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02-28-2013 Committee of the Whole Packet
Committee of the Whole February 28, 2013 - 5:00 PM Auburn City Hall AGENDA I. CALL TO ORDER II. DISCUSSION ITEMS A. Wellness Committee* Presented by Brenda Heineman (15 minutes) B. Auburn History Project Presented by David Spangler (20 minutes) C. City of Auburn Strategic Plan* Presented by Mayor Lewis and Deputy Mayor Backus (15 minutes) D. Port to Port Initiative Presented by Mayor Lewis (15 minutes) E. Code Enforcement Overview Presented by Jeff Tate (10 minutes) F. Transit Now Community Shuttle Presented by Dennis Dowdy (10 minutes) G. Council Retreat Presented by Deputy Mayor Nancy Backus (10 Minutes) III. ADJOURNMENT Agendas and minutes are available to the public at the City Clerk's Office, on the City website (http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review at the City Clerk's Office. *Denotes attachments included in the agenda packet. Page 1 of 314 AGENDA BILL APPROVAL FORM Agenda Subject: Wellness Committee Date: February 22, 2013 Department: Administration Attachments: Operating Plan Budget Impact: $0 Administrative Recommendation: Background Summary: Reviewed by Council Committees: Councilmember:Staff: Meeting Date:February 28, 2013 Item Number:DI.A AUBURN * MORE THAN YOU IMAGINEDDI.A Page 2 of 314 Model Wellness Program Operating Plan: [with eWellCity locations] This model is an example of one city's approach to meeting the AWC WeIlCity Award requirements. It is one of many tools available to assist you in earning the WeIlCity Award. In addition, the following tools are available for members on the AWC web site at www.awcnet.orq: 1 AWC Workplace Wellness Planner—A guide to building a workplace wellness program with a focus on the WeIlCity Standards. 2. eWellCity—Web-based tool for planning, monitoring, reporting and submitting your WeIlCity Award application. 3. 2013 WeIlCity Award Standards— Maps each WeIlCity Award requirement to a location in eWellCity Program Year- 2013 City/Organization Name: City of Auburn Wellness Committee Roster e~Cit • Committee Menu— Members Tab Position Name Phone Email Wellness Coordinator/Committee Chair Eileen Sherlock 253-931-3070 esherlock Dauburnwa.gov Wellness Committee Members Brenda Heineman 253-931-3073 bheineman(a)auburnwa gov Linda Ball 253-931-3014 Iball(a)auburnwa.gov Dana Hinman 253-931-4009 dhinman(a)auburnwa gov Gina Maroni 253-288-3152 gmaroniCcilauburnwa.gov Kathleen Edman 253-931-3047 kedmanng.auburnwa.gov Leah Dunsdon 253-931-4013 Idunsdon(a)auburnwa.gov Rocky Kirwin 253-288-7442 rkinain(a)auburnwa.gov Shawn Campbell 253-931-3039 scamobell(a)auburnwa.gov Steve Stocker 253-876-1907 sstocker(a)auburnwa.gov Tamara Baker 253-804-5020 tbaker(a)auburnwa.gov DI.A Page 3 of 314 I. Wellness Program Mission [eWeYCity• Overall Program Menu— Mission Statement Tab] The Mission Statement provides a focus and direction for the program. See Chapter 8 of the WWP for details. The City of Auburn is dedicated to improving and promoting the long-term health and well being of our employees and their families through health related education, physical activity, social interaction, mental health awareness, and cultural support. Il. Long Term Program Goals & Evaluation (12-36 months)[eWel/City• Overall Program Menu— Goals & Evaluation Tabs] Goals provide a roadmap for success. They should be attainable, measurable, describe a concrete behavior, include outcomes and be in line with management's expectations for the program. See Chapter 8 of the WWP for details. Goal Measurement Evaluation Goal Details Target Type Completion Date 1) Design and Process Process -Establish a Wellness Committee, Mission Statement,12/31/2012 implement a wellness Multiple Wellness Policy, conduct needs assessment/surveys. program in 2012 that get upper management support, set goals, promotion/ meets AWC's communication plan, measurements/evaluation/reporting WellCity standards.plan, develop partnerships with other committees, activities calendar/timeline, and budget. 2) Increase HQ Outcome Outcome- Conduct survey for non-participation analysis, 11/01/2013 completion rate for HQ promotion//events/communication plan, get upper 2013 to 50% of Promotion management support, provide participation incentive, set employees & spouses timelines and targets. Implement interdepartmental competition. 3) Develop a set of tools Process Process-Use of E./drive and AWC evaluation forms for all 2013 12/31/2013 for standardizing Evaluation activities. short-term and long- Tools term evaluation of the program. 4) Stress Health Questionnaire— Process/ Benchmark 50.0%for Nov 2012 questionnaire. Goal: 11/2013- At-risk for elevated stress Outcome - Reduce 1% for Nov 2013 questionnaire. Long Term 11/2015 Health Goal: Reduce 3%for Nov 2015 questionnaire. Questionnaire Survey 2 I '1 I lu 1 DI.A Page 4 of 314 Goal Measurement Evaluation Goal Details Target Type Completion Date 5) Depression Health Questionnaire— Process/ Benchmark 14.5% for Nov 2012 questionnaire. Goal: 11/2013- At-risk for emotional Outcome- Reduce 1%for Nov 2013 questionnaire. Long Term 11/2015 health percentage Health Goal: Reduce 3%for Nov 2015 questionnaire. Questionnaire Survey 6) Weight Health Questionnaire— Process/ Benchmark 39.2% Overweight and 21 1% Obese for 11/2013- Percentage Overweight Outcome - Nov 2012 questionnaire. Goal: Reduce Overweight 11/2015 and Obese Health category by 1% and Obese category by I%for Nov Questionnaire 2013 questionnaire. Long Term Goal: Reduce Survey Overweight category by 3% and Obese category by 4% for Nov 2015 questionnaire. 7) EAP Program Employee Assistance Participation/ Psychological was 40%, Partner/Relationship was 20%, 11/2013- Program— Outcome- and Medical was 13% of the reason employees called 11/2015 Utilization Report EAP the EAP through 09130/2012. Benchmark 20 calls, Promote EAP usage to increase usage by 25% 2013 and 50% by 2015 3 DI.A Page 5 of 314 III. Short Term Program Objectives [eWeHCity• Activities Menu - Name & Description Tab] Develop one or more short term objectives for each goal listed in Section II above. Include objectives for each activity in your program plan. See Chapter 9 of the WWP for details and program planning worksheets. Objectives are a description of what you expect who to do when. They should be: S—Specific M—Measurable A—Achievable R— Relevant T— Time-Based; See Chapter 8 of the WWP for details. Type Key- A=Awareness, M=Motivation, BC=Behavior Change, CS=Cultural Support. (See Chapter 1 of the WWP for details.) PA=Program Administration Activity Name Activity Supports Objective Evaluation Target How? Type this Goal Type Date Number in Sec. II 1)Walk-tober BC/CS #4, 5, 6 Promote and encourage Outcome— 6/1 — Through city-wide email notification employees to pledge to walk for participation 6/30 and promotion, coupled with increased activity, decreased varying level (novice to advanced) appetite, mental awareness, 10/1 — incentives and random drawings, better sleep, breaks from work, 10131 interdepartmental challenges, stress relief, and to fend off 2013 partner challenges, and guest depression. appearances by local celebrity walker(s). 49 participated in 2012. Goal is 15% of employees participate. 2) Lunch and Learn AIM/BC/ #4, 5, 6, 7 Provide speakers at lunch time Outcome— 12/01/ Through city-wide email notification CS for 300 minutes, 10 minute Q&A participation 2013 and promotion, have once a month on Weight Management, Health L&L for 5 months out of the year Living, Stress Management, Incentive of a FREE Subway Ergonomics, Pain Management, sandwich for each attendee. Alternative Medicine. 3) City Wellness Newsletter A/M 1, 2, 3, 4, Create a medium for employees to Impact, 2/28/ Through city-wide email notification 5, 6, 7 become aware of health/ Process 2013 and promotion, make available a wellbeing/mental issues and quarterly AIICity Wellness preventative measures, support Newsletter Promote Newsletter systems, monthly activities and with a contest to name the events, resources, contact newsletter, create buy-in by having information, City initiatives & goals.employees vote for their favorite name, and select random drawing 4 DI.A Page 6 of 314 Activity Name Activity Supports Objective Evaluation Target How? Type this Goal Type Date Number in Sec. II 4) Employee Recognition CS 4, 5, 6, 7 To boost morale, employee Outcome— 4/2013 ERL in April and EAL in Lunch and Employee engagement, and self-worth, participation 9/2013 September; upper management Appreciation Lunch promote camaraderie, pride in the support to budget, cook, and serve City, and in their contribution. health option meal to employees. 5) Relay for Life A/M/BC/ #4, 5, 6 To boost morale, employee Participation, 06/01/ Promoting charity event CS engagement and promote contributions 2013 participation through all-city email camaraderie, pride in the City, raised. and flyers for cancer awareness and in their contribution to the walk in May community through a physical activity supporting a charity 6) Benefits Fair A/CS #2, 4, 5, 6, Promote all benefit programs Outcome— 11/15/ Partner with all providers to 7 employees, spouses, and participation 2013 promote and inform employees of dependents can utilize as a all benefits. Provide incentives, resource or service drawings, giveaways, and refreshments. 7)Wrapping Room CS 4, 5 This event provides a stress free Impact 12/1 — Wrapping paper, ribbons, bows, environment for a week during 12/21/ and tape will be provided at M&O in the holiday season for employees 2013 the meeting room for one week in to socialize with other employees December(dates TBD) to increase wrap holiday presents during and expose low participation of breaks and at lunch time. male employees to positive experiences with activities and program. 8) Weight Watchers at work A/M/BC/ #4, 5, 6 This event provides a support Outcome— 1/31/ Through city-wide email notification CS network for healthy eating, weight participation 2013 and promotion, sign up 20 or more loss, and weight maintenance. employees to have on-site Promotes self-confidence, self- meetings (or partner with Auburn worth, mental and physical Regional Medical Center energy employees). Arrange for room to hold meetings. Drawing at auction. 5 DI.A Page 7 of 314 Activity Name Activity Supports Objective Evaluation Target How? Type this Goal Type Date Number in Sec. II 9) On-Site Gymnasium A/M/BC/ #4, 5, 6, 8 Facilitating and supporting Outcome— 06/30/ Gaining upper management CS physical and mental health of participation 2013 support to obtain sufficient space in employees. the garden level of City Hall, and the in-kind, materials, donations, and/or budget to transform it into usable space that employees will use. 10) On-Site Nursing A/M/BC/ #4, 5, 7, 8 Facilitating and supporting Impact 06/301 Gaining upper management Mothers' rooms CS physical and mental health of 2013 support to obtain sufficient space in employees at work. the garden level of City Hall, and the in-kind, materials, donations, and/or budget to transform it into usable space that employees will use. 11) On-Site quiet/relaxation A/M/BC/ #4, 5, 6, 8 Facilitating and supporting Impact 06/30/ Gaining upper management room CS physical and mental health of 2013 support to obtain sufficient space in employees at work. the garden level of City Hall, and the in-kind, materials, donations, and/or budget to transform it into usable space that employees will use. 12) On-site influenza A/M/BC #8 Promoting a healthy work Outcome - Contacting pharmacies/healthcare immunizations environment by reducing the risk Participation agencies to provide on-site of spreading disease, increased services. Arrange for rooms and productivity by reducing sick time privacy to hold events. Provide usage, and increased efficiencies staff and insure confidentiality of by providing on-site health information, processes, and forms. programs. 13) Lunch-time Hatha Yoga A/M/BC/ #4, #5,#7, Promote stress reduction during Outcome— 2/28/ Through city-wide email notification Classes CS 8, #9 the day, self-awareness, mental Participation; 2013 and promotion, sign up 10 or more health, physical strength and Survey employees to have on-site classes flexibility, strengthen bonds with Questionnaire or partner local Yoga fitness co-workers. center). Arrange for room to hold meetings. 6 DI.A Page 8 of 314 Activity Name Activity Supports Objective Evaluation Target How? Type this Goal Type Date Number in Sec. II 14) Lunchtime Book Club A/M/CS #4, #5, #7 Weekly or bi-weekly lunchtime Outcome— 3/1/ Through city-wide email notification discussion of chosen book. To Participation; 2013 and promotion, signage in break encourage employees to take a Survey rooms. Implement with the first lunchtime break to meet new Questionnaire book and set up lunchtime re- people, have meaningful occurring weekly meetings in one discussions and share ideas.of the conference rooms. Boost morale and employee camaraderie. 7 DI.A Page 9 of 314 IV Timeline [eWellCity- Activities Menu—Timeline & Budget Tab] The timeline is a marriage of your goals, objectives and program plan. See Chapter 8 of the WWP for details. Activity Name Responsible Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec as listed in Section III committee member Objectives)if applicable) 1)Walk-tober/Pedometer Eileen Sherlock X X Challenge 2) Lunch and Learn Eileen Sherlock X X X X X 3) City Wellness Newsletter Dana Hinman X X X X X X X X X X X Eileen Sherlock 4) Employee Recognition Lunch Linda Ball X X and Employee Appreciation Lunch 5) Relay for Life All X 6) Benefits Fair Linda Ball X Eileen Sherlock 7)Wrapping Room Gina Maroni X 8)Weight Watchers Brenda Heineman X X X X X X X X X X X X 9) On-Site Gymnasium Leah Dunsdon/ X Brenda Heineman 10) On-Site Nursing Mothers' Leah Dunsdon/ X rooms December Brenda Heineman 11) On-Site quiet/relaxation room Leah Dunsdon/ XBrendaHeineman 12) On-site influenza Linda Ball X Ximmunizations/health screenings Eileen Sherlock 13) Lunch-time Hatha Yoga Kathleen Edman X X X X X X X X X X X XClassesTamaraBaker 14) Lunchtime Book Club Leah Dunsdon X X X X X X X X X X X X 8 DI.A Page 10 of 314 V Budget Worksheet[eWeHCity Activities Menu— Timeline & Budget Tab] Use this form as a guide to prepare your annual program budget. Activity Name Source Total Estimated Cost AWC Provided Ci Bud et Grant Fundin In-Kind 1)Walk-tober/Pedometer Challenge 100 50 150 2) Lunch and Learn 750 750 3) City Wellness Newsletter 50 50 4) Employee Recognition Lunch and Employee 2500 2500AppreciationLunch 5) Relay for Life 6) Benefit Fair 50 400 450 7) Wrapping Room 100 20 120 8)Weight Watchers 300 300 9) On-Site Gymnasium 1000 1500 2500 10) On-Site Nursing Mothers' rooms 500 500 1000 11) On-Site quiet/relaxation room 50 100 150 12) On-site influenza immunizations/health screenings 500 500 13) Lunch-time Hatha Yoga Classes 0 14) Lunchtime Book Club 0 TOTAL 4350 4120 8470 9 DI.A Page 11 of 314 VI. Communication & Promotion Strategies [eftyCity• Activities Menu— Promotion Tab] Identify three ways you will communicate each activity to your target audience. See Chapters 8&9 of the WWP for details and ideas. Activity Name Program Promotion #1 Promotion #2 Promotion #3 from Section III Type Challenge ober/Pedometer C hallen AIICity email Intranet calendar Wellness newsletter 2) Lunch and Learn AIICity email Intranet calendar Wellness newsletter 3) City Wellness Newsletter AIICity email Intranet calendar Posters 4) Employee Recognition Lunch and Employee AIICity email Intranet calendar Wellness newsletter Appreciation Lunch 5) Relay for Life AIICity email Intranet calendar Wellness newsletter 6) Benefit Fair AIICity email Intranet calendar Wellness newsletter 7) Wrapping Room AIICity email Intranet calendar Wellness newsletter 8)Weight Watchers AIICity email Intranet calendar Wellness newsletter 9) On-Site Gymnasium AIICity email Intranet calendar Wellness newsletter 10) On-Site Nursing Mothers' rooms AIICity email Intranet calendar Wellness newsletter 11) On-Site quiet/relaxation room AIICity email Intranet calendar Wellness newsletter 12) Healthy vending snack options AIICity email Wellness newsletter Posters 13) On-site influenza immunizations/health AIICity email Wellness newsletter Posters screenings 14) Lunch-time Hatha Yoga Classes AIICity email Intranet calendar Wellness newsletter; Poster 15) Lunchtime Book Club AIICity email Intranet calendar Wellness Newsletter 10 DI.A Page 12 of 314 VII. Evaluation & Reporting Plan [eWellCity Activities Menu— Evaluation Tab] Refer back to your goals and objectives to develop an evaluation plan for each activity See Chapters 8 & 10 of the WWP for details. Activity Name Evaluation Evaluation Method Responsible Supplies or Tools Needed Type Committee Member Calendars, pedometers, and C Walk-tober/Pedometer Participation Eileen Sherlock prizes for all levels (from novice Challenge to advanced) incentives and random drawings, Conference room with tables, 2) Lunch and Learn Participation Eileen Sherlock chairs, microphone, A/V and computer equipment, na kins 3 City Wellness Newsletter Impact Dana Hinman Eileen Sherlock Template, topics, and graphics Tables, tents, trays, serving utensils, coolers, ice, food, 4) Employee Recognition Lunch Participation Linda Ball condiments, vegan/vegetarian and Employee Appreciation Lunch options, drinks, plates, forks, knives, napkins, table clothes, a rons, servin loves, etc. 5 Relay for Life Funds In-kind hours assisting in y raised planning, promoting and manning event Room, with tables, in-kind 6) Benefit Fair Participation Attendance Linda Ball hours assisting in planning, Eileen Sherlock promoting and manning event, refreshments. 7)Wrapping Room Participation Sign-in sheet Gina Maroni Room with tables, wrapping paper, ribbon, bows, tape 8)Weight Watchers Participation Sign-in sheet Brenda Heineman/ RoomEileenSherlock Room for workout equipment, Card reader report/comment Leah Dunsdon/ mats, equipment, weights, 9) On-Site Gymnasium Participation cards Brenda Heineman restrooms with showers, changing rooms, lockers, security access. 10) On-Site Nursing Mothers' Participation Card reader report/comment Leah Dunsdon/ Rooms with sinks, electricity, rooms cards Brenda Heineman couches, refrigeration. 11) On-Site quiet/relaxation room Participation Card reader report/comment Leah Dunsdon/ Sound resistant room, living 11 DI.A Page 13 of 314 Activity Name Evaluation Evaluation Method Responsible Supplies or Tools Needed Type Committee Member cards Brenda Heineman room chair(s), reading material, music player/environmental sounds player 12) On-site influenza Linda Ball Room with table, chair, immunizations/health screenings Participation Appointments filled &walk-ins Eileen Sherlockg partitions, forms, pens 13) Lunch-time Hatha Yoga Kathleen Classes Participation Sign-in sheet Edman/Tamara Room Baker 14) Lunchtime Book Club Participation Sign-in sheet Room 11/11 12 DI.A Page 14 of 314 WeIlCity Award 0 nature Page Please use the eWellCity system to submit your application for the WeIlCity Award by February 1 This signature page is required to complete your WeIlCity Award application and must be submitted by February 1 Please provide a testimonial, names and signatures as requested below This page may be submitted either by scanning and uploading the document in eWellCity (WeIlCity Award Menu/Documents tab) or by U S. mail to the address below Mailed signature pages must be postmarked by February 1 I Association of Washington Cities WeIlCity Award Application 1076 Franklin St. SE Olympia, WA 98501 Testimonial Here are a few examples of how my city/organization made a commitment to employee health and why it is uniquely deserving of recognition. Mayor Pete Lewis wrote a letter of support for wellness and the formation of the Wellness Committee that was distributed to all City employees. The Mayor also approved and put into place Wellness Policy #200-83 which strengthens the City's commitment to a Wellness Resolution that was approved by City Council in 2009. Further, a storage area in the garden level of City Hall has been designated as a future on-site i gymnasium, new mothers rooms and a quiet/relaxation room. Money has been allocated in the 2013 budget for this project, as well as other Wellness activities at over$10 per employee. iWehaveestablishedaquarterlyinteractiveWellnesse-newsletter, have scheduled a Lunch & Learn series with lunch provided to employees free of charge, have established pedometer walking challenge event and a low participation/at-risk group event, are establishing a Weight Watcher at Work program, and are promoting the Employee Assistance Program to reinforce program accessibility and use with employees. The City has partnered with private entities to give employees access to weekly on-site Hatha Yoga classes during lunch, monthly Lunch & Learns, the City Health Fair, Relay for Life, on-site influenza immunizations and health screenings, and Weight Watchers with the Auburn Regional Medical Center A positive, proactive approach to health, wellness, and wellbeing is supported by Mayor, City Council, City Directors, civic leaders, the City Wellness Committee, and department advocates. I- DI.A Page 15 of 314 Disclaimer and Signature I hereby certify that the information submitted in eWellCity for the WeIlCity Award application is accurate to the best of my knowledge. Eileen Sherlock Wellness Coordinator Name 12/27/2012 Wellness Coordinator Signature Date I hereby authorize the submission of this application for the WeIlCity Award. Mayor ete Le Mayor r C' mi ' or Name 12/27/2012 Ma or or Ci Mana er/Administrator Si na ure Date i DI.A Page 16 of 314 AGENDA BILL APPROVAL FORM Agenda Subject: City of Auburn Strategic Plan Date: February 22, 2013 Department: Administration Attachments: Part 1 Part 2 Part 3 Budget Impact: $0 Administrative Recommendation: Background Summary: Reviewed by Council Committees: Councilmember:Staff: Meeting Date:February 28, 2013 Item Number:DI.C AUBURN * MORE THAN YOU IMAGINEDDI.C Page 17 of 314 City of AuburnCity Council Committee of the Whole February 28, 2013 Item No. 3 — City of Auburn's Strategic Plan Introduction and Overview of Strategic Planning" Excerpt from Municipal Research and Services Center of Washington Website: Strategicplanning is the process by which leaders of an organization, such as a local government, determine what it intends to be in thefuture and how it will getthere. It involves developing a vision for the organization's future and determining the necessary goals, priorities, and action strategies to achieve thatvision. A strategic plan serves as a community's roadmap and is used to prioritizeinitiatives, resources, goals, and department operations and projects. The strategic plan is a big-picture document directing efforts and resourcestoward a clearly defined vision. Background Information. Attachment A. "Strategic Planning for Local Government, Second Edition", Gerald L. Gordon, Ph.D , Fairfax County (Virginia) EconomicDevelopment Authority, International City/County Management Association, 2005 Attachment B: "Building a Financially ResilientGovernment through Long-Term Financial Planning", Shayne C Kavanagh, Government Finance Review, December 2009 Attachment C• "Getting Your Priorities Straight", ChrisFabian, ScottCollins and John Johnson, International City/County ManagementAssociation Publications, June 2008 Examples of Other Cities' Strategic Plans. Attachment D• City of Renton, WA Business Plan, 2013-2018 Attachment E. City of Vancouver, WA Strategic Plan, May 2008 Attachment F City of Medford, OR 2012-2018 Strategic Plan Attachment G. Town of Queen Creek, AZ 2013-2018 Corporate Strategic Plan Attachment H: City of Post Falls, ID DRAFTStrategic Plan, 2012-2017 Attachment I: City ofPalmdale, CA 2008-2013 Strategic Plan Reference Documents: Attachment J City ofAuburn Street Map Attachment K. City ofAuburnCurrent Zoning Map Attachment L. City of Auburn Economic Development Strategy Areas Map DI.C Page 18 of 314 ATTACHMENT A DI.C Page 19 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT @vongh profe,sional managemcnr Strategic Planning for Local Government Second Edition Gerald L. Gordon, P'KiD. President an,d GEO Fairfax County (wirg:ilnia) Economic Development Authoar ty DI.C Page 20 of 314 Ill CREATING EXCELLENCE IN LOCAL GOVERNMENT throat+,h profecaional management What Is strategic Planning? O A responsetoevents A response to community concerns A response to change — present -an.d 'futu:re o An exercise in coalescing the cGmm-un:ilty.. Strategic Planning for Local Government, 2nd ,ed. — Step by.-StVep'Guide ,©ICMA'2g05` DI.C Page 21 of 314 ra ...i..nn. r. i - - .. . r - J n-. .. i...r ._. ...i wK"-rl. „ na• CREATING EXCELLENCE IN LOCAL GOVERNMENT rJ1r0U?,h prDfCS601111 manat;cmcnr Lessons Learned 2004 Tie the strategic plan directly tobusiness plans, operational plans, and budgeting Tie strategic goals and objectives directly to employees' performance reviews and compensation Ensure that citizens, the press, aind)lo.cal stakeholders are aware of the strategic planning Ensure that the plan has cl.earr-slup,po;rt from seoi.o,r elected and appointed communiity offi:cials Include existing and ongoi:n.g- Commu.n.11ity, ,obje.C;tives as well as new goals and o;bj.ectiwes. Develop contingency plans .i_n ,case .parts of the plan are not realized or unexpected ,eive nts occur-. Strategic Planning for Local Government, 2nd ed: .—.Step=by.-8tep.Guide CC WA,. 2005 DI.C Page 22 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrou h professional management Step-by=Step Guide 1 . Announce and promote the process 2. Convene initial strategic planning meeting 3. Lay groundwork for committee work 4. Setagenda for earlymeetings 6. Carry out the planning process 6. Finalize the planning document Translate theplan into action. r Strategic Planning for Local Government, 2nd .ed. .— Step=by-Step Guide. OICMA 2Ub5' k_ i DI.C Page 23 of 314 T. ..rr... Yr ..... . .......pn:t T. .- xx a: . .r.... r -_ -K. . uxM'Hi+1T _ ... .- f.Yf(}... u a,. +.I I Q ® CREATING EXCELLENCEINR LOCAL GOVERNMENT rhmurh profcwonal managcmcnr 1 . Announce and promote the process (1) Initial announcement and promotion Senior elected official declares support Involve key elected and appointed officials Informlocal government management and staff Informthe press 4 Strategic Planning for Local Government, 2nd ed. — Step-by.-Ste,p .Guide .©ICMA 200t F DI.C Page 24 of 314 I CREATING EXCELLENCE IN LOCAL GOVERNMENT f dvough profmsional management 1 . Announce and promote the process (2) Identify active participants Choose an in-house manager Identify stakeholdergroups Include each major stakeholder area Select peoplefrom each group Identify participants on planningcommittee Choose a chair of planning committee Announce the participants Identify a facilitator Strategic Planning for Local Government, 2nd,,ed. .= Step-, y,-Step Guide_ ©ICMA.2005+.a DI.C Page 25 of 314 r.r.. .a.. i ,e ..-.........q_ i, wr.... ..,. .. . .. ._.rv_m.++..-. -a. .. ....a.+_... n.. ..r.,nn'.NV..\ .r..6 .-..... .....:...,. ..-...I sI CREATING EXCELLENCE IN LOCAL GOVERNMENT j rhmuE h professional mananemenr 1 ® Announce and promote the process (3) Rally community support; engage stakeholders Use community forums tobuild support Arrange for champions of the process -.to rally community support Strategic Planning for Local Government, 2nd ed. .—Step=by,-Step Guide ©ICMA'2U05 I DI.C Page 26 of 314 I CREATINGEKCELLENCEIN LOCALGOVERNMENT through professional management 1 . Announce and promote the process (4) Prepare committeemembers for strategic planning 9 Determine timeframe and deadline Decide on review and approval processes Determine subcommittee use; assigncommitteechairs Decide whether meetings will: be open to :public Determine whether to issue interimreports Provide background materials :and. data to; encourage; early thinking Strategic Planning for Local Government, 2nd,ed'. =St e.p-6y-Step._Gide. OIC_M'A 20W DI.C Page 27 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrounh profc«ionil manigemenr 20 Convene initial planning meeting (1) Agenda for meeting Senior elected official declares support 9 Describe purpose, process, and expectations Review committee structure and assignments 9 Break into subcommitteesto review process, Gain explicit commitments Review background material. Strategic Planning for Local Government, 2nd ,ed. —Steprby-3tep.Guide ,©!Q: A 2UU5: _ DI.C Page 28 of 314 ICI 9 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrouvh profewnnal manv;cmcnr 20 Convene initial planning meeting (2) Provide formal documents Charters Previous strategic plans Strategic plans of other nearby 'Iocal governments 0 Forecasts and plans fromother relevant organizations- Land use plans; other relevaint.,pJans r Strategic Planning for Local Government, 2nd ed. — Step-by-Step Guide Q C-W 2005 DI.C Page 29 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT through profm6onal management 3 . Ley groundwork for committee work (1) Provide necessary data El Demographic trends and forecasts Social factors Economic factors Financial indicators Strategic Planning for Local Government, 2nd,ed. .—.Step=by=Stteep:.Gui0e ©ICMA 0,05= DI.C Page 30 of 314 I i CREATING EXCELLENCE IN LOCAL GOVERNMENT r rhiough profmional nanapensnr 30 Lay groundwork for committee work (2) Provideother relevant information News articles Available statements of local core values Biographies of committee. members Survey results 1 f Strategic Planning for Local Government, 2nd ed. _— Step by--Step Guide 'OGMA20O5' I DI.C Page 31 of 314 CREATING EXCELLENCE IN LOCALGOVERNMENT rhrouA professional manaremenr 30 Lay groundwork for committee work (3) Visit by senior official to each committee member to discuss process, roles, responsibilities, structure, and time frames Strategic Planning for Local Government, 2nd ed. — Step-6.y.-Step.Guitle ©ICMA 2QO Qff DI.C Page 32 of 314 Wa ,._e,_...__ . . _.,,.w,. .._.. .:..... -„ .,,,..._:r.:..n •x..,..a .n r.n nrvw.: .m.oi CREATING EXCELLENCE IN LOCAL GOVERNMENT i rhingrh profmional management 4. set agenda for early meetings (1) Review handouts Discover need for additionalinformation Define issues and concerns t Strategic Planning for Local Government, 2nd ed.. Step=by.=Step.Guide ©lC- A 2005' I DI.C Page 33 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrou h profmmonal management 4. Set agenda for early meetings (2) Review and revise existing communityor local government vision statements Strategic Planning for Local Government, 2nd ,ed'. _—.Step=by-Step Guide 0' DI.C Page 34 of 314 MCII CREATING EXCELLENCE IN LOCAL GOVERNMENT through profs- sional m.marcmcnr 40 Set agenda for early meetings (3) Construct environmental scanningmatrix R Discover whetheradditional information needed Determine whetheradditional citizen surveys needed Assign lead roles forfurther research aindr discussion for each cell l 4 1 C Strategic Planning for Local.Government, 2nd ed. .— Step-by-Step Guide ©ICM'A 2905 DI.C Page 35 of 314 IAI d CREATING EXCELLENCE IN LOCAL GOVERNMENT rhroueh profewonal managemenr 4. set agenda for early meetings (4) Acquire additional data Acquireadditional information for each cell where needed Conduct additionalsurveys if necessary 3 t Strategic Planning for Local-Government, 2nd ed. = StepAy,-Step Guide ©ICMAi2U05' 1DI.C Page 36 of 314 al CREATING EXCELLENCE IN LOCALGOVERNMENT through proFesuonal management 5, Carry out the planning process (1) Conduct environmental scanning exercise Assessimpact of each cell in environmental scan El Complete overall analysis of scan Strategic Planning for Local Government, 2nd ed. Stepby.=Step,Guide ©ICMA 2005 DI.C Page 37 of 314 r^f..r..rv. ..a...w...r.'n...nr......r.n.......-.+r .... ifs ..-.f ..> .....4 .- u i..w 1HF ._ i...A.« ...- ,.r G<rva, a..ra.w G. . . ..0 .yn CREATING EXCELLENCE IN LOCAL GOVERNMENT rhroiwh profemonal managemenr 5® Carry out the planning process (2) Use environmental scan to complete SWOT analysis Strategic Planning for Local Government,-2nd ;ed. —Step-by Step, Guide .©I_ IGM.A2005 i DI.C Page 38 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhmugh professional management 5. carry out the planning process (3) Extract ideas for potential goals from SWOT analysis and environmental scan Strategic Planning for Local Government, 2nd ed. —.Step=by.-Step de': OCMA 2U05: i DI.C Page 39 of 314 OEMEW ASSMIAnON y.... _ ...a ...i—n:'...i n.-_a-..evi._•:..f. 4 . a... i..!^.lY . .aa.:w.+r..e..h ....i CREATING EXCELLENCE IN LOCAL GOVERNMENT rhroush profewonal managemcnr 5. carry out the planning process (4) Draft goal statements Develop measurable objectives for each goal Develop tactics for each objective Strategic Planning.for Local Government, 2nd,ed — Step byrStep Guide OCMA 20U5' r DI.C Page 40 of 314 CREATING D CCELLENCEIN LOCAL GOVERNMENT f rhrognh profLssional management 5m Carry out the planning process (5) Evaluateresources to accomplish goals, objectives, and tactics l 1 1 Strategic Planning for Local Gover•,nment, 2nd ed. .= Step-_#y StepGuide; OICMA 2UO5 i DI.C Page 41 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrouioh professional mana;cmcnr 5. Carry out the planning process (6) Make decisions and set priorities Decide which items can be accomplished and- which must be delayed or left undone Decide which existing programs must be reduced Strategic Planning for Local Government,_2nd ,ed!. = Step-by=Step,Guide °©ICMA 06 DI.C Page 42 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT through professional n u g,,cmenr 5, Carry out the planning process (7) Develop implementation plans for the tactics Make tactical assignments of implementation plans Set schedules for completions t Strategic Planning for Local Government,,,2nd edt _= 4tep74y,=Step,,aide 7©ICMA2005` ? _ DI.C Page 43 of 314 BSI CREATING EXCELLENCE IN LOCAL GOVERNMENT l rhrouoh professional mananemenr 5. Carry out the planning process (8) Contingency situations Identify potential contingency situations Develop plans to address contingency situations Strategic Planning.for'Local Government, 2nd ed!..— Step byrStep.Gwide 0cM A 2006 1 DI.C Page 44 of 314 M.nn.n..n --.n.v.n-.r, ryrx'rnr..-n> r. ...m.... .r...r....... .va^vs is.r..nr f. - }. I+h N"::I'.•. nnv 4'Y "45n}/a 'v'ti+.'win...m v.ntFM'+`M1rva x.-m I Q ®CREATING EXCELLENCE IN LOCAL GOVERNMENT rhrourh profcssinatl m.tnat;enxnr 6. Finalize the planning document (1) Draft stage G Prepare initial draft of strategic plan Seek input from stakeholders a Amend drafts 8 Discuss and approve final form at coMmfttee levef Develop an executivesummary 11 Strategic Planning for Local .Government; 2nd ,e01- __. Step;-b.yzStep Guide ,©IGMA 2b05 DI.C Page 45 of 314 r—..M .n u .. ...e-........-n-_...i-. _....._. rt ...-... .. +..a. .. w.-..-.. -.-.n x ".l.:V.'... ..v...-. N.-ia W' ir..vw... I f CREATING EKCELLENCE IN LOCAL GOVERNMENT rhrounli professional mamrcmcnr 60 Finalize the planning document (2) Final version Submit plan to elected officials for approval Adopt plan or amend plan Adopt amended plan (if necessary) Strategic Planning for Local Government-, 2nd..ed. — Step-by.-Step,Gde--OCMA 2005 DI.C Page 46 of 314 CREATING EXCELLENCE IN LOCAL GOVERNMENT rhmuvh professional manancnicnr 7 . Translate the plan into action (1) Implementation El Announce and publicize plan Disseminate executivesummary tostakeholders Implement the plan Report periodically to elected officials and stakeholders Adjust plan if needed Strategic Planning for Local Government, 2nd ed. —St-.Step Guide [Q M,.' 2005 DI.C Page 47 of 314 CREATING EXCELLENCE IN LOCALGOVERNMENT yp rhrrnish professional maat emcnr 70 Translate the plan into action (2) Assessment Develop assessment tools to collect data for each tactic Collect data and measure performance Use assessment data as basis of`,per,iod'ic reports-on the plan Establish schedule for next p;fanniing `:cycfex ry 9 Y f Strategic Planning for Local Government, 2n&ed'. .— Step.Tby=Step:'Guide 1,©I M'AF2U05. J DI.C Page 48 of 314 I CREATING EXCELLENCE IN LOCAL GOVERNMENT j` rhromc h professional manavcmcnr Additional Internet resources Local governments with strategic plans on the Web Addison, Illinois Columbus and Franklin County, Ohio Frankenmuth, Michigan e Gratiot County, Michigan Kingsport, Tennessee Lewiston, Idaho Medford, Oregon Santa Clarita, California Waukesha County, Wisconsin Wilcox, Arizona Worcester, Massachusetts W. Strategic Planning for Local,Gomernment,,2nd, ed'. _ Stepti6yc,Step:, ide OICMA,-2005,( I DI.C Page 49 of 314 12"'1 IRA '1161d 19 . i I CREATING EKCELLENCE IN LOCAL GOVERNMENT f rhrot h prof,csional management Strategic Planning for Local Government Second Edition Gerald L. Gordon, Ph.D. President a!nd CEO Fairfax County (Virg;in,ia) Economiic Development Autheri, Phonei: 70:3/79,.0`= ;60,.°; Fax 703/189:3-1266:9 DI.C Page 50 of 314 ATTACHMENT B DI.C Page 51 of 314 Vn > y a r J uM' J.' M- v.,- t• P s,.,:. r^y.. IX DI.C Page 52 of 314 i he concept of sustainability has captured the attention s Flexibility: Be readyto change when plans are notwork- of local government leaders across the United States ing Do not count on stability and Canada over the past few years. This includes Foresight:You cannot predict the future,but you can finance officers, as the term 'financial sustainability has hear its footsteps approaching.Think and prepare. come to signifypractices such as directing one-time revenues away from recurring expenses and taking into account long- This article explores these characteristics as they relate to term maintenance and operating costs when planning and creating a financially resilient government and the central evaluating capital projects. rolethat long-term financial planning plays in financial resiliency The Government FinanceOfficers Association However,the current recession has taught us that sustain- (GFOA) interviewed officials atseveral localgovernments ability is a necessary but insufficient condition to ensure the that have been practicing long-term financialplanning for a ongoing financial health of local govern- number of years (some as long as 15 or ment.A sustainable system is balanced, 20) and have, as a consequence, but an external shock (such as a severe Decentralization is about engag- achieved financial resiliency economic downturn) can unbalance in operating departments in the system and perhaps even cause its g o P g P The rest of this article will describe collapse.Local governments will contin- financial Planning so all depart- how long-term financialplanning sup- ue to be faced with serious challenges merits think more strategically ports three of the most important char- from the outside,including but not limit- acteristics of resiliency diversity,decen- ed to economic adjustments,natural dis- about finance. Long-term fnan- tralization, and collaboration. To read asters,and important policy changes by cial health does not rely solely about how long-term financial planning can support all the characteristics of a other levels of government As such, On the effO1"ts of central adnlin- finance officers must strive to help their resilient repo system, please see the Giencyorganizationsgobeyondsustainabilityto1IStrdtlOn. full-length report on financial resiliency a system that is adaptable and regenera- tive—in a word,resilient. Diversity. Avoiding o single point of A sustainable system is balanced but potentially / uilure or reltonce on o singlesolution. brittle. A resilient system not only survives shocks, it m Keep a multifaceted perspective on financial health. thrives. Maintain a diversity of funds to reduce reliance on Jamais Cascio, a fellow at the Institute for Ethics and the general fund. i Emerging Technologies,identifies eight essential characteris- Enlarge the base of supporting constituents. tics of a resilient system:'The most fundamental aspect of diversity in financial plan- Diversity:Avoid a single point of failure or reliance ning is a multifaceted perspective on financial health.The on a single solution. viewpoint should not be limited to revenues and expendi- Redundancy Have more than one path of escape. lures. land-use patterns, demographic trends,andlong-term Decentralization: Centralized systems look strong, liabilities(such as pensions) must all be carefully monitored. but when the fail,the failure is catastrophic. For example, financial planning has highlighted the y c connection between land-use policy and financial condition Transparency: Do not hide Your systems.Transparency for many of our research subjects,thereby directly influencing makes it easier to figure out where a problem may lie land-use policies.In Florida,sales taxes are distributed by the Share your plans and preparations,and listen when state on a basis, rather than theer-caita people point out Flaws. p p point Florida ale method used in many other states.As a result,cities in Flo Collaboration:Work together to become stronger. lack the powerfulincentive for commercialdevelopment that Y Fail gracefully, Failure happens.Make sure a failure many other cities have.The CityofCoral Springs,Florida,how- stale will not make things worse. ever,has recognized that commercial properties are not sub- December 20091 Government Fnmce Rw!e 9 DI.C Page 53 of 314 ject to the same property tax restrictions as residential prop- Make managers manage their costand revenue structures. erties,and commercial properties therefore remain important Engage departments in identifying issues,analyzing them, net contributors to financial health This nuance has led and developing strategies. Coral Springs to emphasize diversity in local land use,while m Engage departments in financial modeling and forecasting. many other cities in the areaare primarily residential. In another example,the City of Sunnyvale,California,like many • Develop an organization-wide strategic framework that cities in the state,is part of the California Public Employees departments can innovate within Retirement System (CaIPERS). Warned by CalPERS about Decentralization is aboutengaging operating departments potential rate increases,the city performed an independent in financial planning so all departments think more strategi- analysis and discovered that it might experience a 35115 tally aboutfinance.Long-term financial health does not rely percent increase in required pension contributions in the solely on the efforts ofcentral administration. future.This has allowed the city to begin planning now to The bedrock of decentralization is for alldepartments to be mitigate and absorb this risk. responsible for their own budgets.For instance,a large coun- Another common theme among our ty inthe western United States made research subjects is diversity in the funds departments more responsible for pro- maintained.Different funds can be used Engaging departments in finan- gram revenues by directly linking their to account for non-current liabilities cial forecasting and modeling is program revenue income to budget allo- cations. A Midwestern city was having an underappreciated practice trouble controlling overtime,so it moveddepreciation,and replacement of assets. Self-supporting internal service funds — it hones their' understanding all funding forovertime into a central budget. Departments then had to man- contribute to efficient overhead services. of financial condition, and, age their overtime requests more care- These practices reduce the burden on hence, their perception of the fully because all overtime was drawn the general fund andkeep it from becoming a single point of failure. need for a solid, long-term from a single,moretransparent funding source. Finally Mentor Public Schools in Ohio financial strategy. Sunnyvale goes beyond these funda- has consciously cultivated constituent mental steps by making departments diversity.In any school district,parents in fully responsible for their long-term cost the district are going to be the most engaged constituents. and revenue structure,including the operating impact of pro- Taxpayers who do not have children,however,are an mdis- posed capital projects.In (act,there was recently a high level pensible source of funding Therefore,Mentor Schools takes of interest in a new park in the community,and the recreation special care to demonstrate its financial responsibility to par- director was oneof the most vocal advocates of putting a ents andnon-parents alike,and to find out what non-parents long-term maintenance funding strategy in place beforecom- think of the school districts performance For example, mating to building thepark. Mentor Schools has an important pay-to-play component to W this basicethos its extracurricular activities (it is not 100 percent tax support- making managers manage their ed) and has been mindful of keeping its asset portfolio con- budgetet in place,it becomess possibleto take a decentralized approach to financial plan development.Th rough its financial sistent with future service demands—for example,two prop- planning process,the finance and operating staff at the City of erties were recently sold, thereby eliminating maintenance San Clemente, California, identifies a number of critical costs,generating a one-time revenue,and placing the proper- issues"that could affect the future financial health of the city ty back on the tax rolls. Enhancing financial management A number of cross-functional issue teams are then formed to credibility by taking highly visibleactions like these enlarges analyze each issue and suggest strategies.San Clemente has Mentor Schools base of supporters. found that staff members are eager to participate on the Decentralization. Centralized systems look strong, but teams (some even requesting a spot a year in advance) failure is catastrophic because they know the decisions made during the planning 10 Govemmene Finance R..I December 2000 DI.C Page 54 of 314 process are important and positive involvement is a key to source of the innovations neededto improve cost-effective- advancement at the city The consistent and meaningful ness.Hanover has used its planning process to establish and involvement of departments in identifying issues, analyzing support an objective for high-quality professional develop- them,and developing strategies is a recurring theme in finan- ment acrossthe organization, including encouraging joint cially resilient governments. trainingopportunities across departments. Engaging departments in financial forecasting and model- Collaboration. MoPking together to become stronger ing is an underappreciated practice— it hones their under- Build the service priorities of elected officials into the standing of financial condition,and,hence,their perception plan. of the need for a solid, long-term financial strategy It also m Give elected officials a rolein the planning process improves the quality of the forecast.Hanover County,Virginia, that they can thrive in. realized that the new economic reality made historical data less useful than it had been in making projections Qualitative •Orient elected officials to the planning process. judgment was more important than ever The county formed Use key indicators to help elected officials stayabreast cross-departmental teams to examine major revenue sources of financial condition. and develop key forecast assumptions.For example,commu- Elected officials have an incalculable impact on financial nity development,economic development,and assessor per- health because they have the final say over tax policies and sonnel were all involved in analyzing the property lax budgets.Therefore,resilient governments have close collabo- Finally, and perhaps most importantly, long-term planning ration between elected officials and staff.It helps both groups fosters a strategic framework for creating value for the public become more savvy financial decision makers,to better rec through government programs.The long-term plan articulates ognize problems,andto enact appropriate solutions. the service objectives the government is striving for and y..---•.. defines the parameters within which the government will put- sue these objectives.Departments can then develop their own ^,r 4.:;,4 , plans and budgets,yet remain aligned with the big picture.A plan drives action and prevents paralysis by analysis or finer- bs;k r ; 'tfir s PyvK tia The plan grants permission to try new things to further the S.y;r 3ef3kt plans objectives. 7 4 AlAllthesecharacteristicspromotetheinnovationneededtor P V ' o. c adapt to changing financial conditions.When it is accepted k?`r ,i" ,,, - cS.p,.f- s r. that everyone is working toward the same objective,innovation "' t t4,t a Q*i `',jy,, y is more likely because commonalit•of purpose makes`failure permissible — if the innovation was intended to achieve a *'; » rw,}'d, ;,'j'•,`; IF high-priority strategic goal,then the effort is respected. n .'.•a° y,"+e, As an illustration of how planning can create shared goals, :"' •,'"p Hanover County has found that its planning process has been " 1 i.i .:-' very important in creating value for teamwork across depart- mental lines In Hanover,objectives are established through the planning process, and reliable information about the : .* *•F'^ -,;}, r (/' +,' , objectives and financialconditions is thendisseminated The county then works on creating communication channels W010",+,t, across departmental lines where information sharing is t 3•.` C`. ' 'r," important. For example, training and professional develop- P 'r"F.;la ;`„ -'w'- ` if• ment is often one of the first expenditures to come under y`x' ... -, i' °•` `: pressure during a revenue downturn,yet training is a primary - r. December 20091 Gav mmenv hname Review 11 DI.C Page 55 of 314 Exhibit I Council Involvement in San Clemente's Planning Process Council Strategic Planning 1 Identify and Comfirm ECritical Issues Analyze Financial Trends and Develop Forecasts sl Analyze Critical Issues Implement Gap and Debt Analysis through Budget 1 I Financial Strategy Workshop Deliberate on and Approve Critical Assumptions 1 Prepare LTFP 1. Implement and Monitor The first step is to engage elected officials by building their crucial points of elected official involvement.The Council service priorities into the financial plan.In addition to demon- sets service goals through strategic planning,helps to identify strating that the plan is relevant to their service goals,this step issues that affect the financial health of the city,and reviews provides a common basis for participa- and approves the critical assumptions tion in the planning process.Although behind the staff's suggested financial not every official will be comfortable dis- Elected officials have an incalcu- strategies—assumptions that will shape cussing financial issues,all can discuss lable impact on financial health how the annual budget is developed. and appreciate service issues. because they have the final say When new officials are elected, they The next step is to give elected offi- over tax policies and budgets. must be Introduced and acclimated to cials in a role in the planning.Exhibit 1 the planning process. Resilient govern- provides an overview of San Clementes ments have a formal orientation pro- planning process.The shaded boxes are gram and provide periodic refreshers. 12 Gowmmenc Finance Re iew I December2009 DI.C Page 56 of 314 San Clemente,for example,has an annual compliance self- review of its financial planning portfolio.The city has found that this is a good way to keep elected officials engaged with these fundamental preceptsof good financial stewardship.In all the addition to these formal mechanisms, regular one-on-one meetings on financial issues give officials a chance to ask PORTFOLIO ACCOUNTING questions that theymight not be comfortable asking in a pub- lic meeting The impact ofallof these efforts is to create a cul-AND REPORTING ture on the governing board in favor of financially resilient YOU H ever need! decisions.Once In place,the culture can become self-sustain- ing as new officials are subject to peer pressure and existing officials take their own actions to promoteresiliency(such as Sunnyvales aforementioned charter amendment,which was driven by public rather than staff action). Finally, key indicators of financial condition should be established and communicated to help elected officials remain confident that they have a handle on financialcondi- tion.MentorPublic Schools,for example,keeps its board up- to-date on three key indicators. Percentage budget spent on personnel Trackerwith85percentasanupperthreshold). Recurring revenue versus expenditures including biannual forecast updates). 195.00 Enrollment trends versus staffing keeping student to staff ratios consistent). PEERR MONTH Tracker is an easy to use, CONCLUSION web-based portfolio accounting Financial resiliency is essential to continuing a consistent and reporting investment tool program of public services despite the currentvolatile eco- for institutional investors. nomic environment. A number of local governments from across the country have achieved financial resiliency and We simplify the labor intensive and time consuminging task[ask realized benefits such as top bond ratings and a soft landing of Investmentmanagement. inthe current recession.Most importantly,though,these gov- ernments have been able to maintain the trust and confi- dence of their constituents and continue tocreate value for the public through government action 1 Notes freetrial I.JamatsCascio,"The Next Big lTung Resilience,Foreign Policy,Map/June 2009 2`Net contributor means that a constituent contributes more in taerev enues than he or she uses in services. tracker. us. com Al SHAYNE C. KAVANAGH is senior manager of research for the WE N1pl(E .I EA$YI GFOAs Research and Consulting Center in Chicago,Illinois.He can Toll Free 888.327 1422 be reached at skavanagh @gfoaorg. corporate Headquarters; Charlotte.North Carolina since1997 December2WJ Gtrvemment finance Renew 13 DI.C Page 57 of 314 ATTACHMENT C DI.C Page 58 of 314 Archives I icma.org Page 1 of 10 ICMA PUBLICATIONS ICMAPublications / PM Magazine / Archives JUNE 2008 VOLUME 90 NUMBER 5 COVER STORY getting your priorities straight by chris fabian, scoffcollins, and jonjohnson Is Permanent Fiscal Crisis Our Top Concern? All local government managers have seen what sometimes happens. Revenue growth is slowing, expenses are increasing, fund balances are dwindling, and it's perceived that these conditions will persist for theforeseeable future.As DavidOsbourne and Peter Hutchinson proclaim in their 2004 book, The Price of Government,we are in an "age of permanent fiscal crisis!"'The National League of Cities identifies"local fiscal conditions"as a top issue, while the U.S. Government Accountability Office anticipates "persistent fiscalchallenges."' But why do local government professionals believe that this is the crisis?What assumptions do we hold so firmly and that so calcify our thinking to convince us that changing fiscal conditionsrepresent our crisis?Would higher revenues and lower expenses allow us to operate crisis free?Or does the true crisis exist when, despite our fiscal realities,we don't focus on those priorities and objectives that ensurethe success of our communities? The Crisis Is Not Fiscal In Reengineering the Corporation, Michael Hammer writesthat organizations sufferfrom "inflexibility, unresponsiveness, the absence of customer focus, an obsession with activity rather than result, bureaucratic paralysis, lack of innovation, and high overhead."Why? If costs were high,they could be passed on to customers. If customers were dissatisfied,they had nowhere else to turn."'Should we in government onlynow be concerned withflexibility, responsiveness, customer focus,and results because we can no longerafford not to be? Perhaps the biggestconcern we face is not a fiscal crisis. Fiscal trends and conditions are by and large out of our control and simplyrepresent a reality with which we need to cope. The real crisis on our hands is whether our organizations have the capabilitiesto address current fiscal realities and still meet the objectives of government and the expectations of our constituents. When facing declining growth in revenues,government leaders have approached the issue of balancing the budget in similar ways.A recent article describes California's approach to managing its fiscal reality- The spokesman for the Governor said, "In ourview, an across-the-boardapproach is designed to protect essential services, by spreading those reductions as evenly as possible so no single program gets singled out for severe reductions." In response the state legislative analyst wrote, "the governor's http://webapps.icma.org/pm/9005/public/cover.cfm?author=chri s%20 fabian%2c%20scott. 2/19/2013 DI.C Page 59 of 314 Archives I icma.org Page 2 of 10 approach would be like a family decidingtocutits monthly mortgage payment, dining-out tab, and Netflix subscription each by 10 percent rather than eliminating the restaurant and DVD spending in order to keep up the house payments."' Step 1.Getting the Right Results The figure for step 1 shows the five results developed byJefferson County,Colorado. OBJECTIVES: Results Description of Results Results are clear Me*responsible Our o%onitaboni scanmiltadtopmridog cost eeoanreservices we understandable and government YAIwa kyip"°Db ea occurtxm for na funds enhwWtousarian soak bm oWo idoas to being otlldent and aBoaW, measurable. Results are the objectives and t)aiclaMedrnls basod on ggnd dwe=%isi nfor Itio1predidaNeresultsbandmdieoveratllardusevisionfordo Canty. priorities of the board or d b1ngrotvM end Qs plerming p000ssos mltin bdarkad oanm is that town on pm . primary job aealm,owidon of open space,ad ats W)m council and the citizens. igbbodroods ad owrr% '.iea Results accommodate potentially diverse board or Our talanrrttomis oncaYo and wall malmdnod. The P y 6 blUtyOpflons b orkarvortmonnalwisanectwa pianrrodprity"ONO corgosuon, council views. roost lym irdalned streets,ad new aWonskr avbF4 Irxtudrg the Results incorporate majority as ltaavxesl patway. well as minority opinions. Our ompgcos ao roWonshe to rho moods oleur ouammas Results are definable Quality customer service Emftm ate elioal In roar bolwior ard omen kste eoectlrety with 0111 a>smnas Oa aWoazh nproddirg sde cormnnEes is a awnbbaation of KEYS TO SUCCESS: Setetormrwndles proat:LW"lle Wally samas and Courts,omminedwlMaiuoofto erdoroement of oodos and stoMads Strive to establish betweenfive and 10 results.These should be sorer.:Jrntrsarrcouan:cwowar the main priorities of the government.Not everything can be a priority Be broad but precise. 'Safe community as a result is broad,but it is also distinct.Youcan talk about what it is and what it isn't. 'Quality of life"as a result is broad,and it is also too ambiguous and subjective. Results are the objectives and priorities of your council or board and the citizens.These are the primary stakeholders who must be directly engaged in influencing the results-development process. Revise results periodically,especially when these stakeholders change. Recognize there are internal as well as external stakeholders. Draw a distinction between results of public programs and internal operating programs.The differing results will lead to differing evaluation and measurement. Each member of the board or council does not need to agree on the value of each result if the opportunity exists for each to express individual beliefs about which results should be of higher value. ThePrice of Government describes more thoroughly the "7 Deadly Sins" or the seven most commonly implemented strategies that local governments use to manage their fiscal realities:" Rob Peter to pay Paul. Use accounting tricks. to Borrow Sell assets. Make something up. Nickel and dime the employees. Delay asset maintenance or replacement. http://webapps.icma.org/pm/9005/public/cover.cfm?author=chri se/`20fabian%2c%20scott. 2/19/2013 DI.C Page 60 of 314 Archives I icma.org Page 3 of 10 Although these strategies lead to balanced budgets, do they really assist us in reaching our greater objective—that of achieving results and meeting citizens' demands? Don't they ultimately lead to cost cutting that impacts highly desired servicesat the same level as services that are relatively unimportant to citizens? Don't they endanger government's ability to provide statutorily mandated services while preserving thoseservices that are simply nice to have?And furthermore,what does this say aboutthe strategies that governments would use toallocate resources when more revenue was available? The true crisisgovernments face is hardly fiscal; it's a crisis of priorities. How strategic are we, as local government professionals, about understanding what we do, why we do it, and (in timesof scarcity as well as abundance) how we should invest our resources to achieve theresults our communities need?While focusing on priorities sometimes takes a back seat to other issues during times of fiscal stress, it's actually even more critical to make prioritization a top priority Figure 1.County-wide Program Prioritization Note that the top-ranking program in this county-wide program prioritization was snow removal, while the bottom-ranking program was natural resourcesand horticulture. Snow removal scored highest because the program was proven to have a significant influence on all of the county's results. The horticulture program had the least amount of influence of the results. This is the verydefinition of"Bang for the Buck"as, for every dollar spent on snow removal,Jefferson County achieves moreof the results. http://webapps.icnia.org/pm/9005/public/cover.cfm?author=chri s%20fabian°/`2c%2Oscott. 2/19/2013 DI.C Page 61 of 314 Archives icma.org Page 4 of 10 CRuuu wrW fHWq. Sru,.r fM+nvvu! Rpatl and BUtlpD Infiaurvttura MakuanarK•D w III Ill l rngnwpYi end lrnnaParfar.bV acrmKMp a,W mePecNcna y Raad and Bndgo T,.M S,.mA.nd ROeQ MarkMJJ s` Plnnnhrq acrd Zang DeveroPrnc'n!and SufaYMeuvr t9ennrnp Y SnanfJ Crinn P.nvonr+n)and Educa:Wn NgSnenQ PaPml and!came Gontror t M+akr Anwewy rrinws Ap.hrst CJ.kl.xri EBW.bMp rn SpoGiCn PwnatfNg of Nar Lonzfrt,ctK.J N Urg•tpt AttameY lcanomw Grlmca nrM Sertkv L'q,bMedcar e PMJannp and ZDnxg POTM'ISSUaxos pnd RPWbiAOn O. prs,rt Anwn.Y'tsini,w!a+vwadq.fkMS xnxCm.P,.pumann MflY A,-W.V PYVrtMp Poaf V hom fno C. 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OrN 6 Va ntoor 5w 3 Programs(IncJ:Wrfy HM'an i 1 LtAmry Lnnq,»MCpess eLuP F..enrwk.r a.H Y-nhD.vsuwun..I C.wnyr Fstnr akn GunY1Y rMrl Coravun,u ScMm:nsJMrkrtnn Mayrnnu Bpgrfanw Masson Touts aW EQucufMrta!P,vgrnnts lhWaldtitq n!n SnopJ http://webapps.icma.org/pm/9005/public/cover.cfm?author=chris%20fabian`/B2c`/`20scott. 2/19/2013 DI.C Page 62 of 314 Archives I icma.org Page 5 of 10 Bpopcnq M.»sbn WatlmnpslEwnSS/fanroroncos Q FfMQ/tlY,MS SppNCI EVp/NS Ontl GLnpSRG Of FnVprDVP05 i— '+f n+hn Nm.nnl N.msrcn nnn IlortTnlfnT 'Mirartbn Soumo:Joffomon County, Colorado Prioritization, a Better Way to Deal with the Crisis Prioritization is a way to provide clarity abouthow a government should invest resources in order to meet its statedobjectives (and about what services could be funded at a reduced level without impacting those objectives). Prioritization as a process helps us better articulate why the programs we offer exist,what value they offer to citizens, how theybenefit the community,what pricewe pay for them, and what objectives and citizen demands are they achieving. The objectives of implementing a successful prioritization initiative allow us to: Evaluate the services we provide,one versus another Betterunderstandour services in the context of the cause-and-effect relationship they have on the organization's priorities. Provide a higher degree of understanding among decisionmakers as they engage in a process to rank services based on priorities. Articulate to people in the organization and to the public how we value our services,how we invest in our priorities,and how we divest ourselves of lower-priority services. While we are not advocating that public sector organizations mimic our colleagues inthe private sector, we find context in an unusual and unique private sector perspective from Jack Welch, famed chief executive officer of GE. Every company has strong business or product lines and weak ones and some in between. Differentiation requires managers to know which is which and invest accordingly [T]o do that you have to have a clear-cut definition of"strong." At GE, "strong" meant a business was No. 1 or No. 2 in its market. Ifit wasn't,the managers had tofix it,sell it, or close it differentiation among your businesses requires a transparent framework that everyone in the company understands: To meet our real crisis, a comparable approach should be applied by government leaders whereby our programs are prioritized, which in turn encourages decisionmakers to recognizehigh-priority resource allocations and differentiate them from those of low priority Step 2:Getting theRight Definitions The figure inthis step is from Fort Collins, Colorado's initiative todefine the result of"improved transportation." Fort Collins used the Kaplan-Norton strategy mappingtechnique. Note that the five categories in the ovalclosest to the result statement (traffic Flow,qualitytravel surfaces,and so forth) are what the city believesare the primary factors orindicators demonstrating the achievement of the result. OBJECTIVES: Definitions should encompass all conceivable influences,causes,factors,and indicators that spell out the meaning of the result.These factors could be externalto your organization. http://webapps.is ma.org/pm/9005/public/cover.cfm?author=chri s%20fabian%2c%20scott. 2/19/2013 DI.C Page 63 of 314 Archives I icma org Page 6 of 10 Definitions should be clear,comprehensive, logical,and measurable.They should depict the cause-and-effect Increase relationship between the result and all Flow Improve identified influences Quality Travel ransportation on the result. Surfaces & Integrated Land Use Options Infrastructure KEYS TO SUCCESS: Transportation Focus on identifying Planning all possible,logical Capital Projects Mass Para TrariNt! influences and causes System Connectivity New Funding bources Pedestrian Systems Safety Efficiency Improvements Dernind Forecasting carp"Iforeachresult Complete definitions are the key to linking programs and services to the results they influence Clear definitions for each result make it easier to determine a program's value Use teams to develop the definitions for results to ensure organizationalbuy-in.Even if theboard or council does not agree with all the identified influences and factors for a particular result,members can identify which influences and factors they believe are most critical to the achievement of a result in the scoring process Be concise in writing result definitions Avoid eloquent,overly articulate,and lengthy paragraphs The purpose of result definitions is to guide and facilitate program scoring based on that program's influence on results Solicit the advice of subject-matter experts within your organization whendeveloping results definitions; this adds value to the final product Robert S Kaplan and David P Norton,Strategy Maps. Converting Intangible Assets into Tangible Outcomes (Boston. Harvard Business School Press,2004) The Process of Prioritization The logic behind prioritization is that effective resource allocation decisions are transparent when the results of an organization can be identified and defined,whenprograms and services can be distinctly and quantitatively) evaluated as to their influence on any of the results,and when programs can be valued relative to one another and ultimately prioritized on the basis of their impact on results Successful execution of priontization depends on three factors• The right results.Accurate prioritization of programs depends on thecomprehensive identification of the results we arein business to achieve The right definitions Precision in prioritization results fromthe articulation of the cause-and-effect relationship between a program and a result.With clearly definedcausality and an understanding of the influences on results,we can minimizesubjectivity in linking programs with results http•//webapps lcma.org/pm/9005/public/cover cfm?author=chns%20fabian%2c%20scott 2/19/2013 DI.C Page 64 of 314 Archives I icma org Page7 of 10 to The right valuation.With the right results and with clear definitions we can accurately value our programs relative to their influence on achieving results.Steps 1,2,and 3 show how two jurisdictions addressed this issue Step 3:Getting the Right Valuations The figure in this step is from Jefferson County, Colorado, and it showsthe scoring process used for se,, offeredby the sheriffs office Individual Program 2008iTuesday, March 11, Directions For every program Evaluation Criteria the County provides to it's Basic Program Artiibutc BCC,,Public Results ob programunderstandhowthat influences our ability to provide Department the results of government. Pronelding Program Program Name Gtodo_ Gratiet Grade Geode Geode Grade Sheriff Gme lnveatQat°ns 10 0 2 0 3 0 r Sheriff Oelanhvr.• 10 5 2 0 2 0 Shark!EM,#*wyq Ma.ay",t et C+ArN Rrygau 5 0 3 0 2 0 Sheriff ow Enrorftment 10 3 2 0 2 0 Sheriff Crime tiwwntonaw Education 5 0 4 1 0 2 0 Sherry coitlrsocia/A'5 0 1 0 2 0 r Source:Jefferson Cour Note that the programsare scored on the basis of their relationship to each result(see BCC/Public Res the basic program attributes The county recognized that a program's influence on the stated results al adequate to understanding the program's overall priority. OBJECTIVES: Each program,service,and project needing to be fundedshould be identified by name,by cost,and then rated believed influence on results Scoring criteria should be established toallow programs to be compared,one with another,based on overall v citizens Scores should be reasonably assigned toprograms onthe basis of measurable evidence,not opinion KEYS TO SUCCESS: When defining programs,make sure they are neither too big(the sheriffs office is not a program)nor too sma mails is not a program) Link programs,services,and projects with a result by assigning scoresbased on their influence on that result Evaluate every identified program http//webapps icma org/pm/9005/public/cover cfm?author--chns%o20fabian%2c%20scott 2/19/2013 DI.C Page 65 of 314 Archives I icma.org Page 8 of 10 Expandthe grading criteria beyond results to include other factors that give programs a higher priority (Jeffei believed the more a program could pay for itself—in other words,be sustained by user fees—the lower would investment of county taxes in funding the program and,therefore, the higher the priority of the program was t Program scoring is inherently subjective. Minimize subjectivity by requiring performancemetrics and other m demonstrate howthe program influences the result.Wheremeasurements don't already exist,requireprograi develop theoriesabout the cause-and-effect relationship a program has on a result,and testthe theory Require justification for all scores given.Tie performance evaluations to the scores. Summarizing Prioritization. Putting It All Together The final steps in the prioritization process involveweighting the results, calculating program scores, and developing a top-to-bottom summary of all programs, in approximate order of priority It is criticalthat this process be completed beforemaking any budget decisions. This is a significant deviationfrom the budgeting-for-outcomes process because with the premise outlined inthis article, prioritization is the beginningof any resource allocation discussion.As in GE's differentiation process, using prioritization assumes that regardless of the amount of revenue an organization generates, regardless of a reasonably calculated price of government, and regardless of what amount of funding a board, council, or citizenry feels a particular result shouldreceive, it is only when confronted with the end productof prioritization that resource allocation discussions can begin. Case Study- Jefferson County, Colorado Figure 1 showsthe result of theJefferson County's prioritization process,with a top-to-bottom profile of every program offered to the public.The bar measurements indicate the priority score (the scale is 0 to 100,and higher scores indicate a high-priority program). Figure 2 profiles the dollar amounts spent by Jefferson County on programs offered to the public, in order of priority (where the top 25 percent of programs are Priority 1, the second 25 percent are Priority 2, and so on).Without addressingthe fiscal reality facing Jefferson County, we can see that these extremely telling figures make statements about the appropriateness of thiscounty's resource allocation. Is the level of spending for Priority 3 or Priority 4 programs acceptable? Should the county consider shifting more dollars Priority 1 programs? If a significant revenue downturn suddenly occurred, should the county implement across-the-board budget cuts, or might the county use the prioritization information to consider other alternatives about where to look first for potential spending cutbacks? Conversely, if revenues were unexpectedly higher,would the county implement across-the-board spending increases, or should the additional investment be made in top priorities first? Jefferson County, atthe end of 2006, projected a $12 million budget shortfall in the general fund alone.With the adoption of the 2008 budget, 37 full-time positions were eliminated or not funded, and the budget in total was reduced by$13.7 million without a single layoff. County Administrator Jim Moore observed: "This is the first year that a county budget has been less than the previousyear This is especially remarkable given the rising costs that we must pay for fuel and other supplies and expenses." Of more significance, however, according to Todd Leopold, administrative services director,was "that the discussions with the board and the departments shifted from funding levels for programs tohow http://webapps.icma.org/pm/9005/public/cover.cfm?author=cliri s%20fabian%2c%20scott. 2/19/2013 DI.C Page 66 of 314 Archives I icma.org Page 9 of 10 those programs contributed to the county's overall mission and goals.At the end of the process, there was a much better understanding of what we do and why we do it." Figure 2.County-wide Resource Allocation, by Priority Priorttizatim Process Summary Jarranon County,Colorado 2008 Propowd Rosourao Albaatian,Wwd an Prioraias t through 4 0 $14000,000 $20,004000 .$201000ao0 $40100g0oo MOW.= $60,000,000 $740001000 02008 Reaouroo Aflo"ion 1 a E s 4 8oaca.Jenai4ri Carob.Ce/aab Crisis Averted The biggest challenge we face in government is not theever-changing fiscal conditions. Instead,the issue most often is a crisisof strategy Recognizing this,we believe that implementing prioritization is an effective way to combat crises.All organizations,especially those that are stewards of public resources, establish values and objectives to meet the expectations of those for whom theyexist to serve. Resources contributed by the community or other constituencies are dedicated to achieve those established objectives, regardless of the current fiscal condition.As weevaluatethe inventories of all programs and services offered,we would find it implausible to believe that each achieves those objectives to an equal extent. Prioritization offers an objective process that allows those responsiblefor resource allocation decisions to ensure that those programs of higher value to citizens, those programsthat achieve the organization's objectives most visibly and effectively, can be sustained through adequate funding levels regardless of the fiscal crisis du jour Whetherthere are more resources to distribute or fewer to allocate, prioritization guides that allocation toward those programs most highly valued by the organization and, most important, by the citizens who depend on those programs for their well-being,their comfort, and their expected quality of life. David Osborneand Peter Hutchinson, The Price of Government. Getting the Results We Need inan Age of Permanent Fiscal Crisis (New York: Basic Books, 2004). http://webapps.icma.org/pin/9005/public/cover.cfm?author=chris%20fabian%2c%20scott. 2/19/2013 DI.C Page 67 of 314 Archives I icma.org Page 10 of 10 Christine Becker, "Local Fiscal Conditions, Public Infrastructure Important Issues to NLC Members," Nation's Cities Weekly, December 3, 2007 State and Local Governments: Persistent Fiscal Challenges Will Likely Emerge within theNext Decade," Report no.GAO-07-1080SP (Washington, D.C. U.S. Government Accountability Office,July 18, 2007). MichaelHammer and James Champy, Reengineering the Corporation:A Manifesto for Business Revolution (New York: HarperBusiness, 1993). Mike Zapler, "Governor's Depictionof Finances Accurate, Solution Falls Short,"Mercury News, Sacramento Bureau, January 15, 2008. Osborne and Hutchinson, The Price of Government. Jack Welch, Winning, with Suzy Welch (New York: Harper Business Publishers, 2005). Chris Fabian is businessprocess analyst, Jefferson County, Colorado (cfabian @jeffco.us); Scott Collins is senior budget analyst, city and county of Denver, Colorado Scott.Collins @denvergov.org) and a former budget analyst, Jefferson County; and Jon Johnson is budget director,Jefferson County (jxjohnso @jeffco.us). Learn about the benefits ofjoining ICMA and receiving PM magazine as part of your benefits package.To subscribe to PM, call 202/289-ICMA(202/289-4262)or e-mail bookstoremanager @icma.org. International City/County Management Association 777 North Capitol Street NE,Suite 00 20002-4201 800-745-8780/202-962-3680 1 fax 202-962-3500 http://Nvebapps.icina.org/pm/9005/public/cover.cfni?author=chris%20fabian%2c%20scott. 2/19/2013 DI.C Page 68 of 314 ATTACHMENT D DI.C Page 69 of 314 Renton Business Plan Renton: The center of opportunity in the Puget SoundRegionvislonwherefamiliesandbusinessesthrive Mission The City of Renton, in partnership and communication with residents, businesses, and schools, is dedicated to: Providing a safe, healthy, welcoming atmosphere where people choose tolive Promoting economic vitality and strategically positioning Renton for the future Supporting planned growth and influencing decisionsthat impact the city Building an inclusive city with opportunities for all Meetingservice demands through high quality customer service, innovation, a positive work environment, and a commitment to excellence 2013-2018 Goals EMR = = r Provide a safe, Promote economic Support planned Building an Meet service healthy, vibrant vitality and growth and influence inclusive city with demands and community strategically position decisions that opportunities forall provide high quality Promote safety,health, Renton for the future Impact the city Improve access to city customer service and security through services and programs effective communication Promote Renton as the Foster development and make residentsand Plan developand and service delivery progressive,opportunity of vibrant,sustainable businesses aware of maintain quality services, rich city in the Puget Sound attractive mixed use opportunities to be involved Infrastructure,and amenities Facilitate successful region neighborhoods In urban with their community neighborhoods through centers Prioritize services at community Involvement Capitalize on Build connections with levels that can be sustained opportunities through bold Uphold a high standard ALL communities that reflect by revenue Encourage and partner and creative economic of design and property the breadth and richness of in the development of quality development strategies maintenance the diversity in our city Retain a skilled workforce housing choices for peopleof by making Renton the all ages and income levels Recruit and retain Advocate Renton's Promote understanding municipal employer of choice businessesto ensure a interests through state and and appreciation of our Promote a walkable dynamic diversified federal lobbying efforts, diversity through celebrations Develop and maintain pedestrianand employment base regional partnerships and and festivals collaborative partnerships bicycle friendly city with other organizations and investmentstrategies complete streets,trails, Nurture entrepreneurship Provide critical and that improve services p and foster successful Pursue transportation relevant information on a and connections between time) basis and facilitate Respond to growing neighborhoods and partnerships with and other regional y P Br B community focal points businesses and improvements and two-way dialogue between service demands through community leaders services that improve city government and the partnerships,innovation, Provide opportunities quality of life community and outcome management for communities to be Leverage public/private Encourage volunteerism, better aredre for resources to focus Balance development with PP participation and civic emergencies development on environmental protection engagement economic centers en can . Y DI.C Page 70 of 314 ATTACHMENT E DI.C Page 71 of 314 Strategic Commitments - Strategic Plan - City Government - City of Vancouver, Washing Page 1 of 1 City Of VANCOUVER Washington, USA M1 Pride, Progress, and Possibilities City of Vancouver . City Government . Strategic Plan . Strat"Ic Commitments Strategic Plan Strategic Commitments Toachieveour vision, we have identified the following six strategic commitments. Click on any image to get more information I S A I n [ra i 1 Financial Health and Su Vanc v and Connectivity Economic Vitality mmitment Status G Commitment Status Red Ye ,. A Safe and Prepared cc u t An Active. Involved Community Community Commitment Status Red mi Commitment Status Green http //www cityofvancouver us/StrategicPlan asp?year-2008&itemlD-52317 2/20/2013 DI.C Page 72 of 314 Strategic Plan - City Government - City of Vancouver, Washington, USA Page 1 of 2 City of VANCOUVER Washington, USA r I I IZZ7 Pride, Progress, and Possibilities City of Vanmuver . Cky Gowrwent . Strateylc Ran Strategic Commitments All What progress are we making with our Commitmentto develop Financial Health and Economic Vitality? measures for Strateaic Click a balloon to see more details about that indicator Indicators Learn more ill;l9lit performance measures kh us a auestion email) Resident Median Income Chanee Housing Affordabihtv Area Lmplovment Rate Local Job Creation Lcononuc Progress Working to Vancouver Abtht , to Fund Cit , Sentces Thestrategic indicators are color coded to indicate our level of success or progress Gr en: Meets Go I or Good Progress YeI ow. Some Difficulty Red:Serious Problems The overallcommittment status is also color coded to show how we have done with all indicators of the commitment Grr,en: Overhalf(5)indicatorls are green,and no more than one is red.Ye ow We have t tthhe goal for. ewer Ehan fiveindicators,and no more than one is red Rea:Two ormore oo the eight indicators are red Returnto Financial Healthand Economic Vitalitv http //www cityofvancouver us/commitments asp?comm=52310&indicator=99999 2/20/2013 DI.C Page 73 of 314 Strategic Plan - City Government - City of Vancouver, Washington, USA Page I of 2 City of VANCOUVER Washington, USA VL k v ' 4 Pride, Progress, and Possibilities City d Vancouver . Qty Gowemm t . Stateglc Plan Strategic Commitments s laJl What progress are we making with our Commitment to develop Transportation, Mobility and Connectivity? measures for Strategic Click a balloon to see more details about that indicator Indicators Leam more al= performance measures am es i n email) Tr veITimes bv Car on Maintenance Conditions In urn Iraflit, Accidents rn in, I eelsSafe ccident Rates at Intersections onnectn it tluou r Paths& Wslkwa The strategic indicatorsare color coded to indicate our level of success or progress Gr n: Meets Goal or Good Progress Ye ow. Some Difficulty R : Serious Problems The overallcommittment status is also color coded to showhow we have done with all indicators of the commitment. Gee n: Over half(5)indicato re reen and nomore than one is redYelow:We have t the goal Por.feewer than five indicators,andno more than one is red RJ.Two or moreno f the eight indicators are red Return to Transportation. Mobility and Connectivity http://www.cityofvancouver.us/commitments.asp?comm=52309&indicator=99999 2/20/2013 DI.C Page 74 of 314 Strategic Plan - City Government - City of Vancouver, Washington, USA Page 1 of 2 City of VANCOUVER Washington, USA Pride, Progress, and Possibilities city of Vancouver . city Go" ent . strategic PWn Strategic Commitments What progress are we making with our Commitment to develop A Healthy, Livable, and Sustainable Vancouver? measures for Strateaic Click a balloon to see more details about that indicator Indicators Learn more verformance measures us a auestion email) HealthvExisting Citv Tree Cano PreservingOven Svace Reducing Trash The strategic indicators are color coded to indicate our level of success or progress Greeen: Meets G, I or Good Progress Yeitow. Some Di iculty Reeoo Serious Problems The overall committment status is also color coded to show how we have done with all indicators of the commitment. Gr n:Over half(5)indicators dregreen and no more than one is red Ye low We have t the goal tor.fewer Ehan five indicators,and no more than one is redRed.Two or moreo the eightindicators arered Return to A Healthy. Livable.and Sustainable Vancouver http //www cityofvancouver us/commitments asp9comm=52308&indicator=99999 2/20/2013 DI.C Page 75 of 314 Strategic Plan - City Government - City of Vancouver, Washington, USA Page 1 of 2 City Of VANCOUVER Washington, USA r Pnde, Progress, and Possibilities City of Vancouver . City Govemment . Strategic Plan Strategic Commitments 5= SIR What progress are we making with our Commitment to develop A Safe and Prepared Community? measures for Strategic Click a balloon to see more details about that indicator. Indicators Leam more A12911t performance meas_iureg Ask us a auestion email) Decreasm Pro a Crime Fire Loss is Minimized The strategicindicators are color coded to indicate our level of success or progress Gr n. Meets G or Good Progress Ye low: Some Di iculty Red. Serious Problems The overall committment status is also colorcoded to showhow we have done with all indicators of the commitment Green• Over half(5)in icators arereen and no more than one is redYellow:We have t t e goal for fewer than five indicators,andno more than one is redRed•Twoor moreo the eightindicators arered Return to ASafe and Prenared Communitv http //www cityofvancouver us/commitments asp9comm=52311&indicator-99999 2/20/2013 DI.C Page 76 of 314 Strategic Plan - City Government- City of Vancouver, Washington, USA Page 1 of 2 City Of VANCOUVER Washington, USA t. Pride, Progress, and Possibilities City of Vancouver . City Gowrwent . Strategic Plan Strategic Commitments pWhatprogressarewemakingwithourCommitmenttodevelop Accountable, Responsive City Government?measures for Strategic Click a balloon to see more details about that indicator Indicators e Leam more i31 gut performance mealirac Ask us aIIIIquestion email) Good Citv Government City Seen as Res onsive Government that Provides Value The strategicindicators are color coded to indicate our level of success or progress Gr n: Meets Goal or Good Progress Ye ow:Some Difficulty R • Serious Problems The overall committment status is also color coded to show how we have done with all indicators of the commitment. Gren:Over half(5)in icator5 arereen and no more than one isredYelowWehavettegoal?(or ewerthanfive indicators,and no more than one Is redRed:Two or more o theeight indicators are red Return to Accountable. Resoonsive City Government http //www cityofvancouver us/commitments asp?comm=52313&indicator=99999 2/20/2013 DI.C Page 77 of 314 Strategic Plan - City Government- City of Vancouver, Washington, USA Page 1 of 2 City of VANCOUVER Washington, USA n L-'K 7 Pride,Progress, and Possibilities city of Vancower . city gov W . Strategic Plan Strategic Commitments ll all What progress are we making with our Commitment to develop An Active, Involved Community? measures for Strategic Click a balloon to see more details about that Indicator Indicators Lean more about performance measures Ask us a auestlon email) Commurifty Events & Sense of Commum est ZIMF Fee Th& B eon C itizens are Connected Peorile Vote Volunteensm is Popular The strategic indicators are color coded to indicate our level of success or progress G n: Meets foal or Good ProgressYe,Tow. Some Dif culty R SeriousProblems The overall committment status is also color coded to show how we have done with all indicators of the commitment Green:Over half f )1%cator refgreen and no more than one is redYeeow.We have to t the gc a or. ewer Ehan five indicators,and nomore than one is red R Two or more o the eight indicatorsare red Return to An Active.InvolvedCommunity http//www cityofvancouver us/commitments asp?comet=52314&mdicatoi°99999 2/20/2013 DI.C Page 78 of 314 i O. all aav y O• • Jr)#ll i lT ir- STRATEGIC PLAN City ofVancouver, UpdatedMay, 2008 C uc uveR WASHINGiON f DI.C Page 79 of 314 STRATEGIC PLAN CITY OF VANCOUVER, WASHINGTON May 1998 UPDATED and Adopted by Vancouver City Council October 2000 May2008 Vancouver City Council Mayor Royce E. Pollard Councilmembers: Pat Jollota, Jeanne Harris, Jeanne Stewart, Tim Leavitt, Larry J. Smith, and Pat Campbell. Pat McDonnell, City Manager Betsy Williams, Assistant City Manager Support for this project is provided by the National Center for Civic Innovation U +0 C? a. 009L r d tirLem- Nun d d l' ,:W t-.'f F arc , '1: .`•1_ m,rN.:nrrr tm,. .,, rmt °, 0 DI.C Page 80 of 314 2008 Vancouver CityCouncil Pat Jolloto Larry J. Smith Pat Campbell Mayor Royce E. Pollard Jeanne Harris Jeanne Stewart Tim Leavitt c 4 _ 0- DI.C Page 81 of 314 i THE CITY is the place where the diffused rays of many separate lives fall into focus " Lewis Mumford 5!i ` y X1 \i 4`r? r: ..E.t>` .ft L 1 ..,a.,:/!f11 ,tflFi.,•._. nhll`„ w a s DI.C Page 82 of 314 TABLE OF CONTENTS Mayor's Message 5 Executive Summary 6 Introduction 8 Strategic Plan Update 12 2008 Strategic Commitments 15 Commitments: A Healthy, Livable and Sustainable Vancouver 16 Transportation, Mobility and Connectivity 18 Financial Health and Economic Vitality 20 A Safe and Prepared Community 22 Accountable, Responsive City Government 24 An Active, Involved Community 26 The Next Steps 29 O l.l(J L 1 sa to _ 4 DI.C Page 83 of 314 Mayor's Message On behalf of the Vancouver City Council, I am pleased to present you with Vancouver's 2008 Strategic Plan Update. Why does Vancouver need a strategic plan? Just as it is a good idea to have a road map before embarking on a major journey it is an equallygood idea for a community to have a strategic plan to make sure it achieves its goals. In other words, this strategic plan is a map to Vancouver's future, describing the roads and paths to travel to get to our destination. The creation of this plan involved more than 2,000 people from throughout allparts of our community — residents, businesses, non-profits, youth, seniors, neighborhoods and non- English speakers. The result of our outreach is reflected here in a new, more focused vision for Vancouver built upon our seven core values: Active and LivableNeighborhoods; Natural Resources; Economic Vitality and Diversity; Cultural Diversity; Responsive Government; Heritage; and Quality Urban Services. This updated strategic plan focuses on six strategic commitments that the city council will use to guide our community's direction. We will monitor our progress with the development of key indicators for each commitment. These commitments are: A Healthy, Livable, Sustainable Vancouver Transportation Mobility and Connectivity Financial Health and Economic Vitality A Safe and Prepared Community Accountable, Responsive City Government An Active, Involved Community This strategic plan builds on our pastand will guide us into the 21 st centuryImplementing this plan together will enable us to move positively and confidently into the future with the assurance that Vancouver's needs are well met for years to come. Thank you for being an important part of our community ZT Mayor Royce E. Pollard rO t N c T rs a w s DI.C Page 84 of 314 WE ARE i EXECUTIVE SUMMARY As birthplace of the Pacific Northwest,Vancouver, Washington, is at a uniquecrossroads as it celebrates 150years as an incorporated city We are proudof our distinguished heritage and rich history but we want to be an active partner in helping to shape a dynamicand prosperous future notonly for our city but for our region. In March 2007 the VancouverCity Council began a process that involved city staff as well as our entire community to update our Strategic Plan including our vision for Vancouver's future. The original Strategic Plan that serves as the foundation for this update was developed in1997 and adopted by council in 1998 soon after the annexation of the Cascade Park area to the city, making Vancouver the 41^largest city in the state of Washington. The Plan was updated in 2000 and the celebration of our 150th birthday in 2007 was a logical time to evaluate whether the vision in the original plan was still shared by our citizens and whether the city's priority areas of focus were the right onesto achieve that vision. The city of Vancouver has realized many significant accomplishments during the past decade, but there are new challenges andopportunities ahead. As wemet with thecommunity, conducted surveys and focus groupsand provided opportunities to receive feedback through the city's web site we asked a series of fundamental questions. What kind of city do we want to be? What does it mean to bethe 4th largest city in the state? What is our role in the larger community—the county, the region, the state, and the nation? How do we envision our future? Is the vision created ten years ago still valid? Should it be changed? What are the most pressing issues and challenges our community will face in the next five to ten years?Where should city government focus its priorities? That discussion involved morethan 2,000 individuals. The result is that we have a new, more focused vision for the city of Vancouverbuilt upon ourcore values: active and livable neighborhoods, natural resources, economic vitality and diversity, cultural diversity, responsive government,heritage, and quality urban services. This updated strategic plan focuses on six strategic commitments that willguide city council's budgetary and policy decisions: A Healthy, Livable, SustainableVancouver Transportation Mobility and Connectivity Financial Healthand Economic Vitality A Safe and Prepared Community Accountable, Responsive City Government An Active, Involved Community E j On DI.C Page 85 of 314 EXECUTIVE SUMMARY, continued Implementation strategies will be developed through the city's budget process and departmental business plans. Progress towards achieving these commitments will be measured andmonitored by key indicators identified in the Plan. This Strategic Plan Update is a dynamic roadmap to help realize ourcommunity's future and in concertwith other planning and policy documents, will provide us with the tools to achieve ourcommunity's vision. Continue to be the beautiful city more and more people want to visit and inhabit. Keep our charm for generations to come" Stakeholder comment F cootf ' LJO I VZ J", " J E 4 A`Ctt, X DI.C Page 86 of 314 INTRODUCTION To paraphrase Lewis Carroll in Through the Looking Glass, if you don't know where you're going, it doesn't matter which way you go! The purpose of a strategic plan is to help organizations and communities determine where they want to go, whattheywant tobe, and how to get where they want to go, or in other words, how to achieve their vision for the future. For a strategic plan to be more than an academic exercise that results in an impressive, but dreary document gathering dust on a shelf, it must be developed by people who are passionate about an organization's potential and its future. What follows is the story of how this Strategic Plan Update for the City of Vancouver evolved andthe efforts of a diverse and concerned community to craft a vision and develop priorities for achieving that vision. Planning Process To provide a data and information base for the update of the strategic plan, an Environmental Scan was developed which reported on changes in Vancouver and its surroundings since the city's Strategic Plan was originally developed in 1997 and updated in 2000. The purpose of the scan was to help identify the important issues the city needs to address in order to realize its vision for the future. The Environmental Scan identified significant demographic, economic, social, technological and environmental changes in the past decade. It was compiled by city staff based on information and data from existing studies and reports. These included the City of Vancouver's Comprehensive Plan and Plan Monitoring Report, data developed as a part of the current Clark County Comprehensive Plan update, city department business plans, annual reports, budget documents, prior State of the City addresses, community surveys,census information, and other reference documents. Thescan focused on changes in both the external environment community, regional, national and international) as well as internal changes to the city organization and services provided by the city The foundation for this plan update, however, is the public involvement process. The planning effort included extensiveoutreach to our community to find outhow our residents view Vancouver, what their issues and concerns are, and what their hopes and dreams are for the future of our community In total, over 2,000 of our citizens and employees participated in the process: DI Avcos ,.{ j} I t. ll 1F' `"(+•»: fsr, v.. .., a, a DI.C Page 87 of 314 In May, 2007 a strategic issues telephone survey was conducted by Intercept Research. Six hundredVancouver residents were randomly selected toanswer a variety of questions including what makes Vancouver a great place to live, what are the top issues that the community faces, and the importance of a variety of city services and concerns. Eleven stakeholder sessions were held during June and July to ask similar questions. Almost 150 community members participated in these sessions, including representatives from the business community, education, social services, transportation experts, andother government agencies, members of various city boards and commissions, and neighborhood leaders. An electronic audience response system was used in these sessions to capture participants' ratings of the importanceof 32 city services and concerns. A survey of communityyouth wasconducted at Vancouver's first CouvFest, a youth- oriented music event, in June. Over 200 young peopleprovided their input on what they like about Vancouver and changes they would like to see. An on-line survey was conducted of city employees in September to get input from this very importantstakeholder group. A survey was conducted at the city's first Diversity JobFair in October, where we received responses from120 attendees at the fair There was extensive outreach to Vancouver's diverse ethnic groups to get their perspective on our communityPresentations were made at local ESL and citizenship classes, as well as an area church with a large Hispanic congregation. Survey instruments weretranslated into Spanish, Russian and Korean and distributed through classes, local agencies, and on the city's website. Over 500 responses were received. A strategic plan section was created on the city's web site to provide current information on the planning process to interested citizens and provideopportunity for further comment. As the plan was developed, stakeholders were asked to comment on and provide feedback to the draft documents. t<.iFF_F p CU J j e3 tii Y1 . , . a3 h` s f 1 Sa1C (I .ii'!'1-__•riu.NtF(! irill . . n: 9 DI.C Page 88 of 314 What did we learn? Based on the Environmental Scan and public feedback, it is apparent that our community, as well as citygovernment, has changed a great deal over the past decade. Thatchange has focused our attention on several community challenges and opportunities. It is also clear, however,that our residents value the qualityof life in Vancouver and that our community has many strengths on which to build. Following are some of the highlights of what we heard from our many stakeholders: Vision The Community Vision identified in the originalStrategic Plan in 1997 is still relevant, and most of theelements in that vision are still important to our community The natural beauty, our history and heritage, a vibrant downtown, the riverfront, our friendly and welcoming feel and strong neighborhoods continue to be sources of great pride; and a goodtransportation system andprosperous economy are still important to our future. The original vision, however, is missing some important components, such as Vancouver's emerging identity and role in the region, theneed to be more pedestrian friendly, for better access to mass transit, and to focus on sustainability How well are we doing? When asked, "Do you feel you are getting your money's worth for your tax dollar?" 70% of survey respondents and 54% of the focus group participants said YES. When asked, "Are we headed in the right direction?" only 18% of the nearly 900 people we asked said NO. A dL i 1 fix F1 j 1 III(t. Now to W11161 DI.C Page 89 of 314 Challenges we face By far, managing —and planning for - the impacts of growth was identified as the most pressing problem Vancouver faces in the next ten years. This involves a variety of issues, including impacts on neighborhoods, infill, balance of housing and commercial development, preservingand protecting open space and our tree canopy, and other environmental concerns. A close second, and related to growth, was transportation, including traffic congestion, the need for better mass transit, and the 1-5 commute. The third most pressing problem identified was the lack of adequatefamily wage jobs in Vancouver, resulting in over 60,000 Clark County residentscommuting to Oregon every day to work. Public safety also emerged as a community concern, much more so than in the original 1997 plan and 2000 update. This is somewhat attributable to national and international events that have occurred since then, such as Sept. 11 and other terrorist events, but also reflects concerns at the local level about increaseddrug and gang activity On a lesser scale, but important nevertheless, our stakeholders identified other issues they felt needed to be addressed as we look to the future of Vancouver These included building a stronger sense of community; enhancing urban amenities and cultural opportunities in Vancouver; improving accessibility to local governmentand the decisions made by our elected officials; adequate funding for public services; and preserving the heritage and natural beauty of ourcommunity Smaller cities and others in the community look to Vancouver for leadership." Stakeholder comment D 1GCl r 0 g *`ti. 11 DI.C Page 90 of 314 STRATEGIC PLAN UPDATE The following sections outline the framework for the strategicplan, the foundation upon which the plan is based, and the strategic commitments thatare the guide posts to help realize the community's vision andtoaccomplishthe city's mission. THE FOUNDATION The foundation of the strategicplan is built on the Community Vision, Core Values, the Organizational Mission and Vision, and the Organizational Operating Principles. Community Vision for 2028 Based upon feedback from the community,the CommunityVision is changed in 2008 to read: Birthplace of thePacific Northwest, Vancouver is the heart of southwest Washington, connecting people and places throughout the region. The mighty Columbia River is the link to our past and a key to our future. We are a friendly city for all ages, incomes, abilities and backgrounds, with proud, unique neighborhoods. We are dedicated to preserving our heritage and natural beauty while welcoming the opportunities change brings to our lively metropolitan community We are the most livable city in the Pacific Northwest. Residents and businesses across our city are passionate about building a safe, thriving and sustainable community together We are proud to proclaim, "I am Vancouver" City of Vancouver Core Values Unchanged since 1991) Active & Livable Neighborhoods Natural Resources Economic Vitality & Diversity CulturalDiversity Responsive Government Heritage Quality Urban Services n UU j f i000 J -,'"d`" ifl.'i. a t 2 DI.C Page 91 of 314 City of Vancouver Mission Statement Unchanged sincel997) To fosterleadership, stewardship, responsive services and community partnerships. Organizational Vision Statement Unchanged since 1997) Vancouver is recognized for its civic excellence. Employees are proud to work in an open, supportive environmentwhere we are empowered to create solutions and outcomes which exceed the expectations of the citizens weserve. Operating Principles Established 1996; updated2000) Stewardship Fiscal Responsibility Customer Service Integrity Respect Responsibility Cooperation Leadership Reputation STRATEGIC COMMITMENTS The purpose of the city's strategic commitments is to emphasize those areas that the community and the organization have identified as needing focused attention and effort to realize the community vision and accomplishthe city's mission. To be successful we must focus on the specific challenges and expectations that the strategic commitments are intended to address. By design,the strategic commitments do not addressall of the city's core functions and activities nor will we use thecommitments to allocate all of our resources. Individual employees, programs and some entire service areasmay find that their services do not directly relateto any one of the commitments. The strategic commitments are intended to provide focus to needs above and beyond basic services to achieve thecommunity vision. LO." -# r+ fl:IfI7`rl ..,.i:ixnr/FFfI F - 111I1i.c . iolY' „ `.ZAP ti# Mn y cr 13 DI.C Page 92 of 314 How the Strategic Commitments are Constructed Why this is important: These are challenges and issues in our community thatwere identified in our stakeholder input process (community survey, focus groups, etc.) that the strategic commitment is intended to address. Pledge: This is our commitmentor "pledge" to our community to address the concerns and challenges they identified. Strategic Directions: These are guidingapproaches, actions or strategies identified by many of our stakeholders to achieve the pledge. These are intended to provide guidance to city leaders, managers and work teams in developing more specific "tactical" actions and in allocating resources toward achievement of the strategic commitment. Key Indicators: These are high-level performance measures, identified by stakeholders and staff, to indicate to the community, policy makers, and city staff how well were doing in making progress toward achieving the strategic commitments. To be meaningful measures, they must tie back specifically to the challenges and issues the strategic commitment is intended to address. Vancouver is agem, it is just rough around the edges." Stakeholder comment OIJO 000. n eN c" AAIOU:~ i3fkc a 14L DI.C Page 93 of 314 2008 STRATEGIC COMMITMENTS To achieve our vision, we have identified the following six strategic commitments. A Healthy, Livable andSustainable Vancouver Transportation Mobility and Connectivity Financial Health and Economic Vitality A Safe and Prepared Community Accountable, Responsive City Government An Active and Involved Community We need to be a vibrant city!" Stakeholder comment b CL,— v X.7 r E&I O 15 DI.C Page 94 of 314 Strategic Commitment: A Healthy, Livableand Sustainable Vancouver Why is this important? Our citizens would like to live more healthy, sustainable lives, but systems are not in place to support that. For example, our neighborhoods are not as walkable as stakeholders want. Residents are concerned about climate change,the loss of natural areas, resource depletion, pollution anda declining qualityof life. Land use patterns are low density with uses separated and located far apart. Development is consuming green spaces and we have favored engineered systems over natural systems. Our Pledge We will build a community that balances environmental protection, economic health and social equity Strategic Directions Engage the community to develop andimplement a community-wide sustainability plan. Educatethe community about sustainability, and promote sustainablepractices by households and businesses. Lead by example. The city can lead the way for the community by utilizing sustainable practices in city operations, such as "green" purchasing, reduction of fossil fuel consumption in buildings and fleet and innovations in building design. Require sustainable development patterns with a mix of uses and better pedestrian, bicycle and transit connections fromneighborhoods to shopping and employment centers so that residents haveoptions for living more sustainably Protect andenhance our naturalinfrastructure, including our tree canopy, habitat, open space and greenways to improve our air and waterquality Give voice to futuregenerations by considering how our decisions and actions today impact their options and opportunities. E li ti `j A" U X I a A1,T}q:.. rr a 16 DI.C Page 95 of 314 A Healthy, Livable and Sustainable Vancouver Key Indicators a-- Clean Drinking Water: Percent of citizens rating drinking waterquality good" or excellent" u Livable City: Percent of citizens rating city livability "good" or "excellent" a--. Managing Growth: Percent of citizens rating growth management within the city as good" or "excellent" a Healthy Tree Canopy Percent of city that is covered by a tree canopy a-. Improved Tree Canopy: Number of new tree plantings supportedby the city in the calendar year o--. Preserve Open Space: City has acquired sufficient park land to meet ourresidents' stated needs or goal o--. Reduced Trash: Percent of total residential trash that is recycled or diverted from landfill u-. Accessible Parks: Percent of residents within one-half mile of a park, school or other accessible open area Be bold— make the hard choices now!" Stakeholder comment El u, i E o I 1 CI LlA ten W J t b 4.tiT t 17 V) IDI.C Page 96 of 314 pg . Strategic Commitment: Transportation Mobility and Connectivity Why is this important? r- Our citizens are concerned that traffic is increasing faster everywhere—on freeways, major streets and in neighborhoods—faster thanwe provide connections and capacity As a result congestion and pollution are worse. Specifically, theywould like a more complete and balanced transportation system, more attractive bicycle and pedestrian connections betweenresidentialneighborhoods and shopping districts or employment centers, and better transit connections with more frequent service. According to multiple surveys, conducted by various organizations in 2007, a majority of our residents would like a high capacity transitoption for Vancouver Our Pledge We will develop a safeand balancedtransportation system and encourage better transit service throughout the region, including high capacity transit connections to the Portland metropolitanarea. Strategic Directions Provide a variety of safe, accessibleand attractivetravel options for residents, including sidewalksand trails, bicycle routes, streets and transit. Complete the missing links in our pedestrian, bicycle,trail and street systems, connecting neighborhoods to work, shopping and recreational facilities. Recognize that congestion in community centers is a sign thatpeoplewant to be there but do notcompromise the vitality of the area to reduce congestion. Work with C-Tran to improvetransit service throughout the city Work with the 1-5 Columbia RiverCrossing team to ensure that the new bridge includes high capacity transit connections, as well as bicycle and pedestrian components andfits into the landscapeofdowntown Vancouver Anticipate and plan for transportation systems which will meet the needs of future generations. DOD r OOC? 0 ; 0 Ir If li:t.S i'_~..xnnrRtn . F 4 „ " I V L N IDI.C Page 97 of 314 Transportation Mobility and Connectivity Key Indicators o--. Access: Average vehicle miles traveled to work, shopping and recreation inthe past year a--. Congestion: Percent of residents who rate traffic congestion as a "top three" community challenge o--. Street Condition: Percent of lane miles in "satisfactory" or better condition usingPAVR evaluation system o--. Street Safety: Number of total reported injury accidents (vehicle, pedestrian, bicyclist) on all city streets for the year n-. Driving Safety Percent of residents who feel safe while driving in Vancouver o-. People Connectivity: Total miles of bike, walking and hiking trails in Vancouver as of December 31 B1 o-. Alternative Transportation: Annual bus ridership (C-Tran) in millions of rides Some thingscould derail our progress. Bridge and transportation issues could unwind it all." Stakeholder comment C IN E AIU E N a w .JT .. Bti o ', 1. 1 r:`'' 5 ("4" ?'I__•mrti,.(ifil 111(N t - r l V) 19 DI.C Page 98 of 314 Strategic Commitment: Financial Health and Economic Vitality Why is this important? Vancouver needs quality jobs to ensure the long-term economic viability of our city and to support the basic needs of our communityAn estimated 60,000 Clark County residents commute to Oregon every day to work, as well as pay income taxes to the state of Oregon, because there are insufficient living wage jobs in our own community We are losing our youthto other communities because therearen't enough good jobs to bring them back to Vancouver after completingtheir education. In addition, ourcitizens and business community, through the ballot box and public testimony, have told us they want a voice on new or increased taxes and are concerned about theincreasing tax burden on their ability to pay However,the need and demand for adequate public services, especially in the areas of publicsafety and transportation, continues to grow; andthe costs are far outpacing available revenues. Our Pledge We will foster a dynamic, diverse economy in Vancouver to provide good jobs for our citizens, support successfulbusinesses - large and small - and ensure financial stability for future generations. I am concerned about the financial ability of the city to preserve the amenities, history and special assets of Vancouver" Stakeholder comment Fio u O 20 DI.C Page 99 of 314 Financial Health and Economic Vitality Strategic Directions Actively recruit"green" businesses (andgreen jobs) to Vancouver asa key component of our economic development strategy Build upon our existing signature industries and resources by attracting complementary businesses and industries to expand and strengthenthe local economy Leverage private investment that results in tax base expansion andliving wage job creation. Continue revitalization across the city with a focus on new development and redevelopmentopportunities that foster and promote unique and vibrant neighborhoods and business districts. Continue the redevelopment of the downtown area, including the waterfront, into a vibrant, pedestrian-friendly, mixed use community center Build on the community's history, heritage, natural resources and livability to promote Vancouver as a tourism destination. Reach out to thecommunityto raise awareness of the benefits of economic development. Sustain core governmental services within available resources. Key Indicators Income: Clark County median family income Housing: Change in the Clark County housing affordability index P-- Employment Rate: Clark County/Vancouver employment rate Local Job Creation: Percent of citizens rating city job creation and business development as "good" or "excellent" in survey Economic Development: Number and value of new economic development projects initiated/approved this year Work in Vancouver: Percentage of Clark County labor force who are employed in Clark County Funding City Services: Citizens' perception of city's ability to provide existing services within budget in the futureaccording tosurvey City Financial Stability The city has a high bond rating E r Duo 0EC1ODD V 60 y, J S i ).,."r'o 21 DI.C Page 100 of 314 n Strategic Commitment: d A Safe and Prepared Community 19 1 I Why is this important? Public safety is a growing concern for our citizens andthey want to be part of the solution. It is difficult, however, to connect new residentsand people who commute to work in Oregon to city governmentand to one another Our youth requiresafe, healthy places tomeet and constructive andpositive recreational and work opportunities. Recent acts of violence and natural disasters have increased the importance of emergencypreparedness as a city organization as well as for individual households. Working closely with our neighborhoods, business associations and otherorganizations, city officials need to make government services accessible to all residents and provide opportunities for residents to work together to resolve community problems and create a safe and prepared community Our Pledge We will ensure a safe and secure environment for our residents, businesses and visitors using a community-oriented approach. Keep good police action so people feel safe." New resident Ei C1 J 4'° 51IF U If ttJJ at ! -tirwl 0 22 DI.C Page 101 of 314 A Safe and Prepared Community Strategic Directions Promote, enhance, andincrease community-based partnerships in crime prevention, fire and life safety emergencypreparedness and community policing. Support progressive code enforcement and neighborhood partnerships that encourage healthy and vital neighborhoods free of crime and decline. Be proactive in developing and establishing community-based emergency preparedness programs. Ensure appropriate service levels for public safety services as community population grows. Reduce risk and increase safety through community-based crime and fire prevention programs. Reduce through-traffic into neighborhoods for quickeremergency vehicle response and to provide a safer environment for children. Support eventsand activities at parks and communitycenters that provide a positive outlet for youth as a crime prevention tool. Key Indicators 8-- Overall Safety: Citizens feel safe in their neighborhood during the day e--. PropertyCrime: Property crime rate for Vancouver o--. Violent Crime: Violent crime rate for Vancouver a, PoliceResponse: Highest priority call response times (Priority 1 calls less than .3% of calls) n Fire S EMS Response: Percent of city (urban) responses under 5 minutes e--. Fire Loss: Average dollar value of fire loss per structure fire Well Lighted Streets: Citizensatisfaction with street lighting levels o-. Resolving Unsafe or Unhealthy Conditions: Number of code enforcement nuisance and safety cases resolved N E D( ioU Tf j0 1I J[tp/ 23 DI.C Page 102 of 314 Strategic Commitment: Accountable, Responsive City Government Why is this important? Stakeholders - residents, businesses,customers, regional partners, and employees—look to Vancouver to set a standard of excellence in city governance. They want cityleaders to ensure that Vancouver is a great city even in a time of constrained resources for residents, businesses and government. They have also made it clear that they want to understand howdecisions are made and want to be involved in solving the community s problems and setting priorities, especially the financing of essential services. They wantaccountability and accessibility from our city leaders as they make decisions that will affect thelives of current and future generations in Vancouver Our Pledge We will be a leader in the efficient and effective delivery of services that our community values the most. Strategic Directions Maintain an environment of open communication that invites the public to participate in decisions concerning city services and funding of those services. Implement long-range financial strategies to ensure a competitivelevel of municipal services. Continue to utilize sound fiscal practices to maintain financial stability and solvency of city government. Fully integrate the Strategic Plan, Comprehensive Plan, departmental business and performancemanagement plans with financial planning and resource allocation. Partner with other local governments, community organizations andthe private sector to optimize delivery of effective and affordable services to our citizens. Evaluate customer satisfaction with city services on a regular basis andimplement appropriate service improvements. Ensure that cityservices are accessible to all members of the community v I nn E t Q as lJ 1 I' Iwj nt fir. air. a 24 DI.C Page 103 of 314 Accountable, Responsive Government Key Indicators Good City Government: Citizen ratingof citygovernment overall performance Good City Employees: Citizen rating of contactwith city employees 0--. Responsive Government: Percent of new single-family residentialbuilding permits completed within 14 days o-- Responsive Government: Percent of citizens who feel citygovernment responds to their concerns o--. Leadership: Percent of cityemployees rating effectiveness of city leadership "good" or "excellent" e-. Government Value: Citizens rating of the value that Vancouver provides for the tax dollar 0--. Cost of City Services: Overall cost per capitafor city services e-. Recreational Program Value: Percent of direct cost recovery achieved for all programs We moved to Vancouver 4 years ago. In my former town, my voice was never valued much. In Vancouver 1 feel that public opinion is heard, considered, and respected." Survey respondent 7 J1Q t I k Ci E Cot loll a Ica r — 7 J j inuilTlll ill(f. u _ Rf: +•Ni O 25 DI.C Page 104 of 314 Strategic Commitment: An Active, Involved Community e' Why is this important? With the demands of work and family, it is a challenge to get people to be active participants in civic life. Vancouver's increasingly diverse population, in terms of age, abilities andethnicity, is a source of strength as well as a challenge when it comes to getting them involved in the community To realize the benefits of our unique and diverse community,we must create waysto break down barriers and make government more accessible to everyone. The interaction of residents, especially our youth, and government strengthens our community We also believe government effectiveness increases when citizens are engaged and informed. We value volunteers and encourage involvement, whether it is within the neighborhood or within the larger community, because it promotes a healthy city Listening to, and understanding theconcerns of citizens, fosters mutual trust. Our Pledge We will help build a community that welcomes everyone and provides them with the opportunity to participate fully in community life. We need to create more of an identity for Vancouver so that newcomers connect' more with the community Stakeholder comment r toiULJ e f-S r,—1 lr, a 7(]p A a 26 DI.C Page 105 of 314 An Active, Involved Community Strategic Directions Create and implement a comprehensive communications plan to encourage informed citizen participation in civic life. Support communityevents and activities that create opportunities to build community and neighborhood identity Support and develop programs that involve our youth in the community and teach them to be good citizens. Promote and celebrate the multiculturalism of the community and encourage active involvement by all in civic life. Nurture citizen involvement through volunteer opportunities. Strengthen neighborhood identity and character while promoting identification with the broader community Encourage our citizens of all ages to celebrate important dates and milestones marking ourcommunity's rich heritage. Support strong andactive neighborhood and business associations. Ethnic diversity is respected as the 'fabric' of our community; build on that strength." Stakeholder comment k O r S, _ 7' fly >- n li- ,::,t c nn J ?,,, . tom tt I —...,N,rRCft i _ fl(IA c . nilt't a 27 DI.C Page 106 of 314 AnActive, Involved Community Key Indicators 0--. Neighborhoods are Active: Percent of recognized neighborhood associations that met last year at least quarterly e-- Widespread Sense of Community Number of public events in the community that involve more than 500 people e--. Sense of Belonging: Percent of citizens who feel like part of the community Connected Citizens: Number of citizens signed up for GovDelivery email information service as of December 31" e--. People Vote: Percent of eligible voters who voted in the last city election 0- Participating in Government: Number of applications for commissions and boards on December 3l" a-. People Visit Community Centers: Annual visits to community centers Volunteerism: Percent of community who report they volunteer at least monthly Focus onthe entire city, not just downtown; let's be 'one city"' Stakeholder comment E 1 C1 001j r E F1 If a 28 DI.C Page 107 of 314 THE NEXT STEPS As indicated when we began the story of Vancouver's 2008 Strategic Plan Update and our community's vision for 2028, a plan such as this is only as strong as the commitment to accomplish it. We must make tangible progress toward the achievement of our vision orthat vision is just words that lead nowhere. To do this we must focus. We must prioritize. We must beaccountable. How do we gofrom enthusiastic words to measurable action? There are four critical steps: OPERATIONAL BUSINESS PLANS withspecificaction-oriented goals, discrete and focused workactivities anda balanced set of performance measures for each city department and program; RESOURCE ALLOCATION that is tied directly tothe city's biennial budget, aligning priorities with how we spend public dollars; MONITOR KEY INDICATORS to hold ourselves accountable in reporting on progress in achieving the strategic commitments; PERIODIC REVIEW of the Strategic Plantoinsure that it continues to focus city government on the issues of most importance to the community Peoplesay 'thank you' in Vancouver That is memorable." Stakeholder comment ry 1 j ill f y!'uff j , I' CO 11 i` 2ft .(t U: ? fi •N"i:6- ,;tiu' tud«,.,,.v .• x r m. DI.C Page 108 of 314 ATTACHMENT F DI.C Page 109 of 314 1 4 Z k F CITY OF STRATEGIC PLAN We envision Medford asan outstanding community - a vibrant place for people tolive, work, and play Our Mission: Continuous DI.C Page 110 of 314 11NF.(il JN Citizens of Medford: On behalf of the Mayor and City Council, I am pleased topresent the City of Medford 2012 2018 Strategic Plan. Strategic planning sets forth the City's vision, goals, objectives and the strategic decisions needed to guide the operations and resource needs. This document provides policy direction to the Budget Committee and staff in the development of the biennialbudget. The goals, objectives and action items contained within thisdocument will be reflected and referenced in future budget proposals. ThisStrategic Plan, with fifteen goals and 117 actionitems, has been developed to clearly reflect the policydecisions and directions as set by the Mayor and City Council. Within the document, there are specific actionitems and timelines for completion for identified projects and processes. However, this is an overarching document that sets the policy direction and should not be interpreted to be a project work list. The work, projects andprocesses undertaken by the City of Medford can be referenced to these overarching policies. Thank you for your interest in the City of Medford. Respectfully, Eric Swanson City Manager Without a vision,the people will perish. Without a plan,the vision will perish. Without funding,the plan will perish. City of Medford Strategic Plan Page 1 DI.C Page 111 of 314 City of Medford Strategic Plan 2012-2018 Safe Community 1 Ensure a safe community by protecting people, property and the environment. 2 Provide public education regarding law enforcement, gangand drug activities and promote emergency preparedness. 3 Provide prevention and proactiveeducation regarding public safety 4 Provide a safe working environment for City employees Healthy Economy 5 Continue implementation of the Economic Development Strategy 6 Maintain and enhance community livability 7 Encourage a diverseeconomy Quality Public Services 8 Provide recreational activities and opportunities toimprove the lives of Medford residents. 9 Provide a safe, multi-modal, efficient and wellplanned transportation system 10 Provide efficient and effective sewer and storm water services 11 Provide efficient and state-of-the-artdevelopment application review Responsive Leadership 12. Ensure financial stewardship and long-term municipal financial stability for City services, assets and facilities. 13 Preserve natural resources within the City of Medford and its Urban Growth Boundary 14 In an openand transparent manner effectively deliver municipalservices that Medford citizens need, want and are willing to support. 15 Ensure qualified City workforce through ongoing training and education City of Medford Strategic Plan Page 2 DI.C Page 112 of 314 Objective 1 3 Increase public awareness of floodplain hazards and Fire and Life Safety Action Dept. Timeline 1.3a Hold annual public outreach event related to Building Ongoing floodplain hazards 1.3b Hold annual public outreach event related to fire Fire Ongoing and life safety 1.3c Prevent violations of Oregon State fireworks Fire & Ongoing laws. Police 1 3d Recommend built-in fire safety elements in new Fire Ongoing buildings and identify and address fire safety issues in existing buildings 1 Objective 1 4• Direct law enforcement strategies to respond most effectively tocrime trends and emerging issues. Action Dept Timeline 14a Continue to monitor crime statistics and Police Ongoing integrate technologyinto operations 1.4b Monitor high crime neighborhoods and develop Police Ongoing plansto impact crime and improve livability. 14c Use information systems to connect crime Police Ongoing prevention with patrol, special operations and specific community groups. 1.4d Conduct periodicassessment of beatboundaries Police Ongoing City of Medford Strategic Plan Page 4 DI.C Page 113 of 314 Objective 1 5 Enhance community partnerships to address crime and emerging crime trends. Action Dept. Timeline 1 5a Continue to expand the Neighborhood Watch and Police Ongoing Volunteer Programs. 1 5b Continue to use the Volunteer Program to staff Police Ongoing Bike Path and Park Patrols. 1 5c Continue to use the Volunteer Program to assist Police Ongoing withstaffing the Counter Report positions as well as to support other Police functions such as document imaging 1 5d Continue to work with schools to reduce drug use Police Ongoing in the schools 15e Develop partnership between Police, Fire and Police,Ongoing Parks & Recreation to increase recreational Fire & programming opportunities to reducedrug use Parks and gang activity Objective 1 6 Assure that law enforcement resources are appropriately allocated Action Dept. Timeline 1 6a Review calls for service times Police Ongoing 1 6b Review team staffing numbers. Police Ongoing 1 6c Develop a differential response plan Police Ongoing 1 6d Enhance Code Enforcement partnerships. Police Ongoing 16e Continue to work to provide officers time for Police Ongoing problem solving and to increasecitizen interaction 16f Develop and implement a beat management Police Ongoing system to hold personnel accountable for their assigned areas and to provide an environment where officers can collaborate on problem solving projects. 16g Increase number of Neighborhood Watch Police Ongoing programs and citizen volunteers. 16h Enhance Counter and Computer report taking Police Ongoing capabilities. 1 6i Complete Police Facilities needs assessment. Police 2013 City of Medford Strategic Plan Page 5 DI.C Page 114 of 314 Objective 1 7• Fund and implement a phased-in approach to update all Fire facilities as identified in the Fire FacilitiesMaster Plan. Action Dept Timeline 17a Determine siting, land acquisition and funding Fire 2013-15 sources and options. Objective 1 8 Continue to improve emergency response times to meetCity Council and Fire District adopted goals. Action Dept. Timeline 1.8a Implement methods and technology as identified Fire Ongoing in the Emergency Services Master Plan. Objective 1 9 Protect the environment by using water resourceswisely Action Dept. Timeline 1.9a Develop and promote landscape irrigation Planning 2014 regulations that conserve water. Objective 1 10• Protect thewaterquality in natural streams Action Dept. Timeline 1.10a Enforce prohibition of illicit storm water Public Ongoing connections and discharges Works 110b Implement industrial sewage pretreatment Public Ongoing program to ensure that Regional Water Works ReclamationFacility processes are not impacted and sewage treatment remains effective I o a=• City of Medford Strategic Plan Pale 6 DI.C Page 115 of 314 Objective 1 11 Minimize thenegative impacts of storms. Action DeDt Timeline 1 11a Continuously eliminate capacity deficiencies in the Public Ongoing storm drain system to prevent flooding. Works 1.11b Annually remove debris and overgrowth in flood Public Ongoing channels Works GOAL 2: Provide public education regarding law enforcement, gang and drug activities and promote emergency preparedness. Objective 2 1 Improve the flow of communication between thecommunity and the City Action Dept. Timeline 2.1a Continue quarterly meetings of the PolicePolice Ongoing Advisory Committee to provide community input and to receive departmental information. 2.1b Increase public education opportunities to assist Police Ongoing the public in understanding the Medford Police Department mission, challenges and to improve citizen ability to be proactive crime prevention partners. 21c Implement program and activities to provide All 2013 public education regarding emergency Depts preparedness 2.1d Address transportation alternatives to respond to Public Ongoing disaster impacts Works, Emerg Mgt City of Medford Strategic Plan Page 7 DI.C Page 116 of 314 GOAL 3: Provide prevention and proactive educationregarding public safety. Objective 3.1: Provide educational prevention programs to reduce the incidenceof emergency responses, with particularattention to children, heart-related and senior citizen injuries. Action Dept Timeline 3.la Continue support of education programs such as Fire Ongoing Safe Kids and Fire & Life Safety. GOAL 4: Provide a safe working environment for Cityemployees. Objective 4.1. Foster a culture in which employees understand their responsibilityfor safety in the workplace Action Dept.Timeline 4 l Continue modeling of safe work practices, All Ongoing participation in training, and evaluating andDepts. responding to safety relatedsuggestions. 4 l Encourage employee participation in safety All Ongoing training. Depts. 4.1c Acknowledge and reinforce positive employee All Ongoing safety behavior Depts. 41d Identify and correct safety issues in the All Ongoing workplace Depts. 4 l Continue operation of the City's Safety Finance Ongoing Committee and subcommittees. 4.1f Continue and improve the City Wellness All Ongoing Program Depts. City of Medford Strategic Plan Page 8 DI.C Page 117 of 314 HEALTHY ECONOMY Goals. 5 Continue implementation of the Economic Development Strategy 6. Maintain and enhance communitylivability 7. Encourage a diverse economy GOAL 5: Continue implementation of the Economic Development Strategy Objective 5 1 Promote retention, expansion and development of new businesses. Action Dept.Timeline 5 l Adopt code amendments that encourage the Planning Ongoing development of existing sites and the redevelopment of underutilized employment sites 5.1b Consider alteration of infrastructure level of Public 2015 service (LOS) standardsto align with other Works & community objectives. Planning 5.1c Continue and expand on regional partnerships to Ec Dev Ongoing promote unifiedregional economic development 5 ld Investigate opportunities to utilize urban renewal Ec. Dev Ongoing districts and other tools to promote business development and expansion and/oraddress underutilized properties. 5.le Consider methods and partnerships to encourage All 2013 participation of local firms with City projects to Depts. assist in expansion of local expertise. 5 if Investigate and consider opportunities for Ec. Dev. Ongoing international business development. 5.1g Continue and expand on regional partnerships to All Ongoing promote travel and tourism. Depts. iAkii City of Medford Strategic Plan Page9 DI.C Page 118 of 314 Objective 5 2 Expand infrastructure systems to meet anticipated demand. Action Dept. Timeline 5 2a Seek alternative funding sources or an increase Parks 2014 to the Park Utility Fund to completethe final three playing fields at U.S. Cellular Community Park. 5 2b Establish and utilize SDC's to expand street, Public Ongoing sewer and storm drain systems. Works 5.2c Research and bring forward recommendations Parks & 2013 to address the unmet aquatics needs. Recreation Objective 53- Collaborate with other agencies, non-profits, and educational institutions to prepare a workforce for the 21St century. Action Dept. Timeline 5.3a Provide City input to training programs that Econ. Ongoing support the personnel needs of businesses in the Dev community and those potentially locating to the community GOAL 6: Maintain and enhance community livability. Objective 6.1. Promote the aesthetic quality of the urban environment Action Dept.Timeline 6 l Develop project review objectives and design Planning 2016 standards. 6 lb Consider code language addressing the planting Planning 2015 and care ofstreet trees. Parks 61c Maintain an inventory of area suitable for Planning Ongoing preservation as open space Parks City of Medford Strategic Plan Page 10 DI.C Page 119 of 314 Objective 6.2: Ensure that the City's codes enable developers andnon-profit providers to meet the housing needs of the City of Medford. Action Dept Timeline 6 2a Remove unnecessary local regulatory Planning 2014 impediments to housing 6.2b Consider removingthe density cap for residential Planning 2014 development in commercial zone districts 6 2c Assure adequate land is available for a mix of Planning Ongoing incomelevels and dwelling types balancing placement throughout City Objective 6.3: Encourage the continued revitalization of the downtown. Action Dept.Timeline 6.3a Remove unnecessary local regulatory Planning Ongoing impediments to downtown development and redevelopmentactivities 6 3b Remove redundant design review and approval Planning 2014 processes 6.3c Consider employing wayfinding techniques to Planning 2016 direct citizens, travellers and touriststo and from the downtown area. 4 N e I/V J I1 e Historically came 6 City of Medford Strategic Plan Page 11 DI.C Page 120 of 314 Objective 6 4 Increase access and public enjoymentof Prescott Park by developing appropriate facilities. Action Debt Timeline 6.4a Continue implementation of master plan by Parks Ongoing expanding multi-use. 6.4b Develop additional parking facilities Parks 2015 Objective 6.5: Support and encourage community driven efforts to establish identity andsense of place. Action Dept Timeline 6.5a Continue to encourage establishment of Planning Ongoing neighborhood associations. GOAL 7: Encourage a diverse economy. Objective 7.1 : Ensure there is a long term supplyof appropriately located and serviceablecommercial and industrial land. Action Dept Timeline 7 l Maintain an up-to-date inventory of such lands Planning Ongoing and periodically compare themto the needs identified in the Economic Element of the Comprehensive Plan. City of Medford Strategic Plan Page 12 DI.C Page 121 of 314 QUALITY PUBLIC SERVICES Goals. 8. Provide recreational activities and opportunities to improve the lives of Medford residents. 9. Provide a safe, multi-modal, efficient and well planned transportation system 10 Provide efficient and effective sewer and storm water services 11 Provide efficient and state-of-the-art development application review GOAL 8: Provide recreational activities and opportunities to improve the lives of Medford residents. ObjectIve 8.1 . Ensure that long-term plansare adopted that identify where land is needed for parks and pedestrian/bicycle trail systems throughout the City Action Deot. Timeline 8 la Fulfill identified land needs when properties are Parks Ongoing proposed fordevelopment. 8.1b Pursue the inclusion of Prescott and ChrissyPlanning 2014 Parks into the City's Urban Growth Boundary. & Parks 8.1c Locate parks and facilities in underserved Parks Ongoing areas P` II h* 5 City of Medford Strategic Plan Page 13 DI.C Page 122 of 314 Objective 8.2: Adjust recreation programs and services tomeet changing demographics and growing community needs. Action Dept. Timeline 8.2a Annually complete a city-wide needs Parks Ongoing assessment to determine changes in programming focus and expansion Objective 8.3: Establish more revenue-generating programs to help fund orsubsidize other programs and services Action DNA. Timeline 8.3a Review cost recovery and pricing models for Parks Ongoing programming with the Parksand Recreation Commissionto establish recovery levels 8 3b Increase the amount of sponsorships for Parks Ongoing programs and advertising opportunities with business partners by 3% annually GOAL 9: Provide a safe, multi-modal, efficient and well planned transportation system. Objective 9.1 . Ensure that neighborhoods aredesigned with pedestrian and bicycle access ways that are connected to recreational facilities in the City. Action Dept. Timeline 9.1a Where gridded street patterns are not feasible, Public Ongoing assure that bicycle and pedestrianconnections Works are provided in neighborhoods City of Medford Strategic Plan Page 14 DI.C Page 123 of 314 Objective 9 2 Maximize the efficiencyof the transportation system through effective land use planning Action Deot. Timeline 9 2a Undertake efforts to increase the percentage Planning Ongoing of new dwellingunits and employment located in Transit Oriented Districts (TODs) and mixed use areas 9 2b Complete and adopt implementing ordinances Planning 2013 for the Southeast Plan area Objective 9 3 Encourage pedestrian friendly design near activity centers. Action Dept. Timeline 9 3a Identify existing activity centers in the City Planning 2013 Objective 9 4 Efficient, safe, and competitive movement of people and goodsto and from the Rogue Valley International-Medford Airport. Action Dept. Timeline 9 4a Amend the Comprehensive Plan and Land Planning 2016 Development Code to support the Airport Master Plan Objective 9 5 Maintain and update Transportation System Plan Action Dept. Timeline 9Sa Update Transportation System Plan Public Works 2013 9 5b Continue construction of the Safe Sidewalks Public Works 2018 for Schools. Lily of Medford 7 rr Wcfi n$yft mPkri 1 City of Medford Strategic Plan Page 15 DI.C Page 124 of 314 GOAL 10: Provide efficient and effective sewer and storm water services. Objective 10 1 Ensure that costs associated with new development are borne by the developer and notby the public-at-large Action Dept. Timeline 10 la Provide regular training to elected and Planning Ongoing appointed officials and staff on the "Nolan" & Legal and "Dolan" decisions, focusing on the principles of essential nexus and rough proportionality 10 lb Prior to issuance of staff reports, have legal Legal Ongoing staff reviewthe "Nolan" and 'Dolan" findings prepared by the Engineering Division Objective 10 2Use incentives to encourage innovative means of detaining and conveying stormwater associated with thedevelopment of private property Action Dept. Timeline 10 2a Increase the use of bioswales and other Planning & 2014 natural stormwater conveyance systems. Public Works Objective 10 3 Establish construction standards whichensure installation of durable underground facilities Action Dept.Timeline 10 3a Update pipe material and installation Public Works 2013 standards. Objective 10 4 Reliably treat sewage in compliance with the applicableNational Pollutant Discharge Elimination System (NPDES) permit. Action Dept.Timeline 10 4a Upgrade plant facilities to improve Public Works 2016 reliability City of Medford Strategic Plan Page 16 DI.C Page 125 of 314 GOAL 31: Provide efficient and state-of-the-art development application review Objective 11 1 Reduce development application cycle time Action Dept.Timeline 11 la Develop a faster process for specific Development 2014 commercial redevelopment project types. Services Depts 11 lb Develop an over-the-counter process for Development 2013 residential remodels and additions Services Depts 11 lc Develop a simplified process for review of Development2014 remodels of schools and hospitals. Services Depts. 11 id Develop a set of rules to facilitate storageDevelopment 2013 lots for shipping containers.Services Depts. X11 S P Objective 11 2 Assist applicants in submitting thorough and complete development applications. Action Dept.Timeline 112a Create flow charts outlining applicationDevelopment 2014 process per Horizon Centre Study Services Depts 11 2b Improve application checklist. Development 2013 Services Depts. City of Medford Strategic Plan Page 17 DI.C Page 126 of 314 RESPONSIVE LEADERSHIP Goals 12 Ensure financial stewardship and long-term municipal financial stability for City services, assets and facilities. 13 Preserve natural resources within the City of Medford and its Urban Growth Boundary 14 In an openand transparent manner effectivelydeliver municipal services that Medford citizens need, want and are willing to support. 15 Ensure qualified City workforce through ongoing training and education GOAL 12. Ensure adequate long-term municipal financial stability for City services, assets and facilities. Objective 12.1 Assure that law enforcement resources are appropriately allocated by assessingcalls for service and eliminating responsesto calls that do not require police presence Action Deot. Timeline 12 la Assess and modify a beat management system to Police Ongoing hold personnel accountable for their assigned areas. 12 lb Maintain an environment where officers can Police Ongoing collaborate on problem solving projects. Objective 12 2 Provide Public Works infrastructure (streets, sewer, and storm drainage) construction and maintenance at the lowest life-cyclecosts. Action Dept. Timeline 12 2a Require utility trench patches which span travel Public Works 2014 lanes to minimize reduction of pavement life 12 2b Increase pavement restoration to match Public Works 2017 deterioration rate City of Medford Strategic Plan Page 18 DI.C Page 127 of 314 Objective 12.3: Continue to fund capital improvements to city owned facilities to preserve and increase the life capacity. Action Dept Timeline 12.3a Develop a long-range capital improvement plan All Depts 2014 for all City facilities. 12.3b Provide necessary maintenance resources for all All Depts. Ongoing city-owned facilities. 7 Objective 12 4. Continue to address financial best practices to ensure financial stability now and into the foreseeable future Action Dept Timeline 12 4a Conduct regular revenue and expense Finance 2013 forecasting (4 yrs.) 12 4b Develop alternative options/plan to address All Depts Ongoing revenue shortfalls 12 4c Review staff recommendations regarding Finance 2013 financial systems. City of Medford Strategic Plan Page 19 DI.C Page 128 of 314 GOAL 13: Preserve natural resources within the City of Medford and its Urban Growth Boundary. x r Objective 13.1 . Protect waterways and wetlands which are unique components of the urban landscape. Action Dept Timeline 13.1a Consider protection for those riparian areas on Planning 2014 tributaries not currently subject to Riparian Corridorregulations. 13 lb Establish storm water program required by the Public Works 2015 City's National Pollutant Discharge Elimination System (NPDES) Phase 2 permit. Objective 13.2: Encourage energy conservation and production Action Dept Timeline 13 2aUse energy-efficient building techniques and Parks Ongoing solar energy in public construction and remodeling 13 2b Consider opportunities to develop and support Public Ongoing diverse domestic energy production and Works consumption City of Medford Strategic Plan Page 20 DI.C Page 129 of 314 GOAL 14: In an openand transparent manner effectively deliver municipal services that Medford citizens need, want and are willing to support. Objective 14.1 . Revise Public Works utility rates at a level that matchesthe Levels of Service (LOS) established by the City Council or, alternatively, adjust LOS to match resources available. Action Dept Timeline 14.1a Present new utility bill methodologies to Public Works 2013 Council for adoption. 14 1b Establish sewer utility billing that accurately Public Works 2013 reflects the costs of sewage collection and treatment for each customer Objective 14.2 Revise street utility fee to more accuratelyreflect the traffic generated by land use. Action Dept. Timeline 14.2a Present Code amendments to more fairly Public Works2013 assess trip generation on which street utility fees are based. Objective 14.3: Revise storm drain utility fee to more accurately assess the costs of storm drainage to each property in the City Action Dept.Timeline 14 3a Present Code amendments to adjust the Public Works 2013 impervious area calculations on which storm drain utility fees are based. Objective 14.4: Maintain sufficient resources to meet service levels as set by policy makers Action Dept.Timeline 14 4a Allocate funding for staffing requirements or All Depts Ongoing outsourcing of services 14 4b Dedicate resources to address changing All Depts. Ongoing demands for service. City of Medford Strategic Plan Page 21 DI.C Page 130 of 314 Objective 14.5: Provide adequate opportunities for public input. Action Dept.Timeline 14.5a Consider alternative methods of All Depts. Ongoing communication to provide additional opportunities for citizen education and interaction 14.5b Provide guidance and feedback opportunities Council Ongoing for citizen boards and commissions. 14.5c Encourage participation on City boards and Council Ongoing commissions that reflect thediversity of the community AIIH e , 1 GOAL 15: Ensure qualified City workforce through ongoing training and education. Objective 15.1: Implement job performance standards and update the performance appraisal system(s) for all employees Action Deot Timeline 15 la Revise and update the City's employee Human 2013 performance appraisal form and process Resources City of Medford Strategic Plan Page 22 DI.C Page 131 of 314 Objective 152• Provide developmentopportunities to personnel that meet the operational needs of thedepartments and contributes to the growth and professional development of the employee Action Deot.Timeline 15.2a Assess training needs and develop training All Depts. Ongoing plans for personnel. 15 2b Assess mentoring program for employees. All Depts Ongoing 15.2c Identify and maintain a Succession Plan for All Depts Ongoing employee advancement opportunities Objective 15 3• Continue to encourage a workforce that reflects the diversity of the community. Action Deot.Timeline 153a Review and utilize a variety of recruitment All Depts. Ongoing opportunities. City of Medford Strategic Plan Page 23 DI.C Page 132 of 314 ATTACHMENT G DI.C Page 133 of 314 TOWN OF CLUEEN CREEK ARIZONA s moo 4 1W u DI.C Page 134 of 314 Contents INTRODUCTION. 2 THE GUIDING PRINCIPLES FOR CREATING THE CORPORATE STRATEGIC PLAN 3 KRA 1. CAPITAL IMPROVEMENT PROGRAM (CIP)4 KRA 2:COMMUNITY INVOLVEMENT 5 KRA 3:COUNCIL PROFESSIONAL DEVELOPMENT 7 KRA4 ENVIRONMENT 8 KRA 5: FINANCIAL MANAGEMENT/INTERNAL SERVICES AND SUSTAINABILITY 10 KRA 6: IMAGE/IDENTITY 12 KRA 7• INTERGOVERNMENTAL RELATIONS 14 KRA 8: LAND USE/ECONOMIC DEVELOPMENT 16 KRA 9- PUBLIC SAFETY(FIRE, EMERGENCY SERVICES AND POLICE/SHERIFF) 19 KRA10:TECHNOLOGY 22 i DI.C Page 135 of 314 Introduction In 2007,the Queen Creek Town Council undertook a new process to establish goals for the community In prior years, the Council would developannual goals that comprised mainly of a long list of various issues,tasks, and categories. While this effort was usefuland very beneficial to the Council during that time, it was found that a different process was necessary for the community and organization that addressedeven greater accountability,transparency with distinct links to the annual budget.The Council feltthat there was a need for broad-based topical areas of interest set forth by the Council,with underlying goals,assignments established and importantly,timelines for completion.This processwas a formalized strategic planning process with the outcome being creation of the five-year Corporate Strategic Plan Plan"). To develop the 5-year Plan,the Council uses severalresources to gather public input,such as the bi-annual citizen survey The Plan's foundation begins with the Mission,Vision and Values statements adopted by the Council and re- evaluated annually Since creating the first plan three years ago,when the original Mission,Vision and Values statements were also adopted,the Town Council has not made any changes to these statements and finds themstill current and valid. Goals for the Community Within the plan there are several Key Result Areas (KRA's).The KRA's are the broad-based goals and are re-evaluated annually and incorporated within the 5-year Corporate Strategic Plan for the community EachKRA has a mission statement that describes theintent of each area.Additionally,each KRA has various goals which describe in greater detail the elements of each KRA, including the responsible department, a narrative description,and estimated completion date. How the Corporate Strategic Plan is Updated Each year the Corporate Strategic Plan is updated beginning with the annual planning session conducted usually at the end of the summer The guidingprinciples that created the original Corporate Strategic Plan were the Vision, Mission and Values Statements of the Town. The Plan is an integralpart of the organization's work program, establishing clear direction for the Town Manager to identify options for deployment of resources. Development of the Plan is led by the Town Council with inputdirectly by the Town Manager and the Executive Management Team.The Executive Management Team is comprised of the Town Manager,Assistant Town Manager/Chief Financial Officer, and all the department managers. The Plan is officially adopted atone of the two meetings in December of each year The timing of this adoption date is critical andsets forth the Council's desires for programs, servicesand projects that need to be considered in the annual budget development process,which commences each year in January For additional information about the Plan, please contact the Town Manager's office at(480) 358-3905. 2 DI.C Page 136 of 314 The Guiding Principles for Creating the Corporate Strategic Plan Vision Statement The Town of Queen Creek strives to honor our past, manage our present and embrace our future to create a quality, unique place for families and businesses. Mission Statement It is the mission of the Town of Queen Creek to provide a framework for a high quality of life, promote a strong sense of community and provide responsivepublic services in a caring, ethical, innovative and accountable manner Values Statement In support of its mission statement,the Town of Queen Creek believes in the following values. Quality service that is honest,trustworthy, professional,fair and efficient Unified vision for the future through ongoing community dialogue Empathetic listening to the needs and concerns of the community Enthusiastic application of creativity to find solutions Never missing an opportunity to assist a customer Communication that is honest,timely and accurate Responsibility for personalactions and recognizing their impact on the workplace and community Encourage involvement by all to ensure that the diversityof the community is represented in decision-making Environmentally sound planning and practices that will ensure natural resources for future generations Kindness in all dealings with residents,customers, partners and employees 3 DI.C Page 137 of 314 2013-2018 1 Creek Town Council r Plan KRA 1.CAPITAL IMPROVEMENT PROGRAM(CIP) Withcommunityinput,Queen Creek will plan for sustainable infrastructure improvements that strengthen economic vitality and quality of life,providing fiscal stewardshipof public funds and balancing construction with the ability toeffectively maintain and operate our current assets(all infrastructure,traffic control systems,town buildings,and equipment)in a cost effective and safe manner Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1.Annually develop a 5- Town The Town is poised to experience significant future growth in July 2013 Year comprehensive Capital Manager the near future,potentially doubling in populationto 54,000 Improvement Program (CIP) in the next 10 years.This development pressure will create including funding to address the newchallenges and opportunities for the Town,including the community s needs for new need to anticipate the need for additional capital facilities to prepare for and keep improvements that will be needed,finance their pace with anticipated new construction,and prepare fortheir long-term maintenance. growth and development Particular areas the CIP should address include expansion of pressures. the South Water Reclamation Plant,water and wastewater main line extensions,transportation system upgrades and expansion of related facilities such as parks,trails,fire stations and other publicbuildings. Goal 2:Update the Small Area Town The Towns current SATS study was completed in 2007 Since July 2014 Transportation Study(SATS)Manager then the growth in the San Tan Valley area has exceeded identifying long-term projections and the City of Mesa has begun construction of transportation needs for the the SR 24 freeway which will be opened to Ellsworth Road by community,including options 2014. In addition,the Town is positioned to experience for adequate connections to SR significant growth in the next decade. As a result,the Town 24 and the other freeway and will need toanticipate and be prepared to address a series of commuter rail systems currently traffic related issues such as funding,construction timing and being planned. facility maintenance in the future. Goal 3:Update Master Plan for Town In September 2012,the Town approved a transfer of 127 July 2015 127-acre Northeast Park. Manager acres known as the 'Northeast Park"near the Barney Family Sports Complex.This land transfer allows for greater easier and less costly development of the park and moves its proximity closer to established regional sports facilities and existing transportationinfrastructure. Anew programming plan,identifyingopportunities based on a more square- shaped parcel, needs to be completed to allow the next phases of park developmentto occur 4 DI.C Page 138 of 314 Queen r r r 1 1 KRA 2. COMMUNITY INVOLVEMENT Queen Creek will provide opportunities for citizen participation in community decisions.The Town will embrace transparency, ensuring thatinformation about programs,servicesand business opportunities is available through multiple avenues. The Town will adhere torequirements of financial data posting,open meeting laws,and maintenance of accurate records available through public records requests. Local elections will comply with federal,state,and local laws including campaignfinance regulations. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1.Develop a Town Previous CSP's adopted by Council identified the need to FY 2013/2014 comprehensive volunteer Manager create a comprehensive volunteer program andnon-profit program and non-profit partnership strategy The Town continues to get numerous partnership strategy requests(often involving several thousand people each year) from private groups and organizations to assist in various projects and programs. Use of a volunteer designated program coordinator,(using existing staff),would serve to develop a formal outreach program and identify projects that could be completed by the non-profits and private groups. Formalizing the Town's existing practices achieves the following goals: 1)identifywhat programs the community desires;2)identify feasibility to shift programming to nonprofits;3)develop a list of opportunities for volunteerism that includes Town-wide maintenance projects;4)develop a means to staff an active volunteer program that implements the goals desired. Goal 2:Enhance opportunities Economic Activities in advancement of this goal can take many forms Annually for resident participation in Development and include a variety of media outreachactivities(e.g.the Town decision-making and keep comprehensivecitizen survey performed every other year via residents educated and phone).Enhancements are implemented based onspecific informed through community situations and community needs and include thefollowing events and outreach programs.used by the Town: a) Social media. b) Electronic publications. c) Public meetings. d) Development of new information materials. e) Consideration and implementation of changing technologies and trends. f) Citizen Leadership Institute. g) Town Hall events. h) Ongoing dialogue and as applicable,training,with Homeowner Associations(HOAs). i) Enhanced financial reporting on the Town'swebsite. j) Explore opportunities to enhance visibility of volunteer opportunities for residents. k) Formal citizen surveys. see 5 DI.C Page 139 of 314 1 1 Queen r uncil I CorporateStrategic Plan KRA 2. COMMUNITYINVOLVEMENT cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 3:Continue policies that Town The Town Council is interested in continuing strategies that Annually advance transparency in Manager engage thecommunity and make it easier for residents to governance. participate in the decision-making process for the community To this end,the Town will continue to evaluate cost-effective,efficient technologies for broadcasting Council meetings, use of the website,and interpersonal activities that allow enhanced participation.This Goal acknowledgesthe Technology KRA and effectively complements dual efforts. 6 DI.C Page 140 of 314 Queen r wn Council I Corporate 1 1 KRA 3: COUNCILPROFESSIONAL DEVELOPMENT Town Council members willparticipate in appropriate trainings to assist in performing their duties,build and expand their ability to accomplish public goals,andhave thetools necessary to be accountlable elected officials. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1.Continue with Council Town Council/ The Council desires to continue to be a high-performing, Annually. professional development to Town accountable and professional body Certain trainings and fully initiate the duties of a Manager other professional development will be considered to Council Member accomplish public goals. Goal 2: Considerjoint meetings Town Council/ The Council desires to meet with communities that are of Annually. with similarly sized Towns to Town similar sized populations with the belief that there may be share common interests and Manager more alignment of interests that would allow for enhanced learning opportunities. learning opportunities and sharing of strategies to resolve issues. e 7 DI.C Page 141 of 314 1 1 1 i Plan 4 ENVIRONMENT Queen Creek will strive to preserve and improve the natural environment to meet all applicable laws,ensure safety,provide services, promote sustainability,and contribute to the quality of life in the community. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1. Develop and implement Development The next plant expansion of the Greenfield Water July 2015 plans to participate in the next Services/ Reclamation Plant(GWRP)will be completed by 2018. The Greenfield Reclamation Plan Utilities Town will need to decide by 2016 if we will be participating GWRP)expansion,allowing for in the next plant expansion,which would add approximately appropriate implementation of 1 million gallons of future capacity The projected cost for the General Plan, including use each 1 million gallons of capacity is about$8 million. The of treated effluent to the benefit Town will be able to take its full amountoftreated effluent of the Town. by 2018 which will be over 2 million gallons per day. The Utility Department has completed the corridor study and is now working with several communities and irrigation districts to develop theoptions and alternatives for using and transporting our treated effluent which would reduce the costs for effluent delivery to the Town. Goal 2:Ensure a safe and Utilities a) Complete and adopt a Water Infrastructure Master Plan Ongoing. sustainable water supply that to compliment the Town's General Plan. allows for the implementation b) Conduct a Water Supply Master Plan which will include of the General Plan. groundwater,surface water and treated effluent for built out to meet our needs. c) Work with thefew remaininglandowners onsecuring their assured water supply Goal 3: Promote the Town's Town Queen Creek s Green Building Policy,adopted in 2007, Ongoing. sustainability goals through Manager commits the Town to finance,plan,design,construct, efforts concerning energy use, manage, renovate and maintain its facilities in accordance green building policy,recycling with the U.S. Green Building Council's Leadership in Energy and use of hybrid vehicles and and Environmental Design (LEED)rating system and national possible building code revisions standards. In adopting this policy,Queen Creek has set itself to encourage energy apart as a forward-looking,progressive community conservation. Additional sustainability efforts include: a) Water conservation b) Recycling c) Land use d) Building maintenance The Town is also considering adoption of the 2012 ICC Building Code,which incorporates options for building construction designed to promote energy efficiency in new buildings. 8 DI.C Page 142 of 314 Queen r Corporate 4 ENVIRONMENT cont. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 4:Create a welcoming Development The Town has developed numerous internal quality assurance Ongoing. environment in our parks and Services and control mechanisms to ensure the sustainability,user trails by ensuring they are safe,value,and economical maintenance of the parks and trails environmentally friendly,and systems. well maintained. Based on 1. Keep the Town's parks and trailsaesthetically pleasing by adopted levels of service. dedicating adequate resources to maintain areas open to the public. 2. Ensure visitor safety by conducting routine inspection of playground equipment,structures,and grounds and making repairs a priority 3. Being environmentally friendly a) Research and utilize eco-friendly technologies when economically sensible to do so b) Utilize and promote appropriate water conservation efforts at Town parks c) Recycle grass clippings 9 DI.C Page 143 of 314 2013-2018 Queen Creek Town Council I Corporate Strategic Plan KRA S: FINANCIAL MANAGEMENT/INTERNAL SERVICES AND SUSTAINABILITY Queen Creek will strive to achieve stable revenues from diverse sources,accurateforecasts,responsible debt management, reasonable service cost recovery,and maximum operating efficiencies to ensure long-term fiscal sustainability,necessary services and a high quality of life for residents. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1.Maintain long-term Town The Town shall maintain a goal of operational efficiencies not Ongoing. financial sustainability for local Manager rushing to increase staffing when economictimes are better government operations.Ensure that newprograms are properly evaluated based on available revenues,community need and operational sustainability.Continue with policies and implementation practices that evaluate use andsources of revenues in particular recurring versus one-time sources of revenue. Goal 2:Continue progressive Town The Workforce&Technology Department has developed Annually strategies to attract and retain Manager/strategies to recruit,develop, reward and retain a quality high-performing staff Workforce& workforce by providing a safeand healthy workenvironment Technology and offering competitive compensation,benefits,training and development,and ensuring fairtreatment to all of its employees. Goal 3:Complete a Workforce& The Town is challenged to compete in the urban Phoenix January2014 comprehensive review of the Technology metropolitan marketplace and with the uptick in the Town's classification and economy; manylocal governments are not onlyhiring staff, compensation system. Develop but restoring compensation policies,such as merit and cost of a new staffing model for future livingallowances.The last compensation and classification growth. review was completed in 2006 Since that time some services have been consolidated,while there have been two new services, notably water and fire/EMS. However,duringthe same ti meframe,staff was reduced by 47%due to the economic downturn.The current systemwas built for an organization that would have reached 500 employees within a 10-year timeframe(2016).The current number of job classifications is 70 for 165 full-time and part-time employees almost a1.2 ratio).Additionally,a new pay systemneeds to be identified that meets thecurrent realities of the economy while maintaining the organization s competitiveness for a qualityworkforce. Goal 4. Evaluate and monitor Development As a result of SB 1598,the Town is required to publish January2014 the effects of Se 1598 and the Services approval timelines for requests for administrative approval of Town's ability to establish and building permits,sign permits,subdivision plats,certificatesof maintain and adjust as needed occupancy,etc. Current resources will need to be monitored building permit approval times.and evaluated regularly to ensure these timelines can be met, particularly in comparison with the timeframes established by surrounding communities. 10 DI.C Page 144 of 314 Queen r Plan 1 2013 - 2018 KRA S. FINANCIALMANAGEMENT/INTERNAL SERVICES AND SUSTAINABILITY cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 5.Conduct a SWOT Town With the reorganization of the Development Services July 2014 strengths,weaknesses, Manager/Department,a SWOT analysis would provideinsight into how opportunities and threats Economic the department could be operated more effectively and analysis on the Town's largest Development/ options to improve the level of service provided. department, Development Development Services. Services Goal 6:Technology Education Workforce& Technology continues to advance rapidly. The Town has January 2015 and Training Initiative. Technology identifiedopportunities to advance services to the community and to develop internal efficiencies; however, through internaltraining and proficiency analysis,it has been determined that there is potential to movemany of the organization s staff towards higher technological and systems proficiencies. The initiative is a two-step process,to identify areas of improvement and maintain knowledge ofcurrent staff and to develop processes to identify the technology IQ of prospectiveemployees. The initiative may include: use of a designated trainer,space,schedule commitments,and basic proficiency standards across the organization. 11 DI.C Page 145 of 314 2013-2018 Queen Creek Town Council* Plan KRA 6: IMAGE/IDENTITY Queen Creek will consider the views of existingresidents,businessesand organizations as well as potential future community members in shaping and marketing its continuously evolving identity and public image. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1. Implement strategies Economic Festivals and events create community and economic Annually. that incorporate the Town's Development impacts in the markets that they serve.This goal heritage and branding acknowledges their significance in promoting Queen Creek's campaign, including attracting identity while concurrently bringing in visitors to the new and enhancing existing community Listed below are possible strategies to further festivals,tourism marketing and this goal. strategicpartnerships. a) One recommendation is to provide activities such as festivals and other events such as farmers'markets and art shows to attract new visitors to Queen Creek. The current events held at the Queen Creek Olive Mill, Schnepf Farms and HPEC help reflect the Town's identity but more can be done in termsof the location and themeof the events to strengthen the image of Queen Creek throughout the region. The Town needs to work closely with venues that have thepotential to host festivals and help market them to potential festival producers through programs such as the International Festivals andEvents Association. It will take 23 years of recruiting small to midsize events however it is very likely that one or two small events may grow into signature festivals. b) Continue to enhance the Town's partnerships with strategicdestinations in the communitythat personify the Town s brand. c) Develop and implement a campaign encouraging residents to explore the Queen Creek community as if they were tourists This campaign will tie into the new web design,Shop QC program and mobileapplication. J) Conduct a brand auditto provide Queen Creek with a SWOT analysis of the Town's brand(Fy15-16). e) Participate in Mesa Convention and Visitor Bureaus Gateway Region marketing efforts. f) Evaluate the current special event permit process and look for opportunities to reduce barriers for special events in the community. e o0 12 DI.C Page 146 of 314 Queen r r 1 I KRA 6: IMAGE/IDENTITY cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 2:Continue strategy to Town This goal addresses the need for the Town to work closely Annually increase awareness and Manager with the community's schools for the purpose of marketing knowledge of success in their collective progresson behalf of the community.This community education of the goal identifies the linkage between the successes of the schools. community s schools on the Town s Economic Development program.It also acknowledges the value of regular meetings with staff and elected officials among the community's schools to ensure alignment with common goals. 13 DI.C Page 147 of 314 1 I S A e o Ian KRA 7 INTERGOVERNMENTAL RELATIONS QueenCreek will actively participate in regional and statewide organizations and partnerships to ensure the Town's interests are represented.The Town will proactively monitor and advocate for legislation that maintains local control,preserves state-shared revenues,and advances the community's competitive position. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1. Encourage and Promote Town Queen Creek is uniquely situated geographically in two Annually. Productive Regional Manager/counties:Maricopa and Pinal.Although mostly located in Partnerships.TownCouncil/ Maricopa Countythe Town's relationships must extendwell Economic beyond its borders topositively address complex long-term Development/ economic development opportunities and issues affecting Development transportation on the community Staying active in Pinal Services County and MaricopaCounty will ensure that the Town's interests are not overlooked andare advocated in the best interest of the town and the region. Based on available staff, the Town has strategically identified key regional organizations the Town will actively participate in. Town staff monitors the agendas of several other organizations, but does not activelyparticipate in meetings. Goal 2:The Town should Town The uncertainty in the economy has created a number of Annually proactively pursue statewide Manager/opportunities and challenges as resources for local partnerships to support and Economic governments are even more limited.The Town needs to advance legislation that Development proactively engage area representatives so they can support improves Queen Creek's the interests of Queen Creek and the region. Additional work competitive position with other with the League of Cities and outreach with key legislative regions and/or states and work representatives is imperative. towards the creationof new economic development tools and resources. Goal 3:Continue to sponsor and Town Organize various meetings and community orientations.Joint Annually initiate collaboration with our Manager/meeting with area City/Town Councils plus school districts. In partner cities,towns and TownCouncil addition to holding joint meetings with area City/Town counties,including the Councils and schools,collaborationopportunities may also community s schools include Town Council participation on regional boards and committees including the Maricopa Association of Governments Regional Council,the Central Arizona Association ofGovernments, East Valley Partnership,and the Phoenix-Mesa Gateway Airport Authority e • 14 DI.C Page 148 of 314 Queen r wn Council I Corporate 1 2018 KRA 7 INTERGOVERNMENTALRELATIONS cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 4 Encourage Maricopa Town This goal attempts to highlight the deficiencies that exist in Annually County to consider construction Manager/Queen Creek and this part of Maricopa County and of roads as a tool that Town Council encourages MaricopaCounty to change existing road implements key economic development policies that allow for acceleration of needed development goals of Queen roads in this area.Continuedialogue with surrounding Creek and this region. communitiestosolicit wide-spread support of county-wide bond financing to meet the region s transportation needs. The Town Council would like to have a meeting with the County Board of Supervisors on this matter Goal 5. Encourage Maricopa Town Continue dialogue with County on San Tan Park Annually. County to develop San Tan Manager/improvements and planning. Regional Park. Town Council Goal 6: Collaborate with state, Town Identifies a long-standing strategy of the Town to achieve a Ongoing. local and county agencies; Manager/freeway in the region,closest to most of the emerging Central Arizona Association of Town Council/ population centers to alleviate congestion on Town arterial Governments;and Maricopa Development streets and accelerate economic development in the Town's Association of Governments on Services employment areas. Freeway alignments(SR 24 and N-S SR 24 freeway,N-S freeway, Freeway)are still under review by ADOT and final corridor Inter-City Rail and Commuter selection will likely occur in FY11 12. The 2010 MAG Rail studies and corridor Commuter Rail Study identifiedthe SE Corridor(Union Pacific planning efforts.RR to Queen Creek)as the best alternative. The Inter-City Rail studylinking Tucson to Phoenix is currently underway, with a finalalignmentto be selected in 2014. In addition to identifying regional partners,the Town should consider a Major General Plan Amendment and the delineationof a transit-oriented development land-use corridor along the UPRR. 15 DI.C Page 149 of 314 2013-2018 1 r —Co uncill oarworate Strategic Plan KRA 8: LAND USE/ECONOMIC DEVELOPMENT Queen Creek will build on its assets;strive to strengthen,diversify and balance the local economy through marketing and recruitment of target industries;pursue proactive land planning and partnerships; maintain high architectural standards for new development;take advantage of opportunities to advance infrastructure and provideexcellent service to prospective businesses; and ensure that all new and existing development adheres to the Town's adopted standards and codes. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1. Maintain a balanced Economic The Town Council approved an update to the Economic 2018 community and economically Development Development Strategic Plan in September 2012.Key strategic diverse employment base. initiatives address this goal and supplementquality of life Maintain or adopt policies that provisions. preserve the quality of life in Economic Development and land use opportunities should be the community evaluated in terms of how the new economic or land use change affects quality of life.Appropriate criteria should always be considered in decision making. Implement the newly-approved Economic Development Strategic Plan. Goal 2: Develop and propose Development The zoning ordinance was adopted in 1989,and has been Annually. strategic amendments to our Services modified since then to address new issues and land use Zoning Ordinance to respond to changes. As part of an ongoing review process,staff will be legislative priorities,offer developingamendments to respond to new legislation, economic development tools support our Economic Development Strategic Plan and and address areas of interest in respond to issues of Council interest. orderto keep the ordinance current and relevant. Goal 3:Continue to attract and Town Continue partnership with the Maricopa County Community Ongoing. preserve higher educational Manager/College District and Rio Salado College on the opportunities to the community Economic Communiversity at Queen Creek,partnerships with Chandler and region. Development Gilbert Community Collegeand ASU Polytechnic. Consider issuing a Request for Proposal to solicit interest from educational institutions interested in expanding in the southwest region,Phoenix Metro area for possible location in TownCenter,adjacentto the library Goal 4: Update the Town s Development With limited resources and a disproportionate reliance on Ongoing. annexation policy to encourage Services/ sales taxes,the Town remainscautious when considering any proactive Town-initiated Economic annexation opportunity However there are notable annexations,whenever such Development economic development opportunities available to the Town annexation is beneficial to the that should be consideredsooner rather than later,in order economic development to allow the Town to be the service-provider and beneficiary opportunities within the Town's of plannedeconomic growth in certain areas(e.g.,state Planning area. lands).Ample consideration should be considered in conjunction with a fiscal analysis of thepotential annexation. 16 DI.C Page 150 of 314 Queen ro 1 1 KRA 8: LAND USE/ECONOMIC DEVELOPMENT cont. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 5.Enhance the Economic This goal establishes a policy making Queen Creek an June 2013 opportunities for Queen Creek Development attractivecommunity for business investment and job businesses to be successful by growth.An aspect of creating this climate means that staff adopting strategies and policies will establish a process that leads to an expedited permitting that provide for expedited process within the Development Services Department for permitting and support of new and expanding businesses in thecommunity Existing existing businesses through processes should be evaluated to determine that appropriate marketing cooperatives. safety goalsare met, but balancing the regulatory environment with the need to createjobs and increase the tax base within the community.All options shall be explored to considerstrategies so that Queen Creek is thecommunity of choice for business expansion and relocation. Continue to implement and evolve the Shop Queen Creek Program,encouragingresidents to shop local and businesses tosupport other local business. Continue to evolve the QC Inc.program to meet the needs of the Queen Creek business Community Researchideas for different incubation programs. Work with Development Services to update the Zoning Ordinance to support economic development goals for Town Center development,special event permitting; agritainment/agritourism.(Reference KRA 8:Goal 2) Goal 6: Establish a proactive Economic Proactively promote the Ombudsman Program to new and/or Ongoing. Economic Development policy Development expanding businesses. Work to change any negative on business recruitment. perceptions of doing business in Queen Creek. Develop an action plan specific Continue to evaluate"local"tools to aid in closing the deal to the new targeted industry with new business.Staff willcontinue to partner with sector Clean and Renewable regional groups including theGreater Phoenix Economic Energy and Water Council(GPEC),the ArizonaCommerce Authority(ACA)and the ArizonaAssociation for Economic Development(AAED)in this effort. 0 17 DI.C Page 151 of 314 2013-2018 [4ueenCreek Town Council I Corporate Plan KRA 8: LAND USE/ECONOMIC DEVELOPMENT Cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 7,Create opportunities Economic The facility will be marketed(as per the Town Council Annually that allow HPEC to continue as Development approved marketing plan)for regionalevents,including non- an economic generator for the equine events,that increase revenues and provide positive community economicimpacts to the community Enhance the availability of local business information for patrons of HPEC. Utilize space in the new show office and prepare"welcome to Queen Creek packets'for new visitors. Implement fundraising campaign for capital improvements to the facility. Evaluate the cost/benefit ofoutsourcing certain functions related to HPEC operations. Goal 8:Recruit a resort/hotel Economic Continue to maintain/develop relationships with key June 2013 development to the community. Development resort/hotel developers and marketstrategic locations for development in Queen Creek. Capture absorption data within the region. Monitor bed nights that HPEC and the community's other large event venues are generating from the regional/national associations utilizing these facilities. Evaluate conducting a hotelstudy for thecommunity The General Plan identifies a resort development option in the San Tan Mountains.This goal would strive for achieving that land use sooner with Town in a lead role. Conduct a resort feasibility study for the identified resort sites in the General Plan(FY13). Develop options that may include partnering with the private sector Goal 9:Adopt a plan for Utilities/ The Town Council desires to take the initiative to be the July 2014 infrastructure delivery for the Development water and sewer service provider for the 5.5 square miles of 5.5 square miles of State Lands Services/ State Lands identified in the Town s northernmost planning in the Town's planning area.Economic area—identified as employment lands.This will require Development developing a 208 water quality plan and seek approval of the 208 permit via CAG. Goal 30: Initiate the process to Development State law requires every community to update their General January2015 update the Queen Creek Services Plan every 10 years The Town's General Plan was updated in General Plan in 2015. 2008 after a year-longprocess. Consideration needs to be given early in the process as to the steps the Town would like to take to update the plan, no later than 2018, including the selection of a citizen committee,selection of a consultant, etc. ss• 18 DI.C Page 152 of 314 Queen r Corporate 1 1 KRA 9• PUBLIC SAFETY(FIRE, EMERGENCY SERVICES AND POLICE/SHERIFF) Queen Creek will undertake public safety planning and programs to protect lives and property by ensuring effective and timely emergency response,fire/crime prevention and public safety education. Planning and programs will be designed to respond to community needs, reducecrime,and enforce and update local codes as needed. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 1.Create,develop,analyze Town This goal attempts to set forth a new business model for fire July 2014 and test new staffing and Manager/Fire and emergency services for future stations for the deployment model for the community It establishes various possible protocols for Queen Creek Fire Department review,analysis and experimentation that allows for clear standards to still be met community-wide,while concurrently for future growth replacing the addressinglong-term cost-containment for this critical traditional model defined by the service. Listed below arepossible steps the department will original public safety master explore. plan. a) Design and describe an innovative approach to providing emergency services(medical,fire and rescue)in Queen Creek's municipalplanning area that will improve response times, pre-hospital medical careand fire rescue/special operationscapability b) Provide a comparative analysis between the costs of creating and maintaining the fire resources recommended by the original publicsafety master plan with the cost of creating, implementing and growing the new fire department model. c) Experiment with a two-personAdvanced Life Support paramedic)rescue unit,which represents the fundamental or key emergency response unit in the Town s 911 response capability d) Provide a transition plan for converting the Queen Creek Fire Department's current operational approach to the new staffing and deployment model e) Develop a Facilities Plan and timeline for implementation for the Capital Improvement Plan(CIP). Goal 2: Provide Maricopa Town The staffing and deployment model for policing will focus on Annually County Sheriff's Office(MCSO) Manager/traffic control,accident prevention,crime reduction,and District 6 staffing and MCSO publicsafety education. Improve crime statistical analysis deployment model that meets includingshift coverage,closed case and overall workload the policing needs of the Town and proactive community policing.This goal is linked to the based upon established revised master plan for police and law enforcement services. performance standards. 19 DI.C Page 153 of 314 1 1 0 ee Cre Tomn C r uncil I Corporate Plan KRA 9• PUBLIC SAFETY(FIRE, EMERGENCY SERVICES AND POLICE/SHERIFF) cont. Key Result Areas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal 3:Develop strategies for Town a) Revise the Law Enforcement Services contract with June 2013 enhancing the crime prevention Manager MCSO to include baseline expectations focusing on the programs in the Town. following areas: i. Crime. ii. Quality of Life Issues. ill. Officer Productivity iv Crime Prevention/Collaboration Initiatives. b) Establishandmanage a program to address the needs of the Town's business community. Identifytraining aids andawareness programs based upon the criminal activity previously reported.Invite special commercial entities impacted by thecriminal activity to participate in the training. c) Expand the Crime Free Multi-HousingProgram to include all multi-housing properties within the Town. Identify specific criminal activity for those properties.Focus the delivery of the program on the two target audiences: i. Managementstaff and property owners. ii. Tenants. d) Develop a neighborhood watch program that is results oriented and includes a formalstructure.Designate boundaries for each neighborhood with an assigned chairperson andan assigned MCSO Deputy Schedule meetings within theneighborhood based upon the criminal activity previously reported. Includecitizen input to identify the desired outcome orresponse to the neighborhood watch effort. Goal 4: Develop and exercise Town a) Complete revisions to the Town's current Emergency Annually the Town's Disaster Manager/Fire/Operations Plan(EOP). Management System. Police/ b) Develop an emergency communications center for Town Development Disaster operations. Services/ c) Develop a database for disastermanagement to include Utilities GIS capability and a resource directory d) Establish and mange a regional Community Emergency Response Team(CERT)disaster response system for citizen volunteers. e) Develop exercise(simulation)system toannually test the Town's disaster response capabilities. f) Implement a Disaster Management Plan in regards to the Town's technologies to ensure business continuity. 20 DI.C Page 154 of 314 Queen r ro2013 - 2018 KRA 9- PUBLIC SAFETY(FIRE, EMERGENCY SERVICES AND POLICE/SHERIFF) cont. Key ResultAreas/Goals Department& Completion Not in Priority Order) Lead Staff Narrative Description Date Goal S.Evaluate and support Town a) Support petition drive to create Queen Creek County December options to provide emergency Manager/Fire Island Fire District(QCCIFD)as a consultant and advisor 2014 services to Queen Creek County b) Negotiate IGA with QCCIFD if established Island residents that provide c) Expand QCCIFD to provide emergency services in Queen needed public safety and Creek's municipal planning area (MPA),as appropriate. appropriate cost recovery for the service. Goal 6: Identify and describe Fire a) Provide Wads and application software to enable Queen January 2013 required or needed technology Operations/ Creek firefighters to utilize the Firehouse inspection changes in the Queen Creek Fire EMS/Resource program. Department during the time b) Evaluate and replace any defective or outdated frame to implement the electronic devices that are components of the Fire Corporate Strategic Plan. Department's station alerting system.This plan includes working with Information Technology to assess the currentequipment and develop a plan for upgrading the components. c) Provide the necessary communicationequipment on each fire truck to allow the creation of mobile hotspots and high speed data transmission.This will support the current commercial fire prevention inspection program, hydrant program and the upcoming electronicpatient care program. In addition,a plan is being developed to installwireless access points in the fire stations to support these applications. Goal 7 Update the Master Plan Town The Town's original public safety master plan(i.e.,the December for Law Enforcement Services. Manager Buracker Plan), "A Strategic Plan for Law Enforcement 2014 Services' was developed and accepted by the Town Council in 2004.The study established a populationthreshold of 30,000 to 50,000 as to when the Town should begin to consider the transfer from contractual to a municipal police department.The population of the Town is approximately 27,250.This plan needs re-evaluation and updating during the 5-year time horizon of the CSP o ee 21 DI.C Page 155 of 314 1 1 i een Creek Town 1 Corporate Strategic Plan KRA 10: TECHNOLOGY Queen Creek will continuously analyze opportunities to improve performance,efficiency and service through technology. Resources will be allocated for updating and implementing new technologies in the best interests of the community. Key Result Areas/Goals Department& Narrative Description Completion Date Not in Priority Order) Lead Staff Goal 1.Maintain an active and Workforce& The Town s website serves as a hub of community Ongoing. relevant website that provides Technology/ communication,and should be maintained using the most Update in 2013 comprehensive information in a Economic up-to-date technology,making it simple for residents, user-friendly format. Development businesses and visitors to find information.The Town's website will be updated in 2013,allowing for accessibility from mobile devices,enhanced interactivity and transparency. Goal 2:Conduct a Workforce& The Town has several legacy technology systems in which it June 2015 comprehensive architectural Technology provides services to the Town residents and for internal and inter-operability review of use. Some of these legacy systems include MUNIS Town legacy systems and finance), Firehouse(fire records system),InHance(utility implement recommendations billing),ESRI(GIS),ViewCenter(Development Services to reduce redundant programs document retention and imaging),Queen Creek and increase efficiency Connection(virtual Town Hall work order system), NeoGov HR recruiting and performance evaluation),Vision Internet web services),and IVR(permitting). As the Town begins to grow,moresoftware programs may be necessary to provide the level of service to meet the diverse service demands dictated by population growth which,in turn, requires the Town to hire more staff or places pressure on current staff to learn and support the new programs. The review and implementation will consist: a) Hire a third-party toconduct the technology architectural review to determine opportunities for efficiency and toeliminate redundant programs. i. Compare the costs of purchasing a new program that encompasses most of these legacy programs versus programming to make them inter-operable. b) Hire a contract programmerto connect remaining and future systems. 22 DI.C Page 156 of 314 Queen Creek Town /1 1 1 i KRA 10: TECHNOLOGY cont. Key Result Areas/Goals Department& Narrative Description Completion Date Not in Priority Order) Lead Staff Goal 3: Implement an updated Workforce& In order to prepare for an increasing number of building July 2014 building permit application and Technology/ permit applications, new electronic systems are needed to inspection system to allow the Development help manage the workload and track building permits Town to streamline the building Services electronically This goal addresses a modernization and permit issuance and building upgrade in our permitting systems to address the demands inspection process. of our customers,allow for improved timelines and overall efficiencies. Elements of the new technology needed include: a) Modification of the Town's website and supportive softwaretoallowminor building permits to be submitted and approved on-line,building inspections to be scheduled on-line and building permit status available on-line b) Upgrading the current IVR(Integrated Voice Response) to allow customers more choices. c) Replacement of thecurrent LIS(Land Information System)with an on-line version that would provide more options for data collection,automation and customer services. The intent of these modifications is to improvecustomer service to be more consistent with our neighboring communities and provide customers and help achieve the plan reviewtimes needed to comply with the provisions of 501598. Goal 4 Upgrade technology for Workforce& Upgrade the technology at the Council dais and Council December Council Meetings. Technology presentation equipment. Upgrade the technology forthe 2013/2014 Council meeting through: a) Identifyappropriate technologies. i. All-in-one microphones,which include camera panning capabilities,sound identifiers,voting system,etc. ii. Replace the projector and screen with 60' monitors on each side of the dais. An additional monitor can be placed in the Founders Meeting Room for overflow purposes. O O 6 23 DI.C Page 157 of 314 ATTACHMENT H DI.C Page 158 of 314 y t am'PJIL- .WiPF OilV DI.C Page 159 of 314 eValue OST FALLS Strategic Plan 2012-2017 Executive Summary ExecutiveSummary Introduction In December 2011, the City of Post Falls launched a strategicplanning process that took a community-focused approach to identifying priorities. The City felt it essential to identify the toppriorities of the community and be strategic with how resources should be allocated over the next five years recognizing the currenteconomic conditions. The Strategic Plan, called the We Value Post Falls Strategic Plan 2012-2017(hereinafter referred to as the Strategic Plan)was completed in December 2012 and is anticipatedto be adopted by the City Council in February 2013 after a public reviewperiod and public hearing inJanuary 2013. The "We Value" component of the plan's name is to recognize the community's values. This same phrase is repeated in each of the 12 Guiding Principles that directthe focus of the Strategic Plan. The Strategic Plan, which covers a five-year period (2013-2017), identifies goals and objectives that are in line with the community's priorities. Theplan also includes implementation strategies and departmentalprojects that will help the Cityreach the stated goalsand objectives. The City will evaluate the Strategic Plan semi-annually and annually Progressand accomplishments will be reported back to the community in the form of Semi-Annual Report Cards and an Annual Accomplishments Report. What is a Strategic Plan? A Strategic Plan is an internal action plan. It is a tool that organizations/agencies use to define their strategy and direction, and make important decisions about their resources (financial and human). It follows a process that establishes a vision, considers the future environment, builds consensus, identifies actions to make it happen, and provides continual monitoring to ensure that goals are being met. Strategic planning allows communities to control their future and align their resources withtheir top priorities. DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 160 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Executive Summary Why Do We Want andNeed a Strategic Plan? The Strategic Plan establishes a vision for the future, provides clear direction for reaching the goals, and establishes priorities and measurable targets that canbe tracked. For the City, the strategic planning process helped to answer the following questions: How do we know where we oregoing?' How do we get there?' How do we know when we have arrived?" Strategic Plan Focus Areas Focus Areas of the Strategic Plan Quality of Life The Strategic Plan focuses on six key areas that are important to the m City lnfrastucture organization and the community, these include: Quality of Life; City Infrastructure, Planning/LandUse/Environment; Economic Development; Planning/Land Use Environment Fiscal Responsibility; and Level of Service. These align with the Strategic Plan's goals and objectives. Economic Development o Fiscal Responsibility Relationship of the Strategic Plan to City Functions, Decisions, Budgeting, and Adopted Plans The Strategic Plan will help the City of Post Falls make important decisions about projects and budgeting through 2017 Adopted plans such as capital improvement plans (CIPs), master plans, and theComprehensive Plan were reviewed as part of the strategic planning process. Many projects identified within the City's CIPs and master planshave been included in the Strategic Plan as implementation strategies. The Strategic Plan will helpguide tough decisions related to City resources and finances and integrate budgeting decisions with established goals. It is expected to result in amendments to plans and may result in changes to City operations,services, departments and budgets. DRAFT Strategic Plan—For Public Review 8 12/31/12 DI.C Page 161 of 314 e value OST FALLS Strategic Plan 2012-2017 Executive Summary How the Strategic Plan Relates to the Comprehensive Plan While the Strategic Plan includes the City's Vision Statement, Mission, and Values, it differs from the Comprehensive Plan in that it is a focused plan for a five-year timeframe based on the community's priorities and ties directly to the City's budget. Additionally,the Strategic Plan includes strategies and a list ofdepartmental projects that will help the City achieve goalsand objectives. The Comprehensive Plan is an official policy guide that provides direction for the City's future and reinforces the values of Post Falls. Idaho Statutes require jurisdictions to conduct a comprehensive planning process and adopt a Comprehensive Plan that addresses all land within the jurisdiction of the governing board. The Comprehensive Plan is required to include specificplanning components and contain supporting maps, charts and reports. Process Overview The Strategic Plan was formed through a highly participatory process involving a 16-person Strategic Plan Advisory Committee, the Mayor and City Council, Department Heads,supervisors and other city staff,stakeholders, and partnering agencies. The effort took 12 months to complete. Throughout the process, the Strategic Plan materials and meeting minutes from the advisory committee were posted on the Strategic Plan webpage and updates on the project were provided to the community using Facebook, Twitter, and the Post Falls Today cable television program. The Strategic Plan Advisory Committee (SPAC) was formed in January 2012 and the committee met ten times during the strategic planning process. Individual committee members dedicated more than 20 hours of their time and provided valuable input on the Strategic Plan. Additionally, the SPAC assisted with the Strategic Plan Forum in May 2012 and the Partner Forum in December 2012, as well as keeping their stakeholdersupdated on the strategic planning process. The Strategic Plan took into account the results from three community surveys that were conducted in 2012 including the National Citizens Survey, the City of Post Falls Parks and Recreation Survey conducted as part of the Parks andRecreation Master Plan, and the Community DRAFT Strategic Plan—For Public Review pa6.;ii 12/31/12 DI.C Page 162 of 314 e value OST FALLS Strategic Plan 2012-2017 Executive Summary Assessment Survey The Community Assessment Survey was developed after reviewing the results of the National Citizens Survey and evaluating the results of fivestrategic assessmentsand S.W.O.T (strengths, weaknesses, opportunities, and threats) workshops that were done independently with the Planning and Zoning Commission,City Council, Parks and Recreation Commission, Department Heads,and the SPAC. The Strategic Plan also considered the recommendations of the recentlyadopted Parks andRecreation Master Planand includes key projects from the City's adopted master plans and CIPs. It was also closely tied to the "results' that were developed by City employees and the Mayor and City Council as part of the City's Priority Based Budget process. The Department Heads and their respective departments provided input on the departmental priorities that have been included in the Strategic Plan and helped review therecommendations of the SPAC. TheCityCouncil, Planning and Zoning Commission, and Parks and Recreation Commission provided input through workshops and were updated on the Strategic Plan duringthe process. TheCity's Employee Driven Leadership Team participated in a "peer review" of the plan and helped reorganize some of the information and suggested areas where they could be involved in helping to implement the plan such as identifying performance measures. Lastly, the partners that were identified in the Strategic Plan were invited to a Partner Forum in December 2012 and notified of the implementation strategies that involvedthem and were asked to provide input and general support for being included in the plan. The result is a Strategic Plan that focuses the City's top priorities for the next five years and includes details for how the will accomplish its goals, including implementation strategies and a list of departmental projects. Strategic Plan Timeline The timeline on the following page highlights the strategic planning process, including key milestones and outreach efforts. DRAFT Strategic Plan—For Public Review Peggy iv 12/31/12 DI.C Page 163 of 314 Value Strategic Plan Timeline 2012-2017 FFALLS December 1, 2011 Press Release and ProjectStart-Up November 2011-December 2012 OutreachEfforts January 2012 Strategic Plan Website March 30, 2012—May 25, 2012 Community Assessment Survey April 19, 2012 Business Fair May 21, 2012 Strategic Plan Forum and Focus Group Event December 7, 2012 Partner Forum December 7,2012 PublicOpenHouse at Winterfest Monthly meetings (January—October 2012) Strategic Plan Advisory Committee Meetings November 2011—February 2012 Strategic Assessments/S.W.O.T. Workshops March 2012 Budget Sessions with Department Heads, Staff,and City Council February- December 2012 Department Head and Department Work Sessions December 31, 2012-January 15, 2013 Public Review of the Draft Strategic Plan January 15, 2013 Public Hearing(CityCouncil) 2013-2017 Implementation of the Strategic Plan (after Plan adoption by City Council DI.C Page 164 of 314 e val ue OSTFALLS Strategic Plan 2012-2017 Executive Summary Strategic Plan AdvisoryCommittee and Support Team The Strategic Plan Advisory Committee (SPAC) was comprised of 16 members that were chosen fortheir representation of community stakeholders,their knowledge of the City,and experience with similar efforts.The Support Team included staff members and a volunteer intern. Additional input was provided by former committeemember Patty Shea of Avista and Eric Keck while he was City Administrator STRATEGIC PLAN ADVISORY COMMITTEE Pam;Houser Post Falls Chamber of Commerce Dr Charles Buck University of Idaho Bill Jhung Idaho Small Business Development Center Steve Griffitts Jobs Plus Jerry Keane Post Falls School District Mike Baker Dime Community Health Center John Young Polin&Young Construction David Dean Panhandle State Bank Alivia Metts Department of Labor Chris Fletcher Cabela's John Bailey Cabela's Samantha Babbich KootenaiCounty Fire&Rescue andPost Falls URA Commission Linda Wilhelm City Councilor Bob Templin PropertyOwner/Business Owner Kevin Howard Real Life Ministries Jack Evans Business Owner SUPPORT TEAM Hilary Anderson Planning and Economic Development Manages Terry Werner Public Services Director Shelly Enderud City Administrator/Finance Director Kelley Setters Planning Administrative Specialist Kyle Neal Intern DRAFT Strategic Plan—For Public Review pe N 12/31/12 DI.C Page 165 of 314 JJ- eValue OSTFALLS Strategic Plan 2012-2017 Executive Summary Goals The Strategic Plan includes five goals, which coincide with the City's Priority Based Budgetresults. Each goal contains objectives and implementation strategies which align with the community's priorities. The five goals include: 1. Economic and Business Vitality 2. Well Planned and Livable Community 3. Quality Educational, Recreational and Lifestyle Opportunities 4. Sense of Community S. Safe Community Objectives Each goal includes multiple objectives. The objectives are more specific thanthe goals. They can be thought of as targets that the City is trying to accomplish or achieve. The Strategic Plan includes the following objectives: Increase Economic Development Efforts Maintain and ExpandParks and Recreational Facilities Identify and Market a Vision for Post Falls Continue to Provide and Promote High Quality Recreation Provide Support for Current and Future Businesses Programs Plan for Future Transportation,Infrastructure,Land Use,and Enhance Partnerships for Recreation Technology Needs to Enhance the Livability of Post Falls Expand Recreation Events and Races in Post Falls Improve Infrastructure and Connectivity Improve the Aesthetics of Post Falls Ensure Access to Public Transportation Expand and Update External Communications and Information Preserve the City's Unique Resources through Environmental Support Community Events Stewardship Maintain a Safe and Secure Community Maintain and Expand City Facilities Improve Accessibility Support Educational Excellence DRAFT Strategic Plan—For Public Review pPo hi8 12/31/12 DI.C Page 166 of 314 e Va UUe OSTFALLS Strategic Plan 2012-2017 Executive Summary Top Priorities -Year 2013 Implementation Strategies and Policies The following table identifies the implementation strategies and policies that will be initiated beginning in the year 2013. Implementation strategies are defined as priority projects and programs. Some of these implementation strategies and policies are ongoing efforts and best practices that are already underway atthe City but havebeen included in the Strategic Plan because they are considered community priorities. The implementation strategies are listed next to their corresponding goal. Implementation Strategies and Policies (Year 2013) Goal Develop an Economic Development Program/Business Retention and Recruitment Plan Support legislative actions related to economic development Implementprioritiesfrom the Economic Development Program/Business Retention and Recruitment Plan Identify and implement key projects for identified districts in the City Develop a marketing and branding programfor Post falls ECONOMIC AND BUSINESS VITALITY Consider brandingthemes such as outdoor recreation,the City's heritage,and thenorthwest region for city events and festivals Work with community leaders and economic development groups to attract businesses to the City Center that support the City's branding efforts Work with the Chamber to co-host a Forum of commercial property owners,developers,realtors to share ideas and strategize on filling vacant buildings Continue to implement Smart Mapping(GIS mapping integrated with AutoCAD) Continue to update and integrate GIS mapping systems Review the Strategic Plan quarterly and annually to ensure that it is being implemented and makechanges to the timing and responsibility as appropriate Ensure that future growth areas are considered for the extension of infrastructure including necessary fee WELL PLANNED AND LIVABLE structure and mechanism to collect fees to accommodate new development COMMUNITY Continue coordinated future planning efforts with other departments andagencies Implement transportation improvements from the Transportation Master Plan related to capacity and safety Adoptthe Pedestrian and Bicycle Connectivity Plan Facilitate bicycle and pedestrian facility planning and improvements,includingongoingmaintenance and repair of trails DRAFT Strategic Plan—For Public Review page vin 12/31/12 DI.C Page 167 of 314 1.991 Zt/ts/Zi Mamab:ijgnduoj—ueld01283e13S1jtlL0 A11NnwWO33JVS UeldluawanadwlAluoudVOV1eaA-Saqlwa;suopepuawwooaJaqlluawaldwl sanss!Ala}esuazilloof sasuodsaanilDeo.idapinad A11NnwW07103SN3S laSpnqaqluipapnloulsesluana4unwwoojolyjoddnsaoueualulewpue8u!uueld1amoofanulluo:) sassauisnqpuesuazlliaofssaulnjasnsl!anadwlofallsgamsAlp aqlofsaguegoajeW S3111NfllLOddO31AIS33110NV IVN011tl3a33H'IVNoiiv31O3A.Liivnb sllejlsodulsluanaleuogeaoapueaoeaalgissodA}iluapi ofsaagloglimaaulJed spejlsoduisaijwmpoddopueswei8adleuo!leajaajpuedxa ofslagloql!mjauljed suollezlue8lojaglogllmsail!unl-ioddo SupliewssaoazlwlxeW suaaljolswei2oiduoileaoaipuedxaof sailiunlioddolypuapl AanjnSuoileaoaa pueseedZIOZaqlAqsa!lpoudgOiqsepall!luapisail!unlloddoleuoneanwpuedxa pueaal;oofanulluo:) suoilepuawwooaipueslaafadueldJaiseWuolleaJoaypue seedaqlivawaldwl luawdolanapo!wouooapueuolleonpaofpalelaisuo!leloge!loopuesd!gsjauUedOu!ls!xaaouequ3 sdolssnqjoAl!lenbpue Al!Ilglssaooeanadwl sallwnwwoo 8ulpunajns01puesllejlsodulgllmuogeuodsuealoggndapinadofanwluo0 ofdullAlpOmVoM sal!suolleopddepueljolAijadoidalinboeof sall!uniJoddo1ojTool aoueualulew puesluawanadwlwalsAsjalempawlepajjolueldjalsewwalsAsjalempawlepaJ anisuagaidwoaaqlmoiloj aoueualulewpuesluawanadwlwalsAsjalemjolueldlalsewwalsASlaleMaA!suagajdwooaqlmolloj uelddpaoueualuewlaOJ15anisuagaadwooaql luawaldwlofanuguoo panul;uop(ELOZaeaA):salallod puesaiga4eilSluolleluaulaldwl, fuutatrLSanjjuz)oj LIOZ-ZIOZutIidJiBa;LIllS srilv3.LS0 anleAa l DI.C Page 168 of 314 eValue OST FALLS Strategic Plan 2012-2017 Executive Summary Strategic Plan Implementation The Strategic Plan will be implemented starting in the first quarter of 2013 and will continue through the fourth quarter of 2017 The Strategic Plan identifiesimplementation strategies that will help the City achieve the goalsand objectives identified as the community's top priorities. The City has developed a list of corresponding departmental projects that may be implemented during the five-year timeframe of the Strategic Plan to fulfill the implementation strategies. The Strategy Chart on the following pages is a comprehensive summary of the Strategic Plan goals, objectives, implementation strategies and policies, and the list of departmental projects that comprise the Strategic Plan for years 2013-2017 A Draft Implementation Plan was prepared as part of the strategic planning process. The Draft Implementation Plan identifies timeframe including start dates, responsible parties, partners, and funding sources for implementation strategies and departmental projects. The Draft Implementation Plan will be reviewed annually by Department Heads as part of the budget process to determine which projects will be initiated each year in order to meet the Strategic Plan goals and objectives depending on available funding and feasibility considerations. The Draft Implementation Plan will be tracked internally by each department and updated on a regular basis. TheCity may consider additional projects that were notidentified in the plan. They will be reviewed by the responsible department before they are considered for that budget cycle to make sure the projectsmeet the goalsand objectives of the Strategic Plan. Unlike theDraft Implementation Plan, the Strategy Chart does not include timeframe, responsible parties, partners or funding source details as these are all subject to change. Appendix E of the Strategic Plan includes the Draft Implementation Plan which will only be current as of the date of the Strategic Plan adoption. Moving forward, the Draft Implementation Plan will be kept internally toensure that the information is not dated. DRAFT Strategic Plan—For Public Review Pege x 12/31/12 DI.C Page 169 of 314 Value 4 osTFnLLS Strategy Chart - Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS Develop an Economic Development Program/Business Retention and Host District Identification and Planning Forum Recruitment Plan 1)Increase economic development efforts Support legislative actions related to economic development—Local Option SalesTax and DryPort Legislation Take o browned approach to mcreasmg eronomm development efforts m Post Foils and focus onthe umaue ottnbuies of POST Falls within the region for Implement priorities from the Economic Development Program/Plan oppertandies Work with others to improve the economic climate and reahae new opportunities for economic development in Identify and implement key projects for identified Districts in the City Post Falls Develop a Marketing/Branding Program for Post Falls Initiate an Advertising Campaign to promote Post Falls(e.g marketing DVDs) 2)Identify and market a vision for Post Falls Encourage thedevelopmentcommunity toincorporate historical names into new development projects'street and park names Consider brandingthemes such as outdoor recreation,the city s heritage, Economic and Create a recogmeable"bmni Past Falls tohelp andthe northwest region for city events andfestwals Business Vitality mar.Fer the On,and irsfeatures/amemaes,pndrort, the theme throughout the websde,marketing materials,signage and markfeatures Work with community leaders and economic development groups to attract businesses to the City Center that support the City s branding efforts Improve education and outreach on the City's Business License Program 3)Provide support for current and future Encourage incubator space for business start-ups in vacan t buildings businesses Provide education on local resources and services for businesses Work with the Chamber to co-host a Forum of commercial property Assist in develo p Ing and distributing a Business Su rvey l n partnersh ip with the owners,developers,realtors,Chamber and City to share ideas and Chamber's Local Issues COmmlt[ee,Depa rtmen tof La bar,he Its P lus strategme on Filing vacant buildings Proactively work with local busmesses antl other agencies toenhance business apportumaes in Post Fall Work with the Chamber toform a Committee/Commission/Downtown Association or Erternal Business Advisory Committeeto help facilitate events and development efforts in the Cary Center DI.C Page 170 of 314 I-AValue oSTFALIS Strategy Chart - Goals, objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS Update Community Development andPublic works master plans such as capital improvement Continue to implement Smart mapping(GIS ma integrated with plans and other transportation and land use plans that focus on a well-planned and livable 3)Plan for future transportation,infrastructure, p PPS g mapping in gra AutoCAD) community land use,and technology needs to enhance the Water Reclamation Collection Master Plan livability of Post Falls. water Reclamation Treatment Facilities Master Plan Continue to update and integrate GIS ma pFmg systems Reviewand update the City Center Master Plan Review the Strategic Plan quarterly and annually to ensure that it is being implemented and make changes to the timing and responsibility as City Cent er Corridor Plan—Spoka ne Street from 1-90 to 2nd Avenue Ensure that all plans are updated and reflect future appropriate conditions and needs Ensure that future growth areas are considered for the extension of Update the Comprehensive Plan and Future Land Use Map to focus on future land use and infrastructure including the necessary fee structure and mechanism to Infrastructureconditions(including transit)to address futuregrowth areas and economic Well Planned and collect fees to accommodate new development development(coordinate with city departments a rid partner agencies) Livable Community Prepare a study to determine hownew growth will be servetl with infrastructure andthe Collaborate with other departments and ogennes to necessary fees to pay for the extension for areas both within and outside of the existing ACI ensure that maboa,systems are updated,maintained, boundary integrated and technologically advanced Update the City CenterMaster Plan Continue coordinated future planning efforts with other departments and agencies Update the SmartCOde Zoning Ordinance(Title 18A)—to ensure consistenry,with other departmental standards and address large scale annexations Facilitate comprehensive planer,and vmonm,¢,arts Identify the need for districts(clusters of similar uses)in the City and facilitate Area and/or for the my Districtplanning efforts as appropriate Prepare a Nodes and Corridors Study DI.C Page 171 of 314 eValue osTFALLS Strategy Chart - Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS 15th-16th Avenue Realignment atIdaho Street Spencer Street Extension(2nd Avenue to Selhce Wayl Implement Transportation Improvements from the Transportation Master - CityCenterCorridor Plan—Spokane Streetfrom l-90 to 2nd Avenue Selhce/MUllanCongestion Mitigation Improvements Plan related to capacity and safety Work with URA and Im to fund and construct theGreensferry Overpass and associatedbicycle and pedestrian facilities Elimination of UPRR Spur Line across Highway 41 2)Improve infrastructure and connectivity Adopt the Pedestrian and Bicycle Connectmty Plan Ongoing maintenance and repair at rats Centennial Trail Improvements Begin developing options and pursue funding for safety improvements Facilitate Bicycle and Pedestrian Facility Planning and Improvements, to the existing trail crossing at Pleasant View Road,RiverbendAvenue, Work with the development community and other including ongoing Tampere nce and repsaof trails andthe ROSS Point Road/Selhce Way intersections agencies to provide new trails,paths andconnections Realign the trail through the community to provide for an increased for bicycles and pedestrians to improve the nom oay—I a otoantl aclearerand morns to pathway motorized drtvlatmn netvrork m Past Falls Selhce Way—Idaho to Bay Street Improvements along to evaluate b ryde and Well Planned and pedestrian tBike from Idaho a Bay Street alongSelhce Way Utilize the Bike antl Pedestrian Facilities Plan andTrails Livable Community recommendation map to guide trail planning efforts cunt) Identify and acquire land necessa ry to create new trails and trail Ide citify and pursue funding for bike a no pedestrian facilities, pnnectinuS along the north a no south sides of the river trails,improving walkability a no public education on exercise Work with the local railroad companies to Identify cope rarities Plan for futur,infrastructure needs to utilize railroad rights-of-way for trails Prioritize protects basedon safety issues,level of use,and funding 2)Improve infrastructure and connectivity cont.) Implement 5 year CIP Protects—paving,scaling,and ADA ramps Continue to improve the City's aonsporthon system Maintain 22 miles of roadway annually and street, Continue to implement the comprehensive street maintenance CIP plan Traffic signa Is—continue to advance with newtechnology Annual traffic sign maintenance Annual pavement markings Continue to improve the OVS water and wastewater Implement 5 year CIP Projects related to the water system systems Follow the comprehensive water system master plan for water system Replace Wells l and improvement andmaintenance Replace Highlands PS Generator Continue In maintain a no Implement recommendations In Distribution System Improvements to meet fire flow requirementsvpgremen[s the master plan, duri ng peak day flowImplement5-year CIP Projects Incremental water main replacement Establish maintenance frequency ofoperation and Retrofit the Citys water meters to interface with radio react by mamienanCP acbwh6 purchasing 600 Meier Transceiver Unite(M%U)annually DI.C Page 172 of 314 e Via Strategy Chart - Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS Follow the comprehensive water reclamation system master plan for reclaimed water system Improvement and maintenance Continue tomaintain and Implementrecommendations In the master plan Implement 5-year CIP Projects related to the reclaimed Implement 5-year CIP Prgi water system Establish policies far frequency ofoperation and Continue to meet NPDES PermitRequirements maintenance activities Provide capacity forcontinued growth Stay Involved in tracking what other regulatory agencies Continue to maintain the collection system are doing related to the City s reclaimed water system le g,NPDE51 Look for opportunities to acquire propertyfor land application sites Work with City link to continue providing public transportation within Post 31 Ensure access to public transportation Falls a nd to surrounding communities Well Planned and Livable Community Collaborate who others on public transportation reprove s ccessibllity and,Lalnyof but top, cont) improvements and regional connections to serve our community and the greater region Evaluate feasibility and funding to tie Into Washington's bus system at the Statellne 4)Preserve the City's unique resources Work with other entitles to obtain a continuous open space buffer across through environmental stewardship the Prairie As part oflhe ACl efforts and coordination with Kootenai County and the other Prairie ci ties, evaluate the best mechanism to protect open space resources on the Prairie Work with others copener,open spaceport Protect resources alongthe Spokane River nv'ronmentelresources S)Maintain and expand City facilities Maintain City facilities in line with community values Evaluatethe feasibility of expanding the Cemeteryonto the approximately 6 acres south of the Ensure that the nryfachries will continue to meet the Expand site needs ofthe community pantl City facilities as appropriate and feasible DI.C Page 173 of 314 Value OSTFALI.S Strategy Chart - Goals, Objectives, Implementation Strategiesand Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS 1)Support educational excellence Enhance existing partnerships and evllaboratchs related to education and Develop a my-wide program to promote and recognize student achievement by expanding the Work wth others to promote educational excellence in economic development Maya/s Youth Commission Post Falls and the Importance afedumtmn to the Gtys nn ery 2)Maintain and expand parks and Implement the Parks and Recreation Master Plan projects and Formalize trails inO'emdn Park recreational facilities recommendations Upgradeplaygrounds at Falls Park and Cl amila Parks(consider themes) Improve existing disc golf courses and provide opportunities for disc golf in appropriate locations Fund Formn parks pardocre tsidelfunldies that will Consider expanding in city parks Improve the quality ofingh use foNrties,create an pan ganewplaza or areas to gathers events inthe City Improved space efeommunrty,paid contribute to the is Q' smdn Park,anew plan or community gathering placem[he Gry Identify land acquisition opportunities in the northeast,eastand west areas of Post Falls where canon,development potential of the City Center,amphitheater,etc park deficiencies exist Conduct a Feasibility Study for an Outdoor Sports Complex Quality Educational, 3)Continue to provide and promote high Continue to offer and expand recreational opportunities identified ashigh Recreational and quality recreation programs priorities by the 2012 Parks and Recreation survey Lifestyle Opportunities Market the recreational opportunities within the waterfront parks and recreation opportunities Fund high county recreation programs and expand the Identify opportunities to expand recreation programs for teens that are unique to Post Falls(rock climbing,kayaking,rafting,etc)through the websde,sonaI eneotion program to serve other underserved users media outlets,recreational publications,and other media sources Focus on effrts that will promote the Otys Maximae cross marketing opportunities with other organizations recreational cdop eent"s 4)Enhance partnerships for recreation Work with special interest groups and entrepreneurs to offer water related programs,classes and tours Work with existing outfitters to provide outdoor recreation opportunities such as programs and Partner with others to expand recreational programs and oppprtumtiesm rentals Post Falls Work with other agencies to expand specialized needs recreation services to residents ofthe county with disabilities Enhance open space partnerships with Avesta to expand access to islands from Falls Park 5)Expand recreation events and races in Partner with others to identify possible race and recreational events in Post Investigate routes and eventreuirementsa Post Falls Falls a appropriate for races and recreation events DI.C Page 174 of 314 I-es Value OSTFALLS Strategy Chart - Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS 1)Improve the aesthetics of Post Falls Enlist local and regional artrsts in public an projects to beautify the City Develop a City Center Beautification Program/Design Theme Prioritize beautification protect;code enforcement and Increase Code Enforcement to bring buildings and landscaping up to Code and expand the quality oflandsmpmg in the City community standa tax in appearance Improve the appearance of the Souse Way corridor and the City Center Form partnerships with local artrsts and educational implement an Urban ForestryStreet Tree Maintenance Program(]year program for maintainingnndunonsonbeautfcataneffortstbarshawrose local and regional artrsts right-of-way trees) 2)Expand and update external Improve and add signage and wayfrding at key locations around the City Develop Com pre hensive Signage an dWa yhn din Pro gram forthe City trails,par ks,swimming,and information historical points ofinterest,city buildings,plazas,districts,etc Improve directional ornate at Treaty Rock Park Add wayfndmg signage from City Center o Treaty Rock Park Improve directional and informational slgnage in the Prowtle wayfndmg signage indicating connections from Centennial Trail City and ensure that the slgnage and wayfndmg Increase safety for pedestrians and cyclists through education and signage to adjacent attractions,points of interest andparks program is consistent wish the new'branding efforts in coordination with wayfndmg efforts for postFolk Improve event agnate Sense of Community Update the weesite structure to make it more user-friendly and improve search functionality Redeagn the webhte to meet the needs of the Improve Economic Development and Business resources on the website community and incorporate the new'brandm g elfarts Make changes to the CiWs Webside to improve its usefulness to citizens and businesses Ladd omatiJarPostFallsEvaluateteinformation on thewebsne for new residents Improve and expand web based communications onparksand recreation electrome newentter,mterachve park maps,etc) Arbor Day Celebration Clean Up Days(Spring and Fall) Community Picnic Cops-n-Kids and Rudders-n-More Open House 3)Support community events Fishing Derby Leashes and laces 5K Fun Run/Walk Continue to offer planning and maintenance support for community events -Oktobeffest as included in the budget Park DayPostFallsFestival Post Falls Triathlon Summer Concerts Provide and promote rommunrty events m further Tough Kids Duathlon develop o sense afpemmumry and contribute to Unplug and Be Outside Week rnnamm development potential in the Cry,persistent W mterfest with feedback from the Communfy Assessment Survey DI.C Page 175 of 314 S Value OSTFALLL Strategy Chart - Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects GOALS OBJECTIVES IMPLEMENTATION STRATEGIES&POLICIES DEPARTMENTAL PROJECTS 1)Maintain a safe andsecure community Conduct a complete reviewof current crime prevention efforts Ensure that tM1e Otv's emergenry serves and come prevention meet the needs of the residents and Renew the Pole Department's involvement with neighborhood and business watch programs businessesContinueto strengthenpartnerships withother agencies,neighborhoods and busmesses related to Provide proactive responses to citizen safety issues Evaluate theneed for a west side Police Substation pubbcsalety Provide Crime Prevention Workshops with the Police Department's Community Services staff Safe Community Work with local businesses to connectsecurity cameras to the Police Department's internet so the pohre have the abilityto monitor businesses andhelp sobs crimes 2)Improve accessibility Continue to evaluatesafety andaccessibility of City facilities for all users Implement the re[ommentlatonz from the 5-year ADA Pnon[y Refer to the ADA Pric rlty l mprove ment Plan Work with other partners to bring shared facilities up toImprovement Plan low),state and federal standards for people with tholiddou DI.C Page 176 of 314 e Value OSTFALLS Strategic Plan 2012-2017 Table of Contents Executive Summary i Strategic Plan Background.1 Strategic Plan Overview 1 Relationship of the Strategic Plan to City Functions, Decisions, Budgeting, and Adopted Plans 3 How the Strategic Plan Relates to the Comprehensive Plan 4 Focus Areas of the Strategic Plan. 4 Strategic Plan Development 5 Strategic Plan Advisory Committee Process 5 Results from Strategic Assessments and S.W.O T Workshops 7 Priority Based Budget Results 8 Fiscal Analysis. 9 Survey Results 9 Strategic Plan Forum 11 Partner Forum 12 Community Outreach and Input on the Strategic Plan. 13 Competitive Advantage 14 Strategic Plan Components 16 Vision Statement. 16 Mission 16 N6.TOC-s DI.C Page 177 of 314 bX2, OST FALLS Strategic Plan 2012-2017 TableofContents Values. 17 Guiding Principles 18 Goals 20 Objectives. 20 Implementation and Tracking 21 Strategic Plan Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects 21 List of Appendices 51 Pa8eTOC DI.C Page 178 of 314 eValue OSTFALLS StrategicPlan 2012-2017 Strategic Plan Strategic Plan Background The City of Post Falls began a strategic planning process at the end of 2011. Developing a strategic plan for the City was determined to be a critical step in the setting the course of the City's future and for taking a proactiveapproach to improving the community's economic vitality and sense of identity The effort was intended to answer key questions about the City's future including: where are we going, what will we accomplish, haw will we get there, and how will we know when we have arrived? The new strategic plan, which is called the We Value Post Falls Strategic Plan 2012-2017, is a five year internal action plan covering calendar years 2013 through JFWe Value, 2017 It is designed to achieve the City's top priorities for the five-year timeframe. The City previously had a strategic plan that covered years 2002 to 2006. That plan expired in 2006. The We Value Post Falls Strategic Plan 2012-2017(hereinafter referredto as the Strategic Plan) takes a different focus than the previous plan but does support two of the major goals from the 2002 planincluding"City Marketing Efforts" and "Downtown Revitalization." Strategic Plan Overview A Strategic Plan is an internal action plan. It is a tool that organizations/agencies use to define their strategy and direction, andmake important decisions about their resources (financial and human). It follows a process that establishes a vision, considers the future environment, builds consensus, identifies actions to make it happen, and provides continual monitoring to ensure that goals are being met. Strategic planning allows communities to control their future and align their resources with their top priorities. The City formed a Strategic Plan Advisory Committee (SPAC) to help guide the development of the Strategic Plan. The committee met monthly for tenmonths and provided value input and review of materialsgenerated by staff The SPACis described in more detail under "Strategic Plan Advisory Committee Process." DRAFT Strategic Plan—For Public Review Peggy I 12/31/12DI.C Page 179 of 314 eb:V;= OSTFALLS Strategic Plan 2012-2017 Strategic Plan The strategic planning process was closely tied to the City's new priority based budgeting process and the Strategic Planning is an desires of City's residents and businesses. It took into account the results of three community surveys that organization's process of defining $ wereconducted in 2012 including the National Citizens Survey, the City of Post Falls Parks and Recreation its strategy, or direction,and Survey, and the Community Assessment Survey, which was part of the strategic planning efforts. making decisions on allocating its Suggestions from the Strategic Plan Forum, which was held in May 2012 and included 85 participants resources to pursue this strategy, representing a full range of community interests,were also considered in the development of the plan. including its capital andpeople. Various business analysis The strategic planning effort involved the Mayor and City Council, commissions, Department Heads, techniques can be used in supervisors and other City employees including the Employee Driven Leadership (EDL) Team. Early in the strategicplanning, including process, Strategic Assessments and S.W.O.T (strengths, weaknesses, opportunities and threats) workshops SWOTanolysis. q were conducted to help set the course of the Strategic Plan and identify where the City needed Strategicplanning is the formal improvement and where there were potential opportunities. consideration of an organization's future course. All The Strategic Plan is focused around oneshared strategic vision, which is the City's new Vision Statement, strategic planning deals with at and is guided by 12 Guiding Principles that are specific to the Strategic Plan. The result is a plan that least one of the three key includes a Vision Statement, Guiding Principles, Goals, Objectives, Implementation Strategies, and a list of questions: departmental projects that may be implemented during the five-year timeframe of the Strategic Plan to 1. "what do we do?' fulfill the implementation strategies.2. "For whom do we do it?" 3. "How do we excel?' The Strategic Plan will help the City make strategic decisions in its investments, spending, partnerships, services,and day-to-day operations moving forward during these tough economic times. It will include goalsand implementation strategies that are realistic and achievable. It will be a "living document" that is easily updated and utilized on a daily basisby Department Heads and staff to track projects, set annual goals, establish budgets, evaluate Levels of Service, and ensure that the City is meeting the ongoingexpectations of our citizens. The new Strategic Plan will cover a five yearperiod (2013 through 2017). Progress and accomplishments will be reported back to the community in the form of Semi-Annual Report Cards and an Annual Accomplishments Report. DRAFT Strategic Plan—For Public Review P 6.2 12/31/12 DI.C Page 180 of 314 Value OSTFALLS Strategic Plan 2012-2017 Strategic Plan Relationship of the Strategic Plan to City Functions, Decisions, Budgeting, and Adopted Plans The Strategic Plan will help the City of Post Falls make important decisions about projects and budgeting through 2017 as outlined below The Strategic Plan will help the City to: Involve the community in directingthe future and making strategic decisions Provide clear guidance for established Citygoals Focus efforts over a five yearperiod with an annual review/reporting Continually assess City services and operations and address deficiencies Establish priorities for City services, operations, departments, and projects Guide tough decisions related to City resources and finances and integratebudgeting decisions with established goals Adopted plans such as capital improvement plans (CIPs), master plans, and the Comprehensive Plan were reviewed as part of the strategic planning process. Many projects identified within the City's CIPs and master plans have been included in the Strategic Plan as implementation strategies and included in the list of departmental projects. The Strategic Plan is expected to result in. Amendments to the Comprehensive Plan, master plans, and CIPs Long-range planning efforts and focused planning projects Economic development efforts and new partnerships/strategies Changes to City operations,services, departments, budgets,etc. DRAFT Strategic Plan—For Public Review Peg&3 12/31/12 DI.C Page 181 of 314 eValue OST FALLS Strategic Plan 2012-2017 Strategic Plan How the Strategic Plan Relates to the Comprehensive Plan While theStrategic Plan includes the City's Vision Statement, Mission, and Values, it is different than the Comprehensive Plan in that it is a focused plan for a five-year timeframe that is based on the community's priorities and ties directly to the City's budget. Additionally, the Strategic Plan includes strategies and a list of departmental projects that will help the City achieve its goals and objectives. The Comprehensive Plan is an official policy guide that provides direction for the City's future and reinforces the values of Post Falls. Idaho Statutes require jurisdictions to conduct a comprehensive planning process and adopt a Comprehensive Plan that addresses allland withinthejurisdiction of the governing board. The Comprehensive Plan is required to include specific planning components and contain supporting maps,charts and reports. Focus Areas of the Strategic Plan The Strategic Plan focuseson six key areas that are important to the organization and the community, these include: Quality of Life; City Infrastructure, Planning/Land Use/Environment; Economic Development; Fiscal Responsibility; and Level of Service. These align with the Strategic Plan's goals and objectives. Strategic Plan Focus Areas Quality of Life City Infrastucture Planning/Land Use/Environment We Value. Economic Development E Fiscal Responsibility Level of Service DRAFT Strategic Plan—For Public Review Pe6.4 12/31/12DI.C Page 182 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan Strategic Plan Development Strategic Plan Advisory Committee Process As part of the Strategic Plan, the City formed a Strategic Plan AdvisoryCommittee (SPAC) with 16 members. The committee was comprised of a City Councilor, a Commissioner, a Post Falls Chamber of Commerce representative, agency representatives, educationalrepresentatives, business owners/representatives, property owners, religious institutions, financial institutions, the medical community, and residents of Post Falls. The SPAC had its first meeting in January2012. The committee met monthlyfrom January to October and dedicated more than 20 hours todeveloping the Strategic Plan. The SPAC played a critical role in guiding the directionof the Strategic Plan, providing feedback on draft materials, and sharing information with their stakeholders. The SPAC members also participated in community outreach efforts including the Strategic Plan Forum (May 21, 2012), Post Falls Days Parade (June 2, 2012), Partner Forum (December 7, 2012), and Council workshops. Strategic Plan AdvisoryCommittee Members: Pam Houser Post Falls Chamber of Commerce I Dr.Charles Buck' University of Idaho Bill Jhung Idaho SmallBusiness Development Center Steve Griffitts Jobs Plus Jerry Keane Post Falls School District Mike Baker Dime Community.Health Center John Young Polin&Young Construction David Dean PanhandleState Bank Alivia Metts Departmentof Labor Chris Fletcher Cabela's John Bailey Cabela's Samantha Babbich Kootenai County Fire&Rescue and Post Falls URA Commission Linda Wilhelm City Councilor Bob Templin Property Owner/Business Owner Kevin Howard Real Life Ministries Jack Evans Business Owner DRAFT Strategic Plan—For Public Review Pe6e5 12/31/12DI.C Page 183 of 314 egj eValue OST FALLS Strategic Plan 2012-2017 Strategic Plan The Support Team for developing the Strategic Plan was comprised of the following staff members and a volunteer intern: Hilary Anderson Planning and Economic Development Manager/Strategic Plan Project Manager Terry Werner' Public Services Director Shelly Enderud City Administrator/Finance Director Kelley Setters Planning Administrative Specialist Kyle Neal Intern Additionalinput on the Strategic Plan was provided by committee member Patty Shea before her position with Avista changedand by Eric Keck while he was the City Administrator for Post Falls. SPAC Meeting Dates: The SPAC met for ten months for at least two hours each meeting on the following days to provide input on the Strategic Plan: January 23, 2012 June 25, 2012 February 27,2012 July 23, 2012 March 26, 2012 August 27, 2012 April 23, 2012 September 24, 2012 May 14, 2012 October 29, 2012 DRAFT Strategic Plan—For Public Review Peg.G 12/31/12 DI.C Page 184 of 314 e Value OSTFALLS Strategic Plan 2012-2017 Strategic Plan Results from Strategic Assessments and S.W.O.T Workshops The City Council, Planning and Zoning Commission, Parks and Recreation Commission, Department Heads, and the Strategic Plan Advisory Committee (SPAC) all participated in individualworkshops and Strategic Assessments to identify the City's strengths, weaknesses, opportunities, and threats (also referred to as S.W.O.T.). Strengths are the qualities that enable the City to accomplish its mission and vision. Weaknesses are the qualities that prevent the City from accomplishing itsmission and achieving its fullpotential. Opportunities are presented by the environment within whichthe City operates. Threats arise when conditions in external environment jeopardizethe reliability and viability of the City The top results from the five workshops are listed below Appendix A includes the complete results from each workshop. Strengths Weaknesses Outdoor recreational activities Transportationconnectivity Geographic location Communication withcommunity High quality customer service and dedicated staff Building vacancies Fiscal trust and transparency in the City Opportunities Threats Expand local events Wastewater/water discharge Business attraction Budget (lack of funding) Public transportation/parking Economic condition Spokane River as an amenity related to marketing and tourism City staff retention DRAFT Strategic Plan—For Public Review Pe8.7 12/31/12 DI.C Page 185 of 314 OgJ e Value OSTFALLS StrategicPlan 2012-2017 Strategic Plan Priority Based Budget Results The City of Post Falls began a new budgeting process in 2012 called Priority Based Budgeting. Priority Based Budgeting enables communitiesto link funding decisions to their top priorities. The Strategic Plan is tied to the budgeting process through the use of "results" categories that are the same as the goals in the Strategic Plan. In this way the two can be aligned and the City can ensure that priority programs and projects will be funded. The Priority Based Budgeting evaluation of all City of Post Falls programs resulted in the following list of programs that have a direct influence on the results,which are considered Level 4 programs. The Level 4 City Programs are listed below Economic& Business Vitality Sense of Community General Services Recreational Programs Tourism Park Maintenance Urban Renewal Urban Forestry Urban Forestry Cable Franchise Park and Street Maintenance Planning CableFranchise Website, Channel 13, Press Releases Street Maintenance Planning Infrastructure Well-Planned andLivable Community Prosecution Quality Educational, Recreational and Lifestyle Opportunities Park and Street Maintenance Recreational Programs Urban Forestry Trail Connectivity Planning Park Maintenance Engineering Urban Forestry Street Construction/Maintenance Cable Franchise Infrastructure Planning Street Maintenance DRAFT Strategic Plan—For Public Review Pe6.8 12/31/12 DI.C Page 186 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan Safe Community Good Governance Prosecution General Services Public Safety(including Animal Control and Victim Services) Financial Services Engineering Human Resources Recreation Programs Media Planning Information Technology StreetMaintenance Facility Maintenance Fiscal Analysis A criticalcomponent of strategicplanning is to understand the current fiscal conditions and the fiscal outlook forecast. TheCity of Post Falls is known for being fiscally responsible. As such, it was necessary for the strategic planning efforts to take into account the fiscal conditions and ensure that the community's priorities forthe next five years (as outlined in the Strategic Plan) are in line with the long-term fiscal outlook forecasts that the city mayface it if pursues the fiscalpath it is on today The Fiscal Analysis is included in Appendix B. Survey Results A Community Assessment Surveywas developed as part of the strategic planning effort to receive input from the community on their top priorities. The survey was distributed as a hard copy and was available electronically between March 30 and May 25, 2012. 453 completed surveys were received duringthe survey timeframe. Surveys were promoted and made available to City residents, students, educators and businesses, as well as City employees and officials in the following ways: Emails with links to the survey were sent to stakeholders, city officials,city employees, and SPAC members on March 30, 2012 Online surveys were available from April 6—May 25, 2012 on the Strategic Plan webpage, and noticed on Facebook and Twitter Hardcopies of the survey were available at City Hall,the Library, Senior Center, Department of Labor, University of Idaho Research Park, Chamber of Commerce, and Cabela's DRAFT Strategic Plan—For Public Review Pa6e9 12/31/12DI.C Page 187 of 314 Jo e Va UU e OSTFALLS Strategic Plan 2012-2017 Strategic Plan The survey was promoted daily on Channel 13, promoted by the Planning and Zoning Commission Chairman and the Mayor at meetings in April, and promoted on Post Falls Today on April 17, 2012 Surveys weredistributed at the Business Fair on April 19,2012 525 surveys were mailed to Post Falls Chamber of Commerce members A link to the online survey was provided in the utility bills that were mailed out on May 1, 2012 The top results from the Community Assessment Surveyare listed below A copy of the Community Assessment Survey and the survey results are included in Appendix C. Too Priorities(0-5 Years) Partner with Others to Bring Businesses/Higher Paying Jobs to Post Falls Partner with Others to Support, Promote And Retain Local Businesses EncourageEconomic Development of Underutilized/Vacant Sites/Buildings Too to Medium Priorities Partner with Others on Educational and Workforce Training Opportunities Partner with Others to Add/Expand Local and/or Free Community Events Designate and Actively Promote a Downtown or CityCenter Area Medium Priorities Expand Public Transit Services/Coordinate Transit with Washington' Actively Market Post Falls to Showcase Our UniqueQualities Partner with Others to Actively Develop Tourism Opportunities/Destinations Partner with Others to Expand Local Restaurant and Nightlife Opportunities Expand RecreationalPrograms and Activities Help Facilitate Beautification Efforts in the City Two other surveys were taken into consideration as part of the strategicplanning efforts. These included the 2012 National Citizen's Survey and the City of Post FallsParks and Recreation Survey The National CitizensSurvey received a 34% response rate,which equated to 391 completed surveys. The Parks and Recreation Master Plan had a sample size of 413. The results of those two surveys were similar to the results of the Community Assessment Survey and supportedthe priorities that are included in the Strategic Plan as objectives and implementation strategies. DRAFT Strategic Plan—For Public Review P.6.10 12/31/12DI.C Page 188 of 314 e value OST FALLS Strategic Plan 2012-2017 Strategic Plan Strategic Plan Forum A Strategic Plan Forum was held on May 21, 2012 at Real Life Ministries. The forum was an event where focusgroups representing the various interestsof the community were brought together to discuss the Strategic Plan and how to achieve the City's new vision and prioritize projects and programs for the five-year strategicplanninghorizon. The objectiveof a focus group is to bring people with commoninterests and vocabulary together to provide their perspectives. There were 85 community members and agency representatives that attendedthe Forum. The objectives of the focus groupeventwere to: Learn about the city's strategic planning and outreach process Review the city's draft Vision Statement,Tagline, Guiding Principles and Goal Concepts Hear the preliminary results of the Community Assessment Survey Provide ideas forimplementation strategies to help thecity visualize/actualize the Strategic Plan goal concepts and help the City prioritize projects and programs The top suggestions from the Strategic Plan Forum participants for implementation strategies included: Economic Development Downtown Environment/City Center Business Incentives Focus on Business&Vacancies Promote/Market Post Falls Utilize Vacant Space/Buildings Business/Tax Incentives Well Planned&Livable Community Infrastructure Walking/Biking throughout the City Alternative Modes of Transportation Identify Historic Properties/Signs DRAFT Strategic Plan—For Public Review P.6.11 12/31/12 DI.C Page 189 of 314 e value OSTFALLS Strategic Plan 2012-2017 Strategic Plan Partner Forum A forum was held at City Hall on December 7, 2012 as part of the City's Winterfest events. All partners that were ImplementationStrategies are identified in the Strategic Plan as potential partners for helping the City accomplish the implementation strategies priority projects and programs that throughimplementation will and departmental projects were invited to the forum and informed of their proposed partnership with the City help the city achieve the goals There were 19 partners andseven representatives from the City in attendance at the event. The partners were and objectives. all in support of the Strategic Plan and being included in the effort moving forward. TheCity received written feedback and consent to be included in the Strategic Plan from eight partners that attended the forum including: Spokane Transit; Kootenai County; Panhandle Area Council; City of Coeur d'Alene; City of Rathdrum; North Idaho College; Community Garden/Post Falls Volunteers; and Idaho Department of Labor Staff has met with other partners since theforum to discuss their partnership with the City The following partners have been identified in the Strategic Plan: Post Falls Chamber Counties Post Falls High School Urban Renewal Agency State Representatives CDA Arts Commission Jobs Plus Association of Idaho Cities Railroad Companies Department of Labor KTEC HomeOwners Associations Department of Commerce Contractors Small Business Development Center Panhandle Area Council Private Schools Kootenai County University of Idaho/Research Park Home Schools Spokane Transit Authority Association of Realtors Avista CentennialTrail Foundation Property Owners Tourism Board City Link Farmers Private Outfitters Post Falls School District Civic Groups/Non-Profits Idaho Tourism Partners The IACC Community Garden Racing Clubs DevelopmentCommunity Idaho Tourism Department Businesses North Idaho College Cities Regional Artists NIC/Workforce TrainingCenter DRAFT Strategic Plan—For Public Review Page 12 12/31/12 DI.C Page 190 of 314 e Val ue OST FALLS Strategic Plan 2012-2017 Strategic Plan Television Loggers Association City of Coeur d'Alene Printed Media Women of Timber Post Falls Highway District Electronic Media Kootenai County Fire and Rescue Idaho Department of Transportation Radio Stations KMPO MedicalCommunity Civic Groups City of Rothdrum The Tribe of Coeur d'Alene City of Hoyden Community Outreach and Input on the Strategic Plan Theprocess of developingthe Strategic Plan involved citizens, businesses, educators and students through a variety of outreach efforts. The Strategic Plan process, materials and timeline have all been made available to the public on the City's website with links and updates posted on the City's Facebook page since the project was initiated in late 2011. The following efforts were made during the development of the Strategic Plan to receive input from the community and ensure that the community was kept up to date on the process: Post Falls Today(11/29/11) Strategic Plan Forum—Focus Group Event at Real Life Ministries Press Release(12/1/11) 5/21/12) Strategic Plan Website(launched January 2012)Post Falls Days Parade(6/2/12) Facebook and Twitter updates(December 2011-January 2013)City Council Presentation(6/26/12) Parks and Recreation Commission Workshop(1/24/12)Planning and Zoning Commission Presentations(3/13/12 and Community Assessment Surveys(3/30/12-5/25/12)11/13/12) Post Falls Today(4/17/12) City Council Workshops(12/20/12, 1/17/12 and 11/20/12) Business Fair with Chamber at Greyhound Park(4/19/12) KVNI Radio show on the Strategic Plan Forum and Winterfest Brainstorming Exercise with River City Leadership Academy on 12/5/12) Government Day(3/9/12)Partner Forum with partnering agencies at CityHall(12/7/12) Strategic Plan update to Post Falls Rotary(2/29/12) Public Open House on the Strategic Plan at Winterfest at City Hall 12/7/12) The complete Strategic Plan Timeline is provided in Appendix D. DRAFT Strategic Plan—For Public Review Page 13 12/31/12 DI.C Page 191 of 314 TOSTFALLS Strategic Plan 20I2~2017 Competitive Advantage Post Falls has identified what makes the City unique including advantages over other communities. This is defined as the Competitive Advantage and includes the following components: PrnQressiveandbusines*friend|ydtym/ithafo u nncu tnnmerservice x Ideal Location v Post Falls is located on the Wash inXton'|dahoborder o Post Falls less than 30 minutes from the Spokane International Airport n Post Falls isinbetwrrn.Spokone, which is the largest city in the region, and Coeur d'Alene, which is a well-known resort destination nPost Falls is part ufa metro area with a population of close io6V0,0V0 o Post Falls is strategically located along a major interstate(1-90)and two state highways(41 and 53) Recreational and Natural Amenities n Rock climbing destination in the region fA o Bounded nn the south by the Spokane River,which isa recreational amenity o The City's diverseO / o Tree City USA for l6years nSterling Tree City USA for three years Avai|ab|e|and N/ hencA^e We n Over 6l8 acres of vacant industrially-zoned land n Over 500 acres u[vacant commercially-zoned land o Over 600 acres nf vacant residentially-zoned land Infrastructure o Fiber network (business Ethernet)will be extended through Post Falls by TW Telecom o The new Beck Road interchange, which opened in November I0lI' is the first project in Idaho tobe funded through the state's STAR program (State Tax Anticipated Revenue) o The railroad tracks and railroad spurs provide opportunities for industries P 8e 14 DRAFT Strategic Plan—For Public Review DI.C Page 192 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan 1'3'-...y"Y`C. ..r; ,_-.a•"»v..y..caM .=..'yY'.:,N;Y<"..1'.. =v`.'LE^.LS?'1'_ .,i3^1'L'£Nh..=._"'1..__'.., :.v. S::__'.`.w.;tk.:C,:^.. JL^3:Sfl%RE"Poa:: Y'._.:."F':L`Y'.9'3,iRP.'.i Educational and Training Facilities o University of Idaho Research Park y y o North Idaho College's Workforce Training Center o North Idaho College's Small Business Development Center o Riverbend Professional Technical Academy 3 o Located near KTEC(Kootenai Technical Education Campus) an Idaho regional technology center for local high school students I Fiscally Responsible o The City passed a balanced budget with no tax increases y o The City's Sewer Bond Rating is AA-which is up from the A+previous rating o o The City's Water Bond Rating is AA Award-Winning Departments o For the 10 consecutive year, the City has been awarded the Certificate of Achievement for Excellence in Financial Reporting 1 from the Government Finance Officers Association for our CAFR(Comprehensive Annual Financial Report) 4 o The City was recognized for excellence of the PAFR(PopularAnnual Financial Reports)for the 41"consecutive year s; o Our Police Department was recognized by Law Officer Magazine, a national magazine,as one of Americas Finest Police Agencies k Fastest Growing Industry is Medical oPost Falls has the Northwest Specialty Hospital, Kootenai Cancer Center, KootenaiUrgent Care, Life Care Center of Post Falls, a and North Idaho Medical Care Center F o The Pleasant View Surgical Center will be open in late 2012 or early 2013 ti a oThe Rehabilitation Hospital of the Northwest, a joint effort of Ernest Health and KootenaiHealth, broke ground in December y Zr 2012 for a new 11 million dollar facility that will have 30 beds and over 100 employees y Advantages of being in Idaho i,a a Idaho is ranked 9" in the nation of top states for businessand 10"for our economic climate (Forbes) Idaho ranks first in patent activity(Stoel Rives 2008 Patent Report) s# • Idaho has some of the lowest overall costs of doing business and avers a variety of incentive programs to assist with business start-up, ' expansion and productivity Idaho's Workforce Development Training Fund can reimburse employee training costs to eligiblecompanies c:•..c,:...e.m ..-...__.........:.._..c-..,...__:.:-:._.«_-...,,...,:.s¢................,_..-..,_........-..............._-.._......_..:.......,..:..r,...:y:;.a,x-.rr2..:'.......:z.^Sr:2....m.........iz..:•' Page 15 DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 193 of 314 Value OSTFALLS Strategic Plan 2012-2017 Strategic Plan Strategic Plan Components Vision Statement A key step in the strategic planning process was to come up with a newVision Statement for the City of Post Falls to better reflect the community, its strengths and future destination. The Strategic Plan Advisory Committee assisted staff in creating a new Vision Statement for the City, which sets the direction for the Strategic Plan and the community The City Council approved the new Vision Statement at their June 26, 2012 meeting. The new Vision Statement for the City and the Strategic Plan reads: PostFalls, Idaho is a vibrant city with a balance of community and economic vitality that is distinguished by its engaged citizens, diverse businesses, progressive leaders, responsiblemanagement of fiscal and environmental resources, superior service, and a full range of opportunities for education and healthylifestyles. Mission The City's Mission reads: The City of Post Falls mission is to provide leadership, support common community values, promote citizen involvement and provide services which ensure a superior quality of life. Page 16 DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 194 of 314 eValue OST FALLS Strategic Plan 2012-2017 Strategic Plan Values The City of Post Falls has identified the following values,which are part ofthe Comprehensive Plan and were included in the 2002 Strategic Plan: Community Post Falls is a safe and secure place to live, work and play, with a stable and friendly environment that encourages citizen involvement. Leadership Post Falls values leadership that respects differing views, models integrity and implements community goals. Environment Post Falls is on environmentally aware community that preserves, conserves and appreciates its distinctive open spaces, natural resources, habitats, parks and outdoor recreation. Economic Development Post Falls encourages economic development that safeguards the environment while promotingcommunity prosperity Diversity Post Foils is a community for all people offering diverse cultural andeducational opportunities, with varying land uses and unique neighborhoods. Accountability Post Falls is dedicated to promotingfiscal responsibility, managed growth, responsive community services and an open and fair government. Pise 17 DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 195 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan Guiding Principles There are 12 Guiding Principles that direct the focus of the Strategic Plan. All goals, objectives and implementation strategiesmust relate back to the Guiding Principles.The CityCouncil approved the GuidingPrinciples at their June 26, 2012 meeting. The Strategic Plan's GuidingPrinciples include: SUPERIORCITIZEN SERVICES We Value superior citizen services above allelse. Our number one priority is to provide responsive and high quality municipal service for our residents and businesses. ECONOMIC DEVELOPMENT AND DIVERSIFICATION WeValue economic development and diversification. Post Falls supports localbusinesses and seeks to expand and strengthen the city's role as a regional center for commerce, medicine, high-tech businesses, and educationto ensure a diverse mixture of professional local jobs with living wages for future generations. Post Falls also continues to look for ways to diversify our economy and promote ourselves and our region as a tourist destination. FISCAL RESPONSIBILITY We Value fiscal responsibility. Post Falls is fully committed to transparency in our financial matters and making fiscally responsible decisions about ourbudget, municipal services,extension of infrastructure, and city projects. ENVIRONMENTAL STEWARDSHIP We Value environmental stewardship. As stewards ofourmagnificent natural environment, we embrace ourconnection to the river and are fully committed to the protection and preservation of our aquifer,the Rathdrum Prairie, and the region's amenities. PLANNED GROWTH AND ENHANCED CHARACTER We Value planned growth and enhanced character Post Falls welcomes new residential and mixed-use developments, innovative industries and new businesses that complement and enhance the community through smart growth and sustainableprinciples, connectivity, high quality design, construction,and cost-effective infrastructure to servenew growth. P.&18 DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 196 of 314 eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan PROGRESSIVELEADERSHIP WeValue progressiveleadership. Post Falls is known for its progressive leadership style and has a reputation for being on the cutting edge of new technologies and practices. OUR RICH HISTORY We Value our rich history Post Falls is continually evolving and improving as a community but wedo so by respecting our past, protecting our historical resources, and maintaining our"small town feel" PURSUIT OF EXCELLENCE WeValue the pursuit of excellence. The pursuit of excellence is ingrained in all facets ofour community through careful planning, smart growth practices, service, leadership,technology,medicine, and education. PURSUIT OF INNOVATION We Value the pursuit of innovation. PostFalls continually seeks innovation and creativity in our decisions and actions related to providing outstanding municipal services, reducing our costs,and attracting new industries and businesses to our community PURSUIT OF OPPORTUNITY We Value the pursuitof opportunity The pursuit ofopportunity is prevalent in Post Falls. Our residents and businesses have access to outstanding neighborhoods, diverse housing choices, workforce training, vital ministries and worship, community events, a wide range of employment opportunities, and recreation. PURSUIT OF PARTICIPATION We Value the pursuit of participation. Post Falls actively engages its residents and businesses and encourages them to participate in the public process to help the city make strategic decisions about the services we offer PURSUIT OF PARTNERSHIPS AND COLLABORATION We Value the pursuit of partnerships and collaboration. The pursuit of partnerships and collaboration are vital to the health and future of Post Falls and our region. Post Falls works closely with other agencies, organizations, and businessleadersin partnerships and collaborative efforts. P.8.19 DRAFT Strategic Plan—For Public Review 12/31/12 DI.C Page 197 of 314 Ogg eva,Ue OST FALLS StrategicPlan 2012-2017 Strategic Plan Goals The Strategic Plan includes five goals, which coincide with the City's Priority Based Budget results. Each goal contains objectives and implementation strategies which will help the City meet the Strategic Plan's goals. The five goals include: 1. Economicand Business Vitality 2. Well Planned and Livable Community 3. Quality Educational, Recreational and Lifestyle Opportunities 4. Sense of Community 5. Safe Community Objectives Each goal includes multiple objectives. The objectives function as targets that we are trying toaccomplish or achieve. They are more specific than goals. The Strategic Plan includes the following objectives: Increase Economic Development Efforts Maintain and Expand Parks and Recreational Facilities Identify and Market a Vision for Post Falls Continue to Provide and Promote High Quality Recreation Provide Support for Current and Future Businesses Programs Plan for Future Transportation,Infrastructure,Land Use,and Enhance Partnerships for Recreation Technology Needs to Enhance the Livability of Post Falls Expand Recreation Events and Races in Post Falls Improve Infrastructure and Connectivity Improve the Aesthetics of Post Falls Ensure Access to Public Transportation Expand and Update External Communications and Information Preserve the City's Unique Resources through Environmental Support Community Events Stewardship Maintain a Safe andSecure Community Maintain and Expand City Facilities Improve Accessibility Support Educational Excellence DRAFT Strategic Plan—For Public Review No 20 12/31/12DI.C Page 198 of 314 e Value OSTFALLS Strategic Plan 2012-2017 Strategic Plan Implementation and Tracking The Strategic Plan will be implemented starting in the first quarter of 2013 and will continue throughthe fourth quarter of 2017 Theplan includes goals, objectives, implementation strategies and a list of departmental projects. The implementation strategies and departmental projects will help the City achieve the goalsand objectives identified as the community's top priorities. The implementation strategies and departmental projects will be reviewed and updated annually to see whichprojects will move forward during that year and budget cycle. A Draft Implementation Plan was prepared as part of the strategic planning process. The Draft Implementation Plan identifies timeframe including start dates), responsible parties, partners, and funding sources for implementation strategies and departmental projects. The Draft Implementation Plan will be reviewed annually by Department Heads as part of the budget process to determine which projects will be initiated each year in order to meet the Strategic Plan goals and objectives depending on available funding and feasibility considerations. The Draft Implementation Plan will be tracked internally byeach department and updated on a regular basis. New projects that were notidentified in the plan will be reviewed by the responsible department before they are initiated to make sure the projectsmeet the goalsand objectives of the Strategic Plan. Unlike the Draft Implementation Plan, the Strategy Chart does not include timeframe, responsible parties, partners or funding source details as these are all subject to change. Appendix E includes the Draft Implementation Plan which will only be current as of the date of the Strategic Plan adoption. Moving forward, the Draft Implementation Plan will be kept internally to ensure that the information is not dated. Strategic Plan Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects The key components of the Strategic Plan whichwill be implemented within the five-year timeframe are summarized on the following pages. Implementation strategies and policies for each of the five goals and their associated objectives are provided. The Strategic Planhas also identified departmental projects, which are anticipated to be implemented duringthe five-yearstrategic planning horizon to achieve the Strategic Plan goals and objectives, thusmeetingthe community's priorities. The list of departmental projects is subject to change and new projects may be considered if they meet the Strategic Plan goals and objectives and can be funded during the Strategic Plan timeframe. DRAFT Strategic Plan—For Public Review Page 21 12/31/12 DI.C Page 199 of 314 Strategic Plan Goals, Objectives, Implementation Strategies and Policies, and Departmental Projects Value OSTFALLS Strategic Plan 2012-2017 DRAFT Strategic Plan—For Public Review pa8e22 12/31/12 DI.C Page 200 of 314 GOAL 1:ECONOMIC AND BUSINESS VrrALITY TABLEOFCONTENfS Obiective 1. Increase economic development efforts. 24 Objective 2: Identify and market a vision for Post Falls 25 Obiective 3. Provide support for current and future businesses 26 DRAFT Strategic Plan—For Public Review P06.23 12/31/12 DI.C Page 201 of 314 GOAL I ECONOMIC AND BUSINESS VrrALITY Objective 1. Increase economic development efforts Take a proactive approach to increasing economic development efforts in Post Falls and focus on the unique attributes of Post Falls within the region for opportunities Work with others to improve the economic climate and realize new opportunities for economic development in Post Falls Implementation Strategies andPolicies: Develop an Economic Development Program/Business Retentionand Recruitment Plan Supportlegislative actions related to economic development—Local Option Sales Tax and Dry Port Legislation Implementpriorities from theEconomic DevelopmentProgram/Plan Identify and implement key projects for identified Districts in the City Departmental Projects: o Host a District Identification and Planning Forum DRAFT Strategic Plan—For Public Review Pe8X24 12/31/12 DI.C Page 202 of 314 GOAL t ECONOMICAND BUSINESS VrrA= Objective 2:Identify and market a vision for Post Falls Create a recognizable "brand'for Post Falls to help market the City and its features/amenities, and carry the theme throughout the website,marketing materials,signoge and entry features Implementation Strategies and Policies: Develop a Marketing/BrandingProgram for Post Falls Encourage the developmentcommunity to incorporate historical names into new development projects'street and park names Consider branding themes such as outdoor recreation,the city's heritage,and the northwest region for city events and festivals Work with community leaders and economic development groups to attract businesses to the City Center that support the City's branding efforts Departmental Projects: o Initiate an Advertising Campaign to promote Post Falls(e.g. marketing DVDs) DRAFT Strategic Plan—For Public Review Pe o 258 12/31/12 DI.C Page 203 of 314 GOAL I ECONOMIC AND BUSINESS VTTALR Y Objective 3:Provide support for current and future businesses Proactively work with local businesses and other agencies to enhance business opportunities in Post Falls Implementation Strategies and Policies: Encourage incubator space for business start-ups invacant buildings Work with the Chamber to co-host a Forum of commercial property owners,developers,realtors,andothersto share ideas and strategize on filling vacant buildings Work with the Chamber to form a Committee/Commission/Downtown Association or External Business AdvisoryCommittee to help facilitate events and development efforts in the City Center Departmental Projects: Improve education and outreach on the City's BusinessLicense Program Provide education on local resources and services for businesses Assist in developing and distributing a Business Survey in partnership with the Chamber's Local Issues Committee, Department of Labor, and Jobs Plus DRAFT Strategic Plan—For Public Review P.60 26 12/31/12 DI.C Page 204 of 314 GOAL 2:WELL PLANNED AND UNABLE COMMUNrrY TABLE OF CONTENTS Obective 1. Plan for future transportation, infrastructure, land use,and technology needs to enhance the livability of Post Falls. 28 Objective 2. Improve infrastructure and connectivity 30 Objective 3. Ensure access to public transportation 34 Objective 4. Preserve the City's unique resources through environmental stewardship 35 Objective 5. Maintain and expand City facilities 36 DRAFT Strategic Plan—For Public Review Pe6e27 12/31/12DI.C Page 205 of 314 GOAL 2: WELL PLANNED AND LIVABLE COMMUNITY Objective 1. Plan for future transportation, infrastructure, land use, and technology needs to enhance the livability of Post Falls Ensure that all plans are updated and reflect future conditions and needs Collaborate with other departments and agencies to ensure that mapping systemsare updated, maintained, integrated and technologically advanced Facilitate comprehensive planning and visioning efforts for the city Implementation Strategies andPolicies: Continue to implement Smart Mapping(GIS mapping integrated with Auto CAD) Continue to update and integrate GIS mapping systems Review the Strategic Plan quarterly and annually to ensure that it is being implemented and make changes to the timing and responsibility as appropriate Ensure that future growth areas are considered for the extension of infrastructure including the necessary fee structure and mechanism to collect fees to accommodate new development Continue coordinated future planningefforts with other departments and agencies DRAFT Strategic Plan—For Public Review N6.28 12/31/12 DI.C Page 206 of 314 GOAL 2: WELL PLANNED AND LIVABLE COMMUNM Departmental Projects: Update Community Development and Public Works master plans such as capital improvement plansand othertransportation and land use plans that focus on a well-planned and livable community- Water Reclamation Collection Master Plan Water Reclamation Treatment Facilities Master Plan o Transportation Master Plan Review and update the City Center Master Plan City Center Corridor Plan—Spokane Street from 1-90 to 2nd Avenue Update the Comprehensive Plan and Future Land Use Map to focus on future land use and infrastructure conditions (including transit) to address future growth areas and economic development(coordinate with city departments and partner agencies) Prepare a study to determine how new growth will be served with infrastructure and the necessary fees to pay for the extension for areas both within and outside of the existing ACI boundary Review and updatethe City Center Master Plan Update the SmartCodeZoning Ordinance (Title 18A) — to ensure consistency with other departmental standards and addresslarge-scale annexations Identify the need for districts(clusters of similar uses) in the City and facilitate Area and/or Districtplanning efforts as appropriate Prepare a Nodes and Corridors Study DRAFT Strategic Plan—For Public Review P 8 X29e 12/31/12 DI.C Page 207 of 314 GOAL 2: WELL PLANNED AND UNABLE COWUNTfY Objective 2:Improve infrastructure and connectivity Workwith the development community and other agenciesto provide new trails, paths and connections for bicycles and pedestrians to improve the non-motorized circulationnetwork in Post Falls Plan for future infrastructure needs Continue to improve the City's transportation system and streets Continue to improve the City's water andwastewater systems Implementation Strategies and Policies: Implement Transportation Improvements from the Transportation Master Plan related to capacityand safety Adopt thePedestrian and Bicycle Connectivity Plan Facilitate bicycle andpedestrian facility planning and improvements,including ongoingmaintenanceand repair of trails Identify andacquire land necessary tocreate new trails and trail connections alongthe north and south sides of the river Continue to implement thecomprehensive street maintenance CIP plan Follow the comprehensive water system masterplan for water system improvements and maintenance Continue to maintain and implement recommendations in the masterplan Implement 5-year CIP Projects Establish policies forfrequency of operation and maintenance activities DRAFT Strategic Plan—For Public Review P.6.30 12/31/12 DI.C Page 208 of 314 GOAL 2: WELL PLANNED AND LIVABLE COMMiJNTTY Follow the comprehensive reclaimed water system master plan for reclaimed water system improvements and maintenance Continue to maintain andimplement recommendations in the master plan Implement 5-year CIP Projects Establish policies for frequency of operationandmaintenance activities Stay involved in trackingwhat other regulatory agencies are doing related to the City's reclaimed water system(e.g. NPDES) Look for opportunities toacquire property for land application sites Departmental Projects: o Facilitate Bicycle and PedestrianFacility Planning and Improvements,including ongoing maintenance and repair of trails Ongoing maintenance and repair of trails Centennial Trail Improvements: Begin developing options and pursue funding for safety improvements to the existing trail crossing at Pleasant View Road, RiverbendAvenue,and the Ross Point Road/SelticeWay intersections Realign the trail through thecommunity to provide for an increased off-street trail and a clearer and more direct pathway Seltice Way— Idaho to Bay Street Improvementsto evaluate bicycle and pedestrian access from Idaho to Bay Street along Seltice Way Utilize the Bike and PedestrianFacilities Planand Trails Recommendation map to guide trail planning efforts Identify and pursue funding for bike and pedestrian facilities,trails,improvingwalkability and public education onexercise Work with the local railroad companies to identify opportunities to utilize railroad rights-of-way for trails DRAFT Strategic Plan—For Public Review PC,60 31 12/31/12 DI.C Page 209 of 314 GOAL 2: WELL PLANNED AND LIVABLE CONRIUN Y Prioritizeprojects based on safety issues, level of use, and funding opportunities and focus on north-south connections to the Centennial Trail Transportation Improvements: 15`h 16`h AvenueRealignment at Idaho Street Spencer Street Extension(2nd Avenue to Seltice Way) City Center Corridor Plan—Spokane Street from 1-90 to 2nd Avenue Seltice/Mullan Congestion Mitigation Improvements Work with URA and ITD to fund and construct the Greensferry Overpass and associated bicycle and pedestrian facilities Elimination of UPRR Spur Line across Highway 41 Street Improvements and Maintenance: Implement 5-year CIP Projects—paving,sealing,and ADA ramps Traffic signals—continue to advance with new technology Annual traffic sign maintenance Annual pavement markings Water System Improvements: Implement 5-year CIP Projects related to the water system Replace Wells 1 and 2 Replace Highlands PS Generator Distribution System Improvements to meet fire flow requirements during peak day flow DRAFT Strategic Plan—For Public Review P.8.32 12/31/12 DI.C Page 210 of 314 GOAL 2: WELL PLANNED AND UNABLE COMNUNIIY Incremental water main replacement Retrofit the City's water meters to interface with radio read by purchasing 600 Meter Transceiver Units(MXU)annually o Reclaimed Water System Improvements: Implement 5-year CIP Projects related to the reclaimed water system Continue to meet NPDES Permit Requirements Provide capacity forcontinued growth Continue to maintain the collection system DRAFT Strategic Plan—For Public Review P&6.33 12/31/12 DI.C Page 211 of 314 GOAL 2: WELL PLANNFD AND LIVABLE COMMUNITY Objective 3:Ensure access to public transportation Collaborate with others on public transportation improvements and regional connections to serve the community and the greater region Implementation Strategies and Policies: Work with City Link to continue providingpublic transportationwithin Post Falls andto surroundingcommunities Improve accessibility and quality of bus stops Evaluate feasibility and funding to tie into Washington's bus system at the Stateline Departmental Projects: None DRAFT Strategic Plan—For Public Review P.8.34 12/31/12 DI.C Page 212 of 314 GOAL 2: WaL PLANNED AND UNABLE COMMUNffY Objective 4:Preserve the City's unique resources through environmental stewardship Work with others to protect open space and environmental resources Implementation Strategies and Policies: Work with otherentities to obtain a continuous openspace buffer across the Prairie Protect resources along the Spokane River Departmental Projects: o As part of the ACI efforts and coordination with Kootenai County and theother Prairie cities, evaluate the best mechanism to protect open space resources on the Prairie DRAFT Strategic Plan—For Public Review Pm.35 12/31/12 DI.C Page 213 of 314 GOAL 2: WELL PLANNED AND LIVABLE COMMI= Objective S. Maintain and expand City facilities Ensure that the city facilities will continue to meet the needs of the community Implementation Strategies and Policies: Maintain City facilities in line with community values Expand City facilities as appropriate and feasible Departmental Projects: o Evaluate the feasibilityof expanding the Cemetery onto the approximately 6 acres south of the existing site DRAFT Strategic Plan—For Public Review P.&36 12/31/12 DI.C Page 214 of 314 III I MM-m1i WMMrQ--fiffAAMO=M4IR IN 11 M4P Obiective 1. Support educational excellence 38 Objective 2: Maintain and expand parks and recreational facilities 39 Objective 3. Continue to provide and promote high quality recreation programs. 40 Objective 4: Enhance partnerships for recreation. 41 Obilective 5. Expand recreation events and races in Post Falls. 42 DRAFT Strategic Plan—For Public Review Peggy 37 12/31/12 DI.C Page 215 of 314 Objective 1. Support educational excellence I - work with others to promoteeducational excellence in Post Falls and the importance of education to the City's economy Implementation Strategies andPolicies: o Enhance existing partnershipsand collaborations related to education and economic development Departmental Projects: o Develop a city-wide programto promote and recognize student achievement by expanding the Mayor's Youth Commission DRAFT Strategic Plan—For Public Review D8,]8 DI.C Page 216 of 314 Objective 2:Maintain and expandparks andrecreational facilities Fund priority parksand recreational facilities thatwill improvethe quality of high use facilities, create an improved sense of community,and contribute to the economic development potential of the City Implementation Strategies and Policies: Implement the Parks and Recreation Master Plan projects and recommendations Consider expanding or establishing areas to host large events andjestivals(e.g., Qemiln Park,a new plaza or communitygathering place n the City Center,amphitheater,etzj Departmental Projects: Formalize trails inQ'emi|nPark Upgrade playgroundsat Falls Park and[emi|n Parks(consider themes) Improve existing disc golf courses and provide opportunities for disc golf in appropriate locations in city parks Identify land acquisitionOpportunities in the northeast,east and west areas of Post Falls where park deficiencies exist Conduct a FeasibilityStudy for on Outdoor Sports Complex DRAFT Strategic Plan—For Public Review Puxe3A DI.C Page 217 of 314 1911—QUAIIIY EDIJ,A ONAI,RECRFATIONALANDLIFFSTY}I.EOP,P,OR t , Objective 3: Continue to provide and promote high quality recreation programs Fundhigh priority recreationprograms and expand the recreation program to serve other under-served users Focus on efforts that will promote the City's recreational opportunities Implementation Strategies and Policies: Continue to offer and expand recreationalopportunities identified as high priorities by the2012 Parks and Recreation Survey Identify opportunitiesto expand recreationprograms for teens Maximize cross marketing opportunities with other organizations Departmental Projects: o Market the recreational opportunities within the waterfront parks and recreation opportunities that are unique to Post Falls (rock climbing, kayaking,rafting,etc.)through the website,social media outlets, recreational publications,and other mediasources DRAFT Strategic Plan—For Public Review Iege40 12/31/12 DI.C Page 218 of 314 i,,.,e;« ,- 4.10. " ` QU' EpUGAI......ECRA©NALAND TYLE®PP,OR Objective 4:Enhance partnerships for recreation Implementation Strategies and Policies: o Partner with others to expand recreationalprograms and opportunities in Post Falls Departmental Projects: Work with special interest groups and entrepreneursto offer water related programs,classes and tours Work with existing outfitters to provide outdoor recreation opportunities such as programs and rentals Work with other agencies to expand specialized needs recreation services to residents of the county with disabilities Enhance open space partnerships with Avista to expand access to islands from Falls Park DRAFT Strategic Plan—For Public Review Page 41 12/31/12 DI.C Page 219 of 314 EDUCAIION AI RECREATTONALANDLIFL-gyLEOPPOR 1 l . Objective 5. Expand recreation events and races in Post Falls Implementation Strategies and Policies: o Partner with others to identify possible race and recreational events in Post Falls Departmental Projects: o Investigateroutes and event requirements appropriate for races and recreation events DRAFT Strategic Plan—For Public Review 12/31/12 Peg 42 DI.C Page 220 of 314 GOAL 4.SENSE OF COMMUNITY TABLE OF CONTENTS Objective 1. Improve the aesthetics of Post Falls.44 Objective 2: Expand and update external communications and information 45 Objective 3.Support community events 47 DRAFT Strategic Plan—For Public Review Page 43 12/31/12 DI.C Page 221 of 314 GOAL+. SENSEOFCONWNTfY Objective 1. Improvethe aesthetics of Post Falls Prioritize beautification projects, code enforcement and the quality of landscaping in the City Form partnerships with local artists and educational institutions on beautification efforts that showcase local and regional artists Implementation Strategies and Policies: Enlist local and regional artists in public art projects to beautify the City Improve the appearance of the SelticeWay corridor and the City Center Departmental Projects: Develop a City Center Beautification Program/Design Theme Increase Code Enforcement tobring buildings and landscaping up to Code and expand community standards in appearance Implement an Urban Forestry Street Tree Maintenance Program(7-year program for maintaining right-of-way trees) DRAFT Strategic Plan—For Public Review P.6.44 12/31/12 DI.C Page 222 of 314 GOAL+ SENSEOFCON MUNHY Objective 2:Expand and update external communications and information Improve directional and informational signage in the City and ensure that the signoge andwayfindingprogram is consistent with the new"brandingefforts for Post Falls Redesignthe website to meet the needs of the community and incorporate the new"branding"efforts for Post Falls Implementation Strategies and Policies: o Improve andadd signage and wayfindingat key locationsaround the City o Increase safety for pedestriansand cyclists through education and signage in coordination with wayfindingefforts Improve event signage Make changes to the City's Website to improve its usefulness to citizens and businesses Departmental Projects: o Develop a Comprehensive Signage and Wayfinding Program for the City's trails, parks, swimming, historicalpoints of interest, city buildings, plazas,districts,etc. Improve directional signage at Treaty Rock Park Add wayfinding signage from City Center to Treaty Rock Park Provide wayfinding signage indicatingconnections from Centennial Trail to adjacent attractions,points of interest and parks DRAFT Strategic Plan—For Public Review Po6e45 12/31/12DI.C Page 223 of 314 GOAL.+. SENSEOFCOMMUNITY o Make changes to the City's Website to improve its usefulness to citizens and businesses Update the website structure to make it more user-friendly and improve search functionality Improve Economic Development and Business resources on the website—add testimonials Evaluate information on thewebsite for new residents Improve and expand web-based communications on parks and recreation (electronic newsletter, interactive park maps,etc.) Develop a Crime Map for the Police Department website Promotion of city events,new businesses,employee and departmental successes,etc. DRAFT Strategic Plan—For Public Review Page 46 12/31/12 DI.C Page 224 of 314 GOAL+ SENSEOFCOMMUNTTY Objective 3:Support community events Provide and promote community events to further develop a sense of community and contribute to economic development potential in the City, consistent with feedback from the Community Assessment Survey Implementation Strategies andPolicies: o Continue to offer planning and maintenance support for community events as included inthe budget Departmental Projects: Arbor Day Celebration—5`h grade fieldtrips Clean Up Days(Spring and Fall) Community Picnic Cops-n-Kids and Rodders-n-More Open House Fishing Derby Leashes and Laces 5k Fun Run/Walk Oktoberfest Park Day Post Falls Festival(formerly Post Falls Days) Post Falls Triathlon(formerly the Duathlon) Summer Concerts Tough Kids Duathlon Unplug and Be Outside Week o Winterfest DRAFT Strategic Plan—For Public Review Peggy 47 12/31/12DI.C Page 225 of 314 111:11:111111ol:ImmeMT Objective 1. Maintain a safe and secure community 49 Objective 2: Improve accessibility 50 DRAFT Strategic Plan-For Public Review Pa8e 48 12/31/12DI.C Page 226 of 314 a':°?; `'IJVtfL Jyt11=L'l:O d ylll1lJ14V1'1;1-, Ys a Objective 1. Maintain a safeand secure community Ensure that the City's emergency services and crime prevention meet the needs of theresidents and businesses Continue to strengthen partnerships with other agencies,neighborhoods and businesses related topublicsafety Implementation Strategies and Policies: o Provide proactive responses tocitizen safety issues Departmental Projects: Conduct a complete review ofcurrent crime prevention efforts Renew the Police Department's involvement with neighborhood andbusiness watch programs Evaluate the need for a west-side Police Substation Provide Crime Prevention Workshops with the Police Department's Community Services staff Work with localbusinesses to connect security cameras to the Police Department's internet so the police have theability to monitor businesses and help solve crimes DRAFT Strategic Plan—For Public Review Pa6e 49 12/31/12 DI.C Page 227 of 314 Objective 2: Improveaccessibility Continue to evaluatesafety and accessibility of City facilities for all users Work with otherpartnersto bring shared facilities up to local,stateand federal standards for people with disabilities Implementation Strategies and Policies: o Implement the recommendations from the 5-year ADA Priority Improvement Plan Departmental Projects: o Refer to the ADA Priority Improvement Plan. DRAFT Strategic Plan—For Public Review N6.50 12/31/12 DI.C Page 228 of 314 ogd- eValue OSTFALLS Strategic Plan 2012-2017 Strategic Plan List of Appendices Appendix A. Summary of Strategic Assessments and S.W.O.T (strengths,weaknesses, opportunities, and threats) Workshops Appendix B: Fiscal Analysis Appendix C. Community AssessmentSurvey and Survey Results Appendix D• Strategic Plan Timeline Appendix E: DraftImplementation Plan NOTE.the Appendices and all other project files are available for review in the City's Planning Division) DRAFT Strategic Plan—For Public Review P.6.51 12/31/12 DI.C Page 229 of 314 ATTACHMENT I DI.C Page 230 of 314 Al f PAL 14 e to cal1 o CITY OF PALMDALE STRATEGIC PLAN 2008-2013 DI.C Page 231 of 314 TABLE OF CONTENTS Letter from the City Manager 4 Introduction. 5 Community Participation. 6 Preamble - Values 7 Palmdale Strategic Plan —Vision/Mission 8 Strategic Goals & Action Plan 9 1 Youth Engagement 9 2. Public Safety 11 3 Water 14 4 Transportation 15 5. EconomicDevelopment/Job Creation 17 6 Senior Services/Senior Housing 19 7 Quality of Life 20 8. Growth/Sustainable Development 24 9 Community Engagement/Community Outreach 26 10 Recreation/Parks/Trails/Open Space 29 11 Municipal Finance Consideration/Fiscal Responsibility 31 12. High Performance Work Environment. 34 Final Thoughts. 41 Palmdale's Vision 41 Exhibit I - Palmdale's Strategic Planning Process 43 Project Objectives 43 Strategic Planning 43 1) Integrate Community Into Planning 43 2) Create a Shared Vision 44 3) Clarify Purpose. 44 4) Identify Issues/Trends 44 5) Tests/Validate Current Assumptions 44 6) Identify Community Resources 44 7) Improve Community Networking 44 8) Increase Understanding of Local Government 45 9) Develop Action Oriented Planning 45 Overview of Strategic Planning 45 The Strategic Planning Model 45 Table 1 46 Community Strategic Planning Process 46 Table 2 47 Strategic Planning Process 47 Exhibit II - Community Input 48 Section 1 - State of the Community 48 Section 2 - Assessment of External Conditions 52 Section 3 -Assessment of Municipal Services 62 2 DI.C Page 232 of 314 Section 3 -Assessment of Municipal Services 63 Community Outreach Meeting Notes 66 January 8/9, 2008 66 Exhibit III 77 Wrap Up 77 Section 4 - Review Point/Priority Setting 77 Section 5 -Vision Statement 78 Vision 78 Next Steps 78 Conclusion. 78 3 DI.C Page 233 of 314 LETTER FROM THE CITY MANAGER The City of Palmdalefaces multiple, complex challenges, amongthem the parallel trends of growing population and service demands coupled with limited financial and other resources As our City continues to grow, theCity Council and I are lookingto chart a course and create a vision for our future that will ensure our financial viability as well as our standards of living Recognizingmany challenges facing the community, the City engaged the community in a strategic planning process in 2008 The strategic planningprocess is designed to chart that course, provide focus and strategic direction, and assess our current and future services The City of Palmdaleinitiated the development of its Strategic Plan in 2008 to identify long-term direction, short-term goals, and actionstepsforthe City organization This highly participatory process included input and feedback from approximately 575 residents, community stakeholders and employees We thank all participants as the City continues to activelyidentify, recognize and support the quality services and programsresidents expect from the City, and the superior service standards the City employees expectof themselves The Palmdale Strategic Plan identifiestwelve (12) strategic focus areasthat the City's management team and I will advance during the next five years Our priorities are reflected in specific strategic directions and goals in the Action Plan, and ourmeasures of success are clearlyoutlined in the Plan Again, I am proud to present the City of Palmdale's Strategic Plan, which serves as an organizational blueprint and foundation of how Palmdale will become a safe, vibrant, innovative, healthycity, providing the highest overall quality of life possible. Sincerely, Stephen H Williams City Manager 4 DI.C Page 234 of 314 INTRODUCTION The City of Palmdale has been successful in creating a strong, healthycommunity that is a powerful force in the Antelope Valley TheCity has been successful in addressing community issues as they have arisen and in anticipating the needs of the community The City Council, City Manager and City staff feel that they arewell connectedwith the community and are in touch with the majorissues and concerns of the citizens and that the City is taking positive and proactive measures to address these issues The City leadership is interested in learning more about the needs, desires and dreams of the citizens of Palmdale In an effort to achieve this end, theCity Council and City Manager initiated a community strategic planning process What is strategic planning? Strategicplanning is a group dynamic process, which enables an organization to address immediateissues, examine trends, assesscapabilities, re-examine its reason for existence, define a new sense of direction, and develop an action plan to putthenew direction into effect The goal of strategic planning is to have the stakeholders work collectively toidentify the purpose and direction for the organization andtoidentify the issues and trendsthat may inhibitthatvision, assess the resources and capabilities of the organization, and then develop an action plan to putthe vision into effect At its foundation strategic planning is about facing change, planning for it, and positioning the community tomake the most of change and to direct it as much as possible for the good of the organization An organization and individuals mustcope with change through communication and participation, which this planningprocessprovides Strategic planningusuallycovers a period of timefrom one to five years, and its primaryobjective is to focus on organizational direction or purpose In strategic planning, the objective is to insure thatthe organization's directiondictates the development and focus of other planning efforts Strategic planning is a groupdynamic process which enables an organization toaddress immediate issues, examine trends, assess capabilities, re-examine its reason for existence, define a new sense of direction (MissionNision Statement), and develop an action plan to put the new direction into effect." 5 DI.C Page 235 of 314 COMMUNITY PARTICIPATION The public outreach for this strategic planning process was extensive Advertisements were included in the local newspapers, on local radio, on Channel 3 and Channel 27 Over250letterswere sent out by theCity Manager to local community stakeholders The participatoryplanningprocess included three (3) community meetings in January 2008 Approximately 275 residents, business owners and members of various nonprofit and othercommunity groupsparticipated in the process Four (4) sessions were held with all city employees and department heads Approximately 300 employees participated in these internal strategic planning sessions The participation process associated with this strategic plan was intense and highly effective Several topics were introducedduringthe sessions to gain input on the following issues Stateof the Community Assessment of External Conditions Trends of the Service Population Trends of the ServiceProviders Trends of the Regulators Trends of the Competitors Vision of the Future Worst Case Scenario —2013 BestCase Scenario 2013 Reality Check Assessment of Municipal Services What does the City dowell? What does the City need to do better? Priority Setting Thecommunity participation processprovided the community with an opportunity to provide their input and select their priorities Theresults of this process foreach of the topics are described in great detail in Exhibit II and III 6 DI.C Page 236 of 314 PREAMBLE - VALUES Values Openness We value government action that is taken openly and believe that responsive government is ourfirst priorityWe encourage citizen participationfor the betterment ofour community and striveto conductbusinesswith integrity to instill public trust. Quality of Life We value a safe, family friendlyenvironment in which to build our future and conduct business. We fosterrecreation, public safety and youthactivities, and encourage support of the arts, libraries, and education. We believe in sound economic development, high standard infrastructure and responsible planning for sustainable growth. Excellence We value excellence in all things. Professionalism, accountability, and innovation drive our commitment to excellent customer service. Employees We value a work environment that emphasizes teamwork, respect and dignity and supports our employees in their efforts to provide excellent customer service. Diversity We value diversity in the workplace and in the community 7 DI.C Page 237 of 314 PALMDALE STRATEGIC PLAN - VISION/MISSION Thecommentsreceived by the stakeholders through the outreachprocess were distilledinto the five mission statements that implement the Vision, provided below Vision Palmdale will be a safe, vibrant, innovative, healthy city, providing the highest overall qualityof life possible. Mission To fulfillthis vision, thecity will: I Provide a safe environment through the development of partnerships with citizens, communitygroups and law enforcement, emphasizing crimeprevention and a variety of programs aimed at youth. ll. Create a vibrant community by expanding our economic development efforts striving to improve education, and celebrating and growing our recreational, cultural, artsand library programs. III. Be innovative in seekingsolutions, be bold in taking on the challenges of our community anduse the entirerangeof resources, skills and technology available throughout the community for the betterment of all. IV Sustain the economic, environmental and physical health of our community by supporting new medical andhealthcare services, creating a program of sustainable development and fostering continued job creation. V Continue to enhance the quality of life for ourresidents by embracing our small town spirit, ensuringwemaintain strong neighborhoods, valuing and strengthening intergenerational ties among citizens and providing a rangeof services that support the whole community 8 DI.C Page 238 of 314 STRATEGIC GOALS & ACTION PLAN Based on the Vision/Mission statements and in consideration of the community's comments, staff identified twelve categories of actions and their applicablestrategic goals for this five-year strategic planning period. The categories provide an organizational framework for the strategicactions setforth in the followingtables, which are the basic elements of this effort andwill provide a metric to determine our progress in addressing the concerns, desires and priorities of the community 1 Youth Engagement Stakeholder Comments. The stakeholders who participated in the strategic planning processidentified concerns with limited opportunities and activities for youth as a top priorityfor immediateaction by the City Their comments included: Need to foster and engageyouth by providingactivities, programs, facilities, entertainment, recreational, educational and jobopportunities. Target ages 11 —18 with activities, jobs, youth center and mentors. Partnerwith other organizations to provide internships and employment opportunities. Provide safeplaces for kids to hang out and expand recreational activities. Pair youth withseniors for mentoring Engage parents and encourage parental involvement Mission Reference: Although providing opportunities and programs to foster and engage youth is a component of all Mission statements the most applicable statements include #1, Safe Community and #4, Quality of Life. Strategic Goal Youth 1 Collaborate with stakeholders and serviceproviders to assess existing capacity and programs, identify needs, andmake recommendations for improvement and/or expansion. Strategic Goal Youth 2: Continue with the successful implementation of youth services and engagement programs identified under thePartners for a Better Palmdale program. Strategic Goal Youth 3. Provide employmenttraining and jobopportunities to eligible youth. Strategic Goal Youth 4. Continue toprovide recreational programs for youth. Strategic Goal Youth 5. Collaborate withstakeholders and service providers to continue and expand programs and services that encourage youth engagement, parental education, participation and involvement. 9 DI.C Page 239 of 314 Strategic Goal Youth 6. Engage youth in crime prevention strategies and enhance youthprogramsthat promote prevention and diversion from criminal or gang activities. Deliverable/ ResponsibleExpected Actions Completion Metric Departmen t Com letion Youth 1 Collaborate with stakeholders and service providers to assess existing capacity and programs, identify needs, and make recommendations for improvement and/or expansion. Y 1 1 Oversee development of Resource Guide HumanResources January 2009 Community Resource Guide for youth services Y 1.2. Conduct comprehensive analysis Comprehensive HumanResources 2013 and capacity building for communitywide Report outh services Youth 2. Continue with the successful implementation of youth services and engagement programs identified under the Partners for a Better Palmdale program. Y.2.1 Enhance pedestrian safety Program Public Safety July 2011 educational programs for youth Implementation Y.2.2. Develop a junior block captain Program Public Safety July 2009 program Implementation Youth 3. Provide employment training and job opportunities to eligible youth. Y.3.1 Continue Job Academy classes 2 Sessions/Year 10 Human Resources Ongoing and Hrs/Session; 20 Annual Students/Session Y.3 2 Partner with high schools on job 1 Full Academy(10 HumanResources July 2009 & preparation skillsprogram and begin hr Session) @ 3 Annual teaching modified job academy class at Palmdale High high schools Schools& 1 Condensed (2 hr) Session at Each H.S. Per Year Y.3 3 Continue to offer job fair summer 2 Classes; 180 Total Human Resources March 2009, hires training Students/Yr Annual Y.3 4. Provide employment opportunities #of Jobs Provided to Parks& Recreation Annual to eligible youth to fill seasonal and year- Youth/Successful round part-time positions for staffing Recruitment aquatics, sports, after-school events and other recreational programs and services Youth 4. Continue to providerecreational programs for youth. Y 4.1 Continue development of Meet annually with Parks&Recreation Ongoing relationships withyouth, sports and soccer and football recreation groups (i.e. sports leagues leagues and clubs, BoyScouts, Girl Scouts, AV Boys and Girls Clubs, etc Y 42 Collaborate with city departments Communitywide Human Resources January2009 and community partners to present a Schedule of calendar of youth activities Calendar/Events Y 4.3 Develop a monthly book club for Book Club Library October 2008 teens High Priority 10 DI.C Page 240 of 314 Deliverable/ Responsible Expected Actions Completion Metric De artment Completion Youth 5. Collaborate with stakeholders and service providers to continue and expand programs and servicesthatencourage youth engagement, parental education, participation and involvement. Y.5.1 Expand participation in Families in 10% Increase in Public Safety August 2009 Action FIA courses Participants Y.5.2. Research and introduce new FIA 2 of New Public Safety September courses and/or support groups (if Courses/Groups 3 2008 applicable) more classes Y.5.3. Continue to provide mediation Provide 12 of Public Safety Ongoing, services to families in crisis Mediation Annual Sessions/Services per Year Y.5.4 Increase number of FIA classes 5 of Working out Public Safety October 2008 for students grades 5-8 by 1 Conflict Classes Y.5.5. Partner with schools to plan Program Public Safety April 2009 Walking School Bus Program Implementation Y.5.6. Partner with other agencies to Program Public Safety/SAVES January 2009 create a program to interface more with Implementation emancipated and emancipating outh Y.5.7 Work with other agencies to divert Program Public Safety October 2008 firsttime offenders to FIA classes In lieu Implementation of truancytickets and otherminor infractions Y.5.8. Bring FIA classes to PSD Program Public Safety October 2008 Saturday Schoolsand other school sites Implementation f applicable) Y.5.9. Continue to provide after-school 4 sites in PSD and 3 Parks& Recreation Annual programs at school sites within the in WUSD Palmdale and Westside School Districts Youth 6. Engage youth in crime preventionstrategies and enhance youth programs that promote prevention and diversionfrom criminal or gang activities. Y.6.1 Evaluate best practices in gang Report to CC Public Safety December intervention and prepare 2009 recommendations to the City council Y.6 2 Continue support and monitoring Report to CC Public Safety December of Violence Free Zone and make 2009 recommendations to the CityCouncil after the completion of 1 year Y.6.3. Create protocol for Sheriff's Dept. Program Public Safety September to directly refer cases to Teen Court Implementation 2008 Y.6.4 Coordinate with Sheriffs Dept. Bring mobile trailer to Public Safety Debut/Annual and AVHSD to bring Museum of each Palmdale High Tolerance mobile learning center to School campus and Palmdale to each of our youth classes(14 times/year). 2. Public Safety StakeholderComments: Thestakeholders who participated in the strategic planning process identified public safety concerns as a high priority The issuesthat received votes included: High Priority 11 DI.C Page 241 of 314 Tighter gang enforcement Support for graffiti abatement More supportfor police/sheriff department to meet growing needs Dispute Resolution centers Creation of a safe communitywhere all can walk to schools, parks, etc. and be safe More participation in the Sheriffs Community Academy Mission Reference: Providingfor public safety and a secure environment is the focus of the first paragraph of the Mission Statement. Strategic Goal Public Safety 1 Provide quality law enforcement services. Strategic Goal Public Safety 2: Engage community partners in crime prevention strategies. Strategic Goal Public Safety 3: Ensure the City's readiness to respond to and recover from disasters. Strategic Goal Public Safety 4 Engage community in graffiti eradicating efforts. Deliverable/ Responsible Expected Actions Comp letion Metric Department Completion Public Safety 1 Provide quality law enforcementservices. PS.1 1 Reduce Part I crime rate to Crime Rate Public Safety 2012 below 300 crimes per 10,000 population PS.1.2. Implement valley wide Crime Program Public Safety July 2009 Fighting Initiative to reduce crime rate, Implementation eradicate and target gang, reduce gang-related assaults, address burglaries, andreduce truant PS 1.3. Maintain Sheriffs staffing levels Staffing Level Public Safety 2015 bv absorbina arowth rate deputies PS.1 4Revisethe Palmdale Station Web site LA County Sheriff's/ December web page to improve access for the Revision Public Safety 2009 community PS.1.5. Community Service Officers Respond to 2,600 Public Safety July 2009 CSO) to provide support services to calls and write 2,200 the Palmdale Sheriff Station. Respond reportsannually to calls for service and take reports PS 1.6. Provide rangers to enhance All Sites and Shifts Public Safety Ongoing security at park sites, libraries, airpark Staffed andspecial and special events High Priority 12 DI.C Page 242 of 314 Deliverable/ Responsible Expected Actions CompletionMetric Department Completion Public Safety 2. Engage community partners in crime prevention strategies. PS.2.1 Expand Neighborhood Watch 25% Increase Public Safety July 2009 by 25% PS.2.2. Promote 6 crime prevention 6 Campaigns Public Safety July 2009 campaigns annually Annual) PS.2 3 Develop block captain Program Public Safety October 2008 recognition program Implementation PS.2.4. Create GIS map of NW rou s GIS Map Public Safet /PW October 2008 PS.2.5. Implement WasteWatch Program Public Safety October 2008 program with Waste Management Implementation PS.2.6. Develop Crime Prevention Talk Talk Show Public Safety/ July2009 Show Communications PS.2.7 Review and make CPTED Review&Public Safety July2009 recommendations of the developmentApproval of zoningcode establishing CPTED review and approval for all new development Public Safety 3. Ensure theCity's readiness to respond toand recover from disasters. PS.3 1 Complete update of Emergency Adopted EOP Public Safety September Operations Plan for Council's Adoption 2009 PS.3.2. Ensure all staff completed All staff trained Public Safety September training and understand their role in the 2009 City's emergencyresponse activities PS.3.3. Participate in annual 1 Countywide Public Safety Annual/ countywide emergency preparedness Exercise/Year Ongoing exercises PS.3.4. Implement the Connect-CTY Program Public Safety/IS July 2008 mass communications system Implementation PS.3.5. Improve emergency Program Public Safety December preparedness efforts by developing Implementation 2008 communications with businesses to improve earthquake readiness, developingrelationships with CERT groups to better coordinatetheir role in response plan and developing MOUs with businesses and other agencies PS.3.6. Submit Local Hazard Mitigation Council Adoption of Public Works September Plan to City Council for adoption LHMP 2008 PS.3.7 Develop detailed response and Dept. Response & B&S, PW, PS,ALL (if December recovery plan, businless continuation Recovery Plans applicable)2009 plan for each department involved in response&recovery High Priority 13 DI.C Page 243 of 314 Deliverable/ Responsible Expected Actions CompletionMetric De artment Completion Public Safety 4. Engage community in graffiti eradicating efforts. PS.4 1 Increase participation in Adopt- 25% Increase in Public Safety July 2009 a-Wall program by 25% Participants PS.4 2 Conduct one community graffiti 1 Event/Year Public Safety Annual; 1 to clean up project annually Complete by Jul 2009 PSA 3 Develop presentation and Offer 4 community Public Safety October 2009 present to residents about gangs and Education Seminars graffiti 3. Water StakeholderComments: The stakeholders who participated in the strategic planning process identified concerns with waterresources as a high priority for immediate action by the City The concerns receiving votes included: Assuredfuture water supply, running out of water Promote water conservation to allow economic development. Waterquality and quantity Encourage water storage, conservation, efficiency, water banking, xeriscape, use of recycled water Water districts—costs, consolidation, more restrictions; Mutual water districts, more cooperation. More comments on water resources are provided in Exhibit ll. Mission Reference. Although providing a safe, reliable water supply for existing and future residents and businesses is a component of all Mission statements, the most applicable statement is #4, Health. Strategic Goal Water 1 Comprehensively address all sources of water (State Water Project supplies, groundwater, surface runoff and conservation efforts) to maximize the resourcesavailable both to sustain existing development and promotefuturegrowth. Deliverable/ Responsible Expected Actions Comp letion Metric Department Completion Water 1 Comprehensively address all sources of water (State Water Project supplies, groundwater, surface runoff and conservation efforts)to maximizethe resourcesavailable both to sustain existing development and promote future growth. W.1 1 Complete state-mandated water OrdinanceAdoptionPublic works December efficient landscape ordinance that 2008 improveswaterconservation High Priority 14 DI.C Page 244 of 314 Deliverable/ Responsible Expected Actions Completion Metric Department Corn letion W.1.2 Coordinate with PWD Program PublicWorks/ June 2009 LaCoWWD to develop retrofit water development/ Administration conservation programs for existing implementation properties W 1.3 Pursue development of the Funding obtained, Public Works December Upper Amargosa Recharge Project construction 2009 underway W.1 4 Pursue development of recycled Obtain funding for the Public Works June 2009 water line to support the Power Plant design W 1.5. Implement Drywell Monitoring Complete Drywell Public Works June 2009 Program to enhance water quality I Inventory 4 Transportation Stakeholder Comments. Comments on transportation fell into three general categories. Palmdale Regional Airport, Public Transportation and otherTraffic, Congestion and Circulation Issues. These issues are outlined below Airpof Expand PMD, encourage more travelers from the Santa Clarita and San Fernando Valleys Develop the High Desert Corridor (1-5 to 1-15 segment) to promote development and use of the airport Public Transportation AVTA-expand routes All modesof Public Transportation—improve integration, provide greater accessibility, increase hoursof operation and better addresssenior citizen needs TrafficCongestion and Circulation Issues Address trafficcongestion on Palmdale Boulevardat the railroadtracks Pedestrians—improve shopping centerdesigns to be more pedestrian friendly and provide pedestrianeducation Reduce speed limits throughout the city Construct railroad grade separations at Avenues Q, S and P More comments on transportation are provided in Exhibit 11. Mission Reference: quality of life Mission 5 Strategic Goal Transportation 1 Continue to prioritize regional transportation linkages, particularly PalmdaleRegional Airport (PMD) and the High Desert Corridor High Priority 15 DI.C Page 245 of 314 Strategic Goal Transportation 2: Work with AVTA, Metro and other public transportation providers to ensure transit services are available to meet community needs. Strategic Goal Transportation 3: Ensure traffic congestion is minimized and traffic safety maximized for drivers throughout the community Deliverable/ Responsible Expected Actions CompletionMetric Departmen t CE letion Transportation 1 Continue to prioritize regional transportation linkages, particularly Palmdale Regional Airport(PMD)and theHigh Desert Corridor T 11 Coordinate and collaborate with EIR PW 2008-2013 Caltrans and Metro to promote the Design 2013 design and construction of the High Funding Unknown Desert Corridor Completing of the RAN Unknown project will require the preparation of PS&E Unknown an Environmental Impact Report (EIR), Construction Unknown design of the project, funding the project, obtaining right-of-way(R/W), preparation of the Project a study and Estimate PS&E , and construction. T 1 Continue to support air service at Participation in Wheel Econ. Dev Ongoing LA/ P2. almdale Re Tonal Airport U Palmdale Transportation 2.Work with AVTA, Metro and other publictransportation providers to ensure transit services are available to meet community needs. T 2 1 Attend Article 8 Public Hearings Public Hearings PW Annual; First to assess the needs of the community Attended Completion- and to work closely with AVTA to July 2009 improveinteragencyrelationship T.2.2. Work with Metro to install an Kiosk Installation PW December electronic informational kiosk at the 2008 Transportation Center to aid residents with identifying mass transit options T.2 3. Attend AVTA-Board and AVTA Attendance to AVTA- PW Ongoing Technical Advisory Committee (TAC) Board and AVTA- monthly) Meetings to improve dialogue and TAC Meetings communications Transportation 3. Ensure traffic congestion is minimized and traffic safety maximized for drivers throughout the community T.3.1 Minimize railroad crossing Record failures when PW Immediately failures along Union Pacific and reported to City and following the Metrolink tracks report failure to Union report of a Pacific Metrolink failure T.3.2. Increase the installation of new 3 Additional PW Annually' traffic signals throughout the City by 3 Signals/Year First to signals annually complete by Jul 2009 High Priority 16 DI.C Page 246 of 314 Deliverable/ Responsible Expected Actions Completion MetricDepartment Corn letion T.3.3 Construct the Rancho Vista EIR PW 2010 Blvd/Avenue P grade separation at RAN 2012 Sierra Highway Completion of the PS&E 2011-2013 project will require the preparation of Construction 2014-2016 an EIR, designofthe project, funding the project, obtaining RAN, preparation ofthe PS&E and construction. 5. Economic Development/Job Creation Stakeholder Comments. Comments regarding Economic Development and Job Creation received much attention from stakeholders during the priorityvoting process. Thesecomments are outlined below Job Creation Increase efforts to bring jobs; more professional jobs are needed, not just big box, technical Encourage entrepreneurial opportunities Increase WorkSource Centerresources Ensurethat aerospacecompanies remain Provide betteropportunities foreveryone here—better jobs, better education Economic Development Construct the Conferencecenter to attract visitors Construct the proposedpowerplant More comments on Economic Development/Job Creation are provided in Exhibit II. Mission Reference. Mission statements 2 and 4, Vibrant and Health. Strategic Goal ED1 Continue businessretention and attraction efforts, with the intent of attracting and maintaining well paying industrial and professional jobs. Strategic Goal ED2: Increase interactionwith Aerospace Companies, NASA and USAF to provide community support in those areas that will enhance their ability to do business in the Antelope Valley and toretain their internal competitiveness. Strategic Goal E133: Continue to promote workforce development. Strategic Goal ED4 Focus efforts on constructing the proposed conference center and the Palmdale PowerPlant. High Priority 17 DI.C Page 247 of 314 Deliverable/ Responsible Expected Actions Comp letionMetric Department Completion EconomicDevelopment 1 Continuebusiness retention and attraction efforts, withthe intent of attracting and maintaining well paying industrial and professional jobs. ED 1 1 ContinueBusiness Visits in 12 visits per year Econ. Dev Annual/ order to improve communications, Ongoing establishpoint of contactwith the City andto become aware of any business retention and expansion issues and efforts ED 1.2. Maintain memberships and Maintenance of Econ. Dev Ongoing affiliations to help with business Memberships retention and attraction efforts(IEDC, CaIED, CRA, GAVEA ED 1.3. Continue with Business Event/Participation Econ. Dev Annual Appreciation Breakfast and participate Level in Team California at technology biotech, electronics and other trade shows ED 1 4. Start Business Round Table Quarterly Meeting Econ. Dev August, 2008 ED 1.5. ContinueBusiness Attraction Growth Factors Econ. Dev Semi-annual Marketing Efforts TradePublications ED 1 6. Maintain both Enterprise and EZ Extension Econ. Dev 2012 Foreign TradeZones as incentives.Application Apply for extension for EZ in 2012. ED 1 7 Maintain contract for Small Management of Econ Dev Annual Business Development Center Contract consulting services SBDC Economic Development 2. Increase interactionwith Aerospace Companies, NASA and USAF to provide communitysupport in those areas that will enhance their ability to do business in the Antelope Valley and to retain their internal competitiveness. ED.2.1 Hold semi-annual meetings of Meeting/ Econ. Dev Ongoing/ with the aerospace contractors Participation Semi Annual ED.22 Support the Aero InstituteMeet by September Econ. Dev./ Ongoing to determine needs. Administration Future efforts to be based on meeting with Aero Institute ED.2.3. In conjunction with aerospace Meet by October with Econ. Dev Ongoing contractors, seek to attract certain all three aerospace leisure and other venues that will assist contractors. Will look in recruiting employees at doing a survey of existing staff to get suggestions. ED.2.4 Work with USAF and NASA to Increased ActivitiesAdministration/Econ Ongoing expand federal presence at Plant 42 and Programs at Dev and Site 9 Plant 42 and Site 9 High Priority 18 DI.C Page 248 of 314 Deliverable/ Responsible Expected Actions Comp letionMetric I Department Completion Economic Development 3. Continue topromote workforce development. ED.3.1 Maintain and enhance Programs to be EconDev Ongoing relationship with Antelope Valley established based College in establishing job training upon identified needs programs ofthe particular business ED.3.2. Work with State Employment Obtain program EconDev September Training Panel to developtraining and participationspecifics 2008 fundingfor industry specific jobs ED.3.3. Continue funding the South Funding Continuation Econ Dev Annual Valley WorkSourceCenter(SVWSC) with WorkforceInvestment Act and Aqencv monies Economic Development 4. Focus efforts on constructing the proposed conference center and the Palmdale Power Plant. ED 4 1 Complete land acquisition Title to site Econ Dev Agreement- transaction for conference center August 2008 Escrow close November 2008 ED 4.2. Complete conference center Bond Financing EconDev./ December financialdevelopment cost structure Administration 2008 ED 4.3. Complete construction on Completed Building Econ. Dev/ August 2010 conference center Administration ED 44 Build Power Plant Power generating Public Works/ 2012 facility Administration 6. Senior Services/Senior Housing Stakeholder Comments: Many stakeholders expressed concern that Palmdale seniors need additional housing choices, as well as additionalhealthcare services. Their comments are noted below Provide more nursing and medical care, Senior citizens, baby boomers retire, need for more health care Senior Citizens need gated community development, small homes in gated community for seniors More comments on Senior Services/Senior Housing are provided in Exhibit II Mission Reference. Mission statement#5, Quality of Life. High Priority 19 DI.C Page 249 of 314 Strateaic Goal SA Ensure the local codes do not preclude or discourage the development of medical facilities or a variety of types of senior housing. Strategic Goal S.2: Create opportunitiesfor additional senior housing and improved senior services and recreationalprograms. Deliverable/ Responsible Expected Actions Comp letion Metric Department Completion Senior 1 Ensure the local codes do not preclude or discourage the development of medical facilities or a variety of types of senior housing. S.1 1 Review the General Plan and General Plan Planning October 2008 Zoning Ordinance for existing policies, Amendment and programs and regulations to promote ZoningOrdinance development of senior housing and Amendment propose any amendments if needed. S.1.2. Conduct an informational Meeting Held Planning August 2008 meetingwith interested developers to exchangeinformationgathered by the membersof the Senior Citizens Advisory Committee S.1.3 Coordinate and monitor efforts of Project Approval Planning On-going interesteddeveloers Senior 2. Create opportunities for additional senior housing and improved senior services and recreational programs. S 2.1 Develop Courson Connection DDA Signed Housing 2010 Phase 3 Sr. Housing S.2.2. Develop Courson Connection DDA Signed Housing 2011 Phase 4 Sr. Housing S.2 3. Collaborate with other agencies Increased Usage & Parks & 2011 to provide recreational amenities and Participation @ the Recreation/Public services at a new senior center New Center by 5% Works/Housing S.23. Construct TransitVillage and set Units sold Housing 2010 aside some for sale units for seniors S.2.4 Pursue development of Eastside RFP Sent out Housing 2010 Hospital 7 Quality of Life Stakeholder Comments: Stakeholders raised a wide range of topics that may be broadly categorized as enhancing the quality of life in the community The issues covered such diversetopics as the need for increased code enforcement activities, additionalefforts towards animal control, illegal dumping concerns, expansion of a rangeof resourceprograms serving the community and increased ways that neighbors can affect positive change in their neighborhoods. Stakeholders alsoraised a substantial number ofissues concerning local schools. Thesecomments are insightful and well founded; however, for the most part the city can do little within the strategic plan time frame to addresstheseconcerns—they are largely within the purview of the High Priority 20 DI.C Page 250 of 314 local school districts to address. One comment regarding coordination with the Antelope Valley College District hasbeen includedforaction. The other school-related comments are listed below (noted in italics) in order to document the community's concern, but not for strategic action by thecity Code Enforcement Increase effective code enforcement—lawns, foreclosedproperties, poor property maintenance Code Enforcement is responsive—greater demand Publish and distribute code enforcement information, put teethinto the enforcement effort Animal Control Provide more services, especially regarding stray or vicious dogs DemandforAnimal Control services is increasing Illegal dumping and litter Address illegal dumping and litter Provide landfill access without charge to reduce desert dumping Resource Programs Expandsocial service programs, Families in Action, jobs for youth, SAVES Engage churches—churches are expanding, in storefront locations, providing educationalprograms and daycare Improve collaboration between resource providers Provide opportunities for our Hispanic community, Help new residents learn English Neighborhood Connecting People shouldtake back their neighborhoods—know their neighbors, walk in their neighborhoods, and utilize local parks Expand the neighborhood improvement program—assist seniors, provide tree removal. Schools/Education Support AV College development of additional campuses Schools are increasingly crowded; more schools andteachers are needed to handle increased students Motivate teachers to work better with students Improvement in schoolissues—bonds, safety Introduce strategicplanningat schools Additional comments on qualityof life issues are provided in Exhibit II. Mission Reference. #5, Quality of Life. High Priority 21 DI.C Page 251 of 314 Strategic Goal QL1 Continue toprovide aggressive code enforcement to combat blight and maintain property values. Strategic GoalQL2: Work with Los Angeles County toprovide more effective animal control services. Strategic Goal QL3. Explore all possible ways to eliminate desert dumping. Strategic Goal QL 4 Collaborate with non-profits and all other service providers toextend the range of servicesoffered to local residents. Strategic Goal QLS: Continue to implement the Focus Neighborhood Improvement Program toimprove neighborhood livability and quality of life for those residents. Strategic Goal QL6. Work with all local school districts, including Antelope Valley College District, to expand the number of campuses and the range of educational services offered to residents (Also see Youth for Action Items). Deliverable/ Responsible Expected Actions Comp letion Metric I De artmeni Com letion Quality of Life 1 Continue to provide aggressive code enforcement to combat blight and maintain property values. QL.11 Respond to code complaints Maintain 80% Planning/Code On-going regarding vacant open and accessible response level. Enforcement structures within 24 hours, vacant securedpropertywithin 10 days and occupied properties within 30 days. QL.1.2. Inspect vacant and abandoned Response Time Planning/Code On-going residential properties that are Enforcement registeredwith the City within 30 days. QL 1.3. Develop a program and Program Planning/Code October 2008 implementation measures to deal with Implementation Enforcement non-registered vacant and abandoned residential properties QL.1 4 Increase number of parking Increase#of Public Safety July 2009 citations issuedby CommunityService Citations by 25% Officers QL.1.5. Respond to parking Maintain Response Public Safety Ongoing enforcement calls for service within 48 Time by 80%? hours QL 1.6 Implement the installation of Software Installation Public Safety/ IS August 2008 on-line parking citationmodule, Program TicketTrack parking enforcement Implementation management system and implement on-line citation payment QL.1 7 Integrate rental registration Program Integration Building & Safety January 2008 program with databases and tracking information High Priority 22 DI.C Page 252 of 314 Deliverable/ Responsible Expected Actions Com letion Metric Department I Completion Quality of Life 2.Work with Los AngelesCountyto provide more effective animal controlservices. QL.2.1 Working with County, establish Response Time Administration October 2008 minimumresponsetimes for animal control services QL 2.2. Evaluate the number type and Report Administration December frequency of animal controlcalls 2008 handled by the County for possible contractmodification Quality of Life 3. Explore all possible ways toeliminate desert dumping. QL.3.1 Work with Waste Management Vouchers Provided to PublicWorks Annual & to ensure that landfill vouchers are Residents Ongoing provided to residents QL.3.2. Enhance participation in AV Attend at least 75% Public Works Ongoing Illegal Dumping Task Force and Task of Task Force Force Activities meetings QL.3.3. Increase participation and Work with Waste Public Works April 2009 outreach in AV Pride Week Management to coordinate a clean-up event during Pride Week and contribute an article to the AV Press Pride Week Insert QL.3 4. Investigate available programs Program Planning/Code October 2008 including legal actions to prevent Implementation Enforcement desert dumping and prepare a program and implementation measures to combat desert dumping QL.3.5. Coordinate enforcement effort Coordination of Planning/Code On-going to prevent desert dumping with the Los Meetings Enforcement/Public Angeles County and the City of Works Lancaster QL 3.6. Continuetwice a year desert 2 Roundup/a Year Planning/Code Annual; On- dumping roundup in association with Enforcement/Public going non-profit organizations and community Works members. QL.3.7 Utilize community service Collect a minimum of Public Works Annual, On- workers in the Partners Against Crime 15,000 pounds of going PAC) program to assist with the clean illegally dumped up of illeqallv dumped items items per month. Quality of Life 4. Collaborate with non-profits and all other serviceproviders to extend the range of services offered to local residents. QLA 1 Receive an A Rating on the Achieved Rating Public July 2009 American Red Cross report for Safety/Planning implementation of tobacco regulations and communityeducation to reduce teen and youth smoking High Priority 23 DI.C Page 253 of 314 Deliverable/ Responsible Expected Actions Comp letion Metric De artment Completion Quality of Life 5. Continue to implement the Focus Neighborhood Improvement Program to improve neighborhood livability and quality of life for thoseresidents. QL.5.1 Complete and open Grand Opening Housing Fall 2008 Neighborhood House#2. Begin NIP activities QL 5 2. Complete and open Grand Opening Housing Late 2009 Neighborhood House#3. Begin NIP activities Quality of Life 6. Work with all local school districts, including Antelope Valley College District, to expandthe number of campuses and the range of educational services offered toresidents (Also see Youth for Action Items). QL.6.1 Coordinate AV College Meeting(s)Planning On-going proposed development plans with the until project adjacent property owners to achieve an build out. efficient landplan, road network, and otherinfrastructure improvements QL.6.2.Assist the A.V College District Development Planning On-going in preparation of an efficient land plan Advisory Board until plan for property located at 25`" Street East meeting(s) submittal to State. 8. Growth/Sustainable Development Stakeholder Comments. Stakeholders expressed concerns with the rate of development, as well as the impact of development on the community Many participants expressed a desire for future development that minimized the use of water and electricity, following a more sustainable philosophy Issues receivingvotes in through the prioritizationprocessincludedthe following: Growth Slow the rate of growth in the community improve older communities before buildingnew development; better coordinate growthwith services, adequate public safety; emptycommercialbuildings could be used for youth, farmer's market and/or entertainment. Setbar higher for developer—require bigger garages to accommodate larger vehicles, boats, etc., require new tracts to provide more play and picnic areas forchildren and to meet neighbors Coordinateamenities with development (schools, parks, shoppingcenters); provide improved amenities in East Palmdale Get big enough tohave the services and resources we need butnot so big that we lose ourhometown feel. High Priority 24 DI.C Page 254 of 314 Sustainable Development Take advantage of our natural resources—solar, wind, environment Develop environmentalprograms; recycle; green movement CoordinatewithWaste Management—possible LA trash, recycle, get greener, cost increases, landfill expansion, waste diversion More comments on growth and sustainable development are provided in Exhibit II Mission Reference: #4, Health. Strategic Goal 131 Review ZoningOrdinance standards of development with the intent of upgrading; specifically, focus on adding measures to increase the degree to which future development adds to a sustainablecommunity by conserving water and energy and minimizing environmental impacts. Strategic Goal G2: Review application and impact fees to ensure that new development is not subsidized by existing residents. Strategic Goal G3: Evaluate ways to incent retrofitof existing residential development to incorporate water and energy saving features. Strategic Goal G4 Ensure that theCity's Municipal Codesdo not discourage development of solar energy facilities. Strategic Goal G5. Continue to coordinate with Waste Management on recycling and waste diversion. Deliverable/ Responsible Expected Actions Completion Metric De artment Completion Growth 1 Review Zoning Ordinance standards of development with the intent of upgrading; specifically, focus on addingmeasures to increase the degree to which future development adds to a sustainable community by conservingwater and energy and minimizingenvironmental impacts. G.1 1 Review the General Plan Goals, General Plan Planning/ December Objectives, and Zoning Ordinance and Amendment&Zoning Administration 2008 revise as needed to incorporate new Ordinance policies and programs to promote Amendment sustainable land use practices, promote renewableenergy usage, water efficientlandscaping, and reduce water consumption G.1 2. Study different methods for Completed StudyBuilding &Safety January 2009 green buildingand coordinate with developers and other stake holders G 1 3. Conduct public information 3 Outreach Sessions B&S; November training to educate public on Communications 2009 sustainabledevelopment High Priority 25 DI.C Page 255 of 314 Deliverable/ Responsible Expected Actions Comp letion Metric De ant I Completion Growth 2. Review application and impact fees to ensure that new development is not subsidized by existing residents. G.2.1 Review Planning Department Report and Fee Planning August 2008 fees and prepare a report with Resolution Report)/ recommendations to the City Manager Amendment December 2008 (Fee Resolution Amendment G 2.2. Review and make Development of Public Safety July 2009 recommendations on the development CPTED Impact Fee of an impact fee for CPTEDreview for all futuredevelopment Growth 3. Evaluate ways to incent retrofit of existingresidentialdevelopment to incorporate water and energy saving features. G.3.1 Evaluate best methods to Report Building & Safety August 2009 pr omote retrofttin existin buildings Growth 4. Ensure that the City's Municipal Codesdo not discourage development of solar energy facilities. G.4.1 Review the existing GeneralGeneral Plan & Planning December Plan and Zoning Ordinance policies, Zoning Ordinance 2008 programs and regulations for promotion Amendments of solar energy Growth 5. Continue to coordinate with Waste Management on recycling and waste diversion. G.5.1 Work with WasteManagement #of Commercial Public Works June 2009 in increasing number of commercial recyclers(16 recycling participants by 10%from the Additional Comm. average number of recycling customers Accts) duringthe first quarter of 2008 G 5.2. Implement Recycling Market Program Public Works September Development Zone to create a greater Implementation 2008 demand for rec clables 9 Community Engagement/Community Outreach Stakeholder Comments: Community engagement and outreachwas identified as an area to focus on by those who attended the strategic planning sessions. Issues that received votes from stakeholders included: More avenues for meaningful citizen participation More collaboration between businesses and organizations No east/west rivalry within the city More communication by businesses andcity of local activities and events Mayor, Council and staff openand accessible More Neighborhood House programs More participation in the PalmdalePartners Academy High Priority 26 DI.C Page 256 of 314 Mission Reference. Community involvement is a strong component of all sections of theMission Statement but it is most clearly addressed in #5 Quality of life. Strategic Goal Community 1 Enhance and expand public information training, educational and outreachprograms. Strategic Goal Community 2: Establish Palmdale Neighborhood Partners as a part of PBP to engage efforts of various organizations and community members to improve Palmdale's neighborhoods. Strategic Goal Community 3: Expand volunteer opportunities withincity programs to promote citizen participation and involvement. Strategic Goal Community 4 Continue and enhance the Neighborhood House program as part of PBP to increase interaction between city staff, residents and communitygroups, and to provideservices directly tothe neighborhoods. Strategic Goal Community 5. Utilize technology to effectively communicate with public and for timelydissemination of information. Strategic Goal Community 6. Seek collaboration with businesses and non- profits tocreate more opportunities and activities for the community Deliverable/ Responsible Expected Actions Completion Metric Departmen t Com letion Community 1. Enhance and expand publicinformation training, educational and outreach programs. C.1 1 Increase number and frequency We doubled output Communications Ongoing of press releases and PR events from 2006 to 2007 related to City events, programs and Goal: 10% increase activities for 2008. C 1 2 Expand the existing Partners 1 Advance Human Resources Sept2008 Academy program by introducing Class/Year Class advanced classes Outline); Nov2008 Commence); Annuall C 1.3 IntroducePartners class 1 Employee Human Resources. August 2008 designed for city employees Course/Year; Course Class Runs throughout the Outline); Jan. Year(Jan- Dec); 2009 Brown Bag Sessions.Commence); Annual Thereafter C.1 4 Continue outreach to Latino 3 to 4 meetings with Communications/Ongoing community to engage them and foster key leaders. ALL participation High Priority 27 DI.C Page 257 of 314 Deliverable/ Responsible Expected Actions Completion Metric DepartmentCompletion C.1.5. Continue to meet and/or exceed Postings/Public City Clerk Ongoing legal requirements by making RecordsRequest/ information available to the public Meeting All Deadlines Community 2. Establish Palmdale Neighborhood Partners as a part of PBP to engage efforts of various organizations and community members to improve Palmdale's neighborhoods. C.2.1 Seek council approval on Council Confirmation Administration October 2008 appointments ofA ointments C.2.2. Begin holding Palmdale Meetings Administration November Nei hborhood Partners ublic meetin s 2008 Community 3. Expand volunteer opportunities within cityprograms to promote citizen participation and involvement. C.3 1 Analyze current volunteer Report w/ Human Resources December placements and determine additional Recommendations 2008 opportunities for each Dept C.3.2. Conduct outreach to community List of Volunteer Human Resources December organizations for volunteer Opportunities 2008 opportunities C.33 Expand the existing volunteer Identify new Human Resources December program opportunities, 2008 Begin new placements January 2009 C.3.4 Establish a volunteer program to Program Library February plan and present children's Implementation 2009 programming at the Libra Community 4. Continue and enhance theNeighborhood House program as part of PBP to increase interaction between city staff, residents and communitygroups, and to provide services directly to the neighborhoods. CA 1 Analyze effectiveness of Study& Human June 2009 Neighborhood Houses and make Recommendations Resources/PS/ recommendations Housing CA 2 Utilize neighborhood houses to Info Fair once a year Human Resources/ June 2009; disseminate information to public each NH ALL Annual CA 3. Utilize neighborhood houses to Outreach & Housing Ongoing implement NIP activities Distribution of Housing Info @NH CA 4.Analyze programs offered at the Study and Library October 2009 Library and recommendones recommendation appropriatefor the Neighborhood House program C 4.5. Launch one regular Library Program Library February program at the Neighborhood House implementation 2009 Community 5. Utilize technology to effectively communicate with public and for timely dissemination of information. C.5.1 Expand on-line permitting Minor Building B&S, PlanningJuly 2009 capabilities Permits Available Engineering/IS Online High Priority 28 DI.C Page 258 of 314 Deliverable/ Responsible 7AugustActionsCompletionMetricDepartment C.5.2 Provide all public forms and Continue to add ALL/IS applications on City Web site forms for public use on Internetfrom All departments. C.5.3. Integrate all technology with City Develop BBS, IS, PW, GIS to enhance services Implementation Plan Planning for System Inte ration C.5.4 Utilize Channel 27 through Program Communications Ongoing programming and slides to Implementation communicate vital messages tothe community C.5.5. Launch and maintain Palmdale Program Econ. Dev/IS. September Prospector(Web based Business Implementation 2008 Expansion Relocation Tool C.5.6. Improve and enhance City Web Web site Capabilities IS/ Ongoing site to communicate withpublic Communications Community 6. Seek collaborationwith businesses and non-profits to create more opportunities and activities for the community C.6.1 Expand regional events by Events and Parks& Recreation working with PRCA Rodeo and soccer Tournaments groups to facilitate tournaments C.6.2 Support the Palmdale Space 1) Formation of Administration/Econ. Ongoing Shuttle Acquisition Team (PSAT) Coalition; 2) Dev efforts to bring a retired orbiter home to Participation in Palmdale for public display Coalition 10 Recreation/Parks/Trails/Open Space Stakeholder Comments: A number of stakeholders requested more equestrian trails and bike paths. Increased recreationprograms andpark amenitieswere also important topics for participants. The highest priority comments are listed below Provide bike paths, walking trails and equestrian trails connecting housing tracts Protect open space Expand recreationservices and provide more classes, programs and special events Expand the parks and recreation system Open Desert Sands park in the evenings for community/senior activities Comments on recreation, trails and open space are provided in Exhibit II Mission Reference: #2, vibrant. High Priority 29 DI.C Page 259 of 314 Strategic Goal R1 Provide a diverse program of activities for residents of all ages at all parks and recreation facilities. Strategic Goal R2: Continue to coordinate and provide special events and programs for citizens. Strategic Goal R3: Implement theOpens Space Planand theBikeway and Trails Plan through the development reviewprocess and apply for appropriate grant fundingto construct new trailfacilities, and protect more sensitive open space areas. Deliverable/ Responsible Expected Actions Com letionMetric De artment Completion Recreation 1. Provide a diverseprogram of activities for residents of allages at all parks and recreation facilities. R.1 1 Perform necessary tasks for Park Development Parks& 2013 development of funded park projects Recreation/Public including Rancho Vista Park, Sam Works Yellen Park and Warnack Nature Park R.1 2. Develop Hillside Park Park Development Parks& 2015 Recreation/Public Works R.1.3. Fund and install new thrill rideat Installation of New Parks & 2010 DryTown Water Park Slide Recreation/Public Works R.1 4 Continue to organize, conduct Add two new Parks& Recreation July 2009 and evaluateadult sports programs programs as funding is available R 1.5. Develop program surveys to Surveys Conducted, Parks& Recreation July/2009 determine participant satisfaction with Increase Programs contractserviceprograms and continue by 5% to expandnumber ofprogram offerings by 5%. R.1.6. Evaluate and expand new Two new programs Parks& Recreation May 2010 aquatics programs to attract greater as funding and pool use by youth, adults and senior citizens space is available by 5% Recreation 2. Continueto coordinate and provide special events and programs for citizens. R.2.1 Conduct survey to determine Completed Survey/ Parks& Recreation Ongoing excursion destination with highest level Program Expansion of interest, provide bus excursion at affordable rates while offsetting costs to City and enhance promotionand destination of excursions R 22.Act as a member of AV Service Annual Events Parks& Recreation Ongoing Org. Association to stage annual events High Priority 30 DI.C Page 260 of 314 Deliverable/ Responsible Expected Actions Completion Metric Department Com letion R.2.3. Evaluate quality of special Conduct evaluation Parks&Recreation Ongoing events, monitor participation level, and meetings following make necessary changes/upgrades events or event series Implement changes. Recreation 3. Implementthe Opens Space Plan and the Bikeway and Trails Plan through the development review process and apply for appropriate grant funding to construct new trail facilities, and protect more sensitive openspace areas. R.3.1 ReviewParks, Recreation and General Plan Planning December Trails Element of the General Plan and amendment 2008 revise to reflect community needs R.3.2. Continue to seek grant funding Submit minimum of Planning/Public Annual; On- through varioussources for trail an application per Works going enhancements year. 11 Municipal Finance Consideration/Fiscal Responsibility Stakeholder Comments: While there were no comments at the strategic planning sessions that directly mentionedmunicipalfinance as an area of concern, sound financing is essential for achieving the strategic goals thathave been identified by the community Comments generated by City employees include: Implement programs to generate more revenues to keep City solvent The City should be fiscally responsible withpublic's money IncreasesalestaxbeforeState does andkeep local dollars here Generate more revenues and stay competitive with other cities Mission Reference. All aspects of the Mission Statement touch on municipalfinance considerations. Strategic Goal Finance 1 Conductcomprehensive analysis of all benefit programs for purposes of cost containment. Strategic Goal Finance 2: Generate revenues to maintain and/orenhance servicesprovided by the City Strategic Goal Finance 3- Seek private sector sponsorships to encourage businesses to participate in local events and activities. Strategic Goal Finance 4 Integrate strategic planning goals in the Annual Budget document. High Priority 31 DI.C Page 261 of 314 Strateaic Goal Finance 5. Utilize technology to improve City's finance-related services offered to citizens, businesses, other government agencies, and internal City departments. Strategic Goal Finance 6. Monitor the City's financial health throughfiscal responsibility Deliverable/ Responsible Expected Actions Completion Metric Department Com letion Finance 1. Conductcomprehensive analysis of all benefitprograms for purposes of cost containment. F 1 1 Conduct compensation and Completed Survey Human Resources Annual, benefits survey by comparing to Periodic/First selected jurisdictions Completion Au ust2008 F 1.2. Complete analysis of all benefits, Recommendations/ Human Resources/ a)August make recommendations and implement Implementation Finance 2008 changes or introduce new programs (if Recommend) applicable) b) March- September 2009 Implement Changes) Finance 2. Generate revenues to maintain and/or enhance services provided by the City F.2.1 Generate revenue for the City by Program Parks & RecreationAnnual promoting and developing sports Implementation/#of tourism at the Best of the West Tournaments at Software Complex and by increasing BWSBC the number of tournaments F.2.2. Research opportunities to Research and Finance/ Ongoing implement new revenues and/or Implementation of Administration increase ongoing revenues Revenue Sources Based on Voter Polling (i.e. TOT Sales Tax, etc F.2.3. Complete analysis of available Completion of Administration/IS/ December grants and other funding sources, and Analysis, Creation of ALL 2008 create a process to share available Grant Info Sharing Complete information citywide System Analysis); June 2009 System in Place F.2.4. Seek wide-range grants and Applications All Applicable Ongoing other funding opportunities to maintain Submitted Departments (PS, current services and to expand services PW P&R, SAVES, PBP F.2.5. Explore and recommendcitywide Adoption of Policies Administration/ policies on sponsorships, naming Communications; rights, advertisements, donations, etc. P&R High Priority 32 DI.C Page 262 of 314 Deliverable/ Responsible Expected Actions Comp letion Metric Department Completion Finance 3. Seek private sector sponsorships to encourage businesses to participate in local events and activities. F.3 1 Seek to increase by private Increase of 10% in Parks & Recreation September sector sponsorships by 10% (P&R Sponsorships(6 2009 currently has 65 sponsorship additional) agreements) Finance 4. Integrate strategicplanninggoals in the AnnualBudgetdocument. F 4 1 Identify and track performance Annual Budget Finance/ Completedfor measures that are specific in time document that Administration FY09-10 frame and measurable to accomplish reports departmental Budget; strategic planning goals performances Annually outcomes(measures Thereafter of service efficiency quality and effectiveness). F 42. Emphasize strategicpriorities by Annual Budget Finance/ Completed for integrating performancemanagement Document that Administration FY 09-10 with the Annual Budget process and allocates resources Budget, document and reports Annual departmental Thereafter objectives and progress as they are linked to strategic goals Finance 5. Utilize technology toimprove City's finance-related services offered to citizens, businesses, other government agencies, and internal Citydepartments. F.5 1 Provide payroll information to Implementation of Finance/ IS December employees electronically Paperless 2009 Timesheets, Pay Stubs, and W2's F.5.2. Provide electronic methods for Implementation of Finance/ IS December Accounts Payable exchanges Internet Invoice 2009 Submission & Paymentsthrough Wires F.5 3 ExpandInternet payment options Citizen and Finance/ IS Ongoing for City services Developer Internet ReceiptsProcessed by Departments F.5.4 Submit reports to outside Financial Reports Finance/ IS December agencies electronically Submitted via 2009 Internet, E-mailand CD's High Priority 33 DI.C Page 263 of 314 Deliverable/ Responsible Expected Actions Completion Metric De artment Completion Finance 6. Monitor the City's financial health through fiscal responsibility F.6.1 Monitor internal control and a) Clean Audit Finance Ongoing financial reporting procedures OpinionsObtained and Sustained; b) Auditor Management Comments Addressed and Prevented F.6 2. Examine supporting Quarterly Audit Finance Ongoing documentation from outside agencies Reports on agencies to ensure receipt of accurate revenues remitting cash based on City ordinances i.e. TOT franchise agreements, etc F.6.3. Oversee the implementation of Prepare monthly Finance Ongoing the new purchasing policy to ensure purchasing policy proper and optimal government exception report by procurement procedures department 12. High Performance Work Environment StakeholderComments: Comments from the employees werecompiled at the organizational strategic planning sessions. Thosecomments werereviewed, evaluated and utilized to generate the ValuesStatement as described in the Preamble. Comments provided by the employees include A vision to provide the best customer service than any other city in the county Employees want tobe responsive, and respecttimely responses fromothers Encourage City employees to be moreinvolved in the community Teamwork is important Strategic Goal WE 1 Develop a meaningful, formalizedsuccession plan with an emphasis on training and development. Strategic Goal WE 2: Expand wellness program by offeringadditional events and programs to create a healthy workplace. Strategic Goal WE 3• Solicit employee feedback and input by developing and administering a comprehensive employee benchmark survey Strategic Goal WE 4 Provide adequate training, space and equipment to employees. High Priority 34 DI.C Page 264 of 314 Strategic Goal WE 5. Meet or exceed all mandated training and legal requirements. Institutecitywide best business practices and policies. Deliverable/ Responsible Expected Actions Completion Metric Departmen t Com letion WorkEnvironment 1. Develop a meaningful, formalized succession plan with an emphasis on training and development. WE.11 Work with departments to Completion of Human Resources a) October develop and implement a succession Succession Plan 2008 plan identifying Workforce Complete Talent/Capabilities Meetings w/ Departments) b) December 2008 (Identify in-house talent and necessary training; c) February 2009 (Begin Training as Needed WE.1.2. Develop an in-house training Need Analysis/ Human Resources a) January curriculum for management level Training Sessions. 2009 positions Complete Needs Analysis); b) March2009 Commence Trainin Work Environment 2. Expand wellness program by offeringadditional events and programs to create a healthy workplace. WE.2 1 Survey employees and Completed Human Resources August 2008; analyze data to determine effectiveness Survey/Data Annual of existing Wellness programs WE.2.2. Introduce changes at Annual Program Human ResourcesNovember Benefit/Wellness Fair if applicable)Implementation 2008; Annual High Priority 35 DI.C Page 265 of 314 Deliverable/ Responsible Expected Actions Com letion Metric De artment Com letion Work Environment 3. Solicit employeefeedback and input by developing and administering a comprehensive employee benchmarksurvey WE.3.1 Survey employees as to Completed Report Human Resources a) September 2008 their understanding of perception of, Survey and attitude towards current Development); operations.) b) November 2008 Administer Survey c) January 2009 Complete Analysis Recommendations); d) February 2009 Implement Recommendations WorkEnvironment 4. Provideadequate training, space and equipment to employees. WE 4 1 Ensure new city buildings Requirements Met Building & Safety August 2009 and facilities meetor exceed generalgreen building development standards WEA.2. Develop a priority list for Priority List Building &Safety July 2010 retrofitting existing city buildings and facilities WEA.3. Provide computer training Hold at least 4 IS On-going; Annual programs to enhance employee training courses per knowledge in areas of technologies year in areas ofnew applications or changes to current software programs up-toand including Wordand Excel courses. WEA 4. Expansion of RMConsole Program Expansion City Clerk Ongoing capabilities to assist staff High Priority 36 DI.C Page 266 of 314 Deliverable/ Responsible Expected Actions Com letionMetric De artment Completion WorkEnvironment 5. Meet or exceed allmandated training and legal requirements. Institute citywide best business practices and policies. WE.5.1 Perform review of HR Rules Revised/Updated HR City Attorney/HR/ Revised/Updated Regulations every 3 years. Major Rules Admin. HR Rules— overhaul to be completed Summer Additional Review August 2008 2008 Every 3 Years Next Review— Thereafter December 2010 June 2011 WE.5.2. Update and revise Records Revised/Updated City Attorney/City Revised/Updated Retention Policy every 2 years Records Retention Clerk Policy— Policy December 2008 Next Review— June—Dec 2010 WE.5.3. Review Conflict of Interest Review of Conflict of City Attorney Review by Code of City and all boards and Interest Code October 2008 commissions every two years Next Review 3 according to State Law October of Years after even numbered years) August—Oct 2011 WE.5.4 Provide ethics training to all Ethics Training to City Attorney Completed City Council Members, CC & Boards March 2008 Commissioners, staff, etc to ensure Next Training compliance with AB 1234 every two March 2010. years (according to State Law, March Biannual of even numbered ears WE.5.5. Update and revise Revised/Updated City Attorney/ March 2009 Administrative Instructions annually AdminInstructions ALL Depts. Complete First Various Departments will have Review); Annual responsibility for differentAdmin. Thereafter Instructions/review coordinated by CAO WE.5.6. Complete installation and Installation of City Attorney/IS September 2008 staff training of CityLaw software CityLaw Software Installation) system Program in CAO, Completion of CAO December 2008 Staff Training Staff Trainin WE.5.7 Prepare Standardized Standardized City Attorney/PW, December 2009 Agreements in as many areas as Agreements for PW, P&R, Admin, possible P&R, Playhouse,Playhouse Admin & Misc. High Priority 37 DI.C Page 267 of 314 Deliverable/ Responsible Expected Actions CompletionMetric Department Corn letion WE.5.8. IntegrateCityLaw Standard Assignment Tracking City Attorney/IS April 2009 Form Contracts and Assignment System/Std. Form Tracking Tracking System Agreements System) Integrated with CityLaw&Tracking December System 2009 Integrated Agreement Forms WE.5.9.1 Have Major Litigation a) New Format Major City Attorney/ March 2009 Summary on Council Web site and Litigation Update;Administration/IS available toCAOand Senior CMO staff b) Legislative& WE 5 9.2 Have Legislative(ordinances Research Topic resolutions) or Research Topic Schedule Format; c) Schedule on Council Web site LitigationUpdateand Legislative& Research Topic Schedules on CC Website WE.5.10. Ensure CAO Intranet and a) Intranet CAO Site City Attorney/IS a) June 2009 CAO City Internet Web page Link Formatted & operational with training info, forms,Intranet CAO Site monthly legal topics Enabled; b) Internet City CAO b) December Web Link Completed;2009 c) Internet City CAO Web Link Enabled c) February 2010 High Priority 38 DI.C Page 268 of 314 Deliverable/ Responsible Expected Actions Completion Metric Department Corn letion WE.5.11 Conduct Staff Training by a) Performance City Attorney/ a) March CAO and in conjunction with other Review Training; HR, Public Safety 2009 departments b) Contracts& City Clerk, Finance Contracts Database; b)April 2009 c) Disciplinary Actions Training; d) Sexual c)April 2009 Harassment, e)Work Place d)April 2009 Violence/Bullying/ Biannual) Hazing/ Threat Assessment e) June 2009 Team; Biannual) f) Mandated Reporter Training g)Auto Insurance and Employees/ Licensing f) July2010 h) Records Retention Biannual) g) June 2009 Public Records Act; i) Economic Interest Statements h) June 2009 i) June 2009 WE.5.12. Handle requests from Requests from CityCity Attorney Ongoing Council and City Manager in a timely Council/City expeditious manner Keep them Manager Turnaround apprised of the status of topics or Time legislative items through Major Liti ation Summary WE.5.13. Handle Staff Requests in a Turnaround Time - City Attorney Ongoing timely manner Target 10 Calendar Days or Less WE.5.14. Reorganize/re-vamp Threat Reorganized TAT City Attorney/PublicJune 2009 Assessment Team w/PS (smaller);Training for TAT Safety Obtain trainingfor the TAT WE.5 15 Have Insurance Insurance Audit City Attorney December Assessment/Audit Performed by Completed 2009 outside/independent Consultant High Priority 39 DI.C Page 269 of 314 Deliverable/ Responsible 7April cted Actions CompletionMetric Department Ietion WE 5.16. Perform complete review of Completion of. City Attorney/ALL PMC for unnecessary incomplete or Title 1 r 08 unclear ordinances as well as those Title 2 ber 08 that may no longer be in compliance Title 3 ry 09 with State and Federal law Title 4 Title 5 Title 6 Oct 09 Title 8 Feb 2010 Title 9 April2010 Title 10 July 2010 Title 12 October 2010 Title 13 Dec2010 Title 14 Feb 2011 Title 15 April 2011 Title 16 June 2011 High Priority 40 DI.C Page 270 of 314 FINAL THOUGHTS Palmdale's Vision Through this Strategic Plan, the City of Palmdale strives to Embrace the future as we effectively plan for and manage thephysical, cultural, intellectual, technological, and individual growth and development of all aspects of the community Recognize the importance of our youth as thefuture of the community and ourseniors as providing critical links to our past and a great n resource to mentor youth and young 3 ilif families Seniors and youth are accordedspecial attention and resources in recognition of their w unique and criticalroles in the community Gain its strength from the cohesion and quality of its neighborhoods Neighbors in Palmdaleknowone another, help others in need, take pride in the quality of the social and physical environment of theirneighborhoods, and take an active role in helping the youth and seniors that reside within and surrounding the neighborhood Be a small town offering big city amenities Shopping and entertainment are available in town and few residents and businesses feel the need to leave the valley for shopping, purchasingsupplies, or having a great time on the weekends, evenings, and vacation days Theatrical and cultural arts activities are readily available and of a quality that satisfies the mostcritical observer Allow you to reach your career o goals right here athome through providing a wide variety of employment opportunities Be a City onthe move with several viable transportation alternatives to use of automobiles, an effective roadway transportation system, and a regional airport that 41 DI.C Page 271 of 314 providesservice to and from many destination cities Thetransit system is state of the art, is integratedwith a network of multi-use trails, and is easy, pleasant, and safe to use Few residents travel outside of Palmdale for work and otherpurposes Proactively address its own challenges at the earliest stages possible throughdirect intervention, the effective use of communitypartnerships, and other creative methodsPalmdale is known as one of the safestcities to live in the nation as community partners, law enforcement, neighborhoods, and governmentwork together with a common purpose Be a healthy, active, fun, sports orientedcommunitywithquality outdoor and sports related activities for persons e_ of all ages and activity levels to enjoy e Palmdale protects the resourcesthat the earth provides and uses every available means to achieve a clean and sustainable environment Placethe highest priority on the effectiveeducation of the young and the provision of life long learning opportunities for those no longer in formalized schoolsettings Schools are the hub of each neighborhood providing after school and intergenerational opportunities for the community Palmdale will be a safe, vibrant, innovative, healthy city, providing the highest overall quality of life possible. 42 DI.C Page 272 of 314 Exhibit I - Palmdale's Strategic Planning Process FACILITATORS Gary Brown Amelia Rietzel Mary Navarro ProjectObjectives The City of Palmdale is governed andmanaged in a proactivemanner The City has been successful in creating a strong, healthy community that is a powerful force in the Antelope ValleyThe City has been successful in addressing community issues as they have arisen and in anticipating the needs of the community TheCity Council, City Manager and City staff feel that they are well connected with the community and are in touch with the mayor issues and concerns of the citizens and that the City is taking positive and proactive measures to addressthese issues The City leadership is interested in learning more about the needs, desires and dreams of the citizens of Palmdale In an effort to achieve this end, the City Council and City Managerinitiated a communitystrategic planning process Strategic Planning Strategic planning is a group dynamic process, which enables an organization to address immediate issues, examine trends, assess capabilities, re-examine its reason for existence, define a newsenseof direction, and develop an action plan toput the new direction into effect Thegoal of strategic planning is to havethe participants work collectively toidentify the purpose and direction for the organization — in this case, a community — and to identify the issues and trends that may inhibit that vision, assess the resources and capabilities of the organization, and then develop an action plan to put the vision into effect The followingsectionsdescribe in moredetail theprocess undertaken by the City of Palmdale to create the Strategic Plan 1) Integrate Community Into Planning Approximately 275 residents and community members participated in the community strategic planningprocess In addition, approximately 300 employees participated in the internal strategic planningprocess 43 DI.C Page 273 of 314 Theprocess enables the community to fully participate in the development of the plan Contrary to the City's long termGeneral Plan, strategicplanning is a much more dynamic process, is less focused on data and structure and can be flexible enough to meet the needs and desiresofthe community 2) Create a SharedVision Participants collectively identified the characteristics of an ideal community and find areas of commonground All comments were reviewed and incorporated into the Vision Statement 3) Clarify Purpose The strategic planning processenables participants to clarify/identify the purposeor senseof direction in which the organizationwants to proceed Comments were reviewed and incorporated into the Action Plan 4) IdentifyIssues/Trends The strategic planning process help identify the major issues facing the communitytoday Additionally it considers the trends that are just below the surface or which are dust coming into view 5) Tests/ValidateCurrentAssumptions Local government mustoften move forward and represent the community's views even though the views are not clearly known Local officials must make certain assumptions upon the limited input they received and municipal organizations move forward to implement such objectives The strategic plan processenables the City of Palmdale to validate whether or not the City is on target 6) Identify Community Resources c One of the objectives of the process is to identify where the resources are and what trends may affect them Whereresources are identified as scarce, it is important to conserve them and share based on need and priority 7) Improve Community Networking Strategic planning is a group dynamic process thatrequires teamwork to address community issues The process enables City staff to work together with other stakeholdersfor a commonobjective The process enables the community to build bridges and get toknowone another better and help them function as 44 DI.C Page 274 of 314 a teamThe interactionwith one another in discussing community issues is as important, if not more so, than the end product—the Strategic Plan 8) IncreaseUnderstandingof Local Government The strategic planningprocess not only serves as a catalyst for receivinginformation, but also serves as a meansto impart information in terms of the issues and difficulties facing local government Having participated in the process, the community will have a better understandingthat there are many complex issues facing their elected officials and City staff Finally, the participants should come away knowing that the municipal organization can only work on a few majorproblems at a time, based upon its limited staff and financialresources. 9) Develop Action Oriented Planning By developing an action oriented plan with specific tasks to accomplish, people will be able tosee the results of their efforts and know that the strategic planning process was not simply a series of discussions, but a real dynamic, participatory planning process The City ofPalmdale's Action Plan was developed at the end of the strategic planning process based on the inputreceived from the community and city staff Overview of Strategic Planning The Strateqic Planning Model Table 1 depicts the model used for developing the plan It identifies the specific steps in the process, as well as the generalintent or objective ofeach task thereinThe exercise required the participants to provide input and prioritization of issues for the City's effort to craft an action plan to address the community's key issues TheCity staff will completethe strategic plan and theCity Council will have the final responsibility for the action plan because it is difficult for the community at large to commit City resources. Table 2 is a flowchart, which depicts how theprocess works While the flow chart depicts a beginning, middle, andend, it is important to remember that good strategic planning is an ongoing process 45 DI.C Page 275 of 314 Table I CommunityStrategic Planning Process I. State of the Community a. What are the major issues facing the communitytoday? b. Do we have a clear senseof direction? c. Is the direction universally supported throughout thecommunity? d. What is our community health/climate? e. The PlanningPeriod for this plan will be 5 years. II Assessment ofExternal Conditions a. Who are those who make up our service population? Trends? b Who are the regulators? Trends? c. Who are our competitors? Trends? d. Who are our resource providers? Trends? III Vision of the Future a. What will ourenvironment and community look like at the end of our planning period, based upon the immediate issues and emerging trends? b What is in store for the future ifwe do nothing, something, a lot? c. What are the key issues the communitymust address in this planning process? d. Describe key demographic indicators, e.g. number of dwelling units, population shift, economics, demographics, financial data. IV Assessment of Municipal Services a. What do we do well? What are ourstrengths? b What do wedopoorly? What are ourliabilities? c. What would you like to see more of/less of? VReview Point/PrioritySetting (Review Steps I through IV) a. Review comments made throughout the day b Do the current issues, emerging issues, and trendssuggest we change, add to, or build on to ourcurrent mission statement? c. Prioritize the issues/trends/vision objectives, which must be addressedduring theplanning period. VI. Community Vision Statement a. What is our vision for the community? b What should our image be? c. What makes us different from other cities? VII Action Plan a. How do we get where we want to go? b Who will do what, when and how? c. How do we approveour newmission/community visionstrategy intoaction? 46 DI.C Page 276 of 314 d. Have we addressed the all of the majorissues and emergingtrends in our action plan? e. Whatexisting programs should be kept, modified, eliminated, or implemented? VIII Plan Update/Review a. How are doing on completingour action items to date? b In what areas shall we reshapeour vision of the future? c. What projects remain uncompleted? d. Do we need to changeour strategy (mission/vision statement)? e. What has happened to ourenvironment since the plan wasdeveloped? Table 2 Strategic Planning Process State of the Gommun Planning s Period Exet l sion of wnditions the Future Assessment of Municipal Services, L_ E Review Point Vi sioii'Statem`ent City Strategic Plan` Action Plan Bud 47 DI.C Page 277 of 314 Exhibit II - COMMUNITY INPUT SECTION 1 - STATE OF THE COMMUNITY Thefirst step in the strategic planning process is to identifythe major issues facing the community today The primary focus and initial steps of the process are to identify immediate issuesfacing the community Throughout the process thesame issues may be identified several times. This duplication insures that the important issues are raised. The following items were solicited as result of a brainstorming process and as such are not listed in priorityorder The Issues Facing the City of Palmdale The following issues were raised by the community members: Roadway Maintenance — Concern was expressed that the City's street sweeping service of once per month is inadequate and that parked cars interfere with the sweeper's ability to clean the street. Senior Citizens — As the population ages there will be a need for moreand better medical services to serve the growingpopulation of seniors. The senior citizens requested that a gated community made up of small homesfor seniors should be developed. The City shouldreach out to the seniorpopulation to help with community issues. Youth — Concern was expressedthat youth between 11 and 18 years of age aav ^^s• need more attention and programming at the neighborhood level to address lack of transportation options and entertainment. They also need more direct community involvement, youth-to-youth programs to help at-risk youth, and a youth center for sports. The communitywould like people in the community to talk to kids, pay attention, and stop labeling them as gang bangers when most likelythey are not involved in such a lifestyle. Special attention was requested for the less affluent neighborhoods because they need outlets for kids (skateboarding, bike paths, community gardens) and more activities. It was stated that the community should focus on raising children and thatmore partnerships are needed with the community — businesses and the city to achieve this. Theyouth need jobs and to feel that they are part of the community Concernwas also expressed about the issueof child obesity Children need to walk to school and get outside for more physical activity The community suggested that more dances for teenageyouth, socialactivities for middle school kids separate from high school, and activities for older youth so theydo not 48 DI.C Page 278 of 314 have to leave the valley to go down to Los Angeles for entertainment would be a big help in addressing youth issues. Graffiti — While it was stated that theCity does a great job with graffiti, more resources are needed to address theproblem. Traffic Congestion — Several key areas for improvement in the operations ofthe City's traffic system were identifiedincluding: 1) Palmdale Blvd. and RR tracts, 2) grade separation needed at RR and Avenues Q, S, P, and 3) improve Avenue S to Rancho Vista thoroughfares to improve mobility Other areas raised included thedifficultly to get from the fareast tothe west side of Palmdale, and thattraffic problemshave been exacerbated by the addition of schools and thousands ofhomes without widening streets. Code Enforcement—While Code Enforcement does a good job, more attention needs to be paid to the maintenance of older homes as well as bankowned and vacant homes, and that they need more tools available to achieve compliance and theyshould be more proactive. Growth/Development — The main concerns that were raised regardinggrowth and development were associated with a perceived lack of resources to service existing areas as well as new developments and changes in zoning to allow for greater density in development. The community requested that the City evaluate resource availability when considering approval ofnew development projects. They also requested that the City invest in older neighborhoods beforeaddingnew neighborhoods and that theCity ensure better coordination to address water, utilities, and other resource issues. Gangs — Concern wasexpressedthat gang activity is on the riseand that a grass roots program to address gang issues at the neighborhood level would be veryhelpful. It was stated that the community needs to get personally involved in helping youth with positive activities and options. AnimalControl — The communityrequested that more animal control services be provided. Rental Property — Rental propertyshould be more closely regulated. Independence in Energy/Water etc — Concernwasexpressedthat the City needs to find ways to become less dependent on others for resources and that Palmdaleshould use its unique qualities to provide resources (e.g. ground water, solar energy) Hospital — Concernwas raised thatmore and betterhospital services areneeded. Street Vendors — Concern was raised thatstreet vendors pose a health and safety hazard. 49 DI.C Page 279 of 314 Illegal Dumping — Concernwas raised that illegal dumping isan issuethatneeds to be addressed. University — The community expressed a desire to have a four-year university in Palmdale. Schools — It was suggestedthat more involvement from schools in the area of youth issues could reduce the need for the Sheriff in the schools. Sex Offenders — Concernwas raised about the presence of sexoffenders in the community and that it results in many parents feeling fearful and not allowing their childrentowalk to school. New Residents vs. Old Residents — Concern wasexpressed that new residents need to assimilate into the culture of Palmdale, thatthey become part of the community Trails — The community requested that biking and hiking trails are needed in older neighborhoods. Connectingequestrian trails is alsoneeded. Parks — The community identified two specificrecommendations for improvement within the City's park system including: 1) Desert Sands Parks needsbetter toddler playground and change parking lot to 2nd Street East for safety ofchildren and 2) Spanish Broom should be developed as a place for picnics and some fencing. Trade Schools — Concern wasraised that not all kids in Palmdale are college bound and they needhelp to developother skills that they can use in their careers. Bus Shelters — Concern was expressedthat shelters for bus stops are needed especially for senior citizens whohave difficulty braving the heat, windandrain to access transportation. Tourism — It wassuggested that the City focus resources on the development of Palmdale Blvd. into an "international" boulevard highlighting the diversity of its sections as a tourist attraction. Water — Concern was raised about the availability of water to meet the community's needs. It was suggested that a moratorium on development be implemented to addresswater cutbacks and that a progressive water conservation program is necessary, including the use of xeriscaping. It was stated that economicdevelopment depends upon adequate water supplies. It was also suggested that the City develop a program to subsidize artificialgrass for use in home landscaping. The community stated that a secure watersupply should be the City's number one priority and that the City Council needs to become well informed to help make good decisions about water Tree Roots — Concern was expressed that older neighborhoodsewers are in bad shape from root intrusion and homeowners on fixed incomes needhelp to fix sewer lines. 50 DI.C Page 280 of 314 CentralPalmdale — The community statedthat the olderCentral Palmdalearea is in need of resources and with help in building their senseof community in the neighborhoods They also stated that the community would be better without so many alcohol saleslocations and if theparks were improved ChangingCulture — Concern wasexpressed that the cultureof Palmdale is changing to be less concernedforfamily and neighborhoods Sheriff— Concern was expressedthat the police department could be improved Annexations — Thecommunity stated that several county island areasshould be annexed into the City Flood Control — Concern was expressedthat the City's floodcontrol system could be improved Nuisances — Concernwas expressedthat loud mufflers reduce the quality of life in Palmdale and that this issue needs to be addressed Pedestrians — Concern was expressed that more sidewalks are needed and that shopping centers arenot pedestrian friendly It was alsonotedthatpeople need help following the signals when crossing streets on foot Community Outreach — Concern was expressed thatpeople in the community do not know what Palmdale has to offer and thatbetter mechanisms need to be developed to communicate with residents The following suggestionswere offered 1) use AV3 more effectively to communicate, 2) use businesses to share City news, and 3) use television, restaurants, and movie theatres to share City news It was also suggested that the coverage of City issues could be more balanced to bring the community together and that a publication is neededto advertise City programs and services Partners for a Better Palmdale & Citizens Academy — The community stated that these programs are excellent and should be expanded 51 DI.C Page 281 of 314 SECTION 2 - ASSESSMENT OF EXTERNAL CONDITIONS Having completedidentifyingthe immediate issuesfacing the community, thenext step in theprocesswas to identify those groups, individuals, and agencies that the community has to interactwith and also identify the trendsregarding eachAs mentioned previously the planningperiodfor the PalmdaleStrategic Plan is five years As such the task was to identify those who comprise the servicepopulation, thosewhoprovideresources, those that regulate our community, andlastly, identify who the competitors are By experience we know that a group (or a person) can be a client, a resource provider, regulator, and competitor, so their namecould be identified in more thanone category For example, the CityCouncil could be a receiver of services, a resource provider and a regulator Trends of the Service Population Residents —Anticipate more growth/residentsthat will impactinfrastructure, resources, create congestion, pollution Youth — Need more jobs, entrepreneurial opportunities less crowded schools, more parental guidance, an assortment of education opportunities — not all are college bound Need tradeschools More will come to Palmdale, butnot stay Business — Need variety of industry to provide a diversity ofemployment opportunities Need more professional jobs, not just industrial Seniors — Asmore baby boomers retire it will create the need for hospital and health care services, improved transportationtimetables and routes for seniors using buses, smaller scalehousing, and meals on wheels Visitors — Need a Visitor's Bureau, "Youare here" locationmaps, a Conference Center, improved roadway and key sites signage - encourage this as they pose potentialimpact to public safety (accidents) because they do not know wherethey are going Military — Need housing/facilities for temporary and permanent militarypopulation Need programs for Vt timehomeownersfor those who will stay in the area Non-Profits — Need more coordination, share resources and advertise all business/services that exist Partner with City andprivate industry to distribute Welcome Baskets 52 DI.C Page 282 of 314 C9 11 6u1wea-! aoue;s!Q„ o; 4!4sp1no4spuail 'sloo4os9wo4puef4!saan1una;e;So; - uogeonpa ;oslanalIle Jo; sloo40sa;enud 'J9lJe4opaaNpapMao-nanoajowawooaqp!MslanalIN — S10043S • sagojngouian!;oeajowaqo; paaualdoad — sa4o.in43 ueld jaModapue '/6jaueelgeMauaj ;oasnajowaiinbaiII!Mpuewapaa461H — sa!;!IRn saoinosaiA15jauealgeMauajajow bu!deosuax 'bu!>lueqja;eM 'uo!;enJasuoopanoidw! 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P@GNowojdo; swei6oidpaaNsassau!snqpaseq-o!ueds!H aao!nl (;!sJanlpa;owoado; anbole!p/swei6oidpaaN — uol;elndodueouawy-ueo!xay!! 6ulloogos awo4jo; sa!;!unlioddoapinoido; papaausassau!snguajpl!goql!Maw!; ajow puadsueosia4;owossassau!snqpaseqawoqpaaN — sassau!sngpasegawoH auoz asudaa;u3a4; ;noqealgel!eneuogewUo;u1aaowapeweojawwoo ;ojagwegoaq; ln;dla4aqp!noM;Isessawsnqhewso; Ie;uawu;aps! (wouoo3sassau!snqhewsjo; sa!;!un}ioddo ;uawdolanapaJavowpaaNsessau!snqflews6u!;s!xauo ;oedw! 9ni;e6au a!a4; 46nag; (wouooeleoolaq; ;oedw! sajo;sI!e;ajjabjej — sessou!sngilewS DI.C Page 283 of 314 News Agencies — Industry trend is going downward Internet usage is up More electronic communication (blogging, live broadcasting, satellite) Business/Non-Profit— More services will be needed as population increases Industry— Clean industry is the preferred industry Charities — More will be neededto helpmeet community needs Financial Corps — Downward trend, especially in real estate Public Safety (Sheriff, Fire) — Trend will bean increase in servicedemand That will put morestrain on resources Military/Aerospace/AF Plant 42/LAWA — Some trends up moredown Try to keep stable Small Business — Need more small businesses Health Care — Will need additional facilities to address current and future age groups Developers — Makethem take more responsibility for making the community better Federal — Recession/downward trend. Look for grant opportunities RetireesNolunteers/Youth/Disabled — Increase in thispopulation Will need to examineservice needs including work source center Travelers —Willneed hotel rooms as this population will increase Aerospace/AF Plant 42/Airport— May godown, but need to focus on making it go up Resource for Palmdale Advertising Resources/Bill Boards/Theatres — Trend will be to consolidate Auto Dealers — Number may increase Natural Resources (Wind, Solar) —Willneed to take better advantage of these 54 DI.C Page 284 of 314 YouthClubs/Service Organizations — May provide more resources, encouraging collaboration betweenproviders to occur Trends for Regulators State Agencies, Local Agencies — More demands for resources will create more competition, more regulation — trend willbe more emphasis on sustainability/green technology Federal Regulators — Regulators will imposemore laws Immigration — could be more or fewer laws, hard to predict Water District — As demandincreasestrend will be toward requiring more conservation due to less availability of resources More emphasis on toilet to tap Law Enforcement— More laws willbe imposed, but a shortage of deputiesmay occur County — Tight budget will impacttaxes/services and may impact Section 8 budget LAWA — Will be more important to theCityCity needs more support from them Caltrans — Toll roads will be required as available revenue to construct diminishes Utilities — The green movement will affect PALMDA utilities MOBILE COMMANDCENTER Education — Antelope ValleyCollege - more demands on AVC AWMD — Trend will be to improve in this area Cities will be more challenged to comply City — Sustainable City is needed — City to examine this and set vision Fire Department— More stations are needed Children/School District— More schools and necessaryinfrastructure willbe needed AVC, AVHSD, PSD, NVSD, will demandmore money Less presence of Countyschooldistricts, trend will beto focus more on charter and private educational opportunities Fewer adult education opportunities City Services/Regulations — More demand for — PlanningCode Enforcement, Building & Safety, Traffic, City Council, BusinessLicensing, Department ofWater o AVTA— More routes will be needed 55 DI.C Page 285 of 314 o Avenue K— Increase capacity will generate more Regional cooperation County Services — o Animal Control, SAND, Health, Lighting, Courts, SCAG — Demand for services will increase whilebudgetdecreases. MTA— Lack of funding fromState/Federal, so lessmoney to the City Waterworks —Trend will be tobe more innovative — look for other solutions to meet the demand. State Services — Prisons, Army Corpsof Engineers, DMV, CHP - More demand for all of these services. A lack of new correctional facilities willmean moreearly release into the community HUD/CDBD/Housing Authority — Increased demand/budget for all types of housing — senior (increase in senior population will create demand on relatedservice) low-income while IRS Tax Base remains flat. Federal Agencies — o Immigration/Homeland Security— Government will provide more training. FAA, CEQA/EnvironmentalAgencies Agencies will be lookingfor more dollars Fish & Game, Green Movement - More restrictions will be created by these movements. FDIC — Banks in the mortgagebusiness will tighten lending. Tobacco/Firearms/US Dept. of Justice — Increased concernabout Weapons of Mass Destruction (WMDs). Waste Management — Costs will increase. A landfill expansion and increased diversion will be neededLandfill expansion is a concern. Ensure we have adequate facilities. Trends for Competitors School Districts — Fundingfor schools will be competitive Lancaster, Santa Clarita — Businesses located in theseother cities take away Palmdale tax base — need to compete with MagicMountain & other recreational facilities to keep dollars in Palmdale. Northern California — Will continue to fight tokeep water from coming to Southern California. Other States/GovernmentalAgencies — States want our tax base — actively lure businesses out of California. Other agencies will compete for Federal funds. Public/partnerships are needed to closefunding gaps. 56 DI.C Page 286 of 314 State of California — Budget will create issues and a shift in State obligations and priorities More control will be exerted on local spending fromState/Countyagencies Water— Regionalissue, but will need to be dealt withPopulation will continue togrow and is a concern relative to the management of scarce natural resources Edison — is a competitor with theCity, because the City is developing its own power plant that will directly compete with Edison Mojave— Considering an inland port—this will createcompetition for jobs, etc Newspapers — Need to help to develop a healthy attitude about life in the Antelope Valley East/West Palmdale — Attitude between East/West Palmdale will continue to bean issue Kern CountyEducational Opportunities — Increased competition East 47 St& 47 & RR —currentimprovements underway — improvements will continue Vision of the Future — Worst Case Scenario 2013 Water — TheCity is unable to meetdemand for waterWater sourcesbecome contaminated and poses risk to health The water board cuts off water supply to City Natural Disaster— Earthquake along San Andreas Schools — The schools are not successful in educating children, and many high schoolers drop out before graduation. Crime — There will bean increase in crime and serious crimes, riots occur, more pedophiles live in and aroundPalmdale Emergency Preparedness — A bio- terrorism attack occurs and lack of r communication and lack of preparedness causemajor problems y Aerospace — All aerospace leaves the City Recession — More impacts will occur as a result of the mortgage situation — more homes will be empty 57 DI.C Page 287 of 314 LA County — Palmdaleremains part of Los AngelesCounty Vision without action Separate from LAC). Jobs — Fewer jobs exist in Palmdale. Recession causes loss of jobs in region. Communications Systems —The communication system is shut down and ineffective. Youth — The lack ofentertainment for youth continues without action. Strategiesfor youth are not implemented. Youngpeople keephaving to leave the AVfor entertainment, sports, dancing, etc. An increase in teen pregnancies due to lack of healthy youth activities. Empty Buildings —There will be moreof them. Palmdale Partners — Implement the plan to use empty offices to provide services — generate planorkids/youth will leave — these types of activitiesgenerate jobs. Community Unity — A lack of community unity will occur/continue The community does not come together to support each other Growth — Growth continues at a pace that is too fast. Drugs — Youth continue to be lost to drugs, there is an increase in drugactivity and AIDS. Obesity — Kids continue to be obese andhealth issues emerge Kids become a drain on medical system as a result of unhealthy lifestyles. Hispanic Community — Lack of opportunities for the Spanish community, Listen to the Hispanic community to foster growth. Need to engage them as a resource. Housing — More Section 8 and welfare population. Vision of the Future — Best Case Scenario 2013 Parks — Cities create multi-use parks and soccer fieldsbuilt in water retention basins. Schools — Palmdale School District, City, Boys & Girls' Clubunite to provideservices, serve as community centers, City works with schools to increase school facility usage to24 hours per day, open for mentoring programs. Seniors — Invest in education to be able to provide forthem in the future, City takes the lead to open their minds to biggerthings like volunteering and getting civically involved, createprogram to pairseniors with youth, seniors as youth mentors, senior gated communities, DesertSands Park is open in the eveningfor the older population, envied City ofbaby boomers — great place to retire. 58 DI.C Page 288 of 314 Crime — will be eliminated, seniors and kids can walk thestreets in safety, no fear, disputeresolution centers in Palmdale Neighborhoods — take responsibility for their community and neighborhood, friendly neighbors, people that are involved in processes like the strategic plan, everyone continues tobe dedicated tomake Palmdale a betterplace, communities have all taken back their neighborhoods, thosewho do not want to assimilate (in future years) leave Palmdale, neighbors knoweach other Jobs — Citizensemployed locally, reduce number of out of town commuters, full local employment Code Enforcement— owners take care ofhomes, personal responsibility Trails — City buildsmore bikepaths and trails Thebike path on "Avenue P" that leads to Marie KerrPark is built, along with equestrian, bike, walking trailsconnecting housing tracts Youth — Create a youth engagement process and neighborhood housesPrograms exist to teach manners to youth The attitude and language of youth at the mall improved, they respectelders Wehave a YouthStrategic Plan session We let them speak, we have more plays in schools so that children can act in them, and we keep our youth busy in productive positive activities Culture — Create a program to promote a friendly community through a "hi" program that encourages people to simplywave to one another and say "hi" using billboards to promotethis Partnerships with Other Cities — Seek Charter city alliance with Lancaster and cooperation between cities and communities Churches —Open churches for mentoring City Council — Continues to do an exemplaryjob, continues to care about residents Empty Buildings — Use Mrs Smith F Market/empty in a positive way — something for youth Shopping & Entertainment — We have a Farmers Market, entertainment, an ice rink, Jillians or Game Works in Palmdale SQ"0AhtAti0h ilase.pi b.l e. Growth — The City has the proper facilities it needs forgrowth, but 59 DI.C Page 289 of 314 retains a small town feel The pace of development is slow to ensure that all utilities and districts are abletocope with the impacts ofgrowth, including the examination of all resources Cooperation and mandates have been adoptedto achieve thisAll resources are to be examined for adequacy - including parks, coordination of amenities/development, shopping, schools, parks, look foropportunities to invest in our future — keep families here/together East/West Palmdale — Feelings of separation between east and west Palmdale are no longer a cause for division within the community Families — Family Center, Domestic Violence Victimsshelter, fi etc i Tourism — More signage to direct traffic to out-of-towners, especially during emergencies, International Airport - EW Corridor 5 to SBR GormanNictorviIIe) Communication — An improved communication system exists to disperseinformation Asystemto advertise existingservices has been developed and implemented including improved road closure informationEveryone reads the newspaper and watches the local newsThere are improved services and activities for communication New County — The 46t" Assembly District has an elected representative who will separate us from LAC. English — Follow the lead of high schools to teach Englishto non-English speaking communities Immigration Reform —All who pay taxes can stay Airport— Palmdale airport expands to provide more services Reality Check What couldhappen in thenextfive years if the communityworks together? This question required the participants to lookatthe best case scenario and identify those items that could realistically happenif the community insuresthat time and fiscal resources are devoted to theircompletion This step is known as the `reality check," and describes what the participants could occur over the nextthreeyears Parks — City continues effort to createmoremulti-use parks, and soccer fields could be built in water retentionbasins 60 DI.C Page 290 of 314 Crime — Seniors andkids can walk the streets in safety, parks safe, etc , dispute resolution centers in Palmdale Neighborhoods — Everyone has a home and takesresponsibility for their home, community and neighborhood Communities have all taken back their neighborhoods, friendly neighbors, people thatare involved in processes likethe strategic plan, everyone continues to be dedicated to make Palmdale a better place, those who do not want to assimilate (in futureyears) leave Palmdale, neighbors knoweach other Schools — Continue effort to utilize schools as community centers Seniors — Greater pairing of seniors and youth, use senior's knowledge base, open schools and churchesfor mentoring, youth engagement and neighborhoodhouses, envied City ofbaby boomers — great place to retire, senior gated communities Partnerships with OtherCities — Cooperation between cities and communities Empty Buildings — Can be used for something for youth, entertainment, Farmers Market, etc Youth — Create a youth engagement process and neighborhood houses Programs exist to teach manners to youth The attitude and language of youth at the mall improved, they respect eldersWe have a YouthStrategic Plan session We let them speak, we have more plays in schools so e that children can act in them, and we keep our youth busy in productive positive activities Families — Family Center, DomesticViolence Victims shelter, etc Communication — An improved communication system exists to disperse information Asystem to advertise existing services hasbeen developed and implemented including improved road closure information Everyone reads the newspaper and watches the local news There are improved services and activities for communication English — Follow lead of high schools to teachEnglish to non-English speaking communities Growth —The City has the properfacilities it needs for growth, but retains a small town feel The pace of development is slowto ensure that all utilities and districts are able to cope with the impacts of growth, including the examination of all resources Cooperation and mandates have been adopted to achieve this All resources are to be 61 DI.C Page 291 of 314 examined for adequacy - including parks, coordination of amenities/development; shopping, schools, parks, look for opportunities to invest in our future — keep families here/together Jobs — Can get makeprogress towardhigher local employment rates Trails — Equestrian, bike, and walkingtrails connect housing tracts East/West Palmdale — Feelings of separation betweeneast and west Palmdale are no longer a causefor division within the community Airport— Palmdale airport expands to provide more services Vision without action is merely a dream. Action without vision dust passes thetime Vision withaction can change the world." Joel Barker SAN 62 DI.C Page 292 of 314 SECTION 3 - ASSESSMENT OF MUNICIPAL SERVICES Having identified majorcommunity issues and trends as well as envisioning alternatives of what Palmdale might look like at the end of theplanning period in 2013, participantswere asked to analyze the community's capabilities and resources. Additionally, theywere askedto assess the City organization's ability to meetpresent and future demands, which will be placed on Palmdale. Primarily, they weretoidentify what the strengths and liabilities of the community are. This is basedupon public expectations of the community and, specifically, the City of Palmdale The group exercise began by identifying strengths, or things theCity does well. Then the group turned their attention to identifying liabilities, or things to whichwe need to devote moretime and attention. They were encouraged to remember that overall the community is doing exceptionally well, but that there is always room for improvement. What does the City do well? Programs and special events Parks are gems Promotion of the arts Library programs Resource Programs — families in action, jobs for youth, SAVES, housing programs, etc. Hospital Proactive, open public safety services and officers Mayor, Council and Staff remain accessible andopen Expand partnerships Local media positive andkey partner in communications Improvement in amenities provided in the Eastsideof the City Airquality Graffiti removal Economic development—AV Mall area Public Safety, responsive Sheriff Parks, Parks & Recreation does a wonderful job — summer programs and camps, programsprovidedacross the City Recycling Engages & listens to citizens in participation of vision/changes — Strategic Plan Process, communication/meaningfulparticipation of citizens, more avenues for meaningful citizen participation Partners for a Better Palmdale Responsive City Council, access to Mayor, City Council paysattention Keeps City Clean Neighborhood House Program Families in Action — Social Service Programs 63 DI.C Page 293 of 314 Redevelopment effort is great Air Park Excellent City Library Services Palmdale TransportationCenter Planning Commission Code Enforcement works with developers Free Parking Opportunity for everyone here for better jobs, educationalopportunities City Staff/Safety personnel lives here — fob does not end at the office — good investment Support of AV College to bring campus to Palmdale Redevelopment ofEastSide Happytosee Palmdale grow up Whatdoes the City need todo better? Environmental programs, Joshua trees, openspace Litter and dumping control Uniformity of appearance and sense of belonging r z Code enforcement for poor property maintenance i Communication - community doesn't know what the City doesloffers Coordination of events Moreeffort to bring jobs Dispersing dense development areas Involvement in school issues - bonds, safety, etc Engageparents about all youthrelated issues, including education Roadway maintenance, routine and during construction Address traffic issues Expand recreational opportunities for youth - gym on east side, after school More and integrated mass transportation system Improve Public Transportation — Expandhours, senior transportation Evaluate Speed limits— especially near parks - also 10th St East Greater sensitivity to pedestrians, improved safety on streets, more crosswalks Council members compete for office in district insteadofat-large Code Enforcement can do a better fobof responding Roadway Improvements - Palmdale Blvd Issue — New Transportation Center, Palmdale Blvd /Rancho Vista, Underpass/Overpass, Eastsideroads need improvement, Palmdale Blvd at 10th St West/Rancho — Overpass or under pass there Improve safe routes to school 64 DI.C Page 294 of 314 Tighter gang enforcement Strategic Plan Process in high school and elementaryschools Better pet (dog) - barking enforcement Brochures — brag about what we do well Improve attitudes - embrace diversity Illegal Dumping - place to dump trash — Neighborhood Clean up, better programs to address illegal dumping Spanish Broom Park by Casa Verde — Make use of this area as a picnic area. Install fencing and implement this throughout City Self ServiceatLibrary is confusing New tracts — moreplay & picnic areasfor children to meetneighbors Motivate Teachers to love their jobs so they can do a betterjob More/betterparticipation of parents in children's activities Call in to CC meetings availability/Caller ID for CC meetings More communitycollaboration to engagebusinesses and organizations Neighborhood Improvement program. Revisit treeremoval issues for seniors especially as it pertains to root removal and the need to address sewers. Better media relations Street lighting forsafety Better partnerships fornew lawns, etc. More parent participation in their children's activities Better partnerships with developers/better collaboration 65 DI.C Page 295 of 314 COMMUNITY OUTREACH MEETING NOTES JANUARY 8/9, 2008 In an effort to expand the opportunity for involvement to the mostpeoplepossible in the City, the City Councilhosted two community outreachmeetings, one on the eastern portionand one in the western portion ofPalmdale The feedback received was utilized in the full day planning session on January 12, 2008 and was used by City staff during the Action Planning and implementation processes Participants in the two sessions were askedtoprovideinput on their vision forPalmdale, as well as theirfeedback regarding things the City does well and ways City services can improve Written comments submitted were incorporated into the materials listedhere What is your vision for Palmdale? AESTHETICS Illegal Parking/Dumping Establish & enforce laws against illegal parking, street parking of motor homes I. Enforce laws against illegal dumping Establish "no charge" location sites to lit rr y. = •,. minimize illegal dumping Improved litter pick up Encourage the t' 00. <"yh.. P appreciation of the beauty of the desert w Street Sweeping Increase frequency & establish signage/ordinance for uninterrupted sweeping PropertyMaintenance CCR's to enforce maintenance of buildings and landscaping Schedule to address overgrownshrubbery that impedes the public's right of way Regular maintenance of public property— street signs & roads City program to address vandalism of abandoned/foreclosed homes COMMUNITY OUTREACH Education/outreach in Spanish for bicycle & traffic safety Classes/forums to address family and health issues Programs to promote Community Evolution — for friendliercommunities Promote responsible pet ownership— address barking dogs, etc Develop programs to help communitiesempowerthemselvesagainst gangs Website for publicsharing of commuter activities — regular & occasionaltrips ECONOMIC DEVELOPMENT Encouragemore industry to come to Palmdale 66 DI.C Page 296 of 314 Become a "Manufacturing friendly" City — improve City process to expedite the lengthy construction process for industrial facilities —don't discourage business Encourage developmentof the airport— Local fobsequals local parents EDUCATION — Palmdale — "TheenviedCity of Education" Work with the school districts to reduce school overcrowding Encourage construction of vocational and apprenticeship schools Continue/expand partnerships with schools—elementary and high Neighborhood schools within walkingdistance City involvement to address educational remediationneeds — help studentsprepare for life Extend the school day to minimize the number ofhours that children remain unsupervised Improve safety in schools EQUESTRIAN/4H NEEDS Additionalevents at Barrel Springs Land dedication by developers for facilities/trails FACILITIES/ACTIVITIES Outdoor activities/centers to promote healthy lifestyles, i e , soccerstadium, indoor skating rink Olympic facilities to encourage "Olympic' athletes from Palmdale Dog Parks Cardiology Center, Hospital Onion Festival — rival the Garlic Festival GREENER/ENVIRONMENTALLY FRIENDLY CITY Proactive City Financial assistance for homeowners to purchase green" equipment More emphasis on use of reclaimed water in City landscape HOUSINGISSUES Improve the ratio of owners to renters Balance/control on the number of Section 8 dwellings Housingfor the disabled SENIORS Palmdale—The Retirement Hub of the Region Develop senior/retirementcommunities (gated/ungated) Single story (smaller) housing for"empty nesters' 67 DI.C Page 297 of 314 TRAFFIC/CIRCULATION ISSUES/CONCERNS Moreright-turn lanes toreduce congestion Pave/extend Division St (Rancho Vista to Palmdale Blvd ) - betteraccess to shopping Avenue P-8 to the Railroad — address circulationdeficiencies to reduce delays Evaluate/reduce speed limits on major streets—Avenue S and 25th TRAILS All varieties of trails needed bicycle, walking, equestrian Mission Bay, San Diego type trail/recreational area Greater/contiguous trail network to connect routes & communities Connect N, S, E, W Communities, Ritter Ranch to Joshua Ranch 20th St West to 10th St West — improved use and access to avoid congested areasnear RanchoVista & Avenue P, Rancho Vista to Trader Joe's Sierra Highway—fromPalmdale west Routes should connectoutdoor youth activity areas/locations Preserve recreational trails for mountain biking, access to themountain bike trailat Joshua Ranch TRANSPORTATION Improved access to activity centers bus ortrails) Expansion of the existingpublic transportation system Encourage the development of the Palmdale Airport Streets safe for bicycle transportation Dirtbike path that exists along the alignment of Amargosa Creek between20thStreet West and 10th StreetWest should be paved, extended to 25th Street West/Highland, and opened on both ends, so thatriders can access Trader Joes' and other shopping on 10th StreetWest The entrance to this path is from a gate along Avenue P-8 dust before it becomesSummerwind (15th StreetWest) There is no entrance from 25th Street and the path currentlyends behind Trader Joe's with no access Bike lanes are neededto connect the Sierra Highway bike tail with the west side of Palmdale and to the Avenue S bike trail We suggest continuing the bike trail along SierraHighway all the way to Avenue S or usingthe "old" way of using the biketrail to the Transportation Depot thencontinuing south on6th Street West (there is a bike lane) and cutting over to 5th Street West to Avenue S. A bike lane or shoulders on Avenue O from 30th Street West to Sierra Highway will tie the west sideofPalmdale to the Sierra Highway Bike Trail The Avenue S bike path should be completed and problemswith the path corrected Somethingshould be done to address utility cyclists riding in an unsafe manner, against traffic on pedestrian sidewalk Some educationaloutreach in Spanish 68 DI.C Page 298 of 314 would be helpful, but wider outside lanes and lower speedlimits would be the best remedy for this dangeroussituation Bicycles need clear, safe routes, which can be achieved through wide outside lanes, as well as throughdedicated bike lanes and paths Need bike routes that connect the east and west, north and south partsof town Routes need to be tied together fortransportation purposes, which would be a big sellingpointto potential residents and homebuyers If trails in theRitter Ranch/Joshua Ranch areas will be multi-use, then we must have bike lanes, wide outside lanes, or shoulders on ElizabethLake Road for bike commuting Multi-use trails are good for community activities but are generallytoo congested for cycling at speed Pedestrians, dog walkers, roller bladers, skate boards, runners, etc make it unsafeforcyclingatnormal speeds Bicyclists need to follow the same traffic laws and have the same obligations as drivers of motor vehicles YOUTH More emphasis on programs/facilities for adolescent population — many unsupervised Centralizedlocation for activities Address/discourage gang affiliation by providingample activities, programs Encourage development of locations/activities for young adults 18-25 — reduce San Fernando Valley trips MISCELLANEOUS Help address the needsof the AnaVerde Community as part of the City's vision to improve the City of Palmdale (unfulfilled/stalled development) Airport sensitive community Supportpublic safetyto address gang activities Truck parking facilities for local residents Districts to promote district representation — endthe disparity between east and west Unification of communities —fewer walls separating neighborhoods What does theCitydo well? PARKS & RECREATION Programs, specialevents, i e , rodeo, outdoor skating rink, pre-school Construction of recreationalfacilities, i e , corral, water park City parksare phenomenalgems, special, unique feature Private after school activities Promote Arts — PalmdalePlayhouse, movienights, Cultural Center Marie Kerr Amphitheater& Thursday night on the square Maintain clean City park restrooms PALMDALE LIBRARY Variety of exceptional programs— Help Now, Bookmobile, Book Clubs 69 DI.C Page 299 of 314 RESOURCE PROGRAMS Families in Action Jobsforyouth SAVES Program Worksource Center PUBLIC SAFETY & HEALTH Hospital, drug abuse and life programs Proactive, receptive, responsive law enforcement, community policing, campus police POSITIVEINTERACTION/COMMUNICATION WITH THE PUBLIC Effective, positive, helpful City staff— Budding & Safety, Traffic, Parks & Recreation, Mayor, Code Enforcement Mayor and staff viewedprovide great leadership, vision Concerned, accessibleMayor & Council, i e , during Pete Knight High School issue Foster community input and partnership to develop partnerships, the Strategic Plan SHAREINFORMATION Palmdale News, City Website Public hearings, televised meetings, notifications, e-services OTHER Graffiti removal hotline Bulky item pick up Aesthetics of emergencyvehicles Kudosto staff for addressing needs of the Eastside Kudosfor Avenue S improvements Maintain Palmdale as a great place to live whilecontrolling growth Preservation of cemetery What dowe need to improve upon? ENVIRONMENTAL AWARENESS/PRESERVATION Xeriscape to reduce water needs, learn fromother communities Education/outreach in schools, public events on water conservation, energy, recycling Preservation of Joshua trees, open space Earth festival 70 DI.C Page 300 of 314 AESTHETICS Litter- Regularly scheduled litter pick up— especially plastic bag litter Ban plastic bags Make merchants responsible for trash generated by their stores Develop programs to discourage illegaldumping/off road vehicles Encourage neighborhood watch programs for community empowerment/reporting Waste receptacles should be kept in specialplaces to avoid publicsight Neighborhood clean-up programs/events at parks, etc More uniformity in city aesthetics to create an identity for their City Expand graffiti removal beyond block walls, include utility boxes, signs, etc Combat graffiti/vandalism by encouraging linking/grouping of communities/activities ImproveCode Enforcementresponse for unkemptyards frontyard vehicle parking Streamline process/programsfor lowincome homeowners to make home improvements COMMUNICATION ComprehensiveCalendar of school, City, public events fordistribution of materials Youthguides that lists jobs, core trainingprograms such as the life guardprogram Improve on distribution of information on natural disasters/emergency preparedness Develop a two way communication — Better dissemination of emergency information Use of public events to share information Establish/expand communication tools for reporting community concerns Improve emergency personnel response time ECONOMICDEVELOPMENT The encouragement of more industry, good fobs EDUCATION/SCHOOLS Facility for higher education Outreach to improve sharing of information on educationalopportunities/options with at risk/foster children Workwith districts to retain "School of Choice" policy Develop more partnerships/improve relationswith schools to improve education/minimize negative publicity Programs to encourage the community to become more involved with school issues — both positive and negative Parent Education Classes — Educate parents on financial responsibility issues ` for their child's actions — more info to parent on this issue Bonds are not passing — school construction is not being funded 71 DI.C Page 301 of 314 Increase dedication of land by developers to schools Schools should be policed by the enforcement teamwithin the same jurisdiction JOBS Continue to lure a variety of employmentopportunities to the Valley Established industry creates a competition ofjobs between adults and high school agedkids INFRASTRUCTURE Improve roadway maintenance Programto address negativeroadwayimpactswhenindustrycomes in Communication/planningprocess to prevent/avoid repair and tear-outtre-repair of roads Widening of roadwaybetween 30th & 35th Streets RECREATION Focus on Activities for youth 18 — 24 Indoor gym Local activities Extend operational hours of the water park Encourage more after-school activities — public and private TRANSPORTATION Improve/develop mass transportation — number & frequency of trains and buses Improvepublic transportation to provideyouth an opportunity to compete for jobs Streetlightat S & 47th ZONING Re-evaluate currentzoning plan Avoidclustering of high density units Elements of the Community Vision Statement Safest City — Known as the safest city in Los Angeles County We are crime free We have an excellent Public Safety program In 5 years — we will be known as the most improved safest cityWe have experienced a substantial gang and crime reduction Gang members will becomementorsPalmdale is a drug free zone with a low crime rate SmallTown Feel — We are a booming, thriving, safe community with activities for adults andkids, all with a small town feel We are known as the City that looks out for each other — encouragesvolunteensm and helpingeach other We are the community that cares The public is engaged in the City The City is welcoming The City preservestradition and history Health/Outdoor Oriented — abundant outdoor activities, health conscious, extensive mountain bike path/hiking/trails, outdoor sports — theCity that puts forth attitude of the action is satisfaction", City with a healthy life style, active healthy people and communities 72 DI.C Page 302 of 314 Sports Friendly — Special Olympics, Palmdale Triathlon — engage youth & senior, superb special events, neighborhood schools, school is hub, walk to school Citizen/Community Centered — Community-Centered, All governing bodies are responsive to citizens, City Hall has open door philosophy, professional, citizenshave an awareness of activities and programs Great Place to Play — diverse entertainment options,provides entertainmentactivitiesfor all ages, extendedwater park hours, community of fun and excitement Employment Hub of LAC — Silicon Valley of Southern California, Aerospace Capitalof the world, Gateway to future - embrace aerospace, technology industry Set the standard to follow, community that allows you to realize career goals, expansion of aerospace, quality jobs, business friendly W 1..HIk IMI MV9::I1-.1111 ltl If'W'I.m Proactive Community — proactive in NlJtl nlun°If ]Je:$T51l.An4n to hUS containing community problems, achieves goals, action oriented, proactive — notdoing the same thing in 5 yrs, empowered by its citizens — no matter what age and otherfactors, proactive City that solves its own problems Eco-Friendly City — Recycle, uses resources wisely, environmental award, progressive, environmentally aware "Green" City, Clean, Green & Pristine, clean air, water at all times Quality Medical Facilities — best hospital, medical facilities, quality healthcare, health care— neonatalto elderly care Bustling Airport— City with airport with morecarners/destinations, affordableair travel Neighborhood Oriented Schools — City with neighborhood schools that encourage walking to school, City with schools as "hub" of the community Attractive Shopping — beautiful outdoor shopping area, promenade, City walk, entertainment, lifestyle center, wide variety of shopping opportunities, walk to shop opportunities 73 DI.C Page 303 of 314 Progressive Transportation — plan all modes - pedestrian, bike friendly, high-speed rail to Los Angeles, affordable transportation, regional transportation hubbetween Los Angeles and Victorville Palmdale is Bold and Brave — Take pride in community, excellent quality of life No chickens allowed - takebold steps to make things happen, Vision plusaction equals Palmdale, City of Innovation, a City of Values, the City that takes care of its ownpeople health care, schools) Unified City — embrace positivecharacteristic of diversity, one community without divisions, community that does not mind differences of politicalaffiliation, the City that accepts differences in diversity, values, a City that understands each other, inclusive of diversity City with Water— Quality, clean water No Need to Leave — no commuters, you can do everything in Palmdale, you can do it all here — Palmdale - Live, Work, and Play Strong Neighborhoods — Neighbors assist each other to maintainneighborhood, nice place to live, senseof neighborhood, the neighborhood answer to a regional issue, pride in ownership — a City that encourages neighborhood preservation, sense of community Education Center — excellent educational opportunities, communitythat allows opportunities for training, education, embraces our teachers, a four-year university, highly trained workforce, character-based education, better & more schools SeniorFriendly — seniors feel safe, keep seniorsmotivated, activesenior education Tourism, Established Brand — ConventionCenter, DesertOasis is our name, solid, positive identity/branding for the City, Indian casinos, promote assets — 360 days of sunshine R ! Families are the Foundation — embrace, support families, family iw oriented Youth are Our Future — providing good direction for our youth, a place that continues to provide youth services now and in the future Intergenerational Ties Create Strength — engages supportive relationships between youth & seniors, a place where youth and the elderlyrespect each other 74 DI.C Page 304 of 314 Sensible Growth, Community Upgrades & Redevelopment — affordable, stable growth, City of SmartGrowth, continue to focus on managed growth — make Palmdale a place to call home, continuity, quality throughout the City, mixed use development, a city that fosters energy conservation by providing close proximity to shopping, health care, retail, etc. Occupied City — no vacancies, homeownership — affordable market to residents in Los Angeles, program to improve/promote homeownership oflaw enforcement & educators City that Moves — a City with improvedtrafficcirculation, underpass/overpass of RR, excellent street maintenance, well-maintained infrastructure, improved transportation and infrastructure, move goods & services effectively Partners are the Key to Success — builds entrepreneurial partnerships, City of Collaboration, City with Great Reputation — positive news coverageabout the City, let the world knowhow good we are — market our qualities, other cities say "We want to be like Palmdale." Future Oriented — Citywith a positive changingattitude, City looking to future technology, a City of vision, a modern, progressive City, legacy to future generation 75 DI.C Page 305 of 314 Additional Suggestions Additional vision suggestions tobe considered for inclusion in the Community Vision Statement: Community of people servingpeople Collaborative, interactive, vibrant Animal Friendly The City of opportunities City with plan, purpose, direction City of inspiration Mediaproduction clusters City of Changes New Development Health City ofBoundless Opportunities A quiet City Drug Free Second to None Premier City Job, School & EmploymentOpportunities A City that builds community value Involved Friendly, trusting Vibrant, lots ofEnergy Ethical Safe community More street sweeping Central Library Prepared for emergencies — Disaster Preparedness Shan-gri-la for all age groups No down the hill issues A community meeting space to allow thepublic to meet with contract services in a centralizedlocation for the sense of safety in home 76 DI.C Page 306 of 314 EXHIBIT III WRAP UP SECTION 4 - REVIEW POINT/PRIORITY SETTING Having gone through the manysteps in the strategic planning process, it was important for the participants to go back and review what had transpired duringthe course of the day This alsoallowed the group to seekclarification and to prioritize the issues/trends/vision objectives that they might want to focus on. In termsof major or primaryissues, the following wereidentified as a result of the group's prioritization. During the voting process, the several categories listed belowwere identified and prioritized as high priorities, and later grouped into ten (10) strategic focus areas as listed in the Action Plan. After the four (4) internal organizational meetings, City staff addedtwo additional areas — Fiscal Responsibility and Workplace Environment - to consolidate the CommunityStrategic Plan with the Organizational Plan. 1) Youth Concerns 2) Public Safety/Graffiti Problems 3) Water Issues 4) Transportation/Grade Separation/Airport 5) JobCreation/EconomicDevelopment 6) Senior Issues 7) Quality of Life Issues — Code Enforcement, Illegal Dumping, AnimalControl, ResourcePrograms 8) Growth, Development, Renewable, Green, Recycling 9) Community Engagement, CommunityCollaboration, Neighborhoods, Accessible Government 10)Trails/Open Space/Parks and Recreation 77 DI.C Page 307 of 314 SECTION 5 - VISIONSTATEMENT The vision statement provides direction for the City It is the way to turn the desired vision of the community into reality It will serve as a guide for the continued development of the community It provides a departure point, a senseof direction, and a desire destination. Finally, it serves as a validationcheck from time to time to insure the community is still headed in the right direction. VISION Palmdale will be a safe, vibrant, innovative, healthy city, providing the highest overall qualityof life possible. NEXTSTEPS The planning period for this strategic plan is five years. Each year City staff will prepare a comprehensivereportfor the City Council on progress toward achieving the items contained in the Action Plan. Each year the Strategic Plan and the Action Planwill be evaluated to see ifany changes in priority need to be made as a result ofnew information or changing circumstances. Any changes will be reported to the City Council and approved by them annually CONCLUSION This document represents many hoursof community participation and City effort. It is a snapshot of the current state of affairs in Palmdale. It serves as a greatbenchmark to see the community's progress and it gives the community, City Council, and staff a road map to keep on track to achieving the sharedvision that wascrafted as a result of the planning process. The City Council and staff would like to sincerelythank all of the community members and leaders who helped to make this plan possible. The community and the City will benefit tremendously as a result of your efforts. 78 DI.C Page 308 of 314 ATTACHMENT ) DI.C Page 309 of 314 City of Auburn AUBURN fN.ASII INGTUN Ile i I a mz D a KENT use,ar.DS rzuosr 1 se 274TH 5- o s277tH Sr SMTH ST - s2VTHST m SE 2811T 37TH ST as W S I i 67 w S Py w Jo SE 3a1TH ST I r I mw' may15TH$TNW SE 312TH ST w8 w 5318TH ST w t N 921 ST STS o 9TH ST NE SE 328TH ST yp` TA L y w ? WAWNSi ElMWST r UHSTSE AN RN.y'O K I N G A, 9~ kOrAMONDPD SE COUNTY 15TH ST SW a. tX ST SE IT I 6 29TH ST SEry rL Le k1 At GDWAfI N H SOgE 67 rELII flD SW Aw 9, I tom7„8L1 9 c4m i O r'' N ySjfWARiIRDSW't i OTH ST In W I I m lE i LAKETX?' R T GEW 0 0 I SUM-NER I l L " PIERCE COUNTY LAKEANT- W I E T a TAPPS D a Hydrology Political Boundaries Transportation Streams City of Auburn Arterials Lakes and Rivers Surrounding Cities Highways Punted On 2/1912013 King and Pierce Counties Locals Map ID 1772 Iniormatlon shown m for generalreference purpo,s only and does not necessarily representexact yeographrc or cartographic data as mapped The City,of Auburn makes no warranty as 10 its accuracy DI.C Page 310 of 314