HomeMy WebLinkAbout24. 2019-2020 Strategic Plan Updateushkosh
2019/2020 Strategic Plan Update
Strategic Plan 2019-2020
Report Created On: Jul 24, 2020
Page 1
Strategic Goal Objective Strategies & Actions
Overall Summary
Rio
On Track 46.15
Some Disruption 25.64
Status Major Disruption 1.28
Completed 26.92
Page 2
Plan Summary
Strategic Goal 1
Owner: Allen Davis
On Track
Some Disruption
Completed
37.5 15
50.0 20
12.5 5
59.57 28
40.43 19
SUPPORT ECONOMIC DEVELOPMENT Future State: Be
PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY
recognized as a premier community in Wisconsin by fostering
Future State: Public Safety Officials are trusted, efficient and
entrepreneurial activity, developing and retaining a diverse mix of
effective professionals
employees & employment opportunities, and revitalizing the
downtown/central city area and 1-41 corridor.
Strategic Goal 3
Strategic Goal 4
Owner: Allen Davis
Owner: James Rabe
I #
On Track 20.59 7
," Some Disruption 55.88, 19
Completed 23.53 8
On Track 44.0 11
Some Disruption 8.0 2
Completed 48.0 12
STRENGTHEN OUR NEIGHBORHOODS Future State: IMPROVE AND MAINTAIN OUR INFRASTRUCTURE Future
Neighborhoods throughout the community are attractive, well State: A safe and effective infrastructure that provides a
maintained, and desirable places to live that inspire positive social framework for full-scale community enjoyment
interactions among residents
Strategic Goal 5 Strategic Goal 6
Owner: Jeff Gilderson-Duwe Owner: John Fitzpatrick
On Track
Some Disruption
Major Disruption
Completed
30.77 8 On Track 38.81 26
15.38 s 4 0 Completed 61.19' 41
7.69 ''+ 2 ri
46.15 12
ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS ENHANCE THE EFFECTIVENESS OF OUR CITY
Future State: Natural, Cultural and Recreational Assets of the city GOVERNMENT Future State: Organizational efficiency has been
are recognized as a source of pride for the community maximized by successfully achieving City initiatives
Page 3
Objective 1.1
Owner: Allen Davis
I #
On Track 50.0 3
1 Some Disruption 33.33', 2
Completed 16.67 1
Attract, Expand, and Retain Businesses and Workforce Support Redevelopment Opportunities for Central City,
Waterfront, and Underutilized Properties in the City
Objective 1.3 Objective 1.4
Owner: Allen Davis Owner: Allen Davis
On Track 16.67 2 Some Disruption 100.0 4
4r%
Some Disruption 66.678
Status Completed 16.67 2 Status
Continue to Develop infrastructure needed to support business Promote and Market the City of Oshkosh
and residential development
Objective 1.2
Owner: Allen Davis
On Track 90.91 `j 10
Some Disruption 9.09 1
o�aiva
Page 4
Objective 2.2
Owner: Dean Smith
On Track
Completed
Objective 2.3
Owner: Dean Smith
66.67 �i 2
33.33 ? 1
On Track 66.67', 4
Completed 33.33'; 2
Strengthen Relationships with Neighborhood Organizations and Implement Strategies and Solutions for Community Risk
Diverse Community Groups Reduction
Objective 2.4 Objective 2.5
Owner: Dean Smith Owner Dean Smith
On Track 100.0 5A00%
On Track 100.0', 2 00%,
Continue to Improve Strategies to Address Substance Abuse in Improve Transportation Safety within Community
the Community
Page 5
Objective 2.8
Owner: Dean Smith
On Track
40 Completed
Completed 100.01
Strengthen our Professional and Diverse Workforce within Public
%Ole
Enhance Crime Prevention and Community Policing Strategies
Safety
Objective 3.1
Objective 3.2
Owner. Allen Davis
Owner: Allen Davis
On Track
50.0 -
3
On Track 50.0 2
Some Disruption
16.67
1
Some Disruption 50.0 2
Status Completed
33.33'
2
Status
Enhance and Promote a Culture of Neighborhood
Leverage City Resources and Incentives to Encourage Private
Investment in Neighborhoods
Objective 3.3
Objective 3.4
Owner. Allen Davis
Owner. Allen Davis
Some Disruption
83.33'
5
On Track 33.33' 2
Completed
Status
16.67
1
Some Disruption 66.67' 4
Status
Build Awareness for Neighborhood Development
Increase Owner Investment and Maintenance of Properties
Page 6
Objective 3.5
Owner: Allen Davis
Some Disruption
Completed
Some Disruption 100.0'; 5
Establish City Inter -Departmental Team to support ONE Oshkosh Increase Quality and Diversity of Housing Stock
Objective 4.1 Objective 4.2
Owner: James Rabe Owner: James Rabe
On Track 14.29 1
Completed 85.71 6
On Track 33.33', 1
Some Disruption 33.33 1
Completed 33.33 °' 1
Improve Our Streets, Transit, Bike, Pedestrian and Public Utilities Improve Our Storm Water Management
Objective 4.3 Objective 4.4
Owner: James Rabe Owner- Jim Collins
% # % #
On Track 60.0 " 3 0 On Track 50.0 2
Some Disruption 20.0 1 0 Completed 50.0 2
StatUS Completed 20.0 1 StatufoFs
Execute Our Clear Water Initiatives
I Improve Our City Buildings and Improve Energy Efficiency
Page 7
Objective 4.5
Owner: James Rabe
On Track
19 Completed
On Track 100.0', 3
Update and Maintain Our City Equipment
Update and Maintain Our City Technology
Objective 5.1
Objective 5.2
Owner; Ray Maurer
Owner Ray Maurer
On Track
16.67 1
0 On Track
20.0 1
Completed
Status
83.33 5
0 Completed
CStatus
80.0 4
Update Comprehensive Outdoor Recreation Plan (CORP)
Implement 2018-2020 Parks Strategic Plan
Objective 5.3
Objective 5.4
Owner. Allen Davis
Owner: Brad Larson
Completed
100.0 1
eft% 0 On Track
50.0 ', 2
OIP%
0 Major Disruption
50.0 2
Continue to Develop River Walk "Focus on the Water" Enhance the Museum's Capacity to Recognize, Preserve, and
Interpret the History of Our Community
Page 8
Objective 5.5
Owner; Jeff Gilderson-Duwe
On Track 25.0 1
a Some Disruption 50.0 2
Completed 25.0 ',- 1
Objective 5.6
Owner: John Fitzpatrick
On Track 50.0 3
Some Disruption 33.33 2
Completed 16.67', 1
Make Progress Toward the Library's Vision of "A Library in Every Establish a Long -Term Funding Strategy to Support and Improve
Life" Arts and Culture
Objective 6.1 Objective 6.2
Owner: John Fitzpatrick Owner John Fitzpatrick
% ! #
On Track 28.57': 4
Completed 71.431°. 10
On Track 100.0, 2
Page 9
On Track
Completed
Align Internal Department Action Plans to Strategic Plan IAlign Employee Performance to Department Flans
Implement / Improve Our Performance and Outcome Measures
Objective 6.9
Owner: John Fitzpatrick
On Track 100.0', 3
Strengthen Partnerships and Collaboration in Diverse Community
Groups (Public/Private)
25.0 2
75.0 6
%we
Enhance Local Engagement with State Legislators to Increase
Local Control
Page 10