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HomeMy WebLinkAbout18. 16-479SEPTEMBER 27, 2016 16-479 RESOLUTION (CARRIED___7-0___ LOST________LAID OVER________WITHDRAWN________) PURPOSE: APPROVE 2017-2018 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 on many initiatives contained in the 2015-2016 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 2017-2018 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 2017-2018 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 2017-2018 Strategic Plan in order to meet the goals established by the Common Council through the Strategic Planning process. Clryr, Oshkosh MEMORANDUM DATE: September 20, 2016 TO: Mayor and Members of the Common Council FROM: John Fitzpatrick, Assistant City Manager / Director of Administrative Services SUBJECT: Strategic Plan for 2017 -2018 Attached for approval is the finalized Strategic Plan developed by our Council Members, Department Heads, and Supervisors for the 2017 & 2018 cycle. This plan is the product of many hours of work that included: ❖ A review of our Citizen Survey ❖ A joint Council /Staff retreat with Walter Jankowski ❖ Individual and joint planning sessions with Department Heads and Supervisors ❖ Formal surveys, performance assessment, and prioritization & gap analysis of community issues conducted by individual departments In addition, the attached document illustrates goals, objectives, strategies, and detailed tactics that have been developed in order to provide clarity, understanding, responsibility and goal congruency to all levels of our organization. As this plan becomes interwoven with employee actions at all levels, additional metric and dashboard development will need to continue to take place to facilitate ongoing assessment. 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 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: M rk A. Rohloff City Manager Attachments: City of Oshkosh Strategic Plan 2017 - 2018 cc: Kortney Jenks, HR Generalist City Manager Mark A. Rohloff City Hall, 215 Church Avenue P.O. Box 1130 Oshkosh, WI 54903 -1130 920.236.5002 http: / /www.ci.oshkosh.wi.us A Oshkosh BETTER DASH FASTER CONSULTING .� lLLi11L Y \/1 Lll Neighborhoods September, 2016 Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners STRENGTHEN OUR NEIGHBORHOODS • Frontline Employees • City Leadership 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 r• •. . r r . r •. . .• rr employment opportunities, and revitalizing the downtown1central area and 1-41 corrido L Oshkosh PROVIDE • 2017 -2018 Staff • Franz STRATEGIC PLAN recognized professionals Vision A thriving and sustainable community offering abundant opportunities for work and life ENHANCE THE EFFECTIVENESS OF OUR GOVERNMENT Mission The City of Oshkosh provides goods and services in pursuit of a safe and vibrant community Staff Fitzpatrick Organizational 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 trust dedication to preserving the public trust IMPROVE AND MAINTAIN OUR INFRASTRUCTURE 3. Transparent: the ons and decisions information on our actions and decisions Owner(s): James Rabe, Jim Collins, John Fitzpatrick 4. Engaging: Actively pursue citizen involvement throughout the decision Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment 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 OUR QUALITY OF LIFE SERVICES AND ASSETS 7. Innovative: Take a prudent and creative Take prudent creative appitachro problem Staff Owner(s): Jeff Gilderson -Duwe, Ray Maurer, Brad Larson vetoacheve S. Equitable: Strive to achieve equity in the allocation of community resources Future State: Natural, Cultural and Recreational Assets of the City are recognized as a sources of pride for the community Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners STRENGTHEN OUR NEIGHBORHOODS • Frontline Employees • City Leadership 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 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 1-41 corridor. A. Attract, Expand and Retain Businesses B. Support Redevelopment Opportunities for Central city, Waterfront, and Underutilized Properties in the City C. Develop Infrastructure Needed to Support Business and Residential Development D. Establish Economic Development Metrics E. Promote the City of Oshkosh F. Develop an Effective Economic Development Incentive Program PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY- Tim Franz & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals A. Enhance Community Trust in Public Safety B. Strengthen Relationships with Neighborhood Organizations and Diverse Community Groups C. Build Awareness of Personal Health and Safety D. Ensure High -Level of Response to Emergencies E. Prepare the Community's Ability to Recover from Disruptive Events F. Develop Strategies to Address Substance Abuse in the Community G. Improve Transportation Safety within Community H. Develop a Professional and Diverse Workforce within Public Safety I. Enhance Crime Prevention and Community Policing Strategies ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT -John Fitzpatrick uture State: Organizational efficiency has been maximized by successfully achieving City initiatives A. Maximize Our Financial Position Based On Our Capabilities and Limitations B. Improve Our Internal and External Communication Systems C. Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders D. Improve Our Technology E. Align Internal Department Action Plans to Strategic Plan F. Align Employee Performance to Department Plans G. Develop / Improve Our Performance and Outcome Measures H. Reassess / Realign Our Boards and Commissions I. Increase Local Engagement with State Legislators to Increase Local Control J. Strengthen Partnerships in Community K. Encourage Collaboration with Diverse Community Groups September, 2016 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, Bike, Pedestrian and Public Utilities B. Improve Our Storm Water Management C. Execute Our Clear Water Initiatives L Oshkosh D. Improve Our City Buildings and Energy Efficiency E. Update and Maintain Our City Technology F. Update and Maintain Our City Equipment 2017 -2018 G. Support the Improvement of the Community's Telecommunication Infrastructure STRATEGIC PLAN Vision A thriving and sustainable community offering abundant opportunities for work and life Mission The City of Oshkosh provides goods and ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS — Jeff Gilderson -Duwe, Ray Maurer, Brad Larson services in pursuit of a safe and vibrant community Future State: Natural, Cultural and Recreational Assets of the city are recognized as a sources of pride for the community Guiding Principles - we will... A. Update Comprehensive Outdoor Recreation Plan (CORP) 1. can Do Spirit: Serve the public with a B. Continue to Develop River Walk confident can -do spirit 2. Accountable: Hold ourselves to the C. Enhance the Museum's Capacity to Recognize, Preserve, and Interpret the History of Our Community highest standards with a dedication to preserving the public trust D. Make Progress Toward the Library's Vision of "A Library in Every Life" 3. Transparent: Provide the public with E. Develop a Long -Term Funding Strategy for Other Quality of Life Assets (Grand Opera House, Convention Center) 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 STRENGTHEN OUR NEIGHBORHOODS —Allen Davis 7. Innovative: Take a prudent and creative approach to problem solving Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social S. Equitable: Strive to achieve equity in the interactions among residents allocation of community resources A. Create a Culture of Neighborhood Target /Lead Stakeholders • Resident Owners - Businesses and B. Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods Homeowners • Potential Owners - Business and w Potential C. Build Awareness for Neighborhood Development Homeowners D. Increase & Encourage Owner Investment and Maintenance in Property • Frontline Employees City Leadership E. Establish City Inter - Departmental Teams for Planning and Completing Neighborhood Projects F. Increase Quality and Diversity of Housing Stock G. Encourage Diversity and Inclusion ❑ Continue to invest and support the Greater Oshkosh Economic Development Corporation (GO -EDC) ❑ Develop and implement action plans for prime real estate and redevelopment locations such as Buckstaff, the A. Attract, Expand, and Riverwalk, the Pioneer area, Aviation Business Park, etc. Retain Businesses and ❑ Partner with Greater Oshkosh EDC to offer educational opportunities for Elected Officials Workforce ❑ Continue to streamline the approval and permitting process for developers while preserving health & safety Staff Owner: Allen Davis ❑ Create and continuously update a database of municipally - related data necessary for business expansion or attraction ❑ Reduce Economic Disparities by Attracting Family Sustaining Jobs to Oshkosh Support Redevelopment ❑ Implement the Central City Investment Strategy PUPPORT pportunities for ❑ Identify and support targeted redevelopment areas for reuse and development Central City, ❑ Actively pursue acquiring key sites for redevelopment through the Redevelopment Authority or Common ECONOMIC aterfront, and Council that have the potential to have a significant impact on the community if redeveloped nderutilized ❑ Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago DEVELOPM ❑ Market redevelopment sites to private developers roperties in the City Future State: Staff Owner: Allen Davis ❑ Implement the recommendations in the 2016 Parking Study when applicable and budgeted Be recognized as a premi community in Wisconsin by Develop infrastructure ❑ Develop a city-owned rail transload facility in the Southwest Industrial Park fostering entrepreneurial eeded to support ❑ Develop and implement plans to improve the city's main corridors and to plan for industrial and business activity, developing and usiness and park expansions retaining a diverse mix of El Market Interstate 41 as an economic development asset employees & employment residential ❑ Pursue site designation certification within our industrial parks through the Wisconsin Economic opportunities, and evelopment Development Corporation (WEDC) revitalizing the aff Owner: Allen Davis ❑ Explore the feasibility of a city-owned wetland bank downtown /central city area" ❑ Research potential of a residential subdivision development program and 1 -41 corridor. , Establish Economic evelopment Metrics ❑ Develop a Set of Metrics /dashboard that can monitor the progress of the City's Investment in Economic Staff Owner: Development en Davls aff Owner: Allen Davis ❑ Support involvement in the Interstate 41 Corridor initiative to jointly market the region Promote the City of ❑ Market our transportation connections shkosh ❑ Market the city-owned available lots in the industrial and business park, redevelopment areas, and scattered residential sites aff Owner: Allen Davis L3 Develop and Implement a Quality of Life campaign with community partners ❑ Support joint efforts on a marketing campaign to attract and retain businesses and workers Develop an Effective ❑ Update Tax Incremental Financing (TIT) Policy to include residential redevelopment ❑ Develop an Economic Development Incentive policy Economic ❑ Continue to promote and enhance the city's Revolving Loan Fund Development Incentive ❑ Research all local, state, federal, and private grant opportunities regularly Program ❑ Research Economic Development incentives used by other communities in Wisconsin and nationwide Staff Owner: Allen Davis ❑ Identify needs for loans and grants for niche businesses, entrepreneurs, or minority/women /disabled Police Department ❑ Produce Oshkosh Police Department (OPD) videos focused on our values ❑ Increase Police presence in Community through outreach efforts to schools, neighborhood associations, A. Enhance Community business' and citizens Trust in Public Safety ❑ Develop an OPD Annual report to the community taff Owner(s): ❑ Enact improved & transparent Internal Affairs (IA) reporting im Franz & Dean Smith Fire Department ❑ Produce Annual Oshkosh Fire Department performance report ❑ Develop and adopt ordinance for fire protection and alann systems compliance records system Future State: Public Safety Officials are O Police Department Build Awareness of ❑ Increase number of Crisis Intervention Team (CIT) trained staff trusted, efficient and ersonal Health and effective professionals Safety Fire Department Staff Owner(s): ❑ Deliver Smoke Detector Trek Program into one targeted neighborhood per year Staff Owner(s): Tim Franz & Dean Smith ❑ Develop partnerships to deliver first aid and Cardiac Pulmonary Resuscitation (CPR) training through Tim Franz & Dean Smith Neighborhood Groups Ensure High -level of Police Department Response to ❑ Improve training related to Incident Command Structure (ICS) -O Fire Department Owner(s): Franz & Dean Smith ❑ Respond to 90% of property and life threatening emergencies in under 6 minutes, 90% of the time Prepare the (Community's Ability to Recover from Police Department & Fire Department Disruptive Events ❑ Conduct Civilian training for disruptive events Staff Owner(s): Tim Franz & Dean Smith B. Strengthen Relationships with Police Department PROVIDE A eighborhood ❑ Improve outreach initiatives with neighborhood & diverse population groups Organizations and SAFE, SECURE, AND HEALTHY Diverse Community Groups Fire Department ❑ Neighborhood Fire companies participate in National Night Out events in their response district ❑ Fire companies participate in one event per year with neighborhood groups in their response district COMMUNITY taff Owner(s): im Franz & Dean Smith Future State: Public Safety Officials are O Police Department Build Awareness of ❑ Increase number of Crisis Intervention Team (CIT) trained staff trusted, efficient and ersonal Health and effective professionals Safety Fire Department Staff Owner(s): ❑ Deliver Smoke Detector Trek Program into one targeted neighborhood per year Staff Owner(s): Tim Franz & Dean Smith ❑ Develop partnerships to deliver first aid and Cardiac Pulmonary Resuscitation (CPR) training through Tim Franz & Dean Smith Neighborhood Groups Ensure High -level of Police Department Response to ❑ Improve training related to Incident Command Structure (ICS) -O Fire Department Owner(s): Franz & Dean Smith ❑ Respond to 90% of property and life threatening emergencies in under 6 minutes, 90% of the time Prepare the (Community's Ability to Recover from Police Department & Fire Department Disruptive Events ❑ Conduct Civilian training for disruptive events Staff Owner(s): Tim Franz & Dean Smith PROVIDE A Police Department F. Develop Strategies to Address Substan Abuse in the Community ❑ Continue participation in local county CIT and Drug & Alcohol Task Forces and Groups ❑ Develop a Drug Addiction Initiative within the Community El Continue to educate and reach out to schools, neighborhood associations, and citizens regarding substance abuse ❑ Continue to educate citizens & visitors on traffic safety through education and enforcement efforts Staff Owner(s): Fire Department ❑ Reestablish a motorcycle unit to focus on traffic enforcement, particularly in roundabouts Tim Franz & Dean Smi ❑ Provide de- identified data on substance abuse from ambulance response to OPD Quarterly Continue participation in Fox Valley Heroin Task Force PROVIDE A Improve Police Department SAFE, SECU Transportatio ❑ Continue to educate citizens & visitors on traffic safety through education and enforcement efforts AND HEALTH Safety within ❑ Reestablish a motorcycle unit to focus on traffic enforcement, particularly in roundabouts COMMUNITY Community staff Owner(s): Fire Department Tim Franz & Dean Smi '` ❑ Continue to provide car seat installation checks Future State: Public Safety Officials are trusted, efficient and effective professionals Police Department Staff Owner(s): H. Develop a ❑ Successfully complete Commission on Accreditation for Law Enforcement Agencies (CALEA) reaccreditation Tim Franz & Dean Smi Professional and in 2017 Diverse WOrkfor - ❑ Improve Recruiting, Training & Development for the OPD employees within Public Safe Staff Owner(s): Fire Department ❑ Begin second phase of accreditation phase & self assessment of Fire Department Tim Franz & Dean Smi ❑ Improve Recruiting, Training & Development for the Fire Department employees I Enhance Crime Prevention and Police Department Community Policing ❑ Improve outreach efforts to the Community Strategies Staff Owner: Dean Smith September, 2016 L Oshkosh 2017 -2018 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 S. Equitable: Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners • Frontline Employees • City Leadership September, 2016 L Oshkosh 2017 -2018 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 S. Equitable: Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners • Frontline Employees • City Leadership September, 2016 L Oshkosh 2017 -2018 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 S. Equitable: Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners • Frontline Employees • City Leadership 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 - WHAT A. Improve Our Streets, Transit, Bike, Pedestrian and Public Utilities Staff Owner(s): Jim Collins, James Rabe, Allen Davis B. Improve Our Storm Water Management Staff Owner(s): James Rabe C. Execute Our Clear Water Initiatives Staff Owner(s): James Rabe D. Improve Our City Buildings and Improve Energy Efficiency Staff Owner(s): John Fitzpatrick, Jim Collins E. Update and Maintain Our City Equipment Staff Owner(s): Various Departments F. Support the Improvement of the Community's Telecommunication Infrastructure Staff Owner(s): Various Departments 1 actons - Hu W ❑ Update transit development plan that will guide our improvement efforts for the next 5 -10 years ❑ Update the Bicycle and Pedestrian Circulation plan ❑ Complete priority projects from the 2011 Pedestrian and Bicycle Circulation Plan ❑ Educate motorists, bicyclists and pedestrians on laws and best practices to negotiate roundabouts ❑ Annually update and implement 5 year Capital Improvement Plan (CIP) projects ❑ Develop/Update long range asset management plans ❑ Develop plans for additional unstudied watersheds ❑ Implement recommendations of watershed plans as policy, time and budget allows ❑ Continue implementing water quality improvement projects in anticipation of future Total Maximum Daily Load (TMDL) requirements ❑ Complete Phase II of Inflow & Infiltration (I &I) Study ❑ Identify Policies to Address Clear Water Initiatives ❑ Educate community leaders and public about sources of clear water in the sanitary sewer system ❑ Reduce cross connections to the sanitary sewer system ❑ Address backlog of building issues, improve security of city properties ❑ Improve the efficiency of our buildings and equipment ❑ Complete priority Heating, Ventilating and Cooling (HVAC) /Roofing replacement and maintenance projects ❑ Implement parking lot replacement & maintenance schedule from 2014 Parking Lot Pavement study ❑ Implement replacement schedule per CIP ❑ Maintain & update our Information Technology infrastructure ❑ Evaluate equipment replacement & maintenance schedules for fleet vehicles ❑ Collaborate with other governmental entities in the Oshkosh area to study the feasibility of improving the community's broadband capabilities September, 2016 L Oshkosh 2017 -2018 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 S. Equitable: Strive to achieve equity in the allocation of community resources Target / Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owners - Business and Homeowners • Frontline Employees • City Leadership Goal ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Future State: Natural, Cultural and Recreational Assets of the city a recognized as a sources of pride for the community Staff Owner(s): Jeff Gilderson -Duwe , Ray Maurer, Brad Larson ectives - WHAT A. Update Comprehensive Outdoor Recreation Plan Staff Owner: Ray Maurer B. Continue to Develop River Walk Staff Owner: Allen Davis C. Enhancethe Museum's Capacity to Recognize, Preserve, and Interpret the History of Our Community Staff Owner: Brad Larson D. Make Progress Toward the Library's Vision of "A Library in Every Life" Staff Owner: Jeff Gilderson -Duwe E. Develop a Long - Term Funding Strategy for Other Quality of Life Assets Staff Owner: Mark Rohloff Strategies / Tactics - HOW ❑ Secure consultant to assist with the Comprehensive Outdoor Recreation Plan (CORP) update by January 15, 2017 ❑ Inventory and analyze existing parks and facilities ❑ Complete Needs Assessment by conducting citizen survey, user group survey, neighborhood associations input and public information meetings ❑ Prioritize park improvements with input by the community and Advisory Park Board ❑ Seek approval of the CORP by the Advisory Park Board, Plan Commission and Common Council by December 1, 2017 ❑ Complete a Riverwalk segment every year until the Fox River Corridor Plan is complete. ❑ Create the next generation of long -term exhibitions, connecting them with core curriculum • Develop and enhance publications & projects on community history • Improve building infrastructure to provide essential visitor services • Enhance and accelerate collections care & management • 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 ❑ Work with management of Grand Opera House & Convention Center to develop Additional Programming and Promotion to Increase Revenue ❑ Investigate Alternative funding models for long term support of quality of life institutions ❑ Evaluate concept of endowment to support long term development of Quality of Life (QOL) assets ❑ Communicate the "Good" of Oshkosh to citizens to increase pride in Oshkosh ❑ Support efforts to market community's quality of life ❑ Support Convention and Visitors Bureau (CVB) efforts to market community as "Wisconsin's Event City" September, 2016 W Oshkosh 2017 -2018 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 Target /Lead Stakeholders • Resident Owners - Businesses and Homeowners • Potential Owner; - Business and Homeowners • Frontline Employees • City Leadership STRENGTHEN OUR NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social interactions among residents Staff Owner(s): Allen Davis Obiectives - WHAT A. Create a Culture of Neighborhood Staff Owner(s): Allen Davis B. Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods Staff Owner: Allen Davis C. Build Awareness for Neighborhood Development Staff Owner(s): Allen Davis D. Increase & Encourage Investment and Maintenance of Properties Staff Owner: Allen Davis E. Establish City Inter - Departmental Team to support ONE Oshkosh Staff Owner(s): Allen Davis F. Increase Quality and Diversity of Housing Stock Staff Owner: Allen Davis G. Encourage Diversity and Inclusion Staff Owner(s): Allen Davis Strateeies / Tactics - HOW ❑ 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 ❑ Form a "Neighborhood Advisory Commission' 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 ❑ Collaborate with GO -HNI, ADVOCAP, Habitat for Humanity, Housing Authority to implement neighborhood projects ❑ 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" • Promote "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 • Complete a "Confidence in the Community" Survey to benchmark resident confidence with neighborhood development • Educate real estate community and community members of available neighborhood programs and activities • Market and promote implementation activities of existing neighborhood plans • Identi successes in neighborhood revitalization and apply those in more areas of the city ❑ Continue to provide flexible housing programs within recognized neighborhood associations and through out the city ❑ Develop education campaign to increase awareness of existing municipal codes ❑ Continue to conduct proactive property maintenance inspections city-wide ❑ Develop and administer targeted Micro -Grant Program • Identify purpose and mission and identify staff to serve on team • Develop one neighborhood plan annually with resident leaders ❑ Support implementation of approved neighborhood plans ❑ Oversee development & ongoing maintenance of a neighborhood report card program ❑ Promote available resources and services at neighborhood meetings and events • Collaborate with ONE Oshkosh partners to originate housing projects • Update Comprehensive Plan to indentify areas of appropriate residential density city-wide ❑ Develop a targeted blight elimination process and program ❑ Create an architectural services program to enhance improvements to residential properties ❑ Promote available residential city-owned properties for (re)development ❑ Work with community partners to survey residents and business owners to better understand cultural climate and assets ❑ Encourage Community Events that Celebrate Diversity and Inclusion 12 ❑ Add a Diversity and Inclusion Element within Neighborhood Plans