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HomeMy WebLinkAboutCouncil Retreat - 16 Mar 2023 - Agenda - PdfFacilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com City Council Retreat Overview Overarching Focus: To agree on a set of short-term priorities that can, given our capacity, be acted upon in the next 1-2 years. Participants: City Council Members and City Leadership Team Day 1: Thursday, March 16th, 2023 8:30 am - 3:00 pm Segment Focus Aims Welcome by Council President Overview of Process & Group Introductions – Participants will review the work ahead and have a shared understanding of the roadmap/agenda. – Participants will make brief introductions. Facilitator Role & Group Agreements – Participants will review the role of the facilitator and create group agreements so the group achieves its goals. Environmental Scan Part 1: Staff Reports ● City Attorney ● Executive Services ● Finance ● Human Resources and Risk Management ● Parks and Recreation ● Public Works ● Police ● Equity, Housing, and Human Services ● Community and Economic Development – Staff reports will create a shared context of the current reality, building a complex landscape across the key arenas of city operations. – Participants will discuss and reflect on the reports at a high level. Compiling the Possibilities – Participants will assemble a wide range of action ideas for use later in the development of priorities. Environmental Scan Part 2: Trends Analysis – Participants will compile perspectives to build an inventory of the external environment and create a comprehensive shared context. Closing & Reflection – Participants will reflect on the day’s work. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Attorney’s Office Presenter: Shane Moloney, City Attorney What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Laws, policies, and technology that impact public services are frequently changing. Changes impact workloads and resources and require quick adaptation. We have great recent experience in quickly adapting to significant changes in a way that enables us to provide improved representation and prosecution services. Examples of significant changes include, but are not limited to: • Conducting court proceedings, including jury selection, remotely and in hybrid settings; • Establishing and growing the Renton Municipal Court's community court program; • Adapting to new technology driven by the increase in video evidence created by body cameras; and • Advising other departments on the impacts of changes. • We are also working to modernize our records management technology and processes to increase efficiency and maintain legal compliance. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Changes often entail need for new investments and resources to keep up with added demands. An example as it impacts our prosecution team includes anticipated changes in drug possession laws that will result in drug possession charges now being prosecuted in the Renton Municipal Court with potential minimum sentences and mandatory diversion programs. The details of the diversion programs have not yet been fully defined or funded, but our early experience with community court will help inform those future changes. Continue to prosecute cases in an equitable manner than holds offenders accountable and deters recidivism. Continue to advise the City on legal ways to achieve new polices and comply with outside regulatory requirements while still achieving the City's existing and future priorities. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Consider budgetary impacts of new or changing City programs and fund such programs sufficiently to make them legally compliant, effective and enforceable. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer Information Technology What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? The adopted budget includes our (first) IT CIP which will ensure sound financial planning for major IT systems and projects. A comprehensive IT assessment will inform a forward-thinking Strategic Plan. An IT training initiative is underway including a partnership with OD to increase city-wide IT fluency. Disaster Recovery Site work is underway. Study for Disaster Recovery Study funded partially with EM grant writing. A dashboard/data visualization project is underway tapping into existing data sources which will inform a Data Integrity program supporting data-informed communications and decisions. The Division is transforming to become a partner in innovation, service delivery, and data-informed management and communication. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? We have significant work to do optimize existing systems that are disjointed and/or at end of life which will require significant investment and time; our staff capacity is not sufficient for the lift and project management involved as we bring more consultants and external experts into to perform work; staff is evolving and our expectations of them will grow. Strategic Plan update for division. Service Level Agreements and Policies. Project Management standardization, robust training program that will keep our team on the leading edge of technology; deliver on priority projects that advance city towards business plan goals (data, automation, etc.) What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continue to support ongoing reserves for tech investment including training and appropriate staffing levels. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer Communications and Engagement What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Nearly fully staffed. New director in January leaving one remaining vacancy. New practices around internal communications and design standards are underway, guided by information gathered in our Communication Platform Assessment and Internal Engagement Assessment. Policies and Standard Operating Procedures as well as self-service solutions are being developed to leverage tools and support limited capacity of team. Staff training has been instituted. Website project in early stages, media measurement and database tools for expanded proactive media outreach have been instituted. The Division is transforming to become an internal consulting partner for best practices in engagement and communication initiatives while modernizing the communication strategy of the city. There is a great amount of possibility in streamlining internal communications to maximize use of city media outlets, focusing on positive reputation management. There is a large appetite for collaboration and leveraging the skills of staff in all departments to tell the story of the city's work. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Capacity concerns will grow when implementing policies and systems that will require whole-city collaboration and adoption. These heavy lifts may overwhelm the small staff who will continue performing routine communications work and while we bring consultants in to assist, this comes with a body of work, as well. Strategic Plan, Policies, Processes, Tools - using assessments and improved(ing) internal communication channels to inform, support, and engage. Higher focus on engagement, making the communications process a two- way dialogue with real-time feedback and adjustments to process. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? What communication tools would aid CM's (and others) to be informed ambassadors of the city? What audiences are underserved, and what city programs does the public not know about? Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer City Clerk/Public Records What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Expanding the public records team to increase capacity for complex requests and seeking opportunities for process efficiencies (self-service options; automations) that will benefit all records managers; supported multiple departments in paperless process development and automation for records processing; sustained and improved public meeting production and access consistently through changing stages of executive orders. Provided training to new committee and commission members. The Division has taken steps to increase efficiencies through technology that supports virtual customer service, self-service, and efficient records management. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Capacity concerns in two areas: City-wide demand for paperless processes continues to grow with customer expectations to provide digital customer service option and internal efficiencies. Keeping up with the exponential expansion of records requests that require greater sophistication (and time) in searches and tools within a records system that continues to grow with no end in sight - and increased staff liability (personally) of failing to respond appropriately. Strategic Plan development for division. Identifying opportunities for automation that will eliminate public record search requirements; increasing support of paperless processes; strategic planning for future of the clerk's office. City-wide policy updates that drive records management best practices, training, role clarity, and minimize risk. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Consider a proportional staffing element related to Records (and all internal services) when considering new initiatives. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer Emergency Management What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Coordinated Cascadia Rising exercise and IEMC training for 70+ attendees including community and agency partners; updated EOC SOPs and piloted refreshed EOC training; supported grants in support of cyber security, amateur radio station (FS15) and staff training. The CEMP will be approved by end of the year and our COOP is positioned to be updated, as well. Working toward just-in-time video training to aid in self-service learning modules for emergent needs. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? City-wide employee turnover and transitions create increased demand on small staff for training and tracking of disaster assignments; reorganizations necessitate COOP and ESF updates and testing with exercises. COOP, CEMP, community outreach and training, modernizing EOC to cloud What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Maintain continued awareness and training of policy role in emergencies. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer Organizational Development What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Revived Employee Culture Orientation and added Emergency Management and Public Records elements for baseline awareness. Resumed Lean and Project Management training, supervisor training, and employee communications and leadership; facilitating/coordinating with EHHS and CED (Code) process improvements regarding Rental Registration Program and rental housing violations; providing training opportunities in core competencies such as tech, org awareness, and many layers of skill sets that support performance; reviewing Renton Responds application to improve effective customer services; Community Survey to be launched very soon; metrics refresh project to be launch in spring, revised metrics by end of year and working in collaboration with IT's Data projects and a cross- departmental team to build a city-wide Data Integrity Program in support of the business plan goal of measurable outcomes. OD is a critical connector throughout the organization - connecting processes to people, problem-solving skills to solutions; and creating opportunities for staff to have the ability to make things better. This program, partnered with IT peers, and tapping into the skillsets being developed through programs has the potential for major customer service improvements and making Renton the employer of choice in our region. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The potential of this program will be constrained by capacity. Strategic Plan for staff skills and leadership development; supporting new employees or new-to-role employees; refining metrics that will inform progress toward business plan goals within city departments. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Watch for effects of interdepartmental projects and collaboration as a result of relationships developed over problem-solving efforts and improved employee engagement. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Executive Services Department Presenter: Kristi Rowland, Deputy Chief Administrative Officer Administration What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Ensure continued alignment of department goals to business plan, support leadership with each division with training, resources, and opportunities. Support recruiting, hiring, and organizational health and cohesion. Seek resources to support the needs of the team, aligned with goals of the department. Right-size staff and bring resources to support outsourcing one- time efforts where optimal. sponsor and champion city- wide projects in service of business plan goals (dashboard, data visualization, technology to support remote/virtual work, customer service improvements, city hall lobby data collection; support of the mayor's office, legislative affairs support; coordinate Mayor's Inclusion Task Force; regional and state affiliations that return support to the city in relationships and opportunity. Strong working relationships and open communication with peers and among team; goals are clear; roles are clear; energy is high. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Concerned with employee burnout - commendable resilience through the pandemic but expectations and demands have steadily risen with minimal change in staffing levels. Updating the metrics across our department with our new and/or refreshed Strategic Goals and work plans. Continue work of aligning goals and leveraging strengths of each division to achieve shared goals - Department- wide project management and prioritization of projects, including a "stop-doing" list in order to balance demands with capacity. Policy development. Support and expect external learning, partnerships, collaborations, and innovations. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Our services - along with other internal services - are the infrastructure of other city operations. Resource allocation, initiatives, projects, plans, and budgetary actions should always consider the impact to existing staff capacity and be scaled appropriately. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Finance Department Presenter: Kristin Trivelas, Fiscal Services Director What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Accomplishments: Long range plan looks much better with the increases to taxes this past year (B&O taxes and property taxes) The finance department continues to receive awards through GFOA which is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management. The two awards we have received consistently year over year are: • Certificate of achievement for excellence in financial reporting • Distinguished budget presentation award" Setbacks: Staffing - We have not been fully staffed for quite some time and we have lost some seasoned staff over the past several years which has contributed to a loss of institutional knowledge. Diverse tax base. The city has a strong business community. 43% of the general fund revenues come from business taxes and sales taxes. We also have a very strong property tax base; and have capacity to increase taxes if we need to" Conservative budgeting - we are careful to not spend more than we have Debt capacity • we have paid off alot of our debt in the past 4 years which has helped to use these additional funds towards increased costs • the city has the highest bond rating a city can have at AAA bond rating - given in 2019; Strong relationship/good reputation with the State Auditor's office What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? How are we going to pay for everything? • looming recession coupled with high inflation continues to be an area of concern Are we right sized with staffing citywide. With continued added legislation, tightening regulations and more red tape; these things take additional resources that were not necessarily required before. New ERP System • replace our system that is 20+ years old • this will need to pull resources from all departments • where can we leverage the help of consultants vs staffing to transition data and map new process Budget Process • how can the budget be presented to provide better transparency and understanding • how can we get feedback from more of the community on where they want to see dollars spent. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Its costly to run a city; • inflation is a concern • Offering competitive wages to keep key staff will be important • As the city considers adding new programs or positions, it will be important to ask, how will we fund these additional services? Will we look inward at existing programs and decide if they still make sense to fund, cut an existing program that has become obsolete or raise taxes. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Human Resources and Risk Management Department Presenter: Kim Gilman, HR Labor Manager What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? • At the end of 2022, the total workforce was comprised of 640 employees. Of the regular status employees, 45.72% has been with the City 5 years or less. in 2022 HR conducted 78 recruitments, which is a 34% increase over 2021. As a result of these recruitments, 83 new hires and promoted 29 existing employees. • There was a total of 69 separations (regular-status) in 2022, up 43.75% from 2021. The City's turnover rate is 12.52%, which is slightly lower than the regional average of 12.79% for surveyed Public Sector employers. • Collective Bargaining Agreement negotiations are set to begin this summer for Police Guild Commissioned and Non-Commissioned groups. • There is an AFSCME negotiated Compensation Study that includes 48 titles. Results due after July, 2023, and impacts negotiated. • Insurance premiums for liability and property are increasing 15-30% year over year. The "hard market" is impacting all public and private entities. • We are seeing more well-qualified applicants since the last quarter of 2022, which has aided our recruitment efforts to fill existing staff vacancies. • In response to the COVID-19 pandemic, HRRM continued to develop programs and procedures to support staff in continuing operations and maintaining a safe working environment. Moving out of COVID, employees surveyed in 2022 overall feel safe at work. • Continued to implement strategies as laid out in the 2021 HR Diversity, Equity and Inclusion Tactical Plan. Even with high numbers of recruitments, staff are committed to reducing/eliminating barriers for applicants, and streamlining processes to welcome newly hired and promoted employees that come to Renton. • The City is well positioned with our self-insured plans, saving $$ compared to other employers that pay vendors for high cost premiums. The City also has an outstanding loss record. The City goes out to bid each year for every type and layer of liability and property coverage to ensure that we have the best coverage and price possible. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? • Recruiting and retaining a skilled workforce able to respond to the growing demands of the City. Resources are needed to fund recruitment services, maintain competitive wages and supply attractive benefit programs. These expenses grow with inflation. • Negotiate Successor Collective Bargaining agreements with the City's 3 Labor Unions • Collaborate with Finance and IT to explore other software programs to replace EDEN. Complete the transition to electronic records and maintain the Laserfiche system. Both systems are relied upon for day-to-day operations. • Continue to provide safety and risk management support to departments to proactively identify, assess, mitigate risks to save the City from losses. Risk management staff are focused on programs aimed at improving employee health and safety by the end of 2023. • Provide training, resources, and support to our supervisors and managers so that they can better support their direct reports. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continued support regarding Union negotiations, resources for staffing/benefits, and our self-funded insurance programs. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Parks and Recreation Department Presenter: Kelly Beymer, Administrator Parks Planning & Natural Resources What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Dept. is responsive to Community needs/desires through surveys and community outreach. PPNR division is completing current Bond projects that address some of the deferred maintenance and accessibility issues . Current population growth continues to strain existing system. The approved Councilmanic Park Improvement Bonds (11/2018) are addressing Coulon Park infrastructure and aquatic lease requirements, full renovations of Kiwanis and Philip Arnold Parks including accessibility issues and multiple playground replacements. Council could consider another bond to continue to address deferred maintenance for parks and trails and new opportunities in the park system to meet the growing population needs. Funding has been identified to address the required update to the Parks, Recreation and Natural Areas Plan for grant eligibility. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Parks, trails and recreational opportunities will not meet the growing public need/Quality of Life. Complete the current Bond projects, address assessments on park owned land for potential development, continue to partner with local agencies to plan/provide for regional trail connections. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continue to support ongoing funding and staffing levels to address CIP projects, park/trail assessments and PPNR Plan. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Parks and Recreation Department Presenter: Kelly Beymer, Administrator Parks & Trails What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Homeless activity/encampments have increased in the Parks natural areas since 2021. Council approved in the 2023-2024 budget cycle, the implementation of a new CPTED (Crime Prevention through Environmental Design) team to better proactively address the issues. Staff is working through the new team hiring process now and will provide CPTED projects and continue to address more timely encampment clean-ups internally. Partnership with PD, City Attorney on legal implications and potentially EHHS on behavior health partnerships will further address root issues. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Behavioral health, substance abuse and temp. housing, how do we address these moving forward. Fully implement the CPTED team, make significant progress on projects and encampment removals. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continued Council and funding support. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Parks and Recreation Department Presenter: Kelly Beymer, Administrator Recreation What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Recreation has completed the Age Friendly Renton designation and began the Strategic Plan development with extensive community engagement to better support aging adults in our City. Outreach has provided better insight to non-english speaking communities, as well as four priorities areas identified to address or enhance. Intradepartment collaboration was key to outcomes and programs moving forward. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Secure funding for an FTE to lead initiatives/goals efficiently. Begin implementing strategic plan goals What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continued Council support for Age Friendly programs. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Parks and Recreation Department Presenter: Kelly Beymer, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Grants and partnerships are key to 'stretching and strengthening' our projects, programs and events. Department wide - a total of over $4.25 million has been secured over the past two years. Partnerships with Renton Historical Society, Environmental Science Center, Bezos Academy, Renton School District, RAVE Foundation (Sounders non-profit arm), King Co. Public Health, King County Noxious Weed, and Sound Generations to name a few. These have extended program offerings to our Seniors, youth and environmental projects. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? 1. Eligibility for grant funding in the future will need to be prepared and have 'shovel ready' projects. 2. Securing sponsorships to support large City events, i.e. RiverDays and July 4th. Apply for and secure the King Co. Aquatics Grant for HMAC upgrades, complete the updated Shared Use Interlocal Agreement with RSD, complete the updated Museum Management Agreement, and implement noxious weed removal at May Creek South in preparation of a new trail and bridge for May Creek Greenway connections. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Support on funding to provide feasibility studies and engineer estimates that ready the department to apply for grants on upcoming projects. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Public Works Department Presenter: Martin Pastucha, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? The City will need to expend estimated $4-5 million annually to maintain our streets and local roads at a good pavement level. The City has utilized City crews, grants, and development contributions have all contributed to the current avg. pavement condition of 73, above our current performance measure of 70. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The lack of consistent annual investment of GF for local roads for Pavement Overlay Staff has completed the annual pavement investment evaluation and completed the citywide citywalk evaluation to establish a baseline for the development of recommendations for investment in pavement and sidewalks What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Based on the size of the investment and unmet need, another source of funding will be required to inroads into the needs to insure the continued life of our asphalt and investments in repair, and the investment needed to provide sidewalks and walking paths in our neighborhoods. What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? New Western Washington Municipal Stormwater Permit to be issued in August 2024 City is in compliance with current permit requirements. Surface water staff is very experienced in stormwater treatment projects, maintenance, and obtaining funding from Dept of Ecology for projects. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Additional permit requirements, increased maintenance, testing, staffing, and revenue requirements Continue to meet permit requirements and to add improvements to our surface water system that results in higher quality stormwater discharge and increase percolation of surface water where possible to reduce runoff. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Costs to meet the new Stormwater Permit Requirements could impact rates to residents and businesses for new program requirements. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Public Works Department Presenter: Martin Pastucha, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? EPA Safe Drinking Water Rules - Unregulated contaminants monitoring, PFAS testing, Lead & Copper Rule Water Sources have all met regulatory requirements and no evidence of outside contaminants. Regulations will ensure that drinking water is safe to drink. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Potentials costs of testing and remediation if a contaminant is found in drinking water source. Potential rate implications. Undertake PFAS Testing of City's water sources. Continue to invest in capital investments to insure a clean and abundant supply of available drinking water. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Potential rate impacts to meet the testing requirements and potential cost of compliance if contaminant is found in water sources. What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Kennydale Lake Sewer Line Relocation Advancing design of new sewer line outside of Lake Washington prior to line failure/end of life. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Estimated cost of $11 million for new sewer line that service just 52 customers Complete design of this project and proceed with construction prior to existing line in Lake Washington fails discharging sewage into the Lake. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Cost per household for this new sewer line is almost 10 times higher than cost for normal sewer lines installed or replaced in subdivisions. Decision as to whether a surcharge is warranted for those home benefitting from this project and what that amount is, if anything? Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Public Works Department Presenter: Martin Pastucha, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Development of Reclaimed Water Utility in cooperation with King County Wastewater Treatment Division to serve the Valley area and Unico Properties. The KKWWTP has ample supply of reclaimed water nearby and the Valley area of the city is outside our well protection areas. The proximity to the source and the upcoming developments in the area all set the city on a path to reduce use of potable water for uses that could benefit from reclaimed water(i.e. landscaping, HVAC, toilet flushing, etc.) What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Cost of system development may be more than revenue collected. Chemical residuals in reclaimed water and impact on customer systems Undertake a study to look at feasibility of reclaimed water utility and the identification of plan for a backbone system to serve future development along with costs and initial funding requirements. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Once feasibility study is complete the evaluation of system viability and development requirements to utilize reclaimed water. What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Growing demand for security infrastructure including cameras, badge access, bullet resistant film and secure key system. These needs exist at City buildings, facilities, and airport. Recognition and familiarity of security needs and solutions. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Age of existing camera systems and need for higher quality as picture quality is often unusable due to low quality. Existing key systems were tracked and appears that a number of keys are floating out in the community that had been handed out. Replace cameras in critical areas with higher quality cameras to insure clarity and identification of potential suspects in vandalism incidents or other criminal activity. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Systems are in need of replacement and costs and ability to fund will have implications in future budgets, Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Public Works Department Presenter: Martin Pastucha, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Airport redevelopment in future years as existing leases begin to expire. The airport is ripe for investment due to lack of capacity at Boeing Field and demand for private aviation needs in Seattle marketplace. Renton is next closest airport to Seattle/ Bellevue area. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Ability to attract investors based on limited space available for development Continue to manage leases in a manner to insure concurrent and adjacent parcels become available in roughly same timeframe. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Staff will present a number of leases for large properties with month to month terms so that parcels can be grouped together to attract higher quality investment at the Renton Airport. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Public Works Department Presenter: Martin Pastucha, Administrator What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Implementation of Sustainability Elements into Programs and Projects City established a PW Sustainability and Solid Waste Section in 2022. Staff is working with CED in co-managing CES 2.0 and EV Infrastructure Plan. Project Management and Engineering staff has undergone training on ENVISION Infrastructure Systems and other sustainability trainings. Staff submitted first project for ENVISION Certification as a sustainable infrastructure project (16th & Jefferson Green Street Project). Continuing to receive training on Federal Infrastructure Grants through NLC, focusing on EV and Solar infrastructure. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The integration of new systems and concepts into and organization. Adoption of Envision and Green Transport System principals into project design and construction of utility and multi-modal transportation systems. Expansion of Solid Waste Programs to divert material from the Landfills. Further development of EV Infrastructure in preparation for EV Vehicles into city fleet. Greater integration of sustainable practices into our daily activities and to documents the great efforts to date that result in less waste at a lower cost. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Expansion of programs will have cost implications and result in behavior modification of staff, residents, and businesses. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Police Department Presenter: Jon Schuldt, Chief What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Increase in violent crime; 37% increase in reported crimes involving firearms from 2021 to 2022 Increase in auto thefts: 32% increase in 2022 over 2021 Staffing; currently at 127 commissioned staff members of 133 budgeted positions Technology for crime investigation/reduction; drones, Automated License Plate Reader (ALPR), cameras trailer Community Partnerships; FD Cares, RAAP, Project Be Free, Chief's Community Council Employee Wellness/Support/Training What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Adequate Available Social Service Recourses Legislative impacts on Public Safety Evaluate our allocation of staffing resources based on types and number of calls for service. Staffing and succession planning. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continue to support the PD and initiatives that bolster and support the health and safety of the community Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Equity, Housing, and Human Services Department Presenter: Maryjane Van Cleave, Administrator Equity/Community Outreach What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? We are nearly done with collecting and memorializing Benita's 9 years of work as her contract ends March 2023. We are actively working towards creating metrics around equity and inclusion in order to track our efforts, and progress, with the support of IT. We graciously hosted a Luner New Year reception showing the need to acknowledge and respect cultural milestones within their normal occurrence. We will continue to expand upon this practice. The city began this work 9 years ago not as a reaction but self initiated need. This will allow the work to continue and now be further operationalized with the initiative lead by an employee moving forward What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Who are we not connecting with or who is being left out of conversations and or representation of our community at large Have an equity and inclusion dashboard. A program for ease of access and navigation for our immigrant residents. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Continue to help provide connections to community members and groups so that our relationships continue to expand and grow with our community in tandem Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Equity, Housing, and Human Services Department Presenter: Maryjane Van Cleave, Administrator Housing What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Affordable housing along with behavioral health are hot topics right now with a variety of legislation being proposed and passed, along with unique funding being dedicated to these subject matters. We are working hard, but is difficult to keep up with the steady flow of changes and new opportunities. Each opportunity or change requires review, discussion and assessment as to what it means to COR. We are positioned well to leverage and build upon existing partnerships and to be open to new ones. We are conducting on going conversations with all departments to make sure we are well positioned and informed before making important and longstanding decisions What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Capacity. Having only one employee at the moment dedicated to housing makes it difficult to stay on top of the subject matter. Work with CED on the implementation of the Housing Action Plan What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Support in the growth of this division in order to provide better data analyzation, proactive planning and partnership maintenance Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Equity, Housing, and Human Services Department Presenter: Maryjane Van Cleave, Administrator Human Services What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? We have 60 executed contracts that support a wide variety of human service needs for FY2023-2024. Also in Human services division is the Housing Repair Program which provides a valuable service of keeping folks in their home. Despite the small team size they have a fast turn around time for applicants seeking repair and assistance. We are also in the process of pulling together all resources for our homeless population, both internally and externally which has not been done before. We are funding a wide variety of human service providers to ensure the vast variety support needed by the community is meet. The Housing Repair Program has quick response time for individuals seeking assistance. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The health and stability of our non-profits that we allocate funding to is sometimes questionable. We need to look at providing resources that can help non-profits survive and thrive. As for the Housing Repair Program the budget is not able to keep up with the increase cost of materials and its historical reliance on unreliable funding sources to offset its budget needs to change. Adapt the Human Services allocation process and apply recommendations from the Human Services Needs Assessment. Increase the Housing Repair Program budget and replace its software management system. Have a spectrum of resources for those facing homelessness and seeking help. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Support in evolving the Human Services allocation process, and an increase to the budget for the Housing Repair Program Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Equity, Housing, and Human Services Department Presenter: Maryjane Van Cleave, Administrator Neighborhood Program What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? In the process of revitalizing the program which will include a new digital platform in order to provide resources, contacts and a safe space for two-way dialog with the city The program is well branded and a trusted source to those who know about it and participate in it What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The program has only one staff person dedicated to the program which is not enough to support the potential and expectations built around the program Expand the program to provide similar services and opportunities to our rental community What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Support the increase in supplemental budget request in order to provide quality customer service to those that interface with the program. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Equity, Housing, and Human Services Department Presenter: Maryjane Van Cleave, Administrator Administration What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Staff are committed to the work at hand, support from executive and council for time needed for evaluation and adaptations is much appreciated What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Missing out on opportunities due to small staffing level or limited capacity A built out team that reflects the departments potential as a reliable resource to the city and support to the community with data, contracts, policy and a sufficient staffing level. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? What data or analytics would you like to see from this department? Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent, Administrator Comprehensive Plan Update What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? The Comprehensive Plan for the City needs to be updated by 2024. CED has begun the update process and we have adopted the framework to meet this goal. We have created interdepartmental teams, hired consultants and initiated a Public Participation Plan. The City has also been awarded Grants from the state for $325,000 to utilize on Comprehensive Plan updates, as well as two grants totaling $200,000 to utilize on the Housing Action Plan and Missing Middle housing need. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The State legislature is currently amending the Growth Management Act and adjusting policies and regulatory changes that will ultimately affect the choices City Council will have on how to accommodate new growth. Complete the GMA required updates to the City's Comprehensive Plan. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? The Council should consider the time, energy and resources necessary to meet the Comprehensive Plan update deadline - including potential changes and roadblocks along the decision making pathway. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent, Administrator Growth Projections What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? City of Renton has accepted a very aggressive growth target for population and employment which is to be included in the Comprehensive Plan updates. We estimate 17,000 new households and 32,000 employment positions by 2044. Ultimately this will result in the City increasing its population from 107,000 to 150,000 and increasing employment positions from 62,000 positions to 94,000 positions by 2044. This is an opportunity to revitalize and redevelop the Greater Renton Community and an opportunity to ensure a strong housing and employment opportunity balance in the City. The City's Business Plan States that it supports growth, both sustainable urban and City center growth. We have already adopted a plan declaring our motivation to meet these growth expectations. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Today we have almost half of the projected household and employment growth in the pipeline. In five years time, we will meet the ten year growth projections. The questions to ask ourselves are: Is the City prepared for this growth? Do we have enough Parks and public spaces? Is our road capacity sufficient? How about our infrastructure? Complete the GMA required updates to the City's Comprehensive Plan. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? Today we have almost half of the projected household and employment growth in the pipeline. In five years time, we will meet the ten year growth projections. The questions to ask ourselves are: Is the City prepared for this growth? Do we have enough Parks and public spaces? Is our road capacity sufficient? How about our infrastructure? Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent, Administrator Clean Economy Strategy 2.0 What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? We have drafted a Clean Economy Strategy that is scheduled to be finalized and presented by later this spring. The City has positioned itself as a leader in Clean Economy Strategy in King County by taking on the important issues of climate and sustainability with clear measurable outcomes that grows from the original strategy adopted first in 2011 and builds on over a decade of work. The City has received the Early Implementation Climate Planning Grant to fund the City of Renton Electric Vehicle (REV) Charging Plan, for $79,680.* (Info Link below) What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The issues of sustainability in environment and climate are not unique to Renton and we are only a small piece of the puzzle in King County. While we can be a leader, we are only 4% of the population in King County. Continue to complete, adopt, finalize and implement the Clean Economy Strategy 2.0. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? The Council should be aware that this will be a major effort. The adoption of the CES is going to be a "seat change moment" for the City. It is crucial that the City considers the work and prepares for the challenges. This plan incentivizes and regulates solar and other renewable resources in order to meet needs and demands. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent, Administrator Rainier Grady Junction Transit Oriented Development Subarea Plan What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? The City is working quickly to implement the Rainier/Grady Junction Transit Oriented Development Subarea Plan - a Governors Smart Communities Award winner. The RGJ TOD Subarea Plan positions the City to realize major investments from Sound Transit and corresponding development of the areas around the Sound Transit Center. The City has received the Department of Commerce: Transit Oriented Development and Implementation (TODI) grant program to fund to Rainier/Grady Junction TOD Subarea Planned Action and Environmental Impact Statement, $250,000. ** (Info Link Below) The City is: actively working with Sound Transit to plan future investments in addition the City is working with Sound Communities and the State Legislature to create a housing benefit district. Additionally the City has a grant to develop a Planned Action environmental impact statement for the area and is also considering new zoning changes to facilitate growth. Tax increment financing is also being explored to address public infrastructure needs in this area. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The City should be aware of the concerns regarding timing and weak partnerships. This development plan relies heavily on the Washington State Department of Transportation and Sound Transit. Continue to implement adopted Subarea and Community Plans e.g. Civic Core, Rainier Grady Junction, Sunset, City Center, Benson. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? The Council should explore how to work with Sound Transit, Sound Communities, Washington State Department of Transportation and State Legislature to make sure the City is actively engaged in advancing the RGJ TOD Subarea plan. We encourage participation on Boards and Committees that hold decision power which can assist the City in accomplishing it goals. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent Economic Development Opportunities – Revitalization Downtown What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? The City is prioritizing strategies for the Civic Core Plan to facilitate business recruitment and retention. This builds on the vision for the Central Business District Downtown and the adopted City Center Plan - (which focuses on larger framework that reaches out to Southport and the RGJ TOD Subarea). The Civic Core Plan is in place which provides a foundation for the City to work from. Work continues on: the Mainstreet Program, obtaining Federal Grants and Designs for the Pavilion, as well as the conversion one- way streets to two-way streets, the Renton Connector and Downtown way finding signage just to name a few. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? Getting property owners on board to support the implementation of the plans and goals as well as funding to support these initiatives. Continue to recruit and retain high-quality, value-added businesses in Renton. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? The Council should support to line up the funding for plan implementation. We need a plan developed that will advance private property ownership that coincides with the public vision. We need to consider activating City owned spaces and making substantial investments understanding that private investment will follow as demonstrated by the Sunset Area Revitalization. Facilitation by Creative Strategy Solutions | una@unamcalinden.com | www.CreativeStrategySolutions.com Community and Economic Development Department Presenter: Chip Vincent Economic Development Opportunities – Revitalization of Longacres What are the "must know" core facts (not opinions) that the Council needs to be aware of? (include key accomplishments and setbacks) What is the good news here? Where does the city seem to be well-positioned? Unico Development has purchased the Longacres site from Boing which creates the opportunity to create quality mixed-use development, including: residential, office, and retail as well as the headquarters for the Seattle Sounders and many other public amenities. Longacres was once an iconic gathering place for the City and the greater Puget Sound when it was a horse racing track. This purchase and investment will result in it being an iconic gathering place once again. What is concerning or worrisome? What are your departmental top priorities & projects in the next 1-2 years? The level of active engagement on behalf of the City to facilitate this transformational vision. Attracting the right users is key. Continue to recruit and retain high-quality, value-added businesses in Renton. What implications or recommendations would you like CMs to consider as they embark on planning for the next 1-2 years? The Council should consider the use of tax increment financing to invest in public infrastructure and other improvements up front in order to realize the vision. We need to pursue this area as a multimodal hub with commuter rail and light rail as well. We need to continue to work with Sound Transit to pursue an East/West connection.