City Council Meetings

Moses Lake City Council Council Members: Denna Martinez, Dustin Swartz, Don Myers Mark Fancher, Judy Madewell, David Eck, and Dean Hankins REMOTE ACCESS OPTION and IN PERSON UPDATE Citizens can join this meeting remotely by calling the numbers listed at the bottom of the agenda or via internet at https://cityofml.zoom.us/j/88288900185 Masks will be required for all in person attendees. Moses Lake Civic Center – 401 S. Balsam or remote access Special Meeting Agenda Wednesday, January 5, 2022, at 6 p.m. Workshop 2022 Department Work Plans Executive Session Litigation pursuant to RCW 42.30.110(1)(i) – 30 minutes Adjournment Next Regular Council Meeting is scheduled for January 11, 2022 Zoom Meeting – Audio Only Please click the link below to join the webinar: https://cityofml.zoom.us/j/88288900185 Or iPhone one-tap: US: +12532158782,,88288900185# or +13462487799,,88288900185# Or Telephone: Dial(for higher quality, dial a number based on your current location):US: +1 253 215 8782 or +1 346 248 7799 or +1 669 900 9128 or +1 646 558 8656 or +1 301 715 8592 or +1 312 626 6799 Webinar ID: 882 8890 0185. International numbers available: https://cityofml.zoom.us/u/aelROcwuzZ NOTICE: Individuals planning to attend the meeting who require special assistance to accommodate physical, hearing, or other impairments, please contact the City Clerk at (509) 764-3703 as soon as possible so that arrangements may be made prior to the meeting time. Council Workshop 1-5-22, Page 1 of 81 Fire Department Overview and 2022 Work Plan Brett Bastian Fire Chief Council Workshop 1-5-22, Page 2 of 81  Definitions / Acronyms ALS: Advanced Life Support: A state recognized medical designation for the Emergency Medical system indicating Paramedic level service with advanced capabilities. Aerial: A fire truck with an elevated ladder and elevated master stream device. May be referred to as an Aerial, Ladder Truck, Tower, Tower Ladder, or Quint. May or may not be equipped with a water tank. Mo- ses Lake operates two aerials, a 75’ Quint and a 104’ Tower Ladder. BLS: Basic Life Support: A state recognized medical designation for the Emergency Medical system indi- cating basic Emergency Medical Technician capabilities. Brush Truck: A fire truck specifically designed for off road use at wildland or wildland urban interface fires. Brush trucks are “Typed” by size with the most common being Type III and Type IV. Moses Lake cur- rently operates two Type III trucks and will be taking delivery of a Type IV in 2022. Captain: A rank within the fire department used to denote a company, (mid-level), supervisor. Ranks above Lieutenant and below Battalion Chief. Chief Officer: A fire department term used generically to denote an officer within the Chief Officer rank structure: Chief Officer ranks in order of ascension are: Battalion Chief, Assistant Chief, Deputy Chief, Chief. Engine: A fire truck equipped with a pump rated to at least 750 gallons per minute and a water tank of at least 500 gallons. Moses Lake operates 4 engines: 3 with 1,500 gallon per minute pumps and 1 with a 2,250 gallon per minute pump, with water tanks between 750 gallons and 1,000 gallons. Engines may also be re- ferred to as a Pumper. IDLH: Immediately Dangerous to Life and Health. An occupational safety and health term used to denote an atmosphere, product, or process that presents clear and present danger to human life. Medic Unit: A state licensed patient transport unit equipped as an advanced life support unit. May be re- ferred to as an ambulance, however Ambulance is generally used to denote a unit with basic life support ca- pability. Portable: A handheld, two way radio that is designed as an intrinsically safe device for use in IDLH atmos- pheres. Rescue: A fire truck specifically designed for extended rescue operations, vehicle crash response, technical rescue response, and / or water and ice rescue response. Is usually equipped with a light tower. Heavy res- cues may also be equipped with a water tank and pump. SCBA: A positive pressure, self-contained breathing apparatus equipped with a personal alert safety system for lost or trapped firefighters. May be equipped with an integrated thermal imaging device. TIC / TID: Thermal Imaging Camera / Thermal Imaging Device. A device used to see beyond visual spec- trum for use in smoke filled environments, low light environments, and at hazardous materials releases. Tender: A fire truck equipped with at minimum of a 1,500 gallon water tank. Moses Lake operates one 2,000 gallon and one 2,500 gallon tender. We will take delivery of a pumper-tender in 2022. The pumper tender will be equipped with a 1,500 gallon per minute rated pump and a 2,500 gallon water tank. These trucks are used specifically in areas with limited hydrants / water supply. Council Workshop 1-5-22, Page 3 of 81 Council Workshop 1-5-22, Page 4 of 81  Department Overview The Moses Lake Fire Department operates an all career staff consisting of an Operations Division with three platoons of eleven members, a Fire Prevention Division with two members, and an Administrative Division that is comprised of the Fire Chief, Deputy Fire Chief, Medical Services Chief and two Adminis- trative support personnel. Total current department staffing is 40 personnel. The department provides service delivery to nearly 24 square miles from two fire stations. Each operation- al platoon of 11 members is split between our two fire stations. Although our platoon staffing is 11 mem- bers each, our daily average staffing is 8 members due to Kelly Time (Federal Fair Labor Standard re- quirement), and authorized leaves. The operations division staffs one Engine and one Medic Unit from Station 1, with a cross staffed Medic Unit and Engine at Station 2. Fire Station 1 at 701 E 3rd Avenue was built in 1996 and the department moved operations to this facility in 1997. Fire Station 2 at 2401 W Broadway Avenue was built in 1993 with the station becoming a staffed station in 2001. In 2016 staffing at Fire Station 2 was increased from two members daily to three members daily to add a supervisor for the Station 2 first due area. The department operates an “all hazards” department with fire suppression , rescue, technical rescue, con- fined space entry, and limited hazardous materials response capability, along with a Washington Depart- ment of Health Trauma Verified / Accredited transport ambulance service with Advanced Life Support Capability. Funding for the fire department is split between tax revenue (general fund) and the ambulance utility. Cur- rently 15 operations division positions, the EMS Chief, and one of the administrative support personnel positions are funded fully from ambulance revenue, limiting the amount of general fund expenditures nec- essary to staff the fire department. In 2021 the department had two retirements with our senior operations division Captain and a senior fire- fighter retiring. We have six additional senior officers that are at or very close to retirement eligibility age including the Chief, Deputy Chief, Assistant Chief Fire Marshal, Assistant Chief Medical Services Officer, a Captain, and a Lieutenant. The work plan over the next several years will include line of succession planning and training. Fleet improvements have been made to the existing fleet, including a new 104’ aerial ladder truck, rescue pumper, quick rescue, medic unit, and three staff vehicles being delivered in 2021. We will be taking de- livery of new pumper-tender, and a type VI brush truck in 2022. The fleet improvements should help with our overall Washington Survey and Rating Bureau rate which will occur in March of 2022. Council Workshop 1-5-22, Page 5 of 81  2022—Work Plan • The work plan is a management Work plan goals, objec- Each objective is given tool that sets direction for pro- tives and action plans are priority based upon the being developed for five following: gram and service levels. It is a areas: management by objective plan • High—Assists the that ensures accountability, • Administration department in provid- budget planning, current policies • Operations ing a safer work envi- and procedures, and specific • Training ronment or is neces- timelines for reporting improve- • Prevention sary to ensure pro- gress in essential fire ments and accomplishments. • Equipment department services. • Medium—Produces a more desired condi- tion related to essen- tial services. • Low—Improves an existing adequate pro- gram. Council Workshop 1-5-22, Page 6 of 81 Page 6 2022—Work Plan Standard of Coverage Planning Critical to adequate fire re- and to make recommendations sponse for the citizens of Moses plan. for new facilities , apparatus, Lake is rapid response. RCW 35.103 requires perfor- and personnel. The beginning mance measures to be estab- phase of standard of coverage Standard of coverage planning planning will begin with our is utilized to identify areas of lished for fire departments serving code cities such as rating by Washington Survey and weak response capability, appa- Moses Lake. Rating Bureau in March 2022. ratus needs, and staffing needs . Performance standards are The standard of coverage will The department six year strate- also review department policies, gic plan will be updated to in- measurable indicators of the effectiveness of a fire depart- safety guidelines, peer review clude infrastructure and facili- programs such as county medial ties needs through the City ment. protocol and incident reporting, Comprehensive plan, and the The standard of coverage docu- and the firefighter vertical safe- Standard of Coverage document ment will be utilized to evaluate ty standard. will be developed as a separate existing performance standards, document from the strategic Survey and Rating Bureau Washington Survey and Rating Bureau Washington Survey and Rating tion classification assigned by in the next rating period Bureau establishes a rating Washington Survey and Rating will include facilities rates the (stations), increased call matrix of 1 through 10 for fire Bureau. volume (staffing), pre- effectiveness of protection, with 1 being the best incident planning possible coverage and 10 indi- It has been approximately 5 municipal fire years since our last rate and we (staffing), inspections cating no fire protection. Insur- (Fire Prevention Division protection resources. ance rates for both commercial have improved fleet readiness in Staffing). and residential properties are that period of time. We have also We will utilize the rating improved staffing levels some- as a planning document based largely on the fire protec- within the standard of cov- what. Challenges we will face erage. Succession Planning With some retirements having utilize the standard of coverage ment and addition planning, and occurred in 2021 and anticipation document to identify future station needs. of retirements through the next 5 growth and needs specific to fire years of senior department mem- department command structure bers, succession planning is and administrative capabilities. necessary to ensure the depart- ment will have the foundation for We will be offering Fire Officer 1 continuing to operate administra- through III training as well as tively and operationally. planning in budget, labor issues specific to the fire service, staff- Succession planning will also ing evaluation, apparatus replace- Council Workshop 1-5-22, Page 7 of 81 Page 7 Staffing Significant increases in emer- medics and dual role firefighter additional stations and 24 hour gency response volume is ne- emergency medical technicians, staffing can be planned for, cessitating the evaluation of all with the hope that we will be budgeted, and implemented. aspects of our current opera- able to introduce peak hour tional model. Through the budget support by the June of 2022. process for 2022 we have iden- This peak hour support is a tified the need for peak hours “stop gap” measure that will be support. We will be recruiting utilized to help alleviate the for dual role firefighter para- demand on the EMS system until Training, Recruitment, and Retention A myriad of factors has impact- training, and computer based ability to recruit lateral fire- ed the department over the last training only goes so far when it fighters, and could potentially two years stemming from the comes to a practical business impact us from a retention Covid pandemic. Not the least of such as firefighting and EMS standpoint. We will be working these is the impact on our ability delivery. with our labor group, individual to send personnel to hands-on shifts, administrative personnel, practical training. Call volume With the governor’s vaccine and Human Resources to ad- increase has severely limited mandate in late 2021 there was dress these issues. our ability to provide in house an impact on the state wide fire service that is impacting our Phased Replacement of Protective Equipment Personal protective equipment firefighters to continue provid- phased replacement is an ongo- ing emergency intervention. ing project within the fire de- partment. Continued funding of National supply chain issues this program is a very high have resulted in longer than priority for the department. usual replacement time for Continuing the phased replace- many items. Turn out gear and ment of PPE ensures that all fire SCBA are critical infrastructure protective ensembles, helmets, items for fire protection ser- and other personal protective vices. equipment required by law are Protective equipment such as this serviceable and safe for our SCBA unit have specific life spans and require updating / replacement per national standard and / or state law. Council Workshop 1-5-22, Page 8 of 81 Page 8 2022—Work Plan Phased Replacement of Fire Hose, Nozzles, & Small Equipment In 2015 the Moses Lake Fire equipment of this type have additional rapid intervention kits Department began a phased been placed into the phased for structural firefighting, and replacement program to ensure replacement program as well to hazardous materials response that our fire hose and nozzles ensure our equipment is viable, equipment. were not only serviceable, but in efficient, and continues to meet new enough condition to contin- the needs of the jurisdiction. ue qualifying for Survey & Rat- ing points. Additional equipment is neces- sary in some areas to ensure MLFD’s goal is to ensure that all we have expanded to serve the attack lines are under 10 years needs of our growing communi- of age, and all supply line is ty. under 13 years of age. Equipment additions that are Additional equipment such as needed are hydraulic rescue fire nozzles, and small equip- tools, additional positive pres- ment such as positive pressure sure ventilation fans, an addi- ventilation fans, saws, and other tional breathing air compressor, Regional Hazardous Materials Team In 2021 the department began cies in the regional team. was named as a member of the working with regional partners state hazardous materials com- Chelan County Fire Districts 1 Moses Lake has significant mittee. Our involvement in the and 7 to spearhead a regional hazardous materials hazards state committee and the region- hazardous materials team. present in the form of use, al team is a strong step for- production, storage, and trans- ward in establishing response The mutual aid agreement for portation of these materials. We capabilities for incidents involv- the regional concept team has are ranked among the top three ing these materials. been finalized and we are await- counties in the state for total ing notification of grant funding quantities of reportable materi- totaling approximately als and extremely hazardous $250,000 to begin equipping substances. and training the regional team. Members of the Moses Lake Fire We will continue our involve- Department have met with the ment in the local emergency Grant County Fire Chiefs Asso- planning commission, and the ciation, to begin the ground state hazardous materials com- work of including other agen- mittee. In 2021 Chief Bastian Council Workshop 1-5-22, Page 9 of 81 Page 9 Replacement Medic Units With the significant increase in medical call volume the depart- ment has a need to replace older medic units. Utilizing ARPA grant funds in 2022 we will be replacing one medic unit, with an estimated delivery date in mid-2023. Planning for expansion of fleet capabilities and replacement of other aging units will continue through 2022 and will involve both Fire and Fleet personnel through the planning phase of replacement. Expansion of Fire Department Capabilities The City of Moses Lake has additional attention to expanding changed considerably in the services. past two decades. We are continuing to pursue With the increase in industrial alternative funding sources that occupancies within the jurisdic- include operational permits and tion the fire department finds grant funding. itself faced with tasks that we are currently unable to provide In addition to working toward definitive responses to. These establishment of a regional include high angle rescue, haz- hazardous materials team we ardous materials response, have recognized a need for a hazardous materials rescue, “Haz-medic” program that is specifically aimed at medical and mass casualty response. emergencies at hazardous ma- MLFD has been working closely terials events. We are working with industry to understand the to get personnel out to the hazards presented at the vari- National Fire Academy to attend ous occupancies in the area, the Hazardous Materials Medic and we are beginning to work program and are working with toward expansion of our re- the regional EMS committee and sponse capabilities with regard the County Medical Program to these incident types. We have Director to further the goal of assigned a lower priority to this providing EMS resources at area simply because we have to hazardous materials incidents. maintain our basic response capabilities and address issues such as staffing , apparatus, and facilities before we can provide Council Workshop 1-5-22, Page 10 of 81 Summary MLFD faces, as other city de- limiting. Most of our personnel, ratus maintenance techni- As the city evolves and grows the partments do, challenges in from chief fire officers down, cians. department will need to as well. continuing to provide the level of provide multiple levels of ser- Programs that are being looked at service that the community has vice, not simply fire or emer- • In house pump certifica- to provide additional and / or been provided in the past. gency medical. Services provid- tion. alternative services include: ed within the department in- • Patrol positions that couple Issues such as staffing, appa- • Technical Rescue. fire inspection and first clude: ratus replacement, and facilities • Water & Ice Rescue. response EMS and Fire. are all issues that directly im- • In house training by quali- • Community Paramedic pact the ability to provide ser- fied instructors. • Hazardous Materials Oper- programs. vices. ations Level Response. • Joint apprenticeship train- • Fire Inspections. ing program. The term “dual-role” has largely And of Course: • Evaluation of BLS services come to mean fire department • Fire Investigations. to alleviate the need to staff personnel that provide both fire • Fire response • Public Education. additional ALS personnel. and emergency medical ser- • Medical response vices. In the case of MLFD the • Plan Review. term “dual-role” is somewhat • In house breathing appa- Council Workshop 1-5-22, Page 11 of 81 Council Workshop 1-5-22, Page 12 of 81 Parks, Recreation & Cultural Services Department 2022 Work Plan Council Workshop 1-5-22, Page 13 of 81 The Moses Lake Parks, Recreation & Cultural Services Department provides and maintains leisure services and park facilities for the community. Our mission is to plan, develop, and maintain safe recreational and cultural facilities and programs for the health, pleasure, and educational use of the community and its visitors. This is accomplished through professional staff who provide recreational programs and activities and who maintain facility standards making them aesthetic and desirable for use. Through our services, we aspire to be our community’s leaders in connecting people to people, parks, trails, and programs, while creating a legacy for future generations, and honoring the culture and history of Moses Lake. 2021 Notable Projects - We were able to remove and replace the playgrounds at Gillette Park and Knolls Vista Park. - We were able to overhaul our three softball fields at Paul Lauzier Athletic Complex. - The Surf ‘n Slide Water Park saw a new public address system installed. The old public address system was the original from 1994 when the facility first opened. This was 27 years ago. - After years of fighting peeling paint issues at Surf ‘n Slide Water Park we installed a new pool liner. This should make a good facility great! This will be such a facelift and significant improvement. - With the design finalized, the new Larson Recreation Center is on track to finally become a reality for our community. This incredible facility will have so much positive impact on the greater Moses Lake area. The new Larson Recreation Center bids were under budget and construction began in April of 2021. - Parks, Recreation & Cultural Services has contracted with GreenPlay to update our Parks, Recreation & Open Space Plan. This living document will define our next five years and beyond. This has been a great opportunity for members of the community to provide input and help shape the future! - Museum & Art Center obtained funding from the Institute of Museum and Library Services and from the City of Moses Lake to re-do three permanent exhibits in the Museum. The new exhibits will replace, old, unfinished displays and will do a better job telling the history of Moses Lake. 2022 Work Plan Recreation Division - Larson Recreation Center: Develop a timeline and implement operational plan for LRC including pass/admission pricing, programming, rentals, facility hours, new hires, and marketing. - Ballfields: Recruit and retain baseball, softball, and soccer tournaments. - Pool: Recruit around 30 new lifeguards and retain roughly 120 lifeguards each year to help maintain a safe facility. - Food Truck Court: Develop vendor agreement, and management process. - Programming: • Scholarship Program: Increase participation in our new youth scholarship program by additional marketing and outreach and working with the Columbia Basin Foundation and new partners to help build program awareness and funding. • Increase equitable programming and recreational opportunities for the underserved families in our community. • Develop marketing materials including the recreation brochure in English and Spanish to reach the Hispanic or Latino populations in our community. Council Workshop 1-5-22, Page 14 of 81 - Grant Funding: Look for additional grant fund opportunities and continue to build relationships with organizations like Trust for Public Land and others when there is an opportunity. Museum & Art Center - Implement Humanities Washington Grant to enhance field trips. Make a concerted effort to get information into the hands of teachers and find teachers willing to try out pilot programs. - Create secure off-site display cases for pop-up exhibits in the community. Identify 3-5 host locations – example: Port of Moses Lake. - Research programming for younger adults. Create 2 new programs attractive to younger visitors. - Re-brand the Members Only art show and create a bigger opening night event for the community. - Complete the design and label writing phase of the history exhibit re-do. - Staff will continue working towards the designation of a Creative District coupled with a 1% for the Arts program. A creative district is a geographically defined area of cultural and economic activity. It’s the heart of a community. It is a place for people to gather and enjoy their community’s arts and culture. This program has the potential to truly impact a community in so many positive ways. - In creating the 1% for the Arts program will also include creating a sub-committee under the Parks, Recreation & Cultural Services Advisory Board. Park Maintenance Division - Continue replacing aged playgrounds at Cascade Park and Lakeview Park. - Complete the Paul Lauzier Athletic Complex infield overhaul of fields 4 and 5. - At the Japanese Gardens cleaning of the pond and pump system redesign. Bamboo fencing at entrance and tea hut need to be replaced and plant new trees for the Sister City. - Annual maintenance of all boat launches and docks at our waterfront parks. - Begin process of possible picnic shelter at Yonezawa Park with history of Sister City celebrating the 40th anniversary. - Begin removal of shrubbery on Yonezawa Blvd and replace with drought tolerant plants and trees. - Continue improvements on the BMX track. Council Workshop 1-5-22, Page 15 of 81 Administrative - Complete the Parks, Recreation and Cultural Services Comprehensive Plan and update associated policies, plans and capital facility’s needs. - Creating the 1% for the arts and the sub-committee created under the Parks, Recreation & Cultural Services. - Trees have a substantial benefit to the public health, safety, and welfare of the citizens therefore we will continue working on creating a Tree Ordinance for our city. In creating the tree ordinance, a sub-committee will be created under the Parks, Recreation & Cultural Services Advisory Board. - Creation of a Parks, Recreation & Cultural Services Advisory Board Manual. - Implement a citywide communications plan with an internal review and approval. - Develop a plan to upgrade the Visitor Information Center to be more appealing upon entry to the Civic Center facility for all visitors. - Continue creating a tourism campaign that markets our city for visitors and tourists alike. - Engaging the community in sharing photos of our cities facilities and parks to use in seasonal brochures and city-wide marketing campaigns. Council Workshop 1-5-22, Page 16 of 81 City of Moses Lake Homeless Services Council Workshop 1-5-22, Page 17 of 81 Housing Assessment and Risk of Homelessness in Moses Lake  A Housing Assessment has been performed and, in that assessment, it was found that:  Nearly one third of households in Moses Lake are living in a cost-burdened household; this is defined as households that spend more than 30% of their income towards housing costs  47% of households in Moses Lake make the equivalent or less than the area median income of $57,838/year  There are 184 units of designated subsidized housing and 106 housing choice vouchers being accepted in the private market  699 Households in Moses Lake qualify as extremely low-income, making less than 30% of the Area Median Income  Cost burden indicates a lack of housing options that are affordable to residents and a higher risk of potential housing instability Council Workshop 1-5-22, Page 18 of 81 Open Doors Sleep Center The Sleeping Center has a bathroom and shower facility on site where guests can schedule a shower time and have access to sanitary bathroom facilities The Center has an administration building which is the point of access for guests to check-in. The administration building screens guests checking in for COVID-19 symptoms, hands out hygiene packs and meals that have been delivered in conjunction with the Moses Lake Food Bank and Serve Moses Lake. There are 3 separate heating areas on site. Council Workshop 1-5-22, Page 19 of 81  Sleep Center December -Reframe Sleep Center as a resource -First step to permanent housing -Identify misconceptions of people experiencing 2020- September homelessness in Grant County 2021 Council Workshop 1-5-22, Page 20 of 81 Enhanced Shelter July 2021- September 2021 • Expanding idea of who is experiencing homelessness and who is at-risk of homelessness • Benefits of permanent shelter • Working with people who have lived experience to broaden scope of needs when addressing future solutions Council Workshop 1-5-22, Page 21 of 81 Looking to the Future  The City has begun the work of identifying  Opportunities for Growth: a future location that would be the  The City has begun building relationships permanent location of the Sleeping with many community partners and exploring options for a multi-use facility- this Center in the City. location would provide a space to provide  Part of identifying the potential site will be: wrap-around services to people living unsheltered.  accessibility to public transportation, proximity to shopping, medical services, fire and police  Public impact of location- will the permanent site meet the needs of the Public, the City and the unsheltered population Council Workshop 1-5-22, Page 22 of 81  MUNICIPAL/COMMUNITY SERVICES PERMIT CENTER RE-ORGANIZATION STAFF, ONLINE PORTAL, AND FACILITIES STAFFING ONLINE PORTAL FACILITIES ● (2) Permit Coordinators ● All permit intake, tracking, and ● (1) Front Counter for Combined intake and track all permits processing is conducted online. Services with online transparency ● 24/7 Application, Document ● Counter is a Legacy Service; Permit ● Reorganized from Existing Uploads, and Project Status Checks. Coordinators just help with online Positions (No New Hires) application “in-person” ● Front Counter is a Legacy Service; Permit Coordinators just help with ● Dual Sided Big Screens for online online application “in-person” application support “in-person” Simple Interface Single Front Counter Council Workshop 1-5-22, Page 23 of 81  MUNICIPAL SERVICES ENGINEERING DIVISION REORGANIZATION STAFF, FACILITIES, AND ONLINE PORTAL STAFFING FACILITIES / EQUIP ONLINE PORTAL ● Re-establish chain of command ● Move all section staff member ● Online interactive map portal for desks/offices adjacent to the section Development Projects, providing 24/7 ● Cross-train staff and build initiative manager (productivity/oversight). information and status checks. to support other staff and departments (small city heart). ● Minor facilities improvements for ● Online Permit Application and productivity gains (utilize in-house Tracking (See Permit Center Slide) ● Re-Organize staffing back to facilities maintenance resources to successful model from 6+ years ago conduct) ● Bring all small works projects back ● (See Permit Center Slide) to engineering department (PW/Parks/City Wide). Special ● Integrate Drone products into Projects Engineer. Engineering Production. ● Individual work plans required for all staff ● Production transparency required ● Take advantage of WSDOT training programs. Build skills within long term employees. ● Foster a positive, motivated, and continual improvement culture. POTH FERNDALE, WA MAJOR PLAT ONLINE EXAMPLE 10.05.2021 PROJECTS MAP Council Workshop 1-5-22, Page 24 of 81  MUNICIPAL SERVICES CAPITAL PROJECTS ENGINEERING PRODUCTION TRANSPARENCY DESIGN REPORTING BID PROCESSING CONSTRUCTION Provide regular reports to Council Provide online reporting of the bid Provide online reporting of project and website at key production points process for public transparency. progress for public transparency. ● 10% Concept Design ● Request for Bids ● Project Scope ● 30% Preliminary Design ● Bid Opening and Selection ● Project Budget ● 60% Draft Design ● Council Action ● Project Schedule ● 90% Final Review Design ● Bid Award ● Inspection ● 100% Bid Documents ● Completion ONLINE PORTAL: ● Online interactive map portal for Capital Projects, providing 24/7 information and status checks. ● Share design information and have Input from the Public on Capital Projects as they are being designed, FERNDALE, WA bid, and constructed. ONLINE EXAMPLE Council Workshop 1-5-22, Page 25 of 81 PROJECTS MAP  MUNICIPAL SERVICES CITY UTILITIES PLANNING FOR THE FUTURE 2022 WATER SYSTEM PLAN 2022 SEWER SYSTEM PLAN STORM SYSTEM PLAN Full Update and Major Expansion Full Update and Major Expansion New Plan ● Update 2015 System Plan ● Update 2015 System Plan ● Existing System Mapping ● Update 2020 System Modeling ● Update 2020 System Modeling ● System Maintenance Plan ● Expand Water Rights ● Add Class A/B Irrigation Use ● Stormwater Ordinance Update ● Irrigation Offset Planning ● Add Industrial Treatment ● Stormwater Utility and DOE with MLIRD and USBR Facility Planning Permit Compliance ● (50) Year Expansion Planning ● (50) Year Expansion Planning ● Capital Improvements List ● Capital Improvements List to ● Capital Improvements List to ● Watershed Quality, Surface Achieve (50) Year Goals Achieve (50) Year Goals Water Quality, & Illicit Discharge IRRIGATION SYSTEM PLAN New Plan ● Existing System Mapping ● Irrigation Offset Planning with MLIRD and USBR ● (50) Year Expansion Planning ● Capital Improvements List to Achieve (50) Year Goals DUNES WASTE WATER Council Workshop 1-5-22, Page 26 of 81 TREATMENT PLANT  MUNICIPAL SERVICES OPERATIONS LEADERSHIP PUBLIC WORKS LEADERSHIP STAFF UNION STAFF ● Public Works Superintendent (REPLACE) ● Update all crew member job descriptions to include specific “on-call” language, as a ₋ Water System Manager Requirement of the job. ₋ Sewer System Manager ● Foster a professional, positive, motivated, ₋ Storm System Manager (NEW) and continuous improvement culture ₋ Streets Manager ● Continue to Refine and Simplify Union ₋ Fleet Manager Contract through 2022 negotiations ₋ Building Maintenance Manager ● American Federation State County Municipal Employees (AFSCME) ● Chain of command already in good order within Public Works. Continue to authorize managers to conduct their duties. ● Cross-train staff and build initiative to support other staff and departments (small city heart). Council Workshop 1-5-22, Page 27 of 81 INTRODUCTION TO CITY ATTORNEY KATHERINE L. KENISON Council Workshop 1-5-22, Page 28 of 81  WHO AM I? • PRACTICING ATTORNEY SINCE 1988 • 2 YEARS IN PROSECUTOR’S OFFICE DOING CRIMINAL PROSECUTION • RECRUITED BY FORMER PARTNERS, JIM WHITAKER AND RICHARD LEMARGIE, TO JOIN THEIR MUNICIPAL PRACTICE WHICH INCLUDED VARIOUS SPECIAL PURPOSE DISTRICTS (E.G., COLUMBIA BASIN IRRIGATION DISTRICTS, HYDROPOWER AUTHORITY, PORT DISTRICTS, HOSPITAL DISTRICTS) AND SEVERAL CITIES. • MUNICIPAL LAWYER FOR 31 YEARS • CURRENT FIRM IS KENISONFRANZ IN MOSES LAKE WITH PARTNER ANNA FRANZ. Council Workshop 1-5-22, Page 29 of 81 WHO DOES THE CITY ATTORNEY REPRESENT? • WASHINGTON SUPREME COURT ADOPTED THE “ENTITY MODEL” IN 2006: A LAWYER EMPLOYED OR RETAINED BY AN ORGANIZATION REPRESENTS THE ORGANIZATION ACTING THROUGH ITS DULY AUTHORIZED CONSTITUENTS. • THE ENTITY IS THE CLIENT, AND NOT ITS INDIVIDUAL ELECTED OFFICIALS, DEPARTMENT HEADS, AGENTS, OR OTHER CONSTITUENTS • THE ENTITY SPEAKS THROUGH ITS AUTHORIZED REPRESENTATIVES, WHICH VARY DEPENDING UPON THE PARTICULAR SITUATION. E.G., LEGISLATIVE ACTIONS (COMP PLAN, ORDINANCES, ANNEXATIONS, CONTRACTS) EXECUTIVE ACTIONS (PERSONNEL, DAY TO DAY OPERATIONS) • THE CITY ATTORNEY MUST FOLLOW THE INSTRUCTIONS AS GIVEN BY THE AUTHORIZED REPRESENTATIVES. Council Workshop 1-5-22, Page 30 of 81  MUNICIPAL LAW CONTROLS • WHAT A CITY CAN OR CANNOT DO (REFER TO LEGISLATIVE AND CONSTITUTIONAL AUTHORITY) • HOW IT CAN BE DONE (ORDINANCE, CONTRACT) • WHO IS AUTHORIZED/REQUIRED TO DO IT (COUNCIL OR MANAGER) • RISK ANALYSIS OF ACTION (GIFTING, VACCINE MANDATE EXEMPTION) • IMPORTANT TO REMEMBER MUNICIPAL LAW RULES OF THE ROAD AS POLITICAL DISAGREEMENT IS INEVITABLE. E.G., COUNCIL IS EXPRESSLY PROHIBITED FROM INTERFERING WITH THE CITY MANAGER’S ADMINISTRATION OF CITY BUSINESS. RCW 35A.13.120 Council Workshop 1-5-22, Page 31 of 81  HOW DOES THE CITY GOVERN • CITY COUNCIL IS THE LEGISLATIVE BRANCH • CITY MANAGER IS THE EXECUTIVE BRANCH • MUNICIPAL COURT IS THE JUDICIAL BRANCH • ALL ARE AUTHORIZED REPRESENTATIVES OF THE CITY (PROVISO, MUNICIPAL DEPARTMENT OF THE DISTRICT COURT) • ORDINANCES (WRITTEN, CODIFIED LAWS); RESOLUTIONS (WRITTEN RECORD OF COUNCIL ACTION); POLICIES Council Workshop 1-5-22, Page 32 of 81  CITY MANAGER • COUNCIL-MANAGER FORM OF GOVERNMENT (CHAPTER 35A.13, RCW); CITY COUNCIL APPOINTS THE CITY MANAGER • CITY MANAGER IS AUTHORIZED REPRESENTATIVE IN MOST CASES; HOWEVER, CITY MANAGER REPORTS TO THE CITY COUNCIL AND IS SUPERVISED BY THE CITY COUNCIL • CITY MANAGER HAS GENERAL SUPERVISION OVER THE ADMINISTRATIVE AFFAIRS OF THE CITY; APPOINTS AND REMOVES DEPARTMENT HEADS AND EMPLOYEES, SEES THAT ALL LAWS AND ORDINANCES ARE FAITHFULLY EXECUTED, RECOMMENDS ACTION ITEMS TO COUNCIL AND SUBMITS REPORTS AS SHE DEEMS NECESSARY OR EXPEDIENT, KEEPS THE COUNCIL APPRISED OF THE FINANCIAL CONDITION OF THE CITY AND ITS FUTURE NEEDS, AND PREPARES AND SUBMITS THE PROPOSED BUDGET. RCW 35A.13.080 Council Workshop 1-5-22, Page 33 of 81  POWERS OF CITY COUNCIL • MAYOR IS A MEMBER OF CITY COUNCIL APPOINTED BY THE CITY COUNCIL, WHO CHAIRS THE COUNCIL MEETINGS AND PERFORMS CEREMONIAL DUTIES. • COUNCIL HAS ALL POWERS AND AUTHORITY GRANTED TO LEGISLATIVE BODIES OF NON-CHARTER CODE CITIES, EXCEPT INSOFAR AS SUCH POWER AND AUTHORITY IS VESTED IN THE CITY MANAGER • CITY COUNCIL POWERS AND AUTHORITIES INCLUDE: ORGANIZE AND REGULATE ITS INTERNAL AFFAIRS, DEFINE THE FUNCTIONS, POWERS, AND DUTIES OF ITS OFFICERS AND EMPLOYEES; FIX COMPENSATION AND WORKING CONDITIONS OF SUCH OFFICERS AND EMPLOYEES; ESTABLISH AND MAINTAIN CIVIL SERVICE; ADOPT/ENFORCE ORDINANCES AND IMPOSE PENALTIES FOR VIOLATIONS THEREOF; ALL POWERS UNDER THE STATE CONSTITUTION AND ANY CLASS OF CITY IN WASHINGTON. RCW 35A.11.020 • NOTE: CITY DE-CRIMINALIZED AND HAS NO CRIMINAL COURT Council Workshop 1-5-22, Page 34 of 81  CITY ATTORNEY ROLE CITY ATTORNEY ROLE IS DIFFERENT THAN OTHER STAFF; ETHICAL RULES GOVERNING ATTORNEYS MANDATE THAT MY DUTY RUNS TO THE “CLIENT”, WHICH IS THE MUNICIPAL CORPORATION (ENTITY), AND NOT THE COUNCIL, INDIVIDUAL COUNCIL MEMBERS, OR MANAGER. I FULFILL THIS ROLE BY IMPARTIALLY ADVISING INDIVIDUAL BRANCHES OF GOVERNMENT CONCERNING THEIR RESPECTIVE ACTIONS AS THOSE ACTIONS MAY BE AUTHORIZED BY STATE LAW. PROVIDING THIS SERVICE REQUIRES KNOWLEDGE OF THE STATE CONSTITUTION, STATE STATUTES, FEDERAL LAWS AND REGULATIONS, APPLICABLE CASE LAW, DECISIONS OF ADMINISTRATIVE BOARDS, AND FAMILIARITY WITH STATE AND FEDERAL COURTS AND DECISION MAKERS. Council Workshop 1-5-22, Page 35 of 81  WHAT DOES THAT ACTUALLY MEAN? • DRAFT AND REVIEW CONTRACTS • PREPARE LEGAL OPINIONS AND COMPILE AND PRESENT LEGAL RESEARCH AS REQUESTED BY COUNCIL, MANAGER • DRAFT ORDINANCES, RESOLUTIONS, POLICIES • INITIATE OR DEFEND LAWSUITS ON BEHALF OF THE CITY • REPRESENT THE CITY IN MUNICIPAL COURT PROSECUTIONS • PROVIDE ANALYSIS RELATED TO THE CITY’S VARIOUS INTERESTS IN REAL PROPERTY, INCLUDING PARTICIPATION IN NEGOTIATION AND CLOSING OF TRANSACTIONS RELATING TO REAL PROPERTY RIGHTS AND INTERESTS • IDENTIFY RISK EXPOSURE ASSOCIATED WITH CITY ACTIONS SO THAT COUNCIL AND STAFF ARE FULLY INFORMED PRIOR TO MAKING DECISIONS Council Workshop 1-5-22, Page 36 of 81  WHAT DOESN’T THE CITY ATTORNEY DO? • I DON’T MAKE DECISIONS - I MAKE RECOMMENDATIONS BASED UPON THE LEGAL IMPLICATIONS (MY ETHICAL OBLIGATIONS AS A MUNICIPAL ATTORNEY REQUIRE A CONSERVATIVE POSITION THAT BEST PROTECTS PUBLIC ASSETS) • MY ADVICE AND RECOMMENDATIONS ARE NOT BASED ON PERSONAL OPINIONS • I PROVIDE OPTIONS IN AN EFFORT TO HELP YOU ACCOMPLISH YOUR GOALS WITH THE LEAST AMOUNT OF RISK POSSIBLE • I PROVIDE INFORMATION AND ADVICE TO ENSURE THAT YOUR DECISIONS ARE FULLY INFORMED SO THAT YOU CAN APPROPRIATELY WEIGH THE RISKS BEFORE TAKING ACTION Council Workshop 1-5-22, Page 37 of 81  CITY ATTORNEY CONFLICT OF INTEREST AND SPECIAL COUNSEL • CITY ATTORNEY CANNOT ADVISE ALL CITY OFFICIALS WHO MAY BE INVOLVED IN A CASE OR HEARING • E.G., CIVIL SERVICE AND PLANNING COMMISSION APPEALS (POLICE/FIRE, WINCO) • SPECIAL COUNSEL (CONFLICT, SPECIALTIES/WATER RIGHTS) • INSURANCE DEFENSE COUNSEL (WCIA APPOINTS SPECIAL COUNSEL FOR THE CITY TO DEFEND COVERED CLAIMS, E.G., PERSONNEL, EXCESSIVE FORCE) Council Workshop 1-5-22, Page 38 of 81  REPRESENTATION OF CITY COUNCIL MEMBERS • CITY ATTORNEY REPRESENTS CITY COUNCIL MEMBERS ACTING IN THEIR OFFICIAL CAPACITY • STATE LAW AND CITY ORDINANCE PROVIDE FOR INDEMNIFICATION OF CITY COUNCIL MEMBERS WHO ARE ACTING IN GOOD FAITH AND WITHIN THE SCOPE OF THEIR OFFICIAL DUTIES. • THIS MEANS THAT IF YOU ARE PERSONALLY NAMED IN A LAWSUIT, YOU MAY REQUEST THAT THE CITY AUTHORIZE YOUR DEFENSE AT CITY EXPENSE AND THAT ANY MONETARY JUDGMENT AGAINST YOU BE PAID. • PROVISO: WITHIN SCOPE OF OFFICIAL DUTIES AND IN GOOD FAITH • WCIA PROVIDES COVERAGE FOR THE CITY ONLY FOR THOSE ACTIONS CONDUCTED IN GOOD FAITH AND WITHIN THE SCOPE OF YOUR OFFICIAL DUTIES. Council Workshop 1-5-22, Page 39 of 81 Overall Comprehensive Plan Implementation Plan adopted by Moses Lake City Council November 23, 2021 Council Workshop 1-5-22, Page 40 of 81  Plan Implementation The Comprehensive Land Use Plan provides a framework for how the City should continue to grow and develop in the coming years. The Plan was developed out of the vision that the citizens and their elected representatives identified for the future of the City. For the Plan to be successful, its implementation must be a coordinated effort on the part of both the public and private sectors. A number of specific implementation measures and actions are identified to be taken immediately upon adoption of the Plan update; others will be longer term priorities and will take several years to complete. The following implementation actions* are identified in the adopted plan: As required by state law, the City Planning Commission and City Council shall review and approve the updated development regulations. Out of the planning process, several “game changer” projects were identified that were supported by community input and if implemented could launch the plan’s implementation quickly, particularly with the availability of federal funds through the stimulus package. Those projects are: • Securing resources to complete district planning and revitalization efforts in the Broadway Corridor and Downtown Creative District • Urban design and transportation enhancements at major gateway locations along I-90 Council Workshop 1-5-22, Page 41 of 81  • Expanding the city’s water supply by planning for the creative use of water (i.e. water reuse, and irrigation offsets) through an updated Water Comprehensive Plan • Implementation of the Housing Action Plan: o The HAP will be implemented through both the revision of the development regulations to increase the supply and variety of housing options and through targeted help for the chronic homeless as envisioned through the Transformational Center. The City will actively solicit grant funding to augment City funds in help implement these projects. A final implementation item is critical for the development of the street system for the City/UGA is the: • Development of and adoption of a street master plan for the entire urban growth area The Comprehensive Plan is supported by the Capital Facilities Element and Capital Facilities Plan (CFP), which is the overall financing plan for the Comprehensive Plan. The CFP will be incorporated into the City’s budgeting process through the development of a five year financial planning process. The CFP will be updated on an annual basis with the outcomes of the various infrastructure planning processes identified, this will be critical as many grant resources require that an identified project is listed in the City’s Capital Facilities Plan or Six Year Street Plan (which is a piece of the CFP). *Implementation Action Item Descriptions: 1. Unincorporated Urban Growth Area Development Agreements. Development and land use activities occurring at urban densities adjacent to the city will have an impact on the city. It is important that joint planning agreements are reached between the city and the county which identify development standards, concurrency issues, development review procedures, etc. Development should be required to meet city standards, so that if annexation occurs undue financial burden is not placed upon the city at a later date. Concurrency standards, especially relative to transportation issues, should adhere to the city’s LOS. 2. Development Regulations. Existing development regulations should be reviewed and updated as appropriate to incorporate the concepts contained in the Plan within one year of Plan adoption (ACTION UNDER WAY). A concurrency ordinance, consistent with RCW 36.70A.070(6), shall be developed and adopted which assures the provision of public facilities in accordance with Level of Service Standards adopted within the Plan. In addition to the existing regulations, there are several land use categories that may benefit from new review standards, design guidelines, or other forms of documentation as they are implemented over time. These include the following: a. Existing Development Regulations ▪ MLMC Title 18 Zoning, including rezone approvals consistent with new land use designations. ▪ MLMC Title 17 Subdivision b. New Land Use Designations ▪ Downtown ▪ Gateway Commercial 3. Update Permit Procedures. RCW 36.70B requires jurisdictions planning under GMA to establish integrated and consolidated project permit procedures. The City shall review the permit processes and develop policies consistent with the RCW in conjunction with the Development Regulations update. 4. Parks and Recreation Comprehensive Plan Update. The City’s Parks and Recreation Plan was last updated in 2016. The Plan is currently being updated and is anticipated to be adopted in 2022. The City shall use the annual amendment process to incorporate the Parks and Recreation plan into the Comprehensive Plan. Council Workshop 1-5-22, Page 42 of 81 5. Master Street Plan. The City does not have an updated Master Street Plan. A master street plan should be developed consistent with the Land Use Element and the Transportation Element within one year of Comprehensive Plan adoption. Additionally, a street plan should be created and adopted for the unincorporated UGA. This action will require coordination between Grant County and the City of Moses Lake and should be considered subsequent to the adoption of UGA development agreements. In both cases consideration should be given to transit, pedestrian, and bicycle facility plans. 6. Wastewater System Master Plan. The City’s Comprehensive Wastewater Plan was last updated in 2015. The Plan provides details on the City’s existing collection system and tributary summary reports. (ACTION UNDER WAY). The City has two wastewater treatment facilities: Sand Dunes Wastewater Treatment Facility, and Larson Wastewater Treatment Facility. 7. Comprehensive Water System Plan Update. Moses Lake’s Water System Plan was completed in 2000 and updated in 2016. The updated plan identifies improvements for the distribution of potable water and addresses water right issues. (ACTION UNDER WAY). The Plan is based on the population projections contained within the Land Use Element of the Comprehensive Plan, and through site visits and evaluation of existing wells, pump stations, and reservoirs in Moses Lake. 8. Stormwater Comprehensive Plan. As discussed in the Utilities Element (Chapter 5), the City manages urban stormwater under a Phase II Municipal Stormwater Permit issued by the Washington Department of Ecology and has adopted a Stormwater Management Program. The City should also establish a Stormwater Comprehensive Plan to address capital planning needs for the stormwater utility. This comprehensive plan would include and inventory of existing infrastructure, establish a level of service standard for future development, and document future capital needs for system repairs and upgrades. Council Workshop 1-5-22, Page 43 of 81 Moses Lake Comprehensive Plan Adopted Plan Overview Council Workshop 1-5-22, Page 44 of 81 1 Comprehensive Plan Overview Growth Management  The Comprehensive Plan sets Act goals and policies to govern development in the city and Countywide promote the priorities and desires Planning Policies of the Moses Lake community. Moses Lake  The plan must be consistent with Comprehensive the requirements of the Growth Plan Management Act (RCW 36.70A) and with Grant County Functional Plans Countywide Planning Policies. Implementing Programs and Regulations Council Workshop 1-5-22, Page 45 of 81  Comprehensive Plan Organization Introduction • Describes plan organization, requirements of GMA, and plan update process. • Establishes goals and policies related to City operation. (Incorporates the former Roles & Responsibilities Element.) Vision • Sets Vision Statement and supporting goals. Land Use • Plans for future land uses and addresses community character and identity. Housing • Sets goals and policies to meet future housing needs. Informed by the Housing Action Plan. Utilities • Plans for utility infrastructure, including water, sewer, and stormwater. • Sets goals and policies for coordination with non-City utility providers. Transportation • Plans for growth and maintenance of transportation infrastructure, including streets, bike/pedestrian facilities, and transit. Capital Facilities • Plans for City-provided services, including police, fire, parks & recreation, municipal facilities, and libraries. • Sets policies for coordination with local school district. • Incorporates former Essential Public Facilities Element. Council Workshop 1-5-22, Page 46 of 81 Introduction and Vision Elements Council Workshop 1-5-22, Page 47 of 81 Introduction Key Public Engagement Themes:  Provides background on Growth • Need to foster greater trust in City government. Management Act and the • Concern about lake water quality. Comprehensive Plan process. • Lack of resources to address homelessness.  Describes public engagement • Strain on transportation network process and the key themes of from growth and sprawl. feedback received. • Desire for more vibrant Downtown and better community aesthetics. • Desire to build a tourism economy  Sets goals and policies that govern around the lake. how the City operates and fulfills its • More jobs for community responsibilities to the community. members, particularly the young.  Establishes a series of measures for implementation of the Comprehensive Plan, including code amendments and functional plan updates that should be addressed over the coming years. Council Workshop 1-5-22, Page 48 of 81  Vision Statement Moses Lake is a diverse, connected, and supportive community of innovation and opportunity that values its namesake lake, small town vibe, growing arts and cultural scene, abundance of sunshine, and outdoor activities.  The Vision was developed in a joint process between the Planning Commission, City Council, and a community stakeholder group, based on community input.  Vision statement is supported by goals organized around the key themes of the vision:  Diversity and inclusivity  Economic innovation and opportunity  Character and identity  Recreational amenities  Long-term sustainability. Council Workshop 1-5-22, Page 49 of 81 Governance Actions:  Provide a service oriented government that works with all interests in the community to implement the vision • Ensure frequent and open communication • Encourage community involvement • Ensure that the plans and projects in the Comprehensive Plan benefit existing and future populations equitably • Foster an environment of safety and security for those who live in, work in and visit Moses Lake • Participate in Emergency Management planning • Design City processes that are user friendly for the public • Recognize the City’s diversity and use a variety of public participation techniques to reach all segments of the population • Encourage the participation of dedicated, community-oriented volunteers on Boards and Commissions and ensure they are representative of the community Council Workshop 1-5-22, Page 50 of 81 Land Use Element Council Workshop 1-5-22, Page 51 of 81  Key Planning Issues: Land Use Element • The city’s population is growing. If trends  Establishes the Future Land Use Map and land continue, growth will use designations, which are the basis for the exceed adopted 2038 development code. population target. • More variety of  Key Update Components: housing is needed  New land use designations to support growth. (Downtown and Gateway • Ability to attract and Commercial) retain business and  New goals and policies to industry is key to the promote greater housing economic health of diversity the region.  New goals and policies for • Environmental wider application of design resources are critical standards assets that need  Potential UGA boundary protection. revisions • A high-quality water  Review population estimates supply is critical to after census release Moses Lake’s future. Council Workshop 1-5-22, Page 52 of 81 Land Use Element – New Designations  Downtown would replace Commercial Business District place greater emphasis on the area as the city’s cultural and civic center.  Renew focus on mixed-use, live- work, and arts & culture uses.  Emphasize bicycle and pedestrian connections to nearby recreation resources.  Revised Land Use element policies to promote a mix of residential and commercial uses in appropriate areas, including Downtown. Image Source: MAKERS Architecture Council Workshop 1-5-22, Page 53 of 81 Land Use Element – New Designations  Gateway Commercial designation would create a welcoming urban design experience for visitors.  Prioritize urban design and recreation-oriented commercial uses.  De-emphasize large-format & outdoor storage-based commercial uses (warehousing, office parks, etc.)  Allowing multifamily residential uses by-right to create more housing options and a more vibrant visual environment. Image Source: MAKERS Architecture Council Workshop 1-5-22, Page 54 of 81 Encourage Greater Variety of Housing Types  Promote small-lot single family development, cottage housing, duplexes/triplexes, and townhomes in moderate- density areas.  Ensure compatibility through the application of design standards, with an emphasis pedestrian- oriented design and usable open space.  Promote more live-work and mixed-use development in Downtown.  Greater housing type variety promotes affordability and offers more choice to residents. Council Workshop 1-5-22, Page 55 of 81 Land Use Element - Community Identity & Design  Create gateways at major entrances to the city using signage, landscaping, and monuments.  Enact development regulations and design standards along major corridors in/out of Downtown to welcome visitors to Moses Lake.  Promote new design standards for the following:  Downtown  New multifamily development  Infill housing (small-lot, duplex/triplex, townhomes) Council Workshop 1-5-22, Page 56 of 81 Land Use Element – Future Land Use Map Council Workshop 1-5-22, Page 57 of 81 Land Use Element – Goals  Goal 3.1 Provide for coordinated, logical and orderly growth of the City  Goal 3.2 Balance the pace of development with the ability to provide public facilities and services  Goal 3.3 Maintain and enhance the health and vitality of residential neighborhoods  Goal 3.4 Create an attractive and well distributed system of commercial areas to serve community needs  Goal 3.5 Encourage the development of diversified industrial and manufacturing activities to provide employment and strengthen the economy and tax base  Goal 3.6 Preserve and integrate open spaces that contribute to community character, protect environmentally sensitive areas, and enhance recreational, educational and aesthetic opportunities  Goal 3.7 Reinforce and enhance Moses Lake’s environmental stewardship by preserving ecological function while allowing for growth of the city and reasonable use of private property  Goal 3.8 Protect archeological resources and significant historical and cultural sites and structures  Goal 3.9 Strengthen the city’s identity and livability through thoughtful design Council Workshop 1-5-22, Page 58 of 81 Housing Element Council Workshop 1-5-22, Page 59 of 81 Housing Element  Provides a description of Moses Lake’s population and demographic characteristics, informed by the 2020 Housing Needs Assessment and the Housing Action Plan.  Goals and policies focus on variety of housing types to meet diverse community needs and promote housing affordability.  The City and UGA have sufficient land capacity to meet projected growth, but housing production needs to increase to meet household growth projections.  Buildable Lands Analysis assumed 3.8 residential units per acre. Recently approved subdivision proposals are denser. Council Workshop 1-5-22, Page 60 of 81 Housing Element – Relationship to the Housing Action Plan  The HAP itself does not establish regulations – it is a guidance document and work plan. Plan and development code updates are necessary to implement the HAP.  Housing Element and Land Use Element goals and policies have been reviewed for consistency with the goals and strategies of the Housing Action Plan.  The HAP will be further implemented by development code updates following adoption of the Comprehensive Plan. Council Workshop 1-5-22, Page 61 of 81 Housing Element – Goals • Goal 4.1 Provide a variety of housing types and densities to meet the needs of all members of the community • Goal 4.2 Encourage affordable housing • Goal 4.3 Maintain existing housing stock in a safe and sanitary condition Council Workshop 1-5-22, Page 62 of 81 Transportation Element Council Workshop 1-5-22, Page 63 of 81 Transportation Element  Addresses the City’s transportation network, including streets, bicycle & pedestrian infrastructure, and transit.  Element also establishes Level of Service standards for roadways. GMA requires jurisdictions to forecast future traffic volumes and provide adequate infrastructure to serve growth.  Moses Lake’s regional transportation connections are an economic asset, but the local street network faces some challenges: o Connections around and across Moses Lake o Infrastructure needs in outlying areas o Need for more trail/sidewalk interconnections. Council Workshop 1-5-22, Page 64 of 81 Transportation Element  Extensive road improvements are necessary over the next 20 years to meet growth and correct existing deficiencies  Street improvement projects provide opportunities to include bicycle and pedestrian infrastructure  The implementation plan requires the City adopt concurrency regulations in code based on Transportation Element policies  The City needs to revisit growth priorities or develop new financing strategies based on failing roadway sections  A master street plan needs to be updated for the City limits and developed for the approved UGA Council Workshop 1-5-22, Page 65 of 81 Council Workshop 1-5-22, Page 66 of 81 Transportation Element – Goals  Goal 6.1 Provide a safe, efficient, interconnected, and pleasurable active transportation system for residents and visitors  Goal 6.2 Develop and maintain an efficient circulation system that serves the existing and future population, considers multi-modal safety, traveling efficiency and impacts to neighborhoods and adjacent property  Goal 6.3 The transportation system shall support state, regional and City of Moses Lake land use goals  Goal 6.4 Work cooperatively with new development to ensure funding of mitigation that addresses transportation impacts related to the development  Goal 6.5 The City shall support and encourage development of a public transportation system that allows people to conveniently travel within the City and regional destinations  Goal 6.6 The City shall support the continuous comprehensive and cooperative transportation planning process conducted by the Quad County Regional Transportation Planning Organization (QUADCO RTPO)  Goal 6.7 Develop an adequate and equitable funding program to implement transportation improvements concurrently with anticipated growth Council Workshop 1-5-22, Page 67 of 81 Capital Facilities and Utilities Elements Council Workshop 1-5-22, Page 68 of 81 Capital Facilities and Utilities Elements  Addresses services and capital infrastructure provided by the City:  Capital Facilities (Parks, Fire, Police, Municipal Facilities)  Utilities (Water, Sewer, Stormwater)  Transportation (included in revenue and cost analysis)  Elements establish policies for how the City provides public services based on system plans and establish level of service standards.  The Capital Facilities Plan appendix includes an analysis of projected capital needs and anticipated available revenue. Establish Evaluate Re-evaluate inventory and Link LOS to anticipated Land Use Level of future capital revenue and plans if Service (LOS) needs. compare to necessary. standards. capital needs. Council Workshop 1-5-22, Page 69 of 81  Capital Facilities and Utilities – Key Needs  Expansion of available  Completion of parallel •Outfall elimination and  Completion of PROS Plan water supply to meet force main across Pelican reconstruction along update. rising demand. Horn to reduce risks to Moses Lake shorelines.  Water well reconstruction lake water quality. •Creation of Stormwater and ongoing water main  Wastewater system plan Comprehensive Plan to replacement. update in 2022-23. formalize capital planning.  Water system plan update in 2022-23 Water Sewer Stormwater Parks  Additional satellite  Additional officer staffing  Civic Center annex stations for outlying areas. and potential additional upgrades.  Additional staff and substations.  Transformational Campus equipment for homeless housing. repair/replacement.  Library facilities assessment. Municipal Fire Police Facilities Council Workshop 1-5-22, Page 70 of 81  Capital Facilities and Utilities  Overall city revenues are not anticipated to meet capital needs, due to multiple factors: o Significant growth is expected during the planning period. o Capital investments have not kept pace with recent growth. o Dedicated capital revenue sources are limited. Capital needs for police, fire, and municipal services are funded by general sources.  To ensure capital needs are met, the City will need to be aggressive in seeking additional funding sources, including exploration of grants, impact fees, or local improvement districts. Council Workshop 1-5-22, Page 71 of 81 Capital Facilities Element – Goals  Goal 7.1 Ensure that public facilities and services are adequate to serve the planned land use patterns in the City and its Urban Growth Area  Goal 7.2 Prioritize funding to maintain and invest in adequate capital facilities and public services that increase quality of life, meet service standards, and accommodate Moses Lake’s current and future populations  Goal 7.3 Locate capital facilities in such a way as to provide safe and efficient service to all residents. Plan, design and site capital facilities in a fair and equitable manner  Goal 7.4 Provide efficient, cost effective and concurrent levels of fire protection, emergency medical services and law enforcement to protect the lives and property of Moses Lake resident, businesses and visitors  Goal 7.5 Design, develop and maintain an integrated system of parks, recreation facilities, trails, greenbelts, and open space for residents and visitors that enhance the community’s quality of life, supports the economic and tourism base and meets the community’s growing needs  Goal 7.6 Ensure the recreation system is accessible and meets th needs of all ages and interest groups  Goal 7.7 Provide adequate funding to support new parks and recreation programs and to maintain existing facilities  Goal 7.8 Coordinate the provision of capital facilities through collaboration with neighboring governments and private providers  Goal 7.9 Provide adequate locations for siting essential public facilities  Goal 7.10 Essential public facilities should be equitably located throughout the City, County, and State. No jurisdiction should absorb a disproportionate share. Council Workshop 1-5-22, Page 72 of 81 UGA Boundary Revisions Council Workshop 1-5-22, Page 73 of 81 Recommendation for the UGA Boundary  Land capacity analysis shows the UGA contains more than enough capacity for long-term needs. UGA reductions and revisions could create more regular, logical boundaries that are easier to serve.  UGA boundary represents a combination of changes requested by Grant County, private amendment requests, and resizing based on available development capacity and services.  Final UGA determined by Grant County. Council Workshop 1-5-22, Page 74 of 81 Implementation Council Workshop 1-5-22, Page 75 of 81 Game Changer Projects! Expansion of the utilities to encourage economic development: Examples include: • The Cascade Valley area is currently underserved by water and sewer utilities. Before this area can fully develop, additional water, sewer, and roadway improvements will be necessary to ensure availability of services. The City has developed a conceptual plan for extending utility services to the incorporated portions of Cascade Valley along Valley Road. This route would provide the greatest benefit to the larger Cascade Valley area while being relatively easy to maintain long- term. The proposed extension of both water and sewer mains down Valley Road would require the following improvements: ▪ 5,800 linear feet of sewer force main; ▪ 2,500 linear feet of sewer gravity main; ▪ 5,200 linear feet of 12-inch water main; ▪ 3,100 linear feet of 8-inch water main; ▪ 1 new sewer lift station; Ch. 7 Capital Facilities DRAFT Moses Lake Together – Creating Our Future | October 2021 7-22 ▪ 1 new water well and well house; and ▪ 8,300 linear feet of roadway repaving as part of water and sewer line installation. Total conceptual cost for this project is approximately $4 million. The project is included in the proposed ARPA budget. • Water reuse projects and sewer capacity expansion projects to enable development on parcels in the Superfund site and on the Wheeler Corridor. The water reuse project was scoped for submittal for federal funds and estimated at $30 million. In the Utilities Element the needed improvements in the Wheeler Corridor are identified (COF bypass for direct connection to the Sand Dunes treatment facility and water/sewer capacity improvements). Council Workshop 1-5-22, Page 76 of 81  Broadway District Revitalization Moses Lake’s Broadway corridor (historic Highway 10) provides an important connection between I-90 and Downtown and can serve an important economic function as a gateway to the city. However, significant improvements are necessary to improve development viability in the area and create a multimodal transportation corridor. Goals of the revitalization project include: ▪ Stormwater and wastewater infrastructure improvements to reduce runoff pollution and improve lake health; ▪ Increased bicycle and pedestrian access through the district; ▪ Redevelopment of urban infill properties, which increased property values and property tax revenues; and ▪ Revitalization of the local business community. Infrastructure investments, property acquisitions, and site improvements are projected to cost approximately $120 million. Key projects include: ▪ Street upgrades, traffic calming, transit infrastructure, and pedestrian/bicycle facilities along 3.75 miles of roadway; ▪ Acquisition of the portion of the Columbia River Railroad line that runs through the district for conversion and incorporating in the Moses Lake Activity Trail; and ▪ Acquisition of property for development as subsidized housing, mixed-use commercial development, or hotel/convention spaces through public-private partnerships. Funding for the Broadway District Revitalization is anticipated to come from a new tax increment financing district, supplementing by grant funding. Council Workshop 1-5-22, Page 77 of 81  Downtown Creative District: This project would revitalize the 125-acre Paver District in Downtown Moses Lake, which has suffered from disinvestment in recent decades. The recent COVID pandemic has further hurt local businesses and forced business closures in the area. The Creative District project seeks to create a unique sense of place for Downtown Moses Lake, focused on civic uses and the city’s cultural heritage. Project goals also include reduced vacancy of downtown commercial spaces, increased mixed-use and live-work development, and creation of economic opportunity and community resilience for a diverse cross-section of city residents. Revitalization of the Creative District will be accomplished through targeted investments in facilities and infrastructure, including the following: ▪ Expansion of the Moses Lake public library to include meeting spaces and maker/artist spaces; ▪ Establishment of a small business/start-up incubator in partnership with the Moses Lake Chamber; ▪ Improvements to stormwater facilities on Broadway and Third Avenue to demonstrate use of stormwater facilities for placemaking and improvement of surface water quality and lake health; ▪ Construction of a mixed-use housing project to implement the City’s Housing Action Plan; and ▪ Enhancements at McCosh Park and Sinkiuse Square to enhance utilization and honor local tribal history and relationships. The City estimates the total cost of improvements associated with the Creative District at approximately $22 million. While funding has been secured for some components of the project, the City is seeking grant funding for the majority of costs. Council Workshop 1-5-22, Page 78 of 81  I-90 Improvement Project In addition to its role as a major regional transportation corridor, I-90 serves as a vital local transportation link for the Moses Lake area, connecting central Moses Lake to the growing West Moses Lake/Mae Valley area. This project would include the formal design, environmental review, and construction of additional multi- modal local access lanes on I-90 between Hansen Road and West Lakeshore Drive, as well as construct improvements to the overpass and pedestrian connection at Hansen Road. The goals of the project include: ▪ Improve traffic safety on I-90: Growth in the area has increased congestion on this segment of I-90, leading to safety hazards as local traffic is forced to mix with interstate traffic. Additional local-access lanes would relieve congestion and reduce conflicts. ▪ Improve lake health: This portion of I-90 includes a lake crossing, and the existing roadway is not compliant with Eastern Washington National Pollution Discharge standards. Roadway upgrades would allow installation of improved stormwater facilities to handle runoff from the highway. ▪ Improve pedestrian access and safety: Improvements to the pedestrian overpass at Hansen Road would include enhancements to comply with the Americans with Disabilities Act (ADA). Additional benefits of the project would include improved freight mobility due to reduced mixing of local and interstate traffic, improved transportation access to the West Moses Lake/Mae Valley area in anticipation of future growth, and improved access to recreational amenities, including Blue Heron Park. Total cost for the project is estimated at $95 million, and funding is anticipated to consist of a mix of local funds and federal grant funding. Council Workshop 1-5-22, Page 79 of 81  Transformational Center The proposed project, the Moses Lake Transformational Campus, will be a 5‐acre site designed to provide comprehensive homelessness intervention and community services for Grant County. The City’s current Sleep Center will be replicated at the campus (described below) and there will be opportunity for a multi-function facility that provides office space for a wide range of agencies offering a range of services to marginalized populations, including homeless prevention and outreach services, mental health providers, SUD counselors, nutrition programs, a community meeting space, employment preparation and coaching, and outreach services such as SOAR navigators and coordinated entry. A 20‐unit enhanced shelter will provide immediate access to housing, Case Management, and stabilization services and work in conjunction with the providers in the multi‐function facility to prevent homelessness and facilitate exits to permanent housing. Additionally, a combination drop‐in shelter/warming center/hygiene center will be constructed on‐site to provide shelter for individuals and households not yet ready to enter a formal shelter program. Finally, a 50‐unit affordable housing project with units dedicated to homeless and very low income households will be built, depending on updated market analysis. A community garden will be maintained to encourage the consumption of fresh vegetables. If funded, the Moses Lake Transformational Campus will be a “one‐stop‐shop” for households in crisis to access rent assistance, nutrition, employment counseling, behavioral health and domestic violence referrals, community agency referrals, energy assistance, and more. A feasibility study is currently getting underway. Council Workshop 1-5-22, Page 80 of 81 Questions? Thank you! Council Workshop 1-5-22, Page 81 of 81