Loading...
HomeMy WebLinkAboutCity Council Meeting - Council Workshop - Special Agenda - 02/05/2022 • 4^* KENT W A 5 H I N G T O N KENT CITY COUNCIL SPECIAL WORKSHOP AGENDA February 5, 2022 8:30 a.m. KENT CITY HALL COUNCIL CHAMBERS Mayor Dana Ralph Council President Bill Boyce Councilmember Marli Larimer Councilmember Brenda Fincher Councilmember Zandria Michaud Councilmember Satwinder Kaur Councilmember Les Thomas Councilmember Toni Troutner ****************************************************************** LOCATION: Kent City Hall Council Chambers 220 Fourth Avenue South Kent, WA. 98032 Masks are required regardless of vaccination status You can listen to the meeting by calling 1-888-475-4499 or 1-877-853-5257 and enter Meeting ID: 898 1112 4164 for the Purpose of The Kent City Council 2022 Planning Session See the attached agenda This is an open public meeting under Washington law, and the public is invited to listen to the meeting. Public testimony will not be accepted during this meeting. Any person requiring a disability accommodation should contact the City Clerk's Office in advance at 253-856-5725. For TDD relay service, call the Washington Telecommunications Relay Service at 7-1-1. • KEN T WASHINGTON CITY OF KENT CITY COUNCIL 2022 PLANNING SESSION Friday, February 4, 2022, 8:30 a.m. —4:00 p.m. Green River Community College's Kent Campus Kent Station 417 Ramsey Way, Suite 112, rooms 282 & 283 AGENDA GOALS: 1. Help Council and Executive Leadership Team (ELT) members get to know and understand each other better. 2. Discuss strategic issues of interest and importance to the Council, particularly the budget. 3. Discuss potential impacts of proposals at the State Legislature on the City's policy direction and budget. Refreshments will be served starting at 8 a.m. Please come early to enjoy them and be prepared to convene the meeting precisely at 8:30. 8:30 Welcome! Review Meeting's Purpose - Council President Bill Boyce 8:35 Review and Approve Agenda - Council / Facilitator Jim Reid 8:40 Review 2021 - Council Members, Mayor Dana Ralph, and the ELT Jim will ask this question of each Council member and the Mayor. After they have answered it, he'll ask them the question once more. And then, if any important accomplishments have not been cited, he will ask Council members or the Mayor to articulate them. ■ What is one major accomplishment of the City in 2021 that you believe was particularly impressive and noteworthy? Next, each member of the ELT will answer this question in no more than five minutes. ■ What were the most important and noteworthy accomplishments of your department or program in 2021? ■ Does the Council have questions about these accomplishments? Before we bring an end to this session, everyone can answer: ■ What were the lessons of 2021? 10:15 Who'd You Like to Dine With? - Everyone As one way to get to know each other better,tell us: ■ If you could invite three historical figures to join you for dinner, who would you invite? Why? (They can come from any field or profession, and they must not be living.) 10:35 Break 10:45 Budget - Council, Mayor, CAO Derek Matheson, Finance Director Paula Painter ■ What did the Council and Administration do to maintain a balanced budget since the pandemic began in March 2020? ■ What factors are now threatening to create an unbalanced budget? ■ What options are available to the City to balance it? ■ Do the Council agree that the City needs to preserve the core services and programs we are operating today to maintain a balanced budget? ■ Are there new programs that the Council agrees are urgent, important, and needed? ■ If so, then what would be reduced or eliminated to maintain a balanced budget? ■ And is the Administration considering hiring a consultant to review the budget? What would be the expected result and timing? At the Council's retreat last May, Council members shared an interest in engaging people and communities who have not previously been involved in budget development in the process. They then agreed on four strategies to achieve that interest: 1) expand the Budget Road Show; 2) revise the Neighborhood Grant Program; 3)focus on neighborhood projects; and 4) implement the Balancing Act or a similar online tool. ■ How can we incorporate these strategies into the 2023"24 biennial budget process? 2 12:30 Lunch 1:15 Proposed State Legislative Changes Issues - Council, Mayor, Derek, Police Chief Raf Padilla, Lobbyist Briahna Murray (Gordon Thomas Honeywell Gov't. Affairs) Raf will open the discussion by briefing the Council on the internal aspects of data collection by the Policy Department. From 2-3 p.m. we'll be joined remotely by Briahna Murray, who will update us on the status or proposed legislation that could affect policy on public safety and on housing. ■ What are the Council's thoughts and reactions to the information presented by the Chief and by Briahna? PUBLIC SAFETY: o the status of the data collection prescribed by the State Legislature; and o the status of proposed legislation to revise the landmark policing bills that were adopted last year. HOUSING: o the status of proposed legislation that would affect local governments' authority in zoning and,therefore, housing. 3:00 Break 3:10 Climate Action - Council, Mayor, ELT ■ What is the City currently doing to act in the face of climate change? ■ How are the departments'coordinating their efforts? ■ Does the Council favor a different approach or additional actions?If so, what would they be? 3:55 Preview Tomorrow's Discussions - Jim Reid 4:00 Adjourn for the Day 3 • KEN T WASHINGTON CITY OF KENT CITY COUNCIL 2022 PLANNING SESSION Saturday, February 5, 8:30 a.m. — 12:00 p.m. City Council Chambers 220 Fourth Avenue South AGENDA GOALS: 1. Discuss strategic issues of interest and importance to individual Council members to learn if there is interest among the full Council in pursuing any of them. 2. Identify issues that the Council anticipates could be topics for future discussions. Refreshments will be served starting at 8 a.m. Please come early to enjoy them and be prepared to convene the meeting precisely at 8:30. 8:30 Welcome! Reflections on Yesterday - Council President Bill Boyce 8:35 Review Agenda - Facilitator Jim Reid 8:40 Council Talk Time - Council, Mayor, ELT 4 A number of issues were voiced by one or two Council members during the conversations that led to the development of this agenda.Therefore,this session is an opportunity for the Council members to learn from each other about these issues and why they are of interest,to "pitch these issues" to each other, and to determine if there might be a consensus among the entire Council to address any of them soon or in the future. ■ What are the issues of interest and importance to Council members? Why? ■ Are there any that capture the attention of the majority of Council members?If so, let's start by discussing them.And if there is interest in moving ahead, what is the expectation?Are they new Council initiatives?If so, what is being done that would be delayed or stopped? ■ What should we do with the remaining issues?Should we keep them as "Issues on the Horizon"or address them differently? 10:00 Break 10:15 Resume Council Talk Time - Council ■ Is there agreement to pursue any of the issues that were discussed this morning and develop strategic policy direction? 11:30 Other Issues on the Horizon - Council ■ Are there any other issues of interest for possible future Council discussions?(We won't discuss them but instead will list them as issues that Council members anticipate could be of interest in the future.) 11:45 Impressions of This Year's Retreat - Council, Mayor, ELT ■ What are we taking away from this years Annual Planning Meeting? Noon Adjourn 5 111S7 KEN 7 WASHINGTON CITY OF KENT CITY COUNCIL ANNUAL PLANNING SESSION Friday,5 February 2021, 12:00—5:00 p.m. Via Zoom Conferencing SUMMARY OF THE MEETING'S KEY DISCUSSIONS AND AGREEMENTS ATTENDEES: Council President Toni Troutner; Councilmembers Bill Boyce, Brenda Fincher, Satwinder Kaur, Marli Larimer, Zandria Michaud, and Les Thomas; Mayor Dana Ralph; Chief Administrative Officer Derek Matheson; Executive Leadership Team (ELT) members Chad Bieren, Mike Carrington, Pat Fitzpatrick, Kurt Hanson, Kim Komoto, Paula Painter,Julie Parascondola, Raf Padilla,Teri Smith, Bailey Stober, Uriel Varela, and Margaret Yetter; Human Services Manager Merina Hanson; facilitator Jim Reid SUMMARY OF KEY AGREEMENTS: GUIDING PRINCIPLES For this meeting the Council used a set of principles or ground rules to guide the discussions and decision-making that were borrowed from the Sound Cities Association and slightly added to by facilitator Jim Reid.At the end of the meeting Councilmembers observed that they are rules of common courtesy, and agreed to use them throughout this year. They are attached at the end of this summary. VISION, MISSION, AND GOALS The Council expressed support for the vision and mission. Councilmembers suggested that two of the goals be revised, and Human Resources Director Teri Smith suggested another potential revision. The Council agreed to revise "Inclusive Community: Embracing our diversity and advancing equity through genuine community engagement." Members suggested including two ideas: policies, practices, and services must be inclusive, and the community should celebrate equity and justice. Councilmember Marli Larimer suggested that "regional advocacy' be added as a key concept to the goals; a suggestion was made to incorporate it into "Sustainable Services: Providing quality services through responsible financial management, economic growth, and partnerships." Teri offered the thought that Inclusive Community or"Innovative Government: Delivering outstanding customer service, developing leaders and fostering innovation" should include the concept that the City's employees reflect the community's diversity. During the discussion Chief Administrative Offer Derek Matheson stated that the ELT is developing objectives and measures for each goal so that the Administration can demonstrate to Council and the City can demonstrate to the public that the goals are being implemented. As the discussion was ending, Councilmember Bill Boyce suggested that the vision, mission, and goals be shown on television before the broadcasts of Council meetings.Another idea was that Mayor Ralph read the vision, mission, and/or heading of each goal at the beginning of Council meetings. Councilmember Brenda Fincher also asked if the vision, mission, and goals could appear on the screen on Channel 21. Next step: Derek will bring back to Council proposed language to revise the goal(s). COMMITTEE OF THE WHOLE After a lengthy discussion,the Council agreed to reestablish Council committees, a structure that had been replaced in late 2019 by the Committee of the Whole. Council President Toni Troutner will establish ad hoc committee with three Councilmembers and Derek to design the new structure and propose it to the Council. Two primary interests that should be achieved are ensure that Councilmembers gain a deeper understanding of the key issues facing the City, and ensure that the structure is as efficient as possible. Councilmembers suggested these ideas for consideration by the ad hoc committee as it develops the committee structure: create fewer committees that oversee a different combination of issues than under the previous committee structure; the total number of meetings—Council, committee, and workshops—should be similar to the number that are held under the Committee of the Whole structure; each meeting should be as short as possible; minimize the impact on staff. No consensus emerged on when to initiate the new structure.A suggestion was made that it could be instituted once it is possible for in-person meetings to be held. After a little more discussion, 1 June 2021 appeared to be the latest date for the process to get underway.The ad hoc committee will make a recommendation to the Council on this issue,too. Next step:The ad hoc committee will form and develop a proposed structure and the resolution the Council must adopt to approve the change.The ad hoc committee will consider the above ideas and the start date and make recommendations to the full Council. BOARDS AND COMMISSIONS 2 The Council agreed that the Parks and Recreation Commission is a good model for achieving these interests regarding the City's Boards and Commissions: 1) balance historical experience and knowledge with new voices and fresh perspectives; 2) ensure each member is interested, enthusiastic, and brings some level of knowledge; 3) ensure the Boards and Commissions reflect the diversity of the community, in terms of gender, age, race and ethnicity, length of residency, and learning and decision-making styles; and 4) provide consistent practices and procedures among the Boards and Commissions. The Parks and Recreation Commission appeared to the Council to be a good role model because: 1) its mission and operations are guided by bylaws: 2) proactive outreach to and strategic recruitment of potential members, including by current Commission members, has resulted in its diverse membership; 3) applications are maintained for at least six months,thus ensuring there is a pool of interested candidates; and 4)the two-terms-limit has ensured a mix of longer-term members with institutional knowledge and newer members with fresh perspectives. While there is interest in limiting the number of terms that a member can serve,the Council also recognized that a member might serve longer than two terms if there are no applicants to serve on the particular Board or Commission. A couple Councilmembers suggested staggering members'terms to ensure the mix of experience and knowledge on one hand and fresh, new perspectives and ideas on the other. There was sentiment for lengthening the term of Land Use and Planning Board members because of the complexity of the issues and the sense that it takes longer to gain expertise. In addition,the Civil Service Commission and Firemen's Relief and Pension Board might not be candidates for change because of the expertise that is needed to successfully serve and prescriptions about who serves (union representatives, for example). Finally, the Administration communicated to the Councilmembers that they are needed to strategically recruit new members to the Boards and Commissions from among their networks of contacts in the community. Next step: Derek and City Attorney Pat Fitzpatrick will lead the Executive Leadership Team's work to refine the Board and Commission system by building on the interests and ideas described above.They will bring back to Council a proposal that, among the structural and operational issues, identifies opportunities for the Council to become more engaged in strategically recruiting Board and Commission members. RENTAL HOUSING PROTECTIONS The Council agreed to establish an ordinance that goes beyond State law, which the City currently abides by,that requires renters with month-to-month leases to be provided twenty days' notice when the landlord needs them to move out.The new City ordinance will give such renters sixty days' notice. The Council's discussion raised issues of fairness to both renters and landlords.The Council is concerned that twenty days' notice is too short given such complexities as the number and ages of family members,the availability and cost of housing,the cost of moving, and other ramifications of moving, such as the impacts on children who may be forced to change schools. 3 The change to the ordinance will apply to renters with month-to-month leases who are tenants in good standing.The Council does not intend to infringe on the rights of landlords when they request that a tenant leave a property because of violations in the lease agreements, such as criminal behavior or abandonment of the property. Next step: Pat and Derek will draft a new ordinance and submit it to the Council for approval. COMMUNICATIONS Communications from the City to the community was on this retreat agenda because of the goal to publicize initiatives, actions, and activities of the Council.The interest behind this goal is to ensure that the public is aware of and understands how the Council is helping to lead the City. Bailey Stober, the City's Communications Manager, kicked off the discussion by announcing steps that are being taken to promote the Council.They included: updating the Councilmembers' biographies on the City's website; profiling a Councilmember each week on the City's social media platforms; initiating virtual "Coffee with the Council" opportunities for Kent residents each month; updating the photos of Councilmembers wearing masks to promote compliance with a key public health strategy for containing COVID-19; and summarizing in bullet points the Council's actions during a meeting the day after it occurs so that the public is aware of the Council's most recent decisions and actions. As a result of the subsequent discussion, Councilmembers suggested these additional ideas: use the facemasks to promote Kent's cultural diversity—seek input from the Cultural Communities Board and Arts Commission; help to ensure that Council members attend community events by noting events on the Council's master calendar; if Councilmembers plan to attend an event,tell Bailey and come during the event's first hour,when the photographer is there to capture the event in pictures (also,tell the Councilmembers when they need not or should not attend an event); promote the Boards and Commissions, even when there is no vacancy; reach out to the community in languages other than English. Finally, the Council discussed with Bailey an idea he is working to bring to fruition—live captioning of videos from meetings and events. IMPLEMENTATION OF HlB 1590 The last item on the retreat agenda was Derek's update about the City's progress in implementing HB 1590,the state legislation that authorized 1/10 of 1%sales tax for affordable housing. Derek observed that the City's implementation of this law was launched last fall when the Council imposed the tax and directed staff to work on a plan. Furthermore, Council set aside $100,000 in one-time funds for startup work on a police mental health co-responder program and $200,000 in one-time funds for youth mental health services. HB 1590 mandates a 60/40 split in the use of the funding: 60% must be devoted to constructing affordable housing and 40% may be used for housing-related services. In South King County, Kent and two or three other"1590 cities" are looking at pooling the 60%for construction under the South King Housing and Homelessness Partners (SKHHP). For the other 40%, staff are working on a mental health co-responder program, a Human Services Grants Program, and an allocation of one-time funding for youth mental health. 4 SKHHP was established a couple years ago based on A Regional Coalition for Housing(ARCH) model,the consortium of north and northeast King County cities that was formed nearly thirty years ago. Kent and Covington are members of SKHHP and Maple Valley,which has expressed interest, needs to formally join. Renton is going in an independent direction because it has a Housing Authority.The partners need to build SKHHP's organizational capacity; an initial analysis indicates we could not use HB 1590 funds because state law restricts spending to new construction. SKHHP may be allowed to use funding generated by HB 1406,the 1/100 of 1%sales tax credit. Similar to King County,we are supporting the provisions of another piece of legislation, HB 1070,to allow acquisition. As presented to the Council last fall,the City has also discussed with King County the idea of pooling resources. Leo Flor,the County's Director of Human and Community Resources, likes the SKHHP concept because the County is a member of ARCH, which it views as successful. On a related note,the Kent Housing Options Plan (KHOP) is already underway. It's the vehicle to figure out how to direct SKHHP to allocate funding to different types of affordable housing. Our Comprehensive Plan's Housing and Human Services Elements and the 2020225 Human Services Strategic Plan also offer guidance.The Council will need to approve the SKHHP Inter-Local Agreement and the KHOP. On a parallel track with the SKHHP, a South King County responder pilot program is underway and we're working on a possible Kent-specific program.The pilot includes nine cities,the Kent Valley cities plus Black Diamond,Algona, and Pacific.The Washington Association of Sheriffs and Police Chiefs has provided a six-month grant; Des Moines is the "parent agency"that will manage the contract with an agency.The cities have not yet agreed on the agency, but in the running are the Downtown Emergency Services Center(DESC), Valley Cities Counseling and Consultation (VCCC), and Sound Mental Health. The pilot will be located at 272"d and Pacific Highway South. The concept is that people will call 911 and Valley Communications will dispatch police and/or the City's responders or King County's crisis responders(similar to animal control). Kent officers will overhear the communications but the County will handle the crisis response because cities lack authority to involuntarily commit people in crisis.The next steps in advancing the pilot are to produce formal Memoranda of Understanding and to develop the contract between Des Moines and the agency that is selected. We expect the partners will seek a one-year grant extension. From Kent's perspective, the pilot project will help shape our program or help us decide to continue to participate in the regional program. If Kent were to go it alone,the Human Services Division would manage the City's relationship with the agency and the Police Department would manage operations (i.e., dispatching and day-to-day collaboration). We do not yet know if the Council's approval will be necessary, but staff will keep the Council informed. Regarding youth mental health,the Request For Proposal (RFP), including the "Call for Concepts," is due the week of February 8-12.The panel that was created to review proposals will include youth.The City will award grants at a minimum of$25,000 and ensure that the recipients' programs are culturally responsive.They will all be at Kent locations.The Administration will keep Council informed on this process, too. Finally, regarding on-going grant funding,the City will provide grants through the existing human sources grant framework or through the parallel framework that emphasized Kent and South King County agencies. 5 MAJOR ACCOMPLISHMENTS OF 2020 The retreat began with Councilmembers and the Mayor identifying what they believe to be the City's major accomplishments of 2020. Once they had finished, the ELT added to the list. Here is the list. ■ Major road improvements, such as those at Blue Origin's headquarters. ■ Budget reserves, which were particularly important in dealing with the impacts of COVID-19. ■ Discussions about matters of ethnicity and race. ■ The staff's resiliency as reflected in the operations changes that responded to the pandemic. The staff"did not miss a beat" and found new ways to accomplish our goals.And the transition to working at home appeared seamless. ■ The way in which the community has come together in a very difficult and challenging year. ■ The budget process and the budget itself, led by Paula. ■ The work to address racial issues. ■ The Senior Center. ■ Human Service Division's services are seen through an equity lens. ■ Police data. ■ Salmon habitat program. ■ The Parks and Recreation Department's response to the pandemic—the ability to continue to provide the public with an outlet and services. ■ Bailey's communications strategies keep the community informed and involved. ■ Communicating in languages other than English to a very diverse community with many immigrants. ■ Toni's and Dana's leadership. ■ The Council's and Administration's creativity and flexibility. ■ How effectively we were served by the Courts, IT, and the Law Department. ■ IT deserves love for how quickly it delivered and set up computers at employees' homes. ■ The Human Resources Department's guidelines and communications ensured that employees stayed safe. ■ Kent's policies and legislation have recently received "shout outs" from other cities in the state. They have complimented us and are learning from our work. ■ The adoption of"Rally the Valley." ■ So many people pulled together to keep the City working smoothly in response to the pandemic. ■ "Meet Me on Meeker Street" has transformed that street in just a few years. ■ The Council made difficult decisions that paved the way for the staff to be creative and flexible in a difficult year. ■ Round abouts. ■ A"shout out" to the Law Department for its work on he 214th/218t" corridor. ATTACHMENT 6 GUIDING PRINCIPLES to Guide the Council's Discussions and Decision-Making 1. Assume that others are acting with good intent. 2. Respect differing views. 3. Remain open-minded. 4. Be candid, but kind. 5. No surprises! 6. Have each other's backs. 7. Think about who is not at the table. What are their needs, concerns, and interests? 8. Look for common ground. Whenever possible, seek consensus. 9. Once a decision is made,join together to make it work. 10. Show up to meetings prepared. 11. Extend grace to others—cut them some slack. 4^4�� 111S7 KEN T WASHINGTON CITY OF KENT CITY COUNCIL ANNUAL PLANNING SESSION, PART 2 Friday,7 May 2021,8:30 a.m.—4:00 p.m. Senior Activity Center,600 E Smith St. SUMMARY OF THE MEETING'S KEY DISCUSSIONS AND AGREEMENTS ATTENDEES: Council President Toni Troutner; Councilmembers Bill Boyce, Brenda Fincher, Satwinder Kaur, Marli Larimer, Zandria Michaud, and Les Thomas; Mayor Dana Ralph; Chief Administrative Officer Derek Matheson; Executive Leadership Team (ELT) members Chad Bieren, Mike Carrington, Pat Fitzpatrick, Kurt Hanson, Kim Komoto, Paula Painter,Julie Parascondola, Raf Padilla,Teri Smith, Uriel Varela, and Margaret Yetter; Staff Members Patti Belle, Natalie Winecka, Michelle Ferguson, and Police Department Commanders Mike O'Reilly, Andy Grove, and Bobby Hollis; and facilitator Jim Reid NOTE: PowerPoint Slides accompanied most of the staffs presentations at this retreat.They were sent to the Councilmembers following the meeting.Therefore, summaries of staff comments when they were aided by slides include the most important points and are intended to complement the slides. SUMMARY OF KEY AGREEMENTS PARTICIPATORY BUDGETING Prior to this retreat, a number of Councilmembers expressed an interest in "participatory budgeting" as a means of increasing public involvement in budget allocation decisions. Based on his interviews of each Councilmember in April, facilitator Jim Reid heard the Councilmembers express this mutual interest: Ensure that public engagement in the City's budget and American Rescue Plan Act(ARPA) processes is meaningful. Finance Director Paula Painter presented three potential strategies for advancing the Council's interest: 1) expand the Budget Road Show; 2) involve the public in citywide and/or project-specific budget decisions through participatory budgeting, using Seattle,Tacoma, Sequim, King County, and Victoria, British Columbia processes as role models; and 3) implement the "Balancing Act" online survey, which in our area has been recently used by the cities of Tacoma and Kenmore to solicit residents' preferences and priorities for balancing the General Fund budget. Following Paula's presentation, Council discussed the ideas. From this discussion another interest emerged: Engage people and communities who have not previously been involved in budget development in the process. To achieve their two interests,the Council agreed to: ■ Expand the Budget Road Show. Build on the success of the neighborhood meetings that Mayor Ralph hosted in 2018 when the City's budget for 2019-'20 was being developed by hosting more than three meetings. Additional meetings do not necessarily need to be geographically based. Some meetings could be held to attract specific communities and/or organizations. For example, the City should strategize how to involve renters as well as homeowners. Councilmembers also expressed a willingness to be involved in efforts to attract a wider, more diverse audience and in joining the Mayor at the presentations. ■ Revise the Neighborhood Grant Program to achieve the goals of participatory budgeting. Build on the program to secure more public participation in setting priorities and choosing projects. ■ Focus on neighborhood projects in a manner similar to the City of Sequim.The Council was interested in Sequim's model of asking residents of specific neighborhoods to suggest projects and then vote to select the project that would be funded.This could mean that a pool of funds separate from the Capital Improvement Plan (CIP) list would be established since the CIP list is prioritized with public input and according to criteria that identify costs, benefits, urgency, etc. ■ Implement the Balancing Act or a similar online tool as a means of taking the budget to the people and making budget development accessible to more people. (Note: Tools such as the Balancing Act allow residents to state their preferences for citywide and/or neighborhood projects, and require that they suggest what should be cut to fund their priorities.Therefore, the City would learn what the participants consider the difficult tradeoffs that need to be made.) During the discussion it was suggested that the City should help engage residents who do not speak English. It was also acknowledged that the above strategies will work in tandem to achieve the Council's interests and that there may be variations of these strategies and additional strategies to engage a broader, more diverse spectrum of the public. HB 1590 IMPLEMENTATION On February 51", during Part 1 of the Council's Annual Planning Meeting, Chief Administrative Officer Derek Matheson updated the Council on the City's progress in implementing HB 1590,the state 2 legislation that authorized 1/10 of 1%sales tax for affordable housing.The City began implementing this law during the Autumn 2020 when the Council imposed the tax and directed staff to work on a plan. Derek also stated that: ■ HB 1590 mandates a 60/40 split in the use of the funding: 60% must be devoted to constructing affordable housing and 40% may be used for housing-related services. In South King County, Kent and two or three other"1590 cities" are looking at pooling the 60%for construction under the South King Housing and Homelessness Partners (SKHHP). For the other 40%, staff are working on a mental health co-responder program, a Human Services Grants Program, and an allocation of one-time funding for youth mental health. ■ SKHHP was established a couple years ago based on A Regional Coalition for Housing (ARCH) model,the consortium of north and northeast King County cities that was formed nearly thirty years ago. Kent and Covington are members of SKHHP and Maple Valley,which has expressed interest, needs to formally join. Renton is going in an independent direction because it has a Housing Authority. The partners need to build SKHHP's organizational capacity; an initial analysis indicates we could not use HB 1590 funds because state law restricts spending to new construction. SKHHP may be allowed to use funding generated by HB 1406,the 1/100 of 1% sales tax credit. Similar to King County, we are supporting the provisions of another piece of legislation, HB 1070,to allow acquisition. ■ As presented to the Council last fall,the City has also discussed with King County the idea of pooling resources. Leo Flor,the County's Director of Human and Community Resources, likes the SKHHP concept because the County is a member of ARCH, which it views as successful. On a related note, the Kent Housing Options Plan (KHOP) is already underway. It's the vehicle to figure out how to direct SKHHP to allocate funding to different types of affordable housing. Our Comprehensive Plan's Housing and Human Services Elements and the 2020225 Human Services Strategic Plan also offer guidance.The Council will need to approve the SKHHP Inter-Local Agreement and the KHOP. At this meeting, Derek stated that: ■ Last month the State Legislature approved and Governor Inslee signed HB 1070, which builds on HB 1590 by expanding allowable uses of the 60% portion for affordable housing to include acquisition of land and facilities, not just construction.This makes the preservation of affordable housing possible. ■ Kent and two of the three other cities that impose the HB 1590 sales tax—Covington and Maple Valley—are still looking at pooling their 60%for housing with SKHHP.As stated above, Maple Valley is not now a member of SKHHP and would need to join. ■ The first step in bringing the parties together under SKHHP's umbrella is to build the organization's capacity to make capital grants and provide loans for housing, as ARCH does.The SKHHP Board recently hired Cedar River Group to facilitate this effort. ■ There are two Inter-Local Agreements (ILA)thus far.The first, which forms SKHHP, borrows heavily from ARCH's structure and process. The other allows for pooling the cities' HB 1406 funding,the 1/100 of 1%sales tax credit,to begin to build organizational capacity. 3 ■ A key piece of building SKHHP's organizational capacity is to create an Advisory Board similar to ARCH's Advisory Board. It will help SKHHP's Executive Board set priorities for investment, review applications, and recommend grants to acquire and/or build housing.The Advisory Board will consist of 12-15 community members with knowledge and understanding of affordable housing and homelessness issues in South King County.The Executive Board is emphasizing the inclusion of Black, Indigenous and People of Color(BIPOC) members on the Advisory Board because 45% of South King County residents identify as BIPOC.The Advisory Board will also include affordable housing and non-profit housing developers,tenants' rights educators and advocates, people with personal and professional knowledge of homelessness, people with affordable rental and homeownership housing finance expertise, and people from population groups such as aging adults and seniors,the LBGTQ+community, multigenerational households, veterans, and youth, and people with a criminal history. o The current plan is to open the Advisory Board application process in mid-May and for the Executive Board to make the appointments in August. (Note: Mayor Ralph serves on the SKHHP Executive Board.) ■ Cedar River Group will help SKHHP create strategic marketing materials and identify philanthropic organizations who may become donors. ■ The Kent Housing Options Plan (KHOP) is getting close to the finish line. It is the vehicle to determine how to direct SKHHP to allocate different types of affordable housing. We can also look to our Comprehensive Plan Housing and Human Services Elements and the 2020225 Human Services Strategic Plan for guidance. ■ Later this year the Council will be asked to approve another ILA to pool the HB 1590 funds SOUTH KING COUNTY CO-RESPONDER PILOT PROGRAM Police Commander Mike O'Reilly updated the Council on the South King County Co-Responder Pilot Program. At the February retreat the Council heard that: ■ The South King County Co-Responder Pilot Program includes nine cities,the Kent Valley cities plus Black Diamond, Algona, and Pacific. The Washington Association of Sheriffs and Police Chiefs has provided a six-month grant; Des Moines is the "parent agency"that will manage the contract with an agency.The cities have not yet agreed on the agency, but in the running are the Downtown Emergency Services Center(DESC),Valley Cities Counseling and Consultation (VCCC), and Sound Mental Health. The pilot will be located at 272nd and Pacific Highway South. ■ The concept is this: People will call 911 and Valley Communications will dispatch police and/or the City's responders or King County's crisis responders (similar to animal control). Kent officers will overhear the communications but the County will handle the crisis response because cities lack authority to involuntarily commit people in crisis.The next steps in advancing the pilot are to produce formal Memoranda of Understanding and to develop the contract between Des 4 Moines and the agency that is selected. We expect the partners will seek a one-year grant extension. ■ The pilot program will help Kent decide whether to continue to participate in the regional program or go it alone. At today's meeting Commander O'Reilly stated that the primary goals of the Co-Responder Program are to: 1)get people treatment as early as possible; 2) avoid incarceration; and 3) decrease response times. A major challenge in achieving these goals is that King County includes 2.26 million people distributed throughout 2116 square miles (larger than Rhode Island or Delaware). For this reason,the Kent Police Department recommended to the Council that the City establish its own program.The Department would team up with the Behavioral Health Response Team (BHRT); its members would act as the "navigators"who would take over from the Police to serve people in crisis. The team would have an office in Kent that would be open Monday through Friday from 11 a.m.to 7:30 p.m. After hours and on weekends police officers would be able to contact the BHRT as needed. Councilmembers asked how the program might be more proactive. Mike stated that the mental health experts on the BHRT could continually follow up with people who have been served to see how they are doing. He also stated that the Police Department and BHRT would be able to respond to after hours and weekend calls more quickly than they would be able to if the program were countywide.The Council inquired about the safety of BHRT members. Mike emphasized their level of training and experience and the teamwork between them and the Police Department. Finally, Councilmembers urged that the program be strategically communicated to the public and behavioral health agencies and advocates. One member commented that "We all need to be involved in telling the story."A key message that should be communicated is that the co-responder concept is not new—we have tested it. The Council agreed that Kent should establish its own co-responder program. Chief Padilla said that the Administration will bring back to Council a proposed structure that would begin to be implemented during the First Quarter of 2022. He estimated the program would cost$1-1.4 million,which would come out of HB 1590 funds. In response to a Councilmember's question, he and Mayor Ralph and Derek commented that there would still be sufficient HB 1590 funding for other human services programs. RACE AND EQUITY STRATEGIC PLAN External Relations Coordinator Uri Varela updated the Council on the Race and Equity Strategic Plan that he is developing with input and support from the Cultural Communities Board. Uri briefed the Council on both external and internal efforts to advance racial equity and social justice. Uri's briefing highlighted these engagements with the community: ■ The Race and Equity Strategic Plan will be finalized in December 2021. ■ Community engagement is geared toward reaching new organizations and people who have not be engaged previously by the City. 5 ■ Uri is conducting listening sessions that are intended to hear new voices, learn new perspectives and opinions, and build new relationships. ■ The Cultural Communities Board's role is advisory but Uri is working closely with its members to solicit their perspectives and advice, and to take advantage of their expertise and experience. Therefore,the Board will influence the strategic plan. ■ A Speakers Series has been hosted by the City to help both residents and staff engage in the difficult and challenging conversations about race and equity. Uri also summarized internal actions: ■ Council will be updated about the Race and Equity Strategic Plan every 4-6 weeks between now and December. ■ The 14-member interdepartmental Race and Equity Core Team has begun operating.This internal employee-led group will help steer the City through the process of developing and operational izing equity. Its functions are capacity building, communicating, collecting and analyzing data, and championing equity and the City's initiatives. ■ To reach deeper into the organization, each department will build its own race and equity team with guidance from the Core Team . ■ A "dashboard" will be produced that includes data points to identify disparities and areas on which to focus.The dashboard produced by the City of Tacoma for the same purpose will serve as a model. ■ One of the Speaker Series speakers, Erin Jones, conducted a three-part training that was mandatory for all employees, including ELT members. ■ The City's workforce was surveyed in a Diversity, Equity, and Inclusion (DEI) survey. The Council asked how the City will learn that employees not only participated in training, but took away meaningful lessons that they'll apply. One idea was to include at the end of the training a few discussion questions. At the end of the session with Uri, the Council and ELT applauded his efforts. CREATING AND MAINTAINING A DIVERSE WORKFORCE Leading up to this retreat, Councilmembers expressed an interest in ensuring that the City's workforce reflects the diversity of the community.Teri Smith and Natalie Winecka,the Human Resources Department's Director and Deputy Director, respectively, presented the mission of the department, fun facts about the City's employees, 2019-'20 recruitment data,the process for applying for a job with the City, statistics about the diversity of applicants and how it has changed in recent years, steps underway to increase the workforce's diversity, and strategies going forward. They also noted that the numbers of open positions, applicants, and people hired in 2020 were significantly lower than in 2019. Another interesting fact from this statistics was that the number of women who applied for jobs with the City declined last year. Regarding strategies to diversify the workforce,Teri and Natalie mentioned that Human Resources is: ■ actively participating in the Race and Equity Core Team as well as in GARE; 6 ■ reviewing job descriptions; ■ diversifying interview panels and training panelists on implicit bias; ■ surveying employees to ensure they feel safe and included; ■ revising the City's website to tell the story of inclusiveness; ■ mandating race and equity training for all employees; ■ researching system capabilities in Workday to redact candidates' names on application materials. ■ revising the exit interview surveys to obtain better metrics on the reasons why people are leaving the organization; ■ partnering with neighboring cities to understand better what is and what is not working to diversify the applicant pool and workforce; and ■ participating in local and regional job fairs The Council suggested that the City needs to ensure that employees who function but are not proficient in English, such as landscapers, are not discriminated against but instead are valued as members of the team and treated fairly and respectfully. City's Attorney Pat Fitzpatrick then provided an overview of the impact of race and equity considerations on procurement policies. He highlighted these issues: ■ Washington State has prohibited Affirmative Action considerations in hiring and procurement since the voters passed Initiative 200 in 1998. When the Legislature voted to allow Affirmative Action practices a few years ago,the voters again prohibited them. ■ Restrictions in Public Works contracting also have an effect. According to the law,the bid that is "most responsive and lowest cost" must be awarded the contract. ■ But the City has opportunities to attract diverse businesses to its processes.The Race and Equity Strategic Plan is providing strategies for how to do so. ■ Through marketing and advertising and by working with professional organizations in fields such as Information Technology or Parks and Recreation, the City can help to expand the diversity of businesses and other enterprises who do work for Kent. Regarding the last point, Parks and Recreation Director Julie Parascondola stated that her department works with a variety of organizations with unique expertise, such as museums,to bring programs and services to the community. COMMUNITY POLICING Police Department Commanders Andy Grove and Bobby Hollis briefed the Council on two efforts to strengthen the relationship between the community and Police Department. Andy presented the Community Immersion Law Enforcement Project, an unprecedented program to immerse newly hired police officers into community-based non-profit organizations so that the officers gain a stronger understanding of the community. Andy defined the Community Immersion Program this way: ■ The first assignment of newly hired Kent Police officers will be to serve as volunteers in community-based organizations for 320 hours. 7 ■ Community organizations will apply to host the local police recruits and will assign them a mentor for their service experience. ■ Police recruits will interact with their community mentor, non-profit employees, and a wide range of community members. These are program's goals: ■ Provide officers firsthand experience and in-person engagement designed to ingrain understanding, empathy, compassion, and trust. ■ Develop community-centered law enforcement training partnerships with community stakeholders who serve our diverse community members . ■ Provide officers with one-on-one guidance and ongoing mentorship from community leaders who represent our BIPOC community. ■ Forge life-long personal relationships between officers and community members. ■ Strengthen communication between the Kent Police Department and community members. Andy credited Chief Padilla for envisioning this program and working with State Representative Tina Orwell to secure state funding to launch it. Councilmembers expressed support for the program and the hope that someday it can be expanded so that veteran officers may participate. Commander Hollis then discussed the Police Race and Equity Advisory Board. He emphasized that working with the Board provides him the opportunity to talk to and work with community members who he may not have met about race, equity, and inclusion.Then, he brings their perspectives to the City's Race and Equity Core Team, of which he's a member. Bobby is also building a new partnership for the Police Department with a local youth group. Internally, he will lead the Police Department's development of a Strategic Race and Equity Plan and work with his colleagues to transform race and equity training and conversations into actions that strengthen the department's culture and its relationships throughout the community. In the final segment of the discussion about how race and equity are shaping community policing, Raf summarized for the Council the various bills that were passed during the 2021 Legislative Session that could transform policing. Some of the bills have taken effect immediately while the others will become law in late July. He described some of the challenges that the new legislation will present to the department and observed that Kent is ahead of many other police departments across the state in implementing the kinds of reforms the legislation requires. Mayor Ralph observed that the City needs to communicate to the public "this is what the new laws say, here are some of the challenges that we will face, and here is how we plan to address them and implement the law."The Chief said he will update the Council on how the department is operational izing these measures and the lessons learned from doing so. LAND USE NOTIFICATIONS The Bridges Neighborhood comprehensive plan amendment process indicated to some Council members that it may be necessary to notify a greater number of potentially affected people/households about potential land use changes than current policy requires. Kurt Hanson, Director of the Economic and Community Development Department, initiated the discussion of land use notifications by summarizing current requirements, how they were applied in the Bridges Property case, and the lessons 8 learned. He then provided five options for achieving the Council's interest: Provide sufficient notification of neighbors in cases like the Bridges Neighborhood plan amendment. (Kurt estimated that there are 4-5 similar cases annually.) After discussing the five ideas, Council reached agreement on three options, including: ■ Require Notice Of Application (NOA)for site-specific legislative actions. ■ Increase the radius for legislative actions. ■ Ensure the whole neighborhood is notified. Kurt told the Council that these revisions could be implemented at a minimal cost. Kurt and Pat Fitzpatrick will work together and with the Mayor's Office to draft the proposed changes and then will submit them to the Council for adoption. Kurt also addressed the permitting process by informing the Council that the KIVA Software that has become outdated and cumbersome will soon be replaced by Amanda Software. Unlike KIVA,which allows the public to file permit requests online 24/7, Amanda gives applicants a virtual appointment. This allows staff to manage the flow of permit requests and,therefore, prevent backlogs. ISSUES AND INVITATIONS ON THE HORIZON Councilmember Larimer mentioned the City possibly addressing the Co-LEAD model among police and community organizations to reduce barriers to service for repeat offenders of low grade offenses, such as misdemeanors. One focus might be on getting repeat offenders into housing to provide them stability and safety. Councilmember Fincher invited her colleagues to join her on an upcoming tour of a tiny house village. TAKEAWAYS FROM THE RETREAT The two substantive discusses that were mentioned were the Co-Responder and the Community Immersion Law Enforcement Programs. One Councilmember commented that the retreat offered proof that "We are getting it done." 9 vision M2 �lllllh Where people The City of Kent is CHOOSE TO LIVE committed to and businesses a safe, thriving, sustainable and C H A N 0 E inclusive community. ,. WORLD =A, values goals Integrity Thriving City Do the right thing. Creating safe neighborhoods,healthy people,vibrant commercial districts,and inviting parks and recreation. Caring Evolving Infrastructure Care for those we serve. Connecting people and places through strategic investments in physical and technological infrastructure. Communication Inclusive Community Connect to understand. Embracing our diversity and advancing social justice through equitable community engagement, Teamwork transformative policy,innovative service delivery,and Work together. accountability. Innovation Innovative Government Find a way. Delivering outstanding customer service,developing leaders,and fostering innovation. Achievement Sustainable Services Be the difference. Providing quality services through responsible financial management,economic growth,regional advocacy,and partnerships. �� KENT z/z/zozz tit 14A BUDGET Paula Painter, Finance Director 1 : WHAT HAS BEEN DONE "fill TO MAINTAIN A BALANCED BUDGET ? COUNCIL RETREAT FEBRUARY 4,2022 2 2 1 1 FISCAL CLIFF • Banked Property Tax Capacity • -• • • Modifications to C: • Tax • Modified Sales Tax split between Capital and Operating B&0 RATE INCREASES Tax 1/1/2019 1/1/2020 1/1/2022 1/1/2025 1/1/2028 Business Warehouse Floor(annual rate) j mmmm . pace/Outdoor Warehouse Space(annual ra mmmmm Other Business Floor Space(annual rate) Square Footage 1 1: 1 1: a 1 1 Manufacturing;Retailing;Printing or d�Mmmmm ublishing;Processing or Extracting for Hire a Receipts Wholesaling Gross Mmmm a railing;Retail Service;Service and OtherFP mmmm s Activities 1 REDUCTIONS IN 2020 Health& Wellness Fund Non- Fund Balance Departmental $1 million Department Capital Reductions- Transfer Ongoing Reductions $5 million $3.2 million eneral Fund- / Department Fund Balance � I �15.7 � Reductions- $5.0 million million One-time $1.5 million 2022 MID-BIENNIUM ADJUSTMENT • Cautious with Mid-Biennium Budget additions - Additional personnel positions trended toward TLT's Fund :. • Investment of . • and • • •A 2/2/2022 WHAT FACTORS ARE NOW THREATENING TO CREATE AN UNBALANCED BUDGET ? M + i ♦ ♦ i i ♦ ♦ i ♦ ♦ 1 COUNCIL RETREAT FEBRUARY 4,2022 7 INFLATION AA 1.1 2.3 0.9 0.5 1.4 2.0 2.5 2.3 2.3 2.2 3.0 4.0 3.3 3.2 3.5 3.6 2.7 3.4 3.6 3.1 1.7 2.0 2.1 2.2 2.0 1.0 1.6 1.9 1.9 1.9 6.3 7.8 4.8 3.3 6.2 COUNCIL RETREAT FEBRUARY 4,2022 8 g 4 z/z/z0zz PERSONNEL COSTS Nonrepresented� _ COUNCIL RETREAT FEBRUARY 4,2022 MAJOR GENERAL FUND REVENUES Property Taxes $32,451,450 25% Licenses and Permits (I $7,400,610 6% BUDGETIntergovernmentai Sales Taxes Charges for Services $21,027,000 $6,309,570 17% Non-Tax 5% $34,260,820 27% $1,172,910,1% Misc&Transfers In $16,511,850 13% Utility Taxes $19,507,3SO Othe r Taxes 15% B&O Taxes $879,790 $19,100,000 1% COUNCIL RETREAT FEBRUARY 4,2022 15% 10 10 5 2/2/2022 CONSTRAINTS pROpFRrY rax $in Millions 120 10.09% -0.16% 9.1 1% -5.80% 100 13.6% 80 60 40 1 4% 2.09% 6.37% 2.36% 2.07% 20 2014 2015 2016 2017 2018 2019 2020 ■Property Tax ■GF Expenditures ■ COUNCIL RETREAT FEBRUARY 4,2022 11 11 PROPERTY TAX COMPARABLES $per Capita 1,000 956.79 800 — 790.62 600 545.58 413.37 430.09 400 266.99 233.65 260.58 200 211.96 141 A 1 0 0 1 0 Seattle* Auburn Bellevue Covington Federal Kent Kirkland* Renton Seatac Tukvaila* KC Way Unincorp. "Why can't we do what does?" COUNCIL RETREAT FEBRUARY 4,2022 12 12 6 z/z/zozz $in Millions 3.0 2.5 f 2.0 I 1.5 — 1.0 LL Q -- - a O z o Q 1 _5 A a N O Z o Q Q 9 O z o 2019 2020 2021 COUNCIL RETREAT FEBRUARY 4,2022 13 13 OTHER FACTORS I ALLOCATIONS • Insurance Funds • Fleet Allocation • Other Internal Fund Allocations • Internal Cost Allocation COUNCIL RETREAT FEBRUARY 4,2022 14 14 7 2/2/2022 • As we enter the 2023-24 budget, we will have a gap of several million dollars each year. 7EWENVO • More specifics to come as OPENES we get further into the year. 15 i 1 1 WHAT OPTIONS ARE /fill AVAILABLE TO BALANCE �.r r THE BUDGET ? r rr rr COUNCIL RETREAT FEBRUARY 4,2022 16 16 8 z/z/zozz INCREASE TO B&O TAX RATES 0 2022 B&O Tax Rates-Gross Receipts 0.005 0.004 $500,000 0.003 $170,000 $200,000 Y Y 0.002 �- $50,000 Y Y $250,000 0 — $100,000 Manufacturing Rate Retail Rate Services Rate Wholesale Rate ■Auburn ■Bellevue to Burien ■Des Moines ■Kent ■Renton ■Seattle* *Voter approved increase above statutory limit COUNCIL RETREAT FEBRUARY 4,2022 I/ 17 INCREASE TO B&O TAX RATES 2022 B&O Tax Rates-Quarterly Square Footage $0.30 $0.25 $0.20 $0.1 s 4,000 sq ft 250 sq ft $0.10 4,000 sq ft $0.05 "_ E m 12.000 sq ft W Li � Y $0.00 m a Business Warehouse Floor Space Other Business Floor Space COUNCIL RETREAT FEBRUARY 4,2022 18 18 9 2/2/2022 REVENUE SHIFTS • Sales Tax • Current split = 80/20 • Utility Tax • B&O Tax COUNCIL RETREAT FEBRUARY 4,2022 19 19 ONE-TIME • Strategic use of fund balance for one-time expenditures as we explore other opportunities • ARPA • We will come to Council for uses for revenue loss funds as well as the remaining unbudgeted ARPA dollars • Plan to recommend the use of fund balance for capital COUNCIL RETREAT FEB RUARY 4,2022 20 20 10 2/2/2022 rill/ 1 I 1 ENGAGING CONSULTANTS IN THE BUDGET PROCESS M � i ♦ ♦ i i ♦ ♦ i ♦ ♦ 1 COUNCIL RETREAT FEBRUARY 4,2022 21 21 • Internal Service Consultant • Structural Imbalance Strategy FINANCIAL ANALYSIS %M 22 11 2/2/2022 HOW CAN WE INCORPORATE THESE STRATEGIES INTO THE 2023 - 24 BIENNIAL BUDGET PROCESS ? COUNCIL RETREAT FEBRUARY 4,2022 23 23 COMMUNITY • Enhanced Budget Roadshows • Potential Implementation of Balancing Act • Neighborhood Grant Program comm-uni-ty 11 huy, COUNCIL RETREAT FEBRUARY 4,2022 24 12 2/2/2022 KENMORE'S tHelp Shape Kenmore's Pandemic Recovery Efforts AR PA Community Engagement Tool is open! Use OR Code or Click on Image Below Ass;slomc' for The Kenmore r. community is , invited to weigh in on ARPA spendingPaz L - Learning andChitdcatre AJ COUNCIL RETREAT FEBRUARY 4,2022 25 25 i DOES THE COUNCIL AGREE THAT THE CITY NEEDS TO PRESERVE CORE SERVICES M � AND PROGRAMS WE ARE = + OPERATING TODAY TO MAINTAIN A BALANCED BUDGET ? COUNCILRETREATFEBRUA114,2022 26 26 13 2/2/2022 II JIM REID - r TO LEAD COUNCIL DISCUSSION 27 i ARE THERE NEW PROGRAMS THAT THE COUNCIL AGREES ARE URGENT, IMPORTANT, AND NEEDED ? M � • IF YES , THEN WHAT WOULD BE REDUCED OR ELIMINATED TO MAINTAIN A BALANCED BUDGET ? COUNCIL RETREAT FEBRUARY 4,2022 28 28 14 2/2/2022 JIM REID TO LEAD COUNCIL DISCUSSION 29 THANK YOU 30 15 1 Background zozi Budget provided $5ok to hire consultant RFP Process was completed, and Police Strategies was selected Data Analysis—5 years Stakeholder Listening Sessions 1 Use of Force Subject Characteristics s3 Totmi LFOF 20 Inciderft y 44 510 p 51 0 u 9 R R ftwea Gander SuMeat Rana 6tibl MA" 5uWmt RBsldenca Caeh6ond FRUm FOnek HlsPa�ic�j% so-. <18 Vew 42% eladc �Yvh% Sllb�e[t 20R5 �% t&29 �yg 23% 4096 Otller CRY 03% 3896 Data Analysis and Stakeholder Report Demographic Dis Stakeholder Report 2/2/2022 Consultant Recommendations • Invest in a more robust use of force data collection system • Capture data/race for consent searches and officer safety searches • Capture data/race for officer-initiated contacts (traffic stops and pedestrian stops) • Capture warning data • Community Perception Survey — online, phone, mail and/or focus groups Create Interactive Dashboards Publish data in annual reports Wait for direction from state on SB 5259 5 SB 5259 • In July 2021, HB 5259 became law • Establish a Statewide Use of Force Data Program Advisory Group (AGO) • Comprised of community representatives, law enforcement and data experts • The AGO must review and approve or reject the recommendations, with consideration for the following: • available funding; prioritizing the implementation of the reporting, collection, and publication of use of force data reports; • the public's interest in transparent, expedient access to information; and • the institutional operations and demands of law enforcement • Contracted Institution of Higher Education. The AGO must engage in a competitive procurement process to contract with a Washington private or public institution of higher education to implement the statewide use of force data program. Advisory group members may participate in the development of the request for proposal and the review and evaluation of responsive bidders, but may not participate or bid in the competitive procurement. 6 3 2/2/2022 Next Steps • RMS • Data Analyst • State Requirements 7 QUESTIONS? 8 4 CERTIFICATION OF ENROLLMENT ENGROSSED SECOND SUBSTITUTE SENATE BILL 5259 Chapter 326, Laws of 2021 67th Legislature 2021 Regular Session LAW ENFORCEMENT—USE OF FORCE—DATA COLLECTION EFFECTIVE DATE : July 25, 2021 Passed by the Senate April 14, 2021 CERTIFICATE Yeas 46 Nays 2 I, Brad Hendrickson, Secretary of the Senate of the State of DENNY HECK Washington, do hereby certify that President of the Senate the attached is ENGROSSED SECOND SUBSTITUTE SENATE BILL 5259 as passed by the Senate and the House Passed by the House April 6, 2021 of Representatives on the dates hereon set forth. Yeas 97 Nays 1 BRAD HENDRICKSON LAURIE JINKINS Speaker of the House of Secretary Representatives Approved May 18, 2021 11:51 AM FILED May 18, 2021 Secretary of State JAY INSLEE State of Washington Governor of the State of Washington ENGROSSED SECOND SUBSTITUTE SENATE BILL 5259 AS AMENDED BY THE HOUSE Passed Legislature - 2021 Regular Session State of Washington 67th Legislature 2021 Regular Session By Senate Ways & Means (originally sponsored by Senators Nobles, Carlyle, Darneille, Das, Dhingra, Frockt, Hasegawa, Hunt, Keiser, Kuderer, Liias, Lovelett, Nguyen, Pedersen, Randall, Robinson, Saldana, Stanford, Wellman, and Wilson, C. ; by request of Attorney General) READ FIRST TIME 02/22/21 . 1 AN ACT Relating to requiring reporting, collecting, and 2 publishing information regarding law enforcement interactions with 3 the communities they serve; adding a new chapter to Title 10 RCW; and 4 providing an expiration date . 5 BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF WASHINGTON: 6 NEW SECTION. Sec. 1 . The legislature finds that law enforcement 7 transparency and accountability are vital in maintaining public 8 trust. Data collection is one essential tool to allow the public, law 9 enforcement, and policymakers to analyze the effectiveness of 10 existing police practices, determine which policies and training work 11 and do not work, and avoid unintended consequences by supporting 12 policy decisions with clear and relevant data. 13 The legislature finds that creating a statewide data collection 14 program that creates a publicly accessible database to track metrics 15 will help to promote openness, transparency, and accountability, 16 build stronger police-community relations, improve trust and 17 confidence in policing services, evaluate specific areas of concern 18 such as biased policing and excessive force, and ultimately improve 19 the quality of policing services . P. 1 E2SSB 5259 . SL 1 NEW SECTION. Sec. 2 . The definitions in this section apply 2 throughout this chapter unless the context clearly requires 3 otherwise. 4 (1) "Contractor" means the institution of higher education 5 contracted with the office of the attorney general to implement the 6 statewide use of force data program as provided in this chapter. 7 (2) "Great bodily harm" has the same meaning as in RCW 9A. 04 . 110 . 8 (3) "Institution of higher education" has the same meaning as in 9 RCW 28B. 92 . 030 . 10 (4) "Law enforcement agency" or "agency" means any general 11 authority Washington law enforcement agency and limited authority 12 Washington law enforcement agency as those terms are defined in RCW 13 10 . 93 . 020 . 14 (5) "Substantial bodily harm" has the same meaning as in RCW 15 9A. 04 . 110 . 16 NEW SECTION. Sec. 3. (1) (a) Subject to the availability of 17 amounts appropriated for this specific purpose, the attorney 18 general ' s office shall establish an advisory group to assist with the 19 office ' s design, development, and implementation of a statewide use 20 of force data program. Members are appointed by the attorney 21 general ' s office and must consist of: 22 (i) At least three representatives from local nongovernmental 23 organizations or advocacy groups that have a focus on or expertise in 24 the use and role of data as it relates to interactions between law 25 enforcement and the community; 26 (ii) At least three representatives from law enforcement agencies 27 or organizations representing the interests of law enforcement in 28 interacting and utilizing this data; and 29 (iii) At least one representative from the private sector or the 30 public sector with experience in data collection programs, preferably 31 law enforcement data collection. 32 (b) To ensure the advisory group has diverse and inclusive 33 representation of those affected by its work, advisory group members 34 whose participation in the advisory group may be hampered by 35 financial hardship may apply for a stipend in an amount not to exceed 36 $100 for each day during which the member attends an official meeting 37 of the advisory group or performs prescribed duties approved by the 38 attorney general ' s office. p. 2 E2SSB 5259 . SL 1 (2) By April 1, 2022, the advisory group shall submit to the 2 attorney general its recommendations on the following elements : 3 (a) How to prioritize the implementation of the reporting, 4 collection, and publication of the use of force data reports required 5 in section 4 (2) of this act; 6 (b) Additional incidents and data to be collected from law 7 enforcement agencies on interactions between officers and the public, 8 such as traffic stops, pedestrian stops, calls for services, arrests, 9 vehicle pursuits, and disciplinary actions, as well as demographic 10 information including race, ethnicity, and gender of a crime victim 11 or victims . This recommendation should consider phased 12 implementation, if necessary, based on current practices and 13 available data as compared to additional practices and new data that 14 would need to be implemented by law enforcement agencies; 15 (c) Recommend practices for law enforcement agencies to collect 16 and report data to the contractor. To the greatest extent feasible, 17 the reporting mechanisms for the program must include the opportunity 18 for law enforcement agencies to submit the required data elements 19 through incident reports or any other electronic means . The advisory 20 group may also work to develop a standardized incident report that 21 meets the data and reporting requirements of the statewide use of 22 force data program for voluntary use by law enforcement agencies; 23 (d) Recommend practices for the public to report relevant 24 information to the contractor directly, or its successor, including 25 correcting misreported and otherwise incorrect data; 26 (e) Recommend practices for public, law enforcement, and academic 27 access and use of program data that must include, at a minimum: 28 (i) Public access to deidentified raw and/or refined incident 29 based data using an established open data standard, available online 30 at no cost in a downloadable, machine-readable, nonproprietary 31 format, redacted only as necessary to comply with the public records 32 act (chapter 42 . 56 RCW) and the Washington state criminal records 33 privacy act (chapter 10 . 97 RCW) ; 34 (ii) Publicly accessible online data dashboards that summarize 35 and analyze the data, excluding personally identifiable information; 36 (iii) Interactive data visualization tools designed for law 37 enforcement agencies and other entities to use the data for research, 38 professional development, training, and management; p. 3 E2SSB 5259 . SL 1 (iv) The ability to extract data from incident reports, or other 2 electronic means, and officer narratives in order to standardize data 3 across multiple agencies; 4 (v) Ensure protection and removal of all personally identifiable 5 information of officers, subjects, and victims in any data or 6 analyses that are publicly released; and 7 (vi) Semiannual reports, summarizing the data collected and any 8 related analysis, published on the website and submitted to the 9 legislature and governor by June 1st and December 1st of each year; 10 (f) Recommend practices for quality improvement, including 11 periodically obtaining input from stakeholders about how the program 12 can better meet the needs of the public and law enforcement; 13 (g) Recommend practices in the following areas : 14 (i) Analytical dashboards with individual officer details for use 15 by law enforcement agencies as a risk management tool; 16 (ii) Agency level comparative dashboards for all law enforcement 17 agencies in the state; 18 (iii) Incorporating available historical data to identify long- 19 term trends and patterns; and 20 (iv) Analysis of data, using methodologies based in best 21 practices or tested and validated in other jurisdictions, if 22 possible, including, but not limited to, analysis of the data using 23 legal algorithms based on available and applicable legal standards . 24 (3) (a) The office of the attorney general shall review the 25 recommendations of the advisory group and approve or reject, in whole 26 or in part, the recommendations . In reviewing the program 27 recommendations, the office of the attorney general shall consider: 28 (i) Available funding to achieve the recommendations; 29 (ii) Prioritizing the implementation of the reporting, 30 collection, and publication of the use of force data reports in 31 section 4 (2) of this act; 32 (iii) The interests of the public in accessing information in a 33 transparent and expedient manner. In considering the interests of the 34 public, the advisory board shall accept and consider comments from 35 impacted family members or their designees; 36 (iv) The institutional operations and demands of law enforcement 37 agencies through input and comments from the criminal justice 38 training center and local law enforcement agencies . 39 (b) For any recommendation that was rejected, in part or in full, 40 the advisory group may submit revised recommendations for p. 4 E2SSB 5259 . SL 1 consideration by the office of the attorney general in accordance 2 with any deadlines established by the office . The office of the 3 attorney general may also approve recommendations subject to the 4 legislature appropriating the funding necessary for their 5 implementation. 6 (c) The office of the attorney general may not approve any 7 recommendation that requires any law enforcement agency to disclose 8 information that would jeopardize an active criminal investigation, 9 confidential informant, or intelligence information. 10 (4) The approved recommendations and the requirements contained 11 in section 4 of this act constitute the statewide use of force data 12 program. 13 (5) This section expires January 1, 2023 . 14 NEW SECTION. Sec. 4 . (1) Each law enforcement agency in the 15 state is required to report each incident where a law enforcement 16 officer employed by the agency used force and: 17 (a) A fatality occurred in connection with the use of force; 18 (b) Great bodily harm occurred in connection with the use of 19 force; 20 (c) Substantial bodily harm occurred in connection with the use 21 of force; or 22 (d) A law enforcement officer: 23 (i) Discharged a firearm at or in the direction of a person; 24 (ii) Pointed a firearm at a person; 25 (iii) Used a chokehold or vascular neck restraint; 26 (iv) Used an electronic control weapon including, but not limited 27 to, a taser, against a person; 28 (v) Used oleoresin capsicum spray against a person; 29 (vi) Discharged a less lethal shotgun or other impact munitions 30 at or in the direction of a person; 31 (vii) Struck a person using an impact weapon or instrument 32 including, but not limited to, a club, baton, or flashlight; 33 (viii) Used any part of their body to physically strike a person 34 including, but not limited to, punching, kicking, slapping, or using 35 closed fists or feet; 36 (ix) Used a vehicle to intentionally strike a person or vehicle; 37 or p . 5 E2SSB 5259 . SL 1 (x) Deployed a canine by releasing it from the physical control 2 of the law enforcement officer or had under the law enforcement 3 officer' s control a canine that bites a person. 4 (2) Each report required in subsection (1) of this section must 5 include the following information: 6 (a) The date and time of the incident; 7 (b) The location of the incident; 8 (c) The agency or agencies employing the law enforcement 9 officers; 10 (d) The type of force used by the law enforcement officer; 11 (e) The type of injury to the person against whom force was used, 12 if any; 13 (f) The type of injury to the law enforcement officer, if any; 14 (g) Whether the person against whom force was used was armed or 15 unarmed; 16 (h) Whether the person against whom force was used was believed 17 to be armed; 18 (i) The type of weapon the person against whom force was used was 19 armed with, if any; 20 (j ) The age, gender, race, and ethnicity of the person against 21 whom force was used, if known; 22 (k) The tribal affiliation of the person against whom force was 23 used, if applicable and known; 24 (1) Whether the person against whom force was used exhibited any 25 signs associated with a potential mental health condition or use of a 26 controlled substance or alcohol based on the observation of the law 27 enforcement officer; 28 (m) The name, age, gender, race, and ethnicity of the law 29 enforcement officer, if known; 30 (n) The law enforcement officer' s years of service; 31 (o) The reason for the initial contact between the person against 32 whom force was used and the law enforcement officer; 33 (p) Whether any minors were present at the scene of the incident, 34 if known; 35 (q) The entity conducting the independent investigation of the 36 incident, if applicable; 37 (r) Whether dashboard or body worn camera footage was recorded 38 for an incident; 39 (s) The number of officers who were present when force was used; 40 and p. 6 E2SSB 5259 . SL 1 (t) The number of suspects who were present when force was used. 2 (3) Each law enforcement agency must also report any additional 3 incidents and data required by the statewide use of force data 4 program developed in section 3 of this act. 5 (4) All law enforcement agencies shall submit the reports 6 required by this section in accordance with the requirements of the 7 statewide use of force data program no later than three months after 8 the office of the attorney general determines that the system 9 procured in section 5 of this act can accept law enforcement agency 10 reports . Reports must be made in the format and time frame 11 established in the statewide use of force data program. 12 (5) A law enforcement agency has satisfied its reporting 13 obligations pursuant to this act by submitting the reports and data 14 required under this section. The contractor shall provide technical 15 assistance to any law enforcement agency in gathering, compiling, and 16 submitting the required reports and data for each incident. 17 NEW SECTION. Sec. 5. (1) Subject to the availability of amounts 18 appropriated for this specific purpose, the office of the attorney 19 general must engage in a competitive procurement to contract with an 20 institution of higher education to implement the statewide use of 21 force data program. The primary purpose of the contract is to develop 22 a system for law enforcement agencies to report, collect, and publish 23 the use of force data reports required in section 4 of this act . 24 (2) The request for proposal or other procurement method should 25 encourage collaboration with other public and private institutions, 26 businesses, and organizations with significant expertise and 27 experience in collecting, tracking, and reporting data on law 28 enforcement interactions with the public . 29 (3) Members and representatives of entities participating in the 30 advisory group established in section 3 of this act may not 31 participate or bid in the competitive procurement . 32 (4) The advisory group, or designated members of the group, may 33 participate in the procurement process through the development of the 34 request for proposal and the review and evaluation of responsive 35 bidders . 36 (5) The contract must require the successful bidder to provide 37 appropriate training to its staff and subcontractor staff, including 38 training on racial equity issues . p. 7 E2SSB 5259 . SL 1 NEW SECTION. Sec. 6. Sections 1 through 5 of this act 2 constitute a new chapter in Title 10 RCW. Passed by the Senate April 14, 2021 . Passed by the House April 6, 2021 . Approved by the Governor May 18, 2021 . Filed in Office of Secretary of State May 18, 2021 . --- END --- p. 8 E2SSB 5259 . SL Kent Climate Policies and Staffing .� • City Council Workshop—February 1,zozz + City Council Retreat—February 4,zozz Introduction Derek Matheson, CAO 2/2/2022 Presentation • Two-parts • February i Workshop • Current climate initiatives • Q&A • February 4 Retreat • Council direction • Next steps • Emphasis on departments with greatest role in—and impact on—climate policy • All departments have a role to play 3 z/z/zozz 3 Councilmembers' Climate Interests • We've heard in recent months... • Hybrid&electric vehicles • Street materials • Solar panels • Tree counts • Pollinator gardens • Citywide coordination of climate initiatives 4 a/z/aoaz 4 2 2/2/2022 Parks - and ity _ - MEW Services Julie Parascondola, Director 5 Creating Climate Resiliency and Awareness • As leaders in building community resilience, Kent Parks connects community members to environmental programming,ensures healthy ecosystems,advocates for the benefits of nature and implements sustainability practices. • Climate resiliency and its connection to parks national accreditation and best practices o CAPRA Stand ard7.8—Environmental Sustainability Policy and Program o Standard:The department shall have an establishedpolicy on environmental sustainability that states the agency position on energy and resource conservation.Thepolicyshould address sustainable product purchasing;reduction and handling of waste;wise use and protection of land,air,water and wildlife;and sustainable design/construction of buildings and facilities. o CAPRA Standard 7.9 Natural Resource Management Plans and Procedures o Standard:There shall be natural resource management plansfor environmentallyunique orsensitive areas such as valuable wetlands,riverbanks and woodlands and there shall be environmental protection procedures,such as for erosion control,conduct of nature studies,wildlife and habitat preservation,and protection of watersupplyreservoirs and water recharge areas with procedures to encourage and ensure environmental stewardship through volunteersteward programs and/orinterpretive education and other learning opportunities. o CAPRA Standard 7.g.i—Recycling and/or Zero Waste Plan o Standard:There shall be a recycling and/orzero waste plonforpork and recreationfacilities and administrative offices that is systematically monitored andperiodically reviewed.The plan shall also include an educational component for both users and employees.The recycling and/orzero waste plan should include all major products suitable forrecycling in the given region with an emphasis on making the recycling process easy and convenientfor park and recreation users. • In all departmental strategic planning efforts,where appliable—environmental sustainability is addressed with goals and practices established • In 2022, Kent Parks will be creating a comprehensive departmental sustainability plan to address accreditation expectations and aims to further reduce Kent Parks'environmental impact;to establish realistic targets and identify ways to implement them,as well as monitoring progress and confirming alignment with both City and County goals. 6 2/z/2o2a 6 3 2/2/2022 Responsible Natural Lands Management, Green Infrastructure • Kent Parks practices responsible natural land management by conserving and enhancing the integrity of natural lands and natural processes and minimizing the use of harmful treatments. Kent Parks is continually focusing on the following areas,through changes in best practices and standards and/or by one-time investments in its infrastructure: o Planting native and regionally appropriate species,as well as bee friendly habitat o Preserving and increasing tree canopy and tree health,Tree Keepersoftware o Exploring and increasing rain gardens and other water conservation elements o Controlling invasive plants with less toxic means o Testing environmentallyfriendly"green"cleaning supplies in parks,where applicable . o Limit irrigation and application of chemicals to the minimum possible o Currently exploring the concept of"pesticide free"parks,where applicable ■ o Manage water conservation and irrigation through centralized controls,Calsense software o Following sustainable turf management practices o Following Integrated Pest Management practices" o Conserve existing and increase permeable surfaces at parks and facilities(ie:Turnkey Park) . o Using natural systems to reduce erosion o Use of drought tolerant,slowergrowing and wear resistant varieties of grass seed which require ; less water,fertilizer and require less frequent mowing o Introduction of both non-maintained and low-maintenance areas throughout system A 7 2/2/2022 7 Reducing Land Fill Waste • Reducing landfill waste has a compounding effect on the environment.The benefits from reducing landfill waste are multifold, including the reduction of energy-intensive transportation of waste to landfills and the elimination of hazardous and toxic chemicals leaching into surrounding soil and groundwater. Kent Parks aims to reduce their contributions to landfills indicated, exploring and implementing the following: o Providing special event recycling bins and collection PACK IT IN o Composting and/or reducing the use of plastic bottles , ACK IT OUT o Promotion of"pack it in,pack it out"programs in Parks,where applicable o Continue to pilot recycling projects outdoors to determine feasibility PLEASE o Pilot the impact of using solar-powered,compacting garbage bins to reduce trips,and determine if their PACK OUT use is warranted in more parks. o Continue recycling in all City facilities,where applicable ALLTRASH o Continue recycling at Kent Parks events,where applicable i I' 8 i/a/zoza 8 4 2/2/2022 Environmentally Friendly Building Practices • Kent Parks strives to meet environmentally friendly building practices, including the construction of green and sustainable infrastructure, refer to the use of environmentally responsible and resource- efficient construction processes and materials that minimize the ecological impact of a structure for its entire life. Kent Parks follows these practices indicated implementing the following: o Using LED lighting and lighting conversions,where applicable ��. o Using Energy Star-rated appliances o Using low flow plumbing fixtures/waterstations/water recycling o Testing environmentallyfriendly cleaning supplies currently _— o Using recycled construction materials L, o Performing audits and review on utility consumption in facilities,manage over400 City wide utility accounts o Testing and exploration of low flow or waterless urinals o Centralized HVAC controls throughout system,utilizing Siemens software "- Sample Energy Consumption Audit,Meng 2021 LED Lighting Conversions,City Hall Parking Garage g 2/2/2022 9 Exploring Renewable Energy Sources and Green Equipment • As owners and operators of a significant number of buildings and infrastructure, Kent Parks promotes sustainability by exploring and ultimately expanding their use of renewable energy sources.These energy sources reduce the carbon footprint of our operations,while educating the public on the availability of cleaner energy sources.Green equipment and transportation methods reduce emissions released into the air and the quantity of fossil fuels consumed. Kent Parks has adopted these methods indicated implementing the following: o Solar panel pilot project on the roof of the Kent SeniorActivity Center o Engagement in Puget Sound Energy's"Green Direct"renewable energy program o Confirm and seek to reduce the departments carbon footprint for both departmental employee ' commute,as well as smart routes during the week for Kent Parks staff o Purchasing fuel-efficient vehicles,where possible o %of golf carts utilized at Riverbend are electric o Operations staff adhere to anti-idling practices with their assigned vehicles o Purchasingfuel-efficient machinery o Replaced hand blowers and weed eaters utilized in the Downtown core with batterypowered equipment _ SenlorActivity center,Sour Panel Mockup o Exploration on the feasibility of replacing diesel-powered area mowers with EV or hybrid models o Installation of more Electric Vehicle Charging Stations in our Parks(currently _ only have them at Morrill Meadows) 20 2/2/2022 10 5 2/2/2022 Pollinators in Parks • Kent Parks strives to raise public awareness of the current pollinator crisis by encouraging local action and positioning parks as leaders in advancing pollinator health and native habitat.This goal will continue to assess the public's understanding of pollinators,to outline actions to protect them and to increase Kent Parks'capacity to promote pollinator protection within parks and potentially facility adjacent landscaping and to engage and educate their communities on what they can do to help. • Pollinator habitat and native plants do much more than support pollinators?Pollinators and their habitats: o Increase ecological resilience of communities o Attract bees,butterflies,moths,flies,beetles,bats,and even hummingbirds. i o Improve water quality by filtering stormwater and runoff o Reduce the heat island effect o Are low maintenance and water-efficient _ West Fenwick Park Pollinator Meadow ii 2/212022 11 Public Engagement and Educational Programming • Kent Parks fosters sustainability through public engagement and education activities focused on sustainable topics, greatly expanding their overall impact by influencing the behavior of the general public. Kent Parks seeks to increase their impact through engaging the public indicated implementing the following: o Offering environmental education opportunities o Setting up educational kiosks,displays and bulletin boards in public areas t. o Entering public/private partnerships that promote J61�151 sustainable practices and land stewardship Y o Youth workforce training and engagement in Parks o Showcase Kent Parks sustainability efforts on Kent Parks webpages and social media 1 Green Kent Stewardship Event t - Walking and Learning at Earthworks Park ii i/a/zoza 12 6 2/2/2022 Next Steps for Kent Parks • Completion of Kent Parks Sustainability Plan(Q4,2022) o Establish goals,actions and timelines o Creation of Kent Parks baseline carbon footprint o Creation of an inventory of current sustainabilitypractices and categorization o Merging of all individual department guiding plan goals into one area • Completion of the City of Kent,Facilities Master Plan and Condition Assessment(02,zozz) • Completion of Kent Parks Urban Forestry Plan(02,zozz) • Launch a social media campaign,sharing Kent Parks environmental story(02,zozz) • Explore opportunities to engage the community and offer environ/nature-based programming(Qi,2023) • Complete feasibility study on Kent Senior Activity Center roof solar panels(Qi,zozz) • Completion of Parks and Facilities CIP projects(which include many sustainability items)(2022+) • Exploration of Grants and outside ARPA Funding to continue sustainability efforts(On-going) • Further exploration of these subject areas through Parks&Human Services Committee • Full engagement in City sustainability planning,where needed i3 z/z/zozz 13 Economic and Community Development ` Hanson,Kurt Director 14 7 z/z/zozz King County Cities Climate Collaboration (K4C) • Founded in 2012, Kentjoined in 2018 • 18 cities and KC taking action to reduce carbon emissions • Establishes a path to meet the goal of 8o%reduction by 205o by coordinating regional messaging and setting joint goals/actions. • Joint Climate Action Commitments are City Emi..i...1—t—ie. policies that Impact: Fhh,,pion"edmne""o"Ji"e,pubudv"-;r"bJe d-hbo"rd b"sed on Pawerei] o Waste management o Energy and building code �'�`,ro r;°" i"`°": [etio".rrwn drapeown Nall o Land use policy and density �-� _.. ... _ o Facilities/operations ° 2 3% e� ;4- o Public works/transportation E • Countywide emissions inventory 13% _ (consultant hired by K4C) • Next funding cycle: possible Comp Plan 2% guidance to ensure consistency with CPPs rhosen King &Joint Commitments. Jurisdiction County Chosen Jurisdiction's 2019 GHG Emissions by Sector Example of potential city dashboard is 2/2/2022 15 Comprehensive Plan • Over ioo adopted policies support a healthy climate, including: o Protecting&improving environmentally sensitive areas that CITY OF KENT contribute to wildlife habitat,open space,air quality&water quality. COMPREHENSIVE o Promoting well-designed, compact mixed-use development concentrated near employment centers&transit,making more efficient use of infrastructure and reducing vehicle miles traveled. o Sustainable focus on multimodal transportation and increased opportunities for public transit to lessen vehicle dependence. • Utility Element has the most specificity: o Alternative energy sources o Conservation of water o Natural resource protection o Environmental sustainability o Sustainable waste management 16 z/2/2022 16 8 2/2/2022 Development Regulations BUILDINGS • Energy Code—Adopted newest state energy code(2o18)in early 2021 1 o More efficient energy usage for heating,cooling,and water heating 1.. o Over time,replacing inspectors'vehicles with more fuel-efficient ones INFRASTRUCTURE • Design&Construction Standards o Require energy-efficient LED street lights o Sidewalks,planter strips&bike lanes -Encourage pedestrian&bicycle use,reducing carbon emissions • Transportation Master Plan o Requires infrastructure built by developments to apply a multi-modal approach 17 2/2/2022 17 Development Regulations Didyouknow?An average mature tree absorbs 48 lb of CO2 from the ENVIRONMENT atmosphere in 1 year! • SEPA o Impacts&mitigation analyzed for major developments in categories (i.e.water,air,soil,plants,contamination)Emissions considered under"air." • Critical Areas Ordinance 40- o Wetlands&streams—protection in tracts,mitigation for impacts • Shoreline Master Program o Rivers&lakes—protection of vegetation,prevention of toxic runoff by limiting fertilizers,herbicides,fungicides • Tree Retention Regulations o Developments required to provide"tree credits"via retaining or replanting trees • Landscaping Regulations o Developments must provide landscaping&rain sensors on irrigation systems • KCC 14.og Flood Hazard Regulations o Updated to meet FEMA's requirements,which reflect changing weather patterns • Stormwater Regulations—Surface Water Design Manual o Mitigate impact of development on natural water resources,prevent flooding * Data Source:US Dept of Agriculture 18 2/2/2022 18 9 2/2/2022 Paperless Permit Review • ECD made permitting i00%paperless in 2020 AMANDA, o Online appointment scheduling o Digital plan submittal o Digital plan review o New Amanda software went live in Fall 2021 for even better 0 LESS streamlined online permitting - Continued phased roll-out by permit types in 2022 • In 2021.,we estimate that we saved: KENT • 1,022,400 sheets of paper=221 trees! 8 • Countless vehicle miles,fuel,&CO2 from customer trips Didyou know?Thepaper&. . M industty is the 4th largest inclusAtrial user of energy&a significa emitter ofgreenhouse gas s W13OO e �r * Data Sources:greenamerica.org&reference.com i9 z/z/zozz 19 Telecommuting — Emissions Reduction • Flex schedules&remote work schedules for ECD staff have saved: o ioi vehicle trips and 3,o86 vehicle miles traveled per week 0 154 gallons/week or 617 gallons/month in fuel use o $2,16o/month in fuel costs �. 0 2,047 pounds Of CO2 • These numbers would easily quadruple or more if we count saved —.�. customer trips due to paperless permitting.r Did you know?The .� . average passenger Of CO2 per mile driven Qpp • • * Assumptions for estimates:20 mpg average,$3.50194 0.78 lb CO21mile i0 i/a/zoza 20 10 2/2/2022 PubhcWorks Chad Bieren, Director 21 o Flood Risk Reduction— Protection from larger storms o Salmon Habitat—Planting trees and protection from larger winter riverflows and lower summer river flows o Clean Water—Protectionfrom flooding o Cross Connection—Protection F: r from flooding of private water ,• systems r o Public Education o Operations P „ 22 2/2/2022 22 11 2/2/2022 Lower Russell Levee Construction to be complete in zozz A "=— — �X - - Ilrgll•IW IMI `�`�'i Ew ff e••eti+ o�x�ee'a.aeii Legend Ilptl.uE 1�1b19: .,M..w�•u.a Pa.•in•m I+.Pnrll.prwl.oorc.l-Vbxr pWn Puk Truer �P•A BuwdvY llo_.wal �•,•�•••• �Nr9�'M TIs1 9Np1[;mlaln .. o9ex•tl w;T,EUWnp YnnrCa e !? GREEN RIVER LEVEES IN KENT ,,.,,„,•„ ,y Lower Russell Le+Yee Setback Project , z3 z/z/zozz 23 w � -77 Eli zy z/z/zozz 24 12 2/2/2022 Signature Pointe Levee aI� d I oou coaree __ Apart- ` Itt CF k[NT qtt�F kE,T sl9.at Pomc W Apartm t Reneation Opp -'u. sem � n/Mamenanc=aece.. L I Pedcsaia ,�' lease Retaim nWalleSs JJJJ r �E 5 25 2/2/2022 25 Milwaukee II Levee a LL. ---ROW d3 is a _ _ ,I 1 ' ' 4 I ti N �. ,,ACQUIRE AMRIK COMMERCIALi _ RENTALS PROPERTY I.. ! ;TAEET y O LEVEE WITHCONNECTION /' RELOCATION Y " TRAILONTOP f � APPROX WETTEL) Iu �!� ' a�� _y�]��� '� . 4- BACKWATER CHANNE. LIMITS AT 6000 CF6 i�l' r f _ r. cars -1. I i 'V. / ` F""�,ROW RLOw IHFtauCri CHANNEL f ACQUIRE"URTICN_ / - ` , ,..,. _ C '� ALLW O REGULAR Of PROPEHTv" �- / +.HABIT4T ii�IPRJ':-I:1 E1.- --FLUSHING OF BACKWATER P , J/ ` 1 � CHANNEL I -CITY M MITSIT -- _________ ROW - ; ----'----'-'-'--'-' _ G ,STH BRI[GE F _ ROW y GREEN RIVER J• -_lam- VEMENT _- >� � HIJMITS- L- � LEVEE �1f5 �CF Tr(.._.-C cF'dT H I.:I It LONNECTION —IL BENT t �. CSC RC ti&5 P;6-�RTICS 4N_l-- _ _ „ -- IRAILINTOGREEN) _"wsro! T IN v,ST.1_',TS PROP=H'� �y .-/. r_ r RiVERTRAIL �.. 26 z/2/e022 26 13 2/2/2022 Salmon Habitat Plan Endangered Species 2021 Update Salmon Habitat Plan adopted " �+°• - Restoration Projects .aa MAKING t � OUR WATERSHED FIT FOR A KING GREEN/DUWAMISH AND Water Resource Inventory Area 9(WRIA 9) 27 z/z/zozz 27 Flood Season Preparations 'r--- o Operations o Levee Patrol/River Monitoring T.. o Regional Coordination t110 f• �� ��, ,,o. z8 2/1/2022 28 14 2/2/2022 CITY OF KENT SURFACE WATER DESIGN MANUAL AMP s. K T �- "`�p�T�7Y BOOM Clean Water Stormwater Management and To participate: KentWA.govlAdopt-a-Street Pollutant Control 253-856-5500 `/KENT� Illlci[Discharge ContmllingRPnofff—Public Ed—tionand PPbliclmolve—nd New Development, Operationsand Outreach Participation DeteRion and Redevelopment and Maintenance Elimination Con—ion Sites /�J Source Control Program Monitnringand M54 Mapping and Comprehensive for Existing \f Assessment Documentation Developme�rt Stormwafer Planning 29 Public Education And Outreach o General Awareness o Social Marketing PLANET PROTECTOR'S o Behavior Change S�MM'7 Illllllllllllllllllllll I IIIIII IIIII II 11`11111y111111111111111 1111 . ILI 1 Ill��l��`Gliliiii + f jo i/a/z0- 30 �5 p fi? EE ffi jrb If Buenas Practicas de limpieia Maae]aada ,ACHY Maoleoga Lelrero en el Area de Limp1e131fraAajo Ri La FORMA CORRECTA .. N Ili A INCRRRFCTI oil1 2 3 d „ f« 2!A 8 A Fleet • Recycling. . .ment FluidslParts o Upgrade Fuel Storage 2/2/2022 2/2/2022 Warehouse o Recycling/Disposal i3i _ 'sQ�tru- h 11AII 33 z/z/-22 33 Litter Removal F b City staff,and volunteers through Team Up to Clean Up,and Adopt- A-Street/Spot make a difference. a Over one hundred tons of trash removed,annually. s EoarH DO a pa NentWA,gw114dppN3'trnt 353BSF5540 /\ MaF MZIL 34 2/2/2022 34 17 2/2/2022 LED Street Light 0 2,992 city-owned streetlights have been converted to LED fixtures o All traffic signal displays have been converted to LED and most pedestrian displays have also been converted o Replaced older traffic signal control equipment with more efficient and more capable equipment to allow more _ s= efficient traffic signal operations o Use solar power in many locations for enhanced signing such as radar speed signs and mid-block crosswalks. i 35 2/2/2022 35 Street Trees Social Benefits of Trees: 1 - _ o Trees Moderate Local Climate o Trees Improve Air Quality a o Trees Provide Essential Habitatfor Wildlife • Pollinator Flower Patches Pollinator Flower Patches will enhance our environment by reestablishing areas for native insects to thrive and pollinate. 36 i/a/zoza 36 18 2/2/2022 Cool Pavement Treatment =- "Urban Heat Island"Effect o Caused by man-made features like Asphalt Cool Pavement o CoolSeal,GAFDurashield o Reduces heat absorption and surface temperatures Sustainable Benefits o Encourages outdoor recreation o Pedestrian comfort o Reduces energy usage Urban Heat Island 37 z/a/zoza 37 Climate Staffing Matheson,Derek ' • 38 19 2/2/2022 Staffing Options • Continue to coordinate on projects and operational issues as needed • Status quo coordination • Low budget impact • Create an interdepartmental committee of City Administration, Parks&Recreation, Public Works,and Economic&Community Development • Enhanced coordination • Low budget impact • Add a position to the 2023-24 biennial budget • High level of coordination • Large budget impact • Few options for funding • Several options for home department • Other considerations • Strategic plan • Staff training 39 z/z/zozz 39 ===� - WHO --7 - — �-= Questions Discussion / Direction to staff 40 20