HomeMy WebLinkAbout2024.03.22-2024.03.23 City Council Biennial Retreat Meeting Packet
AGENDA
Council Biennial Retreat
5:30 PM - Friday, March 22, 2024
Holiday Inn Express & Suites, Pasco
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1. MEETING INSTRUCTIONS for REMOTE ACCESS - To listen to the retreat
via phone, call (323) 676-6197 and use access code 175 582 893#.
2. CALL TO ORDER
3. ROLL CALL
4. ITEMS FOR DISCUSSION
2 - 5 (a) City Council Biennial Retreat
5. ADJOURN TO 8:00 AM SATURDAY, MARCH 23, 2024
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AGENDA REPORT
FOR: City Council March 15, 2024
TO: Adam Lincoln, City Manager City Council Special
Meeting: 3/22/24
FROM: Adam Lincoln, City Manager
City Manager
SUBJECT: City Council Biennial Retreat
I. REFERENCE(S):
Adopted City Council Goals 2022-2023
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
The City Council has historically conducted a biennial retreat early in the even
year following a City Council election and installation of any new City
Councilmembers.
The primary purpose of the biennial retreat is to develop goals to guide the
City, as an organization, over the biennium and beyond. The Council's goals
may be broad or narrow, they may address a specific issue or pertain to an
overall direction in which the City Council desires the City to move. Over the
years, the City Council's goal statements have evolved from a list of projects
and initiatives, to the most recent example which consists of six major goal
priorities, each with an overarching goal statement, under which each is a list
of initiatives, projects, aspirations and directives, some broad some very
focused.
Development of the City Council goals is truly the first step in the biennial
budget development process, as the goals set the course for the City over the
biennium and often beyond. City Council goals drive the Capital Improvement
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Plan, the work plan of city staff, boards and commissions, agency policies and
long-range planning.
Council goals communicate to the community, and the region, Council's intent
and the direction they want to take the City. Further, the goals are what staff
uses to shape the biennial budget proposal and as a filter for each significant
action and initiative undertaken.
In developing the new City Council goals, the City Council has been informed
by considerable information, including:
Prior City Council Goals and updates on those goals.
Results of the National Community Survey, conducted the previous
year, which Council was recently presented.
Community input received at the Community Listening Sessions held
earlier in the year. Notes from those sessions provided separately.
Issues each member may have noted during the course of business or
during a campaign.
Finally, the retreat offers Council an opportunity to discuss ideas and concepts
not on a formal City Council agenda. Those conversations may lead to a new
goal, a specific task for Council or staff, or simply a better understanding
among the members.
V. DISCUSSION:
The 2024 Biennial City Council Retreat will commence on Friday, March 22 at
5:30 PM then adjourn to Saturday, March 23 at 8:00 AM at the Holiday Inn Inn
Express & Suites, located 4525 Convention Place, Pasco, WA 99301.
The Friday session will start at 5:30 PM with an overview and purpose of the
retreat, followed by a review of the accomplishments and progress on the
2022-2023 City Council Goals. The Saturday session will begin at 8:00 AM with
a review of process facilitated by Marilynne Beard, consultant, ending with a
discussion of new topics and proposed modifications to current goals, which
will take the bulk of the day.
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QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure including, but not limited to:
• Completion of Transportation System Master Plan and design standard updates to promote greater
neighborhood cohesion in new and re-developed neighborhoods through design elements, e.g.;
connectivity, walkability, aesthetics, sustainability, and community gathering spaces.
• Completion of the Parks, Recreation and Open Space Plan and development of an implementation
strategy to enhance such services equitably across the community. • Completion of the Housing Action and Implementation Plan with a focus on a variety of housing to address
the needs of the growing population.
FINANCIAL SUSTAINABILITY
Enhance the long-term viability, value, and service levels of services and programs, including, but not
limited to:
• Adopting policies and strategic investment standards to assure consistency of long-range planning to include
update of impact fees, area fees to specific infrastructure, and SEPA mitigation measures related to new
development, e.g.; schools, traffic, parks, and fire.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly functional multi-modal transportation system including, but not limited to:
• Application of the adopted Transportation System Master Plan including development of policies, regulations,
programs, and projects that provide for greater connectivity, strategic investment, mobility, multi -modal
systems, accessibility, efficiency, and safety.
COMMUNITY SAFETY
Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment
including, but not limited to:
• Adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the
current Washington State Rating Bureau Class 3 community rating.
• Collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging
existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator
programs, and other efforts. • Development of an implementation strategy for the Comprehensive Police Master Plan to support future service
levels of the department to assure sustainability, public safety, officer safety, crime control, and compliance
with legislative mandates.
ECONOMIC VITALITY
Promote and encourage economic vitality including, but not limited to:
• Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes,
phased sign code update, and development regulations and standards.
• Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use
Plan such as Downtown and Broadmoor Master Plans.
• Development of an Economic Development Plan, including revitalization efforts.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion, and image including, but not limited to:
• Development of a Community Engagement Plan to evaluate strategies, technologies, and other opportunities
to further inclusivity, community engagement, and inter-agency and constituent coordination efforts.
• Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art
and culture programs, recognition of significant events or occurrences, and participation/sponsorship of events
within the community.
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CALIDAD DE VIDA
Promover una calidad de vida alta a través de programas de calidad, servicios, inversiones y reinversiones
apropiadas en la infraestructura de la comunidad incluyendo, pero no limitado a:
• Terminar el Plan de Transportación para promover más cohesión entre nuestras vecindades actuales y re-desarrolladas
a través de elementos de diseño, p.ej. conectividad, transitabilidad, sostenibilidad estética, y espacios para reuniones
comunitarias.
• Terminar el Plan de los Parques, la Recreación, y los Espacios Vacíos y el desarrollo de una estrategia de
implementación para mejorar tales servicios justamente a lo largo de la comunidad.
• Terminar el Plan de Acción e Implementación de Viviendas con un enfoque en una variedad de viviendas para tratar las
necesidades del aumento en la población.
SOSTENIBIILIDAD FINANCIERA
Mejorar la viabilidad a largo plazo, el valor, y los niveles de los servicios y los programas, incluyendo, pero no
limitado a:
• Adoptar las políticas y los estándares de inversión estratégica para asegurar consistencia en la planificación a largo
plazo para incluir la actualización de las tarifas de impacto, las tarifas en áreas de infraestructura específica, y las
medidas de mitigación SEPA relacionadas con el nuevo desarrollo, p.ej. escuelas, tráfico, parques, e incendios.
RED DE TRANSPORTACION COMUNITARIA
Promover un sistema de transportación multimodal en alta operación incluyendo, pero no limitado a:
• Aplicar el Plan de Transportación que fue adoptado, incluyendo el desarrollo de las políticas, las reglas, los programas,
y los proyectos que proporcionan más conectividad, inversión estratégica, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
SEGURIDAD COMUNITARIA
Promover métodos proactivos para la inversión estratégica en la infraestructura, el personal, y el equipo
incluyendo, pero no limitado a:
• Adoptar y desarrollar estrategias de implementación para el Plan Comprehensivo para Incendios. Con el propósito de
mantener la clasificación comunitaria actual en la tercera Clase del Departamento de Clasificación del Estado de
Washington.
• Colaborar con socios regionales para influenciar estrategias que reduzcan los incidentes de personas sin hogar al
hacer uso de los recursos actuales como el impuesto de ventas de 0.1% implementado recientemente para la salud
mental, el uso de programas para navegar los recursos, y otros esfuerzos.
• Desarrollar una estrategia de implementación para el Plan Comprehensivo de la Policía para apoyar los niveles futuros
de servicio del departamento para asegurar la sostenibilidad, la seguridad pública, la seguridad de los policías, el
control de crímenes, y el cumplimiento con los mandatos legislativos.
VITALIDAD ECONOMICA
Promover y fomentar vitalidad económica incluyendo, pero no limitado a:
• Implementar el Plan Comprehensivo del Uso de Terreno a través de acciones relacionadas, incluyendo cambios de los
códigos de zonificación, actualización en las etapas de los códigos de las señales, y el desarrollo de las reglas y los
estándares.
• Terminar los Planes de las Áreas y un análisis ambiental el cual complementa al plan integral de uso de la tierra como a
los Planes del Centro y de Broadmoor.
• Desarrollar un Plan de Desarrollo Económico, el cual incluya esfuerzos de revitalización.
IDENTIDAD COMUNITARIA
Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen incluyendo, pero no
limitado a:
• Desarrollar un Plan de Participación de la Comunidad para evaluar las estrategias, las tecnologías, y otras
oportunidades para promover la inclusividad, la participación de la comunidad, y los esfuerzos interdepartamentales y de
coordinación de los constituyentes.
• Apoyar a la Comisión de las Artes y Cultura al promover la unidad y la celebración de la diversidad a través de
programas de arte y cultura, reconocer eventos o acontecimientos significantes, y participar/patrocinar eventos dentro
de la comunidad.
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