Page 96 - Littleton, CO Comprehensive Plan
P. 96

86


        ACTION AGENDA


        The Plan goals will ultimately be attained through a multitude of actions as itemized in each Plan section. The action
        strategies are categorized as to whether they involve: (1) capital investments, (2) programs and initiatives, (3) regulations
        and standards, (4) partnerships and coordination, or (5) more targeted planning/study. These actions must be prioritized
        by the City to establish a shorter “to do” list of strategic priorities, their potential timing, and who initiates, administers, and
        participates in the implementation process.
        Determining a near-term action agenda relative to longer-term tasks is an important first step toward Plan implementation.
        This is done through direction set by City Council in alignment with the Priority Based Budgeting Process. Action priorities
        are also set during Capital Improvement Plan (CIP) preparation and through departmental work planning. Once the
        necessary funding is committed and roles are defined, a lead City staff member should initiate a first-year work program in
        conjunction with City management, other departments, and other public and private implementation partners.
        The near-term action priorities should be revisited by City officials and staff annually to recognize accomplishments,
        highlight areas where further attention and effort are needed, and determine whether items have moved up or down on
        the priority list given emerging needs and changing circumstances, including funding and resources. It should be kept in
        mind that early implementation of certain items, while perhaps not the uppermost Plan priorities, may be expedited by the
        availability of related grant funds, by a state or federal mandate, or by the eagerness of one or more partners to pursue an
        initiative with the City. At the same time, some high-priority items may prove difficult to tackle in the near term due to
        budget constraints, the lack of a lead entity or individual to carry the initiative forward, or by the community’s hesitation to
        take on a potentially controversial new program.
        Progress on the near-term items should be the focus of the first annual review and report a year after adoption of the
        Plan, as described later in this section. Then, similar to multi-year capital improvements programming, the entire near-
        term action agenda – and all other action strategies dispersed throughout the Plan sections – should be revisited annually
        to decide if any additional items are ready to move into the next near-term action timeframe, and what the priority should
        be.
        ENVISION LITTLETON AMENDMENT PROCESS


        Envision Littleton is a flexible document allowing for adjustment to changing conditions. Shifts in political, economic,
        physical, technological, and social conditions, and other unforeseen circumstances, may influence and change the
        priorities and fiscal outlook of the community. As Littleton evolves, new issues will emerge while others will no longer be
        as relevant. Some action items will be found impractical or outdated while other plausible solutions will arise. To ensure
        that it continues to reflect the overall goals of the community and remains relevant over time, the Plan must be revisited
        regularly.
        Revisions to Envision Littleton are two-fold, with minor plan amendments occurring at least every other year and more
        significant updates and modifications occurring every five years. As an example, a minor amendment could include
        revisions to certain elements of the Plan as a result of the adoption of another specialized plan. Major updates will involve:
        reviewing the community’s base conditions and anticipated population trends; re-evaluating the plan findings and
        formulating new ones as necessary; and adding, revising, or removing action strategies in the Plan based on
        implementation progress.

        Annual Progress Report

        City staff should prepare an annual progress report for presentation to the Planning Commission, Mayor, and City Council.
        This ensures that the Plan is consistently reviewed and that any needed modifications or clarifications are identified for the
        biennial minor plan amendment process. Ongoing monitoring of consistency between the Plan and the City’s regulations
        should be an essential part of this effort.
        The Annual Progress Report should include and highlight:
        •  Significant actions and accomplishments during the last year, including the implementation status of each programmed
          task.

        •  Obstacles or problems in implementing the Plan.
        •  Proposed content amendments that have come forward during the year.


                                                    Adopted October 15, 2019
   91   92   93   94   95   96   97   98   99   100   101