HomeMy WebLinkAbout36. Analysis of Possible Uses of ARPA Funds
TO: Honorable Mayor and Members of the Common Council
FROM: Mark Rohloff, City Manager
DATE: April 19, 2021
RE: Possible Uses of ARPA Funds
As Council is aware, the city is anticipating the receipt of +/-$20 million in federal funds under the
American Rescue Plan Act (ARPA). We have received limited information from the National League
of Cities (NLC) about eligible uses of these funds, along with other references to prohibited uses.
However, specific guidelines are still subject to final direction from the U.S. Treasury Department.
I realize that there is a great deal of anticipation about the proposed uses of these funds. Rather than
get into the individual thoughts and requests that will inevitably come from this process, I thought
that it would be beneficial to have an initial analysis of the possible uses based on the preliminary
information we have.
For Council‘s benefit, staff has prepared the attached "Analysis of Possible Uses of ARPA Funds."
Please note that this is not a recommendation of the use of funds. The analysis identifies categories
and strategies that Council can use in their decision making process. Based on our understanding of
the law and our prior experiences, staff have made some suggestions pertaining to possible uses of
funds. There are also Expenditure Restraint Program (ERP) guidelines and levy limit laws that must
be considered. However, I believe that we have identified ways that we will be able to avoid any
problems in the state regulatory areas.
Within the general categories are subcategories based on the probable federal recommended uses of
these funds, as well as other general city and community needs based on the city's Strategic Plan and
annual goals that Council has set forth, strategies to use these funds for one (or more) specific
purposes, or to repurpose funds once they have been reimbursed. Some examples of potential uses
have been identified; however, these examples are not a complete list of ideas of potential uses. I
believe these examples can serve as a starting point for the public and Council to identify specific
uses.
In addition to the matrix of categories and sample uses, staff has prepared some appendices
identifying how these may qualify as "allowable uses" based on the preliminary information. These
attachments also identify short-term and long-term goals that the city may wish to achieve based on
our Strategic Plan and 2021 goals for the City Manager, as well as areas of relief for groups or
individuals that may have been impacted by the COVID-19 pandemic. Finally, there are notes
explaining the logic of these possible uses. All of this information is intended to stir ideas and spark
discussions before Council makes any final decisions.
Moving forward, I would suggest that Council provide some general comments on this analysis,
request that staff seek input from various boards and commissions, and conduct some public input
sessions on possible uses of funds. Meanwhile, I will also solicit ideas from departments and
community stakeholders for possible projects or uses. Based on this information, it would be my
intent for staff to prepare a preliminary list of recommended uses, after which Council may seek
additional public input and staff analysis prior to making any final decisions.
Although the city will received one-half of our allotment in May 2021 and has until the end of 2024 to
use these funds, I think that before we allocate funds, it is beneficial for us to project the long-term
impacts of COVID-19 on the city, including the potential for lost revenue that we have not yet
realized. I am concerned that rushing to a final decision on use of ARPA funds may overlook
unanticipated impacts of COVID-19, as well as unintended consequences of committing all funds too
early. For example, I am concerned that the long-term loss of room tax revenue may continue for
some time. I would also be concerned about the operational impacts of some expenditures, and want
to avoid long-term commitments that the city would be unable to support. For this reason, I believe it
is prudent to go through the process deliberately, and perhaps leave some funds unallocated for the
near future.
I will place this item on the May 11 City Council agenda so that you have an opportunity to review
this analysis and ask questions of staff so a worthwhile discussion can be had. In the meantime,
please contact me if this information stirs any additional questions or thoughts on potential uses.
Attachments
cc: Department Heads
General Category/Strategy Sub-category Example of Potential Use
Allowable Use
Category Notes
ST LT
Property Tax Relief Debt Relief/Reduction Debt Holiday Unknown 1, 3, 4 1
"Pure" Utility Lead Pipe Assistance 4 2, 4 1,3 2
Pay & Display (parking)
Building Security
Connect fiber to underserved city facilities
Public Wi-Fi (Business & OASD)
Parks
Traffic/Intersection Monitoring
EOC / Training Center
City Hall Renovation
Lakeshore Park Improvements
Museum Steiger Wing Renovations
E. 9th
Oshkosh Avenue
Sawyer/Oshkosh Avenue Intersection
Burying Power Lines 3 2 3
Sub Debt for utility with Federal Money Utility assumes greater share of streets 4 1 4
Day By Day Shelter 1,2,4,6 1,2,3,4
COTS / Transitional Housing 1,2,6 4
Day Care Center (Housing Auth)1,2,3,6
Seniors Center Expansion 1 1,3 1,3
Endowment with Philanthropic Agencies 1 1,3,6,7 1,2,3 13
Rent/Mortgage Relief
Utility Assistance
Room Tax - Pay off remaining debt Redirect Funds for Cap. Repl.1-Tourism 4,6 3 7
Ticket/Fine Recovery
Liquor License Recovery
Property Tax Pay off debt/reduce borrowing Unknown 5 1,3 8
Grand Opera House Lost Revenues Fund GOH Improvements 3 1 1,2,3 9
Loans vs Direct Aid 2,3 1
Restaurant/Bar Relief
Retail Relief
Clearwell 4 4 1,2,3,4 10
Utilities along Washburn/Poberezny to Loop 4 4 1,2,3,4 11
Premium Pay for Essential Workers 2 4 12
Analysis of Possible Uses of ARPA Funds
1, 33 3
Goals
1 8
2,3,6 1
1,2,3,4,5 61
4
3
1
1 1, 2, 3
5
Business Assistance
One BIG Project
Broadband
Major Unfunded Projects (Facilities)
Unfunded Street Projects
Revenue Loss Recovery
Infrastructure
Social Serivce/Non-Profit Relief
Direct Assistance
Assist City or Non-profit Agency
1
3
1 - Nonprofit
3Reduce borrowing with proceeds
1.Respond To Negative Impacts With Assistance To
Households and Small Businesses; Assist Nonprofits
And Impacted Industries, Including Tourism
ST 1.2021 Council Goals for City Manager (4)LT 1.Strategic Plan Goals(6)
2.Premium Pay to Essential Workers ST 2.Help those with immediate need LT 2.Long Term Visible Impact
3.Reimburse Cities for Lost Revenue ST 3.Help those directly affected LT 3.Long Term Benefit
4.Water, Sewer or Broadband Infrastructure ST 4.Compliant with Federal Regulations LT 4.Long Term Relief to those repaying
ST 5.Politically Acceptable
ST 6.Leverage with other entities
ST 7.Avoid duplication of effort with others
4 General allowable uses Short Term Goals Long Term Goals
1 Using any reimbursed funds for eligible COVID relief for General Fund purposes, apply those reimbursed funds to reduce
General Obligation (G.O.) debt. Reimbursed funds would likely carry the General Fund balance over its set maximum; excess
balance could be applied to reduce debt, thereby reducing the future tax obligations.
2 Possible leverage of state or federal funds to expand lead pipe replacement program. Expenses are specifically eligible as
allowable water utility expenses.
3 Using any reimbursed funds for eligible COVID relief for General Fund purposes, apply those reimbursed funds to pay for
unfunded projects in our CIP or strategic plan.
4 By substituting utility costs with ARPA funds, and allocating a greater share of street restoration of utility work to utilities/ARPA
funds, savings would be shared between utility and General Obligation debt. Apply debt savings to reduce debt, or to borrow for
other capital uses.
5 Leverage eligible ARPA funds or freed up G.O. debt with funds from other governmental or nonprofit entities to maximize
investment in capital projects for non-profits, or for one-time expenses due to pandemic. Offers the most opportunities for
leveraging of funds.
6 Allocate funds to non-profit partners or other agencies that have familiarity with distributing funds to other non-profits or
individuals. For direct aid, focus on agencies who have the capability to conduct means testing, which is not an in house
capability.
7 Restore lost revenue to CVB and Convention Center capital debt funds. Pay off obligations, freeing up room tax funds for long
road to recovery. Staff projects that room tax funds will not fully recover until at least 2025. Need to bridge that gap for entire
length of time. This represents greatest internal loss of city funds.
8 See notes 1 and 3; provides discretionary opportunities to Council.
9 Similar to Room Tax fund, identify lost revenue and use proceeds to fund long list of GOH capital improvements.
10 Longest direct benefit, as project like this has a useful life of over 100 years.
11 Creates opportunities for economic development expansion along Washburn and Poberezny Drive corridors.
12 Although eligible, city covered overtime payments throughout 2020 for costs associated with maintaining staffing during height
of pandemic. City implemented other measures to address paid leave that employees could not take during pandemic
emergency.
13 If allowed by ARPA regulations, establish fund to be used in conjunction with other philanthropic agencies/funds, leveraging
ARPA funds with philanthropic funds to support local agencies in achieving community goals.
Notes to ARPA Funds
City Manager Goals for 2021
1. Identify and pursue opportunities for the city to provide support for
short and long-term solutions to reduce and end homelessness.
2. Continue incorporating equity and inclusion into the day-to- day
operations and structures of the Oshkosh city government. This
includes implementing the recommendations of the DEI
Committee and Council, working with departments to achieve their
DEI-approved measurable equity and inclusion goals, and
continuing community conversations with cross-section of the
Oshkosh community.
3. Provide options to analyze, prioritize, and address the
comprehensive facilities needs of the City of Oshkosh.
4. To use all the resources of the City Manager’s Office, partnering
with colleagues and stakeholders, to lobby our state legislature
to reduce the funding gap under the Municipal Services Payment
Program.
Quality of Life
Public Safety InfrastructureandHealth
Effectiveness
of Government+
Strengthen
Neighborhoods
Economic
Development
-2021 2022
City of Oshkosh Strategic Plan
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
SUPPORT ECONOMIC DEVELOPMENT
Staff Owner: Allen Davis
Future State: Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of employees
& employment opportunities, and revitalizing the downtown/central city area as well as the greater Oshkosh area.
ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT
Staff Owner: John Fitzpatrick and Russ Van Gompel
Future State: Organizational efficiency has been maximized by successfully achieving City initiatives
ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS
Staff Owner(s): Jeff Gilderson-Duwe, Ray Maurer, Brad Larson
Natural, Cultural and Recreational Assets of the City are recognized as a source of pride for the community
STRENGTHEN OUR NEIGHBORHOODS
Staff Owner(s): Allen Davis
Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social interactions
among residents
IMPROVE AND MAINTAIN OUR INFRASTRUCTURE
Staff Owner(s): James Rabe, Jim Collins, John Fitzpatrick
Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment
PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY
Staff Owner(s): Mike Stanley & Dean Smith
Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals
2
SUPPORT ECONOMIC DEVELOPMENT –Allen Davis
Future State: Be recognized as a premier community in Wisconsin by fostering entrepreneurial activity, developing and retaining a diverse mix of
employees & employment opportunities, and revitalizing the downtown/central city area and the greater Oshkosh area.
A.Continue to Support Business Retention and Expansion (BR&E), Attraction and Entrepreneurship
B.Support Redevelopment Opportunities Throughout the City
C.Continue to Develop Infrastructure Needed to Support Business and Residential Development
D.Work with Community Partners to Attract and Develop Our Workforce
PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY-Mike Stanley & Dean Smith
Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals
A.Enhance Community Trust in Public Safety
B.Provide Well Trained,Effective and Equipped Public Safety Professionals
C.Enhance Crime Prevention, Community Policing, & Transportation Safety Strategies
D.Improve the Community’s Ability to Withstand & Recover from Disruptive Events
E.Implement Strategies & Solutions for Community Risk Reduction
F.Continue to Improve Strategies to Address Substance Abuse in the Community
G.Improve Transportation Safety within Community
ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT –John Fitzpatrick & Russ Van Gompel
Future State: Organizational efficiency has been maximized by successfully achieving the following City initiatives
A.Maximize our Financial Position
B.Recruit, Retain, Engage and Recognize Employees
C.Develop Future Leaders & Volunteers and Reconnect with Alumni
D.Improve our Performance and Outcome Measures including Benchmarks
E.Align Employee Performance to Department Plans
F.Improve our Internal and External Communications
G.Strengthen Partnerships and Community Collaboration
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
3
ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS –Jeff Gilderson-Duwe , Ray Maurer, Brad Larson
Future State:Recreational Assets of the City are recognized as a source of pride for the community
A.Provide Improved Park and Senior Center Facilities
B.Analyze, Plan and Implement Strategies to Maximize Parks Department Operational Efficiencies
C.Implement the Adopted Design for Improvements to Museum Facilities
D.Initiate work on the three major long-term exhibitions identified in the Master Plan
E.Strengthen Exhibitions to Alignment with K-12 curriculum
F.Accelerate Key Collection Management Tasks
G.Evaluate Investment Strategies for Trusts
H.Continue to Make Progress Toward the Library’s Vision of “A Library in Every Life”
STRENGTHEN OUR NEIGHBORHOODS –Allen Davis, James Rabe
Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social
interactions among residents
A.Enhance and Promote a Culture of Neighborhood
B.Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods
C.Build Awareness for Neighborhood Development & Redevelopment in Specific Neighborhoods
D.Increase Owner Investment and Maintenance in Property
E.Expand City Inter-Departmental Teams for Planning and Completing Neighborhood Projects
F.Explore Options for Promoting Housing Stability Related to Homelessness
G.Promote Social Connectedness
4
IMPROVE AND MAINTAIN OUR INFRASTRUCTURE –James Rabe, Jim Collins, John Fitzpatrick
Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment
A.Improve our Streets, Transit, Bicycle and Pedestrian Facilities
B.Update and Maintain Our Technology
C.Improve Our City Facilities
D.Improve Our Public Utilities
E.Update and Improve Our City Equipment 2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
Strategic Goal Objectives -WHAT Strategies / Tactics -HOW
SUPPORT
ECONOMIC
DEVELOPMENT
Future State:
Be recognized as a premier
community in Wisconsin by
fostering entrepreneurial
activity, developing and
retaining a diverse mix of
employees & employment
opportunities, and
revitalizing the
downtown/central city as
well as the Greater Oshkosh
Area.
Staff Owner:
Allen Davis
A.Continue to support
Business Retention
and Expansion
(BR&E), Attraction and
Entrepreneurship
Staff Owner: Allen Davis
Continue to invest and support the Greater Oshkosh Economic Development Corporation (GO-EDC)
Coordinate marketing efforts with GO-EDC on selling City and RDA-owned land, marketing the city’s
transportation connections, encouraging people to reside in the City, and promoting business growth
Identify solutions to encourage existing business growth and entrepreneurship including incentives,
starter lots, speculative buildings, incubators, and training opportunities.
Partner with Greater Oshkosh EDC to offer two educational opportunity per year for Elected Officials
Continue to streamline the approval and permitting process by providing one process improvement per
year for developers while preserving health & safety
Complete 50 account management contacts with businesses per year
Ensure that 90% of commercial building plans are completed in 5 business days
Ensure that 90% of commercial building inspections are completed in one business day
Measure dollar amount of public/private funding into GO-EDC
Continue to review existing City policies and codes to encourage business and entrepreneur growth in
the City.
B. Support
Redevelopment
Opportunities
Throughout the City
Staff Owner: Allen Davis
Implement one recommendation from the Imagine Oshkosh Plan per year
Implement one recommendation in the Sawdust District Master Plan per year
Create and adopt a Redevelopment Plan for the Sawdust District for acquisition and demolition and
target redevelopment
Actively pursue acquiring key sites for redevelopment through the Redevelopment Authority or
Common Council that have the potential to have a significant impact on the community if redeveloped
Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago
Market redevelopment sites to private developers by issuing one Request for Proposal (RFP) per year
C. Continue to Develop
Infrastructure Needed to
Support Business and
Residential Development
Staff Owner: Allen Davis
Implement one project per year for each corridor (South Park, Jackson, and 9th)
Evaluate the need for future plans to improve the City’s corridors (Oshkosh Ave, Oregon, Algoma, S.
Main, or Witzel)
Plan for industrial and business park expansions and workforce housing
Explore the opportunity of a City-owned wetland bank
Develop a residential subdivision development program for all types of housing including workforce
housing, single family housing, and others
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
5
D. Work with Community
Partners to Attract and
Develop Our Workforce
Staff Owner: Allen Davis
Support joint efforts to implement a quality of life marketing campaign with community partners and
businesses to attract and retain businesses and workers
Explore different strategies to help disadvantaged people enter the workforce with community partners
Public/Private organizations collaborate to identify solutions for workforce housing
opportunities
Explore the feasibility of a work program to encourage the re-entry into the workforce
Identify solutions to barriers preventing citizens from working including daycare, affordable
housing, and available transportation
Objectives -WHAT Strategies / Tactics -HOW
PROVIDE A
SAFE, SECURE,
AND HEALTHY
COMMUNITY
Future State:
Public Safety Officials are
trusted, efficient and
effective professionals
Staff Owner(s):
Mike Stanley & Dean
Smith
A.Enhance Community
Trust in Public Safety
Staff Owner(s):
Mike Stanley& Dean Smith
E.Implement Strategies
& Solutions for
Community Risk
Reduction
Staff Owner(s):
Mike Stanley & Dean Smith
Police Department
Produce Oshkosh Police Department (OPD) videos focused on our values
Increase Police presence in community through outreach efforts to; schools, neighborhood associations,
business, and citizens
Publish an Police Department Annual Report to the community
Strengthen Relationships with neighborhood organizations and diverse community groups
Fire Department
Provide transparent data that demonstrates organizational efficiency and performance.
Continue to develop a talent pipeline from the community by offering and supporting youth programs.
Create and support a “Leaders are Readers” program with the Oshkosh Area School District.
Police Department
Increase number of Crisis Intervention Team (CIT) trained staff
Fire Department
Support the Police Department’s at their “Coffee with a Cop” events.
Fire companies participate in the National Night Out event in their response district.
Provide infant and child car seat checks and installation.
C. Enhance Crime
Prevention,
Community Policing,
& Transportation
Safety Strategies
Staff Owner(s):
Mike Stanley & Dean Smith
B.Provide Well Trained,
Effective and
Equipped Public
Safety Professionals
Staff Owner(s):
Mike Stanley & Dean Smith
Police Department
Improve outreach initiatives with neighborhood & diverse population groups
Fire Department
Place a fire training tower in service and begin utilizing it to train new and incumbent personnel.
Continue to implement recommendations from the recently completed Staffing Study.
Contract for and conduct a Space Utilization Study for Fire Department facilities.
D.Improve the
Communities Ability
to Withstand and
Recover from
Disruptive Events
Staff Owner(s):
Mike Stanley & Dean Smith
Fire Department
Update and revise the City of Oshkosh Emergency Operations Plan
Continue to offer additional training and exercises to City staff focusing on emergency management.
Begin working on Continuity of Operations Plans for the City of Oshkosh.
Police Department
Conduct civilian training for disruptive events
Fire Department
Collaborate with the American Red Cross to install residential smoke detectors.
Participate in the development and implementation for a strategic plan for fall prevention.
Continue to participate in active efforts, and seek new opportunities to reduce overdoses.
Strategic Goal
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
6
Objectives -WHAT Strategies / Tactics -HOW
PROVIDE A
SAFE, SECURE,
AND HEALTHY
COMMUNITY
Future State:
Public Safety Officials are
trusted, efficient and effective
professionals
Staff Owner(s):
Mike Stanley & Dean
Smith
Strategic Goal
G.Improve
Transportation
Safety Within
Community
Staff Owner(s):
Dean Smith
Police Department
Continue to educate citizens & visitors on traffic safety through education and enforcement efforts
Increase motorcycle unit deployments by 5%. Focus on traffic enforcement, particularly in roundabouts
Improve transportation safety within community
Improve outreach efforts to the community
F.Continue to Improve
Strategies to Address
Substance Abuse in
the Community
Staff Owner(s):
Dean Smith
Police Department
Continue participation in local County CIT and Drug & Alcohol Task Forces and Groups
Promote the Drug Addiction Initiative within the Community
Continue to educate and reach out to schools, neighborhood associations, and citizens regarding substance
abuse
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
7
ENHANCE THE
EFFECTIVENESS
OF OUR CITY
GOVERNMENT
Future State:
Organizational efficiency has
been maximized by
successfully achieving City
initiatives
Staff Owner:
John Fitzpatrick
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
C.Develop Future
Leaders & Volunteers
and Reconnect With
Alumni
Staff Owner: John Fitzpatrick
Provide employee advancement opportunity awareness training
Implement Diversity and Inclusion Plan & program corresponding employee education
Create an alumni network to assist with community enhancement
A. Maximize our
Financial Position
Staff Owner: Russ Van Gompel
Research alternative budget strategies
Prepare Capital Improvement Program with dedicated funding for facilities, roads/utilities, and other long-
term projects. Total not to exceed the maximum to maintain the debt policy. Establish parameters over a five-
year period.
Monitor and report on debt management policy progress
8
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
B.Recruit, Retain,
Engage and
Recognize Employees
Staff Owner: John Fitzpatrick
Analyze compensation issues to maximize staffing opportunities
Establish annual employee education and development plan
Diversify employee population to align with community demographics
D.Improve our
Performance and
Outcome Measures
Including
Benchmarks
Staff Owner:
John Fitzpatrick
Continue employee education regarding performance measures / metrics
Promote benchmark opportunities functionally, geographically, and comparably
Utilize the Citizen Survey as a resource for future strategic planning / metric development
E.Align Employee
Performance to
Department Plans
Staff Owner: John Fitzpatrick
Connect departmental business plans to organization wide plan
Refine “Guiding Principles” connection in employee evaluation process
Improve employee’s understanding of role in achieving plan initiatives
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
ENHANCE THE
EFFECTIVENESS
OF OUR CITY
GOVERNMENT
Future State:
Organizational efficiency
has been maximized by
successfully achieving City
initiatives.
Staff Owner:
John Fitzpatrick
G.Strengthen
Partnerships and
Community
Collaboration
Staff Owner:
John Fitzpatrick
Support current partnerships & welcome new partners for collaboration
Participate with the state agencies, legislators, the League of Wisconsin Municipalities and other groups to
impact community oriented public policy
Educate citizens on the availability of services through community partnerships
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
9
F.Improve Our Internal
and External
Communications
Staff Owner(s):
John Fitzpatrick
Facilitate communications with, and feedback from, employees
Facilitate public awareness of City services and values
Encourage annual departmental / Council Member tours & orientation including at least one departmentally
hosted annual house
IMPROVE AND
MAINTAIN OUR
INFRASTRUCTURE
Future State: A safe and
effective infrastructure that
provides a framework for full
scale community enjoyment
Staff Owner(s):
James Rabe, Jim Collins,
John Fitzpatrick
C.Improve Our City
Facilities
Staff Owner(s): John Fitzpatrick,
Jim Collins
Develop Facility Improvement Plans for all City buildings. Include recommendations from plans in CIP
for implementation.
Assess, Plan and continue to improve security of all City facilities.
Continue annual Roofing and Heating, Ventilating and Air Conditioning (HVAC) prioritization,
maintenance, and replacement.
Continue parking lot replacement and maintenance per Parking Lot Pavement Study.
Continue implementation of energy efficiency upgrades.
A.Improve our Streets,
Transit, Bicycle and
Pedestrian Facilities
Staff Owner(s): Jim Collins,
James Rabe, Allen Davis
Annually update the 5 year Capital Improvement Plan (CIP) and implement the current year projects
Follow recommendations of the 2019 Transit Development Plan, including supporting the Winnebago
Catch-A-Ride program for after hours service
Implement “free” student fare two year program. Collect and analyze data from this initial period
Complete priority programs from the updated 2019 Pedestrian and Bicycle Circulations Plan
Incorporate “Complete Streets” principles when and where its feasible
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
D.Improve Our Public
Utilities
Staff Owner: James Rabe
Develop Storm Water Management Plans for unstudied watersheds.
Complete planning study to develop plan for storm water compliance with the Upper Fox / Wolf River
Total Maximum Daily Load (TMDL).
Develop compliance options for waste water compliance with Upper Fox / Wolf River TMDL.
Continue implementation of equipment replacement in accordance with Asset Management Plans.
Develop long range Inflow and Infiltration (I&I) reduction strategies.
Develop long range utility collection/distribution system replacement plan.
Annually update the five year Capital Improvement Program (CIP) and implement the current year
projects.
Develop Public Information/Engagement Campaign to promote the activities completed by our utilities.
E. Update and Improve
our City Equipment
Staff Owner(s):
Various Departments
Develop long range equipment replacement plans/strategies.
Incorporate recommendations for equipment replacement in CIP.
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
10
B. Update and Maintain
Our Technology
Staff Owner: Various Departments
Continue implementation of Geographic Information System (GIS) functionality
Develop plan to extend technology infrastructure to all City facilities
ENHANCE OUR
QUALITY OF
LIFE SERVICES
AND ASSETS
Future State:
Natural, Cultural and
Recreational Assets of the City
are recognized as a source of
pride for the community
Staff Owner(s):
Jeff Gilderson-Duwe ,
Ray Maurer, Brad Larson
C. Implement the
Adopted Design for
Improvements to
Museum Facilities
Staff Owner:Brad Larson
Implement identified activities and enhancements that ensure exhibitions link to K-12 curriculum
Develop and adopt a funding strategy to execute the design for essential building modifications
A. Provide Improved
Park and Senior
Center Facilities
Staff Owner: Ray Maurer
Design and construct Parks Department Administration Building
Implement Lakeshore Park Master Plan
Complete Rainbow Memorial Park boat launch, parking lot and trail project
Install updated AV equipment including a hearing loop at the Senior Center
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
11
B.Analyze, Plan and
Implement Strategies
to Maximize Parks
Department
Operational
Efficiencies
Staff Owner: Ray Maurer
Update Parks Department Strategic Plan
Publish Annual Impact Report to the Community
Improve our volunteer systems and processes
D. Initiate work on the
Three Major long-
term Exhibitions
Identified in the
Master Plan
Staff Owner:Brad Larson
Commence and complete design development and implementation of the concept designs for long-term
exhibitions
E. Strengthen
Exhibitions to
Alignment with K-12
Curriculum
Staff Owner:Brad Larson
F. Accelerate Key
Collection
Management Tasks
Staff Owner:Brad Larson
Intensify work on the backlog of uncatalogued objects and accelerate rationalization of collection pieces
ENHANCE OUR
QUALITY OF
LIFE SERVICES
AND ASSETS
Future State:
Natural, Cultural and
Recreational Assets of the City
are recognized as a source of
pride for the community
Staff Owner(s):
Jeff Gilderson-Duwe ,
Ray Maurer, Brad Larson
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
12
H.Continue to Make
Progress Toward the
Library’s Vision of
“A Library in Every
Life”
Staff Owner:
Jeff Gilderson-Duwe
G. Evaluate Investment
Strategies for Trusts
Staff Owner:Brad Larson
Put a library card in every citizen’s hand
Be recognized as a downtown anchor destination
Be a provider of trusted “go to” online resources
Become a community institution with widespread public and private support
Create a working group to explore options related to trusts
STRENGTHEN
OUR
NEIGHBORHOODS
Future State:
Neighborhoods throughout the
community are attractive, well
maintained, and desirable places to
live inspiring positive social
interactions among residents
Staff Owner(s): Allen Davis,
James Rabe
C.Build Awareness for
Neighborhood
Development &
Redevelopment in
Specific
Neighborhoods
Staff Owner(s): Allen Davis
Collaborate with GO-HNI, Advocap, Habitat for Humanity, Housing Authority to implement neighborhood
projects and track dollars leveraged
Track resident volunteer hours with the goal of increasing social capital within neighborhoods
Explore the development of a Residential Tax Increment Finance (TIF) Policy to promote (re)development
within neighborhoods
Continue to promote and administer the “Great Neighborhoods Program” by completing four to six projects
per year and track dollars leveraged
Promote New Home in Our Neighborhood Program
Promote Historic Rehabilitation Program
D.Increase Owner
Investment and
Maintenance in
Property
Staff Owner: Allen Davis &
James Rabe
A.Enhance and
Promote a Culture
of Neighborhood
Staff Owner: Allen Davis
Provide technical assistance to Greater Oshkosh-Healthy Neighborhoods Initiative (GO-HNI) to support
the creation and maintenance of resident-led neighborhood associations
Support resident training opportunities to enhance leadership development
Promote neighborhood identities through marketing and strategic improvements within neighborhoods
Collaborate with the Oshkosh Health Neighborhood Alliance (OHNA) to support and advocate for
neighborhood based service delivery and policy development
Work with GO-HNI to educate municipal staff and community members/agencies on the importance of
neighborhoods
Implement “Our Neighborhoods Engage (ONE)” Oshkosh city-wide through community outreach &
marketing
Participate with Oshkosh Healthy Neighborhoods Alliance to ensure an open line of communication with
neighborhood associations
Conduct POLCO surveys to determine resident confidence with in neighborhoods
Educate real estate community and community members on available neighborhood programs and activities
Promote implementation activities of existing neighborhood plans. One project per year per Neighborhood
Plan.
Implement an annual Lunch & Learn to promote neighborhood programs
Implement code compliance loan program to work with property owners that are unable to secure
traditional rehabilitation financing.
Develop education campaign to increase awareness of existing codes related to rental housing, first time
home buyers and neighborhood associations.
Continue to conduct proactive property maintenance and zoning inspections City-wide
Implement targeted Micro-Grant Program
Continue private side lead service replacement program utilizing the DNR Safe Drinking Water Loan
Program money
Develop a long term private side lead service line replacement program to continue beyond the funding
availability within the Safe Drinking Water Loan Program
B.Leverage City
Resources and
Incentives to
Encourage Private
Investment in
Neighborhoods
Staff Owner: Allen Davis
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
13
STRENGTHEN
OUR
NEIGHBORHOODS
Future State:
Neighborhoods throughout the
community are attractive, well
maintained, and desirable places to
live inspiring positive social
interactions among residents
Staff Owner(s): Allen Davis,
James Rabe
E.Expand City Inter-
Departmental Teams
for Planning and
Completing
Neighborhood
Projects
Staff Owner: Allen Davis
Develop one neighborhood plan annually with resident leaders
Support implementation of approved neighborhood plans by accomplishing one project per year per
neighborhood association
Annual update of a neighborhood report card program
Promote available resources and services at neighborhood meetings and event
F.Explore Options for
Promoting Housing
Stability Related to
Homelessness
Staff Owner: Allen Davis
Collaborate with other local and state agencies to gather data on current housing stability needs and
options
Explore options for evaluating the current affordable housing supply and demand in our community
Research current housing stability programs from other communities
Explore outreach options for educating the community on housing stability and affordable housing
Objectives -WHAT Strategies / Tactics -HOWStrategic Goal
2021-2022
STRATEGIC PLAN
Vision
A thriving and sustainable community
offering abundant opportunities for work
and life
Mission
The City of Oshkosh provides goods and
services in pursuit of a safe and vibrant
community
Guiding Principles –We Will…
1.Can Do Spirit: Serve the public with a
confident can-do spirit
2.Accountable:Hold ourselves to the
highest standards with a dedication to
preserving the public trust
3.Transparent: Provide the public with
information on our actions and decisions
4.Engaging: Actively pursue citizen
involvement throughout the decision
making process
5.Economical:Act in a fiscally responsible
manner on behalf of our citizens
6.Responsive:Respond to citizens’ requests
equitably and fairly in a timely,
informative and thorough manner
7.Innovative:Take a prudent and creative
approach to problem solving
8.Equitable:Strive to achieve equity in the
allocation of community resources
9.Inclusive: Foster environments that
welcome individual or group differences,
in order to promote dignity, respect, and
opportunity for all people.
Target / Lead Stakeholders
•Resident Owners –Businesses and
Homeowners
•Potential Owners –Business and
Homeowners
•Frontline Employees
•City Leadership
14
Collaborate with the RE:TH!NK Social Connectedness Team
Incorporate social connectedness themes into neighborhood plans and other plans as necessary
Support the Connecting Through Tech program with the Senior Center
Collaborate with GO-HNI on neighborhood events the focus on increasing social connectedness
Coordinate with AARP on community livability and social connectedness
G. Promote Social
Connectedness
Staff Owner: Allen Davis