Redmond presents refreshed outcome maps; council asks to add crisis-response and equity metrics
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Summary
City staff presented an updated outcomes-map that adds an emergency preparedness and recovery outcome and revised measures for public safety, transportation and housing. Council asked staff to add alternative crisis-response metrics, equity lenses for criminal-justice measures and clearer benchmarks ahead of departmental overviews in March.
Redmond’s finance and operations deputies presented a refresh of the city’s outcome maps for the Safe & Resilient and Vibrant & Connected budget priorities during the Feb. 10 study session, and council members pressed staff to add specific operational and equity metrics before finalizing targets.
Deputy Finance Director Haritha Nara said the update includes new and revised performance measures and a new outcome focused on emergency preparedness and recovery. Haley (staff presenter) said benchmarks and refined targets will be provided during departmental overviews beginning in March.
On public-safety measures, Jason Lynch, deputy director of Development Services, explained the city’s building-code effectiveness grading and insurance-rating context: “We're currently sitting in an 86.5, which is a class 2,” he said, and noted the scale of permitting and inspection work that factors into such ratings. Lynch added the city issues roughly 12,300 permits per year and conducts about 38,000 inspections across building, construction and fire departments.
Council members asked staff to add metrics that would track the city’s alternative crisis response and co-response programs (nontraditional responders for behavioral and mental-health crises). Deputy Police Chief Coats said the alternative response program is relatively new and may be better placed under a community-health study-session item for now but agreed the program’s metrics should find a home in the matrix once data are available.
On response-time measures, staff said the drone pilot can reach some locations in about two minutes and that routine police response is targeted at under seven minutes for priority-1 emergency calls, with lower-priority calls targeted at longer times.
Fire and medical staff clarified clinical measures. Chief Whitney (medical lead) explained a distinction between witnessed and unwitnessed cardiac arrests and said outcomes are audited at six months; he described the city’s goal for witnessed cardiac-arrest survival at a minimum of 60 percent when measured by functional status six months after the event.
Under Vibrant & Connected, staff added active-transportation and mobility budget plans and proposed indicators that the city controls directly — for example, sidewalk and spine-network improvements and transportation-demand-management programs — while noting that some transit elements (light rail, Metro routes) remain under regional agencies. Councilors suggested including household-access metrics (for example, percent of households within a 10-minute walk/roll/bike of frequent transit) and better transit-ridership data; staff said they will add percent-of-daily-trips by walking, biking or micromobility and average weekly transit boardings to help capture use patterns.
Housing and human-services indicators were described at a high level. Staff said the indicator for cost-controlled affordable housing will track net new units and that the administration plans a focused performance measure on units affordable at 50 percent of area median income.
Staff committed to add several council requests to the council matrix for follow-up and to return with refined targets and program-level measures in future study sessions, including a March 10 follow-up and department briefings beginning in March.
Next steps: Staff will add alternative-crisis-response metrics and equity lenses to the matrix, provide the requested benchmarks ahead of department presentations, and return with a matrix-update in March.
