[{"_1":2,"_110":-5,"_111":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6060589,"mediaKeyId","3289275-14c4a1b5c420e069c38fada0fddd958d","parentId",3289275,"title","Task force favors co‑located front counter and staff where feasible; staff to model phased options","audioSeconds",112,"startMs",4716000,"endMs",4828000,"viewUrl","/Search/View?dp=1&key=3289275-14c4a1b5c420e069c38fada0fddd958d&start=4716&end=4828","thumbnailUrl","https://assets.pipeline.soar.com/3289275-14c4a1b5c420e069c38fada0fddd958d/thumbnail_4716000.jpg","articleUrl","/articles/6060589/Issaquah/King-County/Washington/Task-force-favors-colocated-front-counter-and-staff-where-feasible-staff-to-model-phased-options","mediaUrl","https://secure.pipeline.soar.com/6060589-ca4c0e406ae350982b5ed3bd5095c88b/orig.mp4?Expires=1771157686&Signature=R5Xr3OjfXUY~eO3GvtOCrDeem2-pSPKGOg4QQm5Hk2vFgR6weBaraTW-VHxzR8uB3uRSiRpMZqKjNGqjj2VbRCME3TftNUopgizCEU8Xs5yEtasfvBp~yoHK~O75QN~Z45fGYcglpiheUByg85dMis4XOi4LYQDm-KLZJoYPzc3yX~YiOa4r0wmznM2Bz4cvlMCYiTZVQhNdW7NtYO0RAEBwrpN1u8Mdhoj1rQS8SmShvr2q3~NkU~P4vsAh1LgYwWYgl-eBv~bPUiVjscLw0zagm67cGR2Yd1lB3bNkE0XQnC7aRwFVUea5015S4haQ~jr2TOmYe2EgYvwbN~Iemw__&Key-Pair-Id=KUT5TJCACFTXG","author","City of Issaquah, WA","date","2025-05-12T17:15:37Z","article","The Issaquah task force discussed whether public‑facing customer service counters should be co‑located with administrative staff or operated separately from staff offices. On May 8 the group generally favored consolidation — placing the public counter where staff are present — for efficiency and easier access to staff expertise.

City staff reported historical front‑counter volumes of about 6 to 7 walk‑ins per day for city customer service (excluding parks and community services), and noted that police‑related customer requests are a notable portion of those visits. Autumn said the counter also handles redirects for residents who go to the wrong building for municipal court or police services.

Task force members said co‑location improves the customer experience because front counter staff can escalate questions directly to subject‑matter staff, arrange in‑person meetings and help visitors navigate permitting, utility billing and records requests. Several members said a separate, standalone counter would create inefficiencies and require added staffing or more complex workflows.

Members acknowledged exceptions: the police department’s front desk is a different “animal” because it handles sensitive and occasionally crisis‑related contacts; several members supported retaining a PD counter within the police facility while consolidating general city customer services with administrative staff.

Several members asked staff to include counter volumes, staffing implications and operational impacts in the schedule and cost materials the city will return with. Staff also were asked to model a phased approach: short‑term leases to house administrative staff while the police building is renovated, and a long‑term consolidated public counter in the recommended civic facility where feasible.

No formal decision was taken; task force members expressed a working preference to consolidate customer service counters with administrative staff unless cost or phasing constraints make separation necessary.","mediaType","Video","parentTitle","Issaquah Safety + Civic Facilities Task Force Meeting - May 8, 2025","oneSentenceSummary","Members said consolidating the public front counter with administrative staff will provide better customer service and efficiency. Staff reported the front counter averages about 6–7 walk‑ins daily and will model options that preserve access while enabling a phased move of staff to temporary space if needed.","taxTitle","Issaquah, King County, Washington","taxId",53186,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6060593,"Issaquah survey: high overall satisfaction, traffic and land‑use top priorities for city leaders",614,318000,932000,"/Search/View?dp=1&key=3289275-14c4a1b5c420e069c38fada0fddd958d&start=318&end=932","https://assets.pipeline.soar.com/3289275-14c4a1b5c420e069c38fada0fddd958d/thumbnail_318000.jpg","/articles/6060593/Issaquah/King-County/Washington/Issaquah-survey-high-overall-satisfaction-traffic-and-landuse-top-priorities-for-city-leaders","https://secure.pipeline.soar.com/6060593-fdee20982ec44521bbd216895d8b2178/orig.mp4?Expires=1771157686&Signature=Pvyx0kP2iRJUHTNK--QtkFazw9oVT2e8YheulxzvUQGzD3prUozlvrlsqAJZBhEkMfbbcPfeoHAOhTH7jHc89Pzj8VHV8bWt3662CVG4NpG6zZIo6uIUzvybOrSB0WgXFAxgODNrmEavU3U3a-YN~BtmJAdxmfilwc0NkXU2QOfTLU3GfSSjtELNEAXgpcIDyrFr95KpRgK-zucbIBD9ZXXobqvQIQqZij2cNfwZE~OR~iW9WZ0YzHia7~45IDt8XkcJvKliXeBp24xESqRJMWH0Mp3KHI8ZyI7OzF657R1HX0zVJ0yIUZU1VBppvZDtI6V1A5wj0i7X-5LaqDayFQ__&Key-Pair-Id=KUT5TJCACFTXG","City staff presented results from two recent surveys at the May 8 task force meeting: a statistically valid mailed survey that produced 825 responses and an online survey that drew 268 responses. The surveys produced similar broad findings but different details useful to facility planning.

Autumn, the city staff presenter, summarized the mailed survey: “96% of residents rated Issaquah’s quality of life as excellent or good; 95% rated Issaquah as an excellent or good place to live,” she said, adding that 92% described the city’s overall image as positive.

The mailed survey identified the top priority areas where importance exceeded satisfaction: first, flow of traffic on streets; second, land‑use planning and zoning; and third, maintenance of city streets, sidewalks and infrastructure. When asked what city leadership should emphasize over the next two years, respondents placed “value received for local tax dollars and fees” first, followed by quality of local government services.

The online survey — promoted through city channels and social media — focused on facility and space preferences relevant to the task force. Results showed strong demand for meeting and event space: about half of respondents said they would use spaces sized for 10–25 people, and 23% preferred spaces for 25–50 people. Restrooms and parking were the most requested facility features, followed by adjacency to public park amenities. About 60% of online respondents said they would not be inclined to use public transit to reach city facilities.

Staff cautioned that the online survey may be skewed by self‑selection and that demographic breakdowns will be shared later. Autumn said the city will present a fuller dashboard to the city council and that the task force packet includes the full comment set.

Task force members said the survey data should inform location and design choices — especially demand for community meeting spaces, front‑desk customer service and accessible parking — as the group develops its recommendations.","City staff presented results from a mailed statistically valid survey (825 responses) and an online survey (268 responses). Residents rated Issaquah highly for quality of life, but flagged traffic flow, land‑use planning and maintenance of streets and sidewalks as priority areas for improvement.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6060598,"Task force leans toward using city‑owned Old Town sites but cautions on costs, phasing and senior‑center impacts",525,2954000,3479000,"/Search/View?dp=1&key=3289275-14c4a1b5c420e069c38fada0fddd958d&start=2954&end=3479","https://assets.pipeline.soar.com/3289275-14c4a1b5c420e069c38fada0fddd958d/thumbnail_2954000.jpg","/articles/6060598/Issaquah/King-County/Washington/Task-force-leans-toward-using-cityowned-Old-Town-sites-but-cautions-on-costs-phasing-and-seniorcenter-impacts","https://secure.pipeline.soar.com/6060598-08988579ee02801a37c19b58f5ce103c/orig.mp4?Expires=1771157686&Signature=CDX6ctEnDUTC56SMdRgVGhif9uFIz2K5BCOxXmu0S4ewNFEW8-NdRoDDIXU~L1GjX7w0fTR2pa8fhXLZBxuWaWv2uKe-4k6ituZFFXAh7Io3MdpMDrQum-UcRhqdnYGiieWlUSwSykdmWcL7eLNkLWcd9SH4vqcDXSAT9PZ3jT5pnwiFZAAXuQF9j6ONRvyxw98LmbjPsnbqUnxcZ-G7F3-A7lHI657cp~NA0TmDX6Cj2zb1PfbSGnqDtBRnHhoQrfbavVF9qP9B4vf7eeMMcl6JcBWqv8h1XBSybqRGZbo9uW6z7hQYDr4KmFLfyrNa1hbioG32MwH25TZ0uQV2sA__&Key-Pair-Id=KUT5TJCACFTXG","At the May 8 meeting, members of the Issaquah Public Safety and Civic Facility Task Force expressed a preference to maximize use of city‑owned property — especially parcels in Old Town — while acknowledging that Old Town parcels present constraints that could raise costs or require phased implementation.

City staff presented cost scenarios showing a marked cost increase when the city buys new property versus repurposing or building on land it already owns. “It will be significantly more if we’re purchasing property versus leveraging something the city already owns,” a city staff member said, summarizing earlier estimates that guided the discussion.

Several task force members said Old Town is attractive because it already houses civic functions — the community center, senior center, public trails and the existing police facility — and could create a connected civic campus. Proponents argued the adjacency to public open space, trails and existing community amenities amplifies the value of a downtown campus.

Other members urged caution. They noted Old Town parcels are relatively small, parking is limited, and some sites — especially the senior center — are heavily used by residents. Task force member Chris emphasized that recreating senior‑center programming elsewhere would itself carry cost and service impacts. Pickering and central Issaquah were raised as alternatives because those sites may provide larger contiguous parcels and avoid demolition, but would likely cost more upfront.

Members asked staff to prepare timelines that show how quickly each path could move from concept to construction, and to include the funding steps — including bond timelines and likely permitting or wetland studies — that will affect schedule. A number of members recommended a phased approach that prioritizes urgent needs (notably the police facility) while planning a longer‑term campus or standalone city hall that could be implemented in stages.

No formal site decision was adopted. The task force’s working preference is to maximize use of city‑owned land and then evaluate adjacent or acquisition options if necessary; staff were asked to return with comparative schedules, updated cost estimates and phasing options.","Task force members favored maximizing use of city‑owned properties—particularly in Old Town—while acknowledging that demolition, parking and the senior center’s heavy use complicate a campus approach. Members asked staff for phased timelines and cost comparisons for using city property versus buying land.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":103,"_47":104,"_49":105,"_51":106,"_53":107,"_55":56,"_57":58,"_59":108,"_61":62,"_63":64,"_65":109,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6060604,"Issaquah task force flags police facility as urgent after tour; staff to produce renovation options",0,2486000,"/Search/View?dp=1&key=3289275-14c4a1b5c420e069c38fada0fddd958d&start=2486&end=2486","https://assets.pipeline.soar.com/3289275-14c4a1b5c420e069c38fada0fddd958d/thumbnail_2486000.jpg","/articles/6060604/Issaquah/King-County/Washington/Issaquah-task-force-flags-police-facility-as-urgent-after-tour-staff-to-produce-renovation-options","https://secure.pipeline.soar.com/6060604-a0449611c65ce65a996468eca8005c2a/orig.mp4?Expires=1771157686&Signature=TkT5k-2gB~Gib1NHSRbN5TkVBpryveX67EQUJjnub1dYiq5EDaOD~jJsENqJBOqf6NQLYW4SUjXP1fkD6JuDVJb32is0CES3l0vi~mCYk0wlXLoEzdxoXDC6okxvgaXUGc97TbrUpdptmQG22TWEktwwexW1N787w-rWgdZ6ZNqYacTNhaTjS0da-tfujUPBjrcskdNd5JYjcuZQm76y~l7Tj~UqAXUSlLGyGfC2IXA5VRU2ybWUR-hXqZ2Hl72tK4bcETIof4OpuO6~GDjYZp6cWDC4mNxgtGudJzDi7p5Ydq2NKqk9-GRdk2Eo13vnrYE7sg-7CLTGoL6DHtTr2w__&Key-Pair-Id=KUT5TJCACFTXG","Members of the Issaquah Public Safety and Civic Facility Task Force concluded after a site tour and discussion May 8 that the city’s police facility on East Sunset Way requires prompt attention because of safety, operational and staff-retention issues.

Task force members described the building as mixing public and police functions in ways that complicate secure operations, limit storage and evidence handling, and hinder privacy and efficient workflows. “I’m glad I don’t work there,” a task force member said after the tour, summarizing the group’s impressions.

City staff told the task force they are preparing two renovation scenarios for the police department: a “maximum reuse” option that minimizes demolition and a higher‑function option that reduces operational compromises. A city staff member said the team expects to finish adjustments and a cost estimate in “a couple of weeks,” and offered a rough three‑to‑five week window depending on the scope of remaining refinements.

Task force members repeatedly framed urgency around officer safety, the secure handling of persons in custody, and employee retention. Task force member Jason said retention is a major concern, arguing that substandard facilities make it harder to keep officers who know the community. Other members cited the building’s cramped circulation and inadequate storage as operational impediments that degrade service.

The group also discussed short‑term relocation options for administrative staff so the police department could use more of the existing building while a longer-term plan is developed. Several members urged staff to include financing comparisons for short‑term leases versus phased renovation in the forthcoming cost briefings.

No formal vote or policy decision was taken. The only formal action recorded at the start of the meeting was approval of the April 22 meeting minutes. Task force members asked staff to return with the two renovation scenarios and preliminary cost estimates, and to outline near‑term options for relocating administrative staff during renovation work.

The task force plans to use those estimates to weigh urgency and financing choices, including whether to pursue a bond or other funding approaches. The staff timeline and the renovation options are expected to be discussed at an upcoming meeting once estimates are available.","Members of the Issaquah Public Safety and Civic Facility Task Force said the police building’s layout and security shortcomings create safety, operational and retention risks. City staff told the group they are developing two renovation cost options and expect preliminary estimates within several weeks.","actionData","errors"]

Article not found

Task force favors co‑located front counter and staff where feasible; staff to model phased options

Issaquah survey: high overall satisfaction, traffic and land‑use top priorities for city leaders

Task force leans toward using city‑owned Old Town sites but cautions on costs, phasing and senior‑center impacts

Issaquah task force flags police facility as urgent after tour; staff to produce renovation options