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HomeMy WebLinkAbout10-316SEPTEMBER 28, 2010 10 -316 RESOLUTION (CARRIED 6 -0 LOST LAID OVER WITHDRAWN ) AS AMENDED PURPOSE: RESOLUTION ADOPTING A STRATEGIC PLAN FOR THE CITY OF OSHKOSH INITIATED BY: CITY MANAGER WHEREAS, the Oshkosh Common Council had established a set of goals for the City Manager, which included the development of a Strategic Plan for the city; and WHEREAS, department heads have been meeting for the past 18 months to prepare a Strategic Plan for consideration by the Common Council; and WHEREAS, the Oshkosh Common Council met with department heads in the fall of 2009 to discuss and reach consensus on a mission statement, a vision for the city, guiding principles for a Strategic Plan, planning assumptions for a Strategic Plan, and the establishment of strategic directions and goals for the city; and WHEREAS, based upon this input from the Common Council, city department heads prepared a final draft of the Strategic Plan, which identifies priority goals for 2010 -11, and identifies ways in which the city staff can measure the accomplishment of said goals; and WHEREAS, the adoption of a Strategic Plan will provide the Council, city staff, and the Oshkosh community with a direction of where the city can proceed for the future; and WHEREAS, a 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 a Strategic Plan for the City of Oshkosh; and BE IT FURTHER RESOLVED that the Oshkosh Common Council directs the City Manager to implement activities identified in the Strategic Plan in order to meet the goals established by the Common Council through the Strategic Planning process; and BE IT FURTHER RESOLVED that the Oshkosh Common Council will review the Strategic Plan on a biennial basis to provide direction to staff and reprioritize goals as necessary. City of Oshkosh Strategic Plan The mission of the City of Oshkosh is to provide goods and services in pursuit of a safe and vibrant community August 6, 2010 Citizens of Oshkosh, After accepting the position of City Manager here with the City of Oshkosh, it became clear to me that we needed to develop a framework to organize our thoughts, energy and direction in a comprehensive manner in order to be as effective as possible for the benefit of our citizenry. Numerous planning documents have been produced, but none have taken into consideration the actions of each so as to create congruency of our organizational goals and actions. In recognition of this situation and after more than a year of work involving the thoughts of citizens, Council Members and staff, I am pleased to share with you our final draft of the City of Oshkosh's first Strategic Plan. This plan outlines our: ❖ Community ❖ Organization ❖ Mission - the reason for our existence ❖ Vision - our description of the desired future ❖ Guiding Principles — how we want to behave as we fulfill the mission and achieve the vision ❖ Planning Assumptions — the conclusions we have come to based on a review of data and information. The logical basis for our vision and strategy ❖ Strategic Directions — A critical few paths we will follow to create the desired future ❖ Goals — tactical goals to advance the strategies in a current year ❖ Actions — specific acts intended to accomplish goals ❖ Performance Measures — specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time Many thanks to everyone involved in this effort and those we will rely upon to make this plan a reality. It is my hope that this Strategic Plan will be the instrument to help our words match our actions, and our actions match our words. Sincerely, Mark A. Rohloff City Manager City of Oshkosh Community Profile The City of Oshkosh, (population 62,916), is an award - winning community in the heart of the Fox River Valley, about ninety miles north of Milwaukee and fifty miles south of Green Bay. Oshkosh is a progressive and participative community that offers small -town friendliness with big city features and a high quality of life for people of all ages and interests. The City encompasses 24 square miles. It is the largest municipality in Winnebago County, which has a population of over 163,000 within its borders. Oshkosh is served by US Highways 41 and 45 and State Highways 21, 44, and 76, Wittman Regional Airport, the Outagamie County Regional Airport (20 miles), and General Mitchell International Airport (80 Miles). Oshkosh is a great place to live as a result of an excellent school system, outstanding health care facilities, abundant entertainment opportunities, a low cost of living, a clean environment, and much more. The attributes of Oshkosh include its parks, galleries, nationally accredited museums, golf courses, entertainment venues, festivals, and activities that make Oshkosh a haven for anyone interested in combining city life with the benefits of a small town. Oshkosh and the surrounding area boast an abundance of sights and sounds for residents and visitors to discover and enjoy. The city is on the western shore of Lake Winnebago (217 square miles) and banked by the Fox River and Lake Butte des Morts (8,800 acres). Oshkosh has been ranked in Money Magazine's " "Top 100 Best Places to Live in the United States ", in 2009 Business Week ranked Oshkosh as " "The Best Place in Wisconsin to Raise Kids" and the Oshkosh metro area was named one of the " "50 Smart Places to Live" in the United States by Kiplinger's Personal Finance in June of 2006. Rankings were based upon the amount and quality of affordable housing, a reasonable cost of living, quality of life, access to health care, and a strong economy. Wisconsin has some of the safest metro areas in the U.S. according to the 13th annual Safest City and Metropolitan Area Awards compiled by Morgan Quitno Press. The Oshkosh - Neenah MSA also was named a 2007 5 -star Quality of Life Metropolitan area by Expansion Management. Quality of life factors considered when compiling the list include affordable housing, good public schools, and median income. Oshkosh has a rich history. While the fur trade brought the first European settlers to this area as early as 1818, the establishment and growth of the lumber industry after the Civil War fueled the development of Oshkosh. The structures which now make up the city's historic areas are a result of the capital and materials generated by the lumber and associated wood manufacturing industries. When Oshkosh was formally incorporated in 1853, it had already been designated the county seat and had a population of nearly 2,800. The 1859 arrival of rail transportation provided an important opportunity to meet the demands of a larger and rapidly growing construction market. By 1870, Oshkosh had become third largest city in the state with a population of over 12,000. In addition to providing capital and materials for construction of buildings now considered historic, the lumber industry was associated with entrepreneurs and businessmen who made significant contributions to the community, politics and philanthropic organizations. Availability of materials and capital, along with the devastating downtown fires in the mid 1870s, created opportunities for architects to produce a range of well- designed buildings for residential, commercial, civic and religious use. Oshkosh has a strong tradition of education and offers one of the finest school systems in the nation. The schools, both public and private, offer a variety of educational programs. Oshkosh was one of the seven cities in Wisconsin on a list of the top 25 school districts in the country, according to the July 2006 issue of Corporate Report Wisconsin. Public schools in Oshkosh include fifteen elementary schools, five middle schools, two high schools, and four charter schools with nearly 10,300 students. In addition, the private schools have an enrollment just over 1,000 students. Fox Valley Technical College, headquartered in Appleton, has two locations in Oshkosh and is constructing a third. The University of Wisconsin Oshkosh is the third largest university in the state, with a total enrollment of more than 13,000 students. With 1,400 graduate students, UW Oshkosh has the largest graduate program of the eleven comprehensive universities in the UW System. The University's 74 associate, baccalaureate and master's degree programs are organized within four outstanding colleges; Business Administration, Education and Human Services, Letters and Sciences, and Nursing. The University, founded in 1871, serves as an arts and cultural center for 1.2 million citizens of northeast Wisconsin, and its NCAA Division III athletic program is among the very best in the nation. Oshkosh has two hospitals newly built since 2000, Mercy Medical Center and Aurora Medical Center, with over 200 beds. There are five clinics in the community and 180 physicians /nurse practitioners. There are 29 community parks and natural resource areas, several golf courses, four museums /galleries, a library, movie theater and numerous marinas and boat landings. Attractions include the Experimental Aircraft Association (EAA), the Grand Opera House, Leach Amphitheater, Menominee Park and Zoo, Military Veterans Museum, Morgan House, Opera House Square, Oshkosh Public Museum, Paine Art Center and Gardens, Pollack Community Water Park, and the Oshkosh Public Library. Oshkosh is a state leader in regard to hosting annual events including several Professional Fishing Tournaments, Brews & Blues, Celebration of Lights, Country USA Concert, Faire on the Green, EAA Air Venture Oshkosh, Miss Wisconsin Pageant, Irishfest, U.S. Open Volleyball Tournament, Otter Street Fisheree, Sawdust Days, Inland lake Yachting Association Regatta, Lifest Christian Music Festival and Waterfest Summer Concert Series. Organizational Profile The City of Oshkosh provides services to the City of Oshkosh twenty -four hours a day, 365 days a year and operates under a Council / City Manager form of government. The seven member City Council, including the Mayor, are all elected at large. The council is the legislative and policy making body of the City. The Council selects the City Manager who is the Chief Executive Officer of the City. The City Manager is responsible for planning, organizing, and directing the activities of the municipality. Under the direction of the City Manager, the City is presently comprised of 620 full and part time employees, of which 13 are officials or administrators, 43 are supervisors / managers, 196 are involved in protective services, 64 are professionals, 52 are paraprofessionals, 154 are public works employees and 98 are office or clerical workers. These employees are organized into the 14 departments listed on the corresponding organizational chart. CITY OF OSHKOSH ORGANIZATION CHART CITIZENS OF OSHKOSH CITY COUNCIL ]� CITIZEN CITIZEN ADVISORY ADVISORY BOARDS BOARDS CITY MANAGER LIBRARY MUSEUM DEPARTMENT DEPARTMENT HEALTH COMMUNITY ADMINISTRATIVE FINANCE CITY CLERK TRANSPORTATION FIRE POLICE tDEPARTMENT LEGAL PUBLIC WORKS SERVICES DEVELOPMENT DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT SERVICES DEPARTMENT EPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT H Accounting & Personnel, Health Services Transit Operations Pa roll, Benefits, Patrol Services Engineering Planning Division Collections Y H Division Division Division Safe & Risk Bureau Division Division Safe Mgmt. Division Traffic Administrative Forestry Senior Services Inspection Water &Sewer Training Division Cemetery Street & Central Engineering General Services Services Bureau Division Services Division Utility Division Division Division Garage Division Division ......... Fire Prevention Investigative Parkin Utili Division Services Bureau Park &Revenue Parking b Sanitation Information Assessor Division Division Facilities Division Technology Division Division Maintenance Division Golf Course Division L ivision Emergency Medical Services Division Mission The mission of the City of Oshkosh is to provide goods and services in pursuit of a safe and vibrant community Vision A thriving and sustainable community offering abundant opportunities for work and life Guiding Principles ❖ We will serve the public with a confident can -do spirit ❖ We will hold ourselves to the highest standards with a dedication to preserving the public trust ❖ We will provide the public with information on our actions and decisions ❖ We will engage citizens to the maximum practical extent at all stages of policy development ❖ We will act in a fiscally responsible manner on behalf of our citizens ❖ We will respond to citizens' requests equitably and fairly in a timely, informative and thorough manner ❖ We will take a prudent and creative approach to problem solving ❖ We will strive to achieve equity in the allocation of community resources Planning Assumptions ❖ A strong culture of collaboration among public, private and non - profit organization(s) will continue and be necessary ❖ Our competitiveness and success will depend on our ability to manage change and respect differing viewpoints ❖ Our community will become increasingly diverse ❖ Economic challenges will continue to constrain resources ❖ The community will continue to expect the same or a higher level of service ❖ Enforcement of policy will be applied equitably Strategic Directions ❖ Promote openness and communication ❖ Build positive working relationships between Council and staff ❖ Build and maintain high quality infrastructure ❖ Support sustainable economic development in the community ❖ Continuously improve services to the public ❖ Support strong, safe neighborhoods ❖ Strengthen relationships with community partners and other entities ❖ Preserve and promote community assets ❖ Embrace the history and character of the city Priority Goals for 2010 -2011 ❖ Improve the public's knowledge and understanding of the City operations ❖ Improve storm water management and street conditions ❖ Improve processes that support business retention and development ❖ Establish performance measures that document the efficiency and effectiveness of City services ❖ Create a public /private partnership to foster grassroots neighborhood organizations ❖ Develop long -term preservation, maintenance and improvement strategies for the city's natural, cultural and recreational assets Future Goals ❖ Create opportunities for Council and staff to share information about City operations and developing issues ❖ Engage a wide diversity of community organizations and stakeholders in City goal setting processes ❖ Tell the Oshkosh Historical Story Planning documents considered for goal congruency ❖ Operating Budget ❖ Five Year Capital Improvement Program ❖ Annual Audit ❖ City Manager Goals ❖ Comprehensive Plan ❖ Storm Water Management Plan ❖ Parks Plan ❖ Police Department Strategic Plan ❖ Fire Department Strategic Plan ❖ Library Action Plan ❖ Museum Strategic Plan ❖ Visioning Study ❖ Transit Plan ❖ Sustainability Plan ❖ Bike and Pedestrian Plan ❖ Mayor's Gateways Committee Report ❖ Municipal Parking Lot Assessment Plan ❖ Inflow and Infiltration Study ❖ City Ordinances ❖ Individual Components of the Strategic Plan ❖ Business Plans for CHAMCO, Inc. the Oshkosh Industrial Development Corporation and OAEDC, the Oshkosh Area Economic Development Corporation PRIORITY GOAL ❖ Improve the public's knowledge and understanding of the City operations Actions established to accomplish goals Primary Responsibility Performance measures for Year in which this the accomplishment of action / goal will be this action / goal accomplished Conducted initial customer service training to Administrative Services with Citizen surveys, including 241-0 provide common levels of service assistance from all departments current UWO project, on Complete site and Web based study Upgrade City website to enhance ease of use Administrative Services with Web site traffic data and 241-0 and information sharing assistance from all departments analysis Complete Implement Nixle to share information with the Administrative Services with Aggregate subscriber 241-0 public by text message assistance from all departments participation numbers Complete Share information with Neighborhoods All departments with assistance Attendance numbers, exit 241-0 through OPD Community Policing Structure from Administrative Services surveys & analysis Ongoing Provide government access programming via Administrative Services with Citizen surveys and web 241-0 TV, Radio and Web. Increase and vary web assistance from all departments site traffic data Ongoing streamed material to illustrate organizational efforts and showcase our communi Establish a City organizational speakers Administrative Services with Attendance numbers, exit Establish in 2010 for bureau for citizens to access assistance from all departments surveys & analysis use in 2011 Reactivate the Citizens Academy to provide Administrative Services with Attendance numbers, exit Reactivate in 2010 educational opportunities assistance from all departments surveys & analysis for use in 2011 Establish orientation for Council members to Administrative Services with Analysis of an exit survey 2011 facilitate ease of communication assistance from all departments & participation by the Council Promote understanding / communication City Manager's Office with the To be determined, based 2011 between City Boards & Commissions assistance of staff liaisons and on Board & Commission Boards & Commissions survey results PRIORITY GOAL ❖ Improve storm water management and street conditions Actions established to accomplish goals Primary Responsibility Performance measures for the Year in which accomplishment of this action / goal this action / goal will be accomplished Complete second phase of Inflow & Public Works Department Report complete and corrective 3r Quarter, Infiltration Study actions outlined 2010 Prepare and submit 2011 -15 CIP to Common Public Works Department Approved CIP 4 t " Quarter, Council 2010 Initiate corrective actions based on results of Public Works Department Improved readings at the WWTP 3 Quarter and first phase of I&I Study 4 t " Quarter, 2010 Continue paving program to improve local Public Works Department Miles of streets with PASER rating Annual paving street and associated utility conditions of 3 or less, Miles of streets program is reconstructed or paved & reduction complete by of deteriorated utilities under streets November of each year Support construction projects by state and Public Works Department Miles of streets reconstructed or 2010 county to improve arterial and collector street paved Ongoing conditions Complete storm water management plans for Public Works Department # of basins with complete storm 2010 additional basins water management plans Ongoing Implement recommendations of storm water Public Works Department # of detention basins 2010 management plans constructed (two per year goal) Ongoing Acre -feet of basin capacity added Educate community leaders and the public Public Works Department Number of presentations to Council, 2010 about storm water management efforts and with the assistance of Boards & Commissions and Ongoing receive feedback on improvement efforts Administrative Services community groups. Surveys of those groups and the communi PRIORITY GOAL ❖ Improve processes that support business retention and development Actions established to accomplish goals Primary Responsibility Performance measures for Year in which the accomplishment of this this action / action / goal goal will be accomplished Create Public / Private Financing Community Development Department Annual TIF reports by 4th quarter, partnerships with the assistance of CHAMCO, Inc. the including property value, 2010 • Develop tax incremental Oshkosh Industrial Development number of jobs, etc. financing (TIF) guidelines Corporation and OAEDC, the Oshkosh Annual vacancy rates for 2n quarter, • Work with developers on Area Economic Development Corporation buildings and land. 2011 creative financing Number and value of 1S quarter, opportunities — IRBs, MDZB, permits 2011 WHEDA, State and Federal Number of businesses in the 1 St quarter, grants City 2011 • Utilize County Revolving Loan Total dollars leveraged with 1 St quarter, Fund City funds — private and 2011 grant $ Land and building inventory 4th quarter, 2010 Solicit proposals for continued Community Development Department RFP responses 3r quarter, redevelopment of the Marion Road site with the assistance of the OAEDC 2011 Complete the design and construction of Community Development Department Number of acres of 2011 the next addition to the Southwest with the assistance of the Public Works available land Industrial Park Department and CHAMCO, Inc. Plan for Business Park expansion Community Development Department, Number of acres of 1S quarter, Public Works Department and the OAEDC available land 2011 Be more responsive to business owners Community Development Department On -time performance 2011 and developers • Refine Site Plan Review process and commit to timelines within the City • Improve the Building Inspection process and procedures to maximize time PRIORITY GOAL ❖ Improve processes that support business retention and development Actions established to accomplish goals Primary Responsibility Performance measures for Year in which the accomplishment of this this action / action / goal goal will be accomplished Improve the image of the Inspection Services Division • Implement customer service Community Development Department Number and nature of 2011 measures for availability, plan complaints review, inspections, unresolved problems and occupancy • Assign staff project Community Development Department Feedback from CHAMCO, 2011 management responsibilities Inc., the OAEDC, the for each project in the City Oshkosh Chamber of Commerce and the BID, the Downtown Oshkosh Business Improvement District • Create a One -Stop Shop for Community Development Department 95 % on -time performance 2011 City development permitting with the assistance of Public Works for availability, plan reviews Department and inspections Create tax incremental financing (TIF) Community Development Department Inventory information 4 t " quarter, guidelines, policies, and a TIF application with the assistance of CHAMCO, Inc. and distributed and accessed via 2010 packet for use in existing and future tax the OAEDC City website using analytics incremental districts TIDs Update the Economic Development Community Development Department Plan Adoption 2011 Element of the Comprehensive Plan — with the assistance of the OAEDC and including Airport element CHAMCO, Inc. Complete business retention calls to all CHAMCO, Inc. the and OAEDC Call response 2011 industries in the City PRIORITY GOAL ❖ Create a public / private partnership to foster grassroots neighborhood organizations Actions established to accomplish goals Primary Responsibility Performance measures for the Year in which accomplishment of this action / this action / goal goal will be accomplished Start a full - service neighborhood housing Community Development Property value assessment, 4 t " quarter, services organization Department with the assistance neighborhood satisfaction survey, 2010 of the Oshkosh Area private investment in the Community Foundation neighborhood, code enforcement complaints and closure rate assessment Provide public and private funding for Community Development Property value assessment, 4 t " quarter incentives directed toward home purchases Department with the assistance neighborhood satisfaction survey, 2010 and home improvements such as down of the Oshkosh Area private investment in the payment assistance, low or no interest loans, Community Foundation neighborhood, code enforcement forgivable loans, and grants complaints and closure rate assessment Update codes regarding context - sensitive Community Development Property value assessment, 2nd quarter, architectural requirements for exterior Department neighborhood satisfaction survey, 2011 improvements throughout the City private investment in the neighborhood, code enforcement complaints and closure rate assessment Help create neighborhood associations Police Department and Crime rates and pubic service call 2011 throughout the City that will help create a Community Development volume assessment neighborhood sense of place and belonging Department Encourage neighborhood interaction through Community Development # of events & attendees by age 2 nd quarter, park activities, block parties / potlucks, Department, Police Department 2011 clean-up days, and community gardens, etc. and Parks Department Improve City Infrastructure such as streets, Public Works Department and PASER scores and number of 2 nd quarter, utility systems and park facilities Parks Department sewer back -ups 2011 PRIORITY GOAL ❖ Create a public / private partnership to foster grassroots neighborhood organizations Actions established to accomplish goals Primary Responsibility Performance measures for the Year in which accomplishment of this action J this action / goal goal will be accomplished Support improved school performance and Oshkosh Area School District School scores & reputations, 3r quarter, appearance recreation programs with the assistance of the recreation program attendees by 2011 Community Development age Department and Parks Department Update City home occupation code to Community Development Number of home occupations in 4 t " quarter, encourage home occupations Department the neighborhood 2011 Create a neighborhood report card program Community Development Survey feedback 4 t " quarter, and consider expansion to include the Department 2011 participation of other departments PRIORITY GOAL ❖ Develop long -term preservation, maintenance and improvement strategies for the city's natural, cultural and recreational assets Actions established to accomplish goals Primary Responsibility Performance measures for Year in which this the accomplishment of action / goal will be this action / goal accomplished Update the Bicycle and Pedestrian Plan Community Development Inclusion in the Capital 2010 Department with the assistance Improvement Plan and of the Parks, Public Works and adoption by the Council Transportation departments Update the Parks and Open Spaces Plan Parks Department with the Inclusion in the Capital 2011 assistance of the Parks Advisory Improvement Plan and Board adoption by the Council Inventory the natural, cultural and Library, Museum, Parks Completion of inventory 2011 recreational assets under city management, department and Seniors Center report considering organizational and infrastructural with the assistance of elements Administrative Services Develop facilities plans for the library, Library, Museum, Parks Inclusion in the Capital 2011 museum, parks and seniors centers as initial department and Seniors Center Improvement Plan and steps toward a city -wide facilities plan with the assistance of adoption by the Council corresponding boards and Administrative Services