City Council

Saturday, March 21, 2026 10:00 a.m. - 2:00 p.m. Special Meeting - City Council Goals Retreat Page A. Call to Order B. Council Retreat Agenda The agenda will generally follow this outline, with flexibility as needed:  Opening/Aspiration (Mayor Benjamin)  Overview of Goal-Setting Process (Benjamin/Wells) o Including alignment with the 2027–2028 budget process  Brief History of Current Council Goals (Benjamin)  Council Roundtable: Top 2–3 Proposed Goals (Council)  Staff Report: Staff-Recommended Goals (Wells)  Staff Report: Community-Derived Goals (Wells/Ferrin)  Open Discussion  Next Steps C. Documents For Review 1. 2026 Community Goal Comments - Compiled (PDF) 3 A full compilation of community input received between January 31 and March 1, 2026. Entries are labeled and include identifying details where available. An editor’s note is included at the end regarding formatting and compilation. 2026 Community Goal Considerations for City Council.pdf 2. 2026 Community Goal Considerations for City Council (PDF) 9 A synthesized list of potential goals derived from community input, organized alphabetically by topic. 2026 Community Goal Considerations for City Council.pdf 3. 2026-2027 Staff Goal Considerations for City Council (PDF) 15 Staff-developed recommended goals and supporting projects, based on prior Council direction, ongoing initiatives, and existing CIP/TIP commitments, based on the Staff’s internal work session of November 20, 2025. 2026-2027 Staff Goal Page 1 of 33  Considerations for City Council.pdf 4. 2024-2025 Staff Goal Considerations for City Council (PDF) 21 Prior staff recommendations for reference. 2024-2025 Staff Goal Considerations for City Council.pdf 5. 2024-2025 Goals and Priorities (PDF) 28 The currently adopted Council goals are for context and continuity. 2024-2025 Goals and Priorities.pdf D. Adjournment E. Tentative Meeting Dates  Tuesday, March 24, 2026 – STUDY SESSION  Wednesday, March 25, 2026 - Special Meeting - Joint Meeting with ASWSU  Tuesday, March 31, 2026 -Tentative Cancel  Tuesday, April 1, 2026 – Special Meeting - Joint Meeting w/Pullman School District  Tuesday, April 7, 2026 - Tentative Cancel  Tuesday, April 14, 2026 - Regular Meeting  Tuesday, April 21, 2026 - Tentative Cancel Page 2 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Community Spaces: Invest in Community Amenities and Spaces, including Library, Parks, Recreation, and Trails Invest in and protect the library, recreation opportunities and programming, parks, trails, and other community spaces. • Evaluate and explore recreation and entertainment opportunities • Improve visibility of and programming at civic assets such as the public library • Evaluate Pullman Recreation Center and other facilities for efficient use, co-location, or revenue-generating leases • Expand cultural events and tourism attractions Key concerns • Neill Public Library funding • Parks & Recreation funding • Entertainment options like movie theatre and indoor water park • Create/promote festivals and tourism • Protect and maintain parks, trails, and green corridors • Integrate greenspace into stormwater and environmental planning Sample Quotes from Community Comments • “We should put a playground downtown, need more family friendly things in Pullman.” • “A community recreation center with indoor waterpark, combined with a new bus transit station.” • “Continue great library and transportation, continue excellent Parks and Rec program.” • “For summer months we need a lot more youth camps and tournaments - all summer long.” • “I appreciate living in a well-maintained city with accessible information and resources, so this includes things like prioritizing library and parks & rec support.” Page 3 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Economy: Stabilize and Revitalize Pullman’s Community Support a resilient local economy through business growth, entrepreneurship, WSU partnership, and downtown investment. • Recruit and retain diverse local businesses • Support local business growth • Revitalize downtown spaces and vacant storefronts • Improve permitting efficiency and business support • Evaluate Short Term Rental (STR) policies to ensure safety for guests and support for operators • Evaluate Recreational Vehicle (RV) policies to support event visitors while protecting neighborhoods • Embrace college-town identity • Coordinated planning with Washington State University Key concerns • Lack of shops and restaurants • Empty storefronts • Perceived permitting barriers • Business retention • Perceived downtown vitality Sample Quotes from Community Comments • “Economic development, improve ease of doing business in Pullman.” • “Support STR as businesses that curtail revenue leakage to surrounding communities for in town events!” • “Conduct business retention outreach and improve permitting efficiency.” • “Embrace the ‘college town’.” • “Create a more inviting atmosphere for wsu students since a large portion of businesses here rely on students with such a small local population.” Page 4 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Emergency Services: Strengthen Local Emergency Services Invest in local emergency services, and community safety infrastructure. • Fire Department funding • Police Department funding • Community safety infrastructure Key concerns • Reduction of Reserve Firefighters/Fire Department staffing • Possible future cuts to Police Department budgets • Building a strong healthcare/hospital system Sample Quotes from Community Comments • “Public safety infrastructure should be treated with the same strategic priority as transportation, housing, and economic development investments.” • “Reallocating the budget and applying for grants to prioritize community safety. Our fire department needs more staffing, not less.” • “Do not cut Police or Fire Department budgets. They are essential for maintaining safety.” Page 5 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Governance: Practice Responsible Governance, Fiscal Sustainability, and Transparency Promote transparent, accountable governance, and data-informed decision making while building a government that reflects community values. • Improve data‑driven decision making and reporting • Data‑driven budgeting • Improve public communication and transparency (past and present decisions, future) • Evaluate operational efficiencies and long‑term fiscal stability • Increase transparency in decision making • Publish clear, accessible budget information explaining the deficit, tradeoffs, and priorities Key concerns • Budget deficits and spending • Utility rate increases • Accountability and data-driven decisions • Operational efficiency • Clarify city policies for immigrant safety (ICE activity, privacy, resident protections) • Mission statement that reflects community values Sample Quotes from Community Comments • “When was the last time our city ordinances reviewed & how relevant are they?” • “Maintain essential services. If cuts are absolutely necessary, make them in ways that don’t raise costs for tax payers.” • “My main suggestion for a goal and priority in 2026-2027 is to balance the budget.” • “An inclusive environment promotes equality, respect for human rights, and freedom, creating a harmonious society where everyone feels valued and free to contribute positively.” • “Please raise rates & cut services.” Page 6 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Infrastructure: Invest in Infrastructure, Utilities & Transportation Provide safe, accessible transportation networks including walkability, biking, and transit. • Expand sidewalks, bike lanes, and pedestrian infrastructure • Improve key, high‑traffic intersections (e.g., Main & Spring, State & Whitman) with visibility and safety upgrades. • Road maintenance & paving • Enhance transit access Key concerns • Congestion on Grand Avenue • Road maintenance • Potholes • Utilities and infrastructure reliability • Stormwater systems • Truck bypass planning • Intersection safety • Wider sidewalks • Bike paths • Safer pedestrian routes Sample Quotes from Community Comments • “Improve transit, bike infrastructure, pedestrian safety.” • “Do something for trees; follow through with Canopy Connection in the Stormwater Plan.” • “I think Pullman should have wider sidewalks for pedestrians to encourage more people to walk downtown.” • “Support the great Pullman Transit we have.” • “Many of the residential streets need to be repaved.” Page 7 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Long-Term Housing: Improve Long-Term Housing Stability, Quality, and Affordability Encourage diverse housing options and policies that support affordability and long-term stability. • Improve rental housing quality via standards and maintenance • Explore policies addressing housing affordability • Increase availability of non‑student housing • Encourage diverse housing options Key concerns • High rent • Poorly maintained rental units • Housing instability • Rent control or rent stabilization • Balance between rentals and ownership • Affordable non-student housing Sample Quotes from Community Comments • “Rent is too high and rental properties are not maintained.” • “I would like to see affordable housing options.” • “Instead of focusing efforts to build more affordable housing-why not just prevent landlords from charging excessive costs in rent.” • “Rent is too high, and rental units are not maintained properly. Tenants are not living in well- taken-care units.” • “Pullman appears able to sustain long process attention for high-visibility, Coug-linked, seasonal priorities — but not the same sustained, evidence-based attention for year-round housing quality, code enforcement, and resident stability.” Page 8 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Community Spaces: Invest in Community Amenities and Spaces, including Library, Parks, Recreation, and Trails Invest in and protect the library, recreation opportunities and programming, parks, trails, and other community spaces. • Evaluate and explore recreation and entertainment opportunities • Improve visibility of and programming at civic assets such as the public library • Evaluate Pullman Recreation Center and other facilities for efficient use, co-location, or revenue-generating leases • Expand cultural events and tourism attractions Key concerns • Neill Public Library funding • Parks & Recreation funding • Entertainment options like movie theatre and indoor water park • Create/promote festivals and tourism • Protect and maintain parks, trails, and green corridors • Integrate greenspace into stormwater and environmental planning Sample Quotes from Community Comments • “We should put a playground downtown, need more family friendly things in Pullman.” • “A community recreation center with indoor waterpark, combined with a new bus transit station.” • “Continue great library and transportation, continue excellent Parks and Rec program.” • “For summer months we need a lot more youth camps and tournaments - all summer long.” • “I appreciate living in a well-maintained city with accessible information and resources, so this includes things like prioritizing library and parks & rec support.” Page 9 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Economy: Stabilize and Revitalize Pullman’s Community Support a resilient local economy through business growth, entrepreneurship, WSU partnership, and downtown investment. • Recruit and retain diverse local businesses • Support local business growth • Revitalize downtown spaces and vacant storefronts • Improve permitting efficiency and business support • Evaluate Short Term Rental (STR) policies to ensure safety for guests and support for operators • Evaluate Recreational Vehicle (RV) policies to support event visitors while protecting neighborhoods • Embrace college-town identity • Coordinated planning with Washington State University Key concerns • Lack of shops and restaurants • Empty storefronts • Perceived permitting barriers • Business retention • Perceived downtown vitality Sample Quotes from Community Comments • “Economic development, improve ease of doing business in Pullman.” • “Support STR as businesses that curtail revenue leakage to surrounding communities for in town events!” • “Conduct business retention outreach and improve permitting efficiency.” • “Embrace the ‘college town’.” • “Create a more inviting atmosphere for wsu students since a large portion of businesses here rely on students with such a small local population.” Page 10 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Emergency Services: Strengthen Local Emergency Services Invest in local emergency services, and community safety infrastructure. • Fire Department funding • Police Department funding • Community safety infrastructure Key concerns • Reduction of Reserve Firefighters/Fire Department staffing • Possible future cuts to Police Department budgets • Building a strong healthcare/hospital system Sample Quotes from Community Comments • “Public safety infrastructure should be treated with the same strategic priority as transportation, housing, and economic development investments.” • “Reallocating the budget and applying for grants to prioritize community safety. Our fire department needs more staffing, not less.” • “Do not cut Police or Fire Department budgets. They are essential for maintaining safety.” Page 11 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Governance: Practice Responsible Governance, Fiscal Sustainability, and Transparency Promote transparent, accountable governance, and data-informed decision making while building a government that reflects community values. • Improve data‑driven decision making and reporting • Data‑driven budgeting • Improve public communication and transparency (past and present decisions, future) • Evaluate operational efficiencies and long‑term fiscal stability • Increase transparency in decision making • Publish clear, accessible budget information explaining the deficit, tradeoffs, and priorities Key concerns • Budget deficits and spending • Utility rate increases • Accountability and data-driven decisions • Operational efficiency • Clarify city policies for immigrant safety (ICE activity, privacy, resident protections) • Mission statement that reflects community values Sample Quotes from Community Comments • “When was the last time our city ordinances reviewed & how relevant are they?” • “Maintain essential services. If cuts are absolutely necessary, make them in ways that don’t raise costs for tax payers.” • “My main suggestion for a goal and priority in 2026-2027 is to balance the budget.” • “An inclusive environment promotes equality, respect for human rights, and freedom, creating a harmonious society where everyone feels valued and free to contribute positively.” • “Please raise rates & cut services.” Page 12 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Infrastructure: Invest in Infrastructure, Utilities & Transportation Provide safe, accessible transportation networks including walkability, biking, and transit. • Expand sidewalks, bike lanes, and pedestrian infrastructure • Improve key, high‑traffic intersections (e.g., Main & Spring, State & Whitman) with visibility and safety upgrades. • Road maintenance & paving • Enhance transit access Key concerns • Congestion on Grand Avenue • Road maintenance • Potholes • Utilities and infrastructure reliability • Stormwater systems • Truck bypass planning • Intersection safety • Wider sidewalks • Bike paths • Safer pedestrian routes Sample Quotes from Community Comments • “Improve transit, bike infrastructure, pedestrian safety.” • “Do something for trees; follow through with Canopy Connection in the Stormwater Plan.” • “I think Pullman should have wider sidewalks for pedestrians to encourage more people to walk downtown.” • “Support the great Pullman Transit we have.” • “Many of the residential streets need to be repaved.” Page 13 of 33  Goals based on Pullman Community Comments (Open House, Goals Form, Public Comment) Long-Term Housing: Improve Long-Term Housing Stability, Quality, and Affordability Encourage diverse housing options and policies that support affordability and long-term stability. • Improve rental housing quality via standards and maintenance • Explore policies addressing housing affordability • Increase availability of non‑student housing • Encourage diverse housing options Key concerns • High rent • Poorly maintained rental units • Housing instability • Rent control or rent stabilization • Balance between rentals and ownership • Affordable non-student housing Sample Quotes from Community Comments • “Rent is too high and rental properties are not maintained.” • “I would like to see affordable housing options.” • “Instead of focusing efforts to build more affordable housing-why not just prevent landlords from charging excessive costs in rent.” • “Rent is too high, and rental units are not maintained properly. Tenants are not living in well- taken-care units.” • “Pullman appears able to sustain long process attention for high-visibility, Coug-linked, seasonal priorities — but not the same sustained, evidence-based attention for year-round housing quality, code enforcement, and resident stability.” Page 14 of 33  2026-2027 Staff Goals for Pullman City Council GOAL #1 Plan and provide for future facilities and equipment needs, including assessments of current resources, growth projections, and technological advancements. GOAL #2 Support operational needs and their continued evolution through the biennial budget, while also incorporating City Council Goals & Priorities. GOAL #3 Increase community engagement, accessibility and transparency with increased communication to build public trust with staff, elected officials, boards, committees, and commissions. GOAL #4 Implement process improvement methodologies across all city departments to enhance operational efficiency, reduce waste, embrace innovation, and improve delivery of services and programs to the community. GOAL #5 Contribute to an overall increase in city revenue through targeted strategies. GOAL #6 Enhance recruitment and retention rates through initiatives aimed at fostering a positive work environment and providing growth opportunities. Page 15 of 33 GOAL #1 Plan and provide for future facilities and equipment needs, including assessments of current resources, growth projections, and technological advancements. STAFF PROJECTS RELATED TO THIS GOAL: 1.1 Start the process of identifying big ticket projects to be included a future Parks and Path Bond and explore potential grant funding. a. Identify Multi-Use Fields needs throughout the city that will be required for programs to grow. 1.2 Fully fund and develop Veteran’s Park. Total project cost: approximately $2,000,000. Funding secured as of January 2026: approx. $1,500,000. Secured funding includes WWRP grant of $500,000, contingent upon project being completed by December 2027. 1.3 Continue to update city street signage and parking signage. Ensure street name sign consistency in format and convention. 1.4 Develop a Facilities Master Plan to assess and address facility needs, including: a. Developing a comprehensive plan for the Police Department’s future facility and equipment needs, including an assessment of current resources, growth projections, and technological advancements. b. Constructing a Fire Department Storage Facility with heat for vehicles that are currently parked outside. c. Securing funding to update Fire Station #2 to meet identified current standards. d. Creating a timeline to identify and secure location, secure funding, and construct Fire Station #3. e. Creating a timeline to secure funding to design and construct a new Transit Facility. f. Developing a services and facilities growth plan for Neill Public Library based on the library services and facilities assessment completed in 2025. 1.5 Develop a Transportation Master Plan to assess and address transportation needs, including: a. Staff assessment of the existing Bicycle & Pedestrian Plan draft (April 2022) to support connectivity and development of pedestrian and bike paths as part of Pullman’s Complete Streets policy. If warranted, take Plan to Council to adopt. b. Continuing to update the Traffic Management System with the goal of creating an interconnected and intelligent traffic management system citywide. c. Evaluating Bishop Boulevard as a future freight route as identified in the Palouse Regional Transportation Planning Organization Freight Mobility Study. If warranted, secure funding for design and construction and support implementation. 2026-2027 Staff Goals for Pullman City Council - Page 2 of 6 Page 16 of 33 GOAL #2 Support operational needs and their continued evolution through the biennial budget, while also incorporating City Council Goals & Priorities. STAFF PROJECTS RELATED TO THIS GOAL: 2.1 Actively familiarize elected officials with day-to-day operations of departments to provide a comprehensive understanding of their internal workings. Elected officials may participate in staff shadowing sessions, citizen rides, and other observational opportunities with city staff, and document their observations and insights. These sessions with staff and officials will serve to aid the Council in their responsibility to make informed decisions by directly experiencing the departmental operations and understanding the funding needs. 2.2 Increase internal and external training for all employees within the City, both generally and through more robust specific training opportunities. 2.3 Build and develop an Emergency Management Team, including assigning certain positions throughout the city, practicing scenarios, and staying ready. 2.4 Create a Fleet Electrification Master Plan which includes: a. An implementable plan with realistic timeline for the electrification of the City of Pullman fleet, including all light-duty service vehicles. b. Installing Electric Vehicle Charging Stations at publicly convenient, utilized locations in City facilities and public parking lots. c. Researching and implementing vehicle charging rates/fees that will make Electric Vehicle Charging Stations attractive to the community and visitors. 2.5 Develop Organizational Re-Structuring Plan. Need to look at all direct reports. Consider whether everyone is in the right place. a. For Public Works, there is a specific need to restructure the Maintenance, Administrative, and Fiscal teams. b. For the Library, there is a specific need to evaluate organization structure within an outcomes-based framework. c. Evaluate the feasibility of a full-time attorney and/or legal assistant, as well as a bargaining attorney on retainer. d. Increase staffing as needed in all departments based on achieving specific department or City goals, operational needs, statutory requirements, and growing legal needs. 2.6 Implement an Outcomes-Based Budget Model, incorporating strategic budget targets and considering how budget proposals meet the goals of City Council. 2.7 Achieve parity with local/peer libraries regarding per-capita materials funding. 2026-2027 Staff Goals for Pullman City Council - Page 3 of 6 Page 17 of 33 GOAL #3 Increase community engagement, accessibility and transparency with increased communication to build public trust with staff, elected officials, boards, committees, and commissions. STAFF PROJECTS RELATED TO THIS GOAL: 3.1 Develop and maintain a robust Emergency Communications Platform for city residents. 3.2 Implement a community engagement plan for both Council and Staff, providing the public with knowledge of where to find consistent communication from the City. Include community outreach programs, participation in community events, as well as public notices, emergencies, and project updates. 3.3 Evaluate the effectiveness of the strategic tourism and marketing plan by completing an internal review of the 2024 and 2025 data by June 2026. Work with the contracted agency to create and implement a plan for areas that are in need of improvement. 3.4 Identify core partnerships in the greater Pullman community and create report on goals and priorities for each entity. 3.5 Implement a 311-type system for citizen requests. Get people responses and results in an efficient manner. 2026-2027 Staff Goals for Pullman City Council - Page 4 of 6 Page 18 of 33 GOAL #4 Implement process improvement methodologies across all city departments to enhance operational efficiency, reduce waste, embrace innovation, and improve delivery of services and programs to the community. STAFF PROJECTS RELATED TO THIS GOAL: 4.1 Evaluate workflows, including Travel Request Process. Evaluate the way travel requests are submitted, accepted, and scrutinized at the department level. 4.2 Continue process of overall City Code clean up and changes. 4.3 Establish an IT Governance Committee to create and update citywide technology policies, including policies for: Bring Your Own Device, Use of AI, Digital Signatures 4.4 Re-assess the naming of Transit service levels and how they are understood by community members 4.5 Increase and improve the overhanging vegetation management program, including a City Code update if necessary. 4.6 Develop a systemized and thorough staff onboarding process. 4.7 Continue to make customer payment methods easy and accessible. 4.8 Unlock the full capability of MUNIS to increase financial reporting availability and functionality, assist with budget processes, and provide internal and community-facing information. 2026-2027 Staff Goals for Pullman City Council - Page 5 of 6 Page 19 of 33 GOAL #5 Contribute to an overall increase in city revenue through targeted strategies. STAFF PROJECTS RELATED TO THIS GOAL: 5.1 Conduct more frequent Rate Studies for Transit, Water, Sewer, Stormwater, as well as Developer Fees, with the goal of increasing revenues where appropriate. 5.2 Evaluate Street Fund, Storm Fund, and General Fund revenue streams. Explore options for increasing revenue, including tax, REET, and service fee increases, to keep pace with City growth trends. 5.3 Develop additional income streams for Parks. 5.4 Identify and apply for new grant opportunities. 5.5 Review existing revenue policies and monitor legislation to keep Council informed of revenue-related opportunities. GOAL #6 Enhance recruitment and retention rates through initiatives aimed at fostering a positive work environment and providing growth opportunities. STAFF PROJECTS RELATED TO THIS GOAL: 6.1 Implement routine internal employee communications processes, including postings, consistent forms, dissemination of relevant information, etc. 6.2 Investigate and implement Employee Motivation & Incentive Programs. Stay competitive with private sector employers, despite what public vs. private sectors are allowed to do. Create opportunities that do not create a Gift of Public Funds issue. Consider paid time off, sick leave, shared sick leave, vacation. 6.3 Conduct annual Employee Engagement Surveys, providing leadership with valuable information and data, enabling them to consider staff feedback in their decision making. 6.4 Investigate additional methods to compensate long-tenured employees for the benefit they bring to the city. Encourage staff to stay past their five-year mark. (Note: Represented staff would be through union contract negotiations.) 6.5 Research and implement consistent, constructive staff performance reviews. 2026-2027 Staff Goals for Pullman City Council - Page 6 of 6 Page 20 of 33 Memo To: Mayor Benjamin and Pullman City Council From: Executive Management Team Date: March 29, 2024 Re: 2024-2025 City Council Goals & Priorities In 2023Q4, the Executive Management Team for the City of Pullman began several meetings, including an off-site retreat, to discuss matters of the organization in preparation for the 2024-2025 Goals & Priorities workshop. Your staff was inspired to take these steps due to the 2022-2023 Goal of “work to show support and value of our employees” as well as the regular encouragement we have been receiving publicly in City Council Meetings, written communications, and in personal interactions. Many times, we have been referred to as ‘your trusted and professional staff/advisors.’ Individually and collectively we have taken this to heart and began asking ourselves what we would say if asked directly to advise on goals and priorities for the forthcoming city-wide document. The activity that created this document was an open and collaborative effort. The team was thoughtful and deliberate when bringing observations to the group for discussion - which at times caused us to take a long look in the mirror at ourselves professionally and even personally. After some additional time and reflection, we respectfully offer for your consideration the attached six broad goals, each with examples or specifics that come directly from our points of view operationally and as department leaders at this point in time. Thank you for allowing us to be part of your discussion on the 2024-2025 Goals & Priorities document. With your support and inspiration, we will continue to perform our leadership roles for the City of Pullman to the best of our ability while providing value in the services and programs our community needs. Sincerely, City of Pullman Executive Management Team: Page 21 of 33  #i Mike Urban City Administrator Jeff Elbracht Director of Finance & Administrative Services rth Chief of Police an Wells o Public Works Director mmunity Development Director Kurt Dahmen Megan Vining Parks & Facilities Director Recreation Manager 7 Deb Peschel Morgan Sherwood Human Resources Manager Information Technology Manager Dan Owens Sean Miller Director, Neill Public Library Economic Development Manager 4.,0-. Clayton Forsmann /@.ie awl Valerie Weaver Deputy Public Works Director 1l Wayne Thompson Transit Manager 7 Dee Stiles-Elliott Maintenance & Operations Superintendent $a.. Jeromy Moore Building Official Page 22 of 33 GOAL #1 Plan and provide for future facilities and equipment needs, including assessments of current resources, growth projections, and technological advancements. Staff’s Items: 1.1 Support connectivity and development of pedestrian and bike paths (i.e. along NW Terre View out to Kamiak Elementary School). 1.2 Develop a comprehensive plan for the Police Department’s future facility and equipment needs, including an assessment of current resources, growth projections, and technological advancements, within the next three months. 1.3 Secure funding to design and construct a 3rd Fire Station at the identified location. 1.4 Secure funding to update Fire Station #2 to meet identified current standards. 1.5 Construct a Storage Facility with heat for Fire Department vehicles that are currently parked outside. A solution is needed sooner rather than later; waiting for the 3rd Fire Station is too far out. (Note: Land at the training tower is a suggested location). 1.6 Replace the City communications tower at Skyline Drive. It is in very poor condition and handles radio communications for Police, Fire, Public Works, and Transit. 1.7 Secure funding to design and construct a new Transit Facility. Create a timeline for this project. 1.8 Identify Multi-Use Fields needs throughout the city that will be required for programs to grow. 1.9 Install Security and ADA upgrades on Recreation Center building (doors, cameras, sound, security, locks). Joint effort between IT and Facilities. 1.10 Parks, Recreation and Open Space (PROS) Plan 1.11 Start the process of identifying big ticket projects to be included a future Parks and Path Bond and explore potential grant funding. 1.12 Support development of Veteran’s Park. 1.13 Complete a traffic analysis to determine if a dedicated Right Turn lane on East Main Street, onto Bishop Blvd. is warranted. If warranted, secure funding for design and construction. 1.14 Update the very outdated Traffic Management System, which is not all interconnected and dates back to the 1970s and 1980s. Create an interconnected and intelligent traffic management system citywide. 1.15 Update city street signage and parking signage. Ensure street name sign consistency in format and convention (i.e. use of directional abbreviation, use of street type). 1.16 Implement then utilization of Placer.ai (Location Intelligence & Foot Traffic Data Software). This is an AI tool that utilizes cell phone data. It would allow staff to observe and utilize data on people coming into town, how many cell phones have been in a certain area for 7 minutes or more, the towns they were from, where they were before and where they went after. Staff could analyze who is utilizing parks and paths, and when. It would allow staff to get a clear picture of economic data. 1.17 Professionally assess library services and facilities with the expertise of an outside consultant. Page 23 of 33 1.18 Replace library management software to achieve significant internal efficiencies and improve the library’s online presence for the Pullman community. The same software has been in use since 1990. 1.19 Conduct a Land Use Analysis by Zoning District, providing useful information about how much vacant land there is in Pullman in each zone, knowledge of the breakdown of land by Use, how much land is undeveloped, etc. GOAL #2 Support operational needs and their continued evolution through the biennial budget, while also incorporating City Council Goals & Priorities. Staff’s Items: 2.1 Actively familiarize elected officials with day-to-day operations of departments to provide a comprehensive understanding of their internal workings. Elected officials may participate in staff shadowing sessions, citizen rides, and other observational opportunities with city staff, and document their observations and insights. These sessions with staff and officials will serve to aid the Council in their responsibility to make informed decisions on budget allocations by directly experiencing the departmental operations and understanding the funding needs. 2.2 Increase training for all employees within the City, generally speaking (i.e. the DEIB training that was recently offered). 2.3 Implement more robust training opportunities for the Fire Department, including bringing in outside instructors, garnering new ideas and knowledge. 2.4 Build and develop an Emergency Management Team, including assigning certain positions throughout the city, practicing scenarios, and staying ready. 2.5 Install Electric Vehicle Charging Stations at all City facilities and public parking lots. 2.6 Full Organizational Re-Structuring. Need to look at all direct reports. Consider whether everyone is in the right place. a. For Public Works, there is a specific need to restructure the Maintenance, Administrative, and Fiscal teams. b. For the Library, there is a specific need to evaluate organization structure within an outcomes-based framework. 2.7 Implement an Outcomes-Based Budget Model, incorporating strategic budget targets and considering how budget proposals meet the goals of City Council 2.8 Achieve parity with local/peer libraries regarding per-capita materials funding. 2.9 Increase staffing as needed in all departments based on operational needs and statutory requirements, and growing legal needs. 2 Page 24 of 33 GOAL #3 Increase community engagement, accessibility and transparency with increased communication to build public trust with staff, elected officials, boards, committees, and commissions. Staff’s Items: 3.1 Develop and maintain a robust Emergency Communications Platform for city residents to subscribe to. 3.2 Implement a community engagement plan for both Council and Staff, providing the public with knowledge of where to find consistent communication from the City. Include community outreach programs, participation in community events, as well as public notices, emergencies, and project updates. 3.3 Enroll at least six businesses into SCALE, an economic development program created to provide local businesses help with market analysis, SWOT analysis, budget, and more. 3.4 Promote & support strategic tourism and marketing plan, by completing review (by May 2024) and creating an improvement plan (by August 2024). 3.5 Create and maintain a vacant building list within city limits and maintain regularly. 3.6 Identify core partnerships and create report on goals and priorities for each entity. 3.7 Implement a 311-type system for citizen requests. Get people responses and results in an efficient manner. 3.8 Expand library service hours on evenings and weekends, per 2023 community survey results. 3 Page 25 of 33 GOAL #4 Implement process improvement methodologies across all city departments to enhance operational efficiency, reduce waste, embrace innovation, and improve delivery of services and programs to the community. Staff’s Items: 4.1 Modify the CIP form to include BARS Codes, indicating the funding source for each project. 4.2 Evaluate workflows, including Travel Request Process. Evaluate the way travel requests are submitted, accepted, and scrutinized at the department level. 4.3 Implement Electronic Permitting for everything, including Virtual Inspections (by phone or tablet, i.e. for water heater installations) 4.4 Align Pullman’s housing standards to come into accordance with the Growth Management Act (GMA). 4.5 Change procurement policies and levels citywide. Change the policies that dictate the threshold amounts for what has to go to Council for approval. Simplify and expedite processes for reasonable and simple dollar amounts. 4.6 Overall City Code clean up and changes (i.e. outdated title references and who is responsible for what – Community Development Director, Planning Director, Public Works Director). 4.7 Implement zoning code changes that require developers to install Electric Vehicle charging stations in certain private parking lots. 4.8 Citywide Technology Policy Updates and/or Policy Creation: Bring Your Own Device, Use of AI, Digital Signatures (policy needs to be in place in order to do things like e- permitting, accepting credit card payments) 4.9 Define the relationship and responsibilities between the City and the Library Board of Trustees, and codify that relationship in City Code. 4.10 Re-assess the naming of Transit service levels and how they are understood by community members (i.e. Community vs. Community Plus) 4.11 Increase and improve the overhanging vegetation management program. 4.12 Develop a systemized and thorough staff onboarding process. 4.13 Make customer payment methods easy and accessible (i.e. Credit Card payments, Utility Billing, Permitting, Transit fares, etc.). 4.14 Make timely and meaningful financial information readily available to departments, so that they can make their decisions (not just reports quarterly, monthly, or upon request). 4.15 Unlock the full capability of MUNIS (i.e. Budget process, CIP process, project management) 4 Page 26 of 33 GOAL #5 Contribute to an overall increase in city revenue through targeted strategies. Staff’s Items: 5.1 Conduct more frequent Rate Studies for Transit, Water, Sewer, Stormwater, as well as Developer Fees, with the goal of increasing revenues where appropriate. 5.2 Increase income / revenue streams. Staff has worked diligently at keeping expenses under control. As Pullman continues to grow from a city of 30,000 closer to a city of 40,000 people, staff leaders find that the revenue is not keeping pace. a. Tax increases are needed. b. REET money – are their opportunities being left on the table? c. Increasing revenue for the Street Fund is a high priority for Public Works d. Income streams for Parks e. There is a need to explore all options for increasing revenue. f. Review existing revenue policies and monitor legislation to keep Council informed of revenue-related opportunities. GOAL #6 Enhance recruitment and retention rates through initiatives aimed at fostering a positive work environment and providing growth opportunities. Staff’s Items: 6.1 Implement routine internal employee communications processes, including postings, consistent forms, dissemination of relevant information, etc. 6.2 Investigate and implement Employee Motivation & Incentive Programs. Stay competitive with private sector employers, despite what public vs. private sectors are allowed to do. Create opportunities that do not create a Gift of Public Funds issue. Consider Paid Time Off, Sick Leave, Vacation. 6.3 Create and conduct an annual Employee Engagement Survey, providing leadership with valuable information and data, enabling them to consider staff feedback in their decision making. 6.4 Implement additional employee pay steps to compensate long-tenured employees for the benefit they bring to the city. Encourage staff to stay past their five-year mark. Job candidates have said the top pay step is far too low. (Note: Library and others would be through union contract negotiations.) 6.5 Research and implement a better way to handle staff performance reviews. 5 Page 27 of 33 2024-2025 Goals & Priorities Adopted: June 11, 2024 Mayor Francis Benjamin City Councilmembers: Carla De Lira Eric Fejeran Trymaine Gaither Megan Guido Ann Parks Nathan Weller Pat Wright Page 28 of 33 Executive Summary This document contains a combination of high-level policy priorities and specific goals that the Mayor and City Council have determined will best lead the City of Pullman forward. Along with individual discussions between members of the community and elected officials, the process in developing these goals and priorities included the following public dates: • February 3, 2024 – City Council Retreat • March 1, 2024 to March 31, 2024 – Public Input Requested by City Council • March 5, 2024 – Open House Event to Gather Public Input in Person • April 27, 2024 – City Council Goal Setting Retreat • May 7, 2024 - City Council Goal Setting Retreat Continued • May 21, 2024 – City Council Agenda Item to Continue Goal Setting Discussion • June 11, 2024 - City Council Agenda Item to Review Final Document and Consider Action The goals and priorities will remain current as long as the Mayor and City Council determine they are the best policy themes to follow as an elected body, and will be reviewed periodically to verify they are still relevant for Pullman. The goals and priorities are a combination of short-, medium- and long-term items as well as identifying issues to support if opportunities present themselves. The Mayor and City Council has determined that these areas of focus – along with the regular responsibilities of providing services and programs to the community – are the prime importance for city personnel and community partners. These goals and priorities will be used to inform the city budget process and will shape priority funding with appropriate data-driven solutions. The budget will then inform department work plans and ultimately deliverables. This feedback loop, under the guidance of the Mayor and City Council will help shape the next chapters for the City of Pullman. The Mayor and City Council receive community input from residents, businesses, and other civic groups to help inform their planning strategy. As such the goals and priorities will also be shared with the community so they too can continue to help shape future focus areas for the City. The lifecycle of the City’s priorities and goals, as illustrated below, is a visual representation of the important connections that exist between the budget and the work of city staff and the community. The City Council will continue the goal-setting cycle to occur directly before the 2027-2028 Biennial Budget process. As such, the next goal- setting process will resume in 2026Q1. 2 Page 29 of 33  Mayor & City Mayor & City Council Evaluate Council Establish Strategic Direction Policy Priorities City Departments Mayor & City Develop Work Council Adopt Plans that Goals Prioritize Goals Mayor & City Council Create Biennial Budget to Carry Out Goals The connection between policy makers on the City Council and the work of city staff is critical. While there is a Mayor and seven City Councilmembers to assist in creating city policies, it is important to recognize that the efforts of the City can be accomplished most effectively when our community and elected officials work together to establish the direction to take. It is then up to city staff to establish programming and work plans that ultimately carry out the mission adopted by the elected officials. Together we are able to accomplish a great deal, all while working toward making Pullman the great place that it is to live, work, and invest. As we work collaboratively to fulfill these goals and priorities, we will advance Pullman as the great place that it is to live, work, and invest. 3 Page 30 of 33 The following pages identify the goals and priorities as they have been determined by the Mayor and City Council and adopted as of the date above. Community Bypass Support & Collaboration Housing Repurpose Wayfinding In-Town Railways Boards & Mayor & Strategic Commissions City Council Influence & Partnership Goals and Priorities Staff Support Welcoming Economic Strategic Development Tourism City Community Department Engagement & Visioning Communications 4 Page 31 of 33  CITY COUNCIL GOALS AND PRIORITIES 2024-2025 Long-Term Priority Areas • Bypass o Select and advance a downtown freight and transportation bypass. • Housing o Develop and advance a long-term attainable and affordable housing plan. • Repurpose In-Town Railways o Develop and advance a plan to repurpose in-town railways. • Strategic Influence & Partnerships o Develop and implement a strategic influence and partnership plan which emphasizes the importance of influence and collaboration with local, regional, state and national entities. • Welcoming o Promote the understanding and appreciation of community connections and cultural diversity through neighborhood gatherings, block and hill parties, educational forums, cultural events, and community engagement especially for the historically marginalized. • Strategic Tourism o Promote and advance the Strategic Tourism and Marketing Plan. Two-Year Goals • Community Engagement and Communications o Increase elected community outreach and public engagement including an annual town hall and open house. Continue to advance an improved community customer experience. • City Department Visioning o Advance short- and long-term city department planning which includes organizational structure, facilities, and programs designed to improve community quality of life. Develop and implement the financial strategies necessary for sustainable funding. Program areas to review include but not limited to: a 311 system, zoning areas, arterial review, trail lighting, transit services, multimodal safety routes, urban forestry, dog off-leash areas, design standards, recreation sports complex. • Economic Development o Support community business and economic growth including a vibrant and active downtown for all. • Staff Support o Promote a supportive work environment which values our employees, promotes their wellness, and celebrates successes. • Boards and Commissions: o Review boards, commissions, and committees responsibilities and relevance. • Wayfinding o Enhance welcoming community entrances and wayfinding. 5 Page 32 of 33 Community Support & Collaboration • While not part of the City’s Two-Year Goals, community and regional efforts in the following areas are welcomed (ordered alphabetically): o Creative Arts o Cultural Gatherings o Emergency Preparedness o Environmental Sustainability o Food Security o Housing o Support for community health efforts in mental health, wellness, access to health care, and addiction recovery o Tenant/Landlord Relationships o Unhoused o Water 6 Page 33 of 33