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Home My WebLink AboutCouncil Packet 02/25/2020 February 25, 2020 Port Angeles City Council Meeting Page 1 FEBRUARY 25, 2020 City of Port Angeles Council Special Meeting Agenda City Council Chambers, 321 East 5th Street The Mayor may determine the order of business for a particular City Council meeting. The agenda should be arranged to best serve the needs and/or convenience of the Council and the public. The Mayor will determine time of break. Hearing devices are available for those needing assistance. The items of business for regular Council meetings may include the following: A. Call to Order – Special Meeting at 5:00 p.m. B. Roll Call C. Strategic Planning Works Session • PowerPoint Presentation by City Manager Nathan West • Discuss minor modifications to the current plan. D. Adjournment – 7:00 p.m. CITY COUNCIL 2020 WORKSESSION FOR MINOR AMENDMENTS TO THE 2019-2020 STRATEGIC PLAN February 25, 2020 Strategic Plan –Minor Amendments •Strategic Plan Amendment Approach •What is the Strategic Plan •Strategic Plan Status Report •Summary of 2020 Action Items •Council and Staff Priority Items •Items for Addition •Recommendations for Council discussion •Next Steps Strategic Plan Work Session •Strategic Plan Amendment Approach •On January 21, 2020 Council moved unanimously to: Choose option 2 as identified in the Council packet that would include minor modifications to the Strategic Plan, and staff will accomplish this through a planned February Work Session with Council. •Staff anticipates that changes to the plan will be minor in nature •An additional Work Session/Retreat will be scheduled for fall of this year •At that time we can discuss: •Major changes •Rolling of projects •Objectives, goals, and strategies Strategic Plan Work Session •Strategic Plan Amendment Approach •Actions and measures constitute Council priority projects •Focus of minor amendments should be on actions and measures •Multiple projects from 2019 are incomplete and carrying over into 2020 •Quality of projects matters •Addition of items should be reciprocated with removal of items •Lack of completed projects reflects workload challenges in most departments Strategic Plan Work Session •What is the Strategic Plan -how it relates to other plans Strategic Plan Work Session •Strategic Plan Status Report •Completed items: •1A2 Evaluate vacant property fees/tax •1A3 Annual assessment of AIA •1B1 Complete Housing Needs Assessment •1C1 Complete Streets Ordinance and 10th Street Completion •1D7 Remove unsafe playgrounds at multiple parks •1D8 Review Landscape Standards •2A2 Capital Facilities Plan •2A3 Pay off limited tax general obligation bond •2A4 Update Affordability Index Strategic Plan Work Session •Strategic Plan Status Report •Completed items: •2A5 Complete Cost of Service Assessment for utilities •3A1 Define levels of service •3A6 Mass notification system training •3B5 Police explorer post •3B7 Dry Creek Water agreement •3C1 Police accreditation Strategic Plan Work Session •Strategic Plan Status Report •Incomplete items from 2019: •1A1 Implement code compliance program •1C2 Multi-modal transportation maps •1D1 Wayfinding bid package •1D2 Update Sign Code •1D4 Improve Civic Field ADA •1D5 Implement tobacco-free ordinance for parks •1D9 Public restroom replacement and pilot project •2A1 Update Long Range Financial Plan •3A3 Complete a community-driven Climate Action Plan •3A4 Continue community topics: Housing, Homelessness, Schools, Opioids, Creeks •3A5 Continue work on continuity of operations planning •3B2 Community Paramedicine Program •3C2 Excess properties Strategic Plan Work Session •2020 Plan Action Items •1A4 Leverage city owned assets for development •1A5 Evaluate feasibility of volunteer coordinator •1B2 Update subdivision code to encourage infill •1C1 Bullets 2-4 Lincoln St., Hill St., Race St. •1D3 Implement form-based techniques into zoning code •1D6 Dream Playground •3A2 Implement communications plan •3B1 Facilitate community driven disaster preparedness •3B3 PenCOM/JeffCom Regionalization •3B4 PenCOM/Emergency Operations Center •3B6 PUD Agreements •3C3 Implement life-cycle asset management plan •3C4 Manage claims by and against the City relating to Harbor •3C5 Analyze response times and fire related impacts to housing Strategic Plan Work Session •Strategic Plan Status Report •2019 items: 14 of 27 actions completed •Substantial progress made on many incomplete 2019 items •2020 items: 1 of 15 actions completed in 2019 •27 items remain incomplete (13 from 2019 and 14 from 2020) •5 items are municipal code related Strategic Plan Work Session •Priority Items Mentioned by Council •Climate Resiliency •Multi-modal Transportation •Homelessness/Day Shelter •Other priority items •Port Angeles Municipal Code •HB 1923 •HB 1406 •Proposition 1 Implementation •Downtown Plan/Renaissance Strategic Plan Work Session •Items to Consider for Addition •Climate resiliency per February 18th motion plus implementation items •Homelessness/Day shelter –Add as 1B3 •Carry forward housing from 2019 to include: •Add as 1B4: Proposition 1, HB 1923, HB1406 •Downtown Plan/Renaissance –Add as 1A6 Strategic Plan Work Session Recommendations for Council discussion •Discuss Strategic Plan priorities •Discuss and achieve consensus on items for removal •Affirm consensus on items for addition Strategic Plan Work Session Next Steps •Staff will evaluate Council priorities and develop actions aligning with Council majority •Staff will make any additional edits with recommendations on how to implement Council priorities •March 3rd or March 17th adoption of Resolution Amending the Plan Prepared by Casey Reeter caseyreeter@yahoo.com 2/25/20 1 2 years from now, in order to… / we must… / by focusing resources to… / we will… Objectives (words) Goals (numbers) Strategies (words) Actions / Measures (numbers) Quality of Life 1. Preserve long-term economic, ecological and social wellbeing while demonstrating innovative and desirable urban design principles. Adopt plans and policies by the end of 2020 that pave the way for: A. Increased density for all land uses. B. Diverse housing options in attractive mixed-use neighborhoods. C. Improved multi- modal transportation corridors. D. Enhanced aesthetic that celebrates unique local history, climate, and culture. • Implement zoning to encourage infill and support mixed-use development in existing neighborhoods • Create process for consistent code enforcement efforts • Improve transportation circulation patterns and amenities for walking, biking, and connecting neighborhoods to downtown, commercial districts and trail systems • Improve design and beautification efforts in parks, downtown, and visitor areas A. Increased density and efficient land use: 1. Implement City Code Compliance Program; hire necessary staff by Dec 31, 2019 CED, Legal, PD • Evaluate implementation of 311 or similar system in conjunction with code compliance program December 31, 2020 CM (IT Division) 2. Evaluate vacant property fees/tax by Dec 31, 2019 Legal 3. Annual Assessment of progress per AIA Urban Design Study Dec. 31, 2019 CM 4. Leverage city-owned assets for development (list) by Dec 31, 2020 CM, PW 5. Evaluate feasibility of Volunteer Coordinator by Dec 31, 2020 CM (HR) B. Diverse housing options: 1. Complete Housing Needs Assessment by Feb 2019 CED and begin implementation of assessment 2. Update subdivision code to encourage infill by Dec 31, 2020 CED C. Multi-modal transportation: 1. Implement Complete Streets Policy for transportation improvements that encourage safe biking, walking, and transit use. • Complete 10th Street construction June 30, 2019 PW • Complete 90% Construction Drawings for Lincoln Street by Dec 31, 2020 PW • Hill Street Bid Package Dec 31, 2019 PW, CED • Race Street Complete Design Dec 31, 2020 CED 2. Provide multi-modal transportation maps by Dec 31, 2019 PW D. Enhanced aesthetic: 1. Prepare bid-ready Wayfinding Plans by Dec 31, 2019 CED 2. Update Sign Code by Dec 31, 2019 CED, Legal 3. Implement form-based techniques into zoning code updates by Dec 31, 2020 CED 4. Improve Civic Field ADA sidewalk/entrance by June 30, 2019 P&R 5. Implement tobacco-free ordinance in parks and public spaces by Nov 30, 2019 P&R 6. Replace Erickson Playfield Dream Playground by Dec 31, 2020 P&R 7. Remove unsafe playgrounds and plan for park revitalization: Lincoln Park, Charles Wilson Park, Wolverton Park, and Pirate Ship at City Pier by Dec 31, 2020 P&R 8. Review and analysis of existing landscape standards and policy, identify gaps in policy and gaps in enforcement for upholding City landscape standards and tree stewardship by Sep 30, 2019 CM & Multiple Departments 9. Public Restroom Replacement and assessment of bathroom facility availability by Dec 31, 2019 P&R City of Port Angeles Strategic Plan 2019-2020 – Approved by Council January 15, 2019 Vision: The City of Port Angeles is vibrant and prospering, nurturing a balance of innovation and tradition to create an environmentally, economically, and fiscally sustainable community, accepting and cherishing its social diversity, small-town character and natural setting. Prepared by Casey Reeter caseyreeter@yahoo.com 2/25/20 2 Objectives (words) Goals (numbers) Strategies (words) Actions / Measures (numbers) Financial Capacity 2. Build financial capacity to provide consistent, quality municipal services and infrastructure improvements. A. Identify City 5-year priorities reflecting forecasted revenues, expenses, and Council-driven budget goals by year end 2020. • Leverage City-owned assets • Source new revenue streams • Evaluate multiple funding models: ~ State / Federal grants ~ Property and asset sales ~ Special benefit districts ~ Public-private enterprise ~ Expand tax base A. 5-year priorities reflecting forecasted revenues, expenses: 1. Update Long Range Financial Plan for 2019-24 by Aug 31, 2019 Finance 2. Provide Capital Facilities Plan for 2020-25 by May 8, 2019 Finance 3. Plan for maturity of L.T.G.O. Bond by July 31, 2019 Finance 4. Update Affordability Index to assess local taxes, utility rates, and disposable income against regional benchmarks by June 30, 2019 Finance, PW 5. Complete COSA by June 30, 2019 Finance Organizational Excellence 3. Exemplify excellence in government and community leadership. Adopt plans and policies by the end of 2020 that support and enable: A. Identify 3 new or improved methods of promoting community awareness of City plans, programs and services by 2020. B. Increase Council inter-jurisdictional collaboration. C. Taking care of what we have. • Upgrade tools and technology for internal efficiency, transparency, and convenience for public use • Improve external communication and protocols for managing public expectations • Leverage community groups to provide for citizen involvement • Create inter-jurisdictional Community Agendas led by City Council members • Collaborate with agencies and organizations A. Community Awareness: 1. Define Levels of Service Dec 31, 2019 CM, All Departments 2. Implement Communication Plan by Dec 31, 2020 CM 3. Complete a community-driven Climate Action Plan by Nov 30, 2019 Council, FD • Identify feasible steps of zero waste, 100% recycling and renewables PW Dec 31, 2020 4. Continue Community Agenda topics: a) Housing, b) Homelessness issues, c) Schools, d) Opioid crisis, e) Creeks Ongoing Council 5. Continue work on continuity of operations planning by Dec 31, 2019 FD 6. Mass notification system training by Dec 31, 2019 FD B. Interjurisdictional Collaboration: 1. Provide City leadership to facilitate community-driven disaster preparedness (e.g. map your neighborhood) by Dec 31, 2020 FD 2. Implement Community Paramedicine Program in 2019 & secure funding by Dec 31, 2020 FD 3. PEN COM/JEFF COM Regionalization – merge dispatch database and deploy single enterprise software solution for both counties Dec 31, 2020 PD 4. Emergency Operations Center by December 31, 2020 FD & PD 5. Police Explorer Post – deploy police explorer program with vetted youth, trained law enforcement, partnership w/Boy Scouts Dec 31, 2020 PD 6. Clallam County PUD resolve long term water and electrical agreement concerns by Dec 31, 2020 PW 7. Dry Creek water agreement resolve long term water concerns by Dec 31, 2019 PW C. Taking Care of What We Have: 1. WA Association of Sheriffs and Police Chiefs Re-Accreditations Dec 31, 2019 PD 2. Identify and evaluate the viability and values of excess properties not being used for municipal purpose by Dec 31, 2019 (e.g. Morse Creek) CM, Legal, PW 3. Implement life-cycle asset management plan for replacement costs by Sep 30, 2020 Finance, PW, P&R 4. Manage claims by and against the City relating to Harbor Cleanup Dec 31, 2019 Legal 5. Analyze response times and fire related impacts to housing development Dec 31, 2020 in conjunction with EOD FD Department Key: 1. FD: Fire Department 2. PD: Police Department 3. P&R: Parks and Recreation 4. PW: Public Works 5. Legal 6. CED: Community and Economic Development 7. Finance 8. CM: City manager