City Council Strategic Plan - SUMMARY

January 2014 | Chattanooga City Council Yusuf Hakeem, Chairman, District 9 Chip Henderson, District 1 Jerry Mitchell, District 2 Ken Smith, District 3 Larry Grohn, District 4 Russell Gilbert, District 5 Carol Berz, District 6 Chris Anderson, District 7 Moses Freeman, District 8

City Council Strategic Plan Summary 2014

INTRODUCTION In late November 2013, the City Council underwent a strategic planning process facilitated by the University of Tennessee Knoxvilles Institute for Public Service through the Municipal Technical Advisory Service (MTAS). The development of the plan was conducted by Honna Rogers and aided by Margaret Norris. The session began with an overview of the planning process. The objectives were to create a mission statement, scan the internal and external environments, create a vision statement, then devise goals and objectives to guide the Council in achieving its vision. This plan fully accomplishes the aforementioned goals and objectives. MISSION STATEMENT The first exercise of the Council was to develop a mission statement and came to a consensus on the following: The Councils mission for the City of Chattanooga is to promote an ethical, inclusive environment which enhances and sustains the well-being of the people. VISION STATEMENT The Council was then tasked to develop a vision statement. The purpose of the vision statement is to encapsulate the future overall goal of the City. The Council came to a consensus on the vision statement below: The Councils vision for the City of Chattanooga is to be the regional center for economic development accomplished through innovation, sustainability and partnerships, creating a dynamic environment in which to live, work and play. STRENGTHS, WEAKNESSES, OPPORTUNITIES, and THREATS ANALYSIS Strengths The next step in the planning process was to conduct a SWOT analysis. To complete this exercise the Council analyzed a variety of information including data detailing regional, local, and national trends in education, economic development, health, and demographics. Through this analysis, the Council determined the Citys strengths included: a robust publicly-owned fiber optic network, a strong philanthropic community, a vibrant downtown, strong community involvement and sense of national and local pride, cooperation with the Mayor and his Administration, strong economy, natural beauty, diversity, and a robust transportation network. Weaknesses Equally important to determining strengths, the Council was tasked with determining the Citys weaknesses. The Council identified the following weaknesses: violent crime, an aging community leadership, lack of available funding, a part-time Council, a community divided by income, lack of affordable housing, lack of youth preparedness, insufficient infrastructure, and lack of citizen trust in the police force.

City Council Strategic Plan Summary 2014

Opportunities The Council identified several opportunities for the City, including: increasing research and development, expanding workforce learning opportunities, VW expansion, our natural resources, increasing development, increasing diversity, increasing sporting events, putting plans into action, improving public education, alleviation of congestion, expanding the movie industry, improving infrastructure planning, promoting a greater sense of Citys patriotism, and expanding small businesses. Threats The threats to the City included: crime, large infrastructure investments like the Wilcox Tunnel and the consent decree, a lack of funding, traffic congestion, natural disasters, poverty, low recycling rates, a terrorist attack, an unprepared workforce, low performing schools, and sprawl. Key Issues The Council identified the most critical key issues were increasing economic development and job growth and improving the local education system to prepare students for successful lives. GOALS & OBJECTIVES The Council worked to develop a list of goals and objectives to address key issues, meet the mission of the Council, and help the Council achieve its vision for Chattanooga. These goals, in no particular order, are: reduce crime to make Chattanooga a safer community in which to live, work and play; repurpose all existing City-owned vacant lots; promote small businesses throughout the City; increase revenue sources; achieve well maintained roadways; develop and promote vocational education The Council recognized that each of these goals must be joint efforts with the Mayors Administration as they are an integral part of the process. These goals are meant to help guide the work of the Council over the next three years in moving Chattanooga forward. CONCLUSION The Councils dedication to developing and executing this strategic plan demonstrates their strong commitment to improving the quality of life in their districts and across the City. Since cities are dynamic and rapidly changing places, this document should also be easily adapted to fit the circumstances facing the Council. The Citys legislative branch has a critical role to play in advancing the well-being of the Chattanooga region. Seamless cooperation is required on behalf of all branches of government to achieve meaningful community progress. Through a strong partnership with the City Administration and community partners, the Council will be able to continue setting goals, benchmarks, and future plans to improve Chattanooga.