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Home My WebLink About19-003 Adopting the City of Port Townsend Strategic Plan 2019-2022 Resolution 19-003 RESOLUTION 19-003 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON, ADOPTING THE CITY OF PORT TOWNSEND FOUR-YEAR STRATEGIC PLAN 2019-2022 WHEREAS,the City Council has identified the need for an overall strategic plan to address major mandatory projects as well as other long and short-term desired objectives that must be addressed in the next four years; and WHEREAS, we recognize this is not a complete list, it is a priority list confined by staff and council time; and WHEREAS, an overall strategic plan will assist the Council to regularly review and benchmark priorities and timelines against the established vision and mission of the City; and WHEREAS, a strategic planning workshop for Council was held on September 27 and 28, 2018 to report on how the City has met existing objectives; and WHEREAS, a facilitated strategic planning workshop for Council was held on September 27 and 28, 2018 to review the City's vision and mission and to develop objectives, goals, strategies, actions and measures; and WHEREAS, the final draft plan has been completed for Council review and approval; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend, to adopt the City of Port Townsend Four-Year Strategic Plan 2019-2022 (attached as Exhibit A) until it may be further amended or revised as part of the City's budget process. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 7th day of January 2019. Deborah S. Sti o Mayor Attest: Approved as to form: Joanna Sanders, MMC Heidi Greenvvo d City Clerk City Attorney ti J _ R!'w ■ Igo raft P - �•• - �� I T �„� 46•rl +� E03WN TL 1 Ji +7 Resolution 19-003 Exhibit A Page 3ofI/ Strategic Plan 2019-2022 Consultant's Overview On Thursday, September 27, 2018 the Port Townsend City Council and Staff updated the City's current strategic plan.The City has done an exceptional job of developing a strategic approach with a strong emphasis on executing projects that are consistent with the Comprehensive Plan and other planning documents. Since 2016, approximately sixty percent (60%) of the action taken by the City Council at their meetings has supported the current strategic plan. This laser focus has provided the City with an excellent foundation for the new Strategic Plan. Economic Growth I AffInfrastructure ord-' Housing Focus A Areas re7,, • • The six Strategic Priorities in the current Strategic Plan have been integrated into five Focus Areas and their strategies. The Focus Areas are designed to keep the City's priorities from getting distracted by what may appear to be competing opportunities. This strategic focus will drive policy decisions and priorities for the City. Each Focus area includes specific strategies. The strategies guide the consistent execution of projects, policies and programs that continuously work toward achieving the goals expressed in the Strategic Focus Areas. The Strategic Plan establishes a road map for activities and initiatives that will achieve the vision for the City and ensure that Port Townsend is poised to capitalize on opportunities to advance key 31 , , 11 Resolution 19-003 Exhibit A Page 4 of 11 Strategic Plan 2019-2022 initiatives. The achievements resulting from this plan will be enjoyed by current residents and future generations. This plan is designed to highlight key activities (projects) in support of stated priorities and goals over a period of four (4) fiscal years. The Strategic Plan focuses specifically on activities outside of the day-to-day operational services the City provides. The projects included in the Strategic Plan have a description; assigned department to lead the project; external factors that may affect the project; and timetable for completing the project. I would like to thank the Mayor and Council, City Manager and Leadership Team for their insights, intellect and enthusiasm in development of this plan. Mike Letcher President and CEO BridgeGroup LLC rl �- t "4 ,1 of Ar JJ s a /► er{r w - _ f.. 41 Resolution 19-003 Exhibit A Page 5 of 11 Strategic Plan 2019-2022 C14 t Townsend Vision Statement A thriving community for all. Mission Statement Champion aspirations for a thriving community as envisioned in our Comprehensive Plan. - I��`�yr'}'� {�i. " _ 3 �vFG41�11 r IIT II 511 ��Iy � lr Y : sl PPP ` *.�vb r v' ., � I S/�� s �•� � �'� .y } II r� �..3� I „�� w, - ,. �'�¢k:—�kYCr � � 'r Y� it r.- q��r�r .3 n.+R'1' 'Y4 4, ,-�.+•'fir 51 Resolution 19-003 Exhibit A Page 6 of 11 Strategic Plan 2019-2022 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 6 1 P a Resolution 19-003 Exhibit A Page 7 of 11 Focus Area: Economic Suggested Post 2019 Action Items: Growth Action Item Description Develop diverse businesses Perform Implement a customer Customer service feedback survey for opportunities that strengthen Service Survey issued permits. the local economy and pave the Create Proactively review way for young families to Development informational land use thrive. (Objective 2 Current Application packets for accuracy. Strategic Plan FY 2016-2018) Packets Create a "web portal"with link to the business Strategy 1:Streamline the City's resource center. Create development services to provide check list for aj2plications. predictable processes with consistent Implement Work with local focus outcomes. Focus Groups groups to understand current business needs and Strategy 2:Align city code with evolving community vision evolving business needs and community and implement vision. recommended changes. Abridge Continuously audit and Strategy 3: Focus on strategic economic development pursuits that Regulatory update zoning&building will increase the living wage jobs and Environment codes that are impeding the encourage creative business start-ups city from achievingstrategic objectives. and expansion and retain local retail Local Financial& Coordinate with Business income. Business Resource Center to offer Strategy 4: Foster support of local Training permit acquisition training businesses through collaboration with Opportunity Support&promote adjacentjurisdictions and private and zone and development of eligible public partnerships. creative district projects in approved zones Parking Develop and implement Strategy S. Encourage development Management plan for parking that demonstrates environmental Program _ management city wide stewardship and integrates business Boat Haven and Partner with the Port and with adjacent residential areas. Point Hudson Maritime Sector in Jk Master Plan. development and implementation of a long- term asset investment strategies 4` 1 V .� Resolution 19-003 Exhibit A Page 8of11 Strategic Plan 2019-2022 Focus Area: Affordable Suggested Post 2019 Action Items Housing g Action Item Description Identify shovel Identify gaps in property The City will establish systems ready that are public or private to support diverse housing infrastructure and and incorporate shovel CDBG grant readiness into options with perpetual opportunities along capital/functional plans affordability. (Objective 3 with City late- (utilities). Current Strategic Plan FY comer agreements 2016-2018) Adopt proactive Follow through on Council housing code and Planning Commission Strategy 1: Clearly articulate the City's modifications recommendations role in the affordable housing context. Define Affordability City adopts a formal Clarify the different needs for the within the City's definition of"affordability" different strata of housing (for Codes within the City for uniform example, homelessness, low-income, use of term. work force, seniors, etc. all have their Expanding use of When, and if, enough funds own needs) Housing Trust Fund are available. to create a Strategy 2: Ensure universal access to revolving loan information infrastructure. program _ Strategy 3: Evaluate multiple funding Consider Establish a city funded tax implementing a relief Homestead tax models and increase coordination with locally funded low- credit program/property partners for developing affordable income Affordable tax rebate program based housing. Housing Tax Rebate on low-income eligibility Strategy 4:Review inter-governmental Partner with other Work with local properties for affordable housing governmental organizations to access options(Port, County, etc.) agencies to state/federal programs to establish a County leverage grant money for Strate_Qv 5:Pursue regulatory reform Housing Office with affordable work force for affordable housing. a "Housing housing projects and assist Navigator" (HAPN the public with access to 2.0) housing. A4 7 ell 8 � ' ra Resolution 19-003 Exhibit A Page 9 of 11 Strategic Plan 2019-2022 Focus Area: City Suggested Post 2019 Action Orgatlization Items The City will provide a healthy Action Item Description City organization. (Objective 6 Evaluate staff Develop plan for needed Current Strategic Plan FY structure for transitions &new hires and 2016-2018) current&future organizational needs sustainability Strategy 1: Invest in technology Conduct Determine effectiveness of systems and tools. resident surve cit 's communication plan Update Review and conduct Strategy 2: Ensure employees have the volunteer staff volunteer opportunity necessary training and physical support survey resources to efficiently and effectively Wellness Evaluate effectiveness of perform their jobs. Program program and make changes Strategy 3: Implement programs and to incentivize participation develop projects that create a Technology Assess current technology professional,safe, value-oriented, platforms platforms for city-wide responsive work environment with efficiencies opportunities for employee Update Develop position and advancement and growth. communications budget for hiring staff support Strategy 4: Evaluate and implement Update Council Review City Council opportunities to foster community compensation compensation and benefits involvement with the City. Update Review staff compensation Employee program (includes internal Strategy 5;Develop systems and compensation equity of wages) polices that facilitate an efficient and ro ram effective organization. Create City Develop social media Strateav 6:Provide organizational social media implementation plan capacity to promote private-public platforms partnerships and inter-governmental Conduct internal Conduct survey that collaboration. staff survey evaluates inter and intra- departmental Strategy 7: Develop and maintain an communication, staff employee succession plan for key engagement and positions. understanding of strategic objectives (Baldrige Strategy 13: Provide continuous survey) support for the organizational communication plan. Strrate_gy 9: Develop organizational - - - structure and capacity for financial sustainability. _ Resolution 19-003 Exhibit A Page 10 of 11 Strategic Plan 2019-2022 Focus .Area Community Strategy 5: Foster environmentally- conscious development regulations that Quality of Life are consistent with Washington State ;j best management practices. The City will build a small-town quality of life for all ages that Suggested Post 2019 Action ensures equitable access to Items amenities and provides for ' .' Action Item Description community resilience and self- Connect youth to Develop a connection with reliance. The City will foster a educational and schools to promote strong education community f# recreational internships at Library, /A' opportunities Police, Parks, Public Works, culture. (Objectives 1 and 5 s and internships Finance, to connect schools Current Strategic Plan FY for local youth and youth to broader 2016-2018) communityopportunities Survey of Comm. Engage WSU/other inst. to Strategy 1: Enhance quality of life for Priorities undertake scientifically- youth. Work with local educational valid stud institutions and othergroups and Utilize City Use social media and other organizations to provideyouth Comm. Plan& tools to connect city development programs that connect tools to reach initiatives with the youth to our community and area residents and community resources. solicit feedback _ Navigator to Consider hiring a Police Strategy Z: Implement transparent, connect people Department social worker equitable, accessible, and inclusive to services to connect persons in need planning processes that engage and of services to social inform residents, minimize scope creep, services (housing, mental recognize alternative points of view, health, substance abuse, and call out milestones and measures medical, etc... ofsuccess. Continue to find Work with C.H.I.P. to find Strategy 3: Continuously identify and support for the sustainable funding for implement public safety process Community mental health services, improvements and innovative Health including inpatient mental programs that meet community needs, Improvement health beds at local including mental health,substance Plan (C.H.I.P.) hospital. Train city staff and abuse, and homelessness. elected to respond to mental health and Strategy 4: Promote healthy lifestyles, substance abuse crises including walkability, bike safety, and invest in the Create a Transportation community recreation. city's walking/ Benefit District and use biking/trail/and funding to target funding to shoreline access expand walking/biking as a priority trail system 1011=' -, c Resolution 19-003 Exhibit A Page 11 of 11 Strategic Plan 2019-2022 Focus Area: Infrastructure SuEgested Post 2 19 Action Items Assets Action Item Description The City will ensure a Capital Asset Identify and catalog capital sustainable future for public Inventory assets on an ongoing basis Infrastructure Ensure plans are kept services and facilities by Plans updated and current with planning and maintaining its city/comm. Needs and consistency between plans infrastructure. (Objective 4 . Infrastructure Technical. audit to ensure Current Strategic Plan FY Audit efficiency, consistency, and 2016-2018) _ functionality Capital Look for opportunities to Strategy 1: Find consistent and Improvement improve process and the reliable funding to maintain existing Planprioritization of projects basic city infrastructure. 5 G Development Explore and plan for 5G Strategy 2: Implement industry best development and develop practices to maintain infrastructure policies for development assets. Climate Change Develop a plan to incorporate climate change Strategy 3: Implement programs, design in City's future technologies, or resources to infrastructure and adapt compliment current operational current infrastructure to practices that ensure safe and efficient climate change delivery of basic services. Produce a clear Create a non-technical flyer definition of that can be used to Strategy 4: Consistent with the "infrastructure" communicate what this Comprehensive Plan and functional term entails plans, establish long-term planning, Find funding to Consider different prioritization, and investment strategies for future infrastructure maintain alternative revenues like projects that are sensitive to the existing Vehicle Tabs, and Local community needs and values, are infrastructure Improvement Districts sustainable, and ensure consistent Survey Engage the Community in a delivery of services at a reasonable community to set of neighborhood cost. determine meetings to set localized priorities and priorities and projects willingness to pay V_ �e 111Pag