HomeMy WebLinkAboutPT Strategic Plan 2019-2022Strategic Plan 2019-2022
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Vision Statement
A thriving community for all.
Mission Statement
Champion aspirations for a thriving community as envisioned in our Comprehensive Plan.
Strategic Plan 2019-2022
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Special Issues and Action Items for 2019: The City will be facing a set of unique challenges starting in 2019. In addition to the previous Strategic Plan coming to its successful conclusion, the City will be in a transition phase for the first time in 20 years with its first City Manager. Added to this will be several key City related essential agreements and documents that will be expiring starting 2020. This will mandate the City Council and next City Manager’s attention and action. So, in addition to this Strategic Plan’s adoption, Council is adopting these Special Action Items as a priority for 2019. It is the intent as noted below that one of the critical Action Items in 2019 will be the effort on the part of the City Council and City Manager to update and review this Strategic Plan late in late 2019. This will be a goal to further develop and refine the plan for 2020 through 2022. The following is the list of Special Issues and Action Items for 2019:
• City Manager Transition
• Fire District Annexation Response Plan
• Solid Waste Contract Request for Proposals and Selection of Preferred Direction
• Golf Course Lease Expiration and Renewal Plan Adoption
• Olympic Gravity Water System Lease Expiration and Transition Plan Adoption
• Wave Franchise/PEG Renewal Agreement(s)
• Shoreline Regulations Update
• Upper Sims Sub-Area Plan Final Adoption and Implementation
• Adoption and Implementation of Stormwater Functional Plan
• Adoption and Implementation of Library Financial Plan
• Adoption and Implementation of Parking Management Strategy
• Adoption and Implementation of Water System Functional Plan
• Continued Support for Capital Project Commitments
• Schedule update to post 2019 Strategic Plan Strategies’ and Action Items to prioritize Strategies and Action Items for consideration in 2020 – 2022
Focus Area: Economic
Growth
Develop diverse businesses
opportunities that strengthen
the local economy and pave the
way for young families to
thrive. (Objective 2 Current
Strategic Plan FY 2016-2018)
Strategy 1: Streamline the City’s
development services to provide
predictable processes with consistent
outcomes.
Strategy 2: Align city code with
evolving business needs and community
vision.
Strategy 3: Focus on strategic
economic development pursuits that
will increase the living wage jobs and
encourage creative business start-ups
and expansion and retain local retail
income.
Strategy 4: Foster support of local
businesses through collaboration with
adjacent jurisdictions and private and
public partnerships.
Strategy 5: Encourage development
that demonstrates environmental
stewardship and integrates business
with adjacent residential areas.
Suggested Post 2019 Action Items:
Action Item Description Perform Customer Service Survey Implement a customer service feedback survey for issued permits. Create Development Application Packets
Proactively review informational land use packets for accuracy. Create a “web portal” with link to the business resource center. Create check list for applications. Implement Focus Groups Work with local focus groups to understand current business needs and evolving community vision and implement recommended changes. Abridge Regulatory Environment Continuously audit and update zoning & building codes that are impeding the city from achieving strategic objectives. Local Financial & Business Training Coordinate with Business Resource Center to offer permit acquisition training Opportunity zone and creative district Support & promote development of eligible projects in approved zones Parking Management Program Develop and implement plan for parking management city wide Boat Haven and Point Hudson Master Plan. Partner with the Port and Maritime Sector in development and implementation of a long-term asset investment strategies
Strategic Plan 2019-2022
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Focus Area: Affordable
Housing
The City will establish systems
to support diverse housing
options with perpetual
affordability. (Objective 3
Current Strategic Plan FY
2016-2018)
Strategy 1: Clearly articulate the City’s
role in the affordable housing context.
Clarify the different needs for the
different strata of housing (for
example, homelessness, low-income,
work-force, seniors, etc. all have their
own needs)
Strategy 2: Ensure universal access to
information infrastructure.
Strategy 3: Evaluate multiple funding
models and increase coordination with
partners for developing affordable
housing.
Strategy 4: Review inter-governmental
properties for affordable housing
options (Port, County, etc.)
Strategy 5: Pursue regulatory reform
for affordable housing.
Suggested Post 2019 Action Items
Action Item Description Identify shovel ready infrastructure and CDBG grant opportunities along with City late-comer agreements
Identify gaps in property that are public or private and incorporate shovel readiness into capital/functional plans (utilities). Adopt proactive housing code modifications Follow through on Council and Planning Commission recommendations Define Affordability within the City’s Codes City adopts a formal definition of “affordability” within the City for uniform use of term. Expanding use of Housing Trust Fund to create a revolving loan program
When, and if, enough funds are available.
Consider implementing a locally funded low-income Affordable Housing Tax Rebate
Establish a city funded tax relief “Homestead” tax credit program/property tax rebate program based on low-income eligibility Partner with other governmental agencies to establish a County Housing Office with a “Housing Navigator” (HAPN 2.0)
Work with local organizations to access state/federal programs to leverage grant money for affordable work force housing projects and assist the public with access to housing.
Strategic Plan 2019-2022
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Focus Area: City
Organization
The City will provide a healthy
City organization. (Objective 6
Current Strategic Plan FY
2016-2018)
Strategy 1: Invest in technology
systems and tools.
Strategy 2: Ensure employees have the
necessary training and physical
resources to efficiently and effectively
perform their jobs.
Strategy 3: Implement programs and
develop projects that create a
professional, safe, value-oriented,
responsive work environment with
opportunities for employee
advancement and growth.
Strategy 4: Evaluate and implement
opportunities to foster community
involvement with the City.
Strategy 5: Develop systems and
polices that facilitate an efficient and
effective organization.
Strategy 6: Provide organizational
capacity to promote private-public
partnerships and inter-governmental
collaboration.
Strategy 7: Develop and maintain an
employee succession plan for key
positions.
Strategy 8: Provide continuous
support for the organizational
communication plan.
Strategy 9: Develop organizational
structure and capacity for financial
sustainability.
Suggested Post 2019 Action
Items
Action Item Description Evaluate staff structure for current & future needs
Develop plan for needed transitions & new hires and organizational sustainability Conduct resident survey Determine effectiveness of city’s communication plan Update volunteer staff support Review and conduct volunteer opportunity survey Wellness Program Evaluate effectiveness of program and make changes to incentivize participation Technology platforms Assess current technology platforms for city-wide efficiencies Update communications staff support Develop position and budget for hiring Update Council compensation Review City Council compensation and benefits Update Employee compensation program
Review staff compensation program (includes internal equity of wages) Create City social media platforms Develop social media implementation plan Conduct internal staff survey Conduct survey that evaluates inter and intra-departmental communication, staff engagement and understanding of strategic objectives (Baldrige survey)
Strategic Plan 2019-2022
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Focus Area: Community
Quality of Life
The City will build a small-town
quality of life for all ages that
ensures equitable access to
amenities and provides for
community resilience and self-
reliance. The City will foster a
strong education community
culture. (Objectives 1 and 5
Current Strategic Plan FY
2016-2018)
Strategy 1: Enhance quality of life for
youth. Work with local educational
institutions and other groups and
organizations to provide youth
development programs that connect
youth to our community and area
resources.
Strategy 2: Implement transparent,
equitable, accessible, and inclusive
planning processes that engage and
inform residents, minimize scope creep,
recognize alternative points of view,
and call out milestones and measures
of success.
Strategy 3: Continuously identify and
implement public safety process
improvements and innovative
programs that meet community needs,
including mental health, substance
abuse, and homelessness.
Strategy 4: Promote healthy lifestyles,
including walkability, bike safety, and
community recreation.
Strategy 5: Foster environmentally-
conscious development regulations that
are consistent with Washington State
best management practices.
Suggested Post 2019 Action
Items
Action Item Description Connect youth to educational and recreational opportunities and internships for local youth
Develop a connection with schools to promote internships at Library, Police, Parks, Public Works, Finance, to connect schools and youth to broader community opportunities Survey of Comm. Priorities
Engage WSU/other inst. to undertake scientifically-valid study Utilize City Comm. Plan & tools to reach residents and solicit feedback
Use social media and other tools to connect city initiatives with the community Navigator to connect people to services
Consider hiring a Police Department social worker to connect persons in need of services to social services (housing, mental health, substance abuse, medical, etc…) Continue to find support for the Community Health Improvement Plan (C.H.I.P.)
Work with C.H.I.P. to find sustainable funding for mental health services, including inpatient mental health beds at local hospital. Train city staff and elected to respond to mental health and substance abuse crises invest in the city’s walking/ biking/trail/and shoreline access as a priority
Create a Transportation Benefit District and use funding to target funding to expand walking/biking trail system
Strategic Plan 2019-2022
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Focus Area: Infrastructure
Assets
The City will ensure a
sustainable future for public
services and facilities by
planning and maintaining its
infrastructure. (Objective 4
Current Strategic Plan FY
2016-2018)
Strategy 1: Find consistent and
reliable funding to maintain existing
basic city infrastructure.
Strategy 2: Implement industry best
practices to maintain infrastructure
assets.
Strategy 3: Implement programs,
technologies, or resources to
compliment current operational
practices that ensure safe and efficient
delivery of basic services.
Strategy 4: Consistent with the
Comprehensive Plan and functional
plans, establish long-term planning,
prioritization, and investment
strategies for future infrastructure
projects that are sensitive to the
community needs and values, are
sustainable, and ensure consistent
delivery of services at a reasonable
cost.
Suggested Post 2019 Action Items
Action Item Description Capital Asset Inventory Identify and catalog capital assets on an ongoing basis Infrastructure Plans Ensure plans are kept updated and current with city/comm. Needs and consistency between plans Infrastructure Audit Technical. audit to ensure efficiency, consistency, and functionality Capital Improvement Plan Look for opportunities to improve process and the prioritization of projects 5 G Development Explore and plan for 5G development and develop policies for development Climate Change Develop a plan to incorporate climate change design in City’s future infrastructure and adapt current infrastructure to climate change Produce a clear definition of “infrastructure” Create a non-technical flyer that can be used to communicate what this term entails Find funding to maintain existing infrastructure
Consider different alternative revenues like Vehicle Tabs, and Local Improvement Districts Survey community to determine priorities and willingness to pay
Engage the Community in a set of neighborhood meetings to set localized priorities and projects