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HomeMy WebLinkAbout29. 18-540 OCTOBER 23, 2018 18-540 RESOLUTION (CARRIED 6-0 LOST LAID OVER WITHDRAWN ) PURPOSE: APPROVE 2019-2020 STRATEGIC PLAN INITIATED BY: CITY MANAGER WHEREAS, the Oshkosh Common Council had previously adopted a Strategic Plan for the City which identified priority goals and initiatives for the short term and long term success of the City; and WHEREAS, City staff has successfully executed many initiatives contained in the 2017-2018 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 2019-2020 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 2019-2020 Strategic Plan in substantially the same form as attached hereto, any changes in the final published document to be approved by the City Manager. BE IT FURTHER RESOLVED that the Oshkosh Common Council directs the City Manager to implement activities identified in the 2019-2020 Strategic Plan in order to meet the goals established by the Common Council through the Strategic Planning process. DATE: October 17, 2018 TO: Mayor and Members of the Common Council FROM: John Fitzpatrick, Assistant City Manager / Director of Administrative Services RE: Strategic Plan for 2019-2020 Attached for approval is the finalized Strategic Plan developed by our Council Members, Department Heads, and Supervisors for the 2019 & 2020 cycle. This plan is the product of many hours of work that included: • A review of our Citizen Survey, • Council Member and Staff interaction with Community Members, • Individual and joint planning sessions involving dialog, with and between Council Members, Department Heads and Supervisors, • As well as formal surveys, performance assessment, prioritization & analysis of community issues. Although the document attached illustrates numerous major goals, objectives, and strategies, please know that there have been many more detailed tactics that have also been developed in order to provide clarity, understanding, responsibility and goal congruency to all levels of our organization. In addition to this plan becoming interwoven with employee actions at all levels, metric and dashboard information will also be implemented beginning in 2019 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 to date as an organization. Moving forward, it will be all our responsibilities to follow it carefully to ensure that this plan becomes a reality. Thank you for your support and assistance with this process, and please let me know if you have any questions. Approved, Mark A. Rohloff City Manager Attachments: City of Oshkosh Strategic Plan 2019 - 2020 cc: Kortney Jenks, HR Generalist City Hall, 215 Church Avenue P.O. Box 1 130 Oshkosh, WI 54903-1130 htip://www.ci.oshkosh.wi.us City of Oshkosh Strategic Plan Public Safet, and Health Quality of Life Strengthen iveness ' of Government Neighborhoods Infrastructure n Development 6,00/911,4 SUPPORT ECONOMIC DEVELOPMENT Staff Owner: 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 the greater Oshkosh area. PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY Staff Owner(s): Mike Stanley & Dean Smith Future State: Public Safety Officials are recognized as trusted, efficient and effective professionals ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Staff Owner: John Fitzpatrick Future State: Organizational efficiency has been maximized by successfully achieving City initiatives IMPROVE AND MAINTAIN OUR INFRASTRUCTURE Staff Owner(s): James Rabe, Jim Collins, John Fitzpatrick Future State: A safe and effective infrastructure that provides a framework for full scale community enjoyment ENHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS Staff Owner(s): Jeff Gilderson-Duwe, Ray Maurer, Brad Larson Future State: Natural, Cultural and Recreational Assets of the City are recognized as a sources of pride for the STRENGTHEN OUR NEIGHBORHOODS 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 the greater Oshkosh area. A. Attract, Expand and Retain Businesses and Workforce B. Support Redevelopment Opportunities for Central City, Waterfront, Underutilized Properties in the City, and Busy Corridors C. Continue to Develop Infrastructure Needed to Support Business and Residential Development D. Promote and Market the City of Oshkosh E. Develop an Effective Economic Development Incentive Program PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY- Mike Stanley & 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. Implement Strategies and Solutions for Community Risk Reduction D. Provide An Appropriate Level of Response to Emergencies E. Improve the Communities Ability to Withstand and Recover from Disruptive Events F. Continue to Improve Strategies to Address Substance Abuse in the Community G. Improve Transportation Safety within Community H. Strengthen our Professional and Diverse Workforce within Public Safety L Enhance Crime Prevention and Community Policing Strategies I" ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT —John Fitzpatrick Future State: Organizational efficiency has been maximized by successfully achieving City initiatives A. Recruit, Retain, Engage, Recognize, Diversify and Develop Employees, Future Leaders and Volunteers B. Increase Varied Programming to Support Organizational Development C. Maximize Our Financial Position Based On Our Capabilities and Limitations D. Improve Our Internal and External Communication Systems E. Align Internal Department Action Plans to Strategic Plan F. Align Employee Performance to Department Plans G. Implement/ Improve Our Performance and Outcome Measures H. Enhance Local Engagement with State Legislators to Increase Local Control I. Strengthen Partnerships and Collaboration in Diverse Community Groups (Public / Private) 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 D. Improve Our City Buildings and Energy Efficiency E. Update and Maintain Our City Technology F. Update and Maintain Our City Equipment JHANCE OUR QUALITY OF LIFE SERVICES AND ASSETS — Jeff Gilderson-Duwe, Ray Maurer, Brad Larson ture State: Natural, Cultural and Recreational Assets of the city are recognized as a sources of pride for the community A. Implement Comprehensive Outdoor Recreation Plan (CORP) B. Implement 2018-2020 Parks Strategic Plan C. Continue to Develop River Walk — "Focus On the Water" D. Enhance the Museums Capacity to Recognize, Preserve, and Interpret the History of Our Community E. Make Progress Toward the Library's Vision of "A Library Card in Every Life" F. Establish a Long -Term Funding Strategy to Support and Improve Arts and Culture STRENGTHEN OUR NEIGHBORHOODS — Allen Davis, James Rabe Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live that inspire positive social interactions among residents A. Enhance and Promote a Culture of Neighborhood B. Leverage City Resources and Incentives to Encourage Private Investment in Neighborhoods C. Build Awareness for Neighborhood Development D. Increase Owner Investment and Maintenance in Property E. Establish City Inter -Departmental Teams for Planning and Completing Neighborhood Projects F. Increase Quality and Diversity of Housing Stock SUPPORT ❑ 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 the L1 Implement one recommendation from the Imagine Oshkosh Plan per year Aviation Business Park and other properties along I-41 pportunities for ❑ Partner with Greater Oshkosh EDC to offer three educational opportunities per year for Elected Offi, A. Attract, Expand, and ❑ Continue to streamline the approval and permitting process by providing one process improvement Retain Businesses and Future State: year for developers while preserving health & safety ❑ ❑ Create and continuously update a database of municipally -related data necessary for business Workforceexpansion or attraction Staff Owner: Allen Davis ❑ Complete 50 account management contacts with businesses per year Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago ❑ Ensure that 90% of commercial building plans & inspections completed in one business day. ❑ ❑ Measure dollar amount public/private funding into GO -EDC ff Owner: Allen Davis ❑ Update the Airport Zoning Code to encourage development SUPPORT Support ECONOMIC edevelopment L1 Implement one recommendation from the Imagine Oshkosh Plan per year DEVELOPMEN pportunities for ❑ ❑ Adopt the Sawdust District Master Plan Target redevelopment areas for reuse and development in the Sawdust District & sites identified entral City, Imagines Oshkosh Plan Future State: Waterfront, and ❑ Actively pursue acquiring key sites for redevelopment through the Redevelopment Authority or Be recognized as a premier Underutilized Common Council that have the potential to have a significant impact on the community if redevelc community in Wisconsin by ❑ Continue to support the development of the Riverwalk along the Fox River and Lake Winnebago YOpeYtleS in the Cl ; ❑ Market redevelopment sites to private developers by issuing 1 Request for Proposal (RFP) per year fostering entrepreneurial ff Owner: Allen Davis activity, developing and retaining a diverse mix o Create a Jackson/Oregon Corridor plan and begin implementation employees & employment Implement one project per year for each corridor plan (Oshkosh Ave, South Park, 9a') opportunities, and ❑ Create a Planned Development Zoning overlay and average one user per year of the city -owned revitalizing the Continue to Develop transload facility in the Southwest Industrial Park downtown/central city and infrastructure needed to L1 Develop and Implement plans to improve the city's corridors Greater Oshkosh Area. Support business and L1 L1Market Plan for industrial and business park expansions Interstate 41 as an economic development asset esidential development ❑ Pursue site designation certification within our industrial parks through the Wisconsin Economic Staff Owner: aff Owner: Allen Davis Development Corporation (WEDC) Allen Davis ❑ Complete the feasibility of a city -owned wetland bank ❑ Research potential of a residential subdivision development program ❑ Complete Lakeshore site public infrastructure improvements ❑ Market our transportation connections, i.e.: rail, airport and I-41 connections Promote and Market the L1 Market the city -owned available lots in the industrial and business park, redevelopment areas, scattered residential sites City of Oshkosh Ll Support joint efforts to implement a quality of life marketing campaign with community partner to Staff Owner: Allen Davis attract and retain businesses and workers ❑ Support GO -EDC in implementing an aggressive marketing plan Goal Objectives - WHAT September 2018 City w Oshkosh 2019-2020 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 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 Owners -Business and Homeowners • Frontline Employees • City Leadership Strategies / Tactics - HOW Police Department ❑ Produce Oshkosh Police Department (OPD) videos focused on our values ❑ Increase Police presence in Community through outreach efforts to schools, neighborhood associations, Enhance Community business' and citizens Trust in Public Safety ❑ Publish an OPD Annual report to the community taff Owner(s): ❑ Enact Internal Affairs (IA) reporting system Mike Stanley& Dean Smith Fire Department ❑ Produce Annual Oshkosh Fire Department (OFD) performance report ❑ Develop and adopt ordinance for fire protection and alarm systems compliance records system Future State: Strengthen Public Safety Officials ar `Relationshi s with P Police Department PROVIDE A Neighborhood ❑ Improve outreach initiatives with neighborhood & diverse population groups SAFE, SECURE,11j,Organizations and AND HEALTHY Fire Department iverse Community P ❑ Neighborhood Fire companies participate in National Night Out events in their response district Groups COMMUNIT ❑ Fire companies participate in at least one event per year with neighborhood groups in their response district Smith ;staff owner(s): )Mike Stanlev & Dean Smith Future State: Ili Public Safety Officials ar Implement Strategies Police Department trusted, efficient and and Solutions for ❑ Increase number of Crisis Intervention Team (CIT) trained staff effective professionals Community Risk Fire Department Staff Owner(s): =Reduction ❑ Deliver Smoke Detector Trek Program into one targeted neighborhood per year Mike Startle &Dean 5 Staff Owner(s): ❑ Collaborate with internal and external agencies and departments to identify the needs of system super -utilizers Smith Mike Stanley & Dean Smith and provide education and resources to reduce their impact on the 911 system. 'Provide an appropriate Police Department level of Response to ❑ Improve training related to Incident Command Structure (ICS) Emergencies Staff Owner(s): Fire Department Mike Stanley & Dean Smith 1 ❑ Have a staffing study and station usage study completed by an external evaluator Improve the Communities Ability to Police Department & Fire Department Withstand and Recover ❑ Conduct Civilian training for disruptive events from Disruptive Events ❑ Upgrade and test the Emergency Operations Center for the City of Oshkosh Staff Owner(s): Mike Stanley & Dean Smith ff Owner(s): Police Department H. Strengthen our Mike Stanley & Dean g ❑ Complete the annual standard compliance for Commission on Accreditation for Law Enforcement Agencies Smith Professional and (CALEA) reaccreditation. Diverse Workforce ❑ Strengthen our recruitment process for diversity within Public Safety Fire Department Staff Owner(s): ❑ Develop and implement a Strategic Plan for Recruiting for OFD 6 11 Mike Stanley & Dean Smith ❑ Develop and implement a Yearly Training Plan for OFD I Enhance Crime Prevention and Police Department Community Policing ❑ Improve outreach efforts to the Community Strategies Staff Owner: Dean Smith FE Police Department F. Continue to Improve Strategies to Address Substance Abuse in ❑ Continue participation in local county CTT and Drug & Alcohol Task Forces and Groups ❑ Develop a Drug Addiction Initiative within the Community ❑ Continue to educate and reach out to schools, neighborhood associations, and citizens regarding substance abuse the Community Staff Owner(s): Fire Department Mike Stanley & Dean Smith ❑ Provide de -identified data on substance abuse from ambulance response to OPD Quarterly ❑ Continue participation in Fox Valley Heroin Task Force PROVIDE A SAFE, SECURE, G. Improve Transportation Police Department ❑ Continue to educate citizens & visitors on traffic safety through education and enforcement efforts AND HEALTHY Safety within ❑ Increase motorcycle unit deployments by 5%. Focus on traffic enforcement, particularly in roundabouts COMMUNITY .Future State: Community Staff Owner(s): Mike Stanley & Dean Smith Fire Department ❑ Continue to provide car seat installation checks Public Safety Officials are trusted, efficient and effective ff Owner(s): Police Department H. Strengthen our Mike Stanley & Dean g ❑ Complete the annual standard compliance for Commission on Accreditation for Law Enforcement Agencies Smith Professional and (CALEA) reaccreditation. Diverse Workforce ❑ Strengthen our recruitment process for diversity within Public Safety Fire Department Staff Owner(s): ❑ Develop and implement a Strategic Plan for Recruiting for OFD 6 11 Mike Stanley & Dean Smith ❑ Develop and implement a Yearly Training Plan for OFD I Enhance Crime Prevention and Police Department Community Policing ❑ Improve outreach efforts to the Community Strategies Staff Owner: Dean Smith ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives Staff Owner: John Fitzpatrick A. Recruit, Retain, Engage, Recognize, Diversify and ❑ Analyze compensation issues to maximize staffing opportunities Develop Employees, ❑ Implement Employee Education Program Future Leaders and ❑ Develop and implement our diversity and inclusion program Volunteers Staff Owner: John Fitzpatrick B. Increase Varied Programming to Support ❑ Provide training for advancement within the city Organizational ❑ Conduct supervisory training quarterly Development Staff Owner: John Fitzpatrick C. Maximize Our Financial Position Based On Our Capabilities and ❑ Execute the plan to maintain the city' s general obligation debt below 70% of our statutory limit Limitations ❑ Research and analyze multi year budget option Staff Owner(s): Trena Larson and John Fitzpatrick D. Improve Our Internal and External Communication ❑ Facilitate communications with, and feedback from, employees Systems (Citizens, Council, ❑ Encourage Annual Departmental Council Member Tour/Orientation ❑ Encourage at least one departmentally hosted open house annually Manager, Department Heads, ❑ Facilitate Public Awareness of City Services and Value Supervisors, Employees) Staff Owner(s): John Fitzpatrick E. Align Internal Department Action Plans to Strategic ❑ Assess Departmental plans and plans for future development & or integration Plan Staff Owner: John Fitzpatrick F. Align Employee "Guiding Performance to ❑ Educate supervisors on how to apply Principles" in employee evaluation process I ❑ Improve employee's understanding of role in achieving plan initiatives no„a,+.,,o„rnla„. — r, I , I. --r ' .r �......,u....�..t,...�.�.,.�,...u..u�...�.,.......r..,y......�u...u....,.. t,..,.,..��.,.. t,... t,.,�.. Staff Owner: John Fitzpatrick ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Future State: Organizational efficiency has been maximized by successfully achieving City initiatives. Staff Owner: John Fitzpatrick G. Implement/ Improve Our Performance and ❑ Build Management Skills to Evaluate and Utilize Performance Measures Outcome Measures ❑ Deliver performance measure/metrics training to department heads and supervisors Staff Owner: ❑ Evaluate benchmark opportunities functionally and geographically John Fitzpatrick H. Enhance Local Engagement with State Legislators to ❑ Conduct regular meetings between Council, staff and state legislators regarding issues of mutual interest Increase Local ❑ Participate with the League of Wisconsin Municipalities & similar groups to impact public policy at the State Control level Staff Owner: John Fitzpatrick Strengthen Partnerships and Collaboration in ❑ Identify potential new partners for collaboration and analyze how to strengthen current partnerships Diverse Community ❑ Educate citizens on availability of services through community partners Groups ❑ Incorporate Diversity and Inclusion into our decision-making processes (Public / Private) Staff Owner(s): John Fitzpatrick/Everyone IMPROVE AND J 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 John Fitzpatrick A. Improve Our Streets, ❑ Update transit development plan that will guide our improvement efforts for the next 5-10 Transit, Bike, ❑ Update the Bicycle and Pedestrian Circulation plan Pedestrian and Public ❑ Complete priority projects from the 2011 Pedestrian and Bicycle Circulation Plan Utilities ❑ Incorporate complete streets principles when and where its feasible Staff Owner(s): Jim Collinsmi ❑ Annually update and implement 5 year Capital Improvement Plan (CIP) projects James Rabe, Allen Davis B. Improve Our S ❑ Develop plans for additional unstudied watersheds a torm; ❑ Implement recommendations of watershed plans as policy, time and budget allows Water Management — g ❑ Complete planning study to develop plan to comply with requirements of Total Maximum Daily Load Staff Owner: James Rabe Ili& (TMDL) 'U Identify range of policies to address private clear water inflow and infiltration into the sanitary sewer; C. Execute Our Clear system Water Initiatives11 ❑ Educate community leaders and public about sources of clear water in the sanitary sewer system Staff Owner: James Rabe ❑ Reduce cross connections to the sanitary sewer system ❑ Continue to address clear water inflow and infiltration whenever it is discovered D. Improve Our City Buildings and Improve Energy Efficiency Staff Owner(s): John Fitzpatrick, Jim Collins E. Update and Maintain Our City Technology ` Staff Owner: John Fitzpatrick F. Update and Maintain Our City Equipment Staff Owner(s): Various Departments ❑ 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 a single time and attendance scheduling system for all departments ❑ Continue implementation of Enterprise Resource Program (ERP) (2016-2020) ❑ Optimize, standardize and expand Geographic Information System (GIS) functionality ❑ Implement replacement schedule per CIP ❑ Maintain & update our Information Technology infrastructure ❑ Evaluate equipment replacement & maintenance schedules for fleet vehicles September, 2018 Oshkosh 2019-2020 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 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 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 c recognized as a sources of pride for the community Staff Owner(s): Jeff Gilderson-Duwe , Ray Maurer, Brad Larson A. Update: Outdoor Recreation Plan (CORP) Staff Owner: Ray Maurer B. Implement 2018-2020 Parks Strategic Plan Staff Owner: Ray Maurer C. Continue to Develop River Walk- "Focus on the Water" Staff Owner: Allen Davis D. Enhancethe Museum's Capacity to Recognize, Preserve, and Interpret the History of Our Community Staff Owner: Brad Larson E. Make Progress Toward the Library's Vision of "A Library Card in Every Life" Staff Owner: Jeff Gilderson-Duwe F. Establish a Long - Term Funding Strategy to Support and Improve Arts and Culture Staff Owner: Mark Rohloff ❑ Implement top priority projects in CORP and individual park master plans ❑ Improve planning processes and assessment ❑ Improve use of technology and online services ❑ Improve Communications, collaborations and community partnerships ❑ Enhance, improve and expand special events and programs ❑ Improve our volunteer systems and processes ❑ 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 ❑ 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 ❑ Work with community leaders on the Image Campaign to increase community pride and market Oshkosh's quality of life ❑ Support Convention and Visitors Bureau (CVB) efforts to market community as "Wisconsin's Event City" ❑ Provide technical assistance to Greater Oshkosh- Healthy Neighborhoods Initiative (GO-HNI) to support the creation and maintenance of resident -led neighborhood associations A. Enhance and Promote ❑ Support resident training opportunities to enhance leadership development a Culture of ❑ Promote neighborhood identities through marketing and strategic improvements within neighborhoods Neighborhood ❑ Collaborate with the Oshkosh Health Neighborhood Alliance (OHNA) to support and advocate for Staff Owner: Allen Davis neighborhood based service delivery and policy development ❑ Work with GO-HNI to educate municipal staff and community members/agencies on the importance of neighborhoods B. Leverage City ❑ Collaborate with GO-HNI, ADVOCAP, Habitat for Humanity, Housing Authority to implement Resources and neighborhood projects and track dollars leveraged Incentives to ❑ Track resident volunteer hours with the goal of increasing social capital within neighborhoods Encourage Private ❑ Explore the development of a Residential Tax Increment Finance (TIF) Policy to promote (re)development STRENGTHEN Investment in within neighborhoods "Great Neighborhoods ❑ Continue to promote and administer the Neighborhoods Program" by completing four to six projects OUR per year and track dollars leveraged Staff Owner: Allen Davis NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well ❑ Promote "Our Neighborhoods Engage (ONE)" Oshkosh city-wide through community outreach & maintained, and desirable places to marketing live inspiring positive social C. Build Awareness for ❑ Participate with Oshkosh Healthy Neighborhoods Alliance to ensure an open line of communication with interactions among residents Neighborhood neighborhood associations ❑ Conduct POLCO surveys to determine resident confidence with in neighborhoods Development ❑ Educate real estate community and community members on available neighborhood programs and activities Staff Owner(s): Allen Davis, Staff Owner(s): Allen Davis ❑ Promote implementation activities of existing neighborhood plans. One project per year per Neighborhood James Rabe Plan. ❑ Identify successes in neighborhood revitalization and apply those in more areas of the city ❑ Research the feasibility of developing a code compliance loan or grant program to work with property owners that can't secure traditional rehabilitation financing. ❑ Develop education campaign to increase awareness of existing municipal codes D. Increase Owner ❑ Continue to conduct proactive property maintenance and zoning inspections city-wide Investment and ❑ Develop and administer targeted Micro -Grant Program Maintenance in ❑ Continue private side lead service replacement program utilizing the DNR Safe Drinking Water Loan Property Program money Staff Owner: Allen Davis ❑ Develop a long term private side lead service line replacement program to continue beyond the funding availability within the Safe Drinking Water Loan Program STRENGTHEN J OUR NEIGHBORHOODS Future State: Neighborhoods throughout the community are attractive, well maintained, and desirable places to live inspiring positive social interactions among residents Staff Owner(s): Allen Davis, James Rabe E. Establish City Inter - Departmental Teams ❑ Develop one neighborhood plan annually with resident leaders for Planning and ❑ Support implementation of approved neighborhood plans by accomplishing one project per year per Completing neighborhood association Neighborhood ❑ Ongoing update of a neighborhood report card program Projects ❑ Promote available resources and services at neighborhood meetings and events Staff Owner: Allen Davis F. Increase Quality and ❑ Collaborate with ONE Oshkosh partners to originate housing projects ❑ Update Comprehensive Plan to identify areas of appropriate residential density city-wide Diversity of Housing ❑ Update targeted blight elimination process and program Stock L03 Continue to provide architectural services program to enhance improvements to residential properties Staff Owner: Allen Davis ❑ Promote available residential city -owned properties for (re)development