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Spokane, Washington  Est. May 19, 1883

Retreat Lets City Council Have ‘A Heck Of A Love-In’

The Spokane City Council emerged from its retreat Monday feeling chummy and primed for the future.

Eleven hours of almost non-stop talk had council members getting to know each other, setting goals and drafting a citywide vision.

“It was a marvelous day and a half,” said a beaming Roberta Greene, a six-week veteran of the council. “We had a coming together. … We got to start feeling each other out - where people come from, what they think.”

“There’s no substitute for that kind of dialogue,” said Councilwoman Phyllis Holmes.

The council scrapped its regular meeting in favor of the retreat that began Sunday afternoon and continued Monday at the Spokane Intercollegiate Research and Technology Institute.

Taxpayers paid about $2,600 for a consulting team from Spokane’s Critical Data to lead discussions.

Consultant Marcy Drummond laid down ground rules: don’t interrupt, stay on topic.

Before diving into business, council and staff members shared a bit about each other’s lives - childhood tales, service and college days and political escapades.

They hashed through a variety of topics, such as how to be better leaders and how to improve their image. The top suggestion was better communication with each other and the public.

“If we don’t communicate … bad things happen,” said Mayor Jack Geraghty.

Discussion of a council code of ethics was tabled so City Attorney Jim Sloane could draft a definition of what city business should be considered “confidential.”

Councilman Chris Anderson said some executive sessions, which are closed to the public, involve discussions that should occur in open meetings.

“I’ve seen us veer off into areas that made me queasy,” Anderson said.

The council devoted most of its time to setting priorities for 1996. The five top goals and accompanying tasks for each include:

Public safety. Developing a program to replace the Drug Abuse Resistance Education (DARE), improving relations between the black community and the Police Department.

Economic development. Attracting better-paying jobs and building more downtown housing.

Transportation and other infrastructure needs. Finding a long-term money source instead of depending on federal grants and voter-approved bonds.

Consolidating and reorganizing city services.

Growth management. Setting policies and finalizing a plan.

After almost an hour’s discussion of “city vision,” Councilman Orville Barnes offered a summary sentence that floored his colleagues with its pointedness.

“Spokane - the safe, livable city that provides opportunity for all,” said Barnes, who is known for his pontificating.

“That’s the shortest statement you’ve ever made,” said Geraghty.

As the retreat came to a close, council members offered a round of praise for the staff, consultants and each other.

“It’s a heck of a love-in, I’ll tell you,” Councilman Jeff Colliton said with a chuckle.

“And the word ‘dysfunctional’ wasn’t ever used,” joked Geraghty, harking back to the description last year’s retreat consultant gave the council.

At least one council member was reserving judgment.

“If there’s follow-through, I’ll be pleased,” Anderson said. “Only time will tell.”

, DataTimes MEMO: This sidebar appeared with the story: COUNCIL PRIORITIES Public safety. Developing a program to replace Drug Abuse Resistance Education (DARE), improving relations between the black community and the Police Department. Economic development. Attracting better-paying jobs and building more downtown housing. Transportation and other infrastructure needs. Finding a long-term money source instead of depending on federal grants and voter-approved bonds. Consolidating and reorganizing city services. Growth management. Setting policies and finalizing a plan.

This sidebar appeared with the story: COUNCIL PRIORITIES Public safety. Developing a program to replace Drug Abuse Resistance Education (DARE), improving relations between the black community and the Police Department. Economic development. Attracting better-paying jobs and building more downtown housing. Transportation and other infrastructure needs. Finding a long-term money source instead of depending on federal grants and voter-approved bonds. Consolidating and reorganizing city services. Growth management. Setting policies and finalizing a plan.