HomeMy WebLinkAboutCity Council Meeting - Council Workshop - Agenda - 02/02/2018adccW18328
CITY OF KENT
Council RetreatAgenda
Mayor Dana Ralph
Council President Bill Boyce
Councilmembers
Tina Budell Brenda Fincher
Satwinder Kaur Les Thomas
Toni Troutner Dennis Higgins
February 2-3, 2018
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KENT CITY COUNCIL 2018 ANNUAL STRATEGIC PLANNING MEETING
Friday, 2 February, Noon-5 p.m. / Saturday, 3 February, 7:30 a.m.-5 p.m.
Lake Wilderness Lodge / 22500 SE 248th Street, Maple Valley
DRAFT AGENDA
THE MEETING’S GOALS:
1. Identify the Council’s priorities in 2018.
2. Ensure our vision, mission, and strategic goals are leading us in the right direction.
3. Discuss the issues of greatest interest and importance to the Council and Mayor, and identify
what we need to do to ensure that our strategies and actions help advance our vision for the
City’s long-term future.
4. Reach an understanding of how the Council and Mayor can blend styles and align interests and
expectations to work as effectively as possible for Kent.
__________________________________________________________________________________________________________
FRIDAY’S SESSIONS
12:00 Lunch will be provided. Please come early to enjoy the food and beverages
and be ready to convene the meeting promptly at 1 o’clock.
1:00 Welcome! Review Meeting’s Purpose
BILL BOYCE, COUNCIL PRESIDENT
1:05 Review Agenda, Ground Rules, and Facilitation Techniques
JIM REID, FACILITATOR
1:10 Identify Major Accomplishments of 2017
COUNCIL / MAYOR RALPH
Which accomplishments of the City in 2017 will have the most positive, long-term benefits?
What have been some lessons we’ve learned during the past few years about advancing our
goals and engaging the community to support them?
1:50 Identify Major Accomplishments; Anticipate Upcoming Challenges
MAYOR RALPH / MAYOR’S LEADERSHIP TEAM (MLT) / COUNCIL
What were each department’s 2-3 major accomplishments during 2017?
2
What appear to be the biggest challenges facing each department this year and in the next
few years?
What are the Council’s reactions and thoughts about the challenges ahead?
2:50 Break
3:00 Review Vision, Mission, and Goals
COUNCIL / MAYOR RALPH / MLT
In general, what kind of City do we want in the next 10-20 years?
What do the vision and mission statements mean to us?
What do the five goals mean to each Council member and to the Mayor?
o In discussing each goal, we will ask each Council member and Mayor Ralph
to express what the goal means to them.
Do we need to refine our vision, mission, or goals? If not, is there agreement
that they continue to lead us in the direction we want to go?
If there is consensus to refine or revise the vision, mission, and/or goals, what process and
timeline shall we use?
4:00 Our Top 10 Priorities for 2018
COUNCIL / MAYOR RALPH
At next year’s Council retreat, what do we want to say were our Top 10 accomplishments
of the past year?
o This is intended to initially brainstorm the Council and Mayor’s priorities for 2018.
We’re likely to discuss all or most of these potential priorities when we discuss the
issues on the agenda in more depth.
Once we have heard all the suggestions and have briefly defined them, we’ll poll the
elected officials to see if there’s a tentative consensus on ten priorities or if there are more
or less than ten on the list.
4:35 Working Together in 2018
COUNCIL / MAYOR RALPH
How will the leadership styles of the Mayor and Council blend to enable us to succeed in
2018?
What does Mayor Ralph want us to know about how she will lead the City and work with
us?
What do we need her to know about the Council’s and interest in working with her?
5:00 Adjourn the Business Meeting Until Tomorrow Morning
3
KENT CITY COUNCIL 2018 ANNUAL STRATEGIC PLANNING MEETING
Friday, 2 February, Noon-5 p.m. / Saturday, 3 February, 7:30 a.m.-5 p.m.
Lake Wilderness Lodge / 22500 SE 248th Street, Maple Valley
DRAFT AGENDA
THE MEETING’S GOALS:
1. Identify the Council’s priorities in 2018.
2. Ensure our vision, mission, and strategic goals are leading us in the right direction.
3. Discuss the issues of greatest interest and importance to the Council and Mayor, and identify
what we need to do to ensure that our strategies and actions help advance our vision for the
City’s long-term future.
4. Reach an understanding of how the Council and Mayor can blend styles and align interests and
expectations to work as effectively as possible for Kent.
__________________________________________________________________________________________________________
SATURDAY’S SESSIONS
7:30 Breakfast refreshments will be available. Please come early to enjoy them
and be prepared to convene the meeting promptly at 8 a.m. Thank you!
8:00 Welcome! Review Yesterday’s Discussions and Meeting’s Purpose
BILL BOYCE, COUNCIL PRESIDENT
8:05 Review Agenda, Ground Rules, and Yesterday’s Discussions
JIM REID, FACILITATOR
8:10 Our Efforts to Address Financial Sustainability
COUNCIL / MAYOR RALPH / MLT
What are the financial problems and challenges the City faces in the 2019-’20 budget?
What have we done to date to prepare the City?
What options are available to us to ensure programs and services remain sustainable? At
this time they appear to be: 1) transfer revenues among programs; 2) reduce revenues and,
therefore, cut programs and services; 3) raise revenues. Are there any other options?
Regarding option 3, what new revenues sources might be available? How much additional
revenue would be generated by each source?
Discuss the options and potential sources of revenue.
4
What appear to be the Council’s preferences? What more information does the Council
need?
Identify next steps and their timing. Is there agreement on how to proceed?
10:00 Break
10:10 Review Proposed Capital Projects
COUNCIL / MAYOR RALPH / MLT
What projects are currently on the CIP list?
What is the Council’s reaction to the list? What projects does the Council want the Mayor
and her staff to bring forward?
When will the projects on this list be prioritized, and how is that achieved?
10:40 Discuss Public Safety Issues and Funding
COUNCIL / MAYOR RALPH / MLT
What were the conditions, trends, and outcomes in public safety during 2017?
What does the police department expect in 2018 and in the next couple years?
What is the City doing to combat crime, both violent and non-violent, engage the
community in making Kent safer, and coordinating with other local and regional law
enforcement agencies?
Two specific issues for discussion: 1) body cameras on officers; 2) ca rs assigned to each
officer, which they can take home.
How would passage in April of the ballot measure —the proposed utility tax increase to fund
police services—affect our planning and allocation of resources? What would its defeat
mean for them?
Is the Council in agreement with the direction the City is taking to ensure public safety?
11:40 The City’s Need for More Space
COUNCIL / MAYOR RALPH / MLT
What are the City’s needs for more space? How have we attempted to address those needs
thus far?
How might we allocate additional resources to meet our needs and interests?
Is there agreement on how to proceed?
12:10 Lunch will be provided.
1:00 Review and Discuss the Economic Development Strategic Plan
COUNCIL / MAYOR RALPH / MLT
What is the current direction of the City’s economic development plan? How is that vision
being achieved?
What are the emerging issues that could face the City in the next couple years?
Does the Council support the plan’s vision and strategies?
Are any refinement needed? If so, what would they be?
5
2:15 Break
2:30 Council President’s Vision for Internship or Work Program for Young People
COUNCIL / MAYOR RALPH / MLT
What is Council President Boyce’s vision for an internship program or summer work
program for young people? What would be its goals? Who would participate?
What is the Mayor Ralph’s vision for the program? How does it align with President Boyce’s
vision and expectations?
What are the reactions to this idea?
How would we move forward to implement it?
3:00 Kent’s Role in the Region
COUNCIL / MAYOR RALPH / MLT
What role has the City played in recent years at regional forums and on regional
committees? How did the City benefit from its regional involvement?
Which regional issues and problems could have the greatest potential impacts on Kent in
the next few years?
What should be the role of the City in influencing the discussions and solutions?
Who from the City will play a role at a regional level?
3:15 The Top 10 Priorities for 2018 3:05
COUNCIL / MAYOR RALPH / MLT
Yesterday the Council and Mayor brainstormed the Top 10 things the City should accomplish
by the 2019 retreat.
Which of these have we already discussed?
Which have not been discussed? For those, what are the problems we seek to solve? What
are the outcomes we want?
Does a poll of the elected officials indicate that we have consensus for the Top 10 priorities
for 2018?
3:45 Review Council Rules
COUNCIL / MAYOR RALPH / MLT
As a refresher, what are the roles and responsibilities of the City Council? How do they fit
with the duties of the Mayor, City Administrative Officer (CAO), and staff?
What else must Council members be aware of and take into consideration in performing
their duties?
What do Council members need from each other? What do you need from staff?
Are there any Council rules or procedures that should be updated this year?
4:30 Other Issues on the Horizon
COUNCIL / MAYOR RALPH / MLT
What are other issues of interest for possible future Council discussions?
6
4:45 What are We Taking Away from This Year’s Retreat?
COUNCIL / MAYOR RALPH / MLT
5:00 Adjourn
Kent is a safe, connected and
beautiful city, culturally vibrant
with richly diverse urban centers.
The City of Kent is dedicated to
building a thriving, sustainable,
and inclusive community through
innovative leadership, inspired teamwork,
and unwavering devotion to responsibly
advancing our quality of life.
Kent’s Vision
Mission
Goals
Innovative Government
Authentic Connectivity
and Communication
Thriving Neighborhoods
and Urban Centers
Sustainable Funding
Inclusive Community
Integrity
Caring
Communication
Teamwork
Innovation
Values
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1/30/2018
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Council Retreat – February 3, 2018
Structural Imbalance & the Fiscal Cliff
Considerations
Current Fund Forecasts
Possible Approaches
Adjusted Forecasts
Other Possible Revenue Sources
“Kitchen Sink” Forecasts
General Fund Expenditure Reduction
Reminders & Decision Points
Council Retreat
February 3, 2018
2
3
1/30/2018
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3
Council Retreat
February 3, 2018
4
Council Retreat
February 3, 2018
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1/30/2018
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5
Council Retreat
February 3, 2018
6
Council Retreat
February 3, 2018
•Does not include any new full-time, part-time, or limited-term positions
•Fund Balance Policy requires a minimum ending fund balance of 18% of budgeted
expenditures
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 19,705 18,674 17,430 16,970 14,430 5,410 (4,770) (16,260) (29,110) (43,360)
Total Revenues 100,302 102,677 106,910 103,940 98,510 99,660 100,750 101,850 102,990 104,130
Total Expenditures 101,333 103,923 107,370 106,480 107,530 109,840 112,240 114,700 117,240 119,850
Change In Fund Balance (1,031) (1,246) (460) (2,540) (9,020) (10,180) (11,490) (12,850) (14,250) (15,720)
ENDING FUND BALANCE 18,674 17,428 16,970 14,430 5,410 (4,770) (16,260) (29,110) (43,360) (59,080)
18.4% 16.8% 15.8% 13.6% 5.0% N/A N/A N/A N/A N/A
General Fund
Eight-Year Forecast - Status Quo
FY 2019 - 2026
Eight-Year Forecast
5
1/30/2018
4
7
Council Retreat
February 3, 2018
•Fund Balance Policy requires a minimum ending fund balance of $1.5m
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 8,227 11,557 4,430 1,500 1,500 1,500 1,500 1,500 1,500 1,500
Total Revenues 16,163 14,957 11,500 8,890 8,990 9,090 9,200 9,310 9,420 9,530
Total Debt Service 9,533 9,706 7,450 5,910 4,180 3,740 3,670 3,750 5,370 3,880
Total Available for Capital 3,300 12,377 6,980 2,980 4,810 5,350 5,530 5,560 4,050 5,650
Change In Fund Balance 3,330 (7,126) (2,930) - - - - - - -
ENDING FUND BALANCE 11,557 4,431 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500
Capital Resources Fund
Eight-Year Forecast - Available for General Capital - Status Quo
FY 2019 - 2026
Eight-Year Forecast
8
Council Retreat
February 3, 2018
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 2,394 3,241 2,040 1,460 1,086 926 572 591 679 1,501
Total Revenues 8,972 8,410 8,410 8,890 9,390 9,600 9,810 10,030 10,251 10,472
Total Transfers In 2,394 3,074 2,710 2,460 2,210 2,250 2,300 2,350 2,400 2,450
Total Expenditures 10,519 12,687 11,700 11,723 11,760 12,203 12,091 12,292 11,828 11,389
Change In Fund Balance 847 (1,204) (580) (373) (160) (354) 19 87 822 1,533
ENDING FUND BALANCE 3,241 2,037 1,460 1,086 926 572 591 679 1,501 3,034
30.8% 16.1% 12.5% 9.3% 7.9% 4.7% 4.9% 5.5% 12.7% 26.6%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 5,413 6,266 5,980 5,620 5,310 5,090 4,830 4,540 4,200 3,840
Total Revenues 3,115 2,662 2,710 3,140 3,590 3,660 3,730 3,800 3,880 3,950
Total Expenditures 2,262 2,948 3,070 3,450 3,810 3,920 4,020 4,140 4,240 4,370
Change In Fund Balance 853 (285) (360) (310) (220) (260) (290) (340) (360) (420)
ENDING FUND BALANCE 6,266 5,981 5,620 5,310 5,090 4,830 4,540 4,200 3,840 3,420
277.0% 202.9% 183.1% 153.9% 133.6% 123.2% 112.9% 101.4% 90.6% 78.3%
* Criminal Justice Fund does not include the upcoming vote on a 2% Utility Tax Increase
* Both Street & Criminal Justice Fund require an ending balance of 16% of budgeted expenditures per City Policy
Criminal Justice Fund
Eight-Year Forecast - Status Quo
FY 2019 - 2026
Eight-Year Forecast
Eight-Year Forecast
Street Fund
Eight-Year Forecast - Status Quo
FY 2019 - 2026
6
1/30/2018
5
Shift sales tax from capital as debt service is paid
maintaining ~$2.5m in CRF
Continue 2% internal utility tax - $1.45m annually
(Anticipate debt paid in 2018)
Requires Council action
Reduce or eliminate CRF allocation to IT/Street
capital (4% internal utility tax) as needed to
maintain operations
Capital
Resource
Fund
( - )
9
Council Retreat
February 3, 2018
General
Fund
( + )
Reduce GF subsidy of Streets Fund as debt is
reduced (maintaining required fund balance)
Move eligible costs to Criminal Justice Fund
~$300k per year beginning in 2020
Street
Fund
( - )
10
Council Retreat
February 3, 2018
General
Fund
( + )
General
Fund
( + )
Criminal
Justice
Fund
( - )
7
1/30/2018
6
11
Council Retreat
February 3, 2018
Adjusted scenarios include all items mentioned in slides 9 & 10 as follows:
•2% Internal Utility Tax beginning in 2019
•Sales Tax (less $2.5m) to GF beginning in 2020
•Eliminates 4% Internal Utility Tax to CRF in 2021
•Moves eligible costs to Criminal Justice Fund beginning in 2020
•Reduction of Street Fund subsidy beginning in 2021
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 19,705 18,674 17,430 19,260 19,140 16,130 12,010 7,070 810 (7,480)
Total Revenues 100,302 102,677 108,360 106,440 101,820 103,250 104,340 105,440 105,110 107,720
Total Expenditures 101,333 103,923 106,530 106,560 104,830 107,370 109,280 111,700 113,400 115,290
Change In Fund Balance (1,031) (1,246) 1,830 (120) (3,010) (4,120) (4,940) (6,260) (8,290) (7,570)
ENDING FUND BALANCE 18,674 17,428 19,260 19,140 16,130 12,010 7,070 810 (7,480) (15,050)
18.4% 16.8% 18.1% 18.0% 15.4% 11.2% 6.5% 0.7% N/A N/A
General Fund
FY 2019 - 2026
Eight-Year Forecast - Adjusted
Eight-Year Forecast
12
Council Retreat
February 3, 2018
•Total Available for Capital includes $300k annually for ShoWare Lifecycle maintenance
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 8,227 11,557 4,430 2,970 1,500 1,500 1,500 1,500 1,500 1,500
Total Revenues 16,163 14,957 10,250 7,840 4,480 4,200 4,200 4,200 5,670 4,200
Total Debt Service 9,533 9,706 7,450 5,910 4,180 3,740 3,670 3,750 5,370 3,880
Total Available for Capital 3,300 12,377 4,260 3,400 300 460 530 450 300 320
Change In Fund Balance 3,330 (7,126) (1,460) (1,470) - - - - - -
ENDING FUND BALANCE 11,557 4,431 2,970 1,500 1,500 1,500 1,500 1,500 1,500 1,500
Eight-Year Forecast - Adjusted
FY 2019 - 2026
Eight-Year Forecast
Capital Resources Fund
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1/30/2018
7
13
Council Retreat
February 3, 2018
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 2,394 3,241 2,040 1,870 1,880 1,880 1,950 1,930 1,960 1,890
Total Revenues 8,799 8,243 8,410 8,890 9,390 9,600 9,810 10,030 10,250 10,470
Total Transfers In 2,567 3,241 3,120 2,840 2,370 2,660 2,240 2,260 1,480 830
Total Expenditures 10,519 12,687 11,700 11,720 11,760 12,190 12,070 12,260 11,800 11,370
Change In Fund Balance 847 (1,204) (170) 10 - 70 (20) 30 (70) (70)
ENDING FUND BALANCE 3,241 2,037 1,870 1,880 1,880 1,950 1,930 1,960 1,890 1,820
31% 16% 16% 16% 16% 16% 16% 16% 16% 16%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 5,413 6,325 6,040 5,680 5,090 4,580 4,030 3,430 2,780 2,100
Total Revenues 3,115 2,662 2,710 3,140 3,590 3,660 3,730 3,800 3,880 3,950
Total Expenditures 2,203 2,948 3,070 3,730 4,100 4,210 4,330 4,450 4,560 4,690
Change In Fund Balance 912 (285) (360) (590) (510) (550) (600) (650) (680) (740)
ENDING FUND BALANCE 6,325 6,040 5,680 5,090 4,580 4,030 3,430 2,780 2,100 1,360
287% 205% 185% 136% 112% 96% 79% 62% 46% 29%
* Criminal Justice Fund does not include the upcoming vote on a 2% Utility Tax Increase
* Both Street & Criminal Justice Fund require an ending balance of 16% of budgeted expenditures per City Policy
Criminal Justice Fund
Eight-Year Forecast - Adjusted
FY 2019 - 2026
Eight-Year Forecast
Eight-Year Forecast
Street Fund
Eight-Year Forecast - Adjusted
FY 2019 - 2026
B&O Taxes
Eliminate B&O Tax Restrictions
B&O Tax Rate Increase
Currently we are at
23% of our maximum allowable rate in
Manufacturing & Retail
76% of our maximum allowable rate in
Services & Wholesaling
If we increased rates to the maximum allowed,
we would see an estimated $8.7m increase
annually
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February 3, 2018
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1/30/2018
8
New Revenue Sources
Transportation Benefit District
Car Tabs - Councilmanic
$20 car tab (estimated new revenues ~$1.66m)
Sales Tax Increase (requires vote)
Up to 0.2% increase (estimated new revenues ~$5m)
Levy Lid Lift (Simple majority vote by residents)
Franchise Fees for Utility Districts
Water District #111
Highline Water District (Negotiations not complete)
Midway Sewer District (Negotiations not complete)
Soos Creek Water & Sewer District (Negotiations not commenced)
Tax on sweetened beverages
Excise tax on distribution of sweetened beverages (not a sales tax)
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Council Retreat
February 3, 2018
New Revenue Sources (cont.)
Marijuana ~$390k annual revenues
Sales Tax ~$330k annually
B&O Tax ~$15k for 3 stores
Excise Tax ~$45k - $0.35 per capita for 2018 (per
MRSC.org State Shared Revenue Estimator)
Auburn ($27k), Renton ($36k), Bellevue ($49k), Covington ($7k) for 2018
Cardrooms ~$100k annually (50% of Great
American Casino)
Washington cities may tax up to 20% of cardroom gross
receipts, but most tax between 9% & 11%
The industry entered a downward spiral in 2006 as the
state’s new smoking ban went into effect, a change that
doesn’t apply to tribal casinos
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February 3, 2018
10
1/30/2018
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17
Council Retreat
February 3, 2018
Includes all items previously added plus the following:
•$20 Car Tabs (Reduces GF expenditures starting in 2021)
•Marijuana annual revenues
•Cardroom annual revenues
•Market Place Fairness revenues (DOR Estimates)
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 19,705 18,674 17,620 19,230 19,350 18,590 18,170 16,460 13,490 8,200
Total Revenues 100,302 102,871 109,410 106,610 103,030 104,650 105,830 106,960 106,650 109,290
Total Expenditures 101,333 103,923 107,800 106,490 103,790 105,070 107,540 109,930 111,940 114,480
Change In Fund Balance (1,031) (1,052) 1,610 120 (760) (420) (1,710) (2,970) (5,290) (5,190)
ENDING FUND BALANCE 18,674 17,621 19,230 19,350 18,590 18,170 16,460 13,490 8,200 3,010
18.4% 17.0% 17.8% 18.2% 17.9% 17.3% 15.3% 12.3% 7.3% 2.6%
General Fund
Eight-Year Forecast - Kitchen Sink
FY 2019 - 2026
Eight-Year Forecast
18
Council Retreat
February 3, 2018
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 8,227 11,557 4,430 2,970 1,500 1,500 1,500 1,500 1,500 1,500
Total Revenues 16,163 14,957 11,500 8,890 5,900 4,200 4,200 4,200 5,670 4,200
Total Debt Service 9,533 9,706 7,450 5,910 4,180 3,740 3,670 3,750 5,370 3,880
Total Available for Capital 3,300 12,377 5,510 4,450 1,720 460 530 450 300 320
Change In Fund Balance 3,330 (7,126) (1,460) (1,470) - - - - - -
ENDING FUND BALANCE 11,557 4,431 2,970 1,500 1,500 1,500 1,500 1,500 1,500 1,500
FY 2019 - 2026
Eight-Year Forecast
Eight-Year Forecast - Kitchen Sink
Capital Resources Fund
11
1/30/2018
10
19
Council Retreat
February 3, 2018
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 2,394 3,241 2,040 1,870 3,160 2,480 1,950 1,930 1,960 2,230
Total Revenues 8,799 8,243 8,410 10,550 11,080 11,320 11,560 11,810 12,070 12,330
Total Transfers In 2,567 3,241 3,120 2,460 - 340 490 480 - -
Total Expenditures 10,519 12,687 11,700 11,720 11,760 12,190 12,070 12,260 11,800 11,370
Change In Fund Balance 847 (1,204) (170) 1,290 (680) (530) (20) 30 270 960
ENDING FUND BALANCE 3,241 2,037 1,870 3,160 2,480 1,950 1,930 1,960 2,230 3,190
31% 16% 16% 27% 21% 16% 16% 16% 19% 28%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
BEGINNING FUND BALANCE 5,413 6,266 5,980 5,660 5,110 4,640 4,130 3,570 2,960 2,320
Total Revenues 3,115 2,662 2,750 3,180 3,630 3,700 3,770 3,840 3,920 3,990
Total Expenditures 2,262 2,948 3,070 3,730 4,100 4,210 4,330 4,450 4,560 4,690
Change In Fund Balance 853 (285) (320) (550) (470) (510) (560) (610) (640) (700)
ENDING FUND BALANCE 6,266 5,981 5,660 5,110 4,640 4,130 3,570 2,960 2,320 1,620
277% 203% 184% 137% 113% 98% 82% 67% 51% 35%
* Criminal Justice Fund does not include the upcoming vote on a 2% Utility Tax Increase
* Both Street & Criminal Justice Fund require an ending balance of 16% of budgeted expenditures per City Policy
Criminal Justice Fund
Eight-Year Forecast - Kitchen Sink
FY 2019 - 2026
Eight-Year Forecast
Street Fund
Eight-Year Forecast - Kitchen Sink
FY 2019 - 2026
Eight-Year Forecast
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21
Council Retreat
February 3, 2018
Note: The average FTE in the GF is $120k
Department FTE
Department
Total
Expenditures
% of Total GF
Expenditures
Mayor’s Office/City Clerk 11.8 2,874,430 3.4%
Economic & Community Dev * 42.8 6,634,790 7.9%
Finance 20.4 2,376,730 2.8%
Human Resources 13.6 2,108,610 2.5%
Law (Civil) 6.0 1,388,360 1.7%
Parks, Recreation & Comm Svcs * 78.7 17,108,710 20.4%
Total 173.2 32,491,630 38.7%
* Cuts could have a possible corollary effect on revenues
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Council Retreat
February 3, 2018
Starting in 2021, Reduce:
•Positions
•Supplies by 10%
•$1m in Services
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
(in thousands)Est Act Adjusted
FTE Reduction per Year (7) (13) (7) (8) (11)
BEGINNING FUND BALANCE 19,705 18,674 17,430 19,260 19,140 18,440 18,460 18,740 18,990 19,010
Total Revenues 100,302 102,677 108,360 106,440 101,820 103,250 104,340 105,440 105,110 107,080
Total Expenditures 101,333 103,923 106,530 106,560 102,520 103,230 104,060 105,190 105,090 106,760
Change In Fund Balance (1,031) (1,246) 1,830 (120) (700) 20 280 250 20 320
ENDING FUND BALANCE 18,674 17,428 19,260 19,140 18,440 18,460 18,740 18,990 19,010 19,330
18% 17% 18% 18% 18% 18% 18% 18% 18% 18%
General Fund
Eight-Year Forecast - Adjusted
FY 2019 - 2026
Eight-Year Forecast
13
1/30/2018
12
23
Council Retreat
February 3, 2018
24
Council Retreat
February 3, 2018
14
CONSISTENCYPUBLIC PARTICIPATION•CODES
•STANDARDS
•PERMIT PROCESS
COMPREHENSIVE
PLAN
STATE AND REGIONAL MANDATES:
•GROWTH MANAGEMENT ACT
•REGIONAL PLANS
•VISION 2040
•TRANSPORTATION 2040
•ECONOMIC DEVELOPMENT STRATEGY
•COUNTYWIDE PLANNING POLICIES
LAND USE
ELEMENT
PARKS
ELEMENT
HUMAN
SERVICES
ELEMENT
CAPITAL
FACILITIES
ELEMENT
TRANSPORTATION
ELEMENT
ECONOMIC
DEVELOPMENT
ELEMENT
HOUSING
ELEMENT
UTILITIES
ELEMENT
SHORELINE
ELEMENT
STATE AND REGIONAL PLANS:
•SOUND TRANSIT 3
•PUGET SOUND ACTION AGENDA
•SALMON HABITAT PLANS (WRIA 8 & 9)
•METRO CONNECTS
•ADJACENT JURISDICTION PLANS
HUMAN SERVICES
MASTER PLAN
ECONOMIC DEVELOPMENT
PLAN
PARKS & OPEN SPACE
PLAN
CONSOLIDATED PLAN FOR
HOUSING AND COMMUNITY
DEVELOPMENT
•DRAINAGE MASTER PLAN
•WATER SYSTEM PLAN
•COMPREHENSIVE SEWER PLAN
•PUGET SOUND ENERGY
•COMPREHENSIVE SOLID WASTE
MANAGEMENT PLAN
•SPECIAL UTILITY DISTRICT PLANS
•MIDWAY SUBAREA PLAN
•DOWNTOWN SUBAREA PLAN
•TRANSPORTATION MASTER PLAN
•COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
SHORELINE MASTER
PROGRAM POLICIES
•REGIONAL FIRE AUTHORITY POLICIES AND PLANS
•SCHOOL DISTRICT CAPITAL FACILITIES PLANS (KENT,
FEDERAL WAY, HIGHLINE, AUBURN)
•KING COUNTY PUBLIC LIBRARY
•TECHNOLOGY ACTION BOARD
2-YEAR CAPITAL BUDGET
6-YEAR CAPITAL IMPROVEMENT PLANS
6-YEAR TRANSPORTATION IMPROVEMENT PLAN
(CONCURRENCY)
CAPITAL INVESTMENT STRATEGY
HOW WE PLAN:
HOW WE IMPLEMENT
OUR PLANS:
•FUNDING
MAINTENANCE
GROWTH NEEDS OPPORTUNITIES
EMERGENCIES
15
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16
Capital Investment Strategy (CIS)
Policy Questions
1/30/2018 8:37 AM Page 1
Maintenance Strategy
1) Should a percentage of the capital funding available be set aside for:
a. Maintenance
b. Emergencies
2) Should maintenance projects that are necessary to meet a minimum level of
service be the citywide top priority (with each maintenance project prioritized
citywide) and no funding given to other projects until maintenance cycles are
finished? How should useful life (lifecycle) considerations be funded?
3) Should maintenance projects include an assessment of related needs in the
area and only receive funding if it addresses those needs at the same time,
such as a street repair project necessarily including a new safety or sidewalk
component?
Project Planning Strategy
4) Should the CIS include phasing of investments to satisfy needs in one area
before moving on to the next area? Should those areas be required to have
completed subarea planning documents prior to being funded? How should
social equity considerations be brought into the priority?
5) Should a new public participation process determine the areas to be funded?
6) Are the criteria for citywide project prioritization appropriate? Should the
public give input on the criteria?
7) How should the CIS inform the planning that City departments do? For
example, department master plans often use differing criteria for
prioritization, resulting in a master project list that would not comport with
the CIS list.
8) How should the CIS inform the work programs of City departments and vice
versa? How should department resources be allocated toward citywide
priority projects?
9) How should projects with multiple components or segments be
conceptualized, i.e. Meet Me on Meeker? Do decision-makers want to
consider parts of projects individually, or only consider the whole?
17
Capital Investment Strategy (CIS)
Policy Questions
1/30/2018 8:37 AM Page 2
10) Should high-cost projects be phased by components of project scope (e.g.,
design, utilities, construction) and by sections rather than as a whole?
Funding Strategy
11) Should high-cost projects be excluded from the funding strategy until further
funding sources are identified and in place? One example could be a general
fund balance goal—until the goal is reached, any project over X amount is
put on hold.
12) Should all funding be directed to the highest ranking projects, regardless of
other priorities and regardless of cost of highest ranking projects, until the
highest ranking projects are fully funded?
13) Should “return on investment (ROI)” be considered as part of the Capital
Investment Strategy? How do we define ROI?
14) Should funding streams that are not legally required to be dedicated to a
certain type of project be available for any kind of project?
18
6 2018-2023 CAPITAL IMPROVEMTNT PROGRAM | CITY OF KENT, WASHINGTON CAPITAL IMPROVEMENT PROGRAM
GENERAL GOVERNMENT—in thousands
2018 2019 2020 2021 2022 2023 Total
Sources of Funds
CRF General 1,750 1,750
Facilities Fund 591 550 550 555 799 555 3,600
Fleet Fund 1,750 1,750
Information Technology Fund 547 1,697 1,797 2,335 6,376
Funding Gap 255 100 50 50 455
Total Sources of Funds 4,638 2,502 2,447 2,940 849 555 13,931
Projects
Facilities
Kitchen Equipment (Lifecycle)20 20 30 25 25 25 145
Centennial Center Reseal 50 50
Facilities Card Access 114 114
Corrections Portable Back-up Power Conn.50 50
Tenants Requested Renovations 50 50 50 50 200
Kent Pool Lifecycle 25 25 25 25 25 25 150
Emergency Facility Repairs 47 100 100 100 100 104 551
Roof Repairs (Lifecycle)35 400 145 55 450 330 1,415
Floor Covering Replacements (Lifecycle)200 60 100 20 30 410
Parking Lots (Lifecycle)- 100 55 54 71 280
HVAC Replacements (Lifecycle)100 100 100 275 115 - 690
Total Facilities Projects 591 805 650 605 849 555 4,055
Fleet
Fuel Island Phase 1 (Portable)1,050 1,050
Fuel Island Phase 2 (Partially Portable)700 700
Total Fleet Projects 1,750 - - - - - 1,750
Technology
Software Lifecycle 768 875 975 1,513 4,131
Hardware Lifecycle 622 622 622 1,866
Tech Plan 200 200 200 600
Permitting System Replacement (KIVA)419 419
eFax/Email/File Record Retention Mgmt 50 50
Data & Records Mgmt-Dashboard & Collab 35 35
Intranet Redesign 50 50
Avanti System Replacement 250 250
Online Resident Engagement Tool Analysis
Parks Dashboard 150 150
Communications Dashboard 75 75
Total Technology Projects 1,797 1,697 1,797 2,335 - - 7,626
Strategic Investment Projects
Place Making - Meet Me On Meeker 450 450
Downtown Strategic Action Plan Imp 50 - - - - - 50
Total Strategic Investment Projects 500 - - - - - 500
Total Projects 4,638 2,502 2,447 2,940 849 555 13,931 GENERAL GOVERNMENT 19
7
2018-2023 CAPITAL IMPROVEMENT PROGRAM | CITY OF KENT, WASHINGTON CAPITAL IMPROVEMENT PROGRAM
PARKS, RECREATION & COMMUNITY SERVICES—in thousands PARKS Section Value 2018 2019 2020 2021 2022 2023 Total
Sources of Funds
CRF REET2 4,700 1,000 1,000 1,000 1,000 1,000 9,700
Grants - Washington State 1,000 500 500 500 500 - 3,000
Drainage Revenues 600 600
Street Operating Fund 1,000 1,000
General Fund 2,000 2,000
Fuel Tax 10 10
CRF General 3,200 3,200
Funding Gap 2,930 6,550 5,525 5,755 5,090 5,385 31,235
Total Sources of Funds 15,440 8,050 7,025 7,255 6,590 6,385 50,745
Projects
Programs
Golf Maintenance Equipment Replacement 150 150 150 450
DR Building Renovations and Improvements 100 100
Irrigation System Upgrades 630 100 730
Golf Course Renovations and Improvements 335 230 120 105 790
Golf Course Accessories 115 115
Clubhouse Renovations and Improvements 185 10 195
Tournament Pavilion 50 450 500
Green Kent 150 150 150 150 150 150 900
Adopt-A-Park 25 25 25 25 25 25 150
Eagle Scout Volunteer Program 10 10 10 10 10 10 60
Paths and Trails Reinvestment Program 10 10 10 10 10 10 60
Total Programs 195 1,710 735 915 300 195 4,050
Planning & Design
Master Plans 50 50 50 50 50 50 300
Architect/Engineering 40 40 40 40 40 40 240
Mill Creek Canyon Trails Design 100 1,000 1,100
Hogan Park at Russell Road Ph II Design - - 100 - - - 100
Total Planning & Design 90 90 190 190 90 1,090 1,740
Redevelopment & Renovations
Lifecycle 580 500 500 500 500 500 3,080
West Fenwick Park Renovation Phase 2 1,375 1,375
Kent Memorial Park Renovation 1,100 1,100
Springwood Park Renovation 1,700 2,500 4,200
Chestnut Ridge Playground 200 200
Old Fishing Hole Improvements 300 300
First Avenue Lunar Rover - Phase 1 250 250
Eastridge Renovation 100 100
Mill Creek Earthworks Renovation 100 1,100 1,200
North Meridian Park Renovation Phase I 50 850 900
20
8 2018-2023 CAPITAL IMPROVEMTNT PROGRAM | CITY OF KENT, WASHINGTON CAPITAL IMPROVEMENT PROGRAM PARKS Section Value 2018 2019 2020 2021 2022 2023 Total
Interurban Trail, 3 Friends Fishing Hole 400 400
First Avenue Lunar Rover - Phase II 300 300
Garrison Creek Park Renovation 400 400
Glenn Nelson Park Renovation 50 350 400
Lake Fenwick Park Renovation - Phase II 200 2,400 2,600
Uplands Playfield Renovation - Construct 1,350 1,350
Park Orchard Park Renovation 50 300 350
Hogan Park at Russell Road Reno. Ph II 1,500 1,500
Kherson Urban Play 300 300
Green River Trail / Van Doren's Landing 2,500 2,500
Downtown Place-Making Program - Showare 350 350
Meeker Street Place-Making 250 250
Frager Ped Bridge Rest Stop/Russell Wood 250 250
Sun Meadows Improvements 150 150
Downtown Place Mking - Burlington/Kaibar 150 150
NPR - Scenic Hill Park Renovation 400 400
KVLT - Boeing Rock Improvements 200 200
Downtown Place Mking - Titus/Kherson 100 100
Lake Meridian Park Renovations 100 100
Campus Park Renovation - - - - - 100 100
Total Redevelopment & Renovations 5,655 5,750 5,100 1,150 2,600 4,600 24,855
Development
YMCA 9,000 9,000
Huse/Panther Lake Community Park 2,800 3,100 5,900
Clark Lake Park Development 240th - - 500 1,700 - - 2,200
Total Development 9,000 - 500 4,500 3,100 - 17,100
Acquisition
Strategic Acquisitions 500 500 500 500 500 500 3,000
Total Acquisitions 500 500 500 500 500 500 3,000
Total Projects 15,440 8,050 7,025 7,255 6,590 6,385 50,745
21
9
2018-2023 CAPITAL IMPROVEMENT PROGRAM | CITY OF KENT, WASHINGTON CAPITAL IMPROVEMENT PROGRAM
TRANSPORTATION—in thousands
2018 2019 2020 2021 2022 2023 Total
Sources of Funds
Solid Waste Utility Tax 2,850 2,746 2,772 2,772 2,772 2,772 16,684
Business & Occupation Tax 8,000 6,880 6,880 6,880 6,880 5,755 41,275
Capital Resources Fund 2,400 2,400
Street Operating Fund 171 171
Funding Gap 9,499 9,473 9,473 9,473 9,473 47,391
Total Sources of Funds 13,421 19,125 19,125 19,125 19,125 18,000 107,921
Projects
Traffic controllers, signals & cameras 700 700 700 700 700 3,500
Pavement Preservation 6,860 6,834 6,834 6,834 6,834 34,196
Pavement Preservation B&O 4,044 4,044 4,044 4,044 4,044 20,220
Pavement Preservation SW Util Tax 2,596 2,622 2,622 2,622 2,622 13,084
Bridges 1,200 1,200 1,200 1,200 1,200 6,000
Quiet Zone Improvements 2,700 2,700
132nd Ave Pedestrian Improvements 121 121
Concrete Replacement Program 700 2,000 2,000 2,000 2,000 2,000 10,700
James Street Concrete Street 1,000 1,000
S 212th St Bridge @ Green River 400 400
S 212th Way Overlay 350 350
Pavement Striping & Loops 350 225 225 225 225 1,250
Thermoplastic Markings 215 400 400 400 400 1,815
Residential ADA, Sidewalk, Ramps 200 200
Residential Crack Sealing 130 130
Guardrail Repair / Replace 110 100 100 100 100 510
Street Signs Repair / Replace 250 200 200 200 200 1,050
Street Lights Repair / Replace 100 100 100 100 100 100 600
Crack Sealing Roadways 125 200 200 200 200 925
Street Tree Replacement & Mtc 375 375
Pavement Rating Consultant 75 75
Sidewalk, Walking Path, ADA Impv/Plan 450 450
Inlay - SE 248th St 60 60
Inlay - 124th Ave SE 60 60
Overlay - 108th Ave SE 60 60
Overlay - North Peak Crest 60 60
Overlay - 264th Pl 55 55
Overlay - Theresa Terrace 60 60
Overlay - 105th Ave SE 50 50
Overlay - 121st Ave SE 60 60
Overlay 121st Pl SE 55 55
Overlay 103rd Pl SE - SE 204th St 100 100
Overlay Alderwood 300 300
Overlay SE 268th 550 550
Overlay Meridian Glen 900 900
Street Lights - New 200 200 200 200 200 200 1,200
Flashing Yellow L Turn Ph. 3, 4 & 5 200 200
Traffic Signal Controller Cab / Parts 300 300
Crosswalk Safety Improvements 150 150 150 150 150 150 900
Residential Traffic Calming 150 150 150 150 150 150 900
E. Valley Hwy 196th - 180th 1,400 1,400
S 212th St / S 208th St 1,000 1,000
Total Projects 13,421 19,125 19,125 19,125 19,125 18,000 107,921 TRANSPORTATION 22
10 2018-2023 CAPITAL IMPROVEMTNT PROGRAM | CITY OF KENT, WASHINGTON CAPITAL IMPROVEMENT PROGRAM
UTILITIES—in thousands
2018 2019 2020 2021 2022 2023 Total
Sources of Funds
Water Revenues 7,750 4,500 4,500 4,500 4,500 4,500 30,250
Sewer Revenues 3,500 3,750 4,440 4,900 5,000 5,000 26,590
Drainage Revenues 7,950 8,000 8,000 8,000 8,000 8,000 47,950
Funding Gap 2,750 2,060 1,600 1,500 1,500 9,410
Total Sources of Funds 19,200 19,000 19,000 19,000 19,000 19,000 114,200
Projects
Water Supply & Distribution
Water Conservation 100 100 100 100 100 500
Water Generators 100 100 100 100 100 500
Reservoir Maintenance & Improvements 500 500 500 500 500 2,500
Water Main Repairs/Replacements 2,500 2,500 2,500 2,500 2,500 12,500
Hydrant Replacements 50 50 50 50 50 250
Large Meter & Vault Replacements 100 100 100 100 100 500
Habitat Conservation Plan Implementation 2,450 300 300 300 300 300 3,950
Pump Station 3 Electrical Upgrades 150 150
Misc Water; Piping Upgrades 500 550 550 550 550 550 3,250
Wellhead Protection 100 100 100 100 100 100 600
Security Improvements on Water Sites 50 50 50 50 50 50 300
Water Zone Improvements 1,500 1,500 1,500 1,500 1,500 7,500
E. Hill Pressure Zone PRV's 1,000 1,000
Landsburg Mine 100 100 100 100 100 500
Tacoma Pipeline 50 50 50 50 50 250
Derbyshire Water Main Replacements 3,000 3,000
224th St Phase II 500 - - - - - 500
Total Water Supply & Distribution 7,750 6,000 6,000 6,000 6,000 6,000 37,750
Sewer
Sewer Pipe Replacements 2,500 3,500 3,500 3,500 3,500 3,500 20,000
Pump Station Repairs & Replacements 500 1,500 1,500 1,500 1,500 1,500 8,000
Linda Heights Pump Station 500 - - - - - 500
Total Sewer 3,500 5,000 5,000 5,000 5,000 5,000 28,500
Stormwater Management
Green River Levee Repair 6,180 6,175 6,000 6,000 6,000 30,355
NPDES 200 220 225 230 230 230 1,335
Drainage Master Plan 200 200
Mill/Garrison/Spring/Grn. River & Tribs 1,000 1,000 1,170 1,170 1,170 5,510
Valley Creek System CLOMR 50 50
Upper MIll Creek Dam 400 400
144th Ave Drainage Improvements 200 200
Mill Creek @ 76th Ave Flood Protection 1,000 1,000
Lower Russell Road Levee 100 100
Valley Channel Rehabilitation 1,200 1,200
Mill Creek Culverts 300 300
Misc Drainage; Large Pipe/Culvert 300 600 600 600 600 600 3,300
S 224th St. Phase 2 1,000 1,000
W. Meeker Storm (RR-64th)1,000 1,000
GRNRA S Pump Station 2,000 - - - - - 2,000
Total Stormwater Management 7,950 8,000 8,000 8,000 8,000 8,000 47,950
Total Projects 19,200 19,000 19,000 19,000 19,000 19,000 114,200 UTILITIES 23
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24
1/29/2018
1
Public Safety Issues and Funding
Ken Thomas, Chief of Police
Kent Police Department
Presented to the Kent City Council
February 2-3, 2018
Crime in Kent
Conditions, trends and outcomes for 2017
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2
26
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3
Crime in Kent
Persons Crimes
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4
28
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5
29
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6
Crime in Kent
Property Crimes
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7
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8
What we expect in 2018-2020
Violent & property crime will continue to be a
challenge
•We have already had our first homicide
The homeless population will continue to grow
The opioid crisis will continue
Quality of life issues
•Massage Parlors
•Nuisance houses/drugs, crime, squatters
Staffing will continue to be a challenge
32
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9
What are we doing?
Crime:
SIU – Focus on violent crime
SOU – Focus on homeless and mentally ill populations
RAT – Reduce auto theft. Since May 2016, two NRT officers and
a detective have concentrated on Vehicle related crimes
•Instituted our HIO program – work with prosecutor to ask for higher
sentence for repeat Vehicle crime offenders
•Charged 114 people with Misdemeanor Vehicle Trespass, 139 people
with Felony Possession of Stolen Vehicle and 32 people with Vehicle
Prowl
•Issued smart phones with phone app for evidence photos and
statements
•POD cameras in high crime areas
•Drones and crime scene processing technology
What are we doing?
Community Engagement to make Kent safer:
Community meetings
Diversity Task Force meetings
Diverse group outreach by Command staff
CEU Block Watch meetings
Police Youth Board/Drug Free Coalition
Coffee with the Chief
Social Media engagement:
•Community messages from CEU and Admin
•Live-time posts directly from Patrol in the field
33
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10
What are we doing?
Regional coordination efforts:
South King County Mayor/City Manager/Police Chief
Violent Crime Initiative
Regional Task Forces
•VNET
•ATF Violent Crime Task Force
•Safe Streets Task Force
•FBI Child Exploitation Task Force
•Assist Regional Auto Theft Task Force
Regional Information Sharing
•King County Prosecutor’s Office – Daily Violence Report
•SPD Real Time Crime Center
•Fusion Center
Body Cameras
Enhance Public Trust
Transparency
Cost
•Equipment
•Personnel
Public disclosure
•Legal issues
•Policy
34
1/29/2018
11
Kent Police car per officer Proposal
Why transition to take home vehicles?
Operating cost 30% less
Vehicles last longer
•2 year Avg. to 5 year Avg.
Officers take ownership of equipment
Time savings of 20min per shift per officer
•Vehicle Change Over, City gains 9 hours productivity per day
Community visibility increased
continued on next page
35
1/29/2018
12
Why transition to take home vehicles?
continued from previous slide
Increased city hall parking
Increased work space in current police headquarters
•Elimination of lockers and equipment room
Increased officer morale
Officer Retention
•All officers who left in last five years went to CPO agencies
Recruiting incentive
Implementation plan
45 additional vehicles needed
Option 1: Add over two-year period
•25 year one, 20 year two (Year one, 1.6 million, Year two 1.3
million)
Option 2: Add over three-year period
•15 year one, 15 year two, 15 year three (962K per year)
Option 3: Lease vehicles
•(RFP’s Pending)
Vehicle type, Ford SUV
Vehicle cost, $64,120 (Fully up fitted, patrol
ready)(Tahoe 11K more)
Issue by Rank and then officer seniority
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13
Utility Tax Ballot Measure
to fund Criminal Justice
If it passes:
Staff up to 180 officers
Fully staff patrol
•Reduce overtime ($2 million in 2017)
Fully staff bicycle and traffic units
Increase SIU to 7 days/week
Provide additional detectives, support staff,
corrections
If it fails:
Our ability to effectively address crime and quality of
life issues will be compromised
Officers may look for other employment due to
stress/fatigue
We should try again!
Utility Tax Ballot Measure
to fund Criminal Justice
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14
Is the Council in agreement with our
direction to ensure public safety?
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1
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2
•March 21st Workshop Summary:
•Shared the history of maintenance shops planning at Russell
Road and East Hill Shop Locations. It was confirmed that Parks
still needs a presence on the East Hill.
•Presentation focused on potential opportunities / efficiencies at
the Russell Road location as well as creating an ideal
size/program space need / footprint for consideration of the
new site.
•It was estimated that full renovation costs for the Russell Road
shops will exceed $25 million and a new maintenance facility
will potentially exceed $60+ million.
•Direction was given that staff would continue to work on an
interim solution/estimate for Russell Road shops, which is the
location with the most critical need.
MAINTENANCE SHOPS
•Joint Parks and Public Works staff focused on critical, priority
infrastructure upgrades only addressing structural or
regulatory/compliance repairs:
•Fueling System / Infrastructure Upgrades*
•Fleet Overhead Crane – Structural Reinforcement*
•Main Power Panel replacement w/ select subpanel
replacement
•Building Roof and Shell (address leaks and siding penetration)
•Replacement of the HVAC system
•Security Improvements (perimeter fencing, gate, access control)
•ADA Improvements (partial)
•Fire Suppression Improvements
Estimated range of critical repairs are between $6-$10 million.
Highest priority repairs (*) are estimated between $3-4 million.
MAINTENANCE SHOPS cont.
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3
•Staff will work through any interim improvements needed at
the East Hill Shops location.
•Staff will work through potential funding recommendations
for consideration.
•If / when funding options are feasible, staff will value
engineer and confirm improvement estimates, timeline and
approach.
MAINTENANCE SHOPS cont.
41
1/30/2018
4
•In late 2014, City went out for $34 million bond measure to build a
new police facility, which fell short of the 60% majority. Kent Police
Department still has an immediate need to increase the size of
their existing space by 50% and to consolidate their decentralized
staff teams into a mostly centralized location.
•In 2016, the City began re-evaluating its existing 125,000 square
footage of space throughout the entire City Hall Campus (including
City Hall, the Kent Police Department (KPD), Annex Building and Centennial Center
and all open areas available for development) in an effort to:
•Increase Kent Police space by 50%
•Identify current space efficiencies
•Create centralized reception and conference center
•Create a standardization of work space throughout all departments
•Create a concept that will allow flexible changes and growth
•Utilize flow, technology and innovation to increase productivity and
communication throughout all departments
CITY HALL CAMPUS
•Departmental space needs were confirmed with very
conservative growth.
•Pre-design standards were created via private office, cubicle
space, lunch/break room, conference room, etc.
•Pre-design layouts are rough guides only, if project moves forward
conceptual design will transition into final design/layout.
•This move impacts every department in the City, except the Public
Works Department who will stay on the 2nd Floor in Centennial
Building and the Legal Department who will stay on the 4 th Floor of
City Hall.
•Included existing structural and system review of major systems in
all buildings on campus.
CITY HALL CAMPUS
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5
KENT POLICE DEPARTMENT | FIRST FLOOR
Existing KPD Offices, Breezeway Open Space, 1st and 2nd Floor City Hall
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
KENT POLICE DEPARTMENT | SECOND FLOOR
Existing KPD Offices, Breezeway Open Space, 1st and 2nd Floor City Hall
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
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6
HOUSING AND HUMAN SERVICES AND REPROGRAPHICS
City Hall | First Floor
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
INFORMATION
TECHNOLOGY
DEPARTMENT
City Hall
3rd Floor
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
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7
COUNCIL CHAMBERS, COUNCIL OFFICES, CUSTOMER SERVICE
AND PERMITS DIVISION
Centennial Building | First Floor
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
PARKS, RECREATION AND COMMUNITY SERVICES, FIRE PREVENTION
AND ECONOMIC AND COMMUNITY DEVELOPMENT
Centennial Building | Third Floor
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
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1/30/2018
8
MAYOR/ADMINISTRATION, CITY CLERK, COMMUNICATIONS & HR
Centennial Building | Fourth Floor
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
FACILITIES OPERATIONS DIVISION AND IT TRAINING
Annex Building
CITY HALL CAMPUS
CONCEPTUAL DESIGN ONLY
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9
•Preliminary pre-design costs estimated at $24.3 million. Additional
soft costs which includes WSST (38%) at an estimated $9.2 million =
$33.5 - $35 million total project cost.
•The pre-design costs above include escalation costs from mid
2019 to mid 2020 to allow for planning and construction, where
applicable.
•This new project approach took into account major systems and
their lifecycle improvements. Facilities has planned via regular
lifecycle repairs to allocate $7.1 million on roofing, fire protection,
HVAC, plumbing etc. over the next 5-10 years which are included
in the above estimate.
CITY HALL CAMPUS
CITY HALL CAMPUS
•Staff will work through potential funding recommendations for
Council and Administration consideration to explore at a later
date.
•If / when funding options are feasible, staff will value engineer
and confirm improvement estimates, final layout/design, timeline
and approach.
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10
Julie Parascondola, Director
Parks, Recreation and Community Services
253-856-5007 | jparascondola@kentwa.gov
Alex Ackley, Superintendent
Facilities Maintenance and Operations
253-856-5081 | aackley@kentwa.gov
Garin Lee, Superintendent
Park Maintenance and Operations
253-856-5131 | glee@kentwa.gov
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1
Economic Development Strategic Plan
Summary and Status
Kurt Hanson, Deputy Director
Economic and Community Development
Presented to the Kent City Council
February 2-3, 2018
STRATEGIES AT-A-GLANCE
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2
1.1.3
1.1 1.2 Performance Measures
Priority Timing Action Steps Lead Staff Status Funding
1.E
2. E
E
Strategy 1.1 Signal Kent Aspirations with Implementation of Compelling Branding Identity Strategy 1.2 Strengthen the Kent’s Image with a Strategic Marketing Campaign
1.2.1
1.2.2
1.2.3
1.2.4
1.2.5
1.2.6
Priority Timing Action Steps Lead Staff Status Funding
E
E
E
E
E
E
Performance Measures
1 CITY IMAGE & BRANDING
IMPLEMENTATION
! Lower Ongoing
! Middle Short Term (1-3 years)
! Higher Mid Term (3-5 years)
Longer Term (5-10 years)
Priority Level Timing
Action Steps
Funding Level Required
High
Mid
Low
Status Bar
100% Complete
75% Complete
50% Complete
25% Complete
10% Complete
0% Complete
LEGEND
Strategies
Numbered and named individual Strategies; a
Strategy represents an “approach” to achieving a goal.
Performance Measures
Performance Measures outline suggested methods
for tracking progress in implementation of individual
strategies.
Three-part numbers indicate Focus
Area, Strategy and Action Step.
Action Step Titles are worded for a
“quick read,” or scanability.
Lead Staff
E Economic & Community Development
R Parks, Recreation & Community Services
P Public Works
F Finance
C City Clerk
A All of the above, plus Police & Law Departments
96
1.1.1
1.1.3
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E
E
Strategy 1.1 Signal Kent Aspirations with
Implementation of Compelling Branding I dentity
Strategy 1.2 Strengthen Kent‘s Image in the
region with a Strategic Marketing C ampaign
Implement branding and style guide for
100% of City and partner materials within
three years.
Improve Kent's Livability Score and
Ranking in “Best Places to Live in
Washington”.
Brainstorm a Brand
1.1.2 Develop Kent’s City-Wide Brand A
Include District Identities
1.2.1
1.2.2
1.2.3
1.2.4
Priority Timing Action Steps Lead Staff Status Funding
E
E,C
E
1.2.5 A
Plan a Marketing Campaign
Execute a Marketing Campaign E
Brand City Communications
Build Social Media Presence
Communicate Successes
1.2.6 Build “Made in Kent” Campaign E
Performance
Measures
1 CITY IMAGE & BRANDING
IMPLEMENTATION
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3
97
2 PLACE-MAKING & GATEWAYS
2.1.2
2.1.3
2.1.5
2.1.9
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E
E,P,R
E,P,R
2.1.7 E,P,R
E,P,R
2.1.11 E,P,R
E,P,R
E,P,R
IMPLEMENTATION
Strategy 2.1 Beautify Streetscapes & Public
Realm with Strategic Design & Policy
Interventions
Strategy 2.2 Strengthen Sense of Place by
Designating & Improving Key Gateways &
Connections into & through Kent
Identify baselines from DSAP survey and increase positive
response rate for streetscape environment (Venture Downtown
Survey # 1, Action Items Survey #2, sections re: Pedestrian
Safety, Design and Beautification) and reapply survey.
Gateway designation and conceptual designs
for three primary Gateways by year two from
adoption of this EDP.
Brand the Shopping Areas
Gray to Green
2.1.4 Light the Streets E,P,R
Make Downtown Walkable
2.1.6 Extend Good Design E,P,R
Support High-Quality TOD
2.1.8 Back the Kent Downtown Partnership E
Activate Street Space
2.1.10 Connect Downtown to Neighborhoods E,P,R
Master-Plan for Alternative Modes
2.1.12 Activate the Medians E,P,R
2.2.1
2.2.3
Priority Timing Action Steps Lead Staff Status Funding
Designate External Gateways
2.2.2 Designate Internal Gateways E,P,R
Design the Gateways
2.2.4 Pursue Funding for Quality Design E,P,R
Performance
Measures
2.1.1 E,P,R Rebuild Commercial Corridors
98
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E
E,P
E
E
Conduct windshield survey of residential and
commercial properties in year one and year five
from adoption of this EDP; improve building
condition grades by 15% for this period.
Increase the share of multifamily housing
in the Downtown Subarea (baseline from
Commercial Profile 2012).
Emphasize Good Urban Design
Practice Effective Code Enforcement
Engage Key Property Owners
Solicit Pro Bono Design Services
Formulate & Implement Design
Guidelines
Performance
Measures
2.3.1
2.3.2
2.3.3
2.3.4
Strategy 2.4 Accommodate Growing Workforce
with Diversified Housing Stock, including
Downtown Multifamily & Executive Housing
Priority Timing Action Steps Lead Staff Status Funding
A
E
E
E
E
E
Implement DSAP
Map & Market Key Sites
Update the Planned Action Ordinance
Utilize Tax Abatement Downtown
Understand What’s Missing
Show Developers the Demand
Surplus City Property for Housing &
Commercial
2.4.1
2.4.2 Expand Housing Choice Downtown E
2.4.3
2.4.4 Leverage Assets & LID E,P
2.4.5 E
2.4.6
2.4.7
2.4.8
2.4.9
2 PLACE-MAKING & GATEWYS
IMPLEMENTATION
Strategy 2.3 Encourage Quality Development,
Renovation/Upkeep of New/Existing Building
Stock
E 2.3.5
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4
99
Strategy 2.5 Strengthen & Enhance
Competitiveness of Commercial Centers
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E,R,P
E,R,P
E
Highlight Downtown’s Assets
Connect Kent Station to Meeker St. E,R,P
Promote “Clean and Safe” Downtown A
Prioritize Anchor Retail
Embrace Shopping Area Character
Highlight Cultural Diversity
2.5.1 E,R,P
2.5.2
2.5.3
2.5.4
2.5.5
2.5.6
Strategy 2.6 Grow Green Space & Connect
Local & Regional Greenways
Priority Timing Action Steps Lead Staff Status Funding
E,R,P
Implement the Parks Plan
Swap Parking for Green Space &
Pocket Parks
2.6.1 A
2.6.2 Add Biking & Running Trails P,R
2.6.3
4.Finish the Kent Valley Loop Trail R,P
5.Enhance Green River Open Space E,R,P
6.Assess & Remediate Brownfields E,R
Steadily increase share of area retail spending
on a year-to-year basis (baseline from
Commercial Profile 2012); follow up on DSAP
survey to identify qualitative improvements from
business owners.
Performance
Measures
Increase trail mileage in Kent by 20%
within five years.
100
3.1.2
3.1.5
3.2.7
Priority Timing Action Step Lead Staff Status Funding
3.1.1 A
E
3.1.3 E
A
IMPLEMENTATION
Strategy 3.1 Welcome Businesses with Clear
Communication of Business Support
Structures & Tools
Strategy 3.2 Strengthen & Communicate the
Competitive Advantage in Cost of Doing Business
Related to Tax & Regulatory Structures
Increase the number of businesses operating in
the City (baseline from current database of
business licenses) with a 10% increase over
the next five years.
Decrease permitting wait and processing
times from current baseline (measured
annually).
Make Resources Available
Involve Businesses in Planning
Highlight Local Business Support
3.1.4 Listen Carefully to Local Business A
Put Latest Data at Kent’s Fingertips
Enhance International Trade Connections
3.2.1
3.2.2
Priority Timing Action Steps Lead Staff Status Funding
E
F
3.2.3 F
3.2.5 E,F
3.2.6 E,F
E,F
Streamline Permitting
Make Licensing Easy
Designate a Handler
3.2.4 Detail Value of a Healthy Green River E,R
Show Where B&O Goes
Show Where Utility Tax Goes
Describe the Value Proposition
3 BUSINESS CLIMATE
Performance
Measures
Performance
Measures
3.1.6 A
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5
101
4.1.1
4.1.2
4.1.3
4.1.4
4.2.5
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E,F
E
E
E
Strategy 4.2 Position Kent as a Hub for
Outdoor Recreation Equipment RecTech Firms
Establish a baseline of gross business income
(available through Washington DOR) for advanced
manufactuing companies with goal to increase
incomes over a five year period.
Measure the number of "RecTech" firms and
overall employment at such firms on an annual
basis with goal of increasing overall
employment over the next five years.
Utilize EDC Cluster Services
Market KIV Campuses to Advanced
Manufacturing
Market the AM Agglomeration
Leverage CAMPS Consulting
4.2.1
4.2.2
4.2.3
Priority Timing Action Steps Lead Staff Status Funding
E
E,R
A
E
Market Kent as a RecTech Hub
Target Outdoor Amenities in KIV
Sponsor RecTech Events in KIV
4.2.4 Continue to Support REI HQ E
Market the RecTech Agglomeration
Performance
Measures
4 CLUSTER GROWTH & RETENTION
IMPLEMENTATION
Strategy 4.1 Strengthen & Diversify
the Advanced Manufacturing Cluster
102
4.3.1
4.3.5
4.3.6
4.4.5
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E
4.3.3 E,R
E
Strategy 4.4 Leverage Area Health Care,
Manufacturing & Retail Anchors to Expand
Professional & Business Services Presence
Increase taxable retail sales per capita and
total number of retail establishments,
monitored on an annual basis.
Using business license data, monitor and grow
number of professional and businesses service
establishments and their overall employment.
Conduct a Competitive Analysis
4.3.2 Incentivize Redevelopment on Meeker St. E
Infill the Strip Malls
4.3.4 Make in Back, Sell in Front E
Locate a Big Box
Respond Proactively to Retail Trends A
Priority Timing Action Steps Lead Staff Status Funding
4.4.1 Market Kent as a Health Care Hub E
4.4.3 E
4.4.4 E
Market CenterPoint’s Assets
Improve Look & Feel of CenterPoint
Build a Bike Spur to CenterPoint R, P
Performance
Measures
4 CLUSTER GROWTH & RETENTION
IMPLEMENTATION
Strategy 4.3 Increase Share of Retail Cluster
Firms, Employment & Revenue in the Kent Valley
& Surrounding Area
4.4.2 Grow Hospitality Amenities in KIV E,P,R
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6
103
5.1.1
5.1.2
5.1.3
5.2.4
5.2.5
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
E
E
Strategy 5.2 Position the KIV as a Regional
Leader in Industrial Greening & Sustainability
-
Expand Allowable Uses in KIV
Modernize Industrial Zoning
Integrate Land Use Best Practices E
5.2.2
5.2.3
Priority Timing Action Steps Lead Staff Status Funding
5.2.1 E
E
R,P
E
E
Embrace Alternative Energy in KIV
Green River Green Infrastructure
Secure Funding for Sustainability
Join a By-Product Synergy Network
Performance
Measures
5 KENT INDUSTRIAL VALLEY
IMPLEMENTATION
Strategy 5.1 Enhance & Expand Industrial
Zoning Classifications to Accommodate a
Changing State & Local Tax Structure
Increase number of allowable uses in
industrial zones within three years of
adoption of this Plan.
Secure funding and / or grants for industrial
greening measures within five years of
adoption of this Plan.
Utilize CAMPS & ECOSS as
Resource Centers
104
5.3.1
5.3.2
5.3.3
Performance
Measures
A
5.3.4
Strategy 5.3 Position the KIV as an Amenity for
both Industrial Users & Surrounding Communities
Strategy 5.5 Advance State-of-the-Art
Infrastructure Connectivity in KIV
Encourage Retail & Hospitality in KIV
Put a Window on Manufacturing
Conduct a “Made in Kent” Retail Tour
Activate the Slack Space
Priority Timing Action Steps Lead Staff Status Funding
Priority Timing Action Steps Lead Staff Status Funding
5.4.3 E
5.4.4 E,P,R
5.4.1 E,R
E
E
Strategy 5.4 Support Increased Development of
Attractive Industrial Campus Environments in KIV
Master-Plan an Industrial Campus
5.4.2 Incorporate Campus Best Practices E
Reimagine the Boeing Campus
Signal Intent with Design Guidelines
Priority Timing Action Steps Lead Staff Status Funding
5.5.1 A
5.5.2 E,P
5.5.3 E,P
5.5.4 E,P
Back Completion of Missing Link
Build Out Broadband in KIV
Grow Transit Options in KIV
Certify the Levees
Performance
Measures
Inventory current land uses at/near KIV gateways/
intersections and increase number of retail and
service amenity land uses over a five year period.
Performance
Measures
Measure permitting activity in KIV by value and
square footage and incrementally increase on an
annual basis.
.
Develop inventory of infrastructure projects
needed in KIV and track number of projects and
dollar value on an annual basis.
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7
105
6.1.4
Performance
Measures
Priority Timing Action Steps Lead Staff Status Funding
6.1.1 A
E
6.1.3 E
Strategy 6.2 Facilitate Workforce Training,
Development & Higher Education Opportunities
Promote Kent Job Opportunities
Educate the Educators
Support Small Business Entrepreneurs
Develop a Maker Space in the KIV
6.2.1
6.2.2
6.2.3
6.1.2 E
E
E
E
Support CAMPS Career Pathways
Programs
Continue Leveraging Regional
Workforce Efforts
Sponsor Internships
6.2.4 Support Washington FIRST A
Performance
Measures
6 WORK FORCE
IMPLEMENTATION
Strategy 6.1 Connect Kent Residents &
Communities to New Economic Opportunities
Increase local hiring by Kent firms for all
occupations by 15%, as measured by LEHD,
in five years.
Increase enrollment in job training and
workforce development programs available
to residents.
Priority Timing Action Steps Lead Staff Status Funding
Questions?
Kurt Hanson, Deputy Director
Economic and Community Development
253-856-5706
khanson@KentWA.gov
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1
Internship
Activities by
Department
1
City Council Retreat
Lake Wilderness Lodge
Saturday, February 3, 2018
Overview
The following departments have had various
types of interns over the years:
•Administration
•Economic and Community Development
•Human Resources
•IT
•Law
•Parks
•Police
•Public Works
2
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2
Administration Internship
Opportunities
•In recent years, Administration has hosted two interns:
• An intern from the Government Performance
Consortium and UW Evans School
•A student who performed office duties in the
Mayor’s office to learn about how local government
works
3
ECD Internship Opportunities
•Each summer, ECD hires college student interns who are in
various stages of their curriculum
•Typically, two civil engineering students will join the department at
a time, which also has included urban planning students
•This has been an effective recruiting tool and ECD has hired
several former interns as FTEs when opportunities opened
•One recent example is Drew Holcomb, who interned with us
until he graduated and then was hired as an Engineer I; he
now works in Public Works
•In the past, ECD also has worked with Jewish Family Service on
their pilot program to place highly-skilled immigrants/refugees with
technical backgrounds from their home countries into similar fields
here at the City of Kent
4
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3
HR Internship Opportunities
•The Workforce Development Council of Seattle-King County has awarded
Goodwill $250,000 for the 2017-18 school year to partner with iGrad to
provide career connected learning opportunities
•The HR Department is beginning talks with Seattle Goodwill on an
internship experience for the first set of iGrad (Kent Schools & Green
River College) WIOA (Workforce Innovation and Opportunity Act) students
•Goodwill will be providing courses and opportunities in career exploration
and job readiness, paid internships, comprehensive support services, and
employment and college placements, while iGrad works with students to
finish their high school credential
•This internship will provide students with a career-connected learning
opportunity with a strong civic engagement and leadership component
•Potential funding for at least 8 students (up to 25) for 6 weeks at 20 hours
per week, 10 am -2:30 pm daily
•These internships not only will put students on career pathways, but also
help them complete their high school education and are great for recruiting
5
IT Internship Opportunities
•IT has hosted job shadow days
•The department also has held 6-8 meetings with
college graduates, sharing information about the tech
industry and related professions.
•Before the Parks Department dropped its “Blue Bus”
program (rolling tech/PCs, tablets, printers on a bus)
Mike Carrington volunteered and traveled to local Kent
schools it would visit and discussed technology and
tech careers with the kids
6
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4
Law Department Opportunities
•Rule 9 Interns: Rule 9 of Washington’s Rules of Practice for attorneys, allows for a law
student in his/her 3rd and final year of school to work as a “Licensed Legal Intern”
•A Rule 9 Intern allows the student to practice in court and provide legal services
under the supervision of a practicing attorney
•The City Attorney’s Office has utilized Rule 9 Interns to supplement the work of
prosecutors, and depending on the the intern, they can provide needed assistance
for prosecutors while in court. A number of attorneys in this office had experience
as Rule 9 interns prior to being hired by Kent (Pat F. was a Rule 9 Intern in 1994)
•Some interns are paid a modest amount of money (which is often supplemented in
an amount of 60% by the state), and others work for school credit instead of pay.
• Internship pool for the Seattle University School of Law – These internships
typically last about four months
•Other Interns - Over the years, the department has had a few interns from paralegal
programs, assisting both the Prosecution and Civil Divisions of the office. Typically, the
internship was required as part of the paralegal curriculum.
•The Law Department also hosted high school interns who assisted the department
with filing
7
Parks Internship Opportunities
Intern opportunities are available via work, functions or projects to be
completed within the department; the challenge lies in funding stipends or
matching programs, as well as training and time to mentor.
Current internships/volunteer opportunities available:
•Green Kent Program
•Kent Youth Initiative (possible projects being identified - in development)
•Human Services Master Plan (assisting with community interviews
summer 2018)
•Recreation and Cultural Programming - volunteer opportunities (high
school or older) within various recreation programs and special events,
most high school age, logging hours for graduation service hours
8
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5
Parks Youth Employment
The Parks Department also has a number of youth employment opportunities.
PART TIME / SEASONAL EMPLOYMENT
•Park Operations for career, seasonal & part-time
•Facility Operations for seasonal & part-time
•Riverbend Golf Complex – cashiers, cart attendants and range pickers, all from the four
high school golf teams that use Riverbend as their home course and have golf experience.
•Recreation and Cultural Programming - camp leaders, lifeguards, after school program
staff, gym supervisors, etc. are usually late high school, college, adult age
YOUTH BOARDS AND COMMISSIONS
•Two (2) Youth Members (ages 16-18) serve on the Parks and Recreation Commission
•Two (2) Youth Members (ages 16-18) serve on the Human Services Commission
•One (1) Youth Members (ages 16-18) serve on the Arts Commission
•Kent Youth Initiative will include a Youth Partnership Council (in development)
9
Police Internship Opportunities
•In 2008, a Cadet program was started by the PD and
ran approximately 3 years
•It eventually didn’t work out because it was
complicated by union issues
•In 2017, the PD had a Criminal Justice internship with
NRT & Crime Analysis that went very well
•The intern now is applying to KPD as a Police
Officer
10
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6
PW Internship Opportunities
•Public Works has had 50 to 75 interns in the program over the last 25 years
•Four of our interns - Kelly Peterson, Toby Hallock, Evan Swanson and
Taj Schade - became full time employees
•The department’s focus is on college students pursuing a degree in civil
and/or environmental engineering or a related science program which would
fit one of the requirements (for education, not experience) of dept. positions
•PW also has been open to highly-skilled immigrants/refugees who had
appropriate, related education. PW had one intern a number of years back
and currently has 3 term-limited employees in this category
•Interns must be chargeable to a capital budget or program. The number of
interns the department has used have varied from 1 to 5
•In nearly every case, strongly agreed that the intern position contributed
positively to the completion of the endeavor and was well worth the
investment or wage paid to the intern
11
62
Advisory Council on Aging and Disability
Services (ADS Advisory Council)
Seat Name City Caucus
Member David Baker Kenmore N
All Home Coordinating Board
Seat Name City Caucus
Member Nancy Backus Auburn S
Member John Chelminiak Bellevue N
Board of Health (BOH)
Seat Name City Caucus
Member Angela Birney Redmond N
Member Susan Honda Federal Way S
Alt David Baker Kenmore N
Alt Erin Sitterly SeaTac S
Children and Youth Advisory Board (CYAB)
Seat Name City Caucus Member Bill Boyce Kent S
Member Jesse Salomon Shoreline N
Domestic Violence Initiative Regional Task
Force (DVI)
Seat Name City Caucus
Member Susan Honda Federal Way S
Member Yolanda Trout Auburn S
Member Tina Budell Kent S
Member Christie Malchow Sammamish N
Alt Tanika Padhye Redmond N
Alt Dana Parnello Maple Valley S
Alt Traci Buxton Des Moines S
Alt David Wisenteiner Mercer Island N
Emergency Management Advisory
Committee (EMAC)
Seat Name City Caucus Member Penny Sweet Kirkland N
Member Marianne Klaas Clyde Hill N
Member Bob Baggett Auburn S
Alt Bill Ramos Issaquah N
Alt Sheree Wen Medina N
Alt Wendy Weiker Mercer Island N
Emergency Medical Services (EMS) Advisory
Task Force
Seat Name City Caucus Member Pam Fernald SeaTac S
Member Semra Riddle Lake Forest Park N
Member Tom Agnew Bothell N
Growth Management Planning Council (GMPC)
Seat Name City Caucus
Member Tola Marts Issaquah N
Member Ed Prince Renton S
Member Leanne Guier Pacific SV
Member Debbie Bertlin Mercer Island N
Member Matt Larson Snoqualmie SNO
Member Tom McLeod Tukwila S
Alt Susan Boundy-
Sanders
Woodinville N
Alt Satwinder Kaur Kent S
Alt Chris Roberts Shoreline N
Alt Pam Stuart Sammamish N
King Conservation District Advisory
Committee (KCDAC)
Seat Name City Caucus Member Brenda Fincher Kent S
Member Mark Phillips Lake Forest Park N
Member Wendy Weiker Mercer Island N
Alt Amy McHenry Duvall SNO
Alt Ryan McIrvin Renton S
Alt Jason Ritchie Sammamish N
King County Accountable Community of
Health Governing Board
Seat Name City Caucus
Member Erin Sitterley SeaTac S
Alt Semra Riddle Lake Forest Park N
King County Consortium Joint
Recommendations Committee for CDBG (JRC)
Seat Name City Caucus Member Ken Hearing North Bend SNO
Member De’Sean Quinn Tukwila S
Member David Baker Kenmore N
Member Clyde “Fuzz” Hill SeaTac S
King County Flood Control District Advisory
Committee (KCFCDAC)
Seat Name City Caucus Member Leanne Guier Pacific SV
Member Henry Sladek Skykomish SNO
Member James McNeal Bothell N
Member Marlla Mhoon Covington S
Alt Michelle Hogg Duvall SNO
Alt Karen Moran Sammamish N
Alt Linda Johnson Maple Valley S
Alt Salim Nice Mercer Island N
Key:
Yellow = New appointment
Green = Moving from alternate to member
Red = Unexpired term
Purple = Moving from member to alternate
Blue = Term limit reached, recommend finding of
“exceptional circumstances” to reappoint
Gray= Term limit reached, recommend moving to
alternate
No color = Returning member
63
King County Law Enforcement Officers’ and
Fire Fighters’ Plan 1 (LEOFF1) Disability
Retirement Board
Seat Name City Caucus Member Verna Seal Tukwila S
King County Regional Affordable Housing
Task Force
Seat Name City Caucus
Member John Stokes Bellevue East
Member David Baker Kenmore North
Member Ken Hearing North Bend Rural
Member Ryan McIrvin Renton South
Local Hazardous Waste Management
Program (LHWMP) Management
Coordination Committee (MCC)
Seat Name City Caucus Member Hank Myers Redmond N
Mental Illness and Drug Dependency
(MIDD) Oversight Committee King County
Seat Name City Caucus Member Dave Asher Kirkland N
Alt Brenda Fincher Kent S
Puget Sound Clean Air Agency (PSCAA)
Advisory Council
Seat Name City Caucus
Member Satwinder Kaur Kent S
PSRC Economic Development District Board
(EDDB)
Seat Name City Caucus
Member Mariah Bettise Issaquah N
Member Ed Prince Renton S
Alt Lydia Assefa-
Dawson
Federal Way S
Alt Sheree Wen Medina N
PSRC Executive Board
Seat Name City Caucus Member Nancy Backus Auburn S
Member Amy Ockerlander Duvall SNO
Member Chris Roberts Shoreline N
Alt Bruce Bassett Mercer Island N
Alt Catherine Stanford Lake Forest Park N
Alt Dave Hill Algona SV
2nd Alt David Baker Kenmore N
2nd Alt Christie Malchow Sammamish N
PSRC Growth Management Policy Board
(GMPB)
Seat Name City Caucus
Member Hank Margeson Redmond N
Member John Holman Auburn S
Member Jay Arnold Kirkland N
Alt Paul Winterstein Issaquah N
Alt Allan Ekberg Tukwila S
Alt Nancy Tosta Burien S
PSRC Operations Committee
Seat Name City Caucus
Member Nancy Backus Auburn S
Alt Chris Roberts Shoreline N
PSRC Transportation Policy Board (TPB)
Seat Name City Caucus Member Amy Walen Kirkland N
Member Dana Ralph Kent S
Member Kate Kruller Tukwila S
Alt Benson Wong Mercer Island N
Alt Davina Duerr Bothell N
Alt Mary Lou Pauly Issaquah N
Regional Law, Safety and Justice
Committee (RLSJC)
Seat Name City Caucus Member Yolanda Trout Auburn S
Member Ramiro Valderrama Sammamish N
Member James McNeal Bothell N
Member Krystal Marx Burien S
Member Jon Pascal Kirkland N
Member Armondo Pavone Renton S
Member Michael Siefkes SeaTac S
Member Toni Troutner Kent S
Regional Policy Committee (RPC)
Seat Name City Caucus Member Bernie Talmas Woodinville N
Member Bill Peloza Auburn S
Member Dave Hill Algona SV
Member John Stokes Bellevue N
Alt Austin Bell Burien S
Alt Angela Birney Redmond N
Key:
Yellow = New appointment
Green = Moving from alternate to member
Red = Unexpired term
Purple = Moving from member to alternate
Blue = Term limit reached, recommend finding of
“exceptional circumstances” to reappoint
Gray = Term limit reached, recommend moving to
alternate
No color = Returning member
64
Regional Transit Committee (RTC)
Seat Name City Caucus
Member John Wright Lake Forest Park N
Member Dave Asher Kirkland N
Member Bruce Bassett Mercer Island N
Member Kathy Hougardy Tukwila S
Member Claude DaCorsi Auburn S
Member Amy Ockerlander Duvall SNO
Member Leanne Guier Pacific SV
Member Hank Margeson Redmond N
Alt Bill Ramos Issaquah N
Alt John Chelminiak Bellevue N
Alt Randy Corman Renton S
Alt Dana Ralph Kent S
Regional Water Quality Committee (RWQC)
Seat Name City Caucus Member John Wright Lake Forest Park N
Member Penny Sweet Kirkland N
Member Benson Wong Mercer Island N
Member Leanne Guier Pacific SV
Alt Conrad Lee Bellevue N
Alt Yolanda Trout Auburn S
Solid Waste Advisory Committee (SWAC)
Seat Name City Caucus Member Phillippa Kassover Lake Forest Park N
Member Penny Sweet Kirkland N
Economic Development Council of Seattle
and King County (EDC) –
*EDC to Make Final Appointment at First Meeting of
2018*
Seat Name City Caucus
Member Mariah Betisse Issaquah N
Member Bill Boyce Kent S
Member David Carson Redmond N
Member John Holman Auburn S
Member James Mayhew Snoqualmie SNO
Member Tom McLeod Tukwila S
Member Michael Siefkes SeaTac S
Key:
Yellow = New appointment
Green = Moving from alternate to member
Red = Unexpired term
Purple = Moving from member to alternate
Blue = Term limit reached, recommend finding of
“exceptional circumstances” to reappoint
Gray = Term limit reached, recommend moving to
alternate
No color = Returning member
65
STAFF APPOINTMENTS
All Home Funder Alignment Committee
Seat Name City Caucus Member Rob Beem Shoreline N
Member Brooke Buckingham Redmond N
Member Merina Hanson Kent S
Interjurisdictional Team (IJT) Growth
Management Planning Council
Seat Name City Caucus
Member Jack Pace Tukwila S
Member Eric Shields Kirkland N
Member Kevin Snyder Auburn S
Member Hayley Bonsteel Kent S
South Central Action Area Caucus Group
(SCAACG)
Seat Name City Caucus
Member Mike Mactutis Kent S
Member
Puget Sound Regional Council Regional
Project Evaluation Committee (RPEC)
Seat Name City Caucus Member Maiya Andrews Burien S
Member Don Cairns Redmond N
Member Ingrid Gaub Auburn S
Member Daniel Marcinko Snoqualmie SNO
Member Jim Seitz Renton S
Alt Chad Bieren Kent S
Alt Sheldon Lynne Issaquah N
Alt Boyd Benson Duvall SNO
Alt Nytasha Sowers Shoreline N
Alt Joel Pfundt Kirkland N
Key:
Yellow = New appointment
Green = Moving from alternate to member
Red = Unexpired term
Purple = Moving from member to alternate
Blue = Term limit reached, recommend finding of
“exceptional circumstances” to reappoint
Gray = Term limit reached, recommend moving to
alternate
No color = Returning member
66
KENT
CITY ATTORNEY'S OFFICE
CIVIL DIVISION
220 4th Avenue South
Kent, WA 98032
Fax:. 253-856-677O
WasHrNôrôN
PHONE: 253-856-5770
Kent City Council
Arthur "Pat" Fitzpatrick, Deputy City Attorn
February 2-3, 2OL8 - Council Retreat
Proposed Amendments to Council Rules and Procedures
Attached you will find suggested revisions to the Council Rules and Procedures. Many
of the suggestions are simple changes that do not alter the substance of the rule or
procedure. More substantive changes are accompanied by a comment in the margin
explaining the basis for the suggested change.
These are only my suggested changes, and I will be available at the Council retreat to
discuss them and answer questions you may have. These are your rules and
procedures, and they constitute your determination as to how you conduct your
meetings and how you interact with each other. At the retreat, we will have the
opportunity to discuss any other changes that you would like.
Thank you, and I will see you on February 2.
To:
From:
Date:
Re:
.rø,1
o
C'l
=uc
OJY
o Mayor Dana Ralph
Office of the Kent CiÇ Attorney
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1
RESOLUTION NO.
A RESOLUTION of the City Council of the
City of Kent, Washington, relating to rules and
procedures for the city council, city council
meetings, and council committee meetings.
RECITALS
A. The city council, pursuant to Resolution No. 1562, established
rules and procedures for the city council, city council meetings, and
meetings of council committees.
B. On November 5, 2002, the city council, pursuant to Resolution
No. 1633, passed amendments to the existing rules and procedures that
added council president duties and responsibilities.
C. On August 17, 2010, the city council, pursuant to Resolution
1833, passed additional amendments to the rules and procedures.
D. The city council desires to update and revise those rules and
procedures.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF KENT,
WASHINGTON, DOES HEREBY RESOLVE AS FOLLOWS:
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2
RESOLUTION
SECTION 1. – Repealer. Resolution No. 1833, relating to rules and
procedures for the city council, city council meetings, and council
committee meetings is hereby repealed in its entirety.
SECTION 2. – Applicability. The following rules and procedures are
hereby adopted and shall govern the city council and all meetings of the
city council and its committees unless suspended by the city council.
Failure to fully conform to these rules and procedures will not render any
action by the city council or any of its committees invalid.
I. COUNCIL PRESIDENT – MAYOR PRO TEMPORE
SECTION 3. – Term. The city council shall elect from its members a
president of the council during the month of January in the even numbered
years on or before the second regular meeting of that monthor as soon
thereafter as possible. The council president shall serve a two-year term.
SECTION 4. – Mayor Pro Tempore. The council president shall
serve as mayor pro tempore and shall preside at all meetings of the council
when the mayor is not present. Although presiding as mayor pro tempore,
the council president shall retain all powers and rights inherent to a
councilmember and to the council president, including, without limitation,
voting powers. The mayor pro tempore shall act as mayor and assume the
authority and perform the mayor’s duties whenever there is a vacancy in
the Office of the Mayor or the mayor is absent from the city or is unable for
any reason to discharge the mayor’shis or her duties. The assumed
duties shall include, but not be limited to, acting as signatory to
documents requiring
Comment [FITZ1]: This change is worth
considering in light of unforeseen scheduling issues
(due to weather, emergencies, etc) or unforeseen
councilmember attendance issues that may arise.
Comment [FITZ2]: I suggest deleting this as the
mayor may be out of town but on business.
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3
execution by the mayor, issuing proclamations and declarations, and
extending official recognition of groups and events.
SECTION 5. - President Pro Tempore. The council president may
appoint a president pro tempore when the president is absent. The
president pro tempore shall have the same authority and duties as the
council president. If the president pro tempore has not been appointed or
is otherwise absent or unavailable, the longest serving councilmember,
either by consecutive or non-consecutive terms, shall be deemed the
acting president pro tempore. If two or more councilmembers qualify to be
president pro tempore, then the City Clerk or her or his designee shall
select, by lottery and in the presence of two witnesses, one name from the
names of the group of eligible councilmembers, and the councilmember
whose name is selected shall fill the vacant president pro tempore position.
SECTION 6. - Duties and Responsibilities. The council president
shall perform the following duties and responsibilities:
1. Administer the council budget, including oversight and
approval of expenditures;
2. Set the council’s agenda, in coordination with the mayor and
city clerk’s office;
3. Refer proposed ordinances and resolutions to the appropriate
council committee;
4. Call for a workshop, a special meeting, an emergency
meeting, or a meeting of the council committee of the whole,
as needed;
5. In cooperation with the mayor, ensure adequate council
facilities, equipment and support, with council
consensusconsent;
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6. Direct correspondence on behalf of the council as appropriate,
with consent of council;
7. Act as council liaison to the mayor’s office on policy issue
consideration, including elements of timing;
8. Nominate or appoint the membership of each established
committee or board and the committee or board chairpersons
in accordance with this resolution and applicable ordinances;
9. Substitute for an absent councilmember or designate another
councilmember to substitute on any of the council’s
committees or boards;
10. Coordinate and schedule annual retreats or other meetings for
annual review and update of council visions and goals for
the city, and on other occasionsor to address other council
matters;
11. Gather information on regional issues and attend regional
meetings, as appropriate and applicable, to represent the
council’s views, or in the alternative, designate other
councilmembers to represent the city and the council on
specific regional issues or meetings;
12. Serve as a council focal point for council, mayor, and staff;
and
13. Discern councilmembers’ areas of interest and/or expertise.
II. COUNCIL MEETINGS
SECTION 7. - Regular Meetings. The council’s regular meetings will
occur at the time, date and place established in Chapter 2.01 of the Kent
City Code.
SECTION 8. - Special and Emergency Meetings. Special meetings
shall be held as provided by law at the times designated by council. If, by
reason of fire, flood, earthquake or other emergency there is a need for
expedited action of the council to meet the needs imposed by the
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5
emergency, the mayor or council president may provide for a meeting site
other than the regular meeting site and the meeting notice requirements
established by law or in this resolution may be suspended.
SECTION 9. - Presiding Officer at Meetings. The mayor shall be the
presiding officer for all meetings of the council. If the mayor is not
present, the council president shall be the presiding officer. In the absence
of the mayor and council president, the president pro tempore shall be the
presiding officer.
SECTION 10. - Forfeiture of Office. Pursuant to RCW 35A.12.060, a
councilmember’s position shall forfeit officebecome vacant if he or she
fails to attend three consecutive regular meetings of the council without
being excused by the council.
SECTION 11. - Quorum. At all meetings of the council, a majority
of the full council membership, or not less than four councilmembers, shall
constitute a quorum for the transaction of business. In the event a council
member will not be physically present at an emergency meeting of the
council, the council president may permit the attendance of the
councilmember by way of telephone or video, and the councilmember shall
be considered in attendance for the purpose of determining a quorum;
provided, the councilmember shall not be permitted to attend a public
hearing by telephone or video. The councilmember attending by telephone
or video must be able to hear the deliberations and discussions of council
as well as any public comments, must have available at the time of the
telephone or video attendance the materials which are part of and
constitute the meeting agenda packet, and must be permitted to provide
input and vote on matters as if he or she was in attendance.
Comment [FITZ3]: This language better aligns
with state law.
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SECTION 12. - Majority Vote. Action by the city council requires
the affirmative vote of a majority of members attending a meeting, except
where otherwise required by law.
SECTION 13. - Executive Sessions. The city council may hold
executive sessions during a regular or special meeting to consider matters
as permitted pursuant to applicable law. No official action shall be taken
during any executive session. No member of the city council, employee of
the city or any person present during an executive session shall disclose to
any other person the content or substance of discussion which took place
during the executive session, unless a majority of the council authorizes
that disclosure. Executive sessions, to the extent permitted by law, shall
be limited to members of the city council, the mayor and staff, and
other persons that the city council invites.
SECTION 14. - Agendas. Only items that have been previously
discussed by council committee shall be put on the agenda for a council
meeting, unless approved by the council president or president pro
tempore. Unless altered by the council president or by a majority of the
councilmembers present, the order of business of all meetings of the
council shall be as follows:
1. Call to Oorder/Flag Salute
2. Roll Call
3. Changes to the Agenda Approval
4. Public Communications
4.5. Reports from Council and Staff
5.6. Public Hearings
6.7. Public Comments
7.8. Consent Calendar
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8.9. Other Business
9.10. Bids
10. Reports from Standing Committees, Staff and
Special Committees
11. Executive Session and aAction aAfter Executive Session
12. Adjournment
SECTION 15. - Public Comment. No person shall address the
council without the permission of the presiding officer except during the
fifth and sixth orders of business set forth in Section 14 above. When
addressing the council, each person shall proceed to the speaker’s podium,
unless otherwise directed by the presiding officer, and state his or her
name and address for the record; provided, the presiding officer may
waive the requirement that an address be provided in individual cases. If
comment is offered under the sixth order of business, the speaker will
also state the subject of his or her comment. Remarks will be limited to
the time allocated by the presiding officer for each speaker. All remarks
shall be pertinent to the stated subject matter and shall be addressed
to the presiding officer and the council as a whole and not to any
member individually. The sixth order of business is intended to allow
persons to speak on issues of concern to that person that relate to the
business of the city, but it is not an open public forum, and is subject to
restrictions imposed in this resolution, by law, or, if imposed before the
speaker has begun, by the city council. No questions shall be asked of a
councilmember or member of the city staff without the permission of the
presiding officer.
SECTION 16. – Public Demeanor. No one shall use any
impertinent, degrading or slanderous language directed to the presiding
officer, councilmembers, mayor, staff or other member of the public, and
Comment [FITZ4]: These changes reflect the
current agenda format.
Formatted: Not Highlight
Formatted: Not Highlight
Comment [FITZ5]: There is some question as to
whether we can condition a person’s ability to speak
on them providing their address. More importantly,
there may be circumstances in which a person has
information to share, but is unwilling to put their
address on the record due to safety/privacy
concerns.
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no one shall otherwise engage in disruptive behavior. Disruptive behavior
includes, for example, addressing matters restricted from public comment,
repeated shouting and angry outbursts, cursing, direct or implied threats of
violence, etc. After receiving verbal notice from the presiding officer, the
presiding officer may direct that a speaker return to his or her seat or may
remove any person for disruptive behavior at council or council committee
meetings. Pursuant to RCW 42.30.050, in the event a meeting is
interrupted by a group of persons so as to render the orderly conduct of
the meeting unfeasible, and order cannot be restored by the removal of the
individuals who are interrupting the meeting, the council may, by majority
vote, order the meeting room cleared and continue in session or may
adjourn the meeting and reconvene at another location selected by
majority vote of the council. If the meeting room is cleared, final
disposition may be taken only on matters appearing on the agenda.
Representatives of the press or other news media, except those
participating in the disturbance, shall be allowed to attend any session held
pursuant to this section.
SECTION 17. - Added Agenda Items. At a regular meeting, Aa
member of the council or the mayor may ask that an item be considered
by the city council, even if it is not identified on the formal agenda,
by raising the issue during changes to the agenda. That item shall
then be considered with the approval of the council. No items may be
added to the agenda of a special meeting after notice of the special
meeting is issued.
SECTION 18.- Mayor Participation. The mayor may address the
council on any matter or participate in the debate of any question,
provided the mayor shall first call upon the council president or any other
councilmember designated by the council president to take the chair during
Comment [FITZ6]: This has been the law for a
while, and while council has never had to use this
law, there may be a time when it needs to.
Comment [FITZ7]: This is a simple clarification
of the law regarding special meetings.
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the mayor’s participation.
SECTION 19. - Councilmember Conduct. While the council is in
session, whether at a council or council committee meeting, all its
members must preserve order, decency and decorum at all times and no
member shall, by conversation or otherwise, delay or interrupt the
proceedings or the peace of the meeting, nor disturb any member while
speaking, or refuse to obey the order of the presiding officer. The
members of the city council may reprimand another councilmember for
disorderly conduct and, upon written charges entered upon by motion, may
expel a member from the council meeting by a vote of a majority plus one
of the membership of the council in attendance at that meeting.
SECTION 20. – Voting. Discussion by council members shall relate
to the subject matter at hand and shall be relevant and pertinent. Every
councilmember, unless disqualified by reason of a conflict of interest or as
otherwise provided by law or excused by the council, shall cast his or her
vote upon any matter put to vote by the legislative body. Any
councilmember who abstains from voting shall be deemed to have not
voted on that item. At the request of the presiding officer or of any
member, any question shall be noted upon by a roll call and the individual
voting results shall be recorded by the city clerk in the minutes.
SECTION 21. – Summoned to Meetings. Every city official or
employee who shall fail to report to the council at times and in a manner
requested by the council, shall be summoned in accordance with the
direction of the council.
SECTION 22. – Ordinances, Resolutions and Contracts –
Presentation. Unless otherwise approved by the council president, no
ordinance, resolution, contract document or other matter shall be
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presented to the council unless ordered by a majority of the council,
referred by a council committee, requested by the mayor, or submitted by
the city attorney. Whenever practical, ordinances, resolutions, contract
documents and other matters shall be approved as to form by the city
attorney and shall be examined and approved by the department head or
his or her duly authorized representative having jurisdiction over the
subject matter of the ordinance, resolution, contract document, or other
matter.
SECTION 23. – Parliamentary Rules. The city attorney shall act as
parliamentarian and advise the presiding officer on inquiries concerning
parliamentary procedure. The presiding officer shall rule on issues of
parliamentary procedure, unless overruled by a majority of the
councilmembers present. Robert’s Rules of Order shall govern the
deliberations of the council except when in conflict with any section herein.
A council vote or other action taken which is not in compliance with
Robert’s Rules of Order or other procedures and to which no objection is
taken shall be deemed action taken following a suspension of the
parliamentary rules even if no formal suspension of the rules occurs first.
SECTION 24. – Suspending the Rules. When the suspension of a
rule is requested, and no objection is offered, the presiding officer shall
announce that the rules are suspended and the council may proceed
accordingly. When there is an objection to suspending the rules, it shall
require a vote of majority plus one of the members present shall be
required to suspend the rules.
III. COUNCIL COMMITTEES
SECTION 25. – Committees Established. The council establishes
the following five standing committees, each of which shall consist of three
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councilmembers, one of whom shall act as committee chair. The council
president, by the conclusion of the second regular meeting after the
meeting where he or she is elected president, shall appoint committee
members and committee chairs for approximately two-year terms,
reserving the right to remove committee members and committee chairs
and to reappoint new councilmembers to fill those positions. Subject to
appropriate notice, each committee chair, by written or verbal order, may
establish or amend the time for regular meetings of that committee.
1. Operations Committee. The operations committee generally
shall consider all matters related to the general fiscal and financial
conditions and operations of the city. This committee shall also consider all
policy matters related to personnel, including, but not limited to, salary
ranges and step schedules, position classification, merit system
development and other items in coordination with the
operationshuman resources department and other departments as
appropriate. This is not to be construed as a limitation or infringement
upon the executive powers of the mayor.
2. Parks and Human Services Committee. The parks and human
services committee generally shall consider all matters related to planning
and implementation of city facilities, parks and recreation programs and
activities in the city, and human services programs and activities in the
city, including coordination of programs and activities with affected school
districts.
3. Economic and Community Development Committee. The
economic and community development committee generally shall consider
all matters related to community growth and development including, but
not limited to economic development, permit issuance for land use and
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construction development, and planning of the physical, economic,
aesthetic, and social development of the city.
4. Public Works Committee. The public works committee
generally shall consider all matters related to planning, design,
construction, improvement, extension, maintenance and operation of
transportation and street systems, transit, water, sewer, storm, solid waste
and other utilities, franchises, and other related matters.
5. Public Safety Committee. The public safety committee
generally shall consider all matters related to police and fire safety,
including, but not limited to, law enforcement, emergency response
services, fire inspection, fire investigation and general dispatch services.
SECTION 26. – Duties and Responsibilities. The council
committees shall consider all matters referred to them whether within or
outside of a specific committee’s general focus area. All proposed
ordinances or resolutions and other matters for council consideration shall
first be discussed by, or referred to, the appropriate council committee,
unless otherwise designated by the council president; provided,
however, the council shall not be denied the right to refer the subject to a
committee or workshop for further consideration. Matters not otherwise
designated shall be assigned for consideration to a council meeting,
workshop or to the appropriate council committee by the council
president, in consultation with the mayor. Each committee chair shall
report to the council the findings and/or recommendations of the
committee.
SECTION 27. – Quorum. No committee shall act in the absence of
a quorum. At the request of the committee chair or the council president,
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any other councilmember may sit on any committee when necessary to
constitute a quorum or to fill a vacancy.
SECTION 28. – Council consideration after committee. Items
considered by a committee and unanimously approved for council
consideration by the committee members in attendance at the meeting
shall be placed on the council meeting consent calendar unless otherwise
directed by a majority of the members of the committee in attendance at
the meeting.
SECTION 29. – Committee of the Whole. Council workshop
meetings constitute regular meetings of the full council. Typically,
workshop topics do not require council action; however because they are
regular meetings, the council may take action, including final action, at a
workshop. Public input is permitted at council workshops at the discretion
of the city council.
SECTION 30. – Committee Reorganization. The city council, upon a
vote of the majority of its membership, may reorganize and rearrange the
membership of standing committees, including the discontinuance of any
standing or special committee and the reassignment of its duties and
functions to another committee or committees, together with the
establishment of special, temporary and ad hoc committees.
SECTION 31. – Savings. If any section, subsection,
paragraph, sentence, clause or phrase of this resolution is declared
unconstitutional or invalid for any reason, such decision shall not affect
the validity of the remaining portions of this resolution.
SECTION 32. – Ratification. Any act consistent with the authority
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and prior to the effective date of this resolution is hereby ratified and
affirmed.
SECTION 33. – Corrections by City Clerk or Code Reviser. Upon
approval of the City Attorney, the City Clerk and the code reviser are
authorized to make necessary corrections to this resolution, including the
correction of clerical errors; references to other local, state or federal laws,
codes, rules, or regulations; or resolution numbering and
section/subsection numbering.
SECTION 34. – Effective Date. This resolution shall take effect and
be in force immediately upon its passage
PASSED at a regular open public meeting by the City Council of the
City of Kent, Washington, this day of , 2018.
CONCURRED in by the Mayor of the City of Kent this
, 2018.
day of
DANA RALPH, MAYOR
ATTEST:
KIMBERLEY KOMOTO, CITY CLERK
APPROVED AS TO FORM:
ARTHUR “PAT” FITZPATRICK, CITY ATTORNEY
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