HomeMy WebLinkAbout19. 22-428OCTOBER 11, 2022 22-428 RESOLUTION
(CARRIED 7-0 LOST _______ LAID OVER _______ WITHDRAWN _______)
PURPOSE: APPROVE 2023-2024 STRATEGIC PLAN
INITIATED BY: CITY MANAGER
WHEREAS, the Oshkosh Common Council had previously adopted a Strategic
Plan for the City which identified priority goals and initiatives for the short term and long
term success of the City; and
WHEREAS, City staff has successfully executed many initiatives contained in the
2021-2022 Strategic Plan: and
WHEREAS, the Common Council had determined that the Strategic Plan should
be reviewed on a biennial basis; and
WHEREAS, the Common Council, City Manager and City Department Heads
have conducted a Strategic Planning Session in which future priority goals were
identified; and
WHEREAS, City Staff have worked together to identify objectives and strategies
to accomplish said priority goals, including ways in which staff can measure the
accomplishment of said priority goals; and
WHEREAS, the 2023-2024 Strategic Plan will provide the City with a focal point
for its future priorities and actions;
NOW, THEREFORE, BE IT RESOLVED that the Oshkosh Common Council
hereby adopts the 2023-2024 Strategic Plan in substantially the same form as attached
hereto, any changes in the final published document to be approved by the City Manager;
and
BE IT FURTHER RESOLVED that the Oshkosh Common Council directs the City
Manager to implement activities identified in the 2023-2024 Strategic Plan in order to
meet the goals established by the Common Council through the Strategic Planning
process.
To: Mayor and Members of the Common Council
From: John Fitzpatrick, Assistant City Manager / Director of Administrative Services
Date: October 5, 2022
Re: Strategic Plan for 2023-2024
Attached for approval is the finalized Strategic Plan developed by our Council Members,
Department Heads, and Supervisors for the 2023 & 2024 cycle. This plan is the product of many
hours of work that included:
A review of our Citizen Survey,
Council Member and Staff interaction with Community Members,
Individual and joint planning sessions involving dialog, with and between Council
Members, Department Heads and Supervisors,
As well as formal surveys, performance assessment, prioritization & analysis of
community issues.
Although the document attached illustrates numerous major goals, objectives, and strategies,
please know that there have been many more detailed tactics that have also been developed in
order to provide clarity, understanding, responsibility and goal congruency to all levels of our
organization. In addition to this plan becoming interwoven with employee actions at all levels,
metric and dashboard information have also been implemented. Benchmarking with
comparable communities operationally, geographically and demographically will be our next
important future initiative to refine our metrics, as well as assess our performance in
consideration of them.
These efforts, building upon the work of previous Council Members and Staff, have yielded
what I believe to be, the best strategic planning product we have developed to date as an
organization. Moving forward, it will be all our responsibilities to follow it carefully to ensure
that this plan becomes a reality. Thank you for your support and assistance with this process,
and please let me know if you have any questions.
Approved:
Mark A. Rohloff
City Manager
Quality of Life
Public Safety InfrastructureandHealth
Effectiveness
of Government+
Strengthen
Neighborhoods
Economic
Development
2023 2024
City of Oshkosh 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
Can Do Spirit Accountable Transparent
Serve the public with a confident can-do
spirit
Hold ourselves to the highest standards
with a dedication to preserving the public
trust
Provide the public with information on
our actions and decisions
Engaging Economical Responsive
Actively pursue citizen involvement
throughout the decision making process
Act in a fiscally responsible manner on
behalf of our citizens
Respond to citizens’ requests equitably
and fairly in a timely, informative and
thorough manner
Innovative Equitable Inclusive
Take a prudent and creative approach to
problem solving
Strive to achieve equity in the allocation of
community resources
Foster environments that welcome
individual or group differences, in order to
promote dignity, respect, and opportunity
for all people
Strategic Goal: ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS
Objectives - WHAT Strategies / Tactics - HOW
A. Provide Improved Park and Senior
Center Facilities
1. Construct Parks Department Administrative Building.
2. Implement Lakeshore Park Plan.
3. Implement CIP projects for Senior Center.
4. Update the Comprehensive Outdoor Recreation Plan (CORP).
B. Analyze, Plan And Implement
Strategies To Maximize Parks
Department Operational Efficiencies
1. Update Parks Department Plan.
2. Publish Annual Impact Report to the Community.
3. Improve our volunteer systems and processes.
C. Strengthen Museum Exhibitions To
More Broadly Represent And Appeal
To Educational Entities In The
Community
1. Implement identified activities and enhancements to ensure representation and appeal to
educational entities in the community.
D. Better Utilize Museum Collections For
The Public
1. Intensify work on the backlog of uncatalogued objects and accelerate rationalization of collection
pieces.
2. Implement Museum Plan.
E. Create Awareness Of and Participation
For The Museum Through Brand
Identity, Marketing, And Expanded
Programs
1. Define and establish the Museum identify from institutional values and needs of the community.
2. Refine marketing through audience evaluation.
3. Develop a portfolio of programs and offerings for audience engagement.
F. Encourage Giving, Partnerships, and
Alternative Funding Sources For
Quality Of Life
1. Create a working group to explore options related to giving, partnership, and alternative funding
sources for Quality of Life projects and initiatives.
G. Continue To Make Progress Toward
The Library’s Vision Of “A Library In
Every Life”
1. Become a community institution with widespread public and private support by aligning the City
Strategic Plan with the Library plan.
2. Implement Library Plan.
Future State: Natural, Cultural and Recreational Assets of the City are recognized as a source of pride for the community.
Staff:
Jeff Gilderson-Duwe
Ray Maurer
Sarah Phillips
Strategic Goal: IMPROVE AND MAINTAIN OUR INFRASTRUCTURE
Objectives - WHAT Strategies / Tactics - HOW
A. Improve our Streets,
Transit, Bicycle and
Pedestrian Facilities
1. Annually update the 5 and 10 year Capital Improvement Plan (CIP) and implement the current year
projects.
2. Implement recommendations of the current Transit Development Plan, including supporting the
Winnebago Catch-A-Ride program for after-hours service.
3. Analyze data from free student fare program and recommend next steps.
4. Implement recommendations of current Pedestrian and Bicycle Circulations Plan.
5. Incorporate “Complete Streets” principles when and where its feasible.
B. Update and Maintain Our
Technology
1. Continue implementation of Geographic Information System (GIS) functionality.
2. Develop a plan to extend technology infrastructure to all City facilities.
3. Evaluate and improve data security.
C. Improve Our City Facilities
1. Implement recommendations of Facility Plan, including ADA Assessment and recommendations and
building security.
2. Continue annual Roofing and Heating, Ventilating and Air Conditioning (HVAC) prioritization,
maintenance, and replacement.
3. Continue parking lot replacement and maintenance per Parking Lot Pavement Study.
4. Continue implementation of energy efficiency upgrades.
D. Improve Our Public
Utilities
1. Develop Storm Water Management Plans for unstudied watersheds.
2. Implement Total Maximum Daily Load (TMDL) Compliance Plans.
3. Continue implementation of equipment replacement in accordance with Asset Management Plans.
4. Develop long range Inflow and Infiltration (I&I) reduction strategies.
5. Develop long range utility collection/distribution system replacement plan.
6. Annually update the 5 and 10 year Capital Improvement Program (CIP) and implement the current year
projects.
7. Develop Public Information/Engagement Campaign to promote the activities completed by our utilities.
E. Update and Improve our
City Equipment
1. Continue implementation of long-range equipment replacement plans/strategies.
2. Incorporate recommendations for equipment replacement in CIP.
3. Complete evaluation of alternative-powered vehicles.
Future State: Safe and effective infrastructure that provides a framework for full scale community enjoyment.
Staff:
James Rabe
Jim Collins
John Fitzpatrick
Strategic Goal: SUPPORT ECONOMIC DEVELOPMENT
Objectives - WHAT Strategies / Tactics - HOW
A. Continue to support
Business Retention
and Expansion
(BR&E), Attraction
and
Entrepreneurship
1. Continue to invest and support the Greater Oshkosh Economic Development Corporation (GO-EDC).
2. 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.
3. Identify and support solutions to encourage existing business growth and entrepreneurship including incentives,
starter lots, speculative buildings, incubators, and training opportunities.
4. Explore options to encourage Disadvantaged Business Enterprise (DBE) growth in the City including financial and
technical assistance.
5. Partner with GO-EDC to offer one educational opportunity per year for Elected Officials.
6. Continue to streamline the approval and permitting process by providing one process improvement per year for
developers while preserving health & safety.
7. Complete 50 account management contacts with businesses per year.
8. Ensure that 90% of commercial building plans are completed in 5 business days.
9. Ensure that 90% of commercial building inspections are completed in one business day.
10. Measure dollar amount of public/private funding into GO-EDC.
11. Continue to review existing City policies and codes to encourage business and entrepreneur growth in the City.
12. Collaborate with the Oshkosh Convention and Visitor’s Bureau (CVB) to help facilitate discussions on an aligned
economic development strategy for the City and community partners.
13. Seek shared representation on Oshkosh Chamber of Commerce and GO-EDC Boards to effectively align strategies
for economic development.
14. Re-establish the Economic Development expeditor position to help developers, city projects, and contractors go
through the City approval and permitting process.
B. Support
Redevelopment
Opportunities
Throughout the
City
1. Implement one recommendation from the Imagine Oshkosh Plan per year.
2. Implement the Sawdust District Redevelopment Plan for targeted redevelopment.
3. Actively pursue acquiring targeted redevelopment areas and neighborhoods through the Redevelopment Authority
or Common Council that have the potential to have a significant impact on the community if redeveloped.
4. Implement recommendations in the Housing Study that support redevelopment efforts to increase and diversify
housing in the City.
5. Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago and finalize
design plans for the Pioneer area Riverwalk.
6. Market redevelopment sites to private developers by issuing one Request for Proposal (RFP) per year.
Strategic Goal: SUPPORT ECONOMIC DEVELOPMENT
C. Continue to Develop
Infrastructure
Needed to Support
Business and
Residential
Development
1. Implement one project per year for each corridor (South Park, Jackson, and 9th).
2. Evaluate the need for future plans to improve the City’s corridors:
Oshkosh Avenue, Oregon Street, Algoma Boulevard, South Main Street, Witzel Avenue
3. Plan for future industrial and business park expansion areas.
4. Implement the Housing Study recommendations to facilitate infill development, new subdivisions, alternative
housing options, inclusivity and stronger neighborhoods.
5. Support opportunities to financially incentivize business and residential development when feasible.
D. Work with
Community
Partners to Attract
and Develop Our
Workforce
1. Support joint efforts with GO-EDC and the CVB to implement a quality of life marketing campaign with
community partners and businesses to attract and retain businesses and workers.
2. Collaborate with community partners (GO-EDC, Winnebago County, UW-Oshkosh) on initiatives to increase the
labor pool, provide access to training, and attract younger workers, and support entry and reentry into the
workforce.
3. Promote equitable development to encourage a strong and livable community.
4. Collaborate with community partners on solutions to barriers preventing citizens from working including daycare,
affordable housing, and available transportation.
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:
Kelly Nieforth
Strategic Goal: STRENGTHEN OUR NEIGHBORHOODS
Objectives - WHAT Strategies / Tactics - HOW
A. Enhance And Promote A
Culture Of Neighborhood
1. Provide financial and technical assistance to Greater Oshkosh Healthy Neighborhoods Initiative (GO-HNI)
in order to support the creation, maintenance and sustainability of resident-led neighborhood associations.
2. Collaborate with GO-HNI to develop one neighborhood plan annually with resident leaders in a recognized
neighborhood association and support the implementation of one project annually.
3. Complete annual update of a neighborhood report card program.
4. Implement recommendations from the Housing Study to provide resources for neighborhood development,
increase diverse housing options, support inclusivity, and facilitate long-term growth.
5. Conduct POLCO surveys to determine resident confidence with in neighborhoods.
6. Support and collaborate with GO-HNI on resident training opportunities to enhance and sustain leadership
development in neighborhood associations.
7. Promote neighborhood identities through marketing and strategic improvements within neighborhoods.
8. Collaborate with the Oshkosh Healthy Neighborhood Alliance (OHNA) to support and advocate for
neighborhood based service delivery and policy development.
9. Promote social connectedness by incorporating into neighborhood plans, supporting GO-HNI community
events, and supporting Connecting Through Tech program with the Senior Center.
10. Implement “Our Neighborhoods Engage (ONE)” Oshkosh city-wide through community outreach and
collaboration.
B. Leverage City Resources and
Incentives To Encourage
Private Investment And
Maintenance In
Neighborhoods
1. Collaborate with GO-HNI, Advocap, Habitat for Humanity, Housing Authority and other community
partners to implement neighborhood projects and track public and private dollars leveraged.
2. Implement recommendations from the Housing Study to promote neighborhood development.
3. Support initiatives to expand and diversify the City’s housing supply.
4. Track resident volunteer hours with the goal of increasing social capital within neighborhoods.
5. Reevaluate current City housing development programs to achieve greater results and a broader impact.
6. Promote housing development programs to preserve historical properties, provide safe and code-compliant
housing, improve the curb appeal, increase home value and cultivate homeownership.
7. Continue to promote and administer the “Great Neighborhoods Program” by completing four to six projects
per year and track public and private dollars leveraged.
8. Collaborate with GO-HNI to develop educational campaigns to increase awareness of existing codes related
to rental housing, first time home buyers, neighborhood associations and available resources.
9. Continue to conduct proactive property maintenance and zoning inspections City-wide.
10. Develop a long term private side lead service line replacement program to continue beyond the funding
availability within the Safe Drinking Water Loan Program.
11. Host an annual outreach event to promote neighborhood programs and resources to homeowners, landlords,
and the real estate community.
Strategic Goal: STRENGTHEN OUR NEIGHBORHOODS
C. Implement Development &
Redevelopment In Specific
Neighborhoods And
Surrounding Commercial
Corridors
1. Collaborate with Habitat for Humanity on Rock the Block events.
2. Implement City Redevelopment Plans and Housing Plan to facilitate a targeted approach to redevelopment
efforts in or near neighborhoods.
3. Engage with NeighborWorks to explore the feasibility of a partnership to rehab or construct new housing in
the City.
4. Promote the redevelopment of City Redevelopment Authority (RDA) and City-owned lots.
5. Coordinate with the City RDA on future acquisitions to ensure that the property either follows existing City
plan recommendations, will have a positive impact on the surrounding neighborhood or removes a health
and safety risk in the City.
D. Collaborate With
Community Partners To
Reduce Housing Instabilities
1. Coordinate with the Winnebagoland Housing Coalition and other agencies to implement the
Winnebagoland Housing Coalition Homeless Continuum Report recommendations.
2. Implement recommendations from the City’s Housing Study to fill in the gaps in the city’s housing
continuum while incorporating environmental justice and inclusivity practices into efforts.
3. Leverage public and private funding resources to implement diverse housing options.
4. Explore outreach opportunities for educating the community on housing stability and affordable housing.
Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live inspiring positive
social interactions among residents.
Staff:
Kelly Nieforth
James Rabe
Strategic Goal: PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY
Objectives - WHAT Strategies / Tactics - HOW
A. Enhance Community Trust
in Public Safety
Police Department
1. Increase presence in the community through outreach efforts to schools, neighborhood
associations, businesses, and citizens to strengthen relationships with neighborhoods and diverse
community groups.
2. Publish an Police Department Annual Report to the community.
Fire Department
1. Provide transparent data that demonstrates organizational efficiency and performance.
2. Continue to develop a talent pipeline from the community by offering and supporting youth
programs.
3. Implement Oshkosh Fire Department Plan
4. Increase presence in the community through outreach efforts to schools, neighborhood
associations, business, and citizens to strengthen relationships with neighborhoods and diverse
community groups.
B. Provide Well Trained,
Effective and Equipped
Public Safety Professionals
Police Department
1. Explore and implement emerging technology to enhance community safety.
2. Continue national and state-level accreditation efforts (CALEA & WILEAG).
Fire Department
1. Begin phase 2 of Fire Training Center redevelopment.
2. Continue to implement recommendations from the recently completed Staffing Study.
3. Implement Space Utilization Study results for Fire Department facilities.
Strategic Goal: PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY
C. Enhance Crime Prevention,
Community Policing, and
Safety Strategies
Police Department
1. Increase number of Crisis Intervention Team (CIT) trained staff.
2. Incremental deployment of the behavioral health team.
3. Continue Crime Prevention Through Environmental Design (CPTED) reviews.
Fire Department
1. Support the Police Department at their “Coffee with a Cop” events.
2. Fire companies participate in the National Night Out event in their response district.
3. Provide infant and child car seat checks and installation.
Transportation
1. Continue to educate citizens and visitors on traffic safety through education and enforcement
efforts.
D. Improve the Communities
Ability to Withstand and
Recover from Disruptive
Event
Fire Department (Emergency Management)
1. Update and revise the City of Oshkosh Emergency Operations Plan.
2. Continue to offer additional training and exercises to City staff focusing on emergency
management.
3. Begin working on Continuity of Operations Plans for the City of Oshkosh.
E. Implement Strategies &
Solutions for Community
Risk Reduction
Police Department
1. Conduct civilian training for disruptive events.
Fire Department
2. Identify neighborhood risks and corresponding risk reduction strategies.
3. Pilot a fall prevention program with Oshkosh Senior Center.
Strategic Goal: PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY
F. Continue To Improve
Strategies To Address
Mental Health Crises
And Substance Abuse In
The Community
Police Department
1. Continue participation in local County CIT and Drug & Alcohol Task Forces and Groups.
2. Promote the Drug Addiction Initiative within the Community.
3. Continue to educate and reach out to schools, neighborhood associations, and citizens regarding
substance abuse.
Fire Department
1. Continue to participate in active efforts and seek new opportunities to reduce overdoses.
G. Improve Transportation
Safety Within
Community
Police Department
1. Continue to educate citizens & visitors on traffic safety through education and enforcement efforts.
2. Increase motorcycle unit deployments by 5%. Focus on traffic enforcement, particularly in
roundabouts
3. Improve transportation safety within community.
4. Improve outreach efforts to the community.
Transportation
1. Improve transportation safety through interdepartmental communication and assisting with
coordination of street closures and detours.
2. Evaluate and implement modern traffic engineering methods and road designs.
Future State: Public Safety Officials Are Trusted, Efficient and Effective Professionals.
Staff:
Mike Stanley
Dean Smith
Jim Collins
Strategic Goal: ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT
Objectives - WHAT Strategies / Tactics - HOW
A. Maximize our
Financial Position
1. Research alternative budget strategies.
2. Prepare Capital Improvement Program with dedicated funding for facilities, roads/utilities, and
other long-term projects. Total not to exceed the maximum limits set forth in the debt policy.
3. Establish parameters over a five-year period.
4. Monitor and report on debt management policy progress.
B. Recruit, Retain,
Engage, Develop, and
Recognize Employees
1. Analyze compensation issues to maximize staffing opportunities.
2. Provide employee advancement opportunity awareness and training.
3. Implement Diversity and Inclusion Plan & program corresponding employee education.
4. Diversify employee population to align with community demographics.
C. Improve our
Performance and
Outcome Measures
Including
Benchmarks
1. Continue employee education regarding performance measures / metrics.
2. Promote benchmark opportunities functionally, geographically, and comparably.
3. Utilize the Citizen Survey as a resource for future strategic planning / metric development.
D. Align Employee
Performance to
Department Plans
1. Connect departmental business plans to organization wide plan.
2. Refine “Guiding Principles” connection in employee evaluation process.
3. Improve employee’s understanding of role in achieving plan initiatives.
E. Build Trust Through
Communication,
Education, and
Relationship
Building
1. Facilitate communications with, and feedback from, employees.
2. Facilitate public awareness of City services and values.
3. Explore centralized/coordinated public communications and education.
4. Clarify the roles of elected officials, boards and commissions, staff and the public.
5. Support current partnerships & welcome new partners for collaboration.
Future State: Organizational efficiency has been maximized by successfully achieving City initiatives.
Staff:
John Fitzpatrick
Russ Van Gompel