2005-2006 City Council Goals & Objectives

2006-2007 Council Action Plan

Central Goal

Establish goals for the City that rest firmly on the foundation of the Comprehensive Plan, that support the City's Vision and Mission Statements, and that are implemented using the City's Guiding Principles.

Objectives:

Revisit Vision Statement, Mission Statement, and Guiding Principles on an annual basis.

Review Guiding Principles and include expression of commitment to staff.

A. Adopt Downtown Little Bear Creek Master Plan (Community Development)

1. Regulatory update (2005)

2. Initial Implementation (2005)

a. Conduct implementation studies as directed by City Council

b. Conduct a downtown parking study (2005)

B. Complete City-wide Strategic Visioning Plan (Community Development)

1. Consultant Selection (January, 2005)

2. Plan Development (April, 2005)

3. Plan Adoption (September/2005)

C. Complete an Economic Development Study (Community Development)

1. Assure economic development study and strategic visioning plan are coordinated

2. Assure other anticipated sub-area plans are considered, especially Tourist District Plan Update

D. North Gateway Subarea/Master Planning (Community Development)

1. Grace Annexation: Determine whether to proceed with any sections of Grace (2005)

2. North Industrial Subarea Plan (2006)

E. Valley Gateway Subarea/Master Planning (Community Development)

1. Tourist District Master Plan Update (2005)

a. Coordinate work plan with Tourism Task Force and task group with participation

2. Northwest Gateway (2006)

3. Valley Industrial (2007)

II. Housing Goal

Preserve existing housing and neighborhoods, and provide a diversity of housing types that promotes housing opportunities for all economic segments of the City’s population .

A. Assure a variety of housing options and types are addressed in deliberations of the Downtown Master Plan (Community Development, 2005)

B. Continue study of Transit Oriented Housing Development for Woodinville (Community Development, 2005)

1. Analyze impacts on Downtown-LBC Corridor Master Plan elements

2. Compare against alternatives to achieve affordable housing (Planning Commission)

C. Review conditional/temporary use permitting process for homeless encampment/temporary housing (Community Development & Executive 2005)

1. Develop new criteria for permit process

2. Participate with ARCH in short-term preparation and long-term effort

A. Conduct an assessment of service gaps left in Woodinville by King County and Seattle budget reductions (2005, Executive, Parks & Recreation, City Council)

1. Remain plugged into regional decision-making that may impact area service provision (Ongoing)

a. Explore interest in sub-regional options is regional safety net weakens (Ongoing)

b. Mayor to send letter of concern to ARCH cities (2005)

B. Conduct an assessment of Woodinville’s ability to meet its human service needs through traditional means of investing in providers and more creative means of direct or procured services delivered in Carol Edwards Center buildings. (2005, Executive, Parks & Recreation)

1. Report on first year outcome of City-based English As Second Language (ESL) program. (Parks & Recreation 2005)

2. Evaluate potential, cost effective, in-house or contracted human services that could be offered at the Carol Edwards Center. (Parks & Recreation – Executive 2005)

3. Include Human Service delivery analysis of Tent City 4 to determine if other needs exist (Executive, 2005 )

IV. Economic Development Goal

A. Assure that economic diversity and opportunity are addressed in the Downtown/Little Bear Creek Corridor Master Plan, toward creating an economically balanced community. (Community Development, 2005)

B. Continue to collaborate with the Tourism Task Force (Community Development, Executive, ongoing)

C. Develop Downtown linkage – cooperate with Tourist District Master Plan and Tourism Task Force to make sure economic development goals are closely coordinated so areas give each other customers.

D. Review options to secure economic development assistance via employee, shared employee, consultant or public agency, such as the Seattle/King County Economic Development Council and Puget Sound Regional Council.

E. Continue to evaluate multi-agency opportunities such as Redmond Tourism Initiative.

F. Complete an Economic Development Study (Community Development)

1. Coordinate with Strategic Visioning Plan.

2. Coordinate with Tourist District Master Plan update.

V. Parks, Recreation, and Open Space Goal

A. Study and design Civic Center parking, field and interim improvements identified as priorities by CIP process. (Parks & Recreation)

1. Consultant/designer under contract by end of 2004;

a. Design input and policy decisions to Council (July, 2005)

2. Financing draft plan to City Council (May, 2005)

B. Continue to investigate opportunities to land bank key parcels for future planned parks & facilities. (Parks & Recreation, ongoing)

1. Recommend types of property and areas of need as implementation task of PRO Plan (2005)

2. Staff and agent analyze key GIS, critical area data and agency comprehensive plans to inform this process ( Public Works, Parks & Recreation, Executive )

a. Work with property acquisition specialist to acquire available parcels

3. Assist the Council in developing neighborhood land banking opportunities.

4. Identify system deficiencies

a. Analyze key parcels

b. improve pedestrian circulation

c. provide views

d. increase neighborhood parks

e. protect open space

f. preserve neighborhood character

C. Formalize Small Neighborhood Action (Parks) Project (SNAP) Program (Parks & Recreation)

1. Develop neighborhood application & Commission recommendation process

2. Coordinate public outreach for park SNAP projects.

D. Assist the Council in implementing the DTLBCMP Park Elements. (Parks & Recreation)

1. Review zoning and ordinance changes needed to realize Council vision.

2. Collaborate with Community Development Department to draft potential development incentive packages.

3. Study methods for reducing the City’s share of investment in the park elements.

4. Explore “festival street” concept

E. Assist the Council in expanding the use of the Carol Edwards Center through development and implementation of a Business Plan. (Parks & Recreation)

1. Coordinate Business Plan with Interim Improvements for Sustainable Growth

2. Expand teen offerings

3. Improve Outdoor Basketball Court

4. Create Facility Rental Marketing Tools to Support Interim Improvements.

F. Coordination implementation of online registration through E-Gov system for Myparksandrec.com (Parks and Recreation, Executive)

G. Continue promotion of public art through the Public Art Advisory Committee.

VI. Community Design Goal

  Promote a visually cohesive community that preserves and enhances the Northwest Woodland character, the heritage of Woodinville, and creates a human scale, pedestrian friendly environment in its community design.

A. Develop design and streetscape standards for approved Downtown/Little Bear Creek Corridor Master Plan. (2005, Community Development)

VII. Transportation Goal

Establish and maintain a transportation system that supports the land use plan and incorporates transportation/land use linkages.

A. Adopt a Non-motorized Transportation Plan (Public Works, Parks & Recreation, 2005)

1. Review and identify funding strategy

2. Develop early-action, quick turnaround, small projects to connect areas.

B. Evaluate Citywide traffic circulation planning

1. Develop new Concurrency Ordinance (2005, Public Works)

2. Evaluate and model CIP’s to assist City Council in identifying tentative priority and schedule. (2005, Public Works)

3. Review feasibility of AM peak modeling to help identify potential relief projects in selected areas

4. Continue to develop use of modeling to educate public and to assist in project priority selection.

VIII. Capital Facilities Goal

Enhance the quality of life in Woodinville through the planned and coordinated provision of public and private capital facilities.

A. Develop a review of Capital Improvement Plan (CIP) methodology for City Council discussion and direction (Executive, January, 2005)

B. Develop a set of criteria for investment in downtown grid roads (Executive, Public Works, January 2005)

C. Review potential funding CIP streams and borrowing opportunities to give City Council its options to incur non-voted and voted debt to achieve capital projects (Executive, Administrative Services, May, 2005)

D. Analyze Utility Tax flexibility as a CIP funding source and determine whether utilization should sunset with current projects, should be expanded to city-wide capital, should be used as a fund source for debt service or should be used for operating costs. (Executive, Administrative Services, May, 2005)

E. Review existing CIP Projects and analyze current trends in construction pricing. Re-evaluate currently funded and proposed projects to update project cost estimates. (Executive, Public Works, P&R, March 2005)

IX. Utilities Goal

   Enhance the efficiency and quality of service from public and private utility providers through the coordination of utility, land use, and transportation planning.

A. Participate in the Woodinville Water District Comprehensive Plan process. Analyze opportunities and threats to City policy trajectories (Public Works, 2005)

B. Analyze potential for right of way user impact fees for reducing life of pavement. (Analyze 2005, Implement 2006, Public Works )

X. Environment Goal

Create a community that reduces waste stream, promotes energy conservation, preserves and enhances aquatic and wildlife habitat, protects and improves water quality, and protects the public from natural hazards.

A. Remain an active partner in the WRIA Region 8 effort to develop, fund and implement early action strategies. (Community Development, City Council, Ongoing)

B. Work collaboratively through WRIA 8 with NMFS, State, tri-county and other public and private partners to develop a recovery plan for Puget Sound Chinook salmon. (Ongoing, Community Development)

1. Work with Council, Commissions and Salmon Task Force to review and respond to the WRIA 8 Draft Salmon Conservation Plan. (Community Development, Public Works, Executive)

2. Evaluate current mapping of Critical Aquifer Recharge Areas (CARA) in Woodinville and determine need for additional study and mapping, including identification of any fuel storage tanks (Community Development, Public Works

a. Consider policy to ban fuel storage tanks in CARA’s.

XI. Budget

Support the programs and services of Woodinville with well-conceived budget policies.

A. Conduct a strategic budgeting review process & develop a strategic budgeting plan. (Admin Services/Finance, 2005)

1. Use study to inform on sustainability of overall staffing levels

B. Analyze and develop a response strategy to streamlined sales tax initiative. (Finance, 2005-2006)

C. Conduct an analysis of new City structures constructed since incorporation and determine whether there is an unfunded liability for system repair and replacement.

D. Conduct an analysis of the Equipment Replacement Fund and the replacement set-aside methodology to determine whether replacement is properly reserved and funded.

E. Conduct an analysis of inter-fund charges and overhead to make sure that capital, enterprise and other funds are fairly compensating the Current Expense Fund for services received.

F. Conduct a financial analysis of future pay and benefit projected costs, highlighting significant trends, and bring a comprehensive assessment to the City Council of a Total Compensation approach to employee compensation. ( Exec, Admin, June, 2005)

G. Prepare a briefing for the Finance Committee and City Council on the 2006 changes in public sector accounting requirements, including any recommended adjustments to the biennial budget, and other areas (Admin, June, 2005)

XII. Operations

Continue to define, improve, and enhance the operational and service-level environment of Woodinville.

A. Conduct study of development services departments to identify systemic changes and improvements and to inform about right staffing levels (Executive, 2005)

1. Analyze option of enterprise fund for Permit Center

B. Review effectiveness, development and enhancement of communications with citizens. (Executive)

1. Proactively tell positive City story; address topical community issues through communications programs (Ongoing)

2. Develop Government Access Channel television Implementation Plan (2005)

C. Continue to facilitate meaningful interaction among our citizens. (Executive, Ongoing)

1. Examine methods to have quicker, lower maintenance, high-contact interactions with citizens.

2. Increase Council and Commission member participation in city and community events and public outreach.

3. Launch simple electronic distribution of City information (e-alerts)

D. Use surveys and other methods to determine levels of citizen understanding of City programs and projects. (Ongoing, Executive)

1. Review options for statistically valid surveys including means other than telephone due to refusals and diminishing number of land lines (Executive, Ongoing)

2. Continue to develop multi-lingual options and outreach (i.e. brochures, web, recordings, language banks)

E. Continuous improvement of Emergency Management capabilities. (Ongoing, Emergency Manager)

1. Participate in King County Region 6 Emergency Management Exercise,

F. Support sustainable growth of the Carol Edwards Center Operations within the budget and service level prioritization process.

G. Implement IT Strategic Plan. ( Executive, 2005)

1. Discuss and prioritize IT Strategic Plan initiatives

a. Determine in-house vs. out-sourced solutions.

2. Develop and adopt a program to coordinate information storage and maintenance between departments.

3. Develop and adopt a decision-making process for technology acquisition and oversight.

a. Evaluate the impact of technology purchases on existing operations and maintenance.

b. Establish defined performance measures and post-implementation review.

c. Review business practices to justify IT purchases to avoid costly customization.

4. Finalize and test emergency operations procedures.

5. Continue to enforce hardware, software and data standards and naming conventions.

6. Continue to identify and eliminate redundant databases and processes.

7. Consider a separate replacement fund for server and network infrastructure during the bi-annual budget review to ensure that upgrades continue to be a planned process rather than a reactive event.

XIII. Regulatory

Continue to define, improve, and enhance the regulatory environment of Woodinville.

A. Conduct study of Development Services to determine best practices and best staffing configuration. (Executive, 2005)

B. Examine feasibility of disguised cell towers. (Community Development)

C. Review options to have compatibility with adjacent jurisdictions. (Community Development, Ongoing)

D. Sign Code: Develop sign code update program and study options with Planning Commission and City Council, including: (Community Development)

1. Billboard Amortization: Further analysis and fiscal analysis

2. A Board Signs: Analyze options for use; present Report to City Council (2005)

3. Complete review of subdivision signs in Right-of-Way

XIV. Regional/Interlocal

Maintain an active posture on regional issues affecting Woodinville and represent the interests of Woodinville on agency interactions and services within Woodinville.

A. Brightwater Regional Wastewater Facility (Executive, Parks & Recreation, Community Development)

1. Permit review and mitigation plan.

B. Be an active participant in the Parks & Recreation Service Area study to resolve area aquatics needs. (Parks & Recreation)

C. Be an active participant in response to jail, court, and solid waste service provision issues. (Executive, Police & Administrative Services, Ongoing)

D. Be active in the development of partnership options to meet the service gap in playing fields . (Parks & Recreation, Ongoing,)