welcome to the explicity Council
work session for Monday December 10th
2018 and we are going to start this
evening I'm going to ask mayor Polly to
come forward and our first agenda item
is going to be ID 0 3 7-6
for recognition of a certain outgoing
council Thank You council president
Mart's typically we like to do some
recognition for those who have served on
our council and are moving on to
different things so if councilmember
Rommels would come up to join me today
that would be great for those of you not
in this room but maybe watching on TV
who are not familiar a council member
Ramos is service I'd like to go over a
few of the highlights bill started on
city council in 2016 and he is in the
third year of his term he has served on
the council committee landed Shore
committee as well as chaired the council
Infrastructure Committee and served as a
board member of Eastside Fire and Rescue
our fire service as well he has
represented us out in the region by
serving on the King County Regional
Transit Committee you site
transportation partnership and the
emergency management advisory committee
so tonight I would like you to join me
in thanking councilmember Ramos for his
service to City Council we look forward
to our new working relationship as he
moves on to the state legislature
representing us as a representative for
the 5th district and I'd also like to
take a moment to allow council president
Mart's and others who would like to say
a few words to join in our recognition
appreciation tonight thanks mayor Pauly
I just I want to convey a story that I
think says a lot about bill as a as a
public official so bill and I had worked
together for a while but you know knew
each other kind of up on the dais and
but there was a thing that happened in
the community that got me really really
upset there was a vandalism at the local
Muslim Association in Puget Sound up in
Redmond and I was I was just really
upset and I didn't know what to do about
it but I knew that you know Billy come
out of human services so I gave bill a
call and I my voice was shaking I was
just I was so upset because I felt like
we as elected officials needed to do so
being to show that that sort of stuff
wasn't who we were as a community even
though it was Redmond not Issaquah and
it was great
feels like my wife and I know some
people up there we'll give them a call
we'll let you know
he set things up to introduce me to some
folks up there they were having a public
event for what for folks in the
community to show their support
there Polly I think you were there also
so as a councilmember so the three of us
all Wed but bill just he he knows folks
in the community and he has such a big
heart and it really helped me get my
arms around doing something for a really
awful situation and it also went from
bill went from being a colleague to a
friend so I just want to share that with
the public as a measure of the man and
as confidence that I know he'll do so
well representing us at the next phase
of his career Thank You council
president marks would anybody else care
to share anything Beauty council
president Vitesse so I just wanted to
first of all you just really want to
wish you well bill I'm very excited for
this new chapter and you're you're such
a dedicated servant to to Issaquah and
to the whole area and just really
wishing you well and you know I've
gotten to know you now we I think we six
or seven years ago we both started on
the economic vitality Commission and the
Human Services Commission and sat on
both of those commissions and got to
know each other and just always learned
so much by working side by side with you
and and then following you and the chair
positions through human services to City
Council's so just really wishing you
well and very very excited for this new
chapter and I'm so honored and happy
that I had the opportunity to work with
you on council as well Thank You deputy
president Patti's council member we're
just a thank you bill
enjoy Olympia
I appreciate all that you've done for
the community and and you and I do also
go back to the Human Services Commission
many years ago so I think you're now
moving to a place with with the passion
that I saw on you there in Olympia
there's a lot you can do really make a
difference in more people's lives and I
know you carry that passion with you to
Olympia and and I'll be anxious to
follow and and participate as much as I
can as you try to go do the right thing
for this whole state of Washington thank
you Oh councilmember hunt um it's hard
to follow but follow all of the great
comments which I agree with but I wanted
to say that
councilman Ramos has really instilled in
me the importance of making connections
and connecting with people in the
community and I hope to go forward and
do that and he's been I think a great
example of that and I wish you well and
thank you anyone else Curtis anything I
want to thank you I want to thank you
all for your comments that's wonderful
and I also want to remind you that your
first meeting with our representative
will be tomorrow morning at our
legislative breakfast so you are not
going to be missing him for long bill
thank you for everything that you have
done so proud of you thank you and we
take a picture
Thank You Emily thank you both thank you
for having letting me have the time to
come up today thank you madam mayor just
thank you so much for all those kind
words it has been my honor and privilege
to work with all of you all the city
staff as well as all the councilmembers
I've just I've enjoyed it so much that's
why I'm trying to do do more know that
the one thing I'll be always judging
everything I look at is are we building
community and what we're doing and I
will always be looking after cities and
how things happen there that affect
cities because that's just you know
peace that come from it I know a lot of
folks down there don't have that
background so it'll be something always
you're looking forward to to take care
of and you all know where I live so
around the corner thank you all very
much
if you council member Ramos and we're
gonna hold you to that we're gonna
remind you that we've got tape down so
there you have it with that we're gonna
move on to agenda bill 75 38 updated
water system plan and this is we're
gonna the conversations going to be
headed up by Sheldon Linn our Director
of Public Works engineering
Thank You council president council I'm
Sheldon Lin Director of Public Works
engineering and tonight we're gonna
brief the council kind of summarize
what's been going on in the
conversations with the council about the
policy issues associated with the water
system plan update from June through
September the council had three work
sessions in which it discussed three
major policy issues associated with the
water system plan those were water
conservation slash demand projections
the supply operating options and
treatment for the supply when September
10th the last council workshop the
council requested additional information
and detail regarding the financial pro
formas on the supply options as well as
additional opportunities for community
engagement in November of this year the
council Infrastructure Committee held
the first option or first opportunity
since then for community engagement and
tonight is the second opportunity for
community engagement tonight the
consultant jeffrey hansen of HDR will
provide you with the additional
information regarding the financial pro
formas summarize the previous workshops
and then be open for discussions and
questions if they're already from the
council the goal of this is that
currently the agenda bill sits in the
council infrastructure committee arena
and in January the committee is expected
to bring the agenda bill back to Council
with a recommendation regarding the
water system plans adoption so with that
I'm going to hand it over to Jeffrey
Hanson of HDR the consultant helping us
with the water system plan welcome thank
you thanks Sheldon pull up a very brief
PowerPoint presentation we have for this
evening
well good to see you all again it's been
quite a ride throughout the past few
months as a Sheldon mentioned tonight is
intended to be a fairly brief recap and
really highlight things that have
changed since we were all together last
so this slide really hits what Sheldon
already mentioned this water system plan
update process began last year in
planned development extended into early
part of this year as Sheldon just
mentioned for the past few months
council has been discussing various
policy related items regarding
conservation water supply options and
then water quality and treatment and
then again as Sheldon mentioned since
the last time we were all together as
full council in work session in
September we updated the pro formas and
the cost risk analysis of the three
water supply options and I'll highlight
those updates in a moment
we have also don't want to forget that
this draft water system plan has already
gone out for external review at the
State Department of Health level King
County adjacent water purveyors such as
Sammamish Sammamish plateau water we
received comments in late summer those
comments have all been responded to and
we've now sent those responses back out
to the state into the county and we're
seeking confirmation that those
responses satisfy all of those comments
and we have also begun the CEPA process
related to this plan that was initiated
late last week that will extend through
December so moving right along again as
mentioned we updated the pro formas
provided the pro formas to council for
for review and the results of that are
summarized here numbers changed a little
bit due to revisiting of some of the
assumptions with city staff and the
bottom line result of all of this is
reminder that we were looking at three
water supply options moving into the
future option one is maintaining the
city's groundwater supplies and blending
that with
regional cascade supplies option 2 was
to move away from using the wells and
only utilizing regional supply there's
two sub options there then option three
is really a spin-off of option one which
is blended but do a lot of
infrastructure work rework the the
valley zone to defer the need for
bringing in regional supply into the
valley zone bottom line when we look at
this over a 20-year present value cost
perspective incorporating incorporating
both capital and annual O&M costs the
the total twenty year present value
costs of option one comes in as the
lowest second highest would be option
three that reduced groundwater area and
then the regional options are higher
than that I'll stop there open it for
questions if there are questions on that
cost analysis comes mega winter's night
thank you and if you have this later on
writes in the material please just say
so sure is there any difference on the
revenue side of the formula for these
three options so the city provides a
service and we get paid for that service
right and I realize that might not be a
simple answer because I know that we do
we do rates based upon actual expenses
graded but why why is that not part of
what we're seeing here in so so right
this is not looking at the revenue side
the right side this is simply the cost
what is there an assumption in there
then about the right side well I mean
the core assumption is what you just
spoke to a moment ago that you establish
your rates and update your rates
periodically based on cost of service so
those are cost of service based rates
and so that analysis of determining
actual rate impacts in rate changes was
not a part of this water system planned
effort that's a secondary kind of
follow-on effort to this in a formal
rate study which
is scheduled and budgeted to occur next
year 2019 so yes this analysis doesn't
look at that revenue side I mean the
assumption is that the city would recoup
those costs you know with whatever
pathways is chosen and that's my line of
questioning he is forgiven forgive me we
we did just emerge from our operational
budget which also had a capital
component we're not done with that
actually we're gonna pick up capital
again and it's easy to look at this to
say Wow and I haven't done a
cross-reference with with our capital
plan and I imagine these options
obviously aren't going to be there but I
guess maybe I'd like to hear from staff
then is what the expectation would be
there's an assumption that or maybe what
our policies are when it comes to
covering costs for capital operation and
as a water purveyor you know what what
what is the kind of the revenue side of
the assumption that I should be aware of
as we look at these options so so I'm
moving forward Geoffrey's right I we do
have in 2019 Council budgeted for a rate
study in the water utility and the
utility operates as a nonprofit
enterprise fund and its goal is to make
sure that it recovers the cost
associated with
the necessary capital and operating
expenditures of the utility the the
percentages of what these costs would be
that would go towards new development ie
connection charges versus existing
customers which would be your rate base
we haven't sat down and dialed that in
but it's gonna be a combination of
connection charges and rate based cost
recovery for these facilities does that
answer your question
I think what you're saying is that
between connection and rates connections
and rates if we follow our policies then
these numbers also represent the kind of
money we'll be raising to deliver the
service that's correct
that and so you can look at these
numbers and think kind of in proportion
what type of fees might residents and
property owners may experience we look
at these numbers that that's correct and
it depends on how the utility funds
these improvements if the utility funds
it through bonded indebtedness it
changes the the rates and the
connections are there's a number of
things that play a role in what happens
to the rates associated with these
facilities okay
that's all for now thank you other
questions I've got one yeah so let's say
so constant of array lives in talus
let's say he spends ten bucks a month on
water it's probably not right but
councilmember Goodman lives in the
highlands let's say she spends ten bucks
a month on water I live on squawk yeah I
spent ten bucks a month on one I get
that different options are gonna impact
us differently from here but is there
any would there be any potential spatial
variation on the impacts of these
different options between the three of
us living in different locations right
well I think Sheldon probably speak to
that too yeah yeah no the council has a
number of years ago adopted a policy of
no geographical advantage or
disadvantage for its utility customers
we're and we're in this together as a
community and so the rates across the
community from Montreux to the Highlands
to talus to squawk Mountain to Old Town
everybody pays the same rates okay thank
you
other questions right now okay all right
so that's the update on that on the cost
analysis of the supply options so now
then and this is one of the main things
that was modified since September when
we looked more in depth at that so now
to kind of bring this all home kind of
recap the summary overall of some of the
the big things that are laid out in the
water system plan update this is a
summary of what we're referring to as
the integrated solution to the biggest
challenge that was identified in the
plan and that need just to recap was the
fact that regional water supply will be
needed by sometime between
approximately 20 21 and 20 27 in the
areas of the city that currently
utilized only groundwater supply so the
integrated solution to that incorporates
conservation so maintaining continued
implementation of your existing
conservation program converting talis
back to regional supply recall that
Tallis for a time was on regional supply
has been transitioned off back to
groundwater but can readily go back to
utilizing regional supply and then the
construction of a centralized treatment
and blending facility which really
satisfies multiple objectives it
upgrades your existing treatment
processes prepares you for future
regulatory changes and supports this
concept of blending regional water with
the groundwater supply it's kind of a
three-pronged overall water supply
solution into the future questions on
that was it more interesting and just to
be clear I think you've already said
this that the talus conversion is just
why are you recommending that I mean
it's just to extend the time window that
we have right yep exactly if the demands
increase as projected I remember we
looked at a range right we don't have
that perfect crystal ball but on the
high end of that range if demands were
to increase increase as projected and if
you were to have a supply shortfall as
early as say 2021 2022 the city would be
very hard-pressed to implement this this
centralized treatment facility by that
amount of time you know within that
amount of time so this conversion to
tell us is kind of a if needed component
of this solution that that can happen to
by the city time to implement that
centralized facility okay thank you and
as a follow-up is talus the only part of
town that's a candidate that for it to
occur in that manner yes because
infrastructure wise talus was set up to
be able to receive regional water so
it's very easy to to modify things right
now
turn valves and redirect regional supply
into Tallis there's no other portion of
the city it's my question that's
currently that way thank you mm-hmm I'll
ask you a question
under this recommended solution what
does the fluorination chlorination map
look like at the end of the day so this
is yet another policy decision or policy
item for council to discuss into next
year we've talked about this before that
if by implementing this solution you
still have a range of options open to
you for what happens with respect to
fluoridation throughout the city
regional supply has fluoride in it your
groundwater supply does not so if you
were to bring fluoridated water into the
system and not remove that fluoride then
by the end of the implementation of all
three prongs of this there would most
likely be fluoride throughout the city
but there are different ways to manage
that do you add fluoride to keep levels
of fluoride to a certain level do you
allow ambient mixing the fluoride or
remember the other end of the spectrum
is potentially removal of fluoride from
the regional water so as to not
introduce fluoride into the system so by
implementing this three-pronged solution
there's no set decision made on the
fluoride question there's not if it's
not taking a policy decision but it
would result in some some amount of
fluoride going to the general population
if no action were taken no actually the
no action option mm-hmm yes all right
that's right I just was just curious
other questions right now okay one last
slide just to kind of show you and this
kind of gets to that point that was just
raised about the fluoride question quick
overview of the timeline I'm not going
to go through all of these steps this is
just here really for your reference and
to indicate obviously where we are here
tonight December 10th in work session
and to hit a couple highlights here as
Sheldon mentioned the plan moving
forward
is in January for council Infrastructure
Committee Infrastructure Committee to
refer this out back to Council for
action with respect to adoption of the
water system plan which could they
conceivably take place on January 22nd
as you then move into further into 2019
and 2020 we have various items here
about the implementation of this
integrated solution and one of those
items is this topic of fluoridation
again implementation of this recommended
approach does not tie you to one option
or the other with respect to fluoride
more conversation to be had on that in
2019 any other questions on next steps
or timeline what's behind on the
timeline we had discussed this earlier I
think that this is probably the same
slide that we saw earlier but I think
that and I'll speak for myself I think
my preference would be to have that
discussion happen in early 2019 I don't
see why we're contemplating early 2020
for the fluoride discussion sorry just a
point of clarification on that miss Hine
the what he's saying is as the council
action on that policy could be in 2019
the conversations are going to begin in
early 2019 as we move forward with bench
scale testing and pre design efforts
associated with the the treatment
facility there questions
all right okay well that really brings
me to the conclusion of tonight's formal
presentation so but it's open for any
other further discussion or questions
come to mind wintertime didn't talk
about SEPA what are you what
alternatives are you are you gonna be
they're gonna be evaluated as part of
supa so the CEPA process for the water
system plan itself as a non project
action does not have specific
alternatives as a part of it
so the CEPA for the water system plan
does not explore any other alternatives
than what have been presented here as
this project of a centralized treatment
and blending facility moves forward as a
unique project
SEPA as a part of that effort will would
then explore alternatives with respect
to them to that project and we're not at
that stage yet specific to the project
is that answer to that question you did
I'm just yeah I assumed there would be
alternatives if you're gonna do SEPA I
thought you had two well you would for a
for a prime you know this for a project
specific SEPA that's evaluating impacts
of moving forward with construction of a
particular project there you would be
looking at alternatives to understand
the variances and impacts between
different options then let me ask it
about this way the the question about
fluoridation you said one end of the
spectrum is we could remove it yeah
now and I don't know if that's Matic
enough of a thing to try to do that you
would have to wow you know SEPA has to
look at yes we do that we don't we do
that but that would that's what kind of
prompted that question in my mind is
from a super perspective do we have to
consider those alternatives you know all
I'm not sure if the CEPA specifically on
that project would have to look at
alternatives with respect to treatment
on fluoride I don't think so because
we're really looking at construction
related impact
we're thinking of SEPA always know the
the CEPA wouldn't have to evaluate
alternatives for fluoride unless the
decisions being made affect the
environmental impact of the project
itself
the decisions whether or not to
fluoridate or not to fluoridate or you
know the in between our policy decisions
unless they impact the I'll say the
external impact of the project itself
SEPA doesn't evaluate okay that answered
my question you're saying that service
wouldn't have an environmental impact
right right no picking their heads no
okay thank you correct
all right other other questions I'll
have a I have a question for City
Administrator moon so this conversation
has to do with debt capacity but doesn't
necessarily have to do directly with our
the other conversations we've been
having about capital expenditure can you
speak a little bit to that topic and how
this relates to the conversations that
we'll have in 2019 sure most of the
conversations we've been having and
those that we will be having beginning
in January about unfunded capital
projects have been about general fund
projects and the constrained revenue
sources for those and the ability for
the general fund to pay any new
increment of debt service so utility
fund as an enterprise fund has dedicated
revenue and we have ability to set up
that revenue system in a way that funds
the capital improvements that we wish to
take on and then plan in that way
general fund is is a little bit
different in its design so you don't see
any of our decisions that we make around
capital investiture that we're going to
be have around transportation and
Recreation and any of those things
having a potential it's fully decoupled
from our options here it is although you
know to be clear anytime we're asking
our residents to pay anything more we
have to be cognizant of the overall
burden so it's just that these revenue
sources are very very different and the
utility fund is really on a usage basis
it's just structured differently so I I
will be decoupling those conversations
but I want to be upfront about the fact
that yes overall total cost of services
is an important thing to contemplate
thank you
well thank you for the presentation
another one I realized so I I do
appreciate the cost risk analysis that
you provided it's a it's a twenty year
window mm-hmm Sheldon I'll do how do
those numbers compare to what we have
spent say over the past twenty years ten
years even you have any idea what
increment over what we've had to do to
instruct maintain deliver service would
this represent if I remember the numbers
correctly now is this isn't historical
expenditures but the revenues in the
utility are somewhere around five to six
million dollars a year total revenues
and we pretty much spend those revenues
annually so we're looking at over a
twenty year period you know adding you
know what 40 divided by five eight
million dollars more per year so roughly
doubling if my numbers in my head are
working right the way I would read it
the option one which is blended
groundwater regional if that 20 year
cost is 40 million over 20 years that's
yeah roughly 22 million a year so it's 2
million more--not to me a year sorry
that's way off I'm ok so and so this is
just a very rough back of the napkin if
today we need revenues to cover roughly
5 million dollars in expenditures to add
this is the low-cost option is an
additional 2 million and then the higher
cost highest cop cost option is quite a
bit higher so yeah it just goes up from
there so I can just very roughly say you
know we might be looking at minimally a
40% increase in cost yes yep this back
of the napkin
yeah connection charges may offset some
of that too it's for that qualifier
yeah thank you for the correction on my
math wait any other questions
oh all right well thank you again for
the presentation I appreciate it
you City Administrator move ahead we put
you on the spot and we're gonna move on
to ID zero three seven zero resourcing
plan Title 18 land use code and green
necklace by our very own economic can
development services director Keith
Niven swarthy interesting colors both on
your shirt and I wouldn't want to
disappoint good evening council
president marks director of economic
development development services so to
refresh your memories when we were going
through budget this year there was some
conversation about the update of Title
18 which is the land use code and the
green necklace and during that
conversation we talked about when we
could get those work products done and
there was at least a sense of urgency
that I think was expressed by the City
Council to do that work so what we
talked about that evening to refresh our
memories was that there is besides the
additional budget appropriation there's
there going to be a taxing of existing
staff that are gonna be needed to help
do that work and I'll get into that in a
little bit but we weren't ready to talk
about what that meant that evening and
so this is what we're gonna do tonight
so I want to go through this fairly
briefly but I want to explain what's
going on with Title 18 so this is tile
18 all the sections within it all the
chapters within it and as you can see
there's a number of updates that are
going on I'm gonna go through these and
just quickly explain and we can go into
more detail if you'd like so out of
eighteen oh four procedures one of the
things that we had already identified in
our work plan was to update public
notice what we've known for a
long time is that public notice in city
code as a relates to development
projects is not very effective and we've
been experimenting with changing you
know think about the big whiteboards
that are out on development sites and
those are really hard for people to get
a sense for what those mean even if they
stop and read every word and so we've
started working with Gateway and Vale
and Ennis Wood to do something different
a little bit more graphic but that's
going to require some updates in the
code we've talked about I'm gonna go to
environmental protection right now we're
updating our shoreline master plan and
that's something that we've started this
year we're gonna send out an RFP for but
that needs to be updated it's mandated
by Department of Ecology signs we're
updating our sign section Gilbert versus
Reed content-based signs in the right
away and needs to be changed but we also
have like five sign codes in the city of
Issaquah and part of what we're trying
to do is consolidate that and funnel it
down Old Town plan you guys just adopted
the old town plan update thank you very
much part of that is changing a number
of codes that are currently in Old Town
and then wireless communication you know
we like to when we when we do our codes
we like them to at least sit for a year
before we have to update them sadly due
to the FCC decision we have to come back
and tweak our wireless communication
code to be consistent with the FCC
decision and then the green necklace so
right now central Issaquah the what we
call the SIDS the central is quad
development and design standards there
is a chapter 7 which is community spaces
that talks about parks and open spaces
and that's where the green necklace
update needs to be inserted it would
actually be part of the 18 update the
way I see it but we have to write code
to be consistent with that vision that
you guys adopted as part of the park
strategic plan so all of these things
are happening
all at once it's a lot of work besides
just making the code easier to read and
to look for the disconnects between
policy and code because as we know
there's a lot in our comp plan and it
just doesn't translate well to city code
there's a lot to do here but I needed to
set up that framework before we get
further into this so one of the things
questions that came to mind was has
anybody else overhauled their land-use
code and if so how long did it take and
did they use a consultant so I reached
out to Mrs C and said hey can you pull
planning directors and let me know who
out there has done this recently so I
was a little bit less than thrilled with
the cities that came back what I would
take from this list here is you know it
really it really takes about a year and
a half I mean what that means is really
drafting the code in in a calendar year
and then going through the adoption
process in six months you know most of
them have used consultants West Richland
if you want to read the notes they're on
two years counting the because they
didn't use a consultant it's just kind
of an ongoing process for them to
continue update their code so this was
the best I could do again what I would
take away from this is it really needs
to be kind of a year and a half to two
years to get completed so to kind of
recap what was in the memo so in the in
the 2019 budget we originally had
appropriated sixty-seven thousand
dollars and then there was an additional
140 that was added by the city council
so at 207 what what's in the box so to
speak how do we how do we get more staff
time to work on the code update to move
it faster if that's what the council
wants we actually have to either have a
consultant come in and off burden
existing staff work because really the
people that need to have their hands on
this is really myself Lucy and Trish
I mean we know the code we know the
policies best a consultants not going to
be able to figure that out they're just
not so you're gonna have to have a
certain amount of staff time to actually
move this along in a productive way so
how do you do that you either you have
to bring additional resources into off
burden that existing staff from their
work plan that's already full so so
here's the choices the way I saw it was
you know if we don't add additional
resources you know my guess is we could
get it done by 2021 July we could push
it I think this was a question council
member winter Stein asked you know if
I'm gonna pay more what's the what's how
much quicker can it be I think the
answer back from the administration is
we could knock a year off it if you
wanted to add additional resources to
this effort so this is I think where I
stopped talking and I think I'll look
for questions would like to start okay
I'll start so I'm looking in the
materials and it's it's sort of the
background material on how you get to
the numbers that you get I had one that
jumped out at what jumped out was that a
in 2080 in 2080 our work here somebody
could do 832 project hours and that that
the value of those 832 hours would be a
hundred and sixty two thousand dollars
couple things jump out at me that that I
appreciate that you put the information
above how you got to forty percent
utilization I would submit that most
people who bill it forty percent
utilization in most professional
organizations that's considered a low
number but the other thing the bigger
question that I have is that presupposes
a Senior Planner has an internal bill
rate of just shy of $400,000 a year
several time so that's probably not
reading very well then so let me clarify
so the annual salary of a Senior Planner
is the 162 seven it's assuming though
for that calendar year that you brought
maybe a limited term employee on only
forty percent of their time would be
usable to project related work so that's
so the important was generating that
eight hundred and thirty two hours so
the cost is you can't bring a well you
could bring a part-time staff on and I
think part of the reason why the
administration is saying if you want to
go with staff we're suggesting two years
to get someone in who has the experience
and the ability that we would be seeking
but getting to that eight thirty two
because then that translates down to the
125 under the consultant line-item so so
what I did was we don't we don't have a
metric for how many project hours I work
a year or Emily works a year hopefully
she doesn't work any a year but getting
but using an industry norm and maybe
that forty forty percent number was was
is not accurate but that's the best one
I could find
but that generated the eight thirty two
which then I bumped to nine fifteen
under a consultant to get a comparable
cost for a different type of resource
that makes sense sure it was a
methodology to try and get an apple - an
apple comparison all right other
questions or no other questions about
the options in France councilmember hunt
could you go back to the slide with the
different parts of the chapter that will
be updated the green necklace part so
is affected by the changes that we are
making here are the other timelines to
these other parts of the overhaul
affected I read that it will take at
least six months but is the timeline
then the regardless of the other parts
of the chapter that will be updated then
this will be on top of that or how does
that sequencing work sure let me see if
I can answer this so everything that's
got a box on this page has its own
specific timeline because it's
significant enough that it does there's
changes we see a complete change to
title 18 so things that don't have
things identified like 1801 1802 1803
those are all going to change but
because they don't have a significant
work item component I didn't highlight
them here so all of the all of the
chapters within 18 will change as part
of this process we see doing next year
but some of them will have significant
changes that will require additional
staff time like public notification I
can't I can't ask a consultant to just
start that because we already know where
we want to go with the public notice
because we've been pilot testing it this
last year so we will provide them with
direction on what to do there and then
they will ultimately draft it into code
language which will be incorporated into
1804 so so that'll happen that might
take that might only take a couple
months you know but it will happen
within the subset of the the amount of
time it'll take to overdue the whole
chapter because the idea would be you
draft up all the new code language and
then you go out to the public because
there's a huge public component piece to
this to make sure that everybody has a
chance to weigh in before you start
going to PPC and Landon Shore we could
do it individually but that
be a lot of work at both Planning
Commission and council committee to do
it independently and not as a complete
package
so what we're what we're suggesting is
drafting all the changes and then taking
through the public adoption process
afterwards as a complete package and
part of why part of my question is about
what what changes in that sequencing
because would you do that
step going out to the public whether or
not the green necklace portion gets
added in right so it is the timing of
that affected by adding in the central
Issaquah area development and design
standards in green necklace part of the
chapter update well let me answer let me
see if I answer your question and if not
please ask it again so right now if
we're on a trajectory to write it all in
twelve months and then go through a six
month adoption process then the green
necklace piece would happen in concert
with all the other pieces if if we go to
a longer time frame we could stage some
of them sooner than others so for
example I don't know that there's any
magic so so like the wireless
communication facilities that one's
basically almost done
I would hope to maybe have it to
infrastructure in January you know so
that one is is moving at a very fast
pace because we know what it needs to be
some of these others might have a longer
gestation period in the public because
there's no code relating to it right now
and the green necklace would be one of
those because we're writing all new code
to implement the vision that was adopted
as part of this strategic plan so that's
gonna have a lot more public touch I
could see Parks Board PPC and maybe even
some general public meetings on that
particular one
don't smell good night Keith can you go
back to the slide that had that with the
options yes please
can you explain two and three a little
more please sure
so if the council wants so the big
difference between 2:00 and 3:00 I think
is the completion date I think there's a
year quicker there's a year taken off as
opposed to option one which is do it
under the 207 and part of the way we get
there is we bring in some additional
resources to offer an existing
development services staff to work on
other projects and I listed I gave you
guys some choices in the memo that we
would probably be able to assign to a
consultant or to a new staff member
which would free up some of the key
staff that would be needed for title 18
so you're not so the the anticipated
estimated completion date would be July
20 24 2 or 3 number 3 is more but both
of them involved both a consultant and
LTE staff would be not working on the
code it would be other work right
because so go ahead sorry I have
appreciated in the past couple of years
having consultants having fresh eyes on
our code so I don't know that I'm that I
I think you would have to say more about
that or why you because they are they're
not firms out there consultants out
there who are who work with cities and
counties on probably not the county line
code so so what I'm trying to avoid the
reason why I'm suggesting we do it the
way we do so the 207 will be spent on a
consultant or maybe two consultants we
might hire
a planning firm to come in and write the
code and maybe a legal firm to actually
then QC it at the end
why I wouldn't suggest bringing another
consultant in to then also work on the
code writing is is that ego thing where
you have two consultants working on the
same project and so rather than getting
that consultant conflict to deal with
what I would suggest is having the
consultant if you chose to bring in a
consultant how that consultant do some
of staff's work which would then free
staff up to work with the consultant
that we hire under the 207 contract to
actually move it forward you know in a
more expedient manner okay and so then
why would we choose number three over
number two if it's more money so the
pros the reason why you'd go three over
- so - so the reason why you'd hire
consultant is it's less money and you
could bring them on faster than staff
the reason why you choose staff is it
gives us a little bit more flexibility
to work on some other things but I mean
it's it's your choice that's why we
tried to list the pros and the cons on
the memo yeah interesting
I'm gonna ask you two questions go back
to your slide where you show your work
plan that would that one that's it there
are significant work plan items that
aren't on your work plan that are not
part of title 18
absolutely so that's that's listed in
the memo and you don't have those in a
slide anywhere and did not put them in a
slide sorry that's okay that's fine and
okay there's the
okay so now go to
[Music]
go back to the options this says we have
to spending options but either one
allows us to get all of that including
the green necklace codification a year
sooner yes and what you didn't
contemplate it all was was well option
option limit Lim before I ask that
question option one still assumes some
sequencing that's different that option
two and three such as the start of the
work on the me necklace codification so
so here's the thing we're gonna sit down
we haven't picked a consultant yet right
we're gonna sit down with the consultant
and say okay here's all the stuff that
needs to get done some of this is being
done by staff with other consultant
expertise coming in for example the sign
consultant and the title 18 consultant
will pine not be the same consultants
and so could be but they may not be
and so this shoreline master plan might
be a better one that's probably not
going to be the same we're gonna have an
environmental consultant help us with
the shoreline Master Plan Update so
what's going to happen is that
consultant will do their work there will
be a work product which will then be
handed over to the 207 consultant who
will then put it into the framework to
fit it into the new code the new title
18 update but is but one of the things
that that you were alluding to council
member is so like things on our work
plan like the impact fee updates doing
buildable lands doing the housing
strategies all those things are
irrespective of this conversation I
think one of the things which is maybe
choice zero would be if you wanted to do
no additional resources and have us try
and hit a 2020 timeline it may require
some of those things
off the work plan well--that's we're
actually where I was going am not
advocating that I'm just trying to
understand the various scenarios
obviously for different reasons some of
them are legislated to us right and
again there's times such as the
shoreline Master Plan Update I think
some things we have to do with the FTC
as well and but but is there an option I
I'm not sure if what we were saying a
budget was the cauda fication of the
green necklace into title 18 is priority
number one I'm not sure if we were
saying that I don't know if you had that
conversation I mean there's a lot of
important things but if it was is there
even another option is what I'm saying
it's like you know there's like there
are things we have to do but let's take
this one and slot this one and we're
just going to start work on this right
away it's still going to take us a year
and a half we get it done in in 2020 but
then the other things are gonna slide
there has to be some other things that
slide did you did you look at that yes
so you could take this table on page
four of the memo so I'll just I'll just
go ahead and put table for 3b density
and diversity of housing as one of those
things right where so it's it's it's a
big staff analysis I mean it's gonna
take some time for us to figure that out
that we said we do that next year
you know we have two housing strategies
yet to finish we were gonna do those
next year so so all these things on in
that table all those things have been
kind of identified buildable lands we
have to do that that's that's a
obligation of GMA so if you guys said
yeah you guys you can defer that one I
can't defer that one the park impact fee
update can't defer that one it needs to
we need to finish that it's overdue so
there's some of these things I think
would be really hard to say kick that
one to the curb that's where hunt if I'm
sorry
we're not really say kick any of to the
curb I mean it's just just we're gonna
potentially reshuffle so I guess I
appreciate it I appreciate what you're
saying what I'm where I'm sitting right
now what I'm thinking is as you've
outlined it here the question I mean
we've already authorized spending yes so
the question I guess I'm changing my
question in real time your question to
us isn't whether to spend or is it right
or is is it more of which of these
options do you think we should follow my
boss is looking antsy so I'm gonna I
think what we committed to with the
additional dollars is that we would hire
the consultant that would help our staff
do the work to incorporate the green
necklace and Sentra squad code update
but we said in order for staff to spend
its time on that piece that was above
and beyond what we had forecasted and
what we're able to cover with our
existing labor and so we needed to
either take some off the plate to free
up their time or we need to add another
individual that would assist with that
or professional services that would take
other tasks off their plate so we
haven't solved the labor equation we
solved the consultant dollar equation in
the budget okay and then then this says
still haven't an outstanding question
about labor right like for that extra
money we can bring it all in including
the green necklace a year earlier that
is what Keith is proposing all right
thank you let's remember hunt
in the background section there are some
different tasks than what's in that
table where the estimated staff hours
are listed and one of the ones that has
stood out to me is the visions the
village revisiting and I wondered what
the estimated hours for that would be
and if that's a potential trade-off and
my my rationale there is that this green
necklace is implementation of a plan and
of a vision and so I would like to see
that encode versus a revision enforce
still working on that that codes sure so
sadly that's not that many hours
you know what was envisioned when we
talked about the replacement regulations
for the Highlands and talus there was
some conversation about changing the
land uses and having a different vision
for some of those remaining to be
developed properties and part of what
the council talked about at the time was
let's go ahead and put the replacement
regulations in place and go back out to
the villages a you know within a year
and have a conversation with the
community to see if that live-work-play
vision was still an important piece of
living in those neighborhoods so I don't
think it's a lot of hours I think it's
probably you know a couple community
meetings so maybe it's 20 hours that
doesn't get us very far sometime of a
ray I mean I need a little bit of a
retrospective here so my recollection is
when we were discussing this during
budget deliberations the issue on the
table was the code chapter 18 plus the
green necklace updates was part of the
mayor's budget that correct but it had
it had a completion date something like
July of 2002
administrative oh no the green necklace
was not included in the back okay so
that was just for the title 18 update
was what was in the mayor's budget and
we had originally the original
allocation envisioned kind of a like a
three-phase approach to getting that
title updated it was a little it was a
more modest approach given I think
budgetary concerns so because was it
and I could be wrong but it was my
thinking and that the intent when we
were talking about the additional
$140,000 that we added into the budget
that evening was to accelerate this
process so that we could do it faster
than 2021 is that wrong I think that we
put a placeholder in and we said we were
gonna have the administration come back
to us with a revised number right so I
guess what I'm struck 'la struck with is
the 2019 budget number of 67 plus 140
the 207 included some additional
resources to accelerate the process B
and pull it back from a 2021 date
because it was the will of this body
that this was something important and we
wanted to move this faster mi thought mi
recollecting wrongly before I answer
that I let cg administrator moon have a
comment not entirely but the difference
is that labor component we had not
solved that piece so we only added the
consultant dollars in order to part way
enable that to happen as Keith mentioned
that 67,000 that was for Title 18 was
either one-third or two-thirds of the
total amount we thought we would need
just for the title 18 work and we
envisioned that being a two or more year
process to get that work done so the 140
allowed us to bring on additional
consulting services that would enable us
to work faster on it except
that with every consultant you also have
to have added staff time this is an
another chunk of the code writing work
and so we need to free up our staff time
as well okay that answers your question
that answers my question I'm just not
sure I buy it all all right I was
remember Hunt I have it I think I have a
follow-up question so if we had not
authorized the 140 what would the
timeline look like with but yeah
no so just that 67 no so I think I think
what we had envisioned was the title 18
would be updated maybe by the end of
2021 and the green necklace would be
reliant upon an additional council
appropriation maybe in 2020 so so there
was there was no clarity on when the
green necklace piece would be so
originally what was brought forward was
updating title 18 you know there's
there's some savings to doing the green
necklace as part of title 18 since it's
part of the SIDS
and so we've pulled them together where
I think the original conversation was
thinking about the green necklace as its
own work project it does for me it
doesn't make sense for it to be its own
work project if we're gonna update Title
18 anyway so I think there's some
savings to bring it in and do it as part
of that bigger process but I think I
think it was that 67 didn't envision the
green necklace piece that was a whole
other work project that was I think
being assumed would be done in 2020
because of Parks departments proposed
2019 work plan was full
all right is that into question and so
so then title 18 without the green
necklace would have been completed I
2021 and then in 2020 we would have had
a discussion about doing the green
necklace piece separately with the
unknown and Dave but after 20 anyone at
some point after that probably would
have been completed as a separate work
pass the package that we're comparing to
I think so all right deputy council
president booties so Keith and could you
just speak to the differences that that
you see just from I guess staff
perspective and that kind of thing in
terms of getting the the work done under
option two or three with the consultant
for the twelve months or the LTA staff
for two years they're they're both
obviously there's cost difference
they're both slated for July 2020 right
so I I think I think I think so one of
the things I guess if you're asking me
which one I think would provide better
value and my boss might disagree with me
but I believe number two would be I
think it's it's less cost it would we
could bring them on quicker and assuming
we got the right consulting firm I think
you could offload a number of projects
on to them almost immediately bringing
on LTE staff the the advantage to that
piece is you have someone who is fully
here at the city as opposed to maybe
partially here and partially working for
other municipalities and so you don't
have to vie for their time you know
where they are and what they're thinking
about they also have a better ingrained
perspective on our community
if you've hired if the consultant hired
under to has never worked for Issaquah
before they may not really understand
some of the nuances of our community and
that's always hard to instill in someone
if they haven't worked here before so so
there's definitely some pros on both of
those choices but I think I think it's
probably just a little bit more of a
management issue on number two but you
know I I'm not worried about that
I guess councilman awareness time as
bringing this green necklace forward as
we're envisioning it's really it's
really kind of putting more through the
system it's just a short period of time
right we need we need we need more
capacity to get more done over a certain
amount of time then our workload and the
resources we're using will readjust a
more of a normal we're just we're trying
to get something bigger through the
system so I appreciate this it seems
clear to me I think it's a it's simple
you're saying instead of some time maybe
after 2020 I have two options to get all
of 18 and the green necklace done in
2020 or I actually have misspoke instead
of sometime after 2021 yeah I have two
options for getting all of title 18 and
the green necklace done in 2020 that's
what you're doing this Thanks that seems
like maybe it might be a good time to
segue to going around the table to get
people's thoughts so start at that end
let's put you on the spot councilman
beret but I'm gonna put you in the spot
my I'm still going back to what I
thought was in the original budget which
was that we were going to update title
18 it was going to be a two-year process
and was going to cost 67 thousand
dollars this year in 67
now there's next year we went through a
fairly long and protracted process
because there was a desire to move that
up particularly as related to the green
necklace which was my understanding was
included in title 18 and Keith did you
go back a slide it looks like it's part
of haidle 18 so 18 point 19 a would be
part of title 18 is I recollect ik so if
I am wrong that's fine and I know we had
a long discussion that night about
staffing and resources in one hundred
and forty thousand dollars was a was a
swag at best and and that's why we're
having this discussion but the numbers
aren't adding up for me
I can't the zero dollar thing should be
a sixty seven thousand zero dollar thing
not a $207,000 zero dollar thing so I
can't I'm having a very difficult time
wrapping my brain around the the
evolution of the mathematics of how we
got from there to there so so I just
don't understand the the process that
we've gone through to go from that
evening in November to this evening in
December all right well that sounds like
a vote for maybe bringing it back after
with with additional subsequent
conversation and and supplemental
information coming back I will say I do
appreciate the administration trying to
come back quickly on this one after the
budget but I'm going to take that as as
a vote to not make a decision this
evening I would I would like to study
this some more gotcha councilmember
Goodman I think we're gonna have time to
look at it some more anyway because it
would have to come back in the form of
an agenda bail anyway so my recollection
is that the whatever we had in the
budget for 2019 was the purple noted
Title 18 updates up there dot the green
necklace that's what that's what
generated the discussion and the concern
the options on your option page 1 2 3
I mean yet I'm hard pressed to see why
why - wouldn't be the one we would turn
to it's less expensive I don't know I
also don't know why in the world we
would as a city take I think you said
ending on without any extra money that
we thought maybe it would take until the
end of 2021 that's three years I really
I mean if I miss I'm fine with citizen
and we have all these code updates to do
and it's taking three years I think
that's insane and and why wouldn't we
put more money to it to get it done and
put more resources to it to get it done
that to me that just I just can't even I
can't wrap my head around that so anyway
I would like to see an agenda bill come
forward and at this point I would look
pretty hard at number two Thank You
councilmember hunt I agree with
councilmember Goodman I think that
option two of those put forward is the
one that expedites the process and it
expedites the process for less money and
I think it's really important that as
part of our code update that we do
include the green necklace so I would
look forward to more information in the
agenda bill I will say that I think the
one piece of information that would
really help with the timeline would be
just also giving that that option what
what time line change did we get with
the 140 from the base budget of just the
67 because we verbally went through that
it's a lot of numbers jumbling so I
think having that in the timeline would
help us remember winters time thanks
Kate Keith this is complex topic I drew
under spent understand it much better
than when we talked about during budget
and and I just per my comments earlier I
think option 2 for the consultants
is fine but I I questioned a moment ago
about this is this is a bump going
through the system was really a question
about we did LTE's did you see some
increase in the future we're having them
on board now and trends and converting
those to FTEs was maybe a plan to
consider as well you don't have to
answer that right now but that was the
basis of my question member Ramos yes
yeah I mean option 2 is the best I still
go back a little bit trying to remember
to mentioned that putting 142 it was was
I thought getting that done and then
done the additional 125 whenever so it
just seems like the price tag has grown
pretty pretty big from what I thought it
was from the discussion but if that's
what it takes to get it done and that's
what it takes to get it done council
deputy president Vitesse so the I guess
just an overall comment I just to echo
some of what my fellow council members
have talked about just the ability to
work through this faster then then we
have slated would be great and the
reason that I asked about the difference
between number 2 and number 3 could you
go back to that with was simply because
I that there there might be certain
consultants or LTE staff that you know
if they have a great background in this
and they've done this before for another
city and they would be the best person
to come in but they're very interested
in LTE and they're not interested in
being a consultant that was my reason
for asking that question so I think
trying to focus on is like number 2
makes the best sense but trying to focus
on who the best person for that position
would be that would get us through in a
more expedient fashion
if if that were an option would be great
thank you
so the way I view it is we put we ask
the administration to come up with a
quick number they came up with a quick
number or 140 the number to get it done
you said all along it wasn't agreed done
in 12 months he said I think it may be
even said 18 months so I take this as
you know 140 was the first estimate to
65 355 might have been a more precise
estimate given more time which is the
sum of those not counting the 67 and I
recognize there's these questions
swirling around about what's the
baseline but I view it as just a
revision to the estimate that was made
last month so I am okay with option 2
but of course I would love to see some
of the questions that were brought up
this evening from various council
members addressed as the bill comes back
to us soon administrator moon how how is
that likely to get routed it's gonna
come back to full council and then off
to committee either way so we could
either bring it back for action in early
January or your heart hope to get
everything locked in and be able to go
shopping for consultants as quickly as
possible so we can either bring it back
for action at that first meeting or if
it's the council's pleasure we could
send it to committee we were sort of
anticipating this was the committee
conversation we'll bring back the
recommendation based on this
conversation and it was our hope that
you could take action quickly so and and
there's there's a couple things that are
in play one is the 207's that the real
number is a real number right so we can
go out we can send out an rfp right now
and get a consultant on board by early
January that conversation could help
inform what comes back ultimately
because right now
that's a variable and I think having
less variables it would be good so it
may behoove us to wait and bring
something back after we understand who
we have under contract and and see what
that looks like any other any thoughts
to what was just said seems reasonable
seems like the full bill that would come
back would be better circumscribed I'm
not seeing any violent disagreement to
that so sounds like a plan all right
thank you very much I want to thank you
for color coding color matching your
presentation to your shirt and your tie
it's that sort of professionalism that
really sets you above and beyond Keith
thank you very much all right so with
that we will move on and we want to
welcome back dr. Fujimoto who is heading
up our conversation this evening around
ID zero three zero three five six course
our citywide strategic plan Brian Scott
our consultant good evening Council
members David Fujimoto again and we're
here to have another check-in with full
council and work session I will be
joined by Brian Scott and Gabriel silver
Blatt from BDS planning consulting and
we've made good progress as you all know
with the strategic plan and staff have
been at work along with the consultants
since our last check-in talking about
objectives and we're here to talk a
little bit more about some of the next
steps but also importantly to talk about
the implementation of this so we're
developing a plan and the implementation
side of the equation is equally if not
more important than the plan itself how
we go about using that so we're gonna
lay out some things to have a
conversation with Council tonight and
also talk about tee up some conversation
about the goal level performance
measures so we can get some feedback on
what counsels interest in comfort level
is on what those are starting to look
like
our plan then is to come back forward at
the next stop in the first part of next
year to talk more specifically about the
kind of the guts of the plan if you will
as it starts to come together and be
assembled so that's kind of the plan for
tonight and we're going to turn it over
to Brian to carry us through and we'll
take any questions along the way yeah
festive it's five points good evening so
our purpose is that Brian's got BDS
planning is it nice to be with you here
again tonight the three things that we
want to do tonight we want to discuss
the implementation process and cycle for
the strategic plan how we will update it
and know whether we're on track we want
to review and direct some goal level
performance measures for the strategic
plan which is really where I think
councils primary guidance on what we're
trying to accomplish should come in and
then we want to give you a prick a quick
preview of the staffs work on actions
that'll be going forward so give you
just a quick process update to refresh
everybody's thinking spend a few minutes
on the implementation cycle the
framework for it the three categories of
city work plan items and selection
criteria for how will how will we think
we'll help you set put things on the
annual work plans and then kind of lay
out the schedule going forward and then
Gabriel is going to go through with you
the goal level performance measures and
if we have time at the end we'll try and
give you a quick preview of the action
items that are in the plan
so just a reminder kind of taking us
clear back to when you hired us at the
beginning of this process what did the
city say you were trying to accomplish
with the strategic planning process with
it might be useful to think you wanted
vision and strategy alignment to make
sure that you had a clear vision for the
city and that what was happening was in
alignment with that you had a
disciplined approach to council and
staff decision-making and coordination
among departments you wanted to engage
diverse community voices through a
community driven priorities and we've
done a lot of that and you wanted an
actionable plan with realistic
priorities ability to make assignments
how the plan will sync with the budget
and capital improvement decisions
metrics and monitoring and as a
communication tool we're kind of getting
into the last steps of that we've kind
of touched most of those things so far
quick reminder three phases to this
process the first phase is who we are
the second one where do we want to go
and third how will how we'll get there
we're just clear over on the right side
now getting to this implementation phase
the PHA the first two phases were
counsels direction on the why and the
what about what the strategic plan is
we've spent a lot of time sort of
figuring out who do we want to be what
do we want to do what are those big
council led directions and now we're
thoroughly working on the phase three
where we have intensive staff work on
the how are we going to do what the
council has told us to do quick reminder
the structure of the plan it begins with
a vision mission and guiding principles
the kind of why we're doing this the
strategic priorities you identify two
set of strategic priorities each one
with a goal and then we spent a good
amount of time in recent weeks and
months on objectives and staff is
currently working on actions and targets
that how
we gonna do what the council told us to
you have approved the vision mission
guiding principles strategic priorities
goals and objectives and what's
happening right now is we're working on
the actions and the targets we're gonna
spend some time on the targets or on the
measures at the goal level tonight so
Ryan can you go back just for a second
you bet I want I want you to just I want
you to reiterate that because I think
this might be a little confusing right
the staff is in process on actions and
targets right correct right what we're
gonna talk about tonight is the
performance measures at the goal level
okay so I just want to make sure we
understand that's the hope around this
evening is to understand some of these
key metrics at the goal level and also
sort of looking for I would say are we
missing anything at a high level
are there any holes in this that aside
from the particular tweaking of one
metric or another are we just
fundamentally missing a metric at the
goal level that we think is important as
a city we think a really successful
strategic plan has half a dozen or so
high level performance measures that you
can all kind of remember what it is
you're trying to accomplish and then you
can regularly get updates on how you're
doing on those measures and sure every
project has its own measure of how it's
doing but you can't keep track of 47 of
those at the level of the council what
you want to do is be looking at those
high levels so we want to talk about
what are those high level goal level
measures tonight so quick just whirlwind
reminder on the vision mission and
guiding principles we agreed and you
have approved vision that it's a quarter
Ives as a welcoming community creating a
sustainable legacy for future
generations that honors its rich history
and passion for the natural environment
you also approved a an updated mission
statement is to foster a safe vibrant
livable and inclusive community through
effective
ship and quality public services you
agreed on a set of guiding principles
related to people environment community
prosperity service excellence and equity
with a descriptive statement about each
of those and then we've been identified
entity check priorities goals and
objectives the strategic priority areas
because we're doing this in 2018 and
things are happening that need strategic
attention those include mobility growth
and development environmental
stewardship social and economic vitality
core infrastructure and city leadership
and services identified a goal under
each of those categories I'm not going
to read them all to you I've done that a
lot of times so far in this process but
there's a goal there for mobility growth
and development environmental
stewardship social and economic vitality
core infrastructure and city leadership
and services and then each goal has a
set of objectives that we the last time
I was here we went through one by one
and agreed on the wording of each of
those objectives so we now have a
complete set basically the core of the
strategic plan is done and since the
last time that we were here at a council
work session we the staff have been
doing intensive work on the actions they
did a kickoff shortly after you approved
the objectives in October they've had
several individual workgroup meetings to
flesh those out they've been doing a
full group peer review of what the
workgroups did six work group meetings
22 objectives and about 88 actions they
have developed through that work a ton
of staff work to respond to the
direction you gave them at the why and
how level they've been working through
the or the Hawaiin what level and
they've been working on the how actions
quite a bit and then for each of these
just to give you a sense of how much
work they've been doing these we're
calling these activity worksheets for
each one there's an objective and then
there's a set of
performance measures related to that and
then City actions timing lead
individuals resort resources needed just
a ton of work there's the on this list
down here that there's eighty-eight of
those and I think there are twenty-four
objectives so there's one of the twenty
four of these sheets and so we'll come
back circle back around to those as we
have time just to give you a preview of
what all of those actions are we don't
we don't think we think this is the hard
work that you pay the staff to do and
you don't want to spend as a council a
lot of time at this level of detail but
we've got a preview set up of what all
the actions are the implementation
framework and the place where you get to
keep driving as we go forward on
reviewing how are we doing on
performance and how are you going to
update that over time we've previewed
this before but let's get into it a
little bit of detail the implementation
framework is pretty straightforward
strategic planning is long-term
strategic thinking getting your head up
out of the day to day and thinking
what's happening how do we need to
disproportionately invest somewhere
because we need to change the course
make a strategic move implementation is
the coupling of that strategic thinking
that you've got to keep doing with new
realities because stuff happens that we
didn't know was going to happen things
work out better or worse than we thought
something new comes up so implementation
is kind of balancing remember what the
strategic direction was and then deal
with new reality and adjust accordingly
and as you do that council is setting
direction while staff is managing the
implementation process so you're both
kind of doing plan your appropriate
roles and then we think and with all the
local governments we're working with and
and large nonprofits we think setting up
a deliberate and intentional annual
schedule for policy making and budgeting
will keep you balancing the strategic
thinking and the new realities so that
annual cycle or schedule generates an
annual work plan which
is the annual prioritization of work
from the strategic plan mejia quirk work
plan and critical services work plan so
we're trying to sort of you get into
this what is it that we're doing that
strategic and what is what we have to do
because we're a city government and you
got to do that whether it's a strategic
move now or not so we've tried to create
kind of a cycle model and then and then
sort of categories for that this annual
cycle if you figure you spend most of
your time in the kind of lower and left
quadrant where you're doing the work
you're working on the process but then
as it comes around time to think about
it you want to do some performance
evaluation which means your reporting to
your community and gathering input from
the community about how you're doing and
checking in on your measures and then as
a council you're making a strategic plan
adjustment in in in response to those
performance measures and then you have
your annual retreat and adopt a new work
plan for what's happening is that
adjustment to the strategic plan and the
new year's work plan and then you do it
again and you come around and then you
you sync up the budgeting and capital
improvement planning kind of as you're
moving into that performance evaluation
one way to demonstrate this that David
helped us figure out is sort of you've
got the doing part of it and then the
checking in adjusting accordingly and
then adapting the plan kind of and it's
that annual cycle and then you do that
for four or five years and it's time to
kind of rethink the whole thing because
the world has changed a lot but
basically for a while that keeps you in
touch with your strategic plan while
you're implementing things so the parts
of the city's annual work plan this is
where you get into sort of how when is
that strategic when is it not strategic
and we've spent a lot of time working
with the staff leadership on on what do
we call these things what are the things
so we think there's the strategic work
plan which is that annual cycle we
adjusted every
year and there's the critical services
work plan which is the stuff the city's
got to do regardless and then there are
those timely opportunities because
something comes up you didn't see coming
and you have to deal with it it's either
because there's a crisis or because
there's some opportunity so the annual
work plan would be identified through
that annual strategic planning process
it's selected by the council during the
annual council staff prioritization and
your it's what's going to be important
and then over the next five years you're
thinking out long-term the critical
services work plan is critical city
functions police fire maintaining the
roads that are those critical things
that are essential to health safety and
welfare of community members and as well
as mandates and those are things that
are always important because you're a
city government and then those timely
opportunities of those things you didn't
think of and they don't fit neatly into
those other buckets it's a few modest
opportunities with agreement from the
council and the senior leadership team
that we got it we got to jump on this
they could be nice nice to haves or easy
wins and you only consider them after
screening is this a strategic issue is
that a critic is an ongoing critical
services issue if it's one of those than
it belongs up there or if it doesn't
quite fit then you have to deal with it
because it's a timely opportunity but it
shouldn't detract from keeping to do
those longer-term things and the timing
is it's like it's important right now
really crystal clear example of this for
me it's kind of up close and personal is
we did a strategic plan for the city of
Salem there may be 18 months ahead of
you and adopting the strategic plan we
did the annual work plan we're moving
along they're doing these things you
know and at least if you listen to the
consultant it was all going great and
then suddenly there was this algae bloom
and
in reservoir and you couldn't drink the
water and suddenly the city of Salem had
a whole new strategic opportunity or a
timely opportunity that they had to deal
with and they had to learn a lot of
stuff about a city function that we
didn't talk about it all in the
strategic plan because they didn't know
it was coming
so that stuff happens and we think it'll
help you as you go into this if by the
time we're finished with this process
we're not going to try and do it tonight
but open to some feedback is is how do
you what are the criteria for selecting
the things that go on the annual work
plan and we often talk about there are
several criteria and you know just it's
to help you figure out how to rank them
you might rank them which ones are most
important to the vision and mission
which ones are we most likely to succeed
at because there are some great ideas
that we don't have much chance of
influencing what is our potential for
direct influence and how much is the
time in cost and how does that relate to
the budget seems like available
resources might be one critical services
might be one there might be others so we
think it will help if we can set some
criteria when for the first time you
come around to that annual work plan
which is quite quite some months ahead
before we'll be doing that but we want
to identify some criteria so this
typical annual schedule might look
something like this in January your
beginning implementation of the
strategic plan initiatives and then
January February you're starting your
doing the community satisfaction data in
March you're doing an annual report to
the community on how it's going and
getting their feedback April you're
doing a strategic plan update in
response to that and in May you've got
your annual retreat and the budget
development starts in September
preliminary budget and strategic work
plan and then November you're adopting
the budget and adopting the the annual
work plan for the next year so this
implies that you're updating the
strategic plan the long-term strategic
thinking
in April and then just before the the
calendar year starts you're adopting the
in next year's work plan okay
he wasn't talking into the microphone so
I'm sorry he wasn't talking into the
microphone Oh Brian could you repeat
that on mic so anybody watch thank you
what I have several questions and I was
prompted to say one of the questions is
about the criteria it'll be easier to
for you to respond to that question of
the criteria up on the screen so it
backed up a slide and so we were
suggesting these might be some criteria
you would use for adopting an annual
work plan it'll be months before you
have to actually do this but we thought
it was a good time to give them a
preview so it'd be a great time for
feedback on that so initial feedback if
this were to form I guess it would be
the backbone to a potential scoring
system that we give me the way you would
take this is you would implement it as
some sort of scoring probably the way
I'm thinking good question probably the
way kind of thinking aloud here I know
how I would do it with a board of
directors which is probably not the same
as the right way to do it with the City
Council probably you would have a staff
report that said if we had to rank these
dozen things in terms of importance to
the vision and mission it would look
like this if you had to rank these
things in terms of the likelihood of
success it would look like this other
way wouldn't be just the same direct
influence would be another way time and
money and maybe some of these others you
see all those rankings and then if you
added those together you'd come out with
this is how they drank and then as
Council you'd say yeah we buy that or
disagree make these adjustments initial
thoughts
spammer couldn't
what does potential for direct influence
mean good question so what is what is
potential for direct influence mean my
sense of that is there are things that
the city of Issaquah can control and
there are things that you're going to
have a great deal of influence on with
partner jurisdictions and there are
things that you may think are pretty
important that your ability to influence
the outcome may be pretty limited like
something being done by a regional state
or national government that you might
care passionately about but you're
because you're the City Council you
can't tell them what to do and so so
something that you can actually control
might be something that's a reason to
prioritize that one whereas there's
another reason it might another one
might be a higher priority yeah I guess
with that explanation I'm not sure what
the difference is between that one and
likelihood of success because you could
use likelihood of success for the same
good question I've usually the
likelihood of success is how hard is it
durability for direct influence is how
much is it within our control which
which are they are interrelated I
suppose but they're not the same thing
do you have another question
No council deputy president so I feel
like this just to talk a little bit more
to the question that has some remember
goodman just asked in terms of direct
influence and likelihood of success I
can understand why that comes forward in
terms of criteria but when I think about
it in the the bigger picture of council
there definitely you know that there are
things that are coming to mind where we
we definitely want to have the influence
we you know in terms of lobbying that we
might be doing or things that we're
trying to get out in front of
where it's still very very important to
do it may not result in it may not be
direct influence but it would still be
influence and I would I would see that
if you were in a situation where you had
so many things to think about and then
you were scoring those that some of
those fall to the bottom where they
still need to be done and they're still
very important and that success may not
end up being this year but it could be
five years from now so that that
concerns me a little bit that's good
feedback my take on it is this this is
these tools as sort of criteria are
helpful in helping you make a decision
they don't you wouldn't want to give up
your decision-making you're using your
brains to some sort of score sheet but
you it helps you think about it because
you might have you you've got some of
those things that might be passionately
important to your citizens and to you as
council members and to the city's
mission you know but how much are you
going to be able to do about global
warming or the location of a light rail
station or you know things like that and
you and if you only have so many units
of energy or so many units of ability to
influence something whereas you could
decide where the road goes and so those
those you know you sort of have to
choose where are you going to put your
time and energy and money follow-on
question I do I have a following
question and and just to comment
actually you just brought up at an exact
example that would be in my head and
that's thinking about light rail and
this station so that would be an example
of something that I would feel that we
should be working on and we and we
should be doing and and whether we have
direct influence this year again
could be up for debate I think the
concern that I have is what while I
while I understand putting the criteria
together and I think that that's
important is that sometimes then this
comes forward from staff or the
administration and there's just so much
to it that some of the some of the items
are already prioritized and just getting
down to the level where you're you're
really being able to prioritize the way
if we have issues that the community is
really concerned about if there are
issues that a lot of the councilmembers
are very concerned about I guess I just
I don't want that to be lost in this
evaluation and sometimes there's just so
much on the plate that if it already
comes forward that way then there are
certain priorities that could be pushed
down so just want to make sure that the
council is the retaining their ability
to really be able to bring forward those
issues that that they feel or that
they've heard from the community are
really important and obviously they can
and push that forward but that it's just
giving me a little bit of pause thank
you do you want to come another letter I
think it's a great point and I'm I got
I've got both have thought about what
are the what are the criteria and what
is the process in respondent I mean it
seems like you just made an argument for
why the scoring should be very
transparent and I guess I was thinking
that's part of the reason you do this as
you say they rank this way on this
criteria and this other way on this
other criteria and then if you add that
together it comes out this way and it's
like showing your work on how you got
there rather than just getting a thing
that says here's the list in the
priority order do you like it or not it
actually shows you that whole backup for
it you could say you know what I
disagree with this one over here and if
you change that because it puts out
there a little more quantifiable I also
think you made an argument for why you
might put critical services and
available resources right there on the
with these other things that are here so
that you know you could you could spend
a lot of time trying to influence the
location of a light rail station but if
you were doing that at the expense of
some critical services that might or may
not be the best I mean that's a council
level decision of where you're putting
where you're spending your resources
that's not every winter time I have
another criteria to consider I think
council will call it risks to consider
in a board room you might say what's our
opportunity cost I think we were
considering one earlier this evening
around weather getting the the strategic
plan as relates to green necklace into
our title 18 you guys were here earlier
and what that conversation the reason I
think that that's up why we're trying to
bring it forward as a council because
there's an opportunity cost
there will be redevelopment in certain
parts of Issaquah and without the code
in place to ensure that our vision and
for the green necklace actually gets
built something could come in and and
because we don't have the right
regulation in place we would miss an
opportunity that may be an opera there's
opportunity cost to the city if the
green necklace isn't into title 18
sooner rather than later so that's
that's a that's a great point in how if
you were scoring if we were doing that
for the annual update right now that on
on some factors that would show up
gently important because otherwise be a
lost opportunity good point and the one
thing I want to say one other thing too
is to mariah's point intuition is great
at some point some decisions do need to
be more data-driven and more analytical
and how you come to it rather than just
my intuition so
evaluate this I kind of need to look one
slide forward and ask you a question
about it so let's say we've got our
strategic plan and then I'm stopped on
the street by a bunch of heartwarming
teenagers and they say please mister
city council member we need a skatepark
now this I mean she's an example because
we have a wonderful new skatepark so it
wouldn't be a skate park probably called
you three serve three times in that
sentence - sure and so where would I so
it's not on their strategic plan at all
right
but they've touched my heart so where
would I insert that in this process
where it would where we would then put
the these criteria that we're discussing
right now match it up with all the stuff
that's on the strategic plan and all the
stuff that's part of the blocking
tackling of like like what's the
lifecycle of that idea of mine in this
notional system so good good question
so assuming that it's because they think
it's important that this happen in
general then that is feedback that's
part of the collect community
satisfaction data and report to the
community and community check in and
they may or may not stop you on the
sidewalk in the January to March cycle
but probably what you say in response to
them is that's a great idea we would we
should talk about that relative to the
other city's priorities and the place
for that input is here and hopefully you
can figure out a way to collect to their
comments so they don't have to remember
to show up at a meeting two months in
the future but you would be directing
them toward this annual cycle and then
during this priority ranking
exercise that we're talking about that
idea would need to compete with other
things that seem like they might fit and
they would be ranked on how close is it
to the division and the mission that's
of time they're tossing it would have to
it would have to compete on that cycle
now there's the slightly modified
issue of what if one of those fellows
uncle's just passed away and there's the
abandoned property that might be sold to
go off to some other use and if we don't
deal with this in the next 60 days we're
gonna miss the upper the perfect skate
park opportunity which would push it
into that timely opportunity thing and
then it would be a senior senior staff
and council level decision to say is
this one of the few things every year
that we're gonna push out of this cycle
because we got to deal with it because
it's a timely opportunity that makes
sense sure so we're and this would be
that prioritization is that under the
may council leadership team retreat
where's that prioritization occur is
that an event where we get locked in a
room and we don't need to leave until
we've prioritized everything yeah it is
the council the council retreat and then
the rest of the budget cycle is when it
would have to you know it basically they
they don't get the skatepark
until they have passed muster and some
of this priority ranking and then it's
during the retreat where we start
discussing the annual work plan and that
it has to survive the the development of
that work plan and the budget cycle so
that at the end of the time you adopt
the budget and the work plan in November
it's on the list for the next year at it
so there's a bunch of work these things
that come up in this third category that
we're sort of optimistically saying are
small easy quick wins there's a bunch of
homework that has to occur ahead of that
right somebody I don't walk in honor of
the days when I would walk into that
meeting and say I want a skatepark and
it cost $750,000 right so the this this
came again now I can go back to the
previous slide if you go back to the
previous slide so all that stuff there's
sort of a there's an on-ramp for that
third category of things that to show up
at that meeting in May and compete and
to have any chance of competing with the
a and B stuff that we know are
long-standing priorities and commitments
all this stuff there's much homework
that occurs ahead of time right and and
with each individual idea there's some
sort of order of magnitude before
whether it gets you there if they want
to ride on the fire truck you might be
able to pull that off without having to
go through this whole budgeting cycle
but okay councilmember Goodman comment
to your question so I don't view this
strategic plan so we we have methods by
which we can bring agenda bills in many
different ways and one of those ways is
for council members to two or three
decide that they think something is
really important at that time whether
you and I would call it probably a
timely opportunity and I can envision
that there might be times when something
is important enough for lack of a better
word or opportunistic enough that it
wouldn't wait and for that annual we you
know reprioritizing that's all I really
wanted to say we don't give up that
right sure
so there's a whole separate path really
this this is a path that hopefully you
could trade it or competed against other
things but there would be another way
for somebody to write and then there of
course whoever those council members are
that wanted something additional at that
time or something separated and thought
it was important enough then it would
probably be put through more of a of
this test earlier just to make sure that
it is consistent in some way with our
strategic plan yes see the administrator
moon thank you yes that's accurate part
of this framework is not only about the
work that will happen during the
strategic plan update and the work plan
retreat which is also a precursor to
budget development but as you have
suggested if those timely opportunities
come outside of that schedule there's
still a mechanism through council rules
to bring an agenda built forward however
we would want to apply this framework
and say
how does this new thing affect our
ability to get the bucket a and B done
think thank you for that comment there
concentrate so the criteria that we're
we're noodling on right now that really
applies to a BNC and so it's not just
you know the timely opportunities that
we would show through the apply the
filter to but we would do it when when
evaluating things that we think are part
of the strategic work plan too because I
would contend that the skatepark
could easily be seen as a strategic
initiative under the environment and
amenities and so if somebody were to
come to me and said we need a street a
skatepark I think you can make a pretty
compelling argument to say this is this
is very consistent with our strategic
direction and and you know chapter and
verse and point to that so I think it's
really important that we do that and
that as recognizing your dynamic world
that we live in things are going to come
up all the time and so having a nice
annual cycle or biannual cycle for for
doing this is really nice but we also
have to have the the HOV Lane to get on
board the freeway to ABS absolutely and
the seven of us can't bind future
councils right if four council members
get elected to on a platform of
providing yet another skate park perhaps
to skate parks is insufficient they get
more skate parks so I appreciate what
you said I'm sorry what was that council
trick of it I just would like to clarify
for people who have just tuned in we are
not contemplating building another skate
park yes we're not contemplating any
time then yes it was merely used as an
example of something it was used as an
example of something we're specifically
not contemplating doing so as to
specifically avoid in any way charging
the conversation but thank you right oh
I'm sorry
cuz I've ever hunt so I'm I'm struggling
with the the likelihood of success and
the potential for a direct influence
and partly because I think if we have
the ability or the potential to directly
influence them that indicates to me that
if we can directly influence we have a
high likelihood of success they seem
directly linked and also I wonder - in
terms of the transparency of scoring if
we have something that's really
important to the vision and mission
that's on our work plan but then we
identify it as having somehow having a
low likelihood of success wouldn't we
then as part of our work play and do
those things to make us in a better
position so that we would have a higher
likelihood of success and wouldn't that
be a component of the work plan so I'm
I'm struggling a little bit with how how
that would work and then the cost in
time and money one I think is clear to
me although I like the idea of including
in that opportunity cost as well and
then resources which is the other the
other component of that this is good
feedback I'm I'm I'm hearing from this
conversation that we need more clean
either the likelihood of success and
potential word elect direct influence
need to be combined or we need more
clarity on how they apply to municipal
issues and it's good that's good people
we wanted feedback that's good feedback
would recognize those aren't working
just as stated right now I had a
question about critical services because
it was discussed earlier that there are
some core functions critical services
that the city is going to provide
regardless of of what we strategically
apply additional resources to and so I
wondered why that was called out us I'm
in this slide as critical resources as a
potential draft criteria well I'd say it
would be a potential criteria for the
annual work plan in that if you're
putting significant cost items the
things that your ranking and and you
know there might be a new recreational
facility that's highly desired in the
community that you all think is a great
idea but if the
if the trade-off for achieving it would
be a significant cutback in public
safety services you might do it you
might not do it you might say we have to
defer that and that would be a using a
critical service criteria as a competing
criteria you know it's just sensing that
because you have a lot of your budget
goes into infrastructure and public
safety recognizing that those things are
important I think that's why we thought
maybe that should be on this list well I
do think I obviously I think that that
is super important but I also think that
as long as we're clear elsewhere in the
plan that the core services will not be
affected by or undermined by anything
that we decided to go forward with in
this work plan then I think it's covered
there okay fair point
although it I mean you get into
semantics as to what core services are
right if the city has for instance
critical I guess yeah if the if DSD has
a schedule for updating of code right
and we want to change that we're
changing course their core services
right but not really right so but I like
at your point I think we're I think
we're saying that if you go back to your
a B and C all right we have a hierarchy
you're saying that B is more important
than a is more important than see that
there is some more highly prioritized
on y'all I think I was I think I was
saying that if if it isn't clear that
critical services would be weighed more
highly than non-critical services then
we should call that out but I would
think that that's clear from our other
documentation of the plan sweet
administrative hood
I think the other thing that we were
considering by having that as one of the
criteria was to have a box basically to
check to say that we have indeed
identified this as a critical service
that in of itself is a little bit of an
exercise and we can we could debate what
is critical I think we were thinking
about that moment in time when we
collate all of the new ideas and are
trying to decide what to include in the
budget and how the strategic plan should
be a dot updated what should live in the
next year's work plan we want to take
each of those new items and ask
ourselves should it be incorporated into
the strategic work plan is or is there a
natural place to append this is this
something that council wants to do you
know think about year three or four on
the strategic work plan maybe we have
made enough progress on a particular
objective or goal but a new opportunity
has come along and we say that's really
important and directly connected let's
let's get that included into the next
year strategic work plan but there also
might be things that pop up that are
related to critical services and and may
have not occurred past year but are new
and we need to figure out how to assign
additional resources to that so think
about our pea sauce issue I would say
water quality is a critical service and
function of the city protecting that and
so with pea voss coming up
we may have had a conversation and
treated it either as something in the
sea bucket which I think staff is saying
it's perhaps than a or B in the moment
but that P posish you could have been
incorporated into critical services work
plan and so we were thinking about that
critical services being more of a
checkbox does it does it live on this
side of the plan or isn't in the a
bucket or the C bucket chance remember I
that makes sense in that I think was my
thought too is that basically that's
categorizing it but it's not a criteria
that's remember Ray one of the values
that I think you scribed from having a
plan like this all's into the critical
services plan in that it not only helps
you to understand what you have to do
but it also will help you to illuminate
things that you're doing that don't make
sense and so the only way that we will
be successful with a strategic work plan
is by freeing up resources that are
currently doing critical service work
and we will do that by saying that's
something that we can do the way we're
doing so I think that's one of the real
values in this exercise from my
perspective is to help us focus on
what's important and as much but put
things on our to-do list is to put
things on our stop doing list thank you
all right other questions on this
element or we move on so great we've
talked about these categories of Krait
of elements of a city work plan we've
talked about criteria and we've talked
about the annual schedule and the other
thing we wanted to talk about and we've
kind of touched on the questions we were
gonna do so the other thing we wanted to
talk about was the kind of goal level
performance measures so the council
level kind of how do you want to know if
you're succeeding on this plan I'm sorry
I won't you go back one slide just we
spent a lot of time
yeah sorry one more slide there we go
okay so we've spent a lot of time on the
slide before this slide we talked a
little bit about this slide in a in
relation to the previous slide and also
in my example right but I just want to
make sure I mean this is the blueprint
of how we would do things strategically
as a council right so we have talked
about you know what's our relationship
between retreats and goals and whatnot
this is this is saying what that is so I
just want to make sure that everybody is
and I realize this is the last time
we're gonna see this information but
it's perhaps the first time we've seen
it quite this way and I believe Vicki
had her hand up first member hunt I
wondered about the timing of annual
reports of community and then community
check-in just because the the community
satisfaction data is is in January
February that's first that's just with
the public and then we have the council
and the public and it seems to me that
it would make sense to have that sort of
check-in process and then the report out
and then maybe you could do more
check-in but you I think I would think
that the council would want to have some
time to check in before doing a report
out that's my thought and I think it was
councilmember Goodman and then comes
member winters time
just a comment for the consultant and
staff to think about the timing that
seems it seems crowded when you get into
April and May because budget is starting
I would think that we would want to
endeavour to roll this process back a
little bit and maybe even work at the
end of the prior year start planning for
updating the plan the following year I
don't know how all this works I can just
see this April May getting just really
last-minute and crowded City
Administrator moon you have thoughts on
that we can certainly try to think about
that I there are a few moments in time
that are a little bit more solid here
and others that I think we can be
flexible on I will also say this is well
it's so typical I think there may be
times that we need to be a little
flexible for example we're thinking
about starting this process in 2019 to
some degree even before you've adopted
the plan and I'm not sure if we're gonna
be able to collect our community
satisfaction data in January February
and as councilmember hunt spoke about we
we included in that although it doesn't
show it here that check back to
community or reporting out on that piece
of data so getting getting started with
that report to community and community
check in any time in the fall tour the
end of the year as councilmember Goodman
talked about we can contemplate as you
know fall tends to be pretty busy so I
don't think I have any any ways of
changing it quite yet but we'll continue
to think
about that yeah I was I was I was not
thinking about the council being crowded
in April of May I was thinking about it
getting pretty close to budget time and
then we've got it
that's all right so you guys will think
about whether how that timing works in
relation to the budget development yeah
certainly well as as you all know we do
get started with building the budget in
the spring and so we want to have all of
the information we possibly can about
community preferences perceptions as
well as councils ahead of that so that
we can incorporate that work into the
budget proposals although it really
seems like where the rubber meets the
road isn't that downselect that
potentially occurs in May all right so I
I question how much I mean certainly I
mean the regular stuff can get done
ahead of that but there's a bunch that I
would think wouldn't be able to get done
until after that retreat occurs that's
that's correct I mean we can we can work
on a lot of the budget but those last
inputs that we may not get until after
April and May on this calendar would be
incorporated in June we would aim to
give the that draft budget from the
department's to the executive office and
say July do our in-house work July in
August and get the budget into your
hands in September so I think it's still
doable I I have well Paul go first
quickly it was last 2000 2015 it's the
last time we did council goal-setting so
for those of us that around some of you
actually haven't been through that at
all I look obviously May and the
pre-work before that especially what
happens in April is the next generation
of what traditionally we had done as
coal setting so I appreciate you putting
this framework up here and me now this
this alone is just this list kind of
illustrates the fundamental
shift that we're making from being at a
year-to-year reactionary to actually
being very strategic within a framework
with with good decision-making processes
thank you thank you for that context so
I I had a question for City
Administrator moon which is do we need
to think about what this but once we
move to biennial budgets so we need to
think about what this looks like in a in
a budget year and an on budget here yes
we will I would think that we will still
be revisiting the strategic plan on an
animal update given its five-year
structure as to budget ripples we would
probably just focus the conversation
then in our second year or the mid-year
budget adjustment on those new and
different tweaks that need to be made
and won't be doing all the work of
prioritizing other work plan elements
like the critical work plan okay when
when this comes back for final adoption
I think this question about how various
things looking to buy any 'el system
probably we want to have something
documented around that right other
questions right now
all right thanks for I just want to make
sure that there's a side was really
important yep so we want to move into
the how are we going to know if we are
succeeding on the strategic plan and
again the council level performance
measures are related to the goals the
critical strategic priority areas of the
strategic plan and Gabriel is going to
walk you through those
thank you Oh all right so I'm gonna
preview some material that's come from
staff work in the very recent past so I
will defer to David and Emily when as
needed to fill in some of the some of
the details here but basically there we
go we've got the project leadership team
which is the staff leads and council
members the council leadership sort of
weighing in on sort of direction and
their feedback was we really need the
full council to direct their attention
to the goal level performance measures
so in between that meeting that we had
and today staff has put together some
work with some sort of framework from
from BDS on the goal level performance
measures so I'm gonna preview those
today and we're looking for is your
review and direction these are early
drafts so certainly not looking for any
kind of approval but I guess what we're
looking for is critical missing pieces
things that you feel really ought to be
considered and so I'm going to show them
kind of one we're gonna go one by one
through the strategic priority areas
under mobility and I've just put the
strategic priority and I've also put the
goal statement so we can be reminded of
that and three measures came forward
here
those were travel time with in Issaquah
facility connectivity and community
satisfaction and what we mean by those
in each case it's a it is a mix for all
of these performance measures it is a
mix of hard and soft data
so both survey responses or survey
questions of the community and actual
data
sort of specific things that we can
measure the data source we try to call
out where we where the staff feels that
will be coming from so I guess I'll just
I'm gonna pause and we can talk about
them sort of one one at a time as a
group here
don't fall I'm gonna go with comes
member winter Stein no all right thank
you I'm just gonna randomly pick a
couple points with in Issaquah and
decide the travel time or obviously or
is there gonna be some process that
we're gonna identify key you know
starting and ending points haven't
gotten that far okay but but I would
imagine there's there's a finite number
a small number let's say half a dozen
and we would pick trips that we think
hit different geographies and our kind
of common trips for people in town and
then measure them at different different
times so peak hour a weekend you know
Saturday is tough to get around town as
we know okay so this measure would be
travel times on well-established well
identified routes correctly would act we
would correct actual times correct okay
what's a facility in this definition on
number two yeah sorry
identified facility gaps I think that
was meant to be types of on roadway yet
like sidewalks bike lanes would they
move
okay the mobility infrastructures
correct opponents okay okay that this
relate and then percentage of housing
units okay I see that I see other okay
one of them is like I said sidewalks for
example incomplete and then just
proximity of transit service so not
transit stations you're just talking
about anything along transit routes
regardless of their capacities yes
access getting to that question yeah
yeah just say that the like it I get P
SRC the one of the considerations
specifically is potentially doing
creating a planning geography in
vicinity in proximity to what we're
calling transit stations and there's a
lot of different types because there's
train there's light rail there's BRT bus
rapid transit there's this regular
transit and and and there's going to be
a really rigid definition of what these
stations are so if we do some type of
growth planning or create allocations
there's gonna be really clear
definitions within there so that was my
feedback on on that one is to be very
put the rigor into defining when you say
transit service what do you mean sounds
a member hunt I agree I wasn't sure what
facilities meant I think that one of my
issues overall with this slide is that
it seems like it's missing the non
motorized and pedestrian mobility
emphasis which I know especially as
we're an urbanizing and growing city we
do want to have that pedestrian and more
walkability you mentioned sidewalks but
that doesn't appear here so I think it
if we can make it more clear that we are
talking about non motorized as well and
I noticed also the travel time is
specific to roadways so that's very
specific to cars and then the other
thing
I had an issue or a question around is
the percentage of housing units within
1/4 1/4 mile of transit service to me
that sounds like the goal is to orient
more housing around transit service but
the other way the other way would be
right to switch it which would be that
we want to have more transit options for
people that will get to where their
existing housing is so I think I think
if both of those are within that
statement then teasing that apart and
being clear that that we want to do both
is warranted because I think it can be
read I was going to say it seems like
that statement would sort of incorporate
both of those concepts of like
prioritizing housing with that is
already within that would be within a
quarter mile of an existing station and
then also sort of locating transit
facilities that are close to density
right I would think that both would be
goals but I also think you could achieve
the same sort of percentage increase
because we're going to be having new
housing coming to the city you couldn't
think you could achieve a percentage
increase by just locating how is it but
I think we want to also assess the
housing what you're saying with this is
that you want people who live close to
where there's transit service and you
could achieve that either by bringing
transit to where they already live or
providing housing close to transit both
of those would achieve the goal you're
just measuring how well does it work
and I I would think that we would want
to do both because right now we have
some areas that are not well served by
transit agree completely and all this is
doing is saying that in a perfect world
everybody live within a quarter mile of
transit
it seems to be back quick so I think
that the idea is with the first one it's
that one's mostly about you might think
about that as being around convenience
and reliability the second one is more
about access and connectivity and so as
I think as Brian said there's a couple
of ways to achieve that piece it's not
just about let's build more housing
close to existing services it's how can
we increase access to so those services
either by route changes or thinking
about other solutions and how we get
people connected to those systems that's
right yep other questions on these
slides or you move on councilmember hunt
um it's the the overall ease of getting
to the places you visit and it's a quite
I think is is more inclusive than
usually have to visit
okay
I'm so member German in terms of in
terms of measures and thank you David
for your comment a moment I really I
think your number two is is actually two
measures
I think the completeness of the network
is something that we can we plan and
measure and do and that can be as
separate from how well we are
integrating transit public transit with
in proximity to where people live I
think those are separate measures you're
related but separate I like to see them
separate all right okay and I'll just
say I think one of those rods should be
from my house to noodle boat it's really
commonly traveled route that is if we
improve that we're gonna improve transit
a lot in Rome City Sophie duly noted for
the record so yep sorry I move in I send
to the growth and development piece the
goal statement was growth at his pro
actively managed planned and
communicated in a responsible way that
retains our strong sense of community
and livability
three measures draft measures have
emerged all of these are proposed to be
evaluated by National Citizen survey
survey data so satisfaction with
Community Planning community knowledge
of awareness of future plans and
community livability it's my right so I
don't have an answer so I'm just gonna
ask them you think about this I would
really like to see something in growth
and development that is a little more
objective and a little less subjective
we have some of those and the other ones
which I really appreciate it
would like to see that if we can
identify something here that'd be great
I had the exact same reaction like some
of this is great but some of it should
also be all the tables what's it ativ no
qualitative CD administrative mode so we
have the same reaction but we're
struggling so if not tonight then please
do
and any thoughts you have after the
meaning because we are struggling a
little bit to come up with something
that is more quantitative and the less
subjective remember Goodman
well it just strikes me that we might
run into this as more as we continue to
work on the plan and finalize it and
that is when you start coming up with
your measures in your action plan your
action steps you might look back at your
bowl that's a goal statement up there
and realize that it might need to be I
need to be revised a little bit so you
say may point us the this effort on
finding metrics may point us towards
possible revision to the goal or yeah
and maybe thinking about rather than cut
in the next step coming up with how you
measure success or how you measure what
is it what's the vision of what that
might look like what are we what is
proactively managed planned and
communicated in a responsible way mean
you were gonna bring your magic wand
what would that look like I don't have
the answer tonight those are just and I
don't want to
that's just what strikes me about maybe
what the problem is with one two and
three is thank you that's member Ramos
yeah I think it's I look at that that
when you get down to what your trainers
attain is a sense of community right it
again it puts you in this the subjective
side very quickly and and so it's either
focusing on that there's the first
couple words of proactive where you have
some some stuff there it's hard because
it all comes down to a sense that's
gonna be hard to quantify it so we may
need to tweak that a little bit to get
to to that sense in a more quantifiable
way so I have an idea and I have no idea
what would happen if we did it but it'd
be interesting to look at you know we
had that presentation from Keith a
couple years ago that that led us to
impose a moratorium because we felt we
weren't getting
growth that was proactively managed
planned and I don't know about the
communicated part would it be
interesting to look back at the elements
that were in that and mind those and see
if any of those might be ripe for
inclusion in this councilmember Goodman
my recollection of that is that it we
called it the Chiclets report and it was
directly tied to the simple squat plan
so it wouldn't I don't know that would
it would transfer to this so I don't I
don't know that it's a bad idea to look
at it but it's not the same thing that's
all I said I would just be curious to
see if any of those metrics would scale
to full City I'm sorry ray I think it's
about looking at outcomes so what's kind
of missing is we have the goals and
objectives there's another element in
there which is what are the outcomes
that we're really trying to accomplish
and if we can tease out and articulate
what our outcomes are that make us know
that we have a sense of a community and
livability
that will help us to really hone in on
what it is we want to know I think some
discussion about the desired outcomes
that's more tangible will help us
immensely and it's a frame around this
and I think we'll see this in some of
the others too Thanks there are comments
questions that's been winters time I
don't mean to be piling on but this is a
good conversation about this particular
one and now I'm struggling
I do agree with what Chris said that
that there there there are types of
outcomes and that we're talking about
measures here right so there's there's
some pretty banal measures we can make
about housing units and plants and all
of that but that's not gonna help us get
where we want so it's it's not as clear
to me and the only the other thing that
popped in my mind again I don't want to
make this more difficult I know we're
trying to get more closure on what
measures are and I got to think about
this one a little a little bit more but
we do have a this is about Issaquah and
we have a place within the region as
well and and I think I think that war
there to be satisfaction with growth and
development with in Issaquah it's its
most appreciated and understood I think
if there's an understanding of what's
happening around us and and and how well
we are still in control and getting the
outcomes that we want in spite of or
because of what's happening around us so
this this one is I'm sorry it's a little
bit more gray in my mind in terms of
measures thank you
all right let's move on okay
environmental stewardship environmental
resources are proactively enhanced
protected and stewarded five measures
emerged here about tree canopy coverage
water quality carbon emissions resource
area restoration and protection and
community knowledge so a mix of both
that survey and
sort of harder if you will
quantitative data it's very interesting
you can go to another extreme from the
previous slide and then one that says
we're gonna measure benthic index of
micro and vertebrate biology integrity
that is awesome just saying you what
extent do we think we can and why I am
as much as anybody about carbon
emissions but to what extent can the
city of Issaquah impact a carbon
emission number not a scientist great
point and that's where he get back to
ability to influence might be a criteria
and so a question for you is is that a
realistic measure for the city and if
you're gonna grade your own performance
on your own plan do you want to put that
out there is so Mike my question might
be if there would be some other way to
measure carbon impact on things that we
do control right so we've got I mean I
don't know LEED certification we've got
you know it's leads equivalent and other
building technology we've got carbon
sequestration of city projects I mean I
don't know I'm not ready to decide it
tonight but it just seems like there
might be measures for carbon that we
could that would be there would relate
more to things that we can control
councilmember Goodman
I guess one general question I would
have that's I guess it's a I don't know
the answer because I wasn't in all the
meetings but it would surprise me if
environmental if under environmental
stewardship having something to do with
carbon emissions in Issaquah was a real
priority for our community but i'm i
would highly doubt it
based on the feedback that we've gotten
over the last several years with in the
last 20 years with transportation and
growth and maybe the comment from the
community would be were like well with
all the traffic you know we're not doing
a very good job but i I'm having a hard
time believing that that's really
important to our community
it comes from member Ramos first getting
mecca in the carbon emission part I
think I think we are doing that and
that's our sustainability plan and the
details of which are in there are the
things we can't control
obviously we can't control the cars
driving down i-90 right but the things
we can do with with with some solar
projects we're doing in the city there's
lots of things that we can do to make a
dent in it for our part of what we can't
control and I think that's in our
sustainability plan as far as that goes
so that's one comment there the other
comment is on tree canopy coverage there
it talks about tree can you know the
title there is repeated which are Canada
coverage and landscape condition that to
me is not it doesn't say we're doing
anything they're tricking coverage you
have a measure of that but we also have
a lot of lands we talked about of
actually trying to manage our forests
and open space in a way that is
developing you know more land management
plans for our open spaces versus
landscape condition that sounds like
it's just a data collection thing I
think it wants to be more active on that
and what are we doing to manage our open
space in our forest that we have a lot
of acres out so next council members
winter stein then petites than goodman
D'Andre i think and well
these are measurable and I'm not so I
guess I shouldn't be surprised at under
environmental stewardship we'd have
perhaps a little more corners on our box
of what we're trying to measure so I
generally think you're headed in the
right direction and and when I first saw
this I thought okay what you have down
there at number four it's there
I think this restoration in particular
and wait and you just think about what
we've been doing along Issaquah Creek in
its various tributaries that is
tributaries that is actually something
we can measure we can measure what we're
doing with you know sensitive lands as
well there's a lot of key not only
protecting but in restoration I think
water quality is very clear I think tree
canopy I agree with what bill said
earlier that there may be some more to
pull out of that but we should we can
measure that and we can track it over
time so all in all I think this is a
this is got a lot more feet underneath
it and I'll say around carbon emissions
we're a member of the global community
and more especially our children become
aware that the choices and that they
make and our behaviors do contribute to
this worldwide issue and the more and
more communities that do that that's how
we'll actually be part of the solution
so it's important to me that we continue
to keep this in front of us as well I
was deputy president patís
so just in regard to I I think the first
three topics I'll start with carbon
emissions I'll start with the third but
I would agree I think that it could be
built out a bit more in terms of
sustainability overall I think it's
really important to have there but
there's seem to be some missing pieces
in terms of green building and what
we've done with solar and just being
able to expand that and probably more
that we could measure water quality I
guess my question with water quality is
that is there more that we could add
there in terms of
getting getting the measures that we I
mean that's very specific but are there
more and that would be the same comment
that I would have for tree canopy I
think that there's I think the language
is pretty general I think that we could
there's a lot that that goes into
looking at tree canopy coverage but also
the impacts that it could have for
example looking at stormwater and all of
all of the different elements that could
fall under tree canopy there I think
there might be more that could be
measured than what we have okay thank
you
that's we have a good man sure thanks I
just wanted to clarify I didn't say it
wasn't important what I'm saying and I
realized and thank you Bill and I
realized that we we have this in our
city policies already I'm I'm just a tad
bit concerned that we're placing an
emphasis on it here where I'm not sure
that's where the community thinks that
we should there's the emphasis increased
emphasis should be that's so I'm not
saying it's not important I'm not saying
that we it's important for our children
and future generations to focus on it I
just like I said I'm very skeptical
skeptical that our community thinks that
in our strategic plan this is super
important that we need to expand on that
I would think that they would think we
need to spend our resources elsewhere
we got a this is a public engagement
opportunity tonight and there which we
heard there's nobody from the public
here tonight but we did get an email
from from Connie and I she says of the
environmental section that this section
discusses resource lands yet another
name of a specific extremely narrow zone
we also have public open space critical
areas buffers setbacks private open
space yet there's no particular way to
address their care and fee
there's no discussion in here of how
they connect together to create habitat
and wildlife corridors even though even
through the more urban areas and there's
not language to enforce those
connections she has a list of some
things that we can use to measure and I
don't need to read those off but this we
did get community input regarding this
section and she also has six other
points and I would just ask that we
recognized that we got this comment from
the public and that we would include it
in our in your further review and
revisions Thanks
Thanks it comes from an array I think
it's already been covered I'm good all
right sounds member hunt I would just
add on what councilmember Goodman said I
think there as as Connie pointed out in
her letter I think there could be more
expansionist particularly around habitat
and connectivity for wildlife which I do
hear from the public is as one of the
important things so something around
habitat that refers to both water I
think and in forested lands and then
also expanding or better defining the
resource area because lake facility I
think that that's not clear and probably
also not all-encompassing enough thank
you anything else on this slide let's
remember ray no you're just smiling all
right we can move on I want to reiterate
part of my introduction to this session
is where we're trying to get to is some
high level measures of the goal of the
goals all the activities that you may do
every activity should probably have
measures about how it's going but what
it seems to me at the council level your
goal is environmental resources are
proactively enhanced protected and
stewarded and I would love to see you
have one measure that said are we doing
that you know
and and suggestion we spend more time on
this one let's go on I just want to
remind you that there are so many things
that we could measure that are all
interesting at some level but you'll
never have time to review those measures
and figure out what they mean and you
can't afford to pay your staff to spend
all that time measuring so they're
bringing you good data so if we got if
we could only measure a handful of
things that would tell us are we getting
to our strategic plan what are those
things so I think what you're hearing
tonight from the council is a preference
for quantitative over data but I've
heard that hearing is that environmental
stewardship is a particularly strong
point for us right yeah I mean you saw
that you know we had three for mobility
we had well we split we suggested
perhaps a split on one of those into
four but we had three for growth and
development every was fine and on this
one there was talked to potentially
additional so respectfully the way I
would I would say the thing to learn
from this is you want a lot of measures
and especially a lot of environmental
stewardship there you go okay I heard
that Thanks right social and economic
vitality you get the drill here but
we've got living wage jobs business
growth housing cost burdened live in
work and access to supportive services
that I see council member Ramos is in no
okay that's member a is a living wage
thing yeah yes okay what is it I
couldn't tell you offhand but I know
that it's look fine what does it imply
is it like poverty level times four is
it based on the cost of we will get the
answer that but I believe there's a
specific definition for it we just again
so there is a specific way of measuring
that that's standardized and it looks at
things like basic needs and kind of
costs for households of different sizes
my recollection is that for a family of
four in this in this area it's around
seventy seventy five thousand dollars
per year let me expand on that David
just a little bit further how hard is it
to measure that do we measure that now
and and what's the workload to measure
something like that so we don't do that
that measure there's actually I think
part of the work going forward if we
choose to use this as identifying which
tool we use there are tools that are
used nationally but also applied locally
I can get a specific as this COIs or the
east side there is a variant on that
which is put together by the university
of washington and i forget what it's
called at the moment but it's a similar
kind of a basic needs and it excludes
you know dining out and entertainment
it's really just the kind of core things
that a household needs to function so we
would rely on that and then apply that
to data that we could collect from the
Employment Security Division all right
that's mayor winters time
number one looks at how much business
are paying their employees number two
looks at how much businesses are paying
the city in forms of taxes those seem to
be the collective measurements of
economic vitality as far as I can tell
think that there are other established
means of measuring economic vitality
beyond those I don't know if we get our
hands on them but I think in terms of
you know at the really large scales to
get to this point about maybe one number
and I'm not saying this is it but but
there are various institutions that
measure how much I'll take you know just
you know capital investment there's just
there's a number of ways of measuring
economic activity and growth beyond what
we have on this slide and your
suggestion is that they would be better
than these ones
it would give yes what's what's the goal
of this goal have an economically vital
vital and growing community that
prevented that has created and continues
to create opportunities for people to to
work here and afford to live within
proximity of where they live and and
it's going to be a it's going to be a
growing economy that provides those
opportunities for our growing city we
have to be able to measure how well the
business area is actually doing and I
don't think these are at council deputy
president booties so I would agree with
councilmember winter Stein and and I
think that my my take when I when I was
looking at this is that getting the data
source from for example the Employment
Security Division and the Department of
Revenue just seemed like the very basics
and that there are definitely are
elements that would go
beyond one you know and and I think that
there's a variety of different ways that
we could look at it but I definitely
think we could expand how we're looking
to measure that because I it seems that
you know I I feel like some of this
might be things were already doing a
little bit or we might already have a
feel for that and those are just sort of
the basic reports that we get so I think
we have to reach further beyond that and
one one thing in particular that that I
think would be helpful would be doing a
commercial space analysis for for the
city of Issaquah and understanding what
what is available in terms of commercial
and what would be available to employers
as they're coming in okay
so some direction to staff on
considering commercial space space
availability for this measure
councilmember Goodman you know I'm I'm I
don't I'm not getting this sense that
you have the right things were measuring
care for either social or economic
vitality I don't know what it is I just
did a couple of internet searches and
I'm not I think there are some
established ways of measuring economic
vitality and I would guess that there
are similar ways for so for the social
part of it but this doesn't this strikes
me is it's just kind of a smattering of
things that we are trying to connect and
I'm not sure it does that I mean okay
thank you all right thank you
I have a question around housing cost
burden so 30% is that 30% of pre-tax or
post-tax
because I was just if it's 30% of
pre-tax that I could probably tell you
the answer it's probably a hundred
percent it's probably a hundred percent
next year and it's probably give me a
hundred percent the year after that so
I'm just wondering how I thought housing
cost burden in this area was a higher
bogey than 30 percent of pre-tax
yeah isn't that most everybody in
Issaquah is greater than 30 percent of
their of their gross 30 percent is a
pretty standard usage for cost being
considered housing cost burdened and
it's mortgages are 36 percent right well
okay but I'm just speculating that this
is a number that in this region is going
to be very very high no no we've heard
data in the past where we have the full
spectrum of low to high we have this in
our housing strategy plan we were
presented this data all right thank you
thank you Paul
other questions on this page comes
member winters time I was gonna say I
think that's a good measure by the way I
think that was an important one because
it does have many layers it is about the
earning earnings of people who live here
and the effect of housing market and the
overall economy so I think this is a
it's a yeah we'll probably stew on these
measures a little bit more but that's
what I would like you to keep their
questions on this page council deputy
president Vitesse just a question for
David I think just access to supportive
services i we've got service provider
data and the healthy healthy youth
survey all the that would be great to
have the healthy youth youth survey but
I think that there I was just wondering
our own needs analysis needs assessment
is not listed there and there might be
some others that we could draw from as
as opposed to that just seemed very
specific I think so like many of these
factors but in this category in
particular there's there's so many
different types of needs or services
that could be addressed it's hard to
distill that down to the critical one or
a few even and so even this I think is
one that will require some additional
development as we go forward and develop
the healthy community strategy in the
next year our expectations that will
help to refine some this goal this
metric in particular we do know that we
can get some data from the service
providers who operate in our community
but you know kind of distilling that
down amongst the different service
providers to identify have the gap or
the need or the service provided versus
the turned away we think we can get some
of that information but I think this is
still going to require some some
additional work David while you're still
there yes so living workforce energy
people who live and work in Issaquah so
is that of the people live in Issaquah
what percentage work in Issaquah and of
the percentage of people that work in
Issaquah what percentage live in
Issaquah that is I believe you can slice
it both ways yes I think both are those
are those those are the pair of numbers
that I think if when I think in that
question yes all right
the questions on this page
I'm gonna move core infrastructure three
measures renewal and replacement rate
percentage of assets funded for renewal
and replacement asset maintenance
deferral rate quality of drinking water
rating of the quality drinking water
services in Issaquah and infrastructure
investment percentage of central
Issaquah infrastructure investments
funded or built versus total identified
you speak up a little bit yeah Erin do
I'm gonna read them again I can do that
I could do that renewal and replacement
rate percentage of assets funded for
renewal and replacement asset
maintenance deferral rate City source
city data is the source quality of
drinking water rating the quality of
drinking water services in Issaquah
survey data and then infrastructure
investment percentage of central
Issaquah infrastructure investments
funded or built versus total identified
I thought there was no information there
right questions on this page I'm
Samantha Ramos we're kind of on drinking
water again here and I think that we got
a whole lot more detailed there on their
environmental question of water quality
right I don't think that was relying to
talking about creeks and so forth so I
think we got that hit in kind of two
places there don't need it in both
places
I need it in both places and the other
one has a lot more detail right and then
the infrastructure investment and it
says percentage of central Issaquah
infrastructure investments so I'm
wondering why we just identify any
central Issaquah it's a piece of that I
know that I mean obvious there's some
things being new so quad but there's a
whole lot of rest of yeah I mean I let I
can let David or Emily speak to this but
I know that it is responding to one of
the objectives
in the strategic plan okay okay bring
anything else on this page I'm some
chumps remember ray how you know okay
all right I think we can probably move
on okay
city leadership and services the last
strategic priority area the goal
statement is leadership and
accountability is provided in the
delivery of public services for our
growing and diversifying community the
six measures that were sort of emerged
here the first five are proposed coming
from these are really about basically
consumer confidence or resident and
community confidence in a variety of
different aspects of city governance
engagement satisfaction quality of
services value as respected to tax taxes
paid equity and inclusion and
accountability so confidence in the
government all those being proposed
using survey data and then financial
performance is the sixth one sort of
performance on adopted financial
indicators I have a question for CD
administrator moon does it ma have
standard metrics that one can apply
towards some of these things because I
mean this is again one of these lots of
qualitative not much quantitative does
it may have have metrics that cities can
use to sort of evaluate their value of
services quality of services etc so the
National citizen survey which is done by
National Research Center that's an RC on
the slide here is the adopted tool for
assessing citizen satisfaction and on
performance on city leadership and
services so these questions
most of them are standardized questions
on that survey instrument and that's the
way it is measured across the country
it's the way that I see may suggest that
cities do measure it they they have some
additional suggested ways of measuring
but this is the first and foremost so
it's it's there it's their way of
evaluating citizen perception or
response but they're like you're saying
there's not an ICM a way to say metrics
to say how efficient is our parks oh I'm
sorry I I didn't understand on the
services side
ICA has a whole host of ways to measure
provision of services satisfaction is
about perception and that is what I
assume a recommends be measured to
assess satisfaction but quality of
service there are some other metrics
that ima points to or an RPA which is
the national parks association for
example okay so we're talking about
satisfaction but we don't actually a
little satisfaction up there right we're
just we happen to as we were putting
these together use satisfaction and and
we that should be part of it but I'm
suggesting that perhaps some of these
objective metrics could also be part of
this as well yes and then I would say
it's a it's a question of which services
are you gonna measure how many men how
many measurements are going to have we
of course collect that kind of data at
the management level to assess
performance of our services so the
measurements that we pick for the
strategic plan aren't plan aren't the
only measurements that were monitoring
across city services this was just meant
to be a collection that we thought was a
good proxy for getting to that bold
statement well council members
Oh buddy Oh buddy you ready we're coming
up on three hours here we mi starting to
lose people counts member Hut um so my
thought on this one is that I I think
some of these would be hard for me to
interpret if if they were given as as
stated so for example residents who
believe the quality of services provided
by Issaquah exceed expectations if if we
have a number with that it's sort of
building into things it's that people
believe in the quality of services but
it also has something to do with what
their expectations were so I just would
struggle with with some of this and I
felt the same way about value of
services rating relative to taxes maybe
they feel a certain way about taxes but
they also feel that so there's there's a
number of here that I would feel or
difficult so a lot of a lot of this the
value here comes from looking at trends
year over year when you're asking the
same question every year and so you're
right that any given year it's not going
to tell you all that much it could be a
little idiosyncratic but if you're
asking the same question every year then
you can start to get a sense of if
you're moving in the right direction or
not and whether you need to intervene
yeah and I would say to some of them I
think are more clear-cut so for example
rating of overall confidence but that
may change from year to year but that's
also easier for me to interpret again
you might have two things changing year
to year with your expectations changing
year to year as well as your quality of
services rating could change and you
wouldn't it would be difficult for me to
tease those apart so I just felt like
some of these are not only are they kind
of subjective but they're also
multifaceted and it would be difficult
to understand transit City Administrator
moon the other thing that I would point
out is for quality of services for
example or importance of services on a
survey instrument we asked those
questions at the specific service level
so we have
list of let's say 24 services that get
rated so just to make sure that you
understood that's another way that the
data is helpful it's not we have it all
aggregated we ask it that way and then
we ask it broken up at a different
service type other questions on this
slide I want to set the stage we are
ostensibly going to be done in six
minutes I suspect would not give me done
in six minutes but I I do think we
probably need to escalate the pace a
little bit for the remainder of this
evening because we're all back at
Tibbets Manor at 7:15 morning yes I I
hear that yep
so that the purpose we've done sort of
the we wanted to get meaningful
direction and feedback on the measures
that we got I think like we've
accomplished that and staff will take
that direction and we will be pulling
together a new iteration on a refined
set of goal level performance measures
the next piece of this was designed to
give you a flavor for the all that work
that Brian sort of previewed at the
beginning of the draft actions that's
the all that work the staffs been doing
with the templates trying to develop
actions for to support every objective
in the strategic plan and so we have a
series of slides that so it gives the
highest level but the idea is here is
not to dive into sort of detail on any
one of those but just to get a sense of
the overall flavor and your initial
reactions and feedback yeah so so we're
just just giving you a flavour and if
you if you don't talk we'll be done in
two minutes
so just to get time for everything again
give you a quick reminder you have six
goals and a number of objectives under
each goal
and then they break down into specific
actions staff has been working on these
so you've got the mobility goal there
has five objectives and then each one of
those five objectives the staff has
identified a number of actions on those
and then in growth and development there
were three objectives and there are
three or four actions for each of those
on environmental stewardship there were
four objectives and there are several
actions under each of those on social
and economic vitality you had four
objectives and again the staff has
identified a number of actions their
core infrastructure two objectives and
actions their city leadership and
services four objectives and a number of
actions there and then if you add it all
up it looks like that and the point here
is there's been a lot of work done on
trying to figure out exactly how do what
is it we have to do to try and respond
to the direction we have from council
here and I guess our overall message is
there's a lot there and we think the
council has done great work on
identifying the objectives and being
really specific about that and we're at
work as we've just been doing at
identifying high level performance
measures and then we think in the level
of implementation it's up this up to the
staff to figure out what these actions
are work with you on the annual work
plan and the budget and then they're
managing it at that level you don't want
to have the conversation that we've been
having about all of this detail for all
of those or will be here right through
the night so next steps in this process
then where are we going from here staff
work on the final actions and the
measures the high level measures you
just gave us feedback on council work
session in January final review in
February community review in February
March council review in April and
adoption of the final strategic plan in
May that's what we're going from here so
I have what may be a large ask for City
Administrator moon but it's not for
tomorrow or the next month so hopefully
you go back up one slide so let's assume
for a second we can all do
this this year coming here let's assume
we can't even necessarily do all of it
in five years I would like when we have
the conversation in May if at all
possible I would like to have at least a
straw man of what we can think of what
we think we can do over those five years
and maybe it's you know maybe it's a
little bit of everything in some of
these things it's 90% and some of these
things it's 10% of the item but a little
bit of an idea of what the five years
looks like rather than just the the one
upcoming year because it this is obvious
there's obviously a ton here and it's
obviously really expensive when you put
all 80 together is that reasonable
yes I think we've been anticipated doing
something along those lines okay other
questions all right Brian
thank you very much and sorry when do we
see you next anyway are we at the
council work session in January I think
so yeah well happy holidays and we'll
see you in January
thanks to you all right any closing
comments from anybody
before we adjourn and I just want to
point out thank you everybody we are
done one minute ahead of schedule we are
adjourned
you