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Home My WebLink AboutReg 2019-04-15 Item 5 - Discussion - 2019-2020 Strategic PrioritiesCOUNCIL AGLNDA SvvoPsIs ---- ---- -- MeetinsDate Prepared by V.1- ior'i. review Council review 04/15/19 LH ITEM INFORMATION ITEM Na 5 STAFF SPONSOR: LAUREL HUMPHREY ORIGINAL AGENDA DATE: 4/15/19 AGENDA ITEM TI fLE Proposed 20 9/2020 Strategic Priorities C VIEGORY a Discussion 4/15/19 [11 Motion IlkgDate E Resolution A f ig Date • Ordinance El Bid Award ilkgDale Ell Public Hearing Mtg Dale El Other Mtg Dale MtsDate MtgDate SPONSOR Council @Major E FIR IMDCD Finance LI Fire TS EP&R EPolice LIPW Court SP ONSoR' S Since the adoption of the City Strategic Plan, the City Council and City Administration have SUMMARY traditionally collaborated to identify the City's shared priorities. A joint meeting was held in February and the attached document attempts to reflect that discussion. The City Council is asked to discuss and provide input into the 2019/2020 draft column. Once agreed upon, City Administration will incorporate those priorities into its work plan reporting, a draft of which is in tonight's CA report. REVIEWED BY [1] C.O.W. Mtg. El Trans &Infrastructure DATE: a CDN Comm II Finance Comm. 1] Public Safety Comm. El Parks Comm. EI Planning Comm. COMMITTEE CHAIR: N/A Arts Comm. RECOMMENDATIONS: SPONSOR/ADMIN. ComlvtirrEF: CITY COUNCIL COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 4/15/19 MTG. DATE ATTACHMENTS 4/15/19 Information Memo dated March 29, 2019 Strategic Plan Budget Priority Matrix 8 3 84 TO: FROM: [C: DATE: SUBJECT: City f Tukwila UNATUONAL E ORANDKU Tukwila City Council Laurel Humphrey, Council Analyst Mayor Ekberg March 39,2Q1g Proposed 2018/303OStrategic Priorities Allan Ekberg, Mayor ISSUE Since the adoption Vfthe City Strategic Plan, the City Council and City Administration have traditionally collaborated tOidentify the (]tV's shared priorities. Categorizing and describing the work bythese priorities is aneffective too[ that the City can use tocommunicate its services tnthe public, |naddition, itisbeneficial for Council and staff tnshare .8common understanding Ofthe City'swork and priorities. City Administration reports out quarterly tVthe 'City Council oOwork plan progress. The City began implementing Priority -Based Budgeting in20IO.This isamulti-year effort with several steps ahead in 2019, including identification of performance measures and programs in other funds. Once inplace, these performance measures are expected to provide enhanced reporting to show how the City is meeting its strategic objectives. BACKGROUND The City Council rnetj i0tk/vvithCitvAdninistrationleadeohiponFebruary2l`20I9fVrthepurpose of team building and to review the 2019-2020 work plan items in the context of the updated Strategic Plan and its goals. Attendees gotheredinsmaUgroupstn/2f|gct0ntheCjtv'spast,creote avision for the future, and tOcategorize the work plan items into priority categories in alignment with the City's five Strategic Goals. Fo\kowingthejnintnleetng, Council staff combined, refined and formatted the ideas and notes submitted by the small groups as shown below and in the "Draft 2019/2020 Priorities" column on Attachment 2. The draft was then reviewed and further refined bvthe Administration leadership team and the Council President, resulting inthe following proposals: Goal 1 - A community of inviting neighborhoods and vibrant business districts Preomrefmrfoture growth with regional and local investments Infrastructure improvements, planning and developmentcode updates, deployment of community technology resources Nurture safe mndflomrish/ng neighborhoods Public safety1first responder services, Phase 1 of Public Safety Plan, park and recreation innovation and accessibility, traffic & pedestrian safety, public art implementation 85 INFORMATIONAL MEMO Page 2 Goal 2 - A solid foundation for all Tukwila residents Engage community and identify unmet needs Engaging hard -to -reach communities, predicting and adapting social service needs as growth continues, city internships and job shadow program, apprenticeship promotion, homelessness prevention, school district engagement Leverage housing partnerships and collaboration Housing Comprehensive Plan, Regional Affordable Housing Task Force, South King Housing & Homelessness Partnership, affordable housing incentives Goal 3 - A diverse and regionally competitive economy Advance Tukwila's economic vitality Economic Development Plan, regional infrastructure projects, Opportunity Zones, business relationships Goal 4 - A high -performing and effective organization Ongoing innovation of organizational systems Phase 1 of Public Safety Plan implementation, technology -based efficiencies, internal workforce diversity, employee development and professional growth process improvements, long term financial health, priority -based budgeting and performance measures, Equity Policy implementation Goal 5 - A positive community image and identity Promote and celebrate City identity Effective multi -channel communication, Community Connectors, 2020 Census outreach, Police Department Community Policing Team, Night Out Against Crime, community image investments RECOMMENDATION The City Council is asked to review the proposed 2019/2020 priorities to determine if they accurately reflect the work and services of the City over the next biennium. ATTACHMENTS Strategic Plan Budget Priority Matrix 86 citystore \City Common1Council Agenda ItemsTouncillbudgetprioritiesmemo.docx Strategic Plan Goals City mfTukwila Strategic Plan Vision: The city ofopportunity, the community ofchoice. Mission: To provide superior services that support a safe, inviting, and healthy environment for our residents, businesses and guests. 2013/2014 Priorities 2015/2016 Priorities GOAL ONE: A community mfinviting neighborhoods and vibrant business districts A. Cultivate community ownership ofshared spaces. B. Build abroad and collaborative approach topreventing crime and increasing the sense of safety. C. Focus City planning and investments oncreating aconnected, dynamic urban environment. D. Use City efforts and investments torealize established visions for specific sub -areas. Crime Reduction along Tukwila International Boulevard ("lI0") Crime Reduction, Tukwila Village Construction, Urban Renewal Purchase, Clean-up area AnImproved Environment for Community Livability ("Environment") Proactive 8^strengthened code enforcement, mitigate freight nnobi|hx impacts, TIB pedestrian improvements Tukwila International Boulevard Community Transformation Crime reduction and prevention, Tukwila Village, Urban Renewal Purchases and Implementation, T|B Plan, Foster Investment in community, Easily Accessible Services, Public Art Opportunities, Enhance Code Enforcement, Safe Routes to School/Walk & Roll Plan Community Livability Enhanced code enforcement city-vvide, create sidewalk policy, review undergnounding,Public Art Opportunities, Funding Strategies GOAL TWO: A solid foundation for all Tukwila residents A. B. C. Partner with organizations that help meet the basic needs Vfall residents. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. Encourage maintenance, improvements, and diversity inthe Ot«'s housing stock. Updated Plans & Policies Aligned wxiththeCsnmrnunitw's0isimn ("Plans & Policies") Incorporate Strategic Plan Vision and aspirations into Comprehensive Plan updates* 3O14Elements include: Housing, Residential Neighborhoods, Transportation, Economic Development, and Tukwila South, T|BPlan, SouthcenterPlan, Complete the PROS Plan Establish Sidewalk plan, explore undergroun6ing Complete the [hx Facility Plan Create Community Partners toImplement City-wide Plans and Visions Ensure Strategic Plan Vision and aspirations are reflected in the adopted Comprehensive Plan update T0 Plan, SouthcenterPlan Enhance Community & Regional Partnerships, especially school districts GOAL THREE: Adiverse and regionallyconnpetitiwe economy A. Embrace the [it/seconomic potential and strengthen the [it/srole asaregional business and employment center. B. Strengthen the City'sengagement and partnership with the business community. Strengthened Financial Fundamentals ("Financia|") Research revenues and opportunities to reduce expenditures (including impact ofgolf Develop/implement Comprehensive Econ. 0ew'Plan Enhance partnerships with business community Continue T|Bactivities including Tukwila Village and Urban Renewal GOAL FOUR: Ahigh-performing andeffectixeorgeniootion A. Use Tukvvi|a'sVision, Mission, and Strategic Plan tofocus and prioritize City efforts. B. AdvanceTukxvi|a's interests through participation in regional partnerships. C. Continue todevelop asanorganization and support individual growth. D. Ensure City facilities are safe, efficient, and inviting to the public. E. Ensure the long-term fiscal sustainabi|ityofthe City. Council, Staff, and Partners Engaged inaShared Commitment to the Community's Vision ("A|iQnnment") Align City toStrategic Plan, establish shared values, engage staff in vision 8' goals, improve internal communications Develop acommunications plan Build stronger relationships with school districts Continue to Create a More Effective Organization Improve City Facilities toenhance public safety/efficiencies Create/implement policies that support continued financial stability and sustainabi|ity Implement new methods to streamline processes creating alignment with the Strategic Plan Engage all staff in training and provide opportunities for personal development and success GOAL FIVE: Apositive community image and identity A. Improve the [it»'s ability to build trust and work with all members of the Tukwila community. B. Facilitate connections among Tukxvi|a'scommunities. C. Promote apositive identity and image ofTukwila. Improved Access to City Services and Decision -Making ("Access") Advance effective community engagement, access to public records, online registration, and visibility of Council members Streamline city process toimprove customer service Improved Communications and Community Identity Implement a comprehensive communications plan that engages community, businesses, guests and employees Strategic Plan Goals 2017/2018 Priorities DRAFT 2019/2020 Priorities GOAL ONE: A community of inviting neighborhoods and vibrant business districts A. Cultivate community ownership of shared spaces. B. Build a broad and collaborative approach to preventing crime and increasing the sense of safety. C. Focus City planning and investments on creating a connected, dynamic urban environment. D. Use City efforts and investments to realize established visions for specific sub -areas. Cultivate Safe, Attractive and Welcoming Neighborhoods Crime reduction, community safety, enhanced code enforcement, safe sidewalks and improved walkability, public art, accessible parks programming Promote Dynamic Urban Environments Tukwila Village, Tukwila South, Manufacturing Industrial Center, Southcenter and TIB Plan implementation Prepare for future growth with regional and local investments Infrastructure improvements, planning and development code updates, deployment of community technology resources Nurture safe and flourishing neighborhoods Public safety/first responder services, Phase 1 of Public Safety Plan, park and recreation innovation and accessibility, traffic & pedestrian safety, public art implementation GOAL TWO: A solid foundation for all Tukwila residents A. B. C. Partner with organizations that help meet the basic needs of all residents. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. Encourage maintenance, improvements, and diversity in the City's housing stock. Leverage Effective Partnerships and Collaboration School districts, government agencies, nonprofits, local and regional collaboration on various issues including affordable housing and transportation Encourage Healthy, Safe and Affordable Housing Implementation of Housing Element of Comprehensive Plan policies Engage community and identify unmet needs Engaging hard -to -reach communities, predicting and adapting social service needs as growth continues, city internships and job shadow program, apprenticeship promotion, homelessness prevention, school district engagement Leverage housing partnerships and collaboration Housing Comprehensive Plan, Regional Affordable Housing Task Force, South King Housing & Homelessness Partnership, affordable housing incentives GOAL THREE: A diverse and regionally competitive economy A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. B. Strengthen the City's engagement and partnership with the business community. Maximize Tukwila's Significant Economic Strength and Potential Enhanced marketing strategies, Economic Development Plan implementation, business community relationships, workforce development Advance Tukwila's economic vitality Economic Development Plan, regional infrastructure projects , Opportunity Zones, business relationships GOAL FOUR: A high -performing and effective organization A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. B. Advance Tukwila's interests through participation in regional partnerships. C. Continue to develop as an organization and support individual growth. D. Ensure City facilities are safe, efficient, and inviting to the public. E. Ensure the long-term fiscal sustainability of the City. Ensure Organizational Effectiveness and Responsible Financial Stewardship Address facility deficiencies and public safety needs, continuous exploration of efficiencies and revenue enhancements, investment in appropriate technology, infrastructure, employee development Ongoing innovation of organizational systems Phase 1 of Public Safety Plan implementation, technology -based efficiencies, internal workforce diversity, employee development and professional growth process improvements, long term financial health, priority -based budgeting and performance measures, Equity Policy implementation GOAL FIVE: A positive community image and identity A. Improve the City's ability to build trust and work with all members of the Tukwila community. B. Facilitate connections among Tukwila's communities. C. Promote a positive identity and image of Tukwila. Foster Civic Pride and an Informed Community Conduct high quality engagement and outreach, expand communications and opportunities for broad community involvement, leverage resources to unite neighborhoods Promote and celebrate City identity Effective multi -channel communication,Community Connectors, 2020 Census outreach, Police Department Community Policing Team, Night Out Against Crime, community image investments