University Community Urban Center
Approval and Adoption Matrix
TABLE OF CONTENTS
II. Specific Activities for Implementation
III. Activities for Longer-Term Consideration
Prepared by the University Community Urban Center Association and City of Seattle's Interdepartmental Review and Response Team. Compiled by the Strategic Planning Office, July 21, 1998. Amended by City Council Central Staff, November 11, 1998. [Adopted by City Council, November 16, 1998.]
Through the City of Seattle's Neighborhood Planning Program, 37 neighborhoods all over Seattle are preparing neighborhood plans. These plans enable people in neighborhoods to articulate a collective vision for growth and change over the next 20 years and identify activities to help them achieve that vision. The plans are also intended to flesh out the City's Comprehensive Plan. Because each plan is u nique, this Approval and Adoption Matrix has been designed as a standard format for the City to establish its work program in response to the recommended activities proposed in the specific neighborhood plan.
The matrix is divided into three sections:
The neighborhood planning group or its consultant generally fill in the Activity, Priority, Time Frame, Cost Estimates and Impl ementor columns. The Executive Response and Executive Recommended Action columns are filled in by City departments. Staff from almost every City department have participated in these planning efforts and in the preparation of this Matrix. The Council Action Taken column is filled in by the City Council. Ultimately, the City Council will approve the Matrix by resolution along with the neighborhood plan.
ACCOMPLISHMENTS DURING THE UNIVERSITY COMMUNITY URBAN CENTER PLANNING PROCESS
During the past 3 1/2 years, while the University Community Urban Center was working on its plan, the community undertook many initiatives (all of which are referred to in the plan) with community and City support.
They include the following:
Each Key Strategy consists of activities for a single complex project or theme that the neighborhood considers critical to achi eving its vision for the future. While the Key Strategies are high priorities for the neighborhood, they are also part of a twenty-year plan, s o the specific activities within each Key Strategy may be implemented over the span of many years.
The Executive recognizes the importance of the Key Strategies to the neighborhood that developed them. Given the number of Key Strategies that will be proposed from the 37 planning areas, priorities will have to be set and projects phased over time. T\ he Executive will coordinate efforts to sort through the Key Strategies. During this sorting process, departments will complete the next level of feasibili ty analysis. This may include developing rough cost estimates for the activities within each Key Strategy; identifying potential funding sources and mechanisms; establishing priorities for the Key Strategies within each plan, as well as priorities among plans; and developing phased implementation and funding strategies. The City will involve neighborhoods in a public process so that neighborhoods can help to establish citywide priorities. The results of these efforts will determine which strategies and activities are to be given priority for City response in 1998-2000 versus later implementation.
The department most involved with the activities for a Key Strategy is designated as the lead. Otherwise, DON is designated as the lead. Other participating departments are also identified.
The Executive Response lists activities already underway and other tasks that the Executive has committed to commence during th e remainder of this year or the next biennium.
The University Community Urban Center Neighborhood Plan contains six Key Strategies, organized by geographic areas:
II. Specific Activities for Implementation
The activities listed in this section are not directly associated with a Key Strategy. For each activity, the City has identified next steps as a part of the City's work program in response to the neighborhood plan. Many of the next steps are actions to be taken by the City, but in some cases, the neighborhood or other agency will be able to take the next steps. As with the activities listed for each Key Strategy in Section I, these activities are intended to be implemented over the span of many years.
III. Activities For Longer-Term Consideration
The activities in this section are not yet ready for a detailed City response, for a number of reasons: (1) because the neighborhood needs to develop the idea further; 2) the activities are of interest for the longer-term; and/or 3) the activities were proposed as a result of validation and the City did not have time to develop a detailed response. As a result, the City is not likely to work proactively to implement the activities in this section. Instead, the activities will be included in the City's database for monitoring neighborhood plan implementation. Should an opportunity arise to further develop the activity, the City will work with neighborhood representatives to consider the activities for implementation. Opportunities might include combining the activity with another City project, or finding a source of funding through a new or expanded federal or state grant program. If the neighborhood or City staff further develop any of these activities to a level sufficient for a more detailed City response, they will be considered relative to the neighborhood's priorities for other activities being considered for implementation. For items requiring Council approval, an amendment to the City's approved work program for the neighborhood plan may be presented to the City Council for approval.
List of "Activities for Longer-Term Consideration".
MUNI13.DOC