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HomeMy WebLinkAbout05/18/2016 00 Misc Distributed at the Meeting L*-4.ik l' 4 f . i' ov ,... _ ms .x K _ •-• - , ' V,' t , I t INS ' - 0 I C En a,..,:,v-t., i-, . il.,. -:i --'''' 'L:i, - ,;=4-:,:-: - 4 0 ■, t. , -.; ...,, Municipal Research & Services Center of Washington 1200 5th Avenue, Suite 1300 Seattle, WA 98101 -1159 MUNICIPAL (206) 625 -1300 r '; ESEARCH mrsc @mrsc.org / \\ , y ? ERVICES ww mrsc.org ‘\ 'if CANER OF WASHINGTON February 1999 ® $12 (City /County) / $18 (Other) Report No. 45 4 Making Policy Is Job #1 for Legislators Policy ( "What ") / Legislative Administration ( "Hoar") / Executive Focus on Strategic Policy -Making Legislative bodies are most effective and are most successful when they focus on strategic activities that guide the future of their communities Whether it is called goal setting, strategic planning or futures planning, the process of assessing need and establishing pnonties is a necessary function of local government. It is a process that can be used to build citizen support, encourage efficiency, and improve productivity [Goal Setting in Local Government, ICMA MIS Report, vol. 27, no 4, April 1995] Some observers believe that governments are driven by past decisions and reaction to operational issues and hmitations. There is a legacy of prior actions that limits the community's vision about future possibilities. Policy is about the future of your community, whether tomorrow, next week, or years from now Policy - making is about visions, goals, choices, and possibilities Alignment ofvision and goals with the community and its local government structures builds trust and community confidence Limited resources go further where there is alignment and trust. Key policy - making activities mclude Creating a Community Vaa ®on This is the "big picture" for your community A vision captures the dreams, aspirations, and hopes of your community It is a choice of one future out of many possibilities. Important community values shape this vision. Does your community see itself as a trader m a global village? A place where diversity is chenshed? A place where there is peace and harmony between the built and the natural environment? A "vision statement_could_provide a benchmark against_ which all other local government actions are measured. If you don't know where you are going, any path will do Communities with vision know who they are and where they are going. Some communities also develop value statements and strategic plans to help implement their vision statements. Those without vision spend considerable energy on wrong or irrelevant issues, bouncing reactively from one topic to another In short, they cannot see where they are going. o community Goals and Objeotivea Community goals identify components of the community vision and provide direction for implementation. A goal statement may grow out of a difficult community problem, for example, a high crime rate The goal is to find a satisfactory resolution to this problem by implementing policies designed to reduce crime. A goal may also be born of a desire to instill some quality that is not currently part of the community, such as economic growth. Or, a goal may grow from a desire to preserve a valued charactenstic or quality that already exists, such as the preservation of small town qualities while accommodating growth. Goals are qualitative statements; objectives are quantitative and measurable Local Government Policy- Making Pro 5 0 Comprehensive Plan The comprehensive plan represents the community's policy for future growth. The plan assists in the management of the city or county by providing policies to guide decision -making [Small Communities Guide to Comprehensive Planning, Washington State Department of Community Development, June 1993] A majority of Washington's counties and cities prepare comprehensive land use plans under the state's Growth Management Act. Comprehensive planning usually starts with an inventory and analysis of land, followed by an analysis of population and demographics, economic conditions, amenities, physical conditions, and infrastructure to determine future needs and alternatives. Based upon an agreed amount of growth, the land -use element ofthe plan maps locations for future development. Zoning and development regulations limit the permitted size of these developments, and govern how various uses must relate to their neighbors. Transportation and public facilities elements of the plan address service levels, locations, and financing of infrastructure needed to support community development. These plans are powerful policy tools that address major pieces of your community's vision. 0 Local Services Some local services are mandated by state statute Other services, while not mandated by statute, are prudent to provide, while others are discretionary General- purpose local governments make key decisions about which services to provide to residents, at what service level, the manner in which these services will be provided. Counties provide a broad range of services, many of which are mandated by the state as its agent. Many regional services are provided by policy choice. Not all counties, for example, provide regional transit service For cities, the statutes require the appointment of a chief law enforcement officer Once such an officer is appointed, there is no further guidance as to the level of police services that must be provided. Whatever level is selected is a question of policy to be deliberated and determined by the city council. Some cities contract with the county to provide police services rather than provide their own. This is a matter of policy t; choice, based upon desired levels of service and the costs of providing that service 0 Budgets and Capital Facilities Plans These address the allocation of scarce financial resources to achieve the community's vision, accomplish goals and objectives, implement the comprehensive plan, and provide services The budget is considered one of the strongest policy -making tools It defines the spending and service priorities for numerous other policy decisions. There is rarely enough money to do all the things that a community it desires. Thus, budgets and capital facilities plans must prioritize What gets funded? In what order? What does not get funded? How much will be spent to provide desired services? Long -term financial plan projections (5 to 6 years ahead) often help reveal some of the costs or consequences of seemingly "inexpensive" short-term policy decisions. The allocation of resources to competing needs is an important exercise of setting local policy Deciding what ' not to do is also an important part of policy - making. Local Governance System °' a Goals Organization Fiscal Personnel Procedures In•#ermat to Vison and Community Bonds and Service levels Elections and Newsletters, - o Values tax levels initiatives televison and 2 press w Strategies Council Budgets and Salary and Ordinances State -of- the - ro o cr o and goals 1 debt benefits and city ro 44 management resolutions o — _ Master work Manager Budget and Hire and fire Policies and Annual ^ _, — — to plan finance plan procedures report t Department Department Budget Training and Standards Monthly/ work plan heads control development and quarterly benchmarks reports a S 3 Team work Operation Service Supervision Operating Pro ro E,; x plan managers delivery and procedures reports 0 discipline °* Individual Service Individual Personal Job checklist Status report work plan employees services responsibility Effectiveness I Efficiency I Control When goals are clearly defined and assigned (goals /organization) you can determine effectiveness, When resources are clearly set and staff /contract /volunteers properly assigned (fiscal /personnel), you can measure efficiency When rules and processes are developed and feedback and report systems (procedures /information) you can establish control without "over controlling, t meddling or micro managing " Local Government Policy- Making Process 9 External Factors & Considerations Majority views Community interests Economic and Formal demographic Organizational Federal and state factors factors Structures i. I Minority views !i Special interests if Policy - making is not done in a vacuum External influences surround your decision - making. Also, remember, policy abhors a vacuum If elected officials don't or won't lead, community groups or individuals will try to assume the council's role. Or staff will have to guess what the policy is and "fill in the blanks" if even with the best of intentions. Policy - setting really is the council's number one goal. iy Local Government Policy- Making Process 15 Another way to improve policy - making and decision - making is to better understand the role of team members. i. Legislative Policy- making ; "What" r � '3 L � n ..._mac ./. F -''s '''' ` Teamwork . X ° r Management: x " Employees and i. #' Policy s r T. advice and contractors ii a dministrative t _ Service delivery "How" "Just do it s i �Y t � F. L "T. y. } • • A #' yr'�.F t y�Z� r -. r� YAKIMA INTERVIEWS SUMMARY VALUES /VISION /STRATEGIES /GOALS VALUES VISION (Within 20 Years) STRATEGIES GOALS (Next 2 Years) • Respect o Diverse Economy o City -Wide Resources /Services 1 Eastside Pool $ /Construction • Proud of Heritage o Ag/Tech Based Economy Targeting Neighborhood Needs 2 Gang Diversion /Intervention • Inclusive o Educational Partnerships (PreK -Grad) o Safe /Complete Streets 3 Safe Routes to Schools S/W • Accessible o Destination Based (Wine /Sports) (Vehicles, Sidewalks, Bikeways) 4 Bike Lanes Construction • Openness o Mixed Use Community (Mill Site) o Jobs For All /Diverse Economy 5 D'town Business Incubator • Transparent o Safe (Feel Safe and Are Safe) o Community Oriented Public Safety 6 D'town Plaza Revised /Opened • Forward - looking o Greener (Parks & Trails) o Parks and Recreation For All 7 Housing Options Approved • Friendly o Housing Opportunities For All o Housing Opportunities For All 8 Neighborhood Revitalization • Welcoming o SOZO, Aquatic Center & Plaza o Partnerships and Leverage Plans /Funding Approved • Teamwork o Fiscally Sustainable (Reserves Set) (Feds, State, County, NGOs & N'hoods) 9 Youth Commission Established • Equitable o "Small Town Feel" /City Living o Ongoing Educational Opportunities 10 Aquatics Center PPP Approved • Fairness o Regional Public Transit o Governance /Teamwork and 11 City Manager Hired /Supported • Balance o Safe Streets (Sidewalks, Bikeways) Professional Management 12 Teen Homeless Shelter • Compromise o Good Streets (Maintained, Signage) 13 Council /Staff Cultural Training • Active Listening 14 Neighborhood Outreach • Follow- Through 15 City Grant Match Deliverables • Trust "YAKIMA, THE HOME OF CHOICE 16 Multicultural Museum PPP • Involvement FOR FAMILIES AND BUSINESSES, 17 Cannabis Regulations /Zoning • Ethical AND WELCOMES VISITORS TOO" 18 Historic District Expanded • Integrity 19 Port District Established ", • Love 20 Children's Learning Center 21 Wage Theft Enforcement 22. 23 GROUNDRULES STRATEGIC COMMITTEES 24 • No Surprises o Economic Development • No Insults o Neighborhood & • Attack Ideas Community Building (Not Person) o Public Safety • All Ideas Add Value o Partnerships • Do Homework (Clarify Before With Staff) • Ask, Don't Assume •F ES7. 1990 I ROAD MAP _ • s EAT>�. c • City of SeaTac everywhere's possible VALUES TOP 3 -5 YEAR GOALS VISION SERVICE ACHIEVE CITY COUNCIL GOALS The City of SeaTac, is a premier We deliver effective, quality and Embrace and achieve City Council goals and policy direction. global community offering a solid, enduring service to all. sustainable economy and a ENHANCE OUR COMMUNITY healthy, inclusive, and vibrant Enhance the livability of SeaTac by working quality of life. INTEGRITY hand in hand with community members We maintain a foundation of trust and partners to create a safe, active by being honest, respectful and and attractive city. true to our word. FOSTER EMPLOYEE ENGAGEMENT Foster an environment where team members are engaged, informed, empowered and TEAMWORK recognized for their value. MISSION We work together to accomplish great results by valuing and SUSTAIN FINANCIAL The mission of the City of SeaTac respecting each other, being HEALTH & STABILITY empathetic and communicating Continually improve upon the is to steward the public's trust openly in the spirit of innovation. successes of today to ensure a and deliver high value services balanced, healthy, and in a financially responsible stable financial future for delivery manner that enhances a safe, ACCOUNTABILITY of services. healthy and sustainable quality We embrace transparency, BUILD INFRASTRUCTURE; of life in partnership with the responsibility and ownership in our PROMOTE DEVELOPMENT community. decisions and actions. Build and maintain enduring public infrastructure and promote economic development opportunities to enhance connectivity and quality of life.