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- Expanded enterprise service management by onboarding FAM Business Systems into the Freshservice Enterprise Service Management Platform, eliminating manual request logging and enabling workflow-driven triage with automated ticket assignment, confirmations, status updates, dashboards, and improved visibility into request trends.
- Completed rollout of the online Special Event Permitting application portal (February 2025) to streamline the special event permitting process, expedite processing, and improve transparency for applicants and city staff.
- Launched Phase 2 of the Utilities customer portal (June 2025), providing water consumption data, analytics and dashboards, and customer-selected notifications and self-help features in addition to billing and payment capabilities.
- Completed an options analysis to enhance Utilities call center capabilities to improve customer service.
- Soft-launched the Utility Billing Assistance web application (July 2025) with Mini City Hall personnel as the first users, leveraging the city’s existing service management platform to streamline assistance applications and improve administration of submitted applications.
- Advanced permitting modernization through partnership with Govstream.ai—piloting AI tools and beginning broad rollout of Phase 1 “Permit Guide,” introducing AI-powered assistants (web, email, and voice) to provide pre-application guidance and assist staff serving the public in-person and online.
- Built and delivered enterprise data analytics capabilities by establishing foundational BI platfo
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- The initial outreach and brand assessment for the priority has been completed, including five focus groups, a community listening session, a public survey, and targeted engagement with City Council and city staff members. Outreach findings were presented to the council in October, with broad-based support for the identified areas of focus for brand enhancements.
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- Expanded Art Project Grant overall funding and increased individual award amounts from $1K–$3K to $3K–$7K.
- Increased the number of “BelRed Bonus” grants from 3 to 13.
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- Staff completed engagement with organizational partners and the public to refine the recommended strategies and actions. This culminated in a draft Affordable Housing Strategy for City Council consideration, which includes recommended strategies and a supplemental Action Plan.
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- Released solicitation materials in Q1 2025 and moved into the “Proposal Evaluation” phase; developed an evaluation process in Q2 for implementation in early Q3 once proposals were received.
- Completed two rounds of evaluation for both city-owned parcels designated for affordable housing development (Wilburton and Kelly) and advanced into the third phase of selection to reach a final recommendation for each site.
- Completed 18 proposal evaluations for Wilburton and Kelly; concluded evaluation with selection of a development team for each site and held project kick-off meetings (August).
- Continued contract negotiations with development teams:
- Kelly TOD (BRIDGE Housing): Finalizing the Term Sheet (nonbinding agreement outlining roles, responsibilities, and expectations).
- Wilburton TOD (Bellwether): Term Sheet executed by Bellwether; under review by Deputy City Manager and FAM Director for final approvals prior to City Manager execution.
- 130th TOD (Su Development): Working to finalize the Exclusive Negotiation Agreement establishing a timeline/framework for negotiations and City protections to exit if terms aren’t met.
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- Advanced the enabling legislation for Detached Accessory Dwelling Units (DADUs): held and confirmed a Planning Commission public hearing on DADU code amendments (April) and prepared for Council review and action to meet the June 30, 2025 state deadline.
- Adopted new regulations allowing DADUs on June 24, 2025, establishing the framework needed to develop pre-approved DADU plans.
- Initiated and advanced the “pre-launch phase” of the pre-approved plans program, including development of a community outreach plan, assembling the internal team, and identifying external stakeholders and design professionals to contribute to the effort.
- Refined the program approach and schedule by shifting the expected Council initiation timing from October 2025 to February 2026 to allow additional time to explore leveraging Development Services’ AI partnership with Govstream.ai and to align with the state building code update cycle in November.
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- Maintained this priority in the 2025–26 Land Use Planning Initiatives (LUPI) workplan and advanced readiness work in 2025, with Downtown Livability Amendments 2.0 LUCA identified as the primary vehicle to incorporate this Council priority once previously initiated code amendments are completed and resources are available.
- Continued preparing for Downtown Livability 2.0 by assembling the team and developing the project scope and outreach plan, recognizing the work is sequenced to begin after completion of the Housing Opportunities in Mixed-Use Areas (HOMA) LUCA.
- In Q4, began evaluating and scoping policy tools to preserve the architectural character of Old Bellevue as part of Downtown Livability 2.0 LUCA (with discussion/initiation anticipated after Council action on HOMA).
- At the direction of Mayor Robinson and City Council, initiated preparation of an Interim Official Control (IOC) on Part 20.25A of the Land Use Code to ensure new development is compatible with established character in the Downtown–Old Bellevue (DT-OB) district and along Main Street between 100th Avenue and Bellevue Way.
- Continued the related small business retention focus by planning for Economic Development staff engagement with Old Bellevue businesses regarding displacement and affordability challenges as part of the Economic Development Strategic Plan implementation.
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| Delayed:
- County-led projects under construction (Wilburton Trestle) or in design (SE 1st Street crossing and connecting segments north and south) are taking somewhat longer than anticipated for various reasons.
- The city-led project (Eastrail to Spring Blvd Trail Link) will go to construction in 2026 but is now estimated to involve a longer construction period.
- All projects are now anticipated to open for use in 2027 rather than the previously expected 2026.
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- Completed the draft DAP 2035 document and continued refinement through internal engagement, community, staff, leadership, and legal review; the document was completed and finalized in September 2025.
- Developed near-term implementation readiness by beginning work to create departmental near-term workplans for implementing DAP 2035 goals and strategies.
- Hosted a DAP 2035 Open House to present the updated plan to the community.
- Collaborated with the CCC Coordinating Team to present the updated plan to City Council alongside operational recommendations from the CCC Team.
- The plan was adopted by Council on December 9.
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- Formed a new Community Engagement team; conducted an audit of citywide community engagement needs and practices; adopted Qualtrics as the customer experience platform for citywide surveys; completed the Community Inclusion and Engagement Survey and Branding Survey; and initiated work on a Community Engagement Toolkit.
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- The 2025 Human Services Needs update was published and reported to the community.
- Ninety-nine percent of agencies met their contracted performance goals, and site visits were completed for all scheduled agencies.
- The Human Services Division supported low-income homeowners through the Home Repair Program despite a program pause due to federal funding issues.
- Per the Strategic Plan, human services staff provided technical support and guidance to help agencies successfully contract with the City of Bellevue.
- Per the Strategic Plan, the work of contracted agencies addresses the most significant gaps and disparities, as indicated by data, including culturally and linguistically specific services; shelter, housing, and housing stability; food and basic needs; and behavioral health.
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- Homelessness Outreach staff engaged with more than 500 individuals experiencing homelessness in 2025 and helped more than 100 move into housing or shelter.
- Per the Human Services Strategic Plan, staff provided technical support and guidance for agencies to successfully contract with the City of Bellevue.
- Human Services and Homelessness Outreach staff co-chair the Eastside Homelessness Advisory Committee, creating a network of agencies serving individuals experiencing homelessness on the Eastside and supporting collaboration among agencies.
- Ninety-nine percent of agencies met their contracted performance goals, and site visits were completed for all scheduled agencies.
- Enhanced homelessness response capacity during severe weather events by establishing an agreement with the King County Regional Homelessness Authority to fund expanded severe weather response in Eastside shelters and maintaining contracts with two Bellevue service agencies to provide hotel accommodations for outreach clients as needed.
- Furthered a collaborative relationship among the City, community members, PorchLight men’s shelter, and Plymouth Housing to support positive community outcomes and address concerns in the Eastgate neighborhood.
- Maintained the Pilot Safe Parking Program, serving more than 60 families and transitioning more than 48 to permanent housing; modified the program to adjust to the loss of indoor support spaces and identified an alternate future location.
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