A RESOLUTION relating to the Strategic Planning Office (SPO), setting the 2000 work program for SPO.

WHEREAS, SMC 3.14.540 provides that the City Council shall set the annual work program for the Strategic Planning Office, showing anticipated tasks/projects, likely work products, and approximate assignments of FTEs; and

WHEREAS, SMC 3.14.540 further provides that any significant changes to the work program shall require Council approval; and

WHEREAS, the City Council has reviewed SPO's proposed 2000 work program; NOW, THEREFORE,

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEATTLE AS FOLLOWS:

The 2000 work program for SPO is hereby set. Attachment A is a summary of Activities, and expected outcomes. Attachment B is a summary, by division, of staff allocations. Attachment C is a more detailed listing of products, tasks, and estimated numbers of FTEs.

Any significant changes to the work program shall require Council approval.

ADOPTED by the City Council the _______ day of ____________ , 2000, and signed by me in open session in authentication of its adoption this _______ day of ____________ , 2000.

___________________________________

President ....................... of the City Council

Filed by me this _______ day of _______________ , 2000.

____________________________________

City Clerk

(Seal)

RM/rm

30138.doc

March 10, 2000

Version #1

Attachment A

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Transportation/Sound Transit

FTEs: 15.6

Activity/Task

Result/Outcome

Seattle Transit Initiative (STI): Complete planning work on STI and make recommendations to City Council to improve existing transit service and develop new options for mobility.

KC-Metro 6-Year Plan: Influence decision making on six-year plan to protect Seattle's interests.

Transportation Strategic Plan (TSP): Steward the implementation of the Plan and pursue other strategies for action in 2000.

Neighborhood Plans: Ensure transportation recommendations are consistent with City policy and on track for implementation.

Transportation Modeling: Update the model and perform modeling to evaluate the impacts of proposed transportation improvements.

Transportation Subarea Planning: Conduct priority subarea and/or corridor transportation planning (Montlake, Ballard, Fremont).

Regional Transportation Forums: Represent and protect the City's interests in various regional forums and on key activities.

Transportation Funding Strategies: Develop and implement long-term transportation funding strategies.

Station Area Planning: Complete station area planning by convening Roosevelt and Northgate areas; work with Sound Transit to implement mitigation measures at MLK and Broadway; complete recommendations to support transit-oriented development.

Sound Transit Coordination: Manage and coordinate the city's overall involvement in Light Rail, Commuter Rail, and Regional Express.

Parking: Complete and implement the comprehensive neighborhood parking study and coordinate with departments.

Improvements prior-itized and implemen-tation plan developed

City interests represented in decisions

Six-month and annual report to Council

Integration of recom-mendations & programs

Better information for decision making

Comprehensive multi-modal plan developed

Regional/state actions include City interests

Goal is stable and adequate funding

Facilitate transit-oriented development (TOD)

Well designed, highly functional system benefiting Seattle

Action steps identified/ approved by Council

Attachment A (continued)

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Comprehensive & Neighborhood Planning

FTEs: 12.0

Activity/Task

Result/Outcome

Comprehensive Plan: Conduct the 5-year review of the Comp Plan; conduct Comp Plan annual amendment process; monitor and report on growth.

Neighborhood Plans: Complete Duwamish and Georgetown Neighborhood Plan adoption; post adopted neighborhood plans/matrices on Web; evaluate 1993 Northgate Area Comprehensive Plan; develop neighborhood plans' funding/financing strategies, with DON and CBO; support DON in the stewardship and implementation of neighborhood plans.

Policy Docket: Analyze "policy docket" issues and prepare options for Mayor and Council.

Urban Sustainability: Integrate sustainability concepts in operational policy and decision making through the creation of working indicators; set priorities regarding needed improvements in the City's work on sustainability via an interdepartmental team; develop a training program.

Downtown Bonus: Develop recommendations on the Downtown Bonus programs, with OH and IDT.

High Tech Study: Develop strategies to retain and attract high tech firms to Seattle, with OED and IDT.

Central City Urban Design Plan: Develop scope for Plan, with the Design Center.

Public View Protection: Clarify City policies and actions on protection of public views.

Land Use Code Simplification: Work with DCLU to reduce complexity and increase understandability of the Land Use Code.

Shoreline Master Plan Review: Monitor and make recommendations.

Review report complete; recommendations on proposed amendments

All Neighborhood Plans complete/adopted and posted on Web; Northgate evaluation complete

Status reports to Council

Sustainability indicators developed; IDT convened; training program developed

Recommendations to Mayor and Council

Recommendations to Mayor and Council

Recommendations to Mayor and Council

Recommendations to Mayor and Council

LU Polices incorporated in the Comp Plan

Seattle issues considered in State Plan

Attachment A (continued)

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Community Development & Regional Growth Management

FTEs: 9.1

Activity/Task

Result/Outcome

URBAN CENTER DEVELOPMENT

North Downtown Coordination: Develop a vision for development in emerging center city areas (Denny Triangle, Pike/Pine, Broad St. corridor); facilitate partnerships with key public/private stakeholders; provide interdepartmental coordination; create investment strategy with CityDesign; coordinate construction activity.

South Downtown: Finalize multi-party agreement on Kingdome North Parking Lot; develop new Memorandum of Agreement with partners on SR519; City lead on football stadium and ballpark issues; coordinate South Downtown construction

Northgate Urban Center: Complete partnership agreements with KC and Simon for shared parking and City acquisition of property.

SHA Redevelopment: Participate in design development on Holly Park Phase III and Rainier Vista redevelopment.

Public Development Authorities: Coordinate and monitor nine PDAs to ensure City legal responsibilities are met.

REGIONAL GROWTH MANAGEMENT

Growth Management Planning Council (GMPC): Staff the Seattle elected officials on the GMPC; manage a CTED housing strategies grant; update countywide planning policies.

Annexations: Manage annexation issues for the City, including South Park agreement with King County and Tukwila.

Transfer of Development Credit (TDC): Coordinate the TDC program (Denny Triangle) with KC; assess program expansion.

Airports Policy: Coordinate the City's review of the KC Airport Master Plan; represent the City on KC and Sea-Tac Airports' Part 150 Noise and Land Use Compatibility Studies.

Housing/Growth Management: Coordinate with OH, DCLU, ESD, and others on relocation policies, Consolidated Plan, and Multifamily Property Tax Exemption program review.

Vibrant live/work neighborhoods, with amenities to serve job and residential growth

Improved freight/ pedestrian mobility and maintain neighborhood character

TOD, including housing and open space

Effective urban design, community integration

Quality, fiscally sound development and management

Partnerships with other governments that promote preservation of rural land and quality development in the urban area

Citywide programs that incorporate growth management goals

Attachment A (Continued)

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Office for Education

FTEs: 5.6

Activity/Task

Result/Outcome

Families & Education (F&E) Levy: Provide ongoing monitoring of F&E Levy programs; provide ongoing information on the Levy to City officials and community stakeholders; coordinate middle school support component of the Levy with middle school reform efforts in the District; foster joint planning with the School District and Health Department around the provision of health services in schools.

Capital Projects/Facilities: Facilitate problem resolution of District capital projects relative to City permit and inspection processes; renew the Master Cooperation Agreement between the City and the School District; promote City objectives related to District construction projects; facilitate and mediate resolution of issues related to District property, including sports fields and vacant schools; renew the Joint Use Agreement between Parks and the District to maximize community use of schools and parks facilities.

Project Lift-Off: Oversee implementation of Project Lift-Off action plan; transfer implementation of Lift-Off to a non-profit or PDA to ensure accomplishment of long term goals; retain the strong community collaboration supporting the project through convening and supporting the Partnership Group; seek private funding to aid implementation of Lift-Off; coordinate City departments' investment in Lift-Off; lead implementation of near term Lift-Off action items.

City-District Relations: Lead development, approval, and implementation of Education Action Agenda between City and District; find ways of strengthening City-District relationship.

Environmental Education: Improve coordination of City-sponsored environmental education programs with District science standards and programs.

School-to-Work/Higher Education: Develop partnerships to support young adults making successful transitions from school to work or higher education; facilitate partnerships and relationships between the City, the University of Washington, and area community colleges.

Improved systems for monitoring and tracking Levy outcomes

Increased and easier use of school facilities by the community

Develop a system of care and learning opportunities for all of Seattle's children and youth

A more strategic and mutually beneficial partnership

Effective programs that raise consciousness and academic achievement

Increased opportunities for successful transitions and beneficial partner-ships with higher education

Attachment A (continued)

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Human Services

FTEs: 3.2

Activity/Task

Result/Outcome

Policy Framework: Develop a Human Development Policy Framework that clarifies and defines the City's vision, goals areas, and investment priorities; develop strategic alliance with other funders to increase effectiveness of funds invested.

CBO Capacity Building: Develop and maintain partnerships with nonprofit, philanthropic, business, and individual donor communities to strengthen our non-profit community based organizations (CBOs) that deliver human services by increasing their capacity.

* Nonprofit Assistance Center: Establish 2-year Assistance Center to provide CBOs infrastructure support and consultation services.

* Social Enterprise Initiative: Encourage and facilitate new revenue generating ventures or reorganization of existing activities to improve operational efficiency.

* Administrative Strategies: Investigate, bring together, and test new approaches to enable CBOs to streamline practices and expand agency resources.

Framework will guide program, planning and policy issues; establish measurable benchmarks

Organizations strengthen their capabilities through training and improved infrastructure

Creation of forum to link up to 10 projects to investors

Streamlined contracting processes; shared benefit resources, product purchasing, etc.

Attachment A (continued)

Strategic Planning Office

2000 Work Program

Summary by Section

Section: Public Safety

FTEs: 2.0

Activity/Task

Result/Outcome

Regional Criminal Justice (CJ) Issues: Develop strategies to address regional public safety and criminal justice issues that impact Seattle, in partnership with OIR and others.

Mental Health/CJ System: Work with King County, SPD, SMC, and others on mental health issues and the criminal justice systems' ability to effectively address these issues.

Jail Services: Work with the City Budget Office and others to review the contract with King County for jail services and recommend/negotiate modifications to the contract, if necessary.

Community Court: Work with SMC on developing pilots for the Community Court concept for Seattle.

Increased Citywide coordination

Development of SMC MH Court; increased use of Triage Unit

Possible renegotiation of the contract

Community Court established

Attachment B

Strategic Planning Office 2000 Work Program

February 23, 2000

Activity

Planned FTEs *

Subtotal

Page

Director

16.50

1

Director: Denna Cline (Acting)

1.00

Deputy Director/Public Information Officer/Office Manager

3.00

Administration ** (Accounting, IS, Personnel, Clerical)

12.50

Transportation/Sound Transit

15.60

2

Assistant Director: Jared Smith

Transportation -General Planning

5.30

Station Area Planning

8.35

Sound Transit Coordination

1.95

Comprehensive and Neighborhood Planning

12.00

7

Assistant Director: Teresita Batayola

Neighborhood Planning

1.60

Urban Sustainability

1.60

Comprehensive Plan, Five-Year Review

4.80

Downtown Bonus/TDR

1.80

Citywide Planning Projects

2.20

Community Development and Regional Growth Mgmt

9.10

13

Assistant Director: Nancy Ousley

Urban Center & Neighborhood Development

5.65

Regional Policy and Planning

2.60

Housing Planning & Policy Development

0.85

Education

5.60

18

Assistant Director: Laura Kohn

Families & Education Levy

1.50

District Capital Projects and Issues

1.40

Project Lift-Off

2.00

Education Action Agenda/Environmental Education

0.70

Health and Human Services

3.20

22

Assistant Director: Rick Du Pree

Human Development Policy Framework

1.55

CBO Capacity Building Strategy/Social Enterprise

1.65

Public Safety

2.00

24

Assistant Director: Vacant

Criminal Justice Regional Issues

2.00

TOTAL

64.00

* FTE totals include anticipated TES usage (5.0 FTEs).

** Portions of the Admin team supports (180+ users) all Exec. offices (OED, OIR, SPO, OCR, Mayor's Office).

Attachment B.doc