services Department; Joanna Eide, Washington State Liquor and Cannabis Board; and Jim Doherty, Municipal Services Research Center (MSRC). During the Council’s discussion with the panelists, Councilmembers, Mayor Cooke, and the Leadership Team asked for answers to the questions below. Once information has been gathered to help answer these questions, the Council will revisit the issue of marijuana within in city limits.  Is there more crime around the sites of marijuana retail outlets? If that were the case, could licenses be denied to prospective sellers? Could we use our Zoning Code to limit the locations of facilities that sell, produce, or process marijuana (for example, direct them to commercial areas and away from residential neighborhoods)?  A local jurisdiction’s ban on the production, processing, and/or sale of marijuana does not prevent the State Liquor and Cannabis Board from issuing a license. Therefore, have any licenses been approved by the Board to allow marijuana production, processing, and/or sales in Kent even though the City currently bans these activities?  What would be the costs to the City if the production, processing, and/or sale of marijuana were allowed in Kent? 3  What might be the expected revenues from the production, from the processing, and from the sale of marijuana in Kent?  What impacts, if any, are education programs, particularly those that emphasize prevention, having on young people, especially of middle school and high school age?  What is the impact of advertising on the use of marijuana, particularly on youth? Can advertising be limited or banned?  Is there information and data from cities that allow marijuana, either adjacent to Kent or across the region) that would provide lessons for us? Are there any lessons to be learned from the experiences of School Districts? Apparently the Kent School District will have data and information available in April.  What are the perspectives of advocates for marijuana, such as trade associations and consumer advocates? Parks and Recreation Funding Throughout this conversation, the Council appeared to be interested in finding sustainable funding for parks and recreation facilities and programs. But there was a difference of opinion about which sources of funding might be used, with the use of the Business and Occupation (B&O) tax generating the most disagreement. Some Councilmembers favor using a portion of the B&O tax to fund parks and recreation, while others believe that tax should continue to be used exclusively for streets. One other idea that was discussed was creating a Metropolitan Park District, which is the mechanism used in Tacoma, Gig Harbor, and Seattle to create a permanent, sustainable source of funding. And another idea that was suggested was to create a Transportation Benefit District (TBD) and impose a sales tax to fund street operations, and then reduce the General Fund transfer to streets in order to free up more monies for parks and recreation (the specific amount mentioned was $2.3 million). Councilmembers reiterated the need to prioritize City spending, and some speculated that a combination of funding sources might be needed to generate the level of funding necessary for parks and recreation. A couple Councilmembers also stated that they are interested in protecting small business owners from shouldering too much of the tax burden to pay for City services. As a result of the discussion, the Council agreed that:  A community-wide conversation is needed to determine if Kent citizens consider parks and recreation a quality of life issue and to educate them about the benefits of such services to the community. Part of this conversation needs to be a discussion of what the City already spends on operating and maintaining parks and recreation facilities and offering programming.  They could use more information about the pros and cons of establishing a Metropolitan Parks District (MPD) and an outline illustrating the steps in establishing the MPD and the timing of those steps.  Funding of parks and recreation should be considered in the broader context of the City’s priorities, the overall tax burden (including the impacts of the Regional Fire Authority and Sound Transit 3), and the possible initiative by Tim Eyman to roll back property taxes by 25%.  At this time no options are “off the table” for funding parks and recreation, but a decision will need to be made by the time the 2019-‘20 budget is adopted. Placemaking 4 Key points from the discussion about placemaking were:  “Placemaking” is becoming highly competitive among jurisdictions as they strive to strengthen downtowns and neighborhoods and improve their economies.  The City of Kent has strategically targeted transportation and capital improvement project funding to improve specific places that in turn stimulate economic growth and opportunity. Kent Station and Town Center Plaza demonstrate the success of “placemaking.”  “Meet Me on Meeker” is intended as another placemaking effort. The City is interested in reimagining Meeker Street and directing funding to improve traffic flows and the street’s aesthetics. A community conversation is currently underway to refine what Meeker Street could be and what improvements are needed to achieve the community’s vision. The City is also exploring a variety of grant opportunities to help fund the improvements.  Canyon Ridge Shopping Center is considered to be another opportunity to apply the placemaking strategies.  The staff is also working to incentivize the redevelopment of the building that formerly housed JC Penney.  Ben Wolters and his staff are also examining the incentive packages offered by such cities as Auburn and Tacoma to determine what more the City of Kent might do to attract redevelopment and development under the placemaking initiative. As the discussion was ending, Council members asked for staff to present as soon as possible more details about the “Meet Me on Meeker” proposal, including the estimated costs of the infrastructure improvements, and, when the timing is right, to brief them on the efforts to redevelop the building that housed JC Penney. Strategic Planning Last summer the Council and Leadership Team updated the vision, mission, and goals. Following the two strategic planning meetings, staff embarked on a couple initiatives to ensure the City’s strategic plan achieves the Council’s intentions. Todd Babcock briefed the Council on strategy mapping, the LEAN process, and the development of performance measurements. MLT members reported that these processes are infusing the culture of the organization; the staffs of their departments have embraced and been reenergized by these initiatives. Councilmembers asked for specific examples of how these processes are being applied and if any results point to the transformation of processes and procedures or greater efficiencies in how work is completed. Three examples were offered: a) Marty Fisher mentioned that the LEAN process was used to help identify the key qualities and characteristics needed in the next Parks and Recreation Director before the job was advertised. B) Tim LaPorte stated that Code Enforcement was transformed into a more proactive process by applying strategy mapping and LEAN. This enabled the staff to eliminate the backlog of cases. C) Ken Thomas and Marty reported that the LEAN process is being applied to expedite the hiring of twenty-five new police officers, and to integrate the new officers into the City’s culture once they are hired. PRIMARY ACCOMPLISHMENTS OF 2016 AND CHALLENGES AHEAD To begin the retreat, the Councilmembers and Mayor Cooke cited the City’s major accomplishments of 2016. They identified the following achievements: 5  The City is nearly finished connecting 509 to 272nd.  The City opened 72nd.  We also reinvested in James Street.  The James Street pump station was improved to prevent the flooding of Central Avenue; this project illustrates that the City does what it says it will do.  Councilmembers effectively represented the City on the Regional Fire Authority (RFA).  We revised the water/sewer ordinance to link rate increases to the Consumer Price Index (CPI).  The City recognized its residents from a variety of cultures and backgrounds.  Celebrations reflected the City of Kent’s history and diversity.  We funded the Lake Meridian dock.  We are rebuilding infrastructure—roads and sidewalks, including those within neighborhoods.  Council continued to support the Police Department.  The Mayor’s hiring of Derek Matheson and Aaron BeMiller has given Council high confidence that the City is being well managed operationally and fiscally.  We reinvested in parks and recreation.  The Council worked effectively as a team, working its way through issues and challenges. While we don’t always agree, we come together for the benefit of the community. The trust level between us and between Council and the Administration has grown.  The City changed the zoning to allow a shelter at First Presbyterian for women and children.  We joined the C3 high-speed fiber optic consortium.  We continue to envision what the City can be and are taking it to a new level.  Launching “Meet Me on Meeker.”  The hiring of our new Parks and Recreation Department director, Julie Parascondola.  Development and adoption of the budget.  We are making decisions more openly and transparently, and making a concerted effort to ensure a two- way dialogue with the people of Kent. Everyone has a seat at the table.  We elected officials respect and appreciate the leadership of the MLT. The members are truthful, sincere, and passionate about their jobs.  While we have not yet achieved a Railroad “quiet zone,” it will happen.  The City’s urban-style development, illustrated by Kent Station and the area surrounding it, has revitalized the community and created new opportunities.  The Council and MLT supported and began implementing the LEAN process, which is reenergizing employees and already creating efficiencies. The Mayor’s Leadership Team (MLT) then reviewed the departments’ proudest accomplishments and the major challenges facing the City in the next few years. Julie Parascondola, Parks and Recreation Accomplishments:  Served over 1.1 million visitors  We completed the Parks and Open Space Plan, which enabled us to get grants from the Recreation and Conservation Office (RCO), win an APA award, and earn national accreditation.  Added nine human services organizations to those who receive financial support  Staff is high quality and ethical Challenges:  Identifying sustainable funding sources  Marketing the benefits of parks and recreation in the community  Being both social- and business-minded 6  Continuing to increase the quality of programming while being sensitive to pricing so that they don’t become unaffordable to many customers  Many of our staff are getting close to retirement  The increasing minimum wage  Keeping pace with policy changes related to immigration reform Tim LaPorte, Public Works Accomplishments:  Streets were paved and infrastructure replaced  Work force was much more engaged; we can measure that engagement Challenges:  Since 2009 we’ve received $50 million in grants to repair and strengthen levies. We must make even more progress. Other cities adjacent or near to us have not made as much progress, which constitutes a threat to Kent’s levies and our efforts to control or prevent flooding. Ken Thomas, Police Accomplishments:  The public’s trust in its interactions with our department increased.  Councilmember Budell complimented the department’s twitter feed as informative and entertaining. Challenges:  Dealing with the small portion of the homeless population that has contributed to Kent’s crime rate. We are coordinating with schools and social service agencies to address the problem and issues.  Hiring and bringing on board 25 new officers  Opioid epidemic Margaret Yetter, Court Accomplishments:  The relicensing calendar: handled over 300 cases, a third of which were closed; collected $25,000 in fines; assigned 1300 hours of community service.  Began implementation of the DUI Court, which made Kent a leader in addressing drunken driving. Challenges:  Our technology is over twenty years old, so to be more efficient we must modernize it. Marty Fisher, Human Resources 7 Accomplishments:  We updated foundational policies and improved fundamental processes.  When recruiting prospective new employees, we have been telling our story more effectively, and focusing on the big picture. For example, the process that resulted in Julie being hired to lead Parks and Recreation began with us building the case for what skills and qualities were needed in a new director.  Our negotiations with labor unions resulted in both of us achieving our interests and goals.  Instituted a new wellness program.  “Rebooted” benefits by working with Premera Insurance. Challenges:  Being proactive in 2017 through succession planning, building bridges to the variety of communities within the City of Kent, targeted recruiting, and creating a culture of engagement with employees.  To make progress on “supported” employment, we have gained the support of labor but need better agreements with the unions. And we need the infrastructure to support the employees. We are currently conducting interviews for several positions. Mike Carrington, Information Technology Accomplishments:  We “rolled out” and conducted training on the Information Security Program (ISP). Some employees reported they are even applying it at home.  We led the charge on behalf of South Sound cities on the C3 High-Speed Fiber Optics Consortium.  We supported satellite services to the ShoWare Center, Regional Fire Authority, and parks. Challenges:  Make additional progress in implementing the ISP.  Replace various systems at the end of their usefulness.  Integrate new employees into our culture and train them on our systems.  Work even smarter through new or updated policies and procedures. Ben Wolters, Economic Development Accomplishments:  We have attracted quality developments such as Riverbend.  The agreement with Sound Transit.  ShoWare had its best year yet.  Applied the principles of LEAN to proactively strengthen Code Enforcement.  Our staff is working impressively. Despite 20% of the positions being vacant, we increased revenues 30% above the projected budget. Challenges:  Staffing: Retirements and medical leaves have left us short-handed, but competition from other public agencies and the private sector, and the ability of the latter to pay higher salaries, makes recruiting and hiring very difficult.  Economic competition: Other cities are also competing with us in “placemaking.” 8  Marketing: While we are making progress, we need to find resources to enable us to tell our story more effectively and to a broader, larger audience. Tom Brubaker, Law Accomplishments:  Supported other departments in helping shut down a drug house and a four-unit building.  Nabbed drugs, guns, and cars involved in crimes, and recovered $354,046 in drug money.  Received grants to help fund the DUI Court.  Won appeal that challenged the minimum measurement standard (5ng/ml) for driving under the influence of marijuana. Challenges:  A rising caseload because of new public defense standards  Code enforcement  New business licensing enforcement  Implementing the electronic filing system.  Legal issues around homelessness.  Development agreements with the YMCA.  Reached agreement with Comcast on franchise agreements.  Working with cellular companies on small cell sites.  Succession planning since Tom is retiring next year Aaron BeMiller , Finance Accomplishments:  Improved financial practices and internal controls based on best practices  Management of staff Challenges:  Continuing to improve fiscal procedures  Addressing the fiscal cliff that is coming in 2020  Be proactive in light of decentralized finance and procurement Derek Matheson, Mayor’s Office Accomplishments:  Hiring people in three leadership positions  Biennial budget  Labor contracts  We ramped up the government performance system with strategic plan and strategy mapping.  Cultural Communities Board  New website was activated on 1 November 2016  Added neighborhoods to our neighborhood program; 31 now involved 9  City Clerk’s staff stayed afloat with all the demands for public information Challenges:  The transition from Mayor Cooke to a new Mayor and with two new City Councilmembers  Implementing the new Communications Department, including developing a job description for the communications coordinator and hiring a department director in 2018.  The ability of the City Clerk’s Office to respond in a timely manner to public information requests.