Title
Action Plan and Partner Engagement Update
Recommended Action
Committee Recommendation:
Not referred to a committee.
City Manager Recommendation:
Receive the update on the Action Plan. Briefing only; no action requested.
Report
Issue:
Whether to discuss options for continuing with partner engagement, learn how City staff is engaged in further developing and carrying out the Action Plan, and discuss how the Action Plan can support City Council roles and responsibilities.
Staff Contact:
Stacey Ray, Senior Planner, Community Planning and Development, 360.753.8046
Presenter(s):
Stacey Ray, Senior Planner
Background and Analysis:
In 2014, the Olympia City Council (Council) adopted a new Comprehensive Plan with a vision for how our community will grow and develop over the next 20 years. The Action Plan is our community’s “road map,” with strategies and actions for how we will achieve the vision and indicators for tracking and reporting on our progress (See Attachment “Action Plan Web Page”).
The Action Plan is not a static plan, but more an annual cycle (see Attached “Action Plan Annual Cycle”). Each year, the Action Plan cycle will include:
§ An Annual Report to the Community;
§ Community outreach and engagement;
§ Updates to actions; and
§ Partner engagement
2017 is the first full year of carrying out the Action Plan; Council accepted the initial framework in June 2016. On May 16, Council approved two significant milestones: the first updates to the Plan and the launch of the first Annual Report to the Community.
Partner Engagement
Partner engagement means reaching out to local or regional businesses, community organizations, governmental organizations, or non-profit entities to learn potential ways in which to work together to achieve our community vision. The City’s role in partnering may include anything from learning about and helping champion others’ work, to joining with another organization(s) to carry out a new initiative. This does not mean the City is taking on the leadership role or providing the funding for these partner activities, only that we are looking for way to support our partners.
The benefits of engaging partners in carrying out our Action Plan include:
§ Leveraging resources (funding, volunteers, staff, technical expertise, etc.);
§ Identifying shared values and priorities;
§ Fostering more creative and effective problem-solving; and
§ Increasing opportunities for leadership throughout the community
At Council’s retreat in January, staff highlighted which strategies in the Action Plan had work efforts underway or that were slated to start in 2017. In addition, staff sought direction from Council on any additional strategies for which to explore potential new actions or partner engagement opportunities in 2017.
The two additional strategies identified at the January retreat for further exploration were early learning and emergency sheltering:
Early Learning - The Action Plan includes the strategy of providing high-quality birth to 12th-grade education. Early learning was considered as encompassing high-quality childcare and/or interactive and positive learning experiences for children age birth to five. Whether or not children have benefitted from quality early learning is often measured by a child’s readiness to enter kindergarten at age 5. The lead partner in this is the Olympia School District.
Emergency Sheltering - The Action Plan includes a strategy for ensuring all community members have access to housing. Emergency sheltering was considered to encompass an individual or family’s critical need for shelter during times of inclement weather, emergencies, or disasters. The lead partner in this area is Thurston County, in addition to a number of nonprofit and faith based groups that provide services in these areas.
With that direction and understanding, staff conducted interviews and online surveys, and hosted a community conversation to learn more from stakeholders engaged in and community members interested in these topics. At the July 11 study session, staff will share the results of that engagement and some possible next steps for Council’s discussion.
Staff Engagement and Council Support
The July 11 study session will also include an update on how City staff will continue to be engaged in the development and implementation of the Action Plan in the second half of the year.
Lastly, staff will support a discussion on how City staff and the Action Plan can best help support Councilmembers’ in community outreach and engagement, strategic planning, and decision-making.
Neighborhood/Community Interests (if known):
The Action Plan has widespread community impacts.
Financial Impact:
None; this work item is already budgeted for 2017. Individual actions identified in the Action Plan may require additional resources to implement.
Attachments:
Action Plan Web Page (Hyperlink)
Action Plan Annual Cycle