2007 Office of the Mayor Objectives with Accomplishments

1. By May, review, revise and adopt updated budget policies to provide specific guidance for the administration’s 2008 preliminary budget. (Council Goal 1)

The new Budget and Financial Policies appear on pages 33–38 of this document and are incorporated into the adopted budget.

2. By October, clarify or establish level of service standards for the City’s major programs and publish a report that summarizes these standards. (Council Goals 1 and 9)

Further action on this objective is on hold until the new City leadership is in place. At that time the project will be revisited to ensure its objectives align with the new leadership's priorities.

3. By December, review, revise and adopt performance measures to be used to monitor the performance of all departments. (Council Goal 1)

In consideration of the recent change in City leadership, the project has been put on hold and will likely be re-scoped.

4. Provide an adequate operational funding plan for any new capital facility. (Council Goal 1)

This condition was incorporated into the Museum / PFD / Mount Baker Theatre / Campaign for the Arts agreement to proceed with the Art and Children’s Museum. The 2008 budget includes operational costs for capital projects.

5. Adopt plans and provide funding to ensure that internal City business systems (computers, phones, software programs, fleet, etc.) and existing capital facilities are properly maintained and updated. (Council Goal 1)

Human Resources Information System (HRIS) to implement in 2008.
Citywide telephone system upgrade to implement in 2008.
Enhanced the Pavement Replacement Utility Viewer (PURviewer) ArcMap application process by adding automation to the updating of utility and overlay project information.
Developed a stormwater utility replacement list from analysis of TV scan data.
Installed new street lights and completed water main replacement projects.

6. Ensure that the City develops, communicates and implements a specific action plan to protect and improve the quality of drinking water in the Lake Whatcom Reservoir. (Council Goals 2 and 9)

The 2008 budget adopts a proposed unified management structure between Whatcom County and the City. Work on the 2007 – 2008 Program Plan continues in cooperation with Whatcom County staff, the Watershed Advisory Group, Water Districts and the City and County Councils. Fifty acres (10 units) were acquired bringing the total for the program, including joint purchases with Whatcom County, to 1,341 acres (667 units). Completed draft comprehensive plans for phosphorus control and will implement recommendations to reduce stormwater inputs through coordinated efforts between the City and Whatcom County. Working with the Silver Beach Neighborhood, presented a revised Watershed Pledge Program. The Executive Department led the planning, writing, production and distribution of two significant public information pieces designed to inform Bellingham residents about the declining health of the Lake Whatcom Reservoir.

7. Help strengthen downtown organizational efforts by promoting continued coordination among City departments and non-profit and private entities with interests in downtown. (Council Goal 3)

Held monthly meetings and regular communications with five economic development organizations receiving City funds. Continued to work closely with the Downtown Renaissance Network and stakeholders in the area. Held monthly meetings with Mayor and Department Heads to focus on implementing the City Center Master Plan and raising issues facing downtown.

8. Develop and implement a public involvement plan to guide the waterfront redevelopment effort. (Council Goals 4 and 9)

During 2007 the City partnered with the Port to provide a public involvement process that included: Input to the design process from the Waterfront Advisory Group as the active representatives for direct input to the planning process on behalf of the public. Supported the commencement of the Environmental Impact Statement for the project, which included pre-scoping and scoping sessions for the public. Jointly sponsored a number of public update forums which provided the public the opportunity to provide input and understand the process.

9. Refine the City waterfront redevelopment financial model to reflect the City’s investment in infrastructure and determine sustainable economic results. (Council Goal 4)

The City team continued to further refine the assumptions for the project to achieve optimum land uses and infrastructure funding which will result in the best result for the project and public. These will be provided as recommendations to the City Council during 2008 for implementing early development opportunities.

10. Complete an Environmental Impact Study (EIS) for the waterfront redevelopment. (Council Goal 4)

During the second quarter of 2007, the Port assumed a direct role as sole proponent of the EIS with the City continuing the dual role of supporting the project while maintaining the conventional regulatory role for the project. The City team continued to support establishing the framework and assumptions for launching the EIS.

11. Identify and prioritize waterfront infrastructure projects, costs and funding mechanisms. (Council Goal 4)

During the second quarter of 2007, the City further refined cost estimates for infrastructure and established preliminary phasing strategies that would balance infrastructure commitments and funding options.

12. Coordinate drafting of Waterfront Master Plan (Subarea Plan) and development regulations. (Council Goal 4)

The City commenced joint coordination of the Master Planning efforts and the funding of this phase of the project, working with the Port and the Waterfront Advisory Group. This included commencement of early input to the future Development Regulations, a phase of the project in which the City is providing direction to the consultants, LMN Architects.

13. Draft and consider a development agreement that clearly indicates responsibilities of the City and of the Port to implement the Waterfront Master Plan. (Council Goal 4)

Throughout 2007, the City and Port have engaged in a weekly dialogue directed to evaluating business options and priorities associated with formulating a business plan which would support a future Development Agreement. These discussions will be finalized after the Final EIS, Master Plan and other entitlements are close to completion in 2008.

14. Develop a viable organizational structure and business plan for the new Art and Children’s Museum. (Council Goal 6)

A business consultant was retained to study the Museum and develop a business plan for the entire Museum complex. The City and Museum Society have agreed to explore changes in the Museum's governing, operating, and/or management structure to develop a more viable organizational structure that preserves the Museum's mission and its tradition of achievement. These negotiations, including discussions with the appropriate union representatives, should begin in 2008.

15. Conduct a survey of local businesses to identify City activities, programs and practices that enhance business success and those that inhibit it and identify appropriate policy or procedure changes. (Council Goal 8 and 9)

The Executive Department led the selection and management of the consultant who wrote and conducted this extensive survey of Bellingham businesses. Survey results were presented to Council in October 2007 and are available on line at: www.cob.org/government/public/opinion/index.aspx

16. Direct an internal work group to analyze City programs and policies which support or inhibit the success of existing businesses, particularly small enterprises. (Council Goal 8)

Analysis of the Economic Development Survey completed and presented to Council in October 2007.

17. Develop a strategic plan for Bellingham’s economic development. (Council Goal 8)

Strategic Plan and next steps are to be presented to Council in early 2008.

18. Improve communication between the City and its citizens about all goals, priorities, and challenges. (Council Goal 9)

The Executive Department supported various efforts Citywide to inform citizens about priority projects. These included continued participation in improving priority communications tools such as the City’s website and television station and centralizing the distribution of City news to key stakeholders.

19. By the end of 2007, along with ITSD, increase the usefulness of the City website by using industry best practices and citizen feedback to improve its organization, search functions and visual design. (Council Goal 9)

The Executive Department participated in a major redesign of City website that resulted in improved organization and accessibility and ability to conduct site-wide searches.

20. Increase the number of visitors to the City’s website. Post at least one new feature article per week on the City’s homepage. (Council Goal 9)

The Executive Department took various steps to promote use and increase visitors to the City website throughout 2007, including promoting use of the website internally, making presentations to neighborhood leaders, and more frequent posting of City news and information. Prior to the launch of the redesigned website, at least one new feature or news release (and usually more) was posted on the City website each week by the Executive Department.

21. Increase the number of City-produced BTV10 programs that address City goals, priorities, and accomplishments. (Council Goal 9)

The Executive Department directed BTV10 programming toward topics identified as City priorities whenever possible. Most individual segments of the City-produced program Inside Bellingham featured City priorities, as did many special programs.

22. Ensure that communications plans are developed for City priorities, identifying action steps to ensure that timely, accurate information is available about City goals, how they will be achieved, and how people can become involved in key decisions, and accomplishments. (Council Goal 9)

Communications plans were developed by various departments for several priority areas, including plans developed by the Executive Department regarding the Lake Whatcom Reservoir and library facilities needs. Others were postponed pending direction from the new administration.

23. Complete and evaluate the neighborhood services pilot project and recommend next steps to incorporate the most effective practices into on-going City operations. (Council Goal 9)

In an effort led by the Executive Department, the neighborhood services pilot project was evaluated by neighborhood leaders and City staff. City Council approved a proposal for creating a permanent position to continue incorporating the most effective practices into on-going City operations. This position was filled in October 2007.

24. Develop an action plan to implement the recommendations of the 2006 Public Involvement Assessment Report. (Council Goal 9)

The Executive Department presented the 2006 Public Involvement Assessment Report to City Council in the last quarter of 2006 along with a preliminary action plan. The report may be viewed at: www.cob.org/government/public/opinion/index.aspx Some action steps were taken; most were postponed pending direction from the new administration.

25. Complete space needs analysis to address facility and operations needs for library, parks and museum programs and administrative operations. (Council Goals 1, 6, and 10)

Needs analysis has been completed and there will be a report to City Council early in 2008.

26. Continue to pursue County, State and federal funds for development of infrastructure in waterfront redevelopment areas and for other City projects and programs. (All Council Goals)

Despite support by local legislators, requests for waterfront redevelopment funding (above the several million dollars previously awarded the City) were unsuccessful due to the U.S. Congress’ elimination of member-requested project funding at the federal level and the decision by the State Legislature to fund only state transportation projects. Notwithstanding this, several local entities received capital funds including $1 million for the Art and Children’s Museum. Municipal court public defense needs were again awarded $200,000. Other grant awards: Fraser Street pedestrian/bike safety program ($888,560), Northwest/McLeod Road safe routes to schools program ($780,600), the Pickford Cinema ($325,000), the Food Bank ($400,000), the Arc of Whatcom County ($158,000), and Brigid Collins House ($200,000). The Legislature also passed legislation allowing the City’s cost of “green power” to be allocated to the funds using electricity (rather than be paid out of the general fund exclusively) and clarified LIFT authority to allow flexibility in treatment of historic buildings in the Waterfront Project area.

27. Advocate key issues before the State legislature and the U.S. Congress, including support for sensible transportation solutions, environmental protection and public safety, and opposition to unfunded mandates, initiatives and other measures that interfere with local government authority. (All Council Goals)

The Legislature provided an additional incentive to use of the multi-family housing credit. Also created were the Governor’s Puget Sound Partnership and her Innovative Partnership Zone program. Greater flexibility was given to the use of lodging tax. Lastly, local government authority was protected by the defeat of legislation that would restrict public bidding and contracting practices.

28. Pursue governmental partnerships that result in increased or more efficient service delivery. (All Council Goals)

The City continues to work cooperatively with all jurisdictions and closely collaborates with Whatcom County on public safety, disaster preparedness, and Lake Whatcom needs.

29. Provide administrative support to the Bellingham-Whatcom Public Facilities District Board of Directors and help ensure continued implementation of the district’s regional center. (Council Goals 3, 5 and 6)

In 2007 the PFD board and staff worked with the City, the Campaign for the Arts, Whatcom Museum Society, and Mount Baker Theatre to achieve a funding plan for museum, theatre and streetscape projects. Along with the Whatcom Community Foundation, the parties subsequently approved a series of agreements to implement the plan, including a Contingent Loan Agreement between the City and PFD. The Art & Children's Museum project broke ground in August, the Phase II Mount Baker Theatre project advertised for bids in November, and the PFD sold just under $10,000,000 in bonds in December. Beginning in 2008, the Special Projects Manager of the Planning Department will take over PFD management responsibilities while receiving on-going administrative assistance from the Executive Department and other City departments.

Additional Accomplishments:

On November 27, the City transitioned from the administration of Interim Mayor Tim Douglas as newly-elected Mayor Dan Pike began his term of office.