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Home My WebLink About15. 12-455 SEPTEMBER 25, 2012 12-455 RESOLUTION (CARRIED__7-0_____ LOST _______ LAID OVER _______ WITHDRAWN _______) PURPOSE: APPROVE 2012-2014 STRATEGIC PLAN INITIATED BY: CITY MANAGER WHEREAS, the Oshkosh Common Council has previously developed a Strategic Plan for the City; 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 worked together to update the Strategic Plan, identifying priority goals and ways in which the city staff can measure the accomplishment of said goals; and WHEREAS, the 2012-2014 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 2012-2014 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 2012-2014 Strategic Plan in order to meet the goals established by the Common Council through the Strategic Planning process. Marketplace Realities Changing Public •The community will continue to expect the same or a higher levelof service •Our community will become increasingly diverse •Polarized public sentiment Next Exit •We cannot be doing business the way we have been •Increasing competition to attract and retain businesses, industries, employees Excellence in and residents Federal and State Political Environment Oshkosh •Economic challenge will continue to constrain resources •Mandates will affect work plans and requirements •Legislation continues to evolve the work environment Future State People / Culture •Engaged and committed Engaging Past / Current State employees and residents •Community-wide shared vision of People / Culture priorities and goals •Uncertainty of the future Accountable •Be more competitive, innovative impacting morale Innovative and market driven •Quick responses to market •More flexible and agile to respond Can Do Spirit changes are difficult to the legislative and community •Narrowly focus changes •Reactive, not proactive Improve Our •Plan approach to change Quality of Life •Performance based culture Process Strengthen Our Assets •Functionally focused Neighborhoods Process organization Support Business •Achieves operational integration •Functions act as distinct islands Improve and Economic Develop a and alignment •Very detailed procedural level, Maintain Our DevelopmentPerformance Culture •Involves cross-department lots of views of trees but no view Infrastructure collaboration of the forest •Higher level view of the Improve Employee •Change is the constant organization Engagement Economical •Is continuously improving Technology Equitable •Meets the needs of our customers •Outdated core support systems •Changes and adaptations are TransparentResponsive Technology costly and time consuming •We provide technology solutions that meet our customers’needs Guiding Principles We will….. City of Oshkosh Serve the public with a confident can-do spirit Can Do Spirit Hold ourselves to the highest standards with a dedication to preserving the public trust Accountable Provide the public with information on our actions and decisions Transparent Actively pursue citizen involvement throughout the decision making process Engaging Act in a fiscally responsible manner on behalf of our citizens Economical Respond to citizens’requests equitably & fairly in a timely, informative & thoroughmanner Responsive Take a prudent and creative approach to problem solving Innovative Strive to achieve equity in the allocation of community resources Equitable City of Oshkosh 2012-14 Strategic Plan City of Oshkosh August, 2012 1 Sept., 2012 I.IMPROVE AND MAINTAIN OUR INFRASTRUCTURE I.A Improve Our Streets , Transit, Bike and Pedestrian Infrastructure I.B Improve Our Storm Water Management and Execute Our Clear Water Initiatives I.C Improve Our City Buildings I.D Manage Our City Equipment II.SUPPORT BUSINESS ECONOMIC DEVELOPMENT CITY OF OSHKOSH EXTERNAL PRIORITY GOALS II.A Make It Easier For Potential Businesses/ Developers (CMG) 2013-14 II.B Create Economic Development Plan STRATEGIC PLAN II.C Identify / Develop Funding Sources II.D Partner with Existing Businesses Vision III.STRENGTHEN OUR NEIGHBORHOODS A thriving and sustainable community offering abundant opportunities for III.A Create a Culture of Neighborhood work and life III.B Realign and Update Zoning (CMG) Mission III.C Promote and Develop Public / Private Partnerships The City of Oshkosh provides goods and III.D Increase & Encourage Owner Occupancy / Owner Investment in Property services in pursuit of a safe and vibrant III.E Enhance Crime Prevention Measures community Guiding Principles –We Will…IV.IMPROVE OUR QUALITY OF LIFE ASSETS 1.Can Do Spirit: Serve the public with a Preserve, Maintain and Improve City’s Natural, Cultural, and Recreational assets (sustainability, historic preservation confident can-do spirit IV.A Develop Riverwalk 2.Accountable:Hold ourselves to the IV.B Update Existing Quality of Life Asset Plans highest standards with a dedication to preserving the public trust IV.C Implement Top Priority Projects in Plans 3.Transparent: Provide the public with IV.DReview Special Events Policy information on our actions and decisions IV.DDevelop Alternative Funding Models for Quality of Life Assets 4.Engaging: Actively pursue citizen involvement throughout the decision I. IMPROVE EMPLOYEE ENGAGEMENT making process 5.Economical:Act in a fiscally responsible II.A Increase Opportunities for Employee Involvement manner on behalf of our citizens INTERNAL PRIORITY GOALS II.B Improve Employee’s Understanding of Role 6.Responsive:Respond to citizens’ requests equitably and fairly in a timely, II.C Improve Communications with and Feedback from Employees informative and thorough manner 7.Innovative:Take a prudent and creative II. DEVELOP A PERFORMANCE CULTURE approach to problem solving 8.Equitable:Strive to achieve equity in the I.A Develop City Key Performance Indicators (KPIs) and Council Dashboard allocation of community resources I.B Identify Key Performance Indicators (KPIs) and Dashboard forKey City Services w/in Departments Target / Lead Stakeholders I.C Develop Capability to Determine ROI for Larger City Projects and Services •Resident Owners –Businesses and I.D Develop and put in place a pay for performance system for all non-represented employees (CMG) Homeowners I.E Build Leader and Employee Skills to Manage to Performance Measures •Potential Owners –Business and Homeowners I.F Create City Lean Improvement Project Initiative •Frontline Employees I.G Increase Public Awareness of City Services and Value •City Leadership Objectives -WHAT Strategies / Tactics -HOW EXTERNAL Priority Goals Complete Hwy 41 Reconstruction  I.IMPROVE AND Sept., 2012 Improve Roundabout Safety  I.AImprove Our Streets , Transit, Bike and MAINTAIN OUR Improve traffic flow and “main corridor look”  Pedestrian Infrastructure through business districts –9Ave Corridor Plan th INFRASTRUCTURE Increase underground utilities  Staff Owner(s): Public Works, Transportation, Implement bike / pedestrian plan recommend  Community Development Example of Potential Measures: Implement transit development plan recommend.  General Develop transit tracking system (CMG)   $ Spent By Type of Project Complete Phase I corrective actions   Project On-Time & w/in Budget I.BImprove and Implement Storm Water Complete Phase II of Inflow & Infiltration Study  CITY OF OSHKOSH Index CITY OF OSHKOSH Develop plan for new watersheds  Management Plans and Clear Water Water Management Reduce Cross connections  2013-14 2013-14  Water Incidences (KPI) Initiatives Identify Policies to Address Clear Water Initiatives   Volume of Storm Water Capacity Staff Owner(s): Public Works STRATEGIC PLAN STRATEGIC PLAN Educate community leaders and public  Street  Construct new central garage (CIP) Feet Status of Street (Pending,  I.CImprove Our City Buildings Improve the efficiency of our buildings Closed, Completed)Correlated w/  Vision Vision Implement HVAC/Roofing recommendations Arterial/Collect.  Staff Owner(s): Facilities Maintenance A thriving and sustainable community A thriving and sustainable community  Implement parking lot replacement schedule Feet of Sewer > 70 Years Old  offering abundant opportunities for offering abundant opportunities for  Total Time Closed per Ft of Street work and life work and life I.D Manage Our City Equipment  Street PASER Rating < 3 Implement replacement schedule per CIP  Staff Owner(s): Various Departments Transit Ridership Mission Mission The City of Oshkosh provides goods and The City of Oshkosh provides goods and Provide a “one-stop-shop”/ single point of contact /  services in pursuit of a safe and vibrant services in pursuit of a safe and vibrant concierge service for potential business and community community developers Develop a plan that centralizes economic  II.AMake It Easier For Potential Guiding Principles –We Will… Guiding Principles –We Will… development for the city of Oshkosh (CMG) 1.Can Do Spirit: Serve the public with a 1.Can Do Spirit: Serve the public with a Businesses/ Developers Determine Optimal Economic Development  II.SUPPORT confident can-do spirit confident can-do spirit Structure (Q4 2012) Staff Owner: Community Development 2.Accountable:Hold ourselves to the 2.Accountable:Hold ourselves to the Streamline Development Plan review and approval  BUSINESS highest standards with a dedication to highest standards with a dedication to process preserving the public trust preserving the public trust ECONOMIC Streamline Permitting process  3.Transparent: Provide the public with 3.Transparent: Provide the public with Improve Building Inspection process to min. time  DEVELOPMENT information on our actions and decisions information on our actions and decisions SWOT  4.Engaging: Actively pursue citizen 4.Engaging: Actively pursue citizen Market Segmentation (Ind., Comm / Retail /  involvement throughout the decision involvement throughout the decision Service) making process making process Identify Regional Competitive Advantages  II.BCreate Economic Development Plan Example of Potential Measures: 5.Economical:Act in a fiscally responsible 5.Economical:Act in a fiscally responsible Create Inventory of Available Properties  # & sq. ft of buildings / sites manner on behalf of our citizensStaff Owner(s): Community Development manner on behalf of our citizens Create Marketing Plan  available 6.Responsive:Respond to citizens’ 6.Responsive:Respond to citizens’ Identify Major Stakeholders  Status –Open, Pending, requests equitably and fairly in a timely,  requests equitably and fairly in a timely, Financing Options  Closed informative and thorough manner informative and thorough manner Include Airport  # Qualified Contacts 7.Innovative:Take a prudent and creative  7.Innovative:Take a prudent and creative Identify Federal, State, Regional, County, and Local  Satisfaction with Service  approach to problem solving approach to problem solving Public and Private Funding Options II.CIdentify / Develop Funding Sources Job Loss / Closings 8.Equitable:Strive to achieve equity in the  8.Equality:Strive to achieve equity in the Establish Revolving Loan Fund –OAEDC, County  Local Employment Rate allocation of community resources Staff Owner(s): Community Development allocation of community resources Develop Financial Assistance (TIF) Package / Kit For  Increase in Taxable Value  Potential Businesses & Homeowner Development Cycle Time Target / Lead Stakeholders Target / Lead Stakeholders Identify Partnership Opportunities  ROI of Economic Development •Resident Owners –Businesses and  •Resident Owners –Businesses and Identify Best Fit with Existing Businesses and Target  Homeowners Homeowners Develop Joint Marketing / Sales Program to Targets  •Potential Owners –Business and II.DPartner with Existing Businesses •Potential Owners –Business and “Oshkosh”, UW-O, FVTC, OASD, Chamber, OADC,  Homeowners Homeowners Staff Owner(s): Community Development CVB, OACF, Chamco •Frontline Employees •Frontline Employees Assist Local Bus. w/ Stay, Expand, Growth Plans  •City Leadership •City Leadership Complete Business Retention Calls  Objectives -WHAT Strategies / Tactics -HOW EXTERNAL Priority Goals Identify Target Neighborhoods  Sept., 2012 Create proper buffers between residential and  III.ACreate a Culture of Neighborhood commercial development Staff Owner(s): Community Development, Police Establish neighborhood identities  Department Develop Neighborhood Plans  Create a Neighborhood Report Card Program  III. STRENGTHEN Redefine zoning codes to match neighborhood  identities and needs OUR Update and implement revised zoning regulations  III.BRealign and Update Zoning NEIGHBORHOODS and codes (CMG) CITY OF OSHKOSH Staff Owner(s): Community Development Review Staffing for code enforcement-nuisance  2013-14 abatement Example of Potential Measures: Assess Zoning regulations for historical district  Target Neighborhood Teams  STRATEGIC PLAN Partner w/ Neighborworks, Advocap, Habitat, Formed and Plans Developed III.CPromote and Develop Public / Private Police/Fire, Landlords, Housing Authority Decrease of Calls in Target  Partnerships Vision Jointly Develop Neighborhood Development Plans Neighborhoods Staff Owner(s): Community Development A thriving and sustainable community to Targeted Neighborhoods # Owner Occupants  offering abundant opportunities for $ Investment in Improvements  work and life III.DIncrease & Encourage Owner Occupancy / Quality of Neighborhood  Update City Home Occupation Code  Owner Investment in Property Provide public and private funding incentives for  Mission home improvements and purchases Staff Owner(s): Community Development The City of Oshkosh provides goods and services in pursuit of a safe and vibrant Continue to develop and refine neighborhood  III.EEnhance Crime Prevention Measures community watch group Staff Owner(s): Police Department TBD  Guiding Principles –We Will… IV.A Develop Riverwalk Complete North side  1.Can Do Spirit: Serve the public with a Staff Owner(s): Community Development, Parks Complete South side  confident can-do spirit Department 2.Accountable:Hold ourselves to the highest standards with a dedication to Public library  preserving the public trust Public Museum  IV.BUpdate Existing Quality of Life Asset Plans 3.Transparent: Provide the public with Senior Center  Strategic Plans • information on our actions and decisions Zoo  Facilities Plan -Physical / • 4.Engaging: Actively pursue citizen Convention Center  IV.IMPROVE OUR involvement throughout the decision Maintenance Develop maintenance plan for statues &  making process monuments Capital Improvements • QUALITY OF LIFE 5.Economical:Act in a fiscally responsible Develop (LR) physical & financial maintenance plan  manner on behalf of our citizens for Grand Opera House, working as partners with ASSETS Staff Owner(s):Various 6.Responsive:Respond to citizens’ GOH Foundation Example of Potential Measures: requests equitably and fairly in a timely, Formalize city responsibility for Wiowash Traill  Overall satisfaction with services  informative and thorough manner # of special events  7.Innovative:Take a prudent and creative Bike / Pedestrian Plan  IV.CImplement Top Priority Projects in Plans # of projects completed  approach to problem solving Park Plan  % of projects completed on time Staff Owner(s):Various 8.Equitable:Strive to achieve equity in the Menominee Park Plan  % of projects within budget  allocation of community resources IV.DReview Special Events Policy Target / Lead Stakeholders Review Special Events Policy  Staff Owner(s):City Clerk, City Attorney, Fire •Resident Owners –Businesses and Develop ROI for Special Events measure  Dept, Police Dept., Parks Department Homeowners •Potential Owners –Business and IV.EDevelop Alternative Funding Models for Homeowners Quality of Life Assets Investigate Alternative funding models for long  •Frontline Employees term support of quality of life institutions •City LeadershipStaff Owner(s): Finance, Parks, Museum, Library Objectives -WHAT Strategies / Tactics -HOW INTERNAL Priority Goals Sept., 2012 Establish Employee Focus Groups  Performance Management Performance evaluation  I.A Increase Opportunities for Employee I. IMPROVE Continuous Improvement Project  Involvement Pay for performance  EMPLOYEE Staff Owner(s): Administrative Services Insurance ENGAGEMENT Self assessment  Future options  CITY OF OSHKOSH Example of Potential Measures: I.BImprove Employee’s Understanding of Employee Satisfaction Define roles   Role 2013-14 Employee Turnover Refine job descriptions   Staff Owner(s): Administrative Services Lost Work Time  STRATEGIC PLAN I.CImprove Communications with and Communications Updates  Department to department Feedback from Employees  Vision Internal Newsletter  Staff Owner(s): Administrative Services A thriving and sustainable community offering abundant opportunities for work and life II.A Develop City Key Performance Indicators (KPIs) and Council Dashboard Top 7 to 10 Customer Measures  Mission Staff Owner(s): Administrative Services The City of Oshkosh provides goods and services in pursuit of a safe and vibrant Identify and Segment Dept. Customers  community II.B Identify Key Performance Indicators (KPIs) Identify Customer Needs  and Dashboard for Key City Services within Create Customer Focused Measures  Guiding Principles –We Will… Departments Identify In-Process Measures  1.Can Do Spirit: Serve the public with a Prioritize and Develop Measurement Plan  Staff Owner(s): Administrative Services confident can-do spirit Develop Dept. Scorecard / Dashboard  II. DEVELOP A 2.Accountable:Hold ourselves to the highest standards with a dedication to PERFORMANCE II.C Develop Capability to Determine ROI for Identify appropriate projects / services  preserving the public trust Larger City Projects and Services Develop ROI Methodology  3.Transparent: Provide the public with CULTURE Develop Standard ROI Template  Staff Owner(s): TBD information on our actions and decisions 4.Engaging: Actively pursue citizen involvement throughout the decision II.D Develop and put in place a pay for Prioritize Department Measures  Example of Potential Measures: making process Identify Team Measures  performance system for all non- $ of Cost Savings from  5.Economical:Act in a fiscally responsible Identify appropriate individual measures  represented employees (CMG) Improvement Projects manner on behalf of our citizens (measures that they have direct impact on) Staff Owner(s): Administrative Services $ Rewards and Recognitions  6.Responsive:Respond to citizens’ Training Hours per Employee  Develop and deliver training on Customer Focus  requests equitably and fairly in a timely, II.E Build Leader and Employee Skills to vs Total Dollars Spent for and Managing with Measures informative and thorough manner Manage to Performance Measures Training Assess performance evaluations to develop  7.Innovative:Take a prudent and creative Employee Satisfaction  Staff Owner(s): Administrative Services training initiatives approach to problem solving 8.Equitable:Strive to achieve equity in the allocation of community resourcesCreate Lean Savings Incentives Program II.F Create City Lean Improvement Project  Integrate savings component into Pay for  Initiative Target / Lead StakeholdersPerformance Program Staff Owner(s): Administrative Services •Resident Owners –Businesses and Homeowners Assess website for departmental outreach  II.G Increase Public Awareness of City Services •Potential Owners –Business and initiatives and Value Homeowners Evaluate press release metrics  Staff Owner(s): Administrative Services, OCMS, •Frontline Employees Evaluate informational exposure by departments  Various Departments •City Leadership on WOCT 2 and 10, and external medias •Wiowash Trail Agreement•Oct Nov Dec Q4 14 Jul Aug Sep Q3 14 Project Complete 12/2015 City of Oshkosh EXTERNAL Initiatives Q3 12Q4 12Q1 13Q2 13Q3 13Q4 13Q1 14Q2 14 Jul Aug SepOct Nov DecJan Feb MarApr May JunJul Aug SepOct Nov DecJan Feb MarApr May Jun I. IMPROVE & Street Construction •2 Miles Complete•2013 Plans•2 Miles Complete MAINTAIN OUR •Utility Improvements Complete•County Bridges Open Highway 41 INFRASTRUCT. •Committee Recommendations Bike / Pedestrian •Pilot Project Installed•Evaluate Pilot Project Roundabout Safety •2 Projects Complete•Phase II of Inflow & Infiltration Study•2 Projects Complete Clear Water Improvements •ID Policies •Policy Completed Reduce Cross-Connections City Garage •Phase I Complete •Plans Complete •Phase II Complete 12/2014 •Project 1 •Plans Complete HVAC / Roofing / Efficiency •Complete Parking Lot EC Structure II. SUPPORT •Recommendations •Positions Filled BUSINESS Streamline Review and Approval Process •TBD ECONOMIC DEVELOPMENT Develop Economic Dev. Plan •Scope and Budget•Draft Complete Develop Funding Sources •TIF Kit Partner with Business •TBD Economic Dev. Projects •TBD Create a Culture of Neighborhood III. STRENGTHEN OUR •ID Target Neighborhoods NEIGHBORHOODS Realign Zoning •Code Updated Develop Partnerships Increase Owner Occupancy / Investments Crime Prevention Measures Develop Riverwalk •Southside 2 Projects Completed •Complete Northside IV. IMPROVE OUR •Public Library QUALITY OF LIFE •Public Museum •Zoo Plan Quality of Life Assets Plans ASSETS •Senior Center •Library Strategic Plan •Museum •Monument •Zoo PlanPlan Priority Projects •Senior Center •Menomonie Park (14 Q3) •Park Plan Special Events •Special Event Review Top 5 Projects Complete August, 2012 Alt. Funding Models•Models Complete Q3 14 Oct Nov Dec Q4 14 Jul Aug Sep City of Oshkosh INTERNAL Initiatives Q3 12Q4 12Q1 13Q2 13Q3 13Q4 13Q1 14Q2 14 Jul Aug SepOct Nov DecJan Feb MarApr May JunJul Aug SepOct Nov DecJan Feb MarApr May Jun •Recommendations •Positions Filled Communication and Feedback •TBD Employee’s Role I. IMPROVE Employee Involvement EMPLOYEE TBD ENGAGEMENT •TBD TBD Council KPI’s •TBD•TBD Department KPI’s•TBD•Measures in place ROI II. DEVELOP A •TBD Pay for Performance •TBD PERFORMANCE CULTURE. •Coral Springs Leader Skills Lean Projects Increase Awareness TBD •Complete TBD TBD III. OTHER •TBD TBD •TBD TBD TBD TBD TBD •TBD IV. OTHER •TBD TBD TBD TBD August, 2012 TBD Proposed City of Oshkosh Measures Balanced Scorecard/ “Dashboard” Customer City of Oshkosh Financial Customer Satisfaction Survey (Business and Homeowners –Semi-Annual) Spend / RevenueOverall Quality of Life  $ Spend vs BudgetQuality of Neighborhood  $ in TIFFeel Safe Index  $ Property Value by TypePopulation  $ Cost Recovery for City Programs (Rec, Parks, etc.)Overall Quality of City Services (KPI) and By Service  $ Property Tax Revenue as a % of General Fund RevenuesOverall Customer Service Rating (KPI)  $ IT Spend / ResidentResidents’Value Rating (KPI)  % of KPI TARGETS ACHEIVEDQuality of “Cool Stuff To Do”  Return on InvestmentsQuality of Communications  ROI on Economic Development IncentivesLikelihood of Recommending City as a Place to Run a Business  ROI on Special EventsBusiness Rating of City Efforts  $ of Cost Savings (Projects)Supporting Growth  $ Investments in Improvements (Home and Business)Attracting New Businesses  City Financial StandingRetaining Existing  Bond RatingEasy to Do Business With  Number of Audit FindingsCustomer Complaints Tracked By Department By Type  Operating Millage Rate  Lean Projects Fire and PoliceInspection % of Net Boned Long-Term Debt to Assessed Value  Projects Status (ID, In-  Crime Rate Incidents per 100,000 (KPI)Permit Status (New, Pending,  Direct Net Long-Term Debt per Capita  Progress, Completed) Crime Clearance RateClosed)  Net Operating Expenditures per Capita  Schools Fractal Response in 8 min. or Less by Fire % Code Violations Brought to  Quick Ratio  Percent of Schools Earning  or EMSVoluntary Compliance Prior to an “A”Grade Police Response TimeJudicial Process (KPI)  School Overcrowding  Accidents at Major Intersections (KPI)*Permit Cycle Time  # of after school activities Employee Satisfaction (KPI)   Infrastructure Projects(Level I, II, & III) Quality of Life Assets Employee Satisfaction with HR  $ Spend By Type of Project (Street, Economic Development  Usage By Asset Rewards and Recognition   Water, etc.)# & sq. ft of buildings / sites  Satisfaction By Asset Employees per 1,000 Residents   Project On-Time & w/in Budget Indexavailable  # Conferences & Employee Turnover   Feet Status of Street (Pending, Closed, Status –Open, Pending, Closed  Attendees, # Visitors Sick Leave per 1,000 Hrs Worked  Completed) By Arterial/Collect.# Qualified Contacts  Transportation Workers’Compensation Claims per 100 Employees  Street PASER Rating# Employees vs # live in Oshkosh  Ave # of Riders per Bus Training Hours per Employee vs. Total Dollars Spent   Water Incidences (KPI)Satisfaction with Service  Fleet Usage & Quality for Training  Total Time Closed per Foot of StreetJob Loss / Closings  IT Recruitment Cycle Time  Volume of Storm Water Capacity (KPI)Local Employment Rate  System Availability Supervisor Satisfaction with Recruitment   Feet of Sewer > 70 YearsIncrease in Taxable Value  IT Service Level  Cycle Time  Learning and Growth Department Process/Quality Web Traffic  Proposed Council Scorecard Balanced Scorecard Customer City of Oshkosh Financial Customer Satisfaction Survey (Business and Homeowners –Semi-Annual) Spend / RevenueOverall Quality of Life  $ Spend vs BudgetQuality of Neighborhood  $ in TIFFeel Safe Index  $ Property Value by TypePopulation  $ Cost Recovery for City Programs (Rec, Parks, etc.)Overall Quality of City Services (KPI) and By Service  $ Property Tax Revenue as a % of General Fund RevenueOverall Customer Service Rating (KPI)  $ IT Spend / ResidentResidents’Value Rating (KPI)  % of KPI TARGETS ACHEIVEDQuality of “Cool Stuff To Do”  Return on InvestmentsQuality of Communications  ROI on Economic Development IncentivesLikelihood of Recommending City as a Place to Run a Business  ROI on Special EventsBusiness Rating of City Efforts  $ of Cost Savings (Projects)Supporting Growth  $ Investments in Improvements (Home and Business)Attracting New Businesses  City Financial StandingRetaining Existing  Bond RatingEasy to Do Business With  Number of Audit FindingsCustomer Complaints Tracked By Department By Type  Operating Millage Rate  Lean Projects Fire and PoliceInspection % of Net Boned Long-Term Debt to Assessed Value  Projects Status (ID, In-  Crime Rate Incidents per 100,000 (KPI)Permit Status (New, Pending,  Direct Net Long-Term Debt per Capita  Progress, Completed) Crime Clearance RateClosed)  Net Operating Expenditures per Capita  Schools Fractal Response in 8 min. or Less by Fire % Code Violations Brought to  Quick Ratio  Percent of Schools Earning  or EMSVoluntary Compliance Prior to an “A”Grade Police Response TimeJudicial Process (KPI)  School Overcrowding  Accidents at Major Intersections (KPI)*Permit Cycle Time  # of after school activities Employee Satisfaction (KPI)   Infrastructure Projects(Level I, II, & III) Quality of Life Assets Employee Satisfaction with HR  $ Spend By Type of Project (Street, Economic Development  Usage By Asset Rewards and Recognition   Water, etc.)# & sq. ft of buildings / sites  Satisfaction By Asset Employees per 1,000 Residents   Project On-Time & Within Budget Indexavailable  # Conferences & Employee Turnover   Water Incidences (KPI)Status –Open, Pending, Closed  Attendees, # Visitors Sick Leave per 1,000 Hrs Worked  Volume of Storm Water Capacity (KPI)# Qualified Contacts  Transportation Workers’Compensation Claims per 100 Employees  Feet Status of Street (Pending, Closed, # Employees vs # live in Oshkosh  Ave # of Riders per Bus Training Hours per Employee vs. Total Dollars Spent   Completed) By Arterial/Collect.Satisfaction with Service  Fleet Usage & Quality for Training  Feet of Sewer > 70 YearsJob Loss / Closings  IT Recruitment Cycle Time  Total Time Closed per Foot of StreetLocal Employment Rate  System Availability Supervisor Satisfaction with Recruitment   Street Pacer RatingIncrease in Taxable Value  IT Service Level  Cycle Time  Learning and Growth Department Process/Quality Web Traffic 