are we good okay i would like to welcome
everybody to our city council committee
of the whole
retreat meeting on saturday july 16th
after 9 00 4 a.m
um the goal of our retreat is really uh
we heard from council members we want to
talk about that we want to check budget
priorities
and
get a sense of where we are as a council
as we run into this new
biennium budget
process and so
since we heard that from council members
zach and i
talked about well how can this be
a good
good process so we hearkened back to the
strategic plan and all of that so i
think you'll see a lot of things in this
meeting
going back to that idea of
dot voting and things like that for all
of us that actually did this little job
voting um but the goal is really to
get a sense of what our priorities are
and we broke it up into capital
priorities and operations priorities
and so
we asked you to come with three to ten
capital and three to ten operations
priorities we gave some examples of we
don't want high level priorities like
human services we want things like
we need
24 7
behavioral health specialists so a
little bit farther downwards when we're
talking operations we're talking
capital we said
we don't want to just say we need more
parks we want to say
we want to fund
pk whatever in the
cip we also gave instructions to look
through
the
all of our various plans because not all
of them are
included in the capital improvement plan
or in the strategic plan so we
gave links to things like the master
mobility plan and the
human services strategic plan so that we
have a sense of what are all of these
overarching things that
we and our boards in the community have
said that we're interested in doing more
of or that we don't do
very well in the case of the strategic
plan
and so for our um
event today we're going to start out
we'll start out next with public comment
and then our cfo is going to give us an
overview of the biennial budget
we will follow that with a little bit of
information just to refresh our memories
on community survey and strategic plan
performance dashboards
and then we're really going to go into
the meat of our conversation so we're
going to have everyone share their lists
of budget priorities and then we'll kind
of see if we can discuss and group some
of those because we figure there's going
to be a lot of things that multiple
people are going to bring up and so we
want to make sure to list those out
we'll have a lunch break and then we're
going to have
the items that we come up with that are
individualized items on sheets written
out that we can then go around with dots
and give our priorities and then have a
conversation about output the goal of
that is
you know on the one hand we could just
give the
list of hey here are the
40 things that council has come up with
as priorities as ranked by votes but we
can also take it another step forward
and go okay we obviously know the
counselor the administration is not
going to be able to include all of those
in the budget so do we as council want
to shorten that list to be really
precise on these are what our top three
to five priorities are or do we want to
give the fullest and so we'll have that
discussion
and then give the administration an
opportunity to just do a preview of
their budget priorities
we've got a little section for qt
reports we're not going to present them
but if anybody has any questions or
discussions and then finally public
comment
and so
our goal is just to go through this
being responsive to everybody's needs
it's really about having conversations
and so those are kind of my ideas zach i
know you've had a few things you wanted
to say this introduction yeah and you
covered most of them that was a lovely
walkthrough the only other thing that
i'll add is just be mindful of kind of
where we're headed in terms of a
deliverable of this so it was really
important to lindsey and i when we heard
from each of you that you wanted to have
a discussion about budget priorities
that we think about there being a useful
deliberate rule that comes out of it
like you can see was talking about so
if we do end up going with a more
focused list and say these are our
priorities and we have a document that
now we can hold up as we go into budget
development or that the mayor can use
that she's coming up with her proposal
that doesn't mean that those are our
only priorities obviously this is over
two years now instead of just a one-year
budget so there will be a lot of
important things that go on in the span
of a biennium but these are the most
important things that council wants to
get accomplished
over the next two years so just keep
that in mind to you as we're going
through that exercise that's the only
other thing
excellent excellent um okay so
clerk can you let me know if there is
anyone on the call there's no one in
person for public comment is there
anyone who has joined us on the call for
public comment today
uh yes council president uh ann fletcher
i believe uh is on the line and would
like to
speak
fantastic is there anyone else should i
give the overview of
star three and all of that
that is the only member of the public
fantastic we would love to hear from ann
and you're unmuted you should be able to
speak
now hi can you hear me
you can
great good morning everybody
council members and staff
uh thanks for this opportunity
um i am a resident of the uh city and i
also am representing people for climate
action
and i sent in some written comment to
you yesterday i just wanted to make a
couple of major points from that
to refresh everybody's memory
my main
thought here is
this is a hard process to prioritize
and
looking at your values what you truly
value really
should result in how you spend
the
the resources and the time the expertise
that we have and any additional that we
need
and so this is a great opportunity
to prioritize
that expert time and sufficient funds
for the implementation of issaquah's
climate action plan
so my three points are
to consider
do we have
uh the
uh the right
strongest organizational structure
to implement a plan that
is connecting multiple departments
multiple
administration
groups and uh
staff
and especially in the areas where we're
emitting
uh the most carbon which is buildings
and energy
transportation and land use
and then connecting that with our
our one manager level sustainability
staff member
my second point is
that
i think it's really important to
do a realistic assessment of the climate
action plan which i'm happy to hear that
the council
has asked the administration to look at
those plans uh the the plan has an
implementation section
that provides
a near and mid one to three year
timeline and there's some benchmarking
that needs to be done
but
really looking at that plan
and assessing it would be a driver for
the budget
and the third point is
to make effective use of the the city
funds
uh
to to prioritize looking at this this is
a new plan and a new area that we
haven't really delved into and
how do we get that integrated in and
and build in the the time the expertise
and the money to truly to truly uh
monitor um and evaluate how it's going
as it goes along and make be able to
make the changes to have the funds and
the flexibility
and to have a rationale behind
all of those items
so i just think that issaquah has been
great you've been great all in your
support of climate
up up until now and i i thank you for
that but we just can't rest on our past
laurels the challenging part is coming
now
and
it's really easy to get distracted and
tied up with business as usual
so i just ask that you keep that in the
forefront of your mind to move boldly
into this challenging future that we
have
with
the expert time
organization
and resources
to show that we really value addressing
the climate crisis
and we really plan to succeed
and achieve these
goals you and
best wishes for a a really great retreat
thanks so much
thanks and we appreciate your comments
um so seeing that there is still no one
on the line clerk yep okay so we can
move on to our next item which is the
biennial budget overview from robert
oh thank you yeah
hello
appreciate being with you this morning
so what we're going to do is i know we
have some questions on
how the biennial budget process works
compared to annual budget so we're going
to go over some of those just a high
level overview of this and then i'll
answer some questions
so
again council ratified the biennial
budget ordinance will take effect
january 21st to 23rd and again the
period that we'll cover would be
fiscal year 23 fiscal year 24. the staff
is preparing a two-year spending plan
for all government operations and
capital spending for approval by council
for that two-year period
and excitement
the budget ordinance will appropriate
all city funds
for the biennial period of
2023-24 so again that appropriation will
cover the entire two-year period but the
operating and capital spending plans
you're going to see will be presented
for each year both 23 and 24
totaling the biennial appropriations
again you're going to fund
one number for two years but you're
going to see each fiscal year separately
in the spending plans
next slide
so here's just an example of a spending
plan and again you know this is subject
to change this is just high level
overview two departments that don't
exist within the city so it's just a
hypothetical
the public health department very large
agency of hearts i'm sorry do you have a
way to make what you're showing larger
on the screen a larger fraction of this
yeah chris can be very enlarging to
maybe 120
or just close off the stuff at the top
we need to see ourselves well should
just be that hundred percent
on top
yeah i'm not able to
so the final budget example here
didn't have a 200 2022 base so i guess
the biggest difference i can say between
an annual budget and a vitamin budget is
when you get to that second year
you're still working on a 2020 base
you're saying okay 2022 here's
assumptions from each year going from
that base because we don't have to we
don't have to previous fiscal
obviously
for year
number so if you see here we have
this hypothetical 10 million dollars
our
huge public health department and the
huge solar waste department
so 10 million dollars and 22 and then
you see
10 million 523 11 million and 24.
you go down to the second
chart there and you see the difference
from the base
so again you can see here's your 10
million dollar base in 22 for the public
health department five percent increase
the first year and just for hypothetical
ten percent of the second year it could
be zero to say two percent just depends
on the spending time
and next slide
please
again this is going to be very small for
everybody so i do apologize
i just took
the city of mercer islands by you know
budget ordinance and you can see what
they do is they just
appropriate by fund
2020 you know two years of revenues two
years of expenditures that's just one
number
can you go back to the previous slide i
have a question of it
so in your example
um would we
then for public health sorry be
approving
21 million 500 000 and for solid waste
approving
53
million 750 absolutely yes that would so
again the two-year number like you said
both fiscal years would roll up into the
appropriation but the for the actual
thing that we would approve would have a
solid number that represents the fiber
you know the growth that you are hoping
for right the growth wouldn't be any
automatically thing done later
that's that's my point no right there's
going to be a review process i'll get to
the next slide there is going to be one
step to reopen the budget if possible
sure
yes yeah but the original budget
ordinance is going to look like that
next page for mercer island where that's
one number for the general fund one
number for all of our funds in the city
for the two-year period
and so the mid value review so this is
the this is the period this is by
statute
there will be a mid binary review that
will include an update of the revenue
expenditure forecast for the duration of
the biennium with comparison to the
appropriate amounts in the 2324 any
budget ordinance that occurs between
august and december of 2023
by the rcw codes you can't actually do
it before but this is a chance to
reopen the budget re-examine the
assumptions of the second year and make
budget amendments as necessary this does
not preclude or
stop the council from
doing budget amendments throughout the
year when we get grants we get other
modifications this is just the
statutorily
required process and even when the
process is just a review it doesn't
require an amendment if it's not
necessary there's just this review
process
and again um as we
developed a pattern hopefully like when
i came to you in april we're still going
to be doing um quarterly reports to
council on budget status so
um throughout the biennial budget you
know it's not going to be two years till
we come back to you it's not going to be
even until the video review you're going
to see the progress report each quarter
on how the budget is doing what that
means they're doing expenditures and
tracking
that next slide is
so handling of unexpected appropriations
so this is where it will be a little bit
of a departure from
previous practice so when we get to the
end of 2023
you're still within that two-year
appropriation so right now when we go
from one fiscal year to another
staff often comes back to council and
asks for reauthorizations this is for
capital projects to run spending other
operating budgets to carry it over from
one year to another from 23 to 24
that process will not be in place
because again you have that two-year
appropriation you're still working
so again if you have it's obviously up
to the executive to control how the
spending is within the departments but
in terms of going to council for
reauthorizations
as long as
a fund is within that appropriation
uh no budget amendment or carryover
would happen so again if you're in that
two-year appropriation you go for 23 to
24 in this remaining it would
automatically carry over that
appropriation balance from the first
year the second year because again
you're technically in one appropriation
so let me ask you a question on that one
of the things that we've been dealing
with as a city is
unspend unspent areas which mean that we
end up with
the
unallocated
fund balance undesignated fund balance
that is higher than our 15
so
if i'm interpreting this correctly that
means that
we wouldn't necessarily
deal with that in the midterm
but
if
if we end up with two years of
underspending within
several departments
that could end up at the end of that
with even larger
portions of
undesignated fund balance that just
hasn't been spent during that period of
time again assuming the underspin is
still happening but again if this does
not not not preclude counsel
from coming back and asking for a
question amendment
so do we anticipate having
that because this has been something
that has happened year over year do we
anticipate that being something that
we
planned to do
during that
mid-year
and i see
city administrator bob quits up there
raising his hand
so i'll turn over to him
yes
thank you council president wallace
members of the council good morning
sorry i'm
in town but not with you there um
as i think we've talked about the issue
of
underspend and the growth in the fund
balance the administration is committed
to continuing to spend the dollars uh
that the council budgets and so if we do
have
underspend as we move forward i think
certainly it's our plan uh as we would
come in for a second year of a biennium
but to address that so i think as robert
has said certainly it doesn't have to
happen but i think as a practical matter
uh it will happen certainly in the near
term um
today really is the beginning of
the budget process uh as i think you
will hear a little bit today and as we
go forward uh we're still a little
uncertain uh about a lot of things when
it comes to our budget and so we're
going to continue to
make our best estimates if there is
underspend you know we're committed to
continue to invest that back into the
community
thanks and just a side note as we
prepare by budget guidance and we're
working on the operating budget susie's
really taking the lead for us and dale
also is helping out with preparing the
operating capital budgets for the city
we're really trying to work with
departments to say what are you spending
what are you carrying over you know if
you're not spending something you're
here do some house cleaning so we're
really working with them to make sure
that the spending plan
is again like we said there's two years
so we want to make sure that that second
year is uncertain so we're really trying
to clean it up
justify everything and present a
spending plan obviously to the council
that is realistic
thanks
and so the next slide
so i just want to have a disclaimer on
this slide i know we've been asked for
questions on you know what the fiscal
picture is looking like this is very
preliminary we have until now until
at the latest december to adopt the
budget there's a lot of moving pieces
and changes for the purpose of this
we're just trying to show that
with some of the assumptions that we
have right now
that the city is still not in
a situation where
we're in concern we're obviously
monitoring everything but i just want to
show that right now our revenues seem to
be stable on the general fund side so
when you're looking at this chart this
is just the general fund this does not
include capital this is not a good read
else any of the other funding sources
this is just general fund and so what
we're looking right now is
pretty much we're just trying to show
you the trend line the revenues are
still tracking lower expenditures
and again that does
resonate to having that
ending fund balance but that the numbers
in here are subject to change so i just
want to make that very clear that
this number could be a revolving target
but right now as we build a budget
we are putting certain assumptions on
the expenditures about house of living
increases health care increases
everything for the two year period
because when we look at the few years we
have to make assumptions not just for
one year but for two years and so what
we're trying to do is track it on a
five-year forecast of 2026 just to show
what the trend lines are at this point
but this again this is one point in time
december even november even september
could look completely different from
this picture what we're just trying to
show right now is what our capacity is
at this moment in time
subject to change
yes so robert do you look back over the
last pick a number
10 years
what kind of variability do we see in
our revenue
projections i mean are we seeing wild
swings are we seeing wild swings in some
areas and fairly stable in others
i mean just just but particularly as we
go into a biennial budget and we're now
a rolling dice on two years um it'd be
nice to have a sense of okay can we
count on
uh
65.3 million dollars or is it going to
be 43.8 you know i mean so just
i think you have a question
i wish i did
susie has a magic wand we can try that
but uh customer is a good question so
it depends on the revenue source i think
that's the best way to do it if you're
looking at
sales tax that's our number one source
but it's the most volatile source
so what we're trying to do is actually
that's the one that we we budget just by
nature the most conservatively on
because it's so around when you look at
auto sales auto sales are very
cyclical very fickle they've been going
up and down up and down based on the
shortage based on loans based on
everything else in the economy
if you look at
community planning development that's
another one that we're really trying to
look at we're looking at what the trends
are building permits that look at king
county king county building permits our
way down
we haven't seen a full trend of that
here and we have different
demographics different issues than some
of the other cities in the area we have
one of the last cities that has space to
build space to grow for example in the
urban growth area in king county
that's going to impact some of our
future growth say in a slowdown
and also just
with our commercial because we're a
headquarters account we're both a
bedroom community and a headquarters
town we have a little bit unique
demographic so
we have a utility tax that's kind of our
base size when you look at utility tax
and you look at anything even the solid
waste increases that happen
water increases sewer increases and just
the demand for services
that's pretty much
growing each year so that's probably our
most stable revenue source so because
it's such a large source for us that
continues to grow so we at least have
that foundation now with sales tax
we have some volatile parts of sales tax
but then we also have kind of that
baseline of sales tax where we know
people are going to a friend buyer we
know people are going to go to target
we're still a regional hub
um
so call me north bend at this point
aren't building any competitive retail
neither is spanish they don't have
that type of capacity to do so so we're
always going to be a retail hub and even
if you look at the trends
during covid
where you didn't see the volatility was
with construction sector that's probably
the one sector we're looking at that we
have concerned about and it's not just
our reach it's also
our any sales tax reconstruction
projects within the city
also
the lumberjacks when you look at home
depot and people here has a large
regional lumber yard so
say they're they stop delivering to
north bend the state north bend slows
down that's going to impact us here
so those are the things you're looking
at right now with sales tax
a lot of people ask is inflation going
to increase sales tax that's the other
question out there i know
and
the answer is yes or no yes you might
see a small bump and actually heard some
of the national statistics on retail
yesterday
saying that there was like a one percent
increase in retail that was probably
just driven by inflation
but where does inflation start to cut
into people's consumer spending happens
and you look at okay they might spend
more fred meyer but they're going to
spend less of marshalls
spend less at a high-end boutique and
maybe less than among the pops here so
there's there's those issues going on
but the other thing that's also volatile
that's that's difficult to forecast but
we have a pretty
solid you know trend over the past few
years as our b o tax or business
operations tax when you look at the
grocery seats and you look at the
expansion of costco you look at rei
coming in look at
some of the other large corporations
that have a presence in the city that's
been growing that's been growing pretty
strong so
this city you know barring
a mass exodus from washington state that
probably won't happen
we're pretty we're in pretty good shape
and weather recession with the caveat
that we could see slow downs in
construction and that is the sector
construction does account for
a lot of our sales tax now reed is a
different story rita is more volatile
that is not an astonishing
is budgeted separately and appropriated
separately for capital projects that is
something we're going to come back to in
later weeks as you get a better handle
of it because it's pretty erratic
because the good news is
commercial's been very strong there's
been some large commercial acquisitions
in the community but there's also been a
slow down to residential what does that
look like in two three years that's a
little more volatile so what i think
would be really interesting as we go
into the budget um is not to do a
prospective but to do a retrospective on
revenue so give us a look back and say
over the last 15 years here's what we
projected here's what came in because
then we'll see how good our projections
have been historically and that'll give
me at least some confidence that we
might have some sense of
going forward
and what's interesting
and we absolutely can do that and
provide that what's interesting about
that is there's there's certain trends
in there we would have to pull out for
example the city still grew the revenue
sources in 2008 and nine because
the highlands is growing like crates and
dallas is going like crazy the permits
are already pulled so everybody else is
going down isabella's going up so
there's there's some of those items in
there sure
we'll have footnotes right can't get
account without footnotes
so
we've been looking and actually when
we've been forecasting looking a lot at
18 to 19.
so we certainly can share that
information um going into our august
update
take a macbook history of each reference
source
so what i'm hearing is there's a
definite interest in
getting to know some of our past trends
and some of our future assumptions on
revenue and expenditures and all of that
and i'm happy to take other questions
but
this meeting is really about creating
our priorities and this is just a teeny
teeny tiny part of it because we're not
coaching our priorities in what the
actualities are yet we're setting a
sense of here's
here's what we want to accomplish we'll
give that to the administration see if
they
can find ways to do that and if not we
come back to the budget and
you know figure out what
what we might need to make adjustments
so uh councilmember
oh i thought i'd seen yours when uh
arrested go ahead
uh
so this may or may not be a question on
a five-year time horizon uh you said
something interesting which is we're one
of the only communities that has a
sizable uh on a development space left
do we know
when we're projected to sort of run out
of space because that's going to
fundamentally change our financial model
do we know when that occurs
well
this is andrea snyder um i i think we we
look at when we do with the budget we
look at um what is the development
interest who's the serious development
interest over the next couple of years
and i think we have
um a decently accurate picture of that
just based on how long that development
process
takes
and so uh we have been as you know
inventorying our build buildable lands i
think we are making the shift we're
about to make this shift from having any
greenfield development to redevelopment
and we are seeing some interesting
redevelopment but that is going to occur
at a much slower rate and so i you know
i would say that transition starting to
occur right now and will really occur
after the next biennium um to looking at
more of a redevelopment mix so it is
within the next five years but not
within this biennium but it's going to
mean that our ability to project based
on past performance is going to go down
right the uncertainty levels are going
to go up because we don't really know
what that model is going to look like
the way we've known
what it's looked like for the last
20 years i think that's true we still
have areas that have not been built
right there's the
swedish development agreement there's
plenty of uh larger parcels in the
escala highlands so we're going to be
seeing a mix like i said we're going to
be in this transition area where we're
going to have some greenfield
development that we can see and predict
and then we're going to be having more
and more
redevelopments of our central supply
area um so i would say that next five
years is still going to be a mix with
one maybe two redevelopment projects
still greenfield and then moving more
into the redevelopment
all right thank
you thank you um so you explained a
little bit about how to think about
inflation on
the revenue side as far as how it might
impact um behavior of
different sectors but i'm wondering if
you could and maybe this is a
conversation for later which is fine but
at some point i think it'd be helpful to
understand how to think about inflation
because that's such a big issue right
now in terms of both revenues and
expenditures and how to factor in the
fact that we're seeing
very very high
so at this point again because the
numbers are changing monthly at this
point we did we did
build in
some of that going into 23 we built in
higher
cost of living increases and here we go
higher inflationary increases than we
did in the out years
and so again these numbers are subject
to change what is the long-term trend of
inflation most economists are still
saying
at some point in a level off but then
again that level off means potentially
recession if interest rates keep going
up so that's why we've been susie and
i've been talking a lot about what is a
recession look like on these numbers so
again the biggest impact would be sales
tax more than anything i could
discuss in the construction sectors
specifically
and maybe some of the available revenues
from the businesses so
so that that would be obviously
with a
prolonged recession
that line would drop down towards that
expenditure line
and so that gets into more concerns
even if inflation did drop although even
in 2008 2009 2010 we still may take a
robust
absolutely but we had legos so
and there's still construction going on
there so that's the same thing we have
construction we know
we have two-year construction that is
already on the horizon that's already
happening the next two years after that
of course the pictures will answer
and then one related question on the
ending fund balance
if there's inflation over the two-year
budget that is record high
how do you think about
the
ending fund balance because you're you
have a different
i guess value of that um
fun at the start and at the end due to
the inflation that occurs every day
yeah so again it's throwing a dart you
know especially when you get to the
second year but we did build in again we
did build an inflation for both years of
this forecast and we did go higher than
we normally do
so it is a higher number than we would
normally factor in for 23 and for 24 as
well so we're using higher assumptions
than we would even going in the out
years we're using four percent and
traditionally use about two percent so
so we have done higher but like you said
it could end up being higher but that's
when we come back and we review this
forecast every quarter to make sure that
we're going to hit those assumptions and
like council know
if the trends are changing but this is a
generally held economic view that
inflation washes out because it hits
both sides of the ledger the same way
it's only if you get differential
inflation right where some sectors are
more than other sectors that you have to
worry about
yeah and it's in this community too
like on sales tax one of the trends that
i'm looking at is how does inflation be
you know impact people's behavior and
spending habits
and
one of the downsides for the city is the
fact that people have to shift from
taxable to non-taxable spending so
example non-perishable food items are
not taxable we don't receive any tax
from going to fred meyer and buying a
piece of state but that piece of steak
was 9.99 last year it's 20.99 this year
people might buy that instead of going
to marshalls and buying a lamp
so that's going to impact us but same
thing gas prices we don't receive any
sales tax on gas so people are spending
more on gas they might spend less than
70 minutes but the reason i say on both
sides of the ledger is i'll tell you i'm
having to spend a lot more for engineers
this year than i had to last year
absolutely they're making everybody in
this town is making more money than they
made a year ago if they're
in
professional fields right so they're
going to spend more on those stakes
because they can because they're making
more money so it washes out as long as
there is a recession yeah and that's
actually exactly what we're looking
internally at the expenditures that's
what we're working with departments is
looking at our contracts assuming that
there's cost escalators going up and
even the pass-throughs from other
governments we're already seeing pastors
from other governments that are
obviously higher than they were in the
previous year so yes that expenditure
curve
and
we tried to estimate the base in here
but again we're just showing that yeah
some of that gap obviously
that you see here will be taken by
increased surface level adjustments
council president walsh
go for it
um
in the interest of time i think we've
come to the end of the presentation the
last slide is just a calendar that i
think you're all pretty familiar with
we'll be back
to the council next month uh for more of
a discussion but uh perhaps now is just
a good time if there's any final
questions otherwise we appreciate the
council's uh
comments and questions on the the larger
issues of the two-year budget
chris
the clerk would request that when
somebody has the floor they should speak
a little bit more loudly
we're having some uh virtual attendees
saying that they can't hear quite so
well
great
um is there any redistribution that we
might need to do with the owls toward
this end
no okay just checking in seeing what our
options are okay
so i think the next item is the
community survey and strategic plan
performance dashboard
and so
dale did you have anything
you yeah
okay a little frame for our time exactly
have any slides but
um would it be helpful chris if i come
closer
um
as you know from when i shared the final
draft of our dashboard in late april the
city has since launched
a public-facing interactive
performance measurement dashboard
aligned to our strategic plan uh very
exciting and a goal that we've had for a
number that predates my time here at the
city
uh the dashboard went live on june 1st
it was promoted in the mayor's
newsletter in early june um
and as it sits right now on our website
it
presents current as of year-end 2021
data for 52 of the 54 performance
measures aligned to our strategic plan
um it also communicates for each year
for which we have data
whether the city is meeting
exceeding
failing to exceed or has yet to
determine
a target for each of those measures
um and that sits on the sort of menu
landing page for each of the strategic
goal areas
since the early june public promotion
i've had the opportunity to engage with
just about 25 members of the public who
either through reaching out to the email
address on that on that webpage or via
the survey below have engaged around our
dashboard which is super exciting
um and i just jotted down some trends in
the feedback so one folks are loving the
professionalism and navigability those
were two words used
uh i certainly didn't write navigability
that was like get some good additions on
there of the dashboard
um i desire to see some of the some cuts
of the data by demographics whether it
be race ethnicity age gender
neighborhood within the city or home
language so a chance to sort of combine
our census data with some of the
some of the different measures we have
specifically
um a few on
homeownership
and being a renter or a homeowner
there's been a lot of like who owns
homes um questions that have come in
um also questions about how the measures
connect to one another and indicate if
the community is making progress towards
the strategic plan vision so like a love
of the data and then like a but how does
this how do we know if this is this good
or not
um and then making it more clear which
and when indicators are being met or
missed so not just letting us know the
number but
specifically being able to very quickly
look and say like oh that one's been
missed this year um
this is the 1.0 version of the dashboard
uh i'll be soliciting additional
feedback in late 22 early 23. i mean i'm
still listening feedback all the time
but specifically to get ready to watch
the 2.0 version
in the coming year
and then just i guess some quick
reminders about how to navigate uh
from that one main landing page clicking
on any of the goal areas in the wheel
will bring you to the landing page for
that goal area
from there you can click on any measure
and it will bring you to the page with
data and visuals related to that measure
or the promise of data and visuals when
we have the data for the two that we
don't
um and then you can use the navigation
features in the top right of the page to
either return back
uh to the previous page you were on or
navigate all the way home to that
landing page
but if you're old school and you just
like to click through like a slide deck
you also have the functionality to do
that and a lot of people actually share
that that's the way they move through it
and they've appreciated that
all the
landing pages for the goal areas are
front loaded so they can very quickly
see the measures for each area at the
top um
and i think that's it i'm here to answer
any questions you might have as you're
clicking through uh that have to do with
the functionality of the dashboard um
yeah grateful to be here
hello
so i mean this is exactly i mean i had i
have spent 12 of the last 13 years um
talking about metrics this is exactly
what i wanted um and so my question now
is what do we do with this right and how
do we uh use this down the road there's
an amazing amount of super super
strategic data here and and what do we
and what does the administration
do with this and how do we use it to
inform decision making going forward
i don't know if we have the answer to
that but i think it
gives a sense of a desire for
conversations on that so yeah
um and then we also had a presentation
yes uh city administrator roberts
yes thank you um
today is a discussion of resources i
think resources are an issue for the
administration on performance
measurement and business process
improvement because i think as
councilmember marx has rightfully
indicated now that we have but what do
we do with all this data
and so i think that is a an issue that
the administration is just thinking
about what additional resources do we
need to put forward on the business
process reinvention side of basically we
have a 1.0 person in dale um
working on this and so she has some
resources but to deal with the business
process re-engineering uh but if this is
something the council feels strongly
about it would be useful to get some
feedback today uh because we are as
we're looking at the at the budget
process uh how much more resources
should we put into this uh the other
thing i would mention is uh our work
with the what work cities initiative
through bloomberg philanthropies
that takes up dale what probably
10 or 15 percent of your time working
with other jurisdictions on this we're
starting to
have other staff and other departments
work on some of these projects so
council president members of the council
as you're discussing resources and
priorities
you might want to keep this one in the
mix
because i think from the administration
side we're grappling with how much more
resources should we be putting toward
the area performance measurement and
business process for engineering versus
other competing priorities
great
so i totally understand that and
understand needing to
maybe bring in some expertise to to
think about how to uh redo some
processes i mean
i'm hesitant to tell the executive
branch how they should run their own
place but
you know in my organization i have my
directors um that i ask them for metrics
of performance and i
evaluate their performance based on
their metrics right so this seems like
something that
a an element of this could be that some
of these metrics are owned by your
directors and and they
use that as they come to us and talk to
them about the health of their
but again
that's you know just an idea
i agree with that i think one of the
challenges we're facing and i think
other communities face
is
there's a bridge needed that how can
what's the resource to take these uh
pieces of data and work with the
operating departments and get them to
understand uh what the processes then
are necessary to move some of these
numbers and so uh it's really two
different kinds of resources it's that
central administration additional
resource to work with the department and
then what a programmatic resources the
department might need so there is no
right or wrong answer but but i think
there are two different buckets of
resources one's bucket from departments
and then one bucket uh again to help the
departments understand the data that's
being generated
great
yeah real quick wally can you clarify
what you meant by business process when
you're going referring to performance
measure
business process support
um you know every every performance
measure has an outcome and so those
outcomes uh
happen through
a way we do business
you know we could take any one of them
um and so it's if for example your
your planning permits for current
planning aren't being processed um in a
timely manner or through whatever your
benchmark is then you have to go back
and see why
are there not enough people is it a
systems issue is it a policy issue and
so you try to break all that down
and again there are different skill sets
required
in that you need the the actual folks
who work on delivering the service
involved you need sometimes a third
party and again dale's been doing an
excellent job of being that third party
in some instances working with those
those departments to understand what
what are they doing why why are they
handling a piece of paper the proverbial
handling of the piece of paper too many
times um you know so that's that's the
pieces we're trying to go down to and
the reality is is dale uh still works on
the operating budget so it's really um
you know what robert half the
three-quarters of dale's time is devoted
to performance measurement and another
half for a quarter of her time is still
devoted the operating budget so if we
were to expand that and bring on
additional resources is that something
that would meet the council's needs
moving forward so that's just something
the administration is grappling with and
again it's all about prioritization
great okay
um clark i think we also had a
presentation on the
um community survey
so i just want to go through that
really quick i'm not going to go through
all 12 of the slides but could you bring
that up
great
so again on the community survey you
know as we are coaching our priorities
in
what are our needs what did we find in
our strategic plan
um what do we have in all of our various
other plans in our capital improvement
plan
one of the other elements there is the
community survey and i know all of us
really thought that this last survey was
very consequential it was great to be
able to see the important satisfaction
analysis and all of that
so
whenever you are ready to pull that up i
think i'm just going to go through the
first few slides
so
and next slide
so
yes
so
first thing i noticed on this slide uh
because this is uh when we get to
priorities you're going to hear this
is
there's nothing on there about housing
and i realized i i believe this was
based on our strategic plan right
these priorities were
taken from our strategic plan
hi autumn monaghan
administrative services director when we
created the and formulated the survey we
organized the questions by bull area so
that that's how it was in my history
that's what i was thinking i think at
the time we did that because i
participated in the strategic plan
housing wasn't
i mean it's emerged as a really big
topic since the we did the strategic
semester so i just want to point that
out now in this summary on page 18
affordable housing is listed as number
four on the summary so so it did get
measured somehow but i just want to
point out that on this particular slide
people weren't asked about housing as a
priority okay so
just like that
uh well i just wanted to from my
perspective i think the land use
planning and zoning that's a factor that
impacts what kind of housing we get oh
definitely
that's the second one yes i see that but
you know when you're asking people
i don't know that everybody would
connect land use with exactly with
housing i agree with you but
again you just need to call things out
sometimes though yeah
so like if it didn't have public safety
you'd say well that's probably something
if you didn't have healthy safety and
nobody
you know you'd be like oh nobody cares
we'll probably see right no yeah yeah so
just want to point that out on that
particular slide
yeah so this is really just
which
uh services the residents think should
receive emphasis over the next two years
we can clearly see that there are two or
three at the top that are very
consequential the flow of traffic and
congestion management on esco streets
land use planning and zoning and then
maintenance of city street sidewalk and
infrastructure as we go on to the next
slide
we can kind of see
the
percentage of
satisfaction
versus importance and so the flow of
traffic and congestion management was
highly
important much lower satisfaction so
we've all seen this before i don't want
to dig into what each of those elements
are but i just wanted to make sure we're
using that as a place to kind of
talk things through can you go to the
next slide
this is our very famous uh
quarter
situation where we can see again
the areas where lower satisfaction
higher importance and then also the
continued emphasis
where there might be a little bit of
satisfaction there but
um still very much important
and so i don't think we need to go into
the rest of this because it's just
breaking down the areas but if you want
to go to slide 12
that's the
summary
so
the piece that we don't want to miss is
that
satisfaction in isabel is much higher
than other communities so we still have
that as a baseline and we've got a lot
of positive perception
um but there are areas that are
emphasized as top areas for improvement
and so those are
many of the things that we already know
but we now have data for and see our
continued emphasis
so
in order to keep on with our schedule
and i am
keeping us on schedule um
we have at this point a break if needed
before going into budget priority
setting um how are we feeling great no
break
yes love you people okay fantastic
so our next part is really about
giving yeah enough
intro
yes exactly jump up as needed do all of
that um so
this part is really about taking that
bit of homework and saying let's throw
it all out on the table let's see what
matches up between things
and then um we'll have a chance to
discuss those items and kind of group
them together so i'm wondering i'm happy
to go up to the whiteboard and write
things down as people
call them out or if anybody else wants
to do that
happy to look around
sure that's great my hands are quiet
yeah so many hands
okay
so
what i'm going to do to start out here
is just see if anybody wants to start
with their list and zach if you'll have
like half of it for capital and half of
it for operations
that will allow us to kind of
segment some of those ideas
so does anybody want to go first
okay we've got victoria and then chris
you want uh you both together
yeah go ahead and give one column and
then the other so that zack knows where
to write it and
zach just
right along and
if we have somebody else who mentions
the same thing we can just put an extra
check mark or something like that
can i do it breathe
go for it
okay
so um i was reviewing the past budgets
and i think that the 2020 budget where
we were
planning for 2021 but still in
figuring out how much covid was going to
impact the economy and going to impact
our community i think that we find
ourselves in a similar situation in some
ways now because we
have a lot of uncertainty about um how
long the effects of food will last and
the economic downturn how that will last
and how that will impact especially
um disadvantaged communities
in in issaquah and so i think that
with that framing i looked especially at
2020 given the uncertainties we have now
and
in that year we had
a couple of themes including the social
safety net public safety and investing
in parts and open space and i think that
those were
focal areas that served us well in that
creative uncertainty so building on that
for
this budget
um
i wanted to look at how we could expand
on progress made in those areas
and
continue to support our community and
uh become this welcoming community that
we want to be
so i thought of a rebranding of these as
community resiliency which would expand
to disasters and
climate resiliency and
protection against an economic downturn
and then
quality of life so this would extend the
parks and open space but i think could
also expand to our trails and mobility
so with that
i think of the green necklace as one
idea that i really want to
work on and so there's a number of
priorities that get to that in my
capital improvement list
the green necklace is something that's
um
been a priority for a long time as
councilmember marks talked about this is
a long time coming this is not my idea
this is something that counsels before
us has put forward and i think our
council has a real opportunity to make
that
happen i think it also um speaks to a
number of our
a number of things that we want to do in
the near terms to set bitcoin art in
terms of quality of life for our
residents
and it speaks to the communities needed
to do better planning for growth and um
and land use and becoming this welcoming
community that we still want to be
and um additionally we had this
conversation recently about
our park system and all of the benefits
they have mental health um you know
social well-being place to gather as
well as physical well-being and getting
people out of their cars and all the
things that we want to be as a community
um and so i think
uh i think that to use an analogy that i
really like that council member michelle
started i think that
investing in the green necklace is like
creating a college fund that better
enables all of the beautiful children of
all of our art systems to thrive
and um i would love to make this council
uh have that become real so with that
my first capital priorities are
the ones in the green necklace so that's
pre-corridor pko45
valley trail and creekside pk12
which
currently starts in 2026. so move that
enough tibbetts creek trail uh
tl
009
um
and one additional note there the pk45
pre-corridor had a conversation with
director watling he indicated that the
costs on that are
likely to be higher than estimated
um the first one is crete corridor
yeah
and 12 was which one which probably
that's um
valley trail and creekside thank you
and then sorry rainier trail is 21.
i don't think i said it okay
is that tl zero two one um
trailer tk 21.
so those are the four in our cip that
are specifically referencing the green
necklace
which is why they're in my top ones
and then i have a couple other things uh
and these are just because mainly
because they're long-standing machines
um
squat mountain uphill bike lane sidewalk
it's not on the cip it doesn't have a
number it's in that um it's in the
i think it may be added now it's in the
mmp and it's in the walk-in world
hillside park
pk 31.
and then pavement management and the
annual concrete management that's tr30
and tr-54
fantastic so that's your capital list do
you want to go over operations list
do everybody's capital okay sounds good
then we're off to chris
all right i'm gonna pick some easy ones
i have a little more of a transportation
focus
and some of this we've already talked
about but tr003 which is the i-90
crossing between 10th and 12th
um i think we need to fully fund that
work
uh tr
am
which is the uh northwestern road
non-motorized improvement project or
pinch point
um and then tr 33 which is the southeast
black nugget road retaining wall repair
i think we've been kicking that cam for
a long time
and then when i first ran for council
i was listed one vote well doorbelling
because i said you know we're gonna have
a damn dog park so can we get the dog
park done pk 018 dog park
we have a mobile dog park
and then
finally is pk32 hillside acquisition
32 32
32.
yeah and we will be taking pictures of
this and posting it i assume with the
minutes and all of that yeah great
that's all i got fantastic
uh so uh most of mine were also green
green
that being necklace related so pk12 and
pk45
um to that i would add
st009 squawk valley park south creek
restoration
uh st009
uh sierra tango
zero zero nine
squat kelly park
um which i consider part of the necklace
uh i didn't include hillside although i
would certainly of course plus won it um
but i i just consider hillside pinch
point to hopefully be um you know on the
menu already and we don't have to well
hopefully we won't have to argue to keep
them uh
in the near term
but
certainly important so that's me for
careful
so did you you plus one yeah you plus
one thing for
oh wait hillside acquisition
is that what you said no that's what i
said oh
no there's a hillside park halfway up
there's that there pk32
this one position is the first position
for hillside park no it's no just
okay
uh so what is that
is that the little piece of property
that no it's a bucket of ongoing
monies to acquire hillsides sort of like
creek corridor purchases right ah i see
so you wanted to plus this one yes i'm
part of the side park specifically
thank you
so i have a very short list but tr028
uh northwest america
motorized project is
definitely the top of my list i think
it's been you know let's finish this
long promised project for that
particular neighborhood
and then
i don't have a crd
number for this but the tod project has
just got to be up there somewhere
let's be sure we have the funds
allocated for that for the for the next
two-year budget
okay so is tmv a capital or an operating
cost
uh
that would be more operating at three
points okay all right
so running around the uh
circle
okay
good job
oh and then plus one to the green
next okay well
should i should i add little strikes for
you dude would that were those on your
list barb or would you rather that just
be because we'll also get to the point
where we will we'll be able to vote
yeah yeah
yeah that'll be fine okay
victoria did you have it do you have a
question for you
oh no i was just gonna say i think that
um there's some options for the
operating budget for the gop yeah but
it's not unscathed
yeah
[Music]
yeah i just want to welcome we have a
couple members of the public here so i'm
going to tell the acronym
bureaucracy that we are that we um use
plain english so that they can follow us
and
max over there with the soccer shirt on
is on the island youth advisory board
and so we want to make sure that we are
speaking in a manner that is
understandable to all yes so thank you
we love that we love that okay so
russell do you want to go next do you
want me to i'm going to do an experience
great go ahead
um you can mostly just put red marks up
there for mine
squawk mountain sidewalk project
it's high on my list
i want kids to get to school safely
i also would put a plus one beside the
northwest smamish road project to
promote intermodal
transportation and then
also with that in mind the uh
the rainier
project that we have up there for
rainier trail
i think that our conversation on
scooters really emphasized the need for
us to think about how we create other
ways for people to get around the city
without getting into their cars anything
that we can do on the capital side to
make that happen in a meaningful way i
think is is a focus in the staff for the
next couple of years
that's it thank you okay
i'm going to go next then
so you can put a plus one next to the
pavement management and concrete
management line item
also a plus one next to the
non-motorized
a plus one
next to black nugget road retaining wall
and then i've got new stuff
um tr004
so that's a transportation project
that's 12th avenue northwest and sr 900
or 17th avenue northwest
this is an intersection that i think we
need to
just move ahead on and i understand
there are a lot of
groups involved wash
state park etc
but i'm very eager to get that project
moving
i've got fc
027 so this is a facilities project the
new fire station 71.
we've been talking about this one and um
i think it is high time for us to focus
on
moving that fire station i think that
enables us not only to provide better
service but it also gives us an
opportunity to really take some time and
rethink the
facilities that we have
down and the space that we have down
near veterans memorial park
with the
um
council chambers and municipal court the
fire station there i think we have a
great opportunity to
think through that in the future but the
first step needs to be moving that fire
station
um
i've got one from the mmp the master
mobility plan which is on their map
they've got a
number system so it's 97 which is the
tier one sidewalk gaps and so i think
that might actually cover
the squawk mountain sidewalk ideas but
in the mmp they really highlighted
tier one two and three areas where we
have sidewalk gaps where we could close
those gaps and so i wanted to go with
kind of their
assessment of where the most important
things were
and just really quickly for the members
of the public that mmp is our mobility
master plan which describes our
transportation policies
[Laughter]
um i've got one that isn't in any of our
capital improvement plans which is
street lighting so when i was looking
over the community survey one of the
things that people were dissatisfied
with was our street lighting and we've
got several neighborhoods one of which
is south cove that just doesn't have any
lighting and so that can be called out
for mobility that can be called out for
quality of life that can be helped out
for public safety
and that's something that i think we
need to consider first of all adding to
our capital improvement plan but second
of all prioritizing because it's
something that needed to be called out
um
and then tola do you want to comment on
that or yeah
um i just wonder
is uh is the assumption that more
streetlights is good
in all neighborhoods
i don't know if the assumption is it's
needed everywhere but people were i
guess you could say are people
dissatisfied because there's too much i
i guess i'm asking because i suspect
that there may be some neighborhood
specificity to this i think i think swap
mountain has a long heritage of minimal
um overhead lighting as well as being a
mountain side yeah and um would not want
more necessarily it wouldn't wouldn't
necessarily work yeah i i absolutely
agree with you as a concept there
and perhaps something we need to explore
further but i think in the very least we
can say
that south cove
is interested in more street lighting um
and so there may be other neighborhoods
as well uh victoria um i believe that in
the title 18 which is our municipal land
use code conversation um that light
pollution is also raised as another
issue that we want to address and so
just a consideration on the street land
there's also light pollution the impacts
that that has on wildlife and on
our environment as well so something
else to think about in the street
lighting is in addition to the
neighborhood considerations
yeah yep
um and then i've got two from the icap
so
ob
which i
i think that was just overview and the
icap is the isoqua climate action plan
um ov 2.5 which is solar on the
community center roof
and then ov 2.6 which is electrify our
municipal fleet vehicles
and so i call those out both as
things that
we can get done toward our climate
action plan but also honestly things
that will save us money in the long term
both of those things are things that
will lower our operating costs
because we'll either have solar coming
through to offset our power use or
electric vehicles which will offset our
gas use and so i think those
serve many different purposes toward
that idea
and i'm at 10 but i had three more so
i'll just
save those as lower priority items
yeah is the fleet uh is that
is that a capital expense complete
catalog sentence
[Music]
yep yeah it will have an effect on our
operating budget but it is a capital
expense anything that is fleet
facilities all of that um
russell and just to clarify my fleet
here meeting our city fleet and then
through our garbage contract we're going
to work with our contractor on there
therefore
vehicles in the city right okay yeah and
i don't i assume there are certain fleet
vehicles that there are valid electric
options for and certain others like
maybe our snowplows where there aren't
but
this idea is just let's budget toward
that idea um
yeah that's the
okay
does the fleet study
get into sorry this is super off topic
get into detail about um
whether specific vehicle types have
innovated enough to be practical for use
of long-term it should yes okay
yeah great
now it's up to you to add your list
that's up to me okay
um all right um
so my top priority in terms of capital
budget priorities was uh tr 28 and
northwest manage road project i'm really
happy to see so many other people agree
with that um
the tip that we just described the
transportation improvement um
program
describes
seven hundred thousand dollars in rework
or great dollars um for that but then
also another for 2023 but then also
another 5.5 million dollars in
construction work for 2024 that i'm just
not necessarily convinced we have
general fund capacity to do yet i think
that's going to be tied into community
conversation about a potential
transportation ballot too so in the very
least my ask here is that
um that we match the 2023 funding
described in the transportation
improvement um program which is 700 000
for design and engineering work
so i checked that one
um
tr-003 which is the centralized
multimodal i-90 crossing with someone i
thought
yeah
that's another big one for me
um
and uh
it was eight hundred thousand dollars of
arpa and planning work for 2023 that was
in uh the tip but then most recently uh
with with the community investment
strategy that's been updated to a
million so my ask is that we go with the
community investment strategy
um
and then a couple other things pk 12
which is
uh valley trail and creekside sensitive
land acquisitions
which i agree with
uh pk 18 the dog park i completely agree
um that we need to um be prioritizing
the funding that's described in the cip
for that
uh pk32 which is hillside acquisitions
i agree with that
and then uh pk 45 creek corridor
i agree with vicki on that being an
important priority and component of our
green necklace
over the next two years
a couple other things i wanted to add
there has been
a lot of
community satisfaction with recent
funding within our pavement management
program our annual concrete maintenance
program
so i will press one to that but then
also add
water 15 which is our water main
replacement program which i think
there's also been a lot of
satisfaction
in that
so my ask for those three things is that
we continue to fund it at the better
level that's currently envisioned in our
cip
um and then i will add
i'm not sure it's not
very actionable
yet but just for the sake of discussion
for the sake of
feedback for the administration i want
to add consolidated city hall to this
list
um i know it's not a capital
project that we can invest in right now
but i want to make sure that we're
thinking about
what that can be and how many different
goal areas we could check off the box
with a facility like that and where that
could go
and just start thinking about that in
the next couple years
exact toward that idea
do you envision
um any operations costs related toward
the idea of creating a consolidated city
hall or
because i think you're right we probably
don't have the ability to it might be
better in operations in terms of
thinking do we have the staff or
consultant capacity that we begin this
work and to start thinking about it so
yeah
right yeah
to the other side real quick
since facilities
yes so
we just recently issued our feed for
project management services to help us
in a few key areas uh starting this year
in fact uh first around just assessing
what space we do need
and then um my goal is that we have some
options for council to consider next
year as far as
are we are we consolidating a city hall
are we purchasing are we leasing
what are the options with some rough
order of magnitude and cost
um so that we really can start
formulating a plan for what's next
that's great
so so i know that's coming before uh
services safety parks uh just a couple
days but i just i i really want to see
us get going on this i've seen this
topic start at least i'm gonna say four
possibly five times in the last 12 years
so let's actually like have this plane
take off the runway because i don't want
to see it go down the runway for a while
and then slow down and stop it
yeah
thank you for that councilmember martz
um i think one of the things that is
going to make it happen this time is
that we had a pandemic
we had a complete upheaval in how we
work and we are now really starting to
understand what the future of work looks
like so we are tracking other businesses
who are trying to figure out what their
space is going to look like i feel like
we're in a really strong place and i
think autumn's groundwork that she's
doing right now we're bringing you
something we are bringing you something
that's for sure
uh sydney administrator buff quits
just to amplify everything that's been
said city hall northwest is closed
far as you know are moving forward to a
consolidated city hall uh we have
largely been consolidated uh since we
closed city hall northwest in march of
2020. so we don't we've not talked about
it a lot and again uh the item on
service and safety parks coming up is
really the first opportunity uh but
we have made a pretty big strides
already uh to do that in the midst of
everything we've gone through
okay
and just added a conversation on the
future of consolidated city hall with
other services with respect to the
courts i know they're always looking to
add
other cities
i'd also throw out that after the most
recent supreme court decision on indian
sovereignty that we also reach out
potentially to the snokwami tribe to see
if they would like to join as well since
north bend and slovenia are already part
of our consolidated court system
if we can provide a
stable
court system with competent
representation on all the different
sides whether it's the defense or the
prosecution side and the judge it helps
when the state is looking at whether or
not they intervene on these cases or
whether or not the tribe is able to
stand on its own and do the things it
needs to do for its sovereignty so if we
can help in that effort
and still get more services provided in
the consolidated court i think it's a
win-win on both sides so i just asked
the administration to take a look at
that as a potential customer as well
i i want to enthusiastically plus one
that is and
because we're in a retreat give me 30
seconds to talk about um
so
we may have other opportunities to
partner with local tribes but i've been
thinking recently about
the lands acknowledgement that we often
do at meetings and there's a
court case on an educator in seattle
who's gotten in trouble because they
want to use a different land statement
but we need to do more than have land
statements right and if we as a
municipality have an opportunity um to
assist uh local uh tribal organizations
i think it would really benefit us and
put some meat on those
on the sentiment that we still often
share about the challenge
plus one there
so i'm gonna plus one
thank you council member marks i have an
ongoing
uh juliana's not here to remind me how
often but it's a monthly or quarterly
meeting with two of the tribal council
members right now where we are
coordinating our efforts and advertise
like
co-promoting each other's human services
grants and all the rest of it and we're
working on finding other areas where we
can work together
and we will have a land acknowledgement
at some point it is very issaquah
specific for all the tribes that have
ever been in this
beautiful area that we live in and so
that work is ongoing and it's very
exciting um and thank you for bringing
it up again
it's really exciting
great
yep okay zach you're running back in
so
um i think at this point we can get our
operations ideas down and then we'll
have to kind of go back there may be a
few areas
that we can kind of tie in on the
capital side but i think in general
would you rather do that first wrap up
capital or come back
or maybe
yeah let's wrap up capital actually um
[Music]
[Laughter]
so our goal is to eliminate anything off
this list we'll do that more in the dot
area um but are there any things that
you know you guys did a really great job
of
hitting the mark on what the homework
was getting down to something that was
on the cip or one of the plans numbers
like that
um
maybe the only one that would overlap is
the tier one sidewalk gaps with the
squawk mountain uphill sidewalk and all
of that does anybody agree that those
are can kind of be matched up or do they
need to be separate ideas
all right uh well so i put up the squat
button up still cyborg one and i think
that it should be its own one because
it's such a long-standing um priority
it's been in the walk-and-roll plan and
it's now one of the top tier projects in
the master mobility plan and yet it's
not even an rcip so i really think that
it's different yes there are other tiers
like once i once said a lot of that is
tier 1 sidewalks but that project i
think needs to be called out and
emphasize on its own to get done so my
preference is to keep it separate and
advocate for that specifically
well and i might make a comment and echo
that i think it might be of benefit to
have an emphasized or focused priority
on a specific neighborhood as opposed to
sidewalk gaps across
the city in terms of do-ability in my
so mind the person who put down this
here one sidewalk i'm going to say let's
cross that off and just keep these off
mountain
because i don't want to have people feel
like they have to split votes between
those
so yeah just cross
and then i think all of the others are
really distinct
projects and so the goal will be to have
each of those out on sheets
so that we can
split out our votes on various things
and then let me just count how many we
have because i have to figure out how
many votes
do we okay um pavement management
program and the concrete management plan
are technically two different items do
we want them to be two here
they cover two different things
one's
yeah i like them together because of the
idea of maintenance over new projects
but i could see
them as separate anybody else
two for together
i like it together three together okay
let's do it that way
and then the green necklace projects
those are each individual
right
okay
so we've got four five six seven eight
nine ten i guess that's a conversation
for council if one of the priorities we
could vote on that could end up on the
list is green necklace is that as
effective as calling out a particular
project that is a priority for us in the
coming biennium
or not so that would be a question i
would raise in
victoria house
well i think that if we can why i
propose them all together is because
like i was saying i think if we invest
and start taking steps on all of these
at this point in time then that's the
way we actually get this
done so i would put them all together if
i think that we've been doing kind of
pieces every once in a while but that
the green necklace the whole idea is
connectivity
so i would jump together
plus one
all right that's two that's a good point
and i would put them together but for a
different reason which is um i want us
to invest in the necklace but um the
nature of acquisitions and whatnot is
that sometimes opportunities pop up in
some of the buckets more than others and
i want to vote for acquiring lands in
the necklace and working on the necklace
and let um
you know let parks and the
administration figure out where those
opportunities are within them
that's good i think these two are the
ones that are uh
that's a good point
so we've got
two up there that are acquisitions and
two that are trail projects you wouldn't
want to count those one as green
necklace acquisitions and one as green
necklace trails
i would like to keep them together just
on the basis of their strength as a
grant project if it's seen as a whole
while we might not get funding for any
one of them
uh at one time it's stronger if it's
seen as an overall project to kind of
get you know tibbetts creek trail um uh
funded for instance if it's seen as a
larger project that the state or any
other funder can see as a long-range
goal for us and we're really committed
to it
so are we feeling like
all four of them together or
acquisitions and trails
all together
okay
so then so that's one
that's one yes
and this is together
okay so
um
then we can move on to operations and
we'll just kind of have to we'll figure
out during the lunch break how many jobs
we want to give to everybody for
operations versus capital
so
perhaps we could have a quick
conversation about that with the council
too before we go on it right
social event
you're saying rotation about why not
about yeah
all right
okay so this one is a little bit more
difficult because we don't have specific
you know like numbers and call outs from
the cip so there may be more
people describe them in different ways
and we might need to adjust
together but the goal is to get your
three to ten operations priorities dola
all right so i'm focused on you know six
months ago we said public safety and
social services um and um
my mind are going to be in those veins
and so um but
social and
social and economic vitality i decided
within that
to focus on major employers on the
employment side of that so um
we have under se zero sorry se1
increase in recovery of existing
businesses we have a couple of potential
actions that we haven't done yet conduct
a study to propose tools that would give
issaquah a competitive advantage to
recruit employers that fit the city
division so i would just call that
recruitment study or or business
recruitment study and what's the
objective uh se1 se1 c1
which potential action is it
it the potential action is not
enumerated with uh with an acronym okay
so i'm just going to call it
it was it wasn't well i know i'm just
well the first
i don't know but if we could just call
it a business
recruitment study
is what it is
so
kind of related to that develop an
employer recruitment plan eg major
employers marketing commercial space i
guess that's really
it's sort of a
i guess the first one is competitive
advantage and the second one is employee
employer
you know what i'll just leave that
as a business recruitment study that's
what i that's what i want um the other
a sec but a second thing is a
recruitment metric i am struck by the
fact that although we have great metrics
we do not actually have a uh any sort of
metric i believe at the moment to
reflect se1
so i think an sc1 metric of some form
whatever the
administration thinks is is a good
signal would be fine with
me um so then under
um public safety
um
cs3
uh public safety resources meet our
diverse community needs we don't
actually have any potential actions so
i'm going to suggest a couple
um one is evaluate body cameras um i
hear from officers that they would love
to have body cameras if it's done right
it's a it's an advantage for it makes
the public safer safer and it makes
police it's time to light up police
operations in a way that the police like
um evaluate adding more non-lethal tool
options
so um there are there are lots of
non-lethal tools that are on the market
right now
i stress adding not replacing um just
adding things that
additional tools that uh our officers
might have that are not lethal
um and then um a third thing
operationally would be a property time
metric we do not have a
a crime metric specifically related to
property crime and we're hearing from
the public that property crime is an
area of particular interest thank you
that's it for me
yeah victorian question um
question on the
uh
non-lethal tool so would that in your
mind include programs because we've
recently added um programs you know
staff members that are there for mental
health or if there's not
i mean i think those are already being
integrated right i was wondering if
there are specific
literally tools tools on the tool belt
that that officers
uh might value you know in helping
resolve situations that they don't
necessarily have thanks yeah just
clarifying those literal tools or
literal tools
yeah yeah i like it okay
anybody
we've got chris and barb i didn't see
which one of you guys
okay chris
i'm going second on everything right and
my kind of builds on told us but a
little bit differently i don't want to
and
and i was trying to uh channel the
what's what's useful and what's less
useful
um but i want to see us reduce property
crime back to our pre pandemic level and
how you go about doing that that's your
business but
i want to do that
i want to find a way to integrate our
boards commissions plans strategic plan
and budget and cip process into a
comprehensive
integrated whole
so that it's not a bunch of stuff
so it needs to link together so some way
to bring all of those things together
uh
yeah
well you know it's integrate our
planning processes is really what it is
and if you call it integrated planning
and then if you just remember from the
record that it's all of those things
that we do to plan as a integrated
community planning
i know what he's talking about it's fine
and we've been talking about it for a
long time
it's more of a
it's councilman gray that's a great
point
um
if you think about the new boards and
commissions we've added in the last
couple of years if you think about the
strategic plan and the new plans that
have come along since the strategic plan
it's just building up the connective
tissue so that the review cycles are
known and understood and that after
something is updated
and we know how
how and why we're doing it and how it
hangs together because otherwise it's
frustrating to people who build a plan
and then it falls into an abyss
uh i want to improve the resident's
perception of the built environment
um i want to increasingly wait wait wait
wait wait wait wait wait wait you got to
think about buddhism
yeah and similar with the reduced
property crime no i i disagree with you
on that i think that that's the mayor
and
the city administration's job to figure
that out i don't want to tell you how to
introduce property time i want you to
come back and tell me that
it's done and how you're how you're
going to do it
so how do we as a council then choose
that as a priority if we don't know the
how well i think policy is about the
what
uh
execution is about the how our job is
about policy the administrations is
about the how we tell you what we want
to accomplish council member ray's got a
great point there yeah
we have a crime analyst coming on and we
have dale markey working with the police
department and so
just giving us the what is mine it's
fine because then we can tell the
narrative back the council of these are
the resources you've paid for and maybe
new resources we're going to put in the
budget and the outcome will be that you
will be able to see that we are reducing
property crime i i don't think it's our
place to say add three new people right
i think it's hard to say here's a
problem
um
we are a policy body not an
administrative body so we need we say
the directional stuff we want to i think
we should say here's what we want to
accomplish and then turn it to the
experts
and say how best to do it because i'm i
am no expert
and i wouldn't have any idea how
everything is property crime but i know
you guys do well and just uh just to add
a little bit to that not that it's bad
to get more specific though because we
have all these planning documents that
have described with experts what are the
best practices in terms of a particular
areas and there's another way of
thinking too that we are a policy
board and the executive is
management and they carry out the policy
that we enact to so i think there are
multiple ways of thinking about it and
if we
um
if anyway
no thank you thank you for that i think
council member ray has hit on a really
good point here and that is that you
don't need to tell us how to do it how
much to spend how many people to hire
you do need to tell us what you want
that's very helpful i i mean i think we
should be about outcomes and
and what outcome do we want to
accomplish i want to reduce property
credit
you know
and and i want uh yes to get people
excited about our built environment and
you know get it back up to where it was
five years ago because it's plummeted
thank you um
for the great metrics
so chris i think that's totally fine but
i also want to point out we do have a
plan that does have potential actions in
some areas right and and we reference
those potential actions so it's i'm not
disagreeing that the way you're
facing it today but it's also true that
we often do prescribe not people with
dollars but uh specific deliverables
from the administration for the
strategic plan
yeah and and those are things that the
administration came up with
well but that we yeah yeah we did but in
the end we're actually going to do this
yeah and we're going to sign off on
these too they're going to come back and
say oh so here's how we're going to
address proper crime we're going to do
we're going to have a crime analyst
we're going to do community based
policing we're going to do this we're
going to do that and we're going to say
yep yep no i don't want to do that
so all right here's what we heard here's
how much it's going to cost
so i don't understand this this current
one crew perception of builds
environments what do you mean by built
environment well it's one of our
strategic goals and it's one of our
performance measures
and we we don't particularly uh score
well on it and and we've been declining
the people don't like the built
environment so it may have a lot to do
with title 18 our bland juice code
might have to do with how we do
permitting it might have how we do
reviews and i don't know i just want it
fixed
all right all right so that's that one
um wait one second victoria well i just
on that one when we when i'm not gonna
interrupt but i
accept to say that title at 18 is i have
some thoughts from our conversations
about the environment on how we could
address the whiteboard the follow-up
list yeah we're title 18 which is our
municipal land use code and so that
might be an option to help with some of
those things because we want to do
everything in the update so um maybe we
could add some ideas under that when
it's over to me love it love it
i just have to push back i'm looking at
the strategic plan built environments
this own the only place it's mentioned
neighborhoods retain their charm and
distinctive character pattern and
settings that include both built-in
natural environments that's the only
reference to those environments okay go
look at the performance measures then
sorry i lent you the wrong legislation
it's from the community survey okay
oh that's right yeah it's from the
community
all right um
so also from the community survey is are
not from the community survey from our
performance metrics i have noticed that
our hours of equity training for our
city staff has not been increasing so
i'd like to see us do an increase in the
amount of equity training we're doing by
at least 15
um and then i have a couple of things
that i didn't have when we started today
but i've walked them on one is we
we need to have to improve our data
analysis and
capability and build out a continuous
improvement program
how do you want that written
uh increase our build out our data
analysis capability and
those two different items i think i
think they go together
they're they're they are
they are highly integrated and i think i
think that was kind of where wally was
going with that build out data analysis
capability
and implement a continuous improve
process improvement program
just to be clear
thank you
yeah and then uh my other walk-on is we
and and it sounds like this is in flight
but i want to make it a priority which
is we need a master facilities plan we
need to know where we're going with
facilities we need to know what city
hall is going to be we need to know
where fire station is going to be we
need to know all of those things that we
don't know
all right that that's all that's all i
do
it's all i need
have you seen that's all you need
fantastic that's what's going to make
you happy uh
so
i'm looking at my list here and i
i need to say that these are not in like
first second third fourth or anything
like that so
so
let's see where do i want to start um
so i think i think i definitely would
like to see us add a second position in
the office of sustainability
so what's the outcome
the outcome is that i would like to see
the uh give me a second the mayor has a
comment okay i think um what's most
helpful for the administration
is what you want done out of the climate
action plan that's right because then we
can figure out is that a third of a
position plus a consultant so yeah give
give us uh something in a plan that you
think needs to be resourced and then we
can come back with the research because
it might be more like this is really
more for public works
exactly so you've got these specific
action items under human services
climate action pick it and say this is
what we like to do and then we can
resource it because it may not be a
position it might be consulting though
exactly yeah no i'm sorry i did not copy
on it but that is exactly where i'm
going so uh what's the outcome i'd like
to see the
um
climate action plan accelerated i'd like
to see um
uh and i'm hearing from people in the
community who feel it's not going fast
enough and i'm sure you've also heard
from those folks but we have a goal in
uh 2030 uh and here we are in 2022 we're
talking about a budget because of 24
we're almost halfway through
so i think that we need more resources
now if that's in person or if that's a
consultant or
however it's done um that's that would
be one of my definitely top priorities
same thing with this next one and so let
me start by saying this could be done
many many many different ways
but uh i'll just throw it out there i
think that we need um
we need some way to really focus on our
housing on a progress on housing and i'm
feeling really kind of
um either frustrated or at sea on this
issue how are we doing and i'm not
saying that this isn't happening but
what i think we need to do is kind of
bring it all together so the council
knows how many
affordable housing units are on the line
how many uh housing that's affordable is
on the line how many single family
houses is on the line how many
multiplied
um are we encouraging people to come
here
and there's just a whole mix of things
that
um i just feel like
don't have a good grasp of what's
happening or what we could be doing as a
council to make it happen faster so so i
thought of like a housing czar
or a consultant or you know just uh
reassigning some people that are already
there to just focus more intently on
that but i would really like the council
to start receiving information
on a regular basis about our housing
picture and where we're going with it
and how we can encourage it
um how we can encourage
more progress in that area okay can it
finish your question
is is that part
and it might be it might not be is that
part of our larger data strategy though
you know it's just one important element
about housing it's more like no i'm
thinking more of the data okay how are
we
um how are we making strides towards our
goals okay how are we making strides
towards our goals and right now as a
council member i don't know that i have
the information so it's it's database
it is data but then it's also action
what can we do to accelerate
um our understanding uh and it fits
under the summary was
we have seven areas of the submarine
that said should be our focus how well
is planning for future growth going
quality of the development in issaquah
availability of affordable quality
housing and cost of living music while
we're on that were four of the seven
items
and so i really think we need to focus
on housing
so but i will let the administration
figure out that
so
and then oh no here's another one
so
so uh in the area of transportation
um we lost the transportation demand
manager because of of cobain i would
like to see that
that focus come back and transportation
demand manager is someone who's
encouraging people to take transit
encouraging people to know where the
trails are so they know where to walk
encouraging people
to bike um
working with a employee employers to get
ride share and ban goals going
and if you look at the traffic out there
you can see that we're back to pre-coded
levels and so i think it's really time
for us to start thinking about how do we
bring somebody in consultant an employee
somebody who's really got that outward
facing i even thought it might be part
of a communications
group because it is an outward-facing
position
it has to be a person that knows a lot
about transportation but it also has to
be a person who knows how to effectively
do outreach the public and do
informational campaigns for the public
so
it's
kind of a mix of transportation savvy
with how do we communicate with the
public so
or can i ask you to speak up when you're
i just want to make sure everybody
online can hear is everybody having a
hard time with me i think you're fine oh
okay all right
uh and then uh the last one and this
will be no surprise
is i'd really like us to see us increase
our human services grant funding
investment and at the recent civic
meeting i know
so
at the last meeting we agreed to
accelerate
the um
the investments so that we're not
waiting to 25 to start using a formula
to start boosting it
but even doing that we are still nowhere
near meeting the need we have 1.3
million dollars in requests for grant
funding and we are only able to
uh if if we apply that if you prove it
in the budget it'll be 400 543 000
um
so less than half of what we're being
asked
that doesn't take into account the fact
that the inflation is
affecting our nonprofits just as much as
it is us
labor costs are growing for them just as
as it is for us
and uh also we are seeing increased need
and
um
i expect that we'll have more
non-profits coming into israel to
provide services so
that grant funding is right now is even
with the acceleration and which i
appreciate very very much
but even with the acceleration is
nowhere near meeting our needs and so
i'd like to see us
um
i'd like i'll say it again like like to
see us double what we're doing
but
if that's not possible i'd like to see
us make a substantial investment in
the human services grant funding
all right that's it that's fine
okay
we have a next volunteer victoria okay
so
um i have several that are already up
there my first one with the icap one i
do think we need more resources so um if
we're gonna leave it at that that's fine
i think they do need to be in-house
[Laughter]
several on
title 18 which is our municipal land use
code so in our conversations on that we
have put a number of things as important
but not possible to be done in the
current update and so i would like to
see
consulting resources or in-house
resources to make several of those
happen in the in the near term
or get those started
and i think that they will also help
with this perception of built
environment but they i think also need
to be
probably
indicated on their own so um
on the whiteboard list item 25 has to do
with expand and diversify the housing
options
that will take a big community
conversation and we'll take a lot of
research on how to make it work for us
and so there needs to be some resources
on that
uh also in the title 18 whiteboard is
number one which is a stream buffer
update study
and then
on and that has to do with developments
and protecting our streams and then
title
uh title 18 whiteboard number 28
is about parking um and so this has to
do with parking mins and max and um
frankly it has to do with a lot of how
we develop because it has to do with
sustainability and how car integrity we
are and how expensive housing is which
is really important so it's not directly
but it is one of our
drivers that we can work on regarding
housing employability as is the as is
the
diversity of housing and getting smaller
housing types um and that's also in our
housing strategy work plan is in the
icap and it's in a lot of our plans so
that one i think there's
a lot of different numbers and systems
you could attribute that one too but i
want to do it
so from that list
um number 25 or number one can you go
over those ones again
uh what were those what the priorities
that you listed out so the first one you
said was item
yeah okay so would you group all of that
together as
work on
title 18 backlog whiteboard issues um
with kind of some call outs i'm thinking
when we're voting
right
can i can i add something
i really appreciate the council member
kind of is is looking at things on the
list you are also going to go through uh
exercise as a council where you're going
to look at that whole whiteboard
but she's letting you know right now
there's three things that during budget
process are very important to her so i
don't want you to decide the fact that
everything on the way forward very much
like the way you said it is important
but cannot all happen within this first
update
that is the work plan for the next four
to five years is what's on that like and
that's what planning policy will
continue to work on you're actually
giving them a work plan that's very
well laid out so
um you're gonna have another opportunity
thank you for putting a few on the table
today that's really good
yeah i mean they're budget priorities
for me yeah that's right
so
then should we
uh consider that as individual budget
priorities or a group budget party or we
can come back to them because some
people might like i'm going to bring up
some very specific actions with regard
to housing diversity from our plans and
we might want to group that together
into a separate thing so maybe
maybe we just get to that
yeah because it also touches on house
marketing michelle's um yeah
affordability it's not exactly the same
but it's it's in the mix so
yes
okay so i had a ta plus one on tv which
i think could be a study lessons learned
also that'd be great
um and then
i had one that was kind of similar to
the um
integrated community planning although i
just had sync up the tip cip mmp and
icap which are a lot of acronyms but
that's transportation improvement
capital improvement master mobility and
it's my climate action plan and
sync those up but i guess we'll just put
plus one on the integration
oh that's exactly it's just a little
smaller scope i just want to have a
dream big
well you've got comp plan in there too
yeah
[Music]
um okay and then i have two more one is
um
so i it's
different i think then but it can be in
a conversation about the
human services
so we have you know recently the
ssp committee looked at
a
grants program and emergency housing
options and so i thought maybe
establishing a
program for pilot projects of that sort
could be
a focus because it seems that that's
going well but we're still expanding in
that area i think we should continue to
expand in that area
and then my last one is that um
this dashboard theta
one this let's see maybe add
the data analysis capability of
continuous
process improvement yes
yeah
yeah
russell do you have questions or are you
wanting to go next i always want to go
dance dudes
so we had an arborist and we got river
artists and so it would be good when we
go to talk about our risk to talk about
why we got rid of our argos
that's fantastic
russell thank you i'll go through just a
couple that i have in mind um
i think that we should look at whether
it's appropriate to have behavioral
staff to 24 7 24 7 coverage
with our police it's very effective to
handle the problem right when we have
first contact whether it's a person's
just experiencing homelessness means
getting put back into transitional
housing right away or a person needs
some mental health care right away we
can get to them early and get to the
problem i think it makes a big
difference so i'd ask the administration
take a look at that
on the housing focus i would uh ask that
on as an overarching principal we think
about attainable housing that allows our
young people to return home and our
seniors to age in place
this is kind of overarching ideals
on the icap focus i think that
we need to evaluate whether it might be
appropriate to increase our canopy
levels
in parts and open space and whether or
not the open space number is a little
bit higher than our parts number because
we need to keep our cars still open for
fields of play and playgrounds and
things like that but our open space
number could be higher to
bump up that overall number so we
continue to be a leader in tree
preservation
arborist issues tree uh city usa issues
so how do you pull that down as a budget
ass well i think that i'd like the
administration to evaluate
whether or not um our tree canopy is
appropriate whether it can be increased
in certain areas um split out the
categories a little bit later tree
canopy evaluation line yeah you should
combine it that would be great which is
what the arborist and tree canopy
analysis
and
again i'm just going to ask maybe if
this could come off um
but we need arborists expertise whatever
that is um but what i'm hearing is
you want focus on the health of the
forest and tree canopy we have the
potential growth of the tree county we
have for many good reasons so
you can i think you can put those two
together we want the canopy to be where
it's appropriate where it will thrive
city administrator
uh
the administration has been talking a
lot about this largely coming from the
title 18 discussions and so the the
terms we've been using is urban forest
management um
and from our perspective that covers i
think everything you're you're talking
about here today is the
additional investment in in professional
services either city staff contract
staff to help us manage the urban forest
fantastic thank you just two more quick
ones
just coming back are you comfortable
with that or i think we should at the
very least consider and have information
about the arborist issue but um yes it's
fine as as a part of the conversation
about the forestry
okay so let's put it down as urban
forest management and then knowing that
when the administration comes back with
budget they will need to justify and
have a conversation about arborists
versus outside dollars versus study et
cetera
right now you just have two more
i'd like the administration to take a
look at whether or not it might be
appropriate to support some of our city
staff
supporting
any of the civic groups or
other groups that are outside of our
regular city purview um i'll kind of
harken back to a day where we had a
police standard when i was on council
that encouraged a 35 community
um involvement kind of uh
value so that they were on the streets
35 of the time not necessarily writing
reports or making arrests or
transporting people but we're out on the
streets talking to people and and
getting close to the community as we're
coming out of code but i'd like the
administration to take a look at whether
or not there are some positions in our
city that can serve on a border
commission or be active in another group
whether it's the chamber or eia i know
we have eia people that are next
official members but whether or not
there are opportunities for us to get
closer to
the groups that are out there so that we
can become a stronger community we'll
know about the problems earlier we'll be
able to intervene on an earlier basis to
to help with the issues before they
become something that goes to the press
or
becomes a larger issue so just an
opportunity to think about that and
lastly i'd ask the administration to um
look at campaign finance for 2023
whether or not we um put caps on or
increase the caps that are already there
and whether or not we do public
financing for campaigns i know we've
talked about access to the council an
increase in the bench of people that
might want to come onto council and if
we had some campaign financing officer
number say 500
for people that were um signed up to run
and pass the date to um you know to
withdraw
but 500 for instance would cover the
filing fee and then give them a little
bit more
to handle any infrastructure things or
logistics for their campaign just to get
started right so it's not a barrier for
people that might want to run uh to
consider coming onto the council so we
have a wide variety of people that are
running and have contested elections
that make a difference
russell was just talking about does the
city have a matching fund for charitable
contributions our matching
employer match not that i'm aware
is there a reason we couldn't
yes there is a reason
i was afraid you'd say that wally
get the public funds
i i just want to preview that
suggested campaign financing exploration
might not be uncontroversial
would be controversial oh there you go
sorry yeah yeah just go back to you
so council member joe i'm thinking um
you are bringing up something that is
good policy discussion but i'm not sure
that it's going to feed into our budget
so i'm hearing a great idea here
but i i think you
the council at some point might want to
take your idea and talk a bit more about
it well if we decide to do some
financing for it it would impact the
budget potentially and i know that we
should have the conversation now if
we're going to talk about the 23
election to be effective for the 23rd
election so i'm throwing it out if it
doesn't get any support i certainly
understand but it's a conversation
all right uh so
value items from like you bellevue has a
program that they um it's more like
civics education bellevue
yeah so that's it's not exactly
your
point but i think it's related because
it's about what it's what you do as city
council what you do as a board member
how the city government works process
and so and presumably they budget for
that because
that could be another option that
might require
a good suggestion okay one second bart
did you have a comment or is your thing
still up
i'm currently working with a couple of
residents on a volunteer issaquah
essentials we've just gotten all the
building material they do have dedicated
staff resources and it's a
it's quite an expensive course but even
as a community program i'm thinking of
doing this just like i did how to run
for office i'm thinking of launching a
a
version of an issaquah essentials but if
the council is interested in this i
wasn't going to use any city resources
to do it i was just going to use
volunteers in the community i think it's
a great idea i think it's a way that you
offer opportunities to board and
commission members to learn all of what
the city does and to get students
excited to get residences
bellevue does it to broaden their
candidate
they do it it works
the program is well loved
but they actually have people
like two people i think who brought in
that program and it's quite amazing
great suggestion
and then uh councilmember joey you've
had one on housing that i wasn't sure
how to capture
yeah i think that just keeping the ones
that are up there are fine i've just
talked about um letting our young people
return to our city and letting seniors
uh age in place should be kind of the
overarching focus as we talk about
attainable housing at all all levels of
all levels of expenses
so there's one on the bottom that says
add resources on housing
okay
who
haven't we heard from have we heard from
everybody there okay
then i can go can i ask um the one that
uh
russell
i believe added that had to do
with the ipd i don't i can't read what's
written there 24 7 behavioral health
sports for law enforcement
that's law enforcement okay
i'll regret it
we'll rewrite everything
[Laughter]
[Music]
well i'm running into a problem
okay then i will go ahead and go um my
first priority is the title 18 backlog
list which i think yep that yeah i think
you can put there
um i also have the title 16 building
code
um so i want to make sure toward the
idea
of
icap and
just making sure that our built
environment is better
we can start talking about the building
code
um
a mirror 24 7 the behavioral health um
item there yep
plus one
um
and then the consolidated city hall up
there i kind of had that down as
facility planning i know that's been
mentioned
elsewhere
yeah master facilities plans so i wonder
yeah do we want to combine those two
yes so
get rid of city hall and put two
yeah don't get rid of city hall there's
gonna be a
line item there
and put two marks next to master
facilities plan
are we just a clarifying question on
that for the administration are we
envisioning that what's going
to services safety and parks the review
of our facilities and their
assets
will turn into a master facilities
planners a separate thing that we're
under consideration that's a great
question um
autumn's
work that she's doing right now will
feed into a master facilities plan that
is a forward-looking plan that talks not
about the staffing needs now but the
staffing needs in the future so that we
are
planning ahead and you can see that
um city hall whatever city hall looks
like where it is what it looks like is a
piece of that plan but the master
facilities plan gives you the whole
picture and the goal is to be able to
then bring forward a recommendation of
that for a city
okay
um
so
i'll read this out before you write it
down but in the master mobility plan
policy 6.3 is partner with public
agencies and or private companies to
pilot new types of small-scale transit
services and neighborhoods that are not
currently served by transit i know we
have
that is listed as a
major challenges in our work plan and so
i want to explore
hey if we're not
willing or if some transit isn't willing
to take that on with us
what our opportunities are to do
something that would serve our community
um so
in a way it's like that's already
on our work plan list but this is
potentially a different level of
investment in that area
sorry can you see a little bit more
about that i would would you mean if
south transit's not going to work
so metro yeah um so we just got in the
q2 reports that there are major
challenges to that because they're
really not willing to partner with us
on that as a project and so i think we
need to
potentially explore other ways of going
about that including with
us
paying for a service running or whatever
that is but it would be an entirely
different level of funding than i think
we had contemplated in the past i'm
having flashbacks to the conversation
about a new city hall because this is a
topic that has come up every couple of
years for the last 12 years
so which is which is to say you're
probably right
yeah basically i'm not willing to wait
anymore
um i i totally agree um clarification
are they unwilling or are they unable or
are they just so difficult to reach
that
we don't get any response kind of a
little bit of a new one yes
oh andrea oh good
inside stuff okay hi uh just real quick
um we uh they are unwilling so our
partner for local transit options would
be metro
and we have been trying to talk to them
about a local transit shuttle option and
they said it's completely off
um
off
their priority list so they're they're
putting that on hold they don't know
when they're going to
consider such programs again
we actually have uh options coming to
tab this month we've been working on
this item and it will go to the mobility
and infrastructure committee
pending tax discussion next month so
um we
trying to get in time for some of these
budget priorities as well so we're
bringing forward some options so
anticipate some conversations soon about
what these options might look like
and i'm attending
um
yes
okay let's be good conversations
thank you so andrea what you're saying
is i'm reading your mind
and just giving you a plus one to
anything that you are going to include
in the question fantastic great
um
and then i've got two more neighborhood
communications
i feel like we've fallen behind on that
area and so i don't know whether that
needs to be additional staff i know we
used to have a
neighborhood coordinator
obviously we've had a time period where
a lot of things have gone virtual we
need to
establish and kind of roll with that but
i feel like there's a lot more that we
could be doing there that might require
resources
um and then
some sort of transportation staff or
whatever is needed to support the
capital projects
that we have on our ask list
so
transportation staff from my perspective
that's much different from the
transportation demand management this is
transportation capital
staff
just to make sure that we are staffed up
because
we have run into problems where we've
tried to ask to get things done and
we've heard hey we have staffing issues
and so i just want a
focus on that area
and that's my list
on to you zach all right well cool
uh
okay
so some of these will be
uh red marks
um
but the first one i kind of got specific
though um within our particular plan so
i'll get through this and then i'll
write
the right hand it's not already there so
the first one uh and going through the
strategic plan
um objective uh
growth and development for potential
actions a and b really call out to me um
so
um
i would really like us to kind of begin
it's a whiteboarded
some of it is a whiteboard issue and
i'll get to i'll read them off in a
second but
i'm not in i don't think we have the
ability to complete them but in the very
least to begin the process of
investigating and evaluating best
practices and emerging solutions
uh engaging with the community and
assessing our future options and these
are
around missing middle housing and near
neighborhood businesses so
in particular the budget priority here
would be ensuring we have the resources
and the staff our consultant capacity to
begin this work because i do think um in
particular the community engagement is
going to be
big around those issues so
it's
strategic plan objective gd4 which is
across the city there are a variety of
public amenities housing types
educational and other services that
contribute to a livable community
so protection potential action a is
identifying implement code changes and
activities to address neighborhood-based
and community-wide gaps and amenities
and services so this is a goal i've been
thinking about for a while in terms of
some neighborhoods have incredible
walkability to businesses and goods and
services that support their lives like
dry cleaners when i lived up in the
highlands i was able to walk to my dry
cleaners walk to pick up food during the
pandemic because it was right across the
street go to the movie theater every now
and then
and when i grew up in south cove no such
luxury existed i had to walk or bike
down northwest smash road and avoid cars
so
um
that's something that i'm really
interested in starting to
get in on what are the kinds of
innovative practices that municipalities
in the region and across the country are
doing to address that it also
complements our climate action plan our
normal ability action plan by
eliminating single occupancy vehicle
trips for small trips so
um and then a potential action b is to
develop code amendments to address
missile middle or other housing options
so
again this work is cited and supported
in a lot of our planning documents the
housing strategy work plan strategy
eight um which is about housing
diversity um and the central is called
plan which references housing diversity
and access to housing across income
levels several times and also our
climate action plan that in the
implement implementation matrix tl 1.3
is adopt codes prioritizing missing
middle housing so
anyways the
kind of ask is to begin work on
and let me know if you think this fits
somewhere
maybe this does fit i think it does yeah
because the amenities is also
whiteboarded
it is
wonderful
is in like at least three plans like you
said so i also wasn't sure how to
this might be better because we
reference it you know a lot of our plans
put point in the same direction um and i
think the administration from
illustrating understands kind of what
we're getting at here from a budget
okay so that's that one
um
the next is and i'm kind of surprised
that this wasn't
brought up yet although i suppose this
fits into it so strategic plan objective
mobility three potential action days to
develop a citywide transit plan that
includes lessons learned from case
studies on stationary planning
the mobility master plan also goes a
little bit further to say develop an
adopted transit master plan that defines
transit policies transit routes and
streets where transit should be
prioritized key locations to serve
transit and transit projects and
programs to be led by the city of
issaquah i wanted quick clarification
that those are the same
action because they're kind of called
out differently okay
um so then uh this is a top priority for
improvement in the 2021 community survey
getting around by public transit um so
the budget party here would be to make
sure that we have the staff resources
right now in the planning calendar it's
listed on december 31st which i think
so just making sure that it will um
that will complete the work by the end
of 2024 which i think is described in
the work plan so
um
do you want to put it down as transit
master plan yeah i'll do that
i think it's related to
mnp
i think it is but i think this is
something because it does feel like the
transit master plan you call out
underserved neighborhoods but this is
for if you're talking about action
as opposed to planning for action in the
upcoming budget those might be different
so you feel like we need a transit
master plan more than what we have in
the mobility master plan
um
is
kind of the call out there well the
intents around both plans are different
right so the transit master plan we
would use to be able to highlight where
the area is service and needs are for
transit
different and more focused than mobility
i think a deputy council president has
it exactly correct so the transit master
plan transit plan is actually something
that um we're finalizing the contract on
right now uh so uh we are getting that
work started this year um and some of
that work will help inform the ciptip
project list next year
um so continued support of the transit
plan would be great for next year uh so
we can finish that out in accordance
with the work plan um but it is
different it's more specific than the
master mobility plan um and talks about
how we can ready ourselves for the light
rail um station what are the actions
that we can do
um what are the investments we need to
make
for uh getting ourselves ready for light
rail and providing connections to light
rail and then all of the transit service
improvements we can make um in addition
to that so that's really the focus of
the transit plan
so maybe we leave it separate yeah is
that what you're thinking okay
uh transit master plan all right so the
next thing
might also be a whiteboard issue then so
um
the climate action plan uh tl 1.1 talks
about incentivizing dense misuse and
transit oriented development and part of
the considerations there is evaluating
parking minimums and on-street parking
needs so i i think
that's this one right so i can't double
the market
that's there but i'm really just
interested in again us exploring what
best practices are and evaluating our
options and connecting with the
community because that's going to take
time and money does that include
what did you think yeah okay
um
human services strategic plan
oh okay so uh in the human services
strategic plan
oh this gets really um specific um focus
area three strategic approach 3b
strategic action 3.7 c and i'm only
listing this out so the staff are going
back and looking at planes they can find
it
but this is to help to implement a
minimum of one of the following services
in issaquah that respond to the
homelessness day center temporary
transitional or permanent housing so one
of their strategic actions is to
advocate and work with local and
regional partners to create a minimum of
one housing program either temporary
transitional permanent for individuals
who are experiencing homelessness of law
so i know we're currently in the middle
of exploring a kind of temporary housing
model for our unhoused population in
nissan um the budget priority here would
be ensuring that we have the resources
and staff support to continue that work
into the combine
thanks um yes we're we're we love in
isabel we love the pilots so yes there
is a pilot with an ask and then
that program could be transitioned into
a permanent program where we may be able
to get a contract for service with the
keycount regional homelessness authority
so thank you for bringing that up
wally i don't know you know we don't
have monica here today i don't know if
you want to add anything about where
we're headed with the pilot
only that
we've been to committee we have a plan
we have the dollars that are necessary
we have a funding source so
um i think we feel really confident that
as long as the council from a policy
perspective is an agreement uh that we
have a plan and funding to move forward
let me ask a question robert
how does it work with a two-year budget
if we
go into something and say we want to
pilot something
and we find that it works do we just
come back with that mid-year and say
we're going to bump it up and somehow we
have to find
money for that from other things
yeah and that's a great way of doing
things but now i'm looking at a two-year
thing and going wait if i pilot
something do i not get a chance to
really do anything about it
okay
you like the pilot
so then to clarify is this something i
should put up on the board for a coming
biennium priority or is this a pilot
that will occur
um
i i put it up there because
it's our priorities right and do you
think there's something else up there so
my mine is the same idea human services
as a pilot well because it was
specifically the homelessness yeah yeah
yeah so i took this to mean kind of like
a bucket of money that we would use for
ongoing pilot programs well it was it
was a bucket of money to so my idea
which maybe
i don't know uh but was to have a bunch
of money to
build on
success of pilot programs in government
services with the homelessness pilot as
the example
so i think whatever you come up with for
yours i think mine is can be part of
that i'm fine with taking that off if
everyone thinks that that or just knows
that that's kind of part of that
flavor this one barb and then wally
oh um
so maybe wally could uh help me with
this but i believe the money from this
is coming from a specific
uh stream of money
sales tax that the city of issaquah has
retained uh is the funding source and so
that is a multi-million dollar uh
funding source susie has the precise
number um i always seem to get it wrong
but uh
there are sufficient money being
generated from that sales tax uh to
pursue the pilot as a more permanent
program or as councilmember huns
indicating if there's other options or
other
programmatic opportunities there's
funding there as well
i also just want to chime in and say if
the king county regional homeless
authority believes that this is a great
contract for service
i would propose that we get the contract
use their funding and you repurpose this
money for other initiatives that you're
interested in yeah
okay
okay um
what else
um all right i've got kind of uh now a
list of things that i haven't really
thought that
um deeply about some of them are up here
though um so councilman remarks is
absolutely right you know we have a
strategic plan objective that we
recently created last year around public
safety resources that meet community
needs but we don't have any potential
actions listed under these i think these
are interesting and worth exploring um
and i think as was said earlier that the
crime analyst will come up with some
data that might lead us to some
potential um actions same with the data
on the property crime venture is
something we should definitely explore
creating i think that's a great idea
[Laughter]
all right
um what else
i don't like being this broad but
i thought anne's comments were well said
about the climate action plan
um and i think
it is up to
i've listed a couple priorities from the
climate action men that are important
and i think there are a couple that have
been laid out on the table that are
important
but to ant's point
and the point of others i think it's
really important for us to unders try to
get a sense of what's it going to take
to implement the plan in the timeline
that is currently set out so short-term
actions
by the end of next year are envisioned
to be complete and i'm not sure if we're
on track to do that so i almost started
thinking about do we need
resources to have a work plan of the
icap that says if we're on track and
then a description of why that is that
might inform whether or not we need
staff or consultant resources beyond
what we currently have is that some sort
of a pin to accelerate icap
implementation i think so
um and then just to you know reiterate
that
again i don't like being this broad but
it's
important because
if we're able to actually meet our
timeline of the climate action plan i
think that that will be a signal to the
region to act more
aggressively on climate because i feel
like people without plans and then don't
necessarily meet the timelines all the
time so if we're able to do that that is
a beacon of progress right
um another thing i i might be alone on
this but the
new solid waste contract rates
are are going to be quite a shock to our
residents i do think that we need to
create a runway somehow
um
so i'm going to have that it did it
didn't seem like there was a lot of
support
um on that idea but uh
a runway of uh uh like a couple years
i think is important for us to in the
very
least run away
and completely much more by runway are
you suggesting that we
supplement
the cost to our citizens out of
sustainability fund or sustainability
funds general fund and bundle just yeah
whatever tools are available to us
to consider and then we can kind of
discuss what the or the administration
can kind of think about the
scope of that support as well but i
think it should be an aspect of our
budget discussions our upcoming budget
discussions um
with that i had an interesting
conversation um with someone uh just
yesterday about potentially adding
funding in the budget for a new water
sewer and storm water rate study
to just keep it in the budget just in
case inflation drives up a need to redo
that study so
i wanted to put that in there but maybe
i don't
maybe that's something the
administration is already considering
and doesn't need to be a priority
um
well so you said water sewer
right yeah um so
i'm on the regional water quality
committee for the and the sewer rate i
know is expected to really
increase a lot yeah um but the drivers
of that are not
within the city's
purview that there's not very much that
the city would be able to do unless it's
something like a rebate so i guess i'm
just wondering
i don't know that a study
i guess i'm wondering
first of all is it really all of those
things that you would want to need and
then what's the
there's limited actions
yeah well by the study i mean
our expenses might
be much more
than what we've planned in the current
five-year
rate analysis
so
if inflation continues to go up we might
need to
reevaluate how we're approaching those
those needs because those aren't funded
by anything except for water revenues
right so so let me ask you a question is
this just specific to water and sewer or
is this more of a
do we need to do a mid biennium
inflation analysis of our
rates for things
so it's things like recreation
our permit costs you know all of the
things that we charge
does that get toward the idea
i think that's interesting
hopefully before we we end today we can
talk at the end more about inflation and
you know this is really uncharted
territory uh for us uh for many number
of years uh i i think it's going to
become
something we just do um there will be
you know drivers on a whole variety of
levels of those things like classes if
all of a sudden we discover no one's
taking our classes because they cost too
much
that's going to be an impact for that
if the council from a policy perspective
wants to be thoughtful about uh charges
uh waters or anything else we could do
that so i think that's going to be part
of our normal operating that will
continue to keep the council prized and
as we would do the uh
the mid biennium check in with you a
year from now i think that's just going
to be part of our standard procedure so
i
certainly the council could prioritize
it but i i think i can safely say the
administration will be doing it anyway
okay great you want to just i'm okay
removing that then if that director moon
did you have anything you wanted to add
or is that
no
okay
all right
um
neighborhood engagement um
ditto i think that that's something that
we should consider if we're in a good um
place to be able to
consider what kind of support that needs
i think that since we lost that worker
it has been well taken care of though
but in terms of what
what are we envisioning community
engagement to be we talk about that
quite a bit and that might need some
staff support or perhaps um training
across departments in terms of how to
communicate with community but mayor
quality did you have another one i'm
going to use the word pilot again you
guys piloted your first community
listening session which was great and
there are neighborhoods that are going
to request you do that as well so i
think we should have some conversations
about what it is that you expect as well
because
um i think we have a couple of events
coming up national life house and
concerts in the greens and councils
attending as well so it may be something
different than what we were doing in the
past
but i really appreciate your efforts to
try the listening sessions
and to be showing up at these community
events i think that's awesome anyway it
may look different than it was but you
definitely have been trying some great
things lately
so the administrator
and just to remind the city council in
this budget before 22 you added one
full-time position to communications to
do precisely what you requested so we
now have a full-time communications
manager who is not
spread among other responsibilities
and uh you know additional support staff
there so we're doing we're doing what we
need to do plus autumn's still managing
the whole shooting match so um you know
i think we're feeling very comfortable
but again we're still coming out of
the pandemic uh well we're really not
coming out of the pandemic we're but but
things like things remain uh fluid uh
but i think we're feeling comfortable
with the resources we just need to
continue to see what the world throws at
us and act accordingly
all right well we'll set i'll leave that
up there though but that's a that's a
good point um
and then the last thing that i had was
based on what um city administrator
about which i said earlier about
performance measurement stop support i
thought that was really interesting and
i know that was already up here
was it this one
yeah
um and those are my
upgrade
okay so before we break for lunch what i
would ideally like to get out is
are any of these things similar do they
need to come together
do we need to consolidate anything so
that while i'm eating i can spend lunch
writing down on the sheets so that we
can go with the voting next section i
have a process question yes
uh
is there an opportunity to now that
there it's all up there to sort of opine
about what we see
putting it all together and and what not
separate from the
the blocking tackling of combining
things but to comment towards the
overall
picture yeah i'm just trying to decide
whether that we should have some time
before we do the voting i think is
really where
i want to let people have a few minutes
to
push their agenda if i say it's so
bluntly the oh that's what i intend to
do
and i want to give them space to do that
um
so
do you feel comfortable yeah that's fine
okay that's a good answer thank you i
just wanted to make sure that yeah
somewhere before we start placing dots
great
so
what do we see that might need to be
grouped or
kind of assigned together as far as a
potential way to
indicate priority
i'm seeing like
when i'm thinking about how i'm going to
be able to indicate priority i'm not
sure how i'm going to do it across the
cs3 evaluate body cams and on lethal
tools versus
reduced property crimes like if i want
to indicate a support of
those areas so
how do people feel between those
do we feel like they're different uh
radically different okay
well the property crime metric seems to
go with reduced property i think those
are going to go together sure because
this is almost the outcome
this is the way that's right yeah
if you do chris's you'll get the
property metric so maybe what i would
say in my mind is cs3 is about
funding for police
tools
where
as
the reduced property crime is
data analysis and coming up with
strategies
does that
make sense am i reading that right or
should do we specifically call out cs3
evaluate body counts as one and evaluate
non-lethal tools is another
well i'll just point out that they are
uh at least an order of magnitude
different in size right the body cams is
a big
possibly multi-year effort right it
actually fits better in a biennial
budget than it does in a single year
budget right and and adding additional
non-lethal tools is much much smaller
potential action
so i i sort of like keeping them
separate just in the sense that
the body chemist one is a i just want to
acknowledge it's a non-trivial it also
comes with an i.t records requirement
right okay so we'll keep the two of
those separate for evaluate body cams
versus evaluate
additional non-lethal tools property
crime metric i'm going to say cross that
out there because it really belongs in
the other area as as the person who said
it i support that
right
okay
yes
yes
okay what else do we see
so business recruitment
you know i i think um i i could be
convinced to get rid of the improved
perception of the built environment and
and that concept is captured in the
resources to deal with the white board i
think
that's just the level of specificity
so i'd be okay with that if you erase
that other one great
we see a connection between ad resources
on housing and accelerating
action on housing with title 18
specifically or did we see that as
different i personally see that as kind
of the same work that would be
documented like in terms of a budget
so maybe but this one's focused on an
outcome right
yeah
and this is how we get to a particular
housing outcome that's having these
conversations unless there's something
beyond 18 that's required questions yeah
so do you just want to leave it right
yeah
mary lou
so i i do think they're different um and
i'm just saying that from the point of
view that there are cities around us
that have their own housing authorities
and we do not so we don't have a revenue
stream to support a housing authority
for a city of our size so that one
that's in the bottom corner that's a big
that's a big one so that would require
some conversation
of how
to do that because we currently don't do
that at all right now
we support non-profits that do it but we
don't do it
okay what else do we see is everything
else on there
individual items nothing that needs to
be grouped
i'm wondering about but whistle joe is
not here um
i don't have an objection with that i
think it also kind of goes into the
other
outreach items that are up there so any
kind of
combination would be acceptable
so can we put that in with the
neighborhood engagement
maybe we'll call that top one rather
than neighborhood
communications um
which also includes things about
getting police out and encouraging staff
community engagement with several
bullets underneath
put all those things under it yeah
community engagement i think instead of
neighborhood
yeah then you'll cover i think yeah
yeah yep
yes
yeah and i think i'll throw out um
early elimination of the campaign
finance
uh
topic if people would like i
i think it's important to build the
bench out but there may be better ways
to do it rather than having
uh the city take on any type of
a funding or formal project now you've
got everything let's throw it out there
well maybe that's a means to an end and
maybe the better ask is the more of a
conceptual of building the bench and and
getting civic engagement uh energized
does it fit then better under another
category out there for civic engagement
that are building um
interesting boards and commissions and
involvement in our specific process
yeah i mean i'd be interested in civic
engagement
yeah but i think it i think it is a
different one so is that different from
community engagements
council member joe i i think part of
what you're
saying as well is about broadening the
access to our problems and i'm sure that
there is a
work planning conversation that the
equity board has yet to have about
civic engagement and making it more
accessible and more effortful
so i like that i think putting a few of
these things together
okay so crossover campaign financing
civic engagement part
oh i just i don't want to lose the
the
comments that uh customer jill gave
about
city staff being
involved in community organizations
i don't know that we need to put it in
there
as a budget priority but i think just to
capture that idea um
and i'm sure you heard it so
yeah but that was a little piece of that
community engagement that i think is
important as
well can't read what's underneath
campaign finance
new solid waste rate runway
and then i removed new one
got it got it
so how are we feeling about this list
narrowed
focus all of that so now pick your top
two and we're done yeah um
[Laughter]
so
good job on us for staying pretty much
on time what we have right now is then
30 minutes for a lunch break
um when we come back at 12
15 ish um we will
have all of these things written out on
other sheets so we can do the dot
prioritization activity um started with
funders you know discussions sales
pitches all of that um
so we can start to
yeah go for it um this has probably been
one of the most enjoyable
uh retreats that i've ever been to
and the reason why
something that council member ray kept
harping on when we were doing the
strategic plan was like but are we
really going to use it what are we
really going to buy into that this is a
framework that we can go forward with
that we can talk about budget that we
can prioritize and wow you are totally
doing it today just by everybody's
homework that you did you came to the
table with lots of ideas that really
were born out of community movement so
this this to me you know before you get
into your one dot that you're allowed to
place up there
this has been a very very
good conversation and so council member
ray i think we got there i think the
strategic plan is a living document and
that you guys are using it exactly
how the best uh effective way they can
so great great conversation
great
you're free for 30 minutes moves in
there
okay keeping us on schedule being the
main person bringing us back but um
so the next part of our conversation is
about kind of
the dog prioritization activity
the output discussion so
from our initial set of lists we had 16
total projects for capital priorities
and 24
priorities for operations
that our clerk is working on putting
around the
grouping
we are going to give people about
one-third
of the number in dots so you're going to
get six dots for the capital priorities
eight dots for the operations priorities
we're going to do capital first um so if
you
i'll give everybody an opportunity to
kind of talk through hey this is what's
i think is important for capitals and
why we should focus on that area
we're going to try and keep it
short and quick um mark has to get out
of here at 12 30. and so i want to make
sure we get both sets of dots
um
done
before that point
and then we can have kind of the output
conversation we're going to pass these
around while everybody's doing their
spiel um take one color
and let's see do we do we have um
seven colors
chris wait okay i'll look at it so
capital wait before you start process
question
these don't appear to have we had the we
had the best ones correct
we're just going to do it
uh how does everybody feel about that
six dots
or
like for individuals or
technically yeah you should be able to
use multiple boxes
okay
how many say you can put as many dots as
you want
well up to like three times
[Music]
two or three
okay
sounds good okay so capital um
what do people want to talk about for a
few minutes before we go into voting
anybody anybody want to sell
stuff
yes go for it
well um so i think
community resiliency and recovery from
the last couple years is very important
and so just want to
pitch one more time the idea of setting
up a college fund so that all beautiful
parks projects can go to college and i
think that that would be the green
necklace investment
i'll be putting a lot of dots there
isn't that
okay
anybody else want to talk through
capital
stuff
i got i got two i want to pitch
we heard from too many people about the
pinch point we got to do the pinch point
got to get it done and then we don't
talk enough about the routine on black
nugget road and we got to get it done
it's we're just kicking the can down the
road so both are expensive but both need
to be funded
and you know we gotta get creative to
figure out how to fund them you gotta
get creative
can i ask a question about the notion
well
well i mean you don't you don't replace
your car usually until the maintenance
costs are such that you have to replace
your car you don't replace your car
really because five years are up you
know we did address this wall about 10
years ago and we decided not to do
anything at the time because
uh it didn't need to be done like that
and so the question is
um
why right now instead of when the
engineers tell us we need to do it
uh
well if i i just was curious about the
same thing so i wouldn't looked in the
cip and it looks like it's actually the
wall replacement is required by year
2024 i was wondering if we had anyone on
staff that could speak to that probably
not today
but there is a good question there one
of the
community perceptions
is that it looks like it's a problem but
the reality is
the seepage and all that may not be the
problem it's the structural integrity of
the tie-backs and all the rest of it so
i think we need to get you some more
information on it you could also decide
my opinion only an aesthetic something
that takes the if it is structurally
sound if there is a date for a repair
you can consider doing something to get
the community
here level down
the drainage is not the issue
construction stability
yeah and so
um sometimes you don't know that your
car is about to break down and you wish
you would replace it before your
transmission goes out and you spend
several thousand dollars replacing your
transmissions like a couple years ago so
um some of this is being a little bit
proactive trying to get ahead of it
before we have a disaster because if it
failed it would be catastrophic and
it's not a you know it's not a matter
when the when the transmission is going
out the transmission's going out
so so maybe it's getting the
professionals to tell us when the
transmission is going to go out and it's
going to fail um but
it's one we've been talking about
forever
okay
so
i've got
seven colors here um
[Laughter]
or whether we're just going to say
take off a set of six and terror and
such yeah okay so
i'm gonna
pass
around
i don't think he needs more than
[Music]
blue
out of the atmosphere
stick a stake in the ground but the
environment put the uh
cars on the road that are setting an
example and set the infrastructure out
there as well that'll help uh encourage
others to follow that path
okay so you need to tear off or just
recognize you can only take sips for
um capital and capital is all of this
stuff on these walls that is black don't
bury into the green areas
and
yes
sorry um
just the sight out of the black negative
road they're turning them all no
33
um the department we have a request in
already from the department that design
work would start in 23 construction
would be in 24.5
which is the plan for this draft budget
the other thing i will say is
what we are doing here as a project for
priorities is somewhat
irrespective not taking into account
what the budget actualities are um this
is not us
narrowing ourselves down and saying i
think the only thing we're going to be
able to accomplish is x this is putting
some priorities out there and then
letting the administration utilize it in
what the actual numbers are and then
also letting us
when we're coming back to our
budget analysis and
taking the proposal and making a
decision is
and how do we want to use our priorities
if they're not all in the budget which
obviously they won't be so
yeah okay everybody ready
go
[Music]
yeah exactly
[Music]
um
it was
um
is
okay
up right yep okay
so what i'm going to do is a real quick
read through
okay guys
i'm going to do a real quick read
through
um so that it's heard on community and
all of that will also take pictures um
but the next thing we need to start
thinking about is
are there some natural groupings and the
way that i think zach and i had figured
it was the bottom grouping is zero to
one
and then we need to figure out where
that uh match point is so think about
all that
i'm going through so we've got
tr004 the 12th avenue uh sr 900 zero
votes
fc027 new fire station three
uh street lighting zero
icap solar on the community center route
zero
icap uh electric complete we have four
uh wt015
water main zero
st zero zero nine squat valley park zero
pk zero three two hillside acquisition
zero
pk zero one eight dog park two
uh tko three three black nugget
retaining wall two
we've got
t
r
um 10th and
12th avenue i-90 crossing two
uh tr030
and zero five for the concrete pavement
management
programs we've got four votes pko three
one hillside park we've got two votes
squawk mountain uphill sidewalk
four boats
and then the green necklace including
the creek corridor valley trail
acquisition
and tibbetts creek trail and rainier
trail we've got
11 votes
okay
so
it is 12 35
i'm gonna wait on uh this ranking and
we're gonna say we have eight votes to
put on
the uh operation side to give mark a
chance to do that and then we'll come
back to kind of where we see the things
yes
i think you said three
three three three three on one i i know
we're tight on time
don't worry about this so i i just i
just wanted to six months ago you know
we said public safety was going to be
one of our priorities for the year and
we don't have a lot
here we have a lot we also send human
services right public safety resources
we have a lot for human services we
don't have much on the public safety
side and although
you know the ipd and the chief and the
mayor's office has done an amazing job
in turning that ship around we still
have a lot to do i'm not saying that the
things that we have here are necessarily
the best i mean i like chris's
goal-oriented version of it i really
think um that we should that i would
like people to consider this uh
evaluation of the campus the ipd uh
officers have told me it's a good thing
civil libertarians think it's a good
thing it's very expensive it isn't
saying that we're going to do it but
it's it's saying we would you know
seriously ask the administration to
seriously look at it i think it would
send another signal um to the officers
that we are not done supporting them
that we get we are going to have an
ongoing support for them so that's funny
all right so i just want to say
additional things about the additional
housing resources
um again this is a really
important i think it's a root
one of those root causes that we need to
address
in terms of a whole range of issues in
our community
uh mayor paulie's comment about uh
housing authority i was reading a great
article about ellensburg little
ellensburg has a housing authority they
have invested in
affordable housing units and but we're
not there yet because we don't have the
data driving it we don't have the policy
in place
and all of that and so i would love to
see us have more personnel resources in
that area so i'm going to put my dots
there
no more than three so no more than three
yes
i'm going to do a pitch for data
analysis capability because that's right
i look at almost everything up here and
if we do data analysis and we align to
that data analysis that we learn from
our data we're going to move the needle
in almost all of these so it's it's the
it's the great foundational activity
that i think will it's a gift it'll keep
on giving
okay can i ask what is sp
se1
yes he wants the public state p.o
that's s cs3 let me check
[Applause]
okay so we need to write that down and
then also mmp policy 6.3 is
local transit
so we need to be able to
know what that is
um the mmp
policy next to that so
that's that and then um title 16 works
just want to make sure everybody knows
that building code different from title
18. and then let's see what else over
here might need
um
planning build update analysis increased
hours especially
additional nothing
um body cams and
accelerate i cap new solid waste runway
okay do all of those what
what do we got did you read
body cams over there yeah flying
oh we've got those twice so yeah well we
said we wanted body cam separate from
the oh yeah so
just pick that one scratch out that and
then stretch out body cameras
yes
great
what was the other other
one so there's one more that needed
oh just title 16 i just want to make
sure
that's building
code but that's fine
um
okay how are we feeling eight dots yeah
ready set go up
[Music]
um
[Music]
yes we should have one over there that
is the mmp
for locals
a surprise
that's the local
um transit
here where's the green pen
here yeah which one's that uh
and then see policy 6.3 is
yeah is the underserved neighborhoods
yeah transit neighborhood transit is
transpose staff different from transport
demand manager yes transportation staff
is for capital projects
and such
transportation demand manager is about
communication
for
alternative modes okay thank you
um
[Music]
yeah this is a lot easier doing it first
than we tried to do last year online oh
yeah yeah
it's just more fun
uh
[Music]
so hard
you know if you're gonna add something
you have to take something out all right
it's not gonna be so much
[Music]
so if the orange dots are up i see
before
she heads out
yeah
i can program
yes you can photograph them
okay so i'm just gonna read them out so
that we have them on record as well and
then before bart gets out of here so for
the operations side we have tod the
transit oriented development no votes
title 16 building code no votes
community engagement one vote
master mobility plan policy 6.3
neighborhood transit three votes
additional transportation staff no votes
spse one business recruitment study one
vote
spcs three body cams four votes
24 7 behavioral support two votes civic
engagement one vote
transportation demand manager one vote
increased human services grant money two
votes
title 18 whiteboard
seven votes
human services pilot example
urban forest management five votes
reduced property crime or vote
i was going to read these off and then
give you just a chance to summarize
anything if you feel like you need or
are you out of here okay
okay fantastic here we go um
community planning one vote
increase hours of equity training no
votes build out data analysis
six votes
master facilities planning
for votes transit master plan two votes
additional housing resources five votes
spcs three non-lethal tools two votes
accelerate icap four votes and new solid
waste runway zero votes
okay so
we will obviously take pictures of that
and have that included in the
um this is a great one thank you so much
we'll see you guys okay bye-bye
okay so the next part of this is really
about hey how do we
create
how do we decide what we want to create
as an output hypothesis and
where are those lines so there's a few
different ways that we can look at this
we can
give this just as it is to the
administration and to ourselves and use
the votes as just a
1 to 16 ranking type of thing
we can take it and develop buckets so a
bottom bucket with very little support a
little bucket with some support and
those top outlying
areas where we see a lot of support we
can just leave it in buckets or
we can decide hey we really want to be
strongly supportive of
two three four items for each of these
categories and be able to communicate
that
in a ranked order
to the administration and we might take
that top
bucket and really further say
okay between those we're going to take
what came rose to the top and be able to
say
this is the council's top priority um
beyond even what are out on the dots
i would like to suggest something in
that in previous years maybe an
adaptation suddenly worked in previous
years there was a time where what we
would do
is uh the council would ask for
something administration would come back
with a sort of a clarify clarification
sheet right and it's like okay this is
what we think we're hearing this is what
we think the effort is involved from a
budget standpoint so what i might what i
would suggest is that we consider having
a threshold and saying above that
threshold we ask the administration to
come back with a with a one pager on
each hypothetically we get that far
enough ahead of the budget process that
we could review it and if we had further
questions um we would arrive at budget
with those spec sheets in good shape so
that we could discuss whether it would
be a good or bad or a different thing
wally um i i don't know that you need to
put yourself through that pain
um from what i've heard
um you know is very consistent with the
administration's thinking nearly on
every topic
so
i think we're going to be able to
deliver most everything you're asking
for
i really just have one question in my
mind on prioritization and that's the
title 18 white board
um because there are lots of projects
there
they vary widely in cost and i think
those lend themselves to the kind of
analysis that council member marks was
just talking to
um
and so i i think the question for the
group council president this afternoon
is do you want to spend some time
talking about the title 18 projects now
should we put that on
for a
study session or a committee of the hole
rather
between now when the budget comes out
with that kind of here's our here's what
we're thinking is on the some of the
costs but the rest that you have put out
there
is very much in line with the
presentation that's in your packet of
the administration's priorities so we
think we can accomplish much of what
you've already identified
today without having further
prioritization
shorter
yeah i mean i i was predicating my
suggestion that the administration was
going to
want to at least uh you know try to
bound things or that there are things
here that you know they want to push
back on and if there's not then yeah you
need to do what you don't need to do
okay um zach before going to you i think
uh did you have something on the title
18 yeah well i think my
suggestion on that would be to have a
separate either committee a study
session or cookie at the bowl
because
i think it's
i think it would be helpful especially
i'm i'm in the clinical environment
committee so i've seen the whiteboard
we've discussed in that committee uh
recently but for other council members
and it would be helpful for them to have
some time to
process that list and look through it
and you know then then go into that
prepared um so that would be my
suggestion because i think that that's
more fair especially to the council
members that aren't in that committee
yeah
okay so
i didn't know that by the way i was
going to say that was a really good idea
that maybe we should pursue a committee
at the whole meeting on that topic
um
i
am going to advocate that
we do do some form of prioritization
here
whether or not we rank
might not be necessary i think we should
come out of this with our top two
capital priorities maybe our top three
operating priorities
ranked by the number of votes that they
have and maybe we can have a discussion
about that if they don't need to be
ranked maybe it's just this is our tier
one priorities for each and then um we
can include the list
of all the other votes kind of in an
attachment to that document but then we
have a really focused list heading into
budget development for the
administration but also for council to
say if we come out with with these um
some of them are really big like green
necklace in title 18 but if
we go into budget knowing that these are
our top priorities and we come out
satisfied then we will have you know had
a successful budget development season
um i think keeping it focused
um in short is also beneficial because
of
concerns with
inflation uh it's also our very first
two-year budget ever so i i think it
might be better to be more
conservative in that approach and then
also as uh city administrative was
pointed out the other day by email
we have a lot of labor agreements that
will be coming up that i think we need
to be
mindful of as well so i would i would
suggest that we stay as focused as
possible on our lists and come out with
maybe top two capital top three
operating um and go into budget season
with that document held high um
going forward thanks
to the administrator
no i'm sorry i just left my camera on um
we can we can certainly uh do that i i
guess my my message is is that we can
give you probably more than your top two
or three um but if you feel from a
policy direction that you'd like to do
that certainly by all means but i think
nothing i've heard today is
not really
going against anything we haven't
already modeled
um
so but whatever the council's pleasure
yes and then
okay so um that's great i mean that's
great to hear you've already said that
so then i guess the question for council
is if we go with top two or top three it
might be
our
you know thought as also makers that we
want additional investment than whatever
the proposal is in those ones and
because those are our top priorities we
might need to move buckets around and
prioritize a specific priority but um
i don't necessarily think
that's direction we need to go but maybe
that's a conversation we can have along
this process
well you know and i think that some some
cities
might have to do that but i don't think
that we do i mean i think that the
council and the administration are
working very collaboratively um
you know i i don't know i mean
i don't know that the community is
looking for something different i think
the community is just looking to get it
done
the projects that are the priorities the
operational initiatives so
um
you know i i think the council's been
very loud and clear today
about what you want to see done
many of the projects especially on the
capital side you were loud and clear
last year on um so
they're already in the pipeline um
so i really think it's a function of
time council president of how much more
time you'd like to further refine what
you've already identified as priorities
okay russell i would support uh
deputy president council member
all comments i i would like us to do
three at the top
just for a couple reasons one
we're unsure what the pandemic is going
to bring and if we end up having
a new wave we know that at least we're
going to shoot for these three if
something else happens it kind of gives
us a little bit of a focus also around
the community talking about what we're
doing
it's hard for us to talk about seven or
eight projects but it's easy for us to
talk about the top three that we're
focused on and so people can hold this
accountable people can hold the
administration accountable for what
we're saying we're going to do and then
getting it done if we get more than that
done
at the end of the year that's kudos to
us and that gives us extra talking
points but at least the community knows
exactly what we're trying to focus on
and what we're going for and getting it
done so there's a communication aspect
to it as well now the administration can
get all those things done that's that's
fantastic and that gives us bragging
rights but focusing on the top three or
four or whatever number we choose just
helps us kind of
focus the conversation
with the community when we're out there
talking and gives you both sides the
administration and the council uh the
the accountability that we need as
elected and um guardians of the city so
to speak
okay i might
so when i'm looking through
this list um
i think capitals really easy to kind of
bucket if i'm looking at it we have two
that stand out
with 11 and eight votes
which is the green necklace and the
northwest manish pinch point
the next number of votes underneath that
is four folks so i think we can very
clearly say those are top two priorities
and then we've got a grouping in there
of eight other priorities that are
between two and four votes and then six
priorities with no votes
so
do
do we feel like we need to take
northwest spanish and green necklace and
rank those or do we feel good with those
three sets of buckets victoria
uh well i was just gonna
say earlier so the ones that didn't get
any votes they were originally on
someone's yes of your priority so
they're they're still important to us
they're just the lowest ranked ones but
no votes doesn't mean that somebody
didn't
choose it initially
um and then on your question
um
they're so they're different because the
pinch point is already in the pipeline
and so i think um supporting that is is
different and that was one of our top
priorities last year as well so the one
that kind of is the
emerging new priority great necklace but
that puts them on different
planes i think so i don't know that we
need to bring them they're just
different
both important but different
so i would say i like your grouping
basically i think that's enough okay
anybody think we need to do more than
that
i mean i might suggest that
i'm probably coming out of this meeting
with what wally said feeling uh excited
and sort of expecting to see something
related to the stuff that's between two
and four and so if if there's things
that are in the two to four range that
you all don't intend to present in the
budget it would be great to hear that
ahead of time
yeah we could break
or we could yeah just have a
conversation
yeah okay does that sound good to the
administration to look over that
mid-tier list of two to four and
if it's not something that you feel you
can accomplish being able to explain and
we can have dialogue about
certainly you know i think i think the
green necklace
project's always a challenge because
there's property acquisition involved
and so you know we're going to have to
come up with a
a process
that one we have staff to aggressively
go after property which perhaps is not
for sale
as well as have proceeds to purchase um
and so i think that's
you know one of one of the questions
ultimately for the council will be what
what is the bucket of funds for proceeds
to purchase
um
you know we every time a property has
become available we've had money because
we have been putting money aside uh that
hasn't been an issue and so if the
council is requesting that the
administration accelerate that process
um so the devil gets in the details of
you know how do you encourage sellers to
sell
uh and do it in a uh economical way so
uh
we'll take on the challenge as you all
are aware we've already indicated um
through the capital financing work uh
desire to put some additional energy to
this so i i think i think we're going to
be fine with that um
something else that i i think everything
else that's on the list and autumn
andrea robert please correct me if i'm
wrong
is otherwise
in our plans to work on
so
you know unless there's a council
direction to wildly accelerate that
which i'm not hearing
those projects will continue to move
forward
anyone in the room staff please correct
me if i'm misstating that
no i think wally that's exactly correct
and i think based on that idea of green
necklace requires acquisition also
requires
trail creation and other things that
maybe by that being on the capital list
we're saying yes we need to allocate
money to acquisitions and trail creation
but it also sounds like maybe we need to
have a strategic conversation or
like have some prioritization around
where is it most important to do the
acquisition and
how can we do so in a feasible way well
and it's and it's a staffing issue too
because who's who's working these
projects right now we we had before the
pandemic two uh park planners uh we are
down to one park planner um as we look
at being able to
do this will there be a staffing
component as well i mean i think i think
the administration has plenty of of good
feedback from the council today again
these are all things we've been thinking
about anyway
i think we'll be able to put together a
budget that meets the council's needs
okay so do we feel good on the capital
side of giving those three buckets with
the direction of if something is in that
mid bucket and it isn't going to be in
the budget we want to hear about it and
have an early conversation
yes okay
operations is more difficult um
i think of the 24 we've got five that
have
zero
votes of priority we've got another 11
that have one to two so that gives us
our bottom two thirds
maybe
but then we've got two other
potential buckets
we've got a top tier and we'll have to
figure out where we want to leave that
we've got one with seven votes one with
six votes and two with five votes so if
we took that as the top tier that would
end up with four at that top but then
we've got another
four
with four votes
and one with three books that almost
indicates that maybe there's
four tiers
or something so let me see if i can read
off um these top areas so with seven
votes we've got the title 18 white board
with six votes we've got the data
analysis
and tied with five votes we've got urban
forest management and additional housing
resources so it's possible that's a top
tier but then we also have with four
votes
accelerate the icap
facilities master plan
uh reduced property crime and body
cameras
yeah what is with three was the
neighborhood transit
so i could get it worked the same way
that it did with capital where the top
four get special attention
and the the ones that had three or four
votes again if the administration isn't
intending to uh come forward with the
proposal and budget time talked ahead of
that to understand
but do we feel like that three level is
the right area
um versus going down to two i think
there's one two three four five that
have two so that feels like it would
make the bucket too big
so the top tier would be four
items and the next tier would be five
items
that feel
comfortable
thumbs up
um within that top tier since they're
all very close together with seven votes
six five and five do we feel like we
need to do any kind of additional
ranking or is grouping those in with the
idea that they have six seven six five
five
does that make us feel comfortable
you know what i like about those four
things if you look at them they're all
very different
they're you know so i like two they're
kind of like adjacent so i kind of you
know i kind of think they are you could
put them at the same
same level
you know even though they broke just
slightly differently but they all looked
um so the pr the practical problem with
these four
uh really go back to title 18 because
that list could be worth two hundred
thousand dollars or it could be worth
two million dollars
uh based on how many projects off that
list you want to do
in whatever interval you want to do them
in um the the data analytics is likely
at fte or a portion of an fte so that's
a modest cost
the urban forestry
the administration really feels this is
extremely important we've been working
on models there
and that is also probably an fte um the
housing
we're also trying to sort through that
and that is probably
uh
consultant costs or a portion of an fte
so
those three
combined you know are
you know two hundred thousand dollars
let's say uh or the title 18
uh blackboard whiteboard one project
could be more than that i don't know
that we are looked at really any of the
projects that are under 200 000 we've
started costing some of them um and
andrea i i don't know if you have any
recollection but certainly the ones
we've costed it seems like 250 was
perhaps the lowest amount i've heard as
we've done some preliminary costing so
the bottom the
the next three could be as much as one
project on the title 18 white board so i
think that's going to be the question
for the council and maybe again it's not
one that needs to be solved today
but it'll become a cash issue
the other issue too is that the data
analysts the urban forestry and the
housing are likely ongoing costs where
the title 18 is going to be one time
mostly so
um
you know we we're happy to noodle
through this if the council wants to
provide additional direction or priority
that's helpful of course
um but
that's what makes that group of four
harder the the next group um
kind of are all the same kind of bucket
of lower costs generally um you know we
can sort through that as well but uh you
know those those first four become
problematic just from a dollars and
cents
happy no surprise to hear you put body
cams in the low-cost bucket
well it's an evaluation of body cams
well that's true
it's an evaluation of the big things
well
body cameras are not as expensive as
they used to be uh we we already the
administration was already planning on
coming forward with us
we know it's at least a two year project
that we would not be able to implement
in 23 so that the dollars would likely
be at 24. we would be able to do the 23
part with existing staff
thank you i'm happy
i'm stopping it yes
so wally what i'm hearing in some cases
is maybe we were a little bit too
conservative and a little bit too cheap
but we should have gone for more
is kind of what i'm hearing
no no no no not at all i think again
you know
all kidding aside uh that the
administration and the council
is on the same page because we're all
we're playing off of the same hymnals
the strategic plan the master mobility
plan uh the icap you know we're all
reading the same documents and so that
the administration and the council are
like you know very much in the same
place
is that we're listening to the community
that we're listening to these boards
that are working so incredibly hard
um we're ending up more or less in the
same place
again dollars or dollars inflation's
inflation um but i think it's great
then and a lot of communities around us
can't say the same thing
um i just want to add on to
i think a very good point that wally
made many of you know my
my interest in town has been land use
for 30 years right so this title 18
project is huge to me and i do think
your big budget conversation is going to
be how much or how little or how fast
you're going to get through that
whiteboard
that's that's the big i think that's the
big piece you guys need to talk more
about at some point not today but at
some point because
you know it'd be sure nice before my
term ended you got through the whole
whiteboard but that's just me
but there's a lot of good stuff on there
and you guys have to decide what kind of
bike you want to take and then we have
to figure out if we can support that
so toward that idea what i was gonna say
continuing on what i heard from wally is
it sounds like we are going to need to
have another conversation about what
that title 18 whiteboard
list is and so does the council feel
like doing that in a
counsel the whole is a good idea does it
need to start with the pde and then move
on does the timing have to be it has to
happen before budget season
is all of that
right
well we're in budget season
it's july
no no no no
yeah i was gonna say i think going to a
committee the whole is fine because it
is a budget discussion and what i was
going to say was i really liked how
wally was talking about this and i think
it's okay for us to do
the
structure of the list kind of as we were
describing it um with the seven votes
six votes and five votes all being in
one category recognizing that title 18
has this asterisk next to it right now
and that we have this upcoming
conversation about what can we get
accomplished in the biennium from the
white board and then that will be in
place of title 18. that's what that will
mean not all of the title 18 whiteboards
so i think as long as all of councils is
in agreement on that which looks like
there's some nodding um then i'm okay
with that kind of list structure
okay
anything else
so it sounds like
we've come up with this idea that there
are buckets and for operation and
capital that top bucket which is either
two or four projects respectively
we
just think our super priorities have to
be a budget the next set we are
asking for and saying hey if they're not
able to be because you guys know the
budget realities then let's talk through
what that is there's a few things in
each of the areas that might need more
conversation to get down to specifics on
what it means for the green necklace and
kind of how we approach the strategy for
that also on title 18 with the white
board
what is in scope on that what can we
accomplish in this budget cycle versus
future
um and how we have a conversation with
that with the
larger council
hey guys we're early
that's okay
we love this okay so at this point we
have the potential for a 10-minute break
followed by
the 20 minutes of the administration
budget priorities some
opportunity for q2 reports and public
comment
so keep it on keep going roll on
and you know people can get up as needed
so
we will roll on to
administration budget priorities
is that something wally's going to do
so
chris if you could put up the powerpoint
so i can see it too
just one moment
so i'll i'll make this quick because
most everything on here is something
we've talked about next slide
here are the seven buckets we came up
with uh next slide
we haven't talked a lot today about
staffing um
you know we we have in the last two
years probably gone through
you know two thirds to three quarters of
staff turnover and so for an
organization of about 250 people to
think that we have hired
you know over 150 new staff and though
that period is a daunting
large issue and it continues to have
impacts on everything we do
um and so as we look about look at the
budget moving forward you know
not only our fiscal health but staffing
issues are really important um
inflation we've talked about uh 10.1
as we go to the bargaining table uh that
number the june 30 inflation number is
the number we start bargaining with and
so where we've had two percent and three
percent increases in our contracts we
are now at least at the bargaining table
going to be starting with 10.1 percent
that's a huge huge hit to our budget um
every um percentage of payroll is about
200 250 000 robert
is that
in the ballpark um so that 10
potentially means 2 million
so that is something we need to continue
to be mindful of um
you know not only that we are seeing the
need to make adjustments on full-time uh
staff pay on a classification by
classification basis as we've gone out
to hire people that's going to continue
we have not come to grips completely
with all the costs associated with
part-time staff and so we've made
adjustments there we'll continue to make
adjustments uh on the fiscal side uh the
revenue stabilization we've already
talked to a little bit today and we'll
talk more we'll be coming to the council
next month with our mid-year budget and
revenue forecast so we'll leave the rest
of that discussion but clearly we're
still in the midst of seeing
stabilization there
and then the staffing stabilization
we've just had a recruitment and
retention
staff member in hr could come join us
in the last several weeks you know we're
going to have to continue to look at uh
the costs associated with recruitment
and retention and as we're building the
budget we're trying to make sure that
there is dollars available for that as
well next slide
apple improvement i don't know that
there's much else to say i think we've
talked about all of these points today
um let's just go to the next slide
police and human services uh again i
think we've covered that the performance
measurement piece uh appreciate the
council's interest in that and so we
will uh in the budget come back i think
with some adjustments on how we staffed
that we've also talked about the
homelessness issue the pilot and the
staffing resources required there next
slide
in the environment um
again i've covered that urban forest
management something that we've been
thinking of um and then the park
strategic plan update
i think we continue to struggle with
the time tempo of park planning
and so we're going to continue to invest
dollars in that as we move forward next
slide
we've covered all of this uh next slide
uh facilities uh again something that's
not really been
on the council's radar over the last
year or so
uh in the meantime we've been very uh
aggressive cleaning out city hall
northwest we've talked a little bit
about the report that's coming uh to
committee uh in the next week or two so
that's on our plate and on your
council's plate next slide
then citywide initiatives we have
another community survey coming up
next year so we'll need to budget for
that
we've talked about communications we've
talked a little bit about equity we're
going to need to continue to invest
resources in
having staff implement the equity
framework
and we've talked about the performance
measurement piece next slide
that's it i'm president happy to answer
any questions but as i said earlier
i think this conversation today really
echoes
uh that the council and the
administration are largely on the same
page of issues that are important in
this spot
okay
um i have one comprehensive plan i know
that's coming up i haven't seen that in
any of our priority lists
are we looking at potentially needing
more staff or
that taking staff time away from some of
these priorities that we've established
and we'll be
here about that during the budget
presentation so that we understand that
we are staffed up for not only our
one time but our
other needs
and i think you'll hear about it with
the title 18 white board because the
nice folks that would worry about the
title 18 whiteboard the same folks have
to worry about account plan update
so um i think you'll hear about it in
that context
okay i'm thinking more of the staff and
time
commitment that's going to be needed i
you know i'm on the affordable housing
committee and other things and i'm
hearing regionally everybody's like comp
plan's going to be a big thing staff
isn't going to be able to do other
things and so
i want to be able to hear clearly from
the administration that when we're
looking at this budget cycle
we are aware and have considered that
and that it's not going to
hurt
these other priorities that we've
established i don't want to hear oh we
don't have staff for that
if it's
this
known thing coming up so
and and and the question back to the
council will be how aggressive on title
18 white board do you want to be
and depending on what the answer to that
question is is going to have an impact
on the resources we have for the comp
plan
great let's have that conversation
because my answer is so aggressive
so looking forward to it and and then
and then it it comes down to how much
cash are we spending i mean it's
one-time dollars
we you know have one-time dollars to
allocate um
those would come from you know otherwise
we would likely spend them on capital
projects and so then you get to the list
of capital projects that weren't in your
top bucket um and then they'll that'll
compete with funding uh planning
consultants
yeah
um one thing i want everybody to
consider too especially since you're
hearing it at the regional level
is planners aren't
in abundance right now neither are
engineers and all cities are going to go
through this comprehensive plan update
so while getting the impact from the
council on how aggressive you want to be
we will have to go and do a reality
resource check to make sure that there
are consultants available for our title
18 just remember we're the only ones
with the title 18 white board nobody
else is doing what you're doing
which is to
build this new toolkit so we'll you know
let's talk about what you want to do and
then we have to do a resource reality
check and see because we don't want to
tell you that we can take on all these
contracts to do things when the
contractors are working on people's
comprehensive plan updates
so it's a we'll figure it all out after
you have your conversation about where
you guys want to land
and then um can we
robert can we pull up the slide that you
had on the budget
calendar yes i just want to kind of
close
with some of that idea on this budget
conversation so that
we are all aware of that i also like to
ask what is potentially different
in this budget cycle with you taking the
help on this and with it being a
biennium budget
what should we be aware of process-wise
and calendar-wise
that might be different from our
previous processes
oh
you could probably answer it from last
year but yeah but i think i mean we're
really aiming first with the process you
know we tried to start a little bit it's
towards the end yeah we started a little
bit i think ahead of last year
i think stephanie's i'm just in a
different place
um
this year um
so we have started it and i know we have
adele was here susie so we have dale and
susie and myself working on the budget
this year so that's the difference
for previous
years i think again starting earlier
we have already gone actually we've
already gone through the request process
with staff already so we have the
the operating budget um
actually closing in about a week or so
with steps so we started really early we
already had a prioritization meeting
with senior leadership team
and wally and andrea so we've already
had that discussion
and so you know keeping on track we have
the august 8th is going to be
our
kind of deep dive forecast but again
like i said before there's a lot of
things that could change between now and
adoption you do have the ability to
change between our adoption so if we saw
a revenue drop say we're going to run
the increase before the end of the year
we can come back and make changes and we
don't like to make last minute changes
of course but again as long as the
budget's open if something fundamental
does change we're in a recession or some
other
other impact obviously we will have
that ability to go back during that time
so another thing i see on the calendar
is that we are taking the budget and
budget deliberations to each of the
committees so can you talk through what
that will be because that's obviously
different from any of our previous
processes is
yeah what what are you expecting as an
outcome of that that's different from
maybe say
going to committee of the whole because
it looks like
i'm seeing
only one committee
to committee of the whole
but only one for
deliberation and again that can be
extended so again we're
you know we're being pretty aggressive
on that back end schedule again we can
we can stretch that out if needed have
an additional meeting and actually
stretch out another council meeting
actually two council meetings maximum
so we could do that but as far as the
committee about the infrastructure
committee
and the services safety and parks that's
going to be really focused on capital
the capital requests
so if you need the whole really look at
the operating wise we've got the
executive budget of the other budgets
so those two would really be focused on
the capital discussion
so that's why we want
and that's the way we understand it of
course the council wants a different
format we're certainly open to it but
that's how we presented it so far we've
looked at the committees and said okay
but the capital was it does it fit with
the committee the whole or does it fit
the different components and so that's
what that was well it seems like pde
when you're looking at capital is
looking squarely at the green necklace
just as another
thought there
um but do any of the council members
have questions about that that all of
this is different from how we've handled
it previously because we didn't have
committees
um we did some of us
well i mean i think we did use this on
different pieces
yeah
yeah okay
feeling good about that any other
questions or thoughts about the budget
schedule or how we're going to handle
this as a two-year
process
nobody's as nervous about this as i
have one am question so i i would assume
you know we don't do the allergy the
reallocation in the mid year or the
middle of the two-year budget but at the
end of the two years if there were funds
that were unspent that you wanted to
reallocate to that same project
in the third year then that that would
be that reality yes
every authorization
as we go into a new two-year biannual
budget i'm wondering if
the administration has thought about
perhaps just putting out a brief blurb
about the changes in the budget how
community members or organizations can
contribute to that budget and maybe a
couple references both to this session's
recording in the previous session that
you did educating the council about the
budget process just because it's
different the public may have a regular
process if they're in terms of
requesting funding and now that's
changed we just need to know kind of how
the landscape has changed for their
proposals or their requests sure
okay i know on the calendar one thing
that i admitted that we have presented
before
was at some point
um
from september to october
we have
we have one public meeting so that's
also up to council if you don't have
more than one public meeting
the public hearings that we have as
requirements oh you're talking about
like outside okay
yeah
so something that's a community
engagement
ask questions provide feedback etc
okay
okay and can i ask one question uh
that's president walsh just to clarify
you are okay and the council's okay with
the structure we have here in terms of
the committees where we're just bringing
for those community pieces we're just
bringing the capital we're operating
between
yeah
this is common practice for
communities that
have committees
how we use it
yeah i think the only thing you carved
out of the communities with the capital
because the capital pieces tend to be
there's they tend to be big
lots of details whereas the operating
budget can turn out as detailed
um i think the planning development and
environment committee just by its
okay
so
i think that may close out the
administration budget priority we did
receive the q2 reports
the work plan and the capital project
list
open to questions
comments discussion anything
i thought it was staying straight
forward but really good information as
always if you have
questions when i ask you can email in
and we can continue on items like that
seeing no questions i will mark that one
down and then the last opportunity for
public comment do we have anybody on the
line nobody in person
and looks like anne just dropped off
okay
no worries i'm sure we'll learn from her
um
okay
gosh guys we have we have 30 minutes we
should just sit here and
[Music]
um i am going to then during the meeting
at 128 and thank everybody
staff