City Council

April 18, 2018 NOTICE LAKEWOOD CITY COUNCIL RETREAT Notice is hereby given that the Lakewood City Council will hold a Special Meeting on Monday, April 30, 2018 at 7:00 p.m., in the Mt. Rainier Conference Room, 3rd Floor, Lakewood City Hall, 6000 Main Street SW, Lakewood, Washington. The purpose of the special meeting is to discuss 2019-2020 goal setting, and any other such business as may come before the City Council. Alice M. Bush, MMC City Clerk The Mt. Rainier Conference Room is accessible to persons with disabilities. Persons requesting special accommodations or language interpreters should contact the City Clerk’s Office, 589-2489, as soon as possible in advance of the Council meeting so that an attempt to provide the special accommodations can be made.  LAKEWOOD CITY COUNCIL RETREAT AGENDA Monday, April 30, 2018 7:00 P.M. City of Lakewood Mt. Rainier Conference Room Third Floor 6000 Main Street SW Lakewood, WA 98499 Page No. Call to Order (3) 2019-2020 Goal Setting Adjournment The Mt. Rainier Conference Room is accessible to persons with disabilities. Persons requesting special accommodations or language interpreters should contact the City Clerk’s Office, 253-589-2489, as soon as possible in advance of the Council meeting so that an attempt to provide the special accommodations can be made. http://www.cityoflakewood.us The Mt. Rainier Conference Room and City Hall will be closed 15 minutes after adjournment of the meeting. TO: Mayor and City Councilmembers FROM: Shannon Kelley-Fong, Assistant to the City Manager THROUGH: John J. Caulfield, City Manager DATE: April 30, 2018 SUBJECT: Council retreat, Council Goals and prioritization exercise update PURPOSE: This memo provides an overview of the City Council retreat, the general feedback received from the City Council on the draft 2019-2020 City Council goals, and the results of the 2019- 2020 prioritization exercise. Overall, the City Council identified dependable infrastructure and economic development as the most critical City Council goal areas for 2019 and 2020, followed by public safety, fiscal responsibility, and transparency, respectfully. Within these goal area, the City Council identified three main priority subareas (themes) of catalyst sites, transportation, and housing. Following the retreat, the draft City Council goals for the 2019-2020 biennium was revised to incorporate these ideas and responses. Attachment A provides a copy of the revised draft 2019-2020 City Council goals. OVERVIEW: The City Council held a goal setting retreat for the 2019-2020 biennium on April 7, 2018. Prior to the retreat, the City Council received a copy of the draft Strategic Plan, 2017 National Community Survey results, and a document describing the evolution of City Council goals from 2016 to their existing configuration found in the initial 2019-2020 draft City Council goals, which was crafted by the Executive Leadership Team and City personnel using various City documents, such as the 2016 Council goals, work plan, adopted budget, etc., as a foundation. The first exercise of the retreat was to gauge what initiatives or projects councilmembers would commence if they knew they could not fail. Table A lists the initiatives and project provided by councilmembers, as well as the City Manager, coded into the most pertinent Council goal category. Table A Aspirational Initiatives / Projects Initiative / Project Council Goal Lighting / Curbs/ Gutters / Sidewalks all over City Dependable Infrastructure Undergrounding of all utilities Dependable Infrastructure Complete streets – Boulevards and Trails Dependable Infrastructure Downtown plan with linear park Dependable Infrastructure Permits in seven days Economic Development Appealing I-5 corridor Economic Development 1 003  Library at QFC property Economic Development Fill in area between transit station and hospital Economic Development Oakwood Elementary school property for business Economic Development incubator site Move Western State Hospital out of the City Public Safety The City Council listed the following constraints as the major impediments to achieving these initiatives or projects: • Resources; • Property ownership; • Existing structures and uses; • Partnerships; and • Existing bureaucratic processes. For the next exercise, the City Council listed the major accomplishments achieved by the City in 2016 and 2017. Councilmembers listed the following accomplishments: • Ownership of Fort Steilacoom Park; • Strides in Public Safety; • Infrastructure developments/improvements; • City’s reputation as a regional leaders; • Lighting at intersections; • Park improvements; • Rental Housing Safety Program; • Communication improvements; • Increased responsiveness; • Financial condition; • Clear zone work; • Sub-area plans; and • Spirit of cooperation. After listing these accomplishments, the City Council identified the most critical issues facing the City in the present and near feature. The City Council identified the following critical issues: • Shifting tax, sales tax, big box dilemma; • Declining enthusiasm for taxes – competition among governmental entities; • Housing issues, abatement, RHSP, housing stock, concentration of affordable housing, lack of senior housing; • Set future leadership up for success; and • Woodbrook – industrial development. 2019-2020 Council Goals: After preforming these initial exercises, the City Council participated in a review of the draft 2019-2020 City Council goals initially crafted by City personnel utilizing the Council Vision, Council Goals, Work Plan, Financial Policies and Biennial Budget, and Community Vision Plan as the foundation. Information from this review session and the priority setting exercise (described below) were incorporated into a revised draft City Council goals for 2019-2020, see Attachment A. 2 004 Priority Setting Exercise: Following the review of the draft Council goals, the City Council identified thirty-three (33) priority items for completing or initiating during the 2019-2020 biennium. Table C provides a complete list of these priority items. After crafting this list, councilmembers were asked to prioritize the listed items by means of a dot exercise. The highest priority items were demarcated by red dots and weighted twenty points; each Councilmember received one highest priority dot. High priority items were demarcated by yellow dots and weighted fifteen points; each Councilmember received two high priority dots. Priority issues items were demarcated by green dots and weighted ten points; each Councilmember received three priority issue dots. Other issue items were demarcated by blue dots and weighted five points; each Councilmember received four other issue dots. Low priority issues items were demarcated by orange dots and weighted two points; each Councilmember received five low priority dots. Table B Priority exercise dot ranking Priority Rank Number per Dot Color Weight of dot person (points) Highest priority 1 Red 20 High priority 2 Yellow 15 Priority issue 3 Green 10 Other issue 4 Blue 5 Low priority 5 Orange 2 Table C lists the complete results of this exercise. Through this exercise, a priority listing was achieved by using the weighted score of items and the overall score of each goal area. 3 005  Table C Priority exercise results by weight Highest High Low Priority Priority Priority Other Priority Total Rank Task Council Goal Sub Category (20 pts) (15 pts) (10 pts) (5 pts) (2 pt) Score Top Five Priorities Rental Housing Safety Program / Code 1 Abatement Public Safety Housing 2 3 1 87 Execution of transportation funding underway and fund what hasn’t Dependable 2 been funded Infrastructure Transportation 3 2 3 86 Lakewood Economic 3 Colonial Plaza Development Catalyst site 3 1 3 1 72 Neighborhood connectivity Dependable 4 improvement Infrastructure Transportation 3 1 1 2 64 Economic 5 Land Swap Development Catalyst site 2 1 50 Priorities Six through Ten New library up Economic 6 and running Development Catalyst site 1 2 3 41 Economic 7 CBD Development Catalyst site 3 2 40 Fiscal Service 8 SWAT service Responsibility provision 1 1 1 1 32 Substandard Housing to acceptable 9 housing Public Safety Housing 3 30 WSDOT Economic 10 transfer Development Catalyst site 2 3 26 4 006  Priorities Eleven through Twenty Camp Murray and Arrowhead Partridge Glen annexation Fiscal 11 resolution Responsibility Other 5 25 Identify and incentivize Economic 12 Senior Housing Development Housing 1 3 11 Highest High Low Priority Priority Priority Other Priority Total Rank Task Council Goal Sub Category (20 pts) (15 pts) (10 pts) (5 pts) (2 pts) Score Judicious use of Fiscal 13 debt Responsibility Reserves 1 1 20 Fiscal 14 Risk profile review Responsibility Service Provision 3 2 19 Dependable 15 Pavilion in the Park Infrastructure Catalyst site 3 1 17 Review resource allocation: efficient Fiscal 16 and effective Responsibility Service Provision 3 1 17 Economic 17 Improve I-5 corridor Development Catalyst site 1 1 17 Resolution of AFH 18 businesses Public Safety Housing 1 15 Wayfaring on Economic 19 freeway ramps Development Branding 1 1 15 Fiscal 20 Review all City fees Responsibility Service Provision 1 2 14 Priorities 21 through 33 Springbrook Economic 21 neighborhood Development Other 2 1 12 Move 33% of businesses in Clear 22 Zone Public Safety Other 1 10 Enhance emergency 23 warnings Public Safety Other 1 10 5 007  Better branding of Lakewood - Economic 24 Promote the City Development Catalyst site 1 10 Fund catalyst cites to incentivize Economic 25 private development Development Catalyst site 3 6 Military Benefit Economic 26 District legislation Development Other 3 6 Consistent messaging on media platforms / Quality 27 Control Transparency Branding 2 4 Fiscal 28 Build Reserves Responsibility Reserves 1 2 Highest High Low Priority (20 Priority (15 Priority (10 Other (5 Priority (2 Total Rank Task Council Goal Sub Category pts) pts) pts) pts) pt) Score Revitalize / Sustain neighborhood 29 groups Transparency Other 1 2 Ownership of Woodbrook Middle Economic 30 School Development Catalyst site 0 Complete more projects on non- Dependable 31 motorized plan Infrastructure Transportation 0 32 AMTRAK Train Public Safety Other 0 Increase effectiveness of SSMCP / protect Economic 33 JBLM / BRAC Development Other 0 6 008 An interactive online dashboard allowing users to easily distill and toggle through data from the priority setting exercise can be found here: https://app.powerbi.com/view?r=eyJrIjoiMmZlZmNlOTAtMTRiZC00NzgxLWJlOTAtOWY3N Tk5YzIzOGY1IiwidCI6IjAwNzZlOGU2LTM4ZDYtNDYxYi1hZGIxLWQ3ODQ3NzU1YmJlMi IsImMiOjZ9 Priority items listed by the City Council were categorized into the most pertinent Council goal area, i.e., Dependable Infrastructure, Economic Development, Fiscal Responsibility, Public Safety, and Transparency. Using the weighted score of the dots, Graph 1 depicts the overall score of priority items by Council Goals. Graph 1: Total score of priority items categories by Council Goal 350 300 250 200 150 100 50 0 Dependable Economic Development Fiscal Responsibility Public Safety Transparency Infrastructure Based on the weighted scores of the dots, economic development and dependable infrastructure were identified as the top two priority goal areas followed closely by public safety and fiscal responsibility. Several significant trends were evident upon distilling this data further into subcategories (themes) within each of the five Council goals. The following subcategories were identified from the retreat data: • Catalyst sites (i.e., Downtown CBD, Colonial Center, Library, etc.); • Transportation; • Housing; • Branding (City-promotion); • Reserves; and • Service provision. 7 009 Graph 2 depicts the overall weighted score by subcategory by City Council goal. Graph 2: Priority items by goal and subcategory (weighted) 300 250 200 150 100 50 0 Other Other Catalyst site Reserves Service provision Catalyst site Transparency Branding Housing Housing Branding Economic Development Transportation Dependable Economic Development Fiscal Responsibility Public Safety Transparency Infrastructure Graph 3 depicts the weighted priority items score by subcategory only. Several subcategories had crossover with two or more Council goals. For example, the subcategory of ‘Housing’ had priority items in economic development and public safety. The top three subcategories were catalyst sites, transportation, and housing. Graph 3: Total score by subcategory (weighted) 300 250 200 150 100 50 0 8 010 Summary: Per this exercise, the City Council’s top priorities by goal areas were economic development and dependable infrastructure, followed by public safety, fiscal responsibility, and, distantly, transparency. Priority items of particular importance for the Council were catalyst sites, transportation infrastructure, and housing. This information has been integrated into the draft 2019- 2020 Council Goals. Revised 2019-2020 Draft Council Goals: As part of the City Council retreat, councilmembers provided input and revisions to the initial draft 2019-2020 Council Goals. During this exercise, the City Council identified several redundant strategies, reorganized a few sections to increase effectiveness, and added several additional objectives and strategies. Using this input, as well as the data provided from the priority exercise discussed above, Attachment A provides a copy of the revised draft 2019-2020 City Council goals. In the revised draft 2019-2020 City Council goals, blue font indicates additions garnered from City Council comments and additions. Red font indicates additions from City personnel, typically utilized to (re)organize objectives and to concisely summarize information. Black font indicates language similar to the initial draft 2019-2020 Council goals, albeit, some material has been organized into different objectives. In the revised draft 2019-2020 City Council goals, the goals have been re-ordered by the overall score of priority items identified by the City Council. As such, the new City Council goal order is Economic Development, Dependable Infrastructure, Public Safety, Fiscal Responsibility, and Transparency. For review purposes only, subcategories have been identified to illustrate their incorporation into the revised draft 2019-2020 City Council goals. NEXT STEPS: City Council should examine the content of the revised draft 2019-2020 City Council goals and provide further feedback, edits, and additions during the review session at the April 30, 2018 City Council special session. Once finalized and adopted by the City Council, the 2019-2020 City goals will be inserted, verbatim, into the forthcoming Strategic Plan. Further discussions concerning the nexus between the Council Goals and the City’s budget is required. ATTACHMENTS: Attachment A – Revised draft 2019-2020 City Council goals Attachment B – Council Retreat PowerPoint presentation 9 011 LAKEWOOD CITY COUNCIL GOALS Lakewood is a thriving, urban, South Puget Sound City, possessing the core values of family, community, education and economic prosperity. We will advance these values by recognizing our past, taking action in the present, and pursuing a dynamic future. • The City Council’s vision for Lakewood at its 30 Year Anniversary is a community: • Inspired by its own sense of history and progress; • Known for its safe and attractive neighborhoods, vibrant downtown, active arts and cultural communities; • Sustained by robust economic growth and job creation; • Recognized for the excellence of its public and private schools, and its community and technical colleges; • Characterized by the beauty of its lakes, parks and natural environment; • Acknowledged for excellence in the delivery of municipal services; • Leveraging and embracing of our diversity; and • Supportive of Joint Base Lewis McChord (JBLM), Camp Murray, service members and their families. The purpose of the City Council Goals is to direct our community toward positive change and serve as the policy direction for City government as well as the policy guide for developing and implementing the City’s 2019-2020 biennial budget. Council goals guide the allocation of resources through the budget and capital improvement program to assure that organizational work plans and projects are developed and achieved that move the community forward. Operational values improve and optimize the functional performance of the City to achieve the Goals and Objectives listed in this plan. • Regional Partnerships –The City encourages and participates in regional approaches to service delivery to the extent that a regional model produces efficiencies and cost savings, and ultimately improves service to our citizens. • Efficiency –The City is committed to providing public services in the most efficient manner possible and maximizing the public’s return on its investment. The City will concentrate efforts on data-driven decisions that optimize available resources. • Accountability – The City of Lakewood is accountable to the community for the achievement of goals. The City will identify meaningful metrics and determine a series of benchmark goals. To that end, meaningful performance measures will be developed for each goal area to The City will track performances over the next three years, adjusting when necessary to optimize services. • Proactive Focus –The City proactively focuses on the entire condition of the City. The City will promote long-term financial and strategic planning backed by quantifiable data and analysis 012 ECONOMIC DEVELOPMENT GOAL: The City of Lakewood promotes and supports a dynamic and robust local economy. Objectives: 1.1 Align economic goals and resources across departments. A. Develop and implement a comprehensive economic development strategy that aligns with the strategic plan. B. Direct growth through sound planning. Update land use codes and streamline internal processes. 1.2 Actively pursue infrastructure improvements vital to economic development and to bolstering the City’s competiveness. A. Implement and invest in catalyst projects that promote private investment, i.e., the Downtown Plan, Lakewood Colonial Plaza, & WSDOT relocation. B. Improve underutilized land by achieving the military land swap, annexations, WSDOT CATALYST facility relocation, air corridor, and revision of zoning regulations. PROJECTS C. Expand utilities and community assets, such as sewers, libraries, etc. D. Enhance commercial corridors, off-ramps, and City entry points through improvements and wayfaring signage. 1.3 Continue to diversify housing stock and improve multi-generational community assets. A. Improve programs and policies to increase homeownership and diversify housing stock. HOUSING B. Actively advance condominium regulation reform to expand homeownership opportunities. C. Continue to support youth and senior programming and expand community events. D. Support and preserve historical buildings and other local places of significance. E. Collaborate with local educational institutions to harness collective resources and enhance K-12 and higher education opportunities. 1.4 Foster collaborative and advantageous partnerships with businesses, community members, and regional partners. A. Be a leader in local economic development. B. Continue to monitor and analyze regional planning options. Serve as a leader in regional planning and transportation issues. C. Continue partnership with JBLM and Camp Murray to improve connectivity, land use development, and transportation near bases. D. Expand partnership with the Chamber of Commerce, neighborhood associations, and other civic groups. 1.5 Promote and facilitate sustainable economic development. A. Focus resources on business creation, retention, and expansion. B. Encourage diversification of commercial and retail businesses and promote an entrepreneurial environment. C. Continue to leverage existing assets such as location, access, lakes, parks, civic engagement opportunities, transit options, and cultural amenities. 013 DEPENDABLE INFRASTRUCTURE GOAL: The City of Lakewood provides a safe, clean, well-maintained, and dependable infrastructure. Objectives: 2.1 Implement capital infrastructure projects to improve transportation, park, and utility systems. A. Identify future transportation upgrades from the travel demand model (TDM) and update the comprehensive plan and six-year TIP when necessary. B. Expand neighborhood infrastructure improvements increasing access to roadways, parks, and public buildings. C. Continue to implement park’s legacy plan and make strategic property additions to improve parks. D. Implement technology solutions to enhance accessibility, operations, and services. 2.2 Invest in preventative maintenance of facilities, and streets to protect City assets. A. Continue to implement best management practices to reduce long-term costs, protect citizens, and environmental hazards. B. Manage and integrate infrastructure that is reliable, aesthetically pleasing, cost effective, and improves municipal services. C. Identify and implement public facility safety improvements. TRANSPORT -ATION 2.3 Advance infrastructure projects that enhance the City’s identity and diversity. A. Showcase art, culture, and history to enhance Lakewood’s sense of place. B. Enhance and upgrade street amenities, public right-of-way, and City wayfaring signage. C. Partner with stakeholders to identify and implement infrastructure solutions. 2.4 Increase connectivity and accessibility. A. Leverage technology and multi-use infrastructure to improve accessibility in the city and neighboring communities. B. Invest in smart growth solutions to maximize efficiency and enhance sense of place. C. Continue to implement “complete streets” projects that enable safe access for all users, and increases connectivity between neighborhoods, parks, and commercial areas. 014 PUBLIC SAFETY GOAL: The City of Lakewood is one of the safest cities in Washington State. Objectives: 3.1 Reduce crime and improve community safety through data driven processes. A. Enhance law enforcement services through on-going training and new technologies. B. Promote crime prevention through environmental design (CPTED) in facility development. C. Develop, practice, and implement emergency management plan. 3.2 Match perception of public safety with reality. A. Promote advancements and achievements in public safety that includes publicizing the safety of the community. B. Create community dashboard to display public safety data. C. Provide streamlined and innovative resources for citizens. 3.3 Provide resources to support the health, welfare, and safety of the community. A. Increase proactive abatement, code enforcement, and housing safety programs. HOUSING B. Expand neighborhood clean-up programs. C. Implement a “Complete Streets” program to enable safe street access for all users. D. Maintain city owned properties and facilities. 3.4 Expand community outreach and educational programs. A. Cultivate and sustain collaborative partnerships with law enforcement and citizens to develop effective solutions, increase trust, and encourage mutual accountability. B. Continue to improve communication efforts with multicultural communities to bridge gaps and increase trust. C. Emphasize crime prevention through public education. D. Continue innovative approaches to address mental health and reduce homelessness. 015 FISCAL RESPONSIBILITY GOAL: The City of Lakewood maintains a strong fiscal position. Objectives: 4.1 Monitor and adeptly respond to municipal performance. A. Provide efficient and effective municipal services. B. Perform analysis of risk assumed by the City, adjust policies and SERVICE programming if necessary. PROVISION C. Develop an annual performance report card and community dashboards using relevant performance metrics. 4.2 Evaluate revenues and expenditures and respond to changing service needs. A. Align City’s resources and priorities around the Strategic Plan. B. Maintain reserves to support the City in case of economic fluctuations, emergency needs, and to take advantage of emerging opportunities. C. Develop balanced biennial budgets consistent with adopted financial policies and the Strategic Plan. RESERVES a) Ensure all revenues, and expenditures match allocated resources. b) Review and update financial policies, six-year financial forecasts and other six-year financial plans (capital improvement, information technology, property management), and revenue and expenditure manual. D. Diversify revenue base and explore innovative funding sources. 4.3 Make smart investments in people, places, and resources. A. Support programs that promote private residential and commercial investment. B. Invest in catalyst economic opportunities and emerging opportunities across the city. C. Be recognized as a regional civic leader. D. Continue to hire and cultivate top tier personnel. 016  TRANSPARENCY GOAL: The City of Lakewood provides timely, accurate, and relevant information, as well as opportunities for engagement. Objectives: 5.1 Dynamically promote a positive image of Lakewood. A. Develop and implement an imaging campaign that confidently promotes recent accomplishments and community assets. B. Expand meaningful, two-way communication opportunities with community stakeholders and regional partners. BRANDING C. Enhance city’s image through positive spotlights, planning tools, land use codes, code enforcement, and infrastructure improvements. 5.2 Advocate for Lakewood at all levels of government. A. Continue to serve in a leadership capacity in national, regional, and local affairs. B. Develop annual legislative agenda and proactively engage with the County Council, state legislature, and federal delegation. C. Improve awareness of JBLM’s and Camp Murray’s direct and indirect economic impacts on the city, region, county, and state. D. Advocate for increased transportation and infrastructure funding for city and greater region. 5.3 Develop measureable outcomes and compare these to national benchmarks. A. Provide quarterly updates that highlight specific advancements or projects within goal areas. B. Develop annual performance report card to be shared with the community. C. Implement more frequent surveys to gauge the community’s assessment of neighborhood conditions, citizen satisfaction, community priorities, and specific projects. D. Develop accessible “real time” community-dashboard. 5.4 Strengthen connection with stakeholders, partners, and communities. A. Craft and maintain accessible City online-services, website, and social media platforms. BRANDING B. Focus on inclusive engagement: Conduct concentrated outreach for hard-to- reach and vulnerable populations. C. Support and collaboratively engage with neighborhood associations. D. Continue partnership with JBLM and Camp Murray to support access to information about workforce development, healthcare, and services on and off base. E. Strengthen City’s relationship with local school districts and colleges. 017