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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"
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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.